annual - Maxis

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Risk Rating Scale – 5 x 5 Matrix
IMPACT
1. CATASTOPHIC
HIGH
IMPACT
1. CATASTROPHIC
Maxis BERHAD Annual Report 2009 | 87
HIGH
2. MAJOR
2. MAJOR
3. MODERATE
MED.
3. MODERATE
MED.
4. MINOR
4. MINOR
12.3
5. UNLIKELY
Managing Operational Risks –
Business Continuity
LIKELYHOOD OF
OCCURENCE
1. UNLIKELY
2. LOW PROBABILITY
In addition to the risk management function, Maxis has put
in place disaster recovery and business continuity plans which
are tested regularly to ensure prompt recovery of critical
business functions in the event of major business and/or system
disruptions. This is carried out via the establishment of a Crisis
Management Team (“CMT”) to ensure uninterrupted service to
our customers in Malaysia. To preserve shareholder value, Maxis
is committed to ensuring the timely recovery of its core business
and its continuity in the event of a disaster at any of it locations.
21.3
Business Continuity (“BC”) is of paramount importance to
42.1
the
company and its focus is maintained by a dedicated team of
21.3
certified BC practitioners. Maxis is certified under the British
42.1
Standard BS 25999 ( Business Continuity Management)
therefore key BC disciplines such as risk evaluation, development
of BC strategies and infrastructure plus testing of response plans
18.5
18.5
are in line with international BC best practices.
22.3
TOTAL ASSETS
7.6
LOW
3. POSSIBLE
4. HIGH PROBABILITY
7.6
5. ALMOST CERTAIN
12.3
22.3
5. INSIGNIFICANT
LIKELIHOOD OF
OCCURENCE
For the financial LOW year, the Group spent more than RM20 million
in building additional redundancies in network infrastructure
and establishing alternate sites, where key operational activities
1. 2. 3. 4. 5.
can be resumed UNLIKELY in LOW case of any POSSIBLE disruption HIGH to our ALMOST operations. In
PROBABILITY
PROBABILITY CERTAIN
addition during the financial year, critical areas as identified
by risk priority were tested to assess the effectiveness of the
implemented BCP initiatives.
Annually, company-wide crisis simulation exercises involving core
divisions of operations are conducted whereby the response of
the CMT members 7.6 are put to the test. In addition, 7.6 an average
of
21.3
fifty simulation tests of various complexities are conducted
annually on core divisions and their respective critical equipment. 42.1
On going awareness programs are also being conducted for CMT
21.3
coordinators and staff nationwide.
12.3
The progress of these initiatives are reported monthly
18.5 to management and presented twice yearly to the BCP Steering
18.5
Committee which is chaired by the Chief Financial Officer. 22.3 In
addition, key 22.3 risks are highlighted to the Audit 12.3Committee in
conjunction with the Enterprise-wide Risk Management process.
Where appropriate, the Group mitigates risk of high impact loss
events by appropriate insurance coverage.
T OTAL EQUITY & LIABILITIES
HIGH MEDIUM LOW
42.1
Business Community Continuity Process Flow Flow
PHASE 1
PROGRAMME JUSTIFICATION
AND AUTHORISATION
PHASE 2
PLAN, DEVELOPMENT, TESTING AND TRAINING
PHASE 3
MAINTENANCE
1. PROJECT INITIATION
RISK ASSESSMENT
DEVELOP BCP
CAPABILITIES
2. RISK IDENTIFICATION
4. RECOVERY
STRATEGIES
Risk avoidance
Risk reduction
Risk transfer
BUSINESS
5. RECOVERY
IMPACT
INFRASTRUCTURE
ANALYSIS
1
Network facilities
IT infrastructure
Office facilities
and others
8. TESTING 9. PLAN MAINTENANCE
3. BUSINESS IMPACT
ANALYSIS
6. RESPONSE PLAN
7. AWARENESS/TRAINING 10. AUDIT REVIEW
6