Return to work under Covid-19 brings swathe of new risks: Marsh

Businesses planning to restart after Covid-19 lockdowns will have to tread new ground when it comes to risk, following more stringent regulations and procedures around health and cleanliness, to reassure both staff and customers about their safety, according to a new briefing by Marsh Risk Consulting. “An orderly and risk-based return to work will tread new ground in terms of legal issues, medical counsel and privacy, particularly if individuals return to work based upon virus exposure, immunity or vaccination,” said Larry Pearlman, senior vice-president of the workforce strategies practice at Marsh Risk Consulting. Employees that return to work can expect regular Covid-19 testing and screening, which could also give rise to employment legal risks and privacy issues, Marsh Risk Consulting said. The virus could also lead to other measures, such as isolation rooms for employees presenting symptoms while at work and quarantine policies. Companies will have to amend or introduce new policies to cover absence, said Marsh. “Expect to see employers scrutinise their time-off practices to get the right balance of running operations and allowing employees to stay home while ill,” Mr Pearlman said. “Ultimately, organisations cannot afford to have employees report to work while displaying symptoms of Covid-19. In addition, they need to address the reality that some employees may be asymptomatic and infectious,” he added. Mr Pearlman said health monitoring introduced in response to Covid-19 could become the norm over the longer term. But active monitoring of health and symptoms will “alter the concepts of privacy in ways we have not anticipated”, he added. Workplaces will also need to demonstrate higher standards of cleanliness, adopting rigorous cleaning procedures. “Post pandemic, employers will need to provide assurance that workplaces are clean and assured,” said Mr Pearlman, who also suggested regulators may issue certificates or rating standards. In addition, he said procedures for materials coming in and out of premises will have to change. “Much like ‘hazard analysis of critical control points’ (HACCP), exposures to viruses must be minimised across the supply chain,” said Mr Pearlman. Covid-19 will drive a rethink of shared office equipment and spaces, Mr Pearlman continued. “Shared equipment is a source of shared germs,” he said. Thought will also need to be given to non-touch control systems for lifts and doors. And businesses will have to look at shift schedules and start times to reduce staff in close quarters and minimise exposure. “Large employee meetings will be postponed, if not eliminated. Similarly, cafeterias will change, based on reducing employee exposures. These responses will need evaluation for both business as usual and future pandemic planning,” Mr Pearlman said. Remote working will remain in place for many businesses and become a permanent fixture for some, he continued. For other businesses, there may be an acceleration of automation, particularly for routine transactions and point-of-sale work, he added. In a similar vein, travel will reduce as virtual technologies tried out during the pandemic become business as usual. “Where travel alternatives are not feasible, firms will need to make risk-based decisions on what travel modes and facilities are acceptable,” Mr Pearlman said. Critical infrastructure and essential functions – particularly utilities, energy and manufacturing – will increasingly rely on employee sequestering, or even housing employees near to facilities and isolated from others. “The current crisis has also taught us the value of being prepared for pandemics. This means having policies and practices ready to go when needed. It means robust IT systems to manage work from home and other needs. It also means having periodic drills to ensure the robustness of plans and the readiness of leaders,” said Mr Pearlman. “Drills must test the robustness of supply chains. At a tactical level, it also means having stockpiles of required PPE and other essentials. At an individual level, it means having clear behavioural expectations, review and feedback. At a board level, it means regular challenge and review for plan robustness,” he added.

Return to work under Covid-19 brings swathe of new risks: Marsh

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