Business Continuity Management & Disaster Recovery 2012

About

About the conference

Come to our Business Continuity Management and Disaster Recovery Conference to hear practitioners speak on their latest experiences in continuity including an international keynote address from Queensland covering the January 2011 floods.

You will experience a mock disaster in our practical exercise where your planning skills will be put to the test and be part of a mini-workshop which will enable to you plan and run a continuity exercise in your organisation. Take part in our roundtable discussions and share your views on activating a BCM plan, media management or insurance.

Register now to hear other great topics including:

  • Social media insights, tools and strategy
  • Communication techniques for greater buy-in from all stakeholders
  • Case studies and examples of overcoming adversity



Agenda

Agenda: Day 1

9.00

Registration & Coffee

9.00

Opening remarks from the Chair

Sam Mulholland, Managing Director, Standby Consulting Services

9.10

International Keynote Address: How we were prepared for the Queensland Floods

The floods in Queensland in January 2011 brought destruction with estimated repair bills in the tens of billions of dollars. One of the major infrastructure hurdles to overcome was in water and sewerage – Queensland Urban Utilities share their continuity plans and how they were able to recover and reinstate their service quickly.
• A look at systems, processes and back up plans that were in place
• How closely did the reality match our continuity planning?
• Information dissemination regarding whether water was safe to drink and associated challenges
• Working with supply chain stakeholders to ensure fast reinstatement of services

Robin Lewis, Chief Operating Officer, Queensland Urban Utilities

10.00

Case Study: Continuity when it counts

As part of the national lifelines utilities group, coping with significant issues facing supermarkets and staff while providing the wider Christchurch community with essential food and water was a priority for Progressive.
• Planning and a whole of company approach to continuity
• Ensuring readiness at all times
• Manage disruption to business operation for significant periods

Richard Manaton, General Manager – Strategy and Corporate Affairs, Progressive Enterprises Ltd

9.50

Morning break & refreshments

11.10

Practical Exercise: Improving your response to crisis

Get a taste of disaster and develop your decision making ability in this mock exercise. You will be given a role in an imaginary organisation which experiences a crisis event. You must manage risks while overcoming new obstacles – how will you respond? Test your memory and see whether you are able to practice what you know in a team with varied strengths and roles to achieve an optimal outcome in the midst of disaster.
• Improve quick thinking and problem solving skills
• Increase your communication, planning, and team work savvy
• Can you manage a constantly changing situation?

Catherine Waugh, Partner, Ernst & Young

12.40

Lunch break

1.40

Case Study: Lessons learned post-Canterbury quake

The recovery effort is ongoing, and as part of their restoration Northern DHB discovered where they needed to make changes in their BCM plans. Using their lessons learned, find where your BCM plan could be improved, and the importance of regular plan review.
• The holes and unexpected problems that arose
• The process of implementing changes and challenges that were overcome
• Dealing with the wider community and external agents

Andy Wisheart, Project Manager Emergency Planning, Northern DHB Support Agency

2.20

Case study: Building a resilient culture

Organisations consist of people who react differently in a crisis whether it is a natural disaster, external circumstances, or a flu that takes out a couple of key people. Creating a culture where staff are prepared to take on other tasks and help each other will strengthen resiliency and enable your organisation to overcome challenges.
• Discussing post-crisis expectations and allowing for personal needs
• Support systems and backing up key job functions
• Examples of our experiences

Jeff Brown, BCM Operational Fraud & Security Risk, ASB

3.00

Afternoon break & refreshments

3.20

People, precious possessions and pets: managing staff during disaster recovery

The first thoughts people have after a crisis are not likely to include their workplace. Staff engagement is paramount in a continuity plan, as the more the wider workforce is involved, the better your organisation will transition through challenges.
• Deciding who should be part of the BCM team
• Managing new roles during disaster recovery
• Building strong resilience and overcoming stress

Steve Streefkerk, Manager Business Continuity Planning, Parliamentary Services

4.00

Planning for the unexpected – How to find and plug the gaps

43% of NZ SME Businesses have faced crisis in the last 5 years with less than 33% of them responding to crisis in a resilient manner*.
Ian Forrester Managing Director of NZ’s only end-to-end business continuity company Plan-b Limited will provide delegates with fresh insight on Business Continuity and Risk Management planning. His no-nonsense approach to the subject will give you a clear understanding of how you can plan for a crisis and what gaps you currently have in your risk management planning. Let Ian take you through Plan-b’s Business Continuity Gap Analysis Questionnaire which will clearly indicate where the gaps are in your business. Become aware of your risks and responsibilities for planning for the unexpected and how you can improve on your overall risk management performance.
* Massey University Business SMEAsure report - May 2011

Ian Forrester, Managing Director, Plan-b

4.40

End of day one & networking drinks

Agenda: Day 2

9.00

Welcome back from the Chair

9.05

Planning to use social media in a crisis

Social media is a simple method of contacting a large number of people, whether they are staff or customers. However, the use of social media needs to be clearly communicated and understood before an event happens to ensure the assigned person knows their roles and responsibilities and it is used in the most effective way possible.
• The value of social media: speed and saturation
• Beware inaccuracies in a rapidly changing situation
• Integrating social media into communication trees and managing content

Anna Connell, Online Community Manager, BNZ

9.50

Communicating crises to stakeholders

In a crisis event it is important to inform key stakeholders to give them peace of mind about their investment and relationship with your organisation. Involving stakeholders can pre-empt potentially negative fallout, and can provide external support.
• Discussing stakeholder expectations before an event happens
• Informing the right people at the right time, with the right information
• Mitigating stakeholder resource demands
• Risk dependencies – how much do you rely on stakeholders & vice versa?

Ford Robertson, Manager Quality & Security, Christchurch International Airport

10.30

Morning break & refreshments

10.50

Case Study: Control the communication

Instructing staff, stakeholders, customers and the wider public about the status of your organisation needs to be appropriate for the situation. Christchurch City Council will share their experiences with communication management, and demonstrate the importance of clear notification.
• What happened in the first 24 hours
• Communication trees: how do they work when normal communications systems go down?
• Lessons learned and applied

Lee Cowan, Public Affairs Manager, Christchurch City Council

11.30

Case study: Getting to simple

It can be a struggle deciding what is or isn’t important in a business continuity plan, and this can be the difference between useful and useless. The simplification of a plan also affects whether it can be quickly activated in a crisis so eliminate the content you don’t need to create a plan that is easily triggered. Hear how the MSD have simplified their plans for greater effectiveness.
• Defining your use of a continuity plan: what purpose does it need to achieve?
• Making decisions on what needs to be included and testing their effectiveness
• Our plan activation procedures: who needs to know them and why?

Matthew Shaw, Business Continuity Advisor, Ministry of Social Development

12.15

Lunch break

1.00

Mini-workshop: How to facilitate a continuity exercise

Running a mock continuity exercise takes valuable resources, so it’s important to make it as effective as possible to ensure maximum learning and retention. This mini-workshop will give you the ability to run a test exercise in your organisation so you can gauge whether key staff are prepared to act in a crisis.
• Deciding the key outcomes for the exercise
• Keeping it real
• Steps to assist with planning an exercise
• Building self confidence and assertiveness before facilitation
• When should it be run?
• What makes a reasonable annual exercise programme?

Miles Crawford

Miles has worked for councils and other private sector organisations in areas of civil defence, risk and business continuity. In these roles he has lead the development of exercises for emergency response staff, developed annual business plans and managed business wide continuity framework and response plans. He now works as an Advisor in Business Improvement and Risk at the Department of Labour.

2.00

Roundtables: Join a discussion on one of these BCM issues:

Activation procedures for a BCM plan
Having a plan does not necessarily mean knowing how to implement it. How do you know when a plan needs to be enacted, and what initial steps to take? Do the people in your organisation know who to alert if they discover something suspicious? Discuss the moment of crisis discovery and what to do next.
Matthew Shaw, Business Continuity Advisor, Ministry of Social Development

Media management
A crisis has hit. Do you inform the media or wait for them to figure it out? Is it possible to have a good relationship with journalists and avoid negative exposure? Discuss how you can build a positive reputation through open interaction with journalists.


Dealing with insurance
It is crucial to understand exactly what your organisation’s policy covers and to provide continuity solutions where these fall short. It is also important to know what claims information to gather and what to do about insurance after a disaster.
Steve Walsh, Executive Director, Marsh Ltd

2.40

Afternoon break & refreshments

3.00

Innovative perspectives on building a resilient NZ

Through recent events, we have been reminded of how BCM and resilience matters go to the heart of the wellbeing, safety and confidence of our businesses and communities. Yet we still may not appreciate the extreme potential impact of a major disaster or disruption in terms of long term viability.
• Considering continual provision of core services
• Opportunities for commercial and public sectors to partner on resilience initiatives
• Redefining business and operating models

Anu Nayer, Head of Security Privacy and Resilience, Deloitte

Please check back later for Presentation

3.50

Closing remarks from the Chair and end of conference

Workshop

Culture Shock: Developing resiliency to defeat disaster

27th June 2012, Amora Hotel, Wellington - Chandan Ohri, Partner, KPMG

Becoming a resilient organisation is crucial in today’s volatile environment. Developing a culture with an awareness of potential risks and making adjustments means that your organisation will bounce back from adversity and overcome challenges with minimal impact. Your organisation will also be fully functioning faster, enabling you to provide key services when customers need it the most.

This workshop will give you tools to build a culture of resilience into your organisation, where people know what to do in a crisis and are aware of procedures they can follow to assist in the recovery effort.

  • Gain buy-in from management and encourage a resilient culture focus from the top
  • Strategies for building organisation-wide resilience 
  • Develop continuity plans that are specific and devolve decision making 
  • Communicating with clarity: tell people what they need to know and when to act
  • Responding to crisis as a team with clear objectives 

 

Sponsors

Interested in sponsorship?

There are some exclusive opportunities to promote your company, and its products and services, at this leading event. Contact the sponsorship team below to request a prospectus or discuss the options, or view more about event sponsorship.

Major Sponsors