We have put significant effort into ensuring its ability to continue operations and maintain supply to customers in the event of any business interruption. Continuity and recovery (C&R) planning is as important as response planning for emergencies and crises. Our processes are in line with the business continuity management standard BS 25999.
The goal of C&R planning is to provide a framework to use if operations or supply chains are seriously disrupted. If the plans are effective, Edwards will be able to ensure continuity of service and supply to customers quickly, whilst ensuring its own operations and supply chains recover in a similar way.
C&R Planning is implemented through a process known as MAPS
The ‘Analyze’ and ‘Plan’ phases are the most complex to undertake and a planning tool has been developed to assist with these steps. However, ‘Sustaining’ plans is often the most challenging activity for any organisation, requiring long term commitment from business managers to an annual cycle of maintaining reviewing and testing the plan.
To ensure this happens, Edwards requires all its business divisions to undertake planning as a formal management activity. C&R plans must also be aligned with other incident response plans such as emergency and incident management plans.It’s also vital that at such times individual employee responsibilities are clear. The C&R plan clearly defines responsibilities for key people - management, employees and others with special roles.
In addition, Edwards requires a formal project approach to establish effective plans. This includes appointing a project sponsor, identifying a project owner, defining the scope, setting the objectives, assembling a team and developing a project schedule.
C&R planning is already fully in place for our operations in the UK and we will be extending this shortly to cover all our global remanufacturing activities. Plans have been developed for all key parts of the business that affect our ability to continue operations and maintain supply to customers - main offices, sales order centres, main computer/data centres, manufacturing operations and major warehousing and logistics depots. These plans are being migrated into our central softwear tool which will allow broad visibility and management of this activity.
Our aim is that Edwards has the ability to recover quickly and efficiently following a significant disruptive event. Customers will be less affected and Edwards will experience shorter recovery times to get back to normal.
Having such plans in place will not only directly impact our customers, but also win respect and loyalty from employees, regulators, neighbours and shareholders alike.
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