Drastic Times and Drastic Measures: Keeping Businesses Running during the Age of the Coronavirus

Drastic Times and Drastic Measures: Keeping Businesses Running during the Age of the Coronavirus

By Sara Ametrano

The COVID-19 virus has had a tremendous global impact. Throughout the world we’ve witnessed international borders shutting down to visitors, businesses ceasing operations and a significant hit to the economy.

Some businesses have managed to maintain operations through remote working arrangements and implementing safety precautions at the workplace for any individuals required to be present. Health of employees and visitors is of the utmost importance, and the question of how to successfully resume regular operations is at the top of everyone’s mind.

It’s important to keep in mind that many individuals may still be hesitant to return to the workplace, even with many precautions in place. Whether it is a matter of using public transportation, a position that requires excessive contact with others, shared elevators and common areas, it isn’t difficult to see where discomfort may arise. During this time, communication between employers and employees is key. The Government of Canada recommends that staff express any concerns they may have about the pandemic discuss the possibility of working remotely.

If employees are to be physically present, here are some protective measures businesses can take in an effort to reduce the risk of COVID-19 in the workplace, as recommended by the World Health Organization:

  • Install disinfectant wipes throughout the workplace;
  • Restrict access to shared areas and equipment, such as break rooms and refrigerators;
  • Ensure everyone wears a mask and frequently washes/sanitizes their hands;
  • Separate bodies as much as possible; this can be done through having employees come to work on a rotating basis so the business is not at full capacity;
  • Create a clear people-flow through the workplace to ensure no two-way traffic.

In addition to the above suggestions, employers can also try restricting access to shared areas and equipment, such as break rooms and refrigerators, as well as having a clear people-flow through the workplace to ensure no two-way traffic for even more protection.

If remote work and precautionary measures aren’t possible, some business may be forced to limit operations, which may include moving to a temporary “online-only” presence for the consumer industry or shutting down certain aspects of the business for the time being, for example. In this case, a top priority for employers may be determining the actions they can take to reduce the potential of a permanent shut down. Businesses should determine the resources and options available to them, which could include measures such as seeking emergency government benefits for the business itself or its staff.

In the unfortunate event a business need to reduce staffing levels, they need to be aware of their legal obligations before implementing any layoffs or staff changes. Businesses are encouraged to contact their legal counsel to ensure they are acting in accordance with fast changing rules and regulations on staff layoffs/firings during Covid-19. Having solid legal advice before making any decisions can help avoid potential future wrongful dismissal claims or other potential legal matters as a result of these employment changes during these uncertain times.

To learn more about employment practices liability insurance, contact your Trisura underwriter. Contact us here.

The views expressed in this article are exclusively those of the author;  they do not necessarily reflect the views of Trisura Guarantee Insurance Company, its affiliates or partners.

Federal Government Support for Construction amid COVID-19: A Surety Perspective

Federal Government Support for Construction amid COVID-19: A Surety Perspective

Federal Government Support for Construction


COVID-19 Impact on the Construction Industry

The construction industry is a significant part of the Canadian economy representing 7% of the country’s GDP and employing over 1.4 million people in 2019. In the past, governments have mitigated the impact of economic slowdowns through fiscal stimulus, including funding infrastructure and construction projects as a means to stimulate the economy. The 2008 financial crisis is a recent example of fiscal stimulus focused on “shovel ready” projects supporting the construction industry. Support for these projects created employment, economic activity and helped to mitigate potentially more severe consequences of the financial crisis.

During the COVID-19 crisis, many construction projects have been identified as an essential service to ensure the completion of vital infrastructure, housing and healthcare projects. Unfortunately, other significant, but ‘non-essential’ projects have been shut down or progress has been significantly impaired. In Quebec, almost all construction work has been completely shut down. Contractors will face severe economic hardships as a result of COVID-19 resulting from revenue impairment, delay costs and input cost escalation. They will face challenges including supply chain interruptions, labour shortages and contaminated job sites. At the same time revenues have decreased, they will bear unplanned safety costs, costs associated with temporary site closing and security. Contractors who have borrowed to finance their operations also face interest expenses that accrue even during periods of inactivity, as well as principal repayments unless their lenders are willing to defer those payments.

A large proportion of Canadian construction companies are small to mid-sized businesses, in many cases family owned. The reduction in revenue and increased costs will weaken the balance sheets of small businesses disproportionately vs. their larger peers. Many will need financial assistance to weather the COVID-19 pandemic.

It is important that these essential businesses remain solvent. Once pandemic restrictions end, Canada will need these construction companies ready to employ Canadians to complete existing projects and undertake anticipated “shovel ready” stimulus work. Alberta announced a $1.4 billion commitment for capital maintenance and renewal for 2020-21, and it is speculated that the federal government will accelerate the $180 billion ‘Investing in Canada’ plan that remains largely unspent.

As Canadians emerge from social distancing, construction companies will need assistance to finance the costs of re-mobilization. This includes payroll in advance of project revenues, and working capital to take on new projects and secure surety bonds.

Surety Bonds in Canada

The majority of publicly funded construction contracts require that surety bonds (performance and labour and material payment bonds) be posted by the contractor to the public authority. Ontario’s Construction Act requires all such public projects are bonded in the province. Most other provinces are currently in the process reforming builders’ lien acts, are addressing prompt payment concerns and are contemplating the mandatory use of surety bonds on all public projects as they are in Ontario.

Surety bonds are a form of performance security where a Performance Bond guarantees the contractual obligations of a contractor and a Labour and Material Payment Bond guarantees labour, subcontractors and suppliers will be paid. Contractors qualify for surety bonds based on their creditworthiness. The credit assessment is similar to that for a commercial loan. Balance sheet strength, working capital, prior experience and capacity are all elements of the surety’s assessment of a contractor. Generally, contractors with stronger balance sheets and working capital will qualify for higher levels of surety support. However, unlike a bank, a surety is not collateralized for the surety credit they authorize and the surety bond liability they assume.

In 2017, the Canadian Centre of Economic Analysis (CANCEA) published a study called the Economic Value of Surety Bonding in Canada [CANCEA Report]. The CANCEA study concluded that the benefits of surety bonds in high risk economic conditions are as follows:

  • $25 of economic activity is recovered per $1 of premium paid
  • $3 of tax revenue is recovered per $1 of premium paid by all levels of government
  • 200 job-years recovered per $1 million of premium

As a result, in these extremely difficult economic times, surety bonds will be instrumental to help ensure the integrity of publicly funded stimulus projects.

Following the COVID-19 crisis, many construction contractors will face significant financial difficulties; some may face insolvency as a result of the pandemic. Those that survive will struggle with an impaired ability to re-start their business and may not qualify for conventional loans. Qualification for surety bonds is based on the creditworthiness, so any significant impairment of financial strength will negatively impact a contractor’s ability to both finance construction projects and to qualify for surety bonds. As stimulus projects are tendered, a healthy marketplace will require a diverse and active pool of contractors bidding the work.

Government Financial Assistance for Construction

Financial assistance for the construction industry will ensure that contractors survive the shutdown period and are positioned to re-start their business, employ workers and qualify for surety bonds once restrictions are lifted. The federal government has announced strategies for financial relief for businesses through loans, guarantees and wage subsidies. We urge the federal government to consider a specific strategy for the construction industry, given the importance of the sector to stimulate the Canadian economy. We suggest that this could be a two-stage process:

Stage 1 – Pandemic Restrictions & Economic Shutdown:
During the period of slower economic activity, contractors may need support to remain solvent. Federal government loans or guarantees to commercial lenders, coupled with relaxed credit assessment criteria and deferred repayment terms, will help contractors survive while revenues stall. If guarantees are made to commercial lenders, separate “pandemic” loan facilities can be established to keep relief proceeds separate from previous commercial loans. However, the terms and conditions of such loans must be uniform and consistent across all lenders and for each of their clients. Both BDC and EDC are vehicles available to the federal government to offer such financial assistance.

Additionally, the Canadian Construction Association is advocating an Emergency COVID-19 Construction Cost Relief Program that will be critical alongside expanding the eligibility criteria of the government’s wage subsidy program to aid contractors in maintaining key staff to be prepared when the shutdown period end.

Again, these contractors will be needed once the shutdown period ends to employ workers and build shovel ready projects.

Stage 2 – Stimulus Period:
Once pandemic restrictions lift and business operations resume, contractors will require access to working capital to fund the cost of re-booting their business. Such financial assistance from the federal government could be in the form of loans/guarantee with favourable interest rates and repayment deferrals.

Access to Surety Bonds:
Contractors will require access to surety bonds to bid new projects while pandemic restrictions are in place and more importantly, once restrictions end and the stimulus period begins. Unfortunately, contractors’ financial strength will be impaired and financial information reflecting the impact of recent shut downs may not be immediately available. EDC often structures reinsurance arrangements on behalf of Canadian companies and provides guarantees to primary surety companies in the event normal market capacity is not available. We understand that EDC’s “domestic powers” have been extended due to the pandemic. Reinsurance support from EDC to licensed surety companies could be an efficient way to maintain construction companies’ access to surety bonds during these uncertain times.

Government assistance specific to the construction industry will ensure Canada is well positioned during the stimulus period while the construction market stabilizes. Consensual time extensions to existing contracts and assistance with loans/guarantees from BDC and EDC to help with liquidity during the start-up period will aid construction companies, and additional initiatives to support contractors encountering increased costs will provide further assistance. However, companies will ultimately need revenues restored for when deferred liabilities such as taxes, workers compensation premium, debt payments and deferred costs materialize. Government stimulus through investment in shovel ready contracts during the recovery stage will be critical. For contractors to begin work, sufficient working capital and access to surety bonds will necessary and the government can bridge these issues.

Trisura’s Commitment

Trisura supports initiatives championed by the Canadian Construction Association and many other federal, provincial and local construction associations. With the support of federal government-backed loans with adequate repayment deferrals, Trisura would consider such assistance as part of the contractor’s own equity as opposed to debt that must be serviced. This will favourably boost underwriting ratios that are used to assess creditworthiness.

In addition, with the support of EDC, Trisura is willing to commit a dedicated pool of risk capital to back surety bonds for contractors negatively impacted by COVID-19.

Trisura stands ready to work with the construction industry and with all levels of government in developing practical solutions to the challenges that will be faced by all stakeholders as we emerge from the COVID-19 crisis. Reinsurance offered by EDC is one such method which is familiar to the surety industry and would increase the available bonding capacity in the marketplace.

Trisura is a proud Canadian owned Surety company. We primarily support the small to medium sized businesses which are critical to the Canadian economy. Further, we are committed to innovation and delivering solutions to boost both the industry and the economy. We developed an online Contractor Bond Portal to qualify surety for small contracts, as well as Trisura Bond Portal for non-construction commercial surety products. In addition, we are the only surety in Canada to have developed its own technology to deliver electronic bonds as project procurement methods continue to evolve.

Trisura is committed to meet the challenges ahead and do our part to ensure the Canadian construction industry is successful in helping to stimulate the economy post COVID-19 and restore the market to a stable environment.

Cyber Security and COVID-19: What Everyone Needs to Know

Cyber Security and COVID-19: What Everyone Needs to Know

By Sara Ametrano

 

In these times of social distancing and working from home, it’s become even more crucial to ensure strong cyber security measures are in place for your business. Working from home can pose its own challenges and takes adjusting to; the last thing anyone would want is a cyber breach to occur at the same time.

As organizations have moved to a work-from-home state, it can be argued that the risk of cyber exposure is even higher. This is due to an expanded attack surface with potentially weaker security protocols. Employees may also be using devices provided by the company and/or personal devices when accessing the company network, making the cyber playground vaster and more vulnerable.

We at Trisura are also working from home and have compiled some tips and tricks that work for our team to share with you and your clients. This article will highlight several different tools and strategies companies, employees and brokers can use to combat potential cyber breaches.

What organizations can do:

Implementing a multi-factor authentication process (at least two steps) for logging into a company’s network remotely adds an extra layer of security as it requires identity confirmation through a variety of factors. This could be in the form of security questions, multiple email addresses or sending a code to a mobile device.

Installing smart anti-virus software can help to alleviate any worries surrounding breach protection. It is recommended that organizations opt for “next-generation” and intelligence-based anti-virus software since these types of virtual shields can evolve like viruses do. They are programmed to analyze data, such as unique characteristics, rather than simply looking at signatures.

Just as it’s important to always hit the “Save” button as you work, offline and offsite data backup is also good housekeeping for combating ransomware. Frequent backups, both at the PC and network levels, will prove to be useful should you be required to wipe the system clean and reinstall everything.

What employees can do:

Having up-to-date firewalls and technology (i.e. patching) are certainly important, but it doesn’t stop there: ensuring employees have the proper training and information about cyberattacks is equally important. If an attacker tries to obtain personal information through email, for example, employees who know how to spot suspicious emails are more likely to thwart a possible breach than those without cyber awareness. 

The employee’s responsibility begins at the login page. Once an attacker knows the username, cracking the password may not be too difficult. To avoid an attacker breaking into your network, here are some password tips to keep in mind:

  • Change your password often;
  • Make your password hard to guess with a combination of upper and lowercase letters, numbers and special symbols; it should not be something related to you;
  • Do not share your password with anyone.

What brokers can do:

As there may be some uncertainty surrounding the vast world of cyber, brokers should familiarize themselves with the risks. Brokers can serve as a resource for your clients and spread awareness through news stories and articles that highlight the exposures.

It’s also important to gain an understanding of where your clients may be vulnerable to cyberattacks. Find out your client’s cyber protection measures and help identify these gaps. With the help of insurance carriers, you can then suggest experts your client can use to strengthen their cyber breach prevention practices.

Now you’re ready

We hope these tips prove helpful in mitigating your and your client’s cyber exposures. Though there are many controls that can prevent cyber-attacks, remember that the human element is the most important piece of the puzzle. Employee errors cause the most breaches, so if the organization has good employee training and awareness policies, you are well on your way to combating the bad actors.

If you have any questions or are want more advice, don’t hesitate to contact your Trisura expert.

This article does not intend to provide legal or technical IT advice.  You should consult your own legal counsel or IT professional in connection with matters affecting your own legal or technological requirements or interests.

Submissions and Renewals: How to Get the Best Results for Your Clients

Submissions and Renewals: How to Get the Best Results for Your Clients

At Trisura, we have been developing solutions that will help you continue to serve your clients effectively and efficiently during these challenging times.

To help our broker partners, we have prepared an overview of additional information that underwriters may request on new and renewal submissions. Including this information in your new or renewal business submission will provide an underwriter with an excellent overview of how the risk you are marketing is dealing with COVID-19 and will assist in the underwriting of the risk.

Directors & Officers

  • Year-to-date financial statements in addition to year-end statements. This will allow an underwriter to view the impact of COVID-19 (if any).
  • Outline the potential impact the COVID-19 pandemic has on the business due. Including commentary on staffing changes, financial impacts, projections for the next year and any other noteworthy operational changes will help an underwriter evaluate the risk.
  • Outline plans that have been put in place to mitigate any negative impact to the business.
  • If a public company, has the impact of COVID-19 been disclosed to shareholders? If so, outline if there been any feedback?

Fidelity

  • Outline any additional internal/external controls that have been instituted to protect the company while employees are working from home during COVID-19. Include commentary on updated security measures for computer systems.
  • Outline specific changes that have been made with respect to callback provisions for Funds Transfer Fraud and Social Engineering Fraud while employees are working from home.
  • Does the client have a Business Continuity Plan in place? If so, provide details to assist the underwriter in evaluating the risk.

Errors & Omissions

  • Provide commentary on the impact COVID-19 has had on the business and include commentary on any changes that have taken place or that are anticipated.
  • If the client is looking to provide any new professional services that have not been provided in the past, make sure these new services are outlined so that an underwriter can review and include within coverage (thus avoiding a potential broker E&O claim).
  • Does the client have a Business Continuity Plan in place? If so, provide details to assist the underwriter in evaluating the risk.
  • Does the company have the ability to sustain their alternative method of providing services indefinitely?

Cyber and Technology Liability

  • Confirm what measures and controls have been instituted to protect the company’s systems while employees are working from home during COVID-19.
  • What plans has the company put in place to mitigate any IT or system weaknesses?

Property

  • Provide details of the measures taken to secure and protect the insured premise(s) while employees are working from home during COVID-19.

CGL

  • Provide commentary on the impact COVID-19 has had on the business and include commentary on any changes that have taken place or that are anticipated.

Having responses from your client to these additional questions may help an underwriter as they review your submission. This will help underwriters better assess the exposures and provide solutions in a timely manner.Having responses from your client to these additional questions may help an underwriter as they review your submission. This will help underwriters better assess the exposures and provide solutions in a timely manner.

All of our staff will continue to be available. We will be monitoring COVID-19 developments and will provide updates via email and on our website at www.trisura.com. You can also contact any member of our team if you have additional questions.

Submissions and Renewals: How to Get the Best Results for Your Clients

Navigating Business through a Global Pandemic: More Advice Related to Contractor Project Shutdown

By Victor A. Bandiera

 

The following is third in a series of articles for contractors during these changing times. As more provinces and states close certain projects we want to provide some information regarding steps a contractor might consider. Every project type is different but there are some general best practices when shutting down and preserving a project.

This is a list of suggestions for consideration by a contractor if work is ordered stopped or suspended by authorities or owners or due to lack of resources on a project as well as a few general comments on how down time can be spent to get ready for start-up.

Global Pandemic Advice for Contractors

Notices and Communications

  1. Refer to your executed contract, subcontracts and purchase orders to understand and provide any required notices for delay including due to force majeure, required applications for extension of time and claim for costs if applicable. Please review with your lawyer to implement appropriate strategy. You probably need to send notice for each instance and impact costs as known, remembering that you can always amend later. Keep a log to track which items were sent, when they were sent and to whom.
  2. Communicate your intended actions with the owner, subtrades and suppliers. If appropriate, arrange a telephone or video call to discuss project shut down.
  3. Collect and document potential costs for site shut down and maintenance costs.  These should eventually be sent to the owner after reviewing contractual requirements.
  4. Ensure you have copies of your insurance policies and review with your broker for any limitations of insurance coverage or relevant exclusions. If suspension is for extended duration, notice to your insurer might be required. Also diarize the expiry date of the policies and obtain extensions if required. Also ensure you have current certificates of insurance from subcontractors.
  5. Notify your surety of suspension of work on a project and expected resumption date and revised completion date. In some cases, Owners, such as Defense Construction Canada, require consent for the surety to the extension.
  6. Review local requirements and permits and any requirements for notice with emergency services, inspection services, site monitoring and normal frequency site maintenance services (toilet, waste collection, water delivery, fuel, etc.).

Secure and Preserve Project

  1. Develop written plan to protect the project, materials and public, which plan should be monitored periodically. This would include emergency contacts posted at site.
  2. Inventory and protect materials and equipment on site and monitor same. Ensure to observe all manufacturers’ recommendations for storage, etc.
  3. Ensure site signage is clean and appropriate for a dormant site. This would include emergency contacts, egress, that all fire protection/extinguishers are operational, clearly and appropriately located, all fire sprinklers systems are checked and any other site emergency systems like communications are operational.
  4. Ensure all safety rails and barricades, kick plates and safety nets remain in place. Ensure any hoarding, scaffolding, stairs and ladders are properly anchored, clear and unobstructed and protected where possible from public access or vandalism.
  5. Revisit site lighting (exterior and interior) and confirm is satisfactory for safety and operational, while also checking operation periodically.
  6. Ensure climactic controls in any building or temporary structures are appropriate for purpose during site shutdown and monitor (especially as seasons change) remotely if necessary.  This includes temperature, humidity, air circulation and moisture content. Make sure to include storage of materials on site that might have specific requirements or limited duration of exposure.
  7. Ensure any temporary heating systems are not open flame if possible and that flammable substances, liquids/solvents and compressed gases are removed from site if possible or stored properly.  Ensure barricades and signage is clear and visible and spill protection equipment is in place. Ensure shut off gas lines are operational or shut off and clearly labelled.
  8. Ensure to check temporary filters for heating systems.  Ensure to check warranty impact of extended usage before project completion of permanent equipment.
  9. Consider any temporary roofing, cladding, temporary tarps. damp/waterproofing or temporary enclosures or hoarding to protect unfinished work and avoid water penetration and site condition decay.  Some permanent materials are only allowed to be exposed for certain periods.  Check manufacturers’ materials for guidance.
  10. Ensure traffic control signage is maintained to plan including cleaning and replacement if damaged.
  11. Document site condition and inventory with dated photos/video that are labelled. Consider usage of drone for overall site status and elevated photos.  Consider as built survey of site condition when shut down especially if unit price contracts.
  12. Keep log of last time on site for each trade and last delivery of suppliers.  Ensure to co-ordinate demobilization of tools and equipment and keep proper records.  Consider half load season if considering demobilization of equipment.  Also ensure all manifests of removals are catalogued and removed from site including permanent and temporary materials and equipment (owned or rented or leased). Any demobilization of goods or equipment from site should be explained to other parties especially if will impact future costs at start-up.
  13. Take inventory and review third party rentals and site servicing contracts and consider returning equipment and goods or suspend rentals if possible, including written confirmation of understanding between appropriate parties.
  14. Consider shutting off domestic water supply if possible, to avoid possible damage if leak or unplanned discharge.  Ensure pressure of incoming fire lines if required.
  15. Review any open excavation and where possible consider temporary backfilling trench or excavation after appropriate as built information and marking of infrastructure.  If not ensure any utility supports and shoring or trench support is monitored.
  16. Would be wise to spend some time cleaning and organizing site and removal of waste to avoid fire hazard.  Also removing any potential trip hazards.
  17. Ensure temporary electrical power sources are secure and any cables are free of moisture and temporary extension cords are not trip hazards.
  18. Ensure equipment has vandalism guards in place and parked in safe and well-lit spot to minimize risk of vandalism and theft.  Test GPS trackers.
  19. Site and tool cleaning if warranted and disinfection if required.
  20. Ensure inventory of all materials and check insurance lists to ensure protection for theft or vandalism.

Site Monitoring

  1. Arrange for site security and/or periodic site visits as necessary.  Consider video surveillance as alternate to site security. Document and have written checklist and date performed and by whom. Test externally monitored security alarms and camera recordings periodically.
  2. Strongly consider keeping site log of site visits during suspension of work.  Include weather, interior temperature, check of site security, safety equipment, traffic control, dewatering status, all drains are cleared, any damage noted, and mitigation steps required.
  3. Ensure to inspect and clear all drains including storm water inlets, catch basins, floor and roof top drains.  Ensure free of debris and sediment.
  4. Ensure any site dewatering or bypass pumping is monitored and maintained and documented.  Consider appropriate back-up systems and test regularly.
  5. Ensure all fencing and hoarding is maintained and consider improvement to protect public especially if open excavation.
  6. Ensure equipment on site is in safe and appropriate location especially as maintenance may be required.
  7. Ensure any shoring or trench support is monitored.  Any temporary supports for utilities etc. are re-evaluated and consider alternate support plans considering extension of duration required.  Review trench plates and other trench decking used and maintenance.
  8. Water level monitoring and contingent plans for possible flooding during spring run-off.

Project Management Updates

Use the time during which project operations are suspended to update project management items such as:

  1. Documenting all the above steps and costs done to preserve the work.  Track costs using separate cost code(s).
  2. Confirming contractual schedule and performing update for current as built condition at time of shutdown.
  3. Spend time to catch up on change orders and updating quotations, revised change request submittals and change logs.
  4. Follow up on outstanding project submittals including shop drawings, close out requirements.
  5. Consider hiring construction claims consultant to aid in scheduling updates and claims preparation.
  6. Ensure project records are safe and backed up or copies are off site including as-built drawings, correspondence, permits, inspection reports and other project records.
  7. Apply for payment for the final amount of work even if a partial month.  Follow up on accounts receivable, document last date of work and when lien rights expire.  Consider filing timely written payment bond claims. Obtain executed copies of payment bonds from owner or contractor for your file to be proactive.
  8. Process invoices for subcontractors and suppliers and ensure their certificates of insurance are current, obtain statutory declarations and workers compensation clearance certificates if required by subcontracts.

General Comments

  1. Review any employment agreements or collective bargaining agreements for notice provisions and call back provisions.
  2. Consider applying for government subsidies available.
  3. Update weekly corporate cash flow to consider impact of suspended projects and overhead requirements.
  4. Take advantage to do any preventative maintenance on owned or rented equipment (cash flow permitting).
  5. Think of having third party risk management or safety officer review site and report as independent review.
  6. Revisit costs to complete after reexamining methodology changes, including social distancing and other additional measures that will be required when work resumes.
  7. Review company succession plans and ensure backups are designated for each key position including use of third parties if necessary.
  8. Ensure heightened company awareness on cyber-crime (such as attacks through phishing). Also ensure have contingency plan if something occurs since for most people working remotely a problem could be devastating.
  9. Consider electronic methods for third parties that need to sign subcontracts and purchase orders in the near term to avoid couriers and need to find physical company seals.
  10. Update health and safety plans including additional measures to ensure better project precautions in the future.  This might include new measures of shift staggering and site wash facilities.
  11. Think about how project start up can be phased in and documenting how things ramp up including remobilization costs.

 

We trust this provides food for thought and stimulates other items for consideration as this list is not all encompassing. We all hope that any shutdowns will be for a short duration but, if not, plans can always be revisited as no one wants to deal with items on an emergency basis.

Please continue to reach out to your Trisura contacts for any further questions or concerns.