MasterCard BC and Pandemic Presentation

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Information about MasterCard BC and Pandemic Presentation

Published on March 26, 2008

Author: Woodwork


the Company’s Business Continuity Program:  the Company’s Business Continuity Program Randy Till Business Continuity Pandemic – A People Impacting Event The Greatest Threat in Our Life Time?:  The Greatest Threat in Our Life Time? All Countries Will Be Affected:  All Countries Will Be Affected Global spread will be inevitable once a fully contagious virus emerges Countries might attempt to contain the virus through measures such as border closures and travel restrictions Pandemics of the previous century encircled the globe in 6 to 9 months (even when most international travel was by ship) Given the speed and volume of international air travel, the virus could spread more rapidly, possibly reaching all continents in less than 3 months Severe acute respiratory syndrome (SARS) -- a watershed event.. The SARS virus traveled rapidly along the routes of international air travel to infect more than 8,000 people around the world. (SARS killed almost 800) World Health Organization Slide4:  Capture the competitive advantage by acting now Poorly-prepared Long-term damage to strategic interests, customer relations, brand reputation and employee commitment Lost competitive advantage Time Lost business Crisis begins Accelerated recovery ▼ Delayed recovery ▼ Well-prepared Dave Kieffer, Mercer Consulting Slide5:  How to Prepare: Create A Pandemic Task Force Task Force Creation:  Task Force Creation The Pandemic Preparedness Task Force was created in September of 2005. A Pandemic expert was hired to assist in development of a Pandemic Plan Established a cross-functional task force to define an approach and strategy for pandemic planning . Task Force Activities:  Task Force Activities Risk Management Educate teams on pandemic planning Define mission-critical activities Facilitate cross-functional pandemic plan and update/test existing business continuity procedures Corporate Security Monitor sources to assess current situation Develop procedures to manage security events during a pandemic Procure supplies for personnel safety Determine travel restrictions and track employee travel. Task Force Activities (Cont.):  Task Force Activities (Cont.) Corporate Services Define policies to ensure safe work environment Review supply chain issues and status of preparedness for mission-critical vendors Define and implement social distancing procedures Develop policies for monitoring/closing facilities and canceling corporate sponsored events Legal Provide legal review of pandemic plan, policies, procedures, and communications Monitor WHO and other public policy sources to assess the current situation Task Force Activities (Cont.):  Task Force Activities (Cont.) Global Communications Identify stakeholders for internal and external communications Obtain legal approval and medical expert review of communications as necessary Enhance crisis communications plan with messages for pandemic (global and local) Customer Group/Regions Anticipate business impacts associated with a pandemic event Identify mission-critical employees Task Force Activities (Cont.):  Task Force Activities (Cont.) Human Resources Review and update existing HR polices/procedures (e.g., sick leave, FMLA, absenteeism, insurances, disability, vacation, travel). Coordinate activities with nursing staff, oversee admin of flu vaccination, and determine whether to obtain antiviral drugs. Provide input on employee communications regarding pandemic plan and associated policies. Assist in the development of pandemic information sessions and provide educational materials. Train on protective devices, infectious disease protocols, and handling of infected personnel. Work with legal, medical, health, and insurance providers. Task Force Activities (Cont.):  Task Force Activities (Cont.) Global Technology Operations Enhance existing technology to support work-from-home solution Identify mission critical software/equipment: procure additional requirements needed Identify single points of failure considering people, locations, and equipment Slide12:  Pandemic Planning Pandemic Planning Task Force -- Governance Body:  Addressed unique requirements for pandemic events Gained appropriate management commitment and involvement in the pandemic planning requirements Integrate pandemic planning requirements into the Business Continuity Program with appropriate adjustments Executive Management Audit Committee of the BOD Pandemic Planning Task Force -- Governance Body Task Force Deliverables:  Task Force Deliverables Distributed multiple employee communications Responded to customer inquiries Updated Executive Management Linked Pandemic Planning into existing business continuity practices Obtained professional services and input from experts Developed the Pandemic Plan and associated guidelines Corporate Security Activities:  Corporate Security Activities Corporate Security will monitor reported cases of avian influenza. Although the WHO pandemic alert periods have been used as general triggers during the planning process, the situation at any given office location or city around the world will vary during an actual pandemic event. To assist with local response, Corporate Security implemented country risk ratings that correlate with the severity of avian influenza impact within a country. Country Risk Ratings:  Country Risk Ratings Plan Globally, Act Locally Orange – Country Has Reported Confirmed Human Case(s) Contracted Through Humans – Clusters Emerging Yellow – Country Has Reported A Confirmed Human Case Contracted Through Contact With An Animal Green – Country Has Reported a Confirmed Case of Avian Influenza in Birds Or Animals Blue – Country Has No Reported Cases of Avian Influenza Red – Country Has Reported Multiple Confirmed Cases Contracted Through Humans – Virus Spreading Efficiently Slide17:  Pandemic Plan Pandemic Plan Assumptions:  Pandemic Plan Assumptions 30 – 50% absenteeism of staff, vendors, and providers of community services Pandemic may last as long as 18 months in 3 separate waves (mortality and morbidity will increase and decrease) Critical functions carried out by contractors, consultants, and vendors cannot be guaranteed Civil society infrastructure will be stressed, but remain functional There will potentially be closure of gathering places in the community Pandemic Plan Assumptions:  Pandemic Plan Assumptions There may be less than six weeks of warning from the time the pandemic is announced until it spreads the globe. No remedies will be available (Tamiflu and other antivirals will be in very limited supply) WHO phase levels do not provide any indication regarding the time interval between levels WHO phases 1 – 3 are for planning activities and WHO phases 4 – 6 are for plan execution Slide20:  WHO Phases Phase 1 & 2. No new influenza virus subtypes have been detected in humans. Phase 3. Human infection(s) with a new subtype, but no human-to-human spread, or at most rare instances of spread to a close contact. Phase 4. Small cluster(s) with limited human-to-human transmission. Phase 5. Larger cluster(s) but human-to-human spread still localized. Phase 6. Pandemic: increased and sustained transmission in general population. Pandemics usually last approximately 18 months The first 90 - 120 days are likely to be the most deadliest. Six distinct phases have been defined to facilitate pandemic preparedness planning Using the Pandemic Plan:  Using the Pandemic Plan Manage each aspect of the crisis at the appropriate organizational level Give functional experts room to operate Avoid over-reaction Continually anticipate and assess alternate or worst case scenarios Consider consequences Manage the media Contents of the Pandemic Plan:  Contents of the Pandemic Plan Pandemic Planning Objectives and Background Information WHO Alert Periods and Plan Globally, Act Locally (Triggers) Planning Assumptions Task Force Team Roles and Responsibilities Incident Command System for Emergency Management Structure and Use of the Plan Pandemic Preparedness Guidelines Pandemic Preparedness Tasks By Phase Functional Team Pandemic Guidelines and Action Plans Appendix Information Informational Sections Execution Sections Slide23:  Building a Resilient Organization The good news… All of the pandemic planning will make our organization a much more resilient organization. AND Allow for Business Continuity Integration Business Continuity Integration:  Business Continuity Integration Randy Till Business Continuity General Business Continuity Planning:  General Business Continuity Planning Business Continuity Planning generally has two assumptions: Back to “business as usual” in 30-45 days or less in most cases Business location or facility impacted -- unavailable Go from the “affected” site to the “unaffected site” and resume business These don’t apply with Pandemic Event Business Continuity Program – Key Components:  Business Continuity Program – Key Components Awareness and Management - Maintain the appropriate level of knowledge and experience while providing a structured process to ensure business continuity needs are addressed Awareness & Management Breadth of the Program:  Breadth of the Program Business Continuity Planning Cycle:  Business Continuity Planning Cycle Challenges: Maintaining Business Continuity Plans with dynamic information Keeping business personnel ready to execute in an emergency Work From Home (WFH) Infrastructure Integration:  Work From Home (WFH) Infrastructure Integration Evaluated WFH Infrastructure - Circuits - Licensing Agreements - Capacity Defined WFH equipment, software and communication network requirements Expanded WFH infrastructure to address People Impacting Events Business Continuity Plan Enhancements:  Business Continuity Plan Enhancements BIA – Identified and Coded WFH Business Functions Developed WFH Recovery Strategy Expanded Business Recovery Rosters Identified and Coded WFH Employees Certified Employees WFH Capabilities Developed Social Distancing Program Integrating Expanded Work-From-Home into Business Continuity Plans :  Integrating Expanded Work-From-Home into Business Continuity Plans Business Function 1 (W-F-H = Y) Business Function 2 (W-F-H = N) Validate W-F-H for Employees and Business Functions Incident Command System (ICS) Critical to Managing A Pandemic:  Incident Command System (ICS) Critical to Managing A Pandemic Randy Till Business Continuity General Emergency Management Planning:  General Emergency Management Planning Emergency Management Planning general assumptions: Event impacts specific Business locations Event impacts a geographic region People are available and willing to support the event None apply with a Pandemic Event Existing Emergency Management Plans are geared towards the above situation Requires rethinking Move towards the Incident Command Systems Slide34:  ICS Structure to Manage a Pandemic Event Benefits of Incident Command System:  Benefits of Incident Command System Flow of information “communications” across the organization (horizontal and vertical) Especially helpful for companies with multiple locations Coordination and sharing of resources between teams and locations Use of common terminology, which is readily understood Proven practice used by law enforcement, government, and the military ICS Organizational Structure:  ICS Organizational Structure Command (manages) Operations (does) Logistics (care/gets) Planning & Intelligence (plans) Financial (pays/records) Command Manages Operations Does Planning & Intelligence Plans Logistics Cares/Gets Finance Pays/Records ICS Team Types at the Company:  ICS Team Types at the Company CIRT = Corporate Incident Response Team Corporate Headquarters – Purchase, NY Manages the events locally impacting the Purchase Headquarters Supports all global incidents with the potential to impact the corporation from an enterprise business perspective LIRT = Local Incident Response Team Regional Headquarters and Large offices Manages the events locally and supports small regional offices Communicates up to Corporate Headquarters, CIRT IAT = Initial Assessment Team Sub-team of CIRT/LIRT or team for small regional offices Assembles to assess and address incidents Determines weather to activate the CIRT/LIRT or a subset of the team based on the incident Slide38:  Corporate Incident Response Team (CIRT) Operations Planning & Intelligence Logistics Financial Incident Commander Operations Team Lead P&I Team Lead Logistics Team Lead Financial Team Lead Corporate Incident Response Team (CIRT) Responsibility of the CIRT: Manages the events locally impacting the Corporate Headquarters Supports all global incidents with the potential to impact the corporation from an enterprise business perspective Corporate Headquarters only Executive Management Slide39:  Local Incident Response Team (LIRT) Office Location Operations Planning & Intelligence Logistics Financial LIRT Commander Operations Team Lead P&I Team Lead Logistics Team Lead Financial Team Lead Local Incident Response Team (LIRT) Responsibility of the LIRT: Manages the events locally Communicates up to Corporate Headquarters Regional Headquarters and Large Staffing Executive Management Region Slide40:  Initial Assessment Team (IAT) for Regional offices Asia LIRT Example of Local Response Concept:  Example of Local Response Concept Scenario Walkthrough:  Scenario Walkthrough EVENT First Response process LIRT – Regional HQs & Large Staffing Activate LIRT? (appropriate components) IAT Process activated Assess (use Situation Assessment Form) IAT continues monitoring Yes No LIRT activated Notifies Executive Management Notifies CIRT Incident Commander Activate CIRT? (appropriate components) CIRT activated IAT continues monitoring Yes No Notify GSCC Global Security Control Center (GSCC) Process Monitoring Continues Cross Office Notification

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