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Building a Resilient Industry: How Mobile Network Operators Prepare

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Building a Resilient Industry: How Mobile Network Operators Prepare Building a Resilient Industry: How Mobile Network Operators Prepare for and Respond to Natural Disasters An Interactive Guide for MNOs Based on Experiences with the Humanitarian Connectivity Charter Copyright © 2020 GSM Association GSMA Mobile for Humanitarian Innovation The GSMA represents the interests of mobile operators The GSMA Mobile for Humanitarian Innovation programme Contents worldwide, uniting more than 750 operators with almost works to accelerate the delivery and impact of digital 400 companies in the broader mobile ecosystem, including humanitarian assistance. This will be achieved by building Introduction 2 handset and device makers, software companies, equipment a learning and research agenda to inform the future of Humanitarian relief and the mobile industry 5 providers and internet companies, as well as organisations digital humanitarian response, catalysing partnerships in adjacent industry sectors. The GSMA also produces the and innovation for new digital humanitarian services, Using this guide 5 industry-leading MWC events held annually in Barcelona, advocating for enabling policy environments, monitoring Los Angeles and Shanghai, as well as the Mobile 360 Series and evaluating performance, disseminating insights and Internal impact 6 of regional conferences. profiling achievements. The programme is supported by the UK Department for International Development. Business Continuity Management (BCM) 6 For more information, please visit the GSMA corporate website at www.gsma.com Learn more at www.gsma.com/m4h or contact us at Disaster management team structure and preparation 8 [email protected] Follow the GSMA on Twitter: @GSMA Staff safety and well-being 14 Follow GSMA Mobile for Development on Access and transport 16 Twitter: @GSMAm4d Infrastructure 20 Core networks and network equipment 22 Zoe Hamilton, Insights Manager, This document is an output of a project Power systems-related preparedness plans 28 GSMA Mobile for Humanitarian Innovation funded by UK aid from the Department for International Development (DFID), for the Dulip Tillekeratne, Senior Market Engagement Manager, benefit of developing countries. The views Direct external impact 32 GSMA CleanTech expressed are not necessarily those of DFID. Supporting customers 32 Suppliers and managing supply chains 38 Policymakers and supporting national disaster response systems 40 ABBREVIATIONS Indirect external impact 50 BCM Business Continuity EHS Environment, Health NDR Network Disaster Recovery Management and Safety NOC Network Operation Centre Coordination with responders 50 BCP Business Continuity Plan EWS Early Warning System SMS Short Message Service Working with other MNOs 56 BTS Base Transceiver Stations HCC Humanitarian Connectivity Charter SOP Standard Operating Additional humanitarian support 58 CAP Common Alerting Protocol Procedures HR Human Resources Télécoms Sans Frontières CBS Cell Broadcast System TSF ICS Incident Command Case studies 60 UN United Nations CDR Call Detail Records Structures KDDI and NTT DOCOMO (Japan) 62 IT Information Technology UN OCHA UN Office for the CEO Chief Executive Officer Coordination of International Digicel Group (Caribbean) 64 CMT Crisis Management Team ITU Humanitarian Affairs Telecommunications Union UPS Uninterruptible COLT Cell on Light Truck IVR International Power Source Conclusion 66 Voice Response COW Cell on Wheels VHF Radio Very High Frequency Radio KYC Know Your Customer 68 CSR Corporate Social VSAT Very Small Additional resources Responsibility MNO Mobile Network Operator Aperture Terminal DEWN Disaster and Emergency NET National Emergency VR Virtual Reality Warning Network Telecommunication XML Extensible ETC Emergency NGO Non-Governmental Markup Language Telecommunications Cluster Organisation Overview of this guide This guide highlights industry best practices and Within each operational area, on the guide covers: lessons learned to help the wider mobile ecosystem • the potential risks MNOs should consider; better prepare for sudden onset natural disasters. Structured into 13 operational areas, it focuses • key considerations for MNOs when preparing for primarily on the key phases and steps involved in and responding to disasters; and preparing for and responding to disasters. The primary • examples of challenges and solutions MNOs have audience for this guide is MNOs that are beginning experienced in these areas. to think through their disaster response plans and are looking for guidance on how to improve their The measures MNOs can take will vary considerably preparedness and response. depending on the local context and circumstances. However, the information in this guide can help MNOs consider a range of potential measures and initiatives. The 13 operational areas are divided into three overarching sections: A. Internal impact Introduction Includes information on what MNOs can do to make their core operations more resilient. Since the birth of the mobile industry in the early 1970s, there has been a significant increase in the number and frequency of natural disasters. The United Nations Business Continuity Overall planning and how MNOs can create structures 1 estimates that disasters affect 350 million people every year and cause billions of Management to analyse risks and ensure continuity of services. dollars of damage and the situation is unlikely to improve as the effects of climate change intensify. Disaster management Designating individual and team responsibilities and 2 At the same time, the world is increasingly connected through mobile teams training staff to respond appropriately during a disaster. communications—two thirds of the global population, 5.1 billion people, are mobile subscribers. In this largely networked, globalised society, information Staff safety and Ensuring staff are safe and provided communications and mobile technology have become a lifeline during natural 3 well-being for during a disaster. disasters for governments, humanitarian organisations and individuals alike. Since 2012, the GSMA has been working with Mobile Network Operators (MNOs) and Access and Ensuring key sites can be reached policymakers as they navigate disasters and crises.1 In 2015, the GSMA launched the 4 transport for restoration activities. Humanitarian Connectivity Charter (HCC), an industry initiative to support MNOs in providing improved access to communication and information for those affected by crisis in order to reduce loss of life and positively contribute to humanitarian responses. 5 Infrastructure Building resilience into infrastructure. This guide highlights lessons that the GSMA and MNOs have learned in preparing for and responding to sudden onset natural disasters. Core network Building resilience into an MNO’s core network 6 and equipment and network equipment. Preparing backup power sources and securing Power systems 7 the required inputs, such as fuel. 1 A “disaster” is a situation where widespread human, material, economic or environmental losses have occurred and exceeded the ability of the affected organisation, community or society to respond and recover using its own resources. A “crisis” is a situation with high level of uncertainty that disrupts the core activities and/or credibility of an organisation and requires urgent action. 2 Building a Resilient Industry: How MNOs Prepare for and Respond to Natural Disasters Building a Resilient Industry: How MNOs Prepare for and Respond to Natural Disasters 3 Humanitarian relief and the mobile industry B. Direct external impact In the immediate aftermath of a natural disaster, The three principles of the Charter are: Provides key considerations and experiences related to operational areas and stakeholders that are humanitarian responders and affected populations • to enhance coordination within and among MNOs external to the MNO, but have a direct impact on operations. MNOs will be obliged to work closely urgently need information to react quickly to before, during and after a disaster. with these groups to prepare for and respond to disasters. changing circumstances and make decisions. Access to information has been described as being as • to scale and standardise preparedness and important as access to food, water, medicine and response activities across the industry to enable a Supporting 8 Providing support to subscribers. shelter. Today, MNOs have a responsibility to not more predictable response. customers only protect business interests during disasters, but • to strengthen partnerships between the mobile also to facilitate communication around relief efforts industry, government and the humanitarian sector. and support both their subscribers and the wider Coordinating with relevant suppliers and ensuring supply community. There are currently 156 MNO signatories of the HCC 9 Suppliers chains are resilient. operating in over 108 countries. More information In March 2015, after two years of consultation, the about the HCC can be found on the Humanitarian Humanitarian Connectivity Charter (HCC) was Connectivity Charter website. While the principles Working with sector regulators and other policymakers launched to support MNOs in improving disaster of the HCC extend more broadly to humanitarian to ensure an enabling regulatory environment. This preparedness, resilience and coordination with crises, this guide focuses on lessons drawn from 10 Policymakers section also includes information on supporting the humanitarian sector. The Charter consists of a MNOs experiences in preparing for and responding government emergency
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