Pandemieplanung
Spezifische Planung fĂŒr das Szenario einer Pandemie, die durch die WHO ausgerufen wird.
Spezifische Planung fĂŒr das Szenario einer Pandemie, die durch die WHO ausgerufen wird.
Titel:
Crisis management. Guidance and good practice – Publicly Available Specification (PAS)
Herausgeber:
British Standards BSI
Veröffentlichung:
September 2011
Beschreibung:
PAS 200:2011 is a standard designed to help organizations take practical steps to improve their ability to deal with crises.
It does this by giving organizations an operational structure to detect and prepare for such crises and hence prevent or survive them.
Gliederung und Inhalt:
Foreword
Introduction
1 Scope
2 Terms and definitions
3 Understanding crises
3.1 What is a crisis?
3.2 The relationship between incidents and crises: structure and complexity
3.3 The general characteristics of crises
3.4 Understanding the potential origins of crises
3.5 âSuddenâ and âsmoulderingâ crises
3.6 How organizations can become vulnerable to crises
3.7 How crises incubate within organizations
3.8 Achieving higher levels of resilience
3.9 Possible barriers to success
4 Developing a crisis management capability
4.1 A framework
4.2 Capability
4.3 Setting the organizationâs policy and direction
4.4 Identifying roles and responsibilities
4.5 Creating the structures and processes
4.6 Information management
4.7 Situational awareness
4.8 The common recognized information picture
4.9 Supporting the decision-makers
4.10 Dealing with dilemmas
4.11 Conclusions
5 Planning and preparing for crisis response and recovery
5.1 General
5.2 The crisis management plan
5.3 Key elements of the plan
5.4 Logistical factors
5.5 The activities of the crisis management team
5.6 Leadership
5.7 Decisions in crises â key features
5.8 Dealing with people
5.9 Transition to recovery
6 Communication in a crisis
6.1 General
6.2 Communications strategy
6.3 Formal and informal communications structures
6.4 Planning to communicate
6.5 Methods of communication
6.6 Barriers to effective communication
7 Evaluating crisis management capability
7.1 General
7.2 Training
7.3 Exercise design considerations
7.4 The âcrisis-awareâ organization
Annexes
Annex A (normative)
Bibliography
Zertifizierung:
keine Zertifizierung
Bezug:
Titel:
Supply Chain Risk Management – Supplier prequalification
Herausgeber:
Veröffentlichung:
November 2014
Beschreibung:
Standard fĂŒr Dienstleisteraudits
Zertifizierung:
keine Zertifizierung
Bezug:
Inhalte:
Foreword ………………………………………………………………………………………. ii 0
Introduction ………………………………………………………………………………… iii
1 Scope ………………………………………………………………………………………….. 1
2 Terms and definitions ………………………………………………………………….. 2
3 Core prequalification topic modules …………………………………………….. 4
3.0 Essential and discretionary information items …………………………….. 4
3.1 Core topic module C1 â Organizational Profile …………………………… 5
3.2 Core topic module C2 â Supplier capabilities and capacities ………… 8
3.3 Core topic module C3 â Financial Information & Insurance ………….. 10
3.4 Core topic module C4 â Business Governance ……………………………… 12
3.5 Core topic module C5 â Employment Policies ……………………………… 15
3.6 Core topic module C6 â Health and safety ………………………………….. 21
3.7 Core topic module C7 â Data protection …………………………………….. 25
3.8 Core topic module C8 â Environmental management ………………….. 29
3.9 Core topic module C9 â Quality management …………………………….. 35
4 Additional prequalification topic modules ……………………………………. 39
4.0 Essential and discretionary information items …………………………….. 39
4.1 Additional topic module A1 â Business ethics ……………………………… 40
4.2 Additional topic module A2 â Supply chain traceability ………………. 43
4.3 Additional topic module A3 â Supply chain security management .. 46
4.4 Additional topic module A4 â Equal opportunity and freedom of association …………………………………………………………………………………. 51
4.5 Additional topic module A5 â Disciplinary practices and abuse ……. 53
4.6 Additional topic module A6 â Business continuity management ….. 54
5 Rules for information provision (by suppliers) ………………………………. 58
5.1 Information to be included ……………………………………………………….. 58
5.2 Limit of application …………………………………………………………………… 58
6 Rules for information acquisition (by buyers) ……………………………….. 59
6.1 Precondition for entities intending to apply PAS 7000 ………………… 59
6.2 Use of topic modules and information items ………………………………. 59
6.3 Supplementary information ………………………………………………………. 59
6.4 Assessment criteria ……………………………………………………………………. 59
7 Declarations of compliance with PAS 7000 ……………………………………. 60
7.1 Suppliers ………………………………………………………………………………….. 60
7.2 Buyers / Procuring organizations ……………………………………………….. 60
8 Bibliography ……………………………………………………………………………….. 61
Titel:
Business continuity management. Guidance on supply chain continuity (Published Document)
Herausgeber:
British Standards
Veröffentlichung:
Dezember 2011
Beschreibung:
Abstract (BSI):
PD 25222 Guidance on supply chain continuity will arm you with the practical methods you need to help you deliver your products and services in the event of incident affecting your supply chain (upstream, downstream and between you and organizations of the same tier.)
This includes, for example, how to obtain and maintain assurance that suppliersâ continuity arrangements protect you adequately. Whatâs more, using this guidance you can make sure your Supply Chain Continuity Management measures match the level of risk you face – so you’re not wasting time or money on controls that arenât necessary, for example.
Zertifizierung:
keine Zertifizierung
Bezug:
Begriff:
Plan-Do-Check-Act fĂŒr BCM (Demingkreis)
Beschreibung:
Plan:
Establish business continuity policy, objectives, targets, controls, processes and procedures relevant to improving business continuity in order to deliver results that align with the organizationâs overall policies and objectives
Do:
Implement and operate the business continuity policy, controls, processes and procedures
Check:
Monitor and review performance against business continuity policy and objectives, report the results to management for review, and determine and authorize actions for remediation and improvement
Act:
Maintain and improve the BCMS by taking corrective action, based on the results of management review and reappraising the scope of the BCMS and business continuity policy and objectives
Verweise:
ISO 22301:2012
Personalausfall gehört zu den “klassischen” Szenarien des BCM. Die Ursachen fĂŒr einen existenzbedrohlichen Personalausfall sind vielfĂ€ltig und reichen von Streiks, Krankheiten bis zu Verkehrsbehinderungen. Im Rahmen der Business Impact Analyse werden die Kritischen Schwellwerte fĂŒr PersonalausfĂ€lle in den kritischen Prozessen sowie SchlĂŒsselrollen identifiziert. In der Notfallplanung sind kurz-,  mittel- und langfristige PersonalausfĂ€lle zu berĂŒcksichtigen. Zu den langfristigen PersonalausfĂ€llen zĂ€hlt auch das Szenario einer Pandemie. Zum Teil wird dies in einer eigenstĂ€ndigen Pandemieplanung implementiert. NotfallmaĂnamen fĂŒr PersonalausfĂ€lle bedĂŒrfen einer engen Abstimmung mit den Bereichen Personal und den Arbeitnehmervertretungen. Gesetzliche und betriebliche Regelungen (Bsp. Betreibsvereinbarungen) können den Handlungsspielraum einschrĂ€nken. Zudem sind soziale Belange (Bsp. Alleinerziehende, Behinderte, Schwangere etc.) zu berĂŒcksichtigen. MaĂnahmen bei PersonalausfĂ€llen können im Rahmen von Betriebsvereinbarungen geregelt werden.
englischer Begriff fĂŒr Menschen, die sich intensiv durch verschiedene VorsorgemaĂnahmen auf das Eintreffen einer Katastrophe vorbereiten  (von “to prepare” – vorbereiten). Prepper legen sich Depots mit VorrĂ€ten an Lebensmitteln, Wasser, Medikamente und AusrĂŒstung zu Hause und an geheimen Orten an. In den USA verfĂŒgen Prepper zum Teil ĂŒber Waffen und eine entsprechende Ausbildung, um sich und ihre VorrĂ€te im Notfall verteidigen zu können. In den USA spricht man von einer Prepper-Bewegung.