Brenda D. Phillips,
Brenda D. (Indiana University South Bend, Indiana, USA) Phillips,
Mark Landahl,
Mark (Ph.D., Emergency Manager, City of Rockville, Maryland, USA) Landahl
e.a.
Elsevier Science
e druk, 2020
9780128138441
Business Continuity Planning
Increasing Workplace Resilience to Disasters
Specificaties
Paperback, blz.
|
Engels
Elsevier Science |
2020
ISBN13: 9780128138441
Rubricering
Levertijd ongeveer 9 werkdagen
Gratis verzonden
Samenvatting
Terrorism, natural disasters, or hazardous materials threaten the viability for all types of businesses. With an eye toward business scale, scope, and diversity, Business Continuity Planning: Increasing Workplace Resilience to Disasters, addresses a range of potential businesses from home-based to large corporations in the face of these threats, including the worldwide COVID-19 pandemic. Information on business continuity planning is easy to find but can be difficult to work through. Terminology, required content, and planning barriers often prevent progress. This volume solves such problems by guiding readers, step-by-step, through such actions as identifying hazards and assessing risks, writing critical functions, forming teams, and encouraging stakeholder participation. In essence, this volume serves as a business continuity planning coach for people new to the process or seeking to strengthen and deepen their ongoing efforts. By engaging stakeholders in a business continuity planning process, businesses can protect employees, customers, and their financial stability. Coupled with examples from recent disasters, planners will be able to inspire and involve stakeholders in creating a more resilient workplace. Designed for both educators and practitioners, Business Continuity Planning: Increasing Workplace Resilience to Disasters walks users through how to understand and execute the essential steps of business continuity planning.
Specificaties
Inhoudsopgave
<p>Chapter One. The Challenges of Business Continuity Planning</p> <p>Introduction</p> <p>What Most Businesses Do (Not Do) in a Disaster</p> <p>Hazards that Become (Business) Disasters</p> <ul> <p> <li>Natural Hazards</li> <ul> <p> <li>Tsunamis and Cascading Events</li> <p> <li>Hurricanes and Cyclones</li> <p> <li>Floods</li> <p> <li>Earthquakes</li> <p> <li>Volcanos</li> <p> <li>Tornadoes</li> </ul> <p> <li>Hazardous Materials</li> <p> <li>Technological Disruptions </li> <p> <li>Terrorism and Active Attackers</li> <p> <li>Pandemics </li> </ul> <p>Types of Disaster Planning</p> <ul> <p> <li>Mitigation Planning</li> <p> <li>Preparedness and Planning</li> <p> <li>Response Planning</li> <p> <li>Recovery and Business Continuity Planning</li> </ul> <p>The Benefits of Business Continuity Planning (BCP)</p> <ul> <p> <li>Mission fulfillment</li> <p> <li>The financial bottom line</li> <p> <li>Loss containment</li> <p> <li>Customer bases</li> <p> <li>Human resources</li> <p> <li>Diversity in the business community</li> </ul> <p>Essential Principles for BC Planning</p> <ul> <p> <li>Involvement and inclusion</li> <p> <li>Planning is a process</li> <p> <li>Evidence-based planning</li> <p> <li>A culture of continuity</li> </ul> <p>Upcoming Chapters</p> <p>Chapter Two. Setting the Stage</p> <p>The Challenges of Business Continuity Planning</p> <ul> <p> <li>Getting people’s attention</li> <p> <li>Securing a commitment from the CEO</li> <p> <li>Lack of knowledge or understanding</li> <p> <li>Educating and involving people on planning as a process</li> </ul> <p>The Effects of Disasters on Businesses</p> <ul> <p> <li>Direct impacts</li> <p> <li>Indirect impacts</li> <p> <li>Downtime </li> <p> <li>Displacement</li> <p> <li>Impacts on employees</li> <p> <li>Impacts on customers</li> <p> <li>Businesses that fail</li> </ul> <p>Essential Actions for Starting the Planning Process</p> <ul> <p> <li>Get a team together</li> <p> <li>Establish a timeline</li> <p> <li>Kick off the BCP effort</li> <p> <li>Build and maintain momentum</li> </ul> <p>Chapter Three. Pre-planning Steps to Launch BCP </p> <p>Introduction</p> <p>Hazard Identification</p> <ul> <p> <li>Sources of hazard information</li> <p> <li>How to write up a hazard identification</li> </ul> <p>Risk Assessment</p> <ul> <p> <li>Understanding probabilities and historic trends</li> <p> <li>Crafting Scenarios</li> </ul> <p>Loss Estimation</p> <ul> <p> <li>Kinds of losses to estimate</li> <p> <li>Broader community impacts</li> </ul> <p>Business impact analysis</p> <p>Determining Acceptable Losses</p> <p>Mitigating Losses</p> <p>Essential Actions</p> <p>Chapter Four. Parts of a Business Continuity Plan </p> <p>Scenarios and Decision-Making</p> <ul> <p> <li>Pandemic</li> <p> <li>Technology Disruptions</li> <p> <li>Natural Disasters</li> </ul> <p>Critical Functions</p> <ul> <p> <li>Prioritizing Critical Functions</li> <p> <li>Work Teams</li> </ul> <p>Assets and Workarounds</p> <p>Essential Partnerships</p> <p>Essential Actions to Take</p> <p>Chapter Five. Managing Disruptions</p> <p>Introduction</p> <p>Infrastructure Disruptions</p> <ul> <p> <li>Anticipating Disruptions </li> <p> <li>Utilities </li> <p> <li>Communication and Information Technology</li> <p> <li>Transportation arteries and supply chains</li> </ul> <p>Downtime Management</p> <ul> <p> <li>How utilities get back on</li> <p> <li>The role of critical function work teams</li> </ul> <p>Displacement Management</p> <ul> <p> <li>Site displacement</li> <p> <li>Functional displacement</li> <p> <li>Population displacement</li> </ul> <p>Restoring Critical Functions</p> <p>Essential Actions</p> <p>Chapter Six. Managing Human Resources</p> <p>Introduction</p> <p>Case Examples</p> <ul> <p> <li>Terrorism</li> <p> <li>Natural Disaster</li> <p> <li>Pandemic</li> </ul> <p>The Critical Role of Human Resources Management</p> <ul> <p> <li>Business Continuity Planning for Human Resource Management</li> <p> <li>Preparing Employees for Disruptions</li> </ul> <p>What Employees May Experience</p> <ul> <p> <li>Personal Impacts</li> <p> <li>Professional Impacts</li> </ul> <p>What Employers May Experience</p> <ul> <p> <li>Coping with Employee Impacts</li> <p> <li>Coping with Immediate Business Impacts</li> </ul> <p>Navigating Recovery </p> <ul> <p> <li>Transitioning from Response to Recovery</li> <ul> <p> <li>The 2004 Tsunami</li> <p> <li>The 1989 Loma Prieta Earthquake</li> </ul> <p> <li>Recognizing and Rewarding Employees</li> </ul> <p>Essential Actions</p> <p>Chapter 7. Strengthening and Testing your Business Continuity Plan</p> <p>Introduction</p> <p>Training on the BCP</p> <ul> <p> <li>Why you need to know the plan</li> <p> <li>Teachable moments</li> <p> <li>Training options</li> <p> <li>What to train on </li> </ul> <p>Creating scenarios</p> <p>· Exercises</p> <ul> <p> <li>Tabletop</li> <p> <li>Full scale</li> <p> <li>Field</li> </ul> <p>Virtual/Simulations</p> <p>· Creating a culture of preparedness</p> <p>Essential Actions</p> <p>Chapter 8. Becoming More Resilient</p> <p>Introduction</p> <ul> <p> <li>Disaster losses and future predictions</li> </ul> <p>Resilience</p> <ul> <p> <li>The Sendai Framework</li> </ul> <p>Mitigation</p> <ul> <p> <li>The purpose of mitigation</li> <p> <li>Becoming a champion for mitigation</li> </ul> <p>The Recovery Process</p> <ul> <p> <li>Employee support</li> <p> <li>Flexibility</li> <p> <li>Sustainability</li> </ul> <p>Essential Actions</p> <p>Appendix1. Emergency Response Planning Basics2. Mitigation Planning Basics3. Essential Tools and Resources for BCP (worksheets, checklists, etc.)</p>