BUSINESS CONTINUITY MANAGEMENT

KRG’s Managing Director has over the last 25 years gained significant experience in BCM in both stable and unstable business environments. Some BCM-related activities involved natural disasters in South America, civil conflicts in Africa and the Middle East, and major business disruptions in North America and Australia.

Business Impact Analysis (BIA) – Assessing and Understanding Risk

BIA activity is the first step in developing BCM strategy and continuity plans. It will facilitate business leaders in fully understanding vulnerabilities and risk-gaps that need to be addressed to effectively shape an organisation’s fragility, resilience or anti-fragility.

Business Continuity Planning (BCP)

Using the risks identified through the BIA process, KRG helps clients establish continuity plans to be used in the second and third line of defence against disruption and threats. Solutions are designed to protect, continue or recover the resources associated with business processes (including facilities, equipment, people, information technology and suppliers/vendors).

Crisis Management Planning (CMP)

Not all crisis management plans achieve their objective. In the event that a disruption or crisis was not prevented, deterred or adequately managed, KRG’s crisis management plan model is designed to support an organisation’s crisis management team to achieve a state of readiness for effective activation and deployment. The plan will describe the crisis management team structure, plan activation, response escalations and processes as well as roles and responsibilities. KRG will further help clients develop a set of standardised notification and escalation “thresholds” that can be set out in an Enterprise Risk Management database or program.

Crisis Communication

Crisis Communication is the process of being able to communicate while managing multiple responses to an event with a consistent approach. The aim is to respond quickly and appropriately, thus minimizing damage to the organisation’s reputation and business operations.

An effective crisis communication strategy calls for clear command decisions, documented actions, defined roles and responsibilities, and the ability to communicate effectively and efficiently across the entire organisation. The key to successful crisis communication lies in maintaining current, accurate communication lists for both internal and external contacts, keeping written documents for internal and external communications, developing company fact sheets and making sure employees are well-versed in public relations, legal response and insurance.

Preparedness and Education

Education and training of personnel with BCM responsibilities play a significant role in a successful execution and may influence the time required to execute tasks. An awareness and education strategy helps ensure all employees are aware of each plan, not just those who participate regularly in a plan.

BCM is one of the four elements of Kaizen’s approach to helping organisations become anti-fragile. Kaizen’s BCM operating model is an effective response that safeguards the interests of its key stakeholders, reputation, brand and value-creating activities.