Business Continuity & Brexit Contingency Planning

• 1 year on scaffolded and wrapped

• Memorial services & Anniversary services

• Communication engagement

• Continued provision of permanent accommodation

• Plans for demolition of the block and redevelopment of the area

• 02:06 Major Incident declared

• Immediate rescue, evacuation and shelter

• Provision of emergency accommodation

• Communication with community and wider media

• Identification of vulnerable persons and needs

• Provision of temporary and permanent accommodation

• Management of spontaneous volunteers and donations

• Air quality monitoring and public health messages

• Waste management (inner and outer cordon)

• VIP visits to scene

• Communication with community and wider media

• Care For Grenfell Team established (signposting support)

Command and Control

Operational

BronzeOrganisations carry

out tasks

Tactical (SILVER)

Co-ordination team allocates tasks

Monitoring actions and priorities

Monitoring and analysing

tasks

Monitoring and analysing

results

Strategic(GOLD)

Identifies issues & deliberates resultsProgress

Reports, Results

What is What is What is What is Business Continuity?Business Continuity?Business Continuity?Business Continuity?

• Business continuity planning is the process of creating systems of prevention and recovery to deal with potential threats to a company.

• Aims, where possible, to prevent disruption occurring.

• Where it does occur, good planning should reduce, control or mitigate the negative consequences.

• A systematic and ongoing process which should evolve as lessons are learnt and circumstances change.

• Organisations should test the effectiveness of their plans by carrying out exercises, and should ensure that staff involved in the planning for or response to an emergency receive appropriate training

https://www.thebci.org/

There is plenty There is plenty There is plenty There is plenty of Guidanceof Guidanceof Guidanceof Guidance

&&&&ISO Standards ISO Standards ISO Standards ISO Standards (22301, 22313)(22301, 22313)(22301, 22313)(22301, 22313)

https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/376381/Expecting_the_Unexpected_Reviewed.pdf

The core principle is that you should know your business, what it does and how it would be impacted by the risks it faces

Failing to plan is planning to fail

Questions to ask

1) What do you do?

2) What parts of what you do are time critical?

3) What happens if they don’t happen?

4) How might various risks stop them from happening?

5) What contingency plans do you need to make sure they do still happen?

6) What else can flex to help?

7) How do you make sure the plans work?

8) How do you make sure the right people understand the plan?

Perceived Risk Matrix

5

4

3

2

1

1 2 3 4 5

Likelihood

Imp

act

• Used to prioritise risks

• Weight towards impact

• Logarithmic scales

National Risk RegisterNational Risk RegisterNational Risk RegisterNational Risk Register Northamptonshire Risk RegisterNorthamptonshire Risk RegisterNorthamptonshire Risk RegisterNorthamptonshire Risk Register

8 Key Business Continuity Risks

Loss of Premises Immediate exclusion from key premises without notice

Loss of Fuel Supply Significant restrictions to fuel supplies across the county

Loss of IT Complete loss of IT systems and/or data for at least 72 hours

Loss of Power Widespread loss of power for at least 72 hours

Loss of Staff50% loss of staff for up to 13 weeks due to illness, absence,

incident or response arrangements

Loss of SuppliersImmediate loss of critical suppliers and/or contractors

without warning and without a timescale for restoration

Supply Chain Disruption Lack of availability for key supplies and consumables

Severe Snow Severe and widespread snow

BREXIT

The European Union

https://www.youtube.com/watch?v=O37yJBFRrfg&t=78s

The European Union

https://www.youtube.com/watch?v=O37yJBFRrfg&t=78s

Possible outcomes

No deal is what will

happen at 2300 on

29th March 2019

unless parliament

do something to

change that

Potential Brexit Outcomes

1. No Deal

2. Parliament approves Theresa May’s

Deal

3. Parliament seeks to extend Article 50

(subject to EU agreement)

4. Parliament revokes Article 50

5. Alternative deal(s)

Other things that may happen but do

not immediately change the current

outcome

- Confidence vote in government

- General Election

- Theresa May resigns

- Second referendum

Explaining a no-deal Brexit

What happens after a no deal Brexit?

https://www.youtube.com/watch?v=DZ9HgGvG3sU

Could a no deal be good for Britain?

https://www.youtube.com/watch?v=PsuirVKxmkw

https://www.channel4.com/news/government-play-down-risks-of-a-no-deal-brexit-scenario

Key planning assumptions

• The UK will leave the EU on the 29 March 2019 without a deal – the ‘no deal’ scenario

• Information published by credible sources such as UK government departments, EU institutions and the Bank of England is assumed to be sufficiently accurate to form the baseline for assessment of implications

• Where there remains significant uncertainty planning will consider the reasonable worst case

• Any outcome at this stage will be highly contentious with sections of the public

Potential ‘No Deal’ Impacts

Access to EU Databases

Data Transfers

Procurement Rules

Medicines

Work force challenges

Import / Export Certificates

Travel and Visas

Immediate issues Short Term issues Longer Term Issues

Fresh food supplies

Border delays

Costs

Public Order

Other Essential Supplies

Food Safety

Product Safety

Panic Buying

Economic Impacts

Funding and Investment

Border Checks

Operating Licences

National Command & Control

Information Sharing

Reciprocal Healthcare

In Summary

• We don’t know what is going to happen!!

• Planning should be proportionate to the risk

• We base planning on the ‘reasonable worst case’

• It is better to be prepared and not need it than caught out by being unprepared

• If the worst does happen it might be the difference that means your business survives

Thank You