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Breakfast EVENT Understanding Governance & Risk Management - Free - 17/05

Category Business Continuity Management BCM - EVENT - Free Support - Advice - risk Management - Corporate Governance


Business Continuity Breakfast Seminar SERIES - May


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The Continuity Forum in association with IBM are hosting a special Business Continuity breakfast seminar focusing on Understanding Governance and Risk Management at the Imperial War Museum on May 17th, 2007.

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This special Breakfast briefing will look at the rapidly changing world of Business Continuity, Corporate Governance and Risk Management.

Many organisations have already realised the value of Business Continuity plans to mitigate the effects of disruption, but traditionally plans have focused on IT systems and assets and neglecting other critical activities. Through this event we will connect with these activities and illustrate the importance of embedding a more integrated approach to Risk and Continuity Management in the face of increased Governance.

Our speakers will look at the lessons learned over the years and share experiences of real events and their impact.

We will be covering how organisations must adapt to the developing framework of governance and risk and how real value can be gained though integration with organisation wide Business Continuity Management and we’ll be illustrating how to establish good Continuity, Governance and Risk Management within your organisation that meets both operational and commercial needs.


Breakfast Briefing infomation:

Attendees should aim to arrive at 08:15 on Thursday 17th May for breakfast which will be served at 08:30. The briefing will commence at 09:00 with the event finishing by 11:30hrs. Delegates may wish to plan for a longer stay to experience a complimentary visit around the museum’s exhibitions.

Agenda:

Registration 08:30

Welcome & Introductions

The future of governance and risk management standards – Russell Price (The Continuity Forum)

Lessons learnt from real events – Clive Wood (RoyalSun Alliance)

Governance, risk management and the secrets of successful Business Continuity programmes - Peter Newport (IBM)

Q&A Session (moderated)

Networking

FINISH 11:30

Speakers

Russell Price (The Continuity Forum)

Russell is the Chairman and Founder of The Continuity Forum. He 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.

Clive Wood (RoyaSun Alliance)

We will hear about real world issues and approaches along with lessons learned from a senior professional in the field of Governance & Risk Management.

Peter Newport (IBM)
Peter is a consultant in Business Continuity & Recovery with a wide range of experience including work in Pharmaceuticals, Aviation, Nuclear, Oil and Gas and Public Sector. Peter also brings in-depth knowledge of other areas of risk management including emergency planning, safety and environmental management.


To apply for 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 as places will fill up quickly.

Travel and Transport

Nearest Tube Stations

- Lambeth North (Bakerloo Line)
- Waterloo (Bakerloo, Northern, Jubilee Line)
- Southwark (Jubilee Line)
- Elephant & Castle (Bakerloo, Northern Line)

The Imperial War Museum is less than a 10 minute walk from the Lambeth North and Elephant & Castle underground stations.

Car
Limited meter parking on Lambeth Road.
Please note: the Imperial War Museum London is situated inside the London Congestion Charge zone. Driving within the zone will incur a daily charge of £8.00.

The area is also well served by Taxis.



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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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BMA warning on Pandemic planning

Category Business Continuity Management Briefing BCM - BCM & Risk Management - H5N1 - Pandemic - General


Doctors' leaders today warned that flaws in the government's plans to deal with a flu pandemic could cause chaos in the event of an outbreak.


Senior public health experts and family doctors said the plan to let local councils and NHS trusts decide how to deal with a pandemic could lead to some areas not getting drugs to treat those infected.

Dr Richard Coker, of the London School of Hygiene and Tropical Medicine, said the government's plan failed to address how scarce vaccines and anti-viral drugs would be shared out.

He raised concern that giving local authorities too much say over how to respond to a pandemic might lead to drugs being used up in the first area hit by an outbreak.

"If the pandemic is severe, then stocks of scarce resources will run out fairly quickly and my concern is that you shift resources around to areas where the epidemic is hitting hard," he told BBC Radio 4's Today programme.

"Say it hits London first and you move supplies from Manchester down to London and then the epidemic hits Manchester and Manchester has insufficient resources."

He also said guidance was needed about who should be prioritised for treatment in the event of a pandemic, given there would not be enough drugs for the whole population.

In an article in the latest edition of the British Medical Journal, Dr Coker said Britain's preparations for a pandemic were more advanced that those of many other European countries. But he said considerable improvements were still required.

His concerns about the government's preparedness are shared by the British Medical Association.

Dr Peter Holden, the BMA GPs committee's lead on pandemic flu planning, said it was "nonsense" to leave local councils to lead the response to a pandemic.

The GP said: "Infections obey no local administrative boundaries. All you will get is chaos if you have 150 different ways to approach an outbreak."

Dr Holden suggested that ministers were "petrified" by the prospect of an outbreak and wanted to "shift the balance of blame" if plans failed on to local councils.

"I'm finding the level of indecision within government quite frightening. No one is prepared to say who is in control. No one is prepared to take command because with command comes responsibility and accountability," he said.

Dr Richard Jarvis, the deputy chairman of the BMA's public health committee, agreed that there was "no real plan" in place regarding what to do if there was a shortage of flu drugs.

"It's very important that individual doctors and nurses have some sort of regional and national plan to fall back on," he said.

"Given there are likely to be [drug] supply issues, clinicians should have protocols about who to prioritise for treatment. If patients don't meet certain criteria they don't get the drugs."

Dr Jarvis said a system to alert local areas about the spread of outbreaks across the country was needed. "It's not fully in place but it is getting better," he said.

However, Professor Rod Griffiths, president of the Faculty of Public Health, warned against too much central government control of the response to a pandemic.

"If you have a flu outbreak in Manchester, it's going to be bloody hard to convince people in London that something needs doing," he said.

In the worse case scenario, a flu pandemic would cause 750,000 excess deaths in the UK and cost the country around £170bn, according to the Department of Health.

Prof Griffiths said a not particularly lethal form of flu was most likely to cause major disruption and strain to the health service.

"A flu that isn't too fatal - with say a 1% to 2% fatality rate - will spread far more easily because people will struggle on. Whereas if the flu is much more deadly people will stay at home, which would limit the spread of infection," he said.

A Department of Health spokeswoman said its flu pandemic strategy was currently out for consultation and a final document would be published later this year.

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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2007 Business Continuity Award Winners

Category Business Continuity Management BCM - News -


Business Continuity Awards 2007


This years BC industry awards are as follows:

Student of the Year
Alberto Partida, European Central Bank

Excellence in Business Continuity in the Insurance Industry
Marsh

Most Innovative Product of the Year
Disaster Cover Direct from ICM

Most Effective Recovery of the Year
Fraser Eagle

Business Continuity Consultant of the Year
Emma Dadson, Harwell Document Restoration Services

Industry Personality of the Year
Vikrant Varshney, Fidelity Business Services India

Business Continuity Management Planning Software of the year
eBRP Toolkit

Business Continuity Service Provider of the Year
ICM Computer Group

Business Continuity Strategy of the Year
DLA Piper UK LLP
Highly commended: CLS Services Ltd

Industry Newcomer
Faye Whitmarsh, PricewaterhouseCoopers LLP

Crisis Strategy of the Year
Deutsche Bank

Public Sector Business Continuity Manager of the Year
Louise Osborn, Bracknell Forest Borough Council
Highly commended: Eric Jeffery, Leicestershire County Council

Lifetime Achievement
John Robinson, INONI

Business Continuity Manager of the Year
Sue Stallard, DHL
Highly commended: Lorna Anderson, AEGON UK

Congratulations to all the winners, its great to see so many new faces doing so well.


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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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Power disruption to business rises by over 300 Percent

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


Survey shows Business disruptions due to power failure have increased more than 350 percent in just a year


Business continuity specialist SunGard Availability Services said an analysis of customer call-outs revealed that power failures had risen dramatically, accounting for 26 percent of disruptions last year. In 2005 the figure was just 7 percent.

But the relatively high proportion of power failures in 2006 compared with the year before may be due to the fact that in 2005, more than a third of business disruption incidents (36 percent) were attributed to terrorism, with bombings in London happening in July that year.

Hardware failure remained the most frequent cause of business disruption in 2006, accounting fro nearly half of the 86 cases analyzed. Flooding and infrastructure-related problems, such as air conditioning faults and uninterrupted power supply loss, were the third largest cause of business disruption, accounting for 5 percent of incidents each.

Keith Tilley, U.K. managing director at SunGard Availability Services, said: "These figures contain no surprises, yet no matter how trivial the cause, an outage can have potentially serious consequences for the business -- particularly if the system in question is supporting a customer-facing website or a contact center."

He added: "With IT equipment drawing more power than ever, it is imperative that businesses plan around possible interruptions to their power supply."

Unusual reasons for business disruption experienced by SunGard customers included a cleaner unplugging the main server to use the vacuum cleaner and blocked sewers making toilets unusable.

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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CBI Business Continuity Survey

At the start of 2005, the need for businesses to build resilience in the face of potential disasters is all too apparent. The recent tsunami in south-east Asia, and closer to home the flooding in Carlisle, have been a devastating reminder of the unpredictable risks of disruption from natural forces, while the threat of terrorism is never far from the news.

The Confederation of British Industry is working with the Chartered Management Institute and Continuity Forum to carry out a survey on Business Continuity Management and business resilience.

This survey will provide us with insights into the levels of business continuity awareness and practice across London’s businesses and explore the key causes and impact of recent business disruptions.

The findings will be used to offer improved BCM advice and service to you. The result of the survey will be released ahead of Business Continuity Awareness Week (14-19 March 2005).

Your contribution to this research would be greatly appreciated as we seek to engage wider audiences in the debate about business continuity.


Please contribute to this survey by clicking HERE!

If you have any questions or if you need further information contact us directly on +44 (0) 208 993 1599 or via email at research@Continuityforum.org

This collaboration between the Institute, CBI, Business Links, the Continuity Forum and others will provide the most extensive coverage for any research programme ever into BCM.

The information contributed to this project will only be used by the Continuity Forum, CMI, CBI and others to increase the understanding of BCM issues and raise the profile of Business Continuity through our combined channels and shared with various Government Departments to assist further National Development and support for BCM.

This combination of partners and methodologies means this is the largest and most representative survey ever undertaken,

All replies are in complete confidence and no company specific details will be shared with any third party,

The Continuity Forum has various membership categories tailored to suit your organisations needs and for further information on these please contact Ann Sharp directly on +44 (0) 208 993 1599 or via email at membership@Continuityforum.org

The Continuity Forum and the Chartered Management Institute are particularly grateful for the support of Veritas who have enabled the continuance of this vital Industry resource. For more information visit the Veritas website HERE!

ICM launches new 'Hot Ship' services

Category Business Continuity Management - BCM - ICM press release


ICM Slashes IT Recovery Times with Regional ‘Hot Ship’ Service


Following a trial period ICM, the Business Availability group, has announced that it has launched an enhanced service for IT disaster recovery, which dramatically reduces recovery time following loss of a critical server(s), resulting in savings of thousands of pounds in otherwise lost trade and profit.

IT Disaster Recovery is one of the cornerstones of modern day business continuity, a key aspect of which is the Recovery Time Objective (RTO). The earlier the RTO, the quicker an organisation can resume trading and therefore the lower the cost/loss of the incident. For many organisations, particularly SMEs, the ability to recovery IT quickly still relies upon the availability of replacement equipment, such as fileservers, disk storage and tape devices, being acquired and delivered to enable the systems to be re-built from back-up tapes. ICM’s new ‘Hot Ship’ service significantly reduces the time to replace lost systems by basing pre-configured standby systems at each of its network of 12 regional Business Continuity centres.

Announcing the service, Mike Osborne, Managing Director of ICM Business Continuity Services said: “While the big disasters such as terrorism and adverse weather tend to grab the headlines, organisations fall foul of IT failures on an almost daily basis. In fact, ICM is called by one of its customers every 72 hours in respect of a critical IT failure. These total system failures tend to be caused by complex hardware failure, data corruption or network viruses and as such are not covered by traditional insurance. The impact of such a failure can take systems down for more than a day and cost thousands, if not tens of thousands in lost trade and profit.”

This view is confirmed by recent UK market surveys which suggest that the average UK business suffers 235 hours – approximately 30 days - of downtime every year and that 39% of recorded incidents are as a result of IT loss. Taking these figures and applying them to the average turnover and wages bill for companies with 500 employees*, loss of trade arising as a result of a critical IT failure could cost in excess of £270,000 per day, or over £65million per year.

ICM’s Hot Ship service is underpinned by an investment of more than half a million pounds on more than 200 pre-configured systems held ‘ready to ship’ across ICM’s 12 regional Business Continuity centres located across the UK. In the event of an ICM client suffering a critical IT failure, ICM despatches the pre-configured equipment from the site most local to the client, along with an engineer who will deliver and install the replacement systems. With 76% of the UK business population within one hour of an ICM facility, systems will be onsite well within the previous industry norm of four to eight hours following an incident.

In recent trials of the service with existing clients, ICM saw response times of under an hour, from placing the call to equipment arriving on site. In some cases more than 100 miles of travel delays were removed, compared to the traditional industry approach of having a pool of systems based at a central point.

Mike Osborne, concludes: “Whilst the swift despatch and installation of replacement IT systems might not be at the sexy end of business continuity, it remains the most called-upon service and as such is the entry level solution for many organisations trying to implement affordable yet effective continuity. This new Hot Ship service will save vital hours in the early stages of recovering lost systems and, while it doesn’t cost a fortune, it can help save one.”

Prices for Hot Ship start at under £1,000 p.a. and the service covers Intel, IBM, HP and SUN systems and associated storage and peripherals.

*Dun and Bradstreet information on 100 companies

For more details on ICM and its services please click on the links below:

Continuity Forum PartnerContinuity Forum Partner


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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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Continuity in Context

Creating an effective Business Continuity Plan (BCP) enables you to protect mission-critical business systems or processes, should an event impact on your organisation.

It is recognised widely that Continuity is fast becoming a business critical process in itself, but how do enlightened managers spread the message of Continuity throughout their business? How can they achieve the buy in of the entire business, from Board Level right through to Reception?

Putting the ideals of Continuity into Context for those ‘outside the loop’ is sometimes a problematic issue; with the jargon and acronyms, BC runs the risk of appearing to be a complex science, instead of the straightforward business sense that it truly is.

Taking the ideals of Continuity, and putting it into layman’s terms is not the easiest of processes, but it is a vital aspect of achieving the holistic approach necessary for successful planning, implementation and ongoing maintenance.

In this Section, you'll not only learn about creating an effective BCP, you'll learn how all the interconnected principles (Crisis Management, Insurance, Disaster Recovery et al) can be harnessed to increase your success.

By putting Continuity into Context, our aim is to ease the process, and to assist others to learn from your experiences, as you do from theirs.

Click here to visit the Continuity in Context forum,register and download one of our most popular reports or aske questions of our team.

You can also search the site from the home page to find more detail from hundreds of pages of information.


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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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Best Practice

Business Continuity is more than a simple act of preparing for potential impacts; it is the thoughtful and managed process of Effective Business Management. Best practice in all areas of business.

Continuity planning is rapidly becoming vital, as more and more scrutiny of business occurs through media, and through stake- and shareholder pressures. The issue of how to prove that your business is managed effectively is increasingly making its way onto the boardroom agenda, and it is logical that Continuity Planning be a vital part of this process.

Working closely with the BCI and regulators and legislators, the Forum aims to bring you the latest information on how to achieve Best Continuity Practice for your organisation. Join the discussion, share your ideas and work with your industry.

BS25999, ISO17799, Basle II and other regulations are open to discussion and evolution; this site allows you to find out more, check on the latest developemnts and even have your say. You can use he search engine on the front page to find topics that are relevant to you contained on hundreds of pages, but personal support is also available.

If you have a question or want some advice please do call us we are here to help

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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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Business continuity plans pay off

Category Business Continuity Management - BCM - Retail


Importantce of Retail BCM


Browsing through the newspapers recently you may have stumbled across an advertising campaign of a very different kind to the ones we are accustomed to seeing from Tesco.

It was, of course, the advertisements placed by the retail giant to reassure customers that everything had returned to normal in the wake of the fuel scare. The sale of contaminated fuel through its forecourts across the South East of England prompted flurries of complaints from car drivers experiencing mechanical problems, not to mention a weighty amount of media coverage.

Incidents like these are no respecters of name, heritage or status, which is why all businesses, big or small, young or old should be using Tesco's recent experience as a prompt to revisit their business continuity plans and disaster recovery processes.

Whilst it may not be exciting, or the sort of thing which senior industry figures want to spend too much time on, the problems of Tesco proved one thing; that putting time aside to put a business continuity or disaster recovery plan in place is time well spent.

I would imagine only a few people will be aware of the plans which Tesco had in place to deal with an incident such as this. However, with the headlines tailing off significantly over the past couple of weeks after the initial burst of excitement - you would have to surmise that they got their plans right.

For any retailer finding itself in a similar situation, with its reputation under fire after failing to meet customer expectations, those plans need to click into place as swiftly as possible to mitigate the damage to the business.

Customer complaints and fears need to be managed as swiftly as possible and staff need to be briefed to ensure they know how to handle complaints or questions. And it needn't all be doom and gloom; a problem dealt with quickly and appropriately can actually help cement a relationship with a customer and generate goodwill.

Of course, in retail it's the supply chain which will always come high up the list of priorities. Continuity arrangements in this aspect of the business must be instantly visible, viable and based on a realistic assessment of what could happen. In these days of increased outsourcing, complex arrangements between suppliers, distributors and logistics companies and warehousing, this is not as straightforward as it sounds.

A key consideration for keeping that supply chain going - or arranging alternative sources of supply - is the availability of people with the right skills within the organisation. Imagine having the best processes and contingency plans in place only for them to fall apart because the two or three key people required to enact the plans aren't in the right place, don't have adequate communication networks or on holiday without appropriate cover in place.

Colleagues of mine who deal in what we call Business Continuity Management (BCM) always point to the financial services sector as the example of what's coming next in terms of best practice thinking for wider ranging disasters.

Financial firms' BCM thinking now involves collaborative efforts between rival firms in terms of liaising with the civic authorities, other members of the business community and even the marketplace as a whole - as incidents which put business continuity at risk necessitate decisions to be made which affect liquidity, debt repayment, share prices and Stock Market confidence as well as operations.

By working together - and running expansive simulations - the financial community can be better prepared as a whole for the fall-out of any unforeseen incident. The fear has always been that a major terrorist attack which struck at the heart of the financial sector would have a major knock-on effect on the UK economy and this has dominated recent BCM thinking.

The challenges which Tesco encountered recently, the scares with bird flu, the wider ranging impact of the London bombs of July 2005 and the disaster fashion retailer Asos suffered when its stock was wiped out in the Buncefield oil depot fire are a wide range of examples which illustrate what different types of incidents can do to the retail sector in terms of the resulting consumer confidence.

Such contingency plans are now a sign of the times. No-one - not even Tesco - can afford to bank on public support to get things back on track if an issue arises.

Helen Dickinson is Head of Retail at KPMG


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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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Sign up to our news, research and event alerts!

Category Business Continuity Management BCM - Alert - Support - Advice


Sign up to recieve our regular news and event alerts by clinking the link below:


Click HERE to sign up to Continuity Forum Alerts! or call us on 0208 993 1599


*** Back to Home page ***

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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Small business: A chronic lack of preparedness

Bombs, hurricanes, power cuts. What does it take to get small and medium-sized enterprises to prepare for the worst with a business continuity plan? The London Chamber of Commerce, whose members have suffered all of the above in the last 20 years, often on multiple occasions, believes that as many as 44 per cent of SMEs in the capital have no contingency plans.

Evacuate or Shelter in place?

Taking Decisions about Evacuation during a Chemical Incident

From a Business Continuity or Emergency Planning perspective is it better to evacuate people in the vicinity of a serious chemical fire or should they remain where they are?

A study* comparing the health outcomes in sheltered and evacuated populations after a chemical fire suggests that there are health advantages in people sheltering rather than evacuating. The study is published in the BMJ and was based on a real incident in 1999. It involved collaboration between public health staff at a local health authority and national health experts (now at Bristol University and the Health Protection Agency).

Computer passwords 'up for grabs'

Half of IT managers employed by large-sized companies believe it would be relatively easy to gain the core passwords for their computer systems.
That is the warning of a survey by IT security firm Cyber-Ark. It said that 10% of firms never changed their central administrative passwords.

A further 5% did not even bother altering the manufacturer's default password that came with the system.

Security by the numbers

The issue of security continues to be a major industry topic and understandably, especially as this is is one area of BCM that tends to have the highest profile . Many of the issues are closely linked to the increasing complexity and interoperability requirements of applications across a wide variety of Platforms. These problems are also compounded by the generally poor practices of many IT departments and internal users who continue to be a very weak link in the security chain.

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