Pandemic response: Developing a mission-critical inventory and cross-training programme

James M. Rosenbluth, Managing Director, Crisis Management, Cushman & Wakefield

Abstract
This paper examines how companies’ pandemic response planning has evolved from the 2002 SARS epidemic through to the H1N1 pandemic that emerged in 2009. While many companies had undertaken general pandemic planning prior to the emergence of H1N1, most were compelled to take their planning to a much more detailed level as the likelihood of widespread absenteeism became apparent. The paper outlines the steps necessary for completing a mission-critical inventory, identifying interdependencies between business functions and developing an effective cross-training programme that minimises the likelihood of business disruption due to the absence of key personnel.

Keywords
pandemic response, H1N1, cross-training, mission-critical inventory, absenteeism, business continuity

James M. Rosenbluth is the Head of Crisis Management for the global commercial real estate firm Cushman & Wakefield. Responsible for the firm's security, business continuity and emergency preparedness programmes, he also sets emergency preparedness standards for commercial properties under the firm's management and advises C&W’s clients on business continuity, security and emergency preparedness. Prior to joining Cushman & Wakefield, Mr. Rosenbluth served as a career intelligence officer in the US Central Intelligence Agency from 1978 until 2005.

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