{"id":70999,"date":"2026-09-02T12:34:15","date_gmt":"2026-09-02T10:34:15","guid":{"rendered":"https:\/\/swissgrc.com\/fr\/plan-continuite-activite-relais-gestion-crise\/"},"modified":"2026-09-02T12:34:15","modified_gmt":"2026-09-02T10:34:15","slug":"plan-continuite-activite-relais-gestion-crise","status":"publish","type":"post","link":"https:\/\/swissgrc.com\/fr\/plan-continuite-activite-relais-gestion-crise\/","title":{"rendered":"L\u00e0 o\u00f9 le plan de continuit\u00e9 d\u2019activit\u00e9 passe le relais \u00e0 la gestion de crise"},"content":{"rendered":"<div id=\"sgce-a\" class=\"sgce-article\">\n<p class=\"rc-lede\">Le plan de continuit\u00e9 d&rsquo;activit\u00e9 est en place, il a \u00e9t\u00e9 approuv\u00e9 par la direction g\u00e9n\u00e9rale et couvre formellement les exigences r\u00e9glementaires. Pourtant, dans de nombreuses organisations, la gestion op\u00e9rationnelle de crise n&rsquo;\u00e9choue pas faute de plan, mais au moment pr\u00e9cis o\u00f9 les mesures document\u00e9es doivent se traduire en actions concr\u00e8tes. Ce passage du papier \u00e0 la pratique est rarement test\u00e9 de mani\u00e8re explicite et reste souvent hors du p\u00e9rim\u00e8tre des tests classiques. L&rsquo;endroit exact o\u00f9 cette interface se rompt n&rsquo;appara\u00eet g\u00e9n\u00e9ralement qu&rsquo;en situation de crise r\u00e9elle.<\/p>\n<div class=\"rc-tldr\">\n<div class=\"rc-tldr-label\">En bref<\/div>\n<p>Le passage d&rsquo;un plan de continuit\u00e9 d&rsquo;activit\u00e9 document\u00e9 \u00e0 la gestion op\u00e9rationnelle de crise n&rsquo;\u00e9choue g\u00e9n\u00e9ralement pas faute de plan, mais en raison des changements d&rsquo;\u00e9quipe et des transmissions de r\u00f4les au sein de la cellule de crise, que les tests classiques simulent rarement. Les exigences r\u00e9glementaires telles que la circulaire FINMA 2023\/1 imposent certes des tests fond\u00e9s sur des sc\u00e9narios graves mais plausibles&nbsp;; ceux-ci v\u00e9rifient toutefois avant tout l&rsquo;existence d&rsquo;un plan, et non la capacit\u00e9 r\u00e9elle de l&rsquo;organisation \u00e0 agir sous la pression du temps.<\/p>\n<\/div>\n<nav class=\"rc-toc\" aria-label=\"Sommaire\">\n<div class=\"rc-toc-label\">Sommaire<\/div>\n<ol>\n<li><a href=\"#a1-what-does-regulation-require-of-the-busi\">Qu&rsquo;exige la r\u00e9glementation du plan de continuit\u00e9 d&rsquo;activit\u00e9&nbsp;?<\/a><\/li>\n<li><a href=\"#a2-why-is-a-plan-on-file-not-enough-on-its-\">Pourquoi un plan class\u00e9 au dossier ne suffit-il pas \u00e0 lui seul&nbsp;?<\/a><\/li>\n<li><a href=\"#a3-where-exactly-does-the-handover-break-do\">O\u00f9 le passage de relais se rompt-il exactement en situation de crise r\u00e9elle&nbsp;?<\/a><\/li>\n<li><a href=\"#a4-who-is-responsible-for-these-handover-po\">Qui est responsable de ces points de transmission&nbsp;?<\/a><\/li>\n<li><a href=\"#a5-how-can-the-handover-be-tested-and-close\">Comment tester et combler concr\u00e8tement ce passage de relais&nbsp;?<\/a><\/li>\n<\/ol>\n<\/nav>\n<h2 id=\"a1-what-does-regulation-require-of-the-busi\">Qu&rsquo;exige la r\u00e9glementation du plan de continuit\u00e9 d&rsquo;activit\u00e9&nbsp;?<\/h2>\n<p>La circulaire FINMA 2023\/1 sur les risques op\u00e9rationnels impose aux banques de tenir un plan de continuit\u00e9 d&rsquo;activit\u00e9 document\u00e9, comprenant un volet de reprise apr\u00e8s sinistre, r\u00e9examin\u00e9 au moins une fois par an.<\/p>\n<p>Cette circulaire remplace les pr\u00e9c\u00e9dentes \u00ab&nbsp;Recommandations pour la gestion de la continuit\u00e9 d&rsquo;activit\u00e9&nbsp;\u00bb de l&rsquo;Association suisse des banquiers en tant que norme minimale et est entr\u00e9e en vigueur le 1er janvier 2024, avec des d\u00e9lais transitoires \u00e9chelonn\u00e9s pouvant aller jusqu&rsquo;\u00e0 deux ans afin d&rsquo;assurer la r\u00e9silience op\u00e9rationnelle.<\/p>\n<p>Dans le cadre de l&rsquo;analyse d&rsquo;impact sur l&rsquo;activit\u00e9, chaque \u00e9tablissement identifie ses processus critiques ainsi que le d\u00e9lai de reprise, la tol\u00e9rance \u00e0 la perte de donn\u00e9es et les ressources n\u00e9cessaires. La mise en \u0153uvre doit \u00eatre \u00e9valu\u00e9e r\u00e9guli\u00e8rement au moyen de tests tels que des exercices sur table, le p\u00e9rim\u00e8tre de test couvrant des sc\u00e9narios graves mais plausibles.<\/p>\n<h2 id=\"a2-why-is-a-plan-on-file-not-enough-on-its-\">Pourquoi un plan class\u00e9 au dossier ne suffit-il pas \u00e0 lui seul&nbsp;?<\/h2>\n<p>Parce que, dans la pratique, les tests confirment souvent uniquement que le plan existe et qu&rsquo;il est \u00e0 jour, et non que l&rsquo;organisation est r\u00e9ellement en mesure de l&rsquo;ex\u00e9cuter sous pression.<\/p>\n<p>Une analyse sp\u00e9cialis\u00e9e consacr\u00e9e \u00e0 la mise en \u0153uvre pratique des plans de continuit\u00e9 d&rsquo;activit\u00e9 constate que de nombreuses entreprises ont d\u00e9j\u00e0 identifi\u00e9 leurs risques, mais peinent \u00e0 appliquer la strat\u00e9gie qui en d\u00e9coule. L&rsquo;attention se porte g\u00e9n\u00e9ralement sur la r\u00e9daction du plan plut\u00f4t que sur sa concr\u00e9tisation, car traduire la th\u00e9orie en pratique exige de la coordination, de la pr\u00e9cision et des ajustements continus.<\/p>\n<p>La norme ISO 22301 r\u00e9pond \u00e0 ce sch\u00e9ma par le cycle PDCA&nbsp;: lors de la phase \u00ab&nbsp;check&nbsp;\u00bb, les plans de continuit\u00e9 d&rsquo;activit\u00e9 doivent \u00eatre test\u00e9s et les r\u00e9sultats suivis, et non document\u00e9s une seule fois. Le plan reste ainsi un moyen au service d&rsquo;une fin, et non une fin en soi.<\/p>\n<figure class=\"rc-shot\"><img decoding=\"async\" src=\"https:\/\/swissgrc.com\/wp-content\/uploads\/sites\/2\/2026\/08\/BIA-1024x582-1.png\" alt=\"Analyse d&apos;impact sur l&apos;activit\u00e9 dans la Plateforme SwissGRC\" loading=\"lazy\"><figcaption>Exercices et tests sur la Plateforme SwissGRC<\/figcaption><\/figure>\n<h2 id=\"a3-where-exactly-does-the-handover-break-do\">O\u00f9 le passage de relais se rompt-il exactement en situation de crise r\u00e9elle&nbsp;?<\/h2>\n<p>Aux changements d&rsquo;\u00e9quipe et aux transmissions de r\u00f4les au sein de la cellule de crise, qui deviennent in\u00e9vitables dans les situations qui se prolongent.<\/p>\n<p>Un article sp\u00e9cialis\u00e9 sur les exercices en gestion de la continuit\u00e9 d&rsquo;activit\u00e9 rel\u00e8ve que les exercices longs, s&rsquo;\u00e9tendant sur deux jours ou plus, refl\u00e8tent particuli\u00e8rement bien les d\u00e9fis r\u00e9alistes d&rsquo;une situation d&rsquo;urgence, car ils imposent des changements d&rsquo;\u00e9quipe dans la gestion de crise et des transmissions au sein des processus. C&rsquo;est pr\u00e9cis\u00e9ment lors de ces passages de relais que l&rsquo;on voit si les responsabilit\u00e9s, la connaissance de la situation et le pouvoir de d\u00e9cision sont effectivement transmis, ou si du savoir se perd \u00e0 chaque rel\u00e8ve.<\/p>\n<p>La norme ISO\/IEC 27031 exige donc que les tests et les exercices ne se limitent pas au r\u00e9tablissement des services TIC, mais couvrent \u00e9galement la protection des actifs contre les perturbations et la r\u00e9duction au minimum de l&rsquo;impact des dommages. Un test qui mesure seulement le d\u00e9lai de reprise technique n&rsquo;examine pas le point o\u00f9 le passage de relais \u00e9choue r\u00e9ellement dans la pratique.<\/p>\n<h2 id=\"a4-who-is-responsible-for-these-handover-po\">Qui est responsable de ces points de transmission&nbsp;?<\/h2>\n<p>La direction g\u00e9n\u00e9rale est responsable de la mise en \u0153uvre et de la documentation de la gestion des risques op\u00e9rationnels, tandis que le conseil d&rsquo;administration approuve et supervise r\u00e9guli\u00e8rement cette gestion.<\/p>\n<p>Cette r\u00e9partition pr\u00e9cise formellement qui est responsable du plan en tant que document. Elle ne r\u00e9pond toutefois pas \u00e0 la question de savoir qui est responsable du passage de relais entre les \u00e9quipes de la cellule de crise lors d&rsquo;un \u00e9v\u00e9nement r\u00e9el, ni qui d\u00e9cide du moment o\u00f9 une escalade au niveau sup\u00e9rieur intervient.<\/p>\n<p>M\u00eame pour les tiers dont les ressources alimentent l&rsquo;analyse d&rsquo;impact sur l&rsquo;activit\u00e9, il est n\u00e9cessaire de d\u00e9signer une partie charg\u00e9e de coordonner la transmission lors d&rsquo;un \u00e9v\u00e9nement r\u00e9el. Sans cette attribution, la responsabilit\u00e9 reste l\u00e0 o\u00f9 elle est inscrite dans le document, et non l\u00e0 o\u00f9 elle est n\u00e9cessaire au moment de l&rsquo;\u00e9v\u00e9nement.<\/p>\n<h2 id=\"a5-how-can-the-handover-be-tested-and-close\">Comment tester et combler concr\u00e8tement ce passage de relais&nbsp;?<\/h2>\n<p>En faisant simuler sp\u00e9cifiquement, lors du prochain exercice de test, un changement d&rsquo;\u00e9quipe ou une transmission de r\u00f4le, et en documentant qui reprend la responsabilit\u00e9 et \u00e0 quel moment.<\/p>\n<p>Une premi\u00e8re \u00e9tape&nbsp;: lors du prochain r\u00e9examen annuel du plan de continuit\u00e9 d&rsquo;activit\u00e9, le responsable d\u00e9finit quels points de transmission existent au sein de la cellule de crise et attribue \u00e0 chacun un nom et un \u00e9l\u00e9ment d\u00e9clencheur. Cette attribution est document\u00e9e comme une composante explicite du plan, et non simplement consign\u00e9e comme une observation issue du dernier exercice de test. Un \u00e9cart comparable entre ce qu&rsquo;un document prescrit et ce qui doit d\u00e9j\u00e0 \u00eatre op\u00e9rationnel se retrouve dans d&rsquo;autres \u00e9ch\u00e9ances r\u00e9glementaires, par exemple l&rsquo;obligation de SMSI au titre de la loi suisse sur la s\u00e9curit\u00e9 de l&rsquo;information (LSI).<\/p>\n<div class=\"rc-bridge\">\n<div class=\"rc-bridge-mark\"><\/div>\n<div>\n<div class=\"rc-bridge-label\">\u00c0 lire aussi<\/div>\n<h3>Du plan au passage de relais \u00e9prouv\u00e9<\/h3>\n<p>Continuit\u00e9 d&rsquo;activit\u00e9 documente en un seul endroit les processus critiques, les ressources et les r\u00e9sultats des exercices, et consigne qui est responsable de chaque point de transmission au sein de la cellule de crise.<\/p>\n<p><a href=\"https:\/\/swissgrc.com\/fr\/bcm-software\/\">Continuit\u00e9 d&rsquo;activit\u00e9 <span class=\"rc-pfeil\"><\/span><\/a><\/div>\n<\/div>\n<aside class=\"rc-takeaways\">\n<div class=\"rc-takeaways-label\">En pratique<\/div>\n<h2>Points cl\u00e9s<\/h2>\n<ul>\n<li>Les \u00e9tablissements v\u00e9rifient si leur plan de continuit\u00e9 d&rsquo;activit\u00e9 nomme explicitement les points de transmission au sein de la cellule de crise, et pas uniquement les processus critiques et les ressources.<\/li>\n<li>Les exercices de test simulent sp\u00e9cifiquement des changements d&rsquo;\u00e9quipe sur plusieurs jours, car c&rsquo;est pr\u00e9cis\u00e9ment l\u00e0 que le savoir et le pouvoir de d\u00e9cision peuvent se perdre.<\/li>\n<li>Selon la norme ISO\/IEC 27031, les tests d\u00e9passent la reprise des TIC et incluent la protection des actifs ainsi que la r\u00e9duction au minimum des dommages.<\/li>\n<li>Pour chaque point de transmission, une personne responsable nomm\u00e9ment d\u00e9sign\u00e9e est document\u00e9e avec un \u00e9l\u00e9ment d\u00e9clencheur clair, et non seulement la direction g\u00e9n\u00e9rale en tant que responsable global.<\/li>\n<li>Le r\u00e9examen annuel du plan au titre de la circulaire FINMA 2023\/1 est mis \u00e0 profit pour ajouter les points de transmission, et non uniquement pour actualiser le RTO et le RPO.<\/li>\n<\/ul>\n<\/aside>\n<section class=\"rc-faq\">\n<div class=\"rc-faq-head\">\n<div class=\"rc-faq-label\">FAQ<\/div>\n<h2>Questions fr\u00e9quentes<\/h2>\n<\/div>\n<div class=\"rc-faq-list\">\n<details class=\"rc-faq-item\">\n<summary><span class=\"rc-faq-frage\">Quel d\u00e9lai s&rsquo;applique \u00e0 la mise en \u0153uvre de la circulaire FINMA 2023\/1&nbsp;?<\/span><span class=\"rc-faq-mark\"><\/span><\/summary>\n<div class=\"rc-faq-answer\">\n<p>La circulaire FINMA 2023\/1 est entr\u00e9e en vigueur le 1er janvier 2024 et remplace les pr\u00e9c\u00e9dentes recommandations BCM de l&rsquo;Association suisse des banquiers en tant que norme minimale. Des d\u00e9lais transitoires \u00e9chelonn\u00e9s pouvant aller jusqu&rsquo;\u00e0 deux ans s&rsquo;appliquent \u00e0 sa mise en \u0153uvre&nbsp;; durant cette p\u00e9riode, les \u00e9tablissements doivent aligner leur analyse d&rsquo;impact sur l&rsquo;activit\u00e9, leur plan de continuit\u00e9 d&rsquo;activit\u00e9 et les tests associ\u00e9s sur les nouvelles exigences.<\/p>\n<\/div>\n<\/details>\n<details class=\"rc-faq-item\">\n<summary><span class=\"rc-faq-frage\">Pourquoi un plan de continuit\u00e9 d&rsquo;activit\u00e9 test\u00e9 ne suffit-il pas automatiquement&nbsp;?<\/span><span class=\"rc-faq-mark\"><\/span><\/summary>\n<div class=\"rc-faq-answer\">\n<p>Dans la pratique, les tests confirment souvent uniquement qu&rsquo;un plan de continuit\u00e9 d&rsquo;activit\u00e9 existe et qu&rsquo;il est \u00e0 jour, et non que l&rsquo;organisation peut r\u00e9ellement l&rsquo;ex\u00e9cuter sous la pression du temps. L&rsquo;attention se porte fr\u00e9quemment sur la r\u00e9daction du plan plut\u00f4t que sur sa concr\u00e9tisation, car sa traduction en pratique exige de la coordination et des ajustements continus.<\/p>\n<\/div>\n<\/details>\n<details class=\"rc-faq-item\">\n<summary><span class=\"rc-faq-frage\">Quel r\u00f4le les changements d&rsquo;\u00e9quipe au sein de la cellule de crise jouent-ils dans la gestion de crise&nbsp;?<\/span><span class=\"rc-faq-mark\"><\/span><\/summary>\n<div class=\"rc-faq-answer\">\n<p>Lors d&rsquo;exercices de deux jours ou plus, les changements d&rsquo;\u00e9quipe au sein de la cellule de crise deviennent in\u00e9vitables. C&rsquo;est pr\u00e9cis\u00e9ment lors de ces passages de relais que l&rsquo;on voit si les responsabilit\u00e9s, la connaissance de la situation et le pouvoir de d\u00e9cision sont effectivement transmis, ou si du savoir se perd \u00e0 chaque rel\u00e8ve, ce qui r\u00e9v\u00e8le la r\u00e9silience r\u00e9elle de la gestion de crise.<\/p>\n<\/div>\n<\/details>\n<details class=\"rc-faq-item\">\n<summary><span class=\"rc-faq-frage\">Qui est responsable de la gestion des risques op\u00e9rationnels selon la FINMA&nbsp;?<\/span><span class=\"rc-faq-mark\"><\/span><\/summary>\n<div class=\"rc-faq-answer\">\n<p>La direction g\u00e9n\u00e9rale est responsable de la mise en \u0153uvre et de la documentation de la gestion des risques op\u00e9rationnels, y compris du plan de continuit\u00e9 d&rsquo;activit\u00e9. Le conseil d&rsquo;administration approuve et supervise r\u00e9guli\u00e8rement cette gestion. La question de savoir qui coordonne concr\u00e8tement le passage de relais entre les \u00e9quipes de la cellule de crise lors d&rsquo;un \u00e9v\u00e9nement r\u00e9el n&rsquo;est toutefois pas encore clarifi\u00e9e formellement par cette r\u00e9partition.<\/p>\n<\/div>\n<\/details>\n<details class=\"rc-faq-item\">\n<summary><span class=\"rc-faq-frage\">Qu&rsquo;exige la norme ISO\/IEC 27031 en compl\u00e9ment des tests de reprise&nbsp;?<\/span><span class=\"rc-faq-mark\"><\/span><\/summary>\n<div class=\"rc-faq-answer\">\n<p>La norme ISO\/IEC 27031 exige que les tests et les exercices ne se limitent pas au r\u00e9tablissement des services TIC. Ils devraient \u00e9galement couvrir la protection des actifs contre les perturbations et la r\u00e9duction au minimum de l&rsquo;impact des dommages, afin que ce ne soit pas seulement le d\u00e9lai de reprise technique qui soit test\u00e9, mais aussi la capacit\u00e9 d&rsquo;action r\u00e9elle de l&rsquo;organisation.<\/p>\n<\/div>\n<\/details>\n<\/div>\n<\/section>\n<section class=\"rc-sources\">\n<div class=\"rc-sources-label\">Sources<\/div>\n<ol>\n<li><a href=\"https:\/\/www.finma.ch\/en\/news\/2022\/12\/20221213-mm-anh-rs-op-risks\/\" target=\"_blank\" rel=\"noopener nofollow\">Circulaire FINMA 2023\/1 sur les risques et la r\u00e9silience op\u00e9rationnels<\/a><span class=\"rc-source-pub\">FINMA<\/span><\/li>\n<li><a href=\"https:\/\/www.bis.org\/press\/p210331a.htm\" target=\"_blank\" rel=\"noopener nofollow\">Principles for Operational Resilience<\/a><span class=\"rc-source-pub\">Bank for International Settlements (BIS)<\/span><\/li>\n<\/ol>\n<\/section>\n<\/div>\n","protected":false},"excerpt":{"rendered":"<p>Le passage de relais entre un plan de continuit\u00e9 d\u2019activit\u00e9 document\u00e9 et la gestion de crise op\u00e9rationnelle \u00e9choue rarement par absence de plan&nbsp;: il achoppe sur les rel\u00e8ves d\u2019\u00e9quipe et les passations de r\u00f4les au sein de la cellule de crise, que les tests classiques simulent rarement. Les exigences r\u00e9glementaires, telles que la circulaire FINMA 2023\/1, imposent certes des tests fond\u00e9s sur des sc\u00e9narios graves mais plausibles&nbsp;; ceux-ci v\u00e9rifient toutefois avant tout l\u2019existence d\u2019un plan, et non la capacit\u00e9 r\u00e9elle de l\u2019organisation \u00e0 agir sous la pression du temps.<\/p>\n","protected":false},"author":5,"featured_media":70719,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"inline_featured_image":false,"_eb_attr":"","_swissgrc_real_author":"Babu Manickan","real_author_title":"Head Presales MEA & APAC","real_author_bio":"Il dirige l'avant-vente de Swiss GRC pour le Moyen-Orient, l'Afrique et l'Asie-Pacifique, alliant une expertise GRC approfondie \u00e0 une exp\u00e9rience op\u00e9rationnelle des risques, de la s\u00e9curit\u00e9 de l'information, de la continuit\u00e9 d'activit\u00e9 et des exigences r\u00e9glementaires sur des march\u00e9s tr\u00e8s divers.","real_author_photo":71000,"footnotes":"","_links_to":"","_links_to_target":""},"categories":[105],"tags":[166,167,168,169],"class_list":["post-70999","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-regulation-supervision","tag-finma-circular-2023-1","tag-crisis-team-handover","tag-business-impact-analysis","tag-iso-22301"],"acf":[],"aioseo_notices":[],"aioseo_head":"\n\t\t<!-- All in One SEO Pro 5.0.3 - aioseo.com -->\n\t<meta name=\"description\" content=\"Un plan de continuit\u00e9 d\u2019activit\u00e9 ne suffit pas : d\u00e9couvrez o\u00f9 rel\u00e8ves et passations de r\u00f4les en cellule de crise fragilisent la gestion de crise.\" \/>\n\t<meta name=\"robots\" content=\"max-image-preview:large\" \/>\n\t<meta name=\"author\" content=\"superadmin\"\/>\n\t<meta name=\"google-site-verification\" content=\"google-site-verification=BAztS2wKP0jEfbvHt4_mrvvD17WwzZg1w1A6R9uoQRU\" \/>\n\t<link rel=\"canonical\" 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