Preliminary Conference Program

We’re excited to present the preliminary conference program for DRI2020! These exciting sessions and workshops are just the beginning. Check back often for updates on additional sessions as well as exciting tracks, including a Cyber Resilience Track, a track dedicated to Women in BCM, and an entire track full of hands-on, interactive workshops (perfect for those who learn best by doing!). As always, our sessions are not seen elsewhere and our speakers are by invitation only, making this the most challenging and unique educational content of any event in our profession! Sessions will be tagged by professional practice so you can concentrate on the areas most important to you, your program, and your professional development.

Keynote Address: Major General James B. Linder, Chief of Staff, U.S. Special Operations Command

Major General James B. Linder, Chief of Staff, U.S. Special Operations Command

DRI International is proud to bring you a keynote speaker with impressive real-world experience that few of us can even imagine. Maj. Gen. James B. Linder currently serves as the Chief of Staff of U.S. Special Operations Command headquartered at MacDill Air Force Base, Fla., where he directs a staff of 2,200 personnel responsible for resourcing and supporting U.S. Special Operations Forces in combat and conducting other sensitive operations globally. His most recent assignment before assuming his current duties was as the Commander of Special Operations Joint Task Force – Afghanistan. Bring your questions and be prepared for a fascinating discussion.

[WBCM TRACK] Moving Forward in an Evolving Industry: Preparing to Get There Professionally and Personally

Chair: Diane Doering, VP, Enterprise Risk Management, Iron Mountain
Vice-Chair: Mitzi Harlor, Director, Business Continuity, Marriott International
Committee Lead: Marsha Buehler, Global Business Continuity Manager, Mayer Brown
Committee Lead: Leah Sawyer, Enterprise Business Continuity Manager, Staples Inc.
Karina de Allicon, Manager, Business Continuity & Enterprise Risk, Edwards Lifesciences

Join the DRI Foundation’s Women in Business Continuity Management Committee members for a panel discussion focused on keeping up with the ever-changing landscape of business continuity and disaster recovery, which requires resilient leaders as well as resilient plans. To continue to be effective, we need to expand our capabilities and anticipate future needs as the planning objectives for operational resilience evolves. Join us for thought-provoking exploration as we consider different perspectives and discuss how we, as women, can prepare ourselves for the future.

[WBCM TRACK] WORKSHOP -- Breaking Through: Closing the Gender Pay Gap and Positioning Yourself for Salary Success

American Association of University Women (brought to you by the DRI Foundation WBCM Committee)

Nearly 60 years after the passage of the Equal Pay Act, women continue to earn less than men do for the same roles in nearly every occupation, including business continuity.  While the pay disparity is a result of many factors, gender differences in salary negotiation play a role. Let’s focus on what we can control. The DRI Foundation’s Women in Business Continuity Management (WBCM) Committee is proud to sponsor the American Association of University Women’s (AAUW’s) Work Smart Salary Negotiation Workshop. Participants will come away with the skills to determine market worth based on experience, performance, qualifications, and job responsibilities as well as the confidence to successfully negotiate for fair pay and benefits for the rest of your career with proven strategies. This session will be female-focused, but men are welcome to attend.

[WBCM TRACK] WORKSHOP -- Giving Back…to Yourself: Get Out of Your Own Way and Become Your Best Advocate

Chair: Diane Doering, VP, Enterprise Risk Management, Iron Mountain
Vice-Chair: Mitzi Harlor, Director, Business Continuity, Marriott International
Committee Lead: Marsha Buehler, Global Business Continuity Manager, Mayer Brown
Committee Lead: Leah Sawyer, Enterprise Business Continuity Manager, Staples Inc.
Karina de Allicon, Manager, Business Continuity & Enterprise Risk, Edwards Lifesciences

In our busy lives, we work hard personally and professionally to solve problems, respond to incidents, and help others. Yet we often forget to take care of ourselves.  In this session we’ll explore techniques for bringing together what we’ve have learned from WBCM’s earlier sessions to develop individual action plans to achieve the success we desire. Attend this interactive session as we share tips and tools to nurture our mental, physical and emotional health while building a professional brand and personal road map that is aligned with our values, work style, and personal preferences. We will harness the power of visualization and other strategies to transform our thoughts and create powerful new narratives.

WORKSHOP -- Handling Disaster After Effects and Their Collateral Consequences

Jeanne Powell, President, DAHR Consulting

Nothing in life happens in a vacuum and disasters are at the top of that list.  Like a pebble dropped in a pond creates ripple effects, disasters always spawn multiple and various types of after effects in all possible directions, dimensions, timings, and each with their own consequences.  Known risks usually have mitigation options.  After effects are not known until they happen.  BCPs usually guide handling a singular disaster incident.  However, BCPs rarely identify and document steps to resolve the spreading, pervasive, collateral, and consequential ramifications of after effects.  Come join us and learn methods to identify and tackle different aspects and considerations of after effects and how to reduce their consequences.  This session includes such things as definitions, a repeatable process methodology, characteristics for consideration, a practical walkthrough, and much more.

The Great Debate: Your Chance to Weigh in on Important Issues

Lyndon Bird, Chair, Future Vision Committee, DRI International

What risks are you most concerned about? How well prepared are you to manage them? How do you think our profession will change over the next few years? In this highly-interactive session, participants will have the opportunity to vote on a number of the key issues which have emerged from the DRI Future Vision Committee regular reports (Trends, Predictions and Careers). The presenter will respond to voting as it happens, providing instant feedback and opinion. Please come to this session ready to participate, debate, and even argue if you wish. Challenging and controversial opinions are welcome. Your input and the conclusions we reach as a group will be included in future FVC reports and will influence DRI thought leadership perspectives.

Case Study: The Illinois Department of Innovation and Technology

Chris Arbisi, Resiliency Analyst, Cyber Resiliency, Business Continuity, and Disaster Recovery, Illinois Department of Innovation & Technology
Beth Pruitt, Resiliency/Recovery Manager, Division of Information Security, Illinois Department of Innovation & Technology

The Illinois Department of Innovation and Technology (DoIT) is the IT service provider for the majority of the 63 agencies, board, and commissions (ABCs) under the governor.  Their cyber resiliency, business continuity, and disaster recovery (CRBC) team is tasked with ensuring information systems and infrastructure are resilient and available for continuous delivery of services provided by the state to the constituents of Illinois.  The CRBC team acts as the recovery and continuity experts who liaise with the business owners and translate business needs into disaster recovery and cyber resiliency data points.

The CRBC team succeeds by providing business impact analysis (BIA) workshops with those 63 ABCs to create a holistic view of the priorities of the customer agencies in an enterprise approach.  The CRBC team gathers a business-driven set of data-points which provide for informed recovery decisions based upon the realistic implications of different outage scenarios provided through the informed feedback of the business owners and subject matter experts who hold the intimacy of operations.  This enables more effective and efficient spending surrounding disaster recovery and business continuity.

The presenters will discuss how this effort got off the ground, the strategy, the tools, and techniques used to ensure consistent understanding of the BIA throughout the enterprise ensuring in the end, DoIT’s CRBC team has gathered apples from each of the ABCs and not a fruit cocktail.

Urban Flooding and Threats to Indian Industry: A Roadmap for Disaster Resilient and Climate-Smart Sustainable Business Model

Himanshu Shekhar Mishra, Editor (Government Affairs), New Delhi Television (NDTV India)

The unprecedented floods in India’s coastal state of Kerala in August 2018 have changed the discourse on disaster management in India. Considered the worst monsoon disaster since 1924, it caused an estimated economic loss of around 40,000 crores (USD 5.7) as per the preliminary estimates of the Kerala chapter of Confederation of Indian Industry (CII-Kerala). The damages caused were so high that government of India decided to allow the companies involved in relief and rehabilitation work in flood-affected areas to count their contributions as part of their mandatory 2% spending on Corporate Social Responsibility (CSR) initiatives under the Companies Act, 2013. Earlier, the devastating floods in Jammu and Kashmir (September, 2014) and Chennai (November-December, 2015) have shown the growing vulnerability of India’s leading urban centers to climate-related disasters. In fact, the overall economic loss caused by Jammu and Kashmir floods was the highest recorded anywhere in the world in 2014. The Annual Disaster Statistical Review 2014 estimated that Jammu and Kashmir floods cost India up to U.S. $ 16 billion in economic losses.

The rise in the frequency and scale of climate-related natural disasters has made it urgent for the Indian iIndustry to weave a disaster risk reduction component in its new business plans and projects. The National Disaster Management Authority has estimated that the global annual investment in transportation, power, water and telecom sectors alone is around US $ 2.5 trillion today. By 2030, this annual investment is estimated to reach US $ 53 trillion, almost 2.5% of the world’s GDP. To safeguard such huge long-term investments and capital assets, both private and public sector companies need to invest in disaster risk reduction (DRR) measures.

Indian Industry has taken steps towards DRR. The decision to establish a US $ 100 million Global United Fund for DRR in November, 2016 was one such positive step in this direction. This special fund was created to promote private sector innovators to develop sustainable solutions for disaster resilience. But a lot more needs to be done. The Indian industry urgently needs to put in place a new institutional roadmap and restructure its policy imperatives to deal with the growing challenge posed by climate change and the consequent rise in climate-related disasters. The benefits that would accrue to the Indian industry is huge.

The basic empirical facts in this session will be drawn from the research documents prepared by industry associations and interviews with senior representatives of CII, FICCI and ASSOCHAM; the official documents of UNDP, UNISDR and the Centre For Research on Epidemiology of Disasters; the Sendai Framework for Disaster Risk Reduction 2015-30; the UN Sustainable Development Goals documents; the special reports submitted in Indian Parliament by Parliamentary Standing Committee on Finance, Science & Technology and Environment & Forests, Ministry of Home Affairs and Water Resources on Climate Change and Natural Disasters and related official policy documents.

WORKSHOP -- Achieving Corporate Self-Sufficiency During Emergency Response, Crisis Management, and Beyond

Raelene Anderson, Principal Consultant, BSI Consulting Group

Bobby Cook, Head of Global ERT, Applied Materials

Natural and man-made disasters can strike without warning. During a large-scale disaster, no one expects to be left alone by municipal emergency responders. However, when a large disaster strikes, emergency responders will be hours, if not days away from assisting corporations. Corporate self-sufficiency is paramount not only to the successful recovery to business normalcy, but for the well-being of its employees and the company’s reputation. This session examines the thought processes and subsequent actions all corporations should take to attain self-sufficiency during major disasters. It also includes a hands-on component to demonstrate thinking beyond the incident itself.

WORKSHOP -- Long-Term Power Outage Continuity of Operations

Russell Fox, Analysis and Integration Branch Chief, FEMA Region II

Devin Kerins, Individual and Community Preparedness Officer, FEMA Region II

This hands-on, interactive workshop promotes preparedness among public and private entities when faced with a long-term power outage caused by a cyber-attack.

The National Preparedness goal describes what it means for the U.S. to be prepared for all types of disasters and emergencies, including the possibility of a cyber-attack aimed at our Nation’s infrastructure. In May, the President signed an executive order on cybersecurity designed to protect critical infrastructure, including the national power grid.  Large-scale power outages are not a new concern for emergency managers.  A December 2016 power outage in Ukraine linked to a cyber-attack.

An organization’s ability to perform its essential functions is based on key elements of leadership, staff, communications, and facilities. When faced with a prolonged power outage, lasting several weeks, will public and private continuity plans allow organizations to continue to provide these essential functions? This workshop will present participants with the opportunity to examine plans and procedures to discover the ability to sustain operations.

[CYBER TRACK] How to Avoid a Cyber Disaster

Pete Renneker, U.S. Lead, Deloitte Technical Resilience Services

Cyberattacks focused on business disruption are a reality. Traditional recovery solutions protect businesses from physical disasters, but often fall short in the face of a digital disaster. In this session, participants will explore lessons learned from recent cyberattacks and be provided with a risk-based approach to protecting critical services through a cyber recovery capability.

Are Your Vendors The Weakest Link?

Michelle Cross, Vice President, Fidelity Institutional Business Continuity, Fidelity
Bob McCarthy, Head of Enterprise Vendor Management, Fidelity

Our increasing reliance on third party vendors has launched vendor risk as a top concern among leaders and resiliency professionals. When organizations invite a vendor in, they are placed in potential jeopardy from that vendor’s disruption, failure and bad behaviors. Proper onboarding is essential to mitigate this exposure. This session looks at a three tiered approach to completing a vendor assessment: vendor management, vendor resiliency and vendor oversight. The end result is a vetting process where inherent risks are uncovered, mitigation strategies are developed and residual risks are exposed and understood.

Pandemic Influenza Tabletop Workshop: Is Your Business Ready?

Lisa M. Koonin, Founder and Principal, Health Preparedness Partners

A pandemic influenza occurs when there is the emergence of a new flu virus that spreads rapidly between people all over the world, causing illness and death. Pandemics can have a significant impact on businesses, producing high levels of worker absenteeism and disruption of business functions. Although the timing of a future pandemic is uncertain, most experts agree it’s not a matter of “IF” but “WHEN” the next pandemic will occur.  Currently few businesses have incorporated specific plans for a pandemic in their business continuity plans, leaving them vulnerable when a pandemic strikes.

This highly interactive workshop will be conducted using a “table-top” exercise format. Information will be provided about pandemics and their potential impacts on businesses. Practical steps that businesses can take to protect their business, workforce, and customers will be discussed, and participants will have the opportunity to discuss these strategies in an interactive tabletop exercise. By the end of the session, participants will have essential information to begin to incorporate pandemic planning in their business continuity plans.