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This study aimed to analyze the business impact of the catering sector using the fuzzy logic method. The research was conducted at a catering company in Istanbul, utilizing document review and participant observation methods to evaluate the business impact. The nominal prioritization method was used to identify critical business processes, and a model along with a mathematical formula was developed for calculating the business impact. The Fuzzy Logic Designer Toolbox in MATLAB was utilized for this calculation. The study identified eight critical business processes: (1) material supply, (2) material storage, (3) pre-preparation process, (4) cooking process, (5) portioning, (6) shipping, (7) hygiene and food safety, and (8) customer relationship management. The business impact was assessed using classical and fuzzy logic methods, and the results were compared. The fuzzy logic method provided a more flexible and comprehensive assessment, managing uncertainty and variability more effectively than classical logic. Overall, it proved to be more effective in optimizing business processes, offering a more dynamic and holistic approach to improving and prioritizing these processes.

One of the many concerns of disaster recovery specialists is how to create disaster recovery scenarios, strategies and related solutions that meet the vision of management while building solutions for the critical business process within budget, with refined technical resources and operational and maintenance processes and procedures similar to those utilised in production. Rather than consider disaster recovery as a separate environment from production, this paper suggests that there are areas where the disaster recovery solution can map more closely to production solutions to better manifest the critical business process, avoiding the decreased sales forecasts and reputational impacts resulting from an outage. There is no magic here — just ideas for designing a solution and enhancements to the disaster recovery programme that may help to meet business expectations. A disaster recovery site based on similar production technical solutions and overall corporate IT vision can provide such benefits as: faster recovery time objective; faster availability of the data while maintaining data integrity; fewer manual procedures during switch/failover; ability to utilise similar resources to work both environments resulting in a smaller training programme; similar operational and maintenance processes and procedures; ability to switchover components rather than declaring disaster recovery; and an environment that supports production by running critical business process while production suffers an outage or requires maintenance. This paper provides readers with ideas to take back to their disaster recovery solution and how it manifests the critical business process during an outage. [ABSTRACT FROM AUTHOR]

Business Impact Analysis (BIA) assesses the effects of cyberattacks on critical business processes and IT assets. Traditional BIAs are manual, relying on consultants to interview employees, which can be inefficient and error-prone. Process mining, an established field in business management, offers automated techniques to map business processes via log analysis. While research on integrating process mining with business process management is growing, its application in cybersecurity risk management remains limited. This paper introduces PRIA (PRocess Impact Analysis), an event log analysis method for automatic cybersecurity impact assessment on business processes. PRIA leverages (i) process mining to extract data from ERP/CRM systems, (ii) graph-theoretic analysis to quantify impact propagation, and (iii) outputs an assessment of the criticality and exposure of IT assets and processes to cyber incidents. Applied to a financial sector supply chain workflow, PRIA identified two key sub-processes directly from event logs and highlighted process vulnerabilities, including deviations from theoretical models, validated by company employees. Depending on the initial intrusion point, PRIA found 25–75% of process activities critically impacted, uncovering new attack paths and business impacts previously undetected by manual assessments.

In the current complex and uncertain scenarios, organizations are increasingly subjected to hazardous events and threats, which can be critical for their business operations and performance. In these settings, organizations are likely to experience high‐cost impact if they are unprepared when a crisis strikes. This is more challenging for small and medium enterprises (SMEs) that, due to their limited organizational and financial resources, are called to be resilient providing an effective response to such threats to safeguard the interests of key stakeholders and protect their reputation and brand. Business continuity management (BCM) is commonly known as one of the most effective processes used by organizations to cope with emergencies to continue or resume business operations, thus contributing to strengthen the organizational resilience (OR). Based on a critical literature review, this study provides an overview of BCM by highlighting the main implementation requirements, challenges, and contribution to enhance the OR. It also proposes a conceptual framework that shows how BCM is functional to and strongly connected with OR, especially for SMEs. Finally, implications for scholars, practitioners, and policy‐makers are provided to recall the main research evidence and inspire future investigations. [ABSTRACT FROM AUTHOR]

This paper discusses how Carnegie Mellon University launched a cyclical enterprise risk management framework that incorporates both emergency preparedness and response and business continuity into its purview, to deliver greater organisational resiliency. The paper goes on to describe the governance structure that defines roles and responsibilities throughout the organisation, before discussing how faculty, staff and students are engaged and educated to sense risks, and to collaborate with leadership at all levels in prioritising risks for deep-dive assessments and employing feedback loops to support continuous process improvement. As the paper will show, these cyclical practices support organisational resiliency and a greater sense of risk consciousness. [ABSTRACT FROM AUTHOR]

The purpose of this work is to develop and implement a disaster recovery plan (DRP) in stock exchange industry in Indonesia, in order to perform a system recovery in the event of a disaster. To develop a DRP, there are several steps that must be performed as a risk analysis to determine how much risk the company would receive when a disaster occurs, business impact analysis to identify critical business units and necessary resources for the recovery process to run smoothly, to identify recovery strategies to be used as a backup method and recovery site, the recovery procedure that needs to be done in order to make the recovery process run properly, testing and review, and documentation of the DRP. Based on the results of tests that have been done, the development of DRPs can be implemented at stock Exchange industry in Indonesia. With the DRP, the company is expected to have a plan to prepare for and recover resources and information systems in order to be able to walk back in the event of a disaster in order to minimize losses to the company.

Asset-intensive industries, such as the construction industry, have experienced major catastrophes that have led to significant operational disruptions. Physical asset failure has been the primary cause of these disruptions. Therefore, implementing proper asset management plans, including continuity plans, is crucial for the business continuity of companies active in these industries. However, companies often face severe resource limitations when implementing these plans for all of their physical assets. Therefore, those critical physical assets that are vital for providing their key products should be identified. Moreover, sustainability and resilience are inseparable parts of organizations' strategies, including strategic asset management plans. Therefore, any proposed ranking methodology for physical asset prioritization should encompass sustainability and resilience measures to ensure its practicality. This paper proposes a novel framework for physical asset criticality analysis based on the so-called business impact analysis to ensure the continuity of providing products/services through the continuity of physical assets. A hybrid fuzzy BWM-TOPSIS method is first applied to identify the key products. Then, a hybrid fuzzy DEMATEL-Bayesian network is applied based on proper sustainability and resilience factors to determine the critical physical assets, while interdependencies among these factors are well captured. The normalized expected asset criticality index is defined to guide managers in taking appropriate directions while developing asset management plans. A case study of a gas company is provided to show the applicability of the proposed decision model. The data needed for each step of the framework is gathered through experts' judgments, historical data available on the sites, or quantitative risk assessment scenarios. [ABSTRACT FROM AUTHOR]

This paper will recap and review some of the common pain points experienced by different industry verticals during the COVID-19 pandemic. The paper argues that risk assessment exercises provide valuable data that organisations can leverage in their business impact analyses to better identify the gaps and areas that need attention. [ABSTRACT FROM AUTHOR]

Since the outbreak of COVID-19, the number of employees working from home has increased exponentially. This paper discusses how this shift to remote working has affected enterprise risk management, business continuity management and crisis management over the last couple of years, along with tips, software tools and processes to help manage this impact. The paper also identifies the key functionality required from pertinent software tools, discusses the effects and primary issues associated with such tools, and provides examples of how these tools have been implemented in practice. [ABSTRACT FROM AUTHOR]

Copyright of Military Engineer / Hadmérnök is the property of National University of Public Service and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Organizations are increasingly subject to hazardous events and threats, which can be critical for their business operations and performance. Any natural, accidental, or deliberate incidents that happen to the organization can cause major disruptions to it. The present paper aims to examine the prerequisites for a sound business impact analysis necessary to build the organization’s business continuity management capability and ensure business resilience. It is meant to discover those critical functions and resources which are vital to business operations in a sample of small and medium-sized enterprises from a certain geographic area in Romania, in order to maintain their core operations and ensure business continuation. The research results rely on the data collected through face-to-face interviews from 119 Romanian companies. The research findings of the multiple linear regression employed indicate that, in undertaking business impact analysis for business continuity, it is vital for enterprises to identify the skills and level of expertise required from staff to carry out organization’s critical activities. Also it is critical for companies to identify alternative premises and systems and means of voice and data communication, as well as the priority suppliers/partners whom they depend on, necessary to undertake their critical activities. The study contributes to the literature by providing empirical evidence on the prerequisites of the organization’s business impact analysis that are critical to build a strong business continuity management capability. It also offers new insights to companies meant to generate a better understanding of current practices of undertaking a business impact analysis for business continuation in their organizations.

This paper focuses on business continuity management in organizations that use modern e-business technologies: the Internet, mobile computing, eservices, and virtual infrastructure. The aim is to make the shift from traditional Business Continuity Management (BCM) towards "e-Business Continuity Management" (e-BCM) suitable for modern technological environments. We have defined a comprehensive framework for the implementation of an adaptive e- BCM adjustable to changes in the business environment. The framework consists of practical steps for defining elements of a business continuity management system: business impact analysis, risk assessment, and a business continuity plan. We have implemented and evaluated the framework within three financial organizations. The key finding is that Business Impact Analysis and the continual improvement of the Business Continuity Management System are the driving factors for the effective establishment of an adaptive e-BCM. The proposed framework is general, and can be applied to any organization that uses modern ebusiness technologies. [ABSTRACT FROM AUTHOR]

The paper outlines the business continuity planning as a methodologythat could be used by organizations in order to reduce the risks that occur both at the organizational level and in its outside environment. There are presented the main objectives and steps in business continuity planning process. In the end of the paperare presented some issues that organizations should take into consideration in the implementation of business continuity planning process projects.

This paper provides an overview of the methodology applied by the Alpha Bank Group in order to implement a business continuity management (BCM) programme to its parent company (Alpha Bank SA), as well as to its subsidiaries in Albania, Bulgaria, Cyprus, Former Yugoslav Republic of Macedonia, Greece, Romania, Serbia, UK and Ukraine. It also reviews the problems faced, how they were overcome and the lessons learned. When implementing a BCM programme in a large organisation, it is very important to follow the methodology described by BCM standard ISO 22301, otherwise the business continuity plan is unlikely to work efficiently or comply with the business recovery requirements, as well as with the requirements of other interested parties, such as customers, regulatory authorities, vendors, service providers, critical associates, etc. [ABSTRACT FROM AUTHOR]

Information security management plays an essential role for drawing the roadmap of information security; thus, many theoretical methodologies and practical standards are brought into this domain. However, many standards and methodologies are too cumbersome to be adopted by an organization. Additionally, there is no unified framework to systematically handle the tedious tasks of information security management. This study’s primary goal is to design an integrated system for information security management (ISISM) that aims to use current methodologies and standards to solve the above-mentioned issues. Because business impact analysis and risk analysis are the most important areas within this domain, we carefully select the related methods and then integrate them into a unified framework, upon which the proposed ISISM depends. To achieve this outcome for this study, security requirement engineering is adopted, which enables the designed system to support system users in generating risk assessment reports with related information security policies. [ABSTRACT FROM AUTHOR]

As global change continues to generate new challenges and potential threats to businesses, traditional business continuity management (BCM) slowly reveals its limitations and weak points to ensuring 'business resiliency' today. Consequently, BCM professionals also face the challenge of re-evaluating traditional concepts and introducing new strategies and industry best practices. This paper points to why traditional BCM is no longer sufficient in terms of enabling businesses to survive in today's high-risk environment. It also looks into some of the misconceptions about BCM and other stumbling blocks to establishing effective BCM today. Most importantly, however, this paper provides tips based on the Business Continuity Institute's (BCI) Good Practices Guideline (GPG) and the latest international BCM standard ISO 22301 on how to overcome the issues and challenges presented. [ABSTRACT FROM AUTHOR]

Highlights: [•] Developing a novel framework to conduct BIA in organizations. [•] Proposing a hybrid MADM model to select key products and critical functions. [•] Developing a novel MTPD algorithm. [•] Demonstrating the benefits of the proposed framework using a real case study. [Copyright &y& Elsevier]

Copyright of Revista Técnica Energía is the property of Centro Nacional de Control de Energia CENACE and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

As an engineering discipline within the United Kingdom, fire engineering is relatively young. It has been accepted as an alternative to traditional prescriptive means of meeting the functional requirements of the building regulations since the publication of the 1985 edition of Approved Document B. Performance-based fire engineering design methods have facilitated architectural design freedoms and supported creative construction. However, it has become evident that since fire engineering has become more established, significant concerns have been raised regarding various elements of the design process including the ability to consider aspects other than life safety. In response to these concerns, this article introduces novel application of concepts to assist the building design team to consider their client's resilience requirements. This is by utilising business continuity planning methods, specifically business impact analyses within the fire engineering qualitative design review. By using these concepts in this new way, the architectural design team will be able to identify those processes which are of greatest importance to their client's organisation, allowing the most appropriate fire engineering strategy to be established. [ABSTRACT FROM AUTHOR]

Business impact analysis (BIA) is an important process that probes into business processes to determine and list critical processes that are vital to keep the business going. It is necessary to understand business environments, gather data and information, identify critical processes needed to carry out vital business operations and finally prepare a BIA report enlisting your findings to be submitted to the top management. Efforts toward consideration of internal and external environments and risks that impact financial position as well as the goodwill of the organization must be considered. Effectiveness of the business impact analysis is reflected by the management's commitment of people and technological resources to mitigate risks of business continuity projected by your findings. Buy-in is important to make the Business Continuity Management System efficient and sustainable by providing funding and setting a system for management oversight on a continuous basis. [ABSTRACT FROM AUTHOR]

Business enterprises are increasingly realizing the importance of business continuity management (BCM). Availability BS 25999 Standard has facilitated a consistent methodology that organizations can follow in designing their BCM System. This paper intends to provide a conceptual understanding of BCM right from BCM Policy to BCM maturity by describing the steps involved in the implementation of BCM Standard - BS 25999 - to ensure business continuity in the event of an outage. The key BCM tasks have been categorized into three phases of business continuity - Pre-event Preparation, Event Management, and Post-event Continuity. This paper also highlights some of the challenges experienced by the author in carrying out Risk Assessment and Business Impact Analysis. The Business Continuity Maturity Model® of Virtual Corporation is provided (with their permission) as a tool to strengthen business continuity maturity or organizations. [ABSTRACT FROM AUTHOR]