Organisational Resilience Management Training Course

Participants can define a proportionate resilience programme scope and governance model.

• PESTLE analysis identifies external conditions affecting continuity planning assumptions
• Interested-party mapping identifies regulators, customers, communities and critical partners
• Scope statements define services, locations, legal entities and exclusions
• Risk appetite statements guide acceptable disruption and recovery decisions
• Governance charters assign ownership, authority, reporting and review cycles
• Documented information controls establish versioning, approval and distribution rules

Participants can assess disruption scenarios and prioritise continuity planning effort.

• ISO 31000 principles connect uncertainty, objectives and risk treatment
• Scenario-based risk assessment examines causes, consequences and existing controls
• Bow-tie analysis maps preventive controls, mitigations and escalation triggers
• Threat categories include natural hazards, technology failure and malicious acts
• Likelihood and impact scales calibrated against organisational decision criteria
• Risk registers distinguish enterprise risks from continuity planning scenarios

Participants can identify critical services and map the resources required to deliver them.

• Critical service criteria reflect safety, statutory, financial and customer consequences
• Service catalogues separate customer-facing outputs from supporting operational activities
• Value-stream mapping traces inputs, decisions, handoffs and service outputs
• Critical activity inventories record owners, locations, systems and peak periods
• Minimum business continuity objective defines acceptable reduced-service performance
• Single points of failure identified within people, assets and approvals

Participants can design and facilitate a business impact analysis for priority activities.

• Business impact analysis objectives distinguish impacts from disruption causes
• Interview guides obtain recovery requirements from accountable activity owners
• Impact categories cover safety, legal, financial, operational and reputational effects
• Time-based impact profiles establish escalating consequences after service interruption
• Data validation compares workshop findings with service metrics and contracts
• BIA reporting formats present assumptions, gaps and priority recovery requirements

Participants can set justified recovery objectives and dependency requirements for critical activities.

• Recovery time objectives set maximum tolerable service interruption periods
• Maximum acceptable outage defines the point of unacceptable business impact
• Recovery point objectives specify acceptable data loss for digital services
• Minimum resource requirements cover staffing, premises, technology and information
• Dependency mapping traces upstream suppliers, utilities, applications and approvals
• Recovery assumptions documented with owners, evidence and review dates

Participants can evaluate and select continuity strategies against recovery requirements and constraints.

• Strategy options compare avoidance, redundancy, substitution and manual workarounds
• Workforce strategies address cross-training, succession, relocation and remote working
• Premises strategies assess alternate sites, reciprocal arrangements and work-area recovery
• Technology strategies compare replication, backup restoration and cloud recovery
• Cost-benefit analysis tests strategy affordability against disruption exposure
• Residual risk acceptance assigns authority for unrecovered continuity gaps

Participants can structure a usable business continuity plan for a critical service.

• Plan architecture separates activation, response, recovery and restoration procedures
• Plan purpose, scope and assumptions establish intended use boundaries
• Activation criteria define incident thresholds, authority and notification requirements
• Contact directories include alternates, verification dates and secure access arrangements
• Action checklists sequence immediate safety, stabilisation and recovery decisions
• Plan maintenance schedules assign ownership, review triggers and update controls

Participants can establish incident and crisis coordination arrangements for escalating disruption.

• Incident command structures assign tactical, operational and strategic responsibilities
• Crisis team terms of reference define authority and decision boundaries
• Situation reports communicate facts, impacts, actions, decisions and unmet needs
• Common operating picture methods consolidate verified information from multiple sources
• Escalation matrices link incident severity to leadership and stakeholder notification
• Decision logs preserve rationale, approvals, actions and outstanding issues

Participants can prepare coordinated communications for internal and external disruption stakeholders.

• Stakeholder communication plans prioritise safety, service status and required actions
• Message maps align known facts, uncertainty statements and approved commitments
• Holding statements provide timely initial communication before investigations conclude
• Media protocols assign spokespersons, approval routes and monitoring responsibilities
• Employee communication channels address welfare, attendance and changing work arrangements
• Regulatory notification requirements tracked through deadlines, evidence and accountability

Participants can integrate workforce wellbeing and personal resilience measures into continuity arrangements.

• HSE Management Standards identify workload, control, support and role stressors
• Psychological first aid principles support colleagues after distressing incidents
• Fatigue risk controls address shift length, rest, travel and decision quality
• Personal resilience routines use recovery breaks, boundaries and support networks
• Cognitive bias checks reduce overconfidence, groupthink and premature closure
• Manager check-ins identify welfare concerns, capability limits and support needs

Participants can assess third-party dependencies and establish proportionate supplier continuity controls.

• Supplier segmentation ranks dependencies by criticality, substitutability and concentration
• Contract clauses specify continuity obligations, notification and recovery commitments
• Due diligence reviews supplier plans, test evidence and recovery capabilities
• Fourth-party mapping identifies hidden dependencies within outsourced service chains
• Contingency sourcing assesses alternate suppliers, stockholding and qualification lead times
• Supplier incident protocols coordinate information exchange and recovery actions

Participants can connect business continuity requirements with technology recovery and cyber response.

• Application criticality mapping links business services to supporting technology components
• Cyber incident scenarios distinguish containment needs from service recovery priorities
• Backup strategies assess frequency, immutability, restoration testing and retention
• IT disaster recovery plans align technical restoration with business recovery objectives
• Manual workaround procedures control data integrity during system unavailability
• Cyber recovery decision points address ransom, isolation, forensics and communications

Participants can plan continuity measures for site loss, utility interruption and access restrictions.

• Site risk assessments consider flood, fire, access loss and utility failure
• Utility dependency analysis covers power, water, telecommunications and fuel
• Alternate workplace arrangements define capacity, security and equipment requirements
• Emergency relocation procedures address records, equipment, staff and customer communications
• Physical security controls protect vacant sites, assets and sensitive information
• Facilities restoration plans sequence safety inspections, repairs and reoccupation decisions

Participants can incorporate financial exposure and insurance information into continuity decisions.

• Business interruption exposure estimates lost revenue, extra expense and penalty costs
• Financial impact assumptions distinguish cash flow effects from accounting losses
• Insurance schedules identify covered perils, exclusions, deductibles and notification duties
• Claims evidence requirements include records, invoices, logs and mitigation actions
• Emergency spending authorities define limits, approvals and documentation expectations
• Recovery prioritisation balances customer obligations, liquidity and contractual consequences

Participants can design and manage exercises that produce evidence-based improvement actions.

• Exercise programmes combine call-out, walkthrough, tabletop and simulation methods
• Exercise objectives test specific capabilities, decisions and recovery assumptions
• Scenario injects create timed information, complications and decision requirements
• Observer guides capture evidence against predefined performance criteria
• Hot debriefs identify immediate findings, strengths and unresolved issues
• After-action reports assign corrective actions, owners and completion dates

Participants can measure continuity performance and conduct structured internal assurance reviews.

• Key performance indicators measure plan currency, exercise completion and action closure
• Key risk indicators signal deteriorating dependencies, capacity and recovery readiness
• Internal audit criteria assess conformity with policy, standards and documented procedures
• Evidence sampling tests plan availability, approvals, records and staff awareness
• Nonconformity reports distinguish correction, corrective action and root cause
• Management review inputs support decisions on resources, risks and improvements

Participants can prioritise continuity improvements and establish a managed implementation roadmap.

• Gap assessments compare current arrangements against ISO 22301 requirements
• Maturity models assess governance, planning, capability, assurance and culture
• Root cause analysis uses five whys and fishbone diagrams
• Improvement backlogs rank actions by risk reduction, effort and dependency
• Roadmaps sequence quick wins, capability projects and assurance milestones
• Benefits tracking links continuity investment to measurable operational outcomes

Participants can coordinate continuity decisions during a multi-faceted organisational disruption scenario.

• Compound scenarios combine cyber outage, supplier failure and workforce absence
• Strategic decision-making balances safety, service commitments and financial exposure
• Information validation distinguishes confirmed facts from assumptions and rumours
• Resource allocation prioritises scarce staff, equipment and alternate capacity
• Escalating stakeholder demands test communication discipline and approval routes
• Recovery transition criteria determine when crisis coordination can stand down

Participants can build, review and present a complete organisational resilience management pack for a critical service.

• Critical service scope defines accountable owners, customers and recovery boundaries
• Business impact analysis documents impacts, objectives and minimum resource requirements
• Continuity strategies address people, premises, technology, suppliers and information
• Crisis arrangements specify activation, roles, escalation and situation reporting
• Exercise plan tests priority assumptions, decisions and recovery procedures
• Improvement roadmap prioritises gaps, owners, milestones and assurance measures