**2.1 The Italian production strategy during the 2020 pandemic: statal measures and production conversion**

Italian SMEs have worked out an appropriate response strategy to the crisis caused by the 2020 pandemic.

Starting from the importance of the role of each individual entrepreneur, through the constant and daily collection of information on a formal and informal basis, it was possible to identify the strategic levers and focus on new core businesses, based on corporate liquidity, assets and resources.

It emerged that the creation of balanced strategic levers, the make/buy balance, together with the dialog with the stakeholders represented a fundamental element for the conception of a response strategy that represented an example of business resilience.

The crisis has certainly been, and still is, an opportunity to examine which lessons are learning for the future creation of resilience-oriented protocols [12].

There are many Italian companies that have reacted to the crisis by reconverting their production.

Phase two, co-existence with the pandemic, began on 4th May 2020. The Prime Minister's Decree issued by the Government has made mandatory the use of the mask in closed places accessible to the public, such as public transport and shops. Wearing the mask is mandatory in all situations where "it is not possible to continuously guarantee a safe distance" [13].

Given the emergency and lack of access to this personal protective equipment, more and more companies have chosen to make a concrete contribution and boost their activities after the lockdown by aiming at the reconversion of production chains to manufacture masks. Initiatives that are born to make available the expertise and skills of entire sectors forced by the emergency and the upheaval of daily habits to rebuild their missions and restructure their short, medium- and long-term objectives.

Siare Engineering, an Emilian company specialized in the manufacture of lung ventilators (the unique company in Italy), at the outbreak of the emergency increased its production and changed its export market. In mid-March the company delivered 300 machines to the Civil Protection, originally destined for countries such as South Korea, India, the Philippines and Vietnam, its traditional clients. The company was supported by specialized Army technicians with the aim of producing over 2300 machines, tripling production. Siare Engineering's efforts were supported by companies such as Ferrari, FCA and Magneti Marelli [14].

Grafica Veneta, a Paduan company active in the printing sector, has reconverted its production to produce 2 million masks. These products, even though they could not be intended for healthcare workers, provided (at a time of dramatic shortage) an initial protection to the population, and were distributed free of charge to the population by the Civil Protection and the Alpini (Italian Army's mountain infantry).

Mestel Safety, a specialist in snorkeling and diving masks, deposited a patent at the beginning of March to transform this diving equipment into protective masks against contagion [15].

On 23rd March Confindustria Moda launched an adhesion campaign to make masks and PPE, to which 200 companies have immediately joined. A similar initiative was taken by CNA Federmoda. Some of the most important Italian fashion companies responded to the call, such as Armani, Calzedonia, Fendi, Gucci and Valentino.

Prada, on request of the Tuscany Region, has started the production of 80,000 white coats and 110,000 masks [16].

Toscano Alta Sartoria (ex Mabro) has promptly reconfigured its production starting, from March, to produce 3000–4000 masks per day [17].

A choice made also by Valigeria Roncato, a leading company in the sector in the production of luggage made in Italy, which has decided to make a strong contribution to the enduring battle at pandemic by converting its production lines for the production of long-lasting, non-disposable, washable and therefore reusable masks [18]. The core business of the Veneto industry responds to the urgent demand for protective masks that are becoming more and more indispensable.

These solidarity initiatives have been stimulated by the possibility to access incentives to activate the production and supply of medical devices and personal protective equipment (PPE) for the containment and fight against the epidemiological emergency.

And more: to deal with the pandemic, numerous measures have been taken to prevent and contain its expansion and its effects on the economic system. These are emergency measures issued at short distance from each other and linked to each other.

The financial support to SMEs has gone through interventions on the fiscal side, the suspension of the refund of loans, the public guarantee on those granted to companies that have suffered decreases in turnover, a fund for the promotion of Made in Italy, financing.

The objective was to prevent SMEs from shutting down due to lack of liquidity because of the emergency: according to Cerved the system could lose up to 650 billion in revenue between this year and the next.

In this picture, are extremely important the interventions to support the liquidity of the productive network, strongly strengthened by the Legislative Decree n. 23/2020 (so-called Liquidity Decree). This last measure has on one hand modified and on the other hand implemented the extraordinary measures introduced by Decree Law no. 18/2020. This is also thanks to the new regulatory framework for State aid, the EU Commission's "State Aid Temporary Framework" [19], which has intervened in the meantime. On 14th April 2020, the European Commission authorized the extraordinary support aid schemes provided by Decree Law no. 23/2020. Further interventions to support the liquidity of companies are also contained in Decree-Law No 34 of the 2020.

The economic support measures for businesses adopted with the decrees of March–May 2020 (Decree-Law No 18/2020, Decree-Law No 23/2020 and Decree-Law No 34/2020) are essentially attributable to the following main lines of intervention: liquidity support; export and internationalization support; capitalization support and non-repayable grants; suspension of certain obligations and tax payments, as well as temporary relief on the fixed costs of electricity bills for low-voltage non-domestic users; interventions for companies in crisis, industrial reconversion and development contracts; protection of the national economic and business fabric through changes, some of which are temporary, to the exercise of special powers in sectors of strategic importance (so-called golden power).

**225**

sectors.

outbreak".

production of masks.

specificities of the productions.

companies, was the adoption of smart working.

*Italian Crisis Management in 2020*

*DOI: http://dx.doi.org/10.5772/intechopen.94894*

on 24 March 2020) implemented the measure.

Among the measures for companies in crisis, industrial reconversion and development contracts, the following interventions are highly important.

Decree Law No. 18/2020 refinanced the measure of development contracts by €400 million for 2020 (Article 80). The Ministero dello Sviluppo Economico (MISE) Directive of April 15th, 2020 provided for the allocation of resources. Finally, it should be noted that Law Decree no. 18/2020 authorized the Extraordinary Commissioner for the Epidemiological Emergency to provide funding to companies producing medical devices and personal protective equipment, using INVITALIA as the entity managing the measure. To this end, expenditure of EUR 50 million for 2020 has been authorized (Article 5). The aid scheme was authorized by the EU Commission (on 22nd March 2020). The Ordinance of the Extraordinary Commissioner of 23rd March 2020 (published in the Official Journal

The resources were assigned to the granting of aid to investment programs aimed at increasing the availability of medical devices and personal protection equipment in the national territory through the expansion of the capacity and/or the reconversion of an existing production unit. The facilities consist of subsidized financing of up to 75% of eligible expenditure. The maximum amount of the facilities that can be granted, in terms of aid (intended as Gross Grant Equivalent), may not exceed 800,000 euros, in accordance with the European Commission Communication of 19th March 2020 - COM (2020) 1863 final - "Temporary

Framework for State aid measures to support the economy in the current COVID-19

medical devices. These are some of the production reconversions following the pandemic of companies in most of the textile-fashion sector, but also plastics, chemicals, cosmetics, manufacturing, medical, graphics and printing [20].

which also open opportunities for professional integration.

Manufacturing masks, gowns, gels and disinfection products, plexiglass spacers,

For some sectors, textiles and chemicals, the new production is opening stable business opportunities in the post 2020 long time crisis, through new channels,

More than two thirds of companies in the chemical sector, which in the emergency produced alcohol-based disinfectant gels for the hospital sector, are planning to permanently convert, but now intend to extend to direct sales to consumers. And two thirds of the companies in the plastics sector, which have taken the opportunity to make plexiglass spacers to be installed in the companies, will not stop production. By virtue of a demand that is still expected to be sustained, moreover, more than half of the companies in the textile sector, which are now also aiming to create joint ventures with fashion companies, and almost all the companies in the print sector, which have activated new channels, will maintain active

Not all companies, however, are planning to maintain the conversion once the normality is restored, with profound differences between sectors, due to the

These are mainly temporary reconversions, on the other hand, for fashion companies that have turned for a few weeks to the production of masks and gowns, as for those in the automotive, cosmetics, medical devices, and manufacturing

In addition to interventions aimed solely at conversion, the whole world of work has had to face the need to change and adapt to the new situation. Another example of resilience, together with the reconversion of the production of different

There are data on the transition to remote working collected by Associazione Italiana Esperti Infrastrutture Critiche (AIIC) with the help of other companies.

#### *Italian Crisis Management in 2020 DOI: http://dx.doi.org/10.5772/intechopen.94894*

*Issues on Risk Analysis for Critical Infrastructure Protection*

against contagion [15].

white coats and 110,000 masks [16].

Valentino.

logical emergency.

Made in Italy, financing.

Decree-Law No 34 of the 2020.

each other.

Mestel Safety, a specialist in snorkeling and diving masks, deposited a patent at the beginning of March to transform this diving equipment into protective masks

On 23rd March Confindustria Moda launched an adhesion campaign to make masks and PPE, to which 200 companies have immediately joined. A similar initiative was taken by CNA Federmoda. Some of the most important Italian fashion companies responded to the call, such as Armani, Calzedonia, Fendi, Gucci and

Prada, on request of the Tuscany Region, has started the production of 80,000

A choice made also by Valigeria Roncato, a leading company in the sector in the production of luggage made in Italy, which has decided to make a strong contribution to the enduring battle at pandemic by converting its production lines for the production of long-lasting, non-disposable, washable and therefore reusable masks [18]. The core business of the Veneto industry responds to the urgent demand for

Toscano Alta Sartoria (ex Mabro) has promptly reconfigured its production

These solidarity initiatives have been stimulated by the possibility to access incentives to activate the production and supply of medical devices and personal protective equipment (PPE) for the containment and fight against the epidemio-

And more: to deal with the pandemic, numerous measures have been taken to prevent and contain its expansion and its effects on the economic system. These are emergency measures issued at short distance from each other and linked to

The financial support to SMEs has gone through interventions on the fiscal side, the suspension of the refund of loans, the public guarantee on those granted to companies that have suffered decreases in turnover, a fund for the promotion of

The objective was to prevent SMEs from shutting down due to lack of liquidity

In this picture, are extremely important the interventions to support the liquidity of the productive network, strongly strengthened by the Legislative Decree n. 23/2020 (so-called Liquidity Decree). This last measure has on one hand modified and on the other hand implemented the extraordinary measures introduced by Decree Law no. 18/2020. This is also thanks to the new regulatory framework for State aid, the EU Commission's "State Aid Temporary Framework" [19], which has intervened in the meantime. On 14th April 2020, the European Commission authorized the extraordinary support aid schemes provided by Decree Law no. 23/2020. Further interventions to support the liquidity of companies are also contained in

The economic support measures for businesses adopted with the decrees of March–May 2020 (Decree-Law No 18/2020, Decree-Law No 23/2020 and Decree-Law No 34/2020) are essentially attributable to the following main lines of intervention: liquidity support; export and internationalization support; capitalization support and non-repayable grants; suspension of certain obligations and tax payments, as well as temporary relief on the fixed costs of electricity bills for low-voltage non-domestic users; interventions for companies in crisis, industrial reconversion and development contracts; protection of the national economic and business fabric through changes, some of which are temporary, to the exercise of special powers in sectors of strategic importance (so-called golden power).

because of the emergency: according to Cerved the system could lose up to

650 billion in revenue between this year and the next.

starting, from March, to produce 3000–4000 masks per day [17].

protective masks that are becoming more and more indispensable.

**224**

Among the measures for companies in crisis, industrial reconversion and development contracts, the following interventions are highly important.

Decree Law No. 18/2020 refinanced the measure of development contracts by €400 million for 2020 (Article 80). The Ministero dello Sviluppo Economico (MISE) Directive of April 15th, 2020 provided for the allocation of resources.

Finally, it should be noted that Law Decree no. 18/2020 authorized the Extraordinary Commissioner for the Epidemiological Emergency to provide funding to companies producing medical devices and personal protective equipment, using INVITALIA as the entity managing the measure. To this end, expenditure of EUR 50 million for 2020 has been authorized (Article 5). The aid scheme was authorized by the EU Commission (on 22nd March 2020). The Ordinance of the Extraordinary Commissioner of 23rd March 2020 (published in the Official Journal on 24 March 2020) implemented the measure.

The resources were assigned to the granting of aid to investment programs aimed at increasing the availability of medical devices and personal protection equipment in the national territory through the expansion of the capacity and/or the reconversion of an existing production unit. The facilities consist of subsidized financing of up to 75% of eligible expenditure. The maximum amount of the facilities that can be granted, in terms of aid (intended as Gross Grant Equivalent), may not exceed 800,000 euros, in accordance with the European Commission Communication of 19th March 2020 - COM (2020) 1863 final - "Temporary Framework for State aid measures to support the economy in the current COVID-19 outbreak".

Manufacturing masks, gowns, gels and disinfection products, plexiglass spacers, medical devices. These are some of the production reconversions following the pandemic of companies in most of the textile-fashion sector, but also plastics, chemicals, cosmetics, manufacturing, medical, graphics and printing [20].

For some sectors, textiles and chemicals, the new production is opening stable business opportunities in the post 2020 long time crisis, through new channels, which also open opportunities for professional integration.

More than two thirds of companies in the chemical sector, which in the emergency produced alcohol-based disinfectant gels for the hospital sector, are planning to permanently convert, but now intend to extend to direct sales to consumers.

And two thirds of the companies in the plastics sector, which have taken the opportunity to make plexiglass spacers to be installed in the companies, will not stop production. By virtue of a demand that is still expected to be sustained, moreover, more than half of the companies in the textile sector, which are now also aiming to create joint ventures with fashion companies, and almost all the companies in the print sector, which have activated new channels, will maintain active production of masks.

Not all companies, however, are planning to maintain the conversion once the normality is restored, with profound differences between sectors, due to the specificities of the productions.

These are mainly temporary reconversions, on the other hand, for fashion companies that have turned for a few weeks to the production of masks and gowns, as for those in the automotive, cosmetics, medical devices, and manufacturing sectors.

In addition to interventions aimed solely at conversion, the whole world of work has had to face the need to change and adapt to the new situation. Another example of resilience, together with the reconversion of the production of different companies, was the adoption of smart working.

There are data on the transition to remote working collected by Associazione Italiana Esperti Infrastrutture Critiche (AIIC) with the help of other companies. It became clear that before the crisis and therefore until 2019 in companies 71% of employees did not even know what remote working was. During the pandemic 97% of people said they had been working remotely all the time and 43% of people interviewed said they would continue to work remotely.

Regarding the impact on the IT budget: 30% of companies said that investments on the 2020 roadmap projects reset and/or moved to 2021 or suspended.

In contrast, 30% of companies stated that investments will continue without any impact on the 2020 roadmap projects.

Finally, 60% of companies say they still do not know how to proceed with the investments.

The company management, however, has the advantage of being able to provide incentives for sanitization and safety at work: for companies are introduced incentives for sanitization and increased safety at work, through the granting of a tax credit equal to 50% of expenses up to a maximum of 20 thousand euros, and contributions through the establishment of an Inail fund.

The pandemic emergency has not only produced a strong acceleration of digital transformation, smart working and strong demands related to logistics, but also interesting productive reconversions, together with the consciousness of the complex interrelation through different sectors and their supply chain.

For SMEs, the introduction of new products has often meant a real revolution in the business, but able to ensure continuity in production that would otherwise have stopped. Moreover, in case the reconversions are expected to be permanent, are requiring new professional figures to support the activity.

And, most of all, the emergency confirmed the relevance of the human factor.

### **3. Concrete approaches to critical infrastructure protection**

## **3.1 Supply chain continuity management and lack of manpower during the pandemic**

Supply Chain Continuity Management (SCCM) must be considered as a necessary evolution of Business Continuity Management (BCM) models. SCCM is outlined in the ISO 22318 standard which is part of the group of standards for continuity management including ISO 22301, ISO 22313 Security and resilience (ISO 22318), and ISO 28000, which specifies the requirements for a security management system, including those aspects critical to security assurance of the supply chain. SCCM defines continuity in relation to external supplies, third parties or internal entities that play a supplier role in the context of the organization.

The simplified representation of the supply chain therefore provides a composite structure of internal and external suppliers (considering also the flexibility applicable to the relationships between the suppliers) that contribute to the operations of an organization and consequently of its customers.

If the relationship with suppliers is characterized by assets that are mainly intangible and movable and therefore related, for example, to the exchange of information or movable consumer goods, there will be greater control. An example in this sense, during the pandemic emergency management consisted in the possibility of maintaining relationships with suppliers through forms of smart working. This form of collaboration and coordination has been possible mainly between entities operating in sectors consisting of intangible assets such as professional, scientific and technical activities, financial and insurance activities, the activities

**227**

from it.

Accounting.

*Italian Crisis Management in 2020*

decrees.

stakeholders [21].

approaches may be:

solutions.

competitors.

within the Italian production system.

services (excluding the financial sector) [22].

*DOI: http://dx.doi.org/10.5772/intechopen.94894*

incidents involving the supply chain.

of extraterritorial organizations, public administration and most professional services and, in general, all sectors that have not been affected by the suspension

chain in relation to an organization. In particular, the analysis carried out on the supply chain gives visibility to the mapping of interdependencies between different sectors allowing an analysis that goes beyond the single organization. Network analysis techniques could be combined with criticality and reliability metrics in order to produce composite methods that provide useful information to

In any case it will be necessary to have a management plan in case of crisis or

The adoption of such measures will result in increasing control over the value

As for ISO 22301, to plan the SCCM it will be necessary to carry out Impact Analysis activities with the individual suppliers involved, distinguishing critical suppliers from non-critical suppliers. For all relationships with critical suppliers, the guarantee of continuity can be determined by identifying a SCCM strategy to be agreed in transparency with these suppliers. Some strategic

• Reducing dependence on a supplier: direct engagement of substitute suppliers for a specific service; increasing on-site stock holding; establishing alternative

• Increasing resilience: loss mitigation; establishing mutual support policies with

• Working with suppliers: creating partnerships with suppliers; setting performance standard; monitoring and dealing with suppliers to increase their

The direct effects of the suspension decrees concerned the sectors directly involved and all those sectors that had to sustain the labor shortage caused by the lockdown. While other sectors not directly involved in the suspension decrees, such as financial services or wholesale trade, or sectors more prone to targeted reconversions and the adoption of smart working strategies such as online trade or the fashion sector, were able to stem the direct impact of the emergency or even profit

The Italian National Institute of Statistics in May 2020 has provided a wide range of data and information about the positioning and contribution of the sectors

The database is based on the Extended Statistical Register on Economic Performance of Enterprises (Frame-SBS), which contains individual data on all industrial and service enterprises active in the country (about 4.4 million units), supplemented with additional statistical registers that provide detailed information on the characteristics of the employment, as well as import and export enterprises. The data have been further integrated with indicators taken from Italian

Considering the enterprises that are part of the universe of reference of the system of Structural Business Statistics (SBS), those that from May 4 are operating in sectors still formally suspended are about 800 thousand (19.1% of the total), with an employment weight of 15.7% on the total of the sectors of industry and market

resilience; including SCCM requirements in supplier contracts.

#### *Italian Crisis Management in 2020 DOI: http://dx.doi.org/10.5772/intechopen.94894*

*Issues on Risk Analysis for Critical Infrastructure Protection*

interviewed said they would continue to work remotely.

contributions through the establishment of an Inail fund.

requiring new professional figures to support the activity.

an organization and consequently of its customers.

plex interrelation through different sectors and their supply chain.

**3. Concrete approaches to critical infrastructure protection**

impact on the 2020 roadmap projects.

investments.

**pandemic**

organization.

It became clear that before the crisis and therefore until 2019 in companies 71% of employees did not even know what remote working was. During the pandemic 97% of people said they had been working remotely all the time and 43% of people

on the 2020 roadmap projects reset and/or moved to 2021 or suspended.

Regarding the impact on the IT budget: 30% of companies said that investments

In contrast, 30% of companies stated that investments will continue without any

Finally, 60% of companies say they still do not know how to proceed with the

The company management, however, has the advantage of being able to provide incentives for sanitization and safety at work: for companies are introduced incentives for sanitization and increased safety at work, through the granting of a tax credit equal to 50% of expenses up to a maximum of 20 thousand euros, and

The pandemic emergency has not only produced a strong acceleration of digital transformation, smart working and strong demands related to logistics, but also interesting productive reconversions, together with the consciousness of the com-

For SMEs, the introduction of new products has often meant a real revolution in the business, but able to ensure continuity in production that would otherwise have stopped. Moreover, in case the reconversions are expected to be permanent, are

And, most of all, the emergency confirmed the relevance of the human factor.

**3.1 Supply chain continuity management and lack of manpower during the** 

Supply Chain Continuity Management (SCCM) must be considered as a necessary evolution of Business Continuity Management (BCM) models. SCCM is outlined in the ISO 22318 standard which is part of the group of standards for continuity management including ISO 22301, ISO 22313 Security and resilience (ISO 22318), and ISO 28000, which specifies the requirements for a security management system, including those aspects critical to security assurance of the supply chain. SCCM defines continuity in relation to external supplies, third parties or internal entities that play a supplier role in the context of the

The simplified representation of the supply chain therefore provides a composite structure of internal and external suppliers (considering also the flexibility applicable to the relationships between the suppliers) that contribute to the operations of

If the relationship with suppliers is characterized by assets that are mainly intangible and movable and therefore related, for example, to the exchange of information or movable consumer goods, there will be greater control. An example in this sense, during the pandemic emergency management consisted in the possibility of maintaining relationships with suppliers through forms of smart working. This form of collaboration and coordination has been possible mainly between entities operating in sectors consisting of intangible assets such as professional, scientific and technical activities, financial and insurance activities, the activities

**226**

of extraterritorial organizations, public administration and most professional services and, in general, all sectors that have not been affected by the suspension decrees.

In any case it will be necessary to have a management plan in case of crisis or incidents involving the supply chain.

The adoption of such measures will result in increasing control over the value chain in relation to an organization. In particular, the analysis carried out on the supply chain gives visibility to the mapping of interdependencies between different sectors allowing an analysis that goes beyond the single organization. Network analysis techniques could be combined with criticality and reliability metrics in order to produce composite methods that provide useful information to stakeholders [21].

As for ISO 22301, to plan the SCCM it will be necessary to carry out Impact Analysis activities with the individual suppliers involved, distinguishing critical suppliers from non-critical suppliers. For all relationships with critical suppliers, the guarantee of continuity can be determined by identifying a SCCM strategy to be agreed in transparency with these suppliers. Some strategic approaches may be:


The direct effects of the suspension decrees concerned the sectors directly involved and all those sectors that had to sustain the labor shortage caused by the lockdown. While other sectors not directly involved in the suspension decrees, such as financial services or wholesale trade, or sectors more prone to targeted reconversions and the adoption of smart working strategies such as online trade or the fashion sector, were able to stem the direct impact of the emergency or even profit from it.

The Italian National Institute of Statistics in May 2020 has provided a wide range of data and information about the positioning and contribution of the sectors within the Italian production system.

The database is based on the Extended Statistical Register on Economic Performance of Enterprises (Frame-SBS), which contains individual data on all industrial and service enterprises active in the country (about 4.4 million units), supplemented with additional statistical registers that provide detailed information on the characteristics of the employment, as well as import and export enterprises. The data have been further integrated with indicators taken from Italian Accounting.

Considering the enterprises that are part of the universe of reference of the system of Structural Business Statistics (SBS), those that from May 4 are operating in sectors still formally suspended are about 800 thousand (19.1% of the total), with an employment weight of 15.7% on the total of the sectors of industry and market services (excluding the financial sector) [22].

**Figure 1.** *Unavailability of manpower.*

By revising and analyzing the Istat dataset updated in May 2020 [23] with regard to the pandemic, it can be observed in the **Figure 1** below that the unavailability of manpower has most directly affected the following sectors in percentage terms:


**229**

*Italian Crisis Management in 2020*

*DOI: http://dx.doi.org/10.5772/intechopen.94894*

8.Other personal service activities: 83,46%

6.Manufacture of machinery and equipment NCA: 89,48%

10.Manufacture of rubber and plastic products: 63,67%.

9.Wholesale trade (except of motor vehicles and motorcycles): 67,23%

Considering the analyses and remediation plans structured to protect the SCC, it is possible to structure What If models oriented to predict the consequences linked

In relation to the manpower issue, for example, it is possible to structure time-

Such a predictive model can allow the decision maker to simulate different crisis scenarios resulting from the loss of personnel based on the formal organizational structure of the company. In order for the model to be effective, however, it will be essential to feed the model and the collection of information starting from the

Information is needed that can be traced back to the following organizational

The holistic evolution of this model consists in describing the interdependencies between different sectors starting from the simulation of a disservice concerning a sector. The generic example below can be applied to a single reality in order to understand what long-term effects the lack of manpower, considered as a distinguished sector, could have on the operational continuity of the organization itself (**Figure 2**). The severity of the dependency corresponds to the extent to which the Quality of Service (QoS) perceived by the user is deteriorated. Depending on the item, the degradation can be measured by the variation of some specific parameters (coverage, signal reception, delivery time, etc.) with respect to the normal QoS values. In general, the measures that allow to characterize the QoS can be traced back to the general concepts of availability and capacity: the quality with which the service is

The Domino Effect methodology applied to manpower aims to study and quantify the consequences of a negative event that causes a lack of personnel and/ or supply chain. The model is configured as a visualization of the propagation over time of the negative effects caused by the unavailability of a certain percentage of

**3.2 Approaches to supply chain what if analysis: dependencies trees**

oriented models that consider the negative effects of the manpower.

analysis of the organizational chart and the company function chart.

• Functions that have relationships with critical suppliers (SUP)

• Actors in charge of Crisis Management (CM)

5.Food service activities: 90,91%

7.Textile industries: 86,77%

to the lack of a supply.

company personnel.

• Administration (ADM)

• Business (BSS)

• Commercial (COM).

areas:

4.Manufacture of other non-metallic mineral products: 92,85%

5.Food service activities: 90,91%

6.Manufacture of machinery and equipment NCA: 89,48%

7.Textile industries: 86,77%

*Issues on Risk Analysis for Critical Infrastructure Protection*

By revising and analyzing the Istat dataset updated in May 2020 [23] with regard to the pandemic, it can be observed in the **Figure 1** below that the unavailability of manpower has most directly affected the following sectors in percentage terms:

1.Other mining and quarrying activities; creative, artistic and entertainment activities; travel agency, tour operator and reservation services and related activities; libraries, archives, museums and other cultural activities; rental and operative leasing activities; real estate activities; activities concerning lotteries, betting, gambling houses; Sports, entertainment and leisure activities; construction of buildings; Mining of metal ores; Manufacture of other transport equipment; Manufacture of leather and related products; Manufacture of motor vehicles, trailers and semi-trailers; Manufacture of furniture; Tobacco

industry; Metallurgy; Advertising and market research: 100%

4.Manufacture of other non-metallic mineral products: 92,85%

2.Manufacture of clothing, manufacture of leather and fur articles: 98,48%

3.Manufacture of fabricated metal products (except machinery and equipment):

**228**

**Figure 1.**

*Unavailability of manpower.*

93,98%

8.Other personal service activities: 83,46%

9.Wholesale trade (except of motor vehicles and motorcycles): 67,23%

10.Manufacture of rubber and plastic products: 63,67%.
