Fall World 2014

Conference & Exhibit

Attend The #1 BC/DR Event!

Summer Journal

Volume 27, Issue 3

Full Contents Now Available!

Mike McClain, Senior Web Designer & Site Manager

DENVER -- Unified Investigations & Sciences, Inc. (UIS), a subsidiary of T&H Global Holdings, LLC , a premier provider of specialized insurance claims services to insurance carriers, insurance brokers, corporations and public entities, announced today that UIS has acquired Phoenix Investigations & Phoenix Engineering of Englewood, Colorado.  Phoenix is a leading regional provider of forensic engineering and fire investigation services to the property and casualty insurance market.

"The acquisition of Phoenix Engineering & Investigations complements our overall offering of diverse forensic professional services," said Steve Powell, President of UIS. "This acquisition/partnership represents an important strategic opportunity to offer additional forensic engineering services in the Rocky Mountain Region and Western United States. The addition of Phoenix strengthens our team, enhances our abilities and adds to our geographic presence in servicing our national customers."

"We are excited to join the UIS organization," said Don Peak, Founder and President of Phoenix.  "Our cultures and forensic capabilities are complementary, and with our combined business we're able to provide industry-leading service to our clients."   

As part of the transaction, Don Peak will become Territorial Manager of UIS's Rocky Mountain Service Center in Englewood, Colorado.  Additionally, Robbie Longseth, Vice President and Operations Manager of Phoenix, will become the Director of Engineering for UIS.

T&H Global Holdings, LLC

T&H Global Holdings, LLC, through its operating subsidiaries (Unified Investigations & Sciences, Inc.; VeriClaim, Inc.; and VRS VeriClaim U.K. Ltd.), is a premier provider of specialized insurance claims services to insurance carriers, insurance brokers, corporations and public entities. T&H leverages its specialized domain expertise, experienced professional staff, and process knowledge to provide its clients fire and forensic investigation services, loss adjustment, and third-party claims management. T&H is majority owned by Flexpoint Ford, LLC, a leading private equity firm specializing in the financial services and healthcare sectors.

T&H operating subsidiaries serve a global client-base that includes leading insurance underwriters, brokers and Fortune 500 companies.  T&H was founded in 1918 and is headquartered in Naperville, Illinois. 

For more information about T&H and UIS, please visit www.uis-usa.com, www.vericlaiminc.com, and www.vrsvericlaim.co.uk.

December 14, 2012

Blog

Find Outstanding Sessions At Spring World 2013!

Our agenda is packed with sessions that bring you the solutions and strategies you need in the New Year. Discover expert tips from some of the industry’s best and network with hundreds of practitioners from around the globe. Our General Sessions are held each morning and geared towards all attendees. In the afternoon, participants may choose breakout sessions to attend.

General Session 1 - Monday, 8:15 a.m. – 9:15 a.m.
Achieving Success Through Responsibility
Kit Grant, Comfort Zone Infiltration

Strong leadership skills and decision making is imperative in our industry. Build your personal power and actions with tips from expert speaker Kit Grant. Learn a step-by-step action to create a motivated and productive environment.

General Session 2 - Monday, 9:30 a.m. – 10:30 a.m.
An Interview with the CEO: Business, Technology and What’s Next
William Brennan, Forsythe
Michael Croy, Forsythe

Discover a better understanding of how your role as a BC/DR professional has changed, how you must adjust your strategic outlook to remain successful, and best practices for keeping your business resilient.

General Session 3 – Monday, 10:45 am. – 11:45 a.m.
How to Achieve True Enterprise Resiliency
Geno Pandolfi, US Bancorp, Percy Cohrs, Disney
Tom Wagner, Direct Edge, David Nolan, Fusion Risk Management

In this panel discussion, hear from industry experts who deal with these challenges on a daily basis. Learn the methodologies and strategies they implement in their firms and how you can translate those to your organization’s needs.

General Session 4 – Tuesday, 8:15 a.m. – 9:15 a.m.
Social Media and Hurricane Sandy – Friend or Foe?
Regina Phelps, EMSS

Social media, although a relatively new tool, is already pervasive in our society. Anyone with a smart phone is now a roving reporter. Today, companies must be prepared to interface with the public using social media to get their message out. Discover how it can be used in times of disaster as well as implemented for everyday use.

General Session 5 – Tuesday, 9:30 am. – 10:30 a.m.
How Can a Thunderstorm Threaten $600 Million of a $2 Billion Business?
Brian Rossmann, J. Crew

On June 30, 2012, what should have been a simple thunderstorm knocked out power to millions of people in Virginia, West Virginia, Ohio, Maryland and Washington DC. Learn how communications protocols and other resiliency efforts were able to minimize an interruption at J. Crew’s Distribution Center.

General Session 6 – Tuesday, 10:45 a.m. – 11:45 a.m.
Reputation: A Critical Component of Business Continuity
Bruce Blythe, Crisis Management, Intl.

At the heart of any crisis response are strategic decisions that will serve as “defining moments.” These strategic decisions have the critical power to bring you and your organization swiftly toward successful resolution ... or they can spiral you deeper into entanglements that can increase the damage. The objective is to increase the likelihood that, when needed, participants will become crisis champions.

General Session 7 – Wednesday, 8:15 a.m. – 9:15 a.m.
Charting the Course toward True Resiliency: Enhancing Individual and Organizational Endurance
Robert Chandler, Ph.D., Univ. of Florida

Emergency responders, crisis team members and DR personnel face critical challenges in the emergency response context that can break them down emotionally, physically and cognitively. The presentation summarizes the physical, emotional and psychological impacts of emergency and crisis contexts. Learn a general road map for training objectives, techniques and approaches for building resiliency in both individuals and organizations.

General Session 8
What Happens Next?
John Copenhaver, CMB
Brent Woodworth, LAEPF
As we look at the world into which we’re moving at breakneck speed, we find ourselves pondering the question of “what happens next, and is there anything positive that I/we/someone can do about it?” Join us as we look at taking the term “resilient communities” from its beginnings as an important concept into what now must become a blueprint for action – by all of us.

General Session 9
Automagically Bring it to the C-Suite
Barry Pruitt, Pinnacle Business Concepts, Inc.

Now you can bring it to the C-suite ... every time! You’ll gain proven steps that successful technical professionals employ to build rapport, earn trust, and get results with C-level executives. By the end of this session you’ll stop dozens of communication mistakes before they occur and learn simple steps to be invited back to the C-suite.

When the rain began falling the other week, I don’t think anybody (not even the weather man) predicted just how much would actually fall. Businesses, homes, communities and livelihoods have been washed away in the space of a week.

http://www.managementtoday.co.uk/features/1163634/workplace-disasters-cope-crisis/

Studies have found that the survival time for both kinds of viruses varies greatly, from a few seconds to 48+ hours. The reasons have to do with a number of factors, including the type of surface, humidity and temperature.

http://emssolutionsinc.wordpress.com/2012/12/07/so-what-do-you-think-answer-true-or-false-flu-viruses-live-longer-on-surfaces-than-cold-viruses/

Release date:
December 2, 2012
Release Number:
NR-069

NEW YORK – Hurricane Sandy survivors who have already registered with FEMA are urged to keep in touch and keep their contact information current, especially if they have been displaced by the disaster.

After survivors register for assistance, FEMA will reach out to them to set up housing inspections and mail determination letters, so updating your phone number and mailing address as needed is key to ensure that your recovery is not delayed.

Once a FEMA-contracted housing inspector calls to set up an appointment, it is also important that applicants keep their appointment, or call to reschedule as needed so that the application process continues.

Applicants who need to update their contact information or have questions regarding their application can call the toll-free FEMA helpline.

    Call 800-621-FEMA (3362). If you have a speech disability or hearing loss and use a TTY, call 800-462-7585 directly; if you use 711 or Video Relay Service (VRS), call 800-621-3362.
    The toll-free telephone numbers will operate 24 hours daily, seven days a week, until further notice

Survivors can call the helpline to:

    Update their file with a change of address or new phone number.
    Ask questions about disaster assistance.
    Track the progress of their FEMA application.
    Get information about the inspection process.
    Learn about the steps to appeal a FEMA decision.

Survivors can also have questions answered by visiting their nearest disaster recovery center. To find the nearest center:

    Text DRC and a Zip Code to 43362 (4FEMA), and a text message will be sent back with the address.

For more information on New York’s disaster recovery, visit www.fema.gov/disaster/4085, http://twitter.com/FEMASandy, www.facebook.com/FEMASandy and www.fema.gov/blog.

In 1859, there was a solar event so extreme that witnesses reported seeing brilliant lights, electrical flashes, red glows and other aurora events, even in the South. It was the lead story on Sept. 3 of that year in the Memphis Daily, according to a copy preserved by the Library of Congress.

http://www.computerworld.com.au/article/445113/_black_swan_predictions_2013_include_solar_storm/?fp=4&fpid=1398720840

When communities face a disaster or civil emergency, the government and private sector must work together to move swiftly and smoothly into response and recovery modes. But when dealing with the effects of hurricanes, floods, tornadoes or man-made events, some communities will experience unexpected challenges over the logistics and distribution of resources like water, food and medical supplies.

http://www.emergencymgmt.com/disaster/Supply-Chain-Management-Efficient-Response.html

August 27, 2012

Glossary


Download Entire Glossary:     word   pdf

The Glossary Committee is always looking for input/feedback on the current glossary. If you have any questions or input, please send us an email.

Term

Definition

ABCI

Associate Business Continuity Institute. A professional certification granted by the Business Continuity Institute for business continuity practitioners who are currently working in business continuity management but do not yet have sufficient experience to qualify for the MBCI or SBCI designation.

ABCP

Associate Business Continuity Professional. The ABCP level is designed for individuals with less than two years of Continuity Mgmt experience, but who have minimum knowledge in continuity management, and have passed the qualifying exam.

Alert

Notification that a potential disaster situation is imminent exists or has occurred; usually includes a directive for personnel. To stand by for possible activation

Alternate Site

An alternate operating location to be used by business functions when the primary facilities are inaccessible. 1) Another location, computer center or work area designated for recovery. 2) Location, other than the main facility, that can be used to conduct business functions. 3) A location, other than the normal facility, used to process data and/or conduct critical business functions in the event of a disaster.

Alternate Work Area

Recovery environment complete with necessary infrastructure (desk, telephone, workstation, and associated hardware and equipment, communications, etc)

Annual Loss Exposure/Expectancy (ALE)

A risk management method of calculating loss based on a value and level of frequency.

Application Recovery

The component of Disaster Recovery that deals specifically with the restoration of business system software and data after the processing platform has been restored or replaced.

Assembly Area

The designated area at which employees, visitors, and contractors assemble if evacuated from their building/site.

Asset

An item of property and/or component of a business activity/process owned by an organization. There are three types of assets: physical assets (e.g. buildings and equipment); financial assets (e.g. currency, bank deposits and shares) and non-tangible assets (e.g. goodwill, reputation)

Backlog

a) The amount of work that accumulates when a system or process is unavailable for a long period of time. This work needs to be processed once the system or process is available and may take a considerable amount of time to process.
b) A situation whereby a backlog of work requires more time to action than is available through normal working patterns. In extreme circumstances, the backlog may become so marked that the backlog cannot be cleared.

Backup (Data)

A process by which data, electronic or paper-based, is copied in some form so as to be available and used if the original data from which it originated is lost, destroyed or corrupted.

Backup Generator

An independent source of power, usually fueled by diesel or natural gas.

Business Continuity

A program which develops, exercises and maintains plans to enable the organization to:

-respond to a disruption with minimum harm to life and resources;

-recover, resume and restore functions within time frames which ensure continuing viability; and

-provide crisis communications to all stakeholders.

Note:  the program and its outputs:  are based upon risk evaluation and impact assessment; and require management support, staff training and coordination with external agencies.

Or, Business continuity program

Business Continuity Coordinator

A role within the BCM program that coordinates planning and implementation for overall recovery of an organization or unit(s).

Business Continuity Institute (BCI)

An international organization established to enable members to obtain guidance and support from fellow business continuity practitioners. The BCI promotes the highest standards of professional competence and commercial ethics in the provision and maintenance of business continuity planning and services.

Business Continuity Management (BCM)

A holistic management process that identifies potential impacts that threaten an organization and provides a framework for building resilience with the capability for an effective response that safeguards the interests of its key stakeholders, reputation, brand and value creating activities. The management of recovery or continuity in the event of a disaster. Also the management of the overall program through training, rehearsals, and reviews, to ensure the plan stays current and up to date.

Business Continuity Management Process

The Business Continuity Institute’s BCM Process provides guidance on good practices that cover the whole BCM Lifecycle and combines 5 key elements: 1) Understanding Your Business 2) BCM Strategies 3) Developing a BCM Response 4) Establishing a BCM Culture 5) Exercising, Maintenance and Audit

Business Continuity Management Program

An ongoing management and governance process supported by senior management and resourced to ensure that the necessary steps are taken to identify the impact of potential losses, maintain viable recovery strategies and plans, and ensure continuity of products/services through exercising, rehearsal, testing, training, maintenance and assurance.

Business Continuity Management Team

A group of individuals functionally responsible for directing the development and execution of the business continuity plan, as well as responsible for declaring a disaster and providing direction during the recovery process, both pre-disaster and post-disaster. Similar terms: disaster recovery management team, business recovery management team.

Business Continuity Plan (BCP)

Business Continuity Planning

Process of developing and documenting arrangements and procedures that enable an organization to respond to an event that lasts for an unacceptable period of time and return to performing its critical functions after an interruption.

The process which occurs, based on risk evaluation and business impact analysis, to identify procedures, priorities and resources for:

-emergency response operations;

-business continuity strategies for the organization’s functions and supporting infrastructure;

-crisis communications; and

-coordination with external agencies.

Note:  The planning process should encompass response through restoration, and result in the creation of one or more of the following types of plan documents:  business continuity plans, disaster recovery plans, crisis management plans or pandemic plans

Business Continuity Plan Administrator

The designated individual responsible for plan documentation, maintenance, and distribution

Business Continuity Steering Committee

A committee of decision makers, (e.g., business leaders, technology experts and continuity professionals) tasked with making strategic policy and continuity planning decisions for the organization, and for providing the resources to accomplish all business continuity program goals.

Note:  steering committees in larger organizations may choose to establish subordinate working groups to direct specific components of the overall program.

Also:  Advisory Council, Governance Council, Steering Committee, etc.

Business Continuity Strategy

An approach by an organization that will ensure its recovery and continuity in the face of a disaster or other major outage. Plans and methodologies are determined by the organization’s strategy. There may be more than one solution to fulfill an organization’s strategy. Examples: Internal or external hot-site, or cold-site, Alternate Work Area reciprocal agreement, Mobile Recovery, Quick Ship / Drop Ship, Consortium-based solutions, etc.

Business Continuity Team

Designated individuals responsible for developing, execution, rehearsals, and maintenance of the business continuity plan, including the processes and procedures. Similar terms: disaster recovery team, business recovery team, and recovery team.

Business Impact Analysis

A process designed to prioritize business functions by assessing the potential quantitative (financial) and qualitative (non-financial) impact that might result if an organization was to experience a business continuity event.

Business Interruption

Any event, whether anticipated (i.e., public service strike) or unanticipated (i.e., blackout) which disrupts the normal course of business operations at an organization’s location. Similar terms: outage, service interruption.

Business Interruption Costs

The impact to the business caused by different types of outages, normally measured by revenue lost.

Business Interruption Insurance

Insurance coverage for disaster related expenses that may be incurred until operations are fully recovered after a disaster. Business interruption insurance generally provides reimbursement for necessary ongoing expenses during this shutdown, plus loss of net profits that would have been earned during the period of interruption, within the limits of the policy.

Business Recovery Coordinator

An individual or group designated to coordinate or control designated recovery processes or testing.

Business Recovery Team

A group responsible for:  relocation and recovery of business unit operations at an alternate site following a business disruption; and subsequent resumption and restoration of those operations at an appropriate site.

Business Recovery Timeline

The approved sequence of activities, required to achieve stable operations following a business interruption. This timeline may range from minutes to weeks, depending upon the recovery requirements and methodology.

Business Unit Recovery

A component of Business Continuity which deals specifically with the recovery of a key function or department in the event of a disaster.

Call Tree

A document that graphically depicts the calling responsibilities and the calling order used to contact management, employees, customers, vendors, and other key contacts in the event of an emergency, disaster, or severe outage situation.

Cascade System

A system whereby one person or organization calls out/contacts others who in turn initiate further call-outs/contacts as necessary.

CBCP

Certified Business Continuity Professional. The CBCP certification is for individuals with a minimum of two years of Enterprise Continuity Mgmt experience in 5 of the 10 Professional Practice areas, have passed the qualifying exam and have had their DRII - Certification Application approved.

CFCP

Certified Functional Continuity Professional. The CFCP is designed for individuals with a minimum of two years of Continuity Mgmt experience in 3 of the 10 Professional Practice areas, have passed the qualifying exam and have had their DRII Certification Application approved. This certification provides a certification opportunity for those individuals with Continuity Mgmt experience in specific functional or vertical areas vs. enterprise wide.

Checklist

a) Tool to remind and /or validate that tasks have been completed and resources are available, to report on the status of recovery. b) A list of items (names or tasks etc.) to be checked or consulted.

Checklist Exercise

A method used to exercise a completed disaster recovery plan. This type of exercise is used to determine if the information such as phone numbers, manuals, equipment, etc. in the plan is accurate and current.

Cold Site

An alternate facility that already has in place the environmental infrastructure required to recover critical business functions or information systems, but does not have any pre-installed computer hardware, telecommunications equipment, communication lines, etc. These must be provisioned at time of disaster.

Command Center

The location, local to the event but outside the immediate affected area, where tactical response, recovery and restoration activities are managed. There could be more than one command center for each event reporting to a single Emergency Operations Center.

Command, Control and Coordination

A Crisis Management process:
Command means the authority for an organization or part of an organization to direct the actions of its own resources (both personnel and equipment).
Control means the authority to direct strategic, tactical and operational operations in order to complete an assigned function. This includes the ability to direct the activities of others engaged in the completion of that function, i.e. the crisis as a whole or a function within the crisis management process. The control of an assigned function also carries with it the responsibility for the health and safety of those involved.
Coordination means the integration of the expertise of all the agencies/roles involved with the objective of effectively and efficiently bringing the crisis to a successful conclusion.

Communications Recovery

The component of Disaster Recovery which deals with the restoration or rerouting of an organization’s telecommunication network, or its components, in the event of loss.

Consortium Agreement

An agreement made by a group of organizations to share processing facilities and/or office facilities, if one member of the group suffers a disaster.

Contact List

A list of team members and/or key personnel to be contacted including their backups. The list will include the necessary contact information (i.e. home phone, pager, cell, etc.) and in many cases it is considered confidential.

Contingency Plan

A plan used by an organization or business unit to respond to a specific systems failure or disruption of operations.

Contingency Planning

Process of developing advanced arrangements and procedures that enable an organization to respond to an undesired event that negatively impacts the organization.

Continuity Of Operations Plan (COOP)

A COOP provides guidance on the system restoration for emergencies, disasters, mobilization, and for maintaining a state of readiness to provide the necessary level of information processing support commensurate with the mission requirements/priorities identified by the respective functional proponent. The Federal Government and its supporting agencies traditionally use this term to describe activities otherwise known as Disaster Recovery, Business Continuity, Business Resumption, or Contingency Planning.

Continuous Availability

A system or application that supports operations which continue with little to no noticeable impact to the user. For instance, with continuous availability, the user will not have to re-log in, or to re-submit a partial or whole transaction.

Continuous Operations

The ability of an organization to perform its processes without interruption.

Corporate Governance

The system/process by which the directors and officers of an organization are required to carry out and discharge their legal, moral and regulatory accountabilities and responsibilities.

Corporate Risk

A category of risk management that looks at ensuring an organization meets its corporate governance responsibilities takes appropriate actions and identifies and manages emerging risks.

Cost Benefit Analysis

A process (after a BIA and risk assessment) that facilitates the financial assessment of different strategic BCM options and balances the cost of each option against the perceived savings.

Crisis

A critical event, which, if not handled in an appropriate manner, may dramatically impact an organization’s profitability, reputation, or ability to operate. Or, an occurrence and/or perception that threatens the operations, staff, shareholder value, stakeholders, brand, reputation, trust and/or strategic/business goals of an organization.

Crisis Management

The overall coordination of an organization’s response to a crisis, in an effective, timely manner, with the goal of avoiding or minimizing damage to the organization’s profitability, reputation, and ability to operate.

Crisis Management Team

A team consisting of key executives, key role players (i.e., media representative, legal counsel, facilities manager, disaster recovery coordinator, etc.), and the appropriate business owners of critical functions who are responsible for recovery operations during a crisis.

Critical Business Functions

The critical operational and/or business support functions that could not be interrupted or unavailable for more than a mandated or predetermined timeframe without significantly jeopardizing the organization. An example of a business function is a logical grouping of processes/activities that produce a product and/or service such as Accounting, Staffing, Customer Service, etc.

Critical Data Point

The point in time to which data must be restored in order to achieve recovery objectives.

Critical Infrastructure

Physical assets whose incapacity or destruction would have a debilitating impact on the economic or physical security of an organization, community, nation, etc

Critical Service

A service without which a building would be “disabled”. Often applied to the utilities (water, gas, electric, etc.) it may also include standby power systems, environmental control systems or communication networks

Damage Assessment

The process of assessing damage to computer hardware, vital records, office facilities, etc. and determining what can be salvaged or restored and what must be replaced following a disaster.

Data Backup Strategies

Data backup strategies will determine the technologies, media and offsite storage of the backups necessary to meet an organization’s data recovery and restoration objectives.

Data Backups

The copying of production files to media that can be stored both on and/or offsite and can be used to restore corrupted or lost data or to recover entire systems and databases in the event of a disaster.

Data Center Recovery

The component of Disaster Recovery which deals with the restoration of data center services and computer processing capabilities at an alternate location and the migration back to the production site.

Data Mirroring

A process whereby critical data is replicated to another device.

Data Protection

Process of ensuring confidentiality, integrity and availability of data

Data Recovery

The restoration of computer files from backup media to restore programs and production data to the state that existed at the time of the last safe backup.

Database Replication

The partial or full duplication of data from a source database to one or more destination databases.

Declaration

A formal announcement by pre-authorized personnel that a disaster or severe outage is predicted or has occurred and that triggers pre-arranged mitigating actions (e.g., a move to an alternate site.)

Declaration Fee

A fee charged by a Commercial Hot Site Vendor for a customer invoked disaster declaration

Denial of Access

The inability of an organization to access and/or occupy its normal working environment.

Dependency

The reliance or interaction of one activity or process upon another.

Desk Check

One method of validating a specific component of a plan. Typically, the owner of the component reviews it for accuracy and completeness and signs off.

Desktop Exercise

See: Table Top Exercise.

Disaster

A sudden, unplanned catastrophic event causing unacceptable damage or loss. 1) An event that compromises an organization’s ability to provide critical functions, processes, or services for some unacceptable period of time 2) An event where an organization’s management invokes their recovery plans.

Disaster Recovery

The technical aspect of business continuity.  The collection of resources and activities to re-establish information technology services (including components such as infrastructure, telecommunications, systems, applications and data) at an alternate site following a disruption of IT services.  Disaster recovery includes subsequent resumption and restoration of those operations at a more permanent site.

Disaster Recovery Plan

The management approved document that defines the resources, actions, tasks and data required to manage the technology recovery effort. Usually refers to the technology recovery effort. This is a component of the Business Continuity Management Program.

Disaster Recovery Planning

The technical component of business continuity planning

DRI International

DRI International is a non profit organization that offers premier educational and certification programs globally, for those practitioners within the Continuity Management field.

Drop Ship

A strategy for a) Delivering equipment, supplies, and materials at the time of a business continuity event or exercise. b) Providing replacement hardware within a specified time period via prearranged contractual arrangements with an equipment supplier at the time of a business continuity event.

Electronic Vaulting

Electronic transmission of data to a server or storage facility.

Emergency

An unexpected or impending situation that may cause injury, loss of life, destruction of property, or cause the interference, loss, or disruption of an organization’s normal business operations to such an extent that it poses a threat.

Emergency Control Center (ECC)

The Command Centre used by the Crisis Management Team during the first phase of an event. An organization should have both primary and secondary locations for an ECC in case one of them becomes unavailable/inaccessible. It may also serve as a reporting point for deliveries, services, press and all external contacts.

Emergency Coordinator

The person designated to plan, exercise, and implement the activities of sheltering in place or the evacuation of occupants of a site with the first responders and emergency services agencies.

Emergency Operations Center (EOC)

The physical and/or virtual location from which strategic decisions are made and all activities of an event/incident/crisis are directed, coordinated and monitored.

Note:  EOC is different from Command Center (see Command Center definition).

Emergency Preparedness

The capability that enables an organization or community to respond to an emergency in a coordinated, timely, and effective manner to prevent the loss of life and minimize injury and property damage.

Emergency Procedures

A documented list of activities to commence immediately to prevent the loss of life and minimize injury and property damage.

Emergency Response

The immediate reaction and response to an emergency situation commonly focusing on ensuring life safety and reducing the severity of the incident.

Emergency Response Plan

A documented plan usually addressing the immediate reaction and response to an emergency situation

Emergency Response Procedures

The initial response to any event and is focused upon protecting human life and the organization’s assets.

Emergency Response Team (ERT)

Qualified and authorized personnel who have been trained to provide immediate assistance.

Enterprise Wide Planning

The overarching master plan covering all aspects of business continuity within the entire organization.

Escalation

The process by which event related information is communicated upwards through an organization’s established Chain of Command.

Evacuation

The movement of employees, visitors and contractors from a site and/or building to a safe place (assembly area) in a controlled and monitored manner at time of an event.

Event

Any occurrence that may lead to a business continuity incident.

Executive / Management Succession Plan

A predetermined plan for ensuring the continuity of authority, decision-making, and communication in the event that key members of executive management unexpectedly become incapacitated.

Exercise

A people focused activity designed to execute business continuity plans and evaluate the individual and/or organization performance against approved standards or objectives. Exercises can be announced or unannounced, and are performed for the purpose of training and conditioning team members, and validating the business continuity plan. Exercise results identify plan gaps and limitations and are used to improve and revise the Business Continuity Plans. Types of exercises include: Table Top Exercise, Simulation Exercise, Operational Exercise, Mock Disaster, Desktop Exercise, Full Rehearsal.

Exercise Auditor

An appointed role that is assigned to assess whether the exercise aims / objectives are being met and to measure whether activities are occurring at the right time and involve the correct people to facilitate their achievement. The exercise auditor is not responsible for the mechanics of the exercise. This independent role is crucial in the subsequent debriefing.

Exercise Controller

See Exercise Owner

Exercise Coordinator

They are responsible for the mechanics of running the exercise. The Coordinator must lead the exercise and keep it focused within the predefined scope and objectives of the exercise as well as on the disaster scenario. The Coordinator must be objective and not influence the outcome. They perform the coordination to make sure appropriate exercise participants have been identified and that exercise scripts have been prepared before, utilized during, and updated after the exercise.

Exercise Observer

An exercise observer has no active role within the exercise but is present for awareness and training purposes. An exercise observer might make recommendations for procedural improvements.

Exercise Owner

An appointed role that has total management oversight and control of the exercise and has the authority to alter the exercise plan. This includes early termination of the exercise for reasons of safety or the aims / objectives of the exercise cannot be met due to an unforeseen or other internal or external influence.

Exercise Plan

A plan designed to periodically evaluate tasks, teams, and procedures that are documented in business continuity plans to ensure the plan’s viability. This can include all or part of the BC plan, but should include mission critical components.

Exercise Script

A set of detailed instructions identifying information necessary to implement a predefined business continuity event scenario for evaluation purposes.

Exposure

The potential susceptibility to loss; the vulnerability to a particular risk.

Extra Expense

The extra cost necessary to implement a recovery strategy and/or mitigate a loss. An example is the cost to transfer inventory to an alternate location to protect it from further damage, cost of reconfiguring lines, overtime costs, etc. Typically reviewed during BIA and is a consideration during insurance evaluation.

FBCI

Fellow Business Continuity Insitute. A professional certification granted by the Business Continuity Institute for senior business continuity practitioners with at least five years full-time experience and who demonstrate a thorough knowledge of all BCI Certification Standards.

Floor Warden

Person responsible for ensuring that all employees, visitors and contractors evacuate a floor within a specific site.

Full Rehearsal

An exercise that simulates a Business Continuity event where the organization or some of its component parts are suspended until the exercise is completed.

Gap Analysis

A detailed examination to identify risks associated with the differences between Business/Operations requirements and the current available recovery capabilities.

Hardening

The process of making something more secure, resistant to attack, or less vulnerable.

Health and Safety

The process by which the well being of all employees, contractors, visitors and the public is safeguarded. All business continuity plans and planning must be cognizant of H&S statutory and regulatory requirements and legislation. Health and Safety considerations should be reviewed during the Risk assessment.

High-Availability

Systems or applications requiring a very high level of reliability and availability. High availability systems typically operate 24x7 and usually require built-in redundancy to minimize the risk of downtime due to hardware and/or telecommunication failures.

High-Risk Areas

Areas identified during the risk assessment that are highly susceptible to a disaster situation or might be the cause of a significant disaster.

Hot site

An alternate facility that already has in place the computer, telecommunications, and environmental infrastructure required to recover critical business functions or information systems.

Human Continuity

The ability of an organization to provide support for its associates and their families before, during, and after a business continuity event to ensure a viable workforce. This involves pre planning for potential psychological responses, occupational health and employee assistance programs, and employee communications.

Human Threats

Possible disruptions in operations resulting from human actions as identified during the risk assessment. (i.e., disgruntled employee, terrorism, blackmail, job actions, riots, etc.)

Impact

The effect, acceptable or unacceptable, of an event on an organization. The types of business impact are usually described as financial and non-financial and are further divided into specific types of impact.

Incident

An event which is not part of a standard operating business which may impact or interrupt services and, in some cases, may lead to disaster.

Incident Command System (ICS)

Combination of facilities, equipment, personnel, procedures, and communications operating within a common organizational structure with responsibility for the command, control, and coordination of assigned resources to effectively direct and control the response and recovery to an incident. The flexible design of the ICS allows its span of control to expand or contract as the scope of the situation changes

Incident Management

The process by which an organization responds to and controls an incident using emergency response procedures or plans.

Incident Manager

Commands the local emergency operations center (EOC) reporting up to senior management on the recovery progress. Has the authority to invoke the recovery plan

Incident Response

The response of an organization to a disaster or other significant event that may significantly impact the organization, its people, or its ability to function productively. An incident response may include evacuation of a facility, initiating a disaster recovery plan, performing damage assessment, and any other measures necessary to bring an organization to a more stable status.

Information Security

The securing or safeguarding of all sensitive information, electronic or otherwise, which is owned by an organization.

Infrastructure

The underlying foundation, basic framework, or interconnecting structural elements that support an organization.

Integrated Exercise

An exercise conducted on multiple interrelated components of a Business Continuity Plan, typically under simulated operating conditions. Examples of interrelated components may include interdependent departments or interfaced systems.

Integrated Test

See integrated exercise

Interim Site

A temporary location used to continue performing business functions after vacating a recovery site and before the original or new home site can be occupied. Move to an interim site may be necessary if ongoing stay at the recovery site is not feasible for the period of time needed or if the recovery site is located far from the normal business site that was impacted by the disaster. An interim site move is planned and scheduled in advance to minimize disruption of business processes; equal care must be given to transferring critical functions from the interim site back to the normal business site.

Internal Hot site

A fully equipped alternate processing site owned and operated by the organization.

Journaling

The process of logging changes or updates to a database since the last full backup. Journals can be used to recover previous versions of a file before updates were made, or to facilitate disaster recovery, if performed remotely, by applying changes to the last safe backup.

Key Tasks

Priority procedures and actions in a Business Continuity Plan that must be executed within the first few minutes/hours of the plan invocation.

Lead Time

The time it takes for a supplier to make equipment, services, or supplies available after receiving an order. Business continuity plans should try to minimize lead time by creating service level agreements (SLA) with suppliers or alternate suppliers in advance of a Business Continuity event rather than relying on the suppliers’ best efforts.

Logistics / Transportation Team

A team comprised of various members representing departments associated with supply acquisition and material transportation, responsible for ensuring the most effective acquisition and mobilization of hardware, supplies, and support materials. This team is also responsible for transporting and supporting staff.

Loss

Unrecoverable resources that are redirected or removed as a result of a Business Continuity event. Such losses may be loss of life, revenue, market share, competitive stature, public image, facilities, or operational capability.

Loss Adjuster

Designated position activated at the time of a Business Continuity event to assist in managing the financial implications of the event and should be involved as part of the management team where possible

Loss Reduction

The technique of instituting mechanisms to lessen the exposure to a particular risk. Loss reduction involves planning for, and reacting to, an event to limit its impact. Examples of loss reduction include sprinkler systems, insurance policies, and evacuation procedures.

Loss Transaction Recovery

Recovery of data (paper within the work area and/or system entries) destroyed or lost at the time of the disaster or interruption. Paper documents may need to be requested or re-acquired from original sources. Data for system entries may need to be recreated or reentered

Manual Procedures

An alternative method of working following a loss of IT systems. As working practices rely more and more on computerized activities, the ability of an organization to fallback to manual alternatives lessens. However, temporary measures and methods of working can help mitigate the impact of a business continuity event and give staff a feeling of doing something.

MBCI

Member of the Business Continuity Institute. A professional certification granted by the Business Continuity Institute for business continuity practitioners who understand all of the BCI Certification Standards and who have at least two years experience across the majority of the ten standards.

MBCP

Master Business Continuity Professional. The Master level certification is for individuals with a minimum of five years of Enterprise Continuity Mgmt experience in 7 of the 10 Professional Practices, have passed both the qualifying exam and the Masters case study, and have had their DRII Certification Application approved.

Mission-Critical Activities

The critical operational and/or business support activities (either provided internally or outsourced) required by the organization to achieve its objective(s) i.e. services and/or products.

Mission-Critical Application

Applications that support business activities or processes that could not be interrupted or unavailable for 24 hours or less without significantly jeopardizing the organization.

Mobile Recovery

A mobilized resource purchased or contracted for the purpose of business recovery. The mobile recovery center might include: computers, workstations, telephone, electrical power, etc.

Mobile Standby Trailer

A transportable operating environment, often a large trailer, that can be configured to specific recovery needs such as office facilities, call centers, data centers, etc. This can be contracted to be delivered and set up at a suitable site at short notice.

Mobilization

The activation of the recovery organization in response to a disaster declaration.

Mock Disaster

One method of exercising teams in which participants are challenged to determine the actions they would take in the event of a specific disaster scenario. Mock disasters usually involve all, or most, of the applicable teams. Under the guidance of exercise coordinators, the teams walk through the actions they would take per their plans, or simulate performance of these actions. Teams may be at a single exercise location, or at multiple locations, with communication between teams simulating actual ‘disaster mode’ communications. A mock disaster will typically operate on a compressed timeframe representing many hours, or even days.

N + 1

A fault tolerant strategy that includes multiple systems or components protected by one backup system or component. (Many-to-one relationship)

Network Outage

An interruption of voice, data, or IP network communications.

Off-Site Storage

Any place physically located a significant distance away from the primary site, where duplicated and vital records (hard copy or electronic and/or equipment) may be stored for use during recovery.

Operational Exercise

See: Exercise

Operational Risk

The risk of loss resulting from inadequate or failed procedures and controls. This includes loss from events related to technology and infrastructure, failure, business interruptions, staff related problems, and from external events such as regulatory changes

Orderly Shutdown

The actions required to rapidly and gracefully suspend a business function and/or system during a disruption.

Outage

The interruption of automated processing systems, infrastructure, support services, or essential business operations, which may result, in the organizations inability to provide services for some period of time.

Peer Review

A review of a specific component of a plan by personnel (other than the owner or author) with appropriate technical or business knowledge for accuracy and completeness.

Plan Maintenance

The management process of keeping an organization’s Business continuity management plans up to date and effective. Maintenance procedures are a part of this process for the review and update of the BC plans on a defined schedule. Maintenance procedures are a part of this process.

Preventative Measures

Controls aimed at deterring or mitigating undesirable events from taking place.

Prioritization

The ordering of critical activities and their dependencies are established during the BIA and Strategic-planning phase. The business continuity plans will be implemented in the order necessary at the time of the event.

Qualitative Assessment

The process for evaluating a business function based on observations and does not involve measures or numbers. Instead, it uses descriptive categories such as customer service, regulatory requirements, etc to allow for refinement of the quantitative assessment. This is normally done during the BIA phase of planning.

Quantitative Assessment

The process for placing value on a business function for risk purposes. It is a systematic method that evaluates possible financial impact for losing the ability to perform a business function. It uses numeric values to allow for prioritizations. This is normally done during the BIA phase of planning.

Quick Ship

See Drop Ship.

Reciprocal Agreement

Agreement between two organizations (or two internal business groups) with similar equipment/environment that allows each one to recover at the other’s location.

Recoverable Loss

Financial losses due to an event that may be reclaimed in the future, e.g. through insurance or litigation. This is normally identified in the Risk Assessment or BIA.

Recovery

Implementing the prioritized actions required to return the processes and support functions to operational stability following an interruption or disaster.

Recovery Management Team

See: Business Continuity Management (BCM) Team.

Recovery Period

The time period between a disaster and a return to normal functions, during which the disaster recovery plan is employed.

Recovery Point Objective (RPO)

The point in time to which data is restored and/or systems are recovered after an outage.

Note:  RPO is often used as the basis for developing backup strategies and determining the amount of data that may require recreation after systems have been recovered.  RPO for applications can be enumerated in business time (i.e., “8 business hours” after a Sunday disaster restores to close of business Thursday) or elapsed time, but is always measured in terms of time before a disaster.  RPO for systems typically must be established at time of disaster as a specific point in time (e.g., end of previous day’s processing) or software version/release.

Recovery Services Agreement / Contract

A contract with an external organization guaranteeing the provision of specified equipment, facilities, or services, usually within a specified time period, in the event of a business interruption. A typical contract will specify a monthly subscription fee, a declaration fee, usage costs, method of performance, amount of test time, termination options, penalties and liabilities, etc.

Recovery Site

A designated site for the recovery of business unit, technology, or other operations, which are critical to the enterprise.

Recovery Strategy

See business continuity strategy

Recovery Teams

A structured group of teams ready to take control of the recovery operations if a disaster should occur.

Recovery Time Capability (RTC) 

The demonstrated amount of time in which systems, applications and/or functions have been recovered, during an exercise or actual event, at the designated recovery/alternate location (physical or virtual).  As with RTO, RTC includes assessment, execution and verification activities.  RTC and RTO are compared during gap analysis.

Recovery Time Objective (RTO)

The period of time within which systems, applications, or functions must be recovered after an outage.  RTO includes the  time required for:  assessment, execution and verification.  RTO may be enumerated in business time (e.g. one business day) or elapsed time (e.g. 24 elapsed hours).

Notes:  Assessment includes the activities which occur before or after an initiating event, and lead to confirmation of the execution priorities, time line and responsibilities, and a decision regarding when to execute.

Execution includes the activities related to accomplishing the pre-planned steps required within the phase to deliver a function, system or application in a new location to its owner.

Verification includes steps taken by a function, system or application owner to ensure everything is in readiness to proceed to live operations.

Recovery Timeline

The sequence of recovery activities, or critical path, which must be followed to resume an acceptable level of operation following a business interruption. The timeline may range from minutes to weeks, depending upon the recovery requirements and methodology.

Resilience

The ability of an organization to absorb the impact of a business interruption, and continue to provide a minimum acceptable level of service.

Resilient

The process and procedures required to maintain or recover critical services such as “remote access” or “end-user support” during a business interruption.

Response

The reaction to an incident or emergency to assess the damage or impact and to ascertain the level of containment and control activity required. In addition to addressing matters of life safety and evacuation, Response also addresses the policies, procedures and actions to be followed in the event of an emergency.

Restoration

Process of planning for and/or implementing procedures for the repair of hardware, relocation of the primary site and its contents, and returning to normal operations at the permanent operational location.

Resumption

The process of planning for and/or implementing the restarting of defined business processes and operations following a disaster. This process commonly addresses the most critical business functions within BIA specified timeframes.

Risk

Potential for exposure to loss which can be determined by using either qualitative or quantitative measures.

Risk Assessment / Analysis

Process of identifying the risks to an organization, assessing the critical functions necessary for an organization to continue business operations, defining the controls in place to reduce organization exposure and evaluating the cost for such controls. Risk analysis often involves an evaluation of the probabilities of a particular event.

Risk Categories

Risks of similar types are grouped together under key headings, otherwise known as ‘risk categories’. These categories include reputation, strategy, financial, investments, operational infrastructure, business, regulatory compliance, Outsourcing, people, technology and knowledge.

Risk Controls

All methods of reducing the frequency and/or severity of losses including exposure avoidance, loss prevention, loss reduction, segregation of exposure units and non-insurance transfer of risk

Risk Management

The culture, processes and structures that are put in place to effectively manage potential negative events. As it is not possible or desirable to eliminate all risk, the objective is to reduce risks to an acceptable level

Risk Transfer

A common technique used by Risk Managers to address or mitigate potential exposures of the organization. A series of techniques describing the various means of addressing risk through insurance and similar products.

Roll Call

The process of identifying that all employees, visitors and contractors have been safely evacuated and accounted for following an evacuation of a building or site.

Salvage & Restoration

The act of conducting a coordinated assessment to determine the appropriate actions to be performed on impacted assets. The assessment can be coordinated with Insurance adjusters, facilities personnel, or other involved parties. Appropriate actions may include: disposal, replacement, reclamation, refurbishment, recovery or receiving compensation for unrecoverable organizational assets.

SBCI

Specialist of Business Continuity Institute. A professional certification granted by the Business Continuity Institute for specialist practitioners with at least two years of full time experience in a business continuity management related profession and who have good general knowledge of some of the BCI Certification Standards.

Scenario

A pre-defined set of Business Continuity events and conditions that describe, for planning purposes, an interruption, disruption, or loss related to some aspect(s) of an organization’s business operations to support conducting a BIA, developing a continuity strategy, and developing continuity and exercise plans. Note: Scenarios are neither predictions nor forecasts.

Security Review

A periodic review of policies, procedures, and operational practices maintained by an organization to ensure that they are followed and effective.

Self Insurance

The pre-planned assumption of risk in which a decision is made to bear loses that could result from a Business Continuity event rather than purchasing insurance to cover those potential losses.

Service Continuity

The process and procedures required to maintain or recover critical services such as “remote access” or “end-user support” during a business interruption.

Service Continuity Planning

A process used to mitigate, develop, and document procedures that enable an organization to recover critical services after a business interruption.

Service Level Agreement (SLA)

A formal agreement between a service provider (whether internal or external) and their client (whether internal or external), which covers the nature, quality, availability, scope and response of the service provider. The SLA should cover day-to-day situations and disaster situations, as the need for the service may vary in a disaster.

Service Level Management (SLM)

The process of defining, agreeing, documenting and managing the levels of any type of services provided by service providers whether internal or external that are required and cost justified.

Simulation Exercise

One method of exercising teams in which participants perform some or all of the actions they would take in the event of plan activation. Simulation exercises, which may involve one or more teams, are performed under conditions that at least partially simulate ‘disaster mode’. They may or may not be performed at the designated alternate location, and typically use only a partial recovery configuration.

Single Point of Failure (SPOF)

A unique pathway or source of a service, activity, and/or process. Typically, there is no alternative and a loss of that element could lead to a failure of a critical function.

Stand Down

Formal notification that the response to a Business Continuity event is no longer required or has been concluded.

Standalone Test

A test conducted on a specific component of a plan in isolation from other components to validate component functionality, typically under simulated operating conditions.

Structured Walkthrough

Types of exercise in which team members physically implement the business continuity plans and verbally review each step to assess its effectiveness, identify enhancements, constraints and deficiencies.

Subscription

See: Recovery Services Agreement / Contract

Supply Chain

All suppliers, manufacturing facilities, distribution centers, warehouses, customers, raw materials, work-in-process inventory, finished goods, and all related information and resources involved in meeting customer and organizational requirements.

System

Set of related technology components that work together to support a business process or provide a service.

System Recovery

The procedures for rebuilding a computer system and network to the condition where it is ready to accept data and applications, and facilitate network communications.

System Restore

The procedures necessary to return a system to an operable state using all available data including data captured by alternate means during the outage. System restore depends upon having a live, recovered system available.

Table Top Exercise

One method of exercising plans in which participants review and discuss the actions they would take without actually performing the actions. Representatives of a single team, or multiple teams, may participate in the exercise typically under the guidance of exercise facilitators.

Task List

Defined mandatory and discretionary tasks allocated to teams and/or individual roles within a Business Continuity Plan

Technical Recovery Team 

Test

A group responsible for:  relocation and recovery of technology systems, data, applications and/or supporting infrastructure components at an alternate site following a technology disruption; and subsequent resumption and restoration of those operations at an appropriate site.

A pass/fail evaluation of infrastructure (example-computers, cabling, devices, hardware) and\or physical plant infrastructure (example-building systems, generators, utilities) to demonstrate the anticipated operation of the components and system. Tests are often performed as part of normal operations and maintenance. Tests are often included within exercises. (See Exercise).

Test Plan

See Exercise Plan

Threat

A combination of the risk, the consequence of that risk, and the likelihood that the negative event will take place.

Trauma Counseling

The provisioning of counseling assistance by trained individuals to employees, customers and others who have suffered mental or physical injury as the result of an event.

Trauma Management

The process of helping employees deal with trauma in a systematic way following an event by proving trained counselors, support systems, and coping strategies with the objective of restoring employees psychological well being.

Unexpected Loss

The worst-case financial loss or impact that a business could incur due to a particular loss event or risk. The unexpected loss is calculated as the expected loss plus the potential adverse volatility in this value. It can be thought of as the worst financial loss that could occur in a year over the next 20 years.

Uninterruptible Power Supply (UPS)

A backup electrical power supply that provides continuous power to critical equipment in the event that commercial power is lost. The UPS (usually a bank of batteries) offers short-term protection against power surges and outages. The UPS usually only allows enough time for vital systems to be correctly powered down.

Validation Script

A set of procedures within the Business Continuity Plan to validate the proper function of a system or process before returning it to production operation.

Vital Records

Records essential to the continued functioning or reconstitution of an organization during and after an emergency and also those records essential to protecting the legal and financial rights of that organization and of the individuals directly affected by its activities.

Warm Site

An alternate processing site which is equipped with some hardware, and communications interfaces, electrical and environmental conditioning which is only capable of providing backup after additional provisioning, software or customization is performed.

Work Area Facility

A pre-designated space provided with desks, telephones, PCs, etc. ready for occupation by business recovery teams at short notice. May be internally or externally provided.

Work Area Recovery

The component of recovery and continuity that deals specifically with the relocation of a key function or department in the event of a disaster, including personnel, essential records, equipment supplies, work space, communication facilities, work station computer processing capability, fax, copy machines, mail services, etc. Office recovery environment complete with necessary office infrastructure (desk, telephone, workstation, hardware, communications).

Work Area Recovery Planning

The business continuity planning process of identifying the needs and preparing procedures and personnel for use at the work area facility.

Workaround Procedures

Alternative procedures that may be used by a functional unit(s) to enable it to continue to perform its critical functions during temporary unavailability of specific application systems, electronic or hard copy data, voice or data communication systems, specialized equipment, office facilities, personnel, or external services.

Access Restricted: Please Login

The article you are looking for is only available to registered DRJ.com members. Please login or register for FREE. Registration is free and gives you full access to all the Journals and more.

Subscribe to DRJ!

Disaster Recovery Journal is the premier magazine in the business continuity industry. Since its inception in 1987, the Journal has provided our readers with reliable information on disasters, services, trends, products and more.

DRJ.com Membership Benefits:

  • Free Subscription to DRJ's Quarterly Magazine
  • Free Access to the DRJ Archives
  • Informational Updates
  • Alerts to the #1 BC/DR Conference
  • User Profiles, Events, and More
  • Connect with the BC/DR Community
Application and Exhibit Space Contract

This application for exhibit space at the DRJ's Spring World 2014, which will become a contract with the Disaster Recovery Journal (herein called “SPONSOR”) upon written acceptance, is based upon the terms set forth below and on the reverse side hereof and the plan of exhibits, rates, and the rules and regulations as may be established from time to time set forth in this contract as updated and amended, and general exhibit information attached to this form, all of which constitute a part of this contract.




EXHIBIT SPACE RENTAL FEE:

THE RENTAL FEE FOR EXHIBIT SPACE IS TWO THOUSAND THREE HUNDRED AND NINETY FIVE DOLLARS ($2,395) FOR A 10 FOOT BY 10 FOOT BOOTH. THE RENTAL FEE FOR A CORNER EXHIBIT SPACE IS TWO THOUSAND FOUR HUNDRED AND NINETY FIVE DOLLARS ($2,495). IF YOU ARE REGISTERING FOR BOTH THE MARCH AND THE SEPTEMBER SEMINARS THE RENTAL FEE IS TWO THOUSAND TWO HUNDRED AND NINETY FIVE DOLLARS ($2,295) FOR EACH SHOW. THE RENTAL FEE FOR A CORNER BOOTH AT EACH SHOW IS TWO THOUSAND THREE HUNDRED AND NINETY FIVE DOLLARS ($2,395). THE FEE INCLUDES STANDARD DRAPERY EQUIPMENT AND A 7 INCH X 44 INCH SIGN. EXHIBITOR MUST NOTIFY SPONSOR AS TO THE NAME ON THE SIGN.



Are you registering for consecutive conferences? (*)

Invalid Input
Exhibitor's Company Name as it should appear on sign (*)

Please let us know your name.
Billing address (*)

Please let us know your email address.
City, State, ZIP (*)


Phone Number (*)


Email (*)

Invalid Input
Fax Number (*)


Company Website (*)


Booth Coordinator (*)


Address (*)


City, State, & Zip (*)


Booth Contact's Phone (*)


Booth Contact's Fax (*)


Message (*)

Please let us know your message.


DISASTER RECOVERY JOURNAL SYMPOSIUM & EXHIBITION APPLICATION AND EXHIBIT SPACE CONTRACT (ADDITIONAL PROVISIONS)

SPONSOR will furnish EXHIBITORS with the name of an exhibit contractor prepared to furnish all services customarily required within a reasonable time prior to the commencement of the Exhibition. Complete shipping instructions and information regarding furniture, electrical work, telephone installation, plumbing, labor for erecting and dismantling exhibits, drayage, etc., will be forwarded to EXHIBITORS in advance. All show materials sent to the Exhibition prior to the show, must be directed to the Exhibit Contractor - the hotel will not accept such materials for the Exhibitors. A service desk will be maintained in the exhibit area. SPONSOR assumes no responsibility or liability for any or the foregoing services performed or materials delivered.

INSTALLATION AND REMOVAL TIME:

EXHIBITORS may install on March 30, 2014 after 8:00 A.M.

All exhibits must be installed by 4:00 P.M. March 30, 2014.

Exhibitors are expected to be set up for the welcome reception Sunday, March 30, 2014 from 5:30 - 8:00 p.m. Dismantling may not begin before 3:30 P.M. April 1, 2014 and all exhibits must be removed by 10:00 P.M. April 1, 2014. Material not removed by this time will be removed by the SPONSOR and put in storage at EXHIBITORS expense. Exact hours of installation and dismantling are subject to change at the discretion of the SPONSOR.

14. EXHIBIT HOURS:

The Exhibit portion of the conference will be held from March 30, 2014 at the Coronado Springs Resort Exhibit area, and will be open in accordance with the following schedule: Sunday 3/30/2014 5:30 p.m.-8:00 p.m., Monday 3/31/2014 11:00 a.m.- 5:00 p.m., Tuesday 4/1/2014 11:00 a.m.- 3:30 p.m. SPONSOR reserves the right to change exhibit hours of the Exhibition as it may deem desirable. EXHIBITORS shall not, during the 3-day period of the Exhibition, conduct or sponsor any classes, seminars, exhibits, or similar activities other than those provided for hereunder within fifty (50) miles of the Symposium.

15. CANCELLATION:

(a) In the event the EXHIBITOR cancels all, or part, of the exhibit space contracted for hereunder, the following provisions apply: (i) If written notice of cancellation is received by the SPONSOR prior to January 17, 2014, EXHIBITOR shall pay a cancellation fee equal to fifty (50) percent of RENTAL FEE. (ii) If written notice of cancellation is received by the SPONSOR on or after January 17, 2014 EXHIBITOR shall pay full exhibit space rental fee. All payments made to SPONSOR under this Exhibit Space Contract shall be deemed fully earned and non-refundable when made in consideration for expenses incurred by SPONSOR and SPONSOR’S lost or deferred opportunity to provide exhibit space to others, and all cancellation fees that may become due hereunder are acknowledged by EXHIBITOR to constitute liquidated damages.

(b)If exhibit space is not occupied by the EXHIBITOR by 12:00 noon, March 30, 2014 EXHIBITOR shall be deemed to have cancelled the exhibit space contracted for, and SPONSOR shall have the right to use such space as it deems appropriate and the EXHIBITOR shall pay to SPONSOR all amounts which would have been due, under the terms of subparagraph (a) above, if EXHIBITOR had cancelled this contract as of such date. If notice of cancellation is received after January 17, 2014 the EXHIBITOR shall pay the cost of decorating the ordered exhibit space in such manner as the Sponsor deems appropriate. Any refunds due the EXHIBITOR as a result of cancellation of this contract will be made immediately after the conference and Exposition.

(c)If the EXHIBITOR does not make full payment when due under the terms of this contract, the SPONSOR may terminate this contract and the EXHIBITOR shall be responsible for payment to the SPONSOR of all amounts which would have been due SPONSOR, under the terms of subparagraph (a) above, if the EXHIBITOR had cancelled this contract as of the date of such default.

(d)Except as EXHIBITOR’S rental obligation may be reduced in accordance with the terms set forth in subparagraph (a) above, the EXHIBITOR shall be responsible for payment of the total exhibit space rental fee whether the Conference and Exposition is cancelled, delayed, or relocated, in whole or in part, as a result of riot, strike, civil disorder, act of war, act of God, or any other cause of any kind whatsoever not within the SPONSOR’S control.

16. DEFAULTS:

IF THE EXHIBITOR IS A PARTY TO OTHER CONTRACTS FOR EXHIBIT SPACE, ADVERTISING SPACE OR DIRECT MARKETING SERVICES, AND THE EXHIBITOR FAILS TO MAKE ANY PAYMENT WHEN DUE UNDER THIS OR ANY SUCH OTHER CONTRACTS (HEREINAFTER THE “DEFAULTED CONTRACT”), THE SPONSOR MAY, IN ITS SOLE DISCRETION AND WITHOUT PRIOR NOTICE TO THE EXHIBITOR, REAPPLY ANY OR ALL FUNDS PAID BY THE EXHIBITOR UNDER ANY CONTRACT WITH SPONSOR TO THE PAYMENT DUE ON THE DEFAULTED CONTRACT AND, IN SUCH EVENT, THE SPONSOR SHALL PROMPTLY NOTIFY THE EXHIBITOR OF SUCH APPLICATION. IN THE EVENT THAT SUCH REAPPLICATION SHALL CREATE A DEFAULT UNDER A CONTRACT OTHER THAN THE DEFAULTED CONTRACT, WHICH DEFAULT IS NOT CURED AFTER NOTICE TO THE EXHIBITOR, THEN THAT CONTRACT MAY BE TERMINATED BY THE SPONSOR IN WHICH EVENT ALL OF THE PROVISIONS SET FORTH ABOVE UNDER THE HEADING “CANCELLATION” SHALL APPLY. ALTHOUGH SPONSOR AND EXHIBITOR EACH DO BUSINESS IN VARIOUS STATE JURISDICTIONS, THIS CONTRACT SHALL BE GOVERNED, CONSTRUCTED AND ENFORCED IN ACCORDANCE WITH THE LAWS OF THE STATE OF MISSOURI AND IN ITS COURTS. IN THE EVENT THAT IT SHALL BE NECESSARY FOR SPONSOR TO BRING SUIT TO ENFORCE ANY OF ITS RIGHTS HEREUNDER, SPONSOR SHALL BE ENTITLED TO RECOVER ALL COSTS OF SUCH SUITS INCLUDING REASONABLE ATTORNEY’S FEES.

17. USE OF EXHIBIT:

All demonstrations, promotional activities, selling, passing out of literature, must be confined to the limits of the exhibit space during the Exhibit Hours. Product demonstrations and similar promotional activities which may be scheduled in hotel suites exclusively by Exhibitors during non-exhibit hours must not conflict with any of the scheduled major hospitality receptions. Sufficient space must be provided within the exhibit space for the comfort and safety of persons watching demonstrations and other promotional activities. Each EXHIBITOR is responsible for keeping the aisles near its exhibit space free of congestion caused by demonstrations or other promotions. Except in certain limited circumstances involving parent corporations, their wholly-owned subsidiaries, and sister corporations, when approved in writing in advance by SPONSOR, EXHIBITOR shall not assign, sublet or share the space allotted. EXHIBITORS must display only the goods manufactured or dealt in by them in their regular course of business and as shown in paragraph 6 on the reverse hereof. No firm or organization not assigned exhibit space will be permitted to solicit business within the exhibit area. In all exhibit areas where linear or peninsular exhibit spaces abut other linear exhibit spaces, built-up exhibits or other constructions may either taper diagonally from 8 feet at the backwall to floor level at the aisle, or extend as a high panel (8-foot height limit) 5 feet out from the backwall of the linear exhibit space. In addition to restrictions described hereafter of specific exhibit configurations and exhibit space sizes, any exhibit which is allowed to exceed 8 feet in height may not exceed 18 feet in height without the express written permission of SPONSOR. In no case may the height along the side dividers for the front half in from the aisle of the linear exhibit space exceed 4 feet. However, peninsulas that abut peninsulas may have backwall covering the full length of the abutment. In cases of abutting peninsulas height restrictions do not apply, provided the backside of abutting walls are fully finished and do not unreasonably interfere with the abutter’s display. In cases of abutter’s objection, EXHIBITOR agrees to modify its exhibit space if, in the sole opinion of SPONSOR’S show management, such modification is required to satisfy abutter’s objection. Island exhibit spaces will have no height or sidewall restriction, except for the height of the ceiling or any other obstruction. Permission to hang signs or erect exhibit spaces higher than 8 feet must first be obtained from the SPONSOR, which will confirm the available height for specific exhibit space locations. No portion of any exhibit space sign or carpeting may extend over or beyond assigned floor space. Interference with the light and space of other exhibitors is prohibited. Display material exposing an unfinished surface to neighboring exhibit spaces is not permitted and must be finished at the EXHIBITOR’S expense. SPONSOR reserves the right to have such finishing done, billing the EXHIBITOR for charges incurred. The SPONSOR reserves the right to restrict exhibits which, because of noise, method of operation, materials or for any other reason become objectionable, and also to prohibit or to remove any exhibit which, in the opinion of the SPONSOR, may detract from the general character of the Exposition as a whole, or consists of products or services inconsistent with the purpose of the Exposition. This reservation includes persons, things, conduct, printed matter, and anything of a character which the SPONSOR determineds is objectionable. In the event of such restriction or removal, the SPONSOR shall not be liable for any refunds or other exhibit expenses. No food or animals may be offered or displayed as part of the exhibit. The use of sound systems is permissible, provided that they are not audible more than 3 feet into the aisle or into neighboring exhibit spaces, and that the sound is directed into the EXHIBITOR’S exhibit space or vertically. The SPONSOR shall have absolute control over the implementation of this regulation, the intent of which is that sound systems shall not be audibly objectionable to neighboring EXHIBITOR’S.

18. TAXES AND LICENSES:

EXHIBITOR shall be responsible for obtaining any licenses, permits, or approvals required under local or state law applicable to their activity at the Exposition. EXHIBITOR shall be responsible for obtaining any tax identification numbers and paying all taxes, license fees or other charges that shall become due to any governmental authority in connection with their activities at the Exposition.

19. EXHIBIT SAFETY:

For all Exhibits over twelve (12) feet high, the EXHIBITOR hereby represents and warrants to SPONSOR that EXHIBITOR has taken all steps reasonably necessary in its judgment to ensure the sound engineering and structural integrity of its exhibit design and the proper construction and safety of the exhibit itself, as erected, including obtaining the certification of a registered structural engineer if reasonably available. EXHIBITOR accepts responsibility for any personal injury or property damage that may result directly or indirectly from the collapse of its exhibit or any portion thereof or the existence of any other unsafe condition at its exhibit. EXHIBITOR hereby agrees to indemnify and hold harmless the SPONSOR, the owner and manager of the exhibition facility, and others lawfully on the exhibit floor, from and against any claim, loss, liability or damage suffered as a result of EXHIBITOR’S construction or maintenance of an unsafe exhibit, and EXHIBITOR further represents and warrants that it has obtained adequate insurance to cover its potential liability hereunder. EXHIBITOR will furnish SPONSOR with the engineering and/or insurance certificates referred to herein upon request prior to or during the Exposition. LIABILITY: Neither the SPONSOR, nor its agents or representatives, will be responsible for any injury, loss or damage that may occur to the EXHIBITOR or to the EXHIBITOR’S employees or property from any cause whatsoever. Under no circumstances will SPONSOR be liable for lost profits or other incidental or consequential damages. EXHIBITOR shall obtain, at its own expense, adequate insurance against any such injury, loss or damage. The SPONSOR shall not be liable for failure to perform its obligations under this contract as a result of strikes, riots, acts of God, or any other cause beyond its control. Anyone viewing, visiting or otherwise participating in the EXHIBITOR’S exhibit is deemed to be the invitee or licensee of the EXHIBITOR, rather than the invitee or licensee of the SPONSOR. The SPONSOR shall not be liable for any injury whatsoever to property of the EXHIBITOR or to persons conducting or otherwise participating in the conduct of the exhibit or to invitees or guests of the EXHIBITOR. EXHIBITOR agrees to abide by existing agreements and regulations covering the use of services or labor in the conference and exhibit facility. The EXHIBITOR assumes full responsibility and liability for the acts or omissions of its agents, employees or independent contractors, whether acting within or without the scope of their authority and agree to save harmless SPONSOR and the exhibit hall from responsibility or liability resulting directly or indirectly, which arise from such acts or omissions. There is no other agreement or warranty between the EXHIBITOR and the SPONSOR except as set forth in this document. The rights of the SPONSOR under this contract shall not be deemed waived except as specifically stated in writing and signed by an authorized officer of the SPONSOR.

20. INSURANCE:

The EXHIBITOR is solely and fully responsible for its own exhibit material and should insure its exhibit against loss or damage from any cause whatsoever. All property of an EXHIBITOR is understood to remain in its care, custody, and control in transit to or from or within the confines of the Exhibit Hall.

21. CARE OF BUILDING AND EQUIPMENT:

EXHIBITORS or agents must not injure or deface the walls or floors of the building, the exhibit spaces, or the equipment of the exhibit spaces. When such damage appears, the EXHIBITOR is liable to the owner of the property so damaged. All materials used in decoration must be flameproofed. Electric wiring must conform with the National Electric Code Safety rules and all other applicable rules, regulations, fire laws, electrical codes and other laws of the city in which the exposition is located, and of any other government authority maintaining jurisdiction over the said exposition facility, which affect the installation, conduct and disassembly of the exhibit. Combustible materials or explosives are not permitted in the Exhibit Hall. The EXHIBITOR shall also comply with all reasonable requests of officials of the Exhibit Hall and the SPONSOR with respect to the installation, conduct, and disassembly of its exhibit.






captcha
captcha

Invalid Input