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

1. Pandemic Flu Business Continuity Management:
Prepare and Be Ready to Manage
Dr Goh Moh Heng
President
Be Prepared! Managing Your Organisation Through A Global Pandemic
Novotel Manado Golf Resort & Convention Centre
Manado, Indonesia 28 May 2013
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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 & SS540:2008
BCM Standard (Management Council and
Technical Committee) www.ss540.org
– Project Director, Technical Working Group for
SS507:2004
• ISO/IEC 24762 Guidelines for BC-DR Services
http://www.bcmpedia.org/wiki/Dr_Goh_Moh_Heng 2

3. Dr Goh Moh Heng
Prior Appointments
• Government of Singapore Investment Corporation
(GIC)
• Standard Chartered Bank
– Global Head for BCM
• PricewaterhouseCoopers
• Past Certification Broad Member for DRI
International’s Certification Board
• Past Executive Director for DRI Asia
• Senior Technical Advisor, China Business Continuity
Management Forum
• Published Books:
– 7-book BCM Series
– 5-book BCM Specialist Series
http://www.bcmpedia.org/wiki/Dr_Goh_Moh_Heng 3

4. BCM Institute started in
January 2005
Provide competency based
BC, CM and DR training to all
levels
Started certification
programme in April 2007
Certify BC and DR
professionals globally
More than 1500
professionals from 40
countries.
Information Slide
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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 and
assumptions
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6. 6

7. BC Plan
Planning Methodology
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8. BCMPedia
• Based on Wikipedia-inspired
information portal
• Cater for Business Continuity (BC),
Crisis Management (CM) and
Disaster Recovery (DR) Learning
• Provide professionals with updated
information and knowledge of at
their finger tips for:
– BC
– DR
– Pandemic Flu
– BCM Audit
– ISO 22301
http://www.bcmpedia.org/wiki/
Pandemic_Flu_Glossary 8

9. World Health Organization Phase of
Pandemic Alert
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10. WHO Pandemic Influenza Phases
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Phase Description
Phase 1
No animal influenza virus circulating among animals have been reported to cause
infection in humans.
Phase 2
An animal influenza virus circulating in domesticated or wild animals is known to have
caused infection in humans and is therefore considered a specific potential pandemic
threat.
Phase 3
An animal or human-animal influenza reassortant virus has caused sporadic cases or
small clusters of disease in people, but has not resulted in human-to-human transmission
sufficient to sustain community-level outbreaks.
Phase 4
Human to human transmission of an animal or human-animal influenza reassortant virus
able 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 6
In 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 period
Levels of pandemic influenza in most countries with adequate surveillance have dropped
below peak levels.
Post pandemic period
Levels of influenza activity have returned to the levels seen for seasonal influenza in most
countries with adequate surveillance

11. Alert System
Ministry of Health (Singapore)
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12. HOW DOES BUSINESS CONTINUITY AND
PANDEMIC FLU PLANNING RELATE?
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13. Business Continuity Life Cycle
• Reduce
• Respond
• Recover and Resume
• Restore and Return
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14. Business Continuity Life Cycle
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15. BC Life Cycle and Related Plans
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16. Pandemic Flu BC Plan vs
Business Continuity Life Cycle
Timeline
Within
minutes or
hours
Pre-empt &
Prevent
Within hours
or days
Within
weeks to
months
Custer Detected in Country
Reduce
Respond
Recover/ Resume
Restore/ Return
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17. WHO Pandemic Alert Stages vs
Business Continuity Execution Phase
Custer Detected in Country
Timeline
1
Reduce
Respond
Recover/ Resume
Restore/ Return
2 3 4 5 6
Post
Pandemic
BCExecutionStages
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18. Special Pandemic Flu BC Considerations
• Cannot afford to wait for the next few months as the spread of
the 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 on
the relocation of personnel
• Must understand that the magnitude of the damage cannot be
clearly defined as it extends beyond the organizations and
countries’ boundaries
• Consider legal issues and risks as this is a predicted event
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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 Preparedness
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20. Pandemic Timeline and BC Planning
Phase 1 to 3 Phase 5 to 6: Pandemic
Small localized
cluster(s) of human-to-
human transmission in
country
Larger
localized
cluster(s)
Sustained
transmission
within country
2nd
Wave
Time
Disruption
to Business
1st
Wave
Human-to-human
transmission in
neighboring
countries
WHO’s Timeline
Phase Post Peak
Post Pandemic
Nth
Wave
Phase
4
BC Execution
Stages
Restore/ Return
Reduce
Respond
Recover/Resume
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21. WALKTHROUGH THE PANDEMIC FLU
BUSINESS CONTINUITY PROCESS
The 6 “Rs”
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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 PoliciesWHO's Pandemic
Stage
Pandemic Post-Pandemic
Phase 1 2 3 4 5 6 1
Restore/ Return
Inter-Pandemic Pandemic-Alert
BC Execution
Stage
Reduce
Respond
Recover/Resume
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23. Response
• Problem Escalation
– Isolation
– Contact Tracing
– Decontamination
• Initiate Crisis Communication
• Prepare to Recover Critical Operations
WHO's Pandemic
Stage
Pandemic Post-Pandemic
Phase 1 2 3 4 5 6 1
Restore/ Return
Inter-Pandemic Pandemic-Alert
BC Execution
Stage
Reduce
Respond
Recover/Resume
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24. Recovery & Resumption
• Operational and Continuity of Business
– Activate essential business continuity measures to
deliver key products and services
– Restore non-critical business functions that become
critical after an elapse time of the pandemic
WHO's Pandemic
Stage
Pandemic Post-Pandemic
Phase 1 2 3 4 5 6 1
Restore/ Return
Inter-Pandemic Pandemic-Alert
BC Execution
Stage
Reduce
Respond
Recover/Resume
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25. Recovery & Resumption
• Personnel, Health and Safety
– Focus on employees’ welfare and availability
– Activate measures to minimize introduction and/or
spread of pandemic flu in work place (post notices;
social distancing, managing ill staff members,
workplace cleaning, etc.)
– Activate process for recovered / well staff members to
return to work
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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 orders
by the authorities
– Separate those who are immunized from those who
are not immunized
– Provide support for employees who are ill and also
their family members
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27. Recovery & Resumption
• Communication
– Maintain ongoing communications
– Intranet/ Internet webpages
– Address employees and stakeholders
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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 site
WHO's Pandemic
Stage
Pandemic Post-Pandemic
Phase 1 2 3 4 5 6 1
Restore/ Return
Inter-Pandemic Pandemic-Alert
BC Execution
Stage
Reduce
Respond
Recover/Resume
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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 usual
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30. Restore and Return Home
• Communication
– Communicate detailed plan to restore the
organizational capability
– Staff buy-in
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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 Exercising
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32. Restore and Return Home
• Personnel, Health and Safety
– Follow-up on outstanding HR and compensation issue
– Enhance and update human resource and
compensation policies
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33. THANK YOU
Dr Goh Moh Heng
President
Mobile: +65 96711022
Tel: +65 63231500
Email: moh_heng@bcm-institute.org
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