A resilient stand against Industrial Disasters is key to successful business continuity plan

1. A resilient stand against Industrial Disasters is key to successful business continuity plan

2. Personal Introduction Girish Awachat, Director – Real Estate & Workplace Services SunGard Availability Services • MRICS – Master Royal Institution of Chartered Surveyors, UK • Business Continuity Certified Expert(BCCE) from BCMI, Singapore • Executive MBA : Indian Institute of Management, Calcutta 15 years of Professional experience in Telecom and Information Technology sectors Expertise • Business Continuity Management • Real Estate and Facility Services • Supply Chain Management

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5. Key Continuity Risks in India

6. What is Business Continuity? It is… − A way of doing business and continuing to stay in business − A plan to ensure business processes — including those of suppliers and service providers — are always available to meet critical needs − It is the ultimate control mechanism It is not… − A specific product or technology or service − A “project” with a beginning and an end − Just disaster recovery or high availability

7. Business Continuity Management • Business continuity management (BCM) is a Framework for identifying an organization's risk of exposure to internal and external threats. The goal of BCM is to provide the organization with the ability to effectively respond to threats such as natural disasters or man-made disasters and protect the business interests of the organization. • BCM includes Business Continuity Planning, business recovery, crisis management, incident management, emergency management and contingency planning. • Business continuity planning (BCP) is working out “how to stay in business in the event of disaster”, related with protection of people, assets and restoring business operations as soon as possible.

8. Business Continuity Planning (BCP) – Principal Objectives • Safety of Human life • Reduce Financial Losses • Minimize business assets loss • Information & Communication Technology (CT) • Loss of Data • Stay in business • Establish customers confidence

9. Business Continuity Planning (BCP) Life Cycle

10. Business Continuity Planning (BCP) Life Cycle • Business Impact Analysis: • Process of analyzing the effects of interruption's to business operations or processes on all Business Functions • BIA should identify all Critical Business, and losses as a result of such interruptions, determine the tolerable down time and minimum resources needed to recover the critical business • Risk Assessment: • It is the probability that a given threat will actually exploit a given vulnerability and cause harm. Having determined the various impacts, it is now important to consider the risks which could lead to these. It’s a critical activity. Which will determine which of the identified scenarios are most likely to occur, and therefore, which should attract most attention during the business continuity planning process.

11. Business Continuity Planning (BCP) - Risk Matrix High Low Low FREQUENCY High

12. Recovery Strategy How long can you last without a Recovery process?

13. Recovery Strategy • It is a methodology by organization to restore its critical operations and systems to their normal status after a disaster. It includes restoration of critical business operations within • RTO – Recovery time objective is maximum acceptable length of time that can be elapse before the lack of business function severely impacts the organization. • RPO – Recovery point objective is the point to which systems and data must be recovered after a disaster has occurred. Recovery strategy will depends on severity of disaster.

14. Process Standardization • Plan • Context of organisation • Leadership • Planning • Support • Do • Operation • Check • Performance Evaluation • Act • Improvement

15. INVOCATION SCENARIOS

17. Business Resilience • Establish the convergence of operational risk and resilience management activities such as security, business continuity, and aspects of IT operations management into a single model. • Apply a process improvement approach to operational resilience management through the definition and application of a capability level scale that expresses increasing levels of process improvement. • Ability to Bounce from Adversity • Ability to return to status quo after going through a Traumatic event • Ability to recover readily from a disruption

18. Business Resilience Model • How to Develop a Resilient Corporation • Step 1:Assess where are you today • Step 2:Develop a Cross Functional team • Step 3:Design and agree on an Improvement Plan • Step 4:Operationalise the Improvement Plan

19. Business Resilience Model • 6 Discrete components • Organization • Strategy • Processes • ICT • Data & Applications • Facilities & Security

20. Business Resilience Strategy • Three Stages • Business Recovery • Ability to respond quickly and effectively • Business Continuity • How painlessly and quickly would be able to get back to “business as usual” • Business Resilience • Implies built-in protection and safeguards for your business assets, resource and business critical data Where you start depends on the circumstances

21. Operational Resiliency ModelSunGard Work Area Recovery Sites Thane Noida Chennai Pune • Power • Generator & UPS Back-up – N+1 Redundancy • Air-Conditioners • Internet Links for Data Backup and Remote Monitoring • 24/7 Security • People

22. Business Resilience  Community Resilience • Build Business Continuity and Disaster Recovery as a Culture in the Corporate Realm • Public – Private Partnership to Implement Disaster Management within the Community through CSR Programs • Build the right Socio-economic structure within the Community • Keys advantages • Safer and resilient community leading to Economic development • Enhanced collaboration between different sections of society (Government, Public Communities, NGO) • Sustainability initiatives