Business Continuity Management

GETINGE BCP WORKSHOP

PREPARATORY INFORMATION
In order to gain as much as possible of our Getinge BCP Workshop, it would be greatly
appreciated if the following information could be prepared in advance and sent back to Aon
at least one week before our BCP Workshop.

Please note: some of the tables may not be applicable to your site, just note it as N/A.

GETINGE – BUSINESS CONTINUITY WORKSHOP

Responsibilities
Getinge BCP team consist of 10 employees. It is the BCP Owner (Managing Director) who is responsible of the BCP implementation and reporting. The BCP Manager assists
with coordination, documentation and support implementation of BCP. All members of the BCP have appointed responsibilities and are included in the overall BCP process.

The following organization chart has been established – Getinge Antalya BCP Team:

BCP Team - Antalya

Murat ÇALIK - BCP Owner / Managing Director
Nur Bahar ÖZOCAK - BCP Manager / Business Risk Manager

Cenkut Fatih KÖSE Hüseyin Nevin SÖNMEZ Ceyhun Özgür

Canan ÖZBEK Esma TURKMEN
GÜRDAL Tuncay ARICI Supply Chain TAHTACI ÖRNEK GÖNÜL
Purchasing Quality
Production HR Manager & Logistics Maintenance Finance IT-Support
Manager Manager Manager
Manager Manager Manager Manager

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Contact list – BCP Team
• All necessary information about BCP Team members should be documented
• Deputy – Responsible if main contact not is available

Mobile numbers Mail/others

Responsibility Person/position Reserve (back-up) (both main responsible &
(both main responsible & backup)
backup)
BCP Owner Murat ÇALIK Tbd +90 533 526 12 13 murat.calik@getinge.com

BCP Manager Nur Bahar ÖZOCAK Hüseyin TAHTACI +90 532 691 28 08 bahar.celik@getinge.com

Production Manager Cenkut GÜRDAL Tbd +90 533 320 36 86 cenkut.gurdal@getinge.com

HR Manager Tuncay ARICI Ceren BURSALIOĞLU +90 532 341 65 30 tuncay.arici@getinge.com

Supply Chain & Logistics
Fatih KÖSE Fatma AKAR +90 530 460 53 56 fatih.kose@getinge.com
Manager
Maintenance Manager Hüseyin TAHTACI Serkan USLU +90 546 223 97 78 huseyin.tahtaci@getinge.com

Purchasing Manager Canan ÖZBEK Emre ELVERDİ +90 536 862 39 20 canan.ozbek@getinge.com

Finance Manager Nevin SÖNMEZ ÖRNEK Ayşe ÖZCAN +90 530 462 98 78 nevin.sonmez@getinge.com

IT-Support Manager Ceyhun Özgür GÖNÜL Özkan DADAK +90 542 745 77 10 ceyhun.gonul@getinge.com

Quality Manager Esma TÜRKMEN Özlem ÖZER +90 530 460 53 57 esma.turkmen@getinge.com

Meeting Points / Locations

• Defined alternative meeting points in case of main location (factory) is not available for any reason.
• Locations should be chosen so that they cannot be affected by same event.
• At the meeting points, all necessary equipment shall be accessible: telephones or mobile phones, computers/laptops, VPN, Internet etc.

The following locations have been established for the BCP team:
Main location Alternative location #1

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 Antalya Serbest Bölge, Liman SB Mah. 1. Cadde No:12 ASBAŞ – Antalya Serbest Bölge Kurucu ve İşleticisi A.Ş.
Adres No: 2419050956 Antalya Serbest Bölge, Konyaaltı
Yeni Liman, Konyaaltı Antalya, 07070
Antalya,07070 Turkey
Turkey

Main Products / Service ( Fatih Bey’den bilgilerin alınması gereklidir.)

Table below should be completed to facilitate identification and classifications (impact) of critical products / service during Business Impact Analysis (what is group entity
most critical products or service).

Short explanation of products and service or a specific factory. With focus on its criticality and group dependency.
Can product or service be done in any other factory or supplied from and external company, etc.

Annual Volumes in Annual Revenue % of total

Products/service Utilization1 Others
X/year (MXX) production

Product A 800 300 40 90 %

Custom Tubing Packs 51.674 Hours 14.694 kEUR 33 70%
HLS Cannulas & PIK Sets 32.727 Hours 6.939 kEUR 21 70%
HLS/PLS Sub Assembly Sets 38.239 Hours 9.388 kEUR 25 100%
SPP+Adult Reservoir 8.994 Hours 6.939 kEUR 6 30%
EDI Catheters (nava) 24.325 Hours 2.857 kEUR 15 100%

TOTAL:

Additional notes:

1
Definition of max utilization: vary dependent on product (factory definition)

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 • Xxx
• Xx

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Key Installations (Maintenance Bölümü ile hazırlanmalıdır.)
Main purpose of defining key equipment/ lines, utilities and process are:
• To facilitate identification of Key Installation in Business Impact Analysis
• To understand utilization and back-up possibility within site
• No guesses are allowed, hence assume worst case until it has been confirmed differently.

Utilization of
Total Impact of single breakdown Replacement Time Replacement Value
Equipment / Lines/ Utilities/ Processes max capacity
amount (line / machine / transformer /etc) (Months) (Money)
(%)
2 Reduced capacity 50%, however additional
Line XX 100% 6 months 25 TSEK
shift can be used . . .
Machine Z
Energy / Electricity supply room Etc.
Cleanroom with filter system
Site
Compressed air system
HVAC cleanroom
Building Management System (BMS)
Laboratory
Server&IT Systems
SAP, EBA, QDMS
LNG supply
Water supply
Electricity Supply
Purified Water System
Production line Custom Tubing Packs 2 2 shifts 100% 6 – 9 months 300.000 €
Production line HLS Cannulas & PIK Sets 1 2 shifts 100% 6 – 9 months 200.000 €
Production line HLS/PLS Sub Assembly Sets 2 2 shifts 100% 6 – 9 months 200.000 €
Production line SPP+Adult Reservoir 1 2 shifts 100% 6 – 9 months 600.000 €

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 Production line EDI Catheters (Nava) 1 2 shifts 100% 6 – 9 months 400.000 €

Additional notes:
• Xxx

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Internal dependencies
To understand possible impact / consequences throughout Getinge, primarily incoming and outgoing product flow, the following illustration has been established as a
snapshot of current situation. A more detailed analysis might be necessary if internal dependency is more comprehensive and/or complex between several factories.

Following criteria are used to classify internal dependencies.

Extensive dependencies – Loss of production capacity >50%
Medium dependencies – Loss of production capacity 10-50%
Low dependencies – Loss of production capacity 1-10%

Upstream
Upstream (site receives part or components from another site within the group):
• DE33 – Maquet Cardiopulmonary GmbH- Oxygenerators
• Name – Products – Volume
• Name – Products – Volume
• Etc.

FACTORY A FACTORY B FACTORY C ETC. ETC.

FACTORY A

Downstream
Downstream (site supply material/goods to another site within the group):
• DE33 – Maquet Cardiopulmonary GmbH - Custom Tubing Packs, HLS Cannulas & PIK Sets, HLS/PLS Sub Assembly Sets, SPP+Adult Reservoir
• SE31 – Maquet Critical Care – Solna , EDI Catheters (nava)
• Name – Products – Volume
• Name – Products – Volume
• Etc.

FACTORY A FACTORY B FACTORY C ETC. ETC.

FACTORY A

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Key Suppliers (Purchasing’den bilgilerin alınması gereklidir.)
An interruption / loss of a supplier can harm the output of the site and is therefore important to understand supplier criticality.
• List major / critical / single key suppliers
• Facilitate identification of critical suppliers in Business Impact Analysis

Supplier no.1 Supplier no.2 Supplier no.3

Product – Finished % of
% of % of Comments
goods Name Name Name tota
total total
l

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Key Customers (SCM’den bilgilerin alınması gereklidir.)
Most likely will the table below not be used for that many Getinge entities due to the internal sale structure.

Key customers as a business risk – how dependent is the company on a particular customer?
• Importance/priority of product for a specific customer to form specific continuity plan
• Facilitate identification of key customers in Business Impact Analysis

Sales
Customers Product or Service % of total % of total margin
(SEK/USD/EUR)
Custom Tubing Packs
HLS Cannulas & PIK Sets
1 Maquet Cardiopulmonary 37.957 KEUR 93
HLS/PLS Sub Assembly Sets
SPP+Adult Reservoir
2 Maquet Critical Care EDI Catheters (nava) 2.857 kEUR 6
3

Total

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