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A little light reading for planners - Defensive design and Murphy's Law

UK Business Continuity advice BCM Continuity Forum

Category Business Continuity Management - BCM - Business Continuity - Foot and Mouth


Something to think about for all BCM professionals ... Murphys Law


Murphy's law (distinct from, and often confused with Finagle's law or Sod's law) is a popular adage in Western culture, which broadly states that things will go wrong in any given situation in which error is possible. "If there's more than one way to do a job, and one of those ways will result in disaster, then somebody will do it that way." It is most commonly formulated as "Anything that can go wrong will go wrong." Technically speaking, this latter definition is incorrect, given that it refers more accurately to the law of pessimism, Finagle's Law. In American culture the law was named after Major Edward A. Murphy Jr, a development engineer working for a brief time on rocket sled experiments with the United States Air Force in 1949.

The letter of the law

Accounts differ as to the precise origin of Murphy's law and the details about how it was initially formulated. The most definitive account appears in the book "A History of Murphy's Law" by author Nick T. Spark. As Spark relates, from 1947 to 1949, a project known as MX981 took place on Muroc Field (later renamed Edwards Air Force Base) for the purpose of testing the human tolerance for g-forces during rapid deceleration. The tests used a rocket sled mounted on a railroad track with a series of hydraulic brakes at the end.
Initial tests used a humanoid crash test dummy strapped to a seat on the sled, but subsequent tests were performed by John Paul Stapp, at that time a Captain. During the tests, questions were raised about the accuracy of the instrumentation used to measure the g-forces Captain Stapp was experiencing. Edward Murphy proposed using electronic strain gauges attached to the restraining clamps of Stapp's harness to measure the force exerted on them by his rapid deceleration. Murphy's assistant wired the harness, and a trial was run using a chimpanzee.

The sensors provided a zero reading, however; it became apparent that they had been installed incorrectly, with each sensor wired backwards. It was at this point that Murphy made his pronouncement. In an interview in Spark's book, another engineer named George Nichols claims he witnessed the malfunction. Nichols further states that Murphy, in frustration, blamed the failure on his assistant, saying, "If that guy has any way of making a mistake, he will." Nichols' account is that "Murphy's law" came about through conversation among the other members of the team; it was condensed to "If it can happen, it will happen," and named for Murphy in mockery of what Nichols perceived as arrogance on Murphy's part. Others, including Edward Murphy's surviving son Robert Murphy, deny Nichols' account, and claim that the phrase did originate with Edward Murphy. According to Robert Murphy's account, his father's statement was along the lines of "If there's more than one way to do a job, and one of those ways will result in disaster, then somebody will do it that way."

In any case, the phrase first received public attention during a press conference in which Stapp was asked how it was that nobody had been severely injured during the rocket sled tests. Stapp replied that it was because they took Murphy's Law under consideration; he then summarized the law and said that in general, it meant that it was important to consider all the possibilities before doing a test.

• Also "Hawley's Law" defined: That if any string; rope; thread; cord; line or piece of fabric etc. can get caught in, stuck on or around another object at the most importune and inconvenient time it will!

Variations

Murphy's law has taken on many different formulations. In 1952, the proverb was phrased "Anything That Can Possibly Go Wrong, Does" in the epigraph of John Sack's The Butcher: The Ascent of Yerupaja. Possibly the earliest printed use of Murphy's name in connection with the law is in Lloyd Mallan's 1955 book, Men, Rockets and Space Rats: "Colonel Stapp's favorite takeoff on sober scientific laws—Murphy's Law, Stapp calls it—'Everything that can possibly go wrong will go wrong'."

The spirit of the law - Defensive Design

Regardless of the exact composition and origin of the phrase, its spirit embodies the principle of defensive design — anticipating the mistakes the end-user is likely to make. Murphy's g-force sensors failed because there existed two different ways to connect them; one way would result in correct readings, while the other would result in no readings at all. The end-user — Murphy's assistant, in the historical account — had a choice to make when connecting the wires. When the wrong choice was made, the sensors did not do their job properly. Thus, defensive design is sometimes referred to as "Murphy proofing" a procedure.

In most well-designed technology intended for use by the average consumer, incorrect connections are made difficult. For example, the 3.5-inch floppy disk used in many personal computers will not easily fit into the drive unless it is oriented correctly. In contrast, the older 5.25-inch floppy disk could be inserted in a variety of orientations that might damage the disk or drive. The newer CD-ROM and DVD technologies permit one incorrect orientation — the disc may be inserted upside-down.

A defensive designer knows that if it is possible for the disc to be inserted the wrong way, someone will eventually try it. Fatalists observe that even if it theoretically is not possible to perform something incorrectly, someone will eventually manage it or, as Silvermoon's law puts it: Nothing is foolproof to a sufficiently talented fool.

From its initial public announcement, Murphy's law quickly spread to various technical cultures connected to aerospace engineering. Before long, variants had passed into the popular imagination, changing as they went. Generally, the spirit of Murphy's law captures the common tendency to emphasize the negative things that occur in everyday life; in this sense, the law is typically formulated as some variant of "If anything can go wrong, it will," a variant often known as "Finagle's law" or "Sod's law" (chiefly British). Laws such as Murphy's are a direct expression of such seeming perversities in the order of the universe.

Additional mutations of the law and its corollaries have developed, many of them meta-laws in some way, either through some form of self-reference or referral to other laws or analogies. For instance, the buttered-bread analogy could be further extended: "The chance of a dropped slice of bread landing buttered-side down on a new carpet is proportional to the price of the carpet." (If the buttered side falls facing up, then obviously the wrong side is buttered.) A further example is Murphy's Ultimate Corollary: "If it could have gone wrong earlier and it did not, it ultimately would have been beneficial for it to have." John Gall's systemantics offers further expansion of Murphy's law.

"Laws" can occasionally be found to lead to a paradox, or which have positive outcomes; for example: when a cat is dropped from above a certain height, it will always land on its feet. In almost a canonical example of the hackish love for wordplay and cultural in-jokes, it has been noted that, therefore, if you strap a piece of buttered toast to the back of a cat, butter side up, and drop the cat out a window, it will fall to approximately a foot above the street, and hover there, spinning.

Some state that Murphy's law cannot operate as a subset of something useful; for example: "It will start raining as soon as I start washing my car, except when I wash the car for the purpose of causing rain." O'Toole's commentary on Murphy's law is: "Murphy was an optimist!" These mutant versions demonstrate Murphy's law acting on itself, or perhaps Finagle's law acting on Murphy's law.

Murphy's Law is sometimes also presented as a life philosophy. Also embodying defensive design, many simply see it as a way of saying in the approach of anything whatsoever that could have a possible flaw (be it an engineering project, a romantic relationship, an argumentative case, carrying an upright bass down a flight of stairs, or putting on your suit), then it's always within good measure to make the necessary precautions to make sure that those flaws can't happen. Many see it as the initial meaning behind what Murphy was saying, a simple philosophy of defensive design that has been highly misinterpreted. However, this is left open to controversy.

Examples

• A slice of buttered bread, when dropped, will always land butter-side down. (This has been proven wrong repeatedly though in various tests, although we are awaiting the results of the Cat test highlighted earlier with some eagerness)
• When you need an item that is in a heap, it will always be the one at the bottom, or indeed in a totally different heap.

• The day you forget your umbrella, it pours with rain.
• When graphing, the graph paper is always one square too small for the perfect scale.
• When caught in a traffic jam, the lane that you are in will always be the slowest to move
• Nothing is as easy as it looks.
• Everything takes longer than you think, or twice as long as it should. Except that which appears easy, which takes three times as long.
• Anything that can go wrong will go wrong, and at the worst possible time.
• If there is a possibility of several things going wrong, the one that will cause the most damage will be the one to go wrong.
• If something simply cannot go wrong, it will anyway.
• If you perceive that there are four possible ways in which a procedure can go wrong, and plan to account for or circumvent these, then a fifth way, you are unprepared for, will promptly develop.
• Left to themselves, things tend to go from bad to worse at a rate inversely proportional to the level of embarassment caused.
• Nature always sides with the hidden flaw.
• Every solution breeds new problems.
• All small objects of value will disappear when set down.
• Magellan's Allegory: If you stop and ask someone for directions, and they tell you "You can't miss it", then be assured that you will.
• If you make it idiot-proof, someone will make a better idiot.
• When you put your trousers on without looking, they will always be on backwards.
• A series of events will go wrong in the most negative sequence.
• Airline Travel Variation: The time you have to catch a flight is inversely proportional to the distance to the gate.
• 50/50/90 rule: If there is a 50/50 chance to get it right, then 90% of the time you'll get it wrong.
• The day you forget to bring your calculator to Math or Science class, there will be a quiz or test that requires one.
• Transport will always be late, unless you are late yourself, in which case it will be on time.

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Creating Continuity ... Building Resilience ...

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Keeping up with Risk Change

UK Business Continuity advice BCM Continuity Forum

Category Business Continuity Management - BCM - Business Continuity - Foot and Mouth


Is your organisation keeping up with Risk Change?


Understanding risk is a challenge for all businesses and one which can never be put on shelf as new threats, regulations, technologies and trends are constantly emerging.

Often the problems businesses face are regarded in relatively simple terms with it being common in recent years for issues to be regarded a binary Yes/No fashion.

The situation has been becoming more complex for BCM and Risk professionals as 'risk management ' has increasingly crept up the corporate agenda and more organisations are facing tricky decisions.

Businesses have at long last started to realise understanding risk isn't just about working out what vulnerabilities or weaknesses need to be shored up but rather about finding a balance where performance is not compromised by too little or too heavy-handed a consideration of liabilities.

Consequently, organisations are having to learn how to better understand the risks to their specific organisation and the potential consequences. Undertaking a risk analysis (in BCM terms a BIA) is key, as then you’ll be able to direct focus, effort and resources covering the real threats rather than just your 'gut feel' perception or a template model of the threats?
Work must therefore be undertaken to identify all areas of potential risk - from staff taking their laptops home and email policies through to major events such as the potential impact of a pandemic or a terrorist incident - and importantly understand what the risk and impact is to the organisation for these events and how they can be managed or mitigated.

Companies must ask themselves: is a risk operational - might it stop you working? Or is it more far-reaching? For example does it involve the loss of intellectual property and therefore competitive edge, or the loss of customer data and therefore serious damages in terms of future business, reputation and possibly even punitive measures?

It's those risks at the more far-reaching end of the scale which likely account for the greatest consideration and going through appropriate due diligence is no mean feat. But in order for businesses to get the benefit of such a risk assessment it must be comprehensive and structured, so the methodology can be replicated and the process becomes scalable.

Good practice risk assessment needs to be 'bottom up', looking at the individual assets that make up the whole infrastructure, covering people, premises, processes and the supply chain as well as the usual ICT environment.

The approach needs to systematic - analysing potential threats, the vulnerabilities they might exploit, the likelihood of this occurring and what the potential impact is. Naturally, the method needs to be iterative because threats will change and controls therefore need to be regularly reviewed.

Good risk assessment should provide sufficient information to enable decisions that are appropriate and proportionate to the value at risk and lastly, it needs to take account of the business need for the assets, making sure that they are available to the people who need them for their work, as and when they need them.

Organisations must also recognise technology is not separate from the rest of the organisation. Email, for example, could be as much a consideration for the CEO and board as it is for the IT department.

Engagement within the organisation helps immensely in managing risk helping to set policies through HR and Legal that address the risks of using chat software, email usage, or perhaps staff connecting their iPods to your network systems - these issues can all be easily addressed by IT working with the relevant group and communicating effectively with managers.

Although no two organisations share the same risk profile, some risks are universal to all organisations.

As organisations evolve, they need to look out for new threats. For example, with more and more organisations implementing email and data exchange on mobile devices, there is a clear need for organisations to protect this data in an appropriate way. Companies should consider the consequences of inadvertent loss, such as when someone sends the wrong data through email to someone outside the company, and malicious loss, such as sending confidential data through web-based email for personal gain, in their risk planning.

In general terms as new technologies come along their usefulness and relevance should always be considered in terms of the benefits and the risks associated with use. At all times those two considerations must be looked at side by side through a sensible consideration of the risks posed and especially how they interact with other critical processes or activities.

Essentially it comes down to this, if something delivers no discernible value to the business and yet poses a huge risk then the risk assessment is that the technology has no place within the company. Or if something delivers huge business benefits and poses no risks then what are you waiting for?

Unfortunately it very rarely is something so clear cut and within the huge grey areas between those two extremes businesses must assess the right fit for them and that’s where sensible, structured and sustainable Risk Assessment comes in empowering the organisation to assess and inform on Risk and easing the difficult task of prudent and professional management

Assessing Risk is not a black and white issue and understanding risk certainly isn't easy, but with proper management the shades or grey are much easier to work with the organisation gaining the dual benefits of better resilience and increased value from the investment.

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For more details on our events, workshops and industry development work, as well as the general activities of the Continuity Forum please contact us directly on +44 208 993 1599 or mail us HERE!

Please do contact Sara Mckenna or Russell Price .

Creating Continuity ... Building Resilience ...

If you would like to know more about how your organisation can get involved and benefit from working with the Continuity Forum, please email us HERE! or call on + 44 (0) 208 993 1599.
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Partner Training Events

Category - Business Continuity Management - Training listing

Disclaimer

The companies and the courses listed are commercial in nature and commercial fees will be charged for attendance on their courses.

The Continuity Forum has negotiated specific discounts with each company and you are encouraged to provide your membership details on booking any course to gain you concession.

For further details on these courses or companies please contact the organisations below directly.


Belfor - ‘Day One Survival’

Do you know what will “really” happen in the first 24 hours after a major incident at your premises? Find out from the people that carry out over eight thousand such recoveries every year.

This one day course is held at your premises for up to 12 delegates. More ...


Biscon Planning Ltd

Address Ridley Cottage, High Street, Chalford, Glos, GL6 8DS, UK
WebSite www.biscon.co.uk
Telephone +44(0) 845 076 5637

Email info@biscon.co.uk
Contact Mick Bayne

Over time it has become clear that having a business continuity plan is only part of the solution. Key to the ability of an organisation to respond is the embedding of resilience. You need people aware of how they are to respond in the event of a disaster, not people who will be reaching for the BCP and thumbing through the contents! Biscon Planning have developed a selection of training courses designed around training, implementation and testing.More ...


ComAcc Consultancy Ltd

ComAcc is an independent consultancy with extensive Business Continuity experience in working with blue chip organisations ranging from Insurance, Retail, Manufacturing, Motor and Finance sectors to high profile Government Departments requiring security clearance. We provide consultancy in every element of the Business Continuity Management lifecycle as well as develop and implement complete Business Continuity Management Programmes.More ...


Hansard Security

Hansard Security provides security and management consultancy services for UK and multinational companies based in Europe, Africa, the Middle East and Asia.

Their consultants are drawn from specialised government security backgrounds and have experience of operating both in the UK and overseas. More ...


Renaissance Continuity Services

Renaissance benefiting from its extensive experience in this area has developed the Renaissance Continuity Training Service.

Renaissance can offer full training in all aspects of Continuity requirements. The training can be personalised to suit the requirements of your organisation or can offer general Continuity planning knowledge and understanding. More ...


SRM

Our Business Continuity Overview provides a solid understanding of the overall Business Continuity implementation process preparing the Project Team to embark upon the Risk Identification and Assessment and the Business Impact Analysis stages of Business Continuity implementation. By continuing to link with the project team continuing support and further training can be provided through the whole process to audit stage.

Content is based on industry best practice and is aligned with the Business Continuity Institute’s (BCI) ten certification standards and PAS 56 Guide to BCM. More ...



Visor Consultants

Since 1995 Visor has helped many organisations to more than just cope when a crisis hits them.

Most organisations that successfully deal with a sudden and unexpected drama can expect to come out of it in better financial shape and with enhanced reputation, although most companies that have a real crisis still go under, either at the time or weeks later.

The real value is to understand that preparing your response at operational and executive level is no longer a ‘grudge purchase’. It’s all about keeping profitable, Operational Risk Management, Caring for Stakeholders, Corporate Social Responsibility, Business Continuity Planning and Crisis Management and that’s where the team at Visor Consultants can really help. More ...


If you would like to see you organisation listed on these pages please contact either Russell Price or John Sharp on + 44 (0) 208 993 1599 for further information.

If you have any issues with the courses provided that you feel we should know about please contact Ann Sharp of the Continuity Forum HERE! or call on + 44 (0) 208 993 1599.

Creating Continuity ... Building Resilience ...

If you would like to know more about how your organisation can get involved and benefit from working with the Continuity Forum, please email us HERE! or call on + 44 (0) 208 993 1599.

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SPEAKERS CORNER - insight and commentary

Category Business Continuity Management Articles
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Please find below a range of articles from the Continuity Forum and our partners covering a wide variety of topics.

If you would like to have an article featured on these pages please do contact us directly


John Sharp - are Local Authorities ready to cope?

Following the range of disasters that have struck communities across the UK over recent years it was recognised by the Government that there was a need to build greater resilience into those commercial, public and voluntary organisations that are part of local communities. Unless these organisations are able to quickly return to normal following a disaster then the economic and social life of a community can be seriously affected.

The Civil Contingencies Act (CCA), which came into force on the 15 March 2005, requires local authorities to provide advice and assistance to those undertaking commercial activities and to voluntary organisations in relation to business continuity management (BCM) in the event of emergencies. More...

John Sharp - Coping with the Chaos

2005 will be remembered for the power of nature and its ability to destroy what man has made. The Indian Ocean tsunami, hurricanes Katrina and Rita and the earthquake in Kashmir have provided demonstrations of how fragile communities are when faced by such disasters.

The first call is to save life and to provide food and shelter for those who are made homeless. This responsibility falls to the local and government authorities, working with NGOs and voluntary organisations. In such major disasters as a tsunamis or earthquake, international aid and assistance is also essential. Such disasters however also destroy the economic life of the community and without the ability to work and gain reward these communities will continue to suffer into the future. There is a duty therefore on the authorities to ensure that economic stability is regained as soon as possible. More...

John Sharp - Taking Centre Stage

John Sharp reads between the lines of the new Civil Contingencies Act

November 18 2004 saw the first Act in the UK relating to business continuity management being given Royal Assent and the initial Regulations and Draft Guidance have been published. The various directors now have an opportunity to comment on the guidance before they must stage their own productions in 2005. Time will tell if their delivery is a success. However for these organisations to stage effective business continuity management then the casting of the players and initial work must start now. More ...

John Sharp - Dealing with Disaster

Nature has a way of reminding us that the unexpected will always happen. Earthquakes, forest fires, avalanches, tsunamis, disease and flooding are some of the events that have disastrous outcomes and continue to surprise the world when they occur. How we cope with the effects of such events is determined by the willingness and capabilities of governments, NGOs and individuals.

Whilst unable to predict precisely when and what will occur experience has taught society that preparation and planning at all levels leads to a greater level of resilience for communities. This resilience however is dependent upon the capabilities of the authorities, voluntary organisations and businesses to respond at the time. More ...

Economic Consequences of a Pandemic

At the time of this writing H5N1, known as Avian Flu, is spreading throughout Asia with one of the highest mortality rates of any flu virus of the previous century. Even the Influenza (Spanish Flu) of 1918 did not have as high a morbidity and mortality rate as H5N1 (Avian Flu). We are seeing almost daily some revelation from the World Health Organization (WHO) or Centers for Disease Control (CDC) or the popular media. In this extensive piece Geary W. Sikich covers in detail many of the considerations we all BCM professionals should be aware of. MORE ...

BCM and SME's - Advice on getting started ...

The terrorist attacks of September 11th should have been a wake call for the business community in Britain and across the world. However, nearly four years on, national surveys show nearly 49% of all UK businesses lack plans to keep the wheels turning if the unthinkable happens. Astonishingly, that number has only improved by 5% since the 9/11 attacks. Where there are plans – mostly among the larger and more regulated businesses – one fifth have never been tested.

Why has business been so slow to get its act together? More ...

BCM and the Supply Chain who do YOU depend on?

Like a heart-attack victim felled by poor circulation, companies who suffer a sudden blockage in their flow of products to consumers face a long road to recovery, says Vinod Singhal, professor of operations management at Georgia Tech College of Management.

“Disruptions in the supply chain devastate corporate performance,” says Singhal, who recently conducted several related studies of supply-chain failure in collaboration with Kevin Hendricks, associate professor of operations management at the University of Western Ontario. Their research shows that disruptions do long-lasting damage to companies’ stock prices and profitability. More ...

Whats holding BC Back?

In government and business, there continues to be more discussion than doing in the realm of disaster recovery and business continuity. One hears a lot of talk about "10/12" - the next 9/11 - which everyone from the familiar crepe hangers and doomsayers to the most heads-in-the-clouds pollyannas agrees is more or less inevitable.

Yet, 50 percent of respondents to just about every survey taken about disaster preparedness report that they have no DR or BC plan whatsoever. And, of those who say they do have a capability, 30 to 50 percent report that they have never tested their plans - which is tantamount to having no plans at all. MORE...

Risk Scenarios ... how well are we prepared?

Avian flu kills millions, London is evacuated as terrorists strike, climate chaos leaves East Anglia under water... No, not apocalyptic visions, but real possibilities.

This feature investigates the biggest risks facing Britain " and whether we're prepared for the worst Bus and Tube suicide bombings in London; oil at nearly $60 a barrel; Arctic sea ice at a record low; 200 pieces of anti-terrorism legislation on the statute books and more to come; three dead in floods that hit Carlisle in January; a 130mph whirlwind in Birmingham in July; fears that bird flu is creeping towards Western Europe... More ...

Decontamination - impact and ramifications of a CBR Event

The planning for business continuity and disaster recovery post CBR chemical biological radiological is often ignored or even potentially worse, incorrectly assessed. This assessment can be assimilated as that of a hazard assessment when the risk manager doesn’t know of combined or symbiotic effects. Post CBR planning may be difficult to assess due to limited knowledge, experience or facts but various information is available on which to assert assumptions. More...

7/7 - Mobiles and Communications Explaination and Advice

Following the explosions on the morning of 7th July hundreds of thousands of people used their mobile phones to contact their families and work colleagues. The networks were not damaged by the attacks, but many have complained about eh communications failure on the day. David Sutton explains what exactly happened and why More ...

Changing landscape for Risk Management

Companies today face a rapidly shifting landscape when it comes to risk. The threat of a terrorist attack on an important location, ever more burdensome regulation and the trend towards moving operations to lower cost areas of the world are all shaping the risks that companies face. More ...

When the tide is high ... Water and Flood damage management

Water damage is often believed to be a static effect of primary damage where the visual effects of contact and adsorption are a measure of damage. The reality is that water damage is dynamic, continuingly expanding it’s effects and is capable of developing far reaching secondary damage in minutes or days after the initial effects. More ...

BCM in Adverse Weather ... a consideration of some of the effects

The recent meteorological office alert that Britain may face the coldest winter in 40 years should alert business planners to the possible ramifications. The first concern should be the tandem warning from the electricity supply industry that, following the Met Office warning recognised the potential additional loading on the National Grid. More ...

The little company that could ... Katrina Crisis Management

Melvin Wilson, 46, a marketing manager for Mississippi Power, was reviewing next year's advertising campaign when Hurricane Katrina turned toward Mississippi.

A day later, the marketing man was "director of storm logistics," responsible for feeding and housing 11,000 repairmen from 24 states and Canada. (Photo gallery: Power struggle in Mississippi)

He needed nurses, beds, meals, tetanus shots, laundry service, showers, toilets and much more — and he needed them now. And he needed double the quantities called for in the company's "worst-case scenario." And he needed them in places that had no electricity, no plumbing, no phones, few road signs and sporadic looting. MORE...

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Tall Stories

In a lighter vein Peter Power of Visor Consultants provides us with another perspective though his series of Tall Stories that provide a more humorous take on issues in the difficult world of Business Continuity. MORE...

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We welcome contributions and suggestions for articles. If would like yours to reach a much bigger audience please do contact us directly via the link below.

Creating Continuity ... Building Resilience ...

If you would like to know more about how your organisation can get involved and benefit from working with the Continuity Forum, please email us HERE! or call on + 44 (0) 208 993 1599.

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Biscon

Category - Business Continuity Management - Training listing

Address Ridley Cottage, High Street, Chalford, Glos, GL6 8DS, UK
WebSite www.biscon.co.uk
Telephone +44(0) 845 076 5637

Email info@biscon.co.uk
Contact Mick Bayne


Biscon Planning are a specialist business continuity consultancy, offering a complete range of business continuity products. The company has worked with a broad client base, delivering tailored solutions for both single and multi site companies, to both the public and private sector.

We have watched the industry grow and change over the years, and have developed our offerings accordingly. As companies have become more aware of their critical activities and requirements we have moved away from being pure consultants and towards a role best described as facilitators.

For large organisations, we arrange face to face meetings to allow us to gain an understanding of the business, its critical activities and the infrastructure it requires to function.

SMEs often think that their small size will protect them in the event of a disaster, or that they cannot afford the time or money to undergo the process of writing a business continuity plan. We keep the demands on individual’s time to a minimum with a workshop of key knowledge holders, prefaced by a questionnaire.

Both products have the same deliverables – a thorough Risk Assessment / Business Impact Analysis with prioritised action list, an Emergency Response Plan to educate staff in what to do in the event of a disaster, and a comprehensive Business Continuity Plan to get the critical activities back up and running in a timescale that the business has decided is acceptable.

Over time it has become clear that having a business continuity plan is only part of the solution. Key to the ability of an organisation to respond is the embedding of resilience. You need people aware of how they are to respond in the event of a disaster, not people who will be reaching for the BCP and thumbing through the contents! Biscon Planning have developed a selection of training courses designed around training, implementation and testing.

1. Awareness Training. The most basic knowledge level, designed to give participants an idea of what business continuity is, how it works, and why your company needs it.

2. Business Continuity Strategy. A course for those members of a company who have responsibility for defining what the business continuity strategy will be. It will look at where the company is now, where it is planning to be in the short, medium and long term and how to design a strategy that can develop with these changes.

3. Plan Implementation Training. For a plan to be at its most effective, the participants need to have a clear understanding of what their roles and responsibilities are. Using a series of hypothetical scenarios, this training exercise helps to clarify both what individuals are expected to do, and what they are not.

4. Scenario Based Plan Testing. A full desktop exercise involving all key individuals in the implementation of a plan.

If you would like to know more about these courses, or to talk to us about any other training needs, email us at info@biscon.co.uk, or visit our website www.biscon.co.uk. Members of Continuity Forum qualify for a 15% discount on listed prices.


If you would like to see you organisation listed on these pages please contact either Russell Price or Sara McKenna on + 44 (0) 208 993 1599 for further information.

If you have any issues with the courses provided that you feel we should know about please contact us HERE! or call on + 44 (0) 208 993 1599.

Creating Continuity ... Building Resilience ...

If you would like to know more about how your organisation can get involved and benefit from working with the Continuity Forum, please email us HERE! or call on + 44 (0) 208 993 1599.

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City firms ignore bird flu threat

Pandemic Flu

Category Business Continuity Management Briefing BCM - BCM & Risk Management - General


Over half of firms surveyed by Datamonitor have no bird flu business continuity plans in place


The recent outbreak of bird flu may have thankfully been confined to the poultry population of one farm in Suffolk, but according to a survey out today a surprisingly large number of City firms have no plans in place for dealing with a human pandemic.

The survey of over 100 IT directors at City-based financial services from research firm Datamonitor found that over half had no business continuity plans in place to cope with a pandemic.

While the limited risk posed by avian flu to the human population may mean some firms have decided specific plans to cope with a pandemic are unnecessary the survey also revealed a lax attitude to other, more commonplace threats.

A fifth of firms said there were no plans to maintain business operations in the event of a fire, while over a third admitted to no plans for coping with a major IT failure. Almost half of respondents said they had not planned how they would operate in the event of their normal working site being unavailable.

The survey found that while banks tended to have a more robust business continuity plan in place brokers and traders were at greater risk with 55 percent having no business continuity plan for responding to a fire and half having no plan in place for coping in the wake of a terrorist attack.

Ian Bevington, vertical marketing specialist at communications services specialist Mitel, which commissioned the report said in a statement that the financial services sector was guilty of an unacceptably lax approach to business continuity.

“The financial services sector… should be leading the way [on business continuity planning] because of the very nature of their business and importance to the economy," he said. "They must have plans in place to deal with a potential disaster, or face the very real prospect of severe financial losses."

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Creating Continuity ... Building Resilience ...

If you would like to know more about how your organisation can get involved and benefit from working with the Continuity Forum, please email us HERE! or call on + 44 (0) 208 993 1599.
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The new British Standard for Business Continuity - BS25999

Category Business Continuity Management - BCM - BS25999 - press release


Standards deliver framework for growth


Increasing numbers of organisations in the UK recognise the need for BCM. This may be driven by customers, regulators, statutory requirements or even a desire to improve organisational governance.

However what the senior managers of these organisations lack is guidance of how BCM should be implemented. 50% of managers responding to the annual Chartered Management Institutes BCM survey, carried out in association with Continuity Forum, made this their highest requirement.

SALARY SURVEY REPORT NOW AVAILABLE!

2007 Business Continuity Salary Survey

This years Salary Survey has been the biggest ever with nearly 1400 respondents and covers a key period of industry development as increased focus on Standards, Regulation and Legislation issues gathers speed.

The recent availability of the first part of the new British Standard, BS25999 appears to be adding value and profile to BC skills more generally in the market and the impact on the Civil Contingencies Act on Public Sector organisations and Category Two responders building the profile and importance of Business Continuity Management. With these developments interest in BCM is firmly on the management agenda and we believe that we are starting to see the skills required in Business Continuity Management recognised as key to the organisation, and consequently there has been a marked uplift in the value associated with them from employers.

Onyx open new recovery centre in the North East

Onyx Group steps up disaster reliefJun 25 2007

Category Business Continuity Management Briefing BCM - BCM & Risk Management - IT - UK


Boardroom interest in BCM increases on Wall St as new regulation pressure builds


Technolgy company Onyx Group is to open up the North-East's biggest dedicated facility to help businesses recover after a disaster such as a flood or fire.

The Workplace Recovery Centre will be established in premises on the Team Valley in Gateshead and cost £2m to set up. The centre will create 10 jobs.

Onyx says the move will be good for the region, as well as the company itself, as it will strengthen infrastructure and the North-East's ability to provide resilience to businesses.

Work on the WRC is to start immediately and is expected to be complete by late July. It will provide managed workspace for up to 200 people.

Neil Stephenson, recently promoted to chief executive at Onyx, said: "We already have a significant Disaster and Workplace Recovery infrastructure with our data centres and workplace recovery facilities located in Newcastle and on Teesside.

"This new facility follows on from our previous acquisition of DataBanx, a multi-million pound data centre on Tyneside, and will enable us to provide workplace recovery facilities to many more organisations from both the private and public sectors across the region.

This latest development, part funded by the Bank of Scotland, builds on the Onyx Group's acquisition of a company called Business Continuity Centres in late 2006, building on the group's aim of offering what it calls `true resilience' for its core services.

Mr Hyslop said: "The relevance of Business Continuity and Workplace Recovery to both private and public sector organisations is growing significantly. Having a credible disaster recovery plan is now an essential requirement of leading business accreditation organisations, regulations such as Sarbanes-Oxley and the purchasing departments of a growing number of businesses.

"It is also a mandatory requirement for many public sector organisations following the passing of the Civil Contingencies Act 2004.

"Our new facility will be able to provide support to those who do not currently have a disaster recovery plan in place."

Mr Stephenson added: "When the new centre is up and running, its website will feature an online database and a Business Continuity Planning Tool which will provide a step-by-step guide to the creation of an effective Business Continuity Plan which organisations can store securely via an online portal."

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Creating Continuity ... Building Resilience ...

If you would like to know more about how your organisation can get involved and benefit from working with the Continuity Forum, please email us HERE! or call on + 44 (0) 208 993 1599.
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EVENT - IBM Governance & Risk Management Live: 5 June.



Team up with IBM at the Emirates Stadium on June 5th

_Day 43: Our manager wants us to reduce risk and increase control and visibility. Gil’s installed new goalmouth technology.
Register now
 
 
 
 

Join independent experts, business speakers, special guests and fellow professionals at this complimentary day, to explore a fully integrated approach to IT governance, service management, risk and security. The agenda provides direction on streamlining and improving existing investments and includes an hour-long interactive session dedicated to business resilience and continuity.

 
Gain market insight and industry knowledge from a leading analyst.
Learn how IBM clients have dealt with the complexities of governance and risk management.
Experience IBM's approach to business resilience, continuity, and governance and risk management through interactive breakout sessions.
Network with like-minded professionals throughout the day.
See the new home of one of the most successful teams in football history.
 

The first 60 delegates to register will also enjoy an exclusive behind-the-scenes tour of the stunning new Emirates Stadium. So, to book your place at this event – or to find out more details – simply click here.

 
Kind Regards
 

Nigel Broda

IBM Financial Services Director, UK and Ireland

 
TAKE BACK CONTROL

IBM Governance, Risk and Management solutions
  _DAY 44: I’ve booked myself in to IBM’s Governance and Risk Management Live event to learn the latest tactics. - Register now
 

Please forward this to your colleagues and others who might find it of interest.

 


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For more details on our events, workshops and industry development work, as well as the general activities of the Continuity Forum please contact us directly on +44 208 993 1599 or mail us HERE!

Please do contact Sara Mckenna or Russell Price .

Creating Continuity ... Building Resilience ...

If you would like to know more about how your organisation can get involved and benefit from working with the Continuity Forum, please email us HERE! or call on + 44 (0) 208 993 1599.
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Business Continuity Planning again a top priority for Wall Street Firms

Category Business Continuity Management Briefing BCM - BCM & Risk Management - IT - US


Boardroom interest in BCM increases on Wall St as new regulation pressure builds


Business continuity planning (BCP) once again is the 800-pound gorilla in Wall Street boardrooms. And as vendors deploy a swathe of new products to ensure that companies can function and continue to close deals in the midst of any crisis, the financial industry is witnessing a growing trend toward the virtualization of trading platforms and other services.

Planning for catastrophes has been at the forefront of companies' priorities since 9/11, "but by 2003, companies realized just how expensive implementation of a BCP strategy could be, and started trying to cut costs," says Alex Tabb, a partner at Boston-based TABB Group who covers crisis and continuity services. "It's a cyclical trend. Firms spend more, then cut back." With the U.S. market currently in buoyant shape, companies once again are investing in their business continuity planning, adds Tabb.

In addition, companies are now required to comply with NASD Rule 3510 and NYSE Rule 446, which state that members must create business continuity plans that include contingencies for providing customers with access to their funds and securities during a disaster, data backup and recovery, an alternate physical location for employees, and communication among the firm and its employees.

But Tabb asserts that the upswing in interest in business continuity isn't tied to a specific event or regulation. "The trend isn't tied to terrorism or hurricane hysteria," he says. "It's more subtle."

"Our clients are moving toward virtualization," Tabb adds. In the past, firms were limited in their business continuity plans by technology, largely due to bandwidth limitations, he explains. But new technology and faster broadband connectivity are now enabling employees "to work and be productive wherever they are," Tabb says.

For instance, BT's new Virtual ITS platform, which is aimed at companies with 25 or fewer trading positions, enables traders to work from remote locations in a crisis. According to the company, that includes working from home, since the technology supports a range of BT user devices and applications, including ITS Netrix; ITS Anywhere for IP phones, Web and wireless devices; and ITS Myriad.

"There's a lot of interest right now in business continuity, and a real focus on E-mail, as it's so critical to systems of the company," says Warren Roy, president of Vancouver-based Global Relay. "Many companies have failover servers. Ours operate in real time. If your systems fail, you can use ours instantly."

But companies increasingly are realizing that they can harness virtual technology to increase their employees' efficiency -- not just during a disaster, but on a regular weekday or a Saturday night, too.

"One of our clients didn't want to give folks BlackBerrys [for business continuity planning] as they thought they were a toy," says TABB Group's Alex Tabb. "But it means so much more efficiency. People can respond all the time. It helps. A virtual platform isn't just for a pandemic. It's also to be used at home in the evening or on a Saturday. It's about day-to-day methodology. So you don't have to learn a whole new system. It's really tough on people to learn a new system -- it interrupts their work flow."

"People really need to be able to work irrespective of where they are," agrees Christopher Corridon, VP of marketing for Wesley Clover Solutions.

Wall Street firms' business continuity plans will soon be put to the test. In September, the U.S. Treasury, together with SIFMA and the Financial and Banking Information Infrastructure Committee (FBIIC), is planning a pandemic drill for the financial services industry. The multiweek test should give firms enough time to simulate a full pandemic and clarify its ripple effects within the markets and interdependent sectors.

In the meantime, Tabb points out that the sweet spot in the field of business continuity is when a vendor can create a product that increases overall efficiency for a company while adding levels of resilience. "Firms don't like to spend a lot on business continuity," he says. "Because of the cost, we find that the most effective planners are those who look at business from a perspective of what's good both for the business and for continuity."

Jeanette York, senior manager in the Financial Services Practice at consulting firm Oliver Wyman, agrees. "Business continuity planning isn't just about IT," she says. "There are a lot of companies looking at broader risks. Typically, they solve it by adding more hardware. But it has to fit in the entire company."

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Creating Continuity ... Building Resilience ...

If you would like to know more about how your organisation can get involved and benefit from working with the Continuity Forum, please email us HERE! or call on + 44 (0) 208 993 1599.
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Special EVENT - Nottinghamshire Prepared Week 05/07 - Nottingham ***

Category Business Continuity Management Nottingham Prepared Week - Event 05/07/07 - London


Business Continuity Breakfast Briefing

How prepared is your business for a fire, flood, pandemic flu, emergency or even worse?

How long would it take for your business to be up and running again……….if ever?

Can you afford to miss this seminar on Business Continuity Management, provided free of charge by Nottingham City Council and the Continuity Forum?

Time: 8am-11am
Date: Thursday 5th July 2007,
Venue: Council House, Old Market Square, Nottingham.

______________________________________________________________________

Business Continuity advice for Businesses and Voluntary Organisations.

What would happen to your business if it was hit by a disruptive event? Would you be able to continue with your business? After the Manchester bomb in 1996, 70% of small to medium sized companies ceased trading. Could your business survive a similar event or the loss of a building or a utility failure?

In the week commencing the 2nd July, Nottingham & Nottinghamshire Local Resilience Forum will be promoting ‘Nottinghamshire Prepared Week’ - with various events looking at Emergency planning and response. To promote Business Continuity planning during ‘Nottinghamshire Prepared Week’ Nottingham City Council is sponsoring a breakfast briefing on Business Continuity on Thursday 5th July 2007. Several leading companies will be there to provide Business Continuity advice and John Sharp, Policy and Development Director of the Business Continuity Forum, will be the keynote speaker

Business Continuity planning will help your organisation to survive a disruptive event by building resilience prior to an event and also help develop recovery plans to use in the aftermath. This is a free event and besides offering good advice, you can also take advantage of a free breakfast. Unfortunately, there are a limited number of places available, so if you would like to attend, please fill in the attached form overleaf and return it in good time. Applications for tickets will be issued on a first come first served basis, so please reply quickly to avoid disappointment.

For further information, or to book your space, please contact immediately:

Events Team
Communications and Marketing
Nottingham City Council,
The Guildhall,
Burton Street,
Nottingham,
NG1 4BT

Email: events@nottinghamcity.gov.uk

This event is supported by the Continuity Forum as part of our Public Sector Partnership Programme and is free to access.

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Creating Continuity ... Building Resilience ...

If you would like to know more about how your organisation can get involved and benefit from working with the Continuity Forum, please email us HERE! or call on + 44 (0) 208 993 1599.
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EVENT - Security Breakfast Seminar 24th April - London

Category Business Continuity Management BCM & Security - Event 24/04/07 - London


The Continuity Forum would like to invite you to a Security Breakfast Seminar, in association with Verizon Business , at the Imperial War Museum London on April 24th 2007.

Keeping your business safe is our top priority and today’s agenda is all about providing you with further insights on this industry hot topic.

The agenda begins with a presentation from Superintendent Brett Lovegrove, Head of Counter Terrorism, City of London Police, who will share the latest plans for protecting the Capital.

Paul Midian, Senior Manager of Security Solutions for Verizon Business will then follow with a discussion around the Verizon Business security portfolio.

Russell Price, Chairman of the Continuity Forum, concludes the session with a discussion of industry trends around the issue of Security.

We'll also be having a Q&A Session, and the speakers will be available to speak with delegates.

PLACES ARE STRICTLY LIMITED: YOU ARE INVITED TO APPLY FOR YOUR PLACE AS SOON AS POSSIBLE.

To avoid disappointment, we urge early registration.

This event features:

Breakfast on the balcony overlooking the Exhibits Gallery

Welcome and Introductions

Superintendent Brett Lovegrove, Head of Counter Terrorism, City of London Police

Brett joined the Metropolitan Police Service (MPS) in 1978. Over the last 27 years, he has been posted to uniformed, academic, strategic and detective duties, achieving an holistic range of skills. In 1992, he served as a Detective Inspector in Counter-Terrorism and spent much of that time in Northern Ireland and Europe. In addition to the ‘day job’, he co-terminously reviewed the intelligence systems within the Anti-Terrorist Branch, reorganised the Security Review Committee and changed the way in which terrorists were detained with the ultimate aim of minimising publicity.

Paul Midian – Senior Manager, Verizon Business Security Solutions

Paul Midian is a Senior Manager of Security Solutions for Verizon Business, based at the company’s international headquarters in Reading, UK.

Russell Price – Chairman, Continuity Forum

Russell has been involved in Business Continuity and Disaster Recovery for over 15 years, and his direct experience has made him a passionate advocate for corporate responsibility and business resilience.

Attendees should aim to arrive at 8.15am on Tuesday 24th April for Breakfast at 8.30am

The briefing will commence at 9.00am with the event finishing by 12pm.

Delegates may wish to plan for a longer stay to experience a complementary visit around the museums exhibitions.

For further information, or to book your space, please contact us immediately:

Contact: Sara McKenna - Continuity Forum - 0208 993 1599 or 07788 562568
Email: Sara.McKenna@continuityforum.org

END

Creating Continuity ... Building Resilience ...

If you would like to know more about how your organisation can get involved and benefit from working with the Continuity Forum, please email us HERE! or call on + 44 (0) 208 993 1599.
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EVENT Security Breakfast Seminar 18th April - Manchester

Category Business Continuity Management BCM & Security - Event 18/04/07 - London


The Continuity Forum would like to invite you to a Security Breakfast Seminar, in association with Verizon Business, at the Lowry in Manchester on April 18th 2007.

Keeping your business safe is our top priority and today’s agenda is all about providing you with further insights on this industry hot topic.

The agenda begins with a presentation from Richard Flynn, of the National Counter Terrorism Security Office, who will share the latest plans for protecting the UK.

Paul Midian, Senior Manager of Security Solutions for Verizon Business will then follow with a discussion around the Verizon Business security portfolio. Russell Price, Chairman of the Continuity Forum, concludes the session with a discussion of industry trends around the issue of Security.

We look forward to seeing you for what promises to be a highly informative and enjoyable seminar.

PLACES ARE STRICTLY LIMITED: YOU ARE INVITED TO APPLY FOR YOUR PLACE AS SOON AS POSSIBLE.

To avoid disappointment, we urge early registration.

This event features:

Breakfast on the balcony overlooking the Exhibits Gallery

Welcome and Introductions

Richard Flynn, National Counter Terrorism & Security Office (NaCTSO)

Richard works closely with the private sector, developing protective security and resilience measures for business across the UK. He has written a number of successful national guides on protective security and business continuity, as well as academic papers on managing the risk from terrorism. His research interests include risk perception and how organisations manage risk.

Paul Midian – Senior Manager, Verizon Business Security Solutions

Paul Midian is a Senior Manager of Security Solutions for Verizon Business, based at the company’s international headquarters in Reading, UK.

Russell Price – Chairman, Continuity Forum

Russell has been involved in Business Continuity and Disaster Recovery for over 15 years, and his direct experience has made him a passionate advocate for corporate responsibility and business resilience.

We'll also be having a Q&A Session, and the speakers will be available to speak with delegates.

Attendees should aim to arrive at 8.15am on Tuesday 18th April for Breakfast at 8.30am

The briefing will commence at 9.00am with the event finishing by 12pm.

Delegates may wish to plan for a longer stay to experience a complementary visit around the museums exhibitions.

For further information, or to book your space, please contact us immediately:

Contact: Sara McKenna - Continuity Forum - 0208 993 1599 or 07788 562568
Email: Sara.McKenna@continuityforum.org

END

Creating Continuity ... Building Resilience ...

If you would like to know more about how your organisation can get involved and benefit from working with the Continuity Forum, please email us HERE! or call on + 44 (0) 208 993 1599.
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EVENT BC Basics x 2 - Understanding the Business and Getting the 'Buy In' - Norwich 20th April

Category Business Continuity Management BCM - EVENT - Support - Advice


Business Continuity Basics Educational Workshop SERIES


Following various successful Events held by the Continuity Forum, a number of our members and associates have requested that we run a special Programme of BCM Development Events.

Aimed at those looking to develop thier Business Continuity skills, or those at the very start of the BC Planning phase within their organisation, these events are specifically to help ensure that your planning is as efficient and effective as possible. To ensure that best value is gained, the events will be run in a specific order, and we strongly recommend that participants attend the entire programme, in order.

The Forum will therefore offer a series of half day Round Table Workshop Events, allowing each of the delegates to build their knowledge and skills in a logical format.

Each of the events will be hosted and facilitated by the Continuity Forum, and will use ‘real life’ examples to encourage a free and open exchange of views. The aim of the events is to establish a clear understanding of key elements of BCM in order to enable further development of skills and knowledge relevant to each particular group of delegates.

Event Sessions:

Understanding the Business

The Continuity Forum will provide two presentations covering the high level Business Impact Analysis & Risk Analysis, followed by a process mapping session and exercise.

Session leader: John Sharp, Policy and Development Director, Continuity Forum

Getting Buy-in

The second event in the series concentrates on gaining support for Business Continuity Management from executives, middle managers, operating staff and suppliers. Delegates will be encouraged to consider how best to ‘sell’ BCM across the organisation and beyond. The event will commence this session with a presentation which will be followed by an exercise and feedback session.

Session leader: John Sharp, Policy and Development Director, Continuity Forum

SERIES Three Event Session Agendas:

Session 1 – Understanding the Business

09.30 Introduction & Housekeeping

09.40 Opening Address - The Continuity Forum

10.00 Round Table 1 – Discussion Exercise based on Continuity, relevant to the Audience

11.00 Coffee & Networking

11.30 Round Table 2 – A discussion of topical issues relevant to the Audience

12.30 Round Up – Closing Comments from The Continuity Forum

13.00 LIGHT LUNCH

- Getting Buy-in

This session will cover gaining support from executives, middle managers, operating staff and suppliers. The Continuity Forum will to lead this and commence this session with a presentation which will be followed by an exercise and feedback session.

This session will help ensure that you are better able to engage your organisation and be far more able to successfully 'embed' BCM into critical processes and activities.


Session 2 – Getting the Buy In

14.00 Introduction & Housekeeping

14.10 Opening Address - The Continuity Forum

14.30 Round Table 1 – Discussion Exercise based on Continuity, relevant to the Audience

15.30 Coffee & Networking

16.30 Round Table 2 – A discussion of topical issues relevant to the Audience

15.00 Round Up – Closing Comments from The Continuity Forum

To book your place on this event please email Sara McKenna HERE! or call us on 0208 993 1599

Please do contact us ASAP to book your place on these highly valuable sessions.

Norwich Union have kindly offered to be our host, and we extend our thanks to their Business Continuity Management Team for their support for this programme.

Norwich Union is part of Aviva, the world's fifth-largest insurance group and the biggest in the UK. We're one of the leading providers of life and pensions products to Europe and have substantial businesses elsewhere around the world.


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For more details on our events, workshops and industry development work, as well as the general activities of the Continuity Forum please contact us directly on +44 208 993 1599 or mail us HERE!

Please do contact Sara Mckenna or Russell Price .

Creating Continuity ... Building Resilience ...

If you would like to know more about how your organisation can get involved and benefit from working with the Continuity Forum, please email us HERE! or call on + 44 (0) 208 993 1599.
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