TELUS Business Continuity Program past and future

Transcription

1 TELUS Business Continuity Program past and future Presentation to EPICC 6 th Annual Seminar Victoria, BC September 17, 2010 John Yamniuk, MBCP Member of the TELUS team

2 TELUS BCM Purpose To provide an overview of the TELUS Business Continuity Program - history, focus and ongoing sustainment! 2

3 TELUS BCM Context About TELUS Business Continuity Program Overview Planning Process Program Sustainment 3

4 About TELUS TELUS overview A leading national telecommunications company which provides a wide range of communications products and services including data, Internet protocol (IP), voice, entertainment and video. $9.6 billion annual revenue 12 million connections including: 6.7 million wireless subscribers 3.8 million wireline access lines 1.2 million Internet subscribers 228,000 TELUS TV customers Our Strategic Intent to unleash the power of the Internet to deliver the best solutions to Canadians at home, in the workplace and on the move. 4

5 Business Continuity Program Overview

6 TELUS BCM History Program launched in 1989 Has evolved over time - mergers, acquisitions, organizational changes and continues to evolve. Business Continuity Management (BCM): Program of processes, policies, and procedures Enables TELUS to develop an emergency management capability Reduces tangible loss to our corporation Protects our brand and reputation with our stakeholders through a program of mitigation, preparedness, response and recovery. Business Continuity Program includes: Vision Mission Policy Objectives 6

7 TELUS BCM Program evolution Backups Contingency Plan Disaster Recovery Plan Business Continuity Plan Business Continuity Management Predictive Modeling Making Exact copies of electronic data The focus at TELUS Procedures to follow after operational mishaps IT Focused Plans for the recovery of data processing facilities Alternate equipment and sites Restoration of operating facilities after a crisis Plans for recovering business operations Broader than just DR Relies on redundant facilities Encompasses all business units of an organization Continuous availability Automatic rollover of Information Systems Building availability into management processes Outages and interruptions are anticipated and mitigated Risk and mitigation costs aligned Resilience Management Predict threats, isolate and prevent the impacts of adverse events Anticipating and planning for the effects of emergencies before they happen Preemptively recognize and respond to a threat before it becomes a crisis Prepared for and adaptive to counter any eventuality Robust threat detection and prioritization. Resource mobilization techniques 7

8 TELUS BCM Program focus Key constituents Strategic considerations Team members Safety for the organization s most valuable assets Need to provide access to continue service in all situations Customers Shareholders Continuity of service for customers Enabling First Responders and other Emergency Service Providers Mitigating risk to revenue loss and protecting investment capital during a short and long term BCP event. 8

9 TELUS BCM Governance Model eeop Senior Leadership Emergency Operations Planning EMOC Emergency Management Operating Centre (Assigned EMP reps for BUs) BCRP/ EOPC BCRP/ EOPC BCRP/ EOPC BCPP/ Business Continuity Planning Primes (Assigned working reps for BUs) Corporate Business Continuity Office 9

10 BCM structure CBC Structure John Yamniuk Risk Management Manager (Calgary) Jeff Hortobagyi Project Manager II (Burnaby) Michelle Synkowicz Project Manager II Ottawa Heather Knorr Administrative Assistant (Calgary) EOC Liaison (Burnaby) Director,, Director,, Director, Environment Internal Corporate Audit Continuity Director, Ethics & Controls Compliance Director, Insurance & Claims CBC Team Certified MBCP/CBCP/ABCP Chair of CTEPA Board Member - DRIC Canadian Telecom Emergency Preparedness Expert Advisor to NATO DRII/C trainer Member/Vice Chair CSA Standards Technical Committee for Canadian EM/BC Standard (Z1600) Vice-president, Risk Management & Chief Internal Auditor EVP & Chief Financial Officer Audit Committee of the TELUS Board of Directors 10

11 Planning Process

12 Program components and results Program focus Business Continuity Program Crisis management Emergency Operations Centre (EOC) activation and event management Crisis communications Management of disastrous events natural, human induced (intentional/non-intentional), technological Special event response activities Process Business continuity and recovery planning Risk assessment process (RACE) Critical infrastructure Business impact analysis (BIA) process Recovery plan process Exercise process Training and awareness Post-mortem Ongoing readiness (KPI) monitoring and assessment Benchmarking metrics and continuous process improvement Mutual aid Plans (site, special event, work stoppage, earthquake, power, health emergency, EOC, etc.) Trained and knowledgeable personnel Processes, policies and guidelines Proven recovery & EOP plans Proven EOC Concurrent preventative measures 12

13 BCM Macro-processes Planning TELUS Business Continuity Management Macro Processes Conduct Business Impact Assessment for the BU and/or Site or event Enterprise Risk Assessment Output Key Risk Profile Develop Business Continuity Plan Conduct Exercise (Tabletop) Conduct Risk Assessment/ Control Evaluation (RACE) for the Site or event Training and Awareness Revise Plan Signoff of Plan by EMOC Member Maintain Plan 13

14 Program Sustainment

15 TELUS BCM Key Sustainment Components: Corporate Business Continuity strategic plan Link to strategic imperative and corporate/bu priorities Linked into corporate Enterprise Risk Management process Linked into annual performance management process Governance Continuous improvement Quarterly reporting to Audit Committee of Board of Directors Steering Committee Quarterly meetings Signoff on annual BCM targets Life cycle planning approach DRI CANADA/DRII Professional Practices Web page/monthly portal stories Succession Planning Sustaining the program 15

16 TELUS BCM Key Sustainment Components (continued): Sustaining the program Project Management Metrics/reporting/communications External Agency Liaison Annual test/exercise Integrated with Mergers and Acquisitions process Event monitoring/management Post mortem/lessons learned Ongoing training and awareness Benchmarking/best practices Customer communications Support for Sales/Marketing Audits Link to mitigation initiatives Expertise sought after externally - i.e. CSA,NATO, DRI CANADA, CTEPA, CBoC 16

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18 John Yamniuk, MBCP