1.1 Pandemic BC Execution Stage 1: Reduction [Part 1]

1.1 WHO Stage (Inter-pandemic)

The Inter-pandemic phases of the WHO’s recommended pandemic planning framework require BC planners to have a knowledge of the impending threat, maintain continuous monitoring, make the necessary preparation and develop an adaptable response structure. A preventive program to reduce business risk in the event of when a pandemic occurs.

1.2 Reduction

The reduction phase within the pandemic preparedness BCP execution stages focuses on prevention, mitigation and risk reduction. Besides developing or enhancing the existing BC plan, the BC planner must start to have tabletop exercises to simulate the various possible scenarios of the Infectious Disease threat.

Organisations are expected to maintain this stage, even if the country escalates to the next phase. This phase will continue to function as it is the organisation’s basic defence against the Infectious Disease threat.

1.3 Monitor and Gain Knowledge

Monitor the Current Situation

Organisations must dedicate resources to learn more about Infectious Disease, its effects, its modes of transmission and known mitigating measures.

Constant consultation with medical experts is critical, especially in light of evolving views held by the medical community, and also because views differ from country to country. As this approach may be costly, an alternative is for organisations to keep abreast with medical/scientific updates via reliable websites and sources.

Organisations must continue to monitor the WHO and governments’ websites to source up-to-date information on disease outbreaks. It is important to know when any of the business operations become at risk due to outbreaks within the office vicinity. In summary, the sources of information are:

Health Authorities.
Medical Advisors.
Industry Groups.
Media News.

Gain Knowledge of Virus

As the sciences of the world continue to research the disease, the latest outcome of any research should be reviewed in as much depth as possible. The research will assist BC planners to understand better the implications for your organisation and how large of risk will Infectious Disease constitute. There is a need to understand the differences between Infectious Disease and the common cold.

Develop Surveillance System

It is necessary to understand the measures taken by global and country health authorities. Organisations must identify and monitor reliable sources of information:

At the global level, the WHO directives and advice should constantly be monitored as its directives might affect your
At the country level, the enforcement of certain laws and regulations such as quarantine measures may affect the organisation’s planning assumptions. Organisations are also required to meet changing regulatory requirements, and this may require a response and recovery processes to be updated.

From the guidelines provided by the government, there may not be any restrictions on medical constraints, but also:

Facilities management (e.g. ventilation and filtration systems);
Legal professionals (e.g. duty of care, and health and safety implications);
Public relations professionals (e.g. who requires communication with);
HR professionals’ (e.g. medical insurance and compensation scheme).

Maintain Monitoring Mechanism

Within an organisation, the maintaining of crucial mechanisms includes monitoring of Infectious Disease. Supporting structures such as personnel assigned to monitor and coordinate the dissemination of Infectious Disease issues centrally are critical.

Also, the ability to collate relevant information for specific locations/sub-business units must be considered. This structure must be designed as part of the routine communication process within an organisation which includes information to appropriate parties and escalation of warnings.

An example of a focal point to disseminate Infectious Disease-related information to all staff is the use of the intranet and through specifically designed staff awareness and training.

1.4 Establish Decision-Making and Response Structure

The past major disaster such as September 11, SARS and the Ebola outbreak in Africa had demonstrated the weakness of the management decision-making and response structure of most organisations during a crisis. The assignment of a dedicated decision-making structure or sometimes referred to as a crisis management team will enhance efficient reaction time and minimise confusion.

The frequent rehearsal of possible scenarios will strengthen the coordination and allow the fully integrated leadership and management chain to handle unplanned and complicated Infectious Disease issues.

A crisis management team can organise this with the incident management team and the emergency response team.

1.5 Maintain Staff Dispersion Plan

One of the major efforts in the planning process is to minimise the concentration of critical personnel resources at one location or country. The worst-case scenario is when multiple mission-critical staff members become infected at the same time. These are some of the possible splitting or sharing arrangements:

Redeploy staff at both primary office and alternative site.
Make a reciprocal arrangement.
Lease temporary offices.
Ensure separation of different floors (next level of planning if the organisation is too small).
Use of competitors’ facility.
Segregate staff into different shifts.

1.6 Implement Succession Planning

The focus of pandemic planning is on the operations of the businesses. Reviewing the availability of executive management during an outbreak is important.

Identify assigned roles and responsibilities for the levels of executive management and stakeholders.
Have a clear definition and delineated leadership structure.
Implement succession planning to ensure that key responsibilities are taken over on a timely basis.

1.7 Review IT Support Infrastructure

A thorough examination of IT infrastructure is expected during an outbreak of Infectious Disease. Organisations must consider the following IT, and IT support challenges: