A Business Continuity Plan (BCM) is conducted through a
Steering Committee working directly under the purview of a
Head of Business Operations, who is also Vice President 1,
reporting to the President’s Office. The Steering Committee
reviews the conduct of such occurrences and looks into the
aspects of decision making, approves the proper decision
making steps and resolves any pressing needs as to handle
the challenges and difficulties in times of disaster and need.
The other important contributors to this are risk management
and all key unit heads.
THE PROCESS OF A BUSINESS CONTINUITY PLAN:
A well-thought and structured approach is adopted to craft
and develop a Business Continuity Plan Process, with regular
feedback and enhancements based on such feedback as an
integral part of the process. Risks are identified based on
industry knowledge of threats to the business from both
internal and external factors. Risks are escalated as per their
severity and urgency based on risk register and are labelled
with the possible approaches in handling those from
knowledge base and an urgent action plan is always on the
cards through a team approach. The workup is properly
initiated with proper documentation based on the knowledge
and a well-structured design plan is laid down for the best
possible solution. A response is graduated and a mode of
escalation and risk mitigation and risk reduction is executed
under the key committee headed by the business operations in
charge. The execution is properly phased in a step by step
fashion and through a model of solutions suggested. At all
levels of execution, feedback is gathered and documented. This
is a very important aspect of the entire process of BCM
implementation. Post mortems are conducted, and follow
through is always an important aspect of the action plan.
In the recent past, a thoroughly planned execution on system
downtimes at hospitals became an important organisation
learning and development process. These were executed for
the sudden system down times of a couple of hours ranging
from an impact at a single hospital to a group of hospitals,
working in KPJ Datacenter of KPJ Cloud. The plan laid out for
risk assessment and business impact analysis on the areas of
information technology problems causing sudden downtime,
were well structured based on previous documentation of such
incidences and available knowledge in the system at KPJ IT.
Urgent solutions were planned and executed with the
participation of an IT team, resulting in a fast and satisfactory
recovery followed by proper command and control system of
the business and a favorable outcome. These type of
occurrences instill a strong belief model in the Business
Continuity Management team, and is also a dipstick analysis of
the business continuity plan A.
We are planning to bring
more hospitals onto the
cloud model due to better
throughput
,
including a more
efficient centralised command and
control for business critical applications
as well as processes via the
cloud system
a thoroughly planned execution on system
downtimes at hospitals became an
important organisation
learning and
development
process
We collate
regular
updates
and tabulate them
accordingly for the best possible outcomes.
185
KPJ Healthcare Berhad annual report
2014
