As lockdown measures begin to ease, what does the future look like for the UK regulated infrastructure sector, and how can organisations start to plan for the ‘new normal’?
The impact of COVID-19 has tested the resilience of many UK transport, water, communications, and energy companies. As key workers, staff have continued to keep services running. They have been called on to rapidly put in place new services to support Nightingale hospitals across the country. Companies have suffered decreased revenue, either from closure of businesses or customers unable to pay their bills, straining already tight resources.
Yet despite these challenges, infrastructure companies have shown an exceptional commitment to keeping our trains moving, water flowing, people connected, and energy running. These organisations have adjusted to remote working, put in social distancing measures where needed, and converted several of their core business processes to virtual and digital almost overnight. But now, as lockdown measures begin to ease, how can the regulated infrastructure sector continue to meet customer demand and achieve performance targets?
Planning for the new normal
Arguably, it’s during this phase of recovery that the sector needs to plan for a different, more flexible way of operating. Without tools like an effective business continuity plan, a strategic long-term vision and regular engagement with their workforce and supply chains to capture lessons learned, there is a danger that infrastructure organisations will exceed their budgets through unplanned spending and fail to meet their regulatory targets.
Initially, recovery will happen in phases and, even as official guidance changes, people’s behaviour will still be guided by fear, reducing predictability. Some of the short to medium term changes we foresee as the country comes out of lockdown include:
Social distancing measures incorporated into business as usual as people are allowed to leave their homes
Reluctance of employees to return to the workplace due to concerns around virus exposure and the opposing benefit of working from home
Higher employee absence rates causing sudden works cancellations/pauses due to increased virus tracing measures forcing people to rapidly self-isolate
Long-established working conditions, patterns, and behaviours will be altered, and a wave of unpredictability and frequent change will take its place. With varied guidance from each sector’s respective regulators, the ability to be agile, focused, and proactive in managing change will now be of utmost value. Given that people are at the heart of any organisation, protecting the well-being of key workers and customers, both physically and mentally, will be doubly critical as we continue this journey.
Social distancing measures incorporated into business-as-usual as people are allowed to leave their homes
The UK Government has recently indicated that social distancing will remain for some time. While fewer people were out and about, utility companies responding to emergency works have found it easier to maintain social distancing. But how will they adapt once more people are out on the streets?
To maintain social distancing and protect both the public and key workers, business continuity planning will need to consider what additional measures - including physical distancing protection (e.g. barriers), changes to ways of working, or increased equipment cleaning - will be needed. Furthermore, increasing investment in technology, which would enable certain maintenance and repair tasks to be carried out remotely, can help to avoid putting people at risk. As construction activities continue to accelerate, more innovative solutions such as modular construction or 3D printing could also help reduce the time spent by the team on site and minimise physical interaction.
Ultimately, this is the time to review business strategies and asset management plans against various recovery scenarios to ensure they are still fit for purpose, incorporate innovative solutions, and provide resilience against the impending new normal.
Reluctance of employees in returning to the workplace due to concerns around virus exposure and the opposing benefit of working from home
Even as the government allows people to start to return to offices, employees are likely to be reluctant to enter public spaces without assurance that their safety has been considered. Increased cleaning, adapted use of office space and a people first mentality need to be established to help reassure staff that their safety has been prioritised.
Staff will need clear guidance with appropriate training on new ways of working, including interacting with colleagues and customers without breaking social distancing measures. Clear guidance and support around how to report safety concerns and what to do if someone suddenly feels unwell will help keep people safe and offer comfort.
Organisations may further consider enhancing their remote working capabilities by creating and embedding a formal ‘flexible working culture’ which promotes virtual collaboration and empathetic engagement. To successfully establish workforce safety, it is important to understand the areas of greatest risk within the workplace, engage staff in deciding mitigation measures and effectively communicate your approach and its benefits.
Higher employee absence rates causing sudden works cancellations/pauses due to increased virus tracing measures forcing people to rapidly self-isolate
The UK government, along with the World Health Organisation (WHO), have made clear that certain conditions will need to be in place before lockdown can be eased. One of these is around increased, wide-spread testing and tracing of the virus. Contact tracing solutions are currently being piloted and will shortly be implemented across the UK. Whilst the detailed workings of the system are not yet known, people are likely to have to respond quickly to infection notifications, which could disrupt work continuity.
Companies can prepare for potential disruption by defining clear roles and responsibilities, creating contingency plans for critical works which can be enacted efficiently, training and testing these plans with their staff and working closely with suppliers. Business continuity plans should clearly dictate what a staff member must do if they are notified that they may be at risk. Organisations that have broken down silos, established and tested clear guidance, and established a mission focused culture will be able to act collectively and consistently to minimise disruption.
Looking to the future
In challenging times, organisations have the opportunity to re-image the path to the future and make fundamental changes much faster than ever before. The UK regulated sector is having to do even more with even less, but now there is an opportunity for them to confront any weaknesses and pivot their strategies towards building a more sustainable and resilient future.
In the short term, testing and reinforcing business continuity plans, effectively capturing lessons learned, enhancing stakeholder engagement, and embracing agility and innovation will be critical to combat against uncertainty. In the long term, regulated infrastructure organisations that can mitigate and adapt to climate change, build more sustainable integrated systems and successfully embed change stand to profit the most. Ultimately, the positive actions that companies take now will provide greatest benefit for the uncertainty ahead.