Ellen MeyerSenior ManagerGlobal Occupational Health Programs

Pandemic Preparedness: Pandemic Preparedness: Corporate Planning ProcessCorporate Planning Process

Corporate Planning Process

June, 2006 Page 2

Seagate has been concerned with the increasing opportunities for a pandemic to develop influenza to develop

 

• Pathogenic avian influenza virus (H5N1) uncontained

• Opportunities increasing for a “new” influenza virus that will be easily transmissible (far greater than SARS) • Evolution of the pandemic “threat” cannot be predicted and early warning systems are weak • Preventative intervention is possible but untested - No vaccine now – could be available 3 to 6 months once new virus has emerged

• Reduction of illness severity/mortality impeded by inadequate medical supplies - Anti-viral treatment medication is and will be in limited/controlled supply (Tamiflu, Relenza)

 

• Pathogenic avian influenza virus (H5N1) uncontained

• Opportunities increasing for a “new” influenza virus that will be easily transmissible (far greater than SARS) • Evolution of the pandemic “threat” cannot be predicted and early warning systems are weak • Preventative intervention is possible but untested - No vaccine now – could be available 3 to 6 months once new virus has emerged

• Reduction of illness severity/mortality impeded by inadequate medical supplies - Anti-viral treatment medication is and will be in limited/controlled supply (Tamiflu, Relenza)

Corporate Planning Process

June, 2006 Page 3

• Global operations: > 50,000 workers in 15 countries

• Large workforce in Asia

• Frequent business travelers to/ through/from Asia

• Outbreaks in poultry have occurred in areas near Seagate operations

• Employees raise fowl at home or are in close proximity to fowl in villages and at markets

We’ve been actively monitoring this evolving situation since 2003

Lessons from the SARS outbreak laid the foundation for planning Business continuity isn’t just about an “event” Preparedness for communicable disease response is as critical to operations as any other business continuity risk

“It takes a global village” A tiered management infrastructure (Executive, Global, and Local) is essential

Critical: Clear lines of authority and decision-making must be established and widely understood

Talk…. Talk….. Talk…. Critical need for early and regular communication with a variety of audiences using multiple methods of delivery

No room for interpretation Situation management protocols must be clearly written and easily understood by all who must implement

Where is everyone??? Must have the ability to identify and communicate with travelers at any given time as the outbreak unfolds

Expect the unexpected Spread of disease and associated issues is largely unpredictable

Level of effort required is more than anyone can ever anticipate!!Level of effort required is more than anyone can ever anticipate!!

Corporate Planning Process

June, 2006 Page 5

Worldwide impact of a pandemic requires global planning…… and local action

Site TeamsSite Teams

- Implement policies, procedures, “local” communications- Manage ad hoc concerns/ cases- Escalate issues to Global Team- Monitor/Liaise with local public health- Execute site-specific business continuity plans

Global TeamGlobal Team

- Daily monitoring and risk assessment- Develop/issue policies, procedures- Global/local communication- Resource procurement/deployment- Business continuity planning guidance- Review/approve global & functional continuity plans- Address case-by-case situations

- Management- EHS- Communications- Risk Management- HR- Security- Procurement- Travel

- Management- EHS- Communications- Risk Management- HR- Security- Procurement- Travel

Team Representation

Executive ManagementExecutive Management

““Plan globally…… act locally”Plan globally…… act locally”

Corporate Planning Process

June, 2006 Page 6

Plans and control measures must reflect the most current information available to ensure the well-being of a global workforce

                                                                                             Regular participation in meetings and professional forums with

other multinational companiesRegular participation in meetings and professional forums with

other multinational companies

Corporate Planning Process

June, 2006 Page 7

Site actions will be influenced by local public health plans

High (H) Significant impact to Seagate and/or very limited remedial action taken to date

Medium (M) Moderate impact to Seagate and/or partialremedial action taken to date

Low (L) Minimal/no impact to Seagate and/or remedial action already taken

IO Information only, no action required

• Strategies for infection containment, communications and other requirements may impact local business

• We expect each site to fully understand local public health plans and assess impact to Seagate employees and business:

General planning Disease surveillance Health care during pandemic Infection control measures for ambulatory health care (for sites with clinics/occupational health offices) Criteria for “suspect” case definition Community disease control and prevention measures Managing travel-related risk of disease transmission Vaccine and antiviral drug distribution Planning and communications with local business

Corporate Planning Process

June, 2006 Page 8

Business continuity strategies must include predicted pandemic conditions

Planning Considerations::

• A Pandemic Wave (from symptoms appearing in an initial group of humans to the final group in an affected area) is expected to last 7-8 weeks

• Access to workplace may be limited; personnel may not want to/be able to leave their homes

• Will affect Seagate employees as well as those employees of suppliers, service companies and the public sector essential to support your site operations and processes

• Will likely affect different areas/regions/countries at different times

• Typical routes of transportation and distribution may be overloaded or unavailable for periods of time

• Current “just in time” plans will likely be insufficient

• Customary processes for procurement and availability of cash may be impacted

Corporate Planning Process

June, 2006 Page 9

A pandemic will affect different areas at different times requiring a risk/threat-based plan and response

Pandemic Phase Risk Description Phase

Interpandemic

New virus in animals, no human cases

Low risk of human cases from animal transmission

1

Higher risk of human cases from animal transmission

2

Pandemic Alert

New virus causes human cases

No or very limited human-to-human transmission

3

Increased human-to-human transmission

4

Significant human-to-human transmission

5

Pandemic Efficient and sustained human-to-human

transmission

6

Action Level

Affected Country

Affected Region

Other

Control MeasureRequiredAdvisableOptional

3

4

5

6

Affected Country: Human transmission occurring in a country where Seagate has operations

Affected Region: Human transmission occurring in a *region where Seagate has operations

Other: No human transmission occurring in a country or region where Seagate has operations

* Region = defined for this purpose as Asia, Europe, N. America

WHO pandemic phases are used as a basis for action levels

We’re systematically stepping through the planning process Pandemic Level Actions

Pandemic Alert Level 3

no human-to-human spread

- Global/local team infrastructure, planning, response protocols- Daily global status monitoring and risk assessment- Internal avian flu website- Executive management and employee communications- Awareness Materials: employee, traveler, food safety, customer, supplier - Global hygiene campaign (respiratory, handwashing)- Seasonal flu vaccine- Onsite screening equipment, protocols and readiness plans- “Work from Home” readiness- HR policy adjustment- Stockpile personal protective equipment, cleaning materials- Control of bird roosting areas- Business, site operational and departmental continuity/contingency planning- Tabletop drills

Pandemic Alert Level 4

Small clusters – H-T-H

Additional to Level 3 – implement control measures per plan- Travel restrictions - Update awareness materials and re-communicate- Cleaning and disinfection protocol implementation- Implement personal protective equipment- Social distancing measures- Phone triage/case management- Work restriction protocol- Point of entry screening (employee, contractor, visitor)

Pandemic Alert Level 5

Large clusters – H-T-H

Additional to Level 4- Adjust control measures as needed- Increase employee communications and control measures awareness

Pandemic Alert Level 6

Increased/sustained H-T-H

Additional to Level 5- Adjust control measures as needed- Increase employee communications and control measures awareness