Notes for BCM Institute's Course Participants: This is the template for completing the "Part 2: BCS - Recovery Strategies"
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.
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:
|
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).
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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| eBook 3: Starting Your BCM Implementation |
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| MBCO | P&S | RAR T1 | RAR T2 | RAR T3 | BCS T1 | CBF |
| CBF 1: Asset and Facilities Management | ||||||
| DP | BIAQ T1 | BIAQ T2 | BIAQ T3 | BCS T2 | BCS T3 | PD |
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].