How Our Printing Firm Is Coping with Coronavirus

In a rapidly evolving environment like the COVID-19 pandemic, major manufacturers like us are challenged to ensure a solid plan for business continuity while protecting the health of our employees, customers, business partners and our community. At times like these, it is important to have a well-thought-out plan to operationally gather yourself, but one that is flexible enough to deal with a variety of possible scenarios.

So how do we deal with the current situation? Our efforts can be divided into three main categories:

  • Risk reduction in the event of operational disruptions
  • Prevention of the disease in our company
  • Monitoring and reacting to changing events

Risk reduction

While this current health crisis is at the forefront, our facilities already have disaster recovery plans in place to cope with business interruptions due to natural disasters, power cuts, or other such situations. In the event of a health crisis, these plans serve as the backbone of our business continuity. We modify the specific needs of the actual interruption.

Moore has 35 different companies – a national network of agencies and manufacturing facilities with pre-established business continuity plans. We have eight different production sites in five different FEMA zones:

  • Baltimore: FEMA Zone 3
  • Chicago FEMA Zone 5
  • Frederick, Md .: FEMA Zone 3
  • Richmond, Va .: FEMA Zone 3
  • Riverside, California: FEMA Zone 9
  • St. Louis: FEMA Zone 7
  • Topeka, Kan .: FEMA Zone 7
  • Tulsa, Okla .: FEMA Zone 6

In the event of a complete business interruption, our network of companies and suppliers enables us to quickly move work to another plant to avoid business interruptions.

In the unlikely event that all eight Moore plants are affected, we have established partners with various geographic locations and a world-class production management company in Production Solutions to facilitate the production of our jobs.

We have set up a management team to take over management of the company in the event of such an emergency. The personnel required for any type of job have the technology, computers, and cell phones to function in any case.

We know that our customers depend on a global supply chain for materials. We have ongoing monitoring to identify bottlenecks in the global supply chain. It is for this reason that we work with our suppliers to obtain the necessary raw materials to meet customers’ business needs.

prevention

We follow the published recommendations of the Centers for Disease Control (CDC). and World Health Organization (WHO) for Preventing Spread in the Workplace, including:

  • Increase the frequency and visibility of hand sanitizers with 60-95% alcohol throughout our operations.
  • Compliance with the Environmental Protection Agency (EPA) Emerging Pathogen Policy for cleaning equipment and public spaces.
  • Improved cleanliness efforts for common surfaces and areas like doorknobs and workstations.
  • Adding additional cleaning staff to ensure we can meet these higher standards.
  • Operators must wipe device controls with effective hospital disinfectants.

We also train our employees to prevent it from spreading. We use shift meetings, posters, and communication with all employees to encourage:

  • Stay at home when sick.
  • Safe protocols for coughing and sneezing, including covering your mouth and nose with a bent elbow or tissue when coughing or sneezing.
  • Hand hygiene, including hand washing for at least 20 seconds and the use of disinfectants.

This training complements our annual training course every September, which provides staff with information on what to do if a flu outbreak occurs. This training includes role-playing in scenarios so every Moore employee knows how to deal with a pandemic emergency response and how to prevent the spread of disease in the workplace.

We have and use adequate supplies of paper towels, soap, hand sanitizer and handkerchiefs. We encourage healthy measures and encourage our employees to:

  • Minimize touching other people, including shaking hands.
  • Avoid touching their faces, noses, and mouths.
  • Keep within six feet of those who cough or sneeze.

We issue temporary guidelines to ensure safer behavior to protect our employees. For example, we have eliminated business travel as much as possible. We are focused on a healthy workplace, so we will be relying more on technology to hold meetings using Zoom or similar video conferencing and teleconferencing software. In addition, we have strict guidelines in place to limit the number of visitors to our facilities. We’ve also changed some basic activities such as job interviews, FedEx pickups and deliveries to restrict access to the facilities and prevent the community from spreading.

We’re also temporarily adjusting the leave policy to allow employees to take care of themselves or family members. In light of recent government announcements, we have acted quickly to limit the number of employees on site. We have adapted to support more employees who work from home. We have already increased our network capacity to accommodate this as part of our business continuity planning.

monitoring

As a global company, we maintain close relationships with international, national and local authorities that we continuously consult to continuously improve our plans.

We are actively monitoring the latest information on the coronavirus (COVID-19) outbreak, including reports and travel advice from the WHO and CDC. In addition, we work with state and local health authorities in every community we are located in and monitor the spread of COVID-19 in real time. Based on this information, we adjust our operational plans accordingly.

We are working with USPS Operations & Logistics to monitor potential “hotspots” that could affect mail delivery. This ensures that customer mail arrives on time and helps plan potential roadblocks. We also track the delivery in real time. This gives us the ability to reroute mail or production across the country as needed. Through our partnership with the Postal Service, we are among the first to be notified of USPS slowdowns and closings.

As you can see, there are many moving parts of a well-designed business continuity plan, but the most important ones are communication and transparency. Timely updates and honest conversations with employees, partners and customers are critical to achieving the best result for everyone involved.