H1N1 Update John Newquist

SEASONAL INFLUENZA In the U.S., 5-20% of the population develop seasonal influenza each year and approximately 36,000 die Complications to “high risk” populations such as the elderly and others with chronic conditions such as congestive heart disease, asthma & diabetes account for most deaths

In the U.S., 5-20% of the population develop seasonal influenza each year and approximately 36,000 die

Complications to “high risk” populations such as the elderly and others with chronic conditions such as congestive heart disease, asthma & diabetes account for most deaths

H1N1 2009 Strain of flu not previously seen in humans Limited response to current flu vaccines Case count as of August 24 2009 USA 7.983 cases and 522 deaths http://www.cdc.gov/h1n1flu 512 deaths since May 26, 2009.

Strain of flu not previously seen in humans

Limited response to current flu vaccines

Case count as of August 24 2009

USA 7.983 cases and 522 deaths

http://www.cdc.gov/h1n1flu

512 deaths since May 26, 2009.

H1N1 2009 Pregnant women 13% of the fatalities. People born before 1956 seem to have stronger resistance.

Pregnant women 13% of the fatalities.

People born before 1956 seem to have stronger resistance.

INFLUENZA TRANSMISSION During a sneeze millions of tiny droplets of water and mucus are expelled at about 200 mile per hour.

During a sneeze millions of tiny droplets of water and mucus are expelled at about 200 mile per hour.

IMPACTS OF A PANDEMIC

PREVIOUS INFLUENZA PANDEMICS IN THE 20 TH CENTURY 1918-19 “Spanish flu” resulted in 675,000 deaths in the U.S. and up to 50 million worldwide 1957-58 “Asian flu” accounted for 70,000 deaths in the U.S. and 1-2 million worldwide 1968-69 “Hong Kong flu” resulted in 34,000 deaths in the U.S. and 700,000 worldwide

1918-19 “Spanish flu” resulted in 675,000 deaths in the U.S. and up to 50 million worldwide

1957-58 “Asian flu” accounted for 70,000 deaths in the U.S. and 1-2 million worldwide

1968-69 “Hong Kong flu” resulted in 34,000 deaths in the U.S. and 700,000 worldwide

What Happened? April 15, 2009 - First cases reported in Mexico June 11, 2009 - WHO elevated 2009 H1N1 influenza to pandemic status July 31, 2009 – Cases in 168 countries and territories

April 15, 2009 - First cases reported in Mexico

June 11, 2009 - WHO elevated 2009 H1N1 influenza to pandemic status

July 31, 2009 – Cases in 168 countries and territories

Symptoms H1N1 Fever Chills Headache Upper respiratory symptoms (cough, sore throat, runny nose, shortness of breath) Muscle and joint pain Fatigue Vomiting Diarrhea

Fever

Chills

Headache

Upper respiratory symptoms

(cough, sore throat, runny nose, shortness of breath)

Muscle and joint pain

Fatigue

Vomiting

Diarrhea

How is this flu different? The 1918-19 pandemic virus was also caused by the H1N1 type of influenza virus and has similar characteristics to the present one.

The 1918-19 pandemic virus was also caused by the H1N1 type of influenza virus and has similar characteristics to the present one.

Medium Level Pandemic It is estimated that a medium level pandemic in the U.S. today could cause: 89,000 – 201,000 deaths 314,000 -734,000 hospitalizations 18-42 million outpatient visits and another 20-47 million people being sick 15-35% of the population could be affected and economic impact could range between $71 – $167 billion

It is estimated that a medium level pandemic in the U.S. today could cause:

89,000 – 201,000 deaths

314,000 -734,000 hospitalizations

18-42 million outpatient visits and another 20-47 million people being sick

15-35% of the population could be affected and economic impact could range between $71 – $167 billion

Worst Case It could cause a repeat of the 1918 Flu: 30-60% of world’s population to be infected 180 – 360 million deaths worldwide Over 1,760,000 deaths in U.S.

It could cause a repeat of the 1918 Flu:

30-60% of world’s population to be infected

180 – 360 million deaths worldwide

Over 1,760,000 deaths in U.S.

PLANNING FOR A PANDEMIC Why Plan?

BUSINESS IMPACTS Employees can’t or wont come to work Loss of people and expertise Loss of customers/sales/revenues/profits “Just in time” inventory will be heavily impacted Customer/vendors/suppliers defaulting on deliveries and contracts Liquid asset depletion

Employees can’t or wont come to work

Loss of people and expertise

Loss of customers/sales/revenues/profits

“Just in time” inventory will be heavily impacted

Customer/vendors/suppliers defaulting on deliveries and contracts

Liquid asset depletion

PANDEMIC PLANNING Businesses can play a key role during a pandemic in protecting employee’s health & safety as well as limiting the negative impact to the economy. Planning is critical Important to raise awareness and begin preparing so businesses have the capacity to respond effectively during a pandemic

Businesses can play a key role during a pandemic in protecting employee’s health & safety as well as limiting the negative impact to the economy.

Planning is critical

Important to raise awareness and begin preparing so businesses have the capacity to respond effectively during a pandemic

KEY QUESTIONS How can company continue to operate effectively with minimal contact between employees, customers, and suppliers for prolonged periods ? How can company continue to operate effectively if key employees are out for a long time or permanently ? How can company operate effectively if your supply chain’s are disrupted ?

How can company continue to operate effectively with minimal contact between employees, customers, and suppliers for prolonged periods ?

How can company continue to operate effectively if key employees are out for a long time or permanently ?

How can company operate effectively if your supply chain’s are disrupted ?

OVERVIEW OF PROCESS Form the planning team Develop employee pandemic education plan Identify all essential business functions/services Identify critical suppliers, vendors, etc. Develop response plan for employee, material, work demand shortages Modify current policies on sick leave, telework, return to work, etc.

Form the planning team

Develop employee pandemic education plan

Identify all essential business functions/services

Identify critical suppliers, vendors, etc.

Develop response plan for employee, material, work demand shortages

Modify current policies on sick leave, telework, return to work, etc.

OVERVIEW OF PROCESS Acquire critical supply items Establish trigger points to plan activation based on WHO phases and mild to worse case scenario for employee absenteeism Senior management review Revise, update and test the plan

Acquire critical supply items

Establish trigger points to plan activation based on WHO phases and mild to worse case scenario for employee absenteeism

Senior management review

Revise, update and test the plan

Phases of a Pandemic Adopted by the Department of Health and Human Services Interpandemic Pandemic Alert Pandemic Phase I Phase 2 Phase 3 Phase 4 Phase 5 Phase 6 Mitigation and Preparedness Response We are Here I I

BUSINESS IMPACT QUESTIONS Have your company’s essential functions and individuals who perform them been identified and a plan developed to ensure work can be completed with a projected absentee rate of 25-30%? Can core business activities be sustained when community outbreaks last 6-8 weeks and multiple waves strike in a calendar year? Is plan in place for interruption of essential government services?

Have your company’s essential functions and individuals who perform them been identified and a plan developed to ensure work can be completed with a projected absentee rate of 25-30%?

Can core business activities be sustained when community outbreaks last 6-8 weeks and multiple waves strike in a calendar year?

Is plan in place for interruption of essential government services?

BUSINESS IMPACT QUESTIONS Can essential operations and services be maintained when necessary resources are not available? Can you afford to stockpile adequate levels of essential reserve material? Have outside services critical to maintaining operations (transportation) been identified and alternatives explored? (Just-in-time operations will be heavily affected)

Can essential operations and services be maintained when necessary resources are not available?

Can you afford to stockpile adequate levels of essential reserve material?

Have outside services critical to maintaining operations (transportation) been identified and alternatives explored? (Just-in-time operations will be heavily affected)

BUSINESS IMPACT QUESTIONS Are procedures in place to maintain a healthy work environment? Have sick, medical and family leave policies been updated to reflect pandemic considerations? Are policies and tools available for employees to work offsite? Is it possible to expand online and self-service options for customers & business partners?

Are procedures in place to maintain a healthy work environment?

Have sick, medical and family leave policies been updated to reflect pandemic considerations?

Are policies and tools available for employees to work offsite?

Is it possible to expand online and self-service options for customers & business partners?

EDUCATION/COMMUNICATION PLAN

PREVENTION & INFECTION CONTROL PRACTICES Hygiene practices for work and home Flu vaccinations and antiviral medications Personal protection Individual & family checklists and planning guide .

Hygiene practices for work and home

Flu vaccinations and antiviral medications

Personal protection

Individual & family checklists and planning guide

HYGIENE PRACTICES Washing hands is one of the most important ways to prevent the spread of influenza Hands should be washed with warm water and soap before and after touching food and after using the restroom, handling garbage, outdoor activities, touching pets, or sneezing, coughing or blowing your nose

Washing hands is one of the most important ways to prevent the spread of influenza

Hands should be washed with warm water and soap before and after touching food and after using the restroom, handling garbage, outdoor activities, touching pets, or sneezing, coughing or blowing your nose

HYGIENE PRACTICES Cover your nose and mouth with a tissue when you cough or sneeze. Throw the tissue away and wash your hands afterward or use a hand sanitizer if not near water Avoid touching your eyes, nose and mouth if possible to prevent possible germs from entering your body

Cover your nose and mouth with a tissue when you cough or sneeze. Throw the tissue away and wash your hands afterward or use a hand sanitizer if not near water

Avoid touching your eyes, nose and mouth if possible to prevent possible germs from entering your body

HYGIENE PRACTICES Get regular exercise, plenty of sleep, and manage stress Eat healthy balanced meals If you feel unwell, stay at home, rest and drink plenty of fluids

Get regular exercise, plenty of sleep, and manage stress

Eat healthy balanced meals

If you feel unwell, stay at home, rest and drink plenty of fluids

Designed to reduce employee’s exposure to small airborne contaminants Both disposable and reusable respirators are available Certified by NIOSH Respirators

Designed to reduce employee’s exposure to small airborne contaminants

Both disposable and reusable respirators are available

Certified by NIOSH

FLU VACCINATIONS Influenza vaccines provide the best protection against viruses closely related to the vaccine strains Seasonal flu vaccines must be modified each year to match the strains of the virus that are known to be in circulation

Influenza vaccines provide the best protection against viruses closely related to the vaccine strains

Seasonal flu vaccines must be modified each year to match the strains of the virus that are known to be in circulation

FLU VACCINATIONS It is important to remember that the seasonal flu vaccination will not protect you against the current strain of pandemic flu However, the seasonal flu shot can help you stay healthy

It is important to remember that the seasonal flu vaccination will not protect you against the current strain of pandemic flu

However, the seasonal flu shot can help you stay healthy

FLU VACCINATIONS Vaccines for the any new flu will take at least 6 months to develop, test and produce after the pandemic influenza virus emerges and is identified Once produced, the vaccines availability and distribution will be limited

Vaccines for the any new flu will take at least 6 months to develop, test and produce after the pandemic influenza virus emerges and is identified

Once produced, the vaccines availability and distribution will be limited

ANTI-VIRAL MEDICATIONS Attack enzymes in flu viruses to limit their ability to multiply in the body For cases of human infection with H1N1, the drugs may improve prospects of survival, if administered early Two Antivirals Tamiflu® (capsule) Relenza® (powder) Photos courtesy of Roche and GlaxoSmithKline

Attack enzymes in flu viruses to limit their ability to multiply in the body

For cases of human infection with H1N1, the drugs may improve prospects of survival, if administered early

Two Antivirals

Tamiflu® (capsule)

Relenza® (powder)

PERSONAL PROTECTION Personal Protective Equipment: Nitrile gloves (when disinfecting surfaces) N95 Particulate Respirators Sanitizing Gel (at least 60% alcohol) Photo courtesy of Safeskin ® Photo courtesy of 3M ® Photo courtesy of Warner Lambert Co. LLC

Personal Protective Equipment:

Nitrile gloves (when disinfecting surfaces)

N95 Particulate Respirators

Sanitizing Gel (at least 60% alcohol)

Respirators Don't reuse after contact with infectious patient. If a shortage of respirators, reuse on if not soiled or damage. Preventing contamination from contact with the outside of the respirator is critical.

Don't reuse after contact with infectious patient.

If a shortage of respirators, reuse on if not soiled or damage.

Preventing contamination from contact with the outside of the respirator is critical.

WORK-RELATED PRACTICES Risk assessment Controls Social distancing Sanitation protocols Workplace communications Sources of information

Risk assessment

Controls

Social distancing

Sanitation protocols

Workplace communications

Sources of information

RISK ASSESSMENT Medium Exposure Risk: Employees with high frequency contact with the general population (such as schools, high density work environments, and some high volume retail) Lower Exposure Risk: Employees who have minimal occupational contact with the general public and other coworkers (office employees)

Medium Exposure Risk:

Employees with high frequency contact with the general population (such as schools, high density work environments, and some high volume retail)

Lower Exposure Risk:

Employees who have minimal occupational contact with the general public and other coworkers (office employees)

CONTROLS Workplace Controls: Providing tissues, hand sanitizer, disinfectants, disposable towels Encouraging seasonal flu vaccinations Education on influenza risk factors, proactive behavior, proper behaviors such as cough etiquette Engineering Controls: Physical barriers such as clear plastic sneeze guards

Workplace Controls:

Providing tissues, hand sanitizer, disinfectants, disposable towels

Encouraging seasonal flu vaccinations

Education on influenza risk factors, proactive behavior, proper behaviors such as cough etiquette

Engineering Controls:

Physical barriers such as clear plastic sneeze guards

CONTROLS Administrative Controls: Scheduling work to minimize exposure levels Encouraging ill employees to stay home Discontinuation of unessential travel to locations with high illness transmission rates Minimizing face-to-face contact Personal Protective Equipment: Gloves, N95 respirators, sanitizing gel

Administrative Controls:

Scheduling work to minimize exposure levels

Encouraging ill employees to stay home

Discontinuation of unessential travel to locations with high illness transmission rates

Minimizing face-to-face contact

Personal Protective Equipment:

Gloves, N95 respirators, sanitizing gel

SOCIAL DISTANCING During a pandemic, it will be important to adhere to policies that reduce interactions among employees Maintain up to 6 feet separation Reduce employee staff interactions Employee & staff meetings should occur by conference call, e-mail correspondence, etc. Have limited visitor access

During a pandemic, it will be important to adhere to policies that reduce interactions among employees

Maintain up to 6 feet separation

Reduce employee staff interactions

Employee & staff meetings should occur by conference call, e-mail correspondence, etc.

Have limited visitor access

SANITATION PROTOCOLS All multi-person use phones (reception desks, conference rooms, shared offices, cubicles, computer work stations) should be disinfected after use by their different users Daily disinfection protocols should be in place for areas such as: Restrooms Lunchrooms Vending machines Doorknobs

All multi-person use phones (reception desks, conference rooms, shared offices, cubicles, computer work stations) should be disinfected after use by their different users

Daily disinfection protocols should be in place for areas such as:

Restrooms

Lunchrooms

Vending machines

Doorknobs

INTERNAL COMMUNICATIONS Encourage two-way communication between employer and employee Communicate your pandemic plan and any changes to company policies regarding sick leave, compensation, time off, telework arrangements etc. Communicate and implement personal and workstation hygiene practices along with specific sanitation protocols

Encourage two-way communication between employer and employee

Communicate your pandemic plan and any changes to company policies regarding sick leave, compensation, time off, telework arrangements etc.

Communicate and implement personal and workstation hygiene practices along with specific sanitation protocols

INTERNAL COMMUNICATIONS TO EMPLOYEES Always provide timely, accurate, and consistent pandemic information with regular updates Establish “hotline” for dissemination of information Be prepared to address fear, panic and anxiety Respond to rumors and misinformation

Always provide timely, accurate, and consistent pandemic information with regular updates

Establish “hotline” for dissemination of information

Be prepared to address fear, panic and anxiety

Respond to rumors and misinformation

STARCC PRINCIPLE In a crisis, your message to employees must be: S imple – Frightened people do not want to hear big words T imely – Frightened people want information now A ccurate – Frightened people will not get nuances, so give it straight R elevant – Answer their questions and give action steps C redible – Empathy and openness are your keys to credibility C onsistent – The slightest change in the message is upsetting

In a crisis, your message to employees must be:

S imple – Frightened people do not want to hear big words

T imely – Frightened people want information now

A ccurate – Frightened people will not get nuances, so give it straight

R elevant – Answer their questions and give action steps

C redible – Empathy and openness are your keys to credibility

C onsistent – The slightest change in the message is upsetting

EXTERNAL COMMUNICATION Establish hotline for communicating with customers on current services provided during the pandemic Establish hotline for vendors and suppliers regarding hours of operation, closures, alternate delivery schedules Communicate with state and local health authorities

Establish hotline for communicating with customers on current services provided during the pandemic

Establish hotline for vendors and suppliers regarding hours of operation, closures, alternate delivery schedules

Communicate with state and local health authorities

LOCAL COMMUNITY Collaborate with state and local public health agencies to understand their capabilities and plans Communicate with local and state public health agencies about the assets and or services your business can contribute to the community Share best practices with other businesses in your communities and chambers of commerce

Collaborate with state and local public health agencies to understand their capabilities and plans

Communicate with local and state public health agencies about the assets and or services your business can contribute to the community

Share best practices with other businesses in your communities and chambers of commerce

PANDEMIC IMPACT ANALYSIS

ESSENTIAL SERVICES/FUNCTIONS Identify all essential services/functions: Other Legal Security Finance Administration Customer service Human resources Sales Information systems Distribution System Warehousing Manufacturing

Identify all essential services/functions:

Other

Legal

Security

Finance

Administration

Customer service

Human resources

Sales

Information systems

Distribution System

Warehousing

Manufacturing

ESSENTIAL SERVICES/FUNCTIONS Determine all essential functions or services within each department or business unit Prioritize in order from most important to least important by assigning a number (1-5) for example: 1-lowest priority, 5- highest priority Revenue generating departments could base the priority on income generation functions Non-revenue generating departments could base the priority scale on importance of service to customers or the organization

Determine all essential functions or services within each department or business unit

Prioritize in order from most important to least important by assigning a number (1-5) for example: 1-lowest priority, 5- highest priority

Revenue generating departments could base the priority on income generation functions

Non-revenue generating departments could base the priority scale on importance of service to customers or the organization

ESSENTIAL STAFF Determine the number of staff needed to maintain essential services or functions by department Ask if any special qualifications or certifications are necessary to perform these services ? List the number of employees necessary to maintain these functions (FTE) Determine number available with an absenteeism rate of 25-40%

Determine the number of staff needed to maintain essential services or functions by department

Ask if any special qualifications or certifications are necessary to perform these services ?

List the number of employees necessary to maintain these functions (FTE)

Determine number available with an absenteeism rate of 25-40%

ESSENTIAL STAFF Determine the effect your chosen absenteeism rate will have on each essential function or service Will the function remain the same, significantly decrease or possibly temporarily surge during a pandemic ? Can the service or function be increased, reduced, delayed, or rescheduled ?

Determine the effect your chosen absenteeism rate will have on each essential function or service

Will the function remain the same, significantly decrease or possibly temporarily surge during a pandemic ?

Can the service or function be increased, reduced, delayed, or rescheduled ?

ESSENTIAL STAFF Can resources be re-allocated to cover the shortage of staff ? (cross-training, use of retirees) Is working from home an option for some employees to maintain these services ? Can the essential service or function be contracted out to preferred providers, contractors, etc. ?

Can resources be re-allocated to cover the shortage of staff ? (cross-training, use of retirees)

Is working from home an option for some employees to maintain these services ?

Can the essential service or function be contracted out to preferred providers, contractors, etc. ?

SUPPLY LINE ISSUES Can supplies necessary for maintaining essential operations be stockpiled? Can goods or services be delivered through normal transportation means? Are there alternative means of delivering or receiving materials or products? Are their alternative or back-up suppliers?

Can supplies necessary for maintaining essential operations be stockpiled?

Can goods or services be delivered through normal transportation means?

Are there alternative means of delivering or receiving materials or products?

Are their alternative or back-up suppliers?

CRITICAL SUPPLIERS Do they have a pandemic plan in place? Does the plan address their suppliers? How will they provide for our company’s needs? How will they communicate their capabilities to us during the pandemic? Obtain primary contact and alternate contact information for communicating during an emergency

Do they have a pandemic plan in place?

Does the plan address their suppliers?

How will they provide for our company’s needs?

How will they communicate their capabilities to us during the pandemic?

Obtain primary contact and alternate contact information for communicating during an emergency

PANDEMIC BUSINESS MANAGEMENT STRATEGIES

HUMAN RESOURCE CONSIDERATIONS Emergency procedures/policies to be used in a crisis: Streamlined hiring Short term disability Time off Emergency employee assistance Medical Death in family Paycheck distribution

Emergency procedures/policies to be used in a crisis:

Streamlined hiring

Short term disability

Time off

Emergency employee assistance

Medical

Death in family

Paycheck distribution

MODIFICATION OF PRACTICES Consider granting additional unpaid leave to employees who are unable to work due to special circumstances related to the pandemic Consider additional paid medical leave for employees who are infected with or exposed to the disease Consider expanding teleworking policies for employees that can perform all or part of their job from home

Consider granting additional unpaid leave to employees who are unable to work due to special circumstances related to the pandemic

Consider additional paid medical leave for employees who are infected with or exposed to the disease

Consider expanding teleworking policies for employees that can perform all or part of their job from home

MODIFICATION OF PRACTICES Consider the establishment of flexible work hours or staggered work shifts Consider establishment of policies for employees who have been exposed, become ill at work, or when a previously ill employee can return to work Deciding at what trigger point the workplace should close and how this will be communicated

Consider the establishment of flexible work hours or staggered work shifts

Consider establishment of policies for employees who have been exposed, become ill at work, or when a previously ill employee can return to work

Deciding at what trigger point the workplace should close and how this will be communicated

IMPLEMENTATION & TESTING THE PLAN Using checklists, verify that you have covered all elements of a pandemic plan applicable to your business Ensure all pertinent documentation is present and final document reviewed Present to senior management approval Make any necessary changes based upon management recommendations

Using checklists, verify that you have covered all elements of a pandemic plan applicable to your business

Ensure all pertinent documentation is present and final document reviewed

Present to senior management approval

Make any necessary changes based upon management recommendations

IMPLEMENTATION & TESTING THE PLAN Test the plan to ensure recommended actions function as designed Revise actions as necessary Audit the plan to keep updated with any new pandemic information or guidance for employers

Test the plan to ensure recommended actions function as designed

Revise actions as necessary

Audit the plan to keep updated with any new pandemic information or guidance for employers

Summary If your ill, stay home (CDC recommends 72 hours) For H1N1 up to 21 days Good hand washing Cover your cough Don’t touch mucous membranes Keep yourself strong Be aware of sensitive populations

If your ill, stay home (CDC recommends 72 hours)

For H1N1 up to 21 days

Good hand washing

Cover your cough

Don’t touch mucous membranes

Keep yourself strong

Be aware of sensitive populations

WEB SOURCES OF INFORMATION www.pandemicflu.gov www.osha.gov www.cdc.gov/flu/avian/index.htm www.health.state.mn.us/divs/idepc/diseases/flu/avian/index.html www.who.int/csr/disease/avain_influenza/en/ www.niaid.hih.gov www.hhs.gov www.nlm.nih.gov/medlineplus/flu.html www.cidrap.umn.edu/cidrap/content/influenza/panflu/index.html

www.pandemicflu.gov

www.osha.gov

www.cdc.gov/flu/avian/index.htm

www.health.state.mn.us/divs/idepc/diseases/flu/avian/index.html

www.who.int/csr/disease/avain_influenza/en/

www.niaid.hih.gov

www.hhs.gov

www.nlm.nih.gov/medlineplus/flu.html

www.cidrap.umn.edu/cidrap/content/influenza/panflu/index.html

LEARNING EXERCISE 1. The seasonal flu can be easily transmitted from person to person but a pandemic flu cannot. A. True B. False 2. H1N1 flu viruses are not new but have been around for millions of years. A. True B. False 3. The H1N1 virus has had a sustained person-to-person transmission to date A. True B. False

1. The seasonal flu can be easily transmitted from person to person but a pandemic flu cannot.

A. True

B. False

2. H1N1 flu viruses are not new but have been around for millions of years.

A. True

B. False

3. The H1N1 virus has had a sustained person-to-person transmission to date

A. True

B. False

LEARNING EXERCISE 4. Most human influenza infections are spread by bacteria-laden respiratory droplets expelled during coughing and sneezing. A. True B. False 5. In addition to the typical flu symptoms, people infected with H1N1, have exhibited pneumonia, severe respiratory diseases, and other life-threatening complications A. True B. False

4. Most human influenza infections are spread by bacteria-laden respiratory droplets expelled during coughing and sneezing.

A. True

B. False

5. In addition to the typical flu symptoms, people infected with H1N1, have exhibited pneumonia, severe respiratory diseases, and other life-threatening complications

A. True

B. False

LEARNING EXERCISE 6. Over 2600 people have died from H1N1 infections in the U.S.. . A. True B. False 7. Some potential impacts of the H1N1 flu include possible: A. School closings B. Limited transportation C. Large number of people sick at the same time and unable to go to work D. All of the above

6. Over 2600 people have died from H1N1 infections in the U.S.. .

A. True

B. False

7. Some potential impacts of the H1N1 flu include possible:

A. School closings

B. Limited transportation

C. Large number of people sick at the same time and unable to go to work

D. All of the above

LEARNING EXERCISE 8. Benefits of pandemic planning include: A. Protecting employees B. Maximizing exposure to lawsuits C. Minimize operation costs during and after D. A & C

8. Benefits of pandemic planning include:

A. Protecting employees

B. Maximizing exposure to lawsuits

C. Minimize operation costs during and after

D. A & C

LEARNING EXERCISE 9. Washing hands is one of the most important ways to prevent the spread of influenza. A. True B. False 10. Both antiviral medication and vaccinations will prevent all persons from contracting the H1N1 avian flu virus. A. True B. False 11. One of the work-related practices used to control infection includes social distancing. A. True B. False

9. Washing hands is one of the most important ways to prevent the spread of influenza.

A. True

B. False

10. Both antiviral medication and vaccinations will prevent all persons from contracting the H1N1 avian flu virus.

A. True

B. False

11. One of the work-related practices used to control infection includes social distancing.

A. True

B. False

LEARNING EXERCISE 12. Elements of internal communication to employees should include responding to rumors and misinformation. A. True B. False

12. Elements of internal communication to employees should include responding to rumors and misinformation.

A. True

B. False

LEARNING EXERCISE 13. Some policy modifications that are recommended during a pandemic include: A. Sick leave B. Granting additional unpaid leave C. Establishment of flexible work hours D. All of the above

13. Some policy modifications that are recommended during a pandemic include:

A. Sick leave

B. Granting additional unpaid leave

C. Establishment of flexible work hours

D. All of the above

Why Be Prepared? Protect Employees Protect the Community Continue Business Operations Continue To Be Prepared: Develop, reassess and update a disaster/business continuity plan that addresses an Influenza Pandemic Strongly encourage and facilitate seasonal flu vaccination and pandemic flu vaccination when available Monitor and promote good hygiene practices Evaluate employee exposure risk levels and provide appropriate controls In Conclusion

Why Be Prepared?

Protect Employees

Protect the Community

Continue Business Operations

Continue To Be Prepared:

Develop, reassess and update a disaster/business continuity plan that addresses an Influenza Pandemic

Strongly encourage and facilitate seasonal flu vaccination and pandemic flu vaccination when available

Monitor and promote good hygiene practices

Evaluate employee exposure risk levels and provide appropriate controls

Handouts BUSINESS PREPAREDNESS CHECKLIST

BUSINESS PREPAREDNESS CHECKLIST

BUSINESS PREPAREDNESS CHECKLIST Plan for the business impact of a pandemic: Identify a coordinator/team Identify essential employees and services Train and prepare ancillary work force Determine potential impact on company financials Locate pandemic info from community public health & emergency management Establish emergency communication plan Test your plan

Plan for the business impact of a pandemic:

Identify a coordinator/team

Identify essential employees and services

Train and prepare ancillary work force

Determine potential impact on company financials

Locate pandemic info from community public health & emergency management

Establish emergency communication plan

Test your plan

BUSINESS PREPAREDNESS CHECKLIST Plan for the employee /customer impact of a pandemic: Forecast & allow for employee absenteeism Establish guidelines to modify the frequency and type of face-to-face contact Encourage annual flu vaccinations Evaluate employee access to and availability of healthcare services & social services Identify employees and key customers with special needs

Plan for the employee /customer impact of a pandemic:

Forecast & allow for employee absenteeism

Establish guidelines to modify the frequency and type of face-to-face contact

Encourage annual flu vaccinations

Evaluate employee access to and availability of healthcare services & social services

Identify employees and key customers with special needs

BUSINESS PREPAREDNESS CHECKLIST Establish policies to be implemented in a pandemic: Compensation & sick leave absences Flexible worksite & work hours Preventing influenza spread Exposed employees, infection control response Restricting travel, evacuating employees Procedures for activating & terminating the plan

Establish policies to be implemented in a pandemic:

Compensation & sick leave absences

Flexible worksite & work hours

Preventing influenza spread

Exposed employees, infection control response

Restricting travel, evacuating employees

Procedures for activating & terminating the plan

BUSINESS PREPAREDNESS CHECKLIST Allocate resources to protect employees & customers during a pandemic: Provide sufficient infection control supplies Enhance communications & IT infrastructures to support telecommuting & remote center access Ensure availability of medical consultation and advice for emergency response

Allocate resources to protect employees & customers during a pandemic:

Provide sufficient infection control supplies

Enhance communications & IT infrastructures to support telecommuting & remote center access

Ensure availability of medical consultation and advice for emergency response

BUSINESS PREPAREDNESS CHECKLIST Communicate / educate employees: Develop & disseminate materials covering pandemic fundamentals Anticipate employee fear and anxiety – plan communications appropriately Ensure communications are culturally appropriate Disseminate info on the company’s response plan

Communicate / educate employees:

Develop & disseminate materials covering pandemic fundamentals

Anticipate employee fear and anxiety – plan communications appropriately

Ensure communications are culturally appropriate

Disseminate info on the company’s response plan

BUSINESS PREPAREDNESS CHECKLIST Communicate / educate employees: Provide info for the at-home care of ill employees and family members Develop hotlines or websites for communicating pandemic status & actions to employees, customers, vendors, suppliers, etc. Identify community sources for timely and accurate pandemic info

Communicate / educate employees:

Provide info for the at-home care of ill employees and family members

Develop hotlines or websites for communicating pandemic status & actions to employees, customers, vendors, suppliers, etc.

Identify community sources for timely and accurate pandemic info

BUSINESS PREPAREDNESS CHECKLIST Coordinate with external organizations and help your community: Collaborate with insurers, health plans and local healthcare facilities Collaborate with federal, state and local public health agencies in planning for a pandemic Communicate with emergency responders regarding assets/services your business could provide Share best practices with other businesses

Coordinate with external organizations and help your community:

Collaborate with insurers, health plans and local healthcare facilities

Collaborate with federal, state and local public health agencies in planning for a pandemic

Communicate with emergency responders regarding assets/services your business could provide

Share best practices with other businesses