Dec 03 2026
15:00 GMT - 16:00 GMT | 01:00 AEST - 02:00 AEST | 10:00 EST - 11:00 EST
Business continuity, incident management and what happens when the plan meets reality.
A plan that has never been tested is an assumption. When we asked attendees of part one where their continuity is weakest, most said real-world capability, not documents or governance. Part two is about closing that gap.
A management system only proves itself under pressure. In this second session of our ISO 22301 series, we move from the "what" to the "how": turning documented commitments into arrangements that hold up when something goes wrong.
Part two is where ISO 22301 gets practical. We'll draw out the distinction between business continuity and incident management, two disciplines that overlap constantly but answer different questions, and show how continuity strategies, response structures and recovery priorities need to work together rather than in isolation.
For quality and EHS teams, the parallel with non-conformance and corrective action will be familiar. An incident isn't proof of failure: it shows whether the system works. We'll look at why exercising, review and continual improvement matter here just as much as they do in any quality management cycle, and why each exercise or real event should feed back into the system just as a CAPA would.
We'll finish with practical scenarios and a look at what good looks like in practice, when roles are clear, plans are exercised and findings become actions.
Business continuity versus incident management: where they connect and where they diverge.
How continuity strategies, response structures and recovery priorities work together in practice.
Why exercising, review and continual improvement matter in proving capability, not just documenting intent.
How feeding lessons learned back into the management system closes the loop, much like a corrective action process.
Practical scenarios: cyber-driven operational disruption, supplier failure, product contamination, site outage and utilities interruption.
What good looks like in practice: clear roles, usable strategies, exercised plans and findings that become actions.
Jenny has over 11 years’ experience in business continuity, operational resilience and emergency planning across multiple sectors, including financial services, pharma manufacturing, public sector organisations and healthcare providers. She specialises in ISO 22301 aligned business continuity management systems, covering business impact assessment, continuity strategy and planning, incident management, supplier resilience due diligence, training, exercising and programme implementation at strategic, tactical and operational levels. Jenny holds CBCI, MSc Emergency Planning, Resilience and Response, ISO 22301 Lead Auditor and Lead Implementer certifications, alongside additional qualifications in applied management, health emergency planning and education and training.
