The recent pandemic has set the criteria of prevention in dentistry to a new bar.To combat covid 19 hopefully this is helpful to all my fellow dentists.
YOUR IMMUNE SYSTEM - Your best weapon and defense against the virus infection is your immune system. In this research keynote slides, you will find ways to boost and strengthen your immunity to fight all odds.
For more suggestions, do reach to me with regards to general health and immune-boosting food.
whats app +46 70 8 939896
ashar@hotmail.se
The recent pandemic has set the criteria of prevention in dentistry to a new bar.To combat covid 19 hopefully this is helpful to all my fellow dentists.
YOUR IMMUNE SYSTEM - Your best weapon and defense against the virus infection is your immune system. In this research keynote slides, you will find ways to boost and strengthen your immunity to fight all odds.
For more suggestions, do reach to me with regards to general health and immune-boosting food.
whats app +46 70 8 939896
ashar@hotmail.se
In the last 42 days, Six deaths and 421 cases of swine flu have been reported from 28 districts of the state. Here's what you need to know about the disease.
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
In the last 42 days, Six deaths and 421 cases of swine flu have been reported from 28 districts of the state. Here's what you need to know about the disease.
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 - BIA - how to derive maximum ben...Continuity and Resilience
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 - Integration of ERM and BCM as a...Continuity and Resilience
Integration of ERM and BCM as an independent function for an enhanced organisational resilience
Affeiz Bin Abdul Razak
Chief Risk Officer and General Manager, ERM Division
PIDM
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
En esta presentación se describen los objetivos, tareas y resultados de cada una de las fases de un Plan de Continuidad de Negocio y de un Plan de Contingencia de TI
Neglected Tropical Diseases (NTDs) are a group of 17 diseases and 5 neglected conditions. Australia is fortunate in having only 2/17 NTDs and 3/5 neglected conditions. This presentation was delivered to rural doctors at a conference in Australia to raise awareness about NTDs and to stress the need for early disgnosis.
Coronavirus is the largest known RNA virus responsible for a range of respiratory illnesses in man. 7 Known coronaviruses have been identified with 4 causing mild infections and 3 severe diseases. The severe diseases are SARS, MERS and COVID-19
There is presently an ongoing epidemic of the disease in China which has gradually spread across the continent.
*World Health Day 2014 Vector Borne Ds - Dr Priya*priya bansal
This presentation deals with occasion of World Health Day "2014 Theme - Vector Borne Diseases::Small Bite Big Threat"
Topics e.g.,
Need to celebrate World Health Day, Important Vector Borne Diseases Situation in Punjab India, Dengue, Malaria & JE situation, Prevention & Control of Arthropods, Challanges in public Health are discussed
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
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
Presented by -AWS AL KHANJARI
A serious threat which, under time pressure and highly uncertain circumstances, necessitates making critical decisions.
A Crisis Communication Plan outlines the procedures for collecting conveying information to interested parties during or immediately following an emergency or crisis.
Disaster and disruptive business incidents push people and organisation to their limits, and one of the first impacted elements are communication systems.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
author:by Hoffer
ISBN:ISBN 10: 0133544613 / ISBN 13: 9780133544619
type:solution manual
format:word/zip
All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
5th ME Business & IT Resilience Summit 2016 - Pandemics in BCM
1. 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. Pandemics in BCM
Catherine E. Ammon
MPH, MBCI
21 April 2016
5th Middle East Business & IT Resilience Summit
3. • Spanish flu pandemic 1918
• Influenza historic
• Flu prevention and vaccine
• New challenges
• Pandemics in BCM
• Goals and Measures
Presentation Steps
4. Spanish Flu
1918 - 1919
50 to 100 Million deaths
2.5 – 5% of the world population
7. Morbidity and Mortality
• Three waves, first one during summer
• Started in the army
• Spread to civilians
• 50% of the population infected (1918)
• Fulminant forms
• Men and young adults
8. Medical Sector
• Coped with difficulty
• Physicians caught flu
• Army: 50% of the sanitary services infected
• Call for volunteers
9. Private and public sectors
Numerous perturbations
Up to 80% employees infected
Public transports scarce and full
Workers disinfecting a classroom at a high school in Texas
(NYT, 27 April 2009)
10. Public Health Measures
• Extension of school holidays
• Closing of schools
• Watering of streets and hallways
• No public gathering
• Restriction on hospital visits
• Opening of lazarets
13. Consequences
• Severity of measures
• No reinsurance
• Rumors and misinformation
• Doubts about the disease
• Influenza was unknown
• Unknown transmission
• Fear
14. 1918-1919
2.5 – 5% of the world
population died
if today, same virulence:
180-350 millions deaths
15. Yesterday versus Today
• Travel by sea and land
• Few travelers
• Limited surveillance
• Limited communication
• Unknown disease
• Tentative treatments
• Air travel much faster
• Massive number of travelers
• Better surveillance (WHO)
• Fast communication technology
• Scientific diagnoses of illnesses
• Vaccine, treatment and
medication
16. Historic (1)
• 1933 Isolation of Influenza virus
• 1944 First vaccinations
• 1957 Asian Flu :1 Million deaths
30-50% of world population contaminated
• 1968 Hong Kong flu
40 Millions cases worldwide
• 1976 Swine flu
17. Influenza in animals
1980 25% seals of North Atlantic Coast died
in a few months
But also horses, tigers, whales,
cats and dogs, etc.
18. Historic (2)
1997 Avian flu
1st transmission animal > human
18 hospitalizations, 6 deaths
1.5 Million chicken killed
19. Historic (3)
2002 - 2004 SARS
• Less contagious than flu
• 8098 cases
• 774 deaths
• Impact on world economy
21. H1N1 Pandemic
WHO notify the outbreak on 11 June 2009
61 Million cases
300’000 hospitalizations
12’470 deaths
Ended 10 August 2010
22. Influenza Epidemics
Every year: 5% - 25% of the world infected
Children
• Low mortality
Adults
• 90% of flu-infected persons <60 years
• 50% deaths >65 years
Elderly
• High lethality
• Incidence 60% in closed community
25. ~ 30 - 50%
flu are asymptomatic
(healthy carriers)
but spread the virus!
26. Mortality & Morbidity
General population
5-25% infected
Complications 10% of
infected
Death 0.1% of infected
J.-C. Manuguerra
27. Someone’s flu becomes
everyone’s flu…
3°
2°
1°
Community
• Schools
• Colleagues
• Social contacts
Home
• Kids and adults
• Grand-parents
• Family, friends
Index case
28.
29. Epidemic - Pandemic
Epidemic drift
Common disease, spread in a limited
geographical area and limited in time
Pandemic shift
Worldwide spread of the disease
31. Antigenic constitution
3 antigenic types : A, B, C
• A drift very rapidly and cause many deaths
• B drift slowly, responsible flu in kids
• C difficult to isolate, responsible for benign
infections, minor role in human
32. Strains
• Antigenic type
• Location of 1st isolation
• Strain number
• Year of isolation
• Sub-type
A/California/7/2009 (H1N1)pdm09-like virus
36. Vaccination for
• Elderly > (50) 60-65 years
• Patients with chronic diseases
• Patients hospitalized during the year
• Residents of nursing homes, long term care,
hospitals, clinics, etc.
• Medical staff
• People in contact with individuals at risks
• Anyone who wish to be protected
• Limited supply of pandemic vaccines
37. Impact - Burden of Disease
• Individual / self
• Social, family and friends
• Health care system
• Education, Government
• Police, Customs, Public Transports
• Catering, Supply chains
• Community, Society
• Tourism
38. Example France
Peugeot Citroen factory (PSA) - Rennes
• 10’000 employees
• 25% vaccinated
• Occupational doctor part of the surveillance network
If > +6% sick leave
=> Production chain stops
Dr. Patrick Gilbert, PSA
40. Key words
• Human impact (170-340 millions)
• Influenza cannot be eradicated due to
animal reservoir host
• Prevention
• Communication
• Information
• Fear, panic
41. Zika
• Mild disease
• Mostly asymptomatic
• Aedes mosquito (chikungunya, dengue, yellow
fever)
• Transmission through sex and body fluids
• Onsets in Africa, Americas, Asia and the Pacific
42. Zika
Aedes mosquito
• During the day
• Weak flyer (400m max)
Protection
• Prevent mosquito bites, use repellent and
window screens
• Wear light colored clothes
• Eliminate potential mosquito breading sites
(emptying water containers, buckets, pots, etc.)
43. MERS-CoV
• Viral respiratory disease
• Symptoms: from common cold to Severe Acute
Respiratory Syndrome (SARS)
• Appeared in Saudi Arabia in 2012
• 36% died
• Animal to human transmission
• Then human to human transmission (close
contact)
• Camels are reservoir host
44. MERS-CoV
• Present in Egypt, Oman, Qatar, Saudi Arabia
• Onset in Korea (traveler)
• No vaccine or specific treatment available
Prevention
• General hygiene measures
• Animal and social distancing
• Appropriate handling and cooking of food
• Pasteurization of camel milk
45.
46. BCM Scenario
• No building
• No ITT
• No staff
• Mass absenteeism, unavailability of staff
• First on NCEMA’s risk identification list
• People are the most critical resources of
an organization
48. Impact
• Impact on team (overload of work, human
relations)
• Inability to respect delays (disgruntled clients,
loss of clientele)
• Slowing down of production
• Failure to meet organization’s objectives
• Financial loss
• Reputational damage
49. BCM Goals
• Protect collaborators and limit absenteeism
• Protect customers and assets anytime
• Secure the interest of the company
• Insure the continuity of services and activities
• Avoid productivity loss
• Protect reputation and image of company
Major risk is the downgrading of a service
due to high absenteeism
50. Identification of Key Assets
• Workforce, skills, knowledge (HR)
• Workspace facilities
• Supporting technologies (ITT)
• Data and information (Vital Records)
• Equipment and supplies, supply chain
• Stakeholders (Partners/Suppliers/Vendors)
BIA: What cannot be stopped?
51. Public Health strategies
Influenza
• Raise awareness
• Modify the risk perception
• Implement basic hygiene measures
Vaccination
• Vaccinate on work place
• Inform on efficacy
• Insist on benefits of vaccination
• Vaccination for everyone
• Improve the image of vaccine
52. Public Health strategies
Zika, MERS-CoV, Dengue, etc.
• No vaccination, no treatment
• Raise awareness
• Modify the risk perception
• Communicate
• Hygiene measures
• Mosquito nets and screen
• No mosquito breading source
53.
54. Restrictive Measures
• Avoid contact / Social distancing
• No meeting
• Enhance Visio conference
• Closure of company’s restaurant
• Closure of common premises
• Limit travel (monitor travelers)
• Sick people stay home
55. Cleaning Measures
• Intensify cleaning of premises
• Disinfect work places
• Keyboards and phones
• Distribute antiseptic gel
• Distribute masks (adequate disposal)
56. Communication Measures
• Inform, inform and inform
• Identify speaker (and replacement)
• Hotline for staff
• Update regularly
• Pre-write flyers and posters
58. Organizational Strategies
• Staff come to work normal
• Some staff work from home W/home
• Some staff transferred to other site sharing
• Staff works in 3 shifts (24h) rotation
• Some staff work from home other on hold backup
• Teams are split in the building split
• Activities transferred outsourcing
• Stop all or part of the activities cessation
59. BCM Practicalities
• Pandemics alert notification
• Follow up surveillance system
• Identify essential staff
• Identify replacement
• Monitor absenteeism
• Exercise and practice
• Training, training, training
60. BCM Pandemic Planning
• Tailored made
• Adapted to your company
• In line with the culture
• Contact with providers
• Working from home (HR and legal issues)
• Pandemic plans of your suppliers
61. Who should have a plan?
• Countries
• Governments
• Hospital and Health Care facilities
• Companies
• Family
63. Pandemics in BCM
Catherine E. Ammon
MPH, MBCI
21 April 2016
5th Middle East Business & IT Resilience Summit
64. Ebola
• Hemorrhagic fever
• Appeared in 1976 in Rep. Democratic of
Congo and Soudan
• Transmission from wild animals to human,
then from human to human
• Lethality 50% (25%-90%)
• Potential pandemic
65. Ebola
• No treatment
• Rehydration and comfort care
• Vaccines in evaluation
Transmission
• direct contact with blood or body liquids or
with infected objects
66. 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