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The session is a post-Uvalde school shooting report that has changed the dynamics of active attack incidents in schools by empowering all of the people on campus — not just the staff and teachers — as a part of school safety. This case study shows that when data, direction, and emotional reinforcement are made available to people during a crisis, it changes the outcome positively, reduces the number of victims and injury, and increases resilience.

We have lived through the biggest social, health, and economic crisis in the world in the last decades. The pandemic wreaked financial devastation across all industries. The aviation value chain was not the exception, most notably for airlines. Based on McKinsey studies, all subsectors reported massive losses in 2020, except for freight forwarders and cargo airlines, which benefited from a rise in demand for air cargo. The IATA estimates that even though global revenues for airlines rose by 27 percent last year compared to 2020, they were still 44 percent less than what they were in 2019. During this session you will learn about the BCM program that Copa Airlines developed pre-pandemic, the plans that they activated, and how they faced the COVID-19 pandemic to recover the passenger confidence, the business, and their most valuable resource: their people.

With natural disasters on the rise and cyber attacks on the nightly news, are state governments ready to meet the challenges and risks of the modern world? For the state of Maryland, the answer to that question is a resounding YES! Attend this session to hear how Maryland state emergency managers are taking a uniquely effective approach to improving resilience: Training! A two-year program aims to increase resiliency by cross-training staff in business continuity, IT disaster recovery, and cyber resilience. Attend this session to learn how it’s working as well as how this approach also benefits both the private sector and public-private partnership initiatives.

At the core of a successful BC program is leadership, support and engagement. Articulating the value from an employee safety, customer commitment,organizational resiliency, and potential risk and liability perspective is key. Once that support is received, how do we continue to “savor that flavor”? During this session, we will explore the inclusion of leadership as continuity is percolated throughout the organization. What information does leadership need to continue to validate/fund the brewing approach, based on change in strategy? What type of “in store training” is needed at their level, to confirm roles in the event of a business interruption or “bad pour.” We’ll review case studies of where things went well, and where some things were quite bitter in taste. Continuity when done right…great to the last drop!

In June 2017, Merck experienced a cybersecurity incident that identified the need to bolster preparedness for business disruptions. From the fall of 2017 through the present, the Global Regulatory Affairs and Clinical Safety (GRACS) organization prepared its first ever business continuity plan (BCP), including table top exercises and training. This was a massive undertaking for an organization of such breadth (regulatory science, clinical safety, labeling, licensing, operations, etc.) and large size (2200 employees globally), starting from scratch, and an illuminating experience regarding the risk susceptibility of our systems and processes. GRACS is in a much better place today with a completed BCP across the entire organization and connections with ongoing business continuity, risk management, and resiliency efforts across the company.

Attend this session for a true multidisciplinary presentation, as Goodyear’s business continuity and risk management experts explore how the two disciplines work together at this global manufacturing giant. Using Hurricane Harvey as a jumping off point, the presenters will detail Goodyear’s hurricane response, with a focus on how risk management is integral to overarching continuity and resilience efforts. Get ready for a eye-opening success story that does more than just tell you that business continuity and risk management should work together and instead shows you how to actually do it during events and every day.

In 2011, the Jerry Sandusky scandal hit Penn State. This session, conducted as a workshop, will examine how the scandal was handled, what went right (very little) and what went wrong. The attendees will be asked to make decisions that the Penn State Board did. The session will also briefly discuss the view of Boards and Crisis Management, and actions the speaker has taken as a member of the PSU Board and founder and chair of the risk sub-committee.

Fires, floods, blizzards, burst pipes. Sound familiar? Attend this session for a look at continuity from a higher education perspective. From the recent California wildfires to the East Coast arctic freeze, hear from resilience professionals from Yale University and UCLA about unique, and not-so-unique challenges faced by these two world renown universities. Explore actual case studies, talk about what worked and what didn’t, and share solutions that can be applied regardless of your industry. You’ll want to take notes, but no final exam…we promise.

Mike Epstein, Vice President, Risk Management & Business Continuity, The E. W. Scripps Company, discusses how his passion for business continuity has lead him to recognition as a leader in his field and a diversification of his skills into his current role. He shares lessons learned from some of the 800+ incidents he has managed over a 20 year career grounded in business continuity.

Streamlining business continuity management as an integral part of the emergency management framework, the Organizational Resilience Management System (ORMS) comprises crisis management, ICT disaster recovery, security, medical, staff support, crisis communications, records, facilities management and BCM. The ORMS at the UN provides an effective means to integrate and harmonize the emergency management activities. The ORMS provides a framework for cooperation across institutional silos and between the various actors responsible for the key components.

Are you a government, healthcare, or financial organization? Then your business continuity and disaster recovery (BCDR) program is likely driven by regulatory requirements. The purpose of this presentation is to discuss BC/DR program management for private or non-traditional organizations. The goal of this session is to explore common challenges like: What if you don’t have regulatory drivers to guide your program? How do contractual requirements guide your program? What are some effective strategies to ensure that you are strengthening resiliency in your environments? We will review a case study on how Asurion’s Global Business Resilience Team managed the recent events of Hurricane Harvey and Irma, and Mexico City’s earthquake.

Japan is a country that continues to suffer serious natural disasters such as earthquakes, typhoons, and floods. In most cases, these are widespread incidents that impact a fairly large geographic region. In planning or such wide area disasters, the DR strategy may depend on the location where the incident occurred. Using real-lie case studies, this session will explain the unique approach the Japanese have to BC and DR.

What separates a “good” BCM program from a “great” one? How does an organization’s investment in BC risk mitigation systems and processes measure up against leading practices? At a time when risks are increasing, what are the building blocks upon which to build a world-class BC program that not only protects an organization from internal and external threats, but also enhances its brand and strengthens its relationships with all stakeholders? With that as the backdrop this session will explore the unique nuances and journey of building out a world class BC program at HCL Technologies. Founded in 1976 as one of India’s original IT garage start-ups, HCL is a pioneer of modern computing with many firsts to its credit, including the introduction of the 8-bit microprocessor-based computer in 1978 well before its global peers. Today, the HCL Enterprise has a presence across varied sectors that include technology, healthcare and talent management solutions and comprises three companies – HCL Infosystems, HCL Technologies and HCL Healthcare. The enterprise generates annual revenues of over US $7 billion with more than 115,000 employees from 140 nationalities operating across 32 countries, including over 500 points of presence in India. The session will include curated insights from HCL Technologies’ journey on its BCM roadmap on the following themes: Money Goes Where Strategy Goes: Connecting your BC program to the long term business strategy of the firm Never waste a Crisis: Tales of business opportunism to accelerate the BC program at the wake of incidents Culture is King: Fixing the balance of accountability and the three lines of defense The Three E’s: Exciting, equipping, and empowering a cross-generational workforce Modernization of a BCM program to keep pace with evolving times Creating a Differentiated Industry Offering Attendees will leave this session with a rich understanding of the complexities of excelling in BCM in a multi-client and multi industry environment like HCL Technologies and how we leveraged BCM to create value for the firm.

Attend this session for a firsthand Hurricane Harvey case study! Zions Bancorporation is one of the nation’s premier financial services companies with total assets exceeding $65 billion. Zions operates under local management teams and distinct brands in 11 western states: Arizona, California, Colorado, Idaho, Nevada, New Mexico, Oregon, Texas, Utah, Washington and Wyoming, including Amegy Bank in Texas. Hard hit by Hurricane Harvey in the region served by Amegy, Zions committed to helping both customers and the greater Houston community. While Amegy was open for business throughout the storm with mobile, online, and telephonic banking access, some branches did close temporarily. Hear about the actions the Zions team took to ensure the safety of its employees and help ease the financial needs of its employees, customers, and the community.

Attend this session to learn how Colorado Springs Utilities, the DRI 2017 Team of the Year award recipient, built a successful team and program. Strengthening a foundation through commitment, collaboration, and communication has brought the team to the forefront of the organization at times of utility disruptions and emergency incidents. Grab a tip or two, or three, from this session to enhance any program.

When six inches of rain got dumped on Ellicott City, MD, in under two hours, something perhaps even more rare than the resulting 1,000-year flood happened – a partnership between county emergency management and economic development officials rose to the top and really worked! Everyone talks about public private partnerships. Attend this session to hear about one that resulted in more than 95% of businesses surviving. Ryan Miller, Director of Emergency Management for Howard County, MD, and Lary Twele, CEO of the Howard County Economic Development Authority will give an overview of the plans in place before the flood, including how they incorporated economic development into the emergency operations plan and the community disaster recovery plan. They’ll take attendees through the response – a response was so large and complex that resources from as far away as Colorado were called in – to the devastating flood that gave almost no warning. They’ll cover short, medium and long term recovery. But most importantly, they’ll teach you how to apply their model in order to get your local emergency managers and economic development officials working together!

As Hurricane Matthew marched towards Florida, The Energy Authority (TEA) in Jacksonville was getting ready to respond. Attend this session to hear how TEA prepared for and weathered the storm — one that caused widespread flooding, damage, and power outages across the state. The Energy Authority (TEA) provides public power utilities with access to advanced resources and technology systems. TEA is a public power-owned, nonprofit corporation with offices in Jacksonville and Bellevue, WA. A national portfolio management company, TEA evaluates challenges, manages risks, and executes solutions to serve more than 50 public power clients.

Applied Materials, a $9.7 billion technology giant, takes business continuity and emergency response seriously. Applied Materials is the leader in materials engineering solutions used to produce virtually every new chip and advanced display in the world. At the center of the company’s overall program is a robust test and exercise strategy and schedule. Designed to protect 14,000+ employees, 10,200+ patents in 81 sites and 18 countries, it all starts at the company’s Silicon Valley headquarters. It is here that our commitment from top executives makes excellence and innovation possible. Attend this session for an in-depth case study detailing two massive recent exercises — from start to finish. The presenters spent decades in the public sector and have translated their experience, knowledge, and training into a world-class global program for use in any public or private organization.

As resiliency professionals, our goal is to achieve “readiness.” However, how well do we actually measure readiness, and what are the metrics that we use? Oftentimes, our KPIs include things like the number of BIAs/BCPs/DRPs, a score on a maturity model, or exercise results. While these can all be important indicators, they do not always provide an accurate measurement of actual readiness. In this presentation, we will hear how eBay developed ways to identify and measure true engagement and readiness — the ability to effectively respond to a disruption — and not just their ability to write plans or carry out exercises. Join us for the lessons learned on eBay’s journey to measure this essence and quantify the qualitative.

On April 12, 2015, Baltimore man Freddie Gray sustained injuries following his arrest by police and subsequently died one-week later of a spinal injury. In the afternoon of April 27, 2015, following Gray’s funeral, rioting erupted in West Baltimore, resulting in the Governor of Maryland declaring a state of emergency and implementing a city-wide curfew. This event impacted 11 Exelon facilities in its downtown Baltimore location. The protests and riots lasted for eight days and affected more than 4,000 Exelon employees within three critical operating companies. This presentation will discuss how Exelon’s Business Continuity & Crisis Management team managed the event through effective communication, coordination with Exelon Business Functions to ensure those impacted had the resources necessary to successfully recover, and the subsequent year to follow as six officers stood trial. This was the largest business disruption in Exelon’s history there were no employees injured, no Exelon property damaged and little to no loss of revenue. By providing appropriate guidance and collaborating efforts, Exelon’s Business Continuity team effectively prepared the company to continue maintaining the highest standards of safety and reliability for its people, customers, and communities.

Weeks of torrential rains in November of 2015 caused the worst flooding the southern India city of Chennai has seen in 100 years. More than 500 people were killed with the estimates of damage and losses ranging from US$ 3 billion — US$15 billion. The floods were amongst the costliest natural disasters of 2015 and left a significant impact on the city and its people. Chennai is the second largest exporter of software in India and is home to some of the world’s leading information technology companies including HCL. This session will detail HCL’s significant presence in Chennai and the speaker’s first-hand experience in managing this disaster. Key takeaways for attendees include real-world, frontline, actionable information gleaned during and after the incident. They are: Incident response and crisis management in action: The Top 5 Leadership Lessons on Crisis Management Business continuity in the context of globalization: The nuances of “recovery” in the paradigm of a globalized and outsourced environment. The human aspects of continuity and resilience

Imagine yourself as a fresh appointed BC Manager: you setup an ambitious program, plan your work in detail for the next years, analyze amounts of data, produce reports, plans, discuss processes, train people. From the best practices perspective, you have everything in order. Then one day, when you meet your management, you realize they are not interested in all that information. They ask you the very question you are not ready to answer... yet. You feel too slow in a fast company. In this session you will hear some lessons learned from first-person experience, and some suggestions on how to adapt your language, your role and re-think your BCM program objectives, to stay as close as possible to business speed and priorities.

Implementing a mission assurance program for a large government agency always has it challenges. Getting senior level support using a risk-based approach required adapting a traditional model to terms that resonated with both senior and middle managers. But how do you actually execute this formula in your program? A traditional risk formula or model looks at Threats, Vulnerably, and Intentions to determine risk. (T * V * I = R). We looked at Threat and Vulnerability in terms that were understandable and manageable to the MA practitioner and also the agency leadership. Our approach which resonated with upper management. focused on People, Process, Technology, and Facilities and looked at the agency by sectors.

Major frauds are an important, yet sometimes overlooked, aspect of business continuity planning. The recent case of major corporate fraud at Volkswagen exemplifies the risk that organizations face due to fraud. This session will examine the Volkswagen fraud, and explore how organizations may recover from such a disaster.

On October 29, 2012, Hurricane Sandy barreled through the northeast, leaving unprecedented damage and a devastated NYU Langone Medical Center in her wake. Attend this session for more than just the "war story." You'll find out what happened (hundreds of faculty, staff, and students - in partnership with the FDNY, NYPD, Office of Emergency Management, and volunteers - evacuated 322 patients from a building that had no power, lights, or functioning elevators) as well as what has happened since the NYU Langone reopened and reimagined business continuity program. Find out about the critical success factors in making BCP work in a healthcare setting and learn about the challenges BC professionals face in transitioning into a healthcare environment at this informative session.

Presentation by Augustin Lopez, CBCP and DRI Espana representative, on data center best practices from the IX Conferencia Internacional de Continuidad de Negocio, Madrid, May 24, 2016 (Spanish language)

Attend this session for an in-depth business continuity audit case study of one of the largest global retailers. Discover what lessons were learned during that audit process, explore the benefits of audit, discuss real BC risks, examine control methods, and review examples of audit procedures.

This session is a continuation and expansion of the Business Continuity Management Risk Index (BCM-RI) concept introduced at DRI2012 and returning the next two years. Continued interest in program metrics for executive management has resulted in another return, expanding beyond risk and preparedness to include compliance and program maturity.

Attend this session to hear how NYU Langone Medical Center's Real Estate and Facilities team led the massive effort to rebuild the Medical Center following the destructive aftermath of Hurricane Sandy.

What is the likelihood that a crisis could happen at work? This question is posed often by exelon's Business Services Company, the leadership and support services of the entire enterprise. This session will cover Exelon's coordinated response to the incident, impacts and business unit recovery, and collective collaboration through use of a pre-established Incidence Response Team. Additionally, best practices and key lessons learned following the incident will be presented.

This presentation looks at current gaps in defining resilience, using a case study of the aftermath of the 2014 Napa Valley earthquake as an example.

Earthquakes and numerous other passive threats to business continuity are challenging from a planning perspective because we can't predict when they might strike and how severe the impact will be. However, nearly all of the downstream, post-incident impacts can be anticipated and addressed pre-incident. A cutting-edge, comprehensive program at DreamWorks (the first of its kind in southern California) will provide attendees with tangible, specific examples of how to proactively prepare for crisis. Earthquakes provide a very topical and relevant foundation for this discussion, but the strategic framework put forth in this presentation can be overlaid onto virtually any crisis.

This presentation at KL 2014 details Mr. Nagase's experience managing crises and the lessons learned for resiliency.

This case study report looks at some of the most recent and devastating emergency situations to learn how healthcare facilities and staffers prepared for -- and reacted to -- catastrophes that put enormous strain on their facilities, their workforces, and their patients.

BCM is an important component of enterprise security for a media company, such as the Swiss National Television (RSI). The session is aimed to illustrate the RSI approach to business continuity and crisis management and more specifically the innovative exercising program designed by Barca. Crisis simulations are periodically performed taking in consideration even challenging scenarios, such as the AMOK one.

This case study focuses on lessons learned from a national drug shortage due to a global supplier and just in time delivery failure. In February, 2012, Manitoba Health received a letter from SANDOZ Canada Inc. stating that effective immediately they would be scaling back production of approximately 239 critical injectable medications that would affect the health sector in Manitoba and across Canada. This session outlines how the Office of Disaster Management handled this incident to ensure the stability of the drug inventory for the Health System of Manitoba, and what would steps would be implemented to prevent such a situation from occurring in the future. The key lessons learned relate to global supplier dependence and just in time delivery.

Thanks to sponsorship from the DRI International Foundation, Mahila Partnership has expanded its project in Haiti to improve post-disaster economic and health outcomes for women and girls, as well as building long-term resiliency. This presentation discusses the overarching principles of effective recovery but in the context of an active post-disaster initiative. Attendees will understand how post-disaster relief and recovery programs must promote long-term risk reduction, as well as how investments rather than aid yields both short-term and long-term sustainable results.

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Wide-Area Disaster Planning Case Study: A Global Financial Institution In Japan

What happened and what did Best Buy do about it? That's the question that will be answered during this informative session. Attendees will hear lessons learned from crises that have impacted Best Buy over the last few years. At Best Buy, disasters are addressed in the following priority order: people, community, and business. This session will identify successes as well as areas for improvement in each of the three areas for crisis response.

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