AUSTRALIAN CORPORATES, particularly those with large operations in Asia, are gearing up for a potential avian influenza outbreak, an issue that is pushing business continuity and people management to the fore
AUSTRALIAN CORPORATES, particularly those with large operations in Asia, are gearing up for a potential avian influenza outbreak, an issue that is pushing business continuity and people management to the fore.
While many firms in the region have had recent experience of dealing with health-related risks from the SARS outbreak in 2003, the people risk element of planning for any avian flu outbreak is breaking new ground.
“We have around 20,000 employees so it’s a key issue for us,” said Kim Boniface, head of people and performance at Westpac Bank. “Often we’re asked why we’re doing this. From our perspective we take our corporate responsibility very seriously, so it’s something we have to do.
“Apart from the business continuity management which is something we do very well from a property and infrastructure perspective, from a people risks perspective, it’s probably something we’ve lagged behind on. Our aim is to now get that set up.”
It is the involvement of HR departments that brings this new flavour to business continuity planning for avian flu. Many firms have set up cross functional working groups to plan for bird flu, bringing in experts from across the business spectrum. National Australia Bank’s group, for example, includes operational risk, business continuity, group security, health and safety and the Asian head of HR.
While there is much uncertainty surrounding bird flu, experts said an outbreak is inevitable. “There is no doubt that an influenza pandemic will occur,” said Dr Chris Wilkinson, medical director at International SOS. “It will be an extended event of months or perhaps years – very different to other business continuity issues,” he said.
“Any planning will have to respond to changing events quickly. Business will be disrupted, but the question is by how much? Will it be a small amount with a few shops closed or will it be a long disruption of significant proportions. Government support to business will be limited – I don’t think we can look to government plans to assist business – they are aiming to continue with essential services only, particularly in Australia.”
Law firm Mallesons Stephen Jaques, which has Asian offices in Hong Kong, Beijing and Port Moresby, is taking a twofold approach to the issue. “We’re looking at the people issues and business continuity planning,” said Carolynne Lepp, security and crisis manager at Mallesons Stephen Jaques.
“In Hong Kong it’s very high on the agenda, particularly among staff that experienced SARS a few years ago. We are developing our protocols for stockpiling and distributing our protection equipment and developing our policies in relation to travel restrictions and evacuation and isolation, and the different triggers and authorisations for all that.”
In terms of business continuity, Lepp said the firm is looking at developing plans for working from home and updating communication plans.
“We are struggling with the dilution of issues because there are so many other risks being presented for our Australian offices,” she said. “We are also finding there is a shortage of vaccines in Asia, so we’re thinking this could be a potential issue.”
Experts agreed that communication is likely to emerge as a key differentiator in how companies deal with any outbreak. “In addition to managing the risks of the disease itself, we also need to manage the outrage that exists within our employees and their families and within the community,” said Chris Darling, manager, safety, health and risk at BlueScope Steel.
