Bobby was not having a good day. He had started the morning by oversleeping and had clocked in 15 minutes late. Rushing through the mailroom doors, Bobby splashed coffee from his cup into a full cart of mail someone had left standing close by the door. Only heroic blotting kept him from ruining a couple of dozen incoming envelopes. It looked like important stuff, too. As he hurriedly gathered the mail and scooped it out of the cart, one of the thick yellow envelopes slipped from his hand and fell to the floor, exploding into a cloud of white powder over the mail cart. “Ooof” was the noise Bobby made as he puffed all the air out of his lungs, mouth, and nose while backing away from the cart and out the mailroom door. Having just gone through the refresher training for emergency procedures in the mailroom, he knew to exhale quickly and get out as rapidly as possible. Everyone else in the mail- room did the same; this was the exact maneuver the team had rehearsed just a week before. Exhale, exit, and hit the big red button that turns off the ventilators to the room and sets off the emergency alarm. Bobby stopped once he got out in the hallway and waited, with the rest of the mailroom team, for the turmoil he knew would follow. Two hours later, Alan Hake, CEO of HAL, sat with his incident team at the coffee shop across the street. As outlined in the incident response (IR) plan, the team con- sisted of COO Richard Xavier, CFO Rachel Xieng, CIO Amanda Wilson, plus Roberta Briscoe, manager of corporate security, and Pantoja Martina, supervisor of the administrative staff and the mailroom. They were reviewing the response plan in place for contaminated mail, along with the supporting DR and BC plans, when a man in a fireman’s dress uniform walked up to their table and said, “Hi. I am Deputy Fire Chief Corbett. Are you the folks from HAL?” “Yes,” said Alan. “Please, have a seat.” He gestured to an empty chair at their impromptu conference table. Deputy Chief Corbett sat down and said, “The field test, within its limited test range, shows that the white powder in the mailroom is not a pathogen or a contaminant. We sent a sample to the forensics lab, and they are expediting processing. We should have an answer back by 2:00 p.m.” Alan and the team had watched the deputy chief carefully as he spoke. Now, they relaxed a little. “What about the mailroom staff?” Alan asked. “What’s their status?” “They seem none the worse for wear,” Deputy Chief Corbett replied. “We isolated them and ran them through the standard biochemical decontamination protocol. Not very pleasant, nor a very modest activity, but the team is clean and dry and standing by in isolation suits waiting for the final lab results. If they were contaminated, we can’t do any more until we know what the contaminant is.” He smiled and then added, “I suggest a long lunch while you to make your plans. If the test comes back with a contaminant, your office space will probably be off- limits for three to four weeks—maybe longer.” Deputy Chief Corbett stood up and returned to the command vehicle that was parked in the street outside the office building. Alan breathed a sigh of relief, then flipped open his master contingency planning binder. “At least we don’t have to make up a plan,” he said. “Let’s review our next steps in case our offices are closed for the next month.” in case our offices are closed for the next month.” Discussion Questions 1. What other crises or catastrophes can happen in a mailroom that could prompt an emergency procedure like the one illustrated here? 2. What goals should be included when planning for the resumption of critical busi- ness functions at an alternate site for four weeks? What would be different if the planning horizon were 30 weeks instead? 3. When the organization makes a plan like the one described here, what parts of the plan should be from the contingency planning management team (CPMT) and what parts should come from the subject area experts?

In case if the offices are closed for next month, there are chances that white powder might get contaminated and none of the staff members will be able to get inside. Currently there is not much of emergency since there is no contamination. If the office gets closed, the staff would not be able to get inside the mailroom and it can call for an emergency where the entire mailroom needs to be started with decontamination protocol.
There are certain important goals which needs to be taken care off,
Planning team needs to make sure of the alternate site is away from any dangers and it should be helpful for all the staffs
There has to be a proper plan in place for four weeks all the requirements to run the operations are handeled
The mailroom what they are going to create for time being should be not contaminated and safety of the mailroom staff are taken care
Before even entering the alternate site biochemical decontamination protocol should be completed
There would not be much of the difference since the 4 weeks activity and 30 weeks activity almost remains same just that one pointed to be added. Since this is going to be for little longer time than 4 weeks, the planning team need to plan well on the BC plans and all protocols should be repeated weekly to ensure that there is no contamination occurs
When there is a planning happens there are two things which commonly appears,
Subject area experts should plan to run the business as usual even when there is a change in the site and they will need to ensure the business does not get impacted. They will need to make sure of Business continuity plan and all the staff’s are well aware of what is happening in the company
CPMT team’s role is to ensure, the selected site is in good condition and safety measures needs to be taken to ensure the mailroom does not get affected and gets contaminated. Also they will need to take safety measures for staff’s safety
 
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