Our logistics teams are the backbone of a wide variety of operations and we pride ourselves on the customer focused service we provide in all of these environments. Our resilience teams at the airports provide valuable service enhancement activities throughout the operational day as well as deliver business continuity in times of disruption. Our teams literally keep the airport running. We have transformed ways of working across all three within the aviation sector.
Manual operations; and Other considerations. When developing the continuity strategy, consideration should be given to both short-term and long-term goals and objectives.
Short-term goals and objectives may include: Critical personnel, facilities, computer systems, operations, and equipment; Priorities for processing, recovery, and mitigation; Maximum downtime before recovery of operations; and Minimum resources required for recovery.
Long-term goals and objectives may include: Personnel Human resources represent one of most critical BCP components, and often, personnel issues are not fully integrated into the enterprise-wide plan.
Based on the BIA, the BCP should assign responsibilities to management, specific personnel, teams, and service providers. The planning group should comprise representatives from all departments or organizational units, and the BCP should be prepared by the individuals responsible for carrying out the assigned tasks.
In addition, the plan should specifically identify the integral personnel that are Business contintuity for successful implementation of the BCP, and succession plans should assign responsibilities to back-up personnel in the event integral employees are not available.
Additionally, vendor support needs should be identified. The BCP should address: How will management prepare employees for a disaster, reduce the overall risks, and shorten the recovery window?
How will decision-making succession be determined in the event management personnel are unavailable? How will management continue operations if employees are unable or unwilling to return to work due to personal losses, closed roads, or unavailable transportation?
How will management contact employees in the event personnel are required to evacuate to another area during non-business hours? Will the financial institution have the resources necessary to transport personnel to an offsite facility that is located a significant distance from their residence?
Who will be responsible for contacting employees and directing them to their alternate locations? Who will be responsible for leading the various BCP Teams e. Who will be the primary contact with critical vendors, suppliers, and service providers?
Who will be responsible for security information and physical? Personnel Needs One of the first things that many financial institutions realize during a disaster is that recovery cannot take place without adequate personnel.
Recovery efforts are typically more successful when management attempts to solicit and meet the immediate needs of their employees. Ideally, advance plans should be established regarding living arrangements for displaced employees and their families, such as securing blocks of hotel rooms or maintaining rental contracts for small homes, within and outside the local area.
If an emergency lodging program is offered by the financial institution, management should be aware of the business needs of each employee to ensure that proper communication channels and alternative telecommunications options are available, particularly if employees are required to work at their hotel or at an alternate location.
Management should plan for basic necessities and services for its staff members who have been displaced during a disaster. If possible, management should establish plans to obtain water, food, clothing, child care, medical supplies, and transportation prior to the disruptive event.
On-site medical support, mobile command centers, and access to company vehicles and other modes of transportation should also be provided, if available. Emergency Training Since personnel are critical to the recovery of the financial institution, business continuity training should be an integral part of the BCP.
During a disaster, a well-trained staff will more likely remain calm during an emergency, realize the potential threats that may affect the financial institution, and be able to safely implement required procedures without endangering their lives or the lives of others.
A comprehensive training program should be developed for all employees, conducted at least annually, and kept up-to-date to ensure that everyone understands their current role in the overall recovery process.
Cross Training and Succession Planning Cross-training of personnel and succession planning is also an important element of the business continuity planning process. Management should cross train employees throughout the organization and assign back-up personnel for key operational positions.
The financial institution should also plan to shift employees to other corporate sites, branches, back-up locations, or service provider facilities outside of the disaster area and prior to the development of transportation problems, if possible.
To ensure adequate staffing at the alternate site, financial institutions may decide to locate staff at the back-up facility on a permanent basis or hire employees who live outside the primary business area and closer to the alternate facility.
If employees are unable to return to work, management may use formal agreements with temporary agencies and headhunting services to provide temporary staffing solutions. BCP Team Assignments Planning should also consider human resources necessary for decision making and staffing at alternate facilities under various scenarios.FINRA is providing a template as an optional guide to small introducing firms to assist them in fulfilling their need to create and maintain business continuity plans (BCPs) and emergency contact person lists under FINRA Rule Business Continuity Management is defined as a: Holistic management process that identifies potential threats to an organization and the impacts to business operations those threats, if realized, might cause, and which provides a framework for building organizational resilience with the capability of an effective response that safeguards the interests of its key stakeholders, reputation, brand.
Disaster recovery and business continuity plans are just as important as business and marketing plans. Unlike the business and marketing plans, the disaster recovery and business continuity plans. Business Continuity Planners Association is a non-profit, mutual benefit association of business professionals responsible for, or participating in, business recovery, crisis management, emergency management, contingency planning, disaster preparedness planning, or a related professional vocation.
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