Rinske Geerlings, Managing Director, Business As Usual, Sydney, Australia

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27th FEB 2021
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2. Ms Rinske Geerlings
MD, Founder and Principal
Consultant/ Trainer @
Business As Usual (Sydney,
Australia)
Risk Consultant of the Year 2017
(RMIA)
Outstanding Security Consultant of
the Year 2019 (OSPAs Finalist)
Pandemic: Crisis or Opportunity?
ISO 22301 best practice implementation tips for your BCP

3. Kindly Note:
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22/10/2020

4. Presenter background
Rinske Geerlings, Founder & Principal Consultant, Business As Usual
• 20+ years of management consultancy experience globally
• Business As Usual (since 2006): Concultancy & training to 14 Central
Banks and 100s of other Government/SME/Corporate organisations
across Australia, Asia, Africa, Europe and Latin-America
• Accredited in Business Continuity (BCM), IT Management, Information
Security and Risk Management (trained 1000s of professionals)
• Specific regulatory experience
• Risk Consultant of the Year 2017 - RMIA (Australasia)
• Outstanding Security Consultant of the Year 2019 Finalist - OSPAs
• Australian Business Woman of the Year 2010-13 - BPW (global NGO)
• Alumnus of the Year 2013 – TU Delft

5. Business Continuity and COVID-19
‘The good, the bad and the ugly’
• Not everyone had a pandemic plan, and even less had actually tested it
• Little consistency in responses and primarily ad-hoc forms of recovery
• Lack of available (and properly validated) tools for staff to work ‘en masse’ from home
(incl hardware, software, connectivity)
• Communication and management styles not always
appropriate for the new ways of work
• Apathy... And laziness!
• ‘Single Points of Failure’ (SPoF)
• Renewed focus on what staff actually love to be/do/have
• Financial damages... But also upsides

6. External vs internal crisis
(or opportunity?)

7. External vs internal crisis
(or opportunity?)

8. External vs internal crisis
(or opportunity?)

9. External vs internal crisis
(or opportunity?)

11. Covid review/brainstorm session

12. Covid review/brainstorm session
During an incident
(i.e. Emergency Management /
Crisis Management / Business
Continuity / Recovery related)
Business as usual
(i.e. current/future ongoing business
operations related)
Internal
(staff/internal
process
related)
Positives/strengths Positives/strengths
People/role/skill related:
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Planning/process related:
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Planning/process related:
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Technology/tools related:
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Technology/tools related:
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Challenges/improvement ideas Challenges/improvement ideas
People/role/skill related:
 ...
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People/role/skill related:
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Planning/process related:
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Planning/process related:
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Technology/tools related:
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Technology/tools related:
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13. During an incident
(i.e. Emergency Management /
Crisis Management / Business
Continuity / Recovery related)
Business as usual
(i.e. current/future ongoing business
operations related)
External
(client related)
Positives strengths / Positives/strengths
People/role/skill related:
 ...
 …
People/role/skill related:
 ...
 …
Planning/process related:
 …
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Planning/process related:
 …
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Technology/tools related:
 …
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Technology/tools related:
 …
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Challenges/improvement ideas Challenges/improvement ideas
People/role/skill related:
 ...
 …
People/role/skill related:
 ...
 …
Planning/process related:
 …
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Planning/process related:
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Technology/tools related:
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Technology/tools related:
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Covid review/brainstorm session

14. Success story: External opportunities

15. Success story: External opportunities

16. Success story: External opportunities

17. Success story: External opportunities

18. Success story: External opportunities

19. Other case studies

20. Other case studies

21. Other case studies

22. … plus a LOT of humour!
“At the end of
COVID, you are
required to wear
your mask for 2
weeks in this
way, so that your
ears can get
back to their
normal position.”

23. Common BCP pitfalls
• The BCP is too long, or too short, or it resembles ‘Swiss cheese’
• Documents are inconsistent and it’s unclear how they all ‘hang together’
• The right versions are unfindable and the plan is not retrievable when the IT systems are down/unreachable
• The plan doesn’t have clear, easy-to-perform steps and/or no clear role/ask discription
• The BCP was built with a free template ‘off the Internet’ - and is as such not ‘fit for purpose’
• There is no pre-agreed list of BCP team members, nor any ‘additionals’ and their contact details
(and team members not knowing their name is on a list of critical staff)
• No proper tests/rehearsals, nor any (induction) training on the BCP is taking place
• The IT Disaster Recovery Plan has not been validated end-to-end (rather just only piece-meal style)
• Recovery Time Objectives (RTOs) are determined per application, but go ‘out the window’ if multiple
applications are down at the same time
• No centralised notification process, nor a suitable tool that has acknowledgement of message receipt and that
works with multiple platforms (e.g. 4G/5G, email etc)
• Overall ignorance about the importance of future BCP activities (“We did pretty well through COVID, right?”)
All in all, staff are not actually ‘incident ready’

24. 1. BC Facilitator team (i.e. not just 1 BCP manager)
2. Dynamic, browser-based BCM framework
> prevent ‘collecting dust on the shelf’ (e.g. on secure network location /
Sharepoint). Colourful, matrix style documentation. Hyperlink/utilise
what is already there in your organisation.
3. Multi-disciplinary team structure across disaster ‘stages’ (to cater for
fatigue and enable feasible exercise scope)
4. Consequence-based planning (i.e. not cause-based)
5. Toolkit approach to BCP activation (‘80/20 rule’ – KISS)
6. ‘Top down’ approach based on time-critical processes
7. Strong focus on communication/notification planning
(including acknowledgement, pull communication etc)
8. Prioritise (be selective in order to achieve a few processes to work end-to-end )
9. Develop, agree, document and validate any initial/manual workarounds
10.Training, awareness, rehearsing, exercising... To the point of boredom!
Best practice BCP: How really make ISO 22301 work for you?

25. Stay in touch
LinkedIn:
Rinske Geerlings
www.businessasusual.com.au
rinskeg@businessasusual.com.au
www.linkedin.com/in/businessasusual
www.linkedin.com/company/
businessasusual

26. Questions are Welcome!

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