Resilience

Arrangements can be split into three main parts:

Preparation: This is the planning which we do in advance of an incident. It involves the identification of key business functions and of the ways in which they might be disrupted by foreseeable major incidents and, where required, continuity strategies are put in place.

Response: These are the actions we take in the minutes and hours immediately following an incident. It involves liaison with the emergency services and the steps we take to gain control of what could be a fast moving situation in order to minimise the risks of further damage. We have developed plans for the range of responses which might be required.

Recovery: At the same time as 'Response' activities, business continuity plans would be activated so we can resume teaching, research and the provision of our other professional services. Plans have been developed by individual Schools and Directorates.

Resilience Plans

• The University has an overarching Resilience Plan for response and recovery.  This sets out and provides guidance to university staff who may be called upon to respond to any situation which threatens, or has the potential to threaten, the safety of University staff, students, guests or infrastructure; or to threaten the activities, reputation or financial viability of the University.
• Emergency Response Plans. These set out responses to specific threats.
• Business Continuity Plans.

Business Continuity

Business Continuity is a collective term which includes response, recovery and resumption of key activities (teaching, research, commercial and partnerships) impacted by a disruption.

Business Continuity Plans allow us to be prepared to respond to an interruption. An interruption can take many shapes and forms, it can be spontaneous on non-spontaneous. BC Plans are developed to be flexible and prepare to ‘expect the unexpected’. Plans are based on the following scenarios:

• Loss of People e.g. a pandemic, winter flu, or a communicable diseases outbreak.
• Loss of Site e.g. building issues impacting access to our facilities.
• Loss of Utilities e.g. power outage during winter.
• Loss of IT or Data e.g. a loss of supplier, cyber-attack or a data breach.
• Loss of Suppliers/Equipment e.g. critical equipment failure, a key supplier stops operating.

Business Impact Analysis identifies the business continuity requirements; these are the time frames, resources, and capabilities necessary to continue to deliver prioritised activities following a disruption. The data is incorporated into BC Plans.

The Resilience Advisory Group (RAG) is set up to oversee the maintenance and coordination of the University’s Resilience preparations, including plans, procedures, training, exercising and external interfaces. Meetings are held quarterly.

The purpose of the RAG is:

• To provide central oversight, guidance and reporting to senior management on all matters relating to Resilience.
• To inform the actions necessary to implement University policy and monitor compliance with the University’s obligations under the Counter-Terrorism & Security Act 2015.

RAG Terms of Reference document

University Business Continuity Advisers

• Shonagh McAlpine – Health, Safety and Resilience
• David Mitchell – Health, Safety and Resilience

Please contact us at buscontinuity@abdn.ac.uk.