Issue No. 4
Everyone will agree we had a smashing night at the BCI Australasian Awards in September at the amazing Museum of Contemporary Art in Sydney. It really was rewarding to see so many people out to celebrate the achievements of their peers and colleagues. With fine dining, wonderful wine, a great band and, of course, the Awards presentations! All the category winners of the BCI Australasian Awards were automatically entered into the BCI Global Awards held in London on the 8th November.
December 2016
“And the winners are . . . � Continuity and Resilience Consultant Paul Trebilcock FBCI, Director at JBT Global Continuity and Resilience Professional Private Sector Wasim Malik AFBCI, DR/BCP Specialist at Bravura Solutions Continuity and Resilience Professional Public Sector Roger King MBCI, IT SCM Consultant at TasNetworks
Continuity and Resilience Newcomer Tammie Horton AMBCI, Business Continuity Manager at Shared Services Centre Continuity and Resilience Team NBN Business Continuity and Resilience Team
Continuity and Resilience Provider (Service/Product) Avalias Avalanche TTX
Sarah McDonald presenting David Tickner with his Industry Personality Award
A hearty congratulations to all the winners. And remember, you do need to be in it to win it, so start thinking about 2017 now!
Continuity and Resilience Innovation Westpac Group Protective Services Education & Awareness Team Most Effective Recovery Australian Taxation Office Industry Personality David Tickner FBCI, Independent Business Continuity Consultant and Strategist
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About this Publication Continuity & Resilience Australasia Magazine is a publication of the Australasian BCI Chapter. The magazine is published three times per year and is an excellent source for all things Business Continuity and Resilience related. Articles include thought leadership pieces, case study presentations, discussion papers, top tips, upcoming events and professional advice on a wide range of business continuity topics designed to keep you in the loop as well and get you thinking.
December 2016 In this edition ...
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Continuity & Resilience Australasia Business Continuity Institute Australasia L33, 264 George Street Sydney NSW 2001
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Corporate Service Manager & Editor: Lisa
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Riordan The views expressed in this magazine are not necessarily those of the Business
Continuity Institute Australasia. All efforts have been taken to ensure the accuracy of information published. The publisher
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“And the winners are . . . ”
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Letter from the President
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Australasia on the Global Stage Australasian success at the BCI Global Awards
accepts no responsibility for any inaccuracies or error and omission in the
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protected by copyright and cannot be used,
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consent. Continuity and Resilience Australasia Magazine is only responsible for
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Standards Update
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The perfect marriage: Security & BC Michael Lee takes a look at the relationship between security and business continuity
the copyright of original material published in this newsletter. In the case of materials
submitted by members it is assumed that
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2017 Australasian Summit Call for papers for the 2017 Summit
the original source has secured copyright and/or obtained permission to publish the
A Non-taxing Recovery Brendon Jones walks us through the ATO response to their own crisis event
reprinted, distributed, or republished for any commercial use without prior written
Trends in Emergency Management David Parsons shares new approaches and ideas emerging in Emergency Management
information provided in this publication. All original content in this magazine is
Australasian BCI Awards
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BCI Auckland Look into the Future The BCI Auckland Forum stop and take a look at what they think the next 5 years will bring
materials. Coloured “Continuity Band” Logo created by
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Training Opportunities
Joel Foffani for enquires please email
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Industrial Internet Summit
joelfoffani@gmail.com 2
Letter from the President When you are privileged with serving the members of an organisation such as the BCI Australasian Chapter, there are many wonderful opportunities that arise that deliver rewards for the effort applied. I have recently had the amazing experience of spending some time in London attending the Global Chapter Leaders’ Forum, as well as BCI World and the Global Awards. It is times like these that you realise what a truly global and influential Institute we are members of. This year, not only were the 10 international Chapters of the BCI represented, but all the major Forums and members of the Global Membership Council. Held over the weekend in not-sosunny Reading, the enthusiasm and commitment in the room was amazing. As discussions moved from issues and successes to opportunities and global strategies, everyone participated and was prepared to share their experiences, their knowledge and their skills. And what a diverse set of experiences there were! We had the honour of David Thorp, the new Executive Director of the Institute joining us and outlining his initial views, thoughts and preliminary ideas for leading the BCI to its next phase of growth and relevance on the global stage, as well as addresses from James McAlister as the incoming Chair and Michael Crooymans, the new Chair of the GMC. Deborah Higgins took us through progress on the revision of the Good Practice Guidelines and associated training courses, and David West provided an overview and insights into the new integrated membership database and web portal that will change totally the way we engage with members and other stakeholders. These are very exciting times for the BCI. With nearly 23 years of experience behind us, and over 10 years of international operations, we are ready to build on the foundation of being the global peak body for Continuity and Resilience professionals, as we are undoubtedly now, with the aim of becoming the absolute centre of excellence and thought leadership globally in the changing discipline of Business Continuity Management and Organisational Resilience. And how will that be done? Stay tuned! Over the next 12 months, we will see some tremendous new initiatives, both globally and locally. As my tenure as President and Chair of the Australasian Chapter nears an end, I am very much looking forward to seeing how best I can continue to be involved and be part of this exciting growth and transition. And remember, if you want to be part of these great opportunities, to be involved and to share your wisdom, and to benefit from the rewards that volunteering and helping others brings, there are lots of opportunities for everyone, no matter what stage of your career you are at - just speak with your local Area Director or Forum Team Leader and they will be happy to advise and steer you in the right direction. Howard Kenny FBCI MAICD President & Chair BCI Australasia
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Australasians on the Global Stage
Congratulations to all the winners at the BCI Global Awards, presented at a Gala Dinner on November 8th at the Novotel London West Hotel. While business continuity may be an established industry in some countries, it is still maturing in many others, but the standards are rapidly developing and this was reflected in the incredibly high standard of entries experienced at the regional awards throughout the year. We especially congratulate Paul Trebilcock and the Westpac Group Protective Services Education & Awareness Team for winning in their categories at the BCI Global Awards in London. An amazing effort that made all Australasian members in attendance very proud indeed. Well done all!
Paul Trebilcock receiving his BCI Global Continuity & Resilience Consultant 2016 Award
Howard Kenny presented with a prestigious BCI Achievement Award
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Peter Brouggy accepting the BCI Global Innovation Award on behalf of Westpac
Trends in Emergency Management In this article I will explore some of the new approaches and ideas that are appearing in the emergency management field. These new ideas are driven by technology and evolving community attitudes to risk. On the technology front the use of 3D printers is appearing more frequently in emergency response operations. Organisations such as Field Ready have shown the value of 3D printers in actual response. In the Nepal and Haiti earthquakes the printers were used to make urgently required surgical equipment and parts to restore water supplies. The printers are transported and operated from 4WD vehicles. Another example involves the use of 3D printers by the Field Innovation Team. In this case a 3D relief map of a disaster scene was printed to assist emergency managers to develop safe access strategies. The model was created by flying a drone over the collapse and downloading images into 3D generation software before printing a relief image. The software required to do this is now available for under USD$100. The use of 3D imaging is making old concepts like field reconnaissance obsolete. Operational trials in the United States have shown the speed with which a drone can fly around a community and create a virtual 3D community. Rescuers can then move around streets assessing the damage to homes without leaving the Emergency Operations Centre. This is saving many hours over traditional methods. The use of drones with a variety of attached sensors is now growing rapidly. Drone pilots are now searching through buildings without exposing rescuers to risk. Search drones can be fitted with infrared cameras to assist seeing casualties. A Canadian company, Skycatch is trialing a drone equipped with ground penetrating radar to detect trapped person movements in collapsed buildings. The US is trialing a drone fitted with a mobile phone signal detection sensor to search for trapped persons who are carrying a 5
mobile phone. The use of drones to deliver emergency supplies is being explored here in Australia with Google X project Wing. In the Netherlands the rapid deployment of defibrillators using a drone has been trialed. The Internet of Things has been successfully used in a range of disasters. In New York during Hurricane Sandy internet connected water meters were interrogated to ascertain which houses were not evacuated. In the Japanese earthquake Toyota was quickly able to identify impassable bridges by checking if any Toyota vehicles had recently passed over them. The University of Melbourne is developing methods to assess the effectiveness of evacuations by tracking telephone movements. In Jakarta the movement of flood waters is now effectively tracked using tweets. The tweets reveal the passage of water around communities in a community fed live feedback loop. Increasingly emergency services are experiencing mobile telephone congestion in major emergencies. One answer is to use the blue tooth network established between mobile telephones as an alternate network. Apps such as FIRECHAT are ideal for this. This method of communication has been used by protesters to communicate when the telephone network is disabled. The impact of social media is changing the information game. Examples include QANTAS first learning of a problem with the A380 that experienced engine damage flying out of Singapore following a tweet by a resident in Indonesian who had a piece of engine cowling land in their yard. In Sydney a school which was placed in lockdown during a violent event experienced the impact of communication devices. Students from rooms cross the school rang the police for information, exchanged photos and information with other students across the school and with friends and family outside the school. A University in Sydney tracked protesting students’ intentions by monitoring their social media communications. Emergency plans must now be based on information being shared before leaders commence to manage an emergency. The concept of controlling information flows is a thing of the past. The challenge is now learning as quickly as possible what everyone else already knows. The volume of social media traffic in a disaster is overwhelming the small communications teams most organisations have. This has led to the development of VOSTS – Virtual Operations Support Teams. VOSTS collate social media information from dozens of sources and provide summaries of what is being said to the impacted organisation or community.
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VOSTS can also be provided with key information to be provided to those seeking information. VOSTS are often located outside the country of an event. For example, a large VOST group in New Zealand provide services to a number of organisations in North America and the United Kingdom. VOST groups take the load off already overwhelmed organisation. Highly skilled VOST groups use not only Twitter, Facebook and the other big social media sources, but also the many evolving and sometimes niche sites. Technology and the expectation of information NOW by society are changing the face of emergency management. My experience is many people responsible for managing adversity events are trailing way behind in the technology and information space. They are applying 1990 solutions to a 2016 world. A technologically savvy world expects to see the problem, see the solution and contribute their input instantaneously. Are you ready?
DAVID PARSONS is an Adjunct Associate Professor at the Centre for Emergency and Disaster Management at Queensland University of Technology. David’s interests are in the areas of Emergency Management, Adversity Leadership, Organisational Resilience and the neuro-science of decision making. David holds a Masters in Emergency Management and degrees in Emergency Management and Education. He has completed an Emergency Management Fellowship with the Emergency Management Academy in New York and the Leadership in Crises program at Harvard Kennedy Business School.
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Security guards at the ATO Penrith site opened up the building at 6am on Wednesday 16th of September 2015 as per usual only to discover some significant water leakage. To feed its fire-sprinklers, the site has a rooftop water storage unit which had ruptured and water sufficient to fill a couple of swimming pools had poured down the stairs, through floors, lift spaces and electrical risers A Non-taxing Recovery at the ATO where the core of the electricals of every floor are located. The guards immediately contacted the facilities manager and building owner. The building owner declared the site was not safe to occupy until a thorough damage assessment was completed. To understand the scope of this incident, the Penrith site accommodates approximately 1000 ATO staff, casuals and contractors. The ATO BCM team is located and managed from this location.
Other critical processes affected at the site were: Our largest inbound contact centre, Telephony Real Time Management (one of the 2 national teams managing staffing/call allocation across all Contact Centres), Mail processing, Tax Return Processing, Accounts Payable, High Risk Refunds and Client Identity Support Centre (assists clients impacted by fraudulent activity).
Crisis Activation Due to the integration with the first response teams, the BCM Team were notified shortly after 6am of the flooding by facilities management. The ATO has the flexibility of three scalable crisis teams. Initially a low level Crisis Management Team 1 (CMT) was activated to provide the initial command and control management of the incident. While the incident was significant, the extent of the damage was unclear. Therefore it was initially within the parameters of a low level crisis activation. The CMT 1 facilitated the following actions: Utilised the codified communications matrix to ensure instructions to Penrith staff and advice to
senior executives and other key stakeholders was done prior to 7am. These communications were actioned via SMS, e-mail and the staff 1800 information line. Used Business Impact Analysis (BIA) data to confirm the critical processes performed in the site and
ensure the work was being addressed by process owners. This included moving a small number of critical staff to another location in the Sydney area. Used the UPS and generator documented timeframes to determine that a safe shutdown of the
onsite computer room was required and able to be performed before backup power expired. Ensured that some key leaders were onsite in Penrith to attend to staff who had not received the
messages or updates. A thorough damage assessment was performed by the Building Manager and ATO Facilities during the
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morning. This information was fed back into the CMT1. The assessment advised that the site would be unavailable for around 3-4 days. This impact assessment led to the immediate activation of a CMT2 as the duration of the incident exceeded the threshold of the CMT1. A more senior group with additional authority and resources was required to manage the incident. The flexibility of the scalable response meant there was a seamless transition to the CMT2. While not activated, the most senior crisis team, CMT3, was provided with a quick briefing of the incident in case further escalations were required.
Buildings and Service Delivery The effective integration between facilities, building management, BCM, Site Leaders and other teams meant the on-site recovery teams were able to carefully regulate the sequence of activities to restore the site to normal business operations as efficiently as possible. These recovery actions ensured the rectification work and all health and safety assessments were completed at least 24 hours earlier than the damage assessments initially indicated. The contingency plans for our critical processes linked to the Penrith site had been tested in past simulations and other actual incidents. These tried and tested plans were effectively activated to ensure priority work was performed despite the loss of a major ATO site. An example of this was regarding our contact centres. Contingency plans were used to increase the workforce by increasing casual staff and overtime arrangement in other ATO contact centre sites and using outsource contact centre teams to put on additional staff. These arrangements enabled the ATO to maintain telephony service standards, despite losing its largest Contact Centre site.
Staff Support In accordance with the codified Communications Matrix, regular updates were provided to Penrith staff on what actions were to be taken. These updates occurred via SMS texts and the staff information phone line. With input from the ATO’s People Helpline, the CMT2 supported staff by providing additional travel time and travel allowances for transport to the alternate site. The CMT2 also provided consistent advice and communications regarding leave provisions staff could utilise during the outage. In preparation for the return of staff to the office on the 18th, two days after the event, the CMT2 was able to utilise templates and content from past incidents to communicate with the staff about the incident and return to BAU.
Experienced BCM Team Throughout the entire incident, the BCM Team provided the centralised coordination point to manage the incident and its impact to the ATO. Despite the loss of their primary site, the team were able to utilise mobile devices, travel to other sites and working from home access to support the crisis activation. The BCM team had all been involved in past incidents or simulations and were able to draw on this experience and training to support them in their roles. 9
Testing and Continuous Improvement The effective response to this incident was built on the foundation of multiple learnings from past simulations and actual incidents. Some of the past reviews and codified recommendations that informed this response included: Specific campaigns to increase the number of mobile phone contact details of staff. This meant that
at the time of the incident, over 70% of Penrith staff could be contacted via SMS Text. A consistent understanding of leave conditions for all staff when buildings were unavailable Templates and text that can be used to provide key messages to site based and all ATO staff during
significant outages Improved remote IT access and mobile devices for the BCM Team to ensure an incident can be
managed offsite In addition to other learnings highlighted above, the regular simulations and incident reviews made a significant contribution to the effectiveness of this response.
Brendon Jones (MBCI) Brendon is the Director of the Australian Taxation Office’s Business Continuity Team. He has been involved in the ATO’s Business Continuity programme since 2011. In addition to leading the ATO’s BCM capability, he is developing a shared services BCM model across the Whole of Government. This model includes the coaching and mentoring of other agencies as well as running large simulation exercises with senior crisis management teams. He also chairs the Australian Public Service BCM Community of Practice and is a member of the Business Continuity Institute’s Australasian 2020 think-tank.
Saul Midler FBCI
During the first week of September I participated in the third International Standards Organisation (ISO) Symposium. The key areas of interest for us were: ISO DIS 22316 – Organizational Resilience. This is still a challenging construct resulting in some significant changes to the draft. The world continues to form its opinion of what OR is! Fortunately, there were three Australians in the working group ensuring our interests are covered. ISO TS 22330 - People Aspects of BCM. Due to conflicting priorities, Australia did not participate in the working group sessions. However, we are part of this working group and since Edinburgh we have submitted one of the most comprehensive reviews of the draft standard to the Working Group Leader. A big thank you to the various BCI Australasia members that assisted me with our submission. Our work was very well received.
ISO TS 22331 - Strategy Development of BCM. This working group was led by Brian Zawada MBCI (USA) and included representation from UK x4, USA x3, Australia x1, Singapore x1, Germany x1 and Sweden x1. The group dynamics was very positive, collaborative and collegiate. While the structure of the standard is to enable the reader to undertake BC Strategy Development independently to other management processes, it certainly does flow as the next stage of the BCM lifecycle from the BIA stage. If you liked ISO22317 then you’ll like ISO22331. If you don’t like ISO22317, PLEASE let me know why! On the Australian front, I’m confident that Standards Australia will approve the rewrite of AS5050 by the Risk Management Technical Committee which will then lead to the adoption of ISO 22301 in Australia. Approval for the rewrite is scheduled to be issued towards the end of November 2016. 10
The perfect marriage: security and business continuity
When disaster strikes, an organisation with a clear continuity plan pulls together its various operations to get to the root of the issue, remediates, and ensures that the world keeps turning. It shouldn't take exceptional circumstances for a business to make the most of the information contained within its operational silos. Instead, businesses should be making full use of the right people, processes and technology now at their disposal to operate at a higher level of vigilance to better capture and prepare for cyberattacks before they become a significant risk to the business. During a cyberattack, a well-functioning business continuity plan increasingly relies on the organisation's cyber security team to know what is expected of them and provide visibility into the situation, analyse the threat, and take or recommend appropriate action. This detect and respond paradigm is no longer new and has been widely adopted by security vendors as the industry has collectively pronounced the traditional security perimeter as dead. The problem cyber security teams face however, is an overload of information, false positives, and a lack of understanding of what its key business assets are. In the quest for greater visibility for detection, businesses employing Security Information and Event Management (SIEM) solutions have collected information from all over the business, and effectively blinded themselves. Turning to machine learning, behavioural analytics, and other such tools have a role to play and are needed to assist the management of information – ”thinking smarter” rather than “thinking harder”. On the other hand, business continuity teams are faced with an entirely different set of problems. They understand what's critical to the business, what to focus on during a crisis, but aren't always in a position to understand or see when these assets are under threat. This makes it even more critical during a crisis that cyber security teams understand what is required from them, and what their responsibilities are. In other words, in their silos, business continuity teams understand business risk, while security teams understand what the technology is telling them. Having these two operations communicate together as part of business as usual processes, rather than only during a crisis, creates a new way of considering security technology and business risks, thus creating a new integrated approach known as business-driven security. Business-driven security links business context with security incidents and as a result, the business is able to understand ahead of time not only how it can reduce risk, but also be sure that it is protecting what matters most. It shouldn't take a crisis for business continuity teams to work with cyber security teams, and in fact, by doing so proactively; such crises can be potentially avoided in the first place or their negative consequences reduced. Taking a business-driven approach can also help security teams understand how to better escalate 11
incidents. With contextual information, security teams aren't simply trying to put out every fire. "Nuisance" attacks that aren't critical should not receive the same attention as business-critical assets, thus reducing time wastage and increasing overall effectiveness. With contextual intelligence, security teams can make faster and better decisions. Additionally, feeding this information back to business continuity teams provides insight into when certain assets are being targeted and allow for the reassessment of their overall risk and business impact. Business-driven security enables security teams to tackle the issue of scale. As the information security talent shortage continues to put increasing stress on analysts, it has become more important than ever to ensure that any remedial response is orchestrated and automated where appropriate.
If a user interacts suspiciously with a business-critical asset, analysts shouldn't have to jump out of bed at 3am simply because the CFO is working late and happens to be logging in from overseas. Providing an automated step-up in authentication under exceptional circumstances, such as requiring a two-factor authentication for suspicious logins, ensures a lower false positive rate. Determining what level of automation is appropriate requires a clear understanding of business context, but once in place, allows analysts to truly concentrate on what matters the most. The fact that business continuity teams can pull together and work with cyber security teams in times of crisis is proof enough that with careful foresight, planning and the right people, processes, and technology, businesses can enjoy the benefits of business-driven security before a crisis occurs, and even potentially stop them from happening. Opinion piece contributed by Michael Lee, RSA Security Evangelist, Asia Pacific & Japan
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Save the Date! Preparations are well under way for the BCI Summit Australasia 2017. After the tremendous success of Summit 2016, it’s going to be a hard act to follow, but planning indicates 2017 will be yet another great event. All it needs is you – so reserve the date and get the business cases in early. Early bird ticketing is expected to commence from early January, but due to the sell out last year, will not be extended, so aim to get in early so you don’t miss out! Again we are holding the Summit in the Sydney CBD, at the superb Sydney Masonic Centre (SMC) in Pitt Street. Renowned as one of the best Conference centres in the Sydney CBD, we are very excited at the prospects of bringing you a very interesting, worthwhile and enjoyable event. This year, we will start with Workshops on Wednesday 3rd May, with the Conference and Exhibition on Thursday 4th and Friday 5th May. Why not stay over on the weekend and enjoy a bit of what Sydney has to offer?
Call for Papers The BCI Summit Australasia aims to provide as wide an exposure as possible of skills, experiences and thought leadership, with a focus on the hot spots from the BCI’s annual Horizon Scan and, especially, Cyber Threats. The theme of the Summit is “Building Resilience”. If you have a high quality paper, an activity or a presentation you think may be beneficial to the diverse audience that attend the Summits, we’d like to hear from you now! If you’ve seen someone or something recently that impressed you, let us know and we’ll chase it up. If you'd like to submit a presentation for consideration in the BCI Summit Australasia 2017 programme, please send your submission to summit@thebci.org.au by 5.00 pm Friday 6th January 2017. Requests for further information should also be sent via email to this address. 13
The BCI Auckland Forum Look into the Future Area Forum Leader: Nalin Wijetilleke
The Business Continuity Institute Australasia Chapter Auckland Forum got together to peep into the future, to get a feel of how the next 5 years would be for the BC profession. The members who were present formed into clusters lead by a leader who collaborated with the team, to brainstorm. There were three cluster groups and members were from mixed work backgrounds working for public sector, services, commercial etc. They were asked to examine the key impacts to the business world, especially how it will shape the BCM profession in the immediate future. A structured approach for analysis was suggested and the outcome is summarised below. Dimension Team Leader Context
Emerging Technologies and Technological Threats Simon Jordan MBCI
Demographics and Socio-political Global Warming and the Environment Shifts Lesley Steeples AMBCI Chiana Sherwood CBCI
Pace of Change of Emerging Technologies & Technological Threats and Impacts to business
Interconnected society which is rapidly changing in terms of communication, trade, services, human needs, ongoing wars and globalisation, from a BCM eye.
Changing weather patterns and rising sea levels are affecting NZ priority economic sectors and its impacts from the BCM perspective. Frequent seismic activity in the country impacts people, businesses and broadly the economy
Aging population Immigration, Political/Leadership changes Trade -internal and International Changing regulations
How prepared are we for cope with disasters? How do we come to terms with the speed of change, response and recovery time frames and the scale of impact when disasters strike?
Understanding Cyber Security - Loss of the key Issues Control artificial Intelligence/ Robotics - $ increases BYOD Changing Corporate Boundaries Challenges
Remote working - heavy system and technology infrastructure dependencies Cyber Security, Digital economy - Bitcoin & Blockchain
Skills shortages, Increased pressure Agreement over key issues such as Policy on Health sector, How the new formulations, Use of credible information by immigrants adopt local culture and BCM professionals, Low priority for BCM & values, Convincing 'C level' execu- Resiliency in the overall planning tives on how BCM could add value to address the key issues
Opportunities 24x7x365 availability of systems and networks for BCM The need to expand the scope of BCM to include Info Sec, Health & Safety, Operational Risk and Stakeholder/ Supplier dependency
Greater need for business resilience and compliance to international standards Contribution to key sectors in the NZ economy viz. Tourism, Food & Agriculture, Logistics & Supply Chain, Teach BCM at university
Future Adaptation
Allocate improved budgets for BCM Expand the BCM skill sets to fit into the to build more resilient needs of the country. organisations to produce Promote the need for disaster preparedness measurable results and BCM for all economic sectors Expand the knowledge pool
Integration with other disciplines, Visible Board level involvement in Business Resilience, Improved BIA, Threat & Risk Assessment design
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The need for BCM awareness at plan design and decision making levels Broader Business Impact Analysis, Threat Assessments and Risk mitigations Encourage enterprises to use tools such as Cloud Computing, Emergency messaging, Mobile apps etc.
UPCOMING TRAINING SCHEDULE Often we are so caught up with our jobs that we forget the joy of learning and putting into practise new skills. The BCI offers world-class, high-quality, award winning education services, delivered in partnership with BCI licensed Training Providers and Approved BCI Instructors located around the globe. All Approved BCI Instructors are highly experienced and respected business continuity and resilience professionals, bringing a wealth of expertise to enhance your learning experience.
So what are you waiting for? Make 2017 the year to move, learn and grow in your professional development!
Good Practice Guidelines Training Course (CBCI) From January 30, 2017 09:00 until February 03, 2017 17:27 At Australia, Brisbane Categories: All BCI Training Courses, Good Practice Guidelines Training Course (CBCI Certification) - Classroom
Good Practice Guidelines Training Course (CBCI) From February 13, 2017 09:32 until February 17, 2017 17:32 At Australia, Brisbane Categories: All BCI Training Courses, Good Practice Guidelines Training Course (CBCI Certification) - Classroom
Good Practice Guidelines Training Course (CBCI) From March 06, 2017 09:00 until March 10, 2017 17:38 At Australia, Canberra Categories: All BCI Training Courses, Good Practice Guidelines Training Course (CBCI Certification) - Classroom
Good Practice Guidelines Training Course (CBCI) From March 20, 2017 09:05 until March 24, 2017 17:05 At Australia, Sydney Categories: All BCI Training Courses, Good Practice Guidelines Training Course (CBCI Certification) - Classroom
Good Practice Guidelines Training Course (CBCI) From April 03, 2017 09:00 until April 07, 2017 17:00 At Australia, Brisbane Categories: All BCI Training Courses, BCI ISO 22301 Lead Auditor Training - in Partnership with ICOR - ANSI Accredited
Good Practice Guidelines Training Course (CBCI) From April 04, 2017 09:00 until April 07, 2017 17:00 At Australia, Sydney Categories: All BCI Training Courses, Good Practice Guidelines Training Course (CBCI Certification) - Classroom
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BCI Australasia will run over 50 events throughout Australia and New Zealand during 2017.
BCI Australasia
Events will include Area Forum meetings, the BCI Summit Australasia, the BCI Awards Night, as well as special interest events. We will also support and advertise other local events approved by the BCI, as well as key sponsor events. A number of the event dates are still to be firmed up and dates/details will be made available as soon as confirmed.
Upcoming events can always be viewed at http://events.thebci.org.au
Auckland Forum Meeting
14 Feb 17
Wellington Forum Meeting
15 Feb 17
NSW Forum Meeting
22 Feb 17
WA Forum Meeting
23 Feb 17
VIC/TAS Forum Meeting
(TBC) Feb 17
SA/NT Forum Meeting
14 Mar 17
Auckland Forum Meeting
14 Mar 17
Wellington Forum Meeting
15 Mar 17
ACT Forum Meeting
21 Mar 17
VIC/TAS Forum Meeting
(TBC) Mar 17
We are proud to support and invite our members to attend the Industrial Internet Summit, being held from 15-16 February in Sydney. With added support from the Australian Government, the event will bring together over 250 senior leaders from across industry sectors, government departments and technology providers to examine how the Internet of Things will impact industries, value chains, business models and workforces.
BCI Australasia wish to thank its members and sponsors who contributed to this edition of Continuity & Resilience Australasia
Download the brochure for a full program: http://www.iiotsummit.com.au/agenda/ download-brochure-0
If you would like to contribute, have feedback or have ideas for our future editions please contact us via email info@thebci.org.au
BCI Members are eligible for a 10% discount on tickets - simply use the promo code “ASSN� when booking online or over the phone on 16
SPECIAL 10% DISCOUNT OFFER AVAILABLE TO BCI MEMBERS Use promotional code ASSN when registering at www.iiotsummit.com.au
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