The global COVID-19 outbreak has taken a toll on many industries all over the globe. Airlines have been massively affected, tourism, hospitality, and leisure facilities have grinded to a complete halt, and many service providers and retail outlets of all kinds have been forced to close or balance their business with the 'New Normal'.
More often than not, most companies focus their BIA on their capability to recover and restore their critical business functions (CBF) by a pre-determined set of recovery time objectives (RTO) and recovery strategies. BC plans are mainly targeted at recovery of critical business processes, technology and facilities that are prioritised by RTOs with resources focused on capability to recover at the shortest possible time in order to protect company’s reputation, minimise disruption to business operations and fallout to clients.
However, for a pandemic such as this COVID-19 virus outbreak, given its widespread contagion effect on human (people) and its severe impact on business operations over a prolong period of time, companies must re-think their approach to BIA in response to a Pandemic or other similar health and safety disaster in future
Few companies factor in the human or human related components as part of the equation in their BIA process, and even if they do, many are often sketchy with caveats or no commitment on actual outcome. In addition, communication and information flow internally and externally are also important aspects that are often left out but as an after-thought piece of work.
One may argue that such a pandemic occurs once in a blue moon and is very rare and far between. Thus, for many companies, there is really no incentive to take this on seriously and to prepare in advance. After all, even Trump has disbanded the Pandemic team setup by Obama in US!
Companies that already have existing capabilities in place should re-focus their attention on BIA at this time to improve their plans. BIA for pandemic must include such unique considerations at every key touch point of the CBF review especially with regard to staff shortages. These special considerations cannot be left on its own to happen but must form an integral part of the BIA process to ensure that the recovery strategy encompasses these components. What had previously deemed critical may become less important for a pandemic.
The re-look at the Business Impact Analysis process that strengthen the planning of this COVID-19 threat. Diving deeper in the BIA specifics will be:
For this period, the content will include the managing and implementing of the Pandemic Influenza plans. Perhaps you'd like to check out our latest blended learning in view of the COVID-19 Outbreak Restrictions?
| Business Continuity Management [BCM-5000] | Crisis Management [CM-5000] | Crisis Communication [CC-5000] |
| IT Disaster Recovery [DRP-5000] | ISO22301 BCMS Lead Audit [BCM-8530] |
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Goh, M. H. (2016). A Manager’s Guide to Implement Your Infectious Disease Business Continuity Plan, 2nd Edition. GMH Pte Ltd.