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

3. Cloud

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 will depends on severity of disaster.
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
Resilient
Durable
Stable
Delicate
Fragile
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 Model SunGard 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