Emergency Management MS, Protection Management MS and Security Management MS

Emergency Management MS, Protection Management MS and Security Management MS

After the pandemic, most businesses have faced challenges, lessons and drawbacks that brought different experiences. Some of the companies ended you closing up due to the kind of hit they took from the pandemic, while others are still strangling to regain their full potential In the market. Due to this reason, most businesses have found the importance of having an emergency plan and a continuity plan. Companies also need security management to plan for the adversities that might happen in the future and how they can overcome them. A business continuity plan is one of the plans that organizations need to have. In the organization being discussed, different aspects will be considered, including the risks that the business will encounter in case of another flu pandemic. Secondly is how the risks will be handled and operated and the continuity plan that will help them maintain their operations even after the pandemic.

Business Continuity Planning

Business Continuity Planning aims to keep or quickly resume business operations in the case of a significant calamity. It might be anything from the flu to a cold to a pandemic that causes a catastrophic tragedy. A business continuity plan (BCP) outlines a firm's response to such calamities is outlined in a business continuity plan (BCP) (Reid, 56). It includes crisis communications strategy, assets, business partners, human resources, etc. After a tragedy, you may have heard of a disaster recovery plan. There are many different components to an effective business continuity plan (BCP), and disaster recovery is just one of them. Business continuity strategies must be updated as time goes on and the COVID-19 epidemic is contained. If you have any BCPs in place, you'll need to analyze how well they perform. Business continuity testing is the greatest method for identifying any holes (Irkey et al., 18). Deficits must be highlighted, and the leading causes identified, whether they be external environmental challenges, lack of infrastructure, or a lack of urgency in addressing them.

Assemble the business continuity management team

There are several steps that an organization will use to make or instead structure a business continuity planning. The first step will be ensuring that the organization brings together the business continuity management team. Which will mainly be determined by the goal of the continuity plan objective and the company's size. The organization needs to ensure that they know what kind of events and activities will be conducted whenever there is an instance of a pandemic or a calamity. The specific time that the support or information technology individuals need to be fully active and available (Al Ameri et al., 10). There will be the need to create a list of the individuals involved in your company, including their personal information, title, and specializations (Meechang et al., 012016). There will also be a need to provide the responsibilities and roles in the organization. With the structure of how your business continuity plan will be, you can have an easy time  assigning each individual according to their capabilities.

Ensure the safety and well being of your employees

The second step is to ensure that the safety of your employees is well taken care of. When planning for the business continuity plan, you must ensure that your employee's security is guaranteed during a crisis. The fact is that the employees will look up to the organization's leadership, the community, and the government for any form of advice and guidance. That is why there will always be a need to ensure that the managing team is proactive and has transparent policies that address the employee's concerns (Hatton et al., 48). That can be achieved through developing a proper and active communication plan that the employees will follow while tabling their issues and challenges. That gives the employees a sense of belonging and inclusion where they also feel like part of the team (Sneddon et al., 10). Communication through emails might not be effective in the instances when the network connection is down; hence the application of the emergency business continuity planning software that is equipped in a way that it can send messages even when all the systems are out, the software ensures that all the business operations still run as planned.

Productivity for employees is motivated if the employees feel safe, secure and included in the organization. Through actively engaging the employees, they tend to build confidence in the ire work environment, and the work environment for the employees becomes conducive. The employees also tend to give their best in such situations because they believe that the organization's contribution to the organization and the organizations' plans need their input.

Understand the risks of your company

You must perform a business impact analysis once you have the business continuity team put together (BIA). The study can assist you in uncovering specific threats to your performance, supply chains, finances, reputation, and workers. Identifying dangers can begin with such information. You and your team should brainstorm a list of hazards and possible hazards to the firm. After that, talk about how they are mentioned dangers might impact company operations (Walsh). Avoid underestimating how long this process could take—or its significance. Typically, a proper BIA will require a detailed questionnaire to acquire all necessary data. Producing a business continuity plan (BCP) or a business impact analysis (BIA) can be more accessible using BCP manufacturing equipment like Resilience Planner.

Implement the recovery strategy

For an organization to bounce back on its feet once a calamity hits and the loss of revenue mounts, you'll need a BCP. As you and the developed team evaluate the available alternatives, it is essential to keep these points in mind as well as offer solutions to them: In the event of a crisis, do you have a plan in place to bring your sales, HR, production, and support staff back to work? Is there a way to keep up with demand if your infrastructure or facilities are compromised? Will your team be able to work from home or another place if your facilities are shut down? In your business continuity plan, you'll handle issues like these and many others (Roush etal., 529). All the questions mentioned above significantly impact how successful your business conformity plan will work and help the organization get back on track up and running even after the pandemic or crisis hit hard.

here will also be the need to address every business function and identify the kind of adversities that one can face and the best ways to avoid them. Some of the aspects that the team will need to evaluate during this recovery strategy implementation include;  the level of risks involved, the communication method used whenever the stakeholders are involved, and the impact that employees and customers will face—the financial resources available during the disaster period and the process of the emergency policies that are created.

Test Again and Make Improvements

In the same way, your firm's risks and regulations aren't fixed in stone. Neither is your business continuity plan. By putting the business continuity strategy to the test, you can confirm its effectiveness as you deal with potential threats. While 88% of organizations test their strategies to find weaknesses, 63% do this to ensure sound objectives. This assessment is not considered a"pass or fail" but rather a growth process by identifying discoveries during a live practice (Roush etal., 529). This business continuity assessment criteria will help the company succeed. This process helps ensure that all the possible incidences that the team had come to lacrosse are covered and solutions provided to avoid the last-minute rush and the unprepared surprise during the pandemic.

Risks of the company In another flue pandemic

Many uncertainties exist whenever a company or a firm takes a new venture into a certain business perspective or endeavor. It is clear that the organization In question has undergone several changes since the onset of the pandemic and might have changed its different views about different situations and how they approach calamities or setbacks such as the pandemic. The company has several risks that it will undergo when another flue comes up. Some of the risks that the company will have to face in another flu will be that there might be insufficient funds for the company to keep buying the parts that it was used to buy (Crovin et al.,). The challenge or the risk might arise due to the poor distribution of funds where the organization was not keen on prioritizing the post-pandemic operational funds. They might also be unable to reach the arts because of the policies and restrictions that the government establishes to help regulate the flue. The third risk is that most companies will have learned how to strategize their finance. By the time the second pandemic hits, fewer firms are selling out or closing up to create opportunities for other established companies to buy them out.

An excellent operating definition of risk

Business operations are disrupted when policies, systems or events go away. This is known as operational risk. Operational risk can be caused by various things, including mistakes made by employees, illegal activities such as theft, and even natural sciences. Most businesses acknowledge that their people, procedures, and systems will all make mistakes and contribute to inefficient operations (Akca et al., 480). When analysing operational risk, practical efforts to decrease vulnerabilities and maintain adequate remedies should be prioritized. Operational risk can lead to financial loss, problems with employees or customers, competitive disadvantage, and even failure if it is not tackled.

Risk indicators (KRIs) and data are typically needed to assess operational risk. Organizations that cannot combine all of the various forms of data required to determine their operational risk may find it difficult to effectively conduct measurement activities (Akca et al., 480). Data silos created by corporate fiefdoms or the unavailability of technology that let's collect and interpret data from several systems are only a few possible causes of this problem.

Operational risk types as organizations become increasingly digital, thereby utilizing more data, operational risk managers should continually monitor and assess risks in real-time to minimize their potential impact. What are the most important signs of risk for firms to watch? According to the company they work in, this may be the case. The Basel Committee on Banking Supervision (BCBS), for example, sets standards for quantifying operational risk and requiring banks to set aside a particular level of capital to cover operating risk-related losses. A few of the less-than-ideal methods whereby the enterprises can examine operational risk are as follows: tracking key risk indicators; utilizing statistical methods; utilizing evaluations; performing situation evaluations in collaboration with risk management specialists and experts in unique business areas to assess the costs and probabilities of identified hazards; supervising consumer complaints; investigating monetary penalties imposed for violations committed on purpose — or, more likely, unintentionally.

A business continuity plan that details how the company might cope with the risks described in the report

Resources are needed for a time-sensitive or important process to be recovered. Directors of business functions and processes should fill out the Business Continuity Resource Requirements worksheet. The resources needed to implement recovery techniques are determined by analyzing completed worksheets. In the aftermath of an incident that interrupts business operations, resources will be required to implement recovery plans and restore normal business practices. It is possible to obtain help from within the company or from outside parties. These resources are Employees, Office space, including equipment and furniture. It's all about the tech (computers, communication equipment, software and data) Records of vital importance (electronic and hard copy) Machinery and technology used in the manufacturing of Raw materials, finished commodities, and goods currently in production are all included in the inventory. Services (power, natural gas, water, sewer, telephone, internet, wireless) Services provided by other parties In the event of a loss, management should estimate how many resources they need in the quick aftermath of the disaster.         

A plan for future public health emergencies

ublic health readiness and responsiveness in the institution are aimed at strengthening business and territories' ability to avoid, prepare, identify, and react appropriately to public health risks and crises. States Parties and the WHO Regional Office for Europe, in coordination with key partners and conformity with the provisions of the IHR, are outlined in this publication's action plan (2005). Organized on three vital strategic pillars, the worldwide strategic plan focuses on creating and sustaining the fundamental capacities necessary by States Parties under IHR (2005), improving events, and enforcing adherence with the IHR (2005). Tracking indicators will be included in the action plan for each of the significant pillars' technical fields. On the worldwide strategic plan, nations provided input during the Regional Committee's Standing Committee (May 2018) and electronic and in-person consultations. Resolution EUR/RC68/R7 welcomed the amended action plan, which incorporates criticism from the 68th session of the Advisory Council for Europe, with gratitude.

Conclusion

In conclusion, the research has made it clear that an organization always needs to have a plan to help them thrive during challenging times, especially during the pandemic. There is also the need for any business or organization to have a business continuity plan to help them succeed after hard times or after crises. That allows the industry have the resilience that will facilitate its success and how fast it can get back on track after a setback. The company in question developed a business continuity plan that encompasses all the risks that it might face in the future in the case of any other flu pandemic. 

Work Cited

Akca, Ahmet, and Ethem Çanakoğlu. "Adaptive stochastic risk estimation of firm operating profit." Journal of Industrial and Business Economics 48.3 (2021): 463-504.

Al Ameri, Mubarak Ali Salem Saeed, and Haslinda Musa. "THE IMPACT OF BUSINESS CONTINUITY MANAGEMENT ON THE PERFORMANCE OF PUBLIC ORGANIZATIONS IN UAE." Journal of             Legal, Ethical and Regulatory Issues 24 (2021): 1-13.

Crovini, Chiara, Stefan Schaper, and Lorenzo Simoni. "Dynamic accountability and the role of risk reporting during a global pandemic." Accounting, Auditing & Accountability Journal (2021).

Hatton, Tracy, and Charlotte Brown. "Building adaptive business continuity plans: Practical tips on how to inject adaptiveness into continuity planning processes." Journal of Business Continuity &      Emergency Planning 15.1 (2021): 44-52.

İrkey, Tuana, and Aslıhan Tüfekci. "The importance of business continuity and knowledge management during the pandemic period." Multidisciplinary Digital Publishing Institute Proceedings. Vol. 74.            No. 1. 2021.

Meechang, K., et al. "Affecting factors on perceived usefulness of area-business continuity management: A perspective from employees in industrial areas in Thailand." IOP Conference Series: Earth and Environmental Science. Vol. 630. No. 1. IOP Publishing, 2021.

Reid, Malcolm B. "Business Continuity Plan." Encyclopedia of Security and Emergency Management. Cham: Springer International Publishing, 2021. 52-57.

Roush, Kelli, et al. "Business Continuity Planning:: An Effective Strategy During an Electronic Health Record Downtime." Nurse Leader 19.5 (2021): 525-531.

Sneddon, James. "Pandemic risk management; protecting people while ensuring business continuity." Process Safety Progress 41.1 (2022): 8-13.

Walsh, Brian. Business Continuity Management: A study into the suitability of the future use of    Competing Pressures Paradigm with relevance to Business Continuity Management. Diss. Dublin, National College of Ireland, 2021.