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4.3Preparing for Absenteeism

Workplace absenteeism is the primary issue under-lying many concerns related to planning for the H1N1 virus. It is easy to presume that employees who contract the H1N1 virus would stay home for at least 7 to 10 days. But there are other ramifica-tions for employees — and employers — stemming from worker absenteeism. For example, many fami-lies already have a number of strategies in place to balance child-care and work responsibilities … but possible school and child-care facility closures will make matters more challenging.

Absenteeism to care for a child could last as long as 12 weeks for a severe pandemic. The potential loss of personal income or employment due to absen-teeism related to prolonged cancellation of school and the need to care for children can lead to finan-cial insecurity, fear and worry. And, if severe enough, absenteeism can affect the workplace and contribute to some businesses reducing or closing operations (either temporarily or permanently).

This has a trickle-down effect: It could limit the availability, supply or delivery of essential goods and services, interrupt critical business supply chains and potentially threaten the ability to sustain critical infra-structures. Also, consumer demand for items related to infection control likely will increase dramatically, while interest in other goods may decline. The potential effect on society underscores the need for individuals, families, businesses, organizations, government agen-cies and communities to be prepared.

4.4Returning to Work

Staff who recover from a case of the pandemic influenza are unlikely to catch it again and are no longer infectious to others. Vaccines will likely become available after some time. Recovered and vaccinated staff can return to work. As the pandemic subsides, resuming operations rapidly and efficiently could become a competitive issue. After the pandemic, functioning companies may experience above normal rates of business from deferred orders.

4.5Justifying Investments

Preparedness measures may involve time, cost, and investment. In the event of a pandemic, they could have significant benefits in terms of reduced staff sickness, improved business continuity, and better competitive positioning. Modeling analysis and qualitative assessments using scenarios can help in assessing and prioritizing the benefits resulting from an operational plan, to decide what investments are justified. The potential liability associated with taking no action or making no preparation may be difficult to quantify, but should also be considered.

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