[BCM] [FP] [E1] [C6] BCM Team

Chapter 6

For Frasers Property

As a leading global real estate and property management company, Frasers Property operates within a dynamic environment where disruptions can have significant implications.

A robust BCM framework is essential for ensuring operational continuity and safeguarding the interests of tenants, investors, and stakeholders.

BCM Team Composition

The BCM team, whose composition is critical to the program's success, is at the heart of this framework. Below, we explore the ideal structure and roles for Frasers Property’s BCM team, tailored to its unique operational and organisational needs.

Executive Sponsor

The Executive Sponsor is a senior leader, such as the Chief Executive Officer (CEO) or Chief Operating Officer (COO). This individual champions the BCM initiative and ensures it receives the necessary resources and organisational support.

Their involvement demonstrates top-down commitment and reinforces the strategic importance of BCM.

BCM Steering Committee

The Steering Committee provides oversight, guidance, and direction for the BCM program. Members typically include representatives from key functions such as:

• Corporate Strategy: To align BCM objectives with business goals.
• Finance: To assess the financial impact of disruptions and allocate funding for BCM activities.
• Legal and Compliance: To ensure regulatory and legal requirements are met.
• Risk Management: To integrate BCM with the organisation’s overall risk management framework.
• Information Technology (IT): To manage IT disaster recovery and cybersecurity risks.

BCM Program Manager

The BCM Program Manager or Organisation BCM Coordinator leads the development, implementation, and maintenance of the BCM program.

This role requires a dedicated individual with expertise in BCM standards such as ISO 22301. Responsibilities include:

• Coordinating business impact analyses (BIA) and risk assessments.
• Developing and updating BCM Plans.
• Conducting training, drills, and awareness programs.
• Reporting progress and challenges to the BCM Steering Committee.

Departmental or Unit BCM Coordinators

Each department or business unit should have a designated Business Unit (BU) BCM Coordinator. These individuals serve as liaisons between their departments and the BCM team. Their responsibilities include:

• Identifying critical processes and resources within their departments.
• Contributing to the development of department-specific BCM Plans.
• Ensuring departmental compliance with BCM policies and procedures.

Crisis Management Team (CMT)

The CMT is activated during a disruption to manage the organisation’s response. Members include senior leaders and functional experts who can make critical decisions.

Note that this team is developed independently of the BCM Team as part of the CM Planning exercise.

Key roles within the CMT include:

• Crisis Leader: Often the Executive Sponsor, responsible for overall decision-making.
• Communications Officer: Manages internal and external communication.
• Operations Officer: Focuses on maintaining core business functions.
• Logistics Officer: Ensures resources are available and deployed effectively.
• Human Resources Representative: Addresses employee concerns and welfare.

IT Disaster Recovery Team

Given the reliance on technology in property management, a specialised IT Disaster Recovery Team is essential.

Note that this IT DR team is developed independently of the BCM Team as part of the IT DR  Planning exercise.

This team ensures the continuity of IT systems and data recovery, including:

• Backup and restoration of critical systems.
• Cybersecurity incident response.
• Coordination with third-party IT service providers.

Facilities and Asset Management Team

This team is crucial for managing physical assets and infrastructure during a disruption. Responsibilities include:

• Ensuring building safety and accessibility.
• Coordinating repairs and maintenance.
• Managing tenant communications and support.

External Stakeholder Representatives

Frasers Property’s BCM team should also engage external stakeholders, such as:

• Tenants: To align their continuity needs with the organisation’s plans.
• Vendors and Suppliers: To ensure the availability of critical goods and services.
• Emergency Services: To establish protocols for crisis scenarios.

Summing Up …

The composition of Frasers Property’s BCM team should reflect the organisation’s complexity and operational scope.

By assembling a multidisciplinary team with clearly defined roles and responsibilities, the company can enhance its resilience against disruptions.

A well-structured BCM team ensures the continuity of operations and protects the company’s reputation, assets, and stakeholders.

Ensuring Continuity: BCM Best Practices for Frasers Property
Understanding Your Organisation

 

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].

 

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