The Noggin Blog

Since the outbreak of COVID-19, safety teams have been working overtime to mitigate risk, ensure a safe work environment, all in compliance with the employer duty of care obligation. But that work won’t end even when the pandemic is over.

Indeed, PCBUs (Persons Conducting a Business or Undertaking) have a legal obligation to ensure the health and safety of staff. That duty of care obligation never ends. So, how to maintain the obligation in the midst of a crisis, emergency, or other business continuity incident? 

It was mere months ago that a bomb threat gripped Australian schools. But already, educational institutions and other organisations might be forgetting the lessons.

While those threats turned out to be hoaxes, the risk remains real. How to prepare your organisation? 

*If you'd like to discuss your client portfolio, existing implementations, and/or how to take Noggin forward with your customers, please contact us at partners@noggin.io to schedule a meeting.

Now, in the midst of the Covid-19 crisis, it might seem like the demand for business continuity plans (BCPs), processes, programs, and services will never end. But we’ve been here before, namely after the 11 September 2001 terror attacks when demand spiked but then plummeted. How, then, to help your clients build a sustainable case for business continuity management?

COVID-19 has brought with it a rash of illegal cyber activity against high-profile targets. The worst part is there’s no end in sight. What’s to be done? In Australia, for one, policymakers are honing in on revisions to the Security of Critical Infrastructure Act 2018.

What to expect in this new year, and what broader lessons will there be for the global security sector?

Emergency managers are well acquainted with the after action review, a qualitative evaluation of actions taken to respond to a given emergency. A staple of the recovery process, the after action review provides the best means of identifying best practices, gaps, and lessons learned, so as to respond better next time.

However, the COVID-19 crisis was a shock to the system. Normal processes were upended; plans turned out to be inadequate. How to do better next time? 

It’s the new year, and you’ve made the commitment to build (or enhance) your safety culture. Only problem is your contractors and suppliers haven’t made the same commitment to prioritise their safety culture. Why does it matter and what can you do about it? 

2020 was no doubt a year for the crisis record books. So, what can crisis leaders expect in the year ahead? Not Nostradamus-level prognostication, here, but the safe bet is on the acceleration of severe weather events. 

*If you'd like to discuss your client portfolio, existing implementations, and/or how to take Noggin forward with your customers, please contact us at partners@noggin.io to schedule a meeting.

With a vaccine now in the offing, many of your clients will be tempted to turn the page on the pandemic. But those companies who failed to remember the business continuity lessons of prior pandemics like SARS and H1N1 condemned themselves to repeat them during COVID-19. Now it’s your job to keep your clients from repeating the lessons of COVID-19 in the public health crises of the future. 

Healthcare workers have long faced significant risk of violence on the job. But the hospital security crisis didn’t just happen by chance. Specific reasons explain these high rates of occupational violence.

Think those reasons don’t matter to you? Think again. Many of the underlying, hospital security risk factors are germane to most professional sectors.

In this age of COVID-19, all-hazards planning has never been more integral to effective major event management. But the size of these events (including major disasters) means planning is often parceled out between a diverse set of stakeholders, potentially increasing operational risk. What, then, is needed to mitigate risk and enhance major-event emergency response capabilities?