SO. WHAT NOW?

BY PHIL WILSON*

REALISM A s we emerge from our enforced periods of confinement like larvae from a cocoon, the question is whether we will flourish into butterflies or suffer the fate of many and be consumed and lost in the economic food chain. The average person has spent the last few months drowning in an endless stream of new information relating to an invisible killer. They have been expected to learn at a rate equivalent to the exponential incidence growth of the COVID-19 virus itself. Strange new words have filled our vocabularies. We have tried to understand complicated graphs portraying often very distressing facts and we have had to endure changes to our routines – going against our instinct to physically interact with those we love and spending extended periods away from family and friends. Information has impacted us from an array of sources – international, national and local, much of it conflicting and tainted further by conspiracy theories. This has led to a great deal of questioning, lack of trust in governments as well as the media and dissent. Confidence, selfdoubt, stress and worry all challenge our minds as certainty of anything solid is temporarily fractured and we question how the future will play out. It is unlikely that many will emerge from 2020 with the same perspective they had going into it. Purely to exist and survive on a domestic and social level we have had to evolve. The virus has not respected rank or bloodline. No-one has been too ‘big’ to remain untouched. The COVID-19 episode has demonstrated a global lack of unity, trust and coordination at state and government level. There has been a major pre-occupation of comparing statistics to best fit a nation’s outward stance. Countries have used different metrics in published figures and inevitably scepticism over the integrity of reported numbers has ensued. Statements are open to

misinterpretation and amplification by instantaneous, poorly regulated media and social media, and increasing numbers of people have become frustrated at the apparent lack of consistency of approach to what is clearly a global issue. One planet; like a broken jigsaw with many ill-fitting pieces. Scientists and epidemiologists, unlike the politicians, have been more consistent and universal in their voices and have vacated their laboratories in droves to advise governments. Governments have tried to understand, interpret and translate their advice into digestible policies and directives. Many

have struggled to communicate effectively, leaving populations concerned and critical. National management control strategies differ too from nation to nation raising the question ‘Are we all fighting the same enemy?’ The COVID-19 sea remains far from calm. The knowledge base continues to change. A note of realism.

OPTIMISM

With reference now to the decision makers, owners, managers and franchisees within the hotel family. The pandemic has initiated a sequence of events that has pushed back the boundaries on the most knowledgeable of strategists and most skilled of crisis committees. Manuals often refer to situations such as earthquakes, wars or wildfires, some even listing viral outbreaks in their content’s pages. However, the section on tsunamis surely didn’t anticipate a tsunami on a microscopic level that has proceeded unerring on its eastwest path, ravaging populations and laying waste to the most robust of economies. With little forewarning back in March, properties had to shut, guests had to return home and employees were laid off. Buildings

fell empty and quiet and lockdown commenced. We were forced to reset. However, the sector in which I am lucky enough to work has once again demonstrated its great resilience, ingenuity, resourcefulness and adaptability. A light in the darkness. Some have fallen, as in all wars, but many show signs of pulling through. In contrast to governments, the focus has been consistent and narrow. The objective has been to restore properties to places that can operate safely and compliantly but still provide the best customer experience, while remaining profitable. The short- to middle

term strategy will be one that sees business through until the COVID-19 threat is minimised and vaccinations or therapeutics are in place. The learning outcome will provide a template for future pandemics (which I hope will not be necessary). At the time of writing (June 24th, 2020) the virus is still not fully understood, and nations are allowing hotels to open their doors again to business and leisure customers in areas where infection rates are sufficiently low. During the lockdown period, hotel policies have been created or reviewed and adapted around the prevention of spread of infection. Risk assessments are in the process of being completed to determine how to best manage COVID-19 and minimise the opportunity for it to arise and transmit. Where successful, these will involve physical adaptations and practical common sense standard operating procedures, adopted across departments proportionate to the hazards that exist in each. Close monitoring, review and adaptation will be necessary in consultation with the key players involved in each setting. Significant but necessary work. Containment plans will have been simulated and money spent on external advice and training courses. Self-certification documents will have been filled out in line with country-specific requirements. As a natural cynic, I am concerned about the integrity of selfcertification processes with such a sensitive and proven life-critical issue. If scientists are struggling to understand the organism, how we can confidently state that our business is ‘safe’ without verification by an insured competent professional raises a red flag in my mind. And what is ‘competent’ in this context when the world’s most educated are back to school on this issue? So, a word of caution around any advice that may be sought: ensure you are comfortable with your supplier selection, and ensure it is certified and reputable. Despite my negative tone, I recognise that it is critical we do not become risk averse. Life still must be lived and enjoyed, business must go on. It is important to strike a cautious balance and re-engage. Only then will the world start turning. I have been delighted and far from surprised to see colleagues around the world demonstrating the different ways they are overcoming the challenges COVID-19 has presented. It has been only a few weeks since what we deemed extraordinary became ordinary. Masks, hand hygiene, cough etiquette, surface sanitising and social distancing on the level expected today were unusual concepts to many a short while ago. Now there are very few members of society that are unaware of these. Proof that we can learn and move on. A cause for optimism.

*Philip Wilson is a British Risk, Hygiene and Safety professional currently residing in The Algarve, Portugal. He has operated as a consultant supporting and advising hotel, hospitality and leisure businesses throughout the Middle East, Russia, Europe, Africa and the Americas for over 30 years. Clients have included groups such as Starwood, Belmond, Accor and De Vere.