Pandemic Response - 1 Responding to a Pandemic from a Health & Safety Professional’s Perspective Michael Baut, Brent DeBoard, Preston Easterwood, Frank Fombutu, Michael Mitcham BCP 6950 Occupational Safety & Health Capstone – Group One Dr. Daniel Castro - Georgia Institute of Technology July 21, 2020 A special thank you to our project sponsor, Joe Welch, Director of Environmental, Safety and Health, MFG Chemical, and Michelle Smith, our Capstone Project Advisor. Pandemic Response - 2 Table of Contents Executive Summary 3 Project Organization and Team Members 4 Background and Literature Review 4 Project Approach 5 Findings 6 Aspect One: Leadership 7 Aspect Two: Essential Workers 9 Aspect Three: Remote Workers 10 Aspect Four: Return to Work 12 Aspect Five: Future Pandemic Planning and Preparation 13 Conclusions and Recommendations 15 References 17 Report Appendices Appendix 1: Pandemic Planning Checklist 20 Appendix 2: Pandemic Response Implementation Matrix 31 Appendix 3: Sample Pandemic Preparedness Plan 33 Appendix 4: Sample Pandemic Self-Assessment Tool 38 Appendix 5: Sample Essential Personnel Letter 42 Appendix 6: IRB Approval Letter 44 Appendix 7: Historical Pandemic Rates 46 Appendix 8: Essential worker Graphic 48 Appendix 9: Organizational Survey Data 50 Appendix 10: Sponsor Letter (MFG Chemical) 56 Appendix 11: Project Members Resumes 58 Appendix 12: Unabridged Organization Leadership Aspect 64 Appendix 13: Unabridged Essential Worker Aspect 70 Appendix 14: Unabridged Remote Worker Aspect 78 Appendix 15: Unabridged Return to Work Aspect 83 Appendix 16: Unabridged Future Pandemic Preparation and Planning Aspect 87 Appendix 17: Project Plan 92 Appendix 18: Link to OneNote Meeting Minutes 94 Pandemic Response - 3 Executive Summary As many organizations and Health & Safety Professionals (HSP’s) continue to focus on protecting workers from the COVID-19 pandemic, many are still left wandering in uncharted territories. Although traditional emergency action plans and business continuity plans have reduced risks to employees and organizations, the breadth and impact of COVID-19 surpassed many of these program’s capabilities and rendered them insufficient to effectively manage the pandemic and ensure continuity of business. This pandemic also marked the first time that many organizations pulled written pandemic response plans from the shelf and actually attempted to implement them. Without sufficient plans, preparation, and implementation guidance, many organizations were forced to make decisions “on the fly” about critical business needs, essential workers, and how operations could be modified to respond to pandemic needs. As resources grew thin and guidance rapidly changed based on new learnings, HSP’s and organizations struggled to catch-up, let alone to get ahead. Although the crisis appears far from over, it is already clear that much work must be done to effectively prepare for the next pandemic. The goal of this project, under the sponsorship of MFG Chemical EHS&S Director, Joe Welch, was to evaluate organizational responses to the pandemic, identify critical response aspects that can be applied across multiple organizations, assess opportunities for improvement, and develop tools to assist organizations to plan for the next pandemic event. The culmination of this project resulted in the development of a Pandemic Preparedness Checklist (PPC) and a Pandemic Implementation Matrix (PIM), along with other template documents that can be easily customized to assist any organization. Pandemic Response - 4 Project Organizations and Team Members Team One was comprised of Michael Baut, Brent DeBoard, Preston Easterwood, Frank Fombutu, and Michael Mitcham. Joe Welch, Director of EHS&S for MFG Chemical, LLC, in Dalton, Georgia served as our team sponsor, and Michelle Smith was our Capstone Project Advisor. The project was divided into five sections with each team member responsible for an aspect. Topics and assignments included: Organizational Leadership - Brent DeBoard Essential Workers - Frank Fombutu Remote Workers - Preston Easterwood Return to Work - Michael Baut Future Pandemic Planning & Preparation - Michael Mitcham Each member researched and compiled their findings into this report and presentation. Background and Literature Review COVID-19 was identified in late 2019 in Asia and Europe before making entry into the United States in January 2020 and becoming a full-blown pandemic in March. For most EHS professionals and organizations, this event marked the first time that pandemic response plans were implemented and tested. In many cases, plan deficiencies could not be corrected quickly enough to positively impact the response. Frequent changes and adjustments occurred as initially released information was contradicted by new and evolving findings. While there is ample literature on previous pandemics like SARS, Ebola, or H1N1, these events were limited in scope and location compared to COVID-19, and the literature did not provide adequate resources Pandemic Response - 5 for effective planning and response. Additionally, the complex structure of COVID-19 rendered many written pandemic plans inadequate, leaving organizations unprepared and vulnerable. It is our position that a new approach is required that incorporates organizational leadership, management of essential and remote workers, return to work planning, and future pandemic planning and preparation. These aspects will provide organizations with a strong foundation and allow rapid implementation of plans as future pandemics emerge and evolve in severity. Project Approach Our project approach incorporated existing business continuity program elements, new guidance and articles from leading health organizations (such as the CEC and WHO) and government agencies (such as OSHA, and Departments of Health), best management practices from our organizations’ actual pandemic response, and feedback on what could have been done better. Our goal was to consolidate these learnings into a PPC (Appendix 1) and PIM (Appendix 2), to assist a broad range of organizations of all sizes to tailor their approach to COVID-19 and to better prepare themselves for the next pandemic event. The PPC is designed to guide the organization in planning for a pandemic, whereas the PIM is designed to assist the organization in implementing a pandemic response. Through our research, we interviewed, surveyed, and evaluated multiple organizations. Our data sampling protocol was approved by the IRB Protocol H20254 (Appendix 6) allowing us to conduct interviews of organizational leaders and employees impacted by the current pandemic. A survey of an organizational workforce was conducted at four separate locations to determine workforce viewpoint on the organization’s pandemic response. The results of the survey are located in Appendix 9. The checklist and matrix were then reviewed by our sponsor to determine their effectiveness and applicability. We asked the sponsor to provide feedback on the tools and to indicate the degree to which his organization Pandemic Response - 6 would have been better prepared if the tools had been available in advance of the pandemic (Appendix 10). Findings One organization studied is an industrial chemical manufacturer that is included within the CISA Essential Infrastructure and operates facilities in multiple states. Each facility has a different product line and was impacted to varying degrees by the quarantine and the resulting economic downturn. This became a focal point for data gathering. The organization protected its employees and facilities by following a number of the COVID-19 guidelines presented within the sections of this paper including: providing the means for the support staff to work remotely and limiting “On-Site” workers to equipment operators, mechanics, and their direct supervisors. The company is also looking forward by developing products meeting the needs of the pandemic. Protecting its people, organization, and future directly translates into protecting the stakeholders, but the organization entered into the COVID-19 pandemic as flat-footed as did most other organizations. The organization began evaluating its COVID-19 response by polling a number of its workers. (Appendix 9). Results indicate that workers closer to the corporate office believe that communication was more thorough and feel more job security than workers in more remote locations. While improved communication is a must, even more needs to be done. The organization is nimble and quickly responds to new business opportunities. This facilitated a quick response to the early stages of the COVID pandemic, but with the increase of cases occurring mid-summer 2020, the organization began experiencing confirmed cases. Our assertion is that the availability and use of a pandemic planning checklist and response matrix Pandemic Response - 7 would have better prepared the organization and assisted them in more effectively managing the pandemic. Based on our review of existing programs, literature, guidance, field experience, and sample data, we determined the following five aspects should be considered as critical elements in effective pandemic planning: Leadership, Essential Workers, Remote Workers, Return to Work, and Future Pandemic Preparation & Planning. Aspect One: Leadership Pandemics such as the current COVID-19 crisis have occurred in the past but are occurring more frequently. Appendix 7 charts pandemic frequency and effect and demonstrates that these crises should be expected in the future. (Korn Ferry, 2020). The current COVID-19 pandemic caught many managers unprepared, but responding to such a challenge requires a leader that understands what his priorities must be. A leader understands that he must protect four critical items – his people, his organization, his stakeholders, and his future. A leader’s primary role is to protect his or her people. Personal concerns and situations can vary from individual to individual, and an effective leader is able to prioritize without overextending. During the pandemic, workers were divided into Essential and Non-Essential. It was extremely important for leaders to understand and provide for the needs of the two diverse groups. The message carried to all employees must be clear, relevant, and consistent. The message should not be “sugar-coated”. It was noted that, except for panic-buying of such things as bread and toilet paper, people respond maturely and reasonably and should be given information directly. (Robson, 2020). Discrepancies and contradictions will be noted and will cause a lack of confidence. A workforce survey conducted at four separate locations produced mixed results regarding communication. Survey results indicate proximity to corporate offices Pandemic Response - 8 improved employee perception of communication. The survey also indicated that all workers felt more secure from COVID-19 at the worksite than they did in public. Another leader’s top priority is protecting his or her organization. In this is the hope that there will be a tomorrow when the present situation is resolved. The middle of a crisis is the time to rediscover and re-emphasize the purpose of your organization. (Segel, 2020). Leadership demonstrated protection of the organization by identifying essential and non-essential workforce and providing for the non-essential workforce to work remotely. This also allowed the essential workers to distance themselves at the worksite. Leaders also take care by planning for the post-pandemic future. Once the organization has survived the crisis, leaders identify potential changes to re-make the organization in order that it might be stronger in the future. Over the years, many have said to never let a good crisis go to waste. This is true about the COVID-19 crisis as well. It is an opportunity to re-make and strengthen an organization. When interviewed, one organizational leader told how his operation had been centralized in the Northeast United States until a weather event demonstrated the advantages of decentralization. They were not prepared for an event impacting all locations simultaneously. Their organization was moving to establish two teams of workers which would alternate “office time” on a permanent basis. Leaders at another organization are protecting the future by expanding the product line to include products addressing the needs of the pandemic Lastly, stakeholders cannot be forgotten. Again, the message carried to this group must be clear, relevant, and consistent. Discrepancies and contradictions will be noted by this group as well, and may cause a lack of confidence in the organization. This group also wants an assurance that all will be well by knowing effective plans are in place to protect the people, the Pandemic Response - 9 organization, the future, and their investments. Additional information on organizational leadership is found in Appendix 13. Aspect Two: Essential Workers Protecting your people includes both Essential and Non-Essential workers. During a pandemic it is important that essential critical infrastructure remain functional to provide critical services and to respond to emergencies affecting public health, safety, and community wellbeing. Such critical infrastructure industries or companies have responsibility in such times to continue to operate. The Cybersecurity & Infrastructure Security Agency (CISA) has published the “Essential Critical Infrastructure Workforce” advisory list and guidance. The “Essential Workers” are responsible for maintaining the services and functions on which Americans depend daily. These services and functions include chemical, commercial facilities, communications, critical manufacturing, dams, the defense industry, emergency services, food and agriculture, government facilities, healthcare and public health, information technology, nuclear reactors, materials, and waste, transportation systems, water and wastewater systems. (CISA, March 19, 2020). (Appendix 8). These critical infrastructure sectors are considered so vital that their incapacitation or destruction would have a debilitating effect on national security and interests. Essential workers can further be broken into categories of risk exposure. The four categories of risk are Very High, High, Medium and Lower Risk. (OSHA 3990-03, 2020). Additional precautions must be taken to protect the workers in the higher risk categories. During an illprepared pandemic, precautions may be in short supply. Because of the nature of their work, healthcare workers are the “front line” against a pandemic. Healthcare labor supply, established during non-pandemic times, are taxed by heavier workloads, and easily further reduced as these individuals are frequently exposed to the contagion and often succumb to its effects. Personal Pandemic Response - 10 protective devices, again with inventory levels established during non-crisis times, are depleted but should be reserved for these workers. Ironically, as the pandemic escalated, blanket orders were issued to limit non-emergency” medical procedures. As a result, healthcare workers outside of “hot zones” found their normal employment in jeopardy but were restricted from responding to the very “hot zones” where they might be needed. Additionally, with PPE reserved for health care workers, workers in other “essential” industries found a shortage of devices as well. Further expounding on protection of Essential Workers can be found in Appendix 14. Aspect Three: Remote Workers A majority of workers however fall into the medium and lower risk classifications and are sometimes termed as “Non-essential”. Their work is often done in support of those deemed “Essential”. As an example, Manufacturing Operators might be classified as “Essential” whereas the office support workers necessary to support manufacturing production, logistics as an example, would be termed “Non-essential” although their output is necessary in support manufacturing by bringing raw materials to the worksite and to send product to users. If feasible, organizations should consider strategies such as remote, phone-based communication, and telework for these workers and a better term would be “Remote” workers. Teleworking protects high risk employees from exposure to COVID-19 or any other biological hazard. The National Safety Council (NSC) and OSHA recommend establishing flexible worksites such as telecommunicating as a social distancing measure. Telework is not a new concept to the American workforce. In a recent article published by EHS Today it was estimated that 30 to 40 million people are remote workers. Creating alternative workplaces was a growing trend prior to Pandemic Response - 11 COVID-19. Remote workers create unique management challenges for safety professionals, however. Safety professionals must possess the knowledge and skills to prevent incidents in alternative workspaces, but remote workers must possess the self-management skills to take responsibility for safety. It is imperative for safety professionals to remember that the employer is liable for injuries resulting from an incident in an alternative workspace while the employee is performing their job duties. The most common causes of workplace incidents at home include complacency, distraction, stress, unsafe attitudes, and poor time management. Safety professionals should develop strategies to eliminate these causes and mitigate hazards at home. A safety professional should hold regular teleconference meetings with remote workers to communicate expectations, goals, and address any concerns. During these teleconferences, the safety professional should offer a checklist to keep remote workers engaged in safety at home. Remote workers share a responsibility in developing the safety culture within their workspace. Remote workers should maintain regular hours, create a routine, schedule breaks, and socialize with colleagues. A safety professional should regularly communicate to remote workers resources for managing mental health and substance abuse such as employee assistance programs (EAPs). Effective safety training should be relevant. Topics relevant to remote workers include ergonomics and workspace layout. Safety professionals do not have to be experts on virology, but they should get their information about the biological hazard from reliable sources. Safety professionals should communicate relevant CDC guidelines about the biological hazard, how it spreads, hygiene, and social distancing measures to remote workers. Methods of communication are equally important to the information being communicated. Teleconferencing, videoconferencing, text messaging, and emails are all effective methods of communication. workers. Effective communication between safety professionals, supervisors, and remote Pandemic Response - 12 workers is essential to safety in the alternative workspace. Additional information remote workers is found in Appendix 15. Aspect Four: Return to Work As a pandemic wanes, workers and organizations will desire a return to normalcy and begin returning employees to the worksite. The means by which to safely accomplish this is currently being considered with respect to COVID-19. Although it is unclear when these employees will return to the workplace, it’s important for HSP’s and organizations to get ahead of the curve and start planning now for a smooth transition. The first item that Organization Leadership (OL) faces is the amount of resources required to develop and implement a Pandemic Management and Recovery Plan (PMPR). Leadership is tasked with keeping pace with rapid changing updates and mandates while juggling how to implement all the requirements into a plan for return to work. Overall, the deliverable plan should cover basic requirement elements such as physical distancing, workplace engineering upgrades, sanitization, risk assessments and a phased approach for returning to work. In addition, the plan must meet specific controls for facility readiness determining capacity size, new protocols, requirement for operations readiness including testing of fire, life, and critical safety systems along with human element preparedness. Lastly, the PMRP must include requirements and process for contractors or third-party personnel. The OL must first consider workers mental health and mental wellbeing and how they can alleviate concerns and anxieties that workers may feel returning to work such as their personal or family’s safety, isolation during the pandemic, financial implications, or child/family care instabilities. To move forward, the OLT shall ensure HR has policies in place for worker mental health and well-being prior to returning. Pandemic Response - 13 It will be OL responsibility to set proposed key milestone dates, provide virtual town hall meetings and provide essential communications such as email notifications, company intranet links, a return to work guide and an open phone line for workers to call for questions on where to turn for help. Ensuring worker feedback will be the most critical point for success on workers returning to the facility with hopes to remove ambiguity and worker anxiety about returning to the workforce which will allow for a smoother transition. Communication should ensure that workers have an understanding of what practices and protocols the organization has established to protect employees. These include personal temperatures checks and questionnaires, cleaning protocols, practices of good hygiene and sanitization, face masks and protective equipment, promotion of new HR policies on sick leave and specifics on physical distancing such as work desks and common areas. Engineering controls could include reconfiguration of workspaces with guarding and isolation, new signage and floor marking, and assigning specific restrooms and entrances and exits. Thought must also be given to individual workers who might have limited availability based on sickness, high risk such as age or pregnancy, or child or adult care limitations. Thought should also be given if mass transit is used by some in order to arrive a work. Additional information on return to work programs is found in Appendix 16. Aspect Five: Future Pandemic Planning and Preparation The degree to which an organization successfully responds to a pandemic is due in large part to the amount of preparation that is made in advance. While pandemic circumstances may vary between events, having a solid, planned approach provides agility and allows rapid implementation and adjustment to the variables as they emerge. Our project developed both a Pandemic Response - 14 planning checklist and an implantation matrix. The checklist contains six sections that help the organization prepare. Section 1 covers required elements of a written pandemic response plan and includes establishing a cross-functional pandemic response team and identifying channels to be used to gather and disseminate official information. Section 2 involves personnel planning. Identifying who might be “Essential” and who might be “Remote” workers by position, name, and contact information. This section also addresses equipping Remote Workers with the technology, systems, equipment, and supplies required to facilitate remote work. Section 3 focuses on communication and develops multiple platforms to connect with both essential and non-essential employees. Consideration is given for the communication needs of the multigenerational workforce. The organization establishes a schedule for regular and for more frequent communication. Section 4 covers prevention activities the organization should undertake to minimize the risk of pathogens spreading in the workplace. Education is key. Training must include the nature of the pandemic, signs or symptoms of the illness, proper hygiene measures, routes of entry and how to protect them, and the importance of sleep, hydration, and good nutrition. The company should establish plans for social distancing and limiting the number of people in a location. Commonly touched surfaces should be identified with plans for regular cleaning, but plans should also be developed to reduce or eliminate surface touching. Section 5 covers the management of ill employees for the purpose of preventing the spread of pathogens in the workplace. Limit the presence of non-essential personnel, Pandemic Response - 15 contractors, and visitors as much as possible. The focus should be on business-critical projects and tasks. A self-assessment screening matrix should be developed and utilized by anyone entering the facility. Entrances and exits should be limited and monitored. Procedures need to be documented which prohibit sick employees from coming to work, detail quarantine protocols, and define the Return to Work protocol. Section 6 deals with maintaining the supply chains both of materials needed for the business and for supplies to handle the pandemic. Key suppliers and inventory levels should be specified and monitored. Once the preparation steps are complete, the implementation matrix guides the organization in executing the steps of response as conditions change. Stages range from Level 0 (no pandemic) to Level 4 (temporary full facility shut down). Additional information on future pandemic planning is found in Appendix 17. Conclusions and Recommendations The COVID-19 pandemic left many people and organizations lacking confidence with the decisions they made. Organizations have learned a lot about themselves by critiquing how they responded to keep workers safe while still running their businesses. Some organizations also learned that if their Leadership was resourceful and able by keeping pace with local, state and federal updates and mandates, the lessons they learned would better prepare them for the future decision making. Leadership also realized that existing emergency and business continuity plans were not adequate, creating gaps in the significant aspects of organizational leadership, defining who is essential for the business, determining who can work remotely, Pandemic Response - 16 developing robust plans for return to work, and applying key learning toward future pandemic planning. The COVID-19 pandemic seems far from over. This is a major limiting factor in that additional challenges may arise that we have not been able to address. Moving forward, organizations still have a lot to learn about pandemic planning and will need to continue gathering and applying data and best practices and adjusting the response accordingly. We were very pleased to receive positive feedback from our sponsor, Mr. Joe Welsh: “The output of the team’s significant efforts into research and development of tools to help companies plan for, and respond to, pandemic situations will be very beneficial. The plan template and checklist provide company leaders with a great framework to assess preparation status and identify necessary actions to be taken. One of the key benefits to having tools like this available is the acceleration of action. Company leadership now has a tool that they can pull out and use to quickly get managers, supervisors and individual contributors aligned on what needs to be addressed. The company can take action during the critical early phases of a pandemic, instead of wasting precious time trying to think of what needs to be done.” Based on our review of available literature, a critique of our subject organizations’ responses, the culmination of our team member’s multi-occupational experiences, and our sponsor’s assessment of our checklist and matrix, we recommend that all companies utilize these tools to benchmark and improve their existing programs, or develop new programs entirely to successfully bring COVID-19 to an end, and adequately prepare for what may come next. Pandemic Response - 17 References Carchidi, A. (2020). Here’s How The COVID-19 Pandemic Has Affected Health Professionals. retrieved June 2020 from https://www.fool.com/investing/2020/06/14/heres-how-thecovid-19-pandemic-has-affected-healt.aspx Center for Creative Leadership. (2020). 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The Alternative Work Force: Safety Challenges When Employees Work Remotely. retrieved June 2020 from https://www.ehstoday.com/safety/article/21908349/the-alternative-work-force-safetychallenges-when-employees-work-remotely World Health Organization. (2020). Shortage of Personal Protective Equipment endangering Health workers worldwide. retrieved June 2020 from https://www.who.int/newsroom/detail/03-03-2020-shortage-of-personal-protective-equipment-endangering-healthworkers-worldwide Pandemic Response - 19 Report Appendices Pandemic Response - 20 Appendix 1: Pandemic Preparedness Checklist (PPC) Pandemic Response CHECKLIST Pandemic Response - 21 Brent DeBoard Frank Fombutu Mike Baut Michael llitchem Preston Easterwood Pandemic Response - 22 Ram 07?07-7020 1. Written Plan 3. Communications Identify and form a cross-hutctional Pandemic Response Team that manage pandemic response {Site Leader(s). Operations. EH8. Human Resourcs. Communications). Develop a written Pandemic Response Plan for each functional area ol the organization. Establish formal channels to mon'nor the situation and receive updates (CDC. Department of Heath. etc). Personnel Develop a comprehensive employee Bt by department. 0 Include name. job title. personal email personal cell phone. alternate contact. Designate essential vs non-essential workers and "name classic-non on matrix. Determine inch-essential personnel have the necessary equipmentlaccess toworkfrom home (Laptops. VPN. WebEx accounts). 0 area. workfromhome. Detemtine muh'ple methods of commicating with employee groups. 0 Elan-essential per-sonnet poop emais. group texts. mass communication systems such as verbridge. 0 Essential personnet group emais. group tens. mass communication systems such as Everbridge. Communication monitors. primed information at faciy entrances. Establish regular communication cadence to remain connected with remote-working employees. Develop multiple communication formats for al groups of employee. 0 Tooltox talts. Letters from site leaders. Encouragement group texts. regular status updates. Establish a telephone hothe with pie-recorded status messages. Pandemic Response - 23 Lad RIM-8M 07-07-7090 Prevention Activities 5. Develop materials to educate employea on preventative measures. Include hformation on how to properly wash hands. Include cough I sneeze hygiene. Include information on proper sleep hygiene. water consumption. and heath eating. Develop and inplement social cistanc'ng criteria. Linit number of personnel in meeting rooms. Linimmberofpersonnelin Mininizefacetofacemeet?ngs Encourage employees to suspend handshakes. Determine methods to minimize employee contact with surfaces. Prop open doors to fac?ate movement. lnstal sanitary door handles on restroom doors. lnstal touchless toilets and sinks in restrooms I wash'mg facities. lnstal touchless soap and paper towel dispensers. lnstal touchlass water fountains. ice dispensers. and bottle fiers. lnstaltouchiesshand eating areas. and byalfacity entrance doors. Develop enhanced cleaning protocol. 0 Determ?ne and procure disinfectants rated to address the hazard (reference EPA List N). lnaease clean'ng frequency of commonly touched iems. l-landrais. relrigerators. meeting room tables. doorknobs. touch screens, vending machines. shared work areas. light switches. restrooms. and fractures. 0 Develop protocol for deep cleaning speci?c areas where employees are Ibecome siclr. Illness Management Developaself-assessmenttool to il'siclc Determ'me criteria for measuriig employee temperature. 0000 0000 000000 Develop written poicies for Iness management and criteria for return to work following iness. Pandemic Response - 24 Id ?atten! nun-mm e?e 78 e?d e?4 Develop process lor cclectl'ig and disposing cl used PPE (gloves I masks. etc). Critical Supplies Develop lat of critical supplies and PPE required to maintain normal operations. 0 Document primary and secondary suppliers for critical supplies and PPE. 0 Determine stool: levels cl al supplies and 996 required to maintain normal operaocns. Designate storage area tor critical supplies and increase stool: to a 30-day supply. 0 Secure supplies to prevent then and conduct regular imrentory. Develop list on non-routine supplies PPE required to manage pandemic response. 0 Including. but not limited to cloves. masks. thermometers. cleanlno suoolies. pacer products. 808.0088 Continuity a Complete planning matrix. Determine trey suppliers and document contact inlormaticn. Rotum to Work identify critical supplies and take inventory. Determine how long ops can continue with current stoclt. Belcre Wont: Physical 0 Promote commuting on public transit during oil-peak hours whenever possble adjust levels as needed. 0 Increase awareness ct commuter safety practices 0 awareness of hygiene practices and disalleoting lolovmg use of public transportation or a Belcre Wont: Promote Sale Practices 0 Apply the safer option for ccleagues when comparing local health authority guidance to Organization mandatory Mums 0 Communicate al requiements to al coieagues Establish a process to monitor adherence to mandatory minimums Pandemic Response - 25 mm .. Before Wont: Clean and disinfect authoriryguldanoeto Organization mandatory Mans 0 increase the frequency of cleaning for high-touchpoint locations Before Wort: Use proper PPE fcrcolaagueswhen compar?ng local health authorityguldanoeto Organisation mandatory minimum 0 Encourage face coverings when using pubIc transportation to the workplace 0 Wear a face covering or mask on company operated shuttles (if appbcable) whenever physical distancing is not possible .. Entrance: Physical Distancing Maintain physical distancing throughout the entrance Close cloakroom facllties to avoid close interactions between people Set-up physical distancing visual Micators reception counter Pro-register visitors with racepb?onisecunty a Man shoes practicing physical distancing .. 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RestrocmiLoclters: Clean a Dishieot Appiylhesaiercption iorccleagueswhencompamg iocalheallh authorityguidanoetc Organization mandatory m'nlmuns increase the frequency or cleaning ior high-touchpoint locations Place hand sanitizer dispensers at each entrance Pandemic Response - 29 07-07-1030 Restroom/Lockers: UseproperPPE 0 0 locel health auhorityguldanceto space Folow Organization's best practices icr masks ElevatcrsIStailwels: Physical Distanc'mg EvsluateI elevator ilccr pisn and maximum occupancy to follow physical distancing requ rement Maintain physical enclosed spaces Designate zones through usual icetcrs in elevators to meme separation oi individuals Display visual hdicatcrs ccllesgues to adhere to physical while waiting in line Display updated maximum occupancy outside oi elevators Display signage reminding coleagues to practice physical distanc'ng while riding the elevator EievatcrsIStairwels: Promote Sale Practices 0000000 localnealth authority uidancetc Organuation msndatory mNnuns 9 Communicate al minimum requ'nments to al employees and contingent workers Establish a process to monitor adherence to mandatory Mums Promote healthy personal habits with high-visibility syringe and media campaigns Deserminetheiocslpubic game air exchanges. widen temperature control. to slow for maximum outside air use (as as Expand systems uptirne to enhance illusiicn and ventilation etiectiveness (es leasiole) EMMSW: Clean 8 OW iccalnealth audicrityguidancetc Organization mandatory Mums increase the frequency or cleaning tor high-toucnpcint Piece hand senltizer dispensers at each entrance ElevatorsIStairwels: Use proper PPE local health authorityguidanceto Organization mandatory minimum space Folow Organization's best practices for masks Pandemic Response - 30 Lad Ram 07407-2090 Organization mandatory m'nimuns 0 Evaluate loading dock operations to follow physical distancing when possble and not to impede protocols safety 0 Display visual indicators for colleagues to adhere to physical d'stancing Sh'pp'nglReceiving Areas: Promote safe practices 0 localhealth authorityguidanceto Organization mandatory m'nimums Promote healthy personal habits with high-visibility signage and media campaigns Comrmnicete al minimum requi?ernents to al employees and contingent workers Direct visitorslvendors entering through loading doclr to blow site screening process Determ'methe :a?gge air exchanges. widen temperature control. to slow for maximum outside use (as as: Expand systems uptirne to enhance ?ltrab'on and ventiation ellectiveness (as feasiale) 0000000 0 Clean 8. Disinfect localhealth authorityguidanceto Organization mandatory m?n'muns Folow al sitespeci?c requirements for cleaning on the loading dock Continue to fodder all cleaning regdatory requirements if appicable Increase the frequency 0! cleaning for high-touchpoint locations Place hand sanitizer dispensers near high-touchpo?nt loce?ons 0000 Sh'pp'e'IglReceiviI-Ig: Use proper PPE Pandemic Response - 31 Appendix 2: Pandemic Implementation Matrix (PIM) Pandemic Response - 32 Level Triggering Event(s) Level 0 * No specific pandemic concerns identified Level 1 * Centers for Disease Control and/or World Health Organization issues advisory that a global pandemic is likely to occur. * CDC / WHO identifies gloal hot spots and issues travel bans / quarantine orders Level 2 * Federal / State Government has imposed border restrictions * Federal or State Emergency Declaration issued * National Pandemic Emergency Declared by the Federal Govenment or CDC. * Federal or State Government imposes border closings * Key supplies for running the facility are in limited supply (e.g. parts/materials needed for production, drinking water, personal protective equipment, Level 3 sanitation materials) * State or Local government mandates closure of schools, childcare facilities * State or Local government imposes restriction on public gatherings * Federal, State, or Local Government mandate temporary facility closure * Critical customers shut down / no longer receiving deliveries * Critical suppliers unable to deliver raw materials Level 4 * Employee absences exceed minimum business unit thresholds to maintain operations * Local infrastructure unable to provide utility services to the facility Facility Status Facility Response * Normal site operations * Complete Pandemic Risk Assessment Fully Open * Develop Pandemic Resposne Plans * Conduct facility upgrades where applicable * Establish 30-day Stock of Tier 1 and Tier 2 Supplies & PPE * Engage cross-functional Site Pandemic Response Team * Monitor status of situation through CDC / WHO updates * Review / update Site Pandemic Plans * Business Units update Critical Ops Plans Fully Open * Review / Update employee contact information * Begin educating workforce on preventative measures * Encourage all employees to sign up with Everbridge. * Increase stock of Tier 1 and Tier 2 Supplies and PPE to 60-day level. * Enhance facility cleaning scope and frequency * Increase frequency of site-wide communications * Minimize in-person meetings * Discourage non-essential business travel to and from the facility * Encourage social separation (no handshakes, limited in-person Fully Open meetings - use webmeetings, teleconferencing, etc). * Continue frequent promotion of hygiene practices * Begin planning for business interruption * Initiate screening questionnaires for contractors / visitors * Continue encouraging employees to sign up with Everbridge * Increase Stock of Tier 1 and Tier 2 supplies and PPE to 90-day level. * Suspend all in-person meetings. * Suspend all business travel *Non-essential personnel sent home * Salaried personnel assigned to work at home where possible * Emergency supplies distributed to key personnel Partial Shutdown * Facility access restricted to designated, secured doors. * Medical screenings (temperature) conducted on all personnel entering the facility. * Deploye all means of employee communication. Temporary Full Shutdown * All operations suspended * Facility cleared and secured * Implement Site Security Monitoring Protocol * Employee communications provided through Everbridge Pandemic Response - 33 Appendix 3 Sample Pandemic Preparedness Plan Pandemic Response - 34 PANDEMIC PREPAREDNESS PLAN Company Name Business Unit / Facility Name Street Address City, State, Zip Code Issued: 3/9/2020 This document outlines the plans to prepare for, continue operations during, and recover from a pandemic disease event. Pandemic Preparedness Team: Key personnel that are involved with the preparation and execution of the pandemic preparedness plan: Name/Function Contact Information Back-up Person Contact Information 1. Identification of essential job title/personnel and creation of back-up plans to keep them operational: Essential job/person Description of Criticality Back-up Plan Pandemic Response - 35 2. Identification of critical suppliers: Critical Supplier Contact Information Back-up Plan 3. Identification of critical customers: Critical Customer Contact Information Back-up Plan 4. Identification of local sources for pandemic information: Local Source Contact Information Back-up Plan 5. Identification of contingency plans for disruptions in local services: Critical Service Contact Information Back-up Plan Pandemic Response - 36 6. Business planning for temporary or partial facility shutdown (skeleton crew plan): Area of Business Impacted Impact Minimum Coverage Back-up Plan 7. Planning for work related occupational exposures: Jobs with Occupational Exposure Risk Risks Plans to Minimize Employee Occupational Exposure 8. Planning for minimizing workplace exposures: Method to be Implemented Implementation Plan Reference Attached Pandemic Response Matrix. Implement based on Level Triggers 9. Planning for travel restrictions: Business need for Travel Travel Destination Travel Method Contingency Plan Pandemic Response - 37 10. Developing a Communication Plan: Topic to be Communicated Target Audience Primary Alternate Method Responsibility Method Roles of Essential Employees Essential Employees Meeting Email Ops Team Changes in Services Customers Telephone Email Ops Team Changes in Supply Needs Suppliers Telephone Email Ops Team Pandemic Activity Status All Employees, Contractors Email / Postings Everbridge Site Communications Telephone / Email Everbridge Site Communications Telephone / Email Everbridge Site Communications Employees, Temporary or Partial Facility Closure Customers and Suppliers Employees, Reopening of the Facility Customers and Suppliers Pandemic Response - 38 Appendix 4 Sample Pandemic Self-Assessment T001 Pandemic Response - 39 Pandemic Self-Assessment: Standard Work (INSET FACILITY NAME) has implemented this self-assessment process to minimize spreading of the (INSERT PANDEMIC NAME) at work. For Visitors, Vendors or Contractors, the screening should be conducted at the main reception or entry area. For Employees, the site should determine and implement the best method for distribution and screening. Documentation of names and signatures is optional, but may be required by local regulations. Due to international privacy laws, if there is a name on this form, it is to be maintained on site and not forwarded. All Entrants’ Daily Self-Assessment Protocol (INSERT COMPANY NAME) cares about the safety of you and your fellow workers. We are following the development of (INSERT PANDEMIC NAME) very closely. In the interest of ensuring a safe and healthy work environment, we ask that you carefully review this selfassessment daily and recommend that you take your temperature prior to coming to work and on arrival home. At all times, local regulatory requirements need to be followed. The following applies to anyone who wishes entry into our site with the exception of Delivery Truck Drivers which is address separately below: Assessment Criteria 1. Have you or a member of your household traveled internationally or on a cruise in the last 14 days? (Note: this does not include travel as part of the commute to/from work.) 2. In the last 14 days have you had close contact (< 2 meters (6 feet) for 10 consecutive minutes or more) with a person who has been diagnosed with or suspected of having (INSERT PANDEMIC NAME) by testing or by a health care provider? 3. Do you have a fever equal to or greater than 38°C/100.4°F? 4. Are you experiencing any of the following symptoms associated with (INSERT PANDMIC NAME)? a. List relevant pandemic symptoms Pandemic Response - 40 5. Have you tested positive for (INSERT PANDEMIC NAME), with or without symptoms, in the last 14 days? If you answer yes to any of the above, we are asking you to remain off of our site. If you are an employee, please contact your supervisor, HR, or company health center for further direction. Non-employees should communicate with their Company contact. Return Criteria In all cases, we are asking you to remain off site for 14 days. This 14 day period starts when:     You or your household member arrived back in your home country from international travel or a cruise. You last had contact with the person diagnosed with or suspected of having (INSERT PANDEMIC NAME). An infected household member has gone 72 hours without a fever (that is three full days of no fever without the use of medicine that reduces fevers) AND their other symptoms have improved (for example when their cough or shortness of breath have improved) AND at least 14 days have passed since the household member’s symptoms first appeared. You receive your test results indicating you have (INSERT PANDEMIC NAME) and have not shown any symptoms of (INSERT PANDEMIC NAME). If you are a person with a fever or symptoms of (INSERT PANDEMIC NAME): You may return to the site when you have no fever (equal to or greater than 38°C/100.4°F) for at least 72 hours (that is three full days of no fever without the use of medicine that reduces fevers) AND other symptoms have improved (for example, when your cough or shortness of breath have improved) AND at least 14 days have passed since your symptoms first appeared AND you wear a face covering on our premises. If you have a fever for any other reason, contact your supervisor, HR or company health center for further guidance. Delivery Truck Drivers Small boxes and mail – These types of deliveries are usually of short duration and do not require close contact. Social distancing (separation of 2 meters (6 feet) should be maintained. Large supplies or shipments – For Deliveries of larger materials, suppliers need to be able to enter the site in order to do so. Entry into buildings should be minimized. The following applies Pandemic Response - 41 • • • • • Delivery personnel need to self-disclose if they are unwell. If unwell, they are not allowed to enter the site. Employees and delivery personnel shall endeavor to maintain social distancing (separation of 2 meters (6 feet)). Increase cleaning protocol in delivery areas. Drivers should remain in the vehicle where possible. Face covering requirements established by the facility should be followed. Pandemic Response - 42 Appendix 5 Sample Essential Personnel Letter Pandemic Response - 43 (INSERT ON OFFICIAL COMPANY LETTERHEAD) Date: To: All federal, state, and local law enforcement personnel and federal government security and military officials: (INSERT EMPLOYEE’S NAME) is an essential employee at (INSERT FACILITY NAME) at (INSERT FACILITY ADDRESS). Every employee of our site will present his or her employee identification badge with this letter to help validate his or her identity. We are aware of the order issued by (INSERT ENTITY ISSUING ORDER) on (INSERT DATE OF ORDER) (the “Order”) regarding restrictions on businesses and individuals due to the (INSERT PANDEMIC NAME). Please be assured that our site is fully compliant with the Order. We have taken steps to reasonably identify individuals with serious underlying conditions and enable them to adhere to the Order’s isolation, quarantine, or shelter in place requirements. Furthermore, the site employs social distancing and other mitigation measures to protect workers as required by the Order, and adheres to federal CDC and state and local public health authority guidance regarding (INSERT PANDEMIC NAME) protection and mitigation, including personal hygiene, enhanced cleaning and sanitization protocols, and reminding all employees to perform self-assessments each day before entering the facility. Therefore, we respectfully request that the employee be allowed to transit to and from our facility. Sincerely, (INSERT SIGNATURE LINE, PRINTED NAME, and TITLE of SENIOR SITE LEADER) Pandemic Response - 44 Appendix 6 IRB Approval Pandemic Response - 45 mm Int-Imqn-Iwm Fur: Wimwu 'lrnlulgl WhMIm?de Ml?1ml?i?dt?m Th:1mleme' Wurli- WNW.HUMWHI Tl'll'?l? Jun! L1, man mum 1h: mun. Daniel Mlmnam.m Behind. Bra-t5 IWMHI nun: Fruhml 11h: Will-1B Fl: Hun-hr. Hm T?ap?uu?mm?l?l?l?lpptu?dp?mm?. Thu-Hui: Fm. Film an in plan ?mm mmwmimim_. Pandemic Response - 46 Appendix 7 Historical Pandemic Rates Deaths [millionsPandemic Response - 47 Historical Pandemic Frequency and Impact A Asian 195153 1U Spanish ?u 1913-1919 ?ung Flu 1963 WOO Year Pandemic Response - 48 Appendix 8 Essential Worker Graphic Pandemic Response 49 communications Essential Critical lnfrastructu re Workers . Gritical lnlornna?on Manlnactming' Technology Comm .rcial Daren-5'3 Food Facilities IndII-s?rrial Base Agriculture Government Facilities Pandemic Response - 50 Appendix 9 Subject Survey Data Pandemic Response - 51 Survey #1 - How well did our company respond to the COVID pandemic? Very Poor Poor Medium Good Very Good Survey #2 - How well did our company respond to the COVID pandemic? Very Poor Poor Medium Good Very Good Pandemic Response - 52 Survey #1 - How engaged was management in leading the response? Very Poor Poor Medium Good Very Good Survey #2 - How engaged was management in leading the response? Very Poor Poor Medium Good Very Good Pandemic Response - 53 Survey #1 - How effective was communication about the pandemic? Very Poor Poor Medium Good Very Good Survey #2 - How effective was communication about the pandemic? Very Poor Poor Medium Good Very Good Pandemic Response - 54 Survey #1 - How safe do you feel to work regarding the pandemic? Very Poor Poor Medium Good Very Good Survey #2 - How safe do you feel to work regarding the pandemic? Very Poor Poor Medium Good Very Good Pandemic Response - 55 Survey #1 - How safe do you feel in public concerning the pandemic? Very Poor Poor Medium Good Very Good Survey #2 - How safe do you feel in public concerning the pandemic? Very Poor Poor Medium Good Very Good Pandemic Response - 56 Appendix 10 Sponsor Letter (MFG Chemical) Pandemic Response 57 MFG CHEMICAL July 20, 2020 Although many professionals have lived through pandemic episodes at some point in their eareer, it became evident early on that was going to be di??erent. I feel fortunate to have been approached by the capstone project team to participate in the project as a sponsor. Like many companies, pandemic planning and response was not a daily focus in terms of managing risk. The rapid spread of required many companies to evaluate their planning and adjust or create protocols to meet the merging threat to the health and safety of employees, visitors and their families. The capstone team?s selection of this topic was very timely in terms of practical application of best practices 1'me midst. of an merging, and challenging risk to employee safety and company viability. The output of the team?s signi?cant e?'orts into research and development of tools to help companies plan for, and respond to, pandemic sitmtions will be bene?cial The plan template and checklist provide company leaders with a great framework to assess preparation status and identify necessary actions to be taken. One of the key bene?ts to having tools like this available is the acceleration of action Company leadaship now has a tool that they can pull out and use to quickly get managers, supervisors and individual contribtnors aligned on what needs to be addressed The company can takeactinn during the critieal early phases ofa pandemic, instead of wasting precious time trying to think of what needs to be done. This is great work by a u?ell-rormded and dedicated team of safety professionals. Joe Joe Welch 0mm - IFG menial, LLO PM 0041 Dal-11.5.00. 30720 I [705) 226411: Cell noel 541412: 9 use i. a 190 smears Cue-I'd MFG Chemicals LLC Building ?Valuable Bond: Telephone ?06-226-4114 1304 Kimberly Park Drive Fax ?06-2'5-6044 Dalton M0 com Pandemic Response - 58 Appendix 11 Project Members Resumes Pandemic Response - 59 Michael S. Baut, CSP EDUCATION: Georgia Institute of Technology, Atlanta, GA Professional Master of Occupational Safety and Health, 2020 Purdue University, West Lafayette, IN Bachelor of Science, Environmental Science, 1999 WORK EXPERIENCE:        Takeda, Lexington, MA Associate Director of EHS, 2019 – Present Biogen, Cambridge, MA Sr. Manager Global Safety, 2012 – 2019 Raytheon Defense Systems, Andover, MA Sr. Safety Engineer, 2009 – 2012 Textron Defense Systems, Wilmington, MA Sr. Safety Engineer, 2006 - 2009 Harvard University, Boston, MA Safety Officer/Industrial Hygienist, 2002 – 2006 Quantum Resources (Pharmacia & Upjohn), Kalamazoo, MI EHS Professional I Consultant, 2002 – 2002 Clayton Group Services (Boeing), Seattle, WA Industrial Hygienist, 2000 - 2001 CERTIFICATIONS:  Certified Safety Professional (2005) - #18523  Certified OSHA 10-hour Outreach Trainer for General Industry  Certified OSHA 10-hour Outreach Trainer for Construction  Incident Command System 200 Course/24-hour Emergency Responder/DOT and RCRA Training  Six Sigma Greenbelt Certified – Design for Six Sigma  Certificate for Fundamentals of Bio manufacturing for Engineers from Worcester Polytechnic Institute  Certificate in Human Performance Fundamentals from University of Idaho  Conger Elsea Root Cause Analysis / Incident Investigation / MORT Certification  Active member of American Society of Safety Engineers  State of Massachusetts Grade I Wastewater Treatment Operator  State of Massachusetts Class 3B Crane Hoist License and Instructor Pandemic Response - 60 Brent E. DeBoard EDUCATION: Georgia Institute of Technology, Atlanta, GA Professional Master of Occupational Safety and Health, 2020 Christian Brothers of Chemical Engineering, 1977 Master’s of Engineering Management, 1996 Georgia Institute of Technology, Atlanta, GA Bachelor of Chemical Engineering, 1977 WORK EXPERIENCE:          MFG Chemical, Dalton, Ga Process Safety Engineer, 2015-Present Erachem Comilog, New Johnsonville, TN Area Supervisor, 2015 Penn a Kem, Memphis, TN Sr. Process Engineer, 2010 – 2015 Buckman Laboratories, Memphis, TN Sr. Process Engineer, 1991 - 2010 Hercules Inc., Hattiesburg, MS Process Engineer, Area Supervisor, 1983 – 1991 Celanese Chemical, Bay City, TX Process Engineer, 1981-1982 Stauffer Chemical, Mt. Pleasant, TN Process Engineer, 1980 - 1981 Diamond-Shamrock, Muscle Shoals, AL Process Engineer, 1977 - 1980 Pandemic Response - 61 James Preston Easterwood EDUCATION: Georgia Institute of Technology, Atlanta, GA Professional Master of Occupational Safety and Health, 2020 American Intercontinental University, Atlanta, GA Bachelor of Information Technology, 2009 Associate of Arts, Business Administration, 2007 Southern Polytechnic State University, Marietta, GA Mechanical Engineering, 2010-2012 WORK EXPERIENCE:      Capital Markets Foreign Currency Investment Advisor, 2020 – Present Roy Jorgensen and Associates, Jacksonville, FL Quality/ Safety Compliance, Engineer, 2018 – 2020 Flowers Foods, Atlanta, GA Engineer, 2018 Metso, Lithia Springs, GA Valve Technician, 2015 – 2018 Oriens Sylva, Lithia Springs, GA Project Manager, 2006 – 2015 CERTIFICATIONS:  Graduate Safety Professional (2020) – Applied  Certified OSHA 10-hour for General Industry  Certified OSHA 10-hour for Construction  Transportation Worker Identification Credential (TWIC)  FDOT Advanced MOT  AASHTO Advanced Guardrail and FDOT MRP Workshop Pandemic Response - 62 Frank V. Fombutu EDUCATION: Georgia Institute of Technology, Atlanta, GA Professional Master of Occupational Safety and Health, 2020 American InterContinental University, Atlanta, GA Master of Information Technology - 2003 University of Nebraska at Omaha, NE Bachelor of Science, Engineering Technology, 1996 Associate of Science, Engineering Technology, 1995 WORK EXPERIENCE:       McCarthy Improvement Co. Atlanta, GA Safety Manager, 2013 – Present Desmear Systems Inc., Tucker, GA Construction Manager/Safety Manager, 2007 – 2013 The Lions Group Inc., Atlanta, GA Project Superintendent/Safety Supervisor, 2003 – 2007 Thrasher Trucking & Construction, Atlanta, GA Project Manager, 1999 – 2007 United Consulting, Norcross, GA Staff Engineer, 1996 – 1999 Univ. of Nebraska Infrastructure Research Laboratory, Omaha, NE Laboratory Assistant, 1993 – 1996 CERTIFICATIONS:  OSHA 502 – Update for Construction Industry Outreach Trainers  OSHA 500 – Trainer Course in Occupational Safety & Health Standards for Construction Industry  Corse #784 US Army Corps of Engineers & Naval Facility Engineering Command Training – Construction Quality Management for Contractors  Certificate of Program Completion in Construction Safety & Health  Certificate of Program Completion in Scaffolding Safety  OSHA 3115 – Fall Protection  OSHA 521 – OHSA Guide to Industrial Hygiene  OSAH 3015 – Excavation, Trenching, & Soil Mechanics  OSAH 510 – Occupational Safety & health Standards for Construction Industry  Member – American Society of Safety Engineers  State of GA Underground Utility Foreman – License # UF204659  OSHA 10 & 30-Hour in Construction Safety and Health Pandemic Response - 63 J. Michael Mitcham EDUCATION: Georgia Institute of Technology, Atlanta, GA Professional Master of Occupational Safety and Health, 2020 Auburn University, Auburn, AL Bachelor of Science in Environmental Science, 1999 – Cum Laude WORK EXPERIENCE:     Pratt & Whitney, Columbus, GA Associate Director of EHS, 2014 – Present Chromalloy Gas Turbine, Newnan, GA Regional EHS Manager, 2012 – 2014 Avery Dennison Label & Packaging Materials, Peachtree City, GA Site EHS Manager, 2004 – 2012 Yamaha Music Manufacturing, Thomaston, GA Safety & Environmental Engineer, 1999 - 2004 CERTIFICATIONS:  OTI 501 OSHA Authorized Trainer  OSHA HAZWOPER Technician  OSHA HAZWOPER Incident Commander  EPA Method 9 Certified Opacity Inspector  Advanced Hazardous Waste Management  Certified Hazardous Materials Manager (in training)  Dangerous Goods Management (DOT, IATA, ICAO)  Environmental Management Systems Lead Auditor  Six Sigma Greenbelt Pandemic Response - 64 Appendix 12 Unabridged Organizational Leadership Aspect Pandemic Response - 65 Leadership during pandemics Leadership must step up during times of crisis. A pandemic is one such crisis. And a timeline indicates pandemics are happening with more seemingly frequency. (Korn Ferry, 2020) A leader should be expected to protect and promote his organization both through the time of crisis and to prepare his organization the organization for the future following the crisis. The actions of a leader can be described through the anagram of VUCA. During a crisis, the situation can often be described as Volatile, Uncertainty, Complex, and Ambiguous. A leader changes this chaotic situation by adding Vision, Understanding, Clarity, and Agility. ( Puri & Mallis, 2020) Take care of your people (Pasmore & Mallis, 2020) A leader’s people must be protected. This is especially true during a pandemic such as we have been through that might impact one over another. Concerns can vary from individual to individual and a leader protects his followers. A book entitled Crisis Leadership by Gene Klann contains the statement: “A crisis can exert a high impact on human needs, emotions, and behaviors. We may not be conscious of this, but our behaviors send messages to others about our own underlying needs and emotions.” (Klann, 2003) A leader has to show respect for his followers and realize that each is unique and special. The message carried to his group must be clear, relevant, and consistent. The message should not be “sugar-coated”. It was noted that, except for panic-buying of such things as bread and toilet paper, people respond maturely and reasonably and should be given information directly. (Robson, 2020) Discrepancies and contradictions will be noted and will cause a lack of confidence. This can be seen during the recent crisis as information was issued by the World Pandemic Response - 66 Health Organization and by the United States Center for Disease Control. Information from these two groups was often confusing and contradictory and even information from one organization issued at one time would be contradicted at a later time. Dr Anthony Fauci and Dr. Deborah Birx were two doctors leading the effort within the government and media. Dr. Birx was even quoted as saying that she “doesn’t trust any information from the CDC. Protection of your people during a pandemic can take and did take many forms although mostly was isolation. One community organization sent everyone to work from home. One manufacturing organization retained only operators and mechanics at plant site and made provisions for all other “support staff” to work remotely. Return to work was done in phases and done to work spaces isolated from one another. Another organization works within an office environment and quickly divided the workforce into “A” and “B” teams while allowing the “off team” to work remotely. This allowed that organization to provide additional space between those “in office”. These provisions were not without some peril. The community organization realized their system was very much “paper based” as they saw numerous desk top computers and monitors not to mention boxes of paper files being carried out. Issues of broadband restriction limited communication on occasion and just the “remoteness” of workers added time delay to what otherwise would have been a momentary conversation held by “walking down the hall”. Upon return to work, facemasks and hand sanitizer are common sights. Handshakes are rare. Social distancing and maximum number of attendees to meetings and training sessions are being maintained and enforced. Pandemic Response - 67 Take care of your organization (Pasmore & Mallis, 2020) A leader’s organization must also be protected. In this is the hope that there will be a tomorrow when the present situation is resolved. The middle of a crisis is the time to rediscover and re-emphasize the purpose of your organization. (Segel, 2020) “During a crisis, your goal is to reduce loss and keep things operating as normal as possible” (Klann, 2003) The manufacturing organization has multiple plants with each plant conducting operation to maintain different product lines. Each plant was impacted by the crisis to varying extents. Production stoppages were taken for maintenance and other mechanical improvements. The community organization as ahead of other similar organizations by having previously made transition to providing on-line service but they quickly realized during the COVID-19 pandemic they were composed of a small number of heavily-interactive people. If one person were to develop symptoms then they all were likely exposed. To protect the viability of the organization, they established an interconnectivity among organizational members who were “not staff” in order to maintain group functionality. Take care of your future (Pasmore & Mallis, 2020) Leaders take care by leading into the future. Once the organization has been protected to survive the crisis, leaders identify potential changes to re-make the organization in order that it might be stronger in the future. “Concentrate on the greater vision you have of yourself, both personally and professionally. Think about where you will be and what you will be doing a year from now. Stop and realize that you are alive and that much good will come out of the crisis.” (Klann, 2003) Pandemic Response - 68 The office organization, dealing in financial concerns, had previously been singularly located in the northeastern United States. A recent weather event had convinced them to disperse to several locations but the COVID-19 pandemic confronted them with a crisis affecting multiple locations simultaneously. They quickly developed a “A” and “B” team so that only half the workforce as “in office” at one time while strengthening their remote conferencing capabilities. They located deficiencies in their conferencing capabilities, such as certain remote workers were in locations of limited bandwidth, and limitations of virtual inspections of documents and facilities. They also realized that amount of office space they thought was required as much more than actually needed. The respondent voiced the aspiration that these deficiencies will be overcome with advances in technology that ultimately the changes will position to be more competitive attracting talent that had been rejecting their previous “old school” management methods. The community organization realized a value in providing remote services and that enhancing capabilities would make their operation more efficient but allow capability to serve more clientele. The manufacturing organization has learned the advantage of being nimble and quick. The COVID-19 pandemic has created new markets and demand. Responding to the demand can make a bright future. Pandemic Response - 69 Take care of your stakeholders (Pasmore & Mallis, 2020) Never forget your stakeholders. Here again, the message carried to this group must be clear, relevant, and consistent. Discrepancies and contradictions will be noted and will cause a lack of confidence. This group wants an assurance that all will be well. The message should not be “sugar-coated”. As stated above, people don’t panic but respond maturely and reasonably and should be given information directly. Protecting your stakeholders is accomplished by taking care of your people, your organization, and preparing for your future but stakeholders want the assurance that you remain on the right track. This has been demonstrated by all three groups through the unfortunate employee impacts but also through corporate re-structuring and in the development of new products to meet future anticipated demands. Pandemic Response - 70 Appendix 13 Unabridged Essential Worker Aspect Pandemic Response - 71 IDENTIFYING “ESSENTIAL/CRITICAL WORKERS” During a pandemic it’s important that essential critical infrastructure remain functional in order to respond to emergency for both public health, safety and community well-being. Such critical infrastructure industries or companies have responsibility in such times to continue to operate. The Cybersecurity & Infrastructure Security Agency (CISA), a department of the Homeland Security in collaboration with other federal agencies, States and local governments, private sector/industry experts develop an “Essential Critical Infrastructure Workforce” advisory list. The list helps State, local, tribal and territorial officials as they work to protect their communities, while ensuring continuity of functions critical to public health and safety, as well as economic and national security. Individual jurisdictions have the liberty to add or subtract to the advisory list as they see fit. Essential Critical Infrastructure Workforce: The “Critical Workforce/Essential Workers” are needed and are responsible for maintaining the services and functions that Americans depend on daily and that need to be able to operate resiliently during a pandemic response. Essential workers are given the ability by Federal, State or Local governments to continue to work even during community restrictions, access management, social distancing, closure orders or directives which are crucial to community resilience and essential functions. During the most recent times, pandemic outbreaks including the ongoing COVID-19, the following 16 critical infrastructure sectors have been identified by a Presidential Policy Directive 21 (PPD-21): PPD-21 during the ongoing COVID-19 pandemic outbreak and include: The Pandemic Response - 72 chemical Sectors, Commercial Facilities, Communications, Critical Manufacturing, Dams, the Defense Industry, Emergency Services, Food and Agriculture, Government Facilities, Healthcare and Public Health, Information Technology, Nuclear Reactors, Materials, and waste, Transportation Systems, Water and Wastewater Systems. These critical infrastructure sectors’ assets, systems, and networks, whether physical or virtual, are considered so vital to the United States that their incapacitation or destruction would have a debilitating effect on security, national economic security, national public health or safety, or any combination these. Most essential workers are likely to perform job duties that involve medium, high, or very high occupational exposure risks levels. The Occupational Safety and Health Agency (OSHA) has classifies job tasks into risk exposure levels as shown in the occupational risk pyramid below. Essential workers in the medium to very high-risk levels include but are not Pandemic Response - 73 limited to, those in healthcare, emergency response, meat and poultry processing, retail stores such as grocery stores, pharmacies and other critical infrastructure operations. Occupational Risk Pyramid for COVID-19 Lower Exposure risk (Caution) – These are workers who have minimal occupation contact with the public and other workers and may include: Remote workers such as those working from home during the pandemic Office workers who do not have frequent contacts with coworkers, customers, or the public. Manufacturing and Industrial facility workers who do not have frequent close ontact with coworkers or the public. Healthcare workers providing only telemedicine services. Long-distance truck drivers. Medium Exposure Risk - These workers require frequent/close contact with people who may be infected, but who are not known to have or suspected of having COVID-19. This category may include: Those who may have frequent contact with travelers returning from international locations with widespread COVID-19 transmission. Pandemic Response - 74 Those who may have contact with the general public such as, schools, high population density work environments, and some high-volume retail settings. High Exposure Risk – These will be jobs with a high potential for exposure or suspect sources and may include: Healthcare workers such as Doctors, nurses, dentists, paramedics, emergency medical technicians, or performing aerosol-generating procedures such as intubation, coughinduction procedures etc. Healthcare of laboratory personnel collecting or handling specimens from known or suspected COVID-19 patients. Morgue workers performing autopsies, which generally involve aerosol-generating procedures, on the bodies of people who are known to have, or are suspected of having COVID-19 at the time of their death. Obstacles or Challenges Encountered by Essential Businesses Healthcare Workers: Healthcare workers around the world are responsible for keeping national healthcare systems afloat amid the most daunting challenge to public health. In most areas of the United States and the world in general, healthcare professionals have succeeded in preventing the worstcase scenarios of the COVID 19 pandemic so far at a costly prize to them. Because of the central role they play in the pandemic response, they have been negatively affected by the pandemic in profound ways than other essential workers. Healthcare workers have encountered and continue to face challenges such as heavier workloads, job losses/unemployment and economic uncertainty, physical and mental toll just to name a few. Heavier Workloads: Pandemic Response - 75 At the very onset of the present pandemic healthcare professionals (doctors, nurses, medical technicians, clinical coordinators, paramedics, orderlies, hospital sanitation specialists, and others were in greater demand than ever. Even before COVID-19, it is worth noting that healthcare professionals have always had to work long hours. However, during the pandemic they were required to work more hours/additional shifts to keep up with the inflow and care of patients with the COVID-19 in those areas considered to be hot zones. Job Losses/Unemployment: As healthcare workers in the so-called hot zones were experiencing work overload, outside of those hard-hit areas, some healthcare workers found themselves jobless as hospitals were emptied out in preparation for a surge of patients with COVID-19. In those least-affected regions of the United States, because all elective procedures and non-emergency surgeries were suspended, the result was reduction in consumer demand for healthcare services causing hospitals to lay off or furlough their workers. Nurses employed at Hospital Corporation of America (HCA) Healthcare protested in May 2020 after they said they were threatened with layoffs (NYSE: THC). Tenet Healthcare furloughed 3,500 hospital workers due to canceled elective surgeries. This phenomenon did not occur only at hospitals. Many Primary care and some outpatient practitioners also faced massive reductions in their care load. As some practices closed and others turned into telehealth services like Teledoc, (NYSE: TDOC) to connect with their patients from home, some healthcare workers face job insecurity for the first time in their careers despite their high skills and high demand elsewhere. Physical and Mental Toll: As COVID-19 rages on, healthcare workers have been exposed to enormous risks of this pandemic which is said to be intensely more dangerous compared to the average risks they face Pandemic Response - 76 in ordinary times. Several thousands of healthcare workers have been infected with COVID-19 as a result of insufficient personal protective equipment (PPE) and pour infection control protocols in hospitals, nursing homes and clinics. In the United States of America alone, it’s been reported that at 600 of these infected workers have died and several more face lengthy recoveries. On March 3, 2020 the WHO Director-General Dr. Tedros Adhanom Ghebreyesus expressed his concern about the depleting of world PPE stockpiles and stated that “Without secure supply chains, the risk to healthcare workers around the world is real. Industry and governments must act quickly to boost supply, ease export restrictions and put measures in place to stop speculation and hoarding. We can’t stop COVID-19 without protecting health workers first”. Healthcare workers are more stressed than ever before as they play their role in controlling the pandemic. The added workload of handling more patients than usual, the stress of triaging patients and worse of all rationing resources are more stressful than ever before as most vendors and even manufacturers of required PPE are unable to keep up with the demand. For health care workers, stress is heightened. Burnout has long been a problem for physicians and nurses, but COVID-19 is adding serious risk factors. In addition to the regular hardships that go along with the job, health care workers who are caring for COVID-19 patients are living with a threat that never goes away. They are always concerned about the prospects of contracting the virus themselves or passing it along to their families. Shortages of Personal Protective Equipment (PPE) Shortages of PPE and the inability of manufactures to keep up with worldwide rising demand is not affecting only health workers but the rest of the essential workforces as well. In the construction sectors as well as in general industry, workers faced the some of the same Pandemic Response - 77 problems healthcare workers. Because most organizations do not typically keep large inventories of PPE, some were forced to pay as much as five to ten times what PPE would cost in ordinary times if they desired to keep their business ongoing. The widespread and persistent shortages of PPE for frontline workers lead to issuing a warning in March 2020 that the severe and mounting disruption to the global supply of personal protective equipment (PPE) as a result of panic buying, hoarding and misuse was putting lives at risk from the new coronavirus and other infectious diseases. During his Coronavirus press briefing on February 7, 2020 the World Health Organization (WHO) Director General again stated that the world was facing severe disruption in the market for personal protective equipment and that demand was up to 100 times higher than normal and prices were up to 20 times higher. Healthcare workers as all other essential workers rely on personal protective equipment to protect themselves and being infected and infecting others. But shortages are leaving frontline workers dangerously ill-equipped to carry out their work during this COVID-19 pandemic, due to limited access to supplies such as gloves, masks, respirators, goggles, face shields, gowns, and aprons. Pandemic Response - 78 Appendix 14 Unabridged Remote Worker Aspect Pandemic Response - 79 Non-Essential/ Remote Workers The Occupational Safety and Health Administration (OSHA) classifies worker exposure to Covid-19 in an occupational risk pyramid from very high to high, medium, or lower. Workers with very high to high risk are generally considered essential and consist of healthcare, laboratory, and morgue workers. A majority of the United States’ workforce falls in the low to medium risk classifications. OSHA recommends minimizing face-to-face contact as an administrative control for low to medium risk workers. If feasible organizations should consider strategies such as remote, phone-based communication, and telework. In certain healthcare settings telemedicine should be the preferred method for providing medical services. The Centers for Disease Control (CDC) recommends offering supportive policies and practices for employees with higher risk for severe illness. These employees could be from areas with high transmission rates, employees with compromised immune systems, or older adults. Employers should support and encourage options to telework. Teleworking protects high risk employees from exposure to Covid-19 or any other biological hazard. The National Safety Council (NSC) recommends establishing flexible worksites such as telecommunicating as a social distancing measure. The OSHA occupational risk pyramid for Covid-19 should be applied to any biological hazard. In the event of future pandemics, the supportive and social distancing strategy of telework should be considered if feasible. The employee’s non-essential status is determined by an employee’s presence at work not being required to meet operational needs. In an interview with the director of environmental, health and safety of a large non-profit organization it was discovered that staff supporting operations but not manually involved in the product or facilities Pandemic Response - 80 were identified as non-essential. The large non-profit organization proactively established a remote work policy to support social distancing measures and continues to follow or adjust these policies according to CDC guidelines. Telework is not a new concept to the American workforce. In a recent article published by EHS today it was estimated that 30 to 40 million people are remote workers. Creating alternative workplaces was a growing trend prior to Covid-19. Remote workers create unique management challenges for safety professionals. Safety professionals must possess the knowledge and skills to prevent incidents in alternative workspaces, but remote workers must possess the self-management skills to take responsibility for safety. It is imperative for safety professionals to remember that the employer is liable for injuries resulting from an incident in an alternative workspace while the employee is performing their job duties. OSHA released a statement in response to an employer question in 1999 that states: “The OSH Act applies to work performed by an employee in any workplace within the United States, including a workplace located in the employee's home. All employers, including those which have entered into 'work at home' agreements with employees, are responsible for complying with the OSH Act and with safety and health standards.” Numerous lawsuits and workers compensations claims have been awarded to employees that were injured in an incident while performing their job duties at home. The most common causes of workplace incidents at home include complacency, distraction, stress, unsafe attitudes, and poor time management. Safety professionals should develop strategies to eliminate these causes and mitigate hazards at home. A safety professional should hold regular teleconference meetings with remote workers to communicate expectations, goals, and address any concerns. During these teleconferences, the safety professional should offer a checklist to keep remote workers engaged in safety at home. Items on the checklist should Pandemic Response - 81 include smoke detectors, fire extinguishers, evacuation plans, and inspecting the floor for any slip or trip hazards. It is equally important to develop a proactive safety culture amongst remote workers. Remote workers share a responsibility in developing the safety culture within their workspace. Remote workers should maintain regular hours, create a routine, schedule breaks, and socialize with colleagues. Remote workers should also make an effort to leave home while respecting social distancing measures. Remote workers do not need to expose themselves to a biological hazard such as COVID-19. Taking a lap around the house or the neighborhood may be sufficient. The important thing is to keep the body moving. Remote workers should give themselves a space to breathe, time to decompress, and the ability to reset. Safety professionals should consider relevant initiatives regarding remote workers such as mental health and substance abuse. During a biological pandemic like Covid-19 non-essential employees are suddenly required to work in isolation. In some cases, these remote workers may become quarantined due to developing an illness or caring for a sick family member. Remote workers may struggle with economic burdens caused by the pandemic. These issues could negatively affect worker confidence and morale. The NSC published that as of June 2020, 30 states have reported a rise in opioid overdose fatalities in correlation with the Covid-19 pandemic. A safety professional should regularly communicate to remote workers resources for managing mental health and substance abuse such as employee assistance programs (EAPs). The director of environmental, health and safety at the large non-profit makes a strong effort to monitor the morale of their staff and engage them in conversation. A high priority for safety professionals is communication. Effective communication requires consideration of the topic and method. Topics are communicated through initiatives or safety training. Safety professionals are tasked with creating and delivering effective safety Pandemic Response - 82 training to remote workers. Effective safety training should be relevant. Topics relevant to remote workers include ergonomics and workspace layout. Is the workspace located in an area free from distractions? Does the workspace layout equip the remote worker to complete tasks efficiently? The large non-profit organization has developed remote work agreements that require staff to maintain a business atmosphere and identify a safe workspace. Safety professionals do not have to be experts on virology, but they should get their information about the biological hazard from reliable sources. Safety professionals should communicate relevant CDC guidelines about the biological hazard, how it spreads, hygiene, and social distancing measures to remote workers. Policies and procedures regarding the biological hazard should be communicated regularly. Updates about the pandemic, biological hazard, or government mandates should also be communicated to remote workers. Methods of communication are equally important to the information being communicated. A safety professional must understand technical capabilities before determining the method of communication. Teleconferencing, videoconferencing, text messaging, and emails are all effective methods of communication. The large non-profit organization was already accustomed to alternative workspaces. They required staff to have the technical capabilities to support remote working and have an in-house IT department to provide technical support to remote workers. These provisions support communication between safety professionals, supervisors, and remote workers. Effective communication between safety professionals, supervisors, and remote workers is essential to safety in the alternative workspace. Pandemic Response - 83 Appendix 15 Unabridged Return to Work Aspect Pandemic Response - 84 Return to Work With many workers categorized as either essential or non-essential, organizations continue with the challenge of how to continue work efficiently but still promoting worker health and safety. As many companies have made the shift to essential only worker and promoting remote workers during this pandemic, many companies are now in the process of looking to phase workers coming back to the facility. Although it’s unclear when these employees will return to the workplace, it’s important for HSP’s and organizations to get ahead of the curve and start planning now for a smooth transition. The first item that Organization Leadership (OL) faces is the amount of resources to reference in order to develop and implement a Pandemic Management and Recovery Plan (PMPR). OL is faced with the task to ensure they can keep pace with rapid changing updates from federal and local government mandates while juggling with how to implement all the requirements into a plan for return to work. The PMRP should be based on key decisions made such as new practices and protocols and how the plan can be communicated to all workers prior to returning to work. Overall the deliverable plan should cover basic requirement elements such as physical distancing, workplace engineering upgrades, sanitization, risk assessments and a phased approach for returning to work. In addition, the plan must meet specific controls warranted for facility readiness determining capacity size, new protocols, requirement for operations readiness including testing of fire, life and critical safety systems along with human element preparedness. Lastly, the PMRP must include requirements and process for those contractors or third-party contingent personnel who work exclusively for the organization but are paid by another company. Pandemic Response - 85 As the PMRP is being built, other questions will arise such as has the peak of the current COVID-19 wave completed? Do local health care systems have resources and personnel available to deal with second waves of disease occurs? Do I have the necessary resources to alter the working environment and ultimately as an organization, am I doing the right thing? Through these questions, it is essential that workers are kept informed on what to expect prior to coming back and what the “new normal” will look like. The OL must first consider workers mental health and mental wellbeing and how they can alleviate concerns and anxieties that workers may feel prior to returning to work such as their personal of family’s safety, isolation during the pandemic, financial implications or child/family care instabilities. To move forward, the OLT shall ensure HR has policies in place for worker mental health and well-being prior to returning. It will be OL responsibility to set proposed key milestone dates, provide virtual town hall meetings and provide essential communications such as email notifications, company intranet links, a return to work guide and an open phone line for workers to call for questions on where to turn for help. Ensuring worker feedback will be the most critical point for success on workers returning to the facility with hopes to remove ambiguity and worker anxiety about returning to the workforce which will allow for a smoother transition. Companies with the capability to have IT services provide virtual tours of what practices and protocols have been implemented will provide workers a better understanding of what to expect when returning. These virtual tours also will provide workers an understanding of what practices and protocols the organization has done to protect employee including personal health check screenings such as temperatures checks and questionnaires, cleaning protocols, practices Pandemic Response - 86 of good hygiene and sanitization, face masks and protective equipment, promotion of new HR policy on sick leave and specifics on physical distancing such as work desk and common areas. Other specifics include reconfiguration of workspaces or workstations with guarding, new signage and floor marking including usage of specific restrooms and entrance and exits used each day. In addition, OL must determine who should return to work while understanding workers who may not have the availability based on sickness, high risk such as age or pregnancy, child or adult care or other external personal issues that have occurred during the pandemic. In addition, OL must have policies in place for all these include those workers returning who have been infected. OL shall realize they must be accommodating and offer solutions such as altered shift days or altered schedules which may help to reduce amount of employee coming in and leaving at the same time. Lastly, OL should create a welcome back to work orientation to ensure workers returning fully understand and are trained in new policies and procedures. Another concern if ensuring how workers will get to the facility. Many of those work in suburb industrial park areas where they park the car will not be a key issue but for many working in metropolitan areas where they are taking shared car service, buses, trains and shuttles, OL will need to evaluate that issue. OL shall work with local mass commuting to evaluate their process to ensure workers using those forms of travel will not be at risk prior to coming to the facility. OL shall also provide key communications or employee ride share program with incentives to ensure low risk. Companies utilize shuttle systems to a from sites should also look to capacity levels, seat designations and schedules. Pandemic Response - 87 Appendix 16 Unabridged Future Pandemic Preparation and Planning Aspect Pandemic Response - 88 Future Pandemic Preparation & Planning The degree to which an organization successfully responds to a pandemic is due in large part to the amount of preparation that is made in advance. While pandemic circumstances may vary between events, having a solid, planned approach provides agility and allows rapid implementation and adjustment to the variables as they emerge. We have identified six section that are essential to pandemic planning. These have been organized into a checklist, which we will briefly discuss. Section 1 covers required elements of a written pandemic response plan. The organization begins by establishing a cross-functional pandemic response team that is representative of its size and complexity. Key functions should include Senior Leadership, Operations, EH&S, Human Resources, Communications, and Security. Each functional business unit then completes a template which documents normal operating conditions and considers how it will respond to impaired operations, a partial shutdown, and ultimately to a temporary full shutdown. Finally, the organization identifies channels through which it will receive official information and monitor conditions as needed. Section 2 involves personnel planning. Key activities include developing a comprehensive employee list by department with updated contact information so employees can be reached outside of work if needed. This section also defines which groups of employees are essential (must report to work), and non-essential (may work from home). For non-essential personnel, the organization determines and provides the technology, systems, equipment, and supplies required to facilitate remote work. Pandemic Response - 89 Section 3 focuses on communication and develops multiple platforms to connect with both essential and non-essential employees. Consideration is also given for the communication needs of the multigenerational workforce. Common communication mediums include group emails, group texts, intranet websites, mass communication services such as Everbridge, presentations displayed on video monitors, printed information posted at entrances, common areas, and on restroom doors, and a telephone hotline with pre-recorded information concerning the event. The organization then establishes a schedule for regular communication with more frequent information being released as circumstances require. Section 4 covers prevention activities the organization should undertake to minimize the risk of pathogens spreading in the workplace. The foundation of this step is education. The organization should develop a robust training program to educate employees on the nature of the pandemic, covering topics such as specific disease pathology (signs on symptoms of the illness), proper hygiene measures, routes of entry and how to protect them, and the importance of sleep, hydration, and good nutrition. The company should also establish plans for social distancing including limited the number of people that can gather in a common location. This includes areas such as cafeterias, break rooms, and meeting rooms. Common areas where employees stand in line such as building entrances, cafeteria lines, and time clocks should utilize visual indicators such as floor markings to support social distancing. Next, commonly touched surfaces should be identified, and plans developed to reduce or eliminate touching. Examples include securing doors open to facilitate touchless movement throughout the facility, installing sanitary door handles on restroom doors, converting restroom toilets, faucets, soap dispensers, paper towel dispensers, water fountains and ice machines to touchless technology, and installing automatic hand sanitizer stations at each facility entrance/exit, outside all restrooms, and in Pandemic Response - 90 common areas with commonly touched surfaces. For areas that cannot be made “touchless”, develop an enhanced cleaning protocol using approved disinfectants, and focus frequent cleaning on door knobs, hand rails, table tops, touch screens, printer/copier screens, equipment control panels, light switches, vending machines, refrigerators, and shared keyboards / mice. Section 5 covers the management of ill employees for the purpose of preventing the spread of pathogens in the workplace. The facility should develop plans to limit the presence of non-essential personnel as much as possible. Contractors and visitors should be limited to business critical needs only. All non-business critical projects should be suspended until the pandemic has passed. The facility should develop a self-assessment screening matrix that is completed by all personnel entering the facility. A generic template is sufficient for planning, and specifics related to the pandemic can be added as necessary. Each employee, contractor, and visitor will be required to complete and pass the assessment before coming to work. The facility should also develop plans to limit employee / visitor entrances and develop plans to screen employees for illness, including thermal scans or no-touch thermometers. PPE specific to the pandemic must be administered and written plans developed to manage waste PPE to prevent the spread of potentially infectious materials. The site must also document procedures that prohibit sick employees from coming to work and quarantine protocols for employees that become sick, as well as a robust return to work protocol following quarantine. Finally, procedures must be developed detailing how additional deep cleaning will be conducted in work areas when employees become sick while at work. Section 6 deals with two tiers of critical supplies. Tier 1 deals with supplies that are required to run the business, whereas Tier 2 deals with supplies that are needed to manage the Pandemic Response - 91 pandemic response. As part of the planning process, the organization should develop a list of critical Tier 1 supplies and suppliers and set inventory levels for a defined period of time. This will allow the organization to ramp up Tier 1 supplies as needed in anticipation of pandemic interference. The facility should also identify key suppliers for Tier 2 pandemic response supplies and develop an initial inventory that can be rapidly increased as specific pandemic conditions require. The written pandemic plan is implemented over five distinct levels. Each level is based on triggering events based on pandemic severity and correlates to a specific facility level response. These levels are summarized in the table below: Level Triggering Event(s) Level 0 * No specific pandemic concerns identified Level 1 * Centers for Disease Control and/or World Health Organization issues advisory that a global pandemic is likely to occur. * CDC / WHO identifies gloal hot spots and issues travel bans / quarantine orders Level 2 * Federal / State Government has imposed border restrictions * Federal or State Emergency Declaration issued * National Pandemic Emergency Declared by the Federal Govenment or CDC. * Federal or State Government imposes border closings * Key supplies for running the facility are in limited supply (e.g. parts/materials needed for production, drinking water, personal protective equipment, Level 3 sanitation materials) * State or Local government mandates closure of schools, childcare facilities * State or Local government imposes restriction on public gatherings * Federal, State, or Local Government mandate temporary facility closure * Critical customers shut down / no longer receiving deliveries * Critical suppliers unable to deliver raw materials Level 4 * Employee absences exceed minimum business unit thresholds to maintain operations * Local infrastructure unable to provide utility services to the facility Facility Status Facility Response * Normal site operations * Complete Pandemic Risk Assessment Fully Open * Develop Pandemic Resposne Plans * Conduct facility upgrades where applicable * Establish 30-day Stock of Tier 1 and Tier 2 Supplies & PPE * Engage cross-functional Site Pandemic Response Team * Monitor status of situation through CDC / WHO updates * Review / update Site Pandemic Plans * Business Units update Critical Ops Plans Fully Open * Review / Update employee contact information * Begin educating workforce on preventative measures * Encourage all employees to sign up with Everbridge. * Increase stock of Tier 1 and Tier 2 Supplies and PPE to 60-day level. * Enhance facility cleaning scope and frequency * Increase frequency of site-wide communications * Minimize in-person meetings * Discourage non-essential business travel to and from the facility * Encourage social separation (no handshakes, limited in-person Fully Open meetings - use webmeetings, teleconferencing, etc). * Continue frequent promotion of hygiene practices * Begin planning for business interruption * Initiate screening questionnaires for contractors / visitors * Continue encouraging employees to sign up with Everbridge * Increase Stock of Tier 1 and Tier 2 supplies and PPE to 90-day level. * Suspend all in-person meetings. * Suspend all business travel *Non-essential personnel sent home * Salaried personnel assigned to work at home where possible * Emergency supplies distributed to key personnel Partial Shutdown * Facility access restricted to designated, secured doors. * Medical screenings (temperature) conducted on all personnel entering the facility. * Deploye all means of employee communication. Temporary Full Shutdown * All operations suspended * Facility cleared and secured * Implement Site Security Monitoring Protocol * Employee communications provided through Everbridge Pandemic Response - 92 Appendix 17 Project Plan Pandemic Response - 93 Project Plan – Team One: Responding to Pandemics from a Health & Safety Professional’s Perspective The purpose of our project is to outline the direction and steps that Health and Safety (H&S) professionals should take to protect their workforce in the event of a pandemic. The COVID-19 outbreak in late fall and winter of 2019 / 2020 brought to light many deficiencies in emergency planning and business continuity. Responses from Federal, State, and Local governments impacted the way people interacted with their family, work and society. In this project we will address the way H&S Professionals worked to reduce exposure risk, and enhance employee safety, while ensuring current business practice could continue. With the rapid surge of COVID-19 cases, businesses found that their current Emergency Action Plans and Business Continuity plans were deficient and lacked proper tools to ensure safety and continuity of business during a pandemic. Because of this lack of detail, many decisions from all levels were made “on the fly” in response to less than accurate, or even incorrect, information. Employers had to make rapid decisions about what were essential businesses, essential workers, and how businesses could be modified to respond to pandemic needs. Our project will explore and provide answers on how to appropriately define and describe the principles of managing safety and health during a pandemic and lessons learned. We will also analyze the attributes of an organization’s response with respect to safety and health. We will identify what the organization did well and should repeat, and what could be improved. We will propose an action plan to improve response to current and future pandemic situations that should be part of both Emergency Action Plans and Business Continuity plans. We will also demonstrate the value of preparedness and response in maintaining the safety and health management within an organization. Our team is composed of five members from different industries as well as construction. These are: Michael Baut (Biotech Industry - Takeda) Brent DeBoard (Chemical Industry – MFG Chemical) Preston Easterwood (Consulting – Capital Markets) Frank Fombutu (Construction Industry – MCB Corporation) Michael Mitcham (Aerospace Industry – Pratt & Whitney) Our sponsor is Joe Welch, Director of Environmental, Safety and Health, MFG Chemical, LLC Pandemic Response - 94 Appendix 18 Link to OneNote Meeting Minutes Pandemic Response - 95 GROUP ONE: OneNote Link: https://1drv.ms/u/s!Atqr_6iBXj6bgTzSEZ5KO6WQAvB?e=IFZnI5