Business owners jaded by endless fear-mongering over such health threats as the West Nile virus and the bird flu shouldn't ignore the dangers of being unprepared for the H1N1 virus, according to industry experts.
The second wave of the illness, officially declared as a pandemic by the World Health Organization, is due to hit by mid-to-late October as the return to school is expected to proliferate the virus.
Even if the virus doesn't mutate beyond its current form, it's expected to create a rise in extended absenteeism, disrupting workflow and further threatening businesses already weakened as a result of the recession.
"It really is important for companies to have a plan in place," says Valerie Whalley, consultant with the Industrial Accident Prevention Association (IAPA).
"Waiting until something happens before you plan is sort of like waiting for the hurricane to get here before you hurry out and put the plywood on the windows. You don't have time to make decisions ... and some of your decision-makers may even be off ill, so being prepared really is crucial."
As the overall health impact of the next H1N1 wave is likely to be quite mild, Whalley acknowledges the "balancing act" of not using overly fearful language. Still, companies may suddenly find themselves without key staff members as they fall ill or stay home to care for loved ones.
Despite ample warnings for this and other illnesses seen in recent years, few businesses have instituted any plan to protect chain of command and general business continuity, she says.
"There is a great deal of complacency, and I haven't come across a lot of companies that are doing a great job," says Whalley, who warns that most businesses which close during a crisis rarely re-open.
This impression is confirmed by a recent study commissioned by the BMO Bank of Montreal, which indicates 82 per cent of Canadian small businesses have not developed a health-related continuity plan.
What's more, only one in 10 small businesses have either developed or reviewed a health-related continuity plan as a result of the H1N1 virus.
Although few businesses seem to be acting on it, the interest in learning how to cope with it has been on the rise. Whereas the IAPA typically hosts two such workshops every year, there are expected to be at least 12 that will be held by the end of October.
The solutions are simple, says Whalley, who insists any business' response must involve taking a team approach, with all sides coming together to identify critical areas and who will handle which responsibilities.
Frank Berdan, Northern Ontario regional vice-president with BMO Bank of Montreal, agrees with the broad approach.
"Everyone needs to identify scenarios of potential impact and how it will affect employees, and then list out the activities that will need to be undertaken," he says.
To ensure communication remains strong and that everyone is well aware of their role, specific plans need to be laid out and explained clearly to all corners of the organization. As an example, Berdan says a call tree has been developed within BMO, which is then tested every 30 to 60 days.
Such measures are important to put into place, but even more important to be updated and maintained on a regular basis, he adds.
Developing business continuity measures and developing a forward-thinking mindset will not only serve companies well for H1N1, but for any contingency.
Berdan says, "what we try to share with businesses is that this isn't a 'may happen,' there will be one day a major pandemic or a major power outage, or a web breakdown. Businesses that are best prepared for it are the ones that seem to manage their business better in general."
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