[BCM] [BT] [E3] [BCS] [T2] [CBF] [2] Recovery Strategies

Implementing Business Continuity Management for Bandtree: A Practical Guide

[Business Continuity Strategy] [Template 2]

Business Continuity Strategy

Part 2: BCS - Recovery Strategies

Notes for BCM Institute's Course Participants: This is the template for completing the "Part 2: BCS - Recovery Strategies"

Template BCS 2

CBF 2: Infrastructure Operations

The resilience of an organisation hinges not only on identifying its critical business functions but also on the robustness of its recovery strategies.

The Business Continuity Strategy (BCS) component serves as the cornerstone of a well-structured Business Continuity Management (BCM) framework by detailing how business operations can resume in a timely and efficient manner following a disruption.

Purpose of Chapter

This chapter outlines the strategic approach to restoring key operations, focusing on clearly defined Recovery Time Objectives (RTOs), appropriate recovery strategies, and identifying recovery locations.

Each recovery strategy is tailored to mitigate risks, optimise resources, and ensure operational continuity, especially for critical functions such as infrastructure operations, which support the organisation's physical and operational backbone.

A blend of risk assessment outcomes, cost-benefit analysis, operational criticality, and resource availability drives the selection of each strategy.

By aligning these elements with industry best practices and standards, such as ISO 22301 and references from BCM Institute's BCMpedia, this chapter aims to guide organisations toward resilient, sustainable recovery planning.

Here’s a table for CBF‑2: Infrastructure Operations, mapping each sub‑process to recovery objectives and strategies consistent with BCMpedia’s guidance on mitigation and recovery:

Table 2: [BCS] [T2] Recovery Strategies for CBF-2 Infrastructure Operations

Critical Business Function	Sub-CBF Code	RTO	Recovery Strategy	Recovery Location	Details of Recovery Strategy	Justification for Selected Recovery Strategy
Facility Maintenance and Engineering Services	2.1	8 hrs	Risk Reduction / Alternate site contracts	Off‑site vendor facilities	Agreements with third‑party maintenance vendors; pre‑stocked parts at nearby depots	Ensures rapid restoration of systems; outsourcing reduces internal burden and provides specialised support, making it cost-effective.
Building Security and Surveillance	2.2	4 hrs	Risk Reduction / Redundant monitoring systems	On‑site & cloud backup	Dual monitoring systems (local CCTV + cloud); contract with mobile patrol service	Immediate detection and response; cloud backup ensures continuity if on‑site systems fail
Utilities Management	2.3	6 hrs	Risk Reduction / Backup utilities	Alternate utility provider site	Backup generators, UPS systems, dual‑supplier electricity/gas provisions	Maintains critical power/water services; dual suppliers reduce single points of failure
Emergency Response and Incident Management	2.4	2 hrs	Crisis Response / Defined emergency procedures	On‑site emergency command centre	Triggered response protocols, trained team, mobile response kits	Fast reaction is crucial for life/safety; predefined team and protocols reduce confusion during incidents
Vendor and Contractor Coordination	2.5	12 hrs	Risk Transference / Pre‑negotiated SLAs	Vendor offices or virtual	SLAs covering rapid mobilisation; vendor representatives empowered to act	Transfers coordination risk; ensures fast support activation through contractual arrangements
Asset Condition Monitoring & Lifecycle Management	2.6	24 hrs	Risk Reduction / Remote monitoring platforms	Cloud‑hosted analytics	IoT-enabled sensors feeding cloud dashboards, routine health checks, and alerts	Early detection of asset degradation prevents unexpected downtime; cloud ensures resilience
Renovation and Upgrading Projects	2.7	48 hrs	Risk Avoidance / Phased roll‑out plans	Alternative site / on‑site staging	Staged implementation minimising impact; test‑bed environment; hot‑swap equipment approach	Limits business interruption during upgrades; staged rollout allows fallback to a stable baseline
Space Management and Occupancy Planning	2.8	72 hrs	Risk Reduction / Flexible workspace contracts	Co‑working facilities	Agreements with nearby co‑working or rental spaces to house staff during disruption	Sustains critical functions through flexible location; rental contracts are cost‑effective
Compliance and Regulatory Management	2.9	48 hrs	Risk Reduction / Virtual document access	Cloud‑based compliance system	Digital repositories accessible remotely, designated compliance fallback officers	Avoids legal/regulatory penalties by preserving oversight even during disruption
Sustainability and Environmental Management	2.10	72 hrs	Risk Reduction / Off‑site environmental controls	Third‑party certified sites	Use of certified waste management and sustainability service providers; remote environmental monitoring	Upholds environmental standards; outsourcing ensures compliance even if in‑house systems are disrupted

* RTO values are illustrative; actual RTOs should be based on Business Impact Analysis (Column 17/18 per BCM Institute's guidance notes).

Explanation of Table Design

Recovery Time Objective (RTO): Maximum allowed downtime derived from BIA findings for each sub-function
Recovery Strategies: Options (resume, degraded services, manual, outsource, suspend) as outlined in Part 2 – selected based on criticality, urgency, and feasibility
Recovery Location: Could be alternate office, home, vendor site, or on-site – aligned with each sub-CBF’s needs and recovery strategy guidance
Details of Recovery Strategy: Specifies staffing, systems, manual workarounds, and backup resources needed.
Justification: Based on criteria from Part 1 mitigation (cost, support, readiness, urgency, risk reduction)

Summing Up ...

Effective recovery strategies are not static documents; they are dynamic blueprints that evolve with the organisation’s operational landscape, regulatory obligations, and emerging threats.

Through the detailed planning and alignment of each strategy with defined RTOs and recovery objectives, the organisation ensures that disruptions—whether minor incidents or major crises—do not derail its ability to deliver critical services.

This chapter reinforces that strategic planning is not merely about having backup plans but about embedding resilience into the DNA of each critical business function.

With structured recovery strategies in place, supported by clear justifications and actionable details, the organisation can safeguard continuity, maintain stakeholder confidence, and uphold its service commitments even under the most adverse conditions.

Implementing Business Continuity Management for Bandtree: A Practical Guide
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More Information About Business Continuity Management Courses

To learn more about the course and schedule, click the buttons below for the BCM-300 Business Continuity Management Implementer [BCM-3] and the BCM-5000 Business Continuity Management Expert Implementer [BCM-5].