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IBM Pandemic Event consolidated presentation
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IBM Global Technology Services
© Copyright IBM Corporation 2009
Are you ready for a Pandemic?Agenda10:00 Introduction from the EPS and IBM
- Anne Sheehan – IBM10:05 Implications for Business Activity
- Michael Conway – EPS10:35 The Public Health Side of Pandemic Planning
- Gavin Maguire – HSE11:05 Pandemic preparedness and response
- Russell Lindburg – IBM 11:40 Q & A12:00 Lunch and Refreshments
Implications for Business Activity - Continuity Planning® Renaissance Contingency Services Ltd ©
Implications for Business Activity - Continuity Planning® Renaissance Contingency Services Ltd ©
Implications for Business Activity Implications for Business Activity
––
Business Continuity Planning Business Continuity Planning in a Pandemicin a Pandemic
Implications for Business Activity - Continuity Planning® Renaissance Contingency Services Ltd ©
Implications for Business Activity - Continuity Planning® Renaissance Contingency Services Ltd ©
MICHAEL CONWAY
DIRECTORRENAISSANCE CONTINGENCY SERVICES
EMERGENCY PLANNING SOCIETY (REPUBLIC OF IRELAND BRANCH)
Implications for Business Activity - Continuity Planning® Renaissance Contingency Services Ltd ©
Implications for Business Activity - Continuity Planning® Renaissance Contingency Services Ltd ©
Set the SceneSet the Scene
Implications for Business Activity - Continuity Planning® Renaissance Contingency Services Ltd ©
Implications for Business Activity - Continuity Planning® Renaissance Contingency Services Ltd ©
QuestionQuestion
Implications for Business Activity - Continuity Planning® Renaissance Contingency Services Ltd ©
Implications for Business Activity - Continuity Planning® Renaissance Contingency Services Ltd ©
Human suffering and loss of life would obviously outweigh economic concerns.
BUT
Life goes on.
Implications for Business Activity - Continuity Planning® Renaissance Contingency Services Ltd ©
Implications for Business Activity - Continuity Planning® Renaissance Contingency Services Ltd ©
InevitabilityInevitability
A pandemic is occurring, waves will follow and another Pandemic will follow
Implications for Business Activity - Continuity Planning® Renaissance Contingency Services Ltd ©
Implications for Business Activity - Continuity Planning® Renaissance Contingency Services Ltd ©
So don’t just plan for now and this pandemic
Implications for Business Activity - Continuity Planning® Renaissance Contingency Services Ltd ©
Implications for Business Activity - Continuity Planning® Renaissance Contingency Services Ltd ©
BCM DefinitionBCM Definition“Business Continuity Management is a
holistic management process that identifies potential impacts that threaten
an organisation and provides a framework for building resilience and the capability for an effective response that safeguards the interests of its staff, key
stakeholders, reputation, brand and value creating activities.”
Implications for Business Activity - Continuity Planning® Renaissance Contingency Services Ltd ©
Businesses should develop Businesses should develop policies and plans for interruptionpolicies and plans for interruption
Implications for Business Activity - Continuity Planning® Renaissance Contingency Services Ltd ©
Implications for Business Activity - Continuity Planning® Renaissance Contingency Services Ltd ©
Plans should coverPlans should cover
• Personnel/Employee• Environmental• Communications• Technology
Implications for Business Activity - Continuity Planning® Renaissance Contingency Services Ltd ©
Implications for Business Activity - Continuity Planning® Renaissance Contingency Services Ltd ©
Personnel/EmployeePersonnel/Employee– Work and social travel – Quarantine, who pays for quarantine– Communications plan – Advise employees of risks and plans – Managing cross skilling and transfer of
knowledge
Implications for Business Activity - Continuity Planning® Renaissance Contingency Services Ltd ©
Implications for Business Activity - Continuity Planning® Renaissance Contingency Services Ltd ©
Personnel/Employee Personnel/Employee contdcontd– Agree and advise staff on:
• policies relating to Family illness, • self imposed or other quarantine, post holiday
quarantine, • Obligation to advise employer of location of
holiday etc.– Give Employees a Family Pandemic Plan
Implications for Business Activity - Continuity Planning® Renaissance Contingency Services Ltd ©
Implications for Business Activity - Continuity Planning® Renaissance Contingency Services Ltd ©
EnvironmentalEnvironmental• Building
– Hand rubs– Tissues– Hygiene notices
• Transport arrangements to work• Building air handling• Restrictions on entry to building of
persons with flu like symptoms
Implications for Business Activity - Continuity Planning® Renaissance Contingency Services Ltd ©
Implications for Business Activity - Continuity Planning® Renaissance Contingency Services Ltd ©
CommunicationsCommunications
• Policies for external and internal communications – Detailed Staff instructions – Specific material for customers– Specific material for suppliers
Implications for Business Activity - Continuity Planning® Renaissance Contingency Services Ltd ©
Implications for Business Activity - Continuity Planning® Renaissance Contingency Services Ltd ©
TechnologyTechnology
– Work from home procedures and practices
Implications for Business Activity - Continuity Planning® Renaissance Contingency Services Ltd ©
Implications for Business Activity - Continuity Planning® Renaissance Contingency Services Ltd ©
Supply Chain, Logistics, Key Supply Chain, Logistics, Key Suppliers, Key Customers Suppliers, Key Customers
Implications for Business Activity - Continuity Planning® Renaissance Contingency Services Ltd ©
•Management of contractors•E.g. Cleaning staff, catering staff, deliveries and collections, refuse services etc
•Contractual Obligations
•Develop Policies to operate in Pandemic
Implications for Business Activity - Continuity Planning® Renaissance Contingency Services Ltd ©
RecommendationsRecommendations• As a minimum every organisation should:
– Review/exercise your Incident Management Plans if not done in past 6 months
– Verify that contact details are up-to-date– Check out technical and procedural aspects of "Work from
home" options– Work closely with your occupational physician/medical
advisor– Use video links and teleconferencing to reduce the amount
of face-to-face contact and travel– Consider postponing face-to-face training courses,
unnecessary travel, and work-related social events
Implications for Business Activity - Continuity Planning® Renaissance Contingency Services Ltd ©
Implications for Business Activity - Continuity Planning® Renaissance Contingency Services Ltd ©
Implications for Business Activity - Continuity Planning® Renaissance Contingency Services Ltd ©
Key AdviceKey Advice• Establish responsibility for continuity planning
• Develop a continuity plan in consultation with employees, customers, suppliers and service providers
• Develop and deliver an employee personal plan
• Identify critical activities and employees and inputs required
• Consider impact of employee absences, disruption of supply chains, and increase or decrease in demand.
• Communication, human resource, travel and insurance policies should be put in place to cope with influenza pandemic
• Prepare policies to reduce the risk of infection in the work place.
Implications for Business Activity - Continuity Planning® Renaissance Contingency Services Ltd ©
Implications for Business Activity - Continuity Planning® Renaissance Contingency Services Ltd ©
Things to Do Things to Do -- Take Responsibility:Take Responsibility:• Bring Pandemic Planning to Board Level
• Allocate responsibility for monitoring and managing BCM
• Ensure Chain of Command is precise and Clear
• Educate Board and Management
• Develop Policies to operate in Pandemic
Implications for Business Activity - Continuity Planning® Renaissance Contingency Services Ltd ©
Implications for Business Activity - Continuity Planning® Renaissance Contingency Services Ltd ©
Things to Do Things to Do –– Technology:Technology:
• Implement technology for flexible working for employees
• Implement technology for flexible working for Customers/Suppliers
• Test technology and remote working• Effective telecommunications• Computing capabilities.
Implications for Business Activity - Continuity Planning® Renaissance Contingency Services Ltd ©
Implications for Business Activity - Continuity Planning® Renaissance Contingency Services Ltd ©
Things to Do Things to Do –– Communications:Communications:
• Develop communications plan for customers and staff.
• Advise employees of the risks and the plans in place.
• Policies for external and internal communications
• Detailed Staff instruction for operating. Specific material for customers
Implications for Business Activity - Continuity Planning® Renaissance Contingency Services Ltd ©
Implications for Business Activity - Continuity Planning® Renaissance Contingency Services Ltd ©
Things to Do Things to Do -- Develop Plans:Develop Plans:
• Plan with key suppliers and customers developing coordinated plans.
• Ensure adequate physical security for operating in crisis.
Implications for Business Activity - Continuity Planning® Renaissance Contingency Services Ltd ©
Implications for Business Activity - Continuity Planning® Renaissance Contingency Services Ltd ©
SummarySummary• Pandemic Planning for Business Continuity is
an extension of normal BC Planning.
• The prime difference is that the disruption may be national or international rather than local and the impacts and risks will be different
• The BC Planning Model still works.
Implications for Business Activity - Continuity Planning® Renaissance Contingency Services Ltd ©
Implications for Business Activity - Continuity Planning® Renaissance Contingency Services Ltd ©
ResourcesResources
See list available
The Public Health side of The Public Health side of Pandemic Planning Pandemic Planning
bybyMr Gavin MaguireMr Gavin Maguire
33rdrd September 2009September 2009
Health Service Planning to Health Service Planning to datedate
HSE began planning for an Influenza HSE began planning for an Influenza Pandemic in late 2005.Pandemic in late 2005.Influenza Pandemic Steering group formedInfluenza Pandemic Steering group formedExpert Group reExpert Group re--established.established.National plan published in January 2007.National plan published in January 2007.Expert Group report published in January Expert Group report published in January 2007.2007.Some elements of this plan were put in place Some elements of this plan were put in place between 2007 and April 2009.between 2007 and April 2009.
With the emergence of Swine Flu in April With the emergence of Swine Flu in April 2009 the HSE National Crisis Management 2009 the HSE National Crisis Management Team was convened to;Team was convened to;--
–– Refine and implement elements of the plan that Refine and implement elements of the plan that were ready.were ready.
–– Review and escalate the elements of the plan not Review and escalate the elements of the plan not ready.ready.
Since its first convening on the 26Since its first convening on the 26thth April the NCMT April the NCMT has been meeting regularly to cohas been meeting regularly to co--ordinate ordinate preparations.preparations.
Regional Crisis Management Teams Regional Crisis Management Teams have been meeting to cohave been meeting to co--ordinate ordinate regional preparedness in accordance regional preparedness in accordance with the decisions of the National Crisis with the decisions of the National Crisis Management Team.Management Team.
Influenza Pandemic Roles and Influenza Pandemic Roles and ResponsibilitiesResponsibilities
Groups and Teams;Groups and Teams;–– Interdepartmental Committee on Public Interdepartmental Committee on Public
Health Emergencies,Health Emergencies,–– National Public Health Emergency Team, National Public Health Emergency Team, –– Expert Advisory Group,Expert Advisory Group,–– HSE National & Regional Crisis HSE National & Regional Crisis
Management Teams. Management Teams.
The key strategic issues for The key strategic issues for the project are;the project are;--
Mass VaccinationMass Vaccination–– Objective is to prevent people becoming Objective is to prevent people becoming
infected with the Swine Flu Virus.infected with the Swine Flu Virus.–– The rate of hospitalisations, sickness, The rate of hospitalisations, sickness,
death and absenteeism from work will death and absenteeism from work will hopefully be significantly reduced by the hopefully be significantly reduced by the mass vaccination programme.mass vaccination programme.
–– Concern is that the virus could reConcern is that the virus could re--assort or assort or shift reducing or eliminating the vaccine shift reducing or eliminating the vaccine effect.effect.
The key strategic issues for The key strategic issues for the project are;the project are;--
Mass VaccinationMass Vaccination–– 7.8m ordered 7.8m ordered -- 2 Doses per person.2 Doses per person.–– Delivery to commence this month.Delivery to commence this month.–– Vaccinations to commence Mid October.Vaccinations to commence Mid October.–– Logistics are enormously complex.Logistics are enormously complex.–– Significant staff redeployment required.Significant staff redeployment required.–– Purpose designed IT system being put in Purpose designed IT system being put in
place.place.
The key strategic issues for The key strategic issues for the project are;the project are;--
Mass VaccinationMass Vaccination–– Priority groups set and under constant Priority groups set and under constant
review.review.–– Uptake of Vaccination will be important.Uptake of Vaccination will be important.–– Objective is to cause minimum disruption Objective is to cause minimum disruption
to commerce and industry as possible to commerce and industry as possible during the vaccination programme.during the vaccination programme.
–– Some waiting times will be unavoidable.Some waiting times will be unavoidable.
Telephone Hotline/Web based support toolTelephone Hotline/Web based support tool
–– Automated telephone and web based system to provide Automated telephone and web based system to provide support to the public.support to the public.
–– Required to offer support to Public and to reduce pressure Required to offer support to Public and to reduce pressure on Primary Care.on Primary Care.
–– Will be ready by end of October.Will be ready by end of October.–– Initially will provide diagnosis and identification as to risk Initially will provide diagnosis and identification as to risk
group.group.–– Will also offer advise regarding managing ill at home.Will also offer advise regarding managing ill at home.–– Most callers who are diagnosed will be advised to stay at Most callers who are diagnosed will be advised to stay at
home and only contact their GP if their condition does not home and only contact their GP if their condition does not improve.improve.
–– At risk patients will be advised to contact their GP.At risk patients will be advised to contact their GP.
Flu ClinicsFlu Clinics–– A new care setting to provide face to face A new care setting to provide face to face
diagnostic and basic treatment services for diagnostic and basic treatment services for Pandemic Patients.Pandemic Patients.
–– Would be activated if GP’s were becoming Would be activated if GP’s were becoming overwhelmed.overwhelmed.
–– However cannot be activated at the same time as However cannot be activated at the same time as vaccination programme is underway.vaccination programme is underway.
–– Locations identified, staff rosters ready.Locations identified, staff rosters ready.
Critical Care Surge CapacityCritical Care Surge Capacity–– Hospital critical care capacity will be Hospital critical care capacity will be
stretched.stretched.–– Areas outside of Intensive care will have to Areas outside of Intensive care will have to
be used.be used.–– More staff need to be trained in ventilation.More staff need to be trained in ventilation.–– Ventilation capacity to be maximised.Ventilation capacity to be maximised.
Information ManagementInformation Management–– The MT,NCMT and RCMT’s will require The MT,NCMT and RCMT’s will require
accurate and timely information on what accurate and timely information on what impact the Pandemic is having particularly impact the Pandemic is having particularly during a severe wave.during a severe wave.
–– Responsibility has been assigned for the Responsibility has been assigned for the coco--ordination of all pandemic information ordination of all pandemic information required for crisis management.required for crisis management.
Primary and Secondary Care Surge Primary and Secondary Care Surge Capacity and Business ContinuityCapacity and Business Continuity–– Hospitals and Local Health Office’s have Hospitals and Local Health Office’s have
been working through Pandemic Action been working through Pandemic Action Checklists for the last couple of years.Checklists for the last couple of years.
–– These checklists have been updated to These checklists have been updated to reflect the recent considerations of the reflect the recent considerations of the NCMT.NCMT.
-- The modelling data supporting local The modelling data supporting local planning is currently being updated to reflect planning is currently being updated to reflect emerging understanding of Swine Flu.emerging understanding of Swine Flu.-- All parts of the HSE will suffer staff All parts of the HSE will suffer staff absenteeism and must plan accordingly.absenteeism and must plan accordingly.-- Disruption to supply chains may arise.Disruption to supply chains may arise.-- Non essential activities may need to be Non essential activities may need to be postponed to facilitate staff redeployment.postponed to facilitate staff redeployment.
© 2009 IBM Corporation
Pandemic preparedness and responseAre you ready for this unique threat?
Russ LindburgIBM Business Continuity & Resiliency ServicesSeptember 3, 2009
© 2009 IBM Corporation41
Agenda
Pandemic: A unique threat requiring a unique response
Five critical areas for workforce continuity planning
Are you ready? Assessing your existing plans
What you should be doing now
How a service provider can help
© 2009 IBM Corporation42
The world is riskier than it used to be
Changing environmentExpanding risk exposures
Increased global and regional
Interdependencies
Supply chain disruption
More complex regulationsChanging industry and regulatory standards
Geographic dispersal requirements
Varying regulations per country
Heightened impact of business disruptionGreater financial implications of downtime
Brand vulnerabilities
Data integrity requirements
Impact of coping with the financial turmoilLoss of critical personnel
Loss of key knowledge
Reduction in attention to significance of risk
Reduction in testing recovery plans
On top of these threats the potential impact of the H1N1 pandemic adds a new dimension that requires unique planning and a unique response
Source: IBM GTS Market Insights Analysis based on Goldman Sachs, “IT Spending Survey: Downturn takes its toll,” March 9, 2009
© 2009 IBM Corporation43
Pandemic – what to expect
High rates of illness and death could impact your employees and their families—and your customers, partners and suppliers.
You should expect significant disruption to international and national infrastructures and commerce.
Employee absenteeism may reachoperations-crippling levels.
Lessons from SARS and H5N1 taught us that the human factor in planning is a critical component for any continuity plan and that organizations were not as well prepared as they thought they were.
© 2009 IBM Corporation44
Industries hardest hit
All Industries: High rates of employee absenteeism anticipated, especially in industries like law enforcement, transportation and communication, increasing operational losses
Global Financial System
Health, Public Safety and companies involved with Social Welfare
Trade, Transportation and Tourism
Source: International Monetary Fund; The Global Economic and Financial Impact of an Avian Flu Pandemic and the Role of the IMF
© 2009 IBM Corporation45
Functional areas in corporations hardest hit
Areas that require face-to-face interaction -- due to absenteeism and potential travel restrictions
Communications – internal and external
Transportation and Distribution
Corporate Governance
Information Technology
Source: International Monetary Fund; The Global Economic and Financial Impact of an Avian Flu Pandemic and the Role of the IMF
© 2009 IBM Corporation46
Traditional Business Continuity
Assumes this is only your problem –competitors, customers and communityinfrastructure is unaffected – localizedimpactNormal staffing levels are available
Critical business processes supportedNormal cyclical peaks and valley’s inbusiness Shorter durationLimited or no advance notice
Survival of your company is primary focusKey employees and backups identifiedand assumed to be available
Pandemic Related Business Continuity
This is everyone’s problem – customers, competitors and surrounding community are affected by the same event – widespread impactUp to 40% staff absent and unavailable for workMay need to prioritize critical processes due to limited staff May be drastic fluctuations in demand – up or downLonger duration, multiple wavesSome advance noticeCompany survival, plus contribution to community responseRisk of large % key employees unavailable
Most crisis management and business continuity plans focus on a disaster’s impact on sites and equipment.
Difference between Pandemic and Traditional Continuity Plans
© 2009 IBM Corporation47
Why existing business continuity plans are unlikely to work
Mismatch exists between business requirements and recovery plans and capabilities
Plans do not effectively address the impacts of a regional emergency
Dependency on key personnel not properly addressed in plans
Internal and/or external communications processes are not crisp
Plans developed do not consider the impact across the industry and/or community
Network availability can be a major bottleneck in restoring business operations
Plans are not exercised or maintained at appropriate levels of detail
Major disruptions to availability of human capital resources not previously considered
Existing business continuity plans are unlikely to be adequate to respond to a pandemic type of disruption.
Internal and external dependencies are not adequately identified or properly documented.
Facilities
Technology Network
Information
People
© 2009 IBM Corporation48
Why are interdependencies so critical?
No organization is an island with its systems or operations.
Organizations depend upon the public infrastructure for criticalservices:
– Electricity, Gas, Water, Telecommunications, Transportation.
– Services including Police, Fire, Public Safety and Emergency Management.
– Medical and Government Services.
Companies interact electronically with their suppliers, customers and partners.
Many organizations do not fully understand all internal and external interdependencies.
Pandemic preparedness strategies must consider interdependencies in order to achieve their intended goals.
© 2009 IBM Corporation49
The five “C’s” of successful workforce continuity planning
How will crisis management decisions be made?Are succession plans in place?How will you interact with local authorities?
Command and Control
How will you get information to your workforce and the public?How will you collaborate with customers, suppliers and partners?
Communication
How will your workforce securely access information and technology?Will you have sufficient network bandwidth for remote access?
ConnectivityIs workforce recovery included in your current continuity plans?Have you cross-trained workers for business critical processes?Do you have alternate workspace if you primary office is not available?
Contingency
How will you track the well-being of your workforce during a disruption?What resources will you provide to help employees and their families?
Counseling
© 2009 IBM Corporation50
Pandemic planning & preparedness -- key components
Company pandemic strategy, policy and guidelines.
Executive sponsorship of pandemic planning.
Critical resource identification and tracking.
Communication and education plans for employees, customers.
Human resource planning and monitoring.
Employee impact and mitigation plans.
Proximity to healthcare facilities.
Supply chain impact and mitigation plans
Government interface plans.
Linkages to crisis and business continuity plans.
Business function and location-specific impact.
IT, network, security and workplace infrastructure continuity.
Pandemic plan testing, audit and maintenance.
Many companies are unsure of where to start, or how well their accomplishments to date measure up to emerging standards and guidelines.
© 2009 IBM Corporation51
What you should be doing now
Plan for the unique challenges a pandemic can bring. Define or update a flexible contingency plan that augments your existing business resilience plans.
Rehearse your pandemic plan to ensure it works as intended. Include employees, suppliers, partners, etc. to ensure no gaps exist.
Educate your workforce and communicate policies for work-at-home, absenteeism, cross-training, social distancing and safe hygiene. Create or revise policies to meet goals.
Track infected or absent employees to assist in well-being and fill critical roles via predetermined succession plans.
Review agreements with DR service providers to ensure service levels adequately support pandemic plans.
Automate wherever practical to provide virtual office capabilities and alert notifications. Ensure you have planned adequately for network loads.
Engage local authorities to obtain up-to-date outbreak information and guidance.
© 2009 IBM Corporation52
How a service provider can help
Getting additional help…
Assess and understand the potential impact of a pandemic across multiple facets of your organization
Assist with planning and testing
Maintain continuity of your business operations through extensive recovery resources and facilities
Provide technology and automation to improve overall plan effectiveness
Safeguard your brand reputation
Demonstrate preparedness and corporate responsibility
© 2009 IBM Corporation53
Final Thoughts
Pandemic is a relatively new stressor in the world of business and industry.
Effective pandemic preparedness and response is part of an overall business resilience program.
Pandemic is global in scope and is characterized by widespread risk and uncertainty.
We are all on a new learning curve – some farther along than others.
This is not easy to do – get help if you need it.
The hardest part of building a recovery capability is explaining why you didn’t.
© 2009 IBM Corporation54
Thank you for your time today.
For more information, visit:
ibm.com/services/continuity
Contact:
Russ Lindburg
+1-630-568-7516
lindburg@us.ibm.com
© 2009 IBM Corporation55
Trademarks and notes
IBM Corporation 2009
IBM, the IBM logo, ibm.com, System i and System p are trademarks or registered trademarks of International Business Machines Corporation in the United States, other countries, or both. If these and other IBM trademarked terms are marked on their first occurrence in this information with the appropriate symbol (® or ™), these symbols indicate US registered or common law trademarks owned by IBM at the time this information was published. Such trademarks may also be registered or common law trademarks in other countries. A current list of IBM trademarks is available on the Web at “Copyright and trademark information” at www.ibm.com/legal/copytrade.shtml
Adobe, the Adobe logo, PostScript, the PostScript logo, Cell Broadband Engine, Intel, the Intel logo, Intel Inside, the Intel Inside logo, Intel Centrino, the Intel Centrino logo, Celeron, Intel Xeon, Intel SpeedStep, Itanium, IT Infrastructure Library, ITIL, Java and all Java-based trademarks, Linux, Microsoft, Windows, Windows NT, the Windows logo, and UNIX are trademarks or service marks of others as described under “Special attributions” at: http://www.ibm.com/legal/copytrade.shtml#section-special
Other company, product and service names may be trademarks or service marks of others.
References in this publication to IBM products or services do not imply that IBM intends to make them available in all countries in which IBM operates.
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© Copyright IBM Corporation 2009
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