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Emergency Preparedness

By Eric Michrowski With the first phase of the response to COVID-19 behind us, we are beginning to adjust to a new normal. But it’s now critical to start thinking of risk layering. The concept of risk layering is the effect of one risk piled onto another. In business, it’s typically risk layering that causes the most critical business failures. While it might seem alarmist to think that something else could happen at this stage, it’s always better to think through the most critical steps that would keep our businesses and employees safe. Most Business Continuity Plans that I have seen are

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By Eric Michrowski In my prior blog (Now Is the Time to Update Your Business Continuity Plans), I talked about the importance of thinking through Risk Layering and updating Business Continuity Plans. As the first phase of the response to COVID-19 is starting to be behind us, it’s becoming essential for leaders to focus briefly on their Business Continuity Plans. The second thing that is essential once you have stabilized your operations, is to start capturing learnings from your initial response. That way you don’t forget what has worked and what challenges occurred. This will help you be better prepared for

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By Eric Johnson ​As an essential service, utilities will continue functioning within the near future, barring any significant updates from the medical community. As a result, significant near-term changes to how operations will be conducted should be considered both from a current state perspective, and a “re-opening” perspective i.e. when businesses are allowed to serve the general public once again, most likely on some sort of staggered basis. COVID-19 and the Utilities Industry: Protecting Workers and Safety Social distancing and other pandemic-limiting efforts will put constraints on line workers' ability to work as a team and to perform essential services.  Some utilities have turned

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by Martin Royal I was discussing with a friend last week about how, in the early stages of the COVID-19 crisis, her 1,000+ strong global architecture company established a crisis management team. They established this team to explore how they would respond to the unfolding crisis. The team evolved organically as different stakeholders were brought in to understand the impact the crisis might have on different parts of the business. The team began holding, and continues to hold, daily huddles to monitor progress, projects, and deadlines and assess any changes. It was a rapid response to the unfolding crisis that allowed

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By Eric Michrowski (President & CEO | Propulo) ​ The COVID-19 pandemic is rapidly becoming a topic of urgent executive dialogue across North America to ensure an appropriate and measured response that protects the wellbeing of team members, customers and communities while ensuring business resilience through turbulent times. Many businesses have responded swiftly and proactively while others with global footprints had to immediately respond in January with the first signs of an outbreak in China. Others are working through their strategies at this moment in an ever-evolving business landscape.Such Black Swan events are exceptionally rare and difficult to navigate. Experience shows that taking

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By Brie DeLisi At Propulo, we understand that emergency preparedness is one of the most important indicators of organizational safety culture maturity. Emergency preparedness includes several aspects including: Identification of risks (fire, medical, natural disasters, loss of power, security, etc.)Written plans to address those risks with actionable itemsConducting drills of those plans and testing systemsApplying continuous improvement to update and validate the plans when gaps are exposed Why does this make such a big impact on safety culture? Emergency preparedness is the most basic implementation of a safety program. Without a strong understanding of potential catastrophes and how to react, there is an incredibly

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