In the face of increasing frequency and severity of natural disasters, employers play a critical role in safeguarding not only the physical wellbeing of their workforce but also their psychosocial safety. Whilst it goes without saying that organisations must have developed and implemented Emergency and Business Continuity Plans to ensure the continuity of their business operations post a disruption event, preparation must go beyond this and should extend to supporting employees holistically before disaster strikes.
With current technologies available, for many large-scale disaster events, there is generally a build-up period with pre-emptive warnings from the authorities, as evident during fires, cyclones and pandemic events in recent years. At the same time, on the media front, there is all too often a hype that serves to create anxiety amongst the general public. This is amplified by social media’s sharing of information across the various platforms, frequently with an element of misinformation.
It is vital that employers begin by ensuring clear communication about their internal emergency procedures. This includes outlining evacuation plans, business closures, remote work arrangements, and how employees will receive updates. Making this information easily accessible and regularly reviewed fosters a sense of control and preparedness among staff.
In addition to practical logistics, attention must be paid to the emotional and psychological impact of an approaching disaster. Anxiety, fear, and uncertainty are common responses that can affect mental health and productivity, with knock-on effects to customer service. Employers can support psychosocial safety by encouraging open dialogue, offering Employee Assistance Programs (EAPs) (including proactively communicating with their EAPs in the lead up to an event), and training leaders to recognise signs of distress. Creating a psychologically safe environment, where employees feel heard and supported, can significantly reduce the mental burden in the lead-up to a crisis.
Flexibility is also key. Allowing time off for employees to prepare their homes and care for loved ones, or offering remote work when possible, demonstrates empathy and fosters trust. For employees in vulnerable areas, individual circumstances should be considered to accommodate their unique needs.
Finally, it is important to lead by example. Leaders who model calm, preparedness, and compassion help set the tone for the entire organisation.
By prioritising both the physical and psychosocial wellbeing of employees, businesses not only meet their duty of care but also build resilience within their teams, ensuring they are better prepared to face the challenges of natural disasters together.
The effective management of physical and psychosocial safety during natural disasters is linked to the organisation’s management systems, and specifically their Safety Management System. Are processes clearly and succinctly developed? And are they readily available for their target audience? In many cases, unfortunately, experience has shown that documented procedures are lengthy and verbose, offering little guidance to employees when they are needed. Is an 80 page Emergency Plan of any real use either in the lead up or during an emergency event? Whilst it may contain useful information, if it is not accessible or comprehensible, it is not referred to, and therefore when most needed it becomes useless.
A starting point for all organisations, is to review their emergency documentation with the lens of understanding and efficacy, and not simply one of compliance.
Please contact QRMC for more information or assistance.
