Worst Case Scenario Planning: Disaster Recovery & BCP

Meeting the Inst Meeting the Inst titutional Investor s New titutional Investor’s New Requiremment: BCP & DR Bob Guilbert t, Managing Director

Agenda A d Overview & Introductions Worst Case Scenarios What is BCP? What is DR? 4 Steps to Business Continuity P Planning Disaster Recovery Key Takeaways Additional Resources

E C tl I t Eze Castle Integration ti Founded 1995 Mission To be the leading provid der of IT services and technology solutions to the investment community w worldwide Headquarters 1 Federal Street 02110 Boston, Massachusetts, 0 Additional Offices New York City, Chicago, Minneapolis, Los Angeles, San Francisco, Stamford and London. Number of 240 Employees Core Services g • Strategic IT Consulting • Business Continuity Planning • Outsourced IT Solution ns • Disaster Recovery • Professional Services • Storage Solutions • Startup & Relocation • Colocation Services tions • Communications Solut • Internet Service • Network Design & Man nagement • Archiving & Compliance

Past Events P tE t Boston Pow Outage wer (Novem mber 2008) Swine Flu Pandemic (April 2009) Prudential Tower Flood (August 2009) GM Building Evacuation (June 2009) Snowstorms, Rainstorms

Disaster Recovery vs. B i Di t R B Business Continuity C ti it BC B Policy Layer Poli icies & Stra ategies BCP Ri isk Manag gement Management Business Continuity Layer Plans Validation & Testing n IT Recover Processes ry Infrastructure Layer Alterna ative Site DRP Data Backup D t B k Offsite Replication Off it R li ti Servers Storage Network

4 Steps to Business Con 4 Steps to Business Con ntinuity Planning ntinuity Planning 1. What Are You Protecting? g Determine Recovery Strategies s – Conducted for each functional area (Research, Trading, Finance, Operations, etc) – Detailed information about t each function’s business requirements during normal business operations vs. disaster q g p – Identifies critical steps subsequent to a disaster

4 Steps to Business Con 4 Steps to Business Con ntinuity Planning ntinuity Planning 2. How Are You Going to Protec g ct Determine Recovery Strategies s – Scenario 1: Building is still standing but closed to tenants – Scenario 2: Building has be een damaged and/or loss power – Scenario 3: Regional impac ct to the primary office location area Establish Communication Strat i E t bli h C i ti St t tegies – Internally: Employees and employee families – Externally: Investors, Prime Brokers, Custodians, Media, y , , , , Vendors, etc – Resources: Automated noti ification system, conference bridge, wallet cards, etc wallet cards etc

4 Steps to Business Con 4 Steps to Business Con ntinuity Planning ntinuity Planning 3. Educate Employees p y Employee Information Sessionns – Distribute employee recovery procedures, quick reference cards, wallet cards – Agenda should be focused on employee responsibilities during a disaster – Provide overview of the company’s business continuity and disaster recovery procedurres Table Top Exercise T bl T E i – Scenario Based – Informal brain storming se g ession – Walk through of the compaany’s business continuity and disaster recovery procedures Your business will not be able to continue w without the employees that maintain the expertise and knowledge needed to ope erate the business.

4 Steps to Business Con 4 Steps to Business Con ntinuity Planning ntinuity Planning 4. Validation Testing – Disaster Recovery Procedu ures and/or Data Center – Alternate Site – Remote Access (Home) – Distribute Test Plans for te Distribute Test Plans for te esters – Develop Test Summary

What is Disaster Recov What is Disaster Recov very? Disaster recovery is the process, policies and procedures related to pr procedures related to pr reparing for recovery reparing for recovery or continuation of techn nology infrastructure critical to an organizatio critical to an organizatio after a disaster on after a disaster. on

JUST SAY NO – TO TAPES! JUST SAY NO TO TAP JUST SAY NO – TO TAPES!

1. Create the Scope for Disaster Recovery 1 Create the Scope for Disaster Recovery Identify your critical system ms File S Shares Em mail Blackbe / MDS erry Acco ounting Tra ading Vo oice

2. Design Requirement ‐ RPO 2 D i R i t ts ‐ ts Recovery Point Objective The RPO is the point in time to which you must recover data as yy g defined by your organization. This is generally a definition o of what an organization determines is an "acceptable loss" in a disast ter situation. RPO = 24 H Hrs • Ni htly B k Nightly Backups RPO < 4 hours • Snaps pshots RPO = 0 • Contin nuous Replication

3. Design Requirement ‐ RTO 3 D i R i t ts ‐ ts Recovery Time Objective The RTO is the duration of time e and a service level within which a business process must be restoored after a disaster (or disruption) in order to avoid unacceptable con d d bl nsequences associated with a break d h b k in business continuity. It includes the time for trying to It includes the time for trying to fix the problem without a recovery, o fix the problem without a recovery, o the recovery itself, tests and thee communication to the users. Decision time for users represe entative is not included. RTO > 24 Hrs • Rest tore from Backups RTO < 4 hours • Hot S Standby RTO = 1 Hour • High Availability h

Choose a Location/Facility Choose a Location/Fac Example of a Class 1 Datacen nter High security, fully redundant infra‐ ‐structure: power feeds, fire and HVAC systems. 400,000 SF Mission Critical Facility since 1998 N + 1 Infrastructure Redundancy Th hroughout Facility. Multiple Entry Fiber Paths. Power Supply Of Up To 100 Watts/Sq pp y p /Sq. Ft. in place. p Multiple Power Grids for Redundan nt Power. Floor‐Load Capacity of 150 Lbs/sq. foot Line of Site for Rooftop Antennas. 24 Hour Manned Security, Cameras & Digital Monitoring. Up to Twenty‐Four (24) Day Fuel Supp y p y ( ) y upply On Site. Unsurpassed Diversity Through Our r (30) Network Providers. Twenty‐two generators and 90,000 gallons of diesel fuel on site.

Disaster Recovery in th Clouds Disaster Recovery in th he Clouds he Why is Cloud Computing ery? good for Disaster Recove Increased uptime with red dundant systems, automatic failover and ba ackup Lower Costs with shared sttorage and virtual drives for maximum use of system y assets G o as you go e bility Grow-as-you-go flexibi ty with available compute modules and st torage drives

www.eci.com www eci com

Four Key Takeaways Disasters Come in All Shapes & Sizes Assume Investors will Demand Business Assume Investors will Demand Business Continuity and Disast ter Recovery Plans NO TAPE BACKUPS! NO TAPE BACKUPS! Test, Test, Test! Then n, test again! g

Any Questions? Any Questions? Bob Guilbert, Managing Directo , g g or 617.217.3337 bguilbert@eci.com Additional Resources: Business Continuity & Data Priv B i C ti it & D t P ivacy Consultant C lt t Lisa Smith, CBCP, Business Con ntinuity & Data Privacy Consultant 617.217.3422 lsmith@eci.com Disaster Recovery Jason Nolan, CBCP, Disaster Recovery Sales Engineer 617.217.3402 617 217 3402 jnolan@eci.com

One Federal Street, 9th Floor Boston, MA 02110 Tel: 617.217.3000 www.eci.com ,

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Worst Case Scenario Planning: Disaster Recovery & BCP

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