Practical Business Continuity Planning for Covid-19

There is a lot of information in the media concerning Covid-19 and actions that individuals should take, however less focus on business planning. 2SB have been supporting some of our clients with their business continuity plans and here is a summary of suggestions we think SMEs should consider:

Note: for a downloadable version please click here

Create a positive culture around reporting any symptoms or suspected illness

- Remove the social Stigma around 'having the virus' and the unwritten expectation that staff ‘should’ be in the office

Raise awareness of the symptoms with staff

- Put up posters, send out memos - not all staff will still not be aware of the symptoms or how Covid-19 is transmitted (link)

Prioritise communication with staff, this is a worrying time for everyone
- If someone in the office is diagnosed with Covid-19 or is suspected to having it, remember to keep staff regularly updated - this will help staff to plan visits to more vulnerable people in their own lives

Establish your stance on staff payment in various scenarios (even if not communicated more widely amongst staff at this point). Scenarios could include:
- Staff member who self isolates
- Staff member who tests positive
- Enforced home working by government (geographical lockdown)
- Enforced home working by company (e.g. due to your policy)
- Enforced home working by landlord (e.g. in multiple occupancy offices)
 

Think worst case scenario and plan for the possibility of lengthened spells of financial distress

Note:

The government have said that SSP can be reclaimed for Statutory Sick Pay for 14 days from day 1 if the business has under 250 employees (£94.25/week/employee)

Advice on payment in other scenarios can be found here:
https://www.acas.org.uk/Covid-19

Plan for remote working:
- Can all critical functions work from home? Run a 'working from home day' test within the next week to iron out any issues
- Consider splitting the business into an A and B team and alternate remote working days/weeks - this increases the ability of the business to contain a spread and avoid full business shutdown
- Are there any roles that can work remotely immediately and continuously - this will reduce their exposure

Vulnerable staff members:
- Consider extra compassionate measures for more vulnerable staff members (e.g. elderly, vulnerable and pregnant mothers – remember those who may be caring for individuals who fall into any of the above categories) - you may need to ascertain this information (in line with data protection regulations)

Key personnel - single points of failure:
- Are there any business-critical staff or roles and can they remote work? - If they have to self-isolate or are confirmed as positive how will their job role be continued (E.g. Senior Directors, Finance functions)

Internal Covid-19 coordinator:
- Establish a role for a Covid-19 coordinator - task them with staying up to date on developments - provide them direct access to the MD for important decisions that could impact financial, production or health aspects

Commuting and travel:
- For staff who commute on public transport extra consideration may be required. Are alternative routes available? If use of public transport is necessary, can timing be altered to be outside of rush hour?
- Are any international trips planned, consider the strict necessity for these - consider that beyond contraction of illness, countries may take sudden action to limit internal and international travel which may impact the ability to return – self isolation on return may be required

Hygiene:
- Lay out and communicate strict office, travel and interpersonal hygiene
- Make hand sanitiser available at common touch points, e.g. main doors
- Establish cleaning regimes of regular touch points
- Remove transmission points, e.g. fabric hand towels

Emergency procedures:
- Establish an emergency procedure for the scenario in which you suspect or have confirmation of Covid-19 in a staff member or visitor
- Under what conditions will you close the office? For how long?
- When can someone return to work - what time period and under what conditions?

Consider how critical suppliers may be impacted themselves:

- Put yourself in the mindset/business model of your supplier – are there any existing or anticipated reduction in their ability to provide you the product or service?

- If critical suppliers reduce or limit their supply into your business, at what point will this prove critical for your - own trading continuity? What mitigation measures exist?

Consider the reaction could you expect from clients:

- Some clients may be limiting visitors to their premises – if you deliver services on-site, proactively organise how these can occur remotely if possible

- Some clients may request copies of your Business Continuity Plan before they place orders, ensure you have updated it accordingly

If you require any further support in planning for business continuity please contact 2SB.