News & Press: IoDSA in the Press

Boards should take the lead on COVID-19 impact to organisations

Tuesday, 10 March 2020   (3 Comments)
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The COVID-19 emergency has prompted much media coverage, panic in some quarters and severe market falls. At a time like this, it is vital that organisations act rationally, says Parmi Natesan CEO: Institute of Directors in South Africa (IoDSA).

“Boards are responsible for developing strategy and ensuring an organisation is sustainable. An unfolding global emergency like this is not the time to formulate a new strategy. Like all crises, this one will pass and a steady hand is what is needed,” she says. “Boards must offer rational leadership that builds on their existing strategy to steer the organisation through these choppy waters.”

Ms Natesan advises boards to consider the following points in responding to the crisis:

  • Potential impact on the organisation’s ability to function. While the COVID-19 emergency may not have an immediate impact on the organisation, it is important to look at the possible medium and long-term effects. Among these could be the impacts on the organisation’s extended supply chain and thus its ability to achieve its goals. These impacts could be - difficulty in accessing products or components, or employee absenteeism. Boards should look at what their core products or services are and what the critical dependencies are.

As part of this analysis, the board should consider the impact on the six capitals—Human, Financial, Social and Relationship, Manufactured, Intellectual and Natural—that every organisation depends on.

“Every organisation and industry sector has its own characteristics, and so the impacts of a global health pandemic such as this one will be unique,” Ms Natesan comments.

  • Assess the business continuity plan. Once the potential impact of the emergency on the organisation’s ability to function have been established, the board should assess whether the business continuity plan is able to mitigate the risks sufficiently, or whether it needs to be adjusted.
  • Update the risk register. If the risk posed by this emergency is deemed strategic, the risk register should be updated and mitigating controls put in place.
  • Develop a crisis communication plan. An organisation’s ability to recover when any risk materialises is hugely dependent on how it communicates with stakeholders. To be effective, crisis communications need to be well planned in advance.

“Risks do materialise, and when they do, boards should resist the opportunity to make snap decisions based on saturation and often exaggerated media coverage. This is the time to make sure that the existing strategies are fit for purpose, and then to act in line with them,” Ms Natesan concludes.

Comments...

Nkosinathi M. Myataza Pr Cert Eng CRM Prac Cert Dir says...
Posted Monday, 29 June 2020
Apt and to the point. The common reaction is to panic and want to devise new strategies rather than adapt existing disater and emergency management plans, including communicable desease plans. Also more importantly is not to develop a "hero mentality" but a steady head and head from the leadership. An added dynamic is the thin line of protecting both lives and livelihoods, which in the current context could be at loggerheads. As the infection rate increases exponentially (with a real need for a hard lockdown), the economy is collapsing (with a need for opening up). This requires intelligent, flexible and decisive leadership, based on a principled position and priorities that are clearly defined. It is easy to emphasize protecting livelihoods over the actual lives, or the other way round.
Nomthandazo Mbete says...
Posted Friday, 29 May 2020
Brilliant article, thank you. I find these four points useful for internal controls. Boards should be proactive and anticipate all possible risks that can affect business continuity.
Lomalanga V. Matsebula (Dlamini) says...
Posted Wednesday, 29 April 2020
The four points that have been listed by Parmi, IoDSA: CEO are spot on. As for the last one one, 'Develop a crisis communication plan', she could not have put it any better. A well developed communication plan can take an organisation ahead of the rest. Already, one can see how much spotlight spoke persons ( for Government ministries and organisations) have been put under. It must be the most stressful job after our front -line heroes in the medical profession in the fight against COVID -19.