|Shailaja Adhurti / CITOS, Mumbai
We are a manpower-intensive organisation. There are
a total of four sites, but three of these were isolated. One site was
functional and we had to work out of this single site. The staff was stretched
beyond two shifts and there was a lot of backlog due to this.
The qualities that helped CITOS through the time of crises
were the governance structure, crises management team and a business continuity
team that focusses on recovery and well-laid-down guidelines from the
Office of Business Continuity and Best Practices. We also focus on training
and awareness. It was our processes that helped us out in handling the
In my opinion, some of the major issues to be managed
are availability of manpower, connectivity and communication. When it
comes to accountability, many a time we consider a single point of failure.
However, this is not the reality. During a disaster we have to focus on
command centres and communications and not just a central point or backbone.
In many cases, testing is never done end-to-end during
a simulation. This is why it is important that more stringent testing
be done. Other management issues to be addressed for disaster preparedness
are establishment of command centres, improvement of people training,
and ease of the switchover.