When governments at all levels, the Canadian Manufacturers and Exporters, the Conference Board of Canada, and a global human resources consulting firm all sponsor major research and reports on the pandemic threat, it is clear we have an important topic before us. That leaves us with just one major issue – why more employers haven’t yet translated this concern into planning for business continuity.

 

Smaller businesses, and even some large ones, will not wade through all these reports and search key websites for pandemic information. Planning for pandemic and other important operational disrupters is not often the first priority. However, in the event of a disaster like pandemic, resilience will be a critical quality and this will be largely dependent on enough preparation…and a measure of good luck.

 

Each business should evaluate the information presented in this special issue of businesshealth, carefully examine other reputable sources of information (see: Need More Information), and consult with business advisors to determine how best to prepare. Take the opportunity to consider management plans for a number of different risks, each with different degrees of disruption, likelihood, duration, timing, and impact on employees, suppliers, customers, owners and physical assets. Some examples would be electrical brownouts or blackouts, flooding, severe weather, fire, earthquake, breaches of technology firewalls or physical security, and yes, even terrorist attacks.

 

Our intent is to neither unduly alarm readers, nor instil a false sense of security. Many of us belonged to the Boy Scouts or Girl Guides in our childhood, and we all know the motto: Be prepared.

 

Should You Invest In Planning For Pandemic Influenza?

 

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