Preparing for Disaster: What You Need to Know

Transcription

1 Preparing for Disaster: What You Need to Know Tom Halpin, Senior Vice President Treasury Services U.S. Dollar Clearing Frank Fogliano, Vice President Treasury Services Sales October 2006

2 Are You Prepared? Only 19% of organizations have disaster readiness plans in place. Have a plan & test it regularly Creating a new plan Perform backup procedures w/out a plan Have an untested plan Want to plan but have no budget 32% 19% 7% 3% 39% Source: 2006 Treasury Institute Benchmarking Survey JPMorgan Chase & Co. All rights reserved. JPMorgan Chase Bank, N.A. Member FDIC 1

3 Are You Prepared? Only 33% of organizations have a disaster recovery policy for the treasury function. Policy in Place Policy is Current (Reviewed within the last 12 months) 100% 100% % of Respondents 80% 60% 40% 81% 84% 47% 74% 61% 68% 42% 65% 42% 33% 20% 13% 0% Investment Disbursement Cash Management and Banking Collection Risk Management Disaster Recovery (Treasury) Source: disasterrecoveryplanning.org JPMorgan Chase & Co. All rights reserved. JPMorgan Chase Bank, N.A. Member FDIC 2

4 Preparing for Disaster The Challenge To ensure your cash management/treasury operation is ready to face service disruptions everything from short-term outages to full-fledged disasters JPMorgan Chase & Co. All rights reserved. JPMorgan Chase Bank, N.A. Member FDIC 3

5 A Few Questions to Consider Do you have contingency procedures in place to maintain treasury/cash management functions in a disaster? Are your procedures tested? How often? How reliant are you on vendors, suppliers and banks to perform daily activities? How would you stay connected in an emergency? Do you have all the information you need readily available to communicate from a remote site? Has a contingency plan been communicated to your staff? Do they know what to do in a disaster? JPMorgan Chase & Co. All rights reserved. JPMorgan Chase Bank, N.A. Member FDIC 4

6 Disaster Preparedness Fundamentals Develop a plan that addresses: Outage Severity and Duration Processes Infrastructure People Communication Work with providers to enhance your plan Ensure plan maintenance and testing JPMorgan Chase & Co. All rights reserved. JPMorgan Chase Bank, N.A. Member FDIC 5

7 Outage Severity and Duration Level 1 Localized Damage or Interruption Business could fully resume within several hours. Critical functions could be relocated within the primary location. If the outage extends beyond one day, use of the disaster recovery site may be required JPMorgan Chase & Co. All rights reserved. JPMorgan Chase Bank, N.A. Member FDIC 6

8 Outage Severity and Duration Level 2 Damage to Primary Site that Interrupts Processing (e.g., fire, flood or air contamination) Full recovery plan goes into effect. Critical functions are assessed to determine whether to remain at primary site or go to contingency processing site JPMorgan Chase & Co. All rights reserved. JPMorgan Chase Bank, N.A. Member FDIC 7

9 Outage Severity and Duration Level 3 Extensive Damage to Primary Site (e.g., explosion that destroys one of more buildings, severe hurricane, chemical spills) Full recovery plan goes into effect. All critical employees are moved to recovery sites and alternative processing sites take over JPMorgan Chase & Co. All rights reserved. JPMorgan Chase Bank, N.A. Member FDIC 8

10 Processes Have contingency procedures in place to process payments and access information. Conduct regular tests of your procedures by logging into your backup systems and generating at least one transaction. Create contingency procedures for the security of data. Review the following with each of your banks to ensure accuracy: Account information and structures Authorized signers Security administrators User IDs and entitlements JPMorgan Chase & Co. All rights reserved. JPMorgan Chase Bank, N.A. Member FDIC 9

11 Processes (cont.) Maintain IDs, passwords and security tokens in both on-site and off-site locations. Maintain a laptop with updated software. Ensure off-site access to all documentation and emergency procedures JPMorgan Chase & Co. All rights reserved. JPMorgan Chase Bank, N.A. Member FDIC 10

12 Infrastructure For short-term outages, be prepared to have staff work from home. For long-term outages, have geographically dispersed contingency sites where you can rapidly shift operations. Test your primary site against your contingency site. If you lease a contingency site, know how the space will be allocated during an emergency JPMorgan Chase & Co. All rights reserved. JPMorgan Chase Bank, N.A. Member FDIC 11

13 Infrastructure (cont.) To understand your interdependencies, conduct periodic reviews: of your connectivity between systems and departments between your backup systems and your customers, suppliers and others to ensure they are compliant and operational Plans should include a variety of communications channels (e.g., cell phones, Web communications, analog telephones) JPMorgan Chase & Co. All rights reserved. JPMorgan Chase Bank, N.A. Member FDIC 12

14 People Form an emergency management team. Have a clear, predetermined chain of command. Ensure your employees are sufficiently crosstrained in key functions. Have a plan to move employees to contingency sites. Be sure to consider: hotel and transportation accommodations family ties Be aware of the potential emotional response of employees to a crisis and how it could affect their ability to function JPMorgan Chase & Co. All rights reserved. JPMorgan Chase Bank, N.A. Member FDIC 13

15 Communication Create an internal and external crisis communication plan. Document your emergency chain of command and communicate it throughout the organization. Supply your employees, clients, banks and suppliers with 24-hour emergency contact telephone numbers. Department calling trees / wallet cards 800 numbers for employees to get information Leverage your organization s plan to communicate with fire, police and emergency medical services personnel, as well as utilities, regarding disaster preparedness JPMorgan Chase & Co. All rights reserved. JPMorgan Chase Bank, N.A. Member FDIC 14

16 Maintain and Test the Plan An ongoing review of your disaster readiness plan is critical to protecting your clients, partners and reputation. Test the plan regularly from contingency sites. Update as needed to reflect changes in: Personnel Technology Providers JPMorgan Chase & Co. All rights reserved. JPMorgan Chase Bank, N.A. Member FDIC 15

17 Working with Your Providers Consider the following: How you would maintain liquidity if your primary provider were impacted by a disaster. How easily you would have access to cash in a crisis. Using multibank reporting and initiation to limit the number of IDs and passwords needed in an emergency. Outsourcing your receivables collection to a provider with geographically dispersed network capabilities. Using positive pay and stop payment capabilities to limit exposure and help manage risk. Imaging transactions, data and documents to ensure redundancy and secure access to information JPMorgan Chase & Co. All rights reserved. JPMorgan Chase Bank, N.A. Member FDIC 16

18 JPMorgan Chase & Co. All rights reserved. JPMorgan Chase Bank, N.A. Member FDIC 17

19 Conclusion Being prepared will limit cost exposure and uncertainty when a disaster strikes. Bring contingency plans into a first-action phase. Ensure providers have the scale and resources to support your organization. Develop effective internal and external communication plans. Review and test procedures regularly. Keep it simple JPMorgan Chase & Co. All rights reserved. JPMorgan Chase Bank, N.A. Member FDIC 18

20 Thank You