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Crisis Management System
Case Management: automation and flexibility for crisismanagement processes
Fabio Pozzobon – Group Business Continuity & Crisis Management
Milan, November 8th, 2012
2
Employees: almost 158,000*
Branches: 9,398*
Banking operations
in 22 countries
International network spanning:
~ 50 countries
Global player in asset management: € 153.9 bn
in managed assets*
Market leader in Central end EasternEurope leveraging on the region’sstructural strengths
* Source: UniCredit Company Profile, data as at June 30, 2012
UniCredit – at a glance
The objective of the Business Continuity is to ensure the continuity ofessential processes to a predefined acceptable service level in case ofdisaster
Premisesinaccessibility
Critical Resourcesunavailability
Information Systemunavailability
Infrastructuralservices interruption
Documentation andspecific equipm. loss
ITALY
BLACK OUT
(Sep. 2003)
BLACKBERRY
BLACK OUT
(Oct. 2011)
GAS SUPPLYING
(Feb. 2012)
TSUNAMI(Dec. 2004)
ICELANDVULCANICERUPTION
(Mar. 2010)
TSUNAMIJAPAN
(Mar..11)
ATTACKS to NEW YORK
(Sep. 2001)
LONDON
(Jul. 2005)
MOSCOW
(Mar. 2010, Jan. 2011)
EARTHQUAKE L’AQUILA
(Apr.l 2009)
EARTHQUAKE JAPAN(Mar. 11)
EARTHQUAKE Emilia
(May. 12)
HURRICANEKATRINA
(Aug. 2005)
HURRICANEIRENE
(Aug. 2011)
HURRICANESANDY
(Oct. 2012)
SARS
(Feb. 2003)
FLUE H1N1
(2009)
JAPANNUCLEARDISASTER(Mar. 2011)
3
Fragmented
Integrated
Resilient
The evolution of BC is to extends the boundaries of protection frombeyond unexpected events and disasters to include any changes fromnormal business activities.
4
Recovery of some assets
Preparation for big event
Capability to bealways “on the see”
Proactively manages smalldisruptions to prevent a disaster
Reacts after a disastrousevent occurs
5
Proactive andtimely response
SHORTDECISION CHAIN
Awareness andTop Management
involvment
Knowledge andinfo sharing/ integratoin
Crisis eventsMonitoring -
Early warnings andescalation levels
PreventivePreparation +
Adaptive Capacity
Efficientcommunications
Media, Customers,Stakeholders
• Building• Local area• Metropholitan area• City• Region• Country
Distruzione oInaccessibilitàdei locali
MeteorologicoTromba d’aria, uragano,gelo, tempesta di neve
VulcanicoEruzione vulcanica
IndustrialeContaminazione,esplosione,incidente
Ordine pubblicoGuerra, terrorismo,sabotaggio
IdrogeologicoInondazione,smottamento,frana, terremoto
Indisponibilità delpersonaleessenziale
SanitarioEs: epidemia,malattia
SocialeEs: sciopero,azionisindacali,licenziamento
TrasportiEs: blocco deitrasporti pubblicie/o privati
Interruzionedel sistemainformativo
GuastoRottura asistemi/retiaziendali
BloccoFermoapplicazioni
SicurezzaHacking, virus
Perdita didocumentazione odotazione specifica
IsolamentoEs: servizi ditelecomunicazione
EnergeticoEs: erogazione gas/acqua,razionamento combustibili(benzina/cherosene)
Interruzione deiserviziinfrastrutturali
BlackoutEs: erogazioneenergia elettrica
CondizionamentoEs: interruzionecondizionamento e/oriscaldamento
Eventi naturaliEs. allagamenti,incendi e furti
Azione umanaFurto
SCENARIOS
Infrastructure
IT PRoblems
Terrorism
Earthquake
Hurricane
Floodings
Ice
TYPOLOGY
LegalEntity
Subholding
Holding
LegalEntity
Subholding
Holding
ORGANIZATION
Local
CrossCompany
Systemic
Local
CrossCompany
Systemic
PERIMETER
Pamdemic
GEOGRAPHYASSET
CRISIS/ EMERGENCIESCRISIS/ EMERGENCIES
PROCESSES
PROCESSES
BUILDING
PEOPLE
IT
PROCESSES
PROCESSES
PROCESSES
BUILDING
PEOPLE
IT
PROCESSES
Dimensions of crisis & key elements to keep in mind
Mobile
Hardware
Processes
Connectivity
External sources integration
Information / Communication Management
UniCredit DB
Software
CMS
People
6
CMS to support Resilience with adaptive approachSynergic integration of hardware, software, processes and people
1°release2012
EventsIntegrator
Internal Events
Assessment
Dashboard (and dinamic browsing)
Reporting and Log
CrisisManagement
GISTool
External Events
1. Handle upcoming events/threats;
2. Managing and monitoring crisis
3. Evaluating the risk of an event onthe Group assets
4. Performing the impactsassessment on the Group assets
5. Managing response actions
6. Managing the communication flow
7. Developing reports
OBJECTIVES
7
Crisis Management System projectOverall objectives and scope
Advanced casemanagement
●Modeling of complex scenarios
Extensible object-model
Event-based processing
Role-based assignment
Adaptability of logical sequences
Discretionary activities
Refinable: versions, history
Mix of system & user-based tasks
Automatic triggers: events or time-based
Disparate data aggregation
On-the-glass (widget, mashup)
Simplified data entry
Historical data
Collaboration
Integrated instant messaging
Shared view of data & documents
Mobile-ready
Required Functionalities
8
Workflow Monitoring &Analytics
Collaboration& Social SW
RulesContent IntegrationEvents
Case Design
Models Templates Solutions
Case Runtime
Context 360o View History
Case Analytics
Structured UnstructuredReal time Persisted
Case InfrastructureCase Object
ModelsTask Object
ModelCase APIs Case Analytics
Data StoreSolution
Constructs
IBM Case Manager
9
Earthquake5.9 Rich.magnitudeMantua - Medolla
Flow offeedback
9:00 a.m.9:00 a.m. 3:00 p.m.3:00 p.m.
- Alarm received
- Firstassessment
- Reporting
- Spreading ofinfo to relevantactors
- Collection offeedback fromrelevant actors
- Assessmentupdating
- First disclosurestatement
- Reaction toaftershocks
- BranchesEvacuation
- Adoption ofresponseactions towards:
- People,- Premises- Business- Communica
tions
41 2 3
13:00 a.m.13:00 a.m.10:00 a.m.10:00 a.m.
Aftershocksongoing
- Definition ofbackupbranches
- Activation ofBranch van
5
30/05 10:00 a.m.30/05 10:00 a.m.
Prescriptionof CivilDefense
Responseactionsneeded
- Re-runassessment on:
- People- Premises- Business- …
- Disclosurestatement
6
Aftershocks 5.1Novi Concordia
29/05 3:00 p.m.3:00 p.m.
10
INTERNAL USE ONLY
Case Study: Northern Italy’s earthquake (Emilia 2012)