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In today’s business environment, organisations need to be prepared for a wide range of potential crises. These range from extreme weather conditions, product recalls, corporate malfeasance, cyberattacks or even acts of terrorism. The only thing that will be certain is that a crisis will hit without warning. Regardless of how

To determine the relationship between Business Continuity Management (BCM), Disaster Recovery Planning (DRP) and Crisis Management, these first need to be defined. BCM is the process of planning for disruptive incidents so that any damage and down time resulting from the incident, will not have extensive impact on the business.

Being proactive means being prepared, and being prepared shows good management and a firm grasp of the risks your business faces. In an environment that is increasingly volatile, proactiveness actually prepares the business for much more than just an emergency. Consider this: when a crisis hits, does it affect just one

Businesses are often so intent on operations that crisis management may never even enter the conversation at Board or senior management level. Yet, crisis management is exactly what is required in the event of disruptions. Even the least of this, if not appropriately managed, could rapidly escalate to disastrous proportions

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      Evaluating Risk and Internal ControlCorporate GovernanceEstablishing a Cybersecurity FrameworkEnterprise Risk Management

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          Digital Risk Management and DisruptionMechanics of CyberSecurityEnterprise Risk Management

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            Evolution of BCM Standards, Policies and FrameworksBIA & BCMS Frameworks and StrategiesRisk, Sustainability, Metrics and Crafting Effective Business Continuity Plans

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              Emergency Preparedness, Response, BC Awareness and trainingBCMS Performance, Metrics and Audits, Disaster Recovery Plans and Lean MethodologiesCrisis Management

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                Managing ESGMechanics of ESGEnterprise Risk Management

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