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The Incident Management Response Pyramid

By Author: Risk Logic
Total Articles: 4

Step 1: Tactical Response
This is classed as an immediate response to an incident to protect people and property and I the first stage we tend to find ourselves when meeting and working with a client for the first time:

Criteria/Description:
Impact limited to a small area of one building/site.
An Emergency can be managed by the warden team (ECO).
Emergency Services will be notified to respond.
Likely response will be less than 1 hour.
Impacts:
People
Assets
Examples of causes:
Assault
Fire (minor)
Bomb Threat
Medical emergency
Gas Leak
IT outage (short term)
Who to activate:
First Response Team (FRT)
Emergency Control Organsiation (ECO)
Security
HR
Plans to use:
Emergency Response Plan (ERP)
DRP
Step 2: Operational Response
The ability to continue to deliver services at an acceptable level following a disruption:

Criteria/Description:
The emergency is affecting more than one building/site
Coordination required to manage recovery of the site
Warden team needs support to manage people
Requires coordination of large volume of people
Requires recovery of critical business functions
Regional or national media exposure
Likely response will be a few hours
Impacts:
People
Assets
Business Operations
Examples of causes:
Active Shooter
Comms outage
Cyber attack
Death of staff member
Disease
Extreme weather
Fire (major)
IT Failure
Natural disaster
Negative media exposure (Local)
Terrorist attack
Who to activate:
Management Response and Recovery Team (MRT)
Incident Management Team (IMT)
Business Continuity Team (BCT)
Plans to use:
Response & Recovery Plan (RRP)
Business Continuity Plans (BCP)
Cyber Response Plan (CMP)
Incident Management Plan (IMP)

Step 3: Strategic Response
Management of significant events that threaten the organisation and its stakeholders:

Criteria/Description:
Large-scale impact on multiple sites
Requires management at off-site locations
Requires management of key stakeholders and media
International media exposure
Impact on Operations, Reputation, Financial etc
Requires strategic management decision making
Impacts:
People
Assets
Financial
Reputation
Operational
Strategic
Examples of causes:
Conflict of interest
Data breach
Fraud
Negative media exposure (Wide)
Key staff resignation
Who to activate:
Senior Leadership Team (SLT)
Crisis Management Team (CMT)
Plans to use:
Strategic Management Plan (SMP)
Crisis Management Plan (CRM)
Critical Incident management plan (CIMP)
A situation that cannot be managed at a site level or within a business as usual practices will escalate through the organisation, and be managed by the various response and recovery teams. A clear escalation process and the links between the teams who are expected to respond is critical to an effective swift response to an incident that is identified.

Many Business Continuity professionals we’ve met with, those experienced or not, have the same mindset around a process or tier system for event escalation. What we have noticed though is that most of them struggle to identify and map impacts and processes per event.

By setting out a clear pyramid that breaks it down into only four steps (including business as usual), you can simplify the problem and quickly implement a plan you’ve already built, practised and agreed upon.

From saving lives to saving business operations, what is your response process and where do your teams fit into the RiskLogic response triangle? Does you or organisation already have a similar process?

Until next time, plan, do, check and act…

Total Views: 13Word Count: 436See All articles From Author

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