Flu Pandemic Contingency

Plan
 TABLE OF CONTENTS

PURPOSE .................................................................................................................................................................3

SCOPE .......................................................................................................................................................................3

BACKGROUND ....................................................................................................................................................3
PANDEMIC CHARACTERISTICS AND IMPACT ............................................................................................................... 3
CONTINGENCY PLAN.....................................................................................................................................4
PANDEMIC INFLUENZA PLANNING SCENARIO ASSUMPTIONS ..................................................................................... 4
SHORT, MEDIUM AND LONG-TERM PLANNING........................................................................................................... 5
IDENTIFICATION OF ESSENTIAL BUSINESS ACTIVITIES ................................................................................................. 5
Identification of Core People and Core Skills ....................................................................................................... 5
Business Planning for Absence .............................................................................................................................. 6
Information Management ...................................................................................................................................... 6
Communications .................................................................................................................................................... 6
SUPPLY SHORTAGES AFFECT BUSINESS OPERATIONS .................................................................................................. 7
PROTECTING EMPLOYEES AND VISITORS FROM GETTING SICK. ................................................................................... 7
Where applicable ................................................................................................................................................... 7
Restrict workplace entry of people with influenza symptoms ................................................................................ 7
Personal Hygiene .................................................................................................................................................. 8
Workplace Cleaning .............................................................................................................................................. 8
Air Conditioning .................................................................................................................................................. 10
Increase Social Distancing .................................................................................................................................. 10
MANAGING EMPLOYEE WHO BECOME ILL AT WORK .............................................................................................. 11
CONTACT MANAGEMENT ......................................................................................................................................... 12
Contact Definition ............................................................................................................................................... 12
EMPLOYEE TRAVEL .................................................................................................................................................. 12
PERSONAL PROTECTION EQUIPMENT........................................................................................................................ 13
Using masks ......................................................................................................................................................... 13
- BUSINESS UNIT PANDEMIC INFLUENZA PLANNING CHECKLIST ........................................ APPENDIX A

- SUMMARY ACTIONS DURING EACH ALERT CODE .................................................................. APPENDIX B

AVIAN INFLUENZA PANDEMIC COMMUNICATION PLAN FOR THE - GROUP BUSINESS UNITS
................................................................................................................................................................. APPENDIX C

INFLUENZA POSTERS ......................................................................................................................... APPENDIX D

AVIAN FLU PANDEMIC POWERPOINT TRAINING SLIDES ..........................................................APPENDIX E

BUSINESS CONTINUITY PLAN GUIDANCE ..................................................................................... APPENDIX F

INFLUENZA SCREENING FLOW CHART ......................................................................................... APPENDIX G

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PURPOSE
The purpose of this Flu Pandemic Contingency Plan is to minimize the health risk posed to The
- Group employees from a potential avian flu pandemic and ensure on-going operation of
essential business activities. The following is a general contingency plan specific to pandemic
influenza, business continuity plans will be developed by business units and key support
services taking into account the specific circumstances of their operations and location.

SCOPE
This guidance applies to all The - Group facilities and operations. In addition, business
continuity planning for a pandemic should account for significant impacts to our supply chain,
contractors, transportation resources, and essential community services.

BACKGROUND
Pandemic Characteristics and Impact
 Widespread impact:
The impact of a pandemic would likely be widespread, even nation-wide, not localized to
a single area; therefore there may be little outside assistance.
 Not a physical disaster:
A pandemic is not a physical disaster. It has some unique characteristics that require
implementation of activities to limit contact such as restriction of movement, quarantine,
and closure of public gatherings.
 Duration:
A pandemic would not be a short, sharp event leading immediately to commencement of
a recovery phase.
 Notice:
It is quite likely that there will be some advance warning from the development of the
pandemic in regional areas, but it is always possible that any warning period may be
very short. Should pandemic influenza spread within areas of The - Group, it will
probably be some weeks before the full impact on workforce will be felt, although there
may be some early impacts resulting from closures of schools and similar containment
measures.

 Primary effect is on staffing levels:

Unlike natural disasters, where any disruption to business service provision is likely to be
hardware-related, disruption to business operation in the event of a pandemic is
anticipated to be mainly human-resource oriented. The - Group should plan for up to
50% to 80% employee absences for periods of about two weeks at the height of a
severe pandemic wave, and lower levels of employee absence for a few weeks
either side of the peak. Overall a pandemic wave may last about 8 weeks.
Note that the pandemic may come in waves of varying severity over time.

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 Employee absences can be expected for many reasons:
 illness / incapacity (suspected / actual / post-infectious);
 some employees may need to stay at home to care for the ill;
 people may feel safer at home (e.g. to keep out of crowded places such as public
transport);
 some people may be fulfilling other voluntary roles in the community; and
 others may need to stay at home to look after school-aged children (as schools are
likely to be closed).

A pandemic may have other impacts on The - Group, for example:

 supplies of materials needed for ongoing activity may be disrupted, e.g. if they are
imported as air freight;
 similarly, availability of services from sub-contractors may be impacted (this may
affect maintenance of key equipment, and is an area that merits close planning
attention); and
 demand for services may be impacted – demand for some services may increase
(internet access is a possible example); while demand for others may fall (e.g.
certain types of travel activity may reduce).

The - Group business continuity plans need to be reviewed to ensure that they have
addressed significant employee absences and other pandemic-related risks.

CONTINGENCY PLAN
Pandemic Influenza Planning Scenario Assumptions
 A pandemic may have multiple waves over the period of a year. Each wave should
last approximately 6-8 weeks, with a peak period of two to four weeks
 During each pandemic wave, 20-50 percent of workforce may be unable to report to
work for two to six weeks. In addition, to direct impact of influenza on the workforce,
a significant number of workers (another 20-30 percent) may stay at home to care for
ill family members and children whose schools may be closed, or be unwilling to take
public transit from fear or not have available transit
 There is a significant chance of employee mortality with accompanied loss of
personnel and experience
 Supply chain and contractors are likely to be similarly impacted and may not be able
to provide services, or only at reduced capacity
 Essential services – such as fire and police – will likely be reduced
 Medical services will likely be over subscribed and may not be available
 Anticipate that countries may close borders, severely restrict travel, and may
implement controls on imports/exports and quarantines
 Travel restrictions may be applied almost immediately upon documented human
transmission in the country, or within days if the influenza is in a nearby country.

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 Evacuation plans need to assume an extremely short period of time is available and
may require dedicated transportation
 IT resources could be stressed as more employees attempt to access The - Group
systems from home

Short, Medium and Long-Term Planning

It is not possible to predict how long a pandemic may last. There could be more than one
wave of infection during a pandemic period. Each wave could typically last about six to
eight weeks, building to a peak in week four before abating again. During the pandemic
estimates suggest that absenteeism will double in the private sector and increase by two
thirds in the public sector. The - Group should plan for up to 50% employee absences for
periods of about two weeks at the height of a pandemic wave and lower levels of
employee absence for a few weeks either side of the peak. (A pandemic could last many
months and may contain peaks followed by periods of reduced illness. The 50% is an
estimate of employee absences at peaks of a significant pandemic.)

To ensure business continuity in a pandemic, short term planning, with a health focus, is
paramount. Succession planning (in the event of employee deaths or long-term disability
during the pandemic) and back up planning is also essential. Emergency management
and recovery are greatly facilitated if essential services are available without significant
interruption.

Continuity planning for a pandemic should include:

• Identification of essential business activities (and the core people and skills to keep
them running), and ensuring that these are backed-up with alternative arrangements;
• Mitigation of business / economic disruptions, including possible shortages of
supplies; and
• Minimizing illness in workers and customers.

Each of these items is addressed in following sections.

Identification of essential business activities
Identification of Core People and Core Skills
Issues to consider include:
 What are the “essential” parts of the business?
 Who are the core people required to keep the essential parts of the business
running?
 What are the core skills required to keep business running?
 Are there sufficient back ups for people and skills if there is a high level of
absence?
 Are there other resources (e.g., volunteers, retirees) that could be drawn on if
necessary?
 Is it possible to co-ordinate/operate your business remotely using telephone
and email?

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 Who are the core people required to manage the pandemic contingency
plan?
 Do you have systems that rely on periodic physical intervention by key
individuals, to keep them going? How long would the system last without
attention?

Business Planning for Absence

Issues to be considered include:
 What are critical employee numbers and skills required to keep essential
functions of the business running –at what level does business stop?
 What arrangements need to be made to minimize risk to employee?
 Who will make the decision to shut activity down when absence rates
threaten safe business continuity?
 Could some, or all, of your business operations shift to having most employee
work from home with little warning?
An influenza pandemic may affect regions of the United States and the world
differently in terms of timing, severity and duration. Some regions may be hit
earlier, longer or harder. Businesses with regional offices may need to consider
rotating service delivery from hard hit areas to influenza-free areas, or areas that
have been declared to be in a post-pandemic period. Restrictions on movement
of people from region to region may be imposed. Thus, rotation of employee may
be difficult. Overseas operations, or products and services out-sourced from
overseas may be disproportionately affected. Not all countries have the means to
cope with a pandemic. Employees and employees contracted outside of the
United States may have increased rates of illness and absence.

Information Management
Key operating and management information will need to be stored in known,
accessible and shared locations.

Communications
Consider communication needs and how they might be maintained with:
 other business units within The - Group;
 government;
 key suppliers;
 key clients; and
 key contractors.

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Supply shortages affect business operations
Supply shortages may occur due to increased demand during the pandemic. Pandemic
planning should consider the need for ensuring adequate availability of essential
supplies. Shortages may also occur due to disruptions in transportation systems or
inability of suppliers to meet demands because of their own employee shortages. Some
supplies travel considerable distances by truck, train, ship or aircraft, and are vulnerable
to any disruption. Absences of workers/drivers and other transportation employees may
affect both the production and delivery of needed supplies. Supply chains may also be
affected by mandated or self-imposed travel restrictions (e.g., transporters unwilling to
travel through or to infected areas).

Discuss with key suppliers a plan for regular shipments in the event of shortages or
disruptions in transportation systems. International air movements may be disrupted in a
pandemic, which may have an impact on imported goods, especially if they normally
arrive in freight-holds of passenger aircraft.
Protecting employees and visitors from getting sick.
After identifying the core people and skills to keep the essential parts of your business
operating, determine how to minimize illness among employees and visitors.
The main strategies include:
 Restrict workplace entry of people with influenza symptoms;
 Practice good personal hygiene and workplace cleaning habits;
 Increase social distancing (e.g., enable telecommuting, avoid face-to-face contact);
 Manage employees who become ill at work;
 Manage employees who travel overseas.
 Consider handwashing sanitizers for work areas

This section identifies some issues you may want to take into account in your plan as
well as offering guidance as to how to address them.

Table 1. Influenza Protection Measures

Protection measure Where applicable
Hand hygiene, cough etiquette, Everyone, all the time
ventilation
Organizational policies Every organization, all the time
Social distancing Everyone, whenever practical
Protective barriers (Disposable surgical In situations where normal work practice
masks, Disposable particulate respirator requires unavoidable,
masks, eye protection, gloves) relatively close contact/proximity

Restrict workplace entry of people with influenza symptoms

Consider putting up notices at all workplace/facility entry points, advising
employees and visitors not to enter if they have influenza symptoms.

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Advise employees not to come to work when they are feeling ill, particularly if
they are exhibiting any influenza symptoms and consult a health care provider, if
necessary.
Educate employees about the differences in symptoms between influenza and a
common cold (Appendices D & E). Workers who are ill should stay home until
symptoms resolve.
Provide employees with information about how to stay well during an influenza
pandemic, e.g., by posting The - Group notices and posters and distributing The -
Group flu information (Appendix D).
Set up a process for ensuring that ill employees have completed any required
quarantine period and are healthy before allowing return to work.
Note that employee who have recovered from the pandemic influenza are
unlikely to be reinfected (they will have natural immunity) and should be
encouraged to return to work as soon as they are well.

Personal Hygiene
Basic personal hygiene measures should be reinforced and employees should
be encouraged to practice them to minimize potential influenza transmission:
 Cover nose and mouth when sneezing and coughing (preferably with a
disposable single use tissue or coughing into the elbow);
 Immediately dispose of used tissues;
 Adopt good handwashing/ hygiene practices, particularly after coughing,
sneezing or using tissues; and
 Keep hands away from the mucous membranes of the eyes, mouth, and
nose.
Ensure that adequate supplies of hand hygiene products are available. This is a
high planning priority as there may be interruption to the supply or shortages of
soap and hand towels. Consider purchasing hand sanitizers. Communicate hand
and personal hygiene information to employee and visitors using The - Group
hygiene posters:
 Hygiene notices should be posted in all workplace entrances, washrooms,
hand washing stations and public areas; and
 Use brochures, newsletters, global emails, employee notice boards, and
information included with paychecks, to inform your employees of the
importance of hand hygiene and environmental cleaning during a pandemic.
Examples of notices can be found in appendix D.

Workplace Cleaning
During a pandemic, implement additional measures to minimize the transmission
of the virus through environmental sources, particularly hard surfaces including
sinks, handles, railings, objects and counters. Transmission from contaminated
hard surfaces is unlikely, but influenza viruses may live up to two days on such
surfaces.

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Look at other shared equipment. Do not share a single telephone or pens,
staplers, calculators and other small office equipment, if possible. Ask employees
not to share these items or clean them with the appropriate cleaners and
disinfectants. Hand sanitizers should be available to wipe phones, etc.
Influenza viruses are inactivated by alcohol and by chlorine. Cleaning of
environmental surfaces with a neutral detergent followed by a disinfectant
solution is recommended. Surfaces that are frequently touched with hands
should be cleaned often, preferably daily.

Table 2. Workplace Cleaning Products

Disinfectants Recommended use Precautions

Sodium Disinfection of material Should be used in well-ventilated

hypochlorite: contaminated with blood areas.
and body fluids.
1000 parts per million Protective clothing required while
of available chlorine, handling and using undiluted
usually achieved by a bleach.
1 in 5 dilution of Do not mix with strong acids to
hospital grade bleach. avoid release of chlorine gas.
Corrosive to metals.

Granular chlorine: May be used in place of Same as above.

liquid bleach, if it is
To be diluted as per unavailable.
manufacturer’s
instructions.
Alcohol: Smooth metal surfaces, Flammable and toxic.
tabletops and other
e.g. Isopropyl 70%, To be used in well-ventilated
surfaces on which
ethyl alcohol 60%. areas.
bleach cannot be used.
Avoid inhalation.
Keep away from heat sources,
electrical equipment, flames, and
hot surfaces.
Allow to dry completely.

Remind employees not to share cups and dishes.

Remove all magazines/papers from waiting rooms and common areas (such as
reception areas).
When a person with suspected influenza is identified and has left the workplace,
thoroughly clean and disinfect their work area/office, along with any other known
places they have been.
Basic hygiene practices (including hand hygiene) are to be followed by cleaning
staff.
Protocols for the use of personal protection equipment and methods for waste
disposal must be followed.

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Air Conditioning

Scientific and medical evidence shows that influenza may spread in inadequately
ventilated internal spaces. All internal spaces should be well ventilated,
preferably by fresh air via opening windows or otherwise by properly designed
and maintained air-conditioning systems.

Increase Social Distancing

Another strategy to protect employees is to minimize their contact with others.
Crowded places and large gatherings of people should be avoided, whether in
internal or external spaces. A distance of at least three feet should be maintained
between persons wherever practical. Larger distances are more effective.
Visiting or other contact with unwell people should be avoided wherever
practicable.
Following are suggestions on how to minimize contact.
 Avoid meeting people face to face – use the telephone, video conferencing,
email, intranet and the internet to conduct business as much as possible –
even when participants are in the same building.
 Avoid any unnecessary travel and cancel or postpone non-essential meetings
/ gatherings / workshops/ training sessions.
 If possible, arrange for employees to work from home or work variable hours
to avoid contact at the workplace.
 Practice “ghost” shift changes wherever possible, with the shift going off duty
leaving the workplace before the new shift enters. If possible, leave an
interval before re-occupation of the workplace. If possible, thoroughly
ventilate the workplace between shifts by opening doors and windows or
turning up the air-conditioning.
 Avoid public transport: walk, cycle, drive a car or go early or late to avoid rush
hour crowding on public transport.
 Bring lunch and eat at desk or away from others (avoid break areas and
crowded restaurants). Introduce staggered lunchtimes so numbers of people
in the lunchroom/break areas are reduced.
 Do not congregate in cafeterias and break areas or other areas where people
socialize. Do what needs to be done and then leave the area.
 If a face-to-face meeting with people is unavoidable, minimize the meeting
time, choose a large meeting room and sit at least one meter away from each
other if possible; avoid shaking hands. Consider holding meetings in the open
air if possible.
 Encourage employees to avoid recreational or other leisure classes /
meetings etc. where they might come in contact with infectious people.

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Managing Employee Who Become Ill at Work
If a person feels ill, or if someone observes that another person is exhibiting symptoms
of influenza at work, they are to contact the Safety Manager/ HR Manager or the
designated flu management contact by telephone if at all possible.
Using the screening flowchart (Appendix G), the Safety Manager or the designated flu
management contact should:
1. Avoid visiting this person if possible–manage the process over the phone.
2. Check if the employee has any of the symptoms outlined in the first section of the
flowchart.
3. If the employee does not have symptoms like those listed, they are very unlikely to
have influenza. They should be reassured but advised to call the Safety Manager/
HR Manager or the designated flu management contact again later or to see their
physician or health care provider if they are still concerned.
4. If the employee does have symptoms that match some of those listed, they should
be treated as a “suspect case.” It may be helpful to have an employee influenza
notification form (Appendix H) completed, including details of any employee and/or
visitors they have been in contact with. This information will permit the Safety
Manager/ HR Manager or the designated flu management contact to identify recent
movements and monitor well-being during the pandemic.
5. The employee should be informed where they can find a surgical mask or N95 mask
and instructed to wear it immediately. This is to help protect other employees.
6. The employee should leave work and immediately contact a health care provider.
This may involve phoning the person’s normal doctor or nurse, or a specially
designated center to seek further advice. The employee’s manager/supervisor
should be informed that they have left work.
7. The employee, should, if at all possible, avoid public transportation when leaving
work;
8. Contact management (see Contact Management section below for further
information) – it is helpful to:
 Identify contacts (once an employee is suspected to be infected);
 Advise contacts in person that they have been in contact with a person
suspected of having influenza;
 Ask contacts to go home, and stay at home until advised otherwise.
9. The employee’s workstation should be cleaned and disinfected;
10. Human Resources will set up a system to manage the absence and return to work of
the employee and their contacts. Some issues to consider include:
 Advice to the employees on how long to stay away from work;
 Decisions on the leave and cover arrangements;
 Checking on the employee during his/her absence from work. This will facilitate
treatment, contact tracing, etc., if they become ill;
 Set up a process in your plan for ensuring both that:

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 a. the employee is healthy before allowing them to return to work; and
b. that they are encouraged to return to work once they are well.

Contact Management

Contact Definition
The - Group defines pandemic influenza contacts as people who have had close
physical (less than one meter/yard) or confined airspace contact with an infected
person, within 1 to 10 days of that person developing symptoms. These are likely
to include family members and/or other living companions, work colleagues (if in
close contact situations or confined airspace environments), and some
recreational companions.
People who have not been in close proximity nor have shared a confined
airspace with a sick person within one to 10 days of that person developing
symptoms, are not considered to be a contact.
Epidemiological evidence from a developing pandemic may change the definition
of a “contact”. Managers, supervisors and employees will be provided updated
definitions and advice should a pandemic occur.
In any circumstances, managers and supervisors should direct sick employees
with influenza-like symptoms to return home immediately and contact a health
professional.
As indicated in the previous section, it is helpful for the Safety Manager/ HR
Manager or the designated flu management contact to:
 identify contacts (once an employee is suspected to be infected);
 advise contacts in person that they have been in contact with a person
suspected of having influenza; and
 ask contacts to go home, and stay at home until advised otherwise.
Employee Travel
Any employee traveling within the last 1-10 days to countries known to be affected by
the flu, you should:
 Advise the employee not to report to work for the duration specified for the disease
(as of November 2005, this was 10 days).
 Ask them to follow the instructions (Appendix H) for self-checking for influenza
symptoms, which may include advice to telephone (rather than visit) their medical
center to seek advice immediately if symptoms occur. They should report their travel
history to the treating physician.
 Ask them to document all the people they have been in contact with since returning
to the United States using the influenza contact form in Appendix H.
 Check on the employee during his/her absence from work.
 ensure that the employee has completed the time duration and is healthy before
allowing them to return to work.
Border closures overseas may also cause disruption to travel.

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Personal Protection Equipment

Using masks
Employees with respiratory infection symptoms should use a disposable surgical
or N95 mask to help prevent exposing others to their respiratory secretions.
Any mask must be disposed of as soon as it becomes moist or after any cough
or sneeze, in an appropriate waste receptacle and hands must be thoroughly
washed and dried after the used mask has been discarded.
Non-infected employees may want to wear surgical or N95 masks to help prevent
infection, particularly if close contact with other people cannot be avoided during
the course of their job duties.

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 APPENDIX A

- BUSINESS UNIT PANDEMIC INFLUENZA PLANNING CHECKLIST

 - BUSINESS UNIT PANDEMIC INFLUENZA PLANNING CHECKLIST

In the event of pandemic influenza, The - Group will play a key role in protecting employees’
health and safety as well as limiting the negative impact to The - Group’s business and our
client’s business. Planning for pandemic influenza is critical. To assist you in your efforts, the
Department of Health and Human Services (HHS) and the Centers for Disease Control and
Prevention (CDC) have developed the following checklist for large businesses. It identifies
important, specific activities The - Group can do now to prepare, many of which will also help
you in other emergencies. Refer to the The - Group Flu Pandemic Contingency Plan. Further
information can be found at www.pandemicflu.gov and www.cdc.gov/business.

1.1 Plan for the impact of a pandemic on your business:

Completed In Progress Not Started
Identify a pandemic coordinator and/or team with defined roles and
responsibilities for preparedness and response planning. The planning
process should include input from labor representatives.
Identify essential employees and other critical inputs (e.g. raw materials,
suppliers, sub-contractor services/ products, and logistics) required to
maintain business operations by location and function during a
pandemic.
Train and prepare ancillary workforce (e.g. contractors, employees in
other job titles/descriptions, retirees).
Develop and plan for scenarios likely to result in an increase or decrease
in demand for your products and/or services during a pandemic (e.g.
effect of restriction on mass gatherings, need for hygiene supplies).
Determine potential impact of a pandemic on company business
financials using multiple possible scenarios that affect different product
lines and/or production sites.
Determine potential impact of a pandemic on business-related domestic
and international travel (e.g. quarantines, border closures).
Find up-to-date, reliable pandemic information from community public
health, emergency management, and other sources and make
sustainable links.
Establish an emergency communications plan and revise periodically.
This plan includes identification of key contacts (with back-ups), chain of
communications (including suppliers and customers), and processes for
tracking and communicating business and employee status.
Implement an exercise/drill to test your plan, and revise periodically.

1.2 Plan for the impact of a pandemic on your employees and customers:
Completed In Progress Not Started
Forecast and allow for employee absences during a pandemic due to
factors such as personal illness, family member illness, community
containment measures and quarantines, school and/or business
closures, and public transportation closures.
Implement guidelines to modify the frequency and type of face-to-face
contact (e.g. hand-shaking, seating in meetings, office layout, shared
workstations) among employees and between employees and customers
(refer to CDC recommendations).
 Encourage and track annual influenza vaccination for employees.

Evaluate employee access to and availability of healthcare services

during a pandemic, and improve services as needed.
Evaluate employee access to and availability of mental health and social
services during a pandemic, including corporate, community, and faith-
based resources, and improve services as needed.
Identify employees and key customers with special needs, and
incorporate the requirements of such persons into your preparedness
plan.

1.3 Establish policies to be implemented during a pandemic:

Completed In Progress Not Started
Establish policies for employee compensation and sick-leave absences
unique to a pandemic (e.g. non-punitive, liberal leave), including policies
on when a previously ill person is no longer infectious and can return to
work after illness.

Establish policies for flexible worksite (e.g. telecommuting) and flexible

work hours (e.g. staggered shifts).

Establish policies for preventing influenza spread at the worksite (e.g.

promoting respiratory hygiene/ cough etiquette, and prompt exclusion of
people with influenza symptoms).

Establish policies for employees who have been exposed to pandemic

influenza, are suspected to be ill, or become ill at the worksite (e.g.
infection control response, immediate mandatory sick leave).

Establish policies for restricting travel to affected geographic areas

(consider both domestic and international sites), evacuating employees
working in or near an affected area when an outbreak begins, and
guidance for employees returning from affected areas (refer to CDC
travel recommendations).

Set up authorities, triggers, and procedures for activating and terminating

the company's response plan, altering business operations (e.g. shutting
down operations in affected areas), and transferring business knowledge
to key employees.

1.4 Allocate resources to protect your employees and customers during a pandemic:
Completed In Progress Not Started
Provide sufficient and accessible infection control supplies (e.g.hand-
hygiene products, tissues and receptacles for their disposal) in all
business locations.

Enhance communications and information technology infrastructures as

needed to support employee telecommuting and remote customer
access.

Ensure availability of medical consultation and advice for emergency

response.
1.5 Communicate to and educate your employees:
Completed In Progress Not Started
Develop and disseminate programs and materials covering pandemic
fundamentals (e.g. signs and symptoms of influenza, modes of
transmission), personal and family protection and response strategies
(e.g. hand hygiene, coughing/sneezing etiquette, contingency plans).

Anticipate employee fear and anxiety, rumors and misinformation and

plan communications accordingly.

Ensure that communications are culturally and linguistically appropriate.

Disseminate information to employees about your pandemic

preparedness and response plan.

Provide information for the at-home care of ill employees and family
members.

Develop platforms (e.g. hotlines, dedicated websites) for communicating

pandemic status and actions to employees, vendors, suppliers, and
customers inside and outside the worksite in a consistent and timely
way, including redundancies in the emergency contact system.

Identify community sources for timely and accurate pandemic information

(domestic and international) and resources for obtaining counter-
measures (e.g. vaccines and antivirals).

1.6 Coordinate with external organizations and help your community:

Completed In Progress Not Started
Collaborate with insurers, health plans, and major local healthcare
facilities to share your pandemic plans and understand their capabilities
and plans.

Collaborate with federal, state, and local public health agencies and/or
emergency responders to participate in their planning processes, share
your pandemic plans, and understand their capabilities and plans.

Communicate with local and/or state public health agencies and/or

emergency responders about the assets and/or services your business
could contribute to the community.

Share best practices with other businesses in your communities,

chambers of commerce, and associations to improve community
response efforts.
 AAPPPPEEN
NDDIIXX BB

THE - GROUP SUMMARY ACTIONS DURING EACH ALERT CODE

 The - Group Summary Actions during Each Alert Code

WHO PHASE DESCRIPTION PLAN STATUS BUSINESS CONTINUITY PLAN

PHASE
No new influenza virus Information/Advisory
1 subtypes have been Strengthen influenza – Identify essential services (including contractors),
detected in humans. An pandemic preparedness facilities/plants, other production inputs
influenza virus subtype that at the global, regional, - Plan for up to 50% staff absences for periods of 2-
has caused human infection national and sub- 3 weeks at the height of the pandemic
may be present in animals. national levels. - Assess core staff and skill requirement needs, and
If present in animals, the ensure essential positions are backed-up by an
risk of human infection or alternative staff member
disease is considered to be - Identify ways to minimize illness amongst staff and
low. customers and consider how essential messages
(e.g. basic hygiene) can be communicated to staff
- Consider vulnerabilities to supply and sales
disruption (wide disruption of imports and exports)
Minimize the risk of -Identify ways to increase “social distancing “ in the
2 No new influenza virus transmission to humans;
subtypes have been workplace, reduce movement, etc
detect and report such -Consider organizational policies to encourage the
detected in humans. transmission rapidly if it
However, a circulating sick to stay at home; and enable staff to work from
occurs. home
animal influenza virus
subtype poses a substantial
risk of human disease.
Human infection(s) with a
3 new subtype, but no Standby - Alert staff to change in pandemic status
human-to human spread, or Ensure rapid - Activate staff overseas travel restrictions
at most, rare instances of characterization of the - Review/test essential business continuity
spread to a close contact. new virus subtype and measures
early detection, - Purchase office supplies (Personal protective
notification and equipment and cleaning equipment etc.)
response to additional - Activate any identified measure to tackle possible
cases supply and sales disruption

Small cluster(s) with limited

4 human-to-human Activation - Alert staff to change in pandemic status
transmission but spread is - Activate staff overseas travel restrictions
Contain new virus within - Review /test essential business continuity
highly localized, suggesting limited foci or delay
that the virus is not well measures
spread to gain time to
adapted to humans. implement
preparedness
measures, including
vaccine development

Cluster Control Maximize efforts to

5 contain or delay - Alert staff to change in pandemic status
Larger cluster(s) but spread, to possibly avert - Activate essential business continuity measures
human-to human spread a pandemic, and to gain - Activate measures to minimize introduction and/or
still localized, suggesting time to implement spread of influenza in the workplace (post notices,
that the virus is becoming pandemic response social distancing, managing ill staff members,
increasingly better adapted measures. workplace cleaning, etc.)
to humans, but may not yet - Communicate with staff to promote confidence
be fully transmissible - Activate contact tracing where staff become ill at
(substantial pandemic risk). work during the cluster control phase

Minimize the impact of

6 Pandemic Management the pandemic
Pandemic: increased and
sustained transmission in
general population

Post Pandemic -Manage return to business as normal

 APPENDIX C

AVIAN INFLUENZA PANDEMIC COMMUNICATION PLAN FOR THE - GROUP BUSINESS

UNITS
 Avian Influenza Pandemic Communication Plan for The - Group
Business Units
Creating and maintaining consistent and coordinated communications will be most important to
prevent the spread of influenza as well as prepare for a possible pandemic. The following steps
and templates were developed to help business units and facilities build a local communication
plans. Timing of communications may vary depending upon local status of a pandemic.
Assistance is available to help you and additional communication tools and templates will be
provided.

Considerations
When communicating with employees, think about their frame of mind and the effect your
communications may have. Employees may be concerned about their own health or that of
friends and family; they may be anxious about the unknown; or they may be concerned about
misinformation they are hearing. Whatever the situation is, you can help them by providing
accurate and timely information to help them focus on what they need to do.

Identify a communication contact or team that will be responsible for developing and maintaining
the communication plan and creating communications for your business. Your business unit
management, human resources management, focus factory management and HSE management
should be a part of the planning process. Keep in mind that depending upon the World Health
Organization (WHO) pandemic phase, you will need both internal and external communication
strategies.

Preliminary Steps to Develop a Communication Plan

1. Identify your audiences and your stakeholders - Determine who you will need to
communicate with and if any audiences need advance communications. For example, there
may be instances where you want to advise supervisors about upcoming communications (or
possibly give them additional information) so they are prepared for questions from
employees.

2. Determine the best way to reach your audiences. You may want to consider:
 Face to face meetings – Depending upon the level of response needed, consider
including influenza messages or updates in town hall meetings or meetings
especially created to discuss prevention and response. Provide presentation
materials to leadership teams.
 Posters or flyers – If posters or flyers are an effective way to communicate in your
location, identify the types needed, where to post them and who will be responsible
to replace them as needed.
 Email – Create appropriate distribution lists for various audiences such as
management team, all employees, contractors, clinics.
 Newslines and Phone Trees – If your location has a newsline or emergency
number, find out who is responsible for updating it, what the process is to update the
message and how to communicate the phone number to employees. This will help
you reach supervisors or employees at home with specific messages.
 Web – Point employees to the Influenza Web site for prevention and education
awareness. Determine if additional local information is needed on the Web to keep
employees updated at home or at work concerning local responses to a potential
pandemic (HR and PGPA can assist).
 Central Support Team – Consider identifying and setting up a central team expert in
prevention, response, business continuity and communications for your work location
to address the various issues that employees will have. This group could also serve
 as a referral service for employees seeking medical attention or needing employee
assistance counseling.

3. List the challenges you may face when communicating with employees and contractors. For
example, are employees working different shifts; are employees focused on personal issues;
if you can’t reach employees, do you have emergency contact information?

4. Identify key overarching messages. Key messages may include:

 The - Group is taking an active role in preparing for a potential avian flu pandemic to
minimize health risks to the workforce, their families and the communities where we
live and operate.
 The company will strive to prevent the spread of this virus and respond quickly and
appropriately should the risk elevate to a level that affects local, regional or pandemic
populations.
 We are aligned with WHO and other experts in the field of infectious diseases to
ensure that our communications and response efforts are accurate, credible and
effective.
 We will take measures to minimize disruption to our business operations in the event
of an outbreak.

5. Gain management support and agreement on the communication approach, key messages,
and timing.
6. Identify a cost center for communications.
7. To ensure business unit alignment with the corporate communication strategy, follow the
template in the communications section of the pandemic plan and seek advice from the
Pandemic Flu Planning Team as necessary. This will drive global consistency in the
communications internally and externally.
8. Determine who will review and approve communications. It is suggested that all
communications be approved by the same person or persons to ensure consistency and
avoid conflicting messages.

Summary Template
Use this template to document the information obtained from the steps above for use in the
Communication Plan template below.
Audiences  Leadership Team
 First line supervisors
 All employees and families
 Contractors
 Health care providers
 Community
 Government / non-government agencies
Communication Methods  Posters
 Email
 Newsline
 Web
 Meetings
Challenges  Shift work
 Off shore locations
Key Messages 
Budget 
Timing 
Reviewers and Approvers 
Communication Plan Template
Use this template to plan and track your communications by WHO phase. This is only an example of how to use the template. You should tailor
this to meet your specific needs.

 WHO Phase 3: Human infection(s) with a new subtype, but no human-to-human spread, or at most rare instances of spread to a close contact.
 WHO Phase 4: Small cluster(s) with limited human-to-human transmission but spread is highly localized, suggesting that the virus is not well
adapted to humans.
Timing Audience Message Method Who is responsible Status
Leadership Team  We are taking a proactive approach and Meeting Human Resources
will be developing a strategy based on Presidens
prevention, response and business
continuity.
 Please provide resources as needed.
Employees  Appendix 1 Influenza Education - What Email Plant Managers
is influenza and what can you do to Management in
protect yourself and others. consultation with
 You are invited to attend an information EHS Health and
session or view the EHS Website to learn Safety Coordinators
more.
 Here is the Influenza Web site for more
information about preventing the spread
of influenza.
Employees  What is influenza and what you can do Shift Meeting Shift Supervisors
to protect yourself and others. with
 We are developing a strategy based on Pandemic Flu
prevention, response, business continuity Safety
and communications. Theme
 There is no pandemic at this time,
however, there are some simple
behaviors we can practice now that will
help prevent the spread of influenza.
Employees and  Keeping your hands clean is one of the Poster Health & Safety
Contractors most important steps you can take to Coordinators
avoid getting sick and spreading germs.
Employees and  Contain your coughs Poster Health and Safety
Contractors Coordinators
Employees and  Be prepared by stocking critical items at Poster Health and Safety
Contractors home. Coordinators
 WHO Phase 5: Larger cluster(s) but human-to-human spread still localized, suggesting that the virus is becoming increasingly better adapted to humans,
but may not yet be fully transmissible (substantial pandemic risk).
 WHO Phase 6: Pandemic: increased and sustained transmission in general population.
Timing Audience Message Method Who is responsible Status
MM/DD/YEAR Expatriate Employees  Communicate evacuation logistics and Email Local Management in
timing. alignment with other
business units
Leadership Team Based on your segment of the business Email Business Unit VPs
continuity plan, begin to implement the plan
so we can continue to operate over the next
___ months.
Employees Due to the avian influenza pandemic, we are Discussion Shift Supervisor
reducing operations. Here’s important and
information about: document
 Your pay. handed in
 Calling your supervisor daily to check in. person
 Obtaining general information about the
company’s operation.
 If you become ill, seek medical attention
immediately and advise your supervisor.
Employees working  Here’s how you will continue be paid. Email Human Resources
from home  Follow procedures outlined by your Business Partner
supervisor regarding ongoing
communications and work.
Employees healthy As follow-up: Letter mailed Human Resources
yet off work due to  Here’s how your pay will be treated. home Business Partner
business disruption  You must call your supervisor weekly to
check in.
 Call _____ to keep informed about
when you should report back to work.
 If you become ill, please seek medical
attention immediately and advise your
supervisor.
 APPENDIX D

INFLUENZA POSTERS
WHAT ARE THE SYMPTOMS OF INFLUENZA AND HOW IS IT SPREAD?

Influenza is a highly contagious viral disease of the respiratory tract.

Influenza is characterized by rapid onset of respiratory and generalized signs and symptoms including: a
high fever, headache, muscle aches and pains, fatigue, cough, sore throat, or a runny nose.

What is the Difference Between Influenza and a Common Cold?

SYMPTOM INFLUENZA COMMON COLD

o o
Usual, sudden onset 38 -40 and
Fever Rare
lasts 3-4 days.
Headache Usual and can be severe Rare
Aches and pains Usual and can be severe Rare
Usual and can last 2-3 weeks or
Fatigue and weakness Sometimes, but mild
more after the acute illness
Debilitating fatigue Usual, early onset can be severe Rare
Nausea, vomiting,
In children < 5 years old Rare
diarrhea
Watering of the eyes Rare Usual
Runny, stuffy nose Rare Usual
Sneezing Rare in early stages Usual
Sore throat Usual Usual
Sometimes, but mild to
Chest discomfort Usual and can be severe
moderate
Respiratory failure; can worsen a
Complications current chronic condition; can be life Congestion or ear-ache
threatening
Fatalities Well recognized Not reported
Influenza vaccine; frequent hand- Frequent hand-washing,
Prevention
washing; cover your cough cover your cough

How is Influenza Spread?

Influenza is spread from person to person in the respiratory droplets generated by coughs and sneezes.
It can also be spread when a person comes into contact with the respiratory droplets of another person
by touching items on which droplets are present, and then touches their own eyes, mouth or nose before
washing their hands. The virus may enter through the eyes, or more commonly through the nose or
mouth, and into the throat and lungs where it begins to multiply. The time from first exposure to when
symptoms begin is one to four days.
BASIC HYGIENE NOTICE

PROTECTING YOURSELF AND OTHERS AGAINST

RESPIRATORY ILLNESS

 HANDWASHING IS THE MOST IMPORTANT

THING YOU CAN DO TO PROTECT YOURSELF
 Cover your nose and mouth when coughing or
sneezing
o Use a tissue and dispose of this once used in
the waste
o Always wash hands after coughing and
sneezing or disposing of tissues.

 Keep your hands away from your mouth, nose and

eyes.
 Avoid contact with individuals at risk (e.g. small
children or those with underlying or chronic
illnesses such as immune suppression or lung
disease) until influenza-like symptoms have
resolved.
 Avoid contact with people who have influenza-like
symptoms.
 Ask people to use a tissue and cover their nose and
mouth when coughing or sneezing and to wash
their hands afterwards.
HAND HYGIENE NOTICE
HAND HYGIENE NOTICE
 Pandemic Influenza and You
World health experts want you to take action now to protect yourself from a
global health threat—pandemic influenza.

Scientists are closely monitoring what could be the birth of a new and potentially
deadly strain of influenza virus that began in Asia and has spread to Russia, and
now threatens Eastern Europe. It may be only one flock of birds away from the
U.S.

The Bird Flu Connection

The bird flu virus originates in wild birds and is spread by migrating flocks that
carry the devastating disease to domestic flocks of chickens and ducks.
Hundreds of millions of domestic chickens and ducks have died from the virus or
been slaughtered to slow the spread of the disease.

Influenza viruses are highly unstable and have the ability to change rapidly,
potentially jumping from one animal species to another. Scientists fear the bird flu
virus could evolve into a form that is easily spread between people, resulting in
an extremely contagious and lethal disease.
At this time, the virus has not developed the ability to pass easily from person to
person and cause outbreaks in humans. But the virus is changing and has
become capable of infecting mammals--tigers and pigs--making the danger of a
human pandemic quite real.
Human Cases So Far
There have been some human infections so far that have been blamed on direct
contact with infected chickens and their droppings. Over 50% of those who have
contracted the disease have died.
Different From Seasonal Flu
A pandemic flu would be a much more serious flu virus than seen in a typical flu
season. Different from the typical strains of flu, humans would have no or little
natural resistance to a new strain. Also, there is a vaccine for seasonal flu, which
is prepared each season against new variations of the seasonal influenza. The
current influenza vaccine will not protect against pandemic flu.
Treatment
Flu drugs exist that may be used both to prevent people from catching bird flu
and to treat those who have it. Tamiflu and Relenza are expected to work –
though supplies could run out quickly if an outbreak occurs.
Currently there is no vaccine, although scientists are working to develop one.
Most likely, a vaccine would not be ready in time to stop a worldwide human
outbreak.

Potential United States Impacts:

The CDC predicts that that as much as 25% to 30% of the US population could
be affected by a pandemic. Undoubtedly, a pandemic flu would be disruptive
and costly to business. Up to 35% of the workforce could be affected at any
given time. The economic impact in the United States could reach $166.5 billion

When is it expected?
According to the World Health Organization, the world is “now overdue” for an
influenza pandemic, since mass epidemics have occurred every 20 to 30 years.
It has been nearly 40 years since the last one.
Protect Yourself, Your Family, and Co-workers
Public Health –
 Stop germs from spreading.
 Stay home when you are sick
 Cover your mouth and nose with tissue when coughing and
sneezing
 Wash your hands often. The key is to wash thoroughly with warm
water, and to wash frequently.
 When hand washing is not possible, use an alcohol based hand
cleaner
 Avoid touching your mouth, nose, and eyes
 Have a good home disaster preparedness plan

 Stay informed. These web sites provide regularly updated information

about bird flu and pandemic flu:
 Centers for Disease Control and Prevention (CDC):
http://www.cdc.gov/flu/pandemic/
 www.Pandemicflu.gov
The official U.S. government Web site for information on pandemic
flu and avian influenza

If you plan to travel, check the CDC web site for travel advisories: www.cdc.gov
 APPENDIX E

AVIAN FLU PANDEMIC POWERPOINT TRAINING SLIDES

 APPENDIX F

BUSINESS CONTINUITY PLAN GUIDANCE

0
 Business Continuity Plan Guidance

Purpose
The purpose of a business continuity plan (BCP) is to ensure on-going operation of essential business
activities. The following is general guidance specific to pandemic influenza, plans will be developed by
business units and key support services taking into account the specific circumstances of their
operations and location.
Scope
This guidance applies to all The - Group facilities and operations. In addition, business continuity
planning for a pandemic may have to account for significant impacts to our supply chain, contractors,
transportation resources, and essential community services.

Some The - Group business units / operations / facilities and key support functions may already have
business continuity plans; The following is guidance for developing business continuity plans in response
to a potential pandemic influenza.

Pandemic Influenza Planning Scenario Assumptions

 A pandemic may have multiple waves over the period of a year. Each wave should last
approximately 6 weeks, with a peak period of two to four weeks
 During each pandemic wave, 20-50 percent of workforce may be unable to report to work for two to
six weeks. In addition to direct impact of influenza on the workforce, a significant number of workers
may stay at home to care for ill family members and children whose schools may be closed, or be
unwilling to take public transit from fear or not have available transit
 There is a risk of employee mortality with accompanied loss of personnel and experience
 Supply chain and contractors are likely to be similarly impacted and may not be able to provide
services, or only at reduced capacity
 Essential services – such as fire and police – will likely be reduced
 Medical services will likely be over subscribed and may not be available
 Anticipate that countries may close borders, severely restrict travel, and may implement controls on
imports/exports and quarantines
 Travel restrictions may be applied almost immediately upon documented human transmission in the
country, or within days if the influenza is in a nearby country. Evacuation plans need to assume an
extremely short period of time is available and may require dedicated transportation
 IT resources could be stressed as more employees attempt to access The - Group systems from
home
Recommended Considerations for Business Continuity Planning
The attached “checklist” can be used by management and facility teams to conduct a high level
assessment of Business Continuity Planning for pandemic influenza; it includes the following topics:

Governance
 Establish clear lines of authority and decision making

Identification of critical business process and operations, skills, personnel and supplies
 Identify essential operations and those that can be shutdown if manpower loss becomes
significant (projects, non-essential maintenance, administrative and support functions)

1
 Evaluate core skills needed to operate critical operations and business functions – identify
back-up or cross-trained personnel who can perform these functions
 Evaluate supply chain for business facilities and operations

Planning for Absences

 Estimate 20 – 50 percent of workforce absent for two to six weeks
 Implement the Flu Pandemic Contingency Plan to prevent the spread of influenza and
minimize absences such as providing alternative work locations or work from home to support
essential operations

Knowledge Management and Infrastructure Protection

 Ensure critical information and data are backed-up in case of absence or loss of key
personnel
 Where possible, provide redundancy and independence of storage of critical information in
case access to facilities and locations becomes restricted
 Make sure IT can support the developed plans

Communications
 Have pre-identified communication channels regarding business continuity, including
government notifications and potential shut down of business sectors, with:
o Workforce
o Other business units and supply chain segments
o Management Team(s)
o Key customers and suppliers
o Key contractors
o Relevant government agencies
o As appropriate, community leaders and stakeholders
o Corporation – for support and resources

Human Resource Issues

 Expatriate Employees
 Pay and Benefit Considerations
 Contractors
 Access to company facilities and tracking employees

2
 Pandemic Influenza Checklist:
Business Continuity Plan (BCP)
Component Planned Action Assigned
Governance Clear lines of
authority and
decision making
Who has responsibility to activate the BCP, is there a back-up in
case of absence?
Is proper delegation of authority in place to make BCP decisions,
and succession if needed due to absences?
Are criteria and authorities in place for deciding to shut down some,
or all, operations or business functions?
Identification of critical operations, skills, personnel and “Critical”: safety,
supplies security,
compliance, and
operations
material to the
business
Have critical operations and business functions been identified?
(safety systems, power, control rooms, keep production on-line,
supply customers, pay bills)
Are there any “single point of failure” scenarios where loss of key
personnel due to absence could severely impact the business?
Identify core skills needed to operate essential operations and
business functions. Can these be backfilled due to absence?
Can business continue if key “shared” infrastructure is significantly
reduced or shut down? (Communications, IT, accounts payable,
procurement)
Could supply chain interruption and absences of suppliers lead to a
shutdown? What is the critical path component and timing?
Evaluate critical facility supplies (food, water, paper goods).
Planning for Absences Estimate 20 –
50% workforce
absence for 2-6
weeks
Evaluate critical workforce size and skills needed to keep essential
functions operating. (control room operators, fire department).
Identify trigger levels for shutdown.
Is the lead time needed for safe reduction or shutdown of
activities/operations understood and factored into shut down
criteria?
Evaluate if critical functions can be conducted from alternative
locations, outsourced, or whether work practices can be modified to
minimize number of personnel.

3
Are appropriate measures in place to limit spread of the virus in the
workplace, assess health care systems and provide EAP support?
Knowledge Management Critical
information is
backed up and
available
Are critical data, files, and information systems backed-up in case of
loss of key personnel?
Is critical information available from alternative locations if site
access is restricted?
Communications Timely and
accurate
information can
be
communicated
Have key contacts with stakeholders been established to
communicate BCP actions, including reduction or shutdown?
Includes employees, customers, labor unions, suppliers,
government.
Is government or contractual notifications required for BCP actions
including suspension of operations, disruption of supply?
Ensure critical employees have remote access to IT systems
Human Resource Issues - The following issues may need to be considered and counsel provided by
Human Resources:

Identify and review Human Resource issues that may be raised in the planning for prevention and
response to pandemic influenza. The local Human Resources manager can work with local business
units and departments to conduct the review and recommend solutions. As appropriate, corporate HR
guidance will be available. Policy decisions need to consider in-country laws and regulations and
application within joint ventures. Outcomes for the review could include:
 current policies are sufficient;
 some policy decisions need to be made case by case as actual issues become known;
 some policies or guidance are needed in advance.
The following HR issues are examples of what should be considered when planning for prevention or
response.

Expatriate Employees
 the approach to voluntary repatriation which may be requested by the employee or the
employee’s dependant
 repatriation authorized by The - Group
 mandatory repatriation required by The - Group

4
Pay and Benefit Considerations
Pay during forced stand down of non-essential operations and employees, such as forced
vacation, furlough, disability leave and other leave scenarios. Policy or guidance on The - Group
mandating employees to stay at home if they are ill, and/or if they have ill family members,
including potentially contagious period. Consider using fitness for duty policies.
Policy or guidance for employee sick leave to care for sick family members.
Telecommute or other work from home policies, like the telecommute guidance in U.S., IT
connectivity issues – “how to” must be planned ahead.
Prescription medication(s) covered and purchase amount limitations, allowed by benefit plans,
may need to be evaluated

Contractors
Review local requirements.

Access to company facilities and tracking employees

Policy or guidance on barring entry to company facilities to employees, contractors, visitors. This
may be based on temperature screening, or limiting contact within the work place.
Policy or guidance on tracking employee whereabouts, using local systems such as emergency
contact lists, a common telephone number to call
Guidance for “stranded” travelers unable to return due to travel restrictions (treat as continuation
as business trip, needs, communication.

5
 APPENDIX G

INFLUENZA SCREENING FLOW CHART

6
 Influenza Screening Flowchart
For Detection and Management of Suspected Pandemic Influenza Cases
Process
1) The Influenza Manager receives a call from a person suspecting they may have influenza
2) Do not visit the person if this can be avoided – manage the process over the telephone
3) Follow the flowchart below:

Ask the person if they have any of the following symptoms:

• High fever (or feel feverish and hot)
• Headache
• Fatigue and weakness
• Sore throat, cough, chest discomfort, difficulty in breathing
• Muscle aches and pains
• Been overseas recently

Yes, two or more No symptoms, as

of symptoms, as described above
described above

Patient should be considered as Unlikely to be influenza

possible case of influenza • Reassure
• Advise to call again if concerned or
visit their GP

Fill in influenza Notification Form over

the phone.
Take names of contacts (those working
within three feet or in enclosed place for
more than 60 minutes).

Advise them where they can find a surgical Advise contacts that they have been in
mask and ask them to leave work contact with suspect case.
immediately.
Ask contacts to go home and to stay
Advise them to call their GP by telephone there until they have received further
to advise that they have been in contact advice.
with a suspected influenza case.

Arrange for clean up of person’s

workstation

7
Notification Form
Suspected Flu Case at Work
Details of Affected Staff
Name: Worksite: Location of Isolation:

Job title: Nationality if Visitor to Site: Date of birth:

Address:

Telephone nos:

(Work): (Home): (Cell):

Symptoms noticed

Fever: Body Aches:

Headache: Fatigue:

Dry cough: Others Details:

Cold:

Time of fever on-set: ___________

Time of
isolation:_____________________

Travel history over the past 14 days:

Countries visited:__________________________________________________________________________

Flights taken:_____________________________________________________________________________

Where referred:

Contact List:
1. 6. 11.
2. 7. 12.
3. 8. 13.
4. 9. 14.
5. 10. 15.