Much of the country may be shut down by the COVID-19 pandemic, but construction, generally considered an essential business, is still open—just not "as usual."

The risk of exposure is that much higher to workers still on the job. If COVID-19 awareness training and plans to minimize exposure to risks aren’t yet in place, do it now. Since past epidemics have occurred in waves, they won’t be wasted efforts.

It’s key to institute policies to minimize exposures to the novel coronavirus at jobsites, and monitor that they are being strictly followed. These include:

• “Well” Employees-Only. Those who are sick are required to stay home and asked to see a healthcare professional if they are showing symptoms. Anyone on the job who shows symptoms of respiratory illness (e.g., cough, wheezing) will be sent home. Financial restitution might help for ill workers who can’t afford to stay home.
• Site Sanitation. A hand sanitation schedule must be enforced upon entering the project; before and following any and all breaks (including eating or smoking); and after touching common surfaces or shared tools. This must be facilitated by placement of multiple hand sanitizing stations throughout the project that are adequately stocked. Workers also are required to observe sneezing and coughing etiquette and maintain a six-foot social distance.
• Project Housekeeping. Sanitizing of project surfaces and other touchpoints must also be done on an ongoing basis for larger projects and several times daily for smaller. In addition to cleaning surfaces like doors, railings, elevators and offices, this includes shared tools, extension cords material carts and trash hoppers. Disposable disinfectant wipes are preferable but if they are not available, a 10% bleach solution will do.
• Non-Pharmaceutical Interventions. There are the actions to communicate and encourage to minimize jobsite risk. To maintain social distancing, for example, fewer crews can be scheduled and trades can be scheduled on a staggered basis. Running skeleton crews might be possible, too. Others include no sharing of tools and eliminate non-essential interactions.

If the pandemic hasn’t yet delayed projects, plan like it will. Pandemic preparedness should be incorporated into the disaster plan, and have measures in place should a shut-down be required. Here are some starting points.

Pandemic Preparedness Disaster Planning

The plan should be informed and guided by those of federal, regional and local authorities. It should incorporate:

• Operational issues. Look at what it will take to keep running with a reduced workforce. Identify the business-essential positions, functions and operations and how many/who it will take to sustain them. Look into cross-training or other ways to fill personnel gaps. Consider the approach if the company needs to downsize, but have a backup plan for handling a possible business surge.
• People issues. Review policies, revising them if necessary to support employees on and off the job. Make sure they are aware of leave, pay, transportation, childcare, absence and other human resource issues. If there isn’t a sick leave policy, put one in place. Train workers on infection control; make sure they have easy access to supplies and are mindful of the social distancing practices that will keep everyone safe, on and off the job.
• Communications issues. Make training, education and information available about essential jobs and employee health and safety. An emergency communications plan will help identify specific outreach and audiences. For example, assign specific “point people” to whom employees and customers can turn for accurate information. Consider setting up an easily accessible bulletin board or website to share the latest news on the pandemic. Count on your insurance companies and local and state health authorities as health resources, too.

Finally, if authorities issue a stay-at-home or quarantine order, securing the jobsite for the duration is a top priority. The plan should encompass the following:

• Security. This spans the physical—boarding up, lighting and fencing, and securing all entrance points—as well as administrative measures. Camera and/or video systems should be ready to go, either monitored offsite with alert/alarm capability. If real-time video monitoring isn’t available, walk- or drive-by inspections should be done regularly. Increased warning signage is also important.
• Water/fire protection. Extra care is needed against the big risks of flooding and fire. Either have temporary building encapsulation in place, or make sure the building’s water tight with water level/flow alarms online and remotely accessible. Winterize pipes if necessary. Other considerations are to disconnect water supplies or install remote flow alarms. To guard against fire exposures, unplug or disconnect temporary heating appliances, de-energize non-essential electrical connections and prohibit hot work in the 24 hours before shut down.
• Documentation. A photo log of all areas is good insurance. Also inventory any valuable materials or equipment left onsite.
• Communication. Share plans with employees and subcontractors, including a formalized schedule for the remainder of work necessary for the shut-down. This includes identifying valuable equipment that will be moved to a separate, secure site; what will be left onsite and secured; and when tools and equipment will no longer be accessible. If the project owner is providing insurance, confirm in writing what requirements must be met to maintain coverage while construction activity has ceased. Secure full copies of the insurance policies and also confirm contact details of the owner representative and broker for claims purposes.

It’s not “business as usual” as contractors work their way through these extraordinary circumstances. But contractors that act decisively to stay ahead of this curve will come out on top of their risks and maybe looking at “business almost as usual.”