Business Continuity Planning for Risk Reduction

The paper outlines the business continuity planning as a methodology that could be used by organizations in order to reduce the risks that occur both at the organizational level and in its outside environment. There are presented the main objectives and steps in business continuity planning process. In the end of the paper are presented some issues that organizations should take into consideration in the implementation of business continuity planning process projects.business continuity planning, business impact analysis, risk assessment, risk management, risk monitoring

Resilience of food companies to calamities - perceptions in the Netherlands

Calamities such as extreme droughts and trade or infrastructure breakdowns potentially hamper the continuity of individual food companies, as well as the continuity of food supply in Europe at large. There is a lack of insight into food companies’ resilience in case of cumulative calamities or calamities that did not happen before in recent history. In this context, an expert elicitation study among feed and food companies in the Netherlands was undertaken. Results show that lengthy or structural unavailability of electricity and a lengthy crisis of road transport are perceived as the most threatening calamities.Outcomes also show a relatively limited implementation of BCM (business continuity management) at company level. Complete BCM programs for top-3 calamities perceived to threaten the continuity of food supply in Europe are reported by 0% to 30% of the companies. For calamities perceived to be important for business continuity this is between 20% and 40%. In the field of risk management a leading role is attributed to the public sector for improving international governance and setting up a so-called masterplan with measures such as larger raw-materials stocks and broad sourcing. Findings suggest that further actions are needed, starting with prioritised calamities and the design of a masterplan. Yet, stakeholders are also urged to pro-actively “think the unthinkable

The twilight world of British business politics: the Spring Sunningdale conferences since the 1960s

This article explores a previously unknown form of interaction, known as Spring Sunningdale, between the British business elite and its civil servant equivalent in Whitehall. These began in 1963 and were still continuing only a few years ago. The continuity and stability of these meetings stands in contrast to wider changes in the nature of business–government relations in Britain during this period, particularly since the election of the Thatcher government in 1979. The article analyses why there was such continuity and what the senior civil servants and the captains of industry who attended these annual meetings gained from them