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April 27, 2020

Unprecedented restrictions on businesses due to the coronavirus pandemic have resulted in a record 26.5 million Americans filing for unemployment benefits since mid-March. The White House sees this month’s jobless rate hitting 16 per cent or higher.

In Canada, at least 46,644 cases have been reported, more than double the number from 16 days ago. There have been 17,243 recoveries and 2,560 deaths. Health officials have administered 729,744 tests.

Around the world: 2,948,654 cases confirmed with 860,762 recoveries and 205,610 deaths reported.

As financial institutions emerge from several intense weeks of launching emergency relief programs, a realization is growing that businesses will need less burdensome, more patient forms of funding to stay afloat.


Michel Ouellette, ll.l, ll.m

Business Growth Strategist

JMD Systemics

Systemic Strategic Planning / Crisis & Reputation Management

Skype: jmdlive


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The Birth of a Pandemic: Inside the first months of the coronavirus outbreak

JMD Systemics Advice and Guidance for Small Businesses

The Huanan seafood wholesale market in central Wuhan is that kind of place where people often caught colds.Vendors start setting up their displays as early as 03:00 a.m., cleaning and preparing produces for the customers that will soon be there early morning.

The sprawling market of more than twenty streets spanned two sides of a main road in an upscale neighbourhood of the commercial district of Hankou. Racks of meat are hung on hooks or dropped out on plastic mats. Workers walk around selling everything from live poultry to seafood and cooking ingredients. It is a crowded but clean market.

In mid-December 2019, when one of the workers felt unwell, he thought little of it. He stayed home to rest but after losing over ten pounds in just a few days, he decided to go to a general hospital for a basic check-up. From there, on December 19, he was sent and admitted in an hospital specializing in the treatment of infectious diseases.

This worker could not have known then that he was among the first cases of a new, highly contagious coronavirus that would soon kill more than 2,500 people in his city and engulf the world.

He thought he had a cold.

In early November and December 2019, the number of coronavirus infections began cropping up in Wuhan and, it is only in late January 2020 that the Chinese authorities informed the public that the virus could pass between humans.

Human-to-human transmission

By the end of December 2019, word had gotten out in Wuhan about a mystery illness.

On December 30, internet users circulated screenshots of a WeChat conversation, in which a doctor at Wuhan Red Cross hospital, warned his colleagues of confirmed cases of a contagious coronavirus at another hospital. “Wash your hands! Face masks! Gloves!” the doctor wrote.

That same day, on December 30, an ophthalmologist at Wuhan Central Hospital told a WeChat group that seven people at his hospital had contracted what he believed to be SARS, the outbreak that killed more than six hundred people in mainland China and Hong Kong in 2002-03.

Also on December 30 , an “urgent notice” from the Wuhan Health Commission warning of “successive cases of unknown pneumonia” was leaked and posted online. The statement ordered hospitals to “strengthen responsible leadership” and ensure that no one “disclose information to the public without authorisation.”

Under growing pressure, on December 31, the Wuhan Health Commission, in its first official notice about the virus, said that researchers were investigating twenty-seven cases of viral pneumonia.

There is “no obvious evidence of human-to-human transmission,” the statement said, describing the outbreak as linked to the seafood market and assuring the public that all patients had been quarantined and their contacts placed under observation. “The disease is preventable and controllable,” it added.

A day later, on January 1, the Huanan seafood market was closed and Wuhan’s Public Security bureau announced that eight people had been “punished” for spreading rumours.

Authorities also tasked hospitals to screen for pneumonia cases linked to the market and it wasn’t until January 20 that vendors in the market were asked to submit to temperature checks and blood tests.

Things are getting out of control

Across the Yangtze River, some 6 kilometres away, people who had never been to the market were falling sick and things went rapidly out of control. By the time officials revealed the infectiousness of the virus, hospitals in Wuhan were already overwhelmed and the numbers increased after the announcement.

On January 23, in Wuhan, a city of 11 million people was placed under lockdown.

Surrounding areas followed, putting a total of more than 50 million people under de-facto home quarantine and by February 19, in the death toll from the virus had passed 2,000.

The rest is history.

Today, while China and Wuhan are coming back to life, most countries of the world are fighting a global pandemic that may have easily been avoided. In the western word, people are dying by the hundreds of thousands and the Global Economy is crashing down.

Large corporations will most certainly survive but what about the small businesses? What about your own business?

The global dramatic economic slowdown is already disrupting trade flows and creating unemployment that will damage our society at levels that are hard to forecast and grim to contemplate. What does it means for you?

The reality is that we are now facing a Global Economic Recession. The Covid-19 pain will long persist after all social distancing measures and lockdowns end.

Undercapitalized businesses affected by the shutdowns now realize a grim reality: Recovery will not be that easy! In these difficult times, for the duration of the pandemic .

Michel Ouellette, ll.l., ll.m.

Business Growth Strategist

JMD Systemics

Systemic Strategic Planning / Crisis & Reputation Management

Skype: jmdlive


Michel Ouellette / Joseph Michael Dennis, is a former attorney, a Trial Scientist, a Crisis & Reputation Management Expert, a Public Affairs & Corporate Communications Specialist, a Warrior for Common Sense and Free Speech.

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In these difficult times, for the duration of the pandemic caused by the Coronavirus, JMD Systemics, a division of King Global Earth and Environmental Sciences Corporation, offers to all of its current and future customers paying their fees within the prescribed time, a reduction, in the form of a credit on all services to be provided later, a credit and 25% discount on all fees to be invoiced.

Payez en temps utile et bénéficiez d’un rabais de 25%.

En ces temps difficiles, pour toute la durée de la pandémie suscitée par le Coronavirus, JMD Systemics, une division de King Global Earth and Environmental Sciences Corporation, offre à tous ses clients actuels et futurs acquittant leurs redevances dans les temps prescrits, une réduction, sous forme de crédit sur tous services a être fournis ultérieurement, un crédit et rabais de 25% sur tous honoraires à être facturés.

Michel Ouellette, ll.l., ll.m.

JMD Systemics,

A division of King Global earth and Environmental Sciences Corporation

Skype @ jmdlive

Do not hesitate to contact us to benefit from our

30 minutes “FREE” Initial Virtual Consultation.

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Facing the Covid-19 Business Disruption

JMD Systemics is here to help you

With the rise of the Covid-19 pandemic, not to mention natural disasters such as tornadoes, floods, earthquakes, and hurricanes, business continuity management has quickly come to the forefront as more and more enterprises are being forced to invoke their disaster recovery plans.

If concerns for business survival, damaged reputation, and eroding investor confidence are not enough to convince you it is time to get on the bandwagon, then how about the growing pressure from government regulations?

JMD Systemics, a division of King Global Earth and Environmental Sciences Corporation, offers you seven concrete steps they can take to ensure that your business or corporation is amply prepared to face any disruption ahead.

Step 1: Be proactive rather than reactive.

Being proactive rather than reactive is always cheaper in the long run. Work through the possible disaster scenarios ahead of time so that you have an idea of what might happen to your business or company operations and what steps you will need to take to counteract the disruption.

You are going to spend a lot less money when the real disaster hits because you will have all your ducks in a row. Think about implementing an enterprise-wide virus prevention package now. This will be less expensive than either trying to restore your operations or trying to rebuild your business later on.

Step 2: Make your business continuity plan part of your change management culture.

Do not leave your plan gathering dust on the back shelf. It needs to be a living document to remain viable. If business models change or business processes undergo reengineering or key emergency contacts no longer work for the organization, your plan needs to be updated.

Business continuity management needs to become part of your corporate culture, part of your change management process.

When changes occur, every employee needs to automatically ask themselves how it changes their part of the business continuity plan. With greater emphasis on regulatory compliance, it is not enough to have a plan and policies in place. You have to demonstrate that they are workable.

Step 3: Aim for the quickest recovery you can afford.

When disaster strikes your company, your competitors will jump at the chance to fill the void. A strong business continuity plan will ensure that you do not lose market share in the event of a disruption. Especially if yours is a Web-based operation, you need to get up and running again as fast as possible.

Business impact analysis is one of the key components for determining if your business continuity plan is workable. Look closely at your recovery procedures and see how long it will really take you to get back up and running following a disruption.

Step 4: Routinely test your plan to keep it current.

Test, test and test. The tests you do today may be critical to your business or company’s survival. It is all part of making sure that your plan stays current. Those tests can be as simple as asking yourself a few well-pointed questions:

  • Is our crisis management procedures manual readily accessible to all employees?

  • Have we looked at it lately to make sure that the contact-in-case-of-emergency phone list is current?

  • Do we know when to call in local authorities and who has the authority to make that decision?

  • How well do we control vendor and visitor access to our business place(s)?

  • Are our security procedures reflect what we really expect our employees to do in an emergency?

Step 5: Tailor your business continuity investments to likely threats and key priorities.

It is all about balancing protection against costs and survival. Recent events have made us think of Covid-19 as our foremost threat, but there are many other threats that are far more commonplace: employee or non-employee workplace violence, labor actions and disputes, cyberattacks (including computer viruses and denial of service), hoaxes, and industrial espionage. Your plan needs to focus on those issues most likely to cause disruption.

While employees are considered a business or company’s greatest asset, they can also be its biggest threat. Eighty percent of business disruptions are caused by employees, whether maliciously or accidentally.

It could be deliberate sabotage, such as e-mailing a competitor your vendor list. Or it could be simple carelessness in leaving confidential company information at the shared printer for anyone to see. It is important to instill awareness into employees as to how their actions can impact and disrupt normal operations.

Physical plant security is another issue to consider. Does the physical security plan include instructions for contacting local fire, police, and rescue authorities? Do employees know where to report for work in case their usual facility is unavailable? Do you have technology in place to allow them to work from home? Can another facility provide space and resources in the event of a disaster at either one location or your main business place?

It is important to realize that it is neither possible nor cost effective to try to protect everything. You need to examine your operations and determine what you really need to survive. Can you fall back to data that is more than a week old? Or is it vital that certain information be backed up every two hours? How many employees need to be trained in redundant skills should another facility or department be put out of commission? How vulnerable to drastic workforce reductions are you?

Step 6: Check that all your plan components sync with each other.

To effectively respond to a business disruption, your business continuity plan needs to incorporate all the components required for your successful recovery: your data, your workforce, your facilities, your networks, even your vendors and suppliers. You must have procedures in place to ensure that events occur in the right sequence to get you back up and running as promptly as possible. It is a delicate balance, but a crucial one.

It does not help to have backup data with nowhere to restore it, or have a place to restore it but no way to connect to it. Closely examine your recovery procedures to guarantee that all the elements of the plan truly work in sync with each other.

Remember that your vendors and business partners are integral participants in your business continuity plan too. There is a growing trend among enterprises to insist that vendors demonstrate the viability of their own business continuity plans as a contingency of doing business with them.

Public reaction can sometimes make or break your recovery, too. If you have employees speaking to the media about a disaster, make sure they are trained in media relations. Otherwise, they may inadvertently say something that could create a competitive disadvantage, erode customer confidence, or place the company in a compromising situation.

Step 7: Be cognizant of how regional disasters can dictate priorities.

Let’s face it: In case of a flood, hurricane, or other regional disaster, getting a factory or a retail store up and running is going to take a back seat to hospitals, police, fire stations, and other facilities focused on citizen safety and security. Know your local emergency response organization and what actions they are likely to take during a response so that you can plan accordingly.

When building your contingency plan, think about alternate locations that can pick up the workload outside the affected region. Do not put your disaster recovery solution too close to your main operation. And make sure the alternate location is on a different power grid from the disaster site.

When looking at business continuity, do not think of it as a plan that you review once a year. Business continuity management needs to become ingrained in your corporate culture. It is amazing how little it costs to change the corporate mindset and how big the potential payoff can be in the case of preparedness for disaster.

Do not to spend more money than you really need to. Weigh protection costs against your company’s ability to survive the disaster or business disruption. Do not feel you have to protect everything. And rehearse the plan on a regular basis.

While the goal of a business continuity plan is to get you back up and running as quickly as possible, your vigilance and diligence before the fact may even help you prevent some disasters and business disruptions from ever occurring.

Be vigilant and remember:

JMD Systemics is here to help you

Michel Ouellette JMD, ll.l., ll.m.

JMD Systemics,

A division of King Global earth and Environmental Sciences Corporation

Do not hesitate to contact us to benefit from our 30 minutes “FREE” Initial Virtual Consultation.

Skype @ jmdlive
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