further improved DR system, which will
enable the system to be recovered at
processor level for each virtual machine
in the Data Centre at KPJ Cloud.
We routinely discuss the scenarios
around the development of IT and
impact on the business. A structured
approach is employed to evaluate
business impact coming from the ever
changing environments in the fast paced
dynamics of information technology at
KPJ Healthcare. A very robust Helpdesk
is developed around this to gather
proper feedback and a system of
aligning the change management in line
with the development of DR Plans and
stream lining those changes to ensure
proper recovery protocols are adhered,
at times of need. This has helped
hospitals to adopt cloud with ever
increasing confidence, as assurance of
reliability remains at the core of shift
from conventional to new. As ever
increasing need of technology driven
approaches are fast taking place, it
becomes even more important in
ascertaining that change brings positive
impact, when an untoward disaster due
to some hardware/software glitch
occurs. The ever improving system built
around these conceptual and real events
has resulted in greater confidence in
developing business and not fearing the
onslaught of technological advances and
handling the likelihood of incidences in
a very measured approach and ensuring
minimal catastrophic risk.
The capability and capacity to build the
Business Continuity Plan is a long haul
journey, which is best accomplished by
setting target and aim at the destination
and as the wish of destination keeps on
improving to a better, journey continues
to be more challenging. BCM team is
always eager to build more robust plans,
based knowledge driven templates with
input from systems and processes both
manual and auto driven. All this is to
ensure that KPJ Healthcare continues to
grow faster and in right direction with
right dashboard and dials to steer the
onslaught of challenging weathers from
disasters and difficulties. BCM team is
always eager to improve coverage of
more areas and system under the BCM
and help remain more predictive and
perceptive rather erratic and ethereal.
DESTINATION INSIGHT
In the very fast changing and challenging
world of business, it becomes top
priority to have a solid plan of continuity
of business and it becomes a top priority
to ensure effective and updated Business
Con t i nu i t y Managemen t f o r KP J
Healthcare. And as we have learned
over the years that we not only build
these mechanisms but we need to keep
improving the capability to bring the
notion of readiness and ability to deal
with the untoward situation through an
orchestrated and well planned system.
It’s a fundamental aspect to design our
workload and processes based on BCM
plan and ensure the implementation is
properly executed with users rightly
aligned to the aspects of handling
untoward challenges, disasters and
catastrophes. Thus to better fight the
challenge of potential business loss or
disruption of mission critical services.
As business challenges and changing
landscape leads to a very dynamic
environment of business and KPJ
Healthcare puts every effort to remain
at the forefront in redefining the new
dynamics of this important change and
adopting this as the core competency in
handling business from the angle of risk
and sudden untoward change. Change,
as is always imminent and with the fast
paced change in businesses due to
increasing complexities and rapid flow
of information, it brings an element of
disasters and hazards and thus it
becomes increasingly important to
handle the onslaught of such competitive
situations with well-defined and well
documented methodology or in other
words Business Continuity Plan and
ensure to have continuous learning and
progress to handle these situations with
deft and ability.
we have learned over the years that
we not only build these mechanisms
but we need to keep improving the
capability to bring
the notion of
readiness and ability to deal with the
untoward situation through an
orchestrated
and well planned
system
209
KPJ Healthcare Berhad
Annual Report
2015
