Business Continuity, Risk Management & Pandemic Planning

Transcription

1 , Risk Management & Pandemic Planning Health and Safety Management Dan Hopwood, M.P.H., ARM Professional Certificate in Human Resources Steve Thompson, ARM, COSS Risk Management and a little on Pandemic Issues and Planning Advanced Topics why? Business owners and managers should be familiar with Should be building the capability Understand relevance to your business (no burying your head in the sand) Training, education and programmatic considerations 1

2 Advanced Topics why? Some general thoughts: 9/11= terrorism Katrina = natural disasters Economy = resource allocation issues/supply chain problems Risk = a different world and need to know what can hurt you People = response to stressors Technology = nothing is the same Ability to recover can be compromised by What keeps you up at night? Advanced Topics why? More general thoughts: Continue or re-open business after catastrophe s = challenging without proper planning How quickly you do is a measure of planning Safety and Risk Management are not the same we ll distinguish the two Moral and ethical behavior = more important now than ever before; stresses make folks do bad things sometimes Advanced Topics: Why are these advanced topics? short shrift < planning < program development and deployment < training All complex Require time and attention Prone to avoidance management and behaviors 2

3 Emergency response one place to start: How do we categorize things that require planning and training Natural Human Technological Contingent Emergency response one place to start: The role of management the big picture: ID vulnerabilities (Threat) mitigation and controls Training and education Procedures, up-to-date and practiced Real or potential magnitude as a driving force: Recovery and/or survival-oxford Studies Analysis of threats (see Matrix, pg. 189) = recognition Recoverer s vs. Non-Recoverer s Operational capabilities vs. share value 3

4 you can not respond to that which you have not identified At least not very effectively give me three steps, give me three steps Mister, three steps toward the door Threat identification (RBIA or BIA) (natural, technological, human or contingent) Qualitative Quantitative Robust what if, especially with contingent thinking Threat assessment is never-ending OK now the three steps (Mister)! Good threat assessment makes for better emergency planning (see the opening comment above!) Crisis management and communication = the bridge to Business recovery Together, these steps basically comprise the tactical aspects of business continuity Emergency Planning Correlate to threats? Specialized training needed? Communication needs? Responsibilities and duties clear? Goals? S & R (or, search and rescue) Exercises and what type? Case study Table top Functional 4

5 Crisis Management and Communication (Management) Leadership, decision-making (Communication) Internal and external constituents Incident command Planning Operations Logistics, and Financial Crisis Management EOC s Activation Pre-emptive Threat/event dependant Practice or training Communication Internal Employees Families (Chilean Mine?) BOD Others? External Regulatory Business Partners Supply chain Media 5

6 Communication Focuses on: Communication needs and requirements Message content and context Form of communication Tools used Business or Operational Recovery Systematic Planned Considers: Criticality of operations Contractual obligations Life safety Revenue streams Supply chain dependency Validating plans Tests Drills Exercises How robust validation is, is a function of?: Plan maintenance (what, you thought they managed themselves??) 6

7 Pandemic A Reasonable Case Study? Avian Flu (H5N1) Bird flu Holding steady at CDC Phase 3 H1N1 Swine flu (U.S. 2009) Risk Management shifting gears Not the same as safety! Measure of frequency and severity Hazard something that can cause harm Risk Management (RM) = the process of making and implementing decisions that will minimize the adverse effects of accidental and business losses on an organization. Risk Management Formal course of study and designation Create acceptable risk Operationally Financially Legally Basic approach: Exposure avoidance Loss prevention Loss reduction Segregation Contractual transfer (for risk control or risk financing) 7

8 Risk Management Categories of risk: Property Liability Personnel Financial (business) Alternatives that carry less risk? The Risk Management Cascade The Risk Management Cascade 1. ID exposures (there it is again!) 2. Examine control options 3. Select the best options 4. Implement the best option 5. Monitor, follow-up and make changes (go back to #1) Moral and Ethical Considerations And now a few words from our sponsor? Fair Trade Reputation Social responsibility? Legal and Regulatory Criminal activities Whistleblower programs 8

9 , Risk Management & Pandemic Planning Best Practices Checklist Threat Assessment and Emergency Planning Crisis Management Crisis Communication Business or Operational Recovery Risk Management Ethics Recordkeeping Specific hazards, Risk Management & Pandemic Planning Tools and resources Disaster Recovery Institute International Institute Association of Contingency Planners Ready.gov CERT Teams (Google the term or go to SDCounty.gov) Insurance Institute of America Page 207 of the class text Security Management Plan Example Element 9: Exercises Review of Workplace Safety Resources Resources: Pandemic related