697 words, 2.6 minutes read. By Gerard Blokdyk

Business Continuity Risk Analysis and Testing 1 big thing: Ensure adherence to internal policies and procedures, technology control standards, and applicable regulatory guidelines.

The big picture: Work with risk management colleagues in other internal departments to develop and deploy a common risk management strategy and framework for effectively assessing and managing supply chain risk.

Why it matters: Confirm that your design projects divisional and organization wide staffing and identify timelines needed to complete projects to meet the strategic plan of your organization.

State of play: Work closely with IT Management to establish repeatable practices and processes to maintain a balanced security, risk management and compliance control framework and socialize across your organization and vendors to ensure compliance.

Under the hood: Develop and continually improve BCP and DRP lifecycle updates, to include developing and evolving organization BIA(s), COOP procedures, and test validation planning.


 


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What to watch: Verify that your workforce supports operational business unit leaders and functions in the management and execution of activities related to operational, compliance and enterprise risk management programs and efficiency of business unit internal controls.

Between the lines: Verify that your company develops plans to facilitate effective decision-making and organizational response to critical business incidents including the temporary shut-down and re-opening of stores to ensure continuity of operation.

Go deeper: Make headway so that your operation works closely with Corporate Security and Safety to ensure common approach to threat and intelligence analysis, risk management, training and awareness, compliance, and crisis management.

Meanwhile: Lead the implementation of a central repository of disaster recovery information, artifacts, plans, test results, contact lists and other critical information required to manage an adverse event.

On the flip side: Oversee DBA staffs work with Business Continuity/Disaster Recovery management to ensure that the disaster recovery (crisis management) and business continuity plans drive disaster recovery (DR) strategy and procedures.

Yes, but: Secure that your staff serves as back up to the Contract Monitoring specialization in the absence to maintain continuity in the daily workflow of contract administration.

Be smart: Confirm that your strategy is responsible for maintaining open and effective communication with all areas of your organization related to the Business Continuity Program for assistance and problem resolution.

What we’re hearing: “Ensure your organization identifies potential risks for business interruption, conducts business impact analyses and provides a reliable, sustainable program to mitigate the effects of any interruptions., Cyber Risk IOT, Consultant

The backdrop: Engage with relevant partners including other operational risk team and Centers of Governance to ensure a coordinated and holistic approach to addressing resiliency.

The bottom line: Be certain that your operation makes individual contributions to the success of the business and be a key member of an experienced team.

What’s next: Invest in maintaining your organization Security Policy and Procedure Manual current in relation to topics relating to continuity of daily operations in the event of a disaster or emergency.

ICYMI: Execute reporting on a minimum monthly basis in accordance with the risk management framework requirements, as well as reporting on the risk exposure to be included in Business Unit Risk Reporting, sub-Internal Control Committee, and other relevant committees.


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