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