NO one can tell for certain how long social-distancing rules will be in place, or when a Covid-19 vaccine will be found.

Experts seem to agree that in the meantime, the best bet is for people to adhere to measures under the “new normal”. This will help flatten the coronavirus curve and keep things in our healthcare system at manageable levels.

Unfortunately, it also means a flattening of the economic curve, causing job losses and other knock-on effects, which make it increasingly harder to return to the kind of growth that we’ve grown accustomed to.

Different recovery time frames have been forecast – by year-end for the optimists, or next year, or even 2022 – but whenever it is, the fears caused by the pandemic and the steps taken to curb the disease’s spread will likely stay a while.

What has become clear is, this is no longer a sprint, but more of a marathon over two years or longer. Therefore, it is time to shift modes, from a temporary emergency plan to a more permanent business-continuity strategy.

Standard operating procedures must make sense, and be disseminated, internalised, and most importantly, standardised across the board. Some SOPs currently in place, like allowing four people in a vehicle and ride-hailing services to continue, but insisting on social distancing even on short trips to buy food and groceries, leave room for questions.

Standardising the enforcement of movement curbs between states, as well as at the local government level, will help Malaysians be better prepared. For example, having a fixed schedule for disinfection works at supermarkets or a travel timetable for public transport. Such schedules will prevent people from loitering outdoors, in turn, decreasing the risk of fresh outbreaks. They will help businesses plan their resources more effectively, too.

By now, Putrajaya should be able to spell out what the movement-control order and all its varieties – conditional, enhanced, semi-enhanced – entail. This will clarify matters not only for the public, but also enforcement officers and government agencies.

As economic sectors reopen, it is becoming obvious that certain businesses will not be able to do so for quite some time.

Those involving leisure activities, like cinemas and karaoke outlets, are likely to stay shuttered, or will need to upgrade their air ventilation and other systems to make their premises safe for the public. Hairstylists must figure out ways to ensure the same for their customers, while training-service providers will have to recreate themselves virtually. Hotels and eateries that rely heavily on corporate events, weddings and banquets will have to formulate fresh strategies.

If these businesses fail to find their footing, they will eventually have to close when their reserve funds run out or when their austerity measures are no longer sufficient to support operating costs. The misery of many in tourism and hospitality started even before hints of the outbreak in Malaysia in late January.

On the plus side, some businesses, like pharmacies, online stores and food-delivery services, have profited from the virus crisis.

The next 60 days are crucial to reassure badly hit sectors that the government has a strategy to help keep them afloat and acclimatise to the new normal. The plans have to be comprehensive, and should include retraining, tax relief, rescue packages and salary reimbursements, among others.

It is a battle on two fronts, and both require good leadership, a steely resolve and the ability to strike a balance.

Wishing all The Malaysian Insight readers an early Selamat Hari Raya, Maaf Zahir Batin. – May 20, 2020.

* Emmanuel Joseph firmly believes that Klang is the best place on Earth, and that motivated people can do far more good than any leader with motive.

* This is the opinion of the writer or publication and does not necessarily represent the views of The Malaysian Insight. Article may be edited for brevity and clarity.