MARTIN KAŠŠA
Martin Kašša studied at the Faculty of Economic Informatics of the University of Economics in Bratislava. As a student he started working at Slovalco, moving gradually through various positions; he has been the Continuous Improvement Manager, responsible also for project management, since 2007. In 2010, he headed the BCMS Implementation project, with the business continuity management system being certified in February 2011 by Det Norske Veritas (according to BS 25999:2). This is the first BCMS certification in both Slovakia and the Czech Republic.
LIBOR ŠIROKÝ
Libor Široký graduated from the Faculty of Nuclear Science and Physical Engineering at the Czech Technical University in 2000. Since then, he has been working at Risk Analysis Consultants as a consultant and senior consultant specializing in risk analysis and business continuity management. He is currently leading two projects in BCMS implementation based on BS 25999-2:2007. This is the first Czech and first Slovak BCMS certification ever completed.
CRISIS PLANS WHERE MINUTES ARE ESSENTIAL
The intention of this paper is to share practical experience with BCMS (Business Continuity Management System) implementation within Slovalco, the largest aluminium manufacturer in Central Europe. The decision to pursue a BCMS implementation according to BS 25999-2:2007 was made at the beginning of 2010. The project itself lasted a full year, with the certification audit taking place in February 2011. Slovalco is the first Slovak company to receive the BCMS certification. An integral part of the BCMS implementation was its incorporation into the existing integrated management system structure (consisting of QMS, EMS, OHSAS, ISMS). The objective of the BCMS implementation was to identify the requirements and needs of continuity and recovery regarding Slovalco’s main production processes in the event of their disruption or interruption. Taking into account the specific type of production and other company specifics, it was particularly necessary to focus on incident management procedures following a process interruption after a sustained incident. It was necessary to adjust the existing incident management structure, set up crisis management processes and approve new communication strategies. A newly developed incident management concept was prepared in compliance with the requirements of BS 25999-2 and the existing disaster recovery procedures were verified, updated and added to the final BCMS concept. To enable a quick and effective response and recovery from disruptions, a gold – silver – bronze command structure was defined. The development of business continuity and recovery plans were designed from the beginning with the knowledge that even a brief interruption (as little as a few minutes) of the main production processes could be absolutely fatal. In the cases of more serious incidents, where more than one of the main production processes is interrupted, it was necessary to identify the priorities related to process recovery, as well as the priorities with respect to resource allocation. The starting point in identifying recovery priorities was the business impact analysis and the assessment of risks that could be the potential cause of process interruptions.
