Village Level Farm-Focused Leoduuiballs el fe ets Enterprise Development (VLFED) Kagawaran ng Repo 5 Business Continuity, & Sustainability Planning As ) gl || Albay Dairy Sere ey ee (ADFMPC) September 12, 2022 & na la Efren N. Nocete MORMS- Senior High School DepartmentBusiness Continuity Program focuses on providing capacity-building interventions aimed at developing knowledge on business and service continuity management specifically for micro, small, and medium enterprises (MSMEs) across the country to ensure their ability to continue the delivery of services and products and to establish their capacity to immediately recover from disasters. + Develop awareness, appreciation, and understanding of business continuity principles and practices at the SME level; * Amore resilient supply chain of major lifeline companies—able to 5 prepare for disruptions in the delivery of services and products, and capable of immediately recovering from disasters; * Arobust business continuity mindset that can be scaled up /s (covering other business function dependencies) and scaled out (covering similar industries and neighboring communities); and + Promote a culture of preparedness among MSME's in the all> Philippines.@ United | department of Economic and Social Affairs << Nations | sustainable Development@ United | department of Economic and Social Affairs << Nations | sustainable Development> What ad Deere sustainability? Adopting sustainable practices, whether large or small, can have Sustainability means meeting our significant impacts in the long run. own needs without compromising the If every office worker in the ability of future generations to meet Philippines used one less staple a their own needs. In addition to natural day by using a reusable paper resources, we also need social and _ “lip, 120 tonnes of steel would be A ee et saved in one year. economic resources. Sustainability is G 0 not just environmentalism. Embedded in most definitions of \ sustainability we also find concerns YS co social equity and economic as development.Three pillars of sustainability’ What would a sustainable world look like? CSL SOCIETY Environmental Sustainability Ecological integrity is maintained, all of earth's environmental systems are kept in balance while natural resources withi them are consumed by humans at a rate where they are able to replenish themselves. Economic Sustainability Human communities across the globe are able to maintain their independence and have access to the resources that they require, financial and other, to meet their needs. Economic systems are intact and activities are available to everyone, such as secure sources of livelihood. Social Sustainability Universal human rights and basic necessities are attainable by all people, who have access to enough resources in order to keep their families and communities healthy and secure. Healthy communities have just leaders who ensure personal, labour and cultural rights are respected and all people at protected from discrimination.Micro, small and medium enterprises (MSME's) in the Philippines is defined as any business activity or enterprise engaged in industry, agri-business, and/or services that has: (1) an asset size (less land) of up to PhPI0O million; and (2) an employment size with less than 200 employees. Based on these categories, it is classified as micro, small or medium regardless of the type of business ownership (ie., single proprietorship, cooperative, partnership or corporation). Category ee Cera eA mem ley Micro Up to P3,000,000 1-9 employees Small P3,000,001 - P15,000,000 10 - 99 employees Pane an Medium P15,000,001 - P100,000,000 100 - 199 employees0% Tax oleletored tax paymentscrperate tx reduction Subsidy for business ecoverycashvarstorgyanis ‘Assistance to pay salary for empoyees Sted seoceduesieased equteants or puble pocuterent ‘Sespending payment on goverment contracts Busmess developrant and atsory services (One-stop servce windows suppor MSME exoonrsenprtars Femaving restriction foreign investments in domestic MSMES MertorngpusinossWeracy programs for MSMES ‘Sector spect support measures (29. team) ‘Comrehensive intormatinpstfrm on got assistance programs ‘Speci rfrancing ftv interest rat ane Zero teres atcoterastee ans ‘Speci creat guavartes(grtal atu coverage) Faster aproal of bank ans (snp oan proceares) Loan repayment erstoumlease ofan epaymentcoons Foltatng acces to new francing modes (OFS) ‘Support MSMES in acess tae tance and SCF Business resting fired Debioin possession feancing for MSMES in Fanci e56 Strongly want Somewhat want = Neutral = Somewhat don't want Want least Policy Measures Desired by MSMEs COVID-19 IMPACT ON MICRO, SMALL, ‘AND MEDIUM-SIZED ENTERPRISES UNDER THE LOCKDOWN: EVIDENCE FROM A RAPID SURVEY IN ‘THE PHILIPPINES (ADB PHILS.) Notes: 1204 valid sam ‘the Philippines. Calcul based on weighted data frr ‘he rapid MSME survey inthe Philippines, 30 March~16 April 2020,Status of Establishments in 2021 Total No. of Establishments In Operation 1,080,638 Total number of establishments newly listed in the LE 478,576 (Share to the total number of establishments in operation) (44.3%) Permanently Closed 259,707 Temporarily Closed 56,971"COMMON REASONS WHY MSME's DO NOT PREPARE BCP's Lack of human resource to handle BCP preparation Lack of company BCP knowledge and expertise Management's awareness is low jm Lack of Information on procedure for preparing BCP Enterprise has not heard of BCP beforeBusiness Continuity, © & The capability of the organization to continue delivery of products or services at acceptable predefined levels following a disruptive incidents.Business Continuity a & A documented procedure that guides organizations to respond, recover, resume, and restore to a pre-defined level of operation following a disruption.Business Continuity bey nning & The process of developing prior arrangements and procedures thaty enable an organization to respond to an event in such a manner that critical business functions can continue within planned levels of disruption.Cycle anricutare what the problem Sropportunity is oxrner Information/datato . ‘quantity the extent ofthe problem Assess any improvement ‘tiortfthey are Successful or not DEFINE what the sucess metrics ore execure your solution into a ‘much larger-scale tnvironment aswust your solution Sppreach and retestit again itneeded “CONTINUOUS \ IMPROVEMENT vest (ach solutionina small-scale project ‘renvironment data based onthe ‘sceess metres anaurze the atermath of the experiment ASSESS ach solution's ability and tectiveness neve how the results go ‘gains the success wiGHUGHT ‘any issues that appeared during the experimentGuam)» ag @ Dee ee cae) . ee Reuse Business ° Planning RoadMap e Der Na SOc i fo)Group Acti BUSINESS CONTINUITY [z=2s: PLANNING ROADMAP: Saree [BCP Purpose: == bani mone Wane area = Sen, oo aa en a. Gen) ; J BCP PURPOSE A O° hy is your company introducing BCP? BC Team Who will serve as leader of your BC activities? Oe Who will be included in your BC Team? BUSINESS CONTINUITY [tse J = PLANNING ROADMAP [2 iAa) ye cm inc) ay zy x ~z , , a -O HAZARDS- It is a potentially RISKS- The probability of damaging physical event, harmful consequences or, phenomenon or human expected losses resulting activity that may cause the from interactions between loss of life or injury, natural or human-induced property damage, social hazards and vulnerable ow economic disruption or conditions environmental degradation.© a ay Ry Daca Sl gz ~z RISK REDUCTION- can be anything that reduces the -O IMPACT- Impact is the impact of a risk or the potential effect, generally chances of it occurring. adverse that the occurrence of the threat will RISK TRANSFER- is a risk have on the organization management and control strategy that involves th oO e contractual shifting of. RISK AVOIDANCE- is the pure risk from one part: elimination of hazards, another. a ies, and exposures that can negatively affect an organization's assets.py ac) DO Aeraa or LN List the major hazards/threats to your orgcn ization latural or Human induced) ¢ Choose 1 for your BCP Worksheet Oe [__ |‘ a nee” 3) 4 Soe is the lifeline product or service of your enterprise? e oO a . Which product or service should be recovered first? 3.Which business activity makes a top selling product? What are the top consequences of the company © « closing for a week? a month? a year?Maximum Tolerable Period of Maximum tolerable period of disruption (MTPOD) is the time following a disaster after which an organization's viability will be drreversibly impacted if production isn't resumed Recovery Time Objective (a1) is the duration of time and a service level within which a business process must be restored after a disaster in order to avoid unacceptable consequences associated with a br« in continuity."a zy x What is the critical service/product of your enterprise? In order to deliver critical service/| product, the enterprise needs the e oO following a. Internal Resources b. Essential Utilities c. Business Partners 3. If there is a (hazard — natural or human-induced), what will happen to these resources 4\Recdvery Time aeLert Lay Eee eld Business Continuity Strategy is a phase within the BCM planning process. It is the conceptual summary of preventive strategies (before), response __ strategies (during), and recovery strategies (after) that must be carried out between the occurrence of a disaster and the time when normal operations are restored. RESPOND RESOLVE REBUILDMy Company‘s Survival Strategies * Back-up power source * Set secondary suppliers in place * Identify alternate site * Set secondary back-up location stored goods (alternative warehouse) + Identify alternative transport company for moving goods "a xMy Company‘s Survival Strategies sources to protect - BEFORE a ISASTER: +Internal — Personnel, Building, Equipment +Internal Finances -Essential Utilities *BySiness Partners How ou protect your resources BEFORE A DISASTER?My Company‘s Survival Strategies Oo Resources to protect - DURING a DISASTER: «Internal - Personnel, Building, Equipment +Internal Finances Essential Utilities «Business Partners How will you protect your resources DURING A DISASTER?My Company‘s Survival Strategies Resources to protect (need to resume) AFTER A DISASTER: ¢ Internal — Personnel, Building, Equipment Internal Finances sential Utilities Business Partners How will you resume your business Operation AFTER A DISASTER?WN Aer) tL aed Survival Strategies Option 1: Restore damage and resume operation Option 2: Move to alternate site and launch operatio Is the main facility usable? Option 3: Resume through alternate methodsMy Company's ql Neier} 1.Check available funds 2. Estimate recovery costs 3. Summarize operating expenses 4. Assess cash flow status 5. Determine financial measureszy Testing My Company Plan: 2 Assess if your plans are effective: * Evacuation Plan: Can all employees and customers evacuate promptly and safety, following your evacuation plan? * Emergency communications plan: Can all employees call Ee your emergency phone number to report safety confirmation? * Incident Command Protocol: Can BC team gather property and immediately at the meeting place and undertake their & designated role?Testing My Company Plans 5) oO \ SIMULATION DRILL EXERCISES EXIT PRACTIC @ Tedobserving continuous improvement best practices, companies can figure out ways to continue business as usual while analyzing improvement opportunities along the way. THE CONTINUOUS IMPROVEMENT CYCLE Craala“Never doubt that a small A/ group of thoughtful, committed people can change the world. Indeed, / it is the only af vis \ thing that 5 ever has.” —- Margaret Mead