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Conference Agenda

Overview and details of the sessions of this conference. Please select a date or room to show only sessions at that day or location. Please select a single session for detailed view (with abstracts and downloads if available).

 
Session Overview
Session
WED8.2: Business continuity management
Time: Wednesday, 29/Aug/2012: 7:15pm - 8:00pm
Session Chair: William Gene CORLEY, CTLGroup
Session Chair: Gavin John LOVE, WorleyParsons
Location: Flüela

Session


Presentations

Continuing operations in a modern and efficient manner

John ZEPPOS

COSMOTE Mobile Telecommunications S.A., Greece; NATO

Business continuity management has always been perceived by some organizations as well as individuals as a strictly technical discipline that mostly focuses on the so called “disaster recovery” process. Nowadays, things and needs are changing momentarily around us and the need to have an embedded protecting framework around an organization is more critical than ever. It doesn’t really matter if your critical products and services are interrupted because of a fire, an earthquake a tsunami, a terrorist attack, the only thing that really matters in today’s business world is the ability of an organization or a community to withstand any unforeseen incident that may occur at any given time and would certainly not respect borders, time and calendar events and prove it’s resilience to it’s customers and all other critical publics. That said, disaster recovery is yesterdays’ news, whilst resilience is the new trend. In order to make things a bit clearer, let us all think for a while about “disaster recovery”… It quite easily get us to the conclusion that this specific approach has an embedded idea of interruption even before it becomes reality, because Disaster Recovery means that we will “recover after a disaster”. That – of course – is not bad at all, exactly the opposite but again, there is a hugely increasing demand for “resilience” that insists that we should plan for no interruption if possible. There is a saying perfect to describe this one that reads: Aim for the stars, if you miss you'll still hit the sky. During this presentation you’ll be introduced to the most modern approach for doing business continuity, making everyone’s work much more efficient and much easier to get board buy-in as well as always visible support from them, delivered to you by the highly commended business continuity manager of the year 2011.


Controversy and crisis management

Sean MURPHY

Lootok, United States of America

The threat of controversy lies in every organization. As today’s consumer gets information real-time, the need for companies to adopt a proactive stance in crisis management continues to increase. More and more battles are won and lost in the media, leaving those organizations that lack a formal crisis management process no choice but to respond at time of event.

Though many businesses would rather react to a situation instead of plan for it, successful management of a crisis requires understanding how to handle a crisis before it occurs. Adopting a proactive approach towards challenges and controversy means preparing crisis management capabilities from the beginning, versus waiting for an incident to hit.

Most organizations focus too heavily on the crisis management plan itself, leading people to blindly follow sequential steps or rely on a formulaic plan and expecting it to work. To establish crisis management as a critical function, organizations must prepare beyond the plan and formalize a crisis management structure. An organization with crisis management capabilities will have a framework in place that allows for flexibility and does not dictate decision-making. Organizations must also train their leadership teams to know their individual roles so that members can be focused onto either running the business or solving the crisis.

Many organizations also take a narrow view of risk, believing the most significant disruptions and threats lie within the boundaries of their industry or geography. What this belief fails to recognize is that the most significant strategic challenges are equally likely to come from a larger system of forces that are constantly creating change. This requires developing threat intelligence capabilities to track, monitor, and report external forces that make organizations vulnerable to threats.


Enabling small businesses to develop their business continuity plan: York University business continuity planning toolkit for small businesses

Ali ASGARY, Albert KONG

York University, Canada

Most of the disaster and emergency management research and practice has been on individuals, families, communities and countries emergency management systems and capacities. Little attention has been paid to businesses, particularly small businesses. Community's survival very much depends on the ability of businesses to minimize risk and damage by anticipating the worst. Research show that small businesses are more vulnerable to disasters and emergencies and when impacted by disasters considerable number of them never reopen. It is while, that a simple but well thought business continuity plan can enhance businesses resiliency and capacity.

Recent studies show that the lack of financial and human resources account for the absence of preparedness and business continuity planning by small businesses. In order to help small businesses develop their business continuity plan without additional costs and resources, we are developing a web based business continuity planning toolkit (York University Business Continuity Planning Toolkit -YUBCPT) that can be used by small businesses in Canada. It follows the existing standards in business continuity (Z1600, and BS25999). This toolkit not only teaches small businesses how to create their business continuity plans, but also helps them create their plan as they learn.



 
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