• Save
Pandemic Business Continuity Management – Dr Goh Moh Heng
Upcoming SlideShare
Loading in...5
×
 

Like this? Share it with your network

Share

Pandemic Business Continuity Management – Dr Goh Moh Heng

on

  • 508 views

For more information see http://www.cba.org.uk/featured/pandemic-training-helps-bridge-the-gap-between-broadcasters-and-health-sector/

For more information see http://www.cba.org.uk/featured/pandemic-training-helps-bridge-the-gap-between-broadcasters-and-health-sector/

Statistics

Views

Total Views
508
Views on SlideShare
360
Embed Views
148

Actions

Likes
0
Downloads
0
Comments
0

1 Embed 148

http://www.cba.org.uk 148

Accessibility

Upload Details

Uploaded via as Adobe PDF

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

Pandemic Business Continuity Management – Dr Goh Moh Heng Presentation Transcript

  • 1. Pandemic Flu Business Continuity Management:Prepare and Be Ready to ManageDr Goh Moh HengPresidentBe Prepared! Managing Your Organisation Through A Global PandemicNovotel Manado Golf Resort & Convention CentreManado, Indonesia 28 May 20131
  • 2. Dr Goh Moh Heng• President– Business Continuity Management (BCM)Institute– www.bcm-institute.org• Managing Director– GMH Continuity Architects– Asia Pacific BCM Consulting Firm– www.GMHasia.com• Professional BCM Appointments– Technical Advisor for TR19:2005 & SS540:2008BCM Standard (Management Council andTechnical Committee) www.ss540.org– Project Director, Technical Working Group forSS507:2004• ISO/IEC 24762 Guidelines for BC-DR Serviceshttp://www.bcmpedia.org/wiki/Dr_Goh_Moh_Heng 2
  • 3. Dr Goh Moh HengPrior Appointments• Government of Singapore Investment Corporation(GIC)• Standard Chartered Bank– Global Head for BCM• PricewaterhouseCoopers• Past Certification Broad Member for DRIInternational’s Certification Board• Past Executive Director for DRI Asia• Senior Technical Advisor, China Business ContinuityManagement Forum• Published Books:– 7-book BCM Series– 5-book BCM Specialist Serieshttp://www.bcmpedia.org/wiki/Dr_Goh_Moh_Heng 3
  • 4. BCM Institute started inJanuary 2005Provide competency basedBC, CM and DR training to alllevelsStarted certificationprogramme in April 2007Certify BC and DRprofessionals globallyMore than 1500professionals from 40countries.Information Slide4
  • 5. Agenda• Intro to BCM Fundamentals• Understand WHO’s pandemic framework• Able to link framework to the 6 “R”s approach• Relate WHO Pandemic Phase to BC Life Cycle• Recognize Pandemic BC considerations andassumptions5
  • 6. 6
  • 7. BC PlanPlanning Methodology7
  • 8. BCMPedia• Based on Wikipedia-inspiredinformation portal• Cater for Business Continuity (BC),Crisis Management (CM) andDisaster Recovery (DR) Learning• Provide professionals with updatedinformation and knowledge of attheir finger tips for:– BC– DR– Pandemic Flu– BCM Audit– ISO 22301http://www.bcmpedia.org/wiki/Pandemic_Flu_Glossary 8
  • 9. World Health Organization Phase ofPandemic Alert9
  • 10. WHO Pandemic Influenza Phases10Phase DescriptionPhase 1No animal influenza virus circulating among animals have been reported to causeinfection in humans.Phase 2An animal influenza virus circulating in domesticated or wild animals is known to havecaused infection in humans and is therefore considered a specific potential pandemicthreat.Phase 3An animal or human-animal influenza reassortant virus has caused sporadic cases orsmall clusters of disease in people, but has not resulted in human-to-human transmissionsufficient to sustain community-level outbreaks.Phase 4Human to human transmission of an animal or human-animal influenza reassortant virusable to sustain community-level outbreaks has been verified.Phase 5 Human-to-human spread of the virus in two or more countries in one WHO region.Phase 6In addition to the criteria defined in Phase 5, the same virus spreads from human-to-human in at least one other country in another WHO region.Post peak periodLevels of pandemic influenza in most countries with adequate surveillance have droppedbelow peak levels.Post pandemic periodLevels of influenza activity have returned to the levels seen for seasonal influenza in mostcountries with adequate surveillance
  • 11. Alert SystemMinistry of Health (Singapore)11
  • 12. HOW DOES BUSINESS CONTINUITY ANDPANDEMIC FLU PLANNING RELATE?12
  • 13. Business Continuity Life Cycle• Reduce• Respond• Recover and Resume• Restore and Return13
  • 14. Business Continuity Life Cycle14
  • 15. BC Life Cycle and Related Plans15
  • 16. Pandemic Flu BC Plan vsBusiness Continuity Life CycleTimelineWithinminutes orhoursPre-empt &PreventWithin hoursor daysWithinweeks tomonthsCuster Detected in CountryReduceRespondRecover/ ResumeRestore/ Return16
  • 17. WHO Pandemic Alert Stages vsBusiness Continuity Execution PhaseCuster Detected in CountryTimeline1ReduceRespondRecover/ ResumeRestore/ Return2 3 4 5 6PostPandemicBCExecutionStages17
  • 18. Special Pandemic Flu BC Considerations• Cannot afford to wait for the next few months as the spread ofthe threat is rapid and the potential impact severe• Cannot expect a normal business continuity event timeline• Require to execute business continuity plans immediately• Expect fatality and absenteeism from the workforce• Need to consider where the employees are located• Expect closure of borders by government and this will impact onthe relocation of personnel• Must understand that the magnitude of the damage cannot beclearly defined as it extends beyond the organizations andcountries’ boundaries• Consider legal issues and risks as this is a predicted event18
  • 19. Pandemic Flu Planning Assumptions• Length of Disruptions and Absenteeism– Short and Medium Term Disruption– Long Term Disruption• Multiple Sites Disruptions• Continuous IT Operations• Disruption to Supply Chain• Local Denial of Access• Duration of Recovery from Illness• Variation of Health Support and Preparedness19
  • 20. Pandemic Timeline and BC PlanningPhase 1 to 3 Phase 5 to 6: PandemicSmall localizedcluster(s) of human-to-human transmission incountryLargerlocalizedcluster(s)Sustainedtransmissionwithin country2ndWaveTimeDisruptionto Business1stWaveHuman-to-humantransmission inneighboringcountriesWHO’s TimelinePhase Post PeakPost PandemicNthWavePhase4BC ExecutionStagesRestore/ ReturnReduceRespondRecover/Resume20
  • 21. WALKTHROUGH THE PANDEMIC FLUBUSINESS CONTINUITY PROCESSThe 6 “Rs”21
  • 22. Reduction• Monitor and Gain Knowledge• Establish Decision Making and Response Structure• Maintain Staff Dispersion Plan• Review IT Support Infrastructure• Inculcate Personal Hygiene• Communication• Review and Refine PoliciesWHOs PandemicStagePandemic Post-PandemicPhase 1 2 3 4 5 6 1Restore/ ReturnInter-Pandemic Pandemic-AlertBC ExecutionStageReduceRespondRecover/Resume22
  • 23. Response• Problem Escalation– Isolation– Contact Tracing– Decontamination• Initiate Crisis Communication• Prepare to Recover Critical OperationsWHOs PandemicStagePandemic Post-PandemicPhase 1 2 3 4 5 6 1Restore/ ReturnInter-Pandemic Pandemic-AlertBC ExecutionStageReduceRespondRecover/Resume23
  • 24. Recovery & Resumption• Operational and Continuity of Business– Activate essential business continuity measures todeliver key products and services– Restore non-critical business functions that becomecritical after an elapse time of the pandemicWHOs PandemicStagePandemic Post-PandemicPhase 1 2 3 4 5 6 1Restore/ ReturnInter-Pandemic Pandemic-AlertBC ExecutionStageReduceRespondRecover/Resume24
  • 25. Recovery & Resumption• Personnel, Health and Safety– Focus on employees’ welfare and availability– Activate measures to minimize introduction and/orspread of pandemic flu in work place (post notices;social distancing, managing ill staff members,workplace cleaning, etc.)– Activate process for recovered / well staff members toreturn to work25
  • 26. Recovery & Resumption• Personnel, Health and Safety– Enhance travel monitoring of staff– Update travel policies for hot spots– Monitor staff who have been issued quarantine ordersby the authorities– Separate those who are immunized from those whoare not immunized– Provide support for employees who are ill and alsotheir family members26
  • 27. Recovery & Resumption• Communication– Maintain ongoing communications– Intranet/ Internet webpages– Address employees and stakeholders27
  • 28. Restore and Return Home• At this phase, there is two possible scenarios:– Prepare for a possible subsequent waves– Restore normal operations at the primary siteWHOs PandemicStagePandemic Post-PandemicPhase 1 2 3 4 5 6 1Restore/ ReturnInter-Pandemic Pandemic-AlertBC ExecutionStageReduceRespondRecover/Resume28
  • 29. Restore and Return Home• Operational and Business Continuity– Conduct debrief and enhancement of the recovery organization– Review business and operational strategy– Update and disseminate new procedures and plans– Conduct additional training and exercises– Prepare for a possible subsequent wave of pandemic flu– Restore structure and contents– Complete post-restoration review• Tail-end of the Outbreak– Migrate operations back to primary site– Re-establish normal operations– Resumption of all business functions– Return to business as usual29
  • 30. Restore and Return Home• Communication– Communicate detailed plan to restore theorganizational capability– Staff buy-in30
  • 31. Lesson Summary• More Complicated than H1N1• Knowledge and Monitoring• Changes to Business Operations• Cost of Preparation• Steps to Prepare for BC Plan• Establish Structure– Monitoring– Decision-making– Response• Communication Protocols• Testing and Exercising31
  • 32. Restore and Return Home• Personnel, Health and Safety– Follow-up on outstanding HR and compensation issue– Enhance and update human resource andcompensation policies32
  • 33. THANK YOUDr Goh Moh HengPresidentMobile: +65 96711022Tel: +65 63231500Email: moh_heng@bcm-institute.org33