Corona Virus (COVID19) | OSHA Compliance Services, LLC (DVBE)

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Planning for the Coronavirus [COVID-19] Pandemic-crisis outbreak 2020

If the Coronavirus [COVID-19] becomes a true pandemic-crisis-crisis, much of the impact on business will derive directly or indirectly from unprecedented absenteeism. Experts believe that infected people will be contagious for up to two days before symptoms develop, ill for five to eight days (in the absence of complications), and contagious for seven days or more after symptoms go away.

During the peak periods, or waves, of a pandemic-crisis-crisis, companies could experience absentee rates between 15% and 30%, due to sickness, quarantines, travel restrictions, family care responsibilities, and fear of contagion.

Businesses would be wise to develop and be prepared to implement a Business Plan to manage this current outbreak of the Coronavirus [COVID-19].

The following is a list of consideration businesses may wish to consider when developing a business plan to manage a potential business disruption due to the Coronavirus [COVID-19].

Disclaimer: The information is not intended to be legal advice and nor represents any guarantees.

Planning Activities

1.1 Develop a plan Use this outline to help in developing a plan to prepare for the pandemic-crisis-outbreak. Once the plan is developed, continue reviewing the plan and making changes as seems prudent.

1.2 Establish responsibility for planning and preparedness Your organization should appoint a pandemic-crisis planning coordinator and/or team with defined responsibilities and budget for planning and for preparedness. A deputy should also be appointed. If your organization already has a business continuity planning process, you should consider addressing influenza pandemic-crisis preparedness within that process.

1.3 Obtain information on pandemic-crisis This document provides advice on the business aspects of preparing for a pandemic-crisis. Key sources rom your local County Health Department and the CDC.

1.4 Assess ‘high level’ impact on your business and attach appropriate priorities to the planning process Your organization should initially prepare a ‘high level’ impact assessment on the business. This should provide a financial assessment of a pandemic-crisis impact and propose strategic priorities for the business in the event of a pandemic-crisis, and an outline budget for the development and maintenance of the business continuity planning process.

1.5 Establish authorities, triggers and procedures for implementing plan Establish who will have the authority to trigger the plan and its elements. Establish procedures for implementing the plan. There should be clarity as to the circumstances under which the plan will be triggered and terminated. For most businesses, the key pandemiccrisis alert frameworks will come from local government agencies (Count Health Dept) with the CDC as a reference source.

1.6 Test your plan Test your plan in exercises. Implement an exercise to test your plan. Develop a scenario based on a moderately severe impact to your operations. Include elements such as:

• A period of weeks or months, after the pandemic-crisis is recognized as an issue for the business. • Absence of some specific essential staff, including key managers and key IT staff, for periods. • Shut-down of one or more business Units or functions for a period of a week or so, as absences rise to high levels. • Implementation of strategies to reduce the risk of infection in your workplace. • Disruption to customers and market. • Disruption to suppliers and logistics.

If you wish to include disruption to an essential service in the scenario, consider that a fault develops, and it takes significantly longer than usual for it to be resolved. Consider the possible implications of disruption to the waste collection service. Work through the consequences of the scenario, either as a desk exercise, or with line managers and staff. Revise the plan based on what is learned from the exercise

1.7 Revisit Plan Periodically You should revisit, and retest, the plan periodically, at least once per year, to ensure that it remains current. You should check that preparations that could go out of date (e.g. phone lists or arrangements for deputies) are up to date.

1.8 Share best practice with other business partners Discuss planning and preparedness for an influenza pandemic-crisis with other businesses. Use business networks or other business organizations to share best practice, to learn from each other, and to engage in joint exercises.

1.9 Consult with suppliers Consult with your key suppliers and subcontractors to clarify whether they have robust business continuity plans in place. You will need to understand how they are likely to react in the event of a pandemic-crisis. It may be possible to make arrangements to secure supplies or service.

List of items and issues you need to address

2.1 Identify critical activities and the employees and inputs required to maintain them Consider what activities will be essential to your business in the event of a pandemic-crisis. Formally prioritize functions and activities and which people and what inputs are required to keep essential activities going.

2.2 Consider the possible impact of employee absences It is likely that there will be very significant employee absences in the event of a pandemic-crisis. Just how extensive the absences are will depend on the severity of the pandemic-crisis, and also on factors specific to the business, and on how employees respond to the pandemic-crisis.

Employees may be absent for a range of reasons: • Those who become ill should stay at home until cleared to return to work. • Some employees may have other illnesses that justify non-attendance. Other illnesses will continue to occur during a pandemic-crisis. • Some employees may wish to remain away from work to provide care to ill relatives. • In the event of school and/or childcare closures, others may wish to remain at home to care for children. • Some businesses may ask some employees to stay away from work for social distancing purposes. • It is possible that medical or public health advice might ask that people from groups particularly vulnerable to the pandemic-crisis should remain away from work. • Some employees may have difficulty in arranging transport to work as there may be a reluctance to travel on public transport in close proximity to other people. • Some employees may decide against attending work for other reasons, including worries about the risk of infection in the workplace.

The likelihood is that non-attendance will peak during the waves of high rates of infection that occur in pandemic-crisis. Typically, there are two to three waves of the outbreak that affects attendance. Each wave may last for a few weeks in duration, separated by periods of some months.

It is not possible to predict with accuracy, levels of absenteeism in your business. It will depend on factors such as the virulence of the virus, how employees perceive the risks, whether local schools close, and the measures you take to limit infection within the workplace.

The CDC project that staff absences due only to illness and the need to care for those who are ill may rise to 15% in large businesses and 30% in small businesses in a pandemic-crisis with a high clinical attack rate. Factoring in absences due to other causes, it would be prudent for a typical business to take account of a scenario under which 40% of its employees are absent during peaks of infection when planning.

Your plan should take account of the possibility that levels of absence will include key staff (SME’s, Managers, IT personnel, accounting and Human Resources) and these roles will likely need to be filled when these key people are out sick or otherwise unable to perform their duties.

2.3 Consider the possible impact of disruption to the supply of inputs

Identify your key suppliers and for each key supplier: • Understand to what extent inventories buffer your business from supply disruption; n Explore what the impact would be if the supplier was unable to serve your business, if it could not supply usual volumes, or if its lead times lengthened. • Assess how vulnerable the source of supply is to disruption caused by a pandemiccrisis, taking account of staffing issues, the supplier’s upstream supply chain, competing commitments and any other factors that seem relevant. • Assess how vulnerable your business is to problems with logistics. • Assess whether your business would have access to alternative sources of supply, and whether this would improve security of supply meaningfully.

2.4 Identify and agree strategic imperatives A ’flu pandemic-crisis is likely to have a significant impact on your business. As a context for the planning process you should identify, discuss and agree strategic imperatives.

These might include issues such as: 1. Ensuring business survival. 2. Protecting existing customers. 3. Protecting employees. 4. Acting in a socially responsible manner by taking account of the wider health, social and business implications of decisions, and providing support to the local community where possible.

2.5 Understand the business need for face-to-face meetings during a pandemic-crisis Review the type and number of face-to-face meetings that take place with customers and suppliers, and within the business. Consider what the business need is for these meetings. Consider whether the business need dictates that a face-to-face meeting is necessary, or whether other approaches might be feasible. Consider whether participants who would usually demand a face-to-face meeting might prefer an alternative approach in the event of a pandemic-crisis.

2.6 Identify and agree strategic imperatives A ’flu pandemic-crisis is likely to have a significant impact on your business. As a context for the planning process you should identify, discuss and agree strategic imperatives.

2.7 Examine the likely impact of a pandemic-crisis on your market and on your customer’s, requirements

Consider whether demand for your product is likely to decrease in the event of a pandemic-crisis:

• If your product or service is not a necessity and if it depends on your customers mixing with other people, then demand may fall. • If you are supplying other businesses, they will also be affected by the pandemic-crisis. During waves of peak infection, manpower shortages may mean that they cannot use as much of your product as usual. As waves of peak infection are unlikely to strike all parts of the world at the same time your customers’ worst manpower shortages may not occur at the same time as yours. Your customers’ markets will also be affected by the pandemiccrisis. • Any disruption to international logistics could have a ripple effect on demand. • The normal operation of healthcare services will be disrupted by a pandemic-crisis, and demand for some healthcare products will fall. Consider whether demand for your product is likely to increase in the event of a pandemic-crisis. • If your product or service will be used by the healthcare sector, or by others, in responding the pandemic-crisis, then demand may rise. • Demand for some types of hygiene and cleaning products is likely to be strong. • Demand for some types of communications service may rise. • Some products and services will be more attractive than others under pandemic-crisis conditions. For example, products and services that facilitate people in avoiding close contact with others may sell well. • If your products and services that are good substitutes for other products or services that become less attractive during a pandemic-crisis, then demand may increase.

Customers may wish to change the ways in which they engage with you during a pandemic-crisis. Many customers will wish to reduce or eliminate face-to-face contact with your people. Selling, taking orders and providing customer service by telephone or over the Internet is likely to become more popular. If you sell to consumers, home delivery services and product picking services may be attractive.

2.8 Understand the special needs of some employees during a pandemic-crisis Your employees will not all be affected in the same way by a pandemic-crisis. • Some will have specific health needs. Once a pandemic-crisis strain emerges, some groups may be identified as being at high risk, and needing greater protection. In the business context, these may include employees who are immune compromised or have chronic medical conditions. Depending on the virulence of the pandemic-crisis strain, other groups could be at risk, such as employees approaching retirement age. • Some will place a high priority on maintaining their income. • Some will have more caring responsibilities than others.

2.9 Consider the issues for business related travel during a pandemic-crisis In the event of a full-scale pandemic-crisis (major outbreak), there may be a widespread reluctance or potentially a restriction of use of mass transport, including air travel, particularly if the pandemic-crisis is highly pathogenic. Any significant reduction in demand for air travel is likely to be reflected in reduced airline schedules.

2.10 Consider the financial management implications of a pandemic-crisis Consider what the financial impact of a pandemic-crisis crisis may negatively affect your profits and margins.

• Demand for your business’s products or services may fall as your customers may be affected by the pandemic-crisis crisis. • It may not be possible to maintain production levels due to manpower levels (dropping) and reduced materials from suppliers. Identify the areas where a problem has the potential to threaten the business’s financial stability. • Consider how to manage these shortages during a pandemic-crisis-crisis as to maintain financial stability.

2.11 Consider the circumstances under which you might decide to scale back or suspend operations during a pandemic-crisis. The main purpose of business continuity planning for a pandemic-crisis-crisis is to plan for continuity of operations through the pandemic-crisis.

Circumstances may arise where it is in the long-term interests of the business and its employees to intentionally scale back or suspend operations.

Measures to Underpin Continuity

3.1 Temporary Leadership Assignments In the event of a pandemic-crisis-crisis, people in key positions may be unavailable for work for periods. As a part of the planning process, business would be wise to assigned people to temporary leadership positions with the authority to manage, make decisions and undertake appropriate actions. An ample number of temporary leaders may also become unavailable, backup temporary leaders should also be nominated.

3.2 Cross-train, and identify alternative sources of labor Business leaders should also consider introducing or extending cross-training to: • Increase the number of employees who can do essential specialist work. • Increase flexibility in assigning employees to different roles. • Consider preparing an additional pool of workers, such as retirees or contractors.

3.3 Communicate with staff in a manner appropriate to the current state of pandemic-crisis alert Disseminate information to the workforce that is appropriate to the current state of pandemiccrisis alert.

The level of detail that it is appropriate to disseminate will increase with the level of the CDC. Communications should address: • Pandemic-crisis-crisis. Signs and symptoms, modes of transmission, personal and family protection and response strategies to the disease. • The business’s pandemic-crisis preparedness and response plan, and employees’ role in the plan.

Communications should be appropriate to the target audience in terms of content, presentation and language.

3.4 Prepare emergency communications plan Prepare an emergency communications plan, for communication with employees, customers, suppliers and other stakeholders in the business. The plan should identify key contacts (with backups), chains of communications, and processes for tracking business and employee status.

Consider preparing platforms, such as dedicated websites and hotlines, for communicating with employees, customers and suppliers about the organization’s status, about the actions it is taking, and about the actions they should take.

Consider preparing notices on subjects such as respiratory hygiene to be used in the event of a pandemic-crisis.

The plan should be designed to ensure that communications are culturally and linguistically appropriate. For some businesses, it may be important that communications be made available in more than one language.

3.5 Prepare policies on sick leave and compassionate leave during a pandemic-crisis Establish policies on sick leave absences unique to a pandemic-crisis. These should take account of:

• The likelihood that it will not be practicable for medical practitioners to examine and certify all employees who become ill. • The need to protect others in the workplace from infection by people who are ill. • The need to judge when a person is no longer infectious, and can return to work (when they feel better, and no longer show symptoms, subject to obtaining more up-to-date guidance once the characteristics of the pandemic-crisis strain are known).

Establish policies on compassionate leave unique to a pandemic-crisis, to cover circumstances such as:

• Where employees are bereaved. • Where employees face a pressing need to provide care for others. • Where employees are at high risk if they become infected, and cannot adequately limit their risk of infection in the workplace.

Communications should be appropriate to the target audience in terms of content, presentation and language.

Consider preparing notices on subjects such as respiratory hygiene to be used in the event of a pandemic-crisis.

3.5 Prepare policies on sick leave and compassionate leave during a pandemic-crisis Establish policies on sick leave absences unique to a pandemic-crisis. These should take account of:

Establish policies on compassionate leave unique to a pandemic-crisis, to cover circumstances such as:

Consider what the business’s response should be to absenteeism during a pandemic-crisis, taking account of: • The business’s need to have employees attend so as to maintain business continuity and activity. • The pressures some staff may be under to remain away from work. • The common interest that the business and employees have in business survival and in limiting employee turnover.

3.8 Plan for the needs of staff overseas Consider how to ensure adequate access to medical treatment for Irish staff (and Irish-based staff) who are overseas during a pandemic-crisis. More broadly, consider how to manage and support them during a pandemic-crisis.

Consider issues such as repatriation and payment. If the business has subsidiaries or other operations overseas, ensure that they also plan for the possibility of an influenza pandemic-crisis.

3.9 Make arrangements to assure supplies in the event of a pandemic-crisis Consider taking action to assure continuity of supply in the event of a pandemic-crisis. • Explore the possibility of obtaining commitments as to the priority that suppliers will place on supplying your organization in the event of a pandemic-crisis. • Encourage suppliers (particularly small suppliers) to plan for a pandemic-crisis. • Identify alternative sources of critical inputs, and make arrangements to draw on them in the event that supplies are disrupted. • Review contracts to take account of circumstances that may arise in the event of a pandemic-crisis.

3.10 Consider the possibility of changes to your product, your service, or your interaction with customers, during a pandemic-crisis, and plan for any changes you consider appropriate. Consider changes to the product or service your business provides during a pandemic-crisis. • Is it possible to provide the product or service with less face-to-face interaction with customers or less customer crowding? • Is it possible to make measures to reduce the risk of infection visible and transparent? • Is it possible to make face-to-face contact with the customer less frequent? • If there is disruption to supplies will it still be possible to produce a product or service that will satisfy customers’ minimum needs? • Is it possible to reduce the labor input into the product or service, perhaps by reducing variety, by operating to a lower specification or by limiting customer service?

3.11 Review insurance coverage Review all aspects of your insurance coverage, to ensure it is likely to be sufficient for circumstances likely to arise in a pandemic-crisis. Among the areas of insurance, you may wish to consider reviewing are: • Liabilities that may arise from a pandemic-crisis. • Whether levels of cover are adequate. • Whether any exclusions may be relevant.

Planning in Response to Workplace Risks in a Pandemic-crisis

4.1 Prepare policies on hygienic employee behavior during a pandemic-crisis Consult the general guidance on hygiene during a pandemic-crisis published by the Department of Health and Children and the Health Service Executive, and guidelines for business from other sources. Prepare guidelines on hygiene for your employees to be implemented in the event of a pandemic-crisis, based on this advice.

4.2 Plan to provide for hand washing, hand hygiene, tissue disposal and other facilities You should plan to provide adequate facilities and materials for hand hygiene, hygienic tissue disposal and any other activities likely to be important in preventing the transmission of the virus in the workplace during a pandemic-crisis.

Your business may need to establish a stockpile of materials in preparation, as it may be difficult to source them quickly once a pandemic-crisis occurs.

You should decide on your business’s requirements after reviewing the guidance from the Center of Disease Control (CDC), your local Health Department and other sources.

4.3 Plan for frequent and effective cleaning of the workplace Plan to provide for frequent and effective cleaning of the workplace, so as to reduce the risk that employees will pick up the infection from contaminated surfaces.

Examples of frequently touched areas include doorknobs, armrests, seatbacks, tables, air/light controls, keyboards and switches. It may be possible to make arrangements in advance with your business’s provider(s) of cleaning services to provide an elevated level of cleaning activity in the event of a pandemic-crisis. • Take into account, however, that your provider may be short staffed during a pandemiccrisis, like any other business, and that cleaning staff may be reluctant to expose themselves to perceived risks. • Take measures to assure that a sufficient supply of suitable cleaning materials will be available in the event of a pandemic-crisis. As cleaning materials may be in short supply, consider establishing a stockpile or arranging for stocks to be held on your business’s behalf. • Your Plan should also include cleaning measures to be taken in the event that an employee in the workplace is found to have symptoms of the disease.

4.4 Attendance by employees who are infected Prepare policies on attendance during a pandemic-crisis addressing employees showing symptoms of disease, or who are suspected to be infected. Plan on asking those with symptoms of the disease to stay away from the workplace.

Taking account: • Assessing whether staff are showing symptoms of influenza • The measures to be taken if a member of staff is found to be showing symptoms of influenza while at the workplace. • Will staff members request days off to tend to an elderly person or sick dependents.

4.5 Identify work procedures to minimize internal employee exposure In some workplaces, there may be ample room for physical separation between individual employees. Consider staggering lunch and break times to reduce crowding in canteens, at entrances and in changing areas. It may be possible to eliminate, or reduce the frequency of, meetings in the workplace.

4.6 Flexible working times and working remotely It may be possible for your business to reduce the potential for infection in the workplace during a pandemic-crisis by reducing the numbers present at the same time, consider preparing policies on flexible working times (e.g. shift-work) and employees’ working from home. If your business has the ability to support teleworking, consider preparing policies teleworking taking account of the availability of home computers and home Internet connections of employees. Teleworking may provide a means of keeping essential staff involved if they cannot attend the workplace.

Note: Review the security implications of allowing Teleworking.

4.7 Customers and Suppliers Plan measures to reduce face-to-face contact with customers/suppliers and between employees from different sites. You may be able replace face-to-face meetings with teleconference or videoconference meetings.

4.8 Plan for increased take-up of employee sick leave Your business may wish to consider extending current sick-leave specific to the pandemic-crisis. Employees may not have adequate sick leave available for either themselves or for time spent taking care of ill family members.

4.9 Plan for employee death or death of a family member Businesses may also wish to consider that during a pandemic-crisis, there may be illness related deaths. Deaths could be of the employee or a family member of the employee. With this possibility, employers should include within their pandemic-crisis management plan bereavement counselling.

Disclaimer

The information offered in this safety messages is not intended to be legal or medical advice nor replace formal training.

This information is for your information and designed to provoke thought regarding workplace safety and compliance issues.

The information presented is the personal opinion of the author based solely on his personal experience, observations, and formal training.

We encourage the readers to seek pandemic-crisis guidance from the local Health Department and the Centers for Disease Control and Prevention (CDC)