Managing business continuity in the Arctic: Experiences from mining
Abstract This article presents a model for business continuity capacity, which shows how organizations can analyze possible gaps in their business continuity capability and thereby increase their capacity to recover value‐adding critical activities. Using an example of a flooded mine on Svalbard, th...
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crwiley:10.1111/risa.14098 2024-06-02T08:01:52+00:00 Managing business continuity in the Arctic: Experiences from mining Taarup‐Esbensen, Jacob 2023 http://dx.doi.org/10.1111/risa.14098 https://onlinelibrary.wiley.com/doi/pdf/10.1111/risa.14098 https://onlinelibrary.wiley.com/doi/full-xml/10.1111/risa.14098 en eng Wiley http://creativecommons.org/licenses/by-nc/4.0/ Risk Analysis volume 43, issue 11, page 2330-2343 ISSN 0272-4332 1539-6924 journal-article 2023 crwiley https://doi.org/10.1111/risa.14098 2024-05-06T07:04:06Z Abstract This article presents a model for business continuity capacity, which shows how organizations can analyze possible gaps in their business continuity capability and thereby increase their capacity to recover value‐adding critical activities. Using an example of a flooded mine on Svalbard, the study investigated how the mining company Store Norske Spitsbergen Coal Company (SNSK), with considerable experience with similar events and an excellent safety record, could fail to manage a well‐known event and reduce recovery times of its critical activities. The analysis explored how experience in safety and incident management does not necessarily mean that these abilities are transferable to a new but similar event. The study sought to answer the research question: To what extent does SNSK's systematic work with safety, and experience with flooding events, improve business continuity capacity? In the Arctic, emergency response can take hours or days to arrive after the event. A structured recovery system can support pre‐existing platforms aimed at safety, to include the critical activities needed to ensure an organization's overall survival. Systematic work can improve performance and make the organization engage in a virtuous cycle by implementing management structures, risk identification systems, competency development, and processes for the in situ evaluation of hazards. However, as seen here, the organization needs to pay attention to changes that could affect risk assessments and threat levels well‐known events. These insights can be utilized by other organizations seeking synergy when strengthening their safety and business continuity performance. Article in Journal/Newspaper Arctic Svalbard Spitsbergen Wiley Online Library Arctic Svalbard Risk Analysis 43 11 2330 2343 |
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Wiley Online Library |
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English |
description |
Abstract This article presents a model for business continuity capacity, which shows how organizations can analyze possible gaps in their business continuity capability and thereby increase their capacity to recover value‐adding critical activities. Using an example of a flooded mine on Svalbard, the study investigated how the mining company Store Norske Spitsbergen Coal Company (SNSK), with considerable experience with similar events and an excellent safety record, could fail to manage a well‐known event and reduce recovery times of its critical activities. The analysis explored how experience in safety and incident management does not necessarily mean that these abilities are transferable to a new but similar event. The study sought to answer the research question: To what extent does SNSK's systematic work with safety, and experience with flooding events, improve business continuity capacity? In the Arctic, emergency response can take hours or days to arrive after the event. A structured recovery system can support pre‐existing platforms aimed at safety, to include the critical activities needed to ensure an organization's overall survival. Systematic work can improve performance and make the organization engage in a virtuous cycle by implementing management structures, risk identification systems, competency development, and processes for the in situ evaluation of hazards. However, as seen here, the organization needs to pay attention to changes that could affect risk assessments and threat levels well‐known events. These insights can be utilized by other organizations seeking synergy when strengthening their safety and business continuity performance. |
format |
Article in Journal/Newspaper |
author |
Taarup‐Esbensen, Jacob |
spellingShingle |
Taarup‐Esbensen, Jacob Managing business continuity in the Arctic: Experiences from mining |
author_facet |
Taarup‐Esbensen, Jacob |
author_sort |
Taarup‐Esbensen, Jacob |
title |
Managing business continuity in the Arctic: Experiences from mining |
title_short |
Managing business continuity in the Arctic: Experiences from mining |
title_full |
Managing business continuity in the Arctic: Experiences from mining |
title_fullStr |
Managing business continuity in the Arctic: Experiences from mining |
title_full_unstemmed |
Managing business continuity in the Arctic: Experiences from mining |
title_sort |
managing business continuity in the arctic: experiences from mining |
publisher |
Wiley |
publishDate |
2023 |
url |
http://dx.doi.org/10.1111/risa.14098 https://onlinelibrary.wiley.com/doi/pdf/10.1111/risa.14098 https://onlinelibrary.wiley.com/doi/full-xml/10.1111/risa.14098 |
geographic |
Arctic Svalbard |
geographic_facet |
Arctic Svalbard |
genre |
Arctic Svalbard Spitsbergen |
genre_facet |
Arctic Svalbard Spitsbergen |
op_source |
Risk Analysis volume 43, issue 11, page 2330-2343 ISSN 0272-4332 1539-6924 |
op_rights |
http://creativecommons.org/licenses/by-nc/4.0/ |
op_doi |
https://doi.org/10.1111/risa.14098 |
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Risk Analysis |
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43 |
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11 |
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2330 |
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2343 |
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1800746353486200832 |