H1N1 Lessons Learned/ Fall Forecast June 30, 2009 1:00 to 2:00 - - PowerPoint PPT Presentation
H1N1 Lessons Learned/ Fall Forecast June 30, 2009 1:00 to 2:00 p.m. EDT Thank you for joining todays presentation the webcast will begin shortly. If you are using the telephone for your audio, click the "Use Telephone" button
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June 30, 2009 1:00 to 2:00 p.m. EDT
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Raelene Wong Director of Business Continuity Applied Materials Andrew Fernandes Global Business Continuity and Resiliency Program (BCRP) Program Management Office Dell Inc.
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Applied Materials Pandemic Preparedness Plan consisting of: – General Overview – Standards – Action Tables – Information Sheets
– Boxes of tissues – Waterless hand sanitizers – Desk wipes
– General information – BCP Coordinators
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– Payroll / Benefits – ExPat Services – Legal – Finance – Travel
– Training completed for all Global BCP Coordinators – Utilized existing BCP structure – BIA used to validate critical business processes – Web-based awareness training – Promoted “Healthy Workforce” by encouraging improved personal hygiene
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– Surgical – N95 – 5 Regional Warehouses
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functional or full scale depending upon needs. – Executives – Product Business Groups – Regions – Support Organizations
– Global pandemic video – Workforce reduction of 40% – Loss of supplier/customer base – Logistics issues
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Crisis Management Team. Operational hours 4am-10pm.
messages from Executive Level.
Austin, Texas and Santa Clara, CA. (In early days, California and Texas were the “hot spots”) – Formalized entry screening process for both Austin and SCLA. – Developed “potential” case process.
“NOT SICK” CRITERIA
1) My temperature is less than 100.4 degrees Fahrenheit.
AND
2) I have none of the following symptoms:
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briefings/debriefings with regional BCP Coordinators.
width capabilities, hardware and resource needs.
distribute surgical masks to all sites from Regional Warehouses along with instructions for usage/disposal.
website.
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What worked well:
posters available immediately. Pandemic exercises conducted globally.
tracking process.
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Recommended changes:
deemed stabilized by WHO.
Team.
illness and death) and impact (social and business disruption).
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next 9-18 months.
– History of flu outbreaks suggests that the worst may still be ahead. The three major flu epidemics of the 20th century—1918, 1957 and 1968— all started with an initial assault that quickly subsided, only for the disease to later resurge in a more virulent and deadly form. – Southern Hemisphere for next 3-5 months – Northern Hemisphere starting in September
– Government interventions (school, public office closures) – Social disruptions (transportation, food service, utility disruptions) – Business disruptions (limited business activities, shutdowns, supply chain disruptions)
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“The virus may have given us a grace period, but we do not know how long this grace period will last. No one can say whether this is just the calm before the storm.” – World Health Organization Director General, Margaret Chan. 1. Make sure your plans are complete. 2. Ensure key staff are trained. 3. Brief Executive Management – AGAIN. 4. Ensure “Work from Home” works. 5. Test your entry screening processes. 6. Review HR policies – AGAIN. 7. Purchase PPE, entry screening and cleaning/sanitizing supplies NOW.
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– Initial response to H1N1 ? Did it unfold as expected? – What changes did we make to our plans? – How did we handle the relationship with HR? – Source of reliable information ? – How did you keep employees informed?
– Looking Ahead & Next Steps
15 Talking points expressed are based on the individual’s experience in executing the H1N1 plan
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Avian Flu Kick Started the process in 2005 ! Management Support – Executive sponsorship – Formation of Global Crisis Management Team Policy – Guidelines if pandemic escalation ramps up from Stage 3 upward to Stage 6 Communications – Intranet Site for internal messaging – Creation of Site Crisis Management Teams Tools – Procurement of masks, gloves hand wash sanitizers, thermal scanners /global population coverage
Talking points expressed are based on the individual’s experience in executing the H1N1 plan 17
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18
Start Date Cases reported Countries affected World wide reported deaths 4/24 < 100 2 – USA, Mexico None 4/26 < 100 2 – USA, Mexico USA, Mexico 4/29 < 200 9 2 4/30 < 200 11 2 5/2 < 1000 15 3 5/6 < 1500 23 3 5/9 < 3000 29 3 5/11 4500-5000 29 4 5/17 8000+ 40 74 5/27 14,000 48 95 6/11 W.H.O. LEVEL 6 ALERT 6/26 59,814 55 264 6/29 70,893 55+ 311
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sites
employee support perspective
required
recommendation to employees to Telework; employees returned 5/6
emails and blog
determined for priority locations
the flu (‘swine flu’)
updates
‘reported illnesses’ (What/When) Impact (Who/Where) KEY Lessons Learned KEY Recommendations
Talking points expressed are based on the individual’s experience in executing the H1N1 plan
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DELL CONFIDENTIAL 21
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One major disconnect – life carried on as normal, as W.H.O. raised it level
Plan Adjustments Plan Adjustments Creation of Global sub task team – HR, EHS, Security, Facility, Legal, Corporate Communications to deal with the following tasks – Communications : Employees – Communications : Crisis Management Teams/role and responsibilities – Tool Creations : Manager Tool Kits /FAQ – Human Resources : Creation of Global Compensation and Benefits Guidelines to deal with mass absenteeism – Roll out of C&B guidelines globally : adjustment based on each country’s laws and regulations – Working with impacted countries and adjusting global policies based
– Validating internal capabilities to support ‘global’ assumptions.
DELL CONFIDENTIAL 22 Talking points expressed are based on the individual’s experience in executing the H1N1 plan
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– Working with Legal to have global Compensation & Benefit policy in place – Focus on assessment and executable plan elements from an employee support perspective (Emergency leave compensation, hardship grant, hardship advances, emergency leave) – Finalize strategy for logging incidents and for resolution / shut down of current reporting process
DELL CONFIDENTIAL 23 Talking points expressed are based on the individual’s experience in executing the H1N1 plan
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– Activation of employee hotlines for impacted countries. – Activation of automated team notification for crisis management meetings – Development of ‘on the fly’ intranet messaging, employee blog, employee FAQ, Managers FAQ, Crisis management FAQ for impacted locations in affected countries – Proactive approval of advance employee and manager communication for Level 6
DELL CONFIDENTIAL 24 Talking points expressed are based on the individual’s experience in executing the H1N1 plan
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Global Facilities/EHS/Security – Worked together to complete detailed procedures/process if a case is identified at a Dell site or if site shut down is required. – Validated global supplies at various locations and provided strategy for current situation for each impacted country if escalation was required – Provided recommendation on future deployment and end of life products – Intelligence monitoring of information – various sources used by all thru groups
DELL CONFIDENTIAL 25 Talking points expressed are based on the individual’s experience in executing the H1N1 plan
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– Tie in general BCRP state of readiness for each identified site in impacted countries /high risk – Key Lines of Business identifies gaps and test work from home strategy ‘en masse’
– Validate dragnet and citrix capacity regionally – Test IT redirection for critical business groups – Test work from home strategy ‘en masse’
DELL CONFIDENTIAL 26 Talking points expressed are based on the individual’s experience in executing the H1N1 plan
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DELL CONFIDENTIAL 28 Talking points expressed are based on the individual’s experience in executing the H1N1 plan
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Be prepared for possible scenarios unfolding
Preparation Action
frequently
DELL CONFIDENTIAL 29 Talking points expressed are based on the individual’s experience in executing the H1N1 plan
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