Maintaining Business Continuity and Mitigating Risk during ... · Strategic Considerations Crisis Management and Business Continuity Strategy. Emergency Operations Plan (Level 1 –4)

Maintaining Business Continuity and Mitigating Risk during a Crisis

Presents

Property of STC, LLC. All rights reserved.

DISCLAIMER

The content of this webinar is solely designed to provide

awareness covering a variety of aspects related to business

continuity and risk management in construction. Furthermore,

this webinar does not qualify or authorize participants to

perform, supervise or train others in related training. This

course is designed to provide a general overview and

considerations for risk management and mitigation that can be

considered to minimize business impact.


Background:

• 20-years in safety and health industry

• Bachelor’s of Science - Occupational Safety & Health

• Professor at Southeastern Oklahoma State

• Adjunct instructor at Northlake College and CEF

Subject-Matter Expert Areas:

• Risk Management (FSR)

• Loss Control (LCR)

• Incident Management (NIMS)Daniel JamesSenior Client Partner


What we’ll cover today

1. Current Construction impacts

2. Challenges and Impacts to Safety Business Continuity

3. Strategic Considerations

4. Practical Considerations – 7 Steps

5. Best Practices

6. Resources


Current Construction Impacts

❑ 30% experienced delays or stops.

❑ 22% experienced supplier delivery delays

❑ 10% experienced absenteeism of workforce

❑ ?? % experienced slowed production

❑ Increased % of WC claims▪ Source: AGC of America


Photo Courtesy of (Brian Elledge / Staff Photographer-DMN)

Challenges and Impacts to Safety Business Continuity

Impact Job Stoppage / OutbreakPotential for injuryHigher Costs / Injury RatesTransport / Training / ProcessesSafety / RegulatoryManaging and implementingAbsenteeismSpread of infectious Disease or OSHA Sanitation requirements


ChallengeExposure of InfectionWorker DistractionsFalse Injury Claims Social Distancing PPE / Supply ShortageAdministrative BurdenShelter in place OrdersShortage of Sanitation Stations and toilets

Strategic Considerations

❑ Crisis Management and Business Continuity Strategy.

❑ Emergency Operations Plan (Level 1 – 4)

❑ Planning for a fluctuating workforce and limiting exposure

❑ S.W.O.T. analysis and “risk register”

❑ Risk management, cultural, and safety initiatives consistency

❑ Task Teams to monitor changing situations such as:▪ Super’s - Restrictions affecting Construction – Delays/ Suspensions

▪ HSE- Specific Jobsite Requirements and CDC changing guidelines /outbreaks

▪ PM - Impacts Supply chain impacts (delays or cost increases)

▪ Legal - AHJ Ordinances – Shelter in place – Contract Reviews - Force Majeure

▪ HR - Employee impacts / absenteeism (quarantine or illness or family member)


Practical Solutions


7 Critical Project Protocol Elements:

1.Planning

2.Education

3.Communication

4.Preventative Measures

5.Social Distancing/People Movement

6.Site Cleaning Protocol

7.Fit for Duty Standard

Planning


❑ Implement a Company Wide PREPAREDNESS AND RESPONSE WRITTEN PROGRAM.

❑ Build a Site-Specific Preparedness and Response Plan to address each site in detail to include:.

▪ Project organizational plan to ensure work crews are kept in separate areas on the project to maintain social distancing.

▪ Prepare coordinated site logistics, identifying critical elements

▪ Outline requirements and organize daily virtual planning and coordination meetings.

Education

❑ Onsite Infectious Disease Guidelines Orientation▪ Prior to allowing personnel to access the site, all will be required to

participate in a site orientation, performed virtually or with safe distances.

❑ Post Signage on Infectious Disease Guidelines

❑ Tool-box Topics to be delivered (virtually and in small groups)


Virtual Safety Meetings

Communication

❑ Reporting protocol when workers are diagnosed as carrying COVID-19 or suspected/confirmed as having been exposed to COVID-19.

❑ Provide positive health messaging to the workers.

❑ Work force engagement and process to incorporate improvements to daily work planning and execution to reduce possible exposure risks.


Preventative Measures

❑ Site monitor(s) to be stationed at the project entrance(s)

▪ AND actively engaged in site work force observation

❑ Require all personnel to acknowledge that they have not knowingly been in contact with anyone that is sick or traveled to an international high-risk area within the last 14 days.

❑ Control Delivery Drivers

and visitors


People Movement

❑ Create separation plans to avoid congregation.

❑ Daily safety planning – JHA’s are to include employee protection in use of equipment and shared tools.

❑ Cleaning protocols to be established if tool sharing is needed.

❑ Personal tools will not be allowed in gang boxes.

❑ Provide safe distance floor/ground markings where personnel congregate (i.e. restrooms, wash stations, etc.


❑ Lunch gatherings organized to maintain safe worker distance.

❑ Daily planning regarding crew safe-spacing.

Site Cleaning Protocol

❑ Ensure adequate restroom and handwashing facilities❑ Signs in breakroom and throughout the building telling

people how to properly dispose of their food, beverages, and construction debris.

❑ Community equipment and tools will be checked out on a daily basis and cleaned at the end of the shift.

❑ All personnel must utilize their own dedicated PPE. Shared/community PPE will not be allowed.


❑ Establish cleaning protocols and schedules in high-contact work-spaces.

❑ Consider a full-time person dedicated to cleaning consistent with CDC guideline

Fit For Duty

❑ Recommend that individuals who feel they are high-risk, as defined by CDC, not work onsite at the project.

❑ Any person with a fever or a positive COVID-19 diagnosis will not be allowed to enter the site until they are free of fever for at least 24-hours without the use of fever-reducing medicines.

❑ Any person that has had close contact with a confirmed COVID-19 patient (“Close contact” is defined as being within 2m/6ft of a person with a confirmed case of COVID-19 for a prolonged period of time) will not be allowed to enter the site for 14-days starting from the day they last interacted with the person with COVID-19.

❑ All personnel requesting access must be compliant with any applicable quarantine requirements for travelers returning from international locations.

❑ Special designation (hardhat stickers or badges) may be needed to be provided for all personnel who have been trained to enter the jobsite.


16 Best Practices

1. Institute a Site-Specific Safety and Logistic Plan for infectious disease.

2. Employee Training on Policy and site Specific

3. Special hardhat stickers or badges to be provided for personnel who are trained

4. Jobsite Postings to educate in common areas

5. Worker on site tracking via location including co-workers

6. Small Group huddles <10, social distance and outside meetings

7. Social Distancing >6’ enforcement and monitoring

8. Identify ACP for tasks that impede social distancing and mitigation

9. Virtual Meetings for planning and coordination

10. Sanitation Stations and regular upkeep

11. Roll Call (do not share paper or pens)

12. Electronic paperwork submittal to clients/Customers

13. Regular cleaning of high touch surfaces (doors, handrails, break areas, transport vehicles)

14. Cleaning protocols to be established if tool sharing is needed

15. Consider including delivery drivers and vendor protocol

16. Leverage Professional Partners


Leverage Professional Partners

Insurance Company

Resources

https://www.osha.gov/SLTC/novel_coronavirus/OSHA Guidance Release – 3990-03 2020

Safety Information

https://stcsafetyconsultants.com


National Institute for Occupational Safety & Health

www.cdc.gov/niosh

Centers for Disease Control and Prevention www.cdc.gov

John Hopkins – Interactive Maphttps://coronavirus.jhu.edu/map.html

• Emergency Operations Panning• Infectious Disease Program• Internal Memo to Associates• External Memo to Vendors• Business Essential Letters• Toolbox Talks• Jobsite Posters

https://www.asa-northtexas.org/

https://www.osha.gov/stopfalls/index.html


http://www.cdc.gov/niosh

http://www.cdc.gov/

https://coronavirus.jhu.edu/map.html

https://coronavirus.jhu.edu/map.html

https://www.asa-northtexas.org/

Resources - Part 2

Safety Informationhttps://stcsafetyconsultants.com


1. Individual Assistance - While not finalized, all taxpayers MAY be receiving a check-up to $1,200, couples up to $2,400, and additional payments of $500 per child. Amounts may be reduced for 2018 incomes over $75,000. This might help you make it through the next few weeks/months.2. Benefit programs such as expanded Family Medical Leave, Paid Sick Leave, expanded Unemployment Insurance programs may also help you make it through these times.3. Small Business Administration (SBA) loans up to $2 million dollars for small and medium businesses at low-interest rates and no payments for the first year may help businesses cover payroll, pay bills and debt payments, and get businesses through this crisis.4. Programs such as the Shared Work Program through the Texas Workforce Commission may be a solution for you and your employees.5. Knowing how to approach your landlord to negotiate rent adjustments, vendors on payment plans, etc. may also help you weather this storm and get you to the other side!6. Local jobs that are available for temporarily displaced workers will be included on a local Job Bank, and restaurants that are working hard through Delivery/Carry Out will be listed.



STC-Safety Training & Compliance, LLC

2600 Dallas Parkway Suite 240 Frisco, Texas 75034

Office: 972-347-3377

Email: [email protected]

www.thestcgroup.com

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Maintaining Business Continuity and Mitigating Risk during ... · Strategic Considerations Crisis Management and Business Continuity Strategy. Emergency Operations Plan (Level 1 –4)