Michael W. Janko y
Eduardo F. Arguelles
This article is provided by Michael W. Janko MBCP, ARM, CBCLA (Manager Global Business Continuity) and Eduardo Arguelles (Latin America Region Business Continuity Leader), as an overview of business continuity and its role in their partnership with Goodyear’s Latin American region.
Goodyear’s business continuity policy and organizational charter follow the DRI International 10 Professional Practices and NFPA 1600, the leading global business continuity standard:
Goodyear’s Latin American region is a long-time key partner in the business continuity process. It has successfully managed many incidents, including earthquakes, pandemics, flooding, power outages, political issues, fires and material supply challenges.
Goodyear’s Global Business Continuity team works with all regions and the regional teams work with their facilities to:
• identify risks,
• respond to incidents,
• develop plans and processes,
• to be prepared in an “all hazards” approach, and
• respond to any possible incident that could affect the business.
Below are a few concepts that provide an explanation of the partnership between the Global team and the Latin America Business Continuity region.
The terms “incidents and risks” include earthquake, pandemic, hurricanes, power outages, and all other human, natural, and technological incidents, which can occur anywhere Goodyear has operations. The Latin America region philosophy is to be proactive in its preparedness efforts, focusing on people, facilities, supply chain and continuity of operations.
Fast response and recovery activities are done according to existing plans. We incorporate an all-hazards approach and use similar strategies for all incidents. After recovery, we gather lessons learned by surveying all participants, and structure action lists as a follow-up. This is consistently followed as a form of our continuous improvement process. Lessons learned are shared globally, since the incidents we face may occur in other regions – for example, hurricanes.
Messages regarding incidents and potential issues are provided to associates via different communication channels like email, intranet websites, communication board messages, and telephone calls. Associates also receive recommendations regarding travel according to the analysis made by the Business Continuity and Security departments during issues like: the Icelandic volcano eruption, political risks, the effects of earthquakes, etc.
Based on our experience, lessons learned, and process improvement goals, we proactively prepare checklists for any possible incidents such as the following examples:
• Natural Incidents
• Fire Incidents25 | Thrive!
• Earthquake Incidents
• Power and Utility Interruption
• Nuclear/Radiological Planning Action List
• Pandemic Action List
Global and Latin America’s Business Continuity teams work very closely with each other to ensure the global business continuity process cascades throughout the region. We benchmark ourselves using the “Business Continuity Excellence” process. We utilize a scorecard where each major location benchmarks themselves for compliance with each of the DRI International 10 Professional Practices. Annual goals and targets are set for improvement and the process is closely tracked. The Latin America Region has achieved its
targets since the scorecards were implemented.
The global and regional Business Continuity teams, working in concert with the region leadership teams, periodically review the following aspects:
• Results of our annual BIA/Risk Assessment
• Business Continuity Excellence results and future targets
• Actual incidents the region has managed through, including results and future action plans
The region’s proactiveness and pre-planning efforts had a major impact on speeding up response and recovery, minimizing negative impact to our associates and business operations during the following incidents:
• 2009 Chile Earthquake
• 2009 H1N1 Pandemic Potential
• 2007 Jamaica Facility Fire
• Numerous Hurricanes
• Multiple Power Outages
Goodyear’s business continuity process also encourages all associates to prepare for possible incidents at home and while traveling. A common way to look at business continuity from a whole-of-business approach is to emphasize the value of having processes to rapidly and correctly manage unexpected headwinds. These unexpected events could have negative effects on the region’s annual operating plan. It is also known as our “overall strategy for operating under adverse conditions” and has been recognized as a best practice both internally and externally on numerous occasions.
Michael W. Janko MBCP, ARM, CBCLA
Manager, Global Business Continuity
The Goodyear Tire & Rubber Company
Mike Janko is responsible for strategic and tactical Business Continuity related activities for Goodyear’s global operations, which include 54 plants in 22 countries with apx. 73,000 associates and annual sales of apx. $19 billion. Mr. Janko has over 25 years of experience in all aspects of Business Continuity planning including Incident (Emergency and Crisis) Management, Crisis Communications, Business Impact Analysis, Disaster Recovery and Risk Management. He is a Master Business Continuity Professional (MBCP), Associate in Risk Management (ARM), Certified Business Continuity Lead Auditor (CBCLA) and Certified Engineering Operations Executive (CEOE), with a Bachelor’s Degree in Mechanical Engineering.
Goodyear’s global business continuity process has been recognized both internally and externally as “a real competitive advantage”. Global teams have effectively responded to and recovered from over 500 human, natural or technologically based incidents since the team’s inception. Numerous articles on their team’s success with incident planning have been published in the local news media, including being featured as a “Best Practice” in the private sector on the State of Ohio’s website.
Eduardo F. Arguelles
Senior Manager Business Continuity
Goodyear Latin America
Eduardo Arguelles has built and successfully led the Goodyear Latin American region’s Business Continuity team through a pro-active and strategic sense of urgency. The Latin American Business Continuity team consists of members in each of the production and/or sales facilities in Argentina, Brazil, Central America, Colombia, Chile, the Caribbean, Mexico, Peru, Venezuela, and Uruguay