Sample Pandemic PlanCompany Name:Plan Developer/Contact:Effective Date:Title: Pandemic PlanObjective: The Company is dedicated to the protection of its employees, facilities, and resources. Also,we are committed to ensuring that our company can continue all aspects of its critical businessprocesses during a pandemic and can safely resume normal operations as quickly as possible after apandemic affects our facility(ies). We place a high priority on developing, validating, and, if necessary,implementing our company’s Pandemic Plan.Purpose: This policy is designed to:1. Provide the guidelines and procedures to protect our employees, customers, and the generalpublic from further spread of a pandemic virus.2. Keep critical business processes functioning during a pandemic.Scope: The guidelines and procedures listed in this plan cover a variety of business activities, includingsensitive or critical daily operational activities, and applies to all company personnel.I. Critical business processes and people1.0 Responsible parties and access to plan1.1 (enter name/title of person(s) or name of team responsible) will be acting as our PandemicPlan Administrator and is responsible for establishing and implementing our written Pandemic Plan.This person(s) has full authority to make necessary decisions to ensure the success of this plan.1.2 If after reading this plan, you find that improvements can be made, please contact (entername/title of person(s) responsible). We encourage all suggestions because the success of thiswritten plan is important.1.3 Copies of this written plan may be obtained from:Location/Address:Contact Person:Phone Number:2.0 Critical business processes2.1 The critical business processes we must keep functioning during a pandemic include:Business Process:
Departments/Entities Affected:Names/Titles of Critical People within Department/Entity:Names/Titles of Backup(s) of each Critical Person:2.2 In addition to critical business processes and people, we have the following other critical inputs:Critical Input:Location:Function during Pandemic:3.0 Business impact analysis3.1 The Company has conducted a business impact analysis to determine the effect of mission-criticalsystem failures and employee absenteeism on the viability and operations of critical businessprocesses.3.2 The Company has evaluated job titles in the organization for an exposure determination. Thefollowing is a list of all job classifications at our company in which all employees have occupationalexposure to a pandemic virus beyond ordinary co-worker to co-worker transmission:Job Title:Department/Location:3.3 The following is a list of job classifications in which some employees at our company haveoccupational exposure beyond ordinary co-worker to co-worker transmission. Included is a list oftasks and procedures, or groups of closely related tasks and procedures, in which occupationalexposure may occur for these individuals:Job title:Department/Location:Task/Procedure:3.4 Full-time, part-time, temporary, contract, and per diem employees have been considered above.3.5 We have determined that the following scenarios are likely to result in a decrease in our capabilitiesto provide our products and/or services during a pandemic: Inability to hold gatherings such as staff meetings or training sessions in order to contain thevirus.Potential public travel restrictions.Potential shortage of health care services and supplies.High absenteeism due to employee and employee family illnesses.High burnout rate due to overtime of employees not affected.Potential community quarantine.School and business closings.
Power and communication outages.Employee fear and anxiety.Cargo theft risks associated with a potential shortage of food, medicine, and other dailysupplies.3.6 The business impact analysis examined:Human impact (high (5) to low (1)) (these include the safety, health, and psychological impacts onpeople during a pandemic);Property impact (very high (5) to very low (1)) (these include property, technology, infrastructure,and environmental damage); andBusiness impact (high (5) to low (1)) (these include financial, compliance, contractual, operational,image, and other impacts.)The Company computed the total impact rating by adding the human, property, and businessimpact ratings. Scenario probability is the likelihood rating (these include: expected (5), likely (4),moderate (3), unlikely (2), or rare (1)). The Company computed the probable impact by adding thetotal impact rating to the scenario probability. The travel impact is the degree of travel restriction(high (5) to low (1)) (these include local, state, domestic, and international air, sea, and land travelrestrictions.)3.7 Here is our negative business impact analysis for a pandemic:Scenario 1:RatingNotesHuman Impact:Property Impact:Business Impact:Total Impact:Scenario Probability:Probable Impact:Travel Impact3.8 The scenario(s) with the worst total impact is/are: (enter scenario(s)).Factoring in probability with the combined, possible impact, the worst, probable scenario(s) is/are:(enter scenario(s)).The scenario(s) with the greatest potential impact on business-related domestic and internationaltravel is/are: (enter scenario(s)).Finally, the scenario(s) with the greatest financial loss is/are: (enter scenario(s)).
4.0 Business Assessment4.1 As a pandemic approaches and once it has occurred at our company locations or travelerdestinations, (enter name/title of person(s) responsible) will (enter frequency, i.e.,daily, weekly, etc.) assess the status and impacts and determine our needs and continuity strategiesas follows: (describe strategies).4.2 (enter name/title of person(s) responsible) will brief (enter name/title of person(s)responsible) on the status and our needs and strategies (enter frequency, i.e., daily, weekly,etc.).5.0 Goals and Objectives5.1 Based on our business impact analysis and the latest business assessment, our immediate goals andobjectives for containing and recovering from a pandemic include: (i.e., determining themission-critical systems and critical business processes; determining how long the company can bedown; setting priorities; obtaining and maintaining adequate quantities of critical supplies andservices; containing the spread of a pandemic; keeping critical business processes fully functional;keeping critical people healthy; and other goals and objectives).5.2 Our long-term goals and objectives for planning for a pandemic include: (i.e., planningcontinuity and recovery strategies, eliminating and reducing further risks, managing people andtasks, raising and managing funds, and other goals and objectives).II. Roles and Responsibilities6.0 Identifying Individuals6.1 To achieve our goals and objectives before, during, and after a pandemic, the following peoplewill have the roles and responsibilities listed below:Individual, team, department, or outside organization or agency:Backup:Role and responsibility:7.0 Communication7.1 We must have an effective way to reach employees, contractors, temporary employees, unionrepresentatives, and others working for our company to inform them of the status of thepandemic approaching or affecting our company and their responsibilities during the pandemic.Also, they must have an effective way to reach management to provide input and notify us ofany needs or changes in absenteeism rates and health status. Likewise, communicating with ourcommunity and customers about our current capabilities, plans, and delays will help to reduce
unnecessary tensions and fears. The audiences we have and the content and methods we use forinternal and external communication are as follows:Audience:Content:Method:Procedure:7.2 (enter name/title of person(s) responsible) will officially declare the dates on which ourpandemic containment period begins and ends. Employees will be notified of these dates by(enter method of communication). Once briefed on the business assessment after apandemic outbreak has occurred at our company, (enter name/title of person(s)responsible) will prepare a public statement, which may or may not be used. If necessary,(enter name/ title of person(s) responsible) will communicate with the media, as well as keeprecords of any information released to the media. Under no circumstances shall an employeespeak to the media unless authorized.8.0 Training8.1 Information and training are at the heart of pandemic planning and containment. Our goal is toensure employee comprehension and understanding of how employees may be exposed to thepandemic virus, what their responsibilities are, and what protective measures they can take. Dueto the complexity of a pandemic and the continuity and recovery process, (entername/title of person(s) responsible) trains all employees, contractors, and temporary employees,and others working for our company in the following (enter times in relation to apandemic): Elements of the written Pandemic Plan;Roles and responsibilities of employees;Pandemic fundamentals, e.g., hazards, signs and symptoms, modes of transmission;Infection control supply locations;Hand-hygiene and workstation housekeeping practices;Proper use of respirators;Social isolation practices, e.g., face-to-face, meeting, cafeteria, and travel restrictions andthe telecommuting program;Altered cafeteria provisions;Healthy living practices, e.g., getting proper rest and diet;Coughing/sneezing etiquette;Illness reporting;Sick leave, time off, and vacation policies;Overtime/wage policies;Stay-at-home issues relating to school and childcare closings, and communityquarantines;At-home care of ill employees and family members;
Vaccinations, declinations, quarantines, and return-to work policies and resources;Notification procedures activated in a pandemic outbreak situation;Hotlines and websites for communicating to employees, vendors, suppliers, andcustomers;Emergency/information contacts;Community sources of timely/ accurate pandemic information (domestic andinternational);Employee assistance programs;Media relations;Getting to work when public transportation is shut down; and(other).8.2 Our training program includes (list training formats such as classroom instruction that useslecture, discussion, video, and/or conference formats, and/or practical instruction that usesdemonstration, practical exercise, and/or hands-on instruction formats).8.3 We perform drills for the following pandemic control measures: (list control measures,e.g., telecommuting). We hold these drills (enter frequency). After a drill, (enter thePlan Administrator or Team) evaluates the effectiveness of the plan and reviews any employeeinput concerning the drill.8.4 In addition to basic training and drills, supervisors will ensure that the following cross-training isprovided to assure that our company has sufficient coverage for all critical business processesshould high absenteeism occur:Critical task or job:Primaryperson(s):Backupperson(s):Backup receivedcross-training? (Y/N)III. Inventory, Supplies, and Services9.0Supply Chain Disruptions9.1Because our supply chains may become disrupted in a pandemic, we will stockpile the followingcritical supply inventories during the pre-pandemic stage (e.g., regular supplies, soap, rubbingalcohol, towellets, facial tissue, respirators, packaged food and water, and additionaltechnological equipment for telecommuters and teleconferencing):Supply Item:Model:Supplier:Quantity:
9.2To obtain supply items (e.g., raw materials, office supplies, tools and equipment, personalhygiene and cleaning supplies, medical supplies, food supplies) during a pandemic, we haveidentified a list of primary and alternative supply services below:Supply type:Critical supply type? (Y/N):Supplier:Address:Phone/Fax:Primary or alternative?188.8.131.52Other primary and alternative service vendors (e.g., healthcare professionals, transporters,counselors, caterers, records recovery specialists, equipment rental businesses, securityspecialists, waste removal and transport services, utility services, banking institutions, insuranceagents, medical services, volunteer organizations, charitable organizations, agencies,demolition/construction companies, and other services) include:Supply type:Critical supply type? (Y/N):Supplier:Address:Phone/Fax:Primary or alternative?Once a pandemic outbreak occurs at our facility or once supplies and services are affected by apandemic outbreak elsewhere, (enter name/title of person(s) responsible) will rely onour business assessment and our critical supply and service lists to identify our supply andservice needs. Once a supply or service need is identified, (enter name/title of person(s)responsible) will notify (enter name/title of person(s) responsible) so that he/she mayorder it. Should supplies or services become depleted unexpectedly, employees are to notify(enter name/title of person(s) responsible) immediately.We have selected the following alternative site(s), in the event it is needed: (enteralternative site(s)). We estimate that in a worst-case scenario, we shall occupy this site for(enter the time estimate). (enter name/title of person(s) responsible) shall decidewhen it may be necessary to move to the alternative site(s).10.0 Technology10.1 To keep critical business processes operational during a pandemic, we will need the followingbacked-up databases and electronic and paper documents (e.g., contracts; list of customers; listof employees; payroll records; operating procedures; written Pandemic Plan; a list of personnel;proof of ownership of all property; list of equipment and products; tax records; list of computerand communication equipment at facility; list of computer software and programs; insuranceinformation; and facility map. Typically, vital records are those t