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General Session 1
Michael Anthony Risks. Budgets. Disasters. Outages. Challenges. The business continuity world is a stressful one. Planners are faced with tough decisions everyday. How can you deal with these stressful tasks on a daily basis and not have them take a toll on you? In this enlightening and fun session, learn to take control of stressful situations and improve your physical, mental and emotional states. Learn innovative ways to view stressful environments and create a new and powerful outlook. Conquer the stress and have fun at work again! General Session 2
Richard Cocchiara, IBM With increased reliance on technology, organizations must manage against downtime-related revenue and employee productivity losses during a disaster or unplanned outage. How do you ensure that your human capital, processes, systems, and data are quickly recoverable and readily available to continue normal business operations in the case of an unanticipated compromise to your business? Learn how high-impact outages affect your service levels and your ongoing business operations. Discussion will include the availability and scalability of your organization’s most critical business processes. Learn what risks pose the greatest threat and identify the real costs of downtime to your business. General Session 3
Paul Sarbanes The passage of the Sarbanes-Oxley Act ushered in a new world of compliancy for corporations. This comprehensive reforms act was co-authored by Senator Paul Sarbanes. In this session, he will discuss the Sarbanes-Oxley Act, and what it means for American business. Learn how business continuity planning plays an important role in meeting the compliancy regulations. This enlightening session will provide an inside look at the Sarbanes-Oxley Act and what it means to our industry.
Pandemic Planning – Department Store Style! Regina Phelps, EMS Solutions The world is planning for a global pandemic but what are large, global companies doing to get ready? How does a company with 900 stores, 16 operating divisions and an extensive global supply chain go about building a comprehensive pandemic plan? Federated Department Stores (FDS), better known to us as Macy’s and Bloomingdales Department Stores, started off its planning process with significant senior management support and a mandate to build a program that would meet its pandemic needs and at that same time invigorate its “everyday” business continuity plans. Learn how this global plan was developed, the approach, the unexpected outcomes, the trials and tribulations. General Session 5
Don Norbeck, SunGard Availability Services Virtualization, the latest technology buzz word. But what does it mean to your organization and its ability to meet ever-reducing recovery time objectives? Never before has the relationship between business and IT been more important. More and more, companies need not just to recover faster from IT interruptions or disasters but to avoid them altogether. Explore the use of virtualization in business continuity. Learn how the right planning and architecture can help simplify recovery, testing and production applications for those striving to achieve information availability at all times. General Session 6
Joseph DesPlaines, Frontier Airlines The commercial airline industry has had their human factors disaster response plans and actions regulated since 1996, when the Aviation Disaster Family Assistance Act was passed into law. As a result of this legislation and the nature of the commercial passenger airline business, no one is more prepared for managing a mass casualty disaster than the airline industry. The presentation will identify and explain the 10 most important lessons learned from commercial aviation disaster management work. In addition, learn how the management of one major airline used the industry lessons learned to develop the vision of moving from a single focus emergency response plan to a full, comprehensive business continuity approach to anticipate, respond to, manage and recover from a variety of crisis that could cause a business interruption. The information presented will help participants identify “real world” post crisis issues and offer examples of practical strategies to address these concerns. General Session 7
Robert C. Chandler, Ph.D, Pepperdine University Risk communication messages are an important aspect for any response. They are designed to communicate warnings, threats, consequences, dangers, and specific/general behavioral guidelines/requests to key audiences. These messages typically seek comprehension, understanding, and some level of behavioral compliance from the individuals targeted. This session should be of great interest to those who want greater understanding into the key aspects of risk communication messages, how to evaluate them, and specifically how to improve the effectiveness of risk communication messages for applications in their own companies, businesses, organizations, and agencies. General Session 8
Damian Walch, Deloitte The age-old question in our industry is “how much should you spend on the BC/DR program”? Isn’t it time we stop defaulting to 2-4% of the IT budget? This presentation will provide rationale for staffing size, hotsite subscriptions, hardware acquisitions and even offsite storage. Learn the formulas and benchmarks that can be applied to different sized companies in different industries. Discussion will also include how divisional growth can impact a company’s target spending. This session will finally give you what your executives have been asking for all these years. General Session 9
Barry Pruitt, PruSpeak You can logically understand the violence associated with high-risk occupations, but how can you explain the recent emerging pattern where seemingly safe locations, such as private office buildings and college campuses are used to seek revenge? So, what’s your plan to avoid workplace violence? In high-risk occupations and locations, the business is usually the target and an employee becomes victimized during the commission of a criminal act. In the office setting the targets are the employees (regardless of the nature of the business). Experts agree that there are “triggers” in the workplace that sometimes will seemingly push a person “over the edge.” How your organization handles the triggering event can make a difference in the escalation of a potentially violent situation. Organizations are often ill equipped to handle violent situations and the emotional needs that follow. Learn the warning signs of workplace violence, how to recognize the three types of threats, the types of violence, and how to make certain you practice sound, victim-friendly strategies.
Disaster Recovery Journal
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Reduce Stress With New Techniques
The Economic Impact of Being a Highly Available Organization 
The Sarbanes-Oxley Act and the Strength of American Business
General Session 4
Achieving Information Availability with Virtualization
Lessons Learned From Aviation Crisis Management: 
Empirical Research Findings Regarding Risk Communication: Improving the Effectiveness of Your Danger Warning Messages
Are You Spending Too Much?
Plan, Prepare, and Mitigate Workplace Violence
