In addition to the software package I was given a seven page document prepared for our insurers the previous year. This Maximum Foreseeable Loss statement contained the result of a simple BIA identifying a specific product line as being critical to Nortel's business and an outline plan for recovering that product line in the minimum time possible. This was to become the basis of our first recovery plan. Business recovery, not crisis management. The brief is to minimise loss to the company through interruption to our normal business activities.
Crisis management remains the responsibility of the corporate crisis management team.
A realistic partial loss situation, not total destruction. However, our recovery plans, including equipment, facilities and software inventories, etc., would be of significant assistance in such a situation. Having identified these deficiencies, we were in a position to take corrective action. Prevention of loss or interruption. Most, if not all, business continuity managers hope never to see their plans tested in anger.