Develop the expertise to perform a Business Continuity Management System (BCMS) audit by applying widely recognized audit principles, procedures and techniques. During this training, you will also acquire the necessary knowledge and skills to plan and carry out internal and external audits in compliance with ISO 19011 and ISO/IEC 17021-1 certification process.
New York City based emergency management official Kelly McKinney has responded to disasters such as Hurricane Sandy and the Harlem Gas Explosion. But what keeps him awake at night is whether the US is prepared for something very big – like a massive earthquake and tsunami.
Preparing for the worst on Sunday Extra Separate stories podcast with Hugh Riminton on RN
This report tracks the major market events including product launches, development trends, mergers & acquisitions and the innovative business strategies opted by key market players. Along with strategically analysing the key markets, the report also focuses on industry-specific drivers, restraints, opportunities and challenges in the Business Continuity And Disaster Recovery Solutions And Services market.
This report offers in-depth analysis of the market size, share, major segments and different geographic regions for the next seven years
This research report offers in-depth analysis of the market size (revenue), market share, major market segments and different geographic regions, forecast for the next seven years, key market players and industry trends.
The global disaster recovery solutions market size is expected to reach USD 26.23 billion by 2025, registering a strong CAGR of 36.5% during the forecast period. Top Companies in the Global Business Continuity And Disaster Recovery Solutions And Services Market: IBM, Microsoft, Sungard as, Iland, Infrascale, Bluelock, Recovery Point, NTT Communications, Amazon Web Services, Acronis, Cable & Wireless Communications, Tierpoin, Geminare… and others.
Roughly half of businesses in the UK (46%) are not confident their business continuity plans are up to date, according to fresh reports from Databarracks.
Polling businesses ahead of the Business Continuity Awareness Week (BCAW), the report says that organisations are being regularly exposed to potential business disruptions because of poor BC management. Databarracks’ managing director Peter Groucutt says organisations should be investing in resilience, but “this is not happening across half of UK organisations”.
He believes it is critical for organisations to tweak and test their BC plans on regular basis. A three-year old plan won’t be of much help, as it may refer to employees that retired or left the company in the meantime.
The first edition of ISO 22301 was launched in May 2012. It was the first truly internationally accepted standard on business continuity, and it consists of requirements to implement a Business Continuity Management System according to ISO Annex SL. As such, it stood in line with its prominent predecessors such as ISO 9001 and ISO/IEC 27001.
When ISO/TC 292 (ISO Technical Committee 292 on SEcurity and Resilience), its workgroup WG 2 – responsible for this standard – first asked within the community about the need to update it, there was an astonishingly little response.
We, as members, could not believe that nobody had the intention or desire to update this international standard. However, all of a sudden, the interest exploded and teh respective Project Team within WG 2 was challenged within an unprecendented volume of change requests concerning ISO 22301:2012.
The world is currently witnessing disasters and crises that quickly cross borders. As these disasters dramatically increase in frequency, impact, and complexity, organizations need to provide careful planning to achieve the desired prosperity. The organizations should take all the necessary measures to be prepared for overcoming the ever-challenging aspects of disasters and unexpected situations. In addition to recessions, cyber-attacks, and natural disasters, organizations are also threatened by new risks related to public health or supply chain interruptions.
In addition to cyber-attacks and natural disasters, organizations are also threatened by new risks related to public health or supply chain interruptions
Given the continuous change in the causes, triggers, and impacts of disasters, businesses have to prepare protection schemes which help them deal with the unexpected events. Considering that many organizations operate and compete in a global market, businesses cannot afford interruptions of operations, as it will result in huge long-lasting negative impacts.
To avoid such severe impacts, it is important that every organization has a Business Continuity Plan in place. Business Continuity (BC) is the ability of an organization to continue operating during and after a disaster, and the ability to recover within a short period of time. Also, a Business Continuity Plan (BCP) is strongly related to contingency, as well as to resilience and recovery.
✔ 18 years of experience
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✔ And, off course, lunches are included!
Are you are looking for training and certification in Business Continuity, Information Security, Quality Management, Data Protection, Food Safety or others? We have the training and certification you need!
“Subduction-zone earthquakes operate on the…[principle that] one enormous problem causes many other enormous problems.” — Kathryn Schulz, The Really Big One
In her Pulitzer Prize–winning article “The Really Big One,” New Yorker staff writer Kathryn Schulz tells the story of the worst natural disaster in the history of North America. According to scientists, on or about January 26, 1700, a massive earthquake in the Pacific Northwest ripped a gash in the earth’s crust along a line from Vancouver Island in Canada south nearly six hundred miles into Northern California, causing massive devastation.
A massive earthquake in the Pacific Northwest ripped a gash in the earth’s crust, causing massive devastation
The geological record indicates that these “great earthquakes” (those with a magnitude of eight or higher) occur in this area of the Pacific Northwest about every five hundred years on average.
In “The Really Big One”, Schulz describes for us the implications of this revelation. When it comes, the next Really Big One could impact an area of 140,000 square miles and devastate major population centers like Seattle and Tacoma in Washington, and Portland, Eugene, and Salem in Oregon. Seven million people could be cast into this parallel universe, of which nearly 13,000 people could die and another 27,000 could be injured. When it happens, we would need to provide shelter for a million displaced people, and food and water for another two and a half million.
The following excerpt is what we call a worst-case scenario:
“When the Cascadia earthquake begins, there will be… a cacophony of barking dogs and a long, suspended, what-was-that moment before the surface waves arrive…
Soon after that shaking begins, the electrical grid will fail, likely everywhere west of the Cascades and possibly well beyond. If it happens at night, the ensuing catastrophe will unfold in darkness…
Anything indoors and unsecured will lurch across the floor or come crashing down: bookshelves, lamps, computers, canisters of flour in the pantry. Refrigerators will walk out of kitchens, unplugging themselves and toppling over. Water heaters will fall and smash interior gas lines. Houses that are not bolted to their foundations will slide off…
Other, larger structures will also start to fail… across the region, something on the order of a million buildings will collapse…
The shaking from the Cascadia quake will set off landslides throughout the region—up to thirty thousand of them in Seattle alone… It will also induce a process called liquefaction, whereby seemingly solid ground starts behaving like a liquid, to the detriment of anything on top of it… Together, the sloshing, sliding, and shaking will trigger fires, flooding, pipe failures, dam breaches, and hazardous-material spills. Any one of these second-order disasters could swamp the original earthquake in terms of cost, damage, or casualties—and one of them definitely will.
Four to six minutes after the dogs start barking, the shaking will subside. For another few minutes, the region, upended, will continue to fall apart on its own.
Then the wave will arrive, and the real destruction will begin.”
Never tell me the odds
The odds of a big Cascadia earthquake happening in the next fifty years are roughly one in three. The odds of the next Really Big One are roughly one in ten. Even those numbers do not fully reflect the danger—or, more to the point, how unprepared the Pacific Northwest is to face it.
We should pause for moment to take all of this in. The enormity of this breathtaking scenario makes it difficult to contemplate fully. But contemplate, we must.
And then, after we have contemplated for a while, somebody needs to get to work. I have an idea: how about we build a Pacific Northwest Cascadia Subduction Earthquake and Tsunami Response Plan? The PNCSETRP (as I like to call it) would be massive and unprecedented, nothing less than a comprehensive, proactive, integrated, and all-of-nation plan.
How about we build a Pacific Northwest Cascadia Subduction Earthquake and Tsunami Response Plan?
Although it sounds complicated, all you really need to do is to put all the people who would be responsible for a Pacific Northwest Cascadia subduction earthquake and tsunami response in the middle of an imagined Cascadia subduction earthquake and tsunami to figure things out ahead of time, instead of in the fog of war.
Thanks to Kathryn Schulz’s elegant scientific narrative we have an incredibly detailed imagined disaster to work with.
So, let’s do that now. Let’s imagine that it’s 2:35 p.m. on a rainy Saturday afternoon in March and the next Really Big One hits.
We need to think through exactly what that would look like
We need to quantify the unprecedented surge that the crisis will bring. We need to understand, in as much fine-grained, colorful detail as possible, that enormous problem that causes so many other enormous problems. We need to list all of the issues that we—the United States and the world—would be dealing with as that Saturday afternoon turns into a long Saturday night. We need to think about the people—the seniors, the individuals with disabilities, the children and families—who would be trapped inside that parallel universe.
Instead of trying to think through these things then, we need to do it now, so that we know what we will tell them about when we are going to reach them. About how we are working across 140,000 square miles of affected area to rescue people from collapsed buildings, pump out the water, get power and cell phone service back, and clear the streets. About how we are providing shelter for a million displaced people, and food and water for another two and a half million.
To be able to do these things then, we need to get to work now.
We must travel through the wormhole and into that parallel universe, to spend as much time as possible in the Pacific Northwest on that Saturday afternoon with those collapsed buildings, blocked roadways, stuck trains, trapped victims, dead and injured people, and debris in the streets. We must figure out everything we would have to do all at the same time, who is going to do it, and where we are going to get all of the stuff we will need to make it happen.
I hate to be the one to break it to you, but we are not doing this work today
Instead, in cities and states all over the Pacific Northwest, and the nation, disaster professionals sit around in small groups in carpeted conference rooms, using rational thought processes to write pieces of the plans about pieces of the job they think they own. And, by the way, these plans have been shown to work spectacularly well… in carpeted conference rooms.
Why do we instead sit in carpeted conference rooms with our cliques asking the same old questions?
There is no substitute for an integrated, all-of-nation planning process like the one described above. So why are we not doing it? Why do we instead sit in carpeted conference rooms with our cliques telling war stories, asking the same old questions, and speaking the same tired platitudes?
Why, instead of spending time trying to understand the enemy, do we clutter our minds with process and unrealistic expectations—so that we are surprised, caught off guard, when the realities that the crisis inevitably brings don’t fit our processes or expectations?
Maintain your critical operations at the level required for the survival of your organization, no matter what happens!
You are invited to join us in Atlanta, GA for the Certified ISO 22301 Lead Implementer training event.
The Certified ISO 22301 Lead Implementer training will enable you to support your organization in establishing, implementing, managing and maintaining a Business Continuity Management System (BCMS) based on ISO 22301. During this training course, you will also gain a thorough understanding of the best practices of Business Continuity Management Systems and be able to provide a framework that allows the organization to continue operating efficiently during disruptive events.