Strategic and Financial Review - Business Continuity … · Strategic and Financial Review 2017...

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Annual Report 2017Strategic and Financial Review

2 3

Contents

From the Chairman, James McAlister FBCI 4

From the Chair, Global Membership Council, Michael Crooymans MBCI 6

From the Head of Finance, Belinda Burchell F.C.C.A 8

From the Executive Director, David Thorp 12

From the Head of Communities, David West CBCI 14

From the Head of Channels, Lee Sadler 16

From the Head of Professional Development, Deborah Higgins FBCI 18

From the Head of Operations, Jan Gilbert 20

Strategic and Financial Review 2017

in

countries

4 5

A FiRm plAtFoRm hAS been eStAbliShed

You will read the detail of this year’s excellent financial performance

elsewhere in this annual report. Good as those figures for 2016/17

are, as Chairman it is what this report says about the future of our

Institute that gives me most satisfaction.

in the current year, our reserves rose 44% from

£614k to £885k. that is an exceptional performance

and it provides a solid base for the bCi to invest in

infrastructure, products and services for the future.

our position of pre-eminence in the bC education

space was enhanced with a 16% growth rate and

other core areas of our business such as individual

membership, corporate partnership and research also

flourished.

Aside from these excellent financial numbers, i can also report that the institute’s

metrics across all areas of our business are the strongest they’ve been in the 23 years

since our establishment. We ended the year with more than 8500 members globally.

this is good, positive growth but in no way should we be satisfied with it: we are a

global organization with vast numbers of potential members still to reach. bC and

related resilience disciplines have seldom been more relevant than they are now. We

have to aspire to greater growth because it is achievable.

through our network of 36 licensed training partners, we deliver more than 1000

courses annually around the world. Again, these are great numbers but we should

not allow ourselves to become complacent; we have a powerful, globally-recognised

education brand and aim to do better. in the course of our existence we have issued

over 10,000 credentials worldwide. it is an achievement that most of these people

have remained members but – again – we have to strive to deliver strong growth going

forward.

the business Continuity institute has built a network of more than 1700 partner

affiliates in 95 countries, and again we should have more. there is never a better

time to invest in growing a business than when it is already growing and my main

achievement as Chairman during my first year in office has been to redefine our

mission statement and to develop an ambitious five year strategy that if successfully

implemented, will see us surpass all previous growth targets over a five year period.

Strategic and Financial Review 2017 Strategic and Financial Review 2016

our mission as stated in the five year strategy is that through the professionalism of

our communities, the strength of our relationships, the quality of our education, the

breadth of our knowledge and the depth of our insight, together we will build a more

resilient world.

the current year’s performance reflects strength in all those six key dimensions –

professionalism, communities, relationships, education, knowledge and insight. We have

invested considerably in the latest revision of the Good practice Guidelines, we have

adopted an approach that sees us reaching out to the wider community and establishing

relationships with professionals that we can hopefully translate into member growth.

We are working more closely than ever before to establish working relationships with

other professional bodies and “fellow travellers” within the broader resilience spectrum.

our education department, as i stated before is going from strength to strength and

with the launch in the next few months of GpG 2018 edition, this should stimulate fresh

growth. We have also been working with a number of academic partners to embed

our research and qualifications into their own offerings. our long term ambition is to

become the go to source for any and all knowledge relating to business continuity and

wider resilience issues. Already we are at peak capacity in terms of the work we can

undertake ourselves internally, despite expanding our research team and again, we see a

future in closer collaboration with other bodies to increase our own outputs. We have a

brand that organizations are keen to associate with and be involved in research with and

we will leverage this position even more than we have done in 2016/17.

For me one of the most significant developments during 2016/17 was the recognition

that we had to bring our operating and organizational procedures up to date. We still

had a lot of the internal management controls, organizational structure and governance

processes in place from when the bCi was a tenth of the size it is now. We realised

that these processes that had served us well in the past were not fit for purpose for

the organization we have become, let alone the organization we are going to be in

future. For this reason, we initiated the CRm/CmS project, reorganised the way the staff

at Central office were structured, and overhauled the internal culture to reflect the

dynamic cooperative organization we felt we had become. We introduced new financial

controls internally and we also ensured through the appointment of non-executive

directors with key strengths, that we had knowledge that broadened the overall

capabilities of the board.

in any year, the headline financial figures will only ever give a partial view of what has

been taking place. We have the advantage this year of enjoying a strong set of financial

figures supported by extremely positive performances in most other measurable

performance areas, but for me it is the work that is invisible to most members that will

have the greater long-term impact on the wellbeing of the business Continuity institute.

We now have a structure, governance processes and a carefully constructed strategy

that will take us on to the next stage of our growth as an influential professional and

educational body. the platform has indeed been established…

James McAlister FBCI Chairman

“Our mission as stated

in the five year strategy

is that through the

professionalism of our

communities, the strength

of our relationships, the

quality of our education,

the breadth of our

knowledge and the depth

of our insight, together we

will build a more resilient

world.”

Reserves

rose to

885k

in the

current year

>8500 Members globally

36 Licenced

Training Partners

1000+ Training courses

annually

1700 partner affiliates

95

6 7

GmC RepoRt

I have the honour of writing this, the last GMC report as evolution of

the BCI has resulted in member representation being organized much

better than was possible with the existing format.

in the second half of 2016, members of the GmC challenged the value of the current

GmC – it was felt that the potential of the GmC was not being realised and that the

goals (according to the terms of Reference) were not being achieved. After a critical

internal review, suggestions for improvement were made and some were implemented.

When i took over the lead in november, i immediately set about identifying the value

of the GmC and the motivation of the members. the volunteers meeting (Chapter and

some Forum leaders) prior to bCi World Conference and exhibition 2016 was an ideal

opportunity to interact with the stakeholders. While some Chapter leaders are also

members of the GmC, it was clear that the relationship between the GmC members

and the Chapter leaders was not strong. Furthermore, the contact between the GmC

and the Forum leaders was not functioning. Upon examining the terms of Reference,

the volunteers concluded that many of the goals were not realised and even if they

were, their value was limited. Another important observation was that the physical

meeting over 2 days (as opposed to conference calls of 1 hour) was much more

effective as it gave the opportunity to address and discuss many important issues. the

findings were discussed with the GmC and with the bCi board and a decision was taken

to restructure the organization of the volunteer groups. the groups are structured

around 4 objectives: Representation, Governance, Advisory and operational.

A team consisting of members from the bCi board, the GmC, and Central office

have worked this out in conjunction with a review team consisting of the GmC and

representatives from Forum and Chapter leadership. We believe that the new group

structure will have significant benefits for the members and the bCi, the main one

being more opportunities for members to be involved in the organization.

GMC Composition

there were 6 meetings held since the last report (15 August 2016). Additionally, the

GmC met around the table immediately prior to the 2016 AGm in london. the format

of the meetings was changed to minimise the formal proceedings and maximise the

amount of time that the members had to discuss other issues and share knowledge

with each other.

during this period, there have been a number of changes to the team. ian Clarke FbCi

resigned after his period as Chair ended – i would like to thank him again very much for

all of his contributions to the GmC and the bCi. As belinda Wilson mbCi was no longer

a member of the US board she was no longer eligible to sit in the GmC. tim Janes hon

FbCi was elected as vice-chair of the bCi board and therefore no longer eligible to sit in

the GmC. he was replaced briefly by howard Kenny FbCi. later in the year Jim burtles

hon FbCi resigned for personal reasons. i would like to thank these members for their

contribution to the GmC and thereby the bCi and its members.

We welcomed the following new members to the GmC: Alice Kaltenmark mbCi

representing the US and Glen Redstall mbCi representing Australasia.

i took over chair in September and des o’Callaghan FbCi was elected to the position of

vice-chair. Roberto Grosso Ciponte mbCi was elected by the GmC as the membership

director joining elaine tomlin mbCi as the GmC representatives to the bCi board.


GMC Activities

As is usual, the GmC supplied judges for all of the bCi Awards. in 2017 the process was

improved by planning for the whole year in advance rather per award.

members of the GmC also participated in reviewing new and revised bCi training

courses and the GpG ‘how to guides’.

having extensive experience with the judging of the bCi awards, the GmC initiated

a review and submitted a good number of suggestions and recommendations to

the awards team. Some of these have already been implemented and others will be

implemented (or trialled) in 2018.

Given that the bCi staff were involved in two major projects, the Good practice

Guidelines review and the new CRm/website, there were no other requests for

assistance from the GmC.

the minutes of all GmC meetings are posted in the members’ only section of the bCi

website to enable any member to review what the GmC has achieved and how we

strive to serve the global membership as a whole.

Final words

At the time that this is published, the GmC will no longer exist, ending a group that has

played a significant role in the bCi over previous years. the members have provided

much information to the board to help them improve the bCi. much expertise has been

shared and used to help improve the services and products of the bCi and countless

awards nominations have been judged. the members of the GmC have always been

willing to help and serve – many of the bCi leaders have passed through the GmC. on

behalf of the bCi, i would like to thank all past and current members of the GmC for

their selfless contributions.

there have been many changes over the last year with new leadership in the board and

in Central office and i have experienced many positive changes resulting from this. i

am especially excited about the new strategy and the opportunities that it brings. As a

Chapter leader i am already implementing this in our region.

having been part of the ‘group restructure’ team i am very happy with the new

group structure and i am confident that it will have many benefits. i hope that more

members volunteer to help the bCi in one form or another. it is a natural progression

from the exiting GmC and a better fit with the new strategy.

Michael Crooymans MBCI Chair, Global Membership Council

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Cor

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at

Oct

ober

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“There have been many

changes over the last

year with new leadership

in the Board and in the

Central Office and I have

experienced many

positive changes resulting

from this.“

8 98 9

2016/17 FinAnCiAl RepoRt

I am pleased to report that the BCI achieved another substantial

operating surplus for the year ending 31 March 2017. The overall

surplus of £271.0k represented a 10.9% return on sales compared

with a 10.6% return for the year ending 31 March 2016.

Reserves showed a significant increase for the third successive financial period, rising

by 44% from £614k to £885k, a solid base for the bCi to invest in products and

services for the future.

Summaries of the trading position drawn from the audited accounts for the year

ending 31st march 2017 and for the year ending 31st march 2016 are shown in the

tables below. the 2017/18 budget targets, approved by the bCi board in June 2017,

are also shown.

the (unaudited) results for the first half of the 2017/18 financial year will be

presented at the AGm in november 2017. the bCi board will be reviewing the

2017/18 budget targets in the light of the half year results to see if revised targets

should be set for the full year.

the 2016/17 directors’ Report and Financial Statements for the year from 1st April

2016 to 31st march 2017 were approved by the bCi board on the 28th June 2017

and the audit report was signed on the 9th August 2017. A pdF version of the signed

accounts is available in the members’ area of the bCi website.

the trading position drawn from the audited accounts for the year ending 31st

march 2017 is summarised below, together with the 2017/18 budget figures and the

comparatives for the year ending 31st march 2016.

overall income growth for the year to 31st march 2017 was 8.1% above the


overall income growth for the year to 31st march 2017 was 8.1% above the previous

year. the main growth in the year was in education and learning which increased

16.3% over last year. All other income streams increased with the exception of events.

however, events income was exceptional in 2015/16, so this income is still strong for

the year.

the 2017/18 budget shows an income growth target of 5.9% with planned increases in

partnership and Research and events (both further sponsorship opportunities).


march 2017 is summarised below, together with the 2017/18 budget figures and


Budget 2017-18

Actual year for 2016-17


£k £k £k

turnover 2,636.9 2,491.0 2,304.5

Cost of Sales 963.0 774.5 713.8

net income before overheads 1,673.9 1,716.5 1,590.7

overheads 1,609.9 1,446.1 1,346.5

net operating income before taxation 64.0 270.4 244.2

interest income 0.0 0.6 0.2

net income before / after taxation 64.0 271.0 244.4

net income as a % of sales 2.4% 10.9% 10.6%

Budget 2017-18



£k £k £k

individual membership 617.3 617.6 605.4

partnership and Research 403.3 299.2 268.3

education and learning 1,062.9 1,088.8 936.0

events 516.1 454.3 467.0

other (including publications) 37.3 31.1 27.8

Total income 2,636.9 2,491.0 2,304.5

increase over the previous period 145.9 186.5 77.0

% increase 5.9% 8.1% 3.5%

Budget 2017-18



£k £k £k

individual membership 432.5 463.1 441.6

partnership and Research 384.4 274.5 251.2

education and learning 903.6 927.9 799.2

events 158.9 139.7 160.6

other (including publications) * (35.2) (22.6) (24.2)

marketing (170.3) (66.1) (37.7)

1,673.9 1,716.5 1,590.7

(decrease) / increase over the previous year (42.6) 125.8 171.1

% (decrease) / increase (2.5%) 7.9% 12.0%

GRoUp ACCoUntS SUmmARY

tURnoveR AnAlYSiS bY inCome StReAmS

net inCome beFoRe oveRheAdS

* note: includes the net cost of producing Continuity magazine.

10 1110 11

net income increased by 7.9% in the year, the main driver for this was the increase

in sales, offset by additional costs required to service the extra sales. net income

is budgeted to decrease by 2.5% in 2017/18. despite the increase in sales expected,

this is a transitional year where additional investment is needed to achieve the sales

targets. marketing expenditure will also be significant in this year to promote the

new projects and initiatives.


march 2017 is summarised below together with the 2017/18 budget figures and


overhead costs increased by 7.4% mainly due to staff resources required to support

the CRm project and change in senior management positions. Additional costs were

also incurred in travel, computer expenses and recruitment. Savings were made with

the closure of the US office and the institute benefitted significantly in exchange

rates with the fall in value of sterling. overheads are budgeted to increase by 11.3%

in 2017/18 which is due to additional staffing requirements identified and losing the

exchange rate benefits gained in the current year.

the trading position drawn from the audited accounts for the year ended 31st march

2017 and the previous year to 31st march 2016 are summarised below.

the consolidated balance sheet reserves figure increased by £271.0k, reflecting

the 2016/17 surplus. Fixed assets included significant investment in a new CRm

system due to go live in 2017/18. the debtors balance at 31.03.17 included £64k of

accrued training income and £97k of prepayments. the Creditors balance at 31.03.17

included £234K deferred income for events, products and services billed in advance.

Note: The Business Continuity Institute Ltd (The BCI Ltd). Is a wholly-owned trading

subsidiary of the BCI, was dormant throughout the 2016/17 financial period. The

abbreviated accounts for The BCI Ltd are available to members on request by email: bci@

thebci.org. The balance sheet value at 31.03.17 was £4.

Belinda Burchell F.C.C.A

Head of Finance


Budget 2017-18



£k £k £k

Salaries, niCs, benefits 1,184.0 1,103.6 984.3

occupancy costs 75.2 70.7 71.3

General office overheads 171.2 165.7 111.9

Governance costs 44.2 44.1 31.1

other organizational costs 0.0 6.1 32.2

legal, technical and professional 43.2 45.3 38.3

Finance costs 36.0 (48.9) 25.6

irrecoverable vAt 12.0 18.4 12.4

depreciation 44.1 41.1 39.4

1,609.9 1,446.1 1,346.5



£k £k

Fixed Assets

total net Fixed Assets 195.3 68.6

Current Assets

Stock of publications 3.0 0.2

debtors 569.8 656.4

Cash at bank 719.5 540.3

1,292.3 1,196.9

Current Liabilities

Creditors falling due within one year (602.6) (651.5)

net current assets 689.7 545.4

Total assets less current liabilities 885.0 614.0

Surplus carried forward

profit and loss account (members Funds) 885.0 614.0

885.0 614.0

Budget 2017-18



£k £k £k

overheads 1,609.9 1,446.1 1,346.5

increase over the previous year 163.8 99.6 158.2

% increase 11.3% 7.4% 13.3%

% increase 5.9% 8.1% 3.5%

FURtheR AnAlYSiS oF oveRheAdS

bAlAnCe SheetoveRheAdS

net income

increased by

7.9%

in the year

overhead

costs increased by

7.4%

in the year

“Net income increased by

7.9% in the year, the main

driver for this was the

increase in sales, offset by

additional costs required to

service the extra sales.”

12 1312 13

A YeAR oF ChAnGe: bUildinG FoR the FUtURe.

I joined the Business Continuity Institute on October 1st 2016,

halfway through the financial year immediately after the launch of

the most significant infrastructure project in our organization’s brief

history.

the new CRm (Customer Relationship management) system will transform the way

we manage relationships not only with our members but also with the many other

individuals and organizations who interact with us on a daily basis in a wide range of

ways. the bCi represents a number of different things to different groups of individuals

and corporates. it’s true to say, in fact that we are no longer a single community but

instead we sit at the centre of a number of different communities each of whom have

very specific needs from us.

to give you some idea of the many needs people have from us and also of the

broadening reach of the bCi, 2.32 million named individuals were reached by bCi

campaigns in 2016 (based on email recipients, Jan-dec 2016). We had 285,000

unique website visitors over the 12 months. At the same time there were almost

1 million page views of the bCi website within the same period with just under

17,000 downloads of bCi research reports. At the same time we received 225 awards

submissions in the year, a 16% increase year on year. Alongside this, our followers on

social media have also maintained a steady upward course.

our research activities continue to be one of our defining and most influential features.

over 5,000 responses to our surveys from recipients in over 130 countries were

received in 2016 and bCi research is around four times more likely to be cited than its

nearest competitor (519 bCi v 132 dRii) over the last 5 years. We received 30 press

citations of bCi research in 2016-17, including the Wall Street Journal, bloomberg, and

the telegraph (UK).

What these numbers suggest is that whilst we have a core membership group of over

8500 members, the size of the different communities outside membership is actually

significantly larger and in a very real sense we are punching above our weight in terms

of the influence of our thought leadership activities and the power of our voice. What

the new CRm system will do is enable us to capture all these different interactions

and build a pattern to the behaviour of different groups of people interacting with us.

this will then allow us to make clearly defined offers to them with a view to bringing

them into the membership fold. We have many people who have dealings with us

on a regular and frequent basis and now we have the means to open and maintain a

dialogue.


Alongside the investment in the new CRm system, we have also integrated it with a

new Content management System (CmS) which has required a significant overhaul

and improvement to our website. in modern organizations, particularly those such

as the bCi which have a strong and broad international presence, it is the website

that provides the primary vehicle for communicating both the important thought

leadership activities we undertake but also for building our messages and growing

our brand presence. We have also started the process of protecting our brand more

effectively and of safeguarding bCi intellectual property. this will see in subsequent

years a much more consistent brand identity across the various regions in which we

operate and less opportunity for people to use the bCi brand in inappropriate ways.

it is worth mentioning too the second major project that was launched immediately

prior to my joining bCi; the long-awaited revision of the Good practice Guidelines.

the GpG 2018 edition will replace the GpG 2013 and will be launched at bCi World

in november. As before these guidelines will establish the bCi as the clear leader

in the field of global good practice within our sector and further enhance our

reputation for thought leadership and excellence in business continuity education.

there will of course be a considerable impact on our education and learning

activities with new materials and examinations being developed alongside the

actual GpG. i am pleased to report that education still sits at the very core of the

bCi’s activities, both as strong part of our identity and as a vital revenue stream.

our performance in this area in 2016/17 was mainly responsible for the growth

in revenues. education and learning in fact increased by 16.3% over the previous

year. 1366 delegates took the CbCi exam from 1st April 2016-31st march 2017,

demonstrating its value to the profession as a base point for developing professional

skills.

We have also undertaken considerable internal changes in the way the business is

organized in line with the normal management structures you would expect to find

in similar professional bodies. We have grouped our staff into five interlinked areas:

Communities, Channels, professional development, operations and Finance with

teams divided into each of these areas. the previous internal organization had clearly

been sufficient to bring about the growth of the bCi to its present level of maturity

but with an ambitious new five year strategy and the increasing sophistication of

the environments we operate within, change was needed. We are now working with

a wider range of bodies than before and are broadening our appeal to professionals

in other resilience disciplines who need to understand the principles of business

continuity and value access to the rich material we develop. the new organizational

structure allows for a far greater degree of collaboration and teamworking

mapped across our strategic objectives. 2016/17 with its reorganization and major

infrastructure projects marked the start of our journey towards the bCi of the future.

Finally, it would be inappropriate of me to neglect to mention the work undertaken

over the past decade and beyond by my predecessor lorraine darke, who was also

actually still executive director for the first half of the year. lorraine deserves much

credit for the excellent performance we are able to report to you and it was she who

commissioned and initiated the CRm/CmS project that will have a continuing impact

on the way we go to market and the way we set up and operate our internal processes.

David Thorp

Executive Director

“The BCI represents a

number of different things

to different groups of

individuals and corporates.

It’s true to say, in fact that

we are no longer a single

community but instead

we sit at the centre of

a number of different

communities each of

whom have very specific

needs from us.”

285,000 unique BCI website

visitors over the year

225 award

submissions

17,000 downloads of BCI reports

+

14 1514 15

CommUnitieS

The year up to November 2017 has been an exciting one for the BCI’s

network of global communities. The appointment of David Thorp as

Executive Director led to an organizational review and the creation of

a Head of Communities role in the BCI Executive Team to recognise the

importance of the activities of the BCI’s communities in achieving the

BCI vision of a resilient world.

At the annual gathering of volunteer leaders in Reading in November 2016 it

became apparent that the BCI’s communities needed reform and governance, to

address the challenges of:

• Recruiting and retaining enough high-quality volunteers.

• equipping and empowering those volunteers to add value to continuity and resilience

professionals globally.

• designing volunteer opportunities that suited modern lifestyles and demands and

allowed everybody from the bCi community to contribute.

Following the conference, a reform programme of the Global membership Council was

planned and implemented that aimed to streamline communication between all parts

of the bCi and also increase the number of opportunities for people to get involved

(regardless of their membership status) in supporting the work of the bCi through the

adoption of the micro-volunteering principle. this has now completed and has resulted

in a much larger pool of volunteers contributing to the work of the bCi.

the bCi’s global communities have had a busy 12 months and collectively hosted over

100 professional development and networking events that allowed continuity and

resilience professionals to hear about the latest developments in the profession and

meet their colleagues from other organizations. highlights of the programme included:

• inaugural bCi india conference in bengaluru in September.

• 2nd national netherlands and belgium conference in September.

• 2-day Australasian Chapter summit in Sydney in may.

• 2nd bCi italy conference in milan.

the bCi Global awards in london also proved to be a highlight for the global

communities. 250 entries were received for the bCi’s global event programme that

showcased and celebrated talent and success stories from the world of continuity and

resilience.

bCi membership numbers broke through the 8,500 barrier for the first time in July and

continue to show steady growth, particularly in italy, the middle east and Africa.


the new bCi website aims to revolutionise the bCi’s ability to connect professionals from

all backgrounds and also to share the wealth of knowledge that exists in these groups.

the bCi’s communities carried out a great deal of outreach and awareness raising work

that contributed strongly to raising the profile of the institute and the profession.

Highlights of this were:

• Contributing to nASSCom’s business excellence initiative in india with a

series of workshops.

• Working with Siemens on research that explored long term planning.

• providing the content for the dRJ’s Senior Advanced track at their

Spring and Fall World conferences in the USA.

• providing content for the business Continuity Symposium in toronto.

“The BCI’s global

communities have had

a busy 12 months and

collectively hosted

over 100 professional

development and

networking events that

allowed continuity and

resilience professionals

to hear about the latest

developments in the

profession and meet their

colleagues from other

organizations.”

new community groups based

on geography, sector, interest

and attributes facilitated

through the new website.

Creation and sharing of more

knowledge assets to add to the wealth

of knowledge available to continuity

and resilience professionals.

expansion of the programme

of physical events to allow

professionals to interact with

their industry colleagues.

Greater numbers of people

contributing their time

and expertise through

micro-volunteering opportunities.

David West CBCI Head of Communities

Looking ahead to 2018 will see the

continuation and expansion of this

work through...

+

8500+ currently active members of the BCI

16 1716 17

bCi ChAnnelS

2017 to date has seen significant changes within BCI central office,

including the creation of strategic departments. The Channels

department combines the work of the marketing, communications,

business development and events.

this change brings huge benefit to the bCi, facilitating clearer focus in key areas of the

organization, and improving services and communications to bCi members and the

wider resilience community. part of this restructure included internalising web editing,

allowing the bCi to be more responsive to our ever-changing environment.

the biggest change this year will be the implementation of the new bCi website and

CRm system. the benefit of this development cannot be underestimated as we move

towards a digitalised world. the new website will not only be mobile friendly, but will

also feature a topic-filtered resource section that is easily navigable to find the content

you are looking for. this isn’t all. there will be a news section that is filled with up-

to-date news and blogs created by professionals working not only in our industry, but

across the resilience discipline as a whole. other highlights of the new website include

a ‘Communities’ section that facilitates the sharing of knowledge and content between

professionals, a responsive events calendar that allows you to search and filter by topic

and location, and a streamlined process for members applying for, and upgrading, their

membership. the CRm system will also allow the Channels department to tailor our

messaging to each individual member.

Communications

the departmental restructure has allowed us to focus on how we communicate with

our communities. We have shifted from ‘bCi’ centric content on our social media

channels to the ‘place to go’ platform for all industry news. this transition, although in

its early days, has seen a positive response. We are also developing and implementing

an organization-wide, collaborative content strategy that will benefit the bCi as a

whole over the coming 12 months.


Events

the past year has been a busy time for the events team who have run a 2nd successful

bCi netherlands and belgium Conference as well as the inaugural bCi india Conference,

both in September 2017. to date, 2017 has also been the most successful bCi World

Conference & exhibition in terms of delegate and exhibition bookings. plans are well

underway for the second bCi italy Conference taking place in late november 2017, as

well as the bCi middle east Conference that is making a return in early 2018.

Business Development

the business development team have been hard at work over the past year. We have

partnered with some of the world’s leading organizations including international SoS,

hp, Abu dhabi islamic bank, and Adidas. We also continue to collaborate with some

key partners, including bSi, Zurich, minecast and Siemens, on research and thought

leadership papers.

the next year is set to be both exciting and challenging; providing new opportunities

for the bCi as we move forward with the implementation of the new strategy.

With digitalisation becoming prevalent, and our industry collaborating with other

management disciplines, the Channels department is ready and prepared to provide

compelling content and communications that not only meet the needs of our

members, but also open the institute up to the resilience world as a whole.

Lee Sadler

Head of Channels “The next year is set

to be both exciting and

challenging; providing new

opportunities for the BCI

as we move forward with

the implementation of

the new strategy.”

NETHERLANDS & BELGIUM

18 1918 19

pRoFeSSionAl development

This year has been a year of significant change at the BCI and as

part of the reorganization a new role of the Head of Professional

Development was created to lead the development of best practices

and standards for the global business continuity and resilience

profession.

this role includes the management of the Research and insight team. We have

continued to develop and share high quality output for colleagues, members, and the

wider community in support of the bCi strategy.

We have produced research reports and working papers on a wide range of subjects

in partnership with our Chapters and Forums and some of the world’s leading

organizations. the reports include cyber resilience, brexit, horizon scanning,

emergency communications, pandemic and workplace recovery as well as supply chain

management. We also repeated our global salary benchmarking survey and report. our

team have presented at events all over the world and engaged with a widening group

of thought leaders and academics as well as business and government leaders.

the bCi and dRJ teamed up to launch a glossary of terms for the industry. this

followed a collaborative effort between us to combine the bCi dictionary and the dRJ

Glossary of terms to produce a comprehensive and global reference guide to terms and

definitions used by the profession.

We continue to update the bCm legislations, Regulations and Standards publications

and are grateful to our members for their regular contributions.


this year, the revision of the bCi Good practice Guidelines got underway. this project

has involved over sixty volunteers from more than twelve countries across a wide

range of industry sectors. this is a large undertaking for the bCi and creates a lot of

work to revise existing training and education materials including the creation of a new

Certificate of the bCi (CbCi) examination. it also has implications for all areas of the

institute. the GpG 2018 edition is being launched at bCi World 2017, followed by the

revised GpG training course and CbCi examination.

As well as our professional practice courses, we released the ‘introduction to

organizational resilience’ training course. this training course follows the publication of

bS 65000 and the launch of iSo 22316 on the subject of resilience.

the launch of the new bCi website will offer an improved user experience and provide

access to our world class research and insight output and enable greater knowledge

sharing and professional development opportunities.

We are grateful to our community for continuing to contribute to, and promote our

industry leading activities and we look forward to another highly productive year with

a new strategic direction and reliable and relevant high-quality content.

Deborah Higgins FBCI Head of Professional Development

www.thebci.org

Good Practice Guidelines

Facilities Management

Risk Management



PhysicalSecurity

Crisis Management

The BCM Lifecycle Building organizational resilience

2018 EditionThe global guide to good practice in business continuity.

IM

PLEMENTATION

DESIG

N

ANALYSIS

VALI

DAT

ION


ENT

EMBEDDING

Health and Safety

Human Resources

Communications

B u s i n e s s C o n t i n u i t y I n s t i t u t e

SUPPLY CHAIN RESILIENCE REPORT 2016

1

BCI CyBer

resIlIenCe

report

Corr

ect a

s of

Jun

e 20

17


EMERGENCY COMMUNICATIONS

REPORT 2016


HORIZON SCAN REPORT 2017


WORKPLACE RECOVERY REPORT

2 0 1 6

workplace recoveryFacilities

Management

Risk Management



PhysicalSecurity

health and Safety

Crisis management

human Resources

Communications

“We are grateful to our

community for continuing

to contribute and promote

our industry leading

activities and we look

forward to another highly

productive year with a

new strategic direction and

reliable and relevant high-

quality content.”

“Our research reports include

cyber resilience, Brexit,

horizon scanning, emergency

communications, pandemic

and workplace recovery as well

as supply chain management.”

20 2120 21

StAFF

2016/17 saw a fairly stable year for our staff.

With the start of the new CRm/CmS project, we recruited a project manager, Faye

hamilton-martin and replaced our long-standing Web editor, david honour, with

natalie turner.

With the increased volume of work being produced through our Research and insight

team we recruited lucila Aguada, on a fixed term 12-month contract providing

additional support for our sponsored research projects. lucila works remotely from

the philippines.

At the end of the financial year, we said farewell to Kate Curry who was replaced by

belinda burchell and nicky tramaseur who was replaced in the interim by pat mani.

Finally, we said farewell to daniel Saunders and as mentioned in last year’s report,

lorraine darke.

Following the departure of one of our non-executive directors, phil huggon, the

recruitment of two new ned’s took place, one legal and one academic. After a round

of interviews, the board welcomed michael truscott (legal) and paul baines (academic).

both bring a lot of experience and knowledge to the board.


Internal re-organization

Following lorraine’s departure, a complete internal re-organization took place whereby

a new executive team were appointed. the new positions created were:

head of Channels Lee Sadler

head of Communities David West CBCI

head of Finance Belinda Burchell

head of operations Jan Gilbert

head of professional development Deborah Higgins FBCI

the new departmental heads then worked on creating the teams to work with them.

See the organization chart as at the beginning of September below.

CRM/CMS Project

With Faye hamilton-martin being recruited as the project manager, great strides

were made in setting the criteria for all the requirements for our new system.

meetings took place with the two organizations we employed to move this

project forward, CoRe for the CRm and pixl8 for the CmS and all the relevant bCi

departments. A functional specification document was put together and signed

off. the large chunk of the development work undertaken during the latter part

of the financial year was carried out by CoRe and pixl8. As part of this project, we

improved our internet connectivity and purchased a replacement server.

Finance Manager

Rebecca Wood

Head of Finance

Belinda Burchell

Finance AdministratorAmie Richards

Content Manager

Anne Greenish

Education AdministratorMansi Agrawal

Education Administration

support Megan Ligget

Commu-nities Events

Manager Sergio

Gallego-Schmid

Comms Executive

Marianna Pallini

Corporate Community

ManagerHelen Petrie

CRM Administrator Caroline Khan

Research & Insight Associate

Gianluca Riglietti CBCI

Business Development

ManagerMark Shatliff

Marketing Manager

Natalie Turner

Training & Education Ops Manager

Nysa Pradhan

Executive Director

David Thorp

Head of

OperationsJan Gilbert

Head of

CommunitiesDavid West

CBCI

Head of Channels

Lee Sadler

Head of Professional

DevelopmentDeborah Higgins

FBCI

Research & Insight

LeadPatrick

Alcantara DBCI

Operations Executive

Emma Fuller

Head of Corporate

SalesFaye Leo

Research & Insight

AssistantLucila Aguada

Education Executive

Megan Lewis

Interim Training

Business ManagerPat Mani

Events Manager

Ruth Elmore

Membership Services

ManagerKirsty

Morrison

Project Manager

Faye Hamilton-

Martin

22 2322 23

BC Plan

during the latter part of 2016, the team of daniel Saunders CbCi, patrick Alcantara

dbCi and Andrew Scott CbCi, along with assistance from elaine tomlin mbCi and

deborah higgins FbCi, put together our first ever biAs for the bCi’s Central office

operations.

Critical activities for each department were logged and these were put into action

during April 2017.

The first was a live exercise to coincide with a planned shutdown as part of a new

server installation. The objectives were to:

• test existing capability

• identify areas for improvement

• test existing assumptions

• Raise awareness

After the shutdown, we discussed what went well and the findings were:

• imt leadership

• Communication with all staff

• no impact on our communities

• Remote working

• deputies were utilised where necessary

Out of this test, we identified a number

of improvement areas:


The second live exercise happened a couple of weeks later and was an unplanned

disruptive incident. This occurred when we had a significant water leak from

the boiler discovered on arrival at the office, which resulted in loss of ICT and

infrastructure. We took the following actions:

•impact assessed and immediate actions taken, considering response and salvage

•Server equipment was remotely disconnected and power to the room shut down

• bC plan invoked – majority of staff sent home to work remotely, phones diverted to

mobiles

The findings for what went well were:

• Communication with all staff

• no known impact on our communities

• Remote working

• Staff responded well

The issues found that did not go well were issues with the VPN and drive access

when server reconnected

Again, out of this test we identified a number of improvement areas:

With the restructure of central office and the implementation of the new CRm/

CmS occurring this year, we will be updating and revising our biAs together with new

policies and procedures and creating an updated bC plan. this will be actioned by the

new bC and Risk manager who will be recruited during the latter part of 2017.

Jan Gilbert

Head of Operations

“With the restructure

of central office and the

implementation of the

new CRM/CMS occurring

this year, we will be

updating and revising our

BIAs together with new

policies and procedures and

creating an updated

BC Plan.”

ensure that the bC

plan/arrangements

are updated and

communicated

ensure all staff

are checking their

mobiles/WhatsApp

Supplier list accessible

to everyone and readily

available as part

of bC plan

lone worker

policy to be

investigated

Communication with third

parties to be improved

(board, Cleaner

etc.)

decision making and

roles and responsibilities

to be more clearly

defined

instructions specific

to a water leak/power

failure etc. clearly

displayed

Rota in place for office

cover after hours

Staff to be reminded

that they need to keep

contact details (useful

information booklet)

accessible at

all times

health and safety

issues identified to

be addressed

24www.thebci.org

BCI Staff:executive director, david thorp

head of Finance, belinda burchell Finance manager, Rebecca Wood Finance Administrator, Amie Richards

head of operations, Jan Gilbert operations executive, emma Fuller CRm Administrator, Caroline Khan

head of professional development, deborah higgins FbCi Research & insight lead, patrick Alcantara dbCi Research & insight Associate, Gianluca Riglietti CbCi Research & insight Assistant, lucila Aguada

head of Channels, lee Sadler Communications executive, marianna pallini head of Corporate Sales, Faye leo Content manager, Anne Greenish training & education operations manager, nysa pradhan events manager, Ruth elmore marketing manager, natalie turner business development manager, mark Shatliff interim training business manager, pat mani education Administrator, mansi Agrawal education executive, megan lewis Communities events manager, Sergio Gallego-Schmid education Administration support, megan ligget

head of Communities, david West CbCi membership Services manager, Kirsty morrison Corporate Community manager, helen petrie project manager, Faye hamilton-martin

[email protected]

[email protected]

[email protected]

[email protected]

[email protected]

[email protected]

[email protected]

bCi offices and Contact informationCentral office the business Continuity institute

10-11 Southview park, marsack Street, Caversham, berkshire RG4 5AF, UK

tel: +44 (0) 118 947 8215

www.thebci.org

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