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  • 1. COPING WITH UNCERTAIN TIMES Lisa Sciarrino UniCredit Group Jim Certoma CPE Ed Tracy The Tracy Group, Inc. Paul Katzer Pfizer
  • 2.
    • 1. Here as reps of different industries
    • 2. CPE is our extended community of practice
    • To provide our members with innovative strategies, tools and forums to advance the practice of business continuity and crisis management. To achieve its mission, the CPE:
    • Hosts industry-leading seminars and special events on current issues and future challenges;
    • Educates its members through interactions with industry experts and pre-eminent service and product providers;
    • Facilitates information-sharing across diverse industries and between the public and private sectors;
    • Promotes the recognition of operational resiliency as a priority concern among business and government leaders.
    • Three Chapters: New York, Long Island, and Washington D.C.
    About CPE Intro
  • 3.
    • 1. All industries facing budget constraints
    • 2. Impacts BCM funding, even if there are regulatory requirements for BCM
    • 3. Business units also resource constrained – challenging to get them to engage
    • 4. BCM practitioners need to do more with less....
    II. Common Problem Statement
  • 4. FINANCIAL SERVICES PERSPECTIVE Business Continuity is a Requirement
    • BCP is a requirement in financial services and is followed up continually by auditors at all levels (internal, external, regulatory)
    • Even in challenging economic times, commitment to BCP is a must and a good business practice
    • Our challenge is to deliver the needed service in the most efficient manner
      • Work with vendors to re-negotiate contracts
      • Senior Management/Board must understand the need for a real, workable plan, not just a big “handbook”
      • Move BCP responsibilities to departmental level
      • Consider lower-cost alternatives to accomplish testing objectives
  • 5. PROFESSIONAL OVERVIEW Business Continuity is Cyclical
    • Business continuity is a regulatory requirement in financial services and a best practice in many other sectors. It is not going away.
    • Events routinely occur and new threats are continually identified.
    • We have always worked to promote and sell the need and value of an effective program – Missionary Role.
    • Business continuity will continue to grow in importance and transform itself.
    • Today’s challenges are significant but not unique – Keep it in perspective.
  • 6.
    • Reduction and re-allocation of staffing and budgets.
      • Must continue to maintain an effective program with decreased business continuity staff
      • Difficulty getting approval for expenditures on hardware, software and tools to do your job
      • Business areas have competing priorities for their resources
      • Operational Risk has high priority within organizations
    • Business Continuity Programs demands are increasing
      • Greater involvement in Incident Response and Crisis Management
      • Business changes at a rapid pace
      • Greater emphasis on the reliance of third party vendors and the availability of technology
      • New threats require plan adjustments to insure resiliency
      • Greater need for detailed testing and follow-up
    PROFESSIONAL OVERVIEW Today’s Challenges
  • 7.
    • Rethink your program approach
    • Focus on an all hazards planning approach
    • Combine plans within organizational units
    • Leverage work (process maps) completed by other areas
    • Reduce redundant demands on business units
    • Streamline the planning process
    • Make changes to your testing frequencies, dates and participation
    PROFESSIONAL OVERVIEW Addressing the Situation
  • 8. Don’t Let A Financial Crisis Turn Into A Business Continuity Crisis!
    • Results of a Financial Crisis:
      • Budget Constraints.
      • Downsizing/Layoffs of Critical Personnel.
      • Reduced Business Continuity Management Emphasis.
      • Additional Risk to the Enterprise.
    PRIVATE COMPANY PERSPECTIVE The Tracy Group, Inc.
  • 9. PRIVATE COMPANY PERSPECTIVE Publicly Held Companies
    • Must Continue to Meet the Requirements of the
    • Sarbanes-Oxley Act of 2002.
    The Tracy Group, Inc.
  • 10. Sarbanes – Oxley Act of 2002:
    • Mandates that organizations understand the risks that may impact the financial reporting process.
    • A company’s processes, systems, and controls must make available all material information needed for fair presentation and disclosure in SEC reports.
    • Report on the effectiveness of internal controls over financial reporting.
    • Quarterly certifications.
    PRIVATE COMPANY PERSPECTIVE The Tracy Group, Inc.
  • 11. Reduction in Business Continuity Personnel
    • Utilize Internal Audit Staff to Update, Maintain, and Test Business Continuity Programs.
    • Utilize Corporate Accounting/Finance Personnel to meet the requirements of the Sarbanes-Oxley Act of 2002.
    • Utilize Consultants.
    PRIVATE COMPANY PERSPECTIVE The Tracy Group, Inc.
  • 12. GLOBAL PHARMACEUTICAL OPERATING ENVIRONMENT
    • Global Footprint
    • Sites
    • Supply Chains
    • Markets
    • Interdependencies
    • Complex processes
    • Diverse risk profiles and business impacts
    • Vendors
    • Many are small businesses
    • Need to test their resilience
    • Focus on Cost
    • Reduce operating costs
    • Impact to global and site BCM funding
    • If it’s not required …
  • 13. “ There cannot be a crisis next week. My schedule is already full.” - Henry Kissinger
  • 14. GLOBAL PHARMACEUTICAL Deploying a global BCM program Supporting site and global planning, enterprise reporting and providing a common alerting platform . . . . . . requires partnering with sites and business lines, providing efficiencies and setting realistic goals.
  • 15.
    • 1. Risks aren't going away – what's hot changes, but there's always something new
    • Need for creativity; solutions need to meet our specific industry/company needs
    • CPE – local forum for discussing evolving challenges and how different businesses approach those challenges
    IV. Closing Theme
  • 16.