Transcript Strategies for International Market Entry: Tips & Tactics

“Best Practices in Business”:
Planning for Pandemic
Influenza
Jim Goble, CBCP
National City Corporation
September 14, 2006
Objectives
• Business Continuity Planning Life Cycle
• Using the BCP Life Cycle to wrap your
arms around Pandemic Planning
• Where to start, whether you have no
plans, some plans or are well on your way
• How to use your plans when something
happens
• What to do when you leave today!
BCP Lifecycle
Plan Updates
• Gap Remediation
• Organizational Change
• Technological Change
• Business Change
Plan Validation
• Management Reviews
• QA Review
• Exercises/Tests
Function Assessment
• Criticality
• Quantify Impacts
• Recovery Requirements
• Dependencies and Risks
Plan
Maintenance
Business
Impact
Analysis
Quality
Review
Plan
Development
Planning Scenarios
• Loss of Facilities
• Loss of systems/
infrastructure
• Loss of people
Characteristics and Challenges of a
Pandemic
Source: http://www.pandemicflu.gov/general/whatis.html
•
Potential of Rapid Worldwide Spread
–
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•
Health Care Systems Overloaded
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•
Plan
Most people have little or no immunity to a pandemic virus. A substantial
Maintenance
percentage of the population will require some form
of medical care.
Nations would unlikely have the staff, facilities, equipment and hospital beds
needed to cope with large numbers of people who suddenly fall ill.
Past pandemics have spread globally in two and sometimes three waves.
Business
Impact
Analysis
Medical Supplies Inadequate
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•
Planning should assume that the entire population would be susceptible.
Countries might, through measures, delay the arrival of the virus, but not stop it.
Need for vaccine / antiviral drugs likely to outstrip supply.
This need will also likely be inadequate early in a pandemic.
A pandemic can create a shortage of hospital beds, ventilators
Surge
Quality and other supplies.Plan
capacity at non-traditional sites, such as schools, may be created to cope with the demand.
Development
Difficult decisions will need to be made regarding whoReview
gets drugs and vaccines.
Economic and Social Disruptions
–
–
Restricted travel, closings of schools and business, and cancellations of events could have
a major impact on communities and their citizens.
Care for family members and fear of exposure can result in significant absenteeism.
Planning Assumptions
• Worldwide Impact – rapid spread to USA (3-8 weeks)
• Pandemic wave could last 6-8 weeks; subsequent waves could
occur if virus mutates.
• 25 – 35% Infection Rate (1.5 – 2 days before symptoms)
• 25 – 40% absenteeism could occur
(employee sickness, family sickness/death, fear, home deployment)
• Up to 2% mortality rate
• Supply chain (materials and services) disruptions likely
• Probability still unknown for the H5N1 virus mutation;
Probability is high for a future pandemic
• Impact is high >> Risk is high
What are the Primary Risks?
• Employee health impacts
• Loss of availability of staff impacting
Business Services due to:
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–
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Employee health
Family care responsibilities (school closings)
Fear of contracting flu
Civil unrest
• Business Services impacted due to:
– Disrupted service from Business Partner
– Global supply chain disruption
Risk Mitigation Strategies
• Employee Health Impacts
• Educate workforce on facts, general health prevention, our readiness
Business
• Prevention of Avian Flu strain spread
– Cleaning contracts
– Personal hygiene
Plan
Maintenance
Impact
Analysis
• Develop strategies to minimize impact from human to human contact
– Customer contact
– Employee contact
– Service provider contact
• Develop strategies to minimize impact from human contact with
materials
– Mail
– Workflow
• Employee Health Care
•
•
•
•
Quality
Review
Revised policies
Family care responsibilities
Fear of contracting flu
Civil unrest
• Minimize impacts to Business Services
• Strategies for services from Business Partner
• Strategies for Global supply change disruption
• Strategies for service reductions and absenteeism
Plan
Development
Planning Strategy
Key to adding value:
- By phase to ensure proper risk/cost balance
- Apply to normal planning (e.g. school closings
due to snow similar to large loss of staff) to
get additional value
World Health Organization (WHO) Levels
WHO Pandemic Phases
•
Phase 3 - Pandemic Alert –
Pandemic is possible and
preparedness plans should be
reviewed and updated where
necessary. (Current Phase)
•
Phase 4 - Pre-Pandemic –
Localized outbreaks of the
disease occur with human-tohuman transmission
•
Phase 5 - Pandemic Outbreak
– General outbreaks with
human to human transmission
will occur causing a reduced
level of service.
•
Phase 6 - Maximum
Disruption Period – Maximum
disruption to business will occur
causing a greater reduction
service levels.
Focus of Response
Establish a plan; Educate the
organization; Understand next
steps; Gain management
commitment; personal hygiene
Prepare for imminent activities;
Execute preventative actions;
Confirm resources for near term
activities
Implement restrictive practices;
implement medical care
activities; prepare for high
absenteeism
Crisis Management; Support
most critical services; Support
affected employee base;
Restore impacted services
So, What’s Next?
Develop
your plans!!!
Business Continuity Planning
Wallet Card
Simple BCP Template
http://www.pandemicflu.gov/plan/
Business Planning
Checklists
Wallet Card
• Simple & Effective
• Quick Start, begins central leadership and
coordination
Emergency Notification & Assessment Procedures
KEY CONTACTS
Team Leader –
Escalate Situations to
this person
Work #
Home #
Pager #
Cell #
Alternate Team
Leader
Work #
Home #
Pager #
Cell #
Direct Mgr /
Supervisor – person
who will provide direct
updates to the
employee
Work #
Building Mgmt Contact
Work #
Home #
Pager #
Cell #
Home #
Pager #
Cell #
COMMUNICATIONS
CONFERENCE CALL BRIDGE
xxx-xxx-xxxx,
EMPLOYEE UPDATE LINE
XXX-XXX-XXXX
ASSESSMENT MEETING AGENDA
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Online Plans or Employee Information
www.websitename.com
ALTERNATE WORK LOCATIONS
List address and directions to recovery site.
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Date & Time of Incident
Type of Incident (Fire, Power Outage, etc.)
Location and Address of Incident
Suspected Cause
Building Evacuation Status
Employee Status
o All employees accounted for?
o Any injuries?
o Any personal needs preventing them from working?
Civil authorities response and protocol for access to
damaged site.
News media attention/reaction.
What is the state of the building? What utilities are
available (heat, A/C, phones, power)? Is it accessible?
Business Units and Services/Products impacted
Message to post to Employee Status Line
Does damage appear to be of a level we will need to make
insurance claims?
Time of Next Meeting
Simple BCP Template
• Next step after wallet card
• Develops further detail & checklists
• Document to address all areas of the BCP
Life Cycle
• Word document...customize to your
needs.
• Update as a result of plan
reviews, exercises and
CHANGE!
Plan
Maintenance
Business
Impact
Analysis
Quality
Review
Plan
Development
www.pandemicflu.gov
• Business Pandemic Plan Checklist
– Plan for the impact of a pandemic on your business.
– Plan for the impact of a pandemic on your employees
and customers.
– Establish policies to be implemented during a
pandemic.
– Allocate resources to protect your employees and
customers during a pandemic.
– Communicate to and educate your employees.
– Coordinate with external organizations and help your
community.
People – Pandemic Considerations
P
• Classify Staff to Support Products & Services
• Non-critical – resource to cross-train or stay at home
• Can work from home
• Critical and required to work onsite
• Work Environment
•
•
•
•
Need to feel safe (hygiene, safety products, etc.)
Social distancing
Staggered shifts (work 2nd and 3rd shifts)
Security
• HR Policies
• Pay considerations (vacation policy, sick policy, etc.)
• Travel restrictions
Communications –
Pandemic Considerations
• Alternate Communications
– Blackberrys
– Text messaging
– Media
– Satellite Phones
– Email
– Websites
P
Assessment –
P
Pandemic Considerations
• Pandemics managed locally
– Daily Updates from Kalamazoo County Health
Department
• School closings
• Restrictions (e.g. social gatherings, travel, etc.)
– Kalamazoo County Emergency Management
• Travel / Security
• Public Services
• Have daily status meetings to assess
available staff and state of products and
services
Something Happens,
Now What?
• WHO Phases change;
next steps in your
Pandemic Plan
• Have a non-pandemic
situation
When Something Happens
• You have plans, but how do you invoke them.
• Crisis Management Team (CMT), Incident
Management Team (IMT) or Incident Leadership
Team (ILT)
NEED:
Foundation
to get to
effective
recovery
When you leave…
• Make the commitment!
• Get More Information and Examples
• Get started - build plans
• Wallet Card
• Simple Plan
• www.pandemicflu.gov
• Create Awareness / Educate
• Get Involved
• County Pandemic Planning
Committee
• Kalamazoo County Emergency
Management
Appendix
Supplemental
Reference Material
Business
Pandemic
Planning
Phase 3 – Pandemic Alert
Activities
Objective: Establish a plan; Educate the organization; Understand next steps;
Gain management commitment
Disseminate information to employees about your pandemic preparedness and
response plan.
Develop strategies for prevention in customer contact areas.
Determine what near term HR policy changes may be required (To be at the end of
each phase for the subsequent phase).
Identify community resources for obtaining counter-measures (e.g. vaccines and
antivirals).
Identify sources for general health education and contacts. Local contacts aligned to
the larger population areas and key critical areas.
Obtain Pandemic Preparedness statement from all vendors providing critical services.
Identify critical suppliers and validate their preparedness plans
Establish policies for restricting travel to affected geographic areas (consider both
domestic and international sites),
Determine preventive care procedures
Develop policies for social distancing (no meetings, personal spacing…)
Phase 4 – Pre-Pandemic
Activities
Objectives: Prepare for imminent activities; Execute preventative actions;
Confirm resources for near term activities
Provide cleaning supplies and janitorial practices within facilities
Prepare document to be shared with vendors and corporate customers who need
to know our plans
Determine proactive preventative care that can be offered to employees
Establish policies for employees who have been exposed to pandemic influenza,
are suspected to be ill, or become ill at the worksite (e.g. infection control
response, immediate mandatory sick leave).
Establish policies for flexible worksite (e.g. telecommuting) and flexible work hours
(e.g. staggered shifts).
Establish policies for preventing influenza spread at the worksite (e.g. promoting
respiratory hygiene/ cough etiquette, and prompt exclusion of people with
influenza symptoms).
Implement guidelines to modify the frequency and type of face-to-face contact
among employees and with customers
Identify critical suppliers and validate their preparedness plans
.
Phase 4 – Pre-Pandemic
Activities (cont.)
Identify essential critical functions required to maintain business operations by
location and function during a pandemic.
Identify essential employees and other critical inputs (e.g. raw materials,
suppliers, sub-contractor services/ products, and logistics) required to
maintain business operations
Identify roles that could be executed from alternate locations, identify
technology related additional needs.
Identify workloads that could be moved to off shifts
Develop visitor and delivery restriction policy
Establish policies for evacuating employees working in or near an affected
area, and guidance for employees returning
Develop plans for adequate critical infrastructure to support increased levels of
remote access
Implement strategies for delivery of mail, packages and equipment
Implement strategies for prevention in customer contact areas.
Implement revised policy for required vs optional attendance at work.
Implement what near term HR policy changes may be required
Phase 5 – Pandemic Outbreak
Activities
Objectives: Implement restrictive practices; implement
medical care activities; prepare for high absenteeism
Implement and enforce policies changes
Implement strategies for work force replacement
Implement prevention policies for work locations. Include use
of hand sanitizers, masks and gloves
Develop plans for work locations, sequestering and activation of
backup facilities
Identify alternate workforce options
Implement adjusted policies for impacted area
Phase 6 – Maximum Disruption
Activities
Objectives: Crisis Management; Support most critical services;
Support affected employee base; Restore impacted services
Implement screening stations and post signage
Implement plans to close non-critical common areas such as cafeterias.
Train and prepare ancillary workforce (e.g. contractors, employee in
other job titles/descriptions, retirees).
Adjust work process to maximize ability of work at home staff
Non-critical functions need to be put on hold and all available staff
needs to be redirected to areas affected by high absenteeism.
Reduce the number of open, active sales/branch locations and
consolidate staff
Additional Information
Links
Purpose /
Description
http://www.cdc.gov/flu/avian/gen-info/facts.htm
http://www.pandemicflu.gov/general/whatis.html
Key Facts
http://www.pandemicflu.gov/plan/
Business
Planning
Checklists
http://www.who.int/csr/disease/avian_influenza/en/
World Health
Organization
http://www.cdc.gov/flu/avian/outbreaks/current.htm
Current Situation
http://www.cdc.gov/travel/other/avian_influenza_se_asia Travel
_2005.htm
Information
Incident
Leadership
Model
Values Model
NEED:
Foundation
to get to
effective
recovery
1. Build off of People
• Team to Lead Situations
– Skills/Services Needed
(Facility, Security, Media, Finance/Insurance, Information
Technology, Leadership, Human Resources, etc.)
– Representation from business units
• Contact Information for all employees
– Email, home, cell, emergency contacts, etc.
2. Communications
• Employees
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–
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Call trees
Wallet Card
Status Line
Protocol: Call manager or
Hear from manager
• Customers & Vendors
– Daily status/conference call,
email, voicemail, direct calls,
call tree, websites, etc.
– Protocols and workarounds
Sally
Fred
Tracy
Ed
Will
Lori
Joe
3. Assessment
• Status of Employees
– Daily call tree, escalation to manager, email, etc.
• Able to work, sick or caring for others,
• Status of Key Products & Services
– Red, Yellow, Green
– Items to sustain:
• Supplies
• Staffing (& skills)
• Vendors
• Impact to departments
– Directly impacted
– Indirectly impacted
– No impact – can be a resource
4. Coordination &
Interdependencies
• Team
– Command Center / Conference Calls
• Customer Speaking Points
• Status (Staff, Products & Services, Supplies)
• Issues/Needs
• Departments
– Vendor/Suppliers
– Customers
– Other Internal Departments
• Employees
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–
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Call Trees
Status from Managers
Status Line
Website
5. Recovery
• Your Detailed Plans!
– Know what people and resources are
available
– Workaround / Alternate Procedures
– Alternate worksite
– Checklists – reduces redundancy,
increases consistency