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Hot Topics In Preparedness

Hot Topics In Preparedness. Lessons Learned in Business Continuity. Starbucks Beginnings. Starbucks Today. United Kingdom. Canada. Korea. Continental Europe. Japan. United States. China. Austria Switzerland Germany Austria Spain Greece Cyprus France. Middle East. Taiwan.

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Hot Topics In Preparedness

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  1. Hot Topics In Preparedness Lessons Learned in Business Continuity

  2. Starbucks Beginnings

  3. Starbucks Today United Kingdom Canada Korea Continental Europe Japan United States China • Austria • Switzerland • Germany • Austria • Spain • Greece • Cyprus • France Middle East Taiwan Mexico • Bahrain • Kuwait • Lebanon • Oman • Qatar • Saudi Arabia • UAE • Turkey Thailand Philippines Malaysia Indonesia Singapore Australia New Zealand Puerto Rico Starbucks by the Numbers 12,142 locations world wide 128,197 partners (employees) Peru Chile

  4. I estimate that the number of Starbucks stores in my jurisdiction is between: Poll Question 1 • 0 - 5 • 5 - 25 • 26 - 100 • Who knows? They open so fast that I can’t keep track.

  5. Triple Homicide, 1997Georgetown store Washington D.C. WTONovember, 1999 Seattle Nisqually Earthquake February, 2001Seattle Example of Previous Events

  6. September 11, 2001

  7. Adding Value Impacts of Catastrophes on Shareholder ValueBy Rory Knight and Deborah Pretty

  8. Poll Question 2 It is important for public health leadership to interact with large and small businesses about their: • Business recovery planning • Emergency response to events • Information technology recovery • All of the above

  9. Starbucks Business Continuity Program Today Business Continuity leads the enterprise through business disruptions caused by incidents or disasters.The programprotects our partners and customers, guards company assets, and preserves brand integrity by evaluating risks, developing ongoing strategies, and implementing and testing plans. Business Recovery Plan and implement procedures to restore Starbucks site operations at temporary locations and recover normal operations. Emergency Response Develop, implement and test policies, procedures and actions to be followed in the event of an emergency. International Training and Operations Awareness Plan for the recovery of critical IT assets including, network, hardware, and data to meet RTO/RPO requirements. I.T. Disaster Recovery

  10. Goals Protect partners Contain the incident Communicate to all stakeholders, including media Assess the affects of the disaster correctly Decide on and implement optimal response plans Critical Incident Goals Tsunami, Patong Thailand Dec., 2004

  11. Poll Question 3 My jurisdiction maintains a contact list (for emergency response) of: • The largest employers • Most small businesses • Both A. and B. • None of the above

  12. Hurricane Katrina—Lessons Learned

  13. Hurricane Response Protocol • Pre-storm preparation checklists (starting 5 days out) • Communications guidelines • Store closing preparations • Store reopening criteria • Media relations guidelines • Red Cross/government contact information

  14. Levee Breech and Impact

  15. Business Continuity P&AP Global Communications Payroll Total Pay Facilities Operations Corporate Social Responsibility Marketing Retail Communications Regional Vice President Regional Director District Managers (on-site in Louisiana/Texas Regional Partner Resources Regional Facilities Regional P&AP Regional Marketing Response Team Regional Field Office (Atlanta) Starbucks Support Team (Seattle)

  16. Locating Partners Office building off I -10

  17. Temporary Housing New Orleans, Sept. 2, 2005, Jocelyn Augustino/FEMA

  18. Pay and Benefits • All Pay and Benefits continued for all partners through September • A one-time CUP fund payout of $500 is granted to all displaced partners from the New Orleans • $25,000 in Am-x gift checks are sent to leadership to disburse to partners • EAP Meetings and counselors sent on site to Houston, Baton Rouge and Atlanta

  19. Communications

  20. Community Support/Marketing

  21. Poll Question 4 I was able to go to New Orleans within 30 days of the Katrina catastrophe. • Yes • No

  22. Partner & Asset Protection

  23. Facilities Canal Street Store, May 2006 Canal Street Store, Sept. 2005

  24. The Last Partner…

  25. 2005 Hurricane Season—Lessons Learned • Communication: Know all out-of-state partner contacts in advance. Make all partners aware of multiple communication channels. • Clear Pay Expectations: Define how partners will be paid and for how long. Be consistent throughout the region and organization. • Direct Deposit: Increase participation in direct deposit so that partners are able to be paid during any incident • Distribution Expectations: Plan standing orders with vendors to be filled after the storm. • Community Outreach: Donate product to key community groups prior to storm impact. • Community Support Communication: Within 24 hours marketing to provide plan for local response to community and create ways for all internal partners everywhere to be able to help.

  26. Rebuilding New Orleans, 2006

  27. Rebuilding New Orleans—Project Acorn

  28. Industries hit the hardest will include the health sector, service industries, transportation, travel, and businesses with time-sensitive supply chains.(CDC: Impact Of Pandemic Influenza report, 3/05) There is a real possibility of a dis-proportionate response due to public fear as a result of media coverage. A pandemic would not be a typical disaster. Widespread impact Not a physical disaster Duration Notice Primary effect is on staffing Pandemic Planning Calls for a Paradigm Shift CDC, 2005

  29. Ensure partners and their families security and safety. Remain the Third Place for customers and the community. Preserve the continuity of Starbucks essential business functions. Minimize the economic losses while adhering to our guiding principles. Starbucks Pandemic Plan Goals Pandemic Planning Summit, Mar. 21, 2006, U.S. Dept. of Education

  30. Plan Development Process Current Project Status: 91% complete

  31. Determining Our Pandemic Response • Monitor the influenza; it will be critical to staying ahead of the impacts. • Create a series of increasingly restrictive responses to the spread of the pandemic. • Use the WHO phases, and then base actions on whether a country is “affected” or “non-affected.”

  32. Applying Lessons Learned to the Future Example: Pandemic Influenza • Plan components where we apply previously developed tactics • Manage Plan • Global Communications Strategy • Communicable Disease Travel Policy • Work from Home Procedures • Partner Resources • Expatriate and Foreign Nationals • Function Workaround and Recovery Plans • Plan components where we must create entirely new tactics • Office Procedures • Store Procedures • Manufacturing Facilities Procedures • Logistics and Distribution

  33. Overview of Avian Flu and pandemic influenza Risks and assumption Roles and responsibilities Market guidance document Table-top simulation Pandemic Planning—Global Rollout Petal, Mississippi, Bill Tarpening/USDA

  34. Questions?

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