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Importance of Contingency Planning

This document discusses the importance of contingency planning for organizations. It notes that contingency planning helps bond an organization's people and processes by identifying risks, responsibilities, and lines of communication. It also helps set acceptable risk levels, ensure regulatory compliance, and protect an organization's reputation. The document argues that contingency planning should not be seen as an unnecessary expense but rather as an extension of normal management that adds great value. It states that contingency planning enables effective incident response, identifies critical activities, and trains personnel to respond safely to disruptions. Overall, the document makes the case that contingency planning is essential for all organizations to react, mitigate, and restore operations when emergencies occur.

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GVS Rao
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68 views3 pages

Importance of Contingency Planning

This document discusses the importance of contingency planning for organizations. It notes that contingency planning helps bond an organization's people and processes by identifying risks, responsibilities, and lines of communication. It also helps set acceptable risk levels, ensure regulatory compliance, and protect an organization's reputation. The document argues that contingency planning should not be seen as an unnecessary expense but rather as an extension of normal management that adds great value. It states that contingency planning enables effective incident response, identifies critical activities, and trains personnel to respond safely to disruptions. Overall, the document makes the case that contingency planning is essential for all organizations to react, mitigate, and restore operations when emergencies occur.

Uploaded by

GVS Rao
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd

ISO 28000:2007

7/14/2021 Tutor notes


GVS RAO
06-01-2021

Gobburu Venkata
G2 BUSINESS EXCELLENCE
5. To Plan or not to Plan – There is no Question
Many of us, in our auditing adventures, have met managers who consider contingency
planning unnecessary. Their reasons vary, but when they directly or indirectly discourage
contingency planning they deny their organizations an adhesive that more fully bonds their
people and processes together, through the identification and protection of all products and
services, risks and rewards, lines of authority, responsibility, and feedback. Additionally:

 An incident management capability is enabled for effective response


 Critical activities are identified
 Acceptable (and unacceptable) levels of risk are identified as a function of
threat and impact analysis
 Information flows are enabled, reinforced, or terminated as a function of
o Confidentiality
o Integrity
o Availability
o Currency
o Expedience
 The interaction of the organization with regulators, communities,
governments, and (possibly) host nations is developed, documented, and
understood
 Personnel are trained to respond quickly, meaningfully, and safely to
incidents or disruptions – natural or man-made
 Key lines of authority, communication, and supply/resupply are reinforced
and secured
 Resources are identified, prioritized, and programmed
 Regulatory compliance responsibilities are understood
 Stakeholders understand their duties in direct or indirect support of the
organization
 The organization’s reputation is protected and (most likely) enhanced.

Summary
All organizations are subject to incidents and disruptions of operations. Disruptions can be
the result of terrorist or cyber-attack, natural disasters such as hurricanes, earthquakes, or
floods, or internal occurrences such as fires, utility outages, hacking, or HAZMAT spills.
Managers and auditors must develop and refine the ability of organizations to react to the
emergency, mitigate it, and initiate restorations until normal operations are fully resumed –
all while protecting the welfare and safety of their personnel and the community.

Contingency planning and all that goes with it should be considered not as a cosmetic or
mandated expenditure of time and funding, but as an extension of normal management
processes – one that adds great value to the organization.

Good managers can do it – good auditors can help.

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