Pandemic Files2009

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 Implications for Business Activity

––

Business Continuity Planning Business Continuity Planning in a Pandemicin a Pandemic



MICHAEL CONWAY

DIRECTORRENAISSANCE CONTINGENCY SERVICES

EMERGENCY PLANNING SOCIETY (REPUBLIC OF IRELAND BRANCH)



Set the SceneSet the Scene



QuestionQuestion



Human suffering and loss of life would obviously outweigh economic concerns.

BUT

Life goes on.



InevitabilityInevitability

A pandemic is occurring, waves will follow and another Pandemic will follow



So don’t just plan for now and this pandemic



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.”


Businesses should develop Businesses should develop policies and plans for interruptionpolicies and plans for interruption



Plans should coverPlans should cover

• Personnel/Employee• Environmental• Communications• Technology



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



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



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



CommunicationsCommunications

• Policies for external and internal communications – Detailed Staff instructions – Specific material for customers– Specific material for suppliers



TechnologyTechnology

– Work from home procedures and practices



Supply Chain, Logistics, Key Supply Chain, Logistics, Key Suppliers, Key Customers Suppliers, Key Customers


•Management of contractors•E.g. Cleaning staff, catering staff, deliveries and collections, refuse services etc

•Contractual Obligations

•Develop Policies to operate in Pandemic


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




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.



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



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.



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



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.



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.



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.


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.


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


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


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.


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


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


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


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


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.


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


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.


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.


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


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.


Thank you for your time today.

For more information, visit:

ibm.com/services/continuity

Contact:

Russ Lindburg

+1-630-568-7516

[email protected]

http://www.ibm.com/services/continuity


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IBM Corporation 2009

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