Transcript Document

A resilient stand against Industrial
Disasters is key to successful
business continuity plan
www.sungardas.com
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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Cloud
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Key Continuity Risks in India
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
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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.
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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
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Business Continuity Planning (BCP) Life Cycle
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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.
Business Continuity Planning (BCP) - Risk Matrix
High
Low
Low
FREQUENCY
High
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Recovery Strategy
How long can you last without a Recovery process?

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.
Process Standardization
 Plan
Context of organisation
Leadership
Planning
Support
 Do
Operation
 Check
Performance Evaluation
 Act
Improvement
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INVOCATION SCENARIOS

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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
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Business Resilience Model
How to Develop a Resilient Corporation
• Step 1:Assess where are you today
Resilient
Durable
• Step 2:Develop a Cross Functional team
• Step 3:Design and agree on an
Improvement Plan
• Step 4:Operationalise the Improvement
Plan
Stable
Delicate
Fragile
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Business Resilience Model
6 Discrete components
 Organization




Strategy
Processes
ICT
Data & Applications
 Facilities & Security
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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
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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
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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
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