CBI swine flu seminar - Hugh Morris - Pandemic Resiliance Planning

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Presentation by Hugh Morris, principal consultant, pandemic planning and business continuity management, Marsh Risk Consulting, at the CBI swine flu seminar. Friday 4 September 2009.

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CBI swine flu seminar - Hugh Morris - Pandemic Resiliance Planning

  1. 1. Pandemic Resilience Planning ‘ The Basics’ 4 th September 2009 Hugh Morris MBCI Principal Consultant, Pandemic Planning and Business Continuity Management
  2. 2. Agenda <ul><li>Introduction </li></ul><ul><li>Pandemic Resilience vs Business Continuity Management </li></ul><ul><li>Issues and challenges </li></ul><ul><li>How to begin to plan </li></ul><ul><ul><li>Before you start </li></ul></ul><ul><ul><li>What to include </li></ul></ul>
  3. 3. Pandemic Resilience vs. Business Continuity Management What are the similarities and the differences? <ul><li>Very similar thought processes and types of plans, but there are some differences: </li></ul><ul><ul><li>‘Traditional’ BCM </li></ul></ul><ul><ul><ul><li>Response plans for unplanned events, usually single occurrence </li></ul></ul></ul><ul><ul><ul><li>Typically focussed on lack of physical resources / denial of access to specific locations </li></ul></ul></ul><ul><ul><ul><li>Usually a limited geographical impact </li></ul></ul></ul><ul><ul><li>Pandemic resilience planning </li></ul></ul><ul><ul><ul><li>An event that will happen or is already happening, and can happen on a number of occasions </li></ul></ul></ul><ul><ul><ul><li>Focussed on temporary lack of human resources </li></ul></ul></ul><ul><ul><ul><li>A large geographical impact, including global supply chains </li></ul></ul></ul><ul><ul><ul><li>Potentially constraints placed on activities by external bodies (e.g. national governments) </li></ul></ul></ul>
  4. 4. Issues and challenges <ul><li>We don’t have a risk management / BCM function </li></ul><ul><ul><li>Planning can be driven through various functions, often either: </li></ul></ul><ul><ul><ul><li>Human Resources </li></ul></ul></ul><ul><ul><ul><li>Health, Safety & Environment </li></ul></ul></ul><ul><li>Timing </li></ul><ul><ul><li>Planning should be carried out ahead of time, but when? </li></ul></ul><ul><li>How to keep pace with a moving target </li></ul><ul><ul><li>We don’t know the likelihood or scale, so what do we plan for? </li></ul></ul><ul><li>Volume of information, possibly conflicting (from the media?) </li></ul><ul><li>Virulence and spread </li></ul><ul><ul><li>What will the virus (or mutation) look like and who will be affected? Where do we begin? </li></ul></ul><ul><li>Apathy </li></ul><ul><ul><li>We weren’t badly affected last time, so what’s the problem? </li></ul></ul>
  5. 5. How to begin to plan Before you start <ul><li>What are you planning for? </li></ul><ul><li>What are you trying to achieve? </li></ul><ul><li>What support is needed from senior management? </li></ul><ul><li>Who needs to be involved? </li></ul>
  6. 6. How to begin to plan What to include <ul><li>Possible need to alter policies </li></ul><ul><ul><li>Absenteeism </li></ul></ul><ul><ul><li>Travel </li></ul></ul><ul><ul><li>Working hours (flexibility) </li></ul></ul><ul><li>‘ Corporate’ activities </li></ul><ul><ul><li>Setting the overall business strategy in a pandemic situation, including the planning assumptions for the business units </li></ul></ul><ul><ul><li>Communications (internally and externally, before, during and after) </li></ul></ul><ul><ul><li>Corporate support (e.g. occupational health arrangements, emotional support) </li></ul></ul><ul><ul><li>Treatment and protection (e.g. cleaning regimes) </li></ul></ul><ul><ul><li>Guidance on personal responsibility </li></ul></ul><ul><li>‘ Business unit’ activities </li></ul><ul><ul><li>Develop ‘Pandemic Continuity Plan’ </li></ul></ul>
  7. 7. How to begin to plan Pandemic Continuity Planning <ul><li>What is the impact on the business when a pandemic situation develops? </li></ul><ul><li>What is the impact on your clients / customers, and the demand on your services / products? </li></ul><ul><li>What are the business’ priorities, and are they any different from those identified in any ‘traditional’ business continuity management? </li></ul><ul><li>How will you continue critical business activities? </li></ul><ul><li>Who are your key suppliers, and what are the implications for your business in the event of a supplier reducing capacity due to a pandemic situation? </li></ul><ul><li>How will you document your plan? </li></ul>
  8. 8. How to begin to plan Suggested contents <ul><li>Introduction </li></ul><ul><ul><li>Scope, definitions, objectives, executive summary </li></ul></ul><ul><li>Planning activities pre-pandemic, pandemic and post-pandemic </li></ul><ul><li>Critical business processes and target recovery times </li></ul><ul><ul><li>Details of prioritised business activities, impacts of unavailability of percentages of staff and / or key individuals, and strategies and solutions for continuance of these activities (including solutions for impacts on your supply chain) </li></ul></ul><ul><li>List of key staff </li></ul><ul><ul><li>What workarounds are required for unavailability of key staff (either categories or individuals), e.g. cross-training, temporary staff, etc. </li></ul></ul>
  9. 9. What next? You now have a plan <ul><li>How do you know the plan will work? </li></ul><ul><ul><li>Review by key stakeholders </li></ul></ul><ul><ul><li>Tests / exercises </li></ul></ul><ul><li>How do you keep the plan up to date? </li></ul><ul><ul><li>Assign responsibility for monitoring the situation and updating the plan with latest guidance from government and other bodies </li></ul></ul>
  10. 10. www.marsh.com This PowerPoint™ presentation is based on sources we believe reliable and should be understood to be general risk management and insurance information only. Marsh Ltd is authorised and regulated by the Financial Services Authority © Copyright 2009 Marsh Ltd All rights reserved

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