Continuity Management & Disaster Recovery
Ensuring quality decision making to mitigate risks within the power sector
Attend this course to:
- Identify the value of increased resilience through effective business continuity plan.
- Validate the efficacy of current business continuity strategies and identify where and how to improve.
- Ensure rapid availability of management decision-making capabilities and communication.
- Reduce the impact of business interruptions through the identifying mission critical business processes.
- Manage the crisis response efficiently, thereby reducing risk of potential loss of revenue and assets.
- Improve alignment of systems, operations and people with recovery capabilities and organisation's requirements.
- Enhance enterprise recovery after a disaster.
What is this programme about?
Welcome to continuity management and disaster recovery, uniquely designed to address the challenges experienced by power utilities within the African context. Organisational resilience is directly linked to the overall health of your utility. It is of critical importance to ensure plans and responses are in place to strategically address disasters that may occur. Issues such as unreliable infrastructure, political instability and constant economic flux threaten business operations and performance and increase exposure to risks and uncertainty. As these risks evolve, so too must our business continuity strategies, to ensure maximum readiness and a proactive stance to industry turbulence.
Spintelligent Training Academy has worked closely with experts within our faculty to provide a training that directly addresses these challenges and provides the skills needed to increase your resilience quotient. We will demonstrate a holistic approach to business continuity, from scenario planning and testing to plan implementation and effective leadership.
We aim to facilitate sustainable growth within your organisation through these premium learning opportunities and we look forward to ushering you into an era of heightened performance.
It is highly recommended that professionals from power utilities who are involved in any aspect of business continuity and disaster recovery attend this course, including:
- Strategy and business continuity
- Project management
- Systems operations
- Enterprise resilience
- Disaster recovery
- Enterprise preparedness
- Enterprise risk management
THE BIG QUESTION – WHAT IS RESILIENCE AND WHY IT IS CRITICAL TO MY ORGANISATION?
- Adapt successfully to unforeseen and disruptive changing power sector environments.
- Gain a competitive edge by identifying gaps and taking advantage of opportunities.
- Be more agile and innovative by learning from trends.
- Reduce costs and increase efficiency by avoiding potential pitfalls.
- Obtain a better understanding of risks and opportunities.
- Preserve and improve their reputation by being seen as vigilant and robust.
- Engender trust amongst external clients and internally amongst staff.
- Cultivate a culture of shared purpose and values.
Group discussion and feedback: Participants will be given the opportunity to discuss pitfalls, challenges as well as where improvement is required within their organisations.
EFFECTIVE BUSINESS CONTINUITY AND DISASTER RECOVERY PLANS FOR POWER INDUSTRY OPERATIONS
- Managing the crisis response efficiently through solid and practiced crisis management communications processes.
- Impact/time diagram: establishing downtime and the impact on your revenue stream and critical business operations.
- Implementing emergency response procedures that help ensure the safety of personnel and the protection of utilities’ assets during and after the crisis event.
- Developing recovery strategies and continuity plans for critical business functions required to sustain an acceptable level of operation during a significant business interruption.
- Keeping technology operational: Designing and implementing resiliency strategies and plans for essential information technology infrastructure, hardware, software and data during a crisis.
- Conducting periodic validation and testing processes that help ensure the BCM program is effective and well understood by all involved.
Practical exercise: The facilitator will provide a practical exercise to demonstrate how to design and implement the principles of this module.
MAXIMISING BUSINESS CONTINUITY IN THE POWER VALUE CHAIN
- BCM needs to be part of the procurement strategy as a risk mitigation measure and utilities need to consider supply chain failure in their own BCPs.
- Understanding the supply/value chain code of conduct.
- Auditing service level agreements: evaluate conditions and practices in supplier manufacturing or service facilities including business continuity management systems.
- Corrective Action Plan (CAP): Utilising a plan to address all findings from an audit.
MANAGING VALUE CREATION WITHIN A BUSINESS CONTINUITY PROGRAMME FOCUSED ON SUPPLY CHAIN ACTIVITY
- Managing value creation within a business continuity programme focused on supply chain activity
- Effectively recruiting, hiring, training, motivating, rewarding, and retaining your workers. Managing and processing information, as well as protecting a company’s knowledge base.
- Minimising information technology costs, staying current with technological advances, and maintaining technical excellence.
- Practical application: Two key factors for utilities
- Recovery Point Objective (RPO) refers to the point in time in the past to which you will recover.
- Recovery Time Objective (RTO) refers to the point in time in the future at which you will be up and running again
ANSWERING FUNDAMENTAL QUESTIONS:
This session will be an interactive discussion between facilitator and participants to encourage feedback and understanding
- What are the national strategic and economic risks if your core utilities go down for one day, one week or even longer?
- How are national utilities protected currently? Are core elements of the national utilities protected differently from lower ranking risk? – Controls
- What will happen to your stakeholders in the event of a disaster? – Communication
- What types of disasters or impacts are you guarding against? – Risk ranking
- What were the results of your latest full disaster recovery test?
- Undertaking a vulnerability risk assessment?
ASSET RISK MANAGEMENT AND LEGACY PLANT ISSUES IN BCM PLANNING – KEY THEMES:
- Investigating optimal management of physical assets during a time of disruption.
- Aligning organisational objectives which feed into asset management strategies, objectives, plans and day-to-day activities.
- Planning whole life cycle asset management and cross-disciplinary collaboration to achieve the best value combined outcome for your utility.
- Risk management and risk-based decision-making.
CAN WE AFFORD TO TEST OUR BCPS? – UNDERSTANDING THE PEOPLE ASPECTS:
- Testing BCPs - Design of response plans.
- Putting in place and updating maintenance programmes with a focus on: if there is a change to the external environment in which the organisation operates; following lessons learned from an incident or exercise; and changes to staff.
- Redesigning your learning management strategies, encouraging learning and testing of understanding: implementing a culture of excellence
Exercise and feedback
LEADERSHIP AND PERFORMANCE MANAGEMENT: THE SECRET INGREDIENT - PEOPLE:
- Leadership, people engagement, and capability challenges: realising that the performance management process affects all of these challenges.
- Gathering bottom-up feedback from employees through engagement processes, identify weaknesses and improve performance.
- Bolstering an organisation’s capacity to manage the response and recovery phases of a crisis.
Questions and close end of day two.