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Case study

How a structured BIA aligned business continuity management with Gallaher's strategic objectives

Stuart Selden and Stephen Perks
Journal of Business Continuity & Emergency Planning, 1 (4), 348-355 (2007)
https://doi.org/10.69554/XJSB4889

Abstract

Business continuity management is often viewed as a costly impediment to the generation of competitive advantage. This paper demonstrates how developing a risk-focused understanding of an organisation can clearly bring business continuity objectives into alignment with its strategic goals. Using Gallaher Group plc as a case study, the authors explore how a structured business impact analysis approach not only satisfied Gallaher's insurance and corporate governance needs, but also provided valuable insight, from a risk management perspective, of operational impediments to the resilience of the business. They discuss how those barriers were overcome to improve Gallaher's operational flexibility and resilience with the ultimate objective of securing the company's strategic brands.

Keywords: business; continuity; management; impact; analysis; resilience; risk

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Author's Biography

Stuart Selden MBA ACII ACIS, is manager of the business risk consulting group of FM Global, a unique commercial and industrial property insurer that helps safeguard its clients’ businesses through cost-effective insurance coverage, risk transfer solutions and loss prevention research and engineering. The business risk consulting group works closely with clients to develop a better understanding of their business model, identify and quantify potential exposures and provide appropriate business continuity strategies and solutions.

Stephen Perks MIIA FIIA, a qualified internal auditor and a fellow of the UK’s Institute of Internal Auditors, is head of group risk assurance at Gallaher Group plc. This is made up of two distinct strands: internal audit and governance. Internal audit performs financial, operational and information systems (IS) reviews. The governance strand manages the Gallaher’s insurance portfolio, risk management process, control risk self-assessment (CRSA) and Sarbanes-Oxley programme. The governance output is dovetailed with the internal audit activity and vice versa, to provide Gallaher’s board with an efficient and effective groupwide assurance process. This model augments Gallaher’s ability to satisfy corporate governance requirements as well as ensuring business continuity objectives are aligned with its strategic goals.

Citation

Selden, Stuart and Perks, Stephen (2007, August 1). How a structured BIA aligned business continuity management with Gallaher's strategic objectives. In the Journal of Business Continuity & Emergency Planning, Volume 1, Issue 4. https://doi.org/10.69554/XJSB4889.

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cover image, Journal of Business Continuity & Emergency Planning
Journal of Business Continuity & Emergency Planning
Volume 1 / Issue 4
© Henry Stewart
Publications LLP

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