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Issue No. 2 April 2016

W elcome to the second edi on of Con nuity & Resilience Australasia, the magazine for Australian and New Zealand based Business Con nuity and Resilience prac oners and professionals.

BCI Summit Australasia 2016 - ‘What’s on the Menu’

Planning the 2016 BCI Summit is not unlike pu ng together the ingredients of a great meal. The aim is to produce a sa sfying and s mula ng experience, which is both enjoyable and beneficial, for all who take part. Producing this ideal crea on involves selec ng from a diverse range of elements, some familiar and others untried; a mix of proven prac cality and innova ve concepts.

To stretch the culinary metaphor even further, the programme that the BCI Australasian Chapter has prepared for the BCI Summit Australasia 2016 is probably more of a buffet, than a set menu. Delegates will be able to choose from three concurrent streams offering an assortment of presenta ons focused on ‘BCM Methodology’ and ‘Thought Leadership in Resilience and BCM’, along with our new stream for 2016 addressing ‘Professional Development’. As well as ample ‘brain food’, the summit offers delegates plenty of social nourishment, including the complimentary Networking Cocktails followed by the Conference Dinner on Wednesday evening. For those with a larger intellectual appe te, the Summit will conclude on Friday 6th May, with a choice of four full day workshops.

There is too much on offer at the summit to men on every speaker and workshop here. We offer below just a small sample from the conference and workshop selec on that will be available to the delegates at the Sydney Rydges World Square Hotel between 4th and 6th May 2016. If this wets your appe te, the full ‘menu’ for the BCI Summit Australasia 2016 can be viewed by clicking on this link.

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Anatomy of a Hack - A real life case study of a Cyber-a ack Imagine your organisa on was the target of a cyber-a ack that was so severe and disrup ve that the business could no longer operate and was forced into liquida on. Carl Woerndle, from MyEmpire and formerly CEO of Distribute IT, provides an ‘insiders’ perspec ve into a prac cal case study of a major Cyber-a ack, the response procedures that were a empted and insight into the subsequent ruinous consequences.

Crisis Decision Making Most managers are comfortable making decisions under business as usual condi ons. When a crisis occurs, these same managers are confronted with a much more demanding task. Working with limited, imperfect or contradictory informa on they are required to make decisions and direct the crisis response under great pressure and without the luxury of me. How they respond to this challenge is a key success factor in the effec veness of the organisa on’s response to any crisis. David Parsons from the Department of Industry will facilitate a mini-workshop to explore the science behind crisis decision making and provide a range of useful advice to enhance crisis team performance. Workshop - Wri ng Be er BCPs (BCI Accredited) The most effec ve plans are those that are developed with the end user in mind and the context in which they will be used. This workshop is applicable to anyone who is tasked with wri ng, maintaining or improving Business Con nuity Plans for their organisa on. It will provide prac cal guidance how to create or enhance business con nuity plans that minimise the impacts of disrup on and are appropriate for the organisa on’s environment and incident response framework. The workshop is aligned to ISO 22301 and the BCI’s GPG 2013, and is built around a series of scenario exercises and ac vi es to support the development of new plans, or the enhancement of exis ng BCPs.

Workshop - Advanced BIA Training (BCI Accredited) A Business Impact Analysis (BIA) is an essen al component of any organisa on’s Business Con nuity Plan (BCP). This workshop is designed for those BC professionals planning to undertake a Business Impact Analysis in their organiza on and are seeking to enhance their skills and technique for this essen al component of an organiza on’s Business Con nuity Programme. The workshop provides a complete understanding of the BIA process, including the cri cal steps required to achieve a complete picture of the nature and opera onal requirements of an organisa on.

Communica on for Decision-making Effect Business Con nuity professionals have to communicate constantly with work colleagues, whether to discuss ideas, explain informa on and procedures or seek a decision for ac on. Too o en, this presents challenges in ge ng the message across, and achieving a mutually beneficial outcome. Dr Lynn Gribble, from Talking Trends, is an expert in business communica ons and organisa onal behaviour. Her engaging and interac ve mini-workshop will provide insights in communica on and decision-making that will help you to op-erate more effec vely in your organisa on.

Iden fying & Assessing the Individual Threat to Organisa ons

BC professionals commonly focus a en on on external threats represented by hos le groups, resource disrup on or natural events. Yet an organisa on’s workforce is usually its biggest financial cost and poten ally its biggest risk. Individuals and employees can be a hidden threat to an organisa on and a source of disrup on risk. Dr Roz Robertson, from Behaviour Consul ng will illuminate the threat that individuals can pose to an organisa on, explore how to iden fy these individuals and consider how to proac vely prevent and implement risk mi ga on strategies.

Leadership Skills for BC Managers Every BC Manager has to face a mul tude of day-to-day management challenges. Foremost among these is the need to provide ongoing leadership for an ongoing BC management programme that develops and enhances the organisa on’s resilience capabili es. As a former BC Manager herself, Leonie Harding, from Corporate Edge, has first-hand experience of the management challenges that are common across many organisa ons. Leonie will apply her extensive management exper se in leadership development, facilita on and coaching to explain how BC Managers can operate more effec vely and develop leadership capabili es to benefit their personal and the organisa on’s performance.

The Five Step Plan to Organisa onal Resilience The first step to design a business con nuity system requires a risk assessment to establish your context. How do you know you are considering all factors? How do you know you’ve considered all threats and hazards? Can you use the same methodology to iden fy opportuni es, as well as risks? Lisa Cameron de Vries, from Phoenix Resilience, will present a ‘Five Step Plan to Organisa onal Resilience’ that provides an improved method to map an organisa on’s context and iden fy both opportuni es and poten al threats to the organisa on. The extended session also includes nine strategies to prevent, prepare for, respond to and recover from any adverse event.

BCI Summit Australasia 2016 a taste of what’s on the menu

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Le er from the President & Chair BCI Australasia It’s all about the Summit! The BCI Summit Australasia 2016 really is shaping up to be a special event. Not only is it our 10th consecu ve Summit, cket sales are going very well, we have an excep onal group of very suppor ve and dynamic sponsors who are ge ng very involved and an amazing program of speakers and par cipa ve ac vi es that we are very proud of!

Pu ng together an event like this is a huge undertaking. A commi ee of 5 reless volunteers assisted by Lisa and Charlo e have been hard at it since October last

year, spending many hundreds of hours talking and doing. Add to that the effort of over 36 speakers crea ng and polishing their presenta ons, the magnitude becomes clear. And all this effort is for the benefit of you, Members of the BCI, Corporate Partner staff and Con nuity Forum members and staff.

Again this year, cket costs have been reduced - the second year running we have achieved this. The investment to a end the 2 day Conference and Exhibi on is now less than half what it was prior to the BCI Australasian Chapter going it alone with presenta on of the Summit, and the inclusions con nue to get be er. Once again this year, the end of Day 1 Cocktails and Canapes Networking session, generously sponsored by Interac ve as our Sapphire Sponsor, is free of charge to all delegates. The Conference Dinner is also included free to all 2 Day package delegates, thanks to all of our sponsors, and there is a special delegate gi courtesy of RiskWare.

Please, have a look at the BCISUMMIT.COM.AU site, check out the program and download the flyer, see if any of the Workshops may assist you in your work and, if at all possible, pull out the stops to get yourself to Rydges World Square on May 4th. We would really love to see you there—it’s an absolute degusta on menu packed with food for thought!

It actually is all about you! And the Summit of course.

Howard Kenny, President & Chair BCI Australasia

In this edi on April 2016

Crisis … what crisis? 4

01 BCI Summit Australasia 2016 What’s on the menu

03 Le er from the President & Chair BCI Australasia

04 Crisis … what Crisis? Garry Rigby looks at whether your organisa on knows when it’s in crisis?

06 The changing face of consul ng John Doble discusses when to use a consultant and what to look for.

07 Standards update Saul Midler provides us with an update on what is happening in the world of Interna onal standards

9 Why me ma ers in a disaster Gregory Medwell shares the importance of me in a business con nuity plan.

11 BCAW 2016 How the BCI Wellington Forum are ge ng the message out there

12 Forum Focus BCI Wellington Forum

13 SafeGuarding Australia 2016

14 Membership ma ers

16 Upcoming events

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WhatCrisis?Crisis...

Doesyourorganisationknowwhenit’sincrisis?

Crises do not make appointments.

They can occur any me and under the most unfavourable circumstances. Once a crisis does happen, it can escalate rapidly and test your resilience. How you recognise and respond to problems will

define your success or failure.

Get it wrong and the penal es can be high. Unfortunately, many crises are made significantly worse because senior management either fail to recognise the issues, or simply deal with them in the wrong way. We know every business should have a crisis management plan; but knowing when to escalate and enact it are vital. Crisis management is about making mely decisions based on facts when opera ng under extraordinary condi ons.

So, how do you know when your organisa on has crossed a threshold and moved from dealing with a day to day business problem into a crisis situa on? Can you quickly iden fy all aspects of your business that may be affected? Is it robust enough to ensure everyone following it will come up with the same decision? Will it ensure the right people are no fied when you really do have a crisis? Will it help you iden fy where you need to focus your efforts? In the heat of the moment, will everyone know exactly what to do, or waste valuable me dus ng off the crisis management plan?

In any crisis situa on, me is against you and social media can further complicate a situa on. Early recogni on is a crucial prerequisite for an effec ve response. Implemen ng a process that guarantees early iden fica on, classifica on, no fica on and ac va on when problems arise gives your organisa on the head start it needs. Don’t waste me wading through process maps - make sure that responders have the one-page tool that buys you the most valuable commodity… me.

Most crises cost money but they don’t destroy the brand. What does destroy reputa ons and kill companies is poor crisis management and

the lack of organisa onal resilience.

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About the Author - Gary Rigby, Dynamiq Strategy’s Managing Director Gary has over 30 years’ experience in crisis and emergency management, system development, implementa on, training and support. Gary’s extensive background in marine engineering has seen him establish and implement the Australian oil industry’s na onal oil spill emergency response capability (AMOSC). Gary also was a key player in developing EMQnet, an integrated web-based Crisis and Emergency management and communica on and recording system.

Crises can cost execu ves their jobs, and the stock market is brutally unforgiving of poor management perfor-mance. This is a high stakes game with only winners and losers. Right, you have a crisis plan (you do, don’t you?) but does everyone in the company understand what actually cons tutes a crisis? Can they iden fy when an issue becomes a crisis?

Contact Dynamiq Strategy Managing Director, Gary Rigby to learn how your organisa on can:

i� Improve resilience by ensuring early recogni on of issues and crises. i� Ensure everyone in an organisa on is capable of being a problem radar screen. i� Improve the acceptance and effec veness of crisis management plans.

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There has been a trend in recent years for Business Con nuity prac oners to move into the world of consul ng, and they are really making a difference!

By having first-hand experience of how to implement Business Con nuity Frameworks, these types of consultants have what it takes to empathise with clients, par cularly given they have u lised BCM consultants themselves in their past roles.

When to Use a Consultant

x� The skills you need are not available within your organisa on. x� Your in house people don’t have the me. x� You want a fresh perspec ve on your problem or business. x� You may not know what needs to be done. x� You may want a second opinion on in house approaches. x� A consultant may be faster and more cost effec ve.

When the project ends, or your business needs change, you can end the rela onship quickly and easily .

The Ideal Consultant Clients today are pressed to respond to the demands of mee ng Resilience targets, and appreciate the experience and candid nature a past prac oner can bring to all aspects of the effort. In the short

me that I have been Principal of BRI Consul ng, I have witnessed a growing desire by clients to have a no nonsense, reasonably priced solu on, explained to them by their consultants, in a way that makes sense. Past BC

The changing face of

consulting

i� Relevant experience i� Industry background i� Image, style, and fit with company culture i� Integrity

i� Loca on i� Size of firm i� Communica on skills i� Status

i� Project goals i� Availability i� Approach to consul ng fees

By John Doble, Principal Consultant BRI Consul ng John joined BRI Consul ng as their Principal Consultant in July 2015 bringing with him a long and experienced career in Business Con nuity, Crisis Management and consul ng. BRI Consul ng has been assis ng to protect the interests of their clients for over 27 years and during that me have established themselves as one of the leading independent Australian owned Security, Risk and Con nuity consul ng organisa ons in Australia.

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"In the last edi on of Con nuity & Resilience Australia, I introduced the constructs of Interna onal Standards, the BCI’s role, Technical Commi ees, Mirror Commi ees and ISO22317 BIA in Japan. I concluded by asking you to wish me luck prior to heading off to Indonesia to work on ISO22316 Organiza onal Resilience.

I’m please to say that the second Interna onal Standards Organiza on (ISO) Symposium in Indonesia went very well. Represen ng the interests of the BCI community in Australia, most of my me at the symposium was spent in Working Group 2. Our key objec ve was to re-work ISO22316 and prepare it for public comment and ul mately publica on.

Working Group 2 brought together technical experts from around the world including UK, USA, Canada, Germany, Switzerland, and, of course, Australia. Many faces were familiar having worked with them in early 2015 on ISO TS 22317 BIA and it was great to reunite.

We established two teams. For the first two days, I contributed to Team 1 which needed to go back to first principles. We adopted a clearly defined approach consis ng of:

1. Define the fundamental philosophy of Organisa onal Resilience.

2. Define the concept of a principle

3. Review each principle within ISO 22316 to decide whether it met the criteria of being a principle

4. Assess if it aligned to the fundamental philosophy of Organisa onal Resilience within ISO 22316.

5. Streamline the wording

I was asked to join Team 2 for the third day. The approach was to review each A ribute and underlying Ac vity. Since I was the only person in Team 2 that had par cipated in Team 1, I was able to direct the conversa on to take account of the newly created Principles and the underlying philosophical perspec ves (e.g. the decision to remove all references to Risk Management).

Strict rules to abide by or more of a guide? ISO 22316 OR is, in my opinion, a well-balanced document. It is a guidance document – its content is not mandatory and you can’t be measured against it. If your organiza on does decide to head down the OR path then know that there is no target in absolute terms – no defini ve goal – no quan fiable measure. It’s about a journey that enhances your resilience by improving the way you think, lead, collaborate, and empower.

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Saul Midler (FBCI) provides us with an update on what is happening in the world of international

business continuity standards

The task at hand was a significant challenge – especially compared to my earlier ISO22317 experience. BIA was fairly straight-forward with great clarity in the minds of the working group, whereas Organisa onal Resilience (OR) was very different. The magnitude of global feedback was more than significant. It seemed that the 2015 version of ISO22316 was not what the world was thinking or wanted.

“Interna onal Standards bring technological, economic and societal benefits. They help to harmonize technical specifica ons of products and services making industry more efficient and breaking down barriers to interna onal trade. Conformity to Interna onal Standards helps reassure consumers that products are

safe, efficient and good for the environment” ISO website

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Standards con nued ... It really is the journey and not the des na on. It’s about improving your adaptability to changing environments.

Australian standards update

For the past few years, the Australian BCI community has expressed concern regarding AS5050 Business con nuity - Managing disrup on-related risk. In a nutshell this standard:

x� Presents an inconsistency and ambiguity regarding the rela onship of ISO 22301 and AS 5050.

x� Has prohibited the Australian adop on of the interna onal standard for BCM: ISO22301 and the suite of ISO223xx standards.

I’m happy to report that we are one step closer to resolving this situa on. Last month, at our MB025 Technical Commi ee mee ng, the Technical Commi ee agreed to support the adop on ISO 22301 in Australia. To ensure Australia is not conflicted by having 2 standards with Business Con nuity in its tle (i.e. ISO22301 and AS5050) MB025 will establish a special joint working group with OB7 (Risk Management Technical Commi ee and authors of AS5050) to pave the way forward. This should include a variety of work items including a change

to AS5050 by deemphasizing Business Con nuity ensuring no doubt that it is a risk standard focused on disrup on related risk.

I’m hoping that by the next edi on of Con nuity & Resilience Australia I’ll be in a posi on to outline the

ming and process.

Saul Midler FBCI

The BCI is pleased to work in partnership with the organisa ons outlined below to deliver a regional training program. By clicking this link you will be taken to the BCI Regional Training Calendar.

Upcoming training includes:

Good Prac ce Guidelines Training Course (CBCI) - including an accelerated version.

The BCI Business Impact Analysis (BIA) Training Course (Day 3 of the 2016 BCI Summit only)

The BCI Wri ng Business Con nuity Plans Course (Day 3 of the 2016 BCI Summit only)

The BCI Exercise Planning Course (Day 3 of the 2016 BCI Summit only)

BCI ISO 22301 Lead Auditor Training in Partnership with ICOR - ANSI Accredited

Good Prac ce Guidelines Training Course (CBCI) - Event Op ons

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Why Time Ma ers in a Disaster Gregory Medwell

Interac ve Data Centre and Business Con nuity Manager

Any disaster has the poten al to impact your ability to conduct business and business con nuity is a vital part in almost all businesses. Many enterprise and government organisa ons will not transact with partners that do not have a business con nuity service. Business con nuity is a cyclical process – an organisa on should review its business con nuity plan whenever it introduces changes to the business or alters its business priori es.

One cri cal element to a business con nuity plan is me. There are many ques ons pertaining to me when it comes to your business con nuity plan. How long will it take for your business to be func oning? How long can you afford to be down? How long un l your customers lose trust in your ability to deliver?

The impact of down me is crucial to understanding the me implica ons. Across an organisa on these might be lost sales, increased expenses , regulatory fines, reduced customer sa sfac on or brand damage. A Business Impact Analysis is a detailed ques onnaire that can help in quan fying the poten al impact if a disrup ve event occurs.

The goals of the Business Impact Analysis are to determine the most crucial business func ons and systems, the staff and technology resources needed and the me frame within which the func ons need to be recovered. Once these are known, the next stage is to design a business con nuity plan that meets these objec ves.

The Recovery Point Objec ve aims to address this by asking what your organisa on’s tolerance to lost data is. Usually the data will need to be re-entered, and it can be compared with an author wri ng a long report on an old computer that is likely to crash. What is the maximum

me between backups that you would be comfortable with? Your answer here might be every two days which would translate to an RPO of 48 hours.

Different processes and systems have different RPOs. An ERP system may have a premium 4-hour RPO, whereas a 36-hour RPO may be suitable for a development server. Custom RPOs can help your budget by only paying premi-um prices for the systems that ma er most to your organisa on’s opera ons.

There are two important acronyms that business con nuity providers will talk about,

RTO and RPO. They are the Recovery Time Objec ves and Recovery Point Objec ves.

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Recovery Time Objec ve is defined as the maximum period for which the business can be out of opera on without significant risks or losses. Again using the author ex-ample, how long would they like to wait un l they can begin wri ng again? But be-fore you answer this you need to consider the impact on your business, revenue, cus-tomer reten on and brand.

The objec ve of RTO is to calculate how quickly you need to recover, which then dictates the plan you need to implement and the overall budget you should assign. Typically most important systems to your business will be your sales and fulfilment systems, which typically have the best RPO you can afford.

The major difference between RPO and RTO is their purpose. The RTO is usually large scale, and looks at your whole business and the systems involved whilst RPO focuses just on data and your company’s overall resilience to the loss of it.

In the end it comes down to me. How long can you afford to not be doing business? Analysing the impact and planning accordingly will improve the resilience of your business, ins l trust in your business and overall take be er care of your customers.

About the Author - Gregory Medwell For over 35 years Gregory has led across complex and highly innova ve technology departments as both a Technology Manager and Project Manager in both IT and Data Centres. He is ITIL cer fied and is a member of the Australian Computer Society.

Gregory’s exper se stems from his ability to engage across all business levels and align the technology requirements to the growth expecta ons of the organisa on.

At Interac ve, Gregory manages a team of Data Centre and Business Con nuity Engineers. Gregory’s core focus is ensuring he and his team provides on-site technical support, test, deliver and execute when customers need them most.

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Business Con nuity Awareness Week is an annual event that has been run since 2005. For the majority of those years we, the BCM prac oners, have met together to talk about general awareness and the current BCAW topic. However over the last few years I have grown concerned that we were not achieving the main goal of Business Con nuity Awareness Week.

There is a term that has been around since the Seven es, “Preaching to the choir”. That is what I believe many of us have been doing. We have been sharing our thoughts and opinions with those who already understand and accept Business Con nuity Management as a valuable asset to organisa ons.

Don’t get me wrong, sharing our understanding amongst ourselves is good but it should not be the only thing we do.

Business Con nuity Awareness Week gives us that opportunity. It provides us with a theme, with resources such as posters, case studies, etc.

In 2015 the Wellington Forum decided to take a step beyond what we had always done and we ran a public expo u lising the BCAW posters and a manned informa on desk. To find out more about what we did you can read our report by clicking on this link.

The success of that event has encouraged us to run a second expo in 2016 and to increase the breadth of the expo from just displaying posters and talking to people to including others in presen ng their part of the story.

To this end we are in the planning stages for an expo and some of the ideas we are now working on are:

x� Three types of exhibitor (Full exhibitor, Brochure exhibitor, Poster sponsor)

x� Guest passes for Forum Members to hand out to people in their organisa ons with an associated prize draw.

x� TV screens with rolling presenta ons.

x� Brochure stands for both BCI and other suppor ng suppliers

To support the wider Australasian Chapter’s efforts I have created two knowledge sharing sessions on how to plan and how to run a public expo. These are available for all of Forums Leaders.

Finally to paraphrase Michael Kitson, “Awareness is a key ingredient in success. If you have it, share it, if you lack it, seek it.”

Business Con nuity Awareness Week is an annual event organized by the Business Con nuity Ins tute to raise awareness of the importance of business con nuity and resilience, and in 2016 it will be held be-tween the 16th and 20th May. Based on feedback from those in the profession, the theme for the week is return on investment and, in addi on to the obvious benefits business con nuity has in the event of a disrup on, it will look at the other advantages it may have. For example, it could be that your insurance premiums are reduced (or not increased by as much!) as a result of having an effec ve business con nuity plan; perhaps having a business con nuity plan in place, and therefore being seen as a reliable supplier, has won you extra business; or possibly the analysis of your organiza on as part of the business con nuity process has iden fied where efficiency savings could be made.

Whatever the reason, business con nuity is not just an overhead, it is a good investment, and it is vital that we get this message across.

Business Con nuity Awareness Week 2016

How the BCI Wellington Forum are ge ng the message out there ...

Wellington BCAW 2015 Expo

To paraphrase another old evangelical saying we should stop preaching to those who are already commi ed and go out into the world where the message is really needed.

DAVID THOMPSON

Wellington Forum Team

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Special Interest Group in the Spot-

light

ITSCM Spe-

BCI Wellington Forum

The BCI Area Forum Teams are an absolutely cri cal component of the BCI Australasian Chapter.

The forum teams are volunteer BCI members who do a fantas c job in hos ng forum mee ngs which provide guest speakers who share thought provoking topics as well as providing updates on what is happening in the BCI. If you have not a ended a forum mee ng, please come along to one if you get the chance. The teams would like to meet you! This edi on of Con nuity & Resilience Australasia is providing an overview of the BCI Wellington Forum Team and what they are up to at present.

Over to Wellington … Wellington has a very ac ve Forum that organises eleven events a year. These include one-hour ‘Lunch Briefings’ (or recently trialled Breakfast Briefing) with a specific top-ic for robust discussion, and two-hour a ernoon ‘Member Mee ngs’ (generally aligned to significant events such as the BCI Summit Australasia, Business Con nuity Awareness Week (BCAW) or the New Zealand Civil Defence ‘Get Ready Week’), where we seek out guest speakers. Events are rounded off with a mid-year no-host networking lunch and an end of year social drinks func on.

The compact nature of Wellington City makes it ideal for networking and forum events. Most members are within walking distance of a range of suitable venues, either provided by member organisa ons or u lising the many cafés and bars in the CBD area.

In 2016 we plan to increase our profile through an

enhanced BCAW ac vity (see separate ar cle for detail), and con nue to engage with our members to ensure we deliver the ac vi es that they want.

Our programme is promulgated on the BCI Australasia Event page which we keep updated as we book in guest presenters and topics. If you find yourself in Wellington when an ac vity is scheduled, please do come and join us.

The Wellington BCI Forum is led by Steve Stree erk (Manager Business Con nuity for Office of the Clerk) and supported by David Thompson (Director, Con nuity Services Limited), Eric Sido (Technical Problem Manager for Datacom) and Debbie McCoard (Business Con nuity Advisor with the Ministry of Social Development). For details on forum events or ac vi es, contact the forum lead at steve.stree erk@thebci.org.nz

Wellington BCI Forum Team (L-R): David Thompson, Steve Stree erk, Debbie

McCoard, Eric Sido .

STEVE STREEFKERK

Wellington Forum Team

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AUSTRALASIAN REGIONAL CORPORATE PARTNER & SPONSOR PROGRAMS

Con nuity Forum was acquired by Business Con nuity Ins tute (BCI) Australasia in 2015. This provides a whole ra of new and addi onal benefits to exis ng Con nuity Forum members and we look forward to working with you to ensure you achieve maximum return on your investment.

We are currently transi oning Con nuity Forum Members across to the new BCI Australasian Regional Corporate Partnership Program as part of the renewal process. We are also taking on NEW organisa onal members under this program.

The BCI Australasian Regional Corporate Partnership Program enables organisa ons to work closely with the BCI: develop their own people and benefit their organisa on, raise the profile of business con nuity management and be a key contributor to the development of business con nuity and organisa onal resilience best prac ce.

Membership Ma ers

Premium Standard Associate

Large Organisa ons Medium-sized Organisa ons and Large Government Departments

Small and Not for Profit Organisa ons

Employing more than 250 staff Employing less than 250 staff Employing less than 20 staff Up to 30

Named and Registered Affiliates 10

Named and Registered Affiliates 5

Named and Registered Affiliates AUD $ 2,995.00 AUD $ 1,540.00 AUD $ 770.00

THREE LEVELS OF PARTNERSHIP

KEY BENEFITS i� Registra on of Partner Affiliates to directly receive all the available benefits i� Partner Affiliates are invited to and are able to bring guests along to regional forum mee ngs i� Partner Affiliates will be given access to the BCI Members Only area of the BCI website i� Receive BCI Global and Australasia e-newsle ers and magazines i� Receive substan al discounts to local and global events where a fee is charged (such as the

Australasian BCI Summit, training opportuni es, BCI World) i� Priority involvement in global surveys, whitepaper reviews and ques onnaires i� Reduced entry to local third party conferences endorsed by the Australasian Chapter

THREE LEVELS OF SPONSORSHIP

Gold, Silver & Bronze

Organisa ons who have BCM products and services to sell or promote can become Australasian Regional Corpo-rate Sponsors and benefit from the excellent packages which are available. En tlements include: Adver sing , access to BCI Forum events, discounted exhibi on stands, logo placement on BCI website, dedicated page on the BCI virtual exhibi on global website, marke ng opportuni es, project sponsorship opportuni es and much more!

If you would like to know more please email info@thebci.org.au

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RSA Live Webcast - The Next Genera on of GRC

28 April

BCI Summit 2016 4-6 May

Safeguarding Australia 11-12 May

BCAW - BC Awareness Week 16-20 May

Brisbane Mee ng 17 May

NSW Mee ng 17 May

Auckland Mee ng 18 May

Wellington Mee ng 18 May

Western Australia Mee ng 19 May

Victoria/Tasmania Mee ng 19 May

Sth Aust/Nth Territory Mee ng

7 June

Upcoming Events Forum Ac vi es & Events in Your Area

About this Publica on Con nuity & Resilience Australasia Magazine is a publica on of the Australasian BCI Chapter. The magazine is published three mes per year and is an excellent source for all things Business Con nuity and Resilience related. Ar cles include thought leadership pieces, case study presenta ons, discussion papers, top ps, upcoming events and professional advice on a wide range of business con nuity topics designed to keep you in the loop as well and get you thinking.

Con nuity & Resilience Australasia Con nuity Forum Pty Ltd 264 George Street Sydney NSW 2001 Con nuity Forum Pty Ltd., a wholly owned subsidiary of the Business Con nuity Ins tute Australasia Ltd Membership Manager & Editor: Lisa Riordan Administra on & Research Assistant: Charlo e Goodsir

The views expressed in this magazine are not necessarily those of the Business Con nuity Ins tute Australasia. All efforts have been taken to ensure the accuracy of informa on published. The publisher accepts no responsibility for any inaccuracies or error and omission in the informa on provided in this publica on. All original content in this magazine is protected by copyright and cannot be used, reprinted, distributed, or republished for any commercial use without prior wri en consent. Con nuity and Resilience Australasia Magazine is only responsible for the copyright of original material published in this newsle er. In the case of materials submi ed by members it is assumed that the original source has secured copyright and/or obtained permission to publish the materials.

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