DLL Uses Strategic BCP's Software to Go Global with BCM Planning
We train people who play a BC role to use the software, as well as how to exercise their plans. We have a BCM policy that describes the ‘what’ and a process document that is more about the ‘how.’
Multiple Locations Require a Single Plan
DLL financial solutions, formerly known as De Lage Landen, is a global provider of leasing and finance solutions, including vendor finance and factoring. Headquartered in Wayne, Pennsylvania; DLL is a fully owned subsidiary of Rabobank Group—an international all-finance organization.
In 2009, DLL created a comprehensive Business Continuity Management (BCM) program with the help of Strategic BCP and its ResilienceONE® software. The program replaced a decentralized program in which the company’s headquarters and most of their 35 global offices had their own Business Continuity (BC) plans focused primarily on IT recovery. They had no organizational contingency plan for BC in the event of a disaster or other work stoppage.
Continuity Planning Goes Global
According to Nancy Valente, DLL’s Global Business Continuity Manager: “We wanted to change the thinking that Disaster Recovery was synonymous with BC. We separated BC plans specifically about business recovery and called the IT Recovery portion Technical Recovery. BC and TR come together for testing or in a crisis event.” The company launched a BCM strategy that included both elements.
Each office appoints managers to facilitate planning and testing based on need. Larger facilities—those with a larger business impact—have more extensive plans than smaller ones. Each office also has BC coordinators who report to management. They test these plans at least once a year. Offices document critical business functions and identify components—including people and technology—that support their functions.
To meet the challenge of creating a global BCM strategy, DLL uses ResilienceONE BCM software from Strategic BCP. Ms. Valente notes: “We want the offices to embed BCM in their organization, follow the cycle themselves, and consider BCM when a new process is introduced. We have a local risk committee in each office that has BCM on their agenda at least quarterly, so BCM activities and issues are discussed among the management teams.”
During winter 2015, DLL’s headquarters lost power for days due to extreme weather. Notification components within ResilienceONE enabled them to e-mail, text, or phone vital employees. Ms. Valente notes: “The crisis management team met at least twice daily to ensure we were prepared.” This included preparations to move personnel to an alternate work site and re-route customer calls. She added: “The crisis management team must be ready to execute all the various plans we have in place and provide leadership. We conduct a scenario-based crisis management exercise annually in each major office to practice working together, identify gaps in planning, and improve the plans.”
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