Pandemic Planning CIA Conference June 29-30 Judy Cameron Director Legislation & Policy Initiatives...
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![Page 1: Pandemic Planning CIA Conference June 29-30 Judy Cameron Director Legislation & Policy Initiatives – OSFI 613 – 990-7337.](https://reader030.fdocuments.in/reader030/viewer/2022032517/56649ca25503460f94961318/html5/thumbnails/1.jpg)
Pandemic Planning
CIA Conference June 29-30
Judy CameronDirector Legislation & Policy Initiatives – OSFI613 – 990-7337
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Agenda• Background on regulators focus on BCP• Why pandemic concerns Canadian authorities• International responses to pandemic threat • What has OSFI done • What does OSFI look at?• Next steps
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Background
• Heightened focus on BCP post Y2K and 9-11
• Some regulators issued specific guidance• Need for international collaboration:
– Importance of global financial sector – Increasing inter-dependencies within financial system
• Various international initiatives– Protocols for cross-border crisis communications– Basel principles expect banks to have contingency and
business continuity plans. – Joint Forum high level principles on BCP
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BackgroundPrinciples for BCP
• Joint Forum principles focus on Business Continuity Management (BCM)
• Effective BCM includes– Business impact analysis to identify critical
services/activities– Recovery strategy – objectives for recovering critical
services– Business continuity plans to implement recovery
strategy
• Relevant for all financial sector participants and authorities Global principles for financial sector
• Common base of resilience across national boundaries
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Background Principles for BCP
Joint Forum Principles (December 2005)1. Boards are responsible for effective BCM2. Organisations should explicitly consider & plan for
major operational disruptions3. Recovery objectives should reflect FIs’ risk to the
operation of the financial system.4. BCPs should address range of internal & external
communication issues5. Communication protocols should address cross-
border communication6. Business continuity plans should be tested to
assess effectiveness7. Financial authorities should assess BCMs as part
of supervisory reviews
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Why pandemic concerns Canadian authorities
• Historical pattern - pandemics every 30 to 50 years (e.g. Spanish flu - 1918, Asian flu - 1957)
• Spread of H5N1 could lead to pandemic• As of June 06/06, 225 human cases with 128 deaths• Predominantly in SE Asia (also China and Middle East)• Characteristics of H5N1 similar to 1918 virus
– Fatality in the 15 – 40 age range • Experts believe a flu pandemic is inevitable• Potential for significant economic consequences
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Why pandemic concerns Canadian Authorities
• Financial services critical to Canadian economy.
• Adverse impacts due to increased absenteeism, social
distraught, restrictions on travel and trade, etc. – 30 – 50% absenteeism could disrupt operation of critical
financial system functions (payments, clearing and settlement).
– Insurance exposure due to loss of revenue and increased claims
– Impact on economy leads to increased credit risk.
– Temporary increase in risk aversion. Could lead to high demand for liquidity.
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Pandemic vs “typical” disruption• . Traditional BCP scenario Pandemic scenario
Single event (in one geographic area), comes as a surprise
Multiple waves over 6+ months
Widespread, comes in phases
Impacts:
•Likely main impact is IT and / or premises & facilities
•People may be generally unaffected
Impacts:
•IT and / or premises & facilities generally not affected
•Main impact is on people; magnitude hard to project
Risk Assessment:
•Full assessment possible – easier to invoke recovery plans
Risk Assessment:
•Full assessment not possible - impacts grow as more people are affected
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Pandemic vs “typical” disruption• .
Traditional BCP scenario Pandemic scenario
Possible assumptions:
• Key people/alternatives available
• Back-ups (IT & premises / facilities) available
• Limited use of multiple worksites & work at home
•Outsourcers / suppliers generally not affected
Possible assumptions:
•Key people or alternatives may not be available, and some may never return
•Back-ups (IT, premises / facilities) cannot be used
•Extensive use of multiple worksites and work at home
•Outsourcers / suppliers may be affected
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Pandemic vs “typical” disruption• .
Pandemic scenario
Unique Challenges:
• Management: succession over long horizon
• BIA: gradual, widespread, and changing impacts (services critical over long term), unknown reactions (e.g., anxiety)
• BCP / alternate sites: focus on continuity over longer term, difficulty to assess scope of problem, HR focus (safety, telework, distance communications), difficult to set recovery objectives
• Testing: scope of pandemic and associated costs
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Global Regulatory Approaches
• Pandemic is a world-wide threat• Significant collaboration between
regulators through JF, IMF• IMF seminars - knowledge sharing with
less advanced countries• Regulators – various responses:
– UK – FSA is surveying preparedness of key firms– US – regulatory agencies are monitoring FI
preparedness, liaising w industry groups– HK – set out planning assumptions– Australia – may issue guidance
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What has OSFI Done?Financial Institution Preparedness:• August 2005: high level BCP reviews, major FRFIs • February 2006: raise awareness with industry associations• February 2006: initiate desk-top review of pandemic plans of
11 major FRFIs • April 2006: pandemic letter to all FRFIs.
– Pandemic preparedness an area of increasing supervisory focus– Board/senior mgmt should:
• understand possible implications of a pandemic on operations and financial condition
• review the institution’s preparedness plans. • consider a pandemic scenario in financial stress tests
• May/June 2006: onsite review of selected FRFIs’ plans• Ongoing: discussions with industry associations and other
regulators
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What has OSFI Done?OSFI Preparedness:• OSFI Internal “pandemic” working committee• Planning linked to triggers:
1) pre-pandemic 2) public report of inter-human transmission 3) affected person in NA/Canada 4) affected person in OSFI cities 5) illness of OSFI employee or family member 6) 20-40% of OSFI workforce affected 7) Second wave
• Items key to OSFI’s pandemic readiness– Governance and Decision-making Structure– Communications Strategy/Plan– HR/Employee Safety and employee concerns (safety is key!)– Maintaining Business Operations – OSFI’s Unique Role & Responsibilities
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What is OSFI Looking For? • OSFI has not issued guidance/set deadlines• Review of big FRFIs’ plans vs. benchmark criteria: :
– Risk assessment – Planning strategies– Communications and Response plans– For lifecos – DCAT scenarios
• Expects plans will vary.
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What is OSFI Looking For?
Risk Assessment Considerations
Has the FI:– Determined potential impact of pandemic on business– Conducted assessment that identified critical functions
and essential employees– Assessed risks associated with critical suppliers– Considered/tested a variety of scenarios considered
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What is OSFI Looking For?
Planning Considerations
Has the FI:– Established a pandemic contingency project team– Developed business continuity plans (BCPs) that
consider pandemic scenario– Included authorities, triggers, and activation procedures in
BCPs • E.g. are the triggers linked to the WHO pandemic
stages of
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What is OSFI Looking For?
Communication and Response
Does the FIs’ planning:– Establish command and communication structure– Implement HR / work environment procedures– Foster staff awareness– Develop communication strategy (to inform stakeholders
including regulatory authorities).
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What is OSFI Looking For?
Stress Testing
Has the FI considered:– Impact of pandemic on claims experience.
• In particular, impact on claims, earnings, capital• Life insurance vs. annuities• Reinsurance• By region
– Scenario comparable to 1918 flu– Severity of scenario that would bring insurance company
to insolvency
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Next steps• Increased supervisory focus.
– On-site meetings with 11 largest FIs re: planning gaps
– Monitoring pandemic plans based on benchmark review criteria
• Continued discussions with industry associations and international regulatory agencies
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