1. A business continuity challenge © DNV Business Assurance Pte Ltd . All rights reserved. Ensuring Supply Chain Resilience and Sustainability in Turbulent Times 14 Jan 2011 “ It does not matter who caused the disruption, what the reason for disruption was, what industry an organization belongs to, or when the disruption happened – supply chain disruptions devastate corporate performance.” Singhal and Hendricks: The Effect of Supply Chain Disruptions (2005)

3. DET NORSKE VERITAS Joseph Thomas DNV Business Assurance, SEA Country Market Manager Knowledge Network coordinator (Global) : +65 9663 1749 Fax Tel HP : +65 6887 6071 : +65 6887 6096 E-Mail : joseph.thomas@dnv.com 27 Changi South Street 1, www.dnv.com Det Norske Veritas Pte Ltd Singapore 486071 DET NORSKE VERITAS

6. The new risk reality

7. Zero-tolerance for failure

8. Environmental concerns

9. Climate change

10. Increased IT vulnerability

11. Global value chains

12. Transparency and corporate responsibility

13. Business must go on !

14. Is your organization ready to respond?

17. BCM Programme Management Determine BCM Strategy Understanding the Organization Developing & Implementing BCM Response Exercising, maintaining & reviewing Embedding BCM in the Organizations Culture Interested Parties Business Continuity requirements & expectations Interested Parties Managed Business Continuity Business Continuity Management Life Cycle

18. BIA, BCS and BCP relationships Objectives, Priorities & Timeframes Business Impact Analysis Business Continuity Strategy Business Continuity Plan What we need to HAVE and by when What we need to Do and by when Rules Constrains & Instructions

19. Timelines INCIDENT Overall Recovery Objective; Back to normal as quickly as possible TIME LINES RECOVERY/RESUMPTION BACK TO NORMAL INCIDENT RESPONSE BUSINESS CONTINUITY Within Minutes to Hours; Staff & Visitors accounted for causalities dealt with damage containment / limitation damage assessment invocation of BCP Within weeks to months; damage repair / replacement relocation to permanent place of work recovery of costs from insurers Within Minutes to Months: Contact staff, Customers, Suppliers, etc. Recovery of Critical Business Process Rebuild lost work in progress

27. Stages of BCMS as per 25999 BCM Response Understand the Organization BCM Strategy Exercise & Review Plan the BCMS Monitoring, Maintaining and Improving the BCMS 1 2 3 4 5 6

32. It’s how you manage your most critical risks ELIMINATING RISK IS NOT AN OPTION

34. DNV’s core competence identify assess manage risk

35. Our main services

36. What we do

43. Positions

44. A trusted player in shipping 15.5% 15.5% of the world fleet is to DNV Class (in Gross Tonnes per 08/2009) 21.9% DNV classed 21.9% of all new-building of ships in 2008 (in Gross Tonnes) 130 Authorised by 130 national maritime authorities

45. Expert role in the oil and gas industry 30% 30% of the world LNG terminal projects are supported by DNV 40% 40% of the world’s Floating Production, Storage and Offloading vessels (FPSOs) are to DNV class 65% 65% of the world’s offshore pipelines are designed and installed to DNV’s pipeline standard

46. A global business assurer 2,200 2,200 healthcare-related organisations have had their quality management system certified by DNV 70,000 More than 70,000 management system certificates under more than 80 accreditations Top 3 DNV is among the world’s top three certification companies 5,000 More than 5,000 food companies certified by DNV

47. Impacting climate change issues 15% Launched a global rating system for emission from ships and programmes to reduce emissions by 15% 75% 75% of the world’s offshore wind projects are certified and verified by DNV 48% 48% of all Clean Development Mechanism (CDM) projects are validated by DNV 1st Released the world’s first standard for qualification of carbon capture technology

48. More on DNV

49. Highly skilled people across the world 9,000 employees, of which 76% have university degree 300 offices 100 countries

60. Safeguarding life, property and the environment www.dnv.com.sg