5th Annual Business Continuity Conference

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5th Annual Business Continuity Conference

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About

The risks that affect a business’ resilience and continuity can be as wide ranging as loss of a key utility, to a pandemic, to a breakdown in the supply chain. So what can you do to bring your organisation back to business as usual? This standalone one day intensive event will explore key themes to imbue your business with end to end resilience, to protect you against all manner of business continuity risks. We will explore:

• The new AS/NZS:5050 standards and their implications for your organisation (presented by the chief author of the standard, Dr Carl Gibson of La Trobe University, Melbourne)
• Designing high quality business continuity exercises - this year with a NEW in-depth scenario roleplay exercise   
• Embedding a culture of BCP into your organisation, and getting that vital senior management buy-in
• Linking your BCPs to your organisational goals
• Developing resilient IT systems for critical information

Also, if you deal with Emergency Management events and crises, you should be sure to check out our 9th Annual Emergency Management Conference, taking place on 22-23 February at the Duxton Hotel, Wellington

BCI

The Business Continuity Institute (BCI) was established in 1994 to enable individual members obtain guidance and support from fellow business continuity practitioners. The BCI currently has over 4000 members in 85+ countries. Professional membership of the BCI provides internationally recognised status as this valued certification demonstrates the members’ competence to carry out business continuity management (BCM) to a consistent high standard.

Agenda

Day 1

8.30

Registration & Coffee Session

9.00

Opening remarks from the Chair Session

Matthew Collins, Director, Fast Track Solutions

9.10

INTERNATIONAL KEYNOTE: A look at progress in development of new approaches and standards in Australia, New Zealand and the rest of the world (Keynote)

• An examination of evolving concepts in the management of non-routine risk
• The development of new ideas in integrated risk management that have come together in AS/NZS5050 – Business Continuity Management
• The good, the bad and the ugly of international standardisation

Dr Carl Gibson, Director, Risk Management

Unfortunately due to urgent work commitments, Carl is unable to provide us his edited material at this time. We will send out email notification if this changes. We apologise for any inconvenience caused.

10.00

Provisioning for resilience - starting with an holistic view of risk Session

Traditionally, business continuity has stood on its own as an activity distinct from risk management. But many are now of the view that both are part of a single continuum and an holistic, all-embracing management approach is required. Resilience is not a risk management issue, a business continuity issue, or an emergency management issue that is easily delegated (relegated) to a department (silo), rather it is an organisational management and governance issue. This paper examines such an approach using the tools of risk management and business continuity to construct a resilience balance sheet in your organisation.

Dr John Bircham, Managing Director, Bircham Global Ltd

10.50

Morning tea Session

11.10

CASE STUDY: Developing a pandemic – resilient organisation Session

The largest single event to affect the business continuity and operational risks sector is the global influenza pandemic. Many organisations have used over the past 12 months the current pandemic to implement, refine and test their current systems, in order to be prepared if a more contagious, widespread and deadly version of the virus strikes in the future.
• What exercises did we develop to test our systems?
• Virtualisation and enhancing capacity for people to work from home
• How do you thoroughly test your pandemic resilience while maintaining business as usual capacity

Jon Mitchell, Canterbury Regional Emergency Management Office Manager, Environment Canterbury

11.55

CASE STUDY: Developing a Business Continuity culture in your organisation Session

The hardest part of being a business continuity manager is getting other people to change their behaviour. Getting top down buy in, especially, is key to ensuring the success of changing organisational-wide attitudes towards business continuity.
• How do you create a business continuity culture?
• Getting staff commitment
• Creating a business case for business continuity in tough economic times
• Should BC be seen by the business as part of risk management?

Peter Carr, Business Continuity Advisor, Vodafone NZ

12.40

Lunch Session

1.40

Continuity and critical IT infrastructure Session

There are few industries where IT resilience is as crucial as in health. With the health industry moving increasingly towards a paperless records system, continuity and reliability of IT systems is critical to the health and lives of patients. In this instance, a BCP that takes 48 hours to implement will prove inadequate. This session will examine risks critical Health IT systems and thoughts on embedding resilience.
• The most common and likely threats to critical IT systems and consequences for when they go down
• Funding issues: building resilience without the luxury of hot-running backup systems
• Dealing with the time-critical nature of Health Disaster Planning

Dr Ross Boswell, Clinical Director of IT, Counties Manukau DHB

2.25

Aligning Business Continuity with organisational goals Session

Ensuring alignment between your business continuity goals and the goals of the organisation as a whole, will enhance senior management’s vital buy-in and the relevance of Business Continuity Plans you write. Preparedness through to recovery utilising limited resources, can be better focussed on key outcomes and priorities by:
• Identifying and assessing organisational goals
• Translating goals into BC-relevance
• Developing effective foci for business continuity plans

David Dunsheath, Director, Business Continuance Planning Ltd

3.10

Afternoon tea

3.25

SCENARIO ROLEPLAY: Disaster strikes! What would you do? (Mini Workshop)

In this interactive and entertaining finale to the conference, we put participants in a mock disaster scenario. Each participant will take engage in a different role from the affected organisation. Role playing guides and a sheet of facts / information will be given to each participant to help them take on their role and understand the scenario. Their actions will provide a valuable insight to the many complex dimensions of a crisis situation, conflicting stakeholder needs and taking decisions in a period of uncertainty.
As a follow up to the roleplay scenario, the participants will be debriefed about key learnings. The session will progress into a discussion about the features and elements of a successful Business Continuity exercise, such as how senior management must be convinced of the need of the exercise, and how “business as usual” operations should not be unduly affected.
• Developing an appreciation of different perspectives in a crisis management situation
• Quick, effective decision-making skills in times of extreme stress and pressure
• Getting top-down buy in for your organisation’s own business continuity exercise
• Putting a scenario or exercise into your own organisation: tips, tools and tricks
Matthew Collins, Director, Fast Track Solutions
Karen Stephens, Director, Resilience

Matthew Collins, Director, Fast Track Solutions Ltd

5.00

End of conference & networking drinks Session

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