On June 13-15, in New York City, senior professionals from the public and private sectors will convene to establish the framework for the first Global Risk Network.
Toyota's quarterly profit crumpled more than 75 percent after the March earthquake and tsunami wiped out parts suppliers in northeastern Japan, severely disrupting car production.
Media companies like Bloomberg, the Associated Press, ABC and Turner Broadcasting rely on cutting-edge technology—and some level of cooperation from mother nature—to deliver content and services 24 hours a day. This “always on” state of the industry requires thorough and creative business continuity planning and exercises—tasks that are more easily achieved when peers share experiences and best practices.
According to the report, the average total compensation for business continuity professionals in the U.S. is $105,980.
The Business Continuity Institute (BCI), in conjunction with the BCI’s USA Chapter, will offer all Association of Contingency Planners (ACP) members in good standing a one-year free BCI membership with the designation ABCI (Affiliate of the BCI).
Late last year, a group of experts from the United States and Britain came together to give a presentation at the London Workshop of the Multinational Community Resilience Policy Group. The title of the presentation was “Policy Challenges in Supporting Community Resilience.”
We’ve gathered a ton of data to help us respond to and recover from outages. However, we have very little information that we can use to manage our programs and illustrate value to executive management. The tools we choose have a dramatic impact on the programs we are able to build.
How do you measure the effectiveness of your program? How do you know that what you’re doing is really working and that your organization (and those upon whom you are dependent) is truly prepared?
How can something so important still be in a state of flux?
Issues facing BC professionals.
During the Continuity Insights 2011 Management Conference, CI asked industry experts about how the recent events in Japan would affect the way organizations approach business continuity and supply chain resilience.
On March 11, 2011, a massive 9.0-magnitude earthquake rocked the northeastern coast of Japan; resulting tsunami waves hit the coast just minutes later. The tag-team tragedy has left much of Northeastern Japan extensively damaged, thousands of people dead, injured or missing, and millions lacking electricity, water, transportation, and food.
Business Continuity Management (BCM) has changed rapidly in recent years. Today, many BCM programs are a byproduct of enterprise risk management programs or part of customer-driven service level agreements. But BCM is still looking for a place to call home in many organizations, with BCM ownership all over the map.
The May/June issue of Continuity Insights marks the start of a new era for the magazine, with a number of new names appearing on the masthead.My name is Luke Simpson and I’ve taken over as the magazine’s editor.
Yesteday I spoke with Glenn Cunningham from Diverse Power, a distribution utility that is part of the nation's network of electric co-ops. After the storms went through Georgia on Wednesday night and Thursday morning, Cunningham and his line crews spent the better part of four days getting utility poles and wires back up in the seven counties served by Diverse, four of which FEMA had declared disaster areas.