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I am sure I can say with a degree of certainty that for many of us, our annual routines generally follow something of a familiar pattern - mine certainly do. We take five weeks’ vacation (if we are lucky) perhaps, many of us celebrate special holidays and birthdays with loved ones in our extended families, we routinely engage in sporting and other leisure activities and hobbies, hop on and off planes at will, and we relax


with friends and colleagues at the end of our working days with a beer of glass of wine. Well that’s how it used to be!


2020 has challenged and changed all that. No-one saw COVID-19 on the horizon until it was too late and the world has been caught unprepared. That world and existence we knew evaporated in an instant as many of us were locked down for


weeks as the worst pandemic since Spanish flu a century ago took hold. At the time of writing, the UK is back in lockdown again for four weeks, France is totally locked down, Germany the same, Sweden is reviewing its policy due to a worrying spike and so it goes on. The pandemic has had a profound effect and will leave lasting effects and, for some, painful memories. On the downside, good, well established businesses in the marine world have already gone bankrupt and others will follow sadly. But there has been a positive side too for some, IIMS included. Many yacht and small craft marine surveyors around the globe have never been busier - they tell me - and have been literally rushed off their feet working seven days a week to meet demand as the public has gone boat buying crazy. In some cases, people are buying boats unseen based on the surveyor’s report. What a conundrum and unexpected development! It has helped that many authorities around the world declared and recognised marine surveyors and ship inspectors as frontline or key workers too.


GENERAL OVERVIEW


And what of IIMS in all this chaos and disruption? I have never managed a business through a pandemic; indeed, few will have done and it has certainly presented a number of key challenges which have never appeared in any strategy plan or risk assessment I have been involved with. Similarly, there is no guidebook written that explains on page 37 how to deal with COVID-19, so I have had to make it up as I have gone along with the help and unstinting support of my colleagues. The feeling and depth of uncertainty and fear at the start was intense and hard to fathom in late February. Daily UK government and international briefings got gloomier and the number of infections and deaths in the UK and elsewhere rose rapidly. Although the direction of travel was quickly becoming apparent, I did not for one moment think governments around the world would choose to impose total shutdowns because of what it would do to their respective economies. How wrong was I?


We discussed things internally as a team and considered the possibility of having to work from home. That would have been impossible to do a couple of years’ ago, but our recent move to a cloud-based solution using Office 365, OneDrive and SharePoint, thus becoming paperless made it manageable. Foremost in the back of my mind was we must do all we could to


The Report • December 2020 • Issue 94 | 37


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