Operations

Action Date Delegated to Task
Identify the essential functions, essential employees, and other critical inputs, e.g. raw materials, suppliers, sub-contractor services/products, and logistics, required to maintain business operations by location and function
Develop pandemic scenarios to anticipate and plan for situations that could reduce business capacity, and decrease or increase demand for products/services
Determine changes required at various staffing levels, e.g. at staffing reductions by 10%, 20%, and 50%
Plan to reduce face-to-face contact with staff, suppliers/contractors and customers if applicable, i.e. once global pandemic declared
Discuss pandemic plans with suppliers/contractors and customers
Stockpile critical resources
Work with existing suppliers or contact alternate suppliers to establish working relationships ahead of the need and develop plans
Identify flexibility in supply chains if possible (consider moving from international suppliers to local suppliers)
Train and prepare ancillary workforce for essential services
Cross-train employees as much as possible
Plan to curtail the delivery of some services, i.e. reassignment of staff as necessary
Anticipate changes in operations (such as retail store hours or closures, plant closures, redistribution of employees, etc)
Consider the potential interruption of essential services during a pandemic, e.g. sanitation, water, power, and disruptions to the food supply
Establish policies for flexible worksites, e.g. telecommuting
Arrange alternate forms of employee transportation to work in case public transportation becomes a problem, e.g. car pools, contract with bus company, etc
Consider the option of staff living at the work location or alternative work location for some period of time
Expand on-line self-service options for customers and business partners