What about my business and work?

Anthony Kolbe & Christelle Lepers


The human influenza A(H1N1) pandemic is developing rapidly. Though the pandemic did not initially cause illnesses in the Pacific Islands countries and territories, the situation continues to evolve.
The countries on the rim of our region have already been affected. The new influenza A (H1N1) virus appears to be mild at this stage, but influenza viruses evolve continuously. In two of the three pandemics of the 20th century (in 1918 and 1957), the second wave was much worse than the first.
An influenza pandemic hits every layer of society, so everyone must be prepared.
How your business can prepare
We all understand that a disaster such as a flood, cyclone or fire can seriously disrupt a workplace or even destroy a business. The same happens with a major outbreak of disease such as pandemic influenza. During a pandemic, about one third of the population may get sick—many times the usual number of people affected by an epidemic of seasonal influenza. As we would for any other crisis, we should anticipate what could happen during a pandemic and plan in order to minimise the effects.
Effects
Some of the possible impacts of an influenza pandemic on a workplace are:
• Increased levels of staff absenteeism. Workers or members of their families may be sick, or they may be caring for children because of school closures or be afraid to come to work for fear of contracting the illness.
 The absence of a large number of people or key people with specialised skills upon which business continuity relies can seriously affect a business as rates of absenteeism can exceed normal personnel contingency arrangements.
• Disruptions to supply of services, goods and materials due to shortages or breakdowns in transportation links. Contractors and suppliers will face the same problems as you do in your workplace.
• Breakdown in essential services such as power, water, waste collection and communications.
• Changes in demand, with some businesses, such as pharmacies, experiencing increases and others declines. This affects cash flow and revenue.
• Higher levels of workplace stress. Staff may be concerned about their health and that of family members and be dealing with consequences of the pandemic at the workplace.
Continuity plan
The term ‘business continuity planning’ is used to describe the process of thinking ahead and planning for any crisis that could affect your business.
If properly prepared, a business continuity plan should allow your business to respond to any emergency in an organised way so that at least the critical functions of the business can continue. Or, if the decision is to scale down operations or even close down temporarily, a plan will help manage this.
Unlike most disasters, an influenza pandemic will not be a short or localised event. A pandemic will touch everyone in every part of the world and last several months. Outbreaks may occur in waves with varying degrees of severity.
The development of effective, robust and flexible business systems—involving staff in the planning and keeping them informed through clear communication lines—is critical to the success of business continuity planning.
Many businesses have plans ready. Some may need to look at their plans again. Those who have not yet developed a business continuity plan can still make some practical preparations now:
• Identify the business’ key people and core skills, and the essential resources required to keep critical elements of the business going.
• Consider the effects on operations of supply shortages and changes in support services.
• Plan for staff absences and multi-skilling. Consider creating the option of allowing work from home.
• Consider human resource issues such as policies on sick leave, childcare and carer’s leave and what to do if employees become unwell at work.
• Decide if the business will need to scale up, scale down or perhaps close during the pandemic. Check insurance cover.
• Encourage good hygiene practises in the workplace and provide staff sufficient and accessible infection control supplies—for example, hand-hygiene products, cough and sneeze etiquette materials, tissues and receptacles for their disposal.
• Understand what ‘contact’ and ‘social distancing’ mean, and act to reduce the spread of disease in the workplace—for example, implement guidelines to decrease face-to-face contact (e.g. hand-shaking, meetings, office layout).
• Look at the financial implications on cash flow, reserves and leave related costs.
• Prepare the plan, test it and know how to use it.
• Communicate plans to staff and customers. Stay informed and keep others informed.
This checklist is based on the Australian Government’s Being Prepared for an Influenza Pandemic: A Kit for Small Business.
Following are links to valuable documents on business continuity planning:
• Being prepared for a pandemic, Australian Government: http://www.innovation.gov.au/Pandemic_Business_Continuity/Being%20prepared%20for%20a%20Pandemic/Pages/home.aspx
• Influenza Pandemic Planning Information for Business Continuity, New Zealand Government: http://www.med.govt.nz/templates/ContentTopicSummary_14451.aspx
• Business Pandemic Influenza Planning Checklist, USA Government: http://www.pandemicflu.gov/plan/workplaceplanning/businesschecklist.html
• Influenza Pandemic Preparedness Checklist, APEC Business Advisory Council: https://www.abaconline.org/v4/sme-checklist.php