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Resilience
We, with the resilience and agility that exist in all parts and levels of our organization, try to quickly adapt ourselves with disruptions, and sudden changes (such as changes in the views and expectations of the customer or owner, as well as changes in the economic and technological context of the work or project). Also, we adapt ourselves to the conditions of work and try to maintain changes in the flow of work. Besides, we attempt to optimize work and operational processes.
We believe that Resilience is not just a slogan but a trait that should become part of the work as well as the organizational culture.As you can see, changing culture, on all levels, is very difficult and time-consuming. However, with the advantages of being resilient, we have tried hard to make everyone in the organization aware of it. So we were finally able to put it into practice in our work culture.
It goes without saying that “resilience” is a special feature in all sectors and levels. This important trait was considered even long before the Covid 19 pandemic, let alone the current situation in which resilience is vital to an organization. The term resilience refers to the ability to withstand adversity; But in the field of economic work, resilience means being able to persevere in difficult conditions, learning quickly and being agile to balance the situation. Resilience is a reproducible process to prevent a return to where we were. In summary, the advantages of resilience for our organization are in two key areas:
- Operational Resilience
- Cyber Resilience.
Management is based on Operational Resilience, including all design, planning, integration, and execution activities to ensure that the organization has the following:
- Identify and anticipate operational risks that may disrupt the service delivery process.
- Prepare all departments and individuals to respond appropriately to disruptive events or risks encountered during work in a manner that demonstrates control of the situation and continuity of service.
- Reconstruction and recovery of services and operations that the organization was trying to provide, following the disruption, at acceptable intervals.
It also means “risk management”. At ANIN Company, we think about how we may encounter a bunch of operational disruptions, both before and during the project. We then formulate plans and programs that restore and rebuild the workflow and activities so that we can quickly minimize the effects and consequences of these disorders on the owner or the customer.
In addition, our cyber resilience means that we can continue our IT activities and operations, even in the event of external and internal disruptions. We have succeeded in achieving cyber flexibility by providing an up-to-date and robust IT infrastructure and security for applications and software. To achieve this goal, we first sought to assess the vulnerability of all our work processes to the collapse or breakdown of IT systems, whether as a result of external attacks or as a result of a natural disaster. Because we are well aware that, if not all, most of our work processes and operations are based on the IT system. In the next step, we asked individual departments and disciplines to identify the risks and risks they would face in the absence of an IT system. Finally, once these hazards and risks were identified, we sought to develop ways to mitigate these risks.