Business continuity challenges during the corona virus pandemic

How can organisations respond to the threat of the new coronavirus that originated in China’s Wuhan city?

As governments grapple with the spread of the corona virus the question for companies of all sizes is, how can organisations respond?
This guidance from the Business Continuity Institute (BCI) offers practical information on how to support an effective pandemic response and limit the impact of an outbreak.

Countries working with the World Health Organisation (WHO) can implement internationally co-ordinated pandemic policies and response strategies. These are usually focused on the first line of defence at national borders.

Businesses and organisations have a role to play in the pandemic response, especially when it comes to communicating and implementing good practice advice around hygiene protocols, use of personal protective equipment and behavioural changes (e.g. not shaking hands in meetings).

Within organizations, the management (in larger organisations supported by an assigned Business Continuity Manager), can use a range of proactive strategies.

Elaine Tomlin of Avalution Consulting (and chair of the BCI Forum in Ireland) stresses the importance of a clear, communications strategy across the organisation so that all relevant stakeholders (not just employees) are aware of pandemic policies and action plans. “Ensure that one person is monitoring the pandemic and gathering information from an authoritative source. The WHO website at a global level and the national health service websites more locally.”

The BCI recommended actions requiring attention include:
Ensure management and team leaders are clear about the organisation’s priority activities, people, skills and minimum staffing arrangements (information which should be available in a Business Continuity Plan).

Prepare for expected employee absences e.g. knowing which employees are trained and can provide back-up for others who become ill (especially those with prioritised roles).
Modify policies to give greater flexibility to normal working arrangements, such as:
– provide (or expand) opportunities to work from home (taking into account network connectivity, security and bandwidth/performance requirements), make sure there are enough laptops available
– greater use of telephone or video conferences rather than face-to-face meetings

– reduce the number of people in the workplace at any one time through flexible working hours or rosters
– provision for employees with children or unwell adults at home, or for employees who are reluctant to use public transport to get to work
– reduce activities involving large groups of people (e.g. all-staff meetings, employee birthdays or other social events).
Such policies should consider administrative, legislative (Occupational Health & Safety) and workplace relations requirements and procedures as well as psychological safety and morale.

– Establish welfare policies for employees who seem to display relevant symptoms, have been caring for someone with the virus, or who have returned from travel in or through a known infection zone. Such policies might include:

> protocols for those whose health is ‘in-question’ who want to come to work.
> monitor who sits next to a person who has not turned up for work that day.

> return to work protocols for those who have had the virus and have recovered.
> presenteeism – how to deal with employees who should be at home but insist on coming to work
> protocols for visitors and suppliers (e.g. the contractor who refills the water cooler, or cleaners who are present out of hours).
> the means of monitoring / enforcing these practices within the workplace.

Reinforce internal peer support or other welfare mechanisms (counselling) to assist employees with health concerns.

Ensure the workplace has adequate supplies of cleaning and hygiene products in accessible and visible locations (keeping the workplace hygienic is a collective responsibility).

Confirm employees, customers and suppliers are aware of the organisation’s pandemic continuity strategy, and alternate working arrangements, and they understand how they may be affected and involved.

Avoid the use of social media as a source of trustworthy information (unless from official or trusted parties) and reinforce this advice with employees.

The European Centre for Disease Prevention and Control gives updates daily on the Geographical distribution of novel coronavirus cases globally HERE

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