Business disruptions come in many forms: cyberattacks, IT failures, natural disasters, the illness of key members of staff, theft… Operational resilience is therefore something affects all parts of an organisation.
The finance department, and the businesses that service it, have a special need to understand the nature of operational resilience, what represents best practice, and how regulatory requirements are changing. With this new, tougher regime, financial services firms will now have to answer to regulators.
We are now well into the implementation phase during which firms need to operationalise their policy framework for Operational Resilience, and the new rules come into force for all financial institutions on 31 March 2022.
If they are unable to remain within their defined impact tolerances for their important business services following a business disruption.
Supply chains are another critical area for operational resilience. Disrupted supply chains are a huge problem as we have seen during the pandemic. But they are hard to manage. Most organisations have hundreds of different suppliers, who in turn also have hundreds of suppliers. Businesses need to analyse their supply chain operational resilience more closely than ever to ensure they can manage the associated risks.
Having adequate business continuity and disaster recovery programs is essential. This must include effective operations risk management coupled with agile incident and crisis management and supported by excellent internal and external communications.
In this virtual round table, we will explore operational resilience and how it is an essential part of enabling organisations to survive and thrive in the rapidly changing circumstances that we face after the pandemic.
The questions we will explore
During the meeting we will focus on questions such as:
- What are the main emerging governance trends and good practice that will support organisational resilience?
- What approaches are organisations taking to achieve operational resilience, and how do they differ across different business services?
- How does risk management and operational resilience intersect? If risks are adequately managed, why is there a need for resilience at all? How can risk tolerances be identified and communicated?
- Where does operational risk concentrate? How can single points of failure be avoided?
- How important is it to create playbooks for risk management and resilience? How can realistic exercises be held to practice responding to incidents? And how can senior managers be persuaded to take part?
During this discussion, delegates round the virtual table will explore these issues and look for ways of understanding how to prioritise operational risks, seek mitigations, and importantly achieve operational resilience in the face of damaging incidents .
Who is invited?
We are looking to discuss this important topic with people who have a genuine passion for managing operational risk and chieving organisational resilience. The event is designed for senior decision makers including: heads of business continuity and disaster recovery, risk and resilience professionals and senior IT executives with responsibilities in these areas. Delegates will work at medium sized (100 to 1000 employees) organisations in financial services and payments, retail and ecommerce, and business services including legal and logistics.
Be one of 6 senior business decision makers around our virtual table. For any enquiries, please contact Mergim on 0208 349 6458 or email email@example.com
The breakfast briefing is brought to you by Sungard AS, and is only for senior executives as mentioned above. Registrations of junior professionals, consultants, solution providers or other sellers to this market won’t be accepted. To be eligible you must be employed by a corporate legal entity such as a private company: if you are a sole trader or in a partnership other than a legally incorporated partnership, we will be unable to offer you a place.