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TMX Group are winners of the 2022 DRI Award of Excellence for COVID-19 Response and Recovery of the year. In the context of joining the organization mid-pandemic, TMX Group’s Mark Evans shares practical examples of how strong organizational values, effective use of data, and prompt, bold decision-making helped preserve the safety of approximately 1500 staff globally. The end result was zero workplace transmission of COVID-19 and zero disruption to any business processes throughout the pandemic.

SESSION HANDOUT 5 Eye-openers From the Pandemic. TMX Group are winners of the 2022 DRI Award of Excellence for COVID-19 Response and Recovery of the year. In the context of joining the organization mid-pandemic, TMX Group’s Mark Evans shares practical examples of how strong organizational values, effective use of data, and prompt, bold decision-making helped preserve the safety of approximately 1500 staff globally. The end result was zero workplace transmission of COVID-19 and zero disruption to any business processes throughout the pandemic.

Globalization is defined as the process by which businesses or other organizations develop international influence or start operating on an international scale. The 21st century was heralded as “The Global Century” with the widespread use of the internet opening up both international markets and supply capabilities that previously seemed impossible. As a result of technological achievements and economic integration, the world has become more interconnected than ever before. Businesses began entering these global markets and developing a just in time” supply chain that took advantage of the lowest prices from single vendors, often importing different parts from multiple locations around the globe to make one finished product. But globalization also brought challenges. Just in time manufacturing opened a risk to sales if just one element of the supply chain failed. The increased transport of parts and finished goods added to the greenhouse gasses causing climate change. The gap between developed and underdeveloped nations grew. The ease of air travel expedited the spread of COVID 19, quickly causing a global pandemic that shuttered the world. Globalized companies quickly felt the impact and “supply chain issues” became part of the daily vernacular of their customers. How do globalization and resilience come together to be convergent forces? Can companies manage cost, efficiency and resilience in a global world?

The world of business is now interdependent more than in any other time in history. In addition to the expansion of multi-national companies, local and regional organizations of all sizes and industry sectors maintain cross-border relationships and global supply chain dependencies (human capital, raw materials, and data) that increase operational risk. Business Resiliency Professionals should have a clear understanding of these direct and indirect interdependencies, monitor these threats, and plan for anticipated impacts to their operations. Armed conflicts by their very nature are volatile, multi-regional, and non-linear; security conditions can deteriorate, and aggression escalate without warning. The unique impacts of each conflict must be evaluated and considered. While some will experience the direct impacts of an armed conflict because it is their country/entity involved, exponentially more will experience the indirect impacts. For example, recent conflicts have caused high fuel prices world-wide even for countries not directly involved or directly dependent on the warring parties. This is a key consideration for why business resiliency professionals should include this type of planning in their resiliency planning approach – their businesses are not insulated just because their country is not at war. The panel will share recommendations for ACM pre-conflict planning, crisis response and ongoing crisis management including: Geopolitical Threat and Risk Analysis Critical Staff Resiliency Strategies Scenario Based Exercises Crisis Management and Response Management and Employee Training and Awareness, and Internal and External Collaboration and Communication

The presenter will review recent crisis communications case studies and lessons learned from events across the globe. By the end of this interactive session, attendees will learn how to turn challenges into opportunities during a disaster, and how to communicate effectively to both internal and external audiences through a solid crisis communications plan.

Using Costa Rica as a reference for the Business Continuity Management in Latin America, this presentation makes a review of the public management in the face of the COVID-19 emergency for management of institutional continuity, management of financial sustainability for the continuity of critical public services and management and state of the continuity of public services in the emergency.

It’s what you’ve all been working on - so let’s talk about it. Success, challenges, strategies for returning to work, it’s all fair game for our pandemic panel. - Deb Ladendorf, Senior Manager – Global Compliance Program Management, Transunion

The DRI International Global Risk and Resilience Trends Report is now in its fifth year. It continues to provide a global perspective and comprehensive trends analysis of the resilience profession from both an internal and external perspective. It provides expert opinion on the key trends and changes that have happened in the past year.

With a look back and one ahead, the chair of the Future Vision Committee, will take attendees through trends observed in 2018 and provide predictions for what to expect in the year to come. Based on the Fourth Annual Trends and Predictions reports, this year’s content features a first-ever geographic breakdown of threats and preparedness worldwide.

Join Future Vision Committee members Lyndon Bird, Richard Knowlton, and Patrick Alcantara, along with DRI President Chloe Demrovsky, for highlights from the Fourth Annual Global Risk and Resilience Trends and Predictions reports. Discover how your job will be impacted by world events - including sustainability, cyberthreats, and more - and what you can do about them.

One way of promoting our relevance to the wider business community is to look at what might happen and evaluate how well we can deal with it to minimize impact. Most professionals will have developed tests and exercises based on scenarios – these give realism, focus, and interest to our resilience programs. Predictions are really an extension of that – a look at the wider world and how such trends and possible events might threaten our ability to respond.

The DRI International Global Risk and Resilience Trends Report provides a global perspective and comprehensive trends analysis of how resilience professionals view their industry and the external factors that are shaping it. It provides insight into the key trends and changes that have been observed since the last report, and has been extended this year to give an even more detailed picture of the state of the profession.

We’ve learned a lot in the past 30+ years in the world of recovery and continuity. Where the origin may have been systems and technology, an industry evolution was necessary. Where previous conversations would have been focused on tape recovery and disk storage, the 3Ps (partnership, process, and persistence) brought about a rebirth that has led to significant understanding in the shared roles of the business, IT and vendors in supporting critical processes, across geographies (language and geo political challenges not withstanding). During this session, we’ll review these 3 Ps in a case study format, using references of the 2008 movie: The Curious Case of Benjamin Button (your homework is to watch the movie!). Unusual circumstances, a refresh of what we think we know, time keeps on ticking…what is old, becomes new.

With a look back and one ahead, the chair of the Future Vision Committee, will take attendees through trends observed in 2017 and provide predictions for what to expect in the year to come. Based on the third annual trends and predictions reports, this year’s content features results from a first-ever FVC survey of DRI certified professionals worldwide.

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.

It seems that every industry or government agency wants DR and BC to be done a little bit differently. Some overlap and some don’t. Throw in a standard or two, and the plot really gets complicated. If your company touches multiple industries or agencies, how can you be in compliance? Let’s take a look at some regulations, standards, and guidelines and turn the heap of ingredients into alphabet soup that we can digest. We will look at BC and DR requirements and see if we can serve up components that can help your program be palatable and in compliance with multiple menus. Start participating now by helping out the beforehand. Send Bobby Williams a message detailing the standards, regulations, or guidelines with which you must comply. This session is meant to have gobal reach so North and South America, Europe, Africa, Asia, Australia, or Antarctica, get in on this! We don’t want anything to be left out and this is one time where there can’t be too many cooks in the kitchen. You can find Bobby on LinkedIn here or email your message to brojas@drii.org.

Lyndon Bird, Chairman of DRI International’s Future Vision Committee, and Chloe Demrovsky, DRI President and CEO, discuss the findings of the Third Annual Global Risk and Resilience Trends and Predictions reports (also available in the resource library). Discover how your job will be impacted by world events — including supply chain disruption, extreme weather events, data protection, and more — and what you can do about them.

It’s never easy to predict the future. With the pace of change rapidly increasing, accurate predictions are ever more difficult to make solely based upon extrapolation of past events. In this report, we have tried to make reasonable predictions given our current knowledge, and the DRI Future Vision Committee has limited its predictions to those issues most likely to impact resilience professionals.

Published each November, the DRI International Global Risk and Resilience Trends Report is essential reading for resilience professionals. It provides a summary of key trends that emerged over the course of the year as well as insight into the current state of the profession.

This session will provide an overview of the 2017 World Economic Forum (WEF) Risk Report. 2017 marks the twelfth year that the WEF surveys over 800 global leaders to determine their top ten risks. In recent years, societal, geopolitical and environmental threats have come to supplant economic risks as issues of greatest global concern. As our world continues to be more interconnected, a holistic risk management approach needs to consider the interdependencies between risks. The 2016 WEF Risk Report called for actions to build resilience. This session will identify practical examples of how this could be done.

Lyndon Bird, Chairman of DRI International’s Future Vision Committee, discusses the findings of two recent reports (also available in the Resource Library): Trends in 2016 and Predictions for 2017. Discover how your job will be impacted by world events – including cyber threats, supply chain, and the environment – and what you can do about them.

From politics to technology to the environment, the DRI Future Vision Committee examines the current global landscape to learn what we can expect and prepare for in 2017.

The Future Vision Committee 2017 Trends Report looks at how accurate the committee's predictions were for 2016, what significant changes have occurred since it made those predictions, and how the committee sees the political, economic, social, technological, environmental, and legal landscape from a risk and resilience perspective.

Attend this exciting session for an overview of the CDC's Global Health Security Agenda (GHSA), including the goals of the GHSA, major partners and contributors, and plans for helping countries to achieve GHSA targets.

Members of DRI's prestigious Future Vision Committee discuss major resilience trends expected in 2016. Topics include risk management and business continuity, cyber security, supply chain, and global recovery.

The State of Business Resilience: 2016 Forecasts and Predictions - A White Paper by the DRI International Future Vision Committee

Defining the Strategic Objectives of the International Glossary for Resiliency

The New Normal

The Euro Exit Crisis: Get Current on this Currency Conundrum and its Continuity Concerns

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With the unprecedented changes in natural and geo-political risks, the possibility of incidents disrupting a zone is becoming more commonplace. In 2011, we saw massive earthquakes, political coups, agitation against governments, and floods impacting countries nationwide. The archetypical Business Continuity planning and response are falling short to minimize (or mitigate) the business impact in such situations. This session focuses on the identification, assessment, and mitigation of concentration risk.

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DreamWorks Animation SKG creates high-quality family entertainment, including computer-generated (CG) animated feature films, television specials and series, and live entertainment properties. With world-class creative talent and technological capabilities, DreamWorks Animation releases two or three CG animated feature films a year that deliver great stories, breathtaking visual imagery and a snesibility that appeals to both children and adults. With each release, DreamWorks' goal is to tell great stories. This session shares yet another great story from DreamWorks, as Director of Studio Operations and Corporate Security Matt Bogaard tells attendees how he strives to protect this hybrid entertainment-technology company and its assets. Bogaard oversees facility operations and security including business continuity planning, intellectual property protection, global threat assessment, workplace violence prevention, travel security, executive protection, and safety. Additionally, he works collaboratively with the other major movie studios in content protection and ongoing anti-piracy efforts.

Many of our profession's most experienced and talented business continuity professionals have never experienced true disasters first-hand. That's a good thing because it means their plans are working (or they've been really lucky!). However there's nothing like being in the field, and in the thick of it, to give continuity professionals a feel for what it's really like to be on the scene during a response and recovery effort. Angela Devlen who founded the Mahila Partnership -- a grassroots non-profit organization serving the unmet needs of communities by investing in education, public health, and sustainable development initiatives while promoting disaster risk reduction and gender equality - has been in the boardroom and crisis command center as well as in the field. Devlen shares her first-hand experiences in responding to disasters in the U.S. and abroad, including impacts, lessons learned, and suggestions to take back and implement in your organization.

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