How BT updated its business continuity strategy to improve resilience and meet Civil Contingencies Act responsibilities

Clive Ansell

Journal of Business Continuity & Emergency Planning, 2007, vol. 1, issue 3, 271-278

Abstract: BT is a global business with operations in over 170 countries, has an annual turnover of £19.5bn and operates, like its customers, in the digital networked economy. This economy is one of globalisation, outsourcing, mergers and acquisitions, of increasing governance and compliance, and of course, of technological advances, mobility and information and communication technology (ICT). It is an economy that requires companies to reappraise almost every aspect of what they do and how they do it. Companies must assess the risks they face and their plans for ensuring the security and continuity of their business and its operations. Customers, shareholders, suppliers, regulators and other key stakeholders all have expectations that must be met constantly, not just when things are going well. For these and other reasons, BT decided to re-examine its approach to resilience and to ensure its fitness for purpose in the 21st century. The company wanted to make certain it was doing everything possible to protect its own business, defend its networks against attack, support its customers and discharge its responsibilities under the UK Civil Contingencies Act 2004. This paper explores BT’s decision in more detail and outlines the resulting strategy.

Keywords: resilience; business continuity; security; emergency planning; risk; contingency; incident management (search for similar items in EconPapers)
JEL-codes: M1 M10 M12 (search for similar items in EconPapers)
Date: 2007
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Persistent link: https://EconPapers.repec.org/RePEc:aza:jbcep0:y:2007:v:1:i:3:p:271-278

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