Crisis management and resiliency in the shadow of novel coronovirus

In the shadow of COVID-19, how can resilience planning be adjusted?  Globalization has businesses situated around the world and their employees travelling all the time.  The DUTY of CARE is of paramount importance, with COVID-19 probably here for the long haul.  Business Continuity Planning (BCP) must be revised and new risk mitigation must be done throughout the travel sector.

How can destinations and enterprises adjust their plans, identify new risks and plan for them?  The economic impact from this event will have ripples throughout the world.  The panel will discuss related mitigation activities, what lessons were learned on the ground in China and how can using data assist?

On 31 December 2019, the WHO was alerted to a cluster of pneumonia patients in Wuhan City, Hubei Province of China. One week later, on 7 January 2020, Chinese authorities confirmed that they had identified a novel (new) coronavirus as the cause of the pneumonia, the name of the virus is COVID-19.  On Jan 20, the WHO declared an international emergency and on March 8, more cases were reported out of China than within China.  Italy moved onto center stage.

• Business continuity planning begins by identifying the high impact risks
• Development of a team that includes representatives from operations, logistics, security, human resources, administration, information and communication technologies, marketing and sales.
• Identifying critical operations and functions that need to be continued

• Activating and deactivating the BCP (Business Continuity Plan)
• Risk assessment matrix
• Determining risk response actions

Lee Hayhurst

Executive Editor

Travolution (part of Jacobs Media Group)