Presentations by speakers at the4th India Business & IT Resilience Summit 7th October, 2016 | Hotel Hilton, Mumbai India

1. Continuity and Resilience (CORE)
ISO 22301 BCM Consulting Firm
Presentations by speakers at the
4th India Business & IT Resilience Summit
7th October, 2016 | Hotel Hilton, Mumbai India
Our Contact Details:
INDIA UAE
Continuity and Resilience
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Tel: +91 11 41055534/ +91 11 41613033
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Email: ms@continuityandresilience.com
Continuity and Resilience
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Tel: +971 2 8152831
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Email: info@continuityandresilience.com

2. Renewed Focus of Businesses and
Practitioners on BCM (in Asia)

3. Speaker’s Profile
 Lead Assessor / Trainer for BS25999, SS540,
ISO22301, ISO31000 and BRA : CBCI, AMBCI
 35 years of industry experience (Unilever, Johnson
& Johnson, Boots and RPG)
 More than 14 years of auditing and training
experience (DNV. BSI and Intertek)
 Industry Personality of the Year 2009 for
1st BCI Continuity & Resilience Awards India
 Lifetime Achievement 2011 in BCM by
BCI Asia Business Continuity Awards Singapore

4. Outlook
 India Business & IT Resilience Summits are receiving a positive
outlook on the further growth and advancement of BCM in India.
• “All things considered, I believe that in terms of its growth, there
is much potential for BCM here in India……… possibly much
more than in any part of the world”

5. BCM Barriers
• Most Businesses don’t wish to undertake BCM unless it delivers
a competitive edge, while business managers often see it as
another cost.
• The culture in the region in most of the cases is based on the
idea that “ it is not going to happen in my company” or that type
of incident does not happen in our country”

6. BCM Barriers
• When organizations experience a ‘near miss’, even one which
could have serious repercussions, most fail to devote time to
learning from it, or if do identify lessons these are often the
wrong ones. Our natural response is often to think,” that was
close; I hope it does not happen again” and carry on as before.

7. BCM Barriers
• A number of financial and organizational barriers slow adoption
of BCM.(Silos, Budget, ROI questions, lack of company level
vision)
• It is not usual practice to document plans or test results, as the
experienced people hold on to their knowledge rather than
documenting procedures to be followed
• Companies do not have full time professionals to encourage
management to follow a professional BCM methodology.

8. BCM Barriers
• Only specific sectors are regulated and are mandated to have
business continuity plans.
• Most of the companies do not have a position or budget
assigned for BCM and these are shared responsibility with
security/ facilities/ IT teams. If the position does exists, it suffers
due to lack of support.

9. BCM Barriers
• The large majority of business areas consider BCM functions as
something that will take time and delay their main activities.
• In general, the senior leadership of companies is not aware of
nuances of BCM functions and what needs to be done. If it is a
financial institution, most of their attention is taken up by
security or fraud issues.

10. BCM “renewed” focus
• BCM is on everyone’s radar
• BCM appears on the board meeting agenda.
• BCM increasingly warranting seat at the board level and/ or
greater board level interaction.
• Top management support is much more visible. More periodic
reviews are organized with senior managers around the
advantage of having BCM culture.

11. BCM “renewed” focus
• Reputed institutions like BCI and DRI are approaching markets
with seminars, events, trainings and memberships etc with
renewed focus and are expanding its reach..
• BCM regulatory requirements are much higher (Reserve Bank of
India)
• BCM professionals are far better equipped than before after the
creation of BCM Standards including an international standard
ISO 22301.

12. BCM “renewed” focus
• Top managers now make BCM a requirement when designing the
supply - to customer chain.
• Better understanding of organizations and system
interdependencies within their supply chain and geo-political
environment in which it exists.
• Companies are becoming lot tougher when it comes to
renegotiating SLAs with their suppliers.

13. BCM “renewed” focus
• BCM is positioning itself protector of the ‘value network’ that
ensures the survival of an organization and the value it adds is
maximized.
• Governments are legislating to ensure that organizations that are
important to their economies implement BCM.
• Fewer companies are without a formal risk management plan /
business continuity plan than in the past years. (42%  34%)

14. BCM “renewed” focus
• Companies are developing resiliency plans and putting
supporting technologies in place.
• Over the next few years the focus will shift – from development
to implementation.
1) Develop integrated business resilience strategy (37%  42%)
2) Engage external advisors (34%  37%)
• A plan for BCM and RM is plan for profit.

15. BCM “renewed” focus
• Large firms have led the shift towards BCM. But not only large
companies can develop robust business resiliency plans – many
small and medium businesses are developing plans for BCM.
• Incidents in the recent times, to name few: Chennai floods, terror
attacks, Uttarakhand floods, and so on; have enhanced the
importance of a robust BCM.
• Most part of India services clients from US and Europe, who are
concerned about servicing the end client and thus are more
demanding which also has prompted more and more businesses
in the region to consider implementing BCM.

16. BCM “renewed” focus
 In conclusion companies are developing
resiliency plans and putting supporting
technologies in place