This document outlines an agenda and presentation by Henry Ee on understanding business continuity management expectations and good practices. The presentation covers topics such as the BCM framework, regulations and standards, industry expectations, good practices and common mistakes. Henry Ee has over 10 years of experience in business continuity and disaster recovery and will discuss internationally recognized BCM standards and guidelines.

1. PREPARING BUSINESS • ENHANCING MINDS
International Address:
Understanding the Business Continuity
Management expectations and good practices
Date : 27 August 2007 ( Seoul)
Presented by : Henry Ee, FBCI
Business Continuity Planning Asia Pte Ltd
henry@bcpasia.com
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2. PREPARING BUSINESS • ENHANCING MINDS
Henry Ee’s profile
• Founder and director of Business Continuity Planning Asia Pte Ltd
• Country Representative (Singapore and China), Business
Continuity Institute (BCI) UK
• Professionally certified professional (FBCI & CBCP)
• More than 10 years of experience in BC/DR, held senior positions
in 2 international banks as Regional BCP Manager
• Presented his BC paper internationally, in Singapore, Malaysia,
Indonesia, China, Hong Kong, Thailand, Sri Lanka, Brunei and
United Kingdom (UK) since 1998
• Vice President of Business Continuity Group (BCG) for 2000/01
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3. PREPARING BUSINESS • ENHANCING MINDS
Agenda
• Business Continuity Management framework (BCI)
• Overview of BCM regulation in Asia
• Overview of other international standards that relate to BCM
• What are industry expectation of BCM?
• Good Practice and common mistakes made in BCM
• Critical successful factors in Developing your BCM
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4. PREPARING BUSINESS • ENHANCING MINDS
What is Business Continuity Management?
“ Business Continuity Management is the act of
anticipating incidents which will affect mission critical
functions and processes for the organization and
ensuring that it responds to any incident in a planned
and rehearsed manner”
-Business Continuity Institute
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5. PREPARING BUSINESS • ENHANCING MINDS
The 6 phases of BCM life cycle
2. Understanding your Business:
Business impact and risk assessment tolls are used to identify the
critical deliverables and enablers in your business, evaluating
recovery priorities and assessing the risks 3. Continuity Strategies:
which could lead to business interruption Determining the selection of alternative
and/or damage to your organization’s 2 strategies available to mitigate loss,
reputation assessing the relative merits of these
against the business environment
and their likely effectiveness in
6. Exercise & Plan BCM Programme maintaining the organization’s
Maintenance critical functions
Ongoing plan testing, audit 6 3
and change management 1
of the Business Continuity
Plan and its processes
Management
4. Developing the Response:
5. Establishing the Continuity Improving the risk profile through
Culture: improvements to operational
Introduction of the BCM process 5 4 Procedures and practices,
by education and awareness of all implementing alternative business
stakeholders, including employees, strategies, using risk financing measures (including
customers, suppliers and shareholders insurance) and building Business Continuity Plans
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6. PREPARING BUSINESS • ENHANCING MINDS
BS25999 Business Continuity Management
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7. 7
RISK MANAGEMENT
EMERGENCY MANAGEMENT
IT DISASTER RECOVERY
BUSINESS CONTINUITY
FACILITIES MANAGEMENT
MANAGEMENT
SUPPLY CHAIN MANAGEMENT
QUALITY MANAGEMENT
ENVIRONMENTAL MANAGEMENT
CRISIS MANAGEMENT
PREPARING BUSINESS • ENHANCING MINDS
PREPARING BUSINESS • ENHANCING MINDS
© Business Continuity Planning Asia Pte Ltd
KNOWLEDGE MANAGEMENT
HUMAN RESOURCES
SECURITY
COMMUNICATIONS & PR

8. PREPARING BUSINESS • ENHANCING MINDS
Asia Standards & Guidelines
Singapore:
• SPRING - TR19: Technical Reference for Business Continuity Management
• Monetary Authority of Singapore (MAS): Business Continuity Management Guidelines,
June 2003
Thailand:
• Bank of Thailand: Collection of Loss Event Information Resulting from Operational
Risk, August 2004
Hong Kong:
• Hong Kong Monetary Authority (HKMA): Business Continuity Planning, 2002
China:
• 国务院信息化工作办公室: China IT DR Guidelines, April 2005
Japan:
• Ministry of Enterprise, Trade and Industry: BCP Guideline (31/3/2005)
South Korea, Pakistan and Malaysia also have their local BCM requirement
8 © Business Continuity Planning Asia Pte Ltd

9. PREPARING BUSINESS • ENHANCING MINDS
Don’t Re-Invent the Wheel
Customize your BCM …
BCM References :
• Good Practice Guide (BCI)
• BCI/DRII Professional Practices
• Regulator, Universities & Associations
• BCP Vendors/ Software
• Textbooks and Sample Plans
• BCM-related Newsletters
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10. PREPARING BUSINESS • ENHANCING MINDS
International Standards
• Business Continuity Institute – BCI
Business Continuity Institute’s Good Practice Guidelines
http://thebci.org
• British Standard Institute ( BSI) , BS25999
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11. PREPARING BUSINESS • ENHANCING MINDS
Overview of other international standard
• Corporate Governance Development Internationally
– Turnbull Report
– Basel II (2005)
– Sarbanes-Oxley Act (2000)
• Development of BCM & related standard
– ISO 17799 (IT security/ IT Disaster Recovery)
– SS507 (BCM Standard for BC/DR Provider)
– NFPA 1600 (2004)
– PAS 56 (BSI pre-standard to BS 25666)
– PAS 77 (BSI pre-standard for IT DRP)
11 © Business Continuity Planning Asia Pte Ltd

12. PREPARING BUSINESS • ENHANCING MINDS
Overview of other international standard
• Regulation / Legislation
– Central Bank requirement, HKMA, MAS, etc…
– UK Civil Contingencies Bill
• Customers/ Industry requirement
• Insurers requirement
12 © Business Continuity Planning Asia Pte Ltd

13. PREPARING BUSINESS • ENHANCING MINDS
What are industry expectation of BCM?
• Based on ONE Globally recognized standards
• All of the requirements from the standards are
satisfied
• Periodical testing and maintenance
• Audited by certified professional
periodically to ensure quality
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14. PREPARING BUSINESS • ENHANCING MINDS
Good Practice and Common Mistakes made
IT-DRP = Business Continuity Management
IT-DRP is only part of BCM
Senior Management take ownership of BCM instead of
Business Users
Business Users to take ownership,
Senior Management to lead the program
14 © Business Continuity Planning Asia Pte Ltd

15. PREPARING BUSINESS • ENHANCING MINDS
Good Practice and Common Mistakes made
BCM Planning for Events
BCM should plan for Consequences of Events
Inconsistent BCM approach across organization
Entire organization should approach BCM in the same
framework
BCM does not yield Return of Investment
BCM increase confident of customers,
stakeholders & employees
15 © Business Continuity Planning Asia Pte Ltd

16. PREPARING BUSINESS • ENHANCING MINDS
Good Practice and Common Mistakes made
• Organized & effective continuity procedures with excellent
PRIORITIZATION of recovery processes
• Well Defined GOALS and OBJECTIVES
• Understand your Business requirement and Impact
• Clear and direct crisis COMMUNICATIONS
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17. PREPARING BUSINESS • ENHANCING MINDS
Good Practice and Common Mistakes made
• Excellent handling of INTANGIBLE MATTERS:
– Human Resources
– Public Media
– Stakeholders
– …
• In line with international STANDARDS & expectations
• Get more points from our GPG!!!
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18. PREPARING BUSINESS • ENHANCING MINDS
Critical successful factors in Developing your BCM
• Require Senior Management’s Support
• Commitment to the BCM program by all
level within the organization
• It’s a living plan, not a one time project:
Maintenance is as important as
Implementation
18 © Business Continuity Planning Asia Pte Ltd

19. PREPARING BUSINESS • ENHANCING MINDS
Critical successful factors in Developing your BCM
• Constant update with industrial trends
• No money = No recovery
• BCM is not just plans and equipments
It is about the PEOPLE!
- Appropriate staff allocation
- Adequate and continuous training
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20. PREPARING BUSINESS • ENHANCING MINDS
Business Continuity Planning Asia Pte Ltd
Address:
371, Beach Road, Keypoint, #03-15
Singapore 199597
Tel: (65) 6325 2080
Fax: (65) 6223 5363
Henry@bcpasia.com
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