The Scotsman   

Expect the unexpected for a speedy recovery ALISTAIR WHITESIDE "DISASTER can strike a business at any time. Many business disasters cannot be prevented, so the key to survival is to ensure that you are prepared for the unexpected and you can manage the disaster and its after effects to ensure the impact on your business is minimised as much as possible."

Secure Computing Magazine   

Risky Business by Graeme Howe An organisation's ability to demonstrate robust business continuity processes is becoming a trading prerequisite for customers and suppliers alike. It is time to give risk management a place on the board.

Securities Industry Association   

Business Continuity Guidelines (August 5, 2002)

Strategiy   

Disaster recovery solutions seen as essential to safeguard Mid East businesses [Monday, November 7, 2005 12:08:00 pm] Across the Middle East, companies are increasingly turning to disaster recovery solutions to safeguard their computer systems and sustain business operations.

Templeton College of Oxford University   

The Impact of Catastrophes on Shareholders Value by Rory F. Knight and Deborah J. Pretty. 1996. A research report sponsored by Sedgwick Group, from the Oxford Executive Research Briefings series from Oxford University. This brief report is information-dense, with sixteen case studies globally. The latest case study was in 1996

Touch Briefings   

Web-based Continuity Planning, by COOP Systems (July, 2005) The Internet is becoming a central, pervasive direction in continuity planning, as it has for many other functional areas of organizations. This change enables new levels of capability, supplying a collaborative environment to a wide group of planners and contributors. Everyone involved is empowered through all phases of their processes, using the Internet paradigm embraced by so many other parts of the organization. The best software now fully embraces the Internet. This change is typical of technology, periodically undergoing generational change affecting everything that comes later. Examples are the shifts from flat file to relational databases, mini to microprocessors, and client-server to n-tiered systems development. Entire industries and enormous companies rise (e.g., Microsoft, Intel) and fall (e.g., DEC, Worldcomm) when these types of changes occur. Continuity planning is no different.

Twin Cities Home Page   

Posted on Thu, Aug. 28, 2003 Business backups BY LESLIE BROOKS SUZUKAMO Pioneer Press Computer worms. E-mail viruses. Power blackouts. All were painful reminders to businesses and other organizations in recent weeks that without access to their data, work grinds to a halt. But surprisingly, many companies are still ill-prepared for the worst. A Harris Poll of senior executives in Fortune 1000 firms this summer found that after the wake-up call of 9/11, one-third of executives admitted their companies were still no more prepared than they were that day.

U.S. Fire Administration   

Continuity of Operations (COOP)Video Series Disasters strike when we least expect them. That's why we all need a plan to make sure we're ready for anything, and our departments or agencies can function even after a catastrophe. The following Continuity Connection video series addresses what you and your workplace can do to continue operating under the worst circumstances. Whether it's a flood, fire, computer virus or pandemic, if you have a continuity of operations (COOP) plan, conduct COOP training and exercises - you'll get through the crisis and get back on your feet serving the citizens of America.

UK Financial Sector Continuity   

Contingency Arrangements: CP142: Operational risk systems and control; A Review of Business Continuity Management in Major Financial Groups Post 11 September 2001 - September 2002

UK Government -- Preparing For Emergencies: What You Need to Know   

Business Continuity Guidance for Businesses The UK Government undertakes a national risk assessment process which identifies disruptive challenges which could affect the UK over a five year period, and assesses their likelihood and impact. The resulting assessments are used to inform the development of contingency plans and emergency response capabilities. The Government believes that businesses may find some of this information useful when developing and reviewing their business continuity plans, and when considering the business continuity requirements for organisations in their supply chain. In particular, businesses may find helpful the 'Planning Assumptions' set out below on the type of major emergencies which the Government judges may arise, and the nature and scale of consequences were they to do so. That does not mean that all activities within individual businesses should be resilient to all of the challenges set out below, which may not neither appropriate nor affordable. Similarly, there may be other risks particular to individual businesses that are not reflected here. Therefore, use of this material should not be a substitute for carrying out business-specific risk assessments which should underpin all emergency planning and business continuity management processes. * Large-scale temporary absence of staff * Permanent or long-term loss of staff * Denial of site or geographical area and displaced persons * Loss of mains electricity * Disruption to transport * Loss of mains water and sewerage * Loss of availability of oil and fuel * Gas * Loss of electronic communications.

US Department of Homeland Security, READY Business   

How quickly your company can get back to business after a terrorist attack or tornado, a fire or flood often depends on emergency planning done today. While the Department of Homeland Security is working hard to prevent terrorist attacks, the lessons of the 1993 World Trade Center bombing, the 1995 Oklahoma City bombing and the September 11, 2001 terrorist attacks demonstrate the importance of being prepared. When you also consider that the number of declared major disasters nearly doubled in the 1990's compared to the previous decade, preparedness becomes an even more critical issue. Though each situation is unique, any organization can be better prepared if it plans carefully, puts emergency procedures in place, and practices for emergencies of all kinds.

US Department of Homeland Security, READY Business   

How quickly your company can get back to business after a terrorist attack or tornado, a fire or flood often depends on emergency planning done today. While the Department of Homeland Security is working hard to prevent terrorist attacks, the lessons of the 1993 World Trade Center bombing, the 1995 Oklahoma City bombing and the September 11, 2001 terrorist attacks demonstrate the importance of being prepared. When you also consider that the number of declared major disasters nearly doubled in the 1990's compared to the previous decade, preparedness becomes an even more critical issue. Though each situation is unique, any organization can be better prepared if it plans carefully, puts emergency procedures in place, and practices for emergencies of all kinds.

WebProNews   

Disaster Recovery: A Critical Business Issue by John Plain 2004-11-04 "In today's environment, the effects of a long-term operations outage could have catastrophic consequences to an organization, making contingency planning a critical business issue rather than exclusively a data processing issue.

ZDNet Australia   

Business continuity and risk management: what's the difference? By Mark Vanston, September 2003 "Organisations need to understand and exploit the synergies between risk management and business continuity."

Americas Community Bankers   

Be Prepared: Crafting and Implementing a Disaster Recovery Plan, by James Swan, Community Banker, MArch, 2006.

ASIS International (ASIS)   

Business continuity guideline: a practical approach for emergency preparedness, crisis management, and disaster recovery (Draft)

Bank for International Settlements (Basel Committtee)   

"In response to a request from the Financial Stability Forum in September 2004, the Basel Committee’s Joint Forum decided that there was a need for a compilation of accepted high level principles on business continuity. The Joint Forum set up a formal working group in early 2005 to develop such principles and has now published a consultation paper containing the result of its efforts. The paper is intended to support international standard setting organisations and national financial authorities by ‘providing a broad framework within which more detailed business continuity arrangements might be developed that are more closely tailored to unique sectoral and local circumstances.’ The principles also promote a ‘common base level of resilience across national boundaries.’

Business Continuity Demands Collaboration   

InformationWeek Research surveyed 100 business-technology professionals in October, 2001 on their companies' business-continuity and IT-contingency strategies.