this is not possible if without having a
robust plan of business continuity in
testing times. KPJ Healthcare keeps it a
top priority to maintain an ability to
perform at best possible in the event of
a disaster of natural causes or otherwise.
To organisations such as KPJ Healthcare
to operate in the event of disaster
encompasses a variety of operational
excellence and a thorough preparedness,
developed over a very comprehensive
and established working plan of business
continuity i.e. a “Business Continuity
Plan”. The key aspects of this plan are
to ensure best possible operational
continuity in the event of such
occurrences and how best we can
protect the business interests both from
medical and non-medical aspects and
ensure safeguard the interests of all
involved parties, may it be patients,
doctors or corporates.
It requires the use of standard practices
of experience in the industry to chart
out these plans and review these at
regular intervals in a structured format
to ensure continuous feedback and
improvements from a top level working
committee and cascading mechanism of
evaluation and enhancement by end
users at our partner hospitals. We keep
regular updated risk registers and
incidence reporting to ensure updated
preparedness in handling the crises. We
work on a severity index to label events
and then develop a plan to counter
those and thus allaying risks and
mitigating the consequences. These are
worked out in a way that we regularly
update our staff members and partners
on these to ensure proper learning from
these occurrences and ensuring to avoid
them through the shared knowledge of
these in the future. We have a
mechanism of collecting regular updates
f r om t hese and t abu l a t e t hese
accordingly to get best possible
outcomes, through a team of dedicated
staff working on these in an elaborate
and structured manner.
The Business Continuity Plan clearly
guides to escalate these occurrences to
all the stakeholders and to ensure
proper input and provide an insight into
such events. This mechanism helps to
build a proper trust and reliance to fall
back in times of need. Related
information and knowledge is also
shared at all levels if required and after
proper filtration as per each level at
organisation role, to ensure that the
importance of such events is internalised
and ob j ec t i v e s o f o r gan i s a t i on
development and upbringing are met in
well-defined and well-structured manner
and thus creating a model of trust and
belief in the system at all levels and all
stakeholders.
Business Continuity Plan also referred
as BCM is conducted through a working
committee headed by Vice President 1,
reporting to President Office. The
working 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
time of the disasters and need. The
other important contributors to this
ope r a t i ona l exce l l ence a r e r i sk
management and all key unit heads.
THE BUSINESS
CONTINUITY PLAN
PROCESSES
A well thought and structured approach
is adopted to craft and develop Business
Continuity Plan Process, with regular
feedback and enhancements based on
such feedback as integral part of the
process. Risks are identified based on
the industry knowledge of threats to the
business both from internal and external
factors. Risks are escalated as per their
severity and urgency based on risk
register and are labeled with the
possible approaches in handing those
from knowledge base and an urgent
action plan is always on the cards
through the team approah. The workup
is properly initiated with proper
documentation based on the knowledge
and a well-structured design plan is laid
down for 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
f eedback i s ga t he r ed and we l l
documented and this is a very important
aspect of the whole process of BCM
implementation. Postmortems are
conducted and follow through is always
an important aspect of the action plan.
The execution is properly phased in a step
by step fashion and through
a model of
solutions suggested
207
KPJ Healthcare Berhad
Annual Report
2015
