Emergency planning, resilience, business continuity and risk reduction are the activities we plan, practice and train for in the hope they will never be needed. They mitigate the worst when it happens and bring assurance and stability when it does not. However, the threats presented to normal order are magnified by local, national and international events which can bring instability to our own front door. So how do we plan for the unexpected, ensure that we learn from every opportunity, collaborate to maximise best practice and keep our emergency planning and resilience practitioners, and our responders at every tier, well-resourced and able to prevent and react?
We face a wide range of threats in developing our resilience and preparing our capacity to respond. The consequences of globally linked economies in bad times. The potential public health effects of diseases on intimately linked societies. Open and interwoven digital worlds across national borders. A destabilised international order. Increasingly turbulent effects of climate change. The impact of economic downturn on lower public investment and safety and quality outcomes. Then there are the kinds of accidents and disasters which can occur in good or bad times.
Emergency planning in Scotland has come a long way in the last 25 years. From a period in which some may have thought that civil contingencies and emergency planning were, to some extent, becoming a Cinderella service after the end of the Cold War, we are now in a completely different world. It is unimaginable that trying to minimise emergencies and disasters through prevention and good practice, maintaining resilience in the face of major and minor incidents and responding quickly and effectively to such occurrences would be anything other than a core activity for all public sector agencies and most in the private and third sectors too.
Since the turn of the millennium, civil contingencies preparadeness has heightened and continued to grow in importance. The need to plan for the Y2K 'millennium bug' in 2000 and the attack on the World Trade Centre in 2001 were perhaps the two events which initially triggered a new awareness of the critical importance of resilience and emergency planning. Since then, a succession of terrorist incidents, natural disasters, major accidents, extreme weather climate-related events and, most recently, COVID pandemic have seen our systems, responses and resilience repeatedly needed and tested.
So, what lies ahead for our resilience and emergency planning community and its professionals, practitioners and structures? What are the challenges they may need to respond to and how can they harness best practice and collaboration to anticipate and meet the tests in coming months and years? What resources and structures, awareness and systems, and anticipation of a constantly changing world and its threats will they need to combine?
This conference examines the responsibility ahead for Scotland's resilience and emergency planning community in meeting current and future demands in an uncertain environment where finance, risk, global instability and climate change combine to present constantly evolving challenges. Against this backdrop the conference will focus on three broad themes:
Topics to be discussed
Who should attend?
This conference is intended for individuals working in emergency planning, business continuity, cyber security, disaster recovery or incident management. It is relevant for risk management, facilities & infrastructure professionals; local authority officers involved in the likes of emergency planning, resilience management, flood prevention, public health, fraud prevention and cyber security should also have an interest. It is relevant to anyone working within an organisation providing support in emergency or crisis situations including local authorities, emergency services, health authorities and the third sector as well as suppliers to such organisations.
Examples of the types of individuals and organisations already booked to attend include Head of Innovation, Executive Manager - Governance and Law, Policy and Improvement Lead, Compliance Manager – as well as the more traditional roles such as Business Continuity, Risk Management and Emergency Preparendess. These come from across local government, non-departmental public bodies, the third sector and industry bodies.
Professor of Climate System Science, Department of Meteorology
University of Reading
Senior Resilience Officer
Glasgow City Council
Resilience Officer - Resilience Team
Stirling Council
Business Development Manager, Scottish Public Sector
Leidos
Resilience Capability Lead
Emergency Planning College
Nigel Arnell (Professor)
Professor of Climate System Science, Department of Meteorology
University of Reading
Research interests:
Research projects:
Gregor Lindsay
Resilience Officer - Resilience Team
Stirling Council
Gregor joined The Scottish Government in 1996. He worked across a range of policy areas, in Private Office, on the establishment of The Scottish Parliament and in HR before joining the Civil Contingencies Unit in 2003. Initially assigned to work on the Scottish aspects of civil contingencies legislation and the development of Preparing Scotland Guidance, he subsequently led on a wide range of resilience policy issues.
Operationally, Gregor worked as part of the Resilience Division on-call team. He also led the work of the Scottish Government Resilience Room during a range of civil contingencies activations, as well as for planned events such as the G8 Conference at Gleneagles in 2005. Gregor has also worked as a Scottish Government Liaison Officer, representing The Scottish Government at Resilience Partnerships across Scotland, in particular in the Tayside, Grampian and Highlands and Islands areas, in planning, response and recovery.
In 2006 Gregor set up and managed the Scottish Resilience Development Service, providing training and exercising support to Scotland’s resilience community. He remained there until 2012 when he was asked to establish the Scottish Government’s Cyber Resilience Unit.
Gregor spent 2017 in Kosovo, acting as the UK Adviser to the Head of the Kosovo Security Force. On return from Kosovo, he supported the establishment of Social Security Scotland, leading work to set up the new Agency’s business continuity arrangements. He then transferred to the Cabinet Office, initially to work on the programme to train members of the UK and Northern Ireland Civil Services to prepare for the possible consequences of a no-deal Brexit, and then to work with resilience partners to set up arrangements for the COP26 Climate Change Conference in Glasgow.
In 2020, Gregor moved to a new role in the Cabinet Office Emergency Planning College where he was responsible for the College’s resilience training, exercising and advisory services, supporting agencies with resilience responsibilities across the UK and internationally.
Gregor recently joined Stirling Council where he works as a resilience officer with the Council's resilience Team.
Jamie MacLaren
Business Development Manager, Scottish Public Sector
Leidos
Jamie brings a wealth of experience from over two decades in technology delivery, technology leadership, and innovative digital solutions.
A significant portion of his career has been dedicated to supporting governments in their digital transformation journeys, on both UK and international platforms.
Currently steering business development in Scotland for Leidos, Jamie plays a pivotal role in advancing technological solutions tailored for the Scottish Public Sector. His extensive career has seen him at the nexus of both prominent global IT entities and a dynamic Scottish scale-up, offering a depth of perspective based on extensive experience in the digital realm.
In a notable stint with a leading IT consultancy, Jamie was instrumental in driving digital transformation programmes for the Scottish Government. His expertise was crucial in overseeing application development projects and in architecting transformative service strategies.
Earlier in his journey, Jamie championed several government digital initiatives, from pioneering elections solutions to laying down foundational ICT architecture frameworks.
As he engages with government and industry peers, Jamie consistently brings a synthesis of deep experience and forward-thinking insights, contributing richly to discussions on digital transformation in Scotland and beyond.
Andy Towler
Resilience Capability Lead
Emergency Planning College
A former senior police officer, Andy has extensive experience in operational policing, disaster and incident management at operational, tactical, and strategic level.
A former Chair of Cumbria Local Resilience Forum Programme Board, he led multi-agency response in Cumbria to the flooding from Storm Desmond in 2015.
During the Covid-19 Pandemic response, he worked as a Strategic Resilience Advisor to a Government Taskforce and has advised organisations seeking to improve their resilience, preparedness and response capabilities.
Andy is an advocate for major changes in how we address resilience challenges to the UK from existential and catastrophic threats and co-authored the National Preparedness Commission Independent Review of the Civil Contingencies Act 2004.
Andy continues to deliver pro bono advice to UK charities working in the emergency response space and as an emergency responder in his own community.
Sponsor: Leidos
Providing solutions that transform business and change the world.
One company, four key markets
Leidos' key lines of business — civil, defence, health, and intelligence — are rife with opportunity. With the Leidos Innovations Center (LInC) as the technology-driven core of their business they continue their tradition of solving the toughest scientific and engineering problems for customers. An expanded workforce and capabilities portfolio enables them to compete internationally and provide increased efficiency and affordability to customers. As they grow, they'll maintain their agile and creative reputation.
Civil
They work with their customers creating solutions to improve the environment, energy efficiency, federal infrastructure and help manage more than 43,000 flights every day.
Defense
Their defence business provides a diverse portfolio of systems, solutions, and services covering air, land, sea, space, and cyberspace for customers worldwide.
Health
Their formula to improve healthcare is simple – fuse the world’s most advanced technologies with the brightest minds in science, research, and consulting.
Intelligence
Using a wide range of capabilities in Enterprise IT, Data Analytics, Artificial Intelligence and Machine Learning to support their customers’ mission and defend against evolving threats around the world.
Dynetics-LInC
Combining Dynetics, a wholly owned subsidiary of Leidos and an industry-leading applied research and national security solutions company; and the science and technology expertise of LInC continues their tradition of solving the toughest scientific and engineering problems for customers.
Book delegate places or purchase video recording.
