Topic - Business Impact Analysis – How To Derive Maximum Benefit From The Process?
Abdulrahman Alonaizan
Manager – Business Continuity Division
Arab National Bank
Saudi Arabia
5th ME Business & IT Resilience Summit 2016 - Building Emergency Capacity & R...Continuity and Resilience
Building Emergency Capacity & Resiliency for the Telecom Industry
Abdulrahman Y. Al Naser
Manager – Telecom Business Continuity & Crisis Management
TRA – Telecommunications Regulatory Authority
5th ME Business & IT Resilience Summit 2016 - Understanding strategy, objecti...Continuity and Resilience
Understanding strategy, objectives, culture
Presenter: James Royds (Hon) FBCI
1996 – 2016 20 years in the industry Chairman of the BCI 2010-2012
Honorary Fellow of the BCI Fellow of the Chartered Management Institute Specialist of the Institute of Risk Management
Independent Adviser, Trainer, Mentor
Lead auditor for ISO 22301:2012 Working knowledge of UK, GCC, Asia
The document summarizes a presentation about organizational resilience given at the 5th Middle East Business & IT Resilience Summit in Dubai in 2016. The presentation discusses the differences between business continuity and organizational resilience, outlines the National Bank of Abu Dhabi's journey towards developing organizational resilience through diversification of locations and replication of resources, and shares the Business Continuity Institute's position statement on organizational resilience. The presentation emphasizes that organizational resilience requires a collaborative effort across management disciplines and aims to build an adaptive organization.
5th ME Business & IT Resilience Summit 2016 - Business Resiliency PitfallsSohan Masih
This document discusses business resiliency and outlines several pitfalls organizations face in ensuring resiliency. It notes growing risks from disasters, regulations, complex supply chains and 24/7 operations. The document also outlines various compliance standards before discussing common issues like paralysis from over analysis, siloed functions within organizations, and gaps and overlaps between risk, IT and crisis management teams. It advocates expanding continuity planning to a holistic resiliency approach that manages incidents, business continuity, IT disaster recovery, crisis management and third-party governance within a common business context.
5th ME Business & IT Resilience Summit 2016 - Developing the Culture of Busin...Continuity and Resilience
Continuity and Resilience (CORE) is an ISO 22301 BCM consulting firm that presented at the 5th Middle East Business & IT Resilience Summit in Dubai from April 20-21, 2016. The document outlines CORE's approach to developing a culture of business continuity management through establishing governance frameworks, conducting risk assessments, developing continuity strategies and plans, providing training and ensuring maintenance. It also provides case studies on implementing business continuity management systems and outlines the benefits of a BCM program, such as readiness for accreditation and compliance, increased shareholder confidence and competitive advantage. Contact information is provided for CORE representatives.
5th ME Business & IT Resilience Summit 2016 - Building Emergency Capacity & R...Continuity and Resilience
Building Emergency Capacity & Resiliency for the Telecom Industry
Abdulrahman Y. Al Naser
Manager – Telecom Business Continuity & Crisis Management
TRA – Telecommunications Regulatory Authority
5th ME Business & IT Resilience Summit 2016 - Understanding strategy, objecti...Continuity and Resilience
Understanding strategy, objectives, culture
Presenter: James Royds (Hon) FBCI
1996 – 2016 20 years in the industry Chairman of the BCI 2010-2012
Honorary Fellow of the BCI Fellow of the Chartered Management Institute Specialist of the Institute of Risk Management
Independent Adviser, Trainer, Mentor
Lead auditor for ISO 22301:2012 Working knowledge of UK, GCC, Asia
The document summarizes a presentation about organizational resilience given at the 5th Middle East Business & IT Resilience Summit in Dubai in 2016. The presentation discusses the differences between business continuity and organizational resilience, outlines the National Bank of Abu Dhabi's journey towards developing organizational resilience through diversification of locations and replication of resources, and shares the Business Continuity Institute's position statement on organizational resilience. The presentation emphasizes that organizational resilience requires a collaborative effort across management disciplines and aims to build an adaptive organization.
5th ME Business & IT Resilience Summit 2016 - Business Resiliency PitfallsSohan Masih
This document discusses business resiliency and outlines several pitfalls organizations face in ensuring resiliency. It notes growing risks from disasters, regulations, complex supply chains and 24/7 operations. The document also outlines various compliance standards before discussing common issues like paralysis from over analysis, siloed functions within organizations, and gaps and overlaps between risk, IT and crisis management teams. It advocates expanding continuity planning to a holistic resiliency approach that manages incidents, business continuity, IT disaster recovery, crisis management and third-party governance within a common business context.
5th ME Business & IT Resilience Summit 2016 - Developing the Culture of Busin...Continuity and Resilience
Continuity and Resilience (CORE) is an ISO 22301 BCM consulting firm that presented at the 5th Middle East Business & IT Resilience Summit in Dubai from April 20-21, 2016. The document outlines CORE's approach to developing a culture of business continuity management through establishing governance frameworks, conducting risk assessments, developing continuity strategies and plans, providing training and ensuring maintenance. It also provides case studies on implementing business continuity management systems and outlines the benefits of a BCM program, such as readiness for accreditation and compliance, increased shareholder confidence and competitive advantage. Contact information is provided for CORE representatives.
Speaker Details:
Mr Daniel De Giorgio
Founding Partner
Sinergia Learning Center
BCM Forum of Argentina
Presented at: “Global ISO Knowledge Sharing Summit – 2021 | Enabling learning beyond limits” on: 27th February 2021 (Saturday) | Time: 9:00 AM to 17:30 PM GMT+5:30 IST.
The document provides information about a webinar on ISO 31000:2018 Risk Management. It includes details such as the event date and time, speaker introduction, and session topics. The speaker, Sanjay Gore, will discuss ISO 31000:2018 including the risk management framework, principles, concepts and terms, and the risk assessment process. The webinar will cover the edifice, scope, and key components of ISO 31000:2018 including risk criteria, treatment options, and tools/techniques for risk assessment. Attendees are invited to provide feedback in the chat box.
This document provides an overview of ISO 27017 and discusses its key aspects:
- ISO 27017 provides additional guidance for implementing cloud security controls from ISO 27002.
- It defines 7 new controls for cloud security around areas like roles and responsibilities, asset removal, virtualization security, and network segmentation.
- The standard establishes guidelines for both cloud service customers and providers around implementing controls for areas such as access control, operations security, and supplier relationships.
10 ways to ensure your safety leadership journey towards vision zeroConsultivo
This presentation on Safety Leadership Journey towards Vision Zero is about the path ahead - the ten major ways of establishing a culture of proactive leadership ensuring a safety culture for everyone.
In this webinar, we will discuss how to Integrate Information Security with Business Continuity Planning. Tips for reducing BCP volumes and preventing your plan from ‘collecting dust on the shelf’ and achieving a hands-on BCP process and getting your organization truly 'incident ready'.
Main points covered:
• Integrating Information Security with Business Continuity Planning (BCP)
• Tips for reducing BCP volumes and preventing your plan from 'collecting dust on the shelf'
• Achieving a hands-on BCP process and getting your organization truly 'incident ready'
Presenter:
The presenter of this webinar will be Ms. Rinske Geerlings MSc, CBCP, MBCI, COBIT, ISO 22301 Master, ISO 31000 Lead Risk Manager, ISO 27001 Lead Implementer, and ITIL Master. She is an internationally known, award-winning consultant, speaker and certified trainer in Business Continuity, IT Management, Disaster Recovery, Risk Management and Information Security with 20 years global experience.
Link of the recorded session published on YouTube: https://youtu.be/5_lnQyFlGTs
Riskpro is an Indian risk management consulting firm with offices in major cities. It provides integrated risk management services to mid-large sized companies and financial institutions. Riskpro is managed by experienced professionals and aims to be the preferred provider of governance, risk and compliance solutions. It offers quality advisory services at competitive prices compared to large consulting firms. Riskpro focuses on risk management and has over 200 years of cumulative experience across its team.
Mr. Mohamed Salah Mohamed Elsharkaway from Arab Security in Saudi Arabia successfully completed training in CCTV and access control systems that complies with security industry standards. The training covered design, installation, and technical aspects of WatchNET products like recorders, cameras, servers, software for video management and access control. A certificate was issued by WatchNET in 2016 to confirm Mr. Elsharkaway's completion of the training program.
This document discusses enhancing business continuity management (BCM) effectiveness through challenges. It outlines several challenges to effective BCM including obtaining and maintaining management commitment, building a sense of ownership and accountability, embedding BCM in corporate culture, ensuring the practicality of BCM arrangements, coordinating across departments and with management, assuring continuity of BCM over time, managing multiple vendors, and standardizing BCM practices. It emphasizes the importance of testing BCM plans to reveal errors and missing steps, uncover changes, train teams, and validate the accuracy of plans to achieve objectives.
5th ME Business & IT Resilience Summit 2016 - IT Resilience and Service Manag...Continuity and Resilience
This document provides contact information for Continuity and Resilience (CORE), an ISO 22301 business continuity management consulting firm. It also summarizes presentations given at the 5th Middle East Business & IT Resilience Summit in April 2016 in Dubai. The presentations discussed balancing IT resilience, service management, and business needs through integrated strategies, designs, operations, and continual improvement. Success requires moving from separate IT resilience and IT service management groups cooperating to truly collaborating as equal partners to achieve shared goals.
This document discusses business resiliency and the pitfalls organizations face in ensuring resiliency. It notes growing risks from disasters, regulations, complex supply chains and 24/7 operations. The document also discusses how organizations often focus only on compliance and checkboxes rather than true resiliency. Silos between functions like IT, business continuity and crisis management also inhibit resiliency efforts. The document argues that organizations need to take an integrated, holistic approach to resiliency that considers the full range of risks and spans functions.
5th ME Business & IT Resilience Summit 2016 - Integration of ERM and BCM as a...Continuity and Resilience
The document summarizes a presentation given at the 5th Middle East Business & IT Resilience Summit in Dubai, UAE on integrating enterprise risk management (ERM) and business continuity management (BCM) as an independent function. The presentation discusses establishing ERM and BCM as a single independent function that reports directly to the Board of Directors. Benefits include streamlining risk assessment and treatment, leveraging BCM exercises to test ERM plans, and providing independent assurance of risk management and continuity. Challenges include overcoming cultural resistance and recruiting professionals with dual ERM and BCM expertise. The experience of Malaysia's deposit insurer was shared as a case study.
This document discusses conducting a business impact analysis (BIA) to develop an effective business continuity plan for an organization. It provides details on BIA steps like information collection through surveys, impact analysis, measuring disruptions, and developing continuity strategies and plans. Specific topics covered include analyzing resource requirements, dependencies, financial and non-financial impact methodologies to determine recovery time objectives, and how BIA results can be used to identify elements for business continuity strategies and plans. Challenges of the BIA process like commitment to the process, quality of survey data, and changes over time are also summarized.
The document outlines a presentation given at the 1st KSA Business & IT Resilience Summit on February 16, 2017 in Riyadh, Saudi Arabia. The presentation discussed the importance of organizational resilience and business continuity management. It defined organizational resilience as the ability to anticipate, prepare for, respond to, and adapt to changes and disruptions. The presentation also covered the different types of plans organizations need, including crisis management, business continuity, disaster recovery, and life safety plans. It emphasized that organizations must prepare for risks and disasters to ensure business processes can continue if disruptions occur.
This document provides information about Continuity and Resilience (CORE), an ISO 22301 business continuity management consulting firm. It includes contact details for CORE's offices in India and the United Arab Emirates. The bulk of the document is a presentation on business continuity and disaster recovery given by Vineet Srivastava of Sungard Availability Services. The presentation provides examples of disaster situations like the Boston Marathon bombing and Hurricane Sandy, and discusses Sungard's experience and services for disaster recovery, including workforce recovery services.
Presenter: Sagarika Chakraborty
1.1 Risk Mapping in India
1.2 Understanding Business Continuity Planning
1.3 Business Continuity Planning and Risk Management
Speaker Details:
Mr Daniel De Giorgio
Founding Partner
Sinergia Learning Center
BCM Forum of Argentina
Presented at: “Global ISO Knowledge Sharing Summit – 2021 | Enabling learning beyond limits” on: 27th February 2021 (Saturday) | Time: 9:00 AM to 17:30 PM GMT+5:30 IST.
The document provides information about a webinar on ISO 31000:2018 Risk Management. It includes details such as the event date and time, speaker introduction, and session topics. The speaker, Sanjay Gore, will discuss ISO 31000:2018 including the risk management framework, principles, concepts and terms, and the risk assessment process. The webinar will cover the edifice, scope, and key components of ISO 31000:2018 including risk criteria, treatment options, and tools/techniques for risk assessment. Attendees are invited to provide feedback in the chat box.
This document provides an overview of ISO 27017 and discusses its key aspects:
- ISO 27017 provides additional guidance for implementing cloud security controls from ISO 27002.
- It defines 7 new controls for cloud security around areas like roles and responsibilities, asset removal, virtualization security, and network segmentation.
- The standard establishes guidelines for both cloud service customers and providers around implementing controls for areas such as access control, operations security, and supplier relationships.
10 ways to ensure your safety leadership journey towards vision zeroConsultivo
This presentation on Safety Leadership Journey towards Vision Zero is about the path ahead - the ten major ways of establishing a culture of proactive leadership ensuring a safety culture for everyone.
In this webinar, we will discuss how to Integrate Information Security with Business Continuity Planning. Tips for reducing BCP volumes and preventing your plan from ‘collecting dust on the shelf’ and achieving a hands-on BCP process and getting your organization truly 'incident ready'.
Main points covered:
• Integrating Information Security with Business Continuity Planning (BCP)
• Tips for reducing BCP volumes and preventing your plan from 'collecting dust on the shelf'
• Achieving a hands-on BCP process and getting your organization truly 'incident ready'
Presenter:
The presenter of this webinar will be Ms. Rinske Geerlings MSc, CBCP, MBCI, COBIT, ISO 22301 Master, ISO 31000 Lead Risk Manager, ISO 27001 Lead Implementer, and ITIL Master. She is an internationally known, award-winning consultant, speaker and certified trainer in Business Continuity, IT Management, Disaster Recovery, Risk Management and Information Security with 20 years global experience.
Link of the recorded session published on YouTube: https://youtu.be/5_lnQyFlGTs
Riskpro is an Indian risk management consulting firm with offices in major cities. It provides integrated risk management services to mid-large sized companies and financial institutions. Riskpro is managed by experienced professionals and aims to be the preferred provider of governance, risk and compliance solutions. It offers quality advisory services at competitive prices compared to large consulting firms. Riskpro focuses on risk management and has over 200 years of cumulative experience across its team.
Mr. Mohamed Salah Mohamed Elsharkaway from Arab Security in Saudi Arabia successfully completed training in CCTV and access control systems that complies with security industry standards. The training covered design, installation, and technical aspects of WatchNET products like recorders, cameras, servers, software for video management and access control. A certificate was issued by WatchNET in 2016 to confirm Mr. Elsharkaway's completion of the training program.
This document discusses enhancing business continuity management (BCM) effectiveness through challenges. It outlines several challenges to effective BCM including obtaining and maintaining management commitment, building a sense of ownership and accountability, embedding BCM in corporate culture, ensuring the practicality of BCM arrangements, coordinating across departments and with management, assuring continuity of BCM over time, managing multiple vendors, and standardizing BCM practices. It emphasizes the importance of testing BCM plans to reveal errors and missing steps, uncover changes, train teams, and validate the accuracy of plans to achieve objectives.
5th ME Business & IT Resilience Summit 2016 - IT Resilience and Service Manag...Continuity and Resilience
This document provides contact information for Continuity and Resilience (CORE), an ISO 22301 business continuity management consulting firm. It also summarizes presentations given at the 5th Middle East Business & IT Resilience Summit in April 2016 in Dubai. The presentations discussed balancing IT resilience, service management, and business needs through integrated strategies, designs, operations, and continual improvement. Success requires moving from separate IT resilience and IT service management groups cooperating to truly collaborating as equal partners to achieve shared goals.
This document discusses business resiliency and the pitfalls organizations face in ensuring resiliency. It notes growing risks from disasters, regulations, complex supply chains and 24/7 operations. The document also discusses how organizations often focus only on compliance and checkboxes rather than true resiliency. Silos between functions like IT, business continuity and crisis management also inhibit resiliency efforts. The document argues that organizations need to take an integrated, holistic approach to resiliency that considers the full range of risks and spans functions.
5th ME Business & IT Resilience Summit 2016 - Integration of ERM and BCM as a...Continuity and Resilience
The document summarizes a presentation given at the 5th Middle East Business & IT Resilience Summit in Dubai, UAE on integrating enterprise risk management (ERM) and business continuity management (BCM) as an independent function. The presentation discusses establishing ERM and BCM as a single independent function that reports directly to the Board of Directors. Benefits include streamlining risk assessment and treatment, leveraging BCM exercises to test ERM plans, and providing independent assurance of risk management and continuity. Challenges include overcoming cultural resistance and recruiting professionals with dual ERM and BCM expertise. The experience of Malaysia's deposit insurer was shared as a case study.
This document discusses conducting a business impact analysis (BIA) to develop an effective business continuity plan for an organization. It provides details on BIA steps like information collection through surveys, impact analysis, measuring disruptions, and developing continuity strategies and plans. Specific topics covered include analyzing resource requirements, dependencies, financial and non-financial impact methodologies to determine recovery time objectives, and how BIA results can be used to identify elements for business continuity strategies and plans. Challenges of the BIA process like commitment to the process, quality of survey data, and changes over time are also summarized.
The document outlines a presentation given at the 1st KSA Business & IT Resilience Summit on February 16, 2017 in Riyadh, Saudi Arabia. The presentation discussed the importance of organizational resilience and business continuity management. It defined organizational resilience as the ability to anticipate, prepare for, respond to, and adapt to changes and disruptions. The presentation also covered the different types of plans organizations need, including crisis management, business continuity, disaster recovery, and life safety plans. It emphasized that organizations must prepare for risks and disasters to ensure business processes can continue if disruptions occur.
This document provides information about Continuity and Resilience (CORE), an ISO 22301 business continuity management consulting firm. It includes contact details for CORE's offices in India and the United Arab Emirates. The bulk of the document is a presentation on business continuity and disaster recovery given by Vineet Srivastava of Sungard Availability Services. The presentation provides examples of disaster situations like the Boston Marathon bombing and Hurricane Sandy, and discusses Sungard's experience and services for disaster recovery, including workforce recovery services.
Presenter: Sagarika Chakraborty
1.1 Risk Mapping in India
1.2 Understanding Business Continuity Planning
1.3 Business Continuity Planning and Risk Management
Understand how effective audits bring Maintenance Management theories into real world
practice on a daily basis in your plant, with your Leaders, Planners, and Craftsmen.
Learn how to determine the root-cause of Maintenance Business Process problems, and
how to shed light on facts that support a need for change.
J. Sriraman is seeking a job in finance and accounts where he can learn new things. He has a MBA in finance and is experienced in reporting, accounting, and XBRL tagging. He currently works as a reporting analyst for Merrill Technology Services India Pvt. Ltd, where he prepares financial statements and SEC filings using XBRL. Previously he worked as an analyst for Flextronics Technologies India Pvt Ltd handling fixed assets accounting.
RACI Overcoming Barriers to growth session 2Michael Carew
This series of presentation was developed for a group presentation and takes the viewer through the logical steps of strategic planning and implementation
This document discusses key performance indicators (KPIs) and service level agreements (SLAs) for testing as a managed service. It provides examples of SLAs for metrics such as defect removal effectiveness, process compliance, and incident management response times. It also shows snapshots of SLA metric performance for items like automated regression testing and review of root cause analyses. The document aims to demonstrate how SLAs and KPIs can be used to govern a vendor's testing services.
The document provides information about the 18th Annual Asian Shared Services & Outsourcing Week conference to be held from November 17-20, 2015 in Singapore. It highlights that Asia is becoming a leader in shared services and outsourcing, with the region's growth increasing by 42% from 2013-2015. The conference will focus on key topics through plenary sessions and workshops, including global business services, digital transformation, robotics process automation, data analytics, and operational agility. It promotes networking with over 450 shared services and outsourcing leaders from various industries and encourages attendees to learn from practitioners' experiences.
PROFESSIONAL EXPERIENCE
Asst General Manager – INTELENET Global Services, (Erstwhile Serco Global Services) April ’13 – Until Now
Key Facts
Service Levels : 55 SLAs across Operations and Quality metrics
Span : ~450 employees across India (Chennai & Mumbai)
Line of Businesses
Current : Global Payments Processing
(7 Sub processes) Sanctions, Investigations, Repairs, Funds control, Wealth, Cash
management/Billing & US Payments
SKILL HIGHLIGHTS
Managing E2E Payments business for one of the world’s largest Bank
Project Management : Delivering project of transformation & Transition set up
Budgeting: Responsible for a cluster generating revenue of £~4.5 Million + annually
Client Management : Delivery multiple stakeholder business (7 payments stakeholders)
Foster strong relationships with clients and develop a positive working environment build on performance & trust
Identify strategic or tactical solutions for the business with an objective to reduce operational risk and deliver cost saving
Sushil Salvi has over 10 years of experience as a Business Analyst and Account Support professional. He has a strong background in analytics, reporting, and customer relationship management. Some of his key achievements include completing Six Sigma projects that saved companies over $100,000 and automated processes to save hundreds of man hours. He is proficient in various systems and tools including SAP, Oracle, and Microsoft applications.
Annual Business Plan Powerpoint Presentation SlidesSlideTeam
Manage your business efficiently by using this Annual Business Plan PowerPoint Presentation Slides. With the help of this business plan PPT template, a manager can set the strategies in order to meet their current and future needs. Generate a KPI report in accordance with revenue, sales cost, gross profit, operating expenses, etc. by using financial planning PowerPoint presentation complete deck. You can highlight the challenges that restrict the path in reaching your target, with the help of strategic planning PPT slides. This annual business plan PowerPoint presentation deck contains a roadmap with which you can explain the business cycle to increase productivity. You can showcase the various key performance indicators using the business operational plan PPT visual slides. With the help of operating plan initiatives PowerPoint presentation deck, you can create a report on financial planning and implementations. Therefore, download this ready-to-use strategic planning PPT template and run your organization with a more cohesive vision. https://bit.ly/3t28utq
- The document discusses strategies for running a Finance Shared Service Center (FSSC) as a user-centric business focused on meeting customer needs.
- It identifies the local finance department, functional departments, and external parties as key customers and emphasizes embedding the FSSC within the local finance team.
- The document also covers change management strategies, process improvements, and tools like Lean and Six Sigma that could help centralize processes while still meeting local needs.
The document summarizes the internship of Varsha Rustagi at WNS Global Services from June-July 2017. WNS is a global business process management company headquartered in India with over 32,000 employees working across 42 delivery centers globally. During the internship, Varsha analyzed client productivity data to measure revenue, headcount, volume handled, revenue and salary per employee. She found that higher volumes led to increased revenue for some clients, while increased headcounts coupled with lower volumes decreased revenue for others. Varsha concluded the internship having learned about business process management, presentation skills, and analyzing client processes and contracts.
This document provides a summary of Ajay's professional experience and qualifications. He has over 9 years of experience in property and casualty insurance, including underwriting, claims, and reinsurance. He has worked for several insurance companies in roles such as a reinsurance subject matter expert, senior process analyst, and task mapping analyst during transitions. Ajay also has experience working with Lloyd's of London markets. He holds a postgraduate diploma in financial management and bachelor's degree in business management.
This document provides summaries of interviews with three executives: Mr. Vishwas Patel of CC Avenue, Mr. Lalit Popli of ICICI Prudential Mutual Fund, and Mr. Damodar Mall of Reliance Fresh. The executives discuss their careers and companies, and key learnings around topics like innovation, goals, technology, and customer focus driving business growth. News articles are also summarized discussing a study on the technology skills gap in India, increasing IT spending in the Indian utilities sector, and how digitization can accelerate growth for IT companies in 2016.
Rahul Ravindran is seeking a challenging career in accounts and finance. He has over 5 years of experience managing accounts and finances for various companies in Dubai. His resume outlines his educational qualifications which include an MBA in finance and pursuing CFA Level 1 certification. He also lists his work experience managing accounts for a diversified business group and an apparel group. His skills include financial reporting, budgeting, analysis of financial statements, and using accounting software.
How to select the best business continuity strategy and solution?PECB
This webinar covers underlying principles for the selection of a Business Continuity solution and the tiers of Business Continuity. Within these segments we will analyze different tiers and strategies, from Rebuilt and restoration strategy to mirror site. Also, a list of BCM strategy considerations related to business trends and emerging technologies will be provided.
Main points covered:
• The underlying principles for the selection of a Business Continuity solution and the tiers of Business Continuity
• Analyze different tiers and strategies
• BCM strategy considerations related to business trends
Presenter:
The webinar was presented by Silvana Tomic Rotim. She has 20 years of rich work experience in the development and delivery of business and ICT consulting services for public and private sector. She has more than 15 years of experience in leading, coordinating and managing of different consulting project teams in more than 50 consulting projects
Link of the recorded webinar published on YouTube: https://youtu.be/F79enht3IEY
Similar to 5th ME Business & IT Resilience Summit 2016 - BIA - how to derive maximum benefit from the process (20)
The Business Continuity Conference, 25th October 2023 in Riyadh - Mr. Atiq BajwaContinuity and Resilience
Business Continuity Strategies
What is a Business Continuity Strategy?
Keeping the ISO-22301 definition of Business Continuity in mind, the aim of a Business Continuity Strategy should be:
“To continue the delivery of products and services at predefined capacity during a disruption”
So a Business Continuity strategy should:
Meet the Minimum Business Continuity Objectives (MBCO)
Legal and regulatory requirements
Contractual commitments
Quantity, Quality, time commitments with the customers
Practical
Cost Effective
An effective business continuity strategy should be specific to the needs of an organization
It should be:
Able to meet the MBCO
Practical
Cost effective
Business Continuity Strategies should be regularly reviewed and updated to remain relevant and effective.
A strategy considered effective today may not be effective in 6 months.
The Business Continuity Conference, 25th October 2023 in Riyadh - Nuha EltinayContinuity and Resilience
Building Urban Resilience in Critical Infrastructure
Assets, systems, and networks that are essential by governments for the functioning of a society and economy and deserving of special protection for national security.
The ability of a system, community or society exposed to hazards to resist, absorb, accommodate, adapt to, transform and recover from the effects of a hazard in a timely and efficient manner, including through the preservation and restoration of its essential basic structures and functions through risk management (UNDRR).
The FIVE ICLEI PATHWAYS reflect ICLEI’s approach to achieving a sustainable city as well as local contributions to implementing the goals laid out in international frameworks such as the Sustainable Development Goals. Any of our individual projects or initiatives can be oriented along one or more specific pathways. We also look at how the pathways connect to bring about change in an INTEGRATED way. For example, we consider how nature-based development contributes to resilience, or how to bring equity into low emission development.
Cities need to look at resilience from a systemic governance perspective
Integrated management starts with wide-scale mobilization of support from stakeholders and robust facts and data.
Challenges often lie in the acceleration and upscaling of activities. Individual best practice is easier to achieve, follow-up funding and investment is challenging
The Business Continuity Conference, 25th October 2023 in Riyadh - Paul GantContinuity and Resilience
The five essential elements of optimising your BC programme through technology -
1. Securing Accurate Data
2. Delivering Programme Compliance
3. Turning Data into Intelligence
4. Enabling Continuous Improvement
5. Positioning in a Risk World
The Business Continuity Conference, 25th October 2023 in Riyadh - David Boll...Continuity and Resilience
IT Disaster Recovery – Challenges and Solutions.
What is IT DR?
1. The ability to respond and recover from disruptions to IT infrastructure, networking, systems, equipment and data to support business continuity.
2. Originated from the legacy environment of mainframes where IT was centralised and had a major impact.
3. Further improved to IT DR sites to manage failover:
Cold
Warm
Hot
4. Traditionally strategies related to data backup by tape only.
5. Introduction of cloud and SAAS solutions has improved resilience through decentralisation.
Next step cloud-to-cloud DR solutions?
Why IT DR?
IT DR is critical and always important, which is often not given enough focus in BCM programs
Critical component of resilience
IT DR and IT resilience is a critical element of a thorough BCM system and resilience program
High % of real disruptions
It failures continue to be a leading cause of business continuity disruption.
Examples?
More important that ever
With increasing reliance on IT and digitisation, complexity and new risks, the requirement for IT DR continues to become even more important
Make or break your recovery
A well defined, implemented and exercised IT DR program is essential to the recovery of business delivery of products and services
The Business Continuity Conference, 25th October 2023 in Riyadh - Abdulrahma...Continuity and Resilience
Lessons from a Chief Continuity Officer-
A Chief Continuity Officer (CCO) is responsible for ensuring that an organization's critical operations continue despite any disruptions or crises.
1. Build a robust business continuity plan.
2. Foster a culture of preparedness.
3. Establish clear roles and responsibilities.
4. Develop strong partnerships.
5. Implement robust technology systems.
6. Continuously assess and mitigate risks.
7. Communicate effectively.
8. Learn from incidents.
Remember, flexibility and adaptability are key in the ever-changing landscape of continuity management. As a CCO, it's essential to stay proactive, be prepared for unexpected events, and continuously improve the organization's ability to recover and thrive in the face of disruptions.
Business Resilience and its components often gather varied points of view and impressions from practitioners, champions, consultants, and other related stakeholders.
Over time there are few misconceptions that seem to have held on and often turn out to be counterproductive to the vision and goal of such programs.
CREATING should eventually lead to putting in place a comprehensive Program covering all phases of the full BCM Lifecycle – Plan, Do, Check and Act
MAINTAINING involves performing the activities to keep the BCM Program appropriate and relevant for the upcoming future – including Improvement. This covers:
Almost all BCM standards and guidelines make it mandatory to build a BCM culture. This is best done by ensuring ongoing and regular emphasis on the concept of Business Continuity, and its importance to the organization.
Business Continuity Compliance
Cycle
Regulatory
Internal
Third party
Industry Compliance
SecOps
Review and maintain
Regulatory Compliance
Meet the Specific Compliance requirements by SAMA, NCA, CITC etc..
Industry Specific Compliance
For BFSI – SAMA, NCA
For Telco – CITC, NCA
For hospitality - STA, NCA
Third Party
ISO , 27001, 27021 ,
COSO , NIST, NESA
HIPAA , 27005 RISK
internal
Compliance to internal Polices , procedures Standards
InfoSec, Financial , HR, IT
SecOps
Adherence to specific Cyber Security –First line of defense polices
Vulnerability Assessment.
Identification of BCM related risks and comply to the remediation
BCM Maintenance Plan
This phase maintain the BCP in a constant ready-state. The maintenance process of a BCMS is constant and dynamic.
Crisis is an inherent abnormal, unstable, and complex situation that represents a threat to the strategic objectives, reputation or existence of an organization.
(ISO 22361 Crisis Management Guidelines)
Crisis Management is a coordinated activities to lead, direct and control an organization with regard to a crisis.
(ISO 22329: Crisis Management Guidelines)
Cyber security and IT resilience is a journey, not a destination, and we need to consider how business continuity, integrated with them.
This is becoming more and more prevalent at Board level and is having significant impacts, particularly on sectors.
Enterprise resilience goes beyond organizational and operational resilience.
It indicates an organization's ability to:
Dynamically plan, prepare, and understand risks and critical functions;
Anticipate disruptions and potential downstream impacts;
Respond progressively in a coordinated, organized, and controlled manner; and
Recover, adapt, and evolve to improve future responses.
Enterprise resilience encompasses cyber and physical threats across all geographies.
Enterprise resilience goes beyond organizational and operational resilience.
It indicates an organization's ability to:
Dynamically plan, prepare, and understand risks and critical functions;
Anticipate disruptions and potential downstream impacts;
Respond in a coordinated, organized, and controlled manner; and
Recover, adapt, and evolve to improve future responses.
Enterprise resilience encompasses cyber and physical threats across all geographies.
“The best way to get management excited about a resiliency plan is to have a fire in one of your production data centers.”
Presented by Daman Dev Sood, Continuity & Resilience (CORE)
Introduction:
Over 33 years in the industry
Over 15 years in BCM a related domains
National and Global Winner of the BCI Awards
AFBCI
Mix of experience as Practitioner, Trainer, and Consultant
BCI Approved Instructor
Presented by Dhiraj Lal
About Continuity & Resilience (CORE)
Consulting Services (ISO 22301 Certified)
Cyber Security
Business Continuity Management
Crisis Management
IT Disaster Recovery
Information Security
Risk Management
Training Services
NCEMA developed Training (we are trainers for the NCEMA courses at GCAS, NCEMA licensed training entity)
CORE is an approved Global Training partner for the UK based Business Continuity Institute licensed to conduct BCI trainings anywhere in the Globe
Notification and Automation Tools
CORE acts as a enabler between the partner & client by providing support for:
Gather requirements
Shortlist Vendors
Subject matter expertise for tool selection
Perform Vendor Demos
Tool installation & implementation
support for BC, ITDR & Notification
Assistance during tool testing
The document summarizes a presentation by Regus on the value of workplace services in the Middle East. Regus is the largest provider of coworking spaces and offers business continuity and disaster recovery solutions including temporary workspace. It discusses Regus' dynamic recovery program which provides flexible options to recover operations near the primary office, employee homes, or elsewhere. The presentation highlights issues with traditional static recovery models and emphasizes the need for scalable, geographically diverse solutions to ensure business resilience in the face of disruptions.
Presented by-Kashish Jhamb Cityinnovates
What’s a Social Media Crisis?CRISIS? Really?
If there’s a high volume of incoming social media messages on one particular topic or negative comments, chances are you have a social media crisis on your hands.
A communications crisis can strike at any time. It could be a faulty product, a lousy campaign, or a slip of the tongue from someone higher up.
It doesn’t matter the industry you’re in, or how popular you’ve been to this point. Sometimes, it just happens.
Waiting for a social media crisis to blow over is never an option. If you ignore it, it will likely get worse. Social media can be an asset in a crisis when used correctly, not an extra problem.
How to identify a Crisis on Social Media
When the public knows more (than your company) about the issue and they voice it on social media that’s your first sign of a social media crisis
If you start receiving a negative review in series on a particular product or a service then it is a sign of social media crisis
If you get more than 10 negative mentions per hour, for more than three consecutive hours then it is a sign of social media crisis
Presented by Ramesh Ramani (LRQA)
AGENDA
Introduction-BCMS and ISMS
International Standards, UAE Regulations (NCEMA, ADSIC, NESA, ISR, GDPR). Dubai Data Law
PDCA Cycle
Common Factors-BCMS and ISMS
Organisational Considerations
Joint Project Management
Where this will work?
Where this will not work
Q&A
This document summarizes presentations from the 8th Middle East Business & IT Resilience Summit in Dubai on crisis communication and business continuity management in the aviation sector. It discusses the importance of having crisis communication plans that outline procedures for sharing information with stakeholders during emergencies. It also emphasizes establishing documented media response procedures and multiple communication systems with alternative channels to ensure notification, verification, stabilization and recovery across phases of a disruptive incident. Speakers stressed establishing early warning detection sensors, infrastructure with redundant communication mediums, and exercises to simulate communication during crises.
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...dsnow9802
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
A team is a group of individuals, all working together for a common purpose. This Ppt derives a detail information on team building process and ats type with effective example by Tuckmans Model. it also describes about team issues and effective team work. Unclear Roles and Responsibilities of teams as well as individuals.
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
Green Energy Corporation, a leading renewable energy company, faces a dilemma: balancing profitability and sustainability. Pressure to scale rapidly has led to ethical concerns, as the company's commitment to sustainable practices is tested by the need to satisfy shareholders and maintain a competitive edge.
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Dr. Nazrul Islam
Healthy economic development requires properly managing the banking industry of any
country. Along with state-owned banks, private banks play a critical role in the country's economy.
Managers in all types of banks now confront the same challenge: how to get the utmost output from
their employees. Therefore, Performance appraisal appears to be inevitable since it set the
standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...Alexey Krivitsky
Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
5th ME Business & IT Resilience Summit 2016 - BIA - how to derive maximum benefit from the process
1. ANB Confidential
Continuity and Resilience (CORE)
ISO 22301 BCM Consulting Firm
Presentations by speakers at the
5th Middle East Business & IT Resilience Summit
20 – 21 April 2016 – Palace Hotel DownTown Dubai
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
Please write to us if you would like to get in touch with the Speaker
2. ANB Confidential
Business Impact Analysis – How To
Derive Maximum Benefit From The
Process?
Abdulrahman Alonaizan
Manager – Business Continuity Division
Arab National Bank
Saudi Arabia
2
3. ANB Confidential
3
Maintain and
Improve
(Act)
Implement and
Operate
(Do)
Establish
(Plan)
Monitor and
Review
(Check)
The BCM Cycle
I. Plan
a. Determining BCM Strategy
b. Embedding BCM in ANB Culture
II. Do
a. Continuity Level Agreement
(CLA)
b. Understanding the Organization
(BIA/Risk Analysis )
c. Developing & Implementing BCM
Response
d. Business Continuity Plan ( BCP )
e. Exercising , Maintenance and
Review (Scenarios)
III. Check
a. Management review
b. Auditing (External/Internal)
c) Act
Corrective Actions and
Preventions
4. ANB Confidential
The Business Impact Analysis (BIA) process
Information Collection
Impact Analysis
Measuring of disruptions
Deriving BC Strategies
Developing BC Plans
4
5. ANB Confidential
Information Collection
Sample BIA Survey Page
5
Service Code RGCAC01 RGCAC02 RGCAC03
Service Name Credit Document
Custody
Credit Limits
Maintenance
Credit Admin
Description Keep the Original copies
of documents from
Clients
Enter clients credit limit,
check loans against
limits.
- Update Credit
Information.
- Credit Reporting.
- Credit checking with
ANB and Others Banks.
- Enter treasury related
limits.
Is this service critical? Yes Yes Yes
Is there a workaround for the service /
process? If yes, please describe briefly
Yes, Manual Procedures No (Needs applications) No (Needs applications)
Minimum level at which the service needs to
be performed upon resumption
60% 60% 60%
Are there any seasonal features / aspects of
this service / process
Every last week of the
Month
Every last week of the
Month
Every last week of the Month
6. ANB Confidential
Information Analysis
Understand business processes
Define resource requirements
Determine business impact
Determine dependencies
Identify vital records
6
7. ANB Confidential
Disruption Timeline
777
Business As Usual
Time
Target time to recover the
service or product after an
incident
Service / product could not be
recovered. Organization’s
viability unresolved threatened.
RTO
MTPD
Crisis
Management
BCMS
Plan
DO
Check
Act
Business
Continuity
Plan
8. ANB Confidential
Financial Impact
Methodology to link the RTO with the financial
loss due to the disruption of a service
If average daily net income of Organization is: SR 1,000,000
2% of average daily net income of Organization: SR 20,000
Average hourly lost revenue due to service disruption : SR 2,500
The RTO will be reached at (20,000/2500) = 8 hours 8
10. ANB Confidential
Using BIA results for Business Continuity Plans
Information update
o Resource requirements
Technology
Staff
Workplace
Dependencies
Workarounds / Manual Procedures
Vital Records
10
11. ANB Confidential
BC Strategy Elements Derived from BIA
Services RTO / MTPoD
Sequence of recovery
Seating capacity requirements
DRC capabilities
11
12. ANB Confidential
Corporate BIA
The Corporate BIA focuses on the business impact of a
disruption at the corporate level.
The objectives of the Corporate BIA Report are to:
Analyze continuity resource requirements from the
corporate viewpoint
Highlight the key items which need to be addressed at
the corporate level
12
13. ANB Confidential
key Resources
The Corporate BIA reviews the key resources of the
organization which have to be available for the business to
continue its operations and provide services to its
customers:
Technology
Workplace
People
13
14. ANB Confidential
Technology
DRC technical capacity
to provide continuity for
all services in the
Business Continuity
Plans
DRC technical
sustainability
Data replication
Sequence of recovery
14
15. ANB Confidential
Workplace
Review with Group managers’
about workspace requirements
o Up to three months’ time
from the disruption
o Up to 6 months’ time
o Up to one year time
Alternate arrangements
(e.g. shifts, work from home)
Summarized recommendations
15
16. ANB Confidential
People
Options to be considered to address unavailability
of staff (e.g. pandemic):
Working from home
Outsourcing
Skills matrix
16
18. ANB Confidential
18
Continuity and Resilience (CORE)
ISO 22301 BCM Consulting Firm
Presentations by speakers at the
5th Middle East Business & IT Resilience Summit
20 – 21 April 2016 – Palace Hotel DownTown Dubai
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
Please write to us if you would like to get in touch with the Speaker