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EMERGENCY MANAGEMENT

Pandemic Plan

2020

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CONTENTS Document Control ........................................................................................................ 5

Amendment Record ..................................................................................................... 5

Review Schedule ........................................................................................................... 5

Distribution List ............................................................................................................ 6

Reference Material and Information Resources ....................................................... 7

Introduction................................................................................................................... 9

1.1 Aim ........................................................................................................................... 9 1.2 Purpose .................................................................................................................... 9 1.3 Activation ................................................................................................................ 9 1.4 Audience and Key Stakeholders ......................................................................... 10 1.5 Locations and Jurisdiction ................................................................................. 10

Characteristics of a Pandemic ................................................................................. 11

2.1 Duration of a Pandemic ...................................................................................... 11 2.2 Pandemic Phases ................................................................................................ 11

Prevention and Preparedness .................................................................................. 15

3.1 Responsibility for Prevention and Preparedness ............................................. 15 3.2 Prevention Strategies .......................................................................................... 15 3.3 Mitigation Strategies .......................................................................................... 16 3.4 Preparedness Activities ...................................................................................... 17 3.5 Business Continuity Planning ............................................................................ 17

Response .................................................................................................................... 18

4.1 Responsibility for Response ............................................................................... 18 4.2 State Activation ................................................................................................... 18 4.3 Curtin Activation ................................................................................................. 18 4.4 Meetings ............................................................................................................... 19 4.5 Emergency Communications ............................................................................. 20 4.6 Campus Closures and Temporary Ceasing of Operations .............................. 21

Recovery ..................................................................................................................... 22

5.1 Responsibility for Recovery ................................................................................ 22 5.2 Transition to Recovery ........................................................................................ 22 5.3 Support Services During Recovery ..................................................................... 22

Appendix 1 - Emergency Contact List .................................................................... 24

Appendix 2 - Curtin Focus Priority Board .............................................................. 25

Appendix 3 – CIMT Function Checklists for Curtin-Specific Pandemic Phases . 26

PREPAREDNESS PHASE ........................................................................................................... 26 STANDBY PHASE ...................................................................................................................... 27 INITIAL ACTION PHASE ............................................................................................................ 28 TARGETED ACTION PHASE ...................................................................................................... 29 STANDDOWN PHASE ............................................................................................................... 33

FACTSHEET 1 - How to wash and dry hands ......................................................... 36

FACTSHEET 2 - How to clean hands using an alcohol-based liquid ................... 37

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FACTSHEET 3 – How to fit and remove a surgical mask ...................................... 38

FACTSHEET 4 – Cough etiquette and respiratory hygiene .................................. 39

FACTSHEET 5 - Quarantine and/or Self-Isolation Measures ............................... 40

FACTSHEET 6 – Social Distancing Technique ........................................................ 41

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Document Control

DOCUMENT CONTROL

Document Manager Curtin Emergency Management

Contact Emergency Planning

Tel: (08) 9266 9910

emergency_management@curtin.edu.au

Authority Emergency Planning Committee

Next Review Date February 2023

Amendment Record VERSION

NO. DATE AMENDMENT DETAILS REVIEWED BY

1 October 2014 New plan issued for use Nadine Mcloughlin

2 February 2020 Review and amendment of plan Kate Oliver

2.1 March 2020

Minor revision of plan

- Update to Distribution List

- Update to Reference Material - Amendment to Locations and Jurisdiction - Additional actions added to Appendix 3

Kate Oliver

2.2 May 2020 Revision of Standdown actions in Appendix 3 Kate Oliver

Review Schedule Curtin University Emergency Management strives to establish a solid foundation of emergency preparedness by ensuring the existence and continual development of this Pandemic Plan and other related guidelines and procedures. This plan will be reviewed and approved by the Emergency Planning Committee:

- Every three years, or - Whenever enhancements have been identified during the normal course of

business; or - Following activation of the plan in a real or simulated pandemic to incorporate

any lessons learnt; or - Following audits of this Pandemic Plan.

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Distribution List

ORGANISATION

Critical Incident Management Team (CIMT)

Emergency Planning Committee (EPC)

Pro Vice-Chancellors of Faculties

Health & Safety

Safer Community Team

Faculty Business Managers

Curtin Health Services

Pro Vice-Chancellors of global Curtin campuses

Curtin Student Guild

National Tertiary Education Union (NTEU)

WA Department of Health, Disaster Preparedness and Management Unit and WA Country Health Service

South East District Emergency Management Committee (DEMC)

City of Canning/City of South Perth Local Emergency Management Committee (LEMC)

Town of Victoria Park/City of Belmont Local Emergency Management Committee (LEMC)

City of Kalgoorlie-Boulder Local Emergency Management Committee (LEMC)

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Reference Material and Information Resources This Pandemic Plan directs the preparedness and response efforts during a potential or actual pandemic event. It has been developed in accordance with the legislation, plans, frameworks and information listed below. It should be also used in conjunction with Curtin standard operating procedures (SOPs), business continuity plans and department-specific plans, which complement and coordinate overall efforts and provide more depth and specific knowledge and expertise.

SOURCE OF INFORMATION DESCRIPTION

Emergency Management Act 2005 An Act to provide for the prompt and coordinated organisation of Emergency Management (EM) in Western Australia (WA).

Emergency Management Regulations 2006

Subsidiary legislation under the EM Act which outlines the State Emergency Management Committee (SEMC), details the Hazard Management Agencies (HMA) and Combat Agencies for each hazard.

Curtin University Emergency Management Plan 2019

A Curtin-specific plan providing a consistent approach to planning, preparing for, responding to and recovering from emergency incidents that may affect the West Australian campuses.

State Hazard Plan – Human Biosecurity 2019

A plan that describes the strategic arrangements to assist West Australian government agencies manage emergencies resulting from the hazards of human epidemic and biological spillage, release or escape, across the PPRR spectrum.

State Emergency Management Plan 2019

A plan detailing the arrangements for all-hazards across the prevention, preparedness, response and recovery phases of all emergencies in Western Australia.

Critical Incident Management Framework

A framework that summarises the arrangements to embed the Incident Alert Matrix and management of critical incidents. The Critical Incident Management Team will lead the University during a critical incident and will prioritise response, recovery, resources and activities across the University until the University’s critical processes and/or infrastructure are operational.

Australian Health Management Plan for Pandemic Influenza (AHMPPI) 2019

A plan outlining Australia’s strategy to manage an influenza pandemic and minimise its impact on the health of Australians and the health system.

Australian Health Sector Emergency Response Plan for Novel Coronavirus (COVID-19)

The plan guiding the Australian health sector response to Novel Coronavirus (COVID-19).

Western Australian Government Pandemic Plan

A plan outlining the WA Government’s whole of government plan for protecting the community and minimising the impact of a pandemic on Western Australia.

Government of Western Australia – Department of Health

A website providing updated information on how the Western Australian Government is preparing and responding to protect and support residents during a pandemic event.

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Australian Government – Department of Health

An Australian Government website providing updated information on existing or emerging Australian health emergencies.

World Health Organisation (WHO) An international website containing authoritative and up-to-date information about potential and actual pandemic events, including daily situation reports.

RACGP Pandemic Influenza Toolkit Operational documents to ensure the Curtin Medical Centre is prepared and able to effectively respond to a pandemic.

Curtin University Working Remotely – A guide for success

A guide to assist those working remotely, whether it be from the home, in an activity-based working environment, while travelling for work, or anywhere else in the world.

Centres for Disease Control and Prevention, USA

Leading national public health institute of the United States, providing up-to-date travel and other information regarding diseases and conditions.

International SOS Provider for medical and security advice and support services for travellers.

Smartraveller, DFAT Australian Government overseas travel information and advice, including consular arrangements.

John Hopkins University Dashboard Interactive web-based dashboard to track reported cases in real-time for all affected countries, developed by researchers, public health authorities and the general public.

UK Foreign & Commonwealth Office Consolidated information produced by the Foreign Office that includes Public Health information, and travel and security advice.

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Introduction Curtin University has developed this Pandemic Plan as part of their Emergency Management process. Whilst the likelihood of a human pandemic is relatively low, the resulting effects on the Curtin University community and its major stakeholders could be devastating. Since 2009, the World Health Organisation (WHO) has declared a total of six Public Health Emergencies of International Concern (PHEIC) in response to pandemic threats. Consequently, governments and organisations around the world are taking biosecurity threats seriously and forming plans to try to reduce the consequences of pandemic disease.

1.1 Aim

The aim of this plan is to specify the responsibilities, actions, levels of response and policies in place to assist Curtin University in preparing for and responding to a pandemic event.

1.2 Purpose

This Pandemic Plan is designed to provide the University with a framework for the coordination of an operational response before, during and after a pandemic event. This will be achieved by:

• Identifying and implement mitigating strategies to minimise the spread of the virus to protect students and staff and the wider Curtin community from illness;

• Providing timely and up to date information to all University staff, students and the University community throughout a potential or actual pandemic;

• Minimising the impact to business operations by implementing specific actions; • Supporting State and Commonwealth actions for pandemic management.

1.3 Activation

This Pandemic Plan is to be activated as a sub-plan to the Curtin University Emergency Management Plan. All actions taken to manage a pandemic affecting the University will be authorised and coordinated through the Critical Incident Management Team (CIMT). The CIMT will coordinate the implementation of pandemic response actions based on the nature of the task and resources available, and provide advice to the Vice Chancellor. As with any critical incident, the CIMT may call on any University employee, as a subject matter expert, to provide expertise and guidance.

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1.4 Audience and Key Stakeholders

The information in this document is intended for key Curtin decision-makers during pandemic planning and response, specifically the Critical Incident Management Team (CIMT), Emergency Planning Team, Health and Safety Team, Health Services, Emergency Planning Committee (EPC) and Safer Community Team (SCT).

The Pandemic Plan may also be used as a reference tool by those who have a role in implementing the plan, or some part of it, such as:

• University Council • Planning and Management Committee • International Curtin campuses • WA Department of Health • Local Emergency Management Committees (LEMC) • Affiliate and support agencies

1.5 Locations and Jurisdiction

This plan has been developed for the following Curtin University campuses:

• Perth Campus – Kent Street, Bentley • Technology Park – Hayman Road, Bentley • Law School – 57 Murray Street, Perth • Graduate School of Business – 78 Murray Street, Perth • Old Perth Boys School – 139 St Georges Terrace, Perth • Old Perth Technical School – 137 St Georges Terrace, Perth • Kalgoorlie Campus – 95 Egan Street, Kalgoorlie • Midland Campus – Centennial Place, Midland

Curtin staff and students based at non-campus facilities are included in the arrangements outlined in this Pandemic Plan, in addition to any measures implemented by the organisations operating non-campus facilities. These locations include but are not limited to:

- Muresk Institute, Northam - Cockburn Aquatic and Recreation Centre (ARC) - Cockburn Integrated Health - Nowanup Bush University - Oral Health Centre of WA, Nedlands

Curtin campuses outside Western Australia are responsible for their own pandemic arrangements, in accordance with the guidelines and directives of their respective governments.

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Characteristics of a Pandemic A pandemic is an outbreak of an infectious disease that has spread across a large geographical region, or potentially worldwide. Examples of novel respiratory infections that have caused pandemics include Influenza (H1N1), Middle East Respiratory Syndrome (MERS-CoV), Severe Acute Respiratory Syndrome (SARS) and Coronavirus (COVID-19). A pandemic may occur at any time of the year and the pattern of spread, severity and mortality cannot be predicted accurately until the disease emerges. A severe pandemic in Australia would be unlike any other modern disaster and would create new challenges for government, businesses and other organisations, including the University. The virus may emerge rapidly and spread quickly across the country, causing severe illness and death as well as generating unprecedented levels of fear and anxiety in the community. A pandemic may occur in several waves lasting a few months at a time, for a period of a year or more. According to the Australian Health Management Plan for Pandemic Influenza (2019), the impact a pandemic may have on a population depends on the following factors:

1. The clinical severity of the disease; 2. The transmissibility of the virus between humans; 3. The capacity of the health system to cope; 4. The effectiveness of interventions, such as antiviral medication; 5. The vulnerability of the population.

Generally, a pandemic occurs when three conditions are met:

• A new infectious agent (usually a virus) emerges for which there is no human immunity;

• The new infectious agent is capable of infecting humans and causing serious illness or death;

• The spread of the infectious agent among the human population is efficient and sustained.

2.1 Duration of a Pandemic

For the purposes of planning, a pandemic is considered as likely to last for a period of up to 12 months with cases occurring in ‘waves’ within the community. These waves of infection may be separated by periods of three to nine months. The duration of each wave of illness may be up to 12 weeks or more, and the second wave may have a more serious impact than the first. During these waves, up to 40% of the community may become ill (in the case of Pandemic Influenza, for example), requiring other members of the community to care for those who are unwell.

2.2 Pandemic Phases

The World Health Organisation (WHO) and the Australian Department of Health under the Australian Health Management Plan for Pandemic Influenza (AHMPPI) use different systems for classifying pandemic phases. The University uses the AHMPPI system to

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describe the local Curtin conditions, which may differ from the WHO pandemic phases that describe the global impacts. Each pandemic phase in the AHMPPI system has a corresponding strategy to guide Australia's response, and Curtin incorporates the AHMPPI model whilst remaining relevant to local conditions (Appendix 3). Different response strategies may be used simultaneously at different campuses, due to variations in the local stage of a pandemic. Having a local classification system means that actions can be taken in Australia and at Curtin before a change of phase is declared by the WHO. Curtin will also maintain observation of a WHO declared pandemic, due to the high number of international students studying at the University, in addition to staff and students travelling and/or working for extended periods overseas. However, all decisions regarding the activation of the Curtin Pandemic Plan will be based on the Australian pandemic phases. The WHO uses a six phase classification system for pandemic alerts, which categorises the threat according to how serious it is, and what preparedness and response activities are required (Figure 1).

Figure 1. The six phases of a global pandemic as classified by the World Health Organisation (Source: WHO, 2009).

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Each pandemic phase has a corresponding management strategy designed to address the most pressing issues through specific actions as the pandemic progresses. In practice, a pandemic may require transitioning between phases and applying selected strategies across a number of phases dependent on the virus impact and strategies most suited to reduce the risk. The AHMPPI phases and associated actions are shown in Table 1 and Table 2 below.

Table 1. Australian Health Management Plan for Pandemic Influenza (AHMPPI) phase classification.

(Source: AHMPPI, 2019).

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Table 2. Pandemic phase classification for global, national and local conditions.

World Health Organisation AUS NEW (AHMPPI) CRITERIA

Phase 1 (OS1) (AUS 1) PreparednessNo novel viruses have been detected in humans. A virus that has caused human infection may be present in animals. If present in animals, the risk of human infection or disease is considered to be low.

Phase 2 (OS2) (AUS 2) PreparednessNo novel viruses have been detected in humans. However, a circulating animal virus poses a substantial risk of human disease.

Phase 3 (OS3) (AUS 3) StandbyA novel virus with a pandemic potential causes severe disease in humans who have had contact with infected animals. There is no effective transmission between humans. Novel virus has not arrived in Australia.

Phase 4 (OS4) (AUS 4) StandbyEffective transmission of novel virus detected overseas in a small cluster of cases in one country overseas. Novel virus has not arrived in Australia.

Phase 5 (OS5) (AUS 5) StandbyEffective transmission of novel virus detected overseas in large cluster(s) of cases in only one or two countries overseas. Novel virus has not arrived in Australia.

Phase 6 (OS6) (AUS 6) StandbyEffective transmission of novel virus detected overseas in large cluster(s) of cases in more than two countries overseas. Novel virus has not arrived in Australia.

Phase 6 (AUS 6a) Initial ActionPandemic virus has arrived in Australia causing a small number of cases and/or small number of clusters. Information about the disease is scarce.

Phase 6 (AUS 6b) Targeted ActionPandemic virus is established in Australia and spreading in the community. The pandemic virus has been detected in WA, or there is evidence to suggest confirmed WA cases are imminent. Enough information is known about the disease to tailor measures to specific needs.

Phase 6 (AUS 6c) Targeted ActionA pandemic virus which is mild in most but severe in some and moderate overall, with a low mortality rate is established in Australia. There are confirmed cases amongst members of the Curtin community and/or their associates. Mitigation measures are beginning to bring the pandemic under control.

Post Peak Phase 6/Post Peak (AUS 6d) StanddownPandemic is controlled in Australia but further waves may occur if the virus drifts and/or is re-imported into Australia. The public health threat can be managed within normal arrangements and monitoring for change is in place.

Post Pandemic Post Pandemic Preparedness Return to original state. No novel strain detected (or emerging strain under initial investigation).

Interpandemic

Pandemic Alert

Pandemic

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Prevention and Preparedness

3.1 Responsibility for Prevention and Preparedness

The State and Commonwealth health systems are responsible for undertaking overarching prevention and/or mitigation activities in relation to a pandemic hazard in Australia. At Curtin, the Emergency Planning Team is responsible for the Pandemic Plan and ensuring the content is current, relevant and accurate. The Curtin Health Service has its own pandemic planning documentation to ensure that the practice is well equipped and prepared to manage a pandemic threat to campus. Individual faculties or departments within the University are responsible for their own arrangements in the form of business continuity plans, which typically take an all-hazards approach.

3.2 Prevention Strategies

Prevention is better than cure. Students and staff members share responsibility for their own health and safety. If students, staff and the wider Curtin community follow a few simple steps, the risk of either succumbing to a virus, or of passing it on, can be minimised. These simple steps include:

Personal Precautions

• PRACTICING GOOD PERSONAL HYGIENE Good hygiene practices include proper hand washing using soap and water, immediate disposal of soiled tissues, refraining from touching your face by keeping hands away from eyes, nose and mouth, and use of an alcohol-based hand rub (hand sanitiser).

People should cover their nose and mouth in their elbow when coughing and sneezing. Workspaces should be wiped down regularly with sanitiser products.

Effective kitchen cleaning protocols should be implemented and shared utensils should be cleaned and disinfected prior to use.

Posters and other specific hygiene information may be displayed on staff notice boards and in high traffic areas such as toilets and staff kitchens.

• SANITISER SUPPLIES Curtin will provide sanitiser gels and sprays for student and staff use on an ongoing basis in pandemic situations. Stock levels and distribution across campus will be dependent on availability from suppliers. These items will be distributed in offices, in toilet/shower facilities and in other high traffic areas for use by staff and students as required. All Curtin staff, students, visitors and contractors will be strongly encouraged to utilise the supplies available to them.

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Stock levels of these items should ideally be maintained to the minimum required for three months normal supply, if known. Until demand and usage stabilise, this usage will be estimated.

• ESTABLISHING EFFECTIVE PERSONAL PROTOCOLS Developing effective protocols around self-isolation and behaviour for all members of the Curtin community who may be unwell or be in close contact with people who are unwell.

Organisation Safeguards

• AIR CONDITIONING SERVICES AND AIR EXTRACTION Curtin already ensures that air conditioning equipment and filters on all Australian campuses comply with the Australian Standard. This maintenance is carried out routinely and additional services will be arranged in the event of a pandemic situation, as appropriate.

• OFFICE CLEANING SERVICES Additional cleaning measures may be undertaken in the event of a pandemic, particularly in high-traffic areas such as the Library and Abacus Labs, as appropriate. Normal cleaning products are sufficient for this purpose. Staff will be requested to clean their own workstations and equipment surfaces with sanitiser products supplied by the University.

• PURCHASE OF PERSONAL PROTECTIVE EQUIPMENT (PPE) In certain situations staff and students (typically first responders) may be issued with, and be required to wear, personal protective equipment. These situations may include instances where staff are working in situations assessed as high risk, or when a staff member or student develops symptoms and is required to leave campus. PPE includes a face mask (either a disposable surgical mask or a P2 (N95) or equivalent particulate filter respirator), disposable gloves and, if in contact with unwell persons, eye protection (safety glasses) and a full length disposable gown.

• ESTABLISHING EFFECTIVE ORGANISATIONAL PROTOCOLS Developing effective protocols around leave arrangements for affected staff, travel restrictions, University-supported accommodation variations, special considerations for students and staff impacted by travel delays or denied entry, working from home expectations and stay-at-home arrangements if unwell or in close contact with a person who is unwell.

3.3 Mitigation Strategies

All mitigation strategies at Curtin will directly follow the advice provided by the Department of Health and other Commonwealth and State agencies, based on the level of pandemic threat.

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3.4 Preparedness Activities

Preparedness activities will focus on planning across four core aspects:

Documentation

This process includes establishing arrangements, developing and testing plans, and communicating the arrangements to stakeholders.

Resourcing

This aspect ensures adequate resources are available and ready for a rapid response. Resources may include human resources, sources of emergency and contingency funding, equipment (assets) and supplies (consumables), support services and IT capability.

Logistics

This relates to the provision of the abovementioned resources, and ensuring plans are in place for supply chain disruptions, consumable stockpiles, student and staff services, infrastructure maintenance, IT services, housing and accommodation, and travel.

Training and Testing

Training and testing of this Pandemic Plan is critical, to ensure that the instructions set out in the plan are suitable and proportionate to a pandemic response at Curtin. As a specific response sub-plan to the Emergency Management Plan, it is expected the Pandemic Plan will be tested once every two years by using a desktop pandemic scenario organised and controlled by the Emergency Planning and Risk and Assurance portfolios.

3.5 Business Continuity Planning

Business continuity management has traditionally focused on contingencies to safeguard critical assets and infrastructure. Increasing awareness about other emerging threats, such as biological agents, is critical to ensure that human assets are also protected. A business continuity plan provides the framework, embedded within the day to day operations of the University, to support the development and maintenance of a state of readiness to respond to, recover from and subsequently resume operations following a significant disruption such as a pandemic affecting the University community. Each Curtin faculty or department is responsible for their own business continuity arrangements, including a Business Impact Analysis, which should include the management of pandemic-related impacts and the recovery capability of the business unit. For more information, refer to the Curtin Risk and Assurance website.

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Response

4.1 Responsibility for Response

The State Human Epidemic Controller (SHEC), as the Hazard Management Authority (HMA), is responsible for all State-level pandemic response activities under the Emergency Management Regulations 2016. At Curtin, the response will be led by the Critical Incident Management Team (CIMT) Leader. The CIMT manages all response activities for the University under one authority.

4.2 State Activation

Activation of the State Hazard Plan – Human Biosecurity response arrangements occurs when an infectious or transmissible disease does or will require resources that exceed the capacity of existing health services in Western Australia. The State Human Epidemic Controller (SHEC) is the Hazard Management Agency (HMA) for human epidemic in Western Australia. Curtin is to follow the guidance and directives from the SHEC at all times during a pandemic event. The Medical Director, University Health is the primary liaison officer for all contact with the SHEC. The Emergency Planning Team also has contact with the HMA via the Local Emergency Management Committee (LEMC). For further information on the roles and responsibilities of the SHEC and HMA, refer to the State Hazard Plan – Human Biosecurity.

4.3 Curtin Activation

Upon activation of the Curtin Pandemic Plan, key personnel with responsibilities under this plan will immediately move to undertake the actions outlined in the team function checklists for the relevant phase of the emergency (Appendix 3). Depending on the nature of the pandemic, other actions deemed necessary may be implemented at the direction of the CIMT Leader. Curtin’s key pandemic management strategies and response arrangements can be summarised as follows:

• Ensure the Curtin Pandemic Level and Alert Level is escalated appropriately and in a timely manner, in accordance with a proportionate response;

• Plan for reduced levels of staffing and student absences, and organise support services, medical aid and alternative arrangements as required.

• Plan for supply chain disruptions, particularly to stocks of consumables (PPE, cleaning equipment), hardware, IT equipment, maintenance and facilities equipment, laboratory supplies, and other incidentals;

• Develop consistent messages and ensure accurate and timely communications are regularly circulated throughout the University community;

• Determine the essential services within the University, and plan for an altered state of operation.

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Critical Incident Management Team

When the actual or potential threat of pandemic reaches a specific level, the CIMT will be activated. This specific level will vary on the occurrence, detection and treatment of the pandemic virus. In the initial stages of a CIMT activation, only the essential CIMT functions will participate. The following CIM Teams are likely to support a pandemic response:

- Incident Coordination and Governance Team - Business Response Team - People Response Team - Communications and Stakeholder Team - Properties Team* - Emergency Management Team* - Digital and Technology Services Team*

* For a full CIMT escalation where there are confirmed or imminent cases at WA campuses.

Safer Community Team

The Safer Community Team will be responsible for any operational activities on Curtin campuses by providing a 24/7 response service, in line with their business-as-usual activities.

Health Services

Curtin Health Services clinic at the Perth Campus has protocols in place to ensure individuals who are unwell call first to discuss their symptoms before presenting at the Clinic. The Medical Director will undertake tracing protocols and notify the CIMT to manage suspected exposed people or areas. Specific arrangements are detailed in a separate plan and managed by the Medical Director, University Health.

Subject Matter Experts

Subject matter experts, from both within the University and from external agencies, may be called upon to make recommendations on specific matters relating to the pandemic response.

4.4 Meetings

Upon activation of this plan, the core members of the CIMT will meet to provide updates and determine actions, and according to the situation, determine the frequency of meetings and protocols for communication. Each team will make its own arrangements for meeting frequency and communication methods, and will link into CIMT through the Team Leader.

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4.5 Emergency Communications

General Communications

Effective communication with staff, students and external stakeholders is one of the most crucial aspects of a pandemic response. Public information should focus on the health and safety of the University and its staff, students and visitors. All communications should include relevant, clear and targeted direction on the specific actions individuals should take to protect themselves from harm, plus any other information relevant to the event, including travel restrictions and impacts to work and study activities. In addition, the special needs of vulnerable individuals must be given due consideration; it is therefore necessary to use multiple forms of communication. The University has the ability to provide both early warning and real-time emergency messaging relating to a potential or actual pandemic event, ensuring accurate emergency messages reach the University community, the public and relevant stakeholders in a timely manner. The following channels may be used to communicate with the Curtin community:

- Vice Chancellor’s Note to Staff - Curtin Alert - Critical Incident Hotline - University website and social media platforms - Email and text messages - Digital boards - Webcasts - OASIS for student messaging - International social media platforms (Sina Weibo, WeChat, QZone, V Kontakte,

Douban, Kakao Talk)

All channels of communication should be continuously monitored for accuracy, rumour control and as a source of intelligence during the event. All Curtin University communication relating to a pandemic threat will be coordinated by the Vice President, Corporate Relations and authorised by the Critical Incident Management Team, if activated.

Communications for Confirmed Cases

If there are confirmed cases of a pandemic virus within the Curtin community, it may be necessary to circulate customised messages to those involved in the response, specifically teaching staff, Health Service staff, and student-facing staff. Depending on staffing levels, it may be appropriate to establish a generic Curtin email address and shared inbox that pandemic incidents can be reported through, to provide a single point of contact for confirmed cases. This inbox would be monitored by the Medical Director, University Health and representatives from the staff and student

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teams, Emergency Planning Team, Health and Safety and Safer Community Team to ensure full coverage.

4.6 Campus Closures and Temporary Ceasing of Operations

Closing a campus or temporarily ceasing operations on campus are last resort measures to a pandemic and will occur in consultation with the Department of Health or other Government agencies. Specific arrangements for the closure of a campus will be managed by the CIMT.

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Recovery

5.1 Responsibility for Recovery

Local Governments are responsible for managing the recovery of their community following a pandemic event. Curtin links into this recovery at the Local Emergency Management Committee (LEMC) level. The University’s Emergency Planning Team will be the contact point for the LEMC. The CIMT will lead the recovery phase as the transition to normal operations occurs. Recovery activities will commence during the response phase to have the best success and outcomes for the Curtin community.

5.2 Transition to Recovery

As the pandemic phase is downgraded to Standdown (WHO Post Peak and Post Pandemic Phases), the CIMT will oversee and support the transition to recovery, and the resumption of normal operations. The Emergency Planning Team is responsible for the collation and implementation of a Corrective Action Plan to highlight and correct aspects of the planning and response phases that required improvements. The State Human Epidemic Controller (SHEC) will ensure that a State Recovery Plan is developed for Western Australia in conjunction with key stakeholders. The State Recovery Plan will address issues such as the re-establishment of normal health services, staff and student attendance that may have been interrupted during the pandemic, and the wellbeing of pandemic survivors, all of which the Curtin community would have access to, if required.. For more information on specific State arrangements, refer to the State Hazard Plan – Human Biosecurity.

5.3 Support Services During Recovery

Exposure to the trauma and stress associated with a pandemic threat can have significant long-term adverse effects on students, staff, and the wider Curtin community. Some people may experience feelings of panic and anxiety, or they may be subjected to prejudice and judgement. Those involved in the response may be feeling overwhelmed, tired, or deflated once the response phase has ended. It is important that members of the Curtin community who have been impacted are given post-pandemic support to comfort, reassure and connect them, thereby reducing the stress and stigma associated with this type of event. This may take the form of psychosocial, physical, and professional support. The University will make arrangements for all members of the Curtin community to access support services if required, to ensure the care and respect of impacted community members in accordance with Curtin values continues into the recovery phase.

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The University will monitor work-load and rosters of all staff and community members who are supporting the response to support their wellbeing including breaks, leave and time in lieu, counselling and rotation of teams.

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Appendix 1 - Emergency Contact List

EMERGENCY CONTACT LIST

Police / Fire / Ambulance (Life-threatening-emergencies)

000

Australian Government Department of Health

1800 020 103

WA Department of Health (08) 9222 4222

Healthdirect 1800 022 222

WA COVID-19 Hotline 1800 300 243

Curtin Health Services (08) 9266 7345

Curtin Safer Community Team (Non-life-threatening emergencies)

(08) 9266 4444

Curtin Counselling Service (08) 9266 7850

Curtin AccessAbility Services (08) 9266 7850 1800 651 878

Assure Programs Employee Assistance Program

1800 808 374

Smartraveller 1300 555 135 from within Australia (02) 6261 3305 from overseas

International SOS (02) 9372 2468 Quote Membership No: 12AYCA656047

World Health Organisation (WHO) www.who.int

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Appendix 2 - Curtin Focus Priority Board

FOCUS/PRIORITIES – P E A R L PEOPLE (LIFE) Safety – People impacted Tenants/CIC/Housing Immediate notification: Curtin Alert/SafeZone Wellbeing Access and Egress Safety – Animals impacted Hazardous Materials Gridlocks/ traffic management Site Location (which campus) Clean up PC 3 Labs Contain or isolate Emergency Infrastructure – safety Cordons Critical ICT infrastructure affecting Signage

Critical systems (EWIS/Cardax, Curtin Alert) CIMT/EMT Communications

ENVIRONMENT Clean up (Specialised) Regulators Contain or isolate Community impacted Hazmat Site Subject Matter Experts PC3 Labs (airborne vs vector borne) CIMT/EMT Communications

ASSETS – Premises, Key Infrastructure DAMAGES TO: Campus Location Buildings ICT Infrastructure (core systems, including Utilities

Microsoft suite, email, web, telephony, etc) Signage Research: facilities & critical dependencies, Equipment

Including utilities infrastructure (e.g. TCEs) Vehicles, including industrial Roads, pathways, access and egress CIMT/Business Response Communications RECOVERY – Reputation/Rebuilding Confidence RECOVERY REPUTATION/REBUILDING CONFIDENCE Student Services including classes F2F/online/ Social media

fees/enrolments/ exams, etc) Invoke Hotline/Incident Information website if relevant Study Calendar Cycle (Semester/trimester etc) Communications channels operational Staff requirements (classes delivery/payroll/ Messages to the Community/Community concerns

Teaching) Unified messages with Emergency Services Research/IP/Data Media

Suppliers/Subject Matter Experts Families/ Hosting area for families Denial of access University Spokesperson Core systems – Prioritise Liaison with Government/Ministers/Regulators Core locations/buildings – Prioritise Liaison with Industry

Alternate Premises Liaison with Alumni Subject Matter Experts Memorials – immediate and medium term

Salvage / rebuild CIMT/Business/People Communications

LOSS – Liability/Productivity/Revenue Revenue impact Compliance and Regulators Legal liability/Breaches HESA/ESOS/TEQSA/AHPRA et al Loss of Productivity Insurance, including Business Interruption cover Research / Student losses CIMT/Risk/Legal/Compliance Comms. Funding for uninsurable losses

Appendix 3 – CIMT Function Checklists for Curtin-Specific Pandemic Phases

PREPAREDNESS Business as usual state. No novel strain detected (or emerging strain under initial investigation). Resumption and continuation of normal business activities.

Establish pre-agreed arrangements by developing and maintaining plans.Test plans and ensure all response staff are adequately trained and familiar with documentation.Review Curtin Health Service Pandemic Plan to ensure interoperability with Curtin Pandemic Plan.Communicate pandemic arrangements to stakeholders. Ensure resources are available and ready for rapid response, including human resources, emergency funding, equipment, supplies, support services and IT equipment.Monitor the emergence of diseases with pandemic potential, via the World Health Organisation, the Australian Department of Health, Centre for Disease Control, DFAT Smartraveller.

Observe normal precautions; encourage and maintain good hygiene practices throughout the year, including having a flu vaccination.Cross-train employees to perform essential functions so the University can operate even if key employees are absent.

General

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STANDBYOverseas clusters of human infection with a new virus with pandemic potential. Virus is becoming increasingly better adapted to humans, but may not yet be fully adapted (substantial pandemic risk). The aim of this phase is to delay the virus arriving in Australia.

Prepare to commence enhanced arrangements.Communicate updates to CIMT to raise awareness and confirm governance arrangements.Set up email groups/MS Teams.Nominate key personnel appointments and brief proxies. Conduct a desktop or simulation pandemic exercise to review plans and identify gaps or amendments, if possible.Designate a person to liaise with Department of Health (i.e. Medical Director).Designate a person to liaise with Department of Foreign Affairs and Trade, Home Affairs (i.e. Critical Incident Risk Manager).Designate a person to monitor the Australian Federal Government pandemic website and other relevant sources daily for changes in pandemic phase and release of information (i.e. Emergency Planning Team, Critical Incident Risk Manager).Designate a person to liaise with international campuses. Designate a person to liaise with visa officers.Designate a person to liaise with TEQSA.Designate a person to liaise with accommodation providers.Designate a person to liaise with Perth Transport Authority and other transport agencies. Confirm locations and contact details of Curtin University staff and students who are overseas on University business.Draft a message to current and future travellers advising of the emerging situation.Consider deferring non-essential overseas travel.Support repatriation of Curtin staff and students from overseas on official business, particularly from high risk areas.Check insurance implications for cancellation.Check ISOS Travel Trackers against Travel Operations Portal to ascertain the number of people affected off-campus. Make contingencies in case travel bans expand and interrupt teaching, research, fieldwork, etc.Ensure all response activities align with the Curtin values.Determine if/what large events are being held on campus in the immediate future. Consider the effects of supply shortages and travel restrictions on operations.Advise key staff where to access the latest versions of the Pandemic Plan and other related documents.If possible, identify potentially high risk groups among staff and students and Curtin University community, e.g. pregnant women, children, elderly, people with pre-existing medical conditions. Stocktake PPE, cleaning and hygiene consumables and plan for distribution and resupply across campuses.Identify additional suppliers for PPE and hygiene consumablesDesignate a person to liaise with supply chain members for equipment and consumables. Make contact with student accommodation in Bentley and Kalgoorlie - draft key messages and determine quarantine arrangements if required.Check quarantine protocols for Childcare Centre, and if they differ from general advice. Make contact with Department of Education, if required.Consider working from home arrangements.Add and regularly update key messages in Travel Operations Portal.Plan for staff and student absences.Through the Travel Operations Portal, identify and limit travel to impacted province/s and city/s as they emerge, if applicable.Ensure all student enquiries received are recorded and coded in the Customer Relationship Management (CRM) system so the impact can be monitored and reported on.Identify the University’s core people and skills.Review Federal Government international travel advice and align the University international travel policy.

Engage in health promotion strategies, including the distribution of information and signage across campus and on digital channels.

Review policies regarding employee illness, including how to report it, apply personal leave, and manage family care arrangements.Ensure the Student Experience Team is included in discussions; include the Chairs Student Safer Community Response Group and Staff Safer Community Response Team also.

Prepare a preliminary budget for pandemic preparation.Maintain contact and share consistent messages with international campus PVCs, Kalgoorlie campus, and SET.Develop FAQs with Curtin Connect for distribution to students. Determine which facilities are critical, document specialist skills required to operate, and Safe Operating Procedures (SOP).Make contact with third part hosts and academic partners. Liaise with Pro Vice Chancellors and Heads of School, including at off-shore campuses.Commence arrangements for online teaching delivery; assess percentage of units/courses available for online delivery; assess suitability of delivery off-shore (e.g. overseas country limitations/censor).Confirm arrangements and communication with DFAT for NCP Scholars (DFAT managed) and NCP Students (Curtin managed) and if there will be any penalties/adverse impacts.

Reinforce good personal hygiene practices in all outgoing communications.Consider activating the Campus User webpage.

Send out messaging providing consolidated information of steps the university is undertaking to prepare for and respond to the pandemic.

Prepare messaging templates, include messaging for visitors to campus.Set up a social media alert to monitor social media activities.Communicate to the University community to raise awareness and confirm governance arrangements.

Prepare templates and briefs for release during later phases, using Department of Health and other State and Commonwealth resources.Circulate messaging about the benefits of vaccinating for the flu and other diseases. Provide a FAQ list and communicate preparedness and response actions to staff, students and the wider Curtin community.Consider who appropriate spokespersons may be.Establish and maintain two-way communication internally and across social media platforms.

Activate regular updates to the Curtin community via the VC Note to Staff and OASIS, and other appropriate channels of communication.

Properties Team Identify service provider to remove contaminated items (e.g. PPE) to be activated in later phases.

Business Response Team

Communications and Stakeholder Management Team

Incident Management Team

People Response Team

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INITIAL ACTION

A virus with severe pandemic potential has arrived in Australia causing a small number of serious cases. Information about the disease is scarce. The aim of this phase is to limit the spread of the virus in Australia.

Consider implementing overseas travel restrictions for Curtin University staff and students on official business.Designate person to liaise with Perth Airport and Border Force, if required (i.e. Critical Incident Risk Manager).Support effective governance.Ensure response level is proportionate to the risk and potential risk and that a coordinated and consistent approach is used. Ensure all offshore campuses have been provided with advice regarding the Curtin Perth status and actions.

Collect DFAT advice and liaise with appropriate DFAT representatives.Consider the need for and extent of any travel restrictions. Follow advice from DFAT.

Ensure Curtin response actions align with DFAT advice.

Distribute information on University actions to foreign embassies and consulates.Liaise with other universities on their measures if closures are anticipated.Determine how out of pocket additional costs for staff and student travellers will be funded (after insurance and New Colombo Plan Mobility Program (NCP) funding).Start to collate information on the number of impacted staff and students and the potential and current impacts.Ensure all response activities align with the Curtin values.Consider the roster and wellbeing of incident response teams, and make arrangements for the rotation of staff. Check Commonwealth and State health advice and assess this advice from a Curtin perspective.Travel Operations Team to monitor ongoing changes to travel and report back. Identify and limit travel in the TOP if required. Support the amendment of flight arrangements for all staff and students returning to Australia, if required. Prepare and support the needs of the Medical Centre:- Manage initial cases, if present, including key messages regarding not presenting at Health Services if unwell.- Identify and characterise the nature of the disease within Australian and West Australian context.- Provide information to support best practice health care and to empower the Curtin community and responders to manage their own risk of exposure.Determine impact level of high absenteeism levels on the University's ability to continue operations (product/service delivery, student support, teaching, accounts receivable, etc).Monitor and report any identified or suspected cases to Department of Health and local health agencies.Ensure front line “at risk” staff (i.e. Safer Community Team, Medical Centre staff, cleaning staff) are provided with medications/vaccinations (if available) and PPE, and are monitored.Develop signage to discourage unwell people from attending the Health Service without prior notification.Manage anxiety from staff and students, especially around possible risk of stigmatisation and harassment.Prepare support services for students or work from home arrangements for staff in home isolation/quarantine. Prepare study support and/or special consideration arrangements for students.Set up a monitor of FAQ views from the website, if activated.Distribute PPE and hygiene consumables across campus.Provide appropriate training for those using or assisting others with PPE. Notify Assure of the possibility of higher demand on services during the pandemic period. Ensure Employee Assistance Program backup is in place for students.Check upcoming events on campus and how they may be impacted, i.e. Graduations , O-Week, Pasar Malam. Consider postponement or cancellation.Assess and aim for delivery of online courses to be timely to meet critical dates on the academic calendar.Continue to develop FAQs for students.

Determine staff capabilities and technical support systems available to support alternate teaching deliveries.Liaise with, keep informed and provide key messages for Pro Vice Chancellors and Heads of School.Prepare key messages for agents, tenants, contractors and third party providers.Ensure the Curtin Connect team is regularly updated.

Determine critical activities that may be impacted, i.e. key researchers unable to arrive in WA.Appoint subject matter experts from Health Sciences, Health and Safety, Health Service, etc.Monitor academic activities for any unexpected impacts, and respond accordingly.Log questions asked by students so they can be entered into CRM and dealt with, which will also inform the FAQ page. Undertake scenario planning for a range of options if students are not able to reach campus. Identify impacts on contracts and third parties. Identify business continuity arrangements for increased social distancing strategies or campus closures if the event escalates. Consolidate a range of options Curtin has to provide a package of viable options for online delivery or other similar initiatives.Determine how additional and uninsurable costs accrued by staff and students are going to be funded. Draft key messages around this to use when affect people request more information (done on a case-by-case basis).

Establish a key messages protocol and ensure all messages are forwarded through the CIMT Leader for approval. Identify official spokespersons for the University.Distribute hygiene and infection control information.Regularly check Government health agencies for advice.Issue regular updates to staff and students on University actions.Inform students and staff of campus closure arrangements and provide FAQ for student enquiries central point of contact.Implement strategies for communicating with staff and students during a campus closure.Draft travel restrictions messages including recall to Perth, if applicable. Issue emails to students on placements returning to Australia, new travel deferred, departing affected areas, etc.Issue communications to staff about returning to Australia, deferring new travel, departing affected areas, amending flights, etc.Consider whether the Campus Users webpage is required at this stage.Draft messaging to Curtin Community about any large events on campus and the status of the events, i.e. Orientation, Examinations, O-Week, Pasar Malam, etc.Agree upon the recommended communication channels to use, such as digital boards, social media, text, webpage, emails and Oasis, VC Notes to Staff for information as well as media reports.Consider the need to use overseas communications channels (WeChat, Douban, etc).Determine if Curtin Alert will be used to ask students to check Oasis for significant updates.

Properties Team Prepare and implement as necessary additional campus cleaning schedule appropriate to the severity of the virus.

Communications and Stakeholder Management Team

Incident ManagementTeam

People Response Team

Business Response

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TARGETED ACTION

A severe pandemic virus is established in Australia and is spreading in the community. The pandemic virus has been detected in WA, or there is evidence to suggest confirmed WA cases are imminent. Enough is known about the disease to tailor measures to specific needs.

Consider a total travel ban for Curtin University staff and students on official business. Liaise with Perth Airport and Border Force to establish links in the event of any Cur n community members being impacted.

Maintain line of sight across all incident activities including two way communication with international operations and campuses.If instructed by Department of Health, isolate high risk groups through social distancing, work from home or other arrangements.Prepare for next steps and contingency plans if the threat becomes a global pandemic.Ensure a proportionate, coordinated and consistent response.Review the overseas travel policy and amend restrictions, if applicable.Review campus closure plans, home isolation and social distancing policies that may have been activated under other phases.Ensure all response activities align with the Curtin values.Distribute information on university actions to consulates and embassies.

Ensure all ac ons are being taken are in accordance with the Australian Health Management Pandemic Plan and other relevant documents..

Outline best practice for pandemic preparedness and response and give responders information to manage their own exposure. Look into any domestic travel restrictions or recommendations.Check the Incident Team membership and update distribution list (including Microsoft Teams groups).Ensure that all CIM teams are using Microsoft Teams for communications.Check if any teams require support in implementing Microsoft Teams, and if so, arrange with DTS.

Provide information on university actions to consulates and embassies.If applicable, distribute messaging on the implementation of closure and additional security plans to key stakeholders.

Continue to ensure all messages are forwarded through the CIMT for approval. Communicate to engage, empower and build confidence in the community.Communicate the travel restrictions for Curtin University staff and students on official business.Activate Campus User webpage and ensure it is accessible for current and future students, staff and external stakeholders.If necessary, ask students to test the FAQ's page to identify any discrepancies or room for improvement.If applicable, distribute messaging on the implementation of social distancing measures and increased working from home arrangements based on Australian Government advice.If applicable, distribute messaging on the implementation of campus closure plans based on Government advice.Develop FAQs for staff and external stakeholders and ensure the FAQs are updated promptly as information changes.Continue to provide regular VC Note to Staff and communications to students via other channels (OASIS, etc).Anticipate media information needs, and prepare accordingly. Manage media requests and other incoming queries.

Ensure that all communications are culturally and linguistically appropriate.

Manage the emerging risks for the Incident Communications Team:- Social media monitoring. - Monitoring information and a lack of coordinated consistent communications.- Checking community feedback and ensuring a timely escalation of issues.Establish or update a key messages protocol for all messaging to staff, students and other stakeholders. Obtain approval for protocol from the CIMT Leader and Vice President, Corporate Relations.Review and reissue updated hygiene and infection control information.Develop a communications strategy for different campus shutdown scenarios; (1) Complete city/state lockdown, (2) No staff or students on campus except for essential services, (3) No students on campus.Consider the need for more "low tech"/analogue communications for better engagement - posters, lecture theatre slides, digital board messages, etc.Communicate to staff, students and the wider Curtin University community the revised policies regarding home isolation and social distancing, including reference to Department of Health advice and official information sources that have shaped policy revision.Communicate University actions and the degree of impact from the pandemic to key/VIP external stakeholders including foreign embassies and research partners.Assist Government health agencies to communicate with staff and students through supply of contact details, translation/language services and established Curtin communication strategies in place for campus closure. Consider all communications for staff, students and the following stakeholders:i. SET, Council, Ministerii. PVCS, HOS, Heads of Area iii. Department of Education WAiv. Canning College, Curtin College v. Childcare Centrevii. Tenantsviii. Campus accommodation providers (UniLodge, Programmed, etc)ix. International campuses and Kalgoorlie x. Third party providers xi. Returning staff and student travellers xiii. New travellers staff and studentsxv. Homestay providersxvii. Events teams, including graduations and orientationxviii. Contractors and visitors

Gather intelligence on the pandemic virus: - How long can it last on hard surfaces? - Can it spread through air conditioning? - What is the best cleaning regime? - What is the most effective hygiene behaviour? - Can it be passed on via parcels from affected countries?Check all incoming domestic and global information and situation reports and produce regular status reports.Work with Communications Team to produce appropriate signage and communications for on-campus use. Identify any gaps in the response and provide advice and support where necessary. Monitor actions and processes in the Pandemic Plan and advise CIMT on the level of activation. Ask Safer Community and maintenance staff to collect on-the-ground intelligence and provide updates to feed into CIMT. Make recommendations and establish protocols around infection control and prevention measures, such as ceasing handshaking, practising social distancing, washing hands, cough and sneeze etiquette.

Incident ManagementTeam

Emergency Management Team

Communications and Stakeholder Management Team

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TARGETED ACTION

A severe pandemic virus is established in Australia and is spreading in the community. The pandemic virus has been detected in WA, or there is evidence to suggest confirmed WA cases are imminent. Enough is known about the disease to tailor measures to specific needs.

Establish wellbeing and counselling support for staff and students in isolation or recently returned who may need to self-isolate. Clarify leave arrangements.Add a Travel Isolation leave category in place on Employee Kiosk. Instruct employee to liaise with their line manager as soon as possible. a) Work from home if able and well.b) If unwell, advise staff member to take personal leave.

Establish or update a self-isolation protocol to clarify who is notified when staff or students advise their manager/supervisor that they need to self-isolate. This is to enable appropriate support for the person. Clarify:a) The process for students.b) What self-isolation means for staff and students, both those self-isolating and those managing or supporting someone who self-isolates(administrative requirements).Manage travel plans/bookings and annual leave for SET members and CIMT members:a) Provide information about planned/booked travel or leave to Director, People and Culture.b) Ask SET and CIMT staff to provide their travel/leave plans to Director, People and Culture.C) Defer all non-essential travel until further notice.d) Consider video conferencing, teleconferencing, Skype, Zoom and other remote working/meeting options as alternatives during the travelManage any impacts on graduations, if applicable.a) Provide hand sanitisers.b) Conduct ceremonies in open air venues where possible.c) Distribute self-isolation messages for students, parents, attendees consistent with the Australian Government Department of Healthmessaging.d) Advise graduation participants to minimise personal contact.

Organise supply and distribu on of Personal Protec on Equipment (PPE) and hygiene consumables (hand sani ser, etc). Prepare and distribute messaging on correct hygiene practices in toilets and other areas via PF&D (request for cleaners or parking officers to install). Ensure Medical Director, University Health has approved messaging.

Distribute bottles of hand sanitiser in the following locations:a) On every reception counter.b) Near office areas where people congregate (lunch rooms, etc).c) On the counter of each café and food van.Request for a senior member of staff in each area monitor the bottles and replace when empty.Provide information on the use of masks, if applicable. a) Where masks can be obtained from.b) Advise people to follow the Department of Health advice on PPE.c) Consider making special arrangements for Curtin first responders, such as the Safer Community Team.d) Ensure information is sent out regarding masks on campus and the use of masks for travellers.

Continue hygiene and infection control measures, based on advice of the Australian Government Department of Health and other local health agencies.Establish housing protocols for self-isolation and the use of shared kitchens in accommodation areas.

Obtain details of the number of people impacted from Director, Student Experience, and forward to Director, People and Culture.Monitor all Australian Government Pandemic Plan stages and advice, and modify actions accordingly.

Prepare key messages and quarantine arrangements for student accommodation at Bentley and Kalgoorlie campuses, if required.

Continue to monitor and follow all Australian Government and State health advice.

Monitor students on fieldwork in affected areas. Activate support services for students and staff in isolation/quarantine to enable working from home arrangements.Monitor any specific quarantine protocols for childcare, as they may be different to those for the wider University (driven by the Department of Education).Notify Assure of the possibility of higher demand on services during the pandemic phase.

Monitor and report any identified or suspected cases to Department of Health and local health agencies.Assist Government health agencies with mass vaccination program with facilities and resources as required.Liaise with Government health agencies regarding transfer arrangements for confirmed cases under treatment.Where known, maintain register of confirmed cases of staff and students under treatment or deceased.Establish policies for employee compensation and personal leave absences, including when a previously ill person is no longer infectious and can return to work after illness, and communicate this.Determine the essential services and staff across the University, so that priorities can be made if implement social distancing or campus closures are implemented.Create a list of staff and services that would be subject to an exemption if campuses were to close or have reduced attendance (a good example would the Animal Facility Manager, Safer Community, etc).

Establish policies for employees who have been exposed to the pandemic virus, and are suspected to be ill, or may become ill whilst working.

Review use/consumption of PPE, cleaning and hygiene consumables and recall as required.Suppliers and potential quantity required of PPE (P2/N95 masks, gloves, hand sanitiser, etc), to ensure we can obtain additional supplies when stocks are low.Minimise face-to-face meetings, consider cancelling/rescheduling staff meetings.Minimise external meetings, consider teleconferencing, online meetings, temporarily cancelling/rescheduling meetings.Discourage visitors from coming to the University. Use other technology to communicate with them.

Implement social distancing techniques, if requested by Department of Health.

Commence staff screening and monitoring practices, if applicable.

Ask Counselling and Curtin Connect to work through list of isolated and non-responding cohorts affected by the pandemic.

Continue to encourage the use of appropriate PPE, if required.

Determine processes for communicating and tracking business and employee status.

Acquire stocks of immunisations, when or if available, and implement a vaccination schedule for the University.

Support and maintain quality care of staff and students.Consider advising non-essential staff to work from home.

Canvas staff members on their plan to return to work, if working from home or in self-isolation/quarantine.

People Response Team

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TARGETED ACTION

A severe pandemic virus is established in Australia and is spreading in the community. The pandemic virus has been detected in WA, or there is evidence to suggest confirmed WA cases are imminent. Enough is known about the disease to tailor measures to specific needs.

Keep well-informed on any gossip, panic, fake news, panic buying and selling in the community, and tailor messages towards reassurance and comfort. Determine how students with Curtin Access Plans (CAP) (outlining learning difficulties) will be managed. Not all students can cope with online learning.Liaise with student housing providers to ensure there is consistency of approach, standards and protocols between the University andstudent housing. This may include:- Working in close collaboration with WA health officials to make decisions related to on-campus housing and abide by specific regulationsand advice.- Supporting the dissemination of information about the pandemic to counter the spread of misinformation and mitigate fear for those instudent accommodation.- Where a resident tests positive for the pandemic virus, the University will support the implementation of the isolation protocols andsupport the student through the period of quarantine.Maintain registers of infected people (where advice is provided on infection status) and provide advice/assistance for them to access medical services (including Curtin Medical Centre if appropriate).Clarify the pay and leave arrangements for sessional and casual staff if teaching and operations on campus are impacted. Ensure contact details for casual and sessional staff are up-to-date and accessible.Decide if the University will reimburse casual staff for lost shifts if isolating and unable to work remotely.Confirm University policy on pay conditions for extended campus closure.Determine methods to manage and reduce fear and anxiety in members of the Curtin community, as it is inevitable that there will be some level of panic, stigmatisation or harassment if the situation escalates.

Activate relevant business continuity arrangements, as required for each impacted business area.Consider creating relevant sub-teams within the Business Response Team:1. One team to monitor the number of people affected and associated impacts.2. One team to manage online and alternate delivery.

Undertake a financial impact assessment, taking into account information relating to:- The number of staff and students impacted.- The potential income loss.- Any additional costs, collated and updated for Curtin's global operations.

Decide how the response will be funded and what additional costs may accumulate. Consider the following issues:- Should areas fund additional travel costs?- Should areas fund additional accommodation costs to facilitate appropriate isolation in Housing?- Should the University establish a fund to centrally fund all costs relating to this incident?

Implement after hours support for student, parents, and staff enquiries, including on weekends.Consider the need for the Curtin Hotline (GoCrisis) to be activated. Continue to log questions asked by students so they can be entered into CRM and dealt with, will also inform the FAQ page.

Based on Government advice, reschedule or cancel University mass gatherings and large social events, if appropriate.Establish a two-way feedback loop with PVCs, HOS and HOA to ensure updates on business response activities and any issues are reported promptly.

Explore how course components other than lectures can be delivered, such as through Blackboard Collaborate or Blackboard Discussion Boards, or through scheduling additional lab classes and workshops/tutorials to meet social distancing guidelines. Investigate how clinical placements and other work-integrated learning and fieldwork opportunities will be supported if they cannot be delivered as normal.Encourage faculties to consider their resources and whether changes to course delivery can be managed in other ways.Where online learning is required but not available, consider supporting through distance learning and other low tech solutions. Where online learning has been instigated, ensure all faculties provide regular updates on the progress of online units and courses, including the number of students without online support.

Identify students who are offshore and establish a system to support individual study plans if impacted by travel restrictions and quarantine/self-isolation.Consider the closure of lecture theatres and broadcasting lectures over iLecture with no audience.Consider restricting all face-to-face meetings to 1 hour.Consider the need to restrict or cancel upcoming events on campus - will they be cancelled and will new bookings be taken. Make all Business Continuity Plans available to the CIMT, and ensure all plans are aligned and consistent.

Consider the implications of Curtin IT assets being moved offsite during working from home periods. What assets/accessories can be taken home and how it is set up a home environment?Create and maintain a register of students with alternative study options, including online support for TEQSA. Determine the contractual obligations for providing teaching and services to offshore campuses.Determine how/if student grades will be impacted if delivery methods change, or if campus operations temporarily cease, and how to manage grade changes.Consider moving tuition-free periods to give staff time to plan for any changes (i.e. to online delivery, etc).Determine if fee refunds/remissions will be offered to those who have enrolled in internally delivered units that switch to online learning. Assist faculties in updating and implementing their Business Continuity Plans.

If applicable, draft principles for Course Coordinators around changes to course and unit delivery.How will units that are mostly practical be managed if social distancing/campus closures/transition to online learning is implemented?Prioritise existing projects. Prepare a coordinated plan for partial or total campus closure, including securing facilities and equipment.If appropriate, and recommended by Department of Health, implement partial or full campus closure plans.Identify security and monitoring arrangements for potential campus closures.

Business Response Team

People Response Team (continued)

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TARGETED ACTION

A severe pandemic virus is established in Australia and is spreading in the community. The pandemic virus has been detected in WA, or there is evidence to suggest confirmed WA cases are imminent. Enough is known about the disease to tailor measures to specific needs.

Check where essential items are manufactured and if there is local supply available.Ensure people handling incoming goods have PPE if required or requested.Check the supply of consumables, toilet paper, soaps, liquids, etc with cleaning contractors. Can this supply be extended?When sourcing supplies, factor in the potential theft of sanitary supplies, soaps, toilet paper, hand sanitiser, wipes, etc, and plan accordingly.Check if there is access to biomedical cleaning companies and facilities, if required.Consider the implications if public transport is suspended or if people do not want to use it - increased parking, traffic issues. Consider the financial implications if reporting does not occur, i.e. meter readings, etc.Maintain good communication between contractors and Curtin. Contractors may see the University as higher risk, which may affect the supply chain of contractors.Investigate and implement methods to protect maintenance staff and cleaning staff, i.e. plumbing team may be high risk. Determine if contractors could be employed to maintain essential services, if required. Obtain appropriate PPC/PPE for staff and provide training in how to use it correctly. Have protocols in place for campus patrol officers around security escorts, medical escorts, security of campus during shutdown periods, etc.Prepare for potential damage to facilities, and closures of buildings due of lack of maintenance supplies/parts.Determine if any extra safety precautions are required for cleaners and waste collection staff (to deal with the risks of contact with contaminated bin contents and areas).Prepare for the need to lockdown buildings, if requested. Ensure appropriately trained staff are available to secure buildings (which may be done remotely).Investigate which maintenance jobs can be carried out during quiet periods (overnight, etc) to support social distancing and reduce the risk to maintenance staff and contractors. Consider temporarily suspending paid parking on campus.Determine if public drinking fountains need to be temporarily disabled to reduce contamination.

Properties Team

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STANDDOWN Pandemic is controlled in Australia but further waves may occur. The aim of this phase is to return to normal whilst remaining vigilant.

Ensure business continuity plans have been activated.Cease activities that are no longer needed, and transition activities to seasonal or interim arrangements.Ensure all response activities align with the Curtin values.Ensure the University continues to operate with its risk management framework.Monitor for a second wave of the outbreak.

Monitor for the development of antiviral resistance.Review and update travel policy for staff and students in accordance with government directives.Make records of information that may help to inform future planning, such as:- Issues and their cause or contributing factors;- Corrective actions or improvements required to mitigate the issue/s identified;- Resources required to prevent the identified problem/s from reoccurring;- Areas of high performance; what actions leveraged that success and what is required to ensure success reoccurs in a similar scenario infuture.Address any training gaps for CIM team members.

Organise a restock of pandemic PPE supplies with the procurement team.Ensure all staff required to use PPE have adequate supplies of PPE for the return to campus operations and that it is appropriate to their risk exposure. Encourage staff to continue to undertake their normal duties with additional risk mitigation strategies.Determine which employees may return to work on campus and consider implementing a staggered approach for the resumption of on-campus activities (this may include business-critical roles, A and B teams, those not in high-risk categories, those in sole-occupancy offices, etc).Wherever possible, give priority to Incident Response Team members (Chief Wardens, Deputy Chief Wardens, Floor Wardens and First Aiders) returning to campus, to ensure adequate coverage for emergency evacuations. Determine if/how/when employees need to be pre-screened before returning to work on campus, ensuring pre-screening procedures and the information collected is handled in accordance with privacy regulations.Ensure the University operates within Workplace Health and Safety (WHS) frameworks when on-campus activities resume, and ensure obligations to provide safe workplaces and work practices are maintained. Review existing employee policies, roles and operational procedures and update as required to meet current pandemic precautions (i.e. annual leave, personal leave, flexible schedules, telecommuting, re-arrangement of workstations in office areas, etc).Review existing People and Culture policies to make sure that policies and practices are consistent with government/health department recommendations and are consistent with existing state and federal workplace laws.Ensure existing People and Culture policies actively encourage sick employees to stay home, beyond the current pandemic.Establish and implement a plan for monitoring absenteeism and how to operate if staff are unable to return to work.Encourage employee discussions and questions on specific policies and procedures to provide support, ensure awareness and compliance.Review and update visitor policies, including any restrictions around physical distancing, placing restrictions on visitors if required. Consideration should be given to alternative methods of access for visitors to high-risk areas (i.e. remote views using cameras, etc). Monitor on-campus activities to ensure that all restrictions and the appropriate health and safety measures are being undertaken. Encourage meeting organisers to hold in-person meetings outside or in a well ventilated area.Provide advice to staff and student clubs on government regulations and work with student groups and clubs to ensure that activities will be reinstated in line with the relaxation of physical distancing measures when they are advised by the WA government.Identify staff and students in vulnerable populations and determine if they should:- Continue to work/study from home;- Seek medical advice from their health practitioner to support their return to work;- Take annual/personal/long service leave until the risk is mitigated.Design and implement a health promotion campaign for staff and students returning to campus for ongoing public education purposes. Designate staff responsible for ongoing delivery (Health and Safety). Solicit employee feedback via surveys, interviews, virtual meetings, etc. Continuously incorporate employee feedback and suggestions into the Curtin operational model.Review and update plans to continue support of employees working from home after normal operations resume. Liaise with student housing providers to ensure the approach, standards and protocols between the University and student housing continue to be developed as on-campus operations resume. Make records of information that may help to inform future planning, such as:- Issues and their cause or contributing factors;- Corrective actions or improvements required to mitigate the issue/s identified;- Resources required to prevent the identified problem/s from reoccurring;- Areas of high performance; what actions leveraged that success and what is required to ensure success reoccurs in a similar scenario infuture.Support and maintain quality care, including psychosocial, physical and professional support.If applicable, identify deceased students and staff as well as students and staff that have suffered loss of family or friends and prepare strategy for assistance, on a case-by-case basis.If required, identify people with ongoing adverse health issues arising from the virus and work with Government health agencies to supplyappropriate ongoing medical support.

Review all state and federal government/health department directions on the return to operations.Evaluate systems and revise plans and procedures with any corrective actions.If required, ensure first aid protocols are adapted to the conditions and standard precautions are followed when administering first aid to any patient.

Make records of information that may help to inform future planning, such as:- Issues and their cause or contributing factors;- Corrective actions or improvements required to mitigate the issue/s identified;- Resources required to prevent the identified problem/s from reoccurring;- Areas of high performance; what actions leveraged that success and what is required to ensure success reoccurs in future scenarios.

Emergency Management Team

Incident ManagementTeam

People ResponseTeam

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STANDDOWN Pandemic is controlled in Australia but further waves may occur. The aim of this phase is to return to normal whilst remaining vigilant.

Prepare plans for reopening campuses and recommencing services.Establish a schedule of return to work dates based on risk status and operational requirements. Develop flexible work/education arrangements for people identified with ongoing health issues or in vulnerable groups.Determine which campus facilities can reopen in accordance with government/health department directions.Decide when campus facilities can reopen in accordance with government/health department directions.Place restrictions on the number of people able to participate in specific activities on campus (i.e. lab classes, offices).Prepare ‘catch-up’ schedules for short-term closure or deferral processes for a prolonged closure.Establish a physical distancing plan for all teaching facilities, laboratories and specialist learning spaces.Consider developing a roster for researchers and other staff to ensure that research and teaching obligations can be completed with optimal compliance to physical distancing and other restrictions.Encourage research team leaders to determine which research work can be undertaken on-campus, and who is required to be involved, taking into consideration the requirements of the research, expertise of researchers and appropriate supervision.Consider the need to engage technical support staff and core facility staff prior to the resumption of on-campus activities to support teaching and research activities. Ensure all research students only return to campus when they have adequate supervision by a staff member with the appropriate expertise at all times.Consider the need for operational and technical teams to tour facilities and plan for reopening tasks, including pre-starts, soft starts and maintenance.Amend inductions to include additional information on physical distancing and any other requirements.Ensure that technical and supervising staff inspect facilities for any damage or issues, and to verify equipment and ensure all services supporting the building are operational. Consider the need for staggered arrival days and start/finish times in business areas to reduce the volume of employees in one area. Ensure teaching spaces, laboratories and lecture theatres are of adequate size to maintain physical distancing requirements, or make alternative arrangements.Continue to encourage all business meetings to be held remotely. If required to be in person, all meetings must occur with adequate physical distancing and other relevant protocols in place.Apply specific sector-based guidelines to all entities on campus where relevant (Early Childhood Centre, sporting facilities, café and food trucks, etc).Advise on the status of non-essential events or public gatherings on campus, ensure compliance with government and health department directives, and restrict or cancel if required. Determine if/how/when workplace zoning will be used to arrange office spaces and foot-traffic patterns to maintain and promote physical distancing.In high traffic areas, such as the library and student services, encourage and promote the use of:- Self-service access (e.g. checking out/in books);- Online support services via digital platforms;- Use of electronic, rather than hardcopy resources.Ensure laboratories users utilise appropriate PPE to avoid contamination and provide personal protection.If any learning sessions require the use of equipment, ensure arrangements have been made for proper cleaning of equipment before and after use, and that student and staff have access to appropriate PPE if required.

Determine when fieldwork activities will resume, in accordance with government and health department guidelines.- Research team leaders should consider how researchers can access their sites safely, including what form of transport is available.- Activities must comply with physical distancing, if in force.- The number of fieldwork participants in one area should be minimised with consideration as to how interactions may be completed withoutphysical contact or staggered over different periods of time.- Sufficient PPE, disinfectant and cleaning products should be made available in the field area.- Emergency response plan for fieldwork should be established or amended in case of any incidents.Determine the arrangements around clinical placements, in accordance with:- Government and health department directives;- Discussions with clinical supervisors, facility managers and host organisations;- Risk assessment documentation and treatment plans (i.e. physical distancing plan, etc);- A phased approach.Where physical distancing and other restrictions may be required but not possible (clinical placements, etc):- Develop a risk-based strategy to mitigate the risks to all parties;- Consider cancelling placements until restrictions are lifted or the risk has been adequately treated.Make records of information that may help to inform future planning, such as:- Issues and their cause or contributing factors;- Corrective actions or improvements required to mitigate the issue/s identified;- Resources required to prevent the identified problem/s from reoccurring;- Areas of high performance; what actions leveraged that success and what is required to ensure success reoccurs in future scenarios.Identify opportunities to permanently adopt instead of returning to pre-pandemic settings.Continuously review progress on the new operational model and adjust as necessary.

Business ResponseTeam

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STANDDOWN Pandemic is controlled in Australia but further waves may occur. The aim of this phase is to return to normal whilst remaining vigilant.

Develop messages to communicate and support the return from pandemic to normal business services.Communicate the return to operations plan to employees. Ensure the wider Curtin community know: - What to expect and what to do when they return to campus;- When campuses and facilities will be open- Who to call and what to do if they are sick;- Hours of operation across the campus and in specific buildings;- What the specific work dates and time of shifts are for each employee;- Which employees may return and when (e.g. business-critical only, immune to he pandemic virus, those not at high-risk, etc);- Number of employees allowed to return to specific buildings;- Workstation spacing and changes to office locations, if applicable (so staff know where to go when they arrive)- Changes to interaction with students and the public and working procedures (e.g. restrictions on number of people allowed into a buildingat a time, etc);- Food and retail service availability;- Physical distancing procedures;- Updates to cleaning protocols;- Where to seek emotional health support;- How to report any change in return to work status (e.g. symptomatic, caring for sick family member, high-risk exposure).Continue to communicate the need for good personal hygiene, physical distancing, and other health protocols across a variety of platforms (i.e. email, digital boards, analogue signage, etc).Circulate messages about the benefits of vaccinating for flu and other diseases.Encourage members of the Curtin community to download and use any government issued applications (apps) developed for pandemic management purposes. Communicate any changes to transport issues (public transport, parking, access issues, road closures, etc) prior to normal operations resuming. Develop signage for teaching spaces, laboratories and lecture theatres to inform users of physical distancing restrictions, good hygiene guidelines and reminders to avoid physical greetings, if applicable.Continue supporting media enquiries and maintain social media channels. Update Campus Users webpage with standdown messages. Make records of information that may help to inform future planning, such as:- Issues and their cause or contributing factors;- Corrective actions or improvements required to mitigate the problem;- Resources required to prevent the problem from reoccurring;- Areas of high performance, and what actions leveraged that success and what is required to ensure success reoccurs in future scenarios.

Ensure the Safer Community Team have been briefed on changes to passenger guidelines for vehicle use (e.g. face masks/coverings, passenger volumes, social distancing in vehicle, if required). Distribute and install signage with teaching spaces, laboratories, lecture theatres, offices and common areas to inform users of maximum occupancy, physical distancing restrictions, good hygiene guidelines and reminders to avoid physical greetings, if applicable.Determine and implement workstation spacing requirements to meet physical distancing restrictions.Ensure all facilities and equipment have been adequately maintained and are ready for the resumption of activities.Ensure that any issues identified during the pre-start and soft start inspections are repaired prior to the facility reopening.

Discourage queuing, and if necessary establish clear 1.5 metre separation between people by marking lines on the floor or using other crowd control measures.

Check the ventilation system in all facilities and consider the need to increase ventilation rates and the percentage of outdoor air intake that circulates in each facility (if possible and appropriate), or encourage the use of open windows, where possible.Communicate the need for all food service workers to continue to adhere to food safety and hygiene practices, and monitor level of service provisions with particular focus on proper hand hygiene, respiratory hygiene, cleaning/disinfecting of work surfaces, maintaining physical distance, and any other government/health department provisions.If deemed appropriate, ensure cleaners and reopening preparation staff are wearing appropriate PPE such as masks, gloves and eye protection before entering any buildings on campus. Check and order cleaning supply stocks (including disinfectants) and equipment to ensure adequate supply for return to operations.Consider the need for additional hand sanitisers to be placed in all public facing areas and in all venue entries.Review campus cleaning protocols and update them to ensure high-traffic areas and frequently touches surfaces are regularly cleaned, ensuring shared work areas (hot desks, etc) have an agreed disinfecting protocol prior to use.Ensure cleaning staff have been advised of the updated cleaning protocols, if required. Implement adequate environmental cleaning regimes, taking into consideration:- Cleaning and disinfecting frequently used high touch surfaces such as benchtops, desks, doorknobs, taps and handrails with a detergentsolution or detergent/disinfectant wipes, if available;- Cleaning and disinfecting frequently used objects such as shared computers, photocopiers and sports equipment with a detergent solutionor detergent/disinfectant wipes, if available;- Cleaning and disinfecting outdoor equipment and furniture with a detergent solution or detergent/disinfectant wipes, if available;- Increasing the amount of fresh air available indoors by opening windows or adjusting air conditioning where it is appropriate to do so;- Providing regular cleaning of toilets, showers and bathroom facilities.Consider the need for additional waste disposal bins and waste disposal programs. Establish and implement a plan on how to monitor workplace social distancing measures and ensure compliance when campuses reopen.Consider the timing of paid parking to resume on campus. Communicate plan for ongoing operations with vendors, contractors and delivery services, etc.Consider adjusting the layout of internal and external spaces to enable physical distancing (i.e. limit chair and table numbers, limit occupancy and access, staggering computers in abacus labs, install screens, etc).If appropriate, reinstate the use of communal facilities such as water fountains, shared outdoor equipment, etc.

Make records of information that may help to inform future planning, such as:- Issues and their cause or contributing factors;- Corrective actions or improvements required to mitigate the issue/s identified;- Resources required to prevent the identified problem/s from reoccurring;- Areas of high performance; what actions leveraged that success. What is required to ensure success reoccurs in future scenarios.

Communications and Stakeholder Management Team

Properties Team

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FACTSHEET 1 - How to wash and dry hands

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FACTSHEET 2 - How to clean hands using an alcohol-based liquid

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FACTSHEET 3 – How to fit and remove a surgical mask

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FACTSHEET 4 – Cough etiquette and respiratory hygiene

Cough etiquette and respiratory hygiene

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FACTSHEET 5 - Quarantine and/or Self-Isolation Measures Quarantine and/or self-isolation measures refer to the physical separation of people from one another, and may include implementing work from home and online study arrangements.

Depending on the severity of the pandemic, the impact in Western Australia, and under direction of the Department of Health, formal quarantine and/or self-isolation procedures may be introduced by Curtin to reduce the risk of infection, including:

• Determining if all work related travel to pandemic affected areas, bothinternational and domestic, should be suspended or amended.

• Discouraging, and potentially cancelling, all face-to-face meetings. Wheneverpossible, using technology solutions to conduct business, including telephones,video conferencing, and the Internet.

• Encouraging (and potentially enforcing) staggered start times - a version offlexible working conditions.

• Using guidance from the Department of Health, asking staff, students and thewider Curtin community who have travelled to affected areas to self-isolate fora period of time as prescribed by the Australian Government.

• Implementing remote working or work from home and online studyarrangements.

• Enforcing certain social distancing techniques.• Potentially closing all or portions of a campus (albeit temporarily).• Encouraging unwell employees to stay at home.• If required, providing support to those in quarantine and self-isolation,

particularly in Curtin accommodation.

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FACTSHEET 6 – Social Distancing Technique Social distancing is a technique used to minimise close contact among persons in public places, such as work sites and public areas. It involves keeping people one to two meters apart. Curtin would only implement social distancing techniques under instruction from the Department of Health. The implications of social distancing may require that the affected campus would be partially or fully closed.

Whilst the University cannot force staff or students to practice social distancing techniques, during a pandemic and in accordance with Department of Health advice, employees and students may be strongly encouraged to observe the following general social distancing practices:

• Avoid crowded places and large gatherings of people, where possible;• Maintain a distance of one metre from people (where possible);• Notify the university and self-isolate as per the prescribed period if you have

made voluntary or involuntary contact with a person who is unwell;• Avoid shaking hands or hugging;• Avoid congregating in tearooms, cafes or other areas where people socialise;• Avoid public transport: walk, cycle or drive a car/car pool if possible. If this is not

possible, try to avoid rush hour crowding on public transport;• Do not share your work equipment with others, especially items such as

telephones, keyboards and pens;• Avoid meeting people face to face - use the telephone, video conferencing and

the internet to conduct business as much as possible - even when participantsare in the same building;

• Maintain good hygiene practices, particularly around hand washing and propercoughing and sneezing etiquette;

• Avoid coming in contact with individuals displaying symptoms of illness.

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