Introduction to Mr. Kush Srivastav Total work experience of 25 years+ (of which BCM Experience is over 10 years) Training and Certification Certified BCM Professional from BCI UK and BCMI Singapore Certified Instructor – for conducting BS 25999 ISO 22301 LI & 22301 LA workshops Experience Over 20 Years in Banking (streams – Retail, Wholesale, Institutional and Branch banking including Back Office Operations) Over 7 years in Shared Services, Consulting, IT-BPO with focus on BFSI. Implementation and Consulting Head of BCM @ Mahindra Satyam Various BCM assignments in India and overseas Prior Corporate Appointments Bank of America, HDFC Bank & Deutsche Bank and Mahindra Satyam Awards Among Top 3 Business Continuity Consultant of the Year @ 1st BCI Continuity & Resilience Middle East Awards,2013.

1. Continuity and Resilience (CORE)
ISO 22301 BCM Consulting Firm
Presentations by our partners and
extended team of industry experts
Our Contact Details:
INDIA UAE
Continuity and Resilience
Level 15,Eros Corporate Tower
Nehru Place ,New Delhi-110019
Tel: +91 11 41055534/ +91 11 41613033
Fax: ++91 11 41055535
Email: neha@continuityandresilience.com
Continuity and Resilience
P. O. Box 127557
Abu Dhabi, United Arab Emirates
Mobile:+971 50 8460530
Tel: +971 2 8152831
Fax: +971 2 8152888
Email: info@continuityandresilience.com

2. Introduction to Kush Srivastav
Total work experience of 25 years+
(of which BCM Experience is over 10 years)
Training and Certification
• Certified BCM Professional from BCI UK and BCMI Singapore
• Certified Instructor – for conducting BS 25999 ISO 22301 LI & 22301 LA
workshops
Experience
• Over 20 Years in Banking (streams – Retail, Wholesale, Institutional and
Branch banking including Back Office Operations)
• Over 7 years in Shared Services, Consulting, IT-BPO with focus on BFSI.
Implementation and Consulting
• Head of BCM @ Mahindra Satyam
• Various BCM assignments in India and overseas
Prior Corporate Appointments
• Bank of America, HDFC Bank & Deutsche Bank and Mahindra Satyam
Awards
Among Top 3 Business Continuity Consultant of the Year @ 1st BCI
Continuity & Resilience Middle East Awards,2013.

3. Good & Progressive Organizations …

4. Because when a Crisis strikes
or there is an Emergency …
It also effects and impacts the
“Human fabric of your
Organization”
It is you Yourself, your
Customer and your Employees
and their Dependents who get
effected

5. You cannot have a casual or
unconcerned approach
Can you afford this ???

6. CLIENTSGUIDELINES PEOPLE
CONSERVATIVE ORGANISATION
SALES AGGRESSIVE ORGANISATION
MODERATE ORGANISATION – BALANCED APPROACH
TO SALES & COMPETITION
The Reality ….

7. CLIENTSGUIDELINES PEOPLE
OPTION A
1. CLIENTS
2. GUIDELINES
3. PEOPLE
OPTION B
1. GUIDELINES
2. PEOPLE
3. CLIENTS
OPTION C
1. GUIDELINES
2. CLIENTS
3. PEOPLE
The Reality …. contd
SALES
AGGRESSIVE
ORGANISATION
CONSERVATIVE
ORGANISATION
MODERATE
ORGANISATION

8. So where are the People
who constitute the very
fabric of any Organization ??
… this is where BCM journey
starts for an Organization …
shift / transformation in
management thinking

9. What typically happens in various
organizations irrespective of its :
 Size
 Number of people working
 Nature of Products
 Array of Services rendered
 Geographies serviced,
 Other factors, etc.

10. SO , HOW IS BUSINESS CONTINUITY / CRISIS
MANAGEMENT DEALT WITH … TODAY
TECHNOLOGY

11. TECHNOLOGY
Handled by
OPERATIONS
I T TEAM
TECHNOLOGY
& NETWORK
What happens in reality

12. The world we live in ,
irrespective of the
 geography
 our country or
 the society we live …
 … Is dynamic, ever changing, getting
impacted by various factors –
economic, political, social, etc.
See the reality ….

13. AON Risk Map 2013

14. While we cannot cover
ALL RISKS & UNCERTAINTIES
Yet we can ….
 Reduce the Impact
 Limit the Loss
 Protect our Assets
 Use Technology as an Enabler…
And ….

15. OPTIMIZATION OF COSTS
DEFINED ROLES DURING CRISIS AND EMERGENCY
SEEN AS A “PROFESSIONAL OUTFIT”
..see some of the obvious advantages
..of any BCM Framework and Crisis Toolkit”
WELL DEFINED “DECISION
MACHINERY” & ITS TIMELINESS
WELL COVERED CONTRACTS
WITH VENDORS & SERVICE
PROVIDERS
HIGHER CONFIDENCE TO INTERNAL & EXTERNAL
STAKEHOLDERS

16. How it happened for an
Organization that was
consulted by CORE and has
successfully gained BCM
Certification

17. INITIAL
ASSESSMENT
INTERIM
ASSESSMENT
PRE
ASSESSMENT
PRE CERTIFICATION
ASSESSMENT
= Genuine
Reality Check
= Status of
Documents
= Need for “Full
Mask Helmet”
= Gap
Assessment
= Process
detailing &
I/Views
= “What is
Critical”
= TNA
= Verify / Validate
Documents &
Procedures
= Test Reports
= Awareness
= Organizational
purpose
= Adequacy of
Documentation
= Awareness /
Effectiveness of BCM
= Clarity of Roles
during Outage
= SLA’s BAU / Crisis
The Basic 4 Phases ..
{ for any organization }*
* : MAY VARY AS PER ORGANIZATION BCM MATURITY AND COMPLEXITY

18. INITIAL
ASSESSMENT
INTERIM
ASSESSMENT
PRE
ASSESSMENT
PRE CERTIFICATION
ASSESSMENT
DOCUMENTATION
AND ANALYSIS
IS IT WORKING
ARE WE THERE
YET ??
“TAKE THE
PLUNGE”
GET CERTIFIED ..
2 TO 6 WEEKS 8 TO 16 WEEKS 18 TO 24 WEEKS 18 TO 52 WEEKS
The Basic 4 Phases ..
{ indicative timelines .. }*
* : MAY VARY AS PER ORGANIZATION BCM MATURITY AND COMPLEXITY

19.  CERTIFICATION WAS NOT THE SOLE
OBJECTIVE -- RESILIENCY WAS
 INCORPORATING THE PROVISIONS
OF CERTIFICATION STANDARD WAS
USED AS THE BASIS
 GROUND PERSONNEL CONDUCTED THE
NORMAL BCM UNKNOWINGLY
 DEPARTMENT LEVEL BCM PLANS AND
AWARENESS
 PLANNING FOR WHAT IS CRITICAL
 TESTING FOR WHAT IS CRITICAL
Guiding Factors - Milestones
 BCM WAS ON TOP
MANAGEMENTS
CONSTANT RADAR

20.  USE THE VAST EXPERIENCE OF TENURED EMPLOYEE , MAKE
HIM/HER FEEL WANTED & IMPORTANT
 BUILD FRIENDS IN GOVT., POLICE & CIVIL AUTHORITIES /
DEPARTMENTS
 LEVERAGE PARTNERSHIPS & ALLIANCES (eg ; Hotels,
Pharmacy , Hospitals, etc.)
 THINKING TRANSFORMATION AT “TOP” BCM AS AN
INVESTMENT FOR FUTURE RATHER THAN AS A EXPENSE
ITEM IN A BALANCE SHEET …
Learn from Your … Past
 USE TECHNOLOGY AS ENABLER , HEAVY INVESTMENT
MAY NOT ALWAYS BE A PRUDENT OPTION…
 KEEP THINGS SIMPLE AND OBJECTIVE ORIENTED

21. So is Business Continuity very
complex & difficult ?
Business Continuity is logical
and systematic …
Just as you use logical
thinking to solve the
Rubik cube puzzle ….
… however …

22. USING LATERAL THINKING ONE
CAN GET NEW & INNOVATIVE
SOLUTIONS ….
SOLUTIONS THAT ARE
• “OUT OF BOX”,
• ARE PRATICAL AND
• AT TIMES REQUIRE “HUMAN
WILL” RATHER THAN “HUMAN
SKILL”

23. So let us resolve that till the comfort of last
man standing in our Society we will strive for
gearing ourselves to have ….
… as our comfort for safety and resilience
in our professional and personal well-being.

24. THANK YOU …..
Kush Srivastava ambci bccs iso22301 LA
RISK PROFESSIONAL
CONTACT COORDINATES :
info@continuityandresilience.com