- Treating a pandemic as a truly catastrophic event versus a "manageable disruption";
- Establishing pandemic planning committees, supported by an actual budget;
- Identifying and pre-qualifying alternate sourcing capacity
- Incorporating their entire global supply chain-including critical suppliers, customers, and other key stakeholders-into the organization's threat and vulnerability profile;
- Prioritizing critical products and services and preparing to protect those, even at the expense of other important elements of a business model;
- Developing a plan that considers the spectrum of response, recovery, restoration, and resumption activities;
- Identifying critical pharmaceutical and non-pharmaceutical interventions and procuring them now;
- Focusing deeply on Human Resources issues, reviewing existing policies and procedures and, in most cases, updating them in an attempt to provide reasonable accommodations for this special circumstance;
- Including a communications strategy as a critical element in the pandemic preparedness plan; and
- Estimating and planning for post-pandemic changes, including shifts in demand patterns, in the availability and morale of staff, and in infrastructure, both locally and to vendors.
"The time to plan is now," said George Abercrombie, president and CEO of Hoffmann-La Roche Inc. "Once the WHO declares that we are in a pandemic, it will be too late for companies to begin planning. Even though, the threat of pandemic avian flu doesn't make the headlines these days, I hope that business continuity managers will read this report and begin to take the threat seriously."
A copy of the full Marsh - Albright Group report is available at http://www.marsh.com.
About The Albright Group
|SOURCE Marsh and The Albright Group|
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