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Pandemic Response Plan 2020

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Document Owner - Director, Health Safety and EnvironmentLast reviewed/updated: Feb 2020Approved by: Director, Health Safety and EnvironmentNext scheduled review: Jan 2022

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Contents

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OverviewMissionObjectivesPandemic Response Plan StructureEmergency Alert, Escalation and Pandemic Plan Activation (CIMS)Roles and Responsibilities of EOC Team in the PRPPandemic procedures for management and staffKey DefinitionsUseful links and references

The 5 key phases of the Pandemic Response PlanPhase 1 - Review and reductionPhase 2 - Readiness for a pandemic declarationPhase 3 - Response to the pandemicPhase 4 - Recovery and clean upPhase 5 - Return to BAU

AppendicesA - CIMS Teams roles and responsibilitiesB - Pandemic Response Plan Forms and RecordsC - New Zealand COVID-19 Alert Levels

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Overview

The PRP describes our policies and procedures for responding to, and recovering from a pandemic outbreak that not only disables AgResearch staff but negatively impacts on our ability to provide core business functions as usual.

Note: In the event of an actual pandemic declaration some modifications to this document may be made to ensure physical safety of our people, our systems and our data.

In most situations, this PRP is likely to be used for managing a global outbreak of viral influenza that requires specific actions needed, both in early recognition of a potential problem, as well as the lead up to a formal declaration of a pandemic, that with effective management controls, contains and reduces the spread within AgResearch.

Notwithstanding the above, a pandemic within AgResearch can relate to any infection, virus or disease that is transmissible from human to human, including (but not limited to);

• Bacterial or viral pneumonia

• COVID-19 (Coronavirus)

• Chickenpox and Mumps

• Meningitis

• Bacterial and viral Influenza, including the common cold

• Viral infections, including viral haemorrhagic fevers (VHF’s) also known as Ebola

• SARS (Severe Acute Respiratory Syndrome)

• MERS (Middle Eastern Respiratory Syndrome)

This Pandemic Response Plan (PRP) has been developed as a strategy documented for AgResearch so that it can maintain business continuity in the event of a widespread outbreak of a dangerous infectious disease, or pandemic.

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Our mission is to protect all AgResearch staff from the impacts of a pandemic illness, while maintaining the organisations integrity and service delivery to staff and clients, using effective business resilience and continuity planning.

The principal objective of this (PRP) is to develop, and document a well-structured and easily understood plan which will help AgResearch deal with, as well as recover as quickly and effectively as possible, from any pandemic which could reduce available staff needed to support AgResearch’s business operations and information systems.

Additionally the organisation needs to:-

• Ensure that all employees fully understand their duties in implementing such a plan

• Ensure that pandemic operational policies are adhered to within all planned activities

• Ensure that proposed contingency arrangements are cost-effective

• Consider implications on other company sites

• Ensure that all pandemic recovery actions are consistently implemented nationally

Objectives

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The EOC structure involves the following key staff:

• National Incident Controller – Health Safety and Environment Director (or appointed delegated)

• National People (Welfare) Controller (if needed) – Director People and Culture (or appointed delegate)

• National Logistics and Procurement Controller (if needed) – National Manager Procurement (or appointed delegate)

• National Science Continuity Controller – Research Director (or appointed delegate)

• National Public Information and Communication Controller – Marketing and Communications Director (or appointed delegate)

• National Systems Controller – Technology and Digital Services Director (or appointed delegate)

• National Finance and Planning Controller – Finance and Business Performance Director (or delegate)

• National Physical Continuity Controller - Infrastructure Director (or appointed delegate)

• National Programme Delivery Controller - Partnerships and Programmes Directors

The EOC is the ‘command centre’ of the pandemic operation.

The EOC requires all local Co-ordinated Incident Management Systems Teams (CIMS teams) on each campus to manage activities, operations and processes at a local level to manage the pandemic, or infection.

Each CIMS Team will be responsible for implementing each division of the team to cover the following six groups:

• Intelligence

• Planning

• Operations

• Logistics

• Communication

• People (Welfare)

For the purposes of this PRP, it is regarded that the National Incident Controller will assume overall responsibility for the Emergency Operation Centre (EOC), taking charge of all national activities across the organisation to implement controls, processes, procedures and activities to keep staff safe from infection.

Pandemic Response Plan Structure

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Pandemic Response Plan Structure

Controlled and managed by National Incident Controller, the EOC will place the Co-ordinated Incident Management System CIMS) teams at local level, on alert and prepare for activation should a global or national pandemic declaration be made by MOH, Government or World Health Organisation. In this phase general communication, updates and precautionary information will be provided to all staff through email, Yammer, CE updates and Gateway.

In Phase 1, the EOC would begin to review and reduce any potential threat of infection to staff in the organisation. This could include the procurement of certain masks, sanitisers, guidance leaflets, posters and general information staff need to be aware of, as well as being supported by regular and effective communication, as detailed above.

EOC Team responsibilities are to:

• Assess the evolving situation and determine what impact might be to the business

• Brief CEO and Board (if necessary) on the pandemic status regularly

• Maintain regular contact with affected staff to assess their condition

• Contact other relevant organizations, including key customers, and brief them on the situation

• Monitor operation of IT infrastructure and systems to ensure they operate as usual

• Coordinate activities with other relevant teams, e.g. technology disaster recovery team, business continuity team, first responders, local CIMS teams, Civil Defence etc

• Determine when affected staff may be able to return to work, or continue working from home

• Determine the potential impact of the pandemic, based on staff sickness, self-isolation, staff working from home, and sick staff returning to work,

• Estimate the continued duration of and need for the pandemic response plan activation within AgResearch

Emergency Operations Centres (EOC) activated

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Specific roles and responsibilities of EOC team in the PRP

The EOC is expected to provide the following key functions:

Coordination - Having the systems and processes in place to ensure that the organisation response to the pandemic emergency visits CIMS teams are working together and understand their roles and responsibilities.

Policy setting and Managerial Direction - Making broad policy decisions and managerial direction that guide the organisational response yet leave specific operational detail to the appropriate local CIMS teams. This could include e.g. international travel protocols.

Information management - The collection, evaluation, collation, analysis and dissemination of information, both internally and externally. This includes assessment of event impacts and drafting of Action Plans.

Resource management - Accessing, planning for, and arranging the provision of materials, services and people to meet operational requirements, ultimately maintaining BAU.

Communication - Provision of the systems and facilities to guarantee the means to receive and dispatch information, record key discussions and to facilitate direction and control to local CIMS teams as well as ET and the Board.

Common operating picture - Establishing a common operating picture, continuous monitoring of the pandemic and assigning, reviewing or reassigning resources to ensure optimum effectiveness within the policy guidelines to maintain normally functioning BAU.

The EOC must be ready to activate at any given time. The EOC also place on alert or standby each local CIMS team in preparedness to any formal declaration of a pandemic, either nationally by the MOH, or globally by the WHO, so that full activation any response to the pandemic can be achieved at any given time.

The level of intervention and degree of involvement by both the EOC and local CIMS teams shall largely depend on:

• The infection itself and its infectivity

• Its mode of transmission

• Its health significance

• Its severity

• The nature of the symptoms and requirements for isolation or self-isolation

• The impact to staff and the organisation

• The recovery time and potential for disruption to BAU

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Campus Coordinated Incident Management System (CIMS) Team alerted

Each campus CIMS Team is controlled by an Incident Controller, who’s responsible for:

• Directing and managing the response at local level

• Ensuring the campus is safe to everyone,

• Managing and establishing effective communications to the EOC on a frequency decided by the National Incident Controller as necessary to manage the pandemic

• Managing the shift if levels of response, as well as effective post event recovery

• Establishing the Coordination Centre (CC) and setting up the teams within the centre

Figure 1 illustrates an example of structure of the EOC in overall governance of the processes. The structure should be adapted to fit with the business requirements and should be relevant to the emergency situation.

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Figure 1: Example EOC Structure (as per National Coordinated Incident System Framework). May be adapted as required.

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is responsible for:

• Coordinating and controlling the response to the pandemic at a national level, as well as the implementation of the PRP at local level

• Advising of any changes to NZ declarations, infected persons to the local teams, that may affect the ability to respond or provide services within the CIMS frameworks as well as how, at local level teams should manage the escalation status’s and actions

• Requesting effective updates, status reports and actions needed from the local incident controller as necessary

Examples of roles during the pandemic declaration may include (but not limited to):

A. Incident Controller (EOC)

is responsible for providing information on:

• The number of staff infected and deemed sick / off work

• The number of staff who are working from home in self quarantine

• The number of staff who are on campus and working normally

• Any shortfall to service delivery due to staff absence

• The status of the pandemic nationally in NZ

• Any relevant information / statistics or data released from MOH / WHO

• Updated situation reports in a timely manner

• Providing data relating to staff who are currently on international work-related activities – their location, status, exposure to infection, expected return, quarantine information and review of WHO / MOH guidance for return to NZ criteria

• Reviewing WHO / MFAT (SafeTravel) / MOH status reports and reviewing situation reports (SITREPS) that detail specific actions being undertaken globally.

B. Intelligence

is responsible for providing information on:

• Short term planning in preparation for any pandemic declaration

• Forecasting potential impacts on the organisation during the pandemic, along with resourcing for absence, illness sickness or death

• Long term planning to maintain business continuity and BAU

• Assist in planning and forecasting transitions into different phases, especially recovery and return to BAU

C. Planning

is responsible for:

• Coordinating the day to day operation of the response at campus level

• Implementing action plans and activity plans

• Working with agencies and other campuses to provide as well as maintain essential service delivery

• Working with logistics and welfare to manage essential services and critical resources to on campuses

• Ensuring tenants and contractors who share our campus facilities are aware of the situation and comply with all requirements to reduce risks to health and safety during the pandemic

D. Operations

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is responsible for:

• Procuring and maintaining sufficient levels of resources, stores and essential resources to maintain day to day operation

• Supporting local CIMS Teams in the delivery of resources to each campus as necessary

• Facilitate any special request for additional resources if appropriate

• Liaising with corporate preferred suppliers so that services are maintained

• Managing any financial expenditure (if needed)

• Maintaining essential links with IT and services for staff working from home, or in self-isolation (or if stranded overseas) so day to day BAU can be maintained

• Maintaining any additional staffing support and general service delivery

E. Logistics

is responsible for:

• Preparing and sharing information via social media, public meetings, or other media on:

• Current status

• Basic hygiene and safety requirements

• Social distancing

• Reporting infection or new cases of infection

• Good practice recommendations and guidelines

• Provide liaising and key updates to the Incident Controller as necessary or required for status situation reports

• Informing the Incident Controller of any potential risks, threats, and impacts to BAU for AgResearch

F. Public Information

is responsible for:

• Making sure normal welfare services are maintained on campus i.e. food, water, sanitary conditions, soap, hot water, hand towels, toilet paper etc

• Managing any welfare facilities for sick or isolated staff who live on their own, and cannot travel for food, services etc

• Managing and supporting any staff with psychosocial situations (stress, fatigue, anxiety, long working hours etc

• Ensuring that staff who are in self-isolation have access to essential services and facilities

• Providing resources to the EOC and local CIMS Teams i.e. food, tea, coffee, beds, access to showers and washing facilities on campus etc, if overnight deployment is required

• Making contact and provide information to any staff overseas or travelling at the time a pandemic is declared, and how best to respond to this, as well as providing support to families and colleagues of stranded workers

• Liaise with Incident Controller so that effective mobilisation of People and Culture staff can facilitate and provide assistance during the declaration of a pandemic within AgResearch, including access to records, telephone numbers and general welfare support services

• Ensuring continuity of payroll system, and other human resource systems

• Providing regular, up to date information on staff welfare, workforce management and contingencies etc. to the Incident Controller

G. People Welfare

• Developing a strategic communication response to keep staff and managers informed of the current global pandemic

• Ensuring effective communication can be delivered to all staff, should campus closures occur

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is responsible for:

• Monitoring compliance of facilities to ensure risks to operation are managed

• Liaising with MPI or other regulatory bodies

• Ensuring animal welfare is managed ethically and according to established protocols – liaison with AgResearch vet and animal ethics committee

• Coordinating the Delegated Facility Operators and Laboratory Managers to manage compliance and operational risks

H. Compliance

Pandemic procedures for management and staff

These Pandemic Response Procedures have been designed to ensure that all management and staff within AgResearch fully understand the response, and commitment the organisation is making to keep everyone safe, and infection free while maintaining BAU to the best of its ability.

Although the likelihood of a serious pandemic outbreak nationally within New Zealand is low, the possibility that some staff may be off work, or in self-isolation remains a risk. Therefore, to mitigate and control the risk organisationally, the following responsibilities have been identified.

CEO/ET/Senior members of Management - will be kept fully briefed by the EOC National Incident Controller on the current status, actions, activities and crisis situation of the pandemic on campuses, facilities and farms.

All Line Managers and Team Leaders will be responsible for (but not limited to):

• Following any requirements and actions deemed appropriate under this PRP

• Maintaining BAU for their assigned staff and areas of responsibility within the business, anticipating some staff absences

and the need to potentially provide additional cover for any staff who may be unable to work

• Accounting for the whereabouts of all staff under their control during the pandemic declaration, this includes working from home, self-isolated staff, staff visiting other campuses (if domestic travel is still occurring during the pandemic), as well as staff working in isolation, field work and remote staff on campuses

• Being aware of the status of all staff’s wellbeing during the pandemic, and recording on a weekly basis to their Director, the following:

• Green status – the number of staff not affected by the infection and who are totally symptom free, in good health and capable of coming to work.

• Orange status – the number of staff who may have been exposed to an infected person or situation and has self-isolated themselves for the prescribed time frame to allow the infection to manifest itself. These staff are not yet sick, so expected to work from home, or could be sick with something else other than the declared infection.

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• Red Status – the number of staff who are infected, sick and off work. These staff must (depending on the infection) be cleared by a medical practitioner or GP before returning to work.

• Liaise with the Campus CIMS Teams on any actions, eventualities or situation updates that would require direction, input or assistance from the Team. In addition, it is anticipated that all Line Managers and Team Leaders would follow any instruction, advice or action given by the CIMS team to maintain control of the pandemic at a campus level.

All AgResearch Staff shall be responsible for (but not limited to):

• Their own health and safety commitments while at work in a calm and informed state

• Keeping up to date with communications within the Organisation via email, Yammer, internal communication, Gateway etc

• Following any recommendations, actions or processes described in any communication, to maintain good hygienic and sanitary conditions within the workplace

• Taking individual responsibility for maintaining good health, hygiene, hand washing, coughing etiquette, and normal sanitary rules as necessary

• Reporting of any incidents or events of sickness, illness or potential exposure to infection to Managers and Team Leaders

• Reporting to managers and Team Leaders areas of concern regarding poor hygiene, exposure or situations that may increase transmission of the infection to others

• Report to managers and Team Leaders situations where working from home is necessary and determine if self-isolation action is needed, including acting appropriately while working from home

• Keep Managers and Team Leaders informed, with regular communications, of health status – Green / Orange / Red

• Taking appropriate action to seek medical attention / intervention or hospitalisation as necessary, ensuring that requirements for wellbeing are followed

• Seeking medical clearance (where appropriate) prior to returning to work

• Follow any reasonable request from Managers and Team Leaders regarding Health and Safety prior, during and post pandemic activation

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Key definitions

• Infectious diseases - are disorders caused by organisms – such as bacteria, viruses, fungi or parasites. Many organisms live in and on our bodies, but under certain conditions, some organisms may cause disease.

Most infectious diseases can be passed from person to person by droplet contamination, skin contact, mucus, blood etc.

• An Outbreak - happens when a disease occurs in greater numbers than expected in a community or region or during a season.

An outbreak may occur in one community or even extend to several countries. Sometimes a single case of a contagious disease is considered an outbreak.

• An Epidemic - refers to an increase, often sudden, in the number of cases of a disease above what is normally expected in that population in that area or country.

• A Pandemic - An outbreak of disease that attacks many peoples at about the same time and spreads virulently through throughout the world, with high infectivity and rapid transmission.

• EOC – Emergency Operations Centre

• CIMS Team – Coordinated Incident Management System

• MOH – Ministry of Health in New Zealand

• WHO – World Health Organisation

Useful links and references

• World Health Organisation – www.who.int

• New Zealand Government – www.govt.nz

• Crown Research Institutes (Ministry of Business, Innovation and Employment (MBIE) – www.mbie.govt.nz

• Ministry of Health NZ – www.moh.govt.nz

• New Zealand Ministry of Foreign Affairs and Trade (MFAT) - via www.safetravel.govt.nz

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Phase 1 - Review and reduction• Research into severity of situation and impact to AGR sta, business continuity, and maintenance of BAU. • Updates on declaration for WHO, MOH, Government etc. • Updates to ET and CEO re: declaration / implementation of pandemic plan• Comms to travellers who are currently overseas • Comms to all sta re: advice to be taken, including if overseas travel is required (essential or non-essential)• Precautionary personal kits – eg. Masks, sanitiser, PPE as required/ necessary• Comms update on web pages / internal intranet / external web site as necessary • All CIMS Teams put on notice of potential activation

Phase 2 - Readiness to respond• Management of infection control protocols including hygiene, cleaning and closure of facilities and services on campus• Processes and practices for coming to work – alternative work areas / minimisation of contact• Vaccine prioritises • Business continuity plan and consequential eects if these were disrupted• Welfare plans • Financial management systems review in case of a pandemic event• Formal declaration of a pandemic within AgResearch

Phase 3 - Respond to pandemic declaration• Pandemic plan implemented within organisation• Close campuses to all visitors and members of the public• CIMS Teams activated on campuses to manage / control infected sta• MOH Advice and speci�c requirements to manage outbreak • Decisions made by ET / Board re: BAU and contingency planning / impacts and disruption to services • Management of meetings / groups of sta / separation / minimisation of contact / schedule meal breaks etc• Exclusion of sta who are symptomatic / in quarantine having been exposed (2 – 14 hrs onset time)• Mobilisation of People and Culture Team to assist in the implementation of the pandemic plan• Identi�cation of ‘hot spots of contamination risk’ on farms and campus – provision of hand sanitiser, osters, handwashing

information and general basis personal hygiene information• Report to ET and Board on infection rates / impact to AGR, and cases of severe illness / hospitalisation.• Increased cleaning regimes, sanitisation of hand contact points and surfaces

Phase 4 - Recovery and clean up• Sick and infected sta returning to normal health, sta retuning to work, services and activities resumed• Pandemic status downgraded by MOH / WHO etc – infectivity controlled, vaccines available, no new reported cases or outbreaks

/ pandemic recovery mode• Quarantine and general meeting restrictions lifted / travel status updated / low risk of outbreak / spread of infection.• CIMS Teams stood down and preparation to return to BAU• Resumed face to face meetings and socialisation on campuses and farms• Cleaning of all areas with a residual contact antibacterial sanitiser prior to re-habitation and use. • Increased cleaning regimes, sanitisation of hand contact points and surfaces

Phase 5 - Back to BAU• Return to normal business functions • All services and activities resumed • All restrictions lifted and pandemic plan deactivated.

Figure 2: Phased Pandemic Response flow chart

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Understand the Threat of the Potential Pandemic

Pandemics (as detailed above) can place a real threat to the organisation in maintaining Business as Usual (BAU), effective service delivery of all its core functions to customers as well as staff.

The EOC team will prepare a low-key Business Continuity Plan (BCP) so that should a pandemic be declared key emergency core service delivery functions on campuses can be prioritised.

The organisation must, at this stage in the initial review and reduction phase, conduct a thorough risk assessment on the potential pandemic, and how the impacts on both the organisation and staff can be reduced, controlled or mitigated to a manageable level, with the intention of maintaining BAU or its emergency core service delivery functions.

Initial Communications within AgResearch

At this stage of the pandemic plan, its vital for all AgResearch staff to be kept fully informed on a regular basis with effective communications via email, Gateway, Yammer and general communication announcements including the following:

• Clear and factual updates regarding the type of infection or pandemic

• A description of the infection’s mechanism of transmission

• Explanation of the signs and symptoms

• Clear advice for exclusion, isolation or self-isolation

• Good practice guidelines to prevent becoming infected

• Practical steps to take if confirmation is made of the infection by a GP or Medical Practitioner

The 5 key phases of the Pandemic Response Plan

Phase 1 - Review and Reduction Phase

The reduction phase requires ongoing actions before an outbreak occurs and to reduce the likelihood, as well as the consequences of the event. AgResearch needs to consider a wide range of actions, including the mobilisation of site CIMS Teams, that could be implemented to reduce the risks to the organisation, how it maintains BAU, as well as reviewing the business continuity components of the plan, in the event of a pandemic being declared.

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• Providing Communication to staff who are overseas, and borders have been closed or restrictions on travel imposed

• Practical steps regarding the spread if infection – including stopping all international and possibly domestic travel (preventing being in confined spaces, or large groups in public)

• Providing clear information regarding working from home, although not infected, being exposed and self-quarantining yourself, coming into work if symptom free, and perceived or exposed risks to staff in the workplace

Any formulated communications plans detailed in this PRP, should include likely or possible questions or inquiries that could be made by staff, so to alleviate fears, the unknown, concerns and questions regarding what to do in the event of … etc.

In addition to the above, its vital for AgResearch ET to be kept fully informed and made aware of threats, impacts, and how the pandemic will manifest itself amongst the staff and staff families, as well as understanding and managing the following:

• Know the pandemic and be fully informed of its potential impact

• If you are infected what are the signs and symptoms

• What is the incubation period of the infection?

• How is the infection spread or transmitted to others?

• What considerations are needed to mitigate the spread and infectivity of AgResearch staff

• What is the risk to staff and families if infected?

• What is the projected recovery time?

• What self-isolation measures (if any) are needed to prevent the spread to other

• Can medical intervention assist in the treatment i.e. antibiotics / hospitalisation / normal pain relief etc.

• Having processes in place to manage staff working from home or required to work from home should a facility be closed.

• The potential for a pandemic declaration (depending on a number of key strategic and business risks) it is important to provide essential information to all staff on aspects that minimise the risk of transmission and infection.

• Staff need to be provided with information to help with infection control and the appropriate vaccinations (if available) that would limit the spread of the pandemic through the workforce.

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AgResearch’s Responsibility to Employees

• AgResearch’s primary commitment and responsibilities during any pandemic is to manage the risk to the business, keep everyone at work safe and protect their health, so the organisation can maintain business operations.

• Effective early identification, recognition and communications of the potential pandemic is important at this stage, along with providing the staff with relevant, detailed and regular media communications including Yammer, Email, Gateway, and ET briefings.

AgResearch Employee Protection

• Actions taken by AgResearch in this phase can help staff avoid any potential infection, become more resilient or manage the pandemic should it occur, as well as maintaining BAU as much as possible.

• Review the appropriateness of staff travel both internationally and nationally during this phase – based on the key messages and information from New Zealand Ministry of Foreign Affairs and Trade (MFAT) via www.safetravel.govt.nz and Insurer.

• Where staff come into contact with others in large groups, early intervention measures in this phase can prevent an immediate outbreak from occurring on any campus.

• Having processes in place to manage staff working from home or required to work from home should a facility be closed.

• The potential for a pandemic declaration (depending on a number of key strategic and business risks) it is important to provide essential information to all staff on aspects that minimise the risk of transmission and infection.

• Staff need to be provided with information to help with infection control and the appropriate vaccinations (if available) that would limit the spread of the pandemic through the workforce.

In Preparedness for a Pandemic Declaration, AgResearch (and staff) must have the following processes in place to protect the staff and maintain BAU:

Self-Isolation - means staying away from work because you are either starting to show signs of the infection or have been exposed to someone in close proximity to you, who already has the infection. It is generally regarded, that you will have advised your direct line manager of your intentions to self-isolate (for the above reasons) and will either:

AContinue to work from home for 14 days to allow for any potential infection to manifest itself. If after the 14 days you are symptom free, then with the approval of your line manager, you can return to work if the situation on campus allows for your return

or BIf you are feeling sick, been infected and have declared yourself as sick to your line manager. In this case, it is expected that you will

• seek medical attention as soon as possible

• stay away from work

• avoid contact with others, including the general public to limit the spread

• stay at home until you are symptom free and certified to return to work by a GP or medical practitioner (where possible).

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Follow the advice from the MOH on the infection or pandemic, will dictate the incubation period from initial contact to expected signs and symptoms being experienced.

This will assist in defining the self-isolation period for staff to implement and remain away from working on campus. If a staff member has been/ potentially exposed or feel that they are starting to show signs of infection, they must remove themselves from the workplace immediately, and contact Healthline 0800 611 116 for advice. If a staff member has a suspected or confirmed case of the pandemic infection and has been instructed to self-isolate, we expect them to stay home for 14 days, or as per Ministry of Health requirements. Sick staff are not expected to work.

Any return to work will depend on being symptom free for the prescribed time relevant to the pandemic, and any such medical clearances required.

Procedures for at-risk staff

For non-infected and non-exposed staff working on campus, it would be regarded that such activities could continue, and you are required to come to your normal place of work.

Staff who are immunocompromised or in a high-risk health condition must discuss with the Health Safety and Environment Team the risks of coming to work during the pandemic. Staff who are at higher risk because of their age or medical status, for example, may with the approval of their manager work from home.

Managers should refer to the Working from Home Guidelines when deciding whether a staff member can work from home. If staff are unable to work from home, staff should discuss this with their People Leader as leave options may be available.

Closure of pre-schools, early learning centres, schools and universities

It should be noted, that in the event of any serious escalation of infections, either locally or nationally, the Ministry of Education (MOE), may under direction of the Ministry of Health require pre-schools, early learning centres, schools, colleges and universities to close during the pandemic.

If this is the case, a significant number of AgResearch staff will be affected and in order to care for family members, will have to make arrangements with their manager to take leave.

Should schools be closed for extended periods of time, AgResearch will need to consider the impact of this on the business and to support staff to return to work may be able to support other childcare options to limit ongoing disruption to the business. E.g. could a creche be set up at work? Could staff members pool childcare resources and take turns looking after other staff members’ children?

Restrictions on travel

In the event of a pandemic, all work-related and personal travel should be reviewed. Travel restrictions may be initiated including cancelling or postponing international or domestic travel.

Closure of facilities shared with other PCBU’s

In situations where there are other tenants occupying our site, it would be the expectation that suitable notification is given to AgResearch if a tenant has any staff who are infected, in self-isolation or working from home due to possible exposure, so that appropriate actions can be taken.

Equally, AgResearch would reciprocate by sharing any relevant information with these other PCBU’s.

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Infection Management and Controls for Staff Include (but not limited to):

• Separation if infected or displaying signs and symptoms

• Hand Hygiene, including hand contact points

• Respiratory hygiene and cough etiquette

• Self-isolation practices

• Control of their environment

• Management of blood and body fluid spillages

Early warnings on Campus sign-in ‘Who’s on Location’ mechanism

In the early preparedness phase, the organisation should consider what the risk is to the campuses and staff, by visitors and members of the public still having access to sites where the possible risk of contamination or transmission may exist.

Under direction from the National Incident Controller, sites should have an early warning notice included in all of the reception sign in systems (known as ‘Who’s on Location’), advising visitors and members of the public not to enter the site if they have been exposed to anyone infectious (in the last 14 days) or if the visitors are themselves experiencing symptoms of the infection.

Please refer to Figure 3 for the current warning notice on ‘Who’s on location’.

Closing the campus(es) to visitors and members of the public

In this stage, clear decisions need to be made to prevent the transmission of the infection, and in guidance with the MOH, it may be necessary to ‘close the doors’ to visitors and others who may come onto campus.

Where closure is required, clear notices and directives need to be placed on entry doors, advising visitors and public, that the site is closed, and they are required to leave immediately. All exterior doors are to be locked to prevent unauthorised access.

All staff need to be advised in this phase, of the likely intentions of visitor restrictions so that appointments, meetings, seminars and general ‘get togethers’ do not take place on campus.

Please refer to Figure 4 for signage example.

Figure 3: Who’s on Location notification

Dear Visitor,

Due to the current outbreak of infection within New Zealand, AgResearch campuses, facilities and farms are currently closed to visitors and members of the public.

PLEASE DO NOT PROCEED ANY FURTHER

Thank you for your understanding and cooperation.

Figure 4: Notification of campus closure signage

Social Distancing

Requires staff on campuses and farms to prevent from meeting in large congregations, where the risk of person to person infection is high risk. This would be required when a declaration of the pandemic has been made, and staff are at risk of transmission from others. Refer to Phases 2 and 3.

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Social distancing initiatives include:

• Avoiding face to face meetings – use Skype for business or cell phone communication.

• Restrictions for open plan offices and larger work areas.

• Restrictions of air travel both nationally and internationally.

• Restrictions on carpooling or travelling on public transport (to and from work).

• Requirements (as directed by CE) to close campuses and work from home.

• Avoid group and congregations in cafés and coffee shops, restrict and vary meal breaks comfort breaks etc.

Hot desking / shared workstations and equipment

Any staff required to use hot-desks or shared workstations should be equipped with their own individual keyboards, mouse and headsets, that can be disconnected and securely locked away for safe keeping.

If staff are expected to use communal equipment in these hot desk / shared facilities, then suitable disinfection processes and mechanisms to achieve this must be readily available – this may include medi-wipes, residual sanitiser or dedicated computer cleaning materials capable of removing bacteria, viruses and infections.

Good Hygiene Practices

Implemented prior to any pandemic declaration will minimise the transmission of infection and limit staff absenteeism.

This includes:

• Effective handwashing on a regular basis.

• Cleaning and sanitising contact surfaces including surfaces, food preparation areas and equipment.

• Cleaning of hand contact points (door handles, access points, computers etc).

• Effective hygiene control post toilet use.

• Coughing and sneezing etiquette.

• Effective disposal of contaminated hand towels and tissues.

• All staff are responsible for disposing of any rubbish accumulated by them at their desks or workstations. Campuses have recycling stations in strategic locations for the effective removal and disposal of rubbish, including any contaminated material.

Support for Sick Staff

Under Health and Safety at Work Act 2015, it shall be the duty of the employer to provide safe, and health workplaces for its employees so far as is reasonably practicable, this includes managing staff welfare and wellbeing.

It would be recognised that individual support would be given by staff line managers and team leaders in the first instance, ensuring that sick staff are aware of sick leave entitlements and access to EAP if appropriate.

Any additional welfare support would be given by the CIMS Team at local level in conjunction with People and Culture Teams on a case by case basis, ensuring that ‘vulnerable’ staff receive the care and assistance that’s necessary and appropriate.

Impact on Staff / Absenteeism

As the pandemic evolves and develops AgResearch must be aware of any staff absence, where the impact on remaining staff on campus could be under additional stress, fatigue and distress due to staff shortage.

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Therefore, three planned stages have been developed and can be seen in Figure 5:

Figure 5: Planning for staff absenteeism

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Financial Impacts

Financial impact may present a problem to the organisation during any global pandemic; therefore, the ET and CE will provide robust mechanisms that limit or prevent any adverse financial impact on the Organisation.

This forward thinking and awareness at this level is critical to prevent any long-term impact on the Organisation as the pandemic evolves (which can be some considerable time – weeks to months).

Contingency Planning

In any pandemic its vital to maintain BAU or limit the impacts that a global pandemic place on AgResearch. The CE should consider any processes, actions, procedures or requirements deemed necessary to provide appropriate business contingency planning and continuity of BAU both at local level and nationally the pandemic.

The CE and ET will provide staff with regular updates on contingency and continuity planning requirements that must be followed. This may include restricting access to campuses and staff (where possible) to work from home.

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Note: During this phase – the CIMS Teams on campuses will be put on increased alert in preparedness for a pandemic declaration and full mobilisation response to the infection at local and national level.

The CIMS Teams may enlist support mechanisms and assistance from any of the Directorates to utilise their expertise, experience and resources.

Infection Control Protocols

a. Effective hand hygiene - Is the single most important means of preventing the spread of infection. It’s more crucial than wearing gloves.

People should wash their hands well with soap and warm water for 15 to 20 seconds then dry them thoroughly, preferably with a disposable hand towel.

An antiseptic gel designed for the purpose and used for 15 to 20 seconds is a good alternative when hands are not visibly soiled, however, effective and thorough handwashing using soap and hot water, still is the best way to prevent the spread of infection.

b. Hand-to-face contact - This occurs during such activities as eating, grooming or smoking, and by definition, presents a very high risk of transmission of the potential for diseases, especially by touching surfaces with possible

respiratory secretions.

Extreme care should be taken to avoid touching your face especially after contact with hand surfaces (e.g. toilet door handles.) Effective and thorough personal hygiene and handwashing practices should be escalated to prevent the spread of infection.

Therefore, hands should always be washed and dried before and after any activity that involves hand-to-face contact and immediately after communal items are touched (e.g. after handling money).

c. Cough and sneeze etiquette - People who are coughing or sneezing should avoid close contact with other people. If close contact is unavoidable (e.g. in the home) the following simple measures aim to reduce the transmission of the disease:

• Minimise close contact with other people.

• Cover your nose and mouth when coughing or sneezing, ideally with a tissue, or into your elbow

• Do not spit out secretions in public. Cover your nose and mouth when clearing secretions and use a disposable tissue to contain them

Phase 2 - Readiness for a pandemic declaration

The readiness for a pandemic declaration phase puts AgResearch Campus CIMS Teams on alert and standby, as well as organisationally being in prepared and ready for a potential pandemic declaration. AgResearch must put into place effective controls prior to the pandemic to ensure staff’s safety and health is prioritised, along with potentially limiting the spread of infection and self-isolation while maintaining BAU.

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• Use disposable tissues rather than handkerchiefs and dispose of them immediately after use into a lined rubbish bin that either has no lid or has a pedal-operated lid

• Wash and dry hands thoroughly after coughing or sneezing

d. Social distancing - If a pandemic has been declared, it will be advisable (if not made mandatory) for people to avoid crowded places and large gatherings (e.g. social and sporting events).

• Curtail activities such as shopping or social visiting

• If you need to go out in public, keep a distance of at least 1 metre between yourself and any other person and, where possible, avoid making physical contact with other people

• Keeping social distancing will decrease the likelihood of infection spreading from person to person during social contact

e. Safe handling and disposal of any infected waste - Safe disposal of any infected material is critical to minimising the transmission and spread of disease. Campus cleaners and contractors must be informed of potentially hazardous material that would require an alternative method of disposal – usually incineration.

f. Cleaning protocols for infected campuses - Where a campus has been identified as infected, to prevent the transmission and spread of disease, it is important for campus Site Services Teams to arrange for a through decontamination and deep clean of all ‘public’ areas on campus (e.g. café.)

g. Facility or building closures - In extreme cases where a large number of staff have been infected on any one campus the CE may direct a specific facility, buildings or areas to be

closed. The decision to close a facility will be based on the risk to the Organisation and its ability to perform BAU.

Additionally, if site services are unable to maintain safe, secure, clean and sanitary campuses, facilities or farms due to the pandemic, then the location affected must be closed. This also includes lack of basic services (e.g. water, waste, and essential cleaning.)

In closing a campus or facility, or part thereof, it is anticipated that staff will continue to work from home or an alternative safe location.

Develop vaccination priorities

In this readiness for pandemic declaration phase, it’s vital to minimise the risk and exposure to staff from exposure and transmission of the disease.

Effective use of vaccinations and medical treatments, under the Business Continuity Plan (BCP) identifies priority staff who must receive vaccinations should these become available, but only in limited numbers.

Business Continuity Plan (BCP)

Identify essential services and consequential effects if these are disrupted. Develop methods for overcoming shortfalls in staff, facilities, supplies, and equipment. Update contact list for internal and external resources.

Obtain Essential Supplies

In the event of a pandemic declaration, AgResearch must be in a position to respond accordingly to protect the safety, health and welfare of its staff nationally, and those travelling overseas.

To this end, it is essential (and where possible) that sufficient stockpiles of essential supplies (hand sanitiser, cleaning materials, tissues, bin liners, disinfectant, masks, and other PPE as appropriate) are readily available to all staff as necessary or deemed appropriate by the National Incident Controller.

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It’s likely that in extreme cases, stocks and supplies may be in high demand or short supply due to the pandemic, where affected supply chain distributors may equally be affected by the pandemic.

Welfare Plans

If a pandemic declaration is imminent, the National Incident Controller will communicate with all staff via email advising them of the current status within the organisation, highlighting the risks both to the staff and AgResearch, as well as precautionary infection mitigation measures and ways in which the staff can prevent transmission, infection and sickness.

Welfare provisions, as previously discussed, would be provided by local CIMS Welfare Teams in conjunction with requests from Managers or Team Leaders as necessary or appropriate. Additional support may be given from:

• Workplace Support

• EAP Services

• Wellbeing Ambassadors on Campus, and colleague support networks

Further support to managers and team leaders may be given from People and Culture Business Partners who to assist in providing welfare assistance organisationally and at campus level.

As part of the review of welfare facilities and services to support staff during the pandemic, consideration must be given by CIMS Teams at local level, to those who have difficulties with families and home welfare, where additional support mechanisms and welfare activities may be of high risk.

The CIMS team would identify (in conjunction with People and Culture those staff who are of higher risk due to immune-compromised health, and plan for their safe working from home to prevent infection.

Review financial management systems for a pandemic event

Suitable and sufficient financial funds need to be set aside in the event of a pandemic declaration. These funds need to be readily accessible and of sufficient value to enable resources, supplies, intervention activities and other priority needs as deemed necessary by the National Incident Controller and ET.

Annually, sufficient budgets need to be allocated to the Pandemic Recovery Plan Fund, so AgResearch can facilitate effective mechanisms to protect all staff during any declaration.

Formal Pandemic Declaration

After a formal declaration of a pandemic in New Zealand (by either MOH, or WHO), this Pandemic Response Plan would move to Phase 3 i.e. responding to the pandemic.

At this stage, AgResearch must manage and respond to the pandemic Organisationally, by formally activating the EOC and all CIMS Teams on campuses, facilities and farms, using this Pandemic Response Plan:

• as an effective mechanism of control • to strategically implement mitigation

measures that prevent further transmission or spread of infection

• to take control of the pandemic declaration within AgResearch, so that a responsible and consistent approach is taken to managing staff safety, health and continued welfare

• to bring the pandemic under control within the organisation in a timely manner, so that BAU can be restored with minimal disruption and financial impact.

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In this phase the CIMS teams on campuses, facilities and farms will be fully activated and operational at local level.

The local CIMS Teams will be managed and directed by each local Incident Controller, who will be coordinating the response and managing the Team in relation to the pandemic. All reports, communication and updates from local teams shall be provided to the EOC so that a cohesive, consistent and strategic response at local and national level is maintained.

The frequency of situation report (SITREPS) will be decided by the National Incident Controller and Health Safety depending on the severity of the infection, the risk to the organisation, and how best the infection pandemic needs to be managed by the CIMS Teams.

Phase 3 - Response to the pandemic

The pandemic has now been declared. The front-line response for AgResearch is to protect its employees, this includes monitoring the health of everyone to identify potential cases of the pandemic, and to take all reasonable and practical measures to reduce the internal spread of the pandemic. By this phase the BCP must be implemented and emphasis on managing the pandemic within the Organisation.

At this phase of the PRP, ALL campus, facilities and farms should be formally CLOSED to visitors and members of the public.

• Notices (as detailed in this plan, should now be clearly displayed at all reception points.

• From this point, and until the EOC lifts the visitor restriction, NO visitors MUST be present or allowed on to ANY AgResearch property.

• ‘Who’s On Location’ sign in facility will not allow ANY visitor to proceed or be signed in.

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Internal surveillance and monitoring of staff

In this phase, emphasis must be given to managing infected staff either on one campus or nationally across all sites by the CIMS Teams. Therefore, effective controls must be implemented to prevent further transmission and spread of the infection.

Implementation of infection control measures

During the response phase of this PRP, all staff will specifically implement key infection control measures that include (but not limited to):

• Separation if infected or displaying signs and symptoms

• Hand hygiene, including hand contact points

• Respiratory hygiene and cough etiquette

• Self-isolation practices

• Social distancing – have a space of at least 1m (3ft) between you and someone else

• Control of the working environment

• Management of blood and body fluid spillages

Self-isolation declaration / Isolation / Segregation of infected staff

As previously identified, staff must take responsibility to ensure that they manage themselves and others by actively taking self-quarantining measures to prevent the transmission and further spread of the disease.

• All face to face meetings, gatherings and social activities across all campuses will stop immediately during this phase. Emphasis must be given to limiting all exposure, transmission and potential for staff to be infected while at work.

• Stand a distance of at least 1m (3ft) between you and someone else to avoid inhalation of any droplets of contaminated moisture.

• In the event of a severe or virulent pandemic declaration, with significant effect on AgResearch, staff may be required to work from home.

• If staff must access campuses for specific activities, trials or research projects then clearance must be given by the CE to enable the campus to be occupied during the pandemic declaration. These are classified as ‘high risk staff’.

• High risk staff who are required to access campuses for specific ‘approved’ activities, must adopt the standard procedures documented in this plan for infection control, social distancing, cleaning, hand hygiene, sanitation and any other protocols deemed appropriate to prevent infection.

• It may be appropriate to provide vaccinations (should these be available) to prevent infection, to these high-risk staff that are required to be on campus during a pandemic declaration.

Closure of facilities due to infection and outbreak

During the response phase of the pandemic, the CEO (in consultation with National Incident Controller), would where necessary (and appropriate) close facilities, or buildings, or parts of facilities to control the outbreak, transmission and spread of the infection amongst AgResearch staff and their wider families.

• This may require public areas such as cafés, canteens, recreational areas, recreational activities, showers, and communal changing facilities to be closed during the pandemic. In some cases, the whole campus or facility could be closed due to the high risk of infection, spread and transmission of the infection. The Medical Office of Health may require locations to be closed as a preventative measure, or because premises have been isolated or quarantined.

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• In situations such as this, it shall be the responsibility of Campus Site Services Teams to ensure that access is restricted to all staff and that no unauthorised personnel, including cleaners, contractors or maintenance engineers come onto campus.

• In situations where animals are kept in containment facilities, it shall be the responsibility of the Facility Manager, if the campus is closed to liaise with our veterinarian and, where necessary the animal ethics committee, to determine the best approach for ensuring animal welfare is managed.

• For larger animals, where there is not a containment risk, or exposure of biosecurity, these animals would be assessed for release to farms for pasture. If there is a risk, our veterinarian and, where necessary the animal ethics committee, will determine the best approach for ensuring animal welfare is managed and compliance protocols are maintained.

Communications Updates and Campus Isolation Details

The CIMS Teams in conjunction with the National Public Information Officer (EOC) will instigate a suitable communications structure that during the pandemic ensures all staff within the organisation and important stakeholders are kept informed and advised of:

• The current situation and position that AgResearch is taking in response to the pandemic including the implementation of the PRP

• What the current protocols require staff to undertake re: safety and health / self- quarantine, isolation, minimisation of transmission and exposure to infection

• Current status re campus closures and isolation requirements

• Suitable working from home arrangements to minimise contact with potentially contaminated staff

• Clarification on the current stance re: limiting visitors, contractors and guests to campuses

• MOH position and requirements for limiting exposure, risk contacts and preventing further transmission

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Phase 4 - Recovery and clean up

While the pandemic is still ongoing, AgResearch must focus on internal activities of business recovery and clean up. This includes restoration of staff to campuses and facilities, reinstatement of research activities and science, as well as moving in the direction of full organisation normality, with the aim of BAU.

Internal Recovery Process

In this phase consideration needs to be given to the recovery mode of the business continuity plan so that every effort can be made to return the business to BAU as quickly as possible with minimal interference and disruption.

This includes:

• Getting staff back to their host campuses and back to normal work activities on campus

• Providing assistance and welfare services to those who have been adversely affected by the pandemic, closure of campus and potentially death of colleagues

• Having processes in place to support the BAU process from both CE and ET

• Developing plans to ensure that any staff losses are treated with dignity and respect

• Developing an effective recruitment process for vacancies so that full compliments of staff are able to manage services and commitments to return the business back to BAU

Staff welfare and Support

It must be recognised that depending on the severity of the pandemic, that deaths amongst the workforce or staff family members are inevitable. Therefore, it is vital to have a

robust welfare and support process in place to manage affected staff.

While support mechanisms such as EAP, Workplace Support and Wellbeing Ambassadors already exist within the AgResearch framework, addition ongoing and, in some cases, more in-depth support may be required. This includes long term trauma counselling, psychotherapy, and rehabilitation back to work.

It shall be the responsibility of the ET and Line Managers to assess staff return to work and ensuring they are fit to be back in the workplace.

Managing Pandemic response to recovery

The EOC, in conjunction with the CIMS Teams at local level, shall ensure that the pandemic moves swiftly from response to recovery, and that every effort is made to manage the organisation through this phase.

This includes increased cleaning and disinfection, regimes with appropriately placed hand sanitiser at high risk traffic routes. Additional signage may be required to alert staff returning to work, of the importance and rationales for increased sanitation across the facility or campus, and any areas still closed.

This will require Site Services Teams to initiate additional deep cleaning programmes per campus before staff return to work.

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Staff absenteeism / vacancies for staff not returning to AgResearch

As previously discussed in this section, due to the extent and severity of the pandemic, there may be some staff that will not be returning to work.

In this instance, respect and appreciation for family situations must be taken into account. Each Group Director should provide essential welfare services and support mechanisms to remaining staff under their control.

All recruitment and replacement of staff shall be conducted under normal People and Culture recruitment processes and policies.

People and Culture will liaise with our insurers regarding staff insurance policies and benefits.

If an employee dies, People and Culture will follow existing internal procedures.

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Phase 5 - Return to BAU

In this stage, the declaration of the pandemic has been withdrawn, and it is anticipated that the risk now to staff is no longer a threat, and the pandemic has been withdrawn. AgResearch would therefore strive to return to BAU in a professional and consistent approach.

Establishment of BAU for each campus and activity

It shall be the responsibility of ET and CE to ensure that all campuses and facilities return to BAU as quickly and succinctly as possible, ensuring the minimum of disruption occurs while moving from the recovery phase back to BAU.

At this point it should be noted, that the pandemic threat has been removed by WHO or MOH as appropriate, and that the risk of transmission or infection to staff is low. Therefore, it is safe and it is possible to return to BAU.

Review and formal debrief of Pandemic / impacts

The National Incident Controller shall ensure that appropriate and detailed reports are provided to ET and the Board, on the effectiveness of the PRP within AgResearch, along with providing statistics, data and meaningful outcomes from the plan including aspects for potential improvement.

Management of staff back to campus

It shall be the responsibility of Campus Site Services Teams, with the support of local CIMS Teams, to ensure that in preparedness to return to full BAU, that all facilities:

• Are clean, disinfected and ready for re-occupation

• All on campus services and facilities are operating normally (e.g. water, gas, heating, power etc.)

• Are suitable and safe for all staff to return to normal function and services

• Pose no risk to staff, visitors or contractor’s health or safety

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Appendices

35

Appendix A - CIMS structure and responsibility

Intelligence

Gather, collate and analyse response information, develop and distribute intelligence as situation reports, situation maps and other intelligence aimed at developing a common operating picture. Intelligence is responsible for analysing and understanding the context of the incident (hazards, community, cultural, demographics, human factors, terrain, vegetation, geology, climate, weather, infrastructure and economic factors.

Planning

Develop long term plans and contingency plans, assist in planning the transition to recover mode, convening and conducting planning meetings, and forecasting medium to long term resourcing requirements that will be needed to provide logistics and supporting agencies with staff, provide action plans to meet the controllers intentions against the situation. Planning needs inputs for a number of support agencies and group in order to provide the correct data.

Operations

Responsible for the day to day coordination of the response, detailed task planning and the implementation of the action plan, including managing volunteers, and liaison with other agencies. Planning response task in detail, liaison and other officers, forecasting resource use / needs and actions to logistics. Recommending to the controller which resources are critical, coordinating volunteer activities, resolving minor conflict between agencies and teams.

Logistics

Procuring resources, storing resources, notifying Controller of low levels - having a resource action plan in place tracking resources and financial expenditure, activity and operation of any assembly areas, providing transport, overseeing Communication in and out of the command centre, establishing and maintaining IT networks, record keeping and admin support, dealing with all procurement functions, legal advice.

Public Information

Management

Preparing and sharing information, via social, media, public meetings, or pamphlets. Coordinating other response agencies via PIM activities. Preparing spokespersons for interviews, media conferences. Liaising with the community, liaising with VIPs, call centres, help lines, reception staff and making sure information is current for release. Participation in preparing action plan, advising the Controller on all PIM issues.

Welfare

Managing consequences on families, individuals and the community. Meeting the immediate needs of affected people, including shelter in a safe place, food, water, pillows and blankets, telephone families, care for children, injury assistance, beds, triage area set up, heating or cooling, physical and psychosocial support, financial support or assistance, household good and services, assistance with removal of waste, rubbish, provision of portable toilet facilities, sanitiser and sanitary control.

Figure 6: CIMS Incident Management Team

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Appendix B - PRP Forms

Form 1: Pandemic Assessment Form

Date Manager / TLKey business process affected

Description of problem

Extend of disruption

Corrective action needed

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Form 2: Management of Pandemic Response Activities Form (CIMS Team to action)

• During the pandemic recovery, all activities will be determined using a standard structure• Where practical, this plan needs to be updated throughout the pandemic recovery period• All actions that occur during this phase will need to be recorded

Activity Name

Reference Number

Brief Description

Commencement Date/Time

Completion Date/Time

Resources Involved Person Responsible

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Form 3: Contacts and Infected Staff List (by location)

Date LocationName of Infected staff

Name of contacts within last 24 hours

Symptoms present Self-QuarantineMOH Notification

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Form 4: Welfare Response Lost and Contact for Welfare Provision (completed by CIMS Team)

Date LocationName of Infected staff

Type of welfare needed In QuarantineAdditional welfare resources

Approved by

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Form 5: Pandemic Recovery Event Recording Form

• All key events that occur during the pandemic recovery must be recorded.• An event log shall be maintained by each CIMS Team on campus, along with a national overview from the National Incident Controller• This event log should be started at the commencement of the pandemic outbreak and a copies distributed to each site CIMS team for their

documentation flow, and commencement of activation. • The following event log should be completed by the National Incident Controller to record all key events during recovery, until such time as

responsibility is handed over to the business recovery team.

Description of Pandemic Impact:

Commencement Date:

Date/Time CIMS Team Mobilised:

Activities undertaken by the Pandemic Team Date/Time Outcome Follow-on action required

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Form 6: Pandemic Recovery Activity Report Form

On completion of the initial pandemic recovery response the PRT Leader (National Incident Controller) should prepare a report on the activities undertaken.

The report should contain

• information on the pandemic outbreak effects, who was notified and when and action taken by members of the PRT together with outcomes arising from those actions, along with high level overview of SITREPS from CIMS Teams at each campus.

• an assessment of the impact to normal business operations

The report should be given to technology and business recovery team leaders, with copies to senior management, as appropriate.

A pandemic recovery report will be prepared by CIMS Incident Controllers and sent to (National Incident Controller) for review.

The report should include (but not limited to or required / as appropriate)

• A description of the pandemic event or incident

• Those people notified of the emergency (including dates)

• Action taken by local CIMS Teams

• Outcomes arising from actions taken

• An assessment of the impact to normal business operations

• Assessment of the effectiveness of the pandemic recovery plan and lessons learned

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Form 7: Monitoring Pandemic Recovery Task Progress Form (completed by CIMS Team)

• The progress of pandemic tasks and their linkage to technology and business recovery tasks must be closely monitored during this period of time. • Since issues experienced by one group could significantly affect other groups, it is important to ensure that each task is adequately resourced and

that the efforts required to deal with employee health issues and restore normal business operations have not been underestimated.• Note: A priority sequence must be identified, although, where possible, activities will be carried out simultaneously.

Description of Pandemic Impact:

Commencement Date:

Date/Time CIMS Team Mobilised:

Recovery Tasks (Order of Priority) Person(s) ResponsibleCompletion Date

Milestones Identified Other relevant informationEstimate Actual

1

2

3

4

5

6

7

8

9

10

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Form 8: Communications Form

• It is very important during pandemic response and recovery activities that all affected persons and organizations are kept properly informed e.g. Minister, Board, Management Team, Staff, Suppliers, Customers, Media and other stakeholders

• The information given to all parties must be accurate and timely.• In particular, any estimate of the timing to return to normal working operations should be announced with care.• It is also very important that only authorized personnel deal with media queries.

Groups of Persons or Organisations affected by disruption

Persons selected to coordinate communications to affected persons

Name Position Contact Details

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Form 9: Business Process/Function Recovery Completion Form (if needed)

• The following transition form should be completed and signed by the National Operations Controller and the responsible EOC leader, for each process recovered.

Name of Business Process

Date of transition back to Business Unit Management

I confirm that the work of the EOC has been completed in accordance with the pandemic recovery plan for the above process, and that normal business operations have been effectively restored.

Business Unit Leader Name

Signature

Date

(Any relevant comments by the BRT leader in connection with the return of this business process should be made here.)

I confirm that the above business process is now acceptable for normal working conditions.

Name

Title

Signature

Date

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Table 1: Risk model for workers during a Pandemic

Personal protection measures for workers who need to be in the workplace due to the nature of their role and associated risk level. H

and

Hyg

iene

Soci

al D

ista

nce

Cou

gh/S

neez

e et

ique

tte

Ade

quat

e ve

ntila

tion

Mas

ks

Glo

ves

Gow

n or

apr

on

Eye

prot

ectio

n

Lower / Medium

People who can maintain more than 1 metre contact distance from people with potential influenza or can implement protective barriers (e.g. receptionists, telephone triage personnel, pharmacy staff, orderlies, cleaners and dietitians.)

Medium

People who, due to the nature of their job, may be unable to maintain more than 1 metre contact distance from people with potential influenza (e.g. police, prison staff, ambulance staff and health care workers.) Su

rgic

al

If di

rect

co

ntac

t

Medium / Higher

People who, due to the nature of their job, cannot maintain at least 1 metre contact distance from people with potential influenza (e.g. primary care personnel, emergency department staff.) Su

rgic

al

Higher

People who, due to the nature of their job, cannot maintain at least 1 metre contact distance from people with potential influenza AND have a high likelihood of potential contact with aerosolised respiratory secretions for invasive procedures - ventilation, sectioning etc (e.g. ICU staff, recovery room staff, people providing hands-on hospital care to people in droplet isolation.

N95

/P2

Note: Basic Principles - hand hygiene, social distancing, safe cough/sneeze etiquette, and good ventilation constitute the basic principles for the prevention of influenza spread. The additional measures (i.e. the wearing of masks, gloves, gowns/aprons and eye protection) should be subject to prudent workplace hazard or risk assessment. Masks - A range of masks are available to provide respiratory protections to workers in medium- to high-risk situations. These vary in the degree of protection offered, but essentially there are two options:• surgical masks, designed primarily to contain droplet spread from the wearer, but offering a degree of protection for external infection• P2 or N particulate masks, which provide a higher degree of filtration of respiratory protection, when appropriately worn and handledThe appropriate level of protection should be chose for the degree of risk of infection remaining after all the other control measures have been taken. In laboratory conditions, the relative effectiveness of these different measures is easily measured. However with actual workplace settings, this is harder to measure, because of all the various factors that come into play such as the degree of exposure to infection, how well the mask fits, hand contact with the mask and the wearer’s face and so on. These factors can greatly limit the effectiveness of even face masks that would otherwise offer a high degree of protection.

New Zealand COVID-19 Alert Levels• These alert levels specify the public health and social

measures to be taken.

• The measures may be updated on the basis of (i) newscientific knowledge about COVID-19 and (ii) informationabout the effectiveness of intervention measures inNew Zealand and elsewhere.

• The alert levels may be applied at a town, city, territoriallocal authority, regional or national level.

• Different parts of the country may be at different alertlevels. We can move up and down alert levels.

• In general, the alert levels are cumulative, e.g. Level 1 is abase-level response. Always prepare for the next level.

• At all levels, health services, emergency services, utilitiesand goods transport, and other essential services,operations and staff, are expected to remain up andrunning. Employers in those sectors must continue tomeet their health and safety obligations.

Level 1 - PrepareDisease is contained

Level 2 - ReduceDisease is contained, but risks of community transmission growing

Level 3 - RestrictHeightened risk that disease is not contained

Level 4 - EliminateLikely that disease is not contained

• Heightened risk of importing COVID-19 OR

• Sporadic imported cases OR

• Isolated household transmission associatedwith imported cases

• High risk of importing COVID-19 OR

• Uptick in imported cases OR

• Uptick in household transmission OR

• Single or isolated cluster outbreak

• Community transmission occurring OR

• Multiple clusters break out

• Sustained and intensive transmission

• Widespread outbreaks

• Border entry measures to minimise risk of importing COVID-19 cases applied

• Contact tracing

• Stringent self-isolation and quarantine

• Intensive testing for COVID-19

• Physical distancing encouraged

• Mass gatherings over 500 cancelled

• Stay home if you’re sick, report flu-like symptoms

• Wash and dry hands, cough into elbow, don’t touch your face

• Entry border measures maximised

• Further restrictions on mass gatherings

• Physical distancing on public transport (e.g. leave the seat next to you empty if you can)

• Limit non-essential travel around New Zealand

• Employers start alternative ways of working if possible (e.g. remote working, shift-based working, physical distancing within the workplace, staggering meal breaks, flexible leave arrangements)

• Business continuity plans activated

• High-risk people advised to remain at home (e.g. those over 70 or those with other existing medical conditions)

• Travel in areas with clusters or community transmission limited

• Affected educational facilities closed

• Mass gatherings cancelled

• Public venues closed (e.g. libraries, museums, cinemas, food courts, gyms, pools, amusement parks)

• Alternative ways of working required and some non-essential businesses should close

• Non face-to-face primary care consultations

• Non acute (elective) services and procedures in hospitals deferred and healthcare staff reprioritised

• People instructed to stay at home

• Educational facilities closed

• Businesses closed except for essential services (e.g. supermarkets, pharmacies, clinics) and lifeline utilities

• Rationing of supplies and requisitioning of facilities

• Travel severely limited

• Major reprioritisation of healthcare services

RANGE OF MEASURES (can be applied locally or nationally)RISK ASSESSMENTLEVEL