Latest news with #Crises
Al Etihad
30-04-2025
- Business
- Al Etihad
ADCMC reinforces vision to boost crisis readiness across Abu Dhabi entities
1 May 2025 01:17 SARA ALZAABI (ABU DHABI)Leaders and experts of government departments recently came together in a two-day Abu Dhabi forum that focused on enhancing preparedness and ensuring service continuity during times of crisis. During this year's annual 'Business Continuity and Alternative National Service – Murona' — held from April 29 to 30 — insights were exchanged on ways to sustain essential operations when contingencies arise. The forum, organised by yhe Emergencies, Crises, and Disasters Management Centre - Abu Dhabi (ADCMC), featured a series of presentations highlighting best practices in business Al Azizi, Director of Business Continuity and Alternative Services Department at the ADCMC, stressed the emirate's commitment to resilience and preparations go beyond simple planning, she told Aletihad. 'We have a national standard of business continuity, based on which we assess an entity and ensure that it identifies critical jobs. This critical job can be supported by a different strategy in order to ensure that this operation will not be disrupted in case of an emergency or a different type of crisis.'In its third edition, the forum has expanded from a sole focus on business continuity to the coverage of the Alternative National Service an entity meets the standard and identifies the critical jobs in its operations, it will be certified to implement the alternative service, Al Azizi collaborations at local and federal levels, the centre supports government, semi-government, and private entities, and works closely with the National Emergency Crisis and Disasters Management Authority (NCEMA) on alternative service strategies.'We have conducted an audit across 93 entities, and 89 of them are found to be compliant with the national standard of business continuity. Twenty-two of these entities have activated alternative services as a strategy, through the approved process within the centre in Abu Dhabi,' Al Azizi said. The centre, she said, is guided by a vision to enhance crisis readiness and foster a culture of resilience across all sectors in Abu Dhabi.
Mid East Info
30-04-2025
- Business
- Mid East Info
ADCMC successfully concludes Annual ‘Business Continuity and Alternative National Service Forum – Murona' - Middle East Business News and Information
The Emergencies, Crises, and Disasters Management Centre Abu Dhabi (ADCMC) successfully concluded the annual 'Business Continuity and Alternative National Service Forum – Murona', an event that brought together public and private sector entities to elevate crisis management capabilities across the Emirate. Aligned with ADCMC's mission to enhance preparedness and ensure seamless service continuity during emergencies and disasters, this year's Forum was focused on several key themes – including the significance of business continuity, strategic role of alternative services in maintaining operations, and innovative methods of delivering such services. Participants Explored the best practices, shared inspiring success stories, and gained insights from prominent companies such as ADNOC and SEHA. Furthermore, it featured a series of panel discussions exploring the Alternative National Service Program. His Excellency Matar Saeed Al Nuaimi, Director General of ADCMC, emphasised ADCMC's commitment to strengthening and mmaintaining Abu Dhabi's preparedness for emergencies, crises, and disasters, in line with the Emirate's vision to position itself as a leading model in emergency, crisis, and disaster management. H.E. also highlighted that the Centre is dedicated to ensuring compliance with the National Standard for Business Continuity Management System by conducting comprehensive audits and verifications. This approach enables it to identify and resolve any non-compliance issues, ultimately enhancing the Emirate's resilience. His Excellency stated: 'The forum brought together government entities and companies to share knowledge, experiences, and best practices in crisis management. By leveraging past successes and the lessons learned, participants were able to derive innovative and effective strategies. This approach not only enhances procedures but also fosters deeper cooperation among all stakeholders. H.E. emphasised the ADCMC's dedication to encouraging government entities to activate the Alternative National Service Program, which plays a vital role in ensuring business continuity and uninterrupted delivery of essential services during emergencies. H.E. added: 'The program is an integrated system designed to strengthen security and stability by fostering seamless collaboration among various stakeholders.' The Abu Dhabi Emergencies, Crises, and Disasters Management Centre (ADCMC) remains committed to strengthening institutional collaboration through forums that strengthen emergency and crisis response. The Centre places great importance on facilitating discussions on mechanisms to ensure the continuity of vital services, recognising them as a cornerstone for enhancing efficiency, readiness, and proactive preparedness of Abu Dhabi's emergency and crisis response system. As part of this strategic approach, the annual 'Business Continuity and Alternative National Service' Forum convened a diverse group of participants, fostering meaningful dialogue and a shared vision for addressing business continuity challenges.
Al Etihad
30-04-2025
- Business
- Al Etihad
Abu Dhabi enhances collaboration on emergencies, crises and disasters management
30 Apr 2025 19:57 ABU DHABI (ALETIHAD)The Emergencies, Crises, and Disasters Management Centre - Abu Dhabi (ADCMC) has concluded the annual Business Continuity and Alternative National Service Forum – event was held in the presence of Major General Ahmed Saif bin Zaitoon Al Muhairi Chairman of ADCMC and Abu Dhabi Police Commander-in-Chief, along with a number of dignitaries and officials from government entities. It brought together public and private sector entities to elevate crisis management capabilities across the the opening day, the Abu Dhabi Healthcare Business Continuity Standard was launched in partnership with the Department of Health - Abu Dhabi. This healthcare-focused standard - a global first - is part of a series of continuity management standards set to be introduced for all critical activities in Abu Dhabi to enhance resilience. The first day also marked the graduation of 129 recruits from three cohorts of the Alternative National Service forum further featured discussions on best practices and strategies for ensuring business continuity. Experts and professionals shared their insights and experiences, contributing to a rich exchange of knowledge. Additionally, 21 local organisations that effectively activated the Alternative National Service Programme were honoured alongside 10 local entities that completed the requirements for compliance with the National Business Continuity Standard in Abu Dhabi. Matar Saeed Al Nuaimi, Director General of ADCMC, emphasised ADCMC's commitment to strengthening and maintaining Abu Dhabi's preparedness, in line with the emirate's vision to position itself as a leading model in emergency, crisis, and disaster management. He also highlighted the centre's dedication to ensuring compliance with the National Standard for Business Continuity Management System by conducting comprehensive audits and verifications. This approach enables it to identify and resolve any non-compliance issues, ultimately enhancing the emirate's resilience, he said. Al Nuaimi said, "The forum brought together government entities and companies to share knowledge, experiences, and best practices in crisis management. By leveraging past successes and the lessons learned, participants were able to derive innovative and effective strategies. This approach not only enhances procedures but also fosters deeper cooperation among all stakeholders." He also emphasised ADCMC's dedication to encouraging government entities to activate the Alternative National Service Programme, which plays a vital role in ensuring business continuity, and the uninterrupted delivery of essential services during emergencies."The programme is an integrated system designed to strengthen security and stability by fostering seamless collaboration among various stakeholders," Al Nuaimi said. ADCMC remains committed to strengthening institutional collaboration through forums that strengthen emergency and crisis response. The centre places great importance on facilitating discussions on mechanisms to ensure the continuity of vital services, recognising them as a cornerstone for enhancing efficiency, readiness, and proactive preparedness of Abu Dhabi's emergency and crisis response system.
Zawya
30-04-2025
- Business
- Zawya
ADCMC successfully concludes Annual ‘Business Continuity and Alternative National Service Forum - Murona'
Abu Dhabi, UAE: The Emergencies, Crises, and Disasters Management Centre Abu Dhabi (ADCMC) successfully concluded the annual 'Business Continuity and Alternative National Service Forum – Murona', an event that brought together public and private sector entities to elevate crisis management capabilities across the Emirate. Aligned with ADCMC's mission to enhance preparedness and ensure seamless service continuity during emergencies and disasters, this year's Forum was focused on several key themes – including the significance of business continuity, strategic role of alternative services in maintaining operations, and innovative methods of delivering such services. Participants Explored the best practices, shared inspiring success stories, and gained insights from prominent companies such as ADNOC and SEHA. Furthermore, it featured a series of panel discussions exploring the Alternative National Service Program. His Excellency Matar Saeed Al Nuaimi, Director General of ADCMC, emphasised ADCMC's commitment to strengthening and mmaintaining Abu Dhabi's preparedness for emergencies, crises, and disasters, in line with the Emirate's vision to position itself as a leading model in emergency, crisis, and disaster management. H.E. also highlighted that the Centre is dedicated to ensuring compliance with the National Standard for Business Continuity Management System by conducting comprehensive audits and verifications. This approach enables it to identify and resolve any non-compliance issues, ultimately enhancing the Emirate's resilience. His Excellency stated: 'The forum brought together government entities and companies to share knowledge, experiences, and best practices in crisis management. By leveraging past successes and the lessons learned, participants were able to derive innovative and effective strategies. This approach not only enhances procedures but also fosters deeper cooperation among all stakeholders. H.E. emphasised the ADCMC's dedication to encouraging government entities to activate the Alternative National Service Program, which plays a vital role in ensuring business continuity and uninterrupted delivery of essential services during emergencies. H.E. added: 'The program is an integrated system designed to strengthen security and stability by fostering seamless collaboration among various stakeholders.' The Abu Dhabi Emergencies, Crises, and Disasters Management Centre (ADCMC) remains committed to strengthening institutional collaboration through forums that strengthen emergency and crisis response. The Centre places great importance on facilitating discussions on mechanisms to ensure the continuity of vital services, recognising them as a cornerstone for enhancing efficiency, readiness, and proactive preparedness of Abu Dhabi's emergency and crisis response system. As part of this strategic approach, the annual 'Business Continuity and Alternative National Service' Forum convened a diverse group of participants, fostering meaningful dialogue and a shared vision for addressing business continuity challenges. About ADCMC: The Emergencies, Crises and Disasters Management Centre Abu Dhabi (ADCMC), established under Law No. 22 of 2019, issued by the late Sheikh Khalifa bin Zayed Al Nahyan, aims to significantly boost the Emirate's preparedness for emergencies, crises and disasters. The Centre has devised plans, strategies and policies for disaster, emergency and crises management. It carries out studies, field trips, audits and evaluations to ensure that organisations are prepared to face challenges and recover immediately. The Centre further focusses on improving coordination and knowledge exchange with relevant authorities and stakeholders. The key objective is to improve Abu Dhabi's capabilities to effectively handle crises and emergencies. Vision: Reinforcing crisis readiness. Mission: We Strive to develop Abu Dhabi's emergencies and crises management ecosystem through joint coordination to build and develop capabilities and leveraging leading technologies. Strategic Priorities: Ensured readiness of Emirate of Abu Dhabi in emergencies and crises Strong stakeholders' coordination and raising awareness Elevated ADCMC internal capabilities
Forbes
16-04-2025
- Business
- Forbes
Financial Discipline Is Always In Fashion
Financial discipline should be habitual, immutable, and deeply embedded in every organization's ... More culture and DNA. In times of uncertainty, such as the present, most business leaders understand the need for caution, balance, and restraint, especially financial restraint. If they are being honest with themselves, however, leaders know they should be careful with finances all of the time, because financial discipline isn't a stop-and-go practice; it's a practice for all seasons. It should be habitual, immutable, and deeply embedded in every organization's culture and DNA. As Philip Carlsson-Szelak and Paul Swartz, co-authors of 'Shocks, Crises, and False Alarms' (2024, Harvard Business Review Press), wrote in March: 'Today, new risks—specifically, new uncertainties—are rising, clouding the outlook and undermining confidence in continued growth built on a healthy U.S. consumer and strong economic momentum. Yet these risks cannot be assessed by translating uncertainty into the certainty of negative outcomes. Risks are up, but we should not rush to recessionary conclusions.' It is natural, of course, to pull back—or at least prepare to pull back—when the known unknowns (Are we headed for recession? Does negative consumer sentiment mean reduced demand for our product? Will there be a prolonged global trade war? How much of our additional costs can we pass on to customers?) begin to overshadow the known knowns (their business's cash position, current sales, and reliable long-term contracts, for example). Add some unknown unknown into the mix (such as the probability of a natural disaster, political turmoil, or supply-chain disruption) and alarm bells may ring in executive suites. In such circumstances, if the boss calls for austerity and belt-tightening, managers and employees are inclined to cooperate. They shouldn't have to account for every paperclip, of course, but they may have to justify travel, staff additions, and other major expenditures, both budgeted and unbudgeted—and identify potential cost-savings. That's where many, if not most, U.S. and global businesses find themselves today. According to a global survey of nearly 600 senior executives published in early February, business leaders were hoping for the best this year, but they weren't betting on it. One third of all respondents listed 'cost management' as their most critical priority for 2025. Some 86% said they planned to invest in artificial intelligence and advanced analytics to help steer the belt-tightening. Nearly a third (31%) already had launched contingency plans for anticipated tariff and regulatory changes. While many expressed cautious optimism about their company's growth potential, 40% said they were unprepared for the market shocks that might lie ahead. For organizations that watch their dollars, euros and yen year-round, no dramatic pivot is necessary when uncertainty or turmoil comes calling. For organizations with less-disciplined spending habits, a huge pivot may be necessary. That, perhaps, is lesson number one: Unfortunately, as many organizations have found over the course of many years, disciplined spending practices are often easier to create than to follow. One-off, short-term cost initiatives accomplish limited goals and are more likely to succeed than systemic, company-wide efforts. But they also invite backsliding. So, even when organizations meet or exceed their initial cost-reduction targets, research shows that costs typically creep back up over time. The key to successful cost management is developing long-term, sustainable spending goals and the habits, practices, and systems that make judicious spending part of your organization's identity, like your company's name and reputation. Here are some suggestions: Show real leadership. One of the easiest things to do in life is to tell others what they 'should' do. If you think more fiscal discipline is needed in your organization, do something that demonstrates the seriousness of your 'ask': take a pay cut, freeze C-suite salaries, or get rid of a personal perk that everyone in your organization is aware of. In short, lead by example. Modeling cost-conscious behavior should be backed up with regular executive-led progress reports, written updates, and rewards. Do both: talk the talk and walk the walk. Build awareness and acceptance. In our research, nearly seven in ten executives said internal resistance was a major challenge in achieving their cost-control goals. Resistance to change is a fact of life. Expect it. You combat resistance not only by modeling the desired behaviors personally (see above), but with facts: Explain why these changes are needed; the potential long-term benefits to the organization; and, most of all, how everyone will benefit from the new and better ways of doing things. There's a lot of low-hanging fruit in every organization. Begin there. Ask employees for suggestions—and act on them. Be rigorous in your analysis. Your colleagues and employees know mumbo-jumbo when they hear it. Avoid it. Be transparent. Lay out your fiscal year targets; acknowledge cost-saving achievements and shortfalls; and stick to the facts in your progress reports. A little cheerleading and encouragement is okay, but evidence is better. Grow your business. While many see cost-consciousness as a defensive mechanism—something to be deployed in uncertain or troubling times—the best use of savings is to grow your business. Make that explicitly clear in everything you say and do: that the purpose is to make your organization stronger, more resilient, and better able to serve both existing customers and win new ones by investing the savings in growth, and in your employees. Financial discipline is a virtue—in good times, bad times and uncertain times.
