Business Consideration Lists for Continuity Planning

sharon sanders · Feb 6, 2007

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A large international company.<o

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30 billion in revenue<o

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23 terminals on the East Coast of the <?xml:namespace prefix = st1 ns = "urn:schemas-microsoft-com

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1200 retail outlets<o

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24,000 contractor personnel<o

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Issues to consider when creating Disaster/Pandemic Plan:<o

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Diversity of workforce<o

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Turn-over of workforce<o

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Types of products sold<o

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Diverse operating environments<o

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Many industrial locations<o

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Methodology:<o

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Identify risk (i.e. Pandemic potential)<o

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Agree risk needs to be managed<o

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Develop knowledge base<o

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Estimate task force, working group and business and facility level teams<o

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Communicate actions<o

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Position Disaster/Pandemic task force as reportable to top manager of organization – <o

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representatives from all major divisions<o

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Plan – Review plans with key suppliers and customers to ensure integration<o

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Establish critical risks and ability to manage people, assets, financial functions, supply chain<o

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Identify critical operations – businesses, facilities, personnel, suppliers, and customers<o

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Adapt existing plan to establish integrated communication<o

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Establish:<o

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Additional policies<o

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Stockpiles for medicines<o

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Method to determine and report containing outbreaks in critical business facilities<o

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Contingency systems and mechanisms for home based work<o

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Foster ethic of social distancing and infection control<o

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Identify and communicate triggers<o

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Exercise plans (notify, table-top exercises, “live” drills)<o

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Action <o

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Analyze learnings from exercises and incorporate into plans<o

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Ensure preparedness is maintained<o

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Collateral Benefits of Planning<o

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Improved organizational capability for crisis management and business continuity<o

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Reduced absenteeism from seasonal illness through awareness and peer pressure<o

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Enhanced integration between company and contractors across lines of business<o

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*** Major point <o

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Large companies need to assist subcontractors and suppliers in preparing pandemic plans.<o></o>
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“Larger companies are bringing smaller companies along.”<o

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sharon sanders · Feb 6, 2007

Re: CIDRAP Meeting Notes

Re: CIDRAP Meeting Notes

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Multinational corporation <o

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New risks exist ? we are global and there is ?geo-complexity?.<o

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You inherit risk from suppliers and others.<o

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Some statistics:<o

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1) 73% of businesses that have a prolonged disruption of 10 days or more suffer long term impact.<o

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2) 43% of businesses suffering a disaster never recover enough to resume business.<o

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3) Of those who do re-open, only 23% are in business 24 months later.<o

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Methodologies:<o

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Recognize the dynamic aspects of the changing landscape.<o

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Identify enterprise risk ?interdependencies? at strategic level.<o

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Integrate risk management with mission, strategy, and planning to drive decision support into operating model.<o

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Establish a more transparent view of risks across the corporation or agency to facilitate key trade-off decisions in developing a risk mitigation strategy.<o

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Balance efficiencies and effectiveness with robustness to meet overall management targets.<o

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Create cross-domain risk management capability, business intelligence and situational awareness.<o

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Develop partnerships whenever possible to share and mitigate risk.<o

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Organizational Preparedness:<o

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A decision support system that systematically identifies, quantifies, and measures operational risks and their potential impacts from a network perspective and provide alternatives to reduce the impact of a disruption and return operations to normal as quickly as possible is essential.<o

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Pandemic preparedness is not accomplished in a vacuum.<o

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This is an opportunity to address all business interruption.<o

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Major point:
You inherit risk from suppliers and others ? limit risk transfer.<o></o>
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Business Consideration Lists for Continuity Planning

sharon sanders

Editor-in-Chief & President

sharon sanders

Editor-in-Chief & President