Gujarat Mitra

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Fujitsus Business Continuity PlanDevelopment Methodology

V Ta keshi It o V Hideaki Orikasa V Tetsu ya Yoshida(Manuscript received November 7, 2006)

In todays high-risk business environments, more and more companies are focusingon the Business Continuity Plan (BCP) as a management methodology for improving

their ability to respond to any contingency. However, BCP development methodologies suitable for the business environment of Japanese companies have not progressedmuch beyond the theoretical stage, and the persons in charge of BCP development incompanies have been struggling with this issue. Fujitsu has developed a practicalmethodology and software tool called BCEXPERT to streamline development of itsown BCPs for business formations within the Fujitsu Group. This paper describesFujitsus BCP development methodology that has been standardized as the FujitsuBusiness Continuity Management Model. This methodology mainly consists of threesteps: 1) structuring business processes and resources required for the processes,2) extracting essential resources for business continuity; and 3) analyzing thebusiness impact of assumed resource damages in various risk scenarios. Thismethodology can be applied not only to BCP development but also to businessresource optimization.

1. Introduction methodology can be made more pract ica l andThe persons in char ge of risk ma na gement efficient ba sed on the business condit ions of

in J a pan ese compa nies ha ve been ta lking more J a pan ese compa nies by ma king use of Fujitsusa bout the concepts of th e B usiness Continuit y P lan experience of B CP development . The met hodolo(B CP ) and B usiness Cont inui ty Ma na gement gy wil l he lp reduce the burdens of the persons in(B CM) since the September 11 terrorist a tt a cks char ge of risk ma na gement in these compa nies.in 2001. H owever, w hile th e risk environment ssurrounding companies ha ve become increasing- 2. What is a BCP?ly severe over the pas t f ive years , B CP rema ins a Fuj itsu defines a BCP as fol lows:key concept th a t ma na gers often hear a bout but The purpose of a B CP is to a llow crit ica l busido not fu l ly unders tand . Moreover, va r ious r e - ness ac t iv it i es to con t inue when an unexpectedquest s for responses t o th e in t erna l cont rol s i tua t ion such a s a large-scale d isas ter occurs . Arequired by the soon-to-be-enforced J a panese SOX B CP is an a ction plan for achieving the goals ofa ct, informa tion security, the environment, privacy, busin ess cont inuit y (recovery time objectives fora nd other ma na gement issues ha ve yet to be cr it ica l business a c t ivi t ies) de termined based ona ddressed, a nd ma ny persons in charge of r isk th e a na lys is of the ma na gement environment ,ma n a g e men t r e ga r d t h e n eed f or BCP d ev el op - b us in es s s t r u ct u r e, a n d r is k en v ir on men t .ment a s yet a nother burden to shoulder. In B CP development , only a na lyses such as

This paper describes how B CP development th e a na lysis of the business impact tend to dra w

FUJ ITSU Sci. Tech. J ., 43 ,2,p.168-177 (April 2007 )168


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T. I to et al .: Fuj it sus Bu siness Cont in ui ty Pla n Developm ent M ethodology

a tt ention. However, th e final purpose is basicallyto develop a n effective a ction pla n t ha t specifiesthe i tems to be handled, the people who wil l

ha ndle them, a nd the deadl ines to be met in a nemergency. Fuj i tsus B CP consis ts of a nemergency ac t ion p lan and the ana lys i s o fbusiness cont inui ty requirements based on thea n a l y s i s d a t a t h a t s u p p o r t s t h e a c t i o n p l a ndevelopment.

3. Change in businessenvironmentThe risk environment surrounding compa

nies is becoming increa singly severe. The riskscompan ies f ace inc lude an ea r thquake in thenor thern par t of Tokyo Ba y or an in land ear thqua ke in the capi ta l ; la r ge-sca le ea r thq uakes inthe eas t ern sea , southeast ern sea , southern sea ,and other areas; f looding (which is becoming anincreasingly severe problem); terrorism; a nd a birdflu pa ndemic. These risks a re consta nt ly presenta nd lar gely unpredicta ble. B eca use these risksare universa l ly recognized, in ternat ional

s tandardiza t ion ac t iv i t ies have been s tar ted torealize an adequate level of business continuityma na gement by 2008. The J a pan ese governm entpublicized a series of guidelines for developing aB CP in 2005 that demonstra ted a very proact iveadministrative approach for business continuityenha ncement . The guidelines are the B usinessCont inui ty Guidel ines 1 st ed.1) by the Cab ine t

Off ice and the BCP Development Opera t ionalG uidel ines for Sma l l and Medium E nterpr ises 2)

by the Smal l and Medium Enterpr ise Agency.

Also , the Business Cont inui ty AdvancementOrganization (BCAO) 3) wa s es ta bl ished in J une2006 and has been actively promoting businesscont inuity since J uly. This is the first r egisterednon-profit corporat ion in J a pan a imed at promoti n g BCP s t a n d a r d i z a t i o n a n d f o s t e r i n g BCPspecialists. A serious problem tha t needs to beaddressed by companies is tha t B CP developmentis becoming man da tory. The growing interna tiona l recognition of the n eed for business continuity

enhancement ha s emerged a s a request to improvethe business continuity capabili t ies of businesspar tners in t he business-to-business tra nsa ctionstha t secure the globa l supply chain. More a ndmore compa nies check for t he presence or a bsenceof B CP development by su ppliers before sta rt inga t ra nsa ct ion. Pa r t icular ly, most European andAmerican compa nies str ongly recognize the r iskof business continuity in J a panese compa nies dueto the threa t of la rge ear thq uakes . B CP develop

ment is needed not only for ensuring businesscon t inu i ty du r ing a d i sa s te r bu t a l so du r ingeveryday operation.

Despite the rapid changes in our environment, only 7.9% (23% including the compa nieswho have ju s t s t a r t ed to in t roduce BCP) o fdomest ic companies have developed a BCP(Figure 1 ).4) This figure is much low er tha n t he

33% 44% 15% 7.9%

We have developed a disaster prevention planWe have no disaster prevention plan.including emergency measures and launched BCP.

We have a disaster prevention plan focusing on emergency We have developed a disaster prevention plan including BCP.measures, e.g., evacuation, confirmation of safety.

Source: Development Bank of Japan: Special Survey Concerning Companies Approaches to DisasterPrevention (Chart 2-1 Development situation of disaster prevention plan and business continuity plan [BCP]) 4)

Figure 1BCP development situation in domestic industries (November 2005).

FUJ ITSU Sci. Tech. J ., 43 ,2, (April 2007 ) 169


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T. I to et al .: Fu ji tsus Bu siness Conti nui ty Pl an Development M ethodology

47% f igure determined by t he B usinessCont inui ty Ins t i tu te 5) for m a jor overseas companies. The Cent ra l Disa ster Pr evention Council

wants a l l of Japans major companies and moreth a n 50% of the count rys sma l l an d mediumcompa nies to develop a B CP wit hin 10 yea rs. 6) Toa tta in this goal, further supportive activit ies ba sedon public-privat e part nerships w ill be necessa rya s wel l a s improved ma na gement a wa reness .

4. Fujitsus Business ContinuityManagementFuj itsu is a n informa t ion sys t em vendor t ha t

p la ys a ma jor role in t he socia l infras t ructure a ndalso a manufacturer par t ic ipat ing in the g lobalsupply cha in. In keeping wit h th ese roles, sinceits esta blishment, Fujitsu ha s developed disa sterprevent ion and emergency response p lans andconducted var ious t ra in ing to prepare foremergency s i tua t ions . Moreover, in 2004, acompa ny-wide B CP development project w a s set

up, and in 2005, a specialized organization wases tab l i shed to deve lop BCPs and enhancebusiness continuity t hroughout the Fujitsu Gr oup.

Fuj itsu ha s a var iety of business opera t ions wi thdifferent business environments , s t ructures ,ba ses, a nd ma na gement resources. To develop aBCP for each operation, company-wide businesscontinuit y ma na gement ha s been implemented inthree layers : ma na gement , a specia l ized organ ization for business continuity, and the businessuni t (Figure 2 ).

The specia l ized organizat ion for BCPdevelopment pla ys a key role in th is system. This

exper t group consis ts of Fuj i tsu s taff havingspecial skills in, for example, disas ter prevention,procurement , informat ion sys tem opera t ion ,consult ing, syst em development , and outsourcing.The organization for BCP development has alsodeveloped va rious tools a nd softw a re products t omake BCP deve lopmen t and ma in tenanceefficient.

Management(management

conference)

Organizationin

charge of

businesscontinuity

Business unit

Businessunit

Businessunit

Businessunit

Developing,operating, andimproving BCP

Specialized organization

Developing andsupporting

operation of BCP

eDevveloping andeloping andcontrolling basiccontrolling basic

policy fpolicy f or bor b usinessusinesscontincontin uityuity

Management architecture

Determines basic pr inciples. Determines promotion system and

control method. Approves group BCP. Approves amount invested for measures. Overall control

Develops development and operationprocesses and methodology.

BCP template Development support

(consulting and tool provision) Adjusts company-wide optimization

(inter-group and company-wide) Educational development and

implementation support Develops, operates, and improves prior

measures plan. Develops, operates, and improves action

plan in an emergency. Develops, operates, and improves business

recovery plan. Develops, operates, and improves

information system recovery plan. Develops, operates, and improves

human resource training plan.

Function

Business continuitybasic policy

BCP development

guidelines

BCP (for each unit)

Document

Figure 2Business continuity management in Fujitsu.

FUJ ITSU Sci. Tech. J ., 43 ,2, (April 2007 )170


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5. Fujitsus BCP developmentmethodologyFujitsus B CP development m ethodology ha s

been s t anda rd ized a s the Fu j i t su Bus inessCont inui ty Ma na gement Model ( Figure 3 ). Thismodel covers the phases f rom planning toopera t ion . B CP development a nd opera t ionma na gement performed in a ccorda nce with t h ismodel enable v isual iza t ion and s tandardiza t ionof an ent i re business process regardless ofdifferences in the business environment andstructure .This m odel consist s of the follow ing six pha ses:

5.1 BCP system development (Phase I)This phase develops collaborative projects

be tween the spec ia l i zed o rgan iza t ion fo r BCPdevelopment and the target business operation.

5.2 Analysis of business continuityrequirements (Phase II)This phase structures the current business

processes and resources an d sets a goal for busi

ness continuity. Figure 4 shows the f low of

Phase I Phase II Phase III

business continuity requirement analysis.1) Collect a nd a na lyze informa tion required for

BCP development (research of the business

environment and structure) ( q ).2) B a sed on th e informa tion collected by inter

views a nd questionna ires, ana lyze the impactof business in terrupt ion (Business ImpactAnalysis) ( w ).

3) B a sed on the a na lys is results , de termine theRecovery Time Objective (RTO) ( e ).

4) Ana lyze th e business processes, resourcesth a t support t he processes (people, fa cilities,information systems, etc.) , and physical re

source a s s ignmen t to c rea te a s t ruc tu redinfluence diagram ( Figure 5 ) (r ).The influence diagram clarifies the condi

t ions for implement ing business us ing thestr uctured business processes a nd r esources.5) Ana lyze the risk environment surrounding

the business to ma ke assumptions a bout t her isk fac tors and r isk occurrence s ta tus .Although th e possibili ty of a n ear thq ua ke isoften considered in risk a na lysis, it is impor

ta n t t o study a wide range of s itua t ions tha t

Phase IV Phase V Phase VI

BCMenhancement

plan

Projectimplementation

plan(WBS)

Setting up BCM enhancement plan

Approving

executives Developingpromotion system

BCMsystem

development

Businesscontinuity

requirements

Collecting basic information Business Impact

Analysis Analyzingresources of critical

business process Risk analysis Extracting critical

resources of criticalprocess

Analysis ofbusinesscontinuity

requirements

Measuresplan

Businesscontinuitystrategies

Extractingmeasures options

Considering return

on investment Developingmeasures plan

Determining businesscontinuity strategies

Development of business

continuitystrategies

Businesscontinuity

managementplan

Businesscontinuity

plan

Awarenessand

trainingplan

Manualchecklist

BCP Awareness and training plan Developing BCM plan

Testing plan items a ndapproval

Development of business

continuityplan

Manualchecklist(revision)

Preventivemeasures

Redundancy

measures Spare measures Alternative measures Test and reflection

in BCP

Implementationof businesscontinuitymeasures

Relateddocuments(revision)

Evaluationimprovement

report

Education Training Evaluating training

results Extracting improveditems

Reviewing businesscontinuity environment

Reflection in plan andmeasures

Evaluation andimprovement

Figure 3Fujitsus Business Continuity Management Model.



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q Businessenvironment

research

w BusinessImpact Analysisat suspension

t Risk analysis

q Businessstructureresearch

y Assumingresource

damage at risk

r Modellingprocessresource

relationship(influence diagram)

i Gap analysis

e DeterminingRecovery

TimeObjective

(RTO)

u Businessdamage at risk

(time forrecovery to

current status)

Measuresexamination

Figure 4Flow of business continuity requirement analysis.

B6

M9 1

B9 4

B9

1

R39 R27

B13

B9

B21

R40R28

R64

YY

R21

YY

R63

YY

B12

B18

R31

R53 R57XX

R32

XX

R25

R36

XX

R30

YY

R29

XX

R35

XXB5 2R3 WAN

B5 2R3 WAN R3WAN

R06 B5 2

B3

B5

YY

B2

R41

XX

Explanatory note: Explanation of box types

Intermediategoal

Direction of dependence

* Notation in box

Descriptionof ID box

ID: IdentifierB*: Objective

indicatorM*: Functional

indicatorR*: Resource

B6Board production

Personnel collection model

M6-1Activation of boardproduction environment

R10Instructor(boardproduction)

R08Line personnel(board production)

R06 ElectricityR61 Air conditioningB6-2 Drawing

control systemB6-4 Information

system B

R12(Special equipment)Production line

R13(Special equipment)Tuning device

R68Nitrogen

R06 ElectricityR07 Pure waterR61 Air conditioningB8-1 Information

system E

R17(Special equipment)YY unit production

controlR19YY unit production line.Cleaning equipment, etc.(YY unit production)

B8YY unit production

Indirectevaluationresource

Final goal ResourcePersonnel(separate modeling)

R22Stock amount(YY unitproductionrelation)

Linkagebetweenpages

:*

ID

ID:B*:M*:R*:

Figure 5Influence diagram.



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can occur. For exa mple, a bir d flu pa ndemicwould leave buildings a nd equipment undamaged bu t wou ld incapac i t a t e an e s t ima ted

40% of th e popula tion. This sit ua tionclearly differs from that of an ear thq uake an dconsequent ly requires different countermeasures. While i t is a w a ste of t ime to think ofunrea listic situa tions, i t is importa nt t o lookbeyond the obvious r isks to businesscontinu ity ( t ).

6) B a sed on th e a bove risk a na lysis, a pply th esitua tion (resource da ma ge) to th e influenced iag ram (y ).

7) B a sed on the resource da ma ge, de terminehow much da ma ge the current business w i l lsuffer (t ime for recovery t o current sta tus).Also, identify the crit ical resource that willha ve the largest impa ct on th e stop time ( u ).

8) Achieve th e goal of B CP, w hich is to bridg ethe gap between the present recovery timea nd t he RTO tha t h a s a l rea dy been specif ied(i ).

5.3 Development of business continuitystrategies (Phase III)This phase determines measures a nd s t ra t

egies for attaining the above-mentioned goal ofB CP. There is an inverse relat ionship betw eenthe a mount invested in the meas ures for businesscont inuity a nd th e effects t hey produce. If i t wereassumed an ea r thquake wou ld make a c r i t i ca lproduction base unusable, i t would be better tobu i ld a p lan t hav ing the same p roduc t ioncapa bility elsewhere in adva nce. An informa tionsys tem can be made con t inuous ly ava i l ab lesimply by building a second or even a th ird informa tion center. H owever, for ma ny compan ies,th ese mea sures a re prohibitively expensive. Thisphase determines the optimum balance betweenthe improved responsiveness to an unexpecteds i tua t ion and the inves tmen t amoun t and a l sodetermines the measures and business continuity m eth od to be employed in an em ergency. Toachieve these goals, the return on investment in

th e business continuity enha ncement investmentmus t be v i sua l i zed to suppor t managemen tdecision-making. Figure 6 shows a ma t r ix cha r t

o f the r etu rn on inves tmen t . B a sed on th i smatrix, priority will be given to measures withlower investment a nd higher effect. A mea surew ith a higher investment a nd effect (const ructionof a second plant , dual informat ion sys temcenters, etc.) will be ad dressed a s a medium-termto long- te rm managemen t cha l l enge a t thema na gements discretion.

5.4 Development of business continuity

plan (Phase IV)This phase crea tes a pract ica l ac t ion p lan

ba sed on the business cont inuity str a tegies. Thea ction plan consists of an implementa tion plan ofvar ious measures, an educa tion a nd tra ining plan,a nd a n emergency action plan . The most significant of these is the a ction emergency plan , whichmust be optimized so that the persons in chargewill ra pidly and st eadily perform t heir roles. Thisplan s hould be in th e form of a concise man ua l or

checklist that clarifies the individual roles andconta ins only th e required informa tion.

5.5 Implementation of business continuitymeasures (Phase V)This pha se implements the m easur es speci

fied in the action pla n. The measur es includeemployee educa tion a nd the fostering of specia lists as well as measures for physical resources(i .e. , preventive, redunda ncy, spare, an d a lternative mea sures).

5.6 Evaluation and improvement(Phase VI)This phase performs year ly t ra in ing in

a ccorda nce with the developed B CP a nd updat esthe B CP every year a f ter a review of the businesscontinu ity requirement s based on the cha nges inthe business environment. This phase is the mostimporta nt phase for keeping the B CP effec t ive a ta ll times. To reduce the load on the cont inuous



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Determining the direction of measure options based on return on investment matrix

M e a s u r e e

f f e c t

M i n o r

M e

d i u m

M a j o r

Outside ofexamination

Major Medium Minor

Construction of second plant

Addition of alternativeproduction line

Anti-seismic reinforcement

Inventory building

Installation of privateelectric generator

Decentralization of suppliers

Remote backup of vital records Development ofpersonnel participation

plan at disaster

Installation of safetyconfirmation system

Development of SLA withoutsourcing supplier

Contract of alternative office

Short-termmeasures

Mid- and long-termmeasures

Range of costs invested for measures

Figure 6Concept of measures examination (example for manufacturing industry).

improvement a ctivit ies, in a ddition to keeping t heB CP up-to-dat e, it is a lso importa nt t o pursue BC P

document composition w ith ea sy m aint enance andefficient upda ting.

6. Tool for promoting BCPdevelopment efficiencyFuj i tsu uses the BCEXPERT sof tware tool

to promote s tanda rdiza t ion a nd eff ic iency of BC Pdevelopment a nd upda ting opera tions ( Figure 7 ).

BCEXPERT prov ides s t anda rd p rocessesfrom B CP development p lanning to B CP updateopera tion. I t consists of BC -Na vi, which supportsproject management; tools that support simulat ions in each process ; and document templategroups. The goa l of B CP development is t o creat ean effective action plan for continuing businessin a n emergency. This a ction plan is based on th eresu l t s o f r e sea rche r s who have ana lyzed thebusiness environment , business s t ructure , r iskenvironment, a nd other fa ctors. The environmentsurrounding business is consta ntly cha nging, andto quickly and accurately reflect these changes

in the ac t ion p lan , a proact ive approach toB CE XPE RT a nd other sof twa re tools is essent ia l .

7. Future issuesTo cont inuously pr omote business cont inuity

enhancement ac t iv i t ies based on BCP development, t he following issues must be addr essed:1) Visua lizat ion of a ctivity results

I t i s ea sy to unde rs tand the cos t s o f BCPdevelopment and these activit ies but difficult tounderst a nd their a chievements. Therefore, thecontinuous improvement activit ies are l iable tolose momentum . One effective wa y to promotethese activit ies is to set activity results benchma rks . These benchma rks es tabl ish s ta nda rds(ma tur ity m odels) for t he measur ement of a compan ys business cont inuity capa bility a nd link thes ta nda rds wi th t he ac t iv it ies s ta tus . To crea te ama tu r i ty mode l , benchmarks r ega rd ing theapproaches of advanced companies and othercompanies in the same industry are necessary.How ever, there is no a ccumula tion of effective da tain J a pan. We expect th a t the B CAO and industry



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START3000

3000_2

3000_1

3100

3100_1

3100_2

3200

3200_1

4000

4000_1

4100

4100_1

6000

6000_1

5000_1

5000 5000_2

6000_36000_2

7000 7100

7100_1

7100_2

8000

8100_1

BOM

8100_2BOP

8100

(BOP-BOM)

8100_3 8100_4 8100_5

END

Figure 7BCM operation support tool (BCEXPERT).

groups will promptly develop th ese benchma rks.2) Linka ge wit h interna l contr ol

I t i s impor tan t fo r each company toimplement measures to ensure the level of

in te rna l con t ro l tha t wi l l be r equ i red by thesoon-to-be-enforced J a pan ese SOX act. Int erna lcont rol and business continu ity ha ve one thing incommon in the ir implementa t ion processes inwhich process-oriented examinations are madea nd risks ar e cla rified an d controlled. However,they differ fundamenta l ly in the ir purpose andscope because in ternal control i s in tended toguar a ntee re l ia bi li ty of f inan cia l repor ts , whi lebusiness cont inui ty is in tended to cont inuecr i t ica l business ac t iv i t ies in an emergency.Es sentia lly, it w ould be idea l if B CP developmenta nd cont inuous improvement a ctivit ies were bothcont rolled by int erna l cont rol a ctivities. How ever,at the moment they must be developed as separa te effor ts . In the fu ture , in tegra t ion betw eeninterna l control and business continuit y a ctivit ieswill be promoted in l ine w ith t he expa nsion of thescope of internal control.3) B usiness cont inu i ty enha ncement in the

supply chain

FUJ ITSU Sci. Tech. J ., 43 ,2, (April 2007 )

B eca use Fujitsu ha s been developing va riousbusinesses in t he global su pply chain, a compan y-specif ic BCP is unl ikely to enhance businesscontinu ity. Fujitsu w ill continu ously review the

service level agreements (SLAs) with i ts clientsa nd evaluat e how i ts business par tners ha ve developed their BCPs.

8. ConclusionSometimes, BCP development work is

descr ibed as a tunnel tha t has no exi t because ,despite the extensive research a na lyses and la rgevolumes of documenta t ion associa t ed with B CPdevelopment, the effectiveness of a BCP cannotbe demonstra ted until a n emergency occurs. However, from a completely different st a ndpoint , BC Pdevelopment work provides a big opport unity forma na gement restructur ing. As mentioned a bove,the work includes creating a relationship modelbetw een the business processes of crit ical business activit ies and required resources to analyzethe impact tha t resource damage wil l have on abusiness . In fac t , th is model can be used as as imula t ion model to cope with changes in themanagemen t env i ronmen t and op t ima l ly and

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promptly a l locat e resources . B a sica l ly, B CPdevelopment w ork is nothing less th a n a n a ctivity for ge t t ing to the core of how to cont inue

impor tan t bus iness ac t iv i t i e s wi th min ima lresources even in an emergency. This act ivityrevea ls the essentia l framew ork of a business w itha l l r edundanc ie s e l imina ted and a l lows us toreview th e business origins of a compa ny. Looking at B CP development w ork from the viewpointof not only the measures a ga inst disast ers but alsofo r managemen t r e s t ruc tu r ing can enhancebusiness continuity in a n emergency. It a lso leadsto sophistica tion and st reamlining of ma na gement

a ct iv i t ies th emselves . B usiness cont inu i tyma na gement in J a pan is s t i l l in i t s infan cy compared to tha t in Eur opea n countr ies and t he US;however, this can be converted to an advantageby regarding business cont inui ty as a management improvement activity from the beginning.Fuj itsu a ims to develop a new ma na gement model to achieve susta inable mana gement tha t focuseson more than just efficiency.

References1) Centr al Disa ster Man agement Council , Specia l

Board of Inqui ry on enhancing d i sas ter ma nagement by ut i l izing the priva te sector an d ma rkets ,

Corpora te E valua t ion/Bu s iness Cont inui tyWorking Gr oup, a nd Ca binet Office, G overnmentof J apan : B us iness Cont inui ty G uidel ines 1 st ed. Reducing the Impact of Disas ters andImproving Responses to Disasters by J a paneseCompa nies. August 1, 2005.h t t p : / / w w w. bou sa i . go. j p/ M i n k a n ToS h i j y ou / guideline01e.pdf

2) Sma l l an d Medium Ent erpr ise Agency: B CPDevelopment Operat ional Guidel ines for theSma ll an d Medium Ent erprises. (in J a panese).h t tp : / / ww w.chusho.met i .go. jp / bcp / index.h tml

3) A Specified Non-P rofi t J a pan ese Corpora t ionBusiness Continui ty Advancement Organizat ion(B CAO). (in J a pa nese).

h t tp : / / ww w.bcao.org / 4) Development B an k of J apa n: Specia l SurveyConcerning Companies Approa ches to Disa sterP revention. (in Ja panese), J an ua ry, 2006.http : / / ww w.dbj .go.jp / japanese/ release/ rel2006/ 0105.html

5) Int erRisk Research Inst i tute & Consult ing, Inc. :Report of Field Survey of J apa nese Compa niesConcern ing Bus iness Cont inui ty Management(B CM). (in J a pan ese), October 2005.

6) Cent ra l Disa ster P revention Council : Countermeasure S t ra teg ies agains t Disas ter by In landEa rthq ua ke in the Ca pital City (plan). (in J apa nese),April 21, 2006.h t t p : / / w w w . b ou s a i . g o . j p / c h u b o u / 1 7 /

shiryou3-1.pdf

http://www.bousai.go.jp/MinkanToShijyou/guideline01e.pdfhttp://www.bousai.go.jp/MinkanToShijyou/guideline01e.pdfhttp://www.chusho.meti.go.jp/bcp/index.htmlhttp://www.bcao.org/http://www.dbj.go.jp/japanese/release/rel2006/0105.htmlhttp://www.dbj.go.jp/japanese/release/rel2006/0105.htmlhttp://www.bousai.go.jp/chubou/17/shiryou3-1.pdfhttp://www.bousai.go.jp/chubou/17/shiryou3-1.pdfhttp://www.bousai.go.jp/chubou/17/shiryou3-1.pdfhttp://www.dbj.go.jp/japanese/release/rel2006/0105.htmlhttp://www.bcao.org/http://www.chusho.meti.go.jp/bcp/index.htmlhttp://www.bousai.go.jp/MinkanToShijyou/guideline01e.pdf


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Takeshi Ito , Fujitsu Research Institute.Mr. Ito received the B.A. degree in Lawfrom Ritsumeikan University, Kyoto,Japan in 1982. He joined Fujitsu Ltd.,Tokyo, Japan in 1982, where he wasengaged in the sales and marketing ofsystems integration solutions andsolution services for financial institutions. In addition, he was engaged inthe sales and marketing of an Application Service Provider (ASP) service

business. He is currently engaged in Business Continuity Plan(BCP) development and consultation on Business ContinuityManagement (BCM). In 2007, he moved to Fujitsu ResearchInstitute. He is an executive board member of the BusinessContinuity Advancement Organization (BCAO) of Japan.

E-mail: [email protected]

Hideaki Orikasa , Fujitsu ResearchInstitute.Mr. Orikasa received the B.S. degree inMechanical Engineering from theUniversity of Tokyo, Tokyo, Japan in1976. He joined Fujitsu Ltd., Tokyo,Japan in 1976, where he was engagedin the development of operatingsystems, work on systems integration,and development of IT service management methods. He is currently engaged

in Business Continuity Plan (BCP) development and consultation on Business Continuity Management (BCM). In 2007, hemoved to Fujitsu Research Institute. He is a member of theInformation Processing Society of Japan.


Tetsuya Yoshida , Fujitsu ResearchInstitute.Mr. Yoshida received the B.A. degree inEconomics from Kwansei GakuinUniversity, Hyogo, Japan in 1992. He

joined Fujitsu Ltd., Tokyo, Japan in1992, where he was engaged inpurchasing software licenses fromsoftware vendors for more than 10years. He is currently engaged inin-company Business Continuity Plan

(BCP) development. In 2007, he moved to Fujitsu ResearchInstitute.


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