physical return and work reimagined€¦ · • ey return to work phases and tactical plan ....

Physical Return and Work Reimagined

EY’s perspective on defining your new normal and beyond

April 2020

Overview

• What we are seeing in the market

• How are organizations thinking about the safe transition back to work and the future of work

• What are leading organizations doing right now

• Create a safe transition and return to work environment

• Path to the “new normal”

• EY return to work phases and tactical plan

Closely monitoring external changes and being agile and nimble to adapt

Movement to automation and digitization

Optimized scenario planning capabilities to accelerate decision making

Focus on employee health, safety, and well-being

Exploration of opportunities to improve liquidity and bolster cash position

Intentional and clear communications inside and outside the organization

What we are seeing in the market

We are witnessing six common themes that market leaders across industries are focusing on to complete the pivot and work better during the COVID-19 crisis and beyond

Organizations are faced with a new duality of safely transitioning people back to physical locations while reimagining the future of work and business

Internal factors

• Reimaging how work gets done post COVID-19• Biosecure businesses• Workforce capability/capacity• Workforce health and work experience• Technology and infrastructure• Customer and geographic footprint• Operational capacity• Financial stability

External factors

• Reopening of the economy, phased approach• Biosecure communities (tracking, testing, treatment)• Government stimulus, policies, regulations• Customer behaviors and perception• Third-party relationships• Societal trends: “new normal”

A two gear approach is needed to drive a trusted transition and future-focused transformation

Market leaders will transform, others will transition.

Driving three critical outcomes:

• Adaptive to change and uncertainty

• Trusted transition of the ecosystem, prioritizing health and safety in the workplace and beyond

• Transformed, reimagined and optimized for the long-term

Gear 1:Transition

Gear 2:Transform

A common framework to align our offerings and ensure we all speak the same language

Complete the Pivot Work better Work differently

Remote Enablement Engage ➔ Analyze ➔ Execute New resilient business as usual

Equip and care for your people,

maintain business continuity and

rapidly transition and scale

COVID-19 ways of working

Implement interventions that enable

productive and engaging work

experience while maximizing safety,

collaboration and performance

Instill agile execution, better

resilience and flexibility into work

arrangements because new

behaviors and mindsets are the norm

NO

W

NE

XT

BE

YO

ND

Companies are confronting a new reality in which the COVID-19 pandemic is a long-term disruption to their customers, employees, investors, and suppliers. The scope, duration, and severity of the threat is, as yet, unknown.

Maintaining employee health

Policies

Communications & Managing Media

Screening & Quarantine

Business continuity & business resilience

framework

Managing cases (presumptive &

confirmed)

PPE

Managing mass gathering, rest & recreation areas,

food service

Managing Company premises

Reducing spread between

employees

Pandemic crisis management team

Co

mple

te th

e P

ivo

t

What do you have in place today to create a safe workplace and resume operations?

How do company policies, behaviors and operations change to accommodate the ‘new normal’, with no loss?

WORKFORCE

• Emotional Well-Being• Employer Support• Constant Communication across All

Shifts

PLANNING

• Supply and Demand Synchronization• Retail vs commercial demand• Leverage of modeling and simulation

tools

PROCUREMENT

• Renegotiation of supplier relationships (i.e. – payment terms, allocation)

• Alternative suppliers to reduce supply chain risk

• Supply of safety & hygiene materials (masks, gloves etc.)

HSE & QUALITY

• Strategy, Training and Monitoring• Compliance Audits and Assessments• New Risks with New Ways of Working

MANUFACTURING

• Ability to produce same products in different sites

• Defined Maintenance Strategy• Defined shutdown procedure, keeping

in mind a flexible/sudden restart

LOGISTICS

• Network Optimization• Build alliances with other/external

warehouses & define material relocation plan

Spotlight on:Technology► Apps and automated

check for key health data

► Traceability or blockchain options to ensure workforce and consumer trust

► Automation for order processing and connectivity to customers

► Automation of manual tasks to increase production throughput (i.e. packaging)

Wo

rk B

etter

What technology and practices should companies invest in to enhance their workforce experience, economic effect, and environmental impact?

WORKFORCE

• Policy Updates to Support the ‘New Normal’

• Shift in Mindset & Trust• Contingency Plans for Potential

Disruptions• Define fast-track training for operators;

PLANNING

• “Open book” discussion with clients to forecast ramp-up

• Re-calibration of resilience vs. working capital

• Simulation of post-crisis scenarios • Installation of regular, frequent safety

stock level review

PROCUREMENT

• Cross-supply chain stock level monitoring on key materials

• Post crisis negotiation rounds plan• Ensure Supplier financial health• Re-organize supplier footprint

HSE & QUALITY

• Health and Safety Culture• Policy updates on Testing and Vaccine• Health and Hygiene Program Update

MANUFACTURING

• Mobilization of additional staff• Review of stock levels for critical

spares • Definition of restart procedures• Increase in # of shifts• Synchronization plans with key players

in the value chain

LOGISTICS

• Constant risk assessment for LSPs• Incentivize customers to use digital

order submission (Customer Portal, EDI etc.) to reduce manual efforts

• Capabilities to constantly assess and optimize network utilization

Spotlight on:Technology► Systematic HSE AI tool to

ensure safety and predict next health risk within team

► 4.0 applications to manage & run M&R; check for 3DP options on critical parts

► Increase of automation levels and standards (production system)

► Augmented reality

► Installation of4.0-driven flexible platforms for production resource allocation

► Digital-Twin

Work

Diffe

rently

The path to a “new normal” requires a plan to transition and a path to transform – finance, HR and operations need to work in concert and determine what is needed now, next and beyond

Now Next Beyond

Slow the spread and enable safe operations Evolve COVID-adjusted work experience and reopen — timeline depends on external factors

Next Normal — Reimagine how and where we work

Human resources

Gear 1: Transition Gear 2: Transformation

1 2 3 4 5 6

Future Transition and Transformation Waves

“Next Normal” Definition and Vision

Initial Transition Waves

Day 1 Readiness Testing and Reporting

Day 1 Playbooks and Scenario Planning

COVID-19 Experience Insights and Assessments

Finance Operations

Command Center

Governance

Trusted transition playbooks help accelerate an organization’s ability to execute a trusted transition to physical return

The physical return workstream playbooks are a set of documented tactical steps and information to facilitate the recovery and resumption of businessoperations. These playbooks complement existing business continuity plans by focusing on specific functional areas to holistically manage the physicalreturn efforts by the organization.

Double Click

Operational Continuity:

Technology, Cyber and Privacy

Financial Stability

Operational continuity: Business

Operations

Commercial Resilience

Workforce Resilience:Workforce Plan

& Policies

Workforce Resilience:

Health and SafetyGovernment, public

policy, legalWorkforce Resilience:Workplace/Site Safety

Day 1 Readiness Transition Waves Transformation to a New Normal

Objective Develop a comprehensive Health & Safety Plan and review technology, infrastructure, process and people readiness

Meticulous implementation of Health & Safety Plans, combined with strong monitoring and feedback mechanisms

Use lessons learnt to reimagine health and safety at workplace

Response Action

► Assess risks, liability and compliance requirements

► Develop Health & Safety policies/protocols for physical return

► Consider fear and anxiety of employees in your planning

► Plan for technology enablers to monitor workplace health and enable contact tracing

► Plan for adequate infrastructure and supplies to support health and safety

► Develop monitoring and feedback mechanisms to ensure timely risk mitigation

► Communicate new workplace procedures to employees and key stakeholders


► Ensure awareness and thorough implementation of Health & Safety policies/protocol

► Ensure screening and contact tracing to protect health and safety of employees and control the spread

► Ensure strong monitoring and feedback mechanisms to identify risks and report any potential infection cases

► Review protocols/policies on a regular basis for effectiveness and take corrective actions

Planning and ramp-up for Next Transition Waves

► Review timing and plan for next transition waves

► Consider any changes in health and safety risks and compliance requirements

► Revise policies/protocols for next waves, considering technology, infrastructure, workforce requirements

► Continue with strong policy/protocols implementation combined with monitoring and feedback mechanisms

► Consider timing for ‘full return’ and identify what Health & Safety measures can be stopped and what measures should continue as organization moves to ‘full return’

► Review lessons learnt to strengthen business continuity plan to build resilience and better respond to future crises

► Shift gears from disease control to holistic wellness of employees, considering physical, social and psychological factors

► Define your vision and reimagine Employee Health & Safety for the ‘new normal’

First Transition Wave

Practical Guidelines for Physical ReturnWorkforce Resilience - Health and Safety

Day 1 Readiness Transition Waves Transformation to a New Normal

Objective Putting in place a comprehensive Health & Safety Plan and review technology, infrastructure, process and people readiness

Meticulous implementation of Health & Safety Plans, combined with strong monitoring and feedback mechanisms

Use lessons learnt to reimagine health and safety at workplace

Response Action

► Work with your Employee Health & Safety team to assess risks, liability and compliance requirements

► Develop and agree Health & Safety policies/protocols for physical return (thermal scanning, face masks, Personal protective equipment (PPE), etc.)

► Consider fear and anxiety of employees in your planning for physical return

► Prioritize worker categories and encourage remote work

► Plan for technology enablers to monitor workplace health and enable contact tracing

► Plan for the right infrastructure to support health and safety

► Ensure adequate supplies of personal protective equipment, cleaning material, hand sanitizer, etc.

► Define occupant and visitor screening protocols

► Develop monitoring and feedback mechanisms to ensure timely risk mitigation

► Communicate new workplace procedures to key stakeholders including employees, landlords, visitors and vendors


► Ensure key stakeholders including employees, landlords, visitors and vendors are aware of your Health & Safety policies/protocol

► Ensure policies/protocols are followed by all employees, vendors, visitors, etc.

► Ensure screening and contact tracing to protect health and safety of employees and control the spread

► Ensure continuous monitoring and strong feedback mechanisms to identify potential risks/gaps and report any potential infection cases

► Review protocols/policies on a regular basis for effectiveness and take corrective actions

Planning and ramp-up for Next Transition waves

► Review timing and worker categories for each subsequent transition wave

► Consider any changes in health and safety risks and compliance requirements

► Review learnings from initial transition waves and revise policies/protocols for next waves

► Take into consideration technology, infrastructure and supplies requirements

► Continue with strong policy/protocols implementation combined with monitoring and feedback mechanisms

► Consider timing for ‘full return’ and identify what Health & Safety measures can be stopped and what measures should continue as organization moves to ‘full return’

► Review lessons learnt to strengthen business continuity plan to build resilience and better respond to future crises

► Shift gears from disease control to holistic wellness of employees, considering physical, social and psychological factors

► Define your vision and reimagine Employee Health & Safety for the ‘new normal’

First Transition Wave

Transformation to the new normal – health & safety culture

• The impact COVID-19 on EHS culture is unknown. Building and maintaining trust and knowledge flow will be more challenging than ever before. Even organizations considered to be advanced pre-COVID-19 may need to reset their strategy and focus areas for both the resiliency and recovery phases.

EHS Maturity Assessment

There’s never been a more important time to understand which levers support a positive EHS culture. We can facilitate an online rapid self-assessment or a detailed remote assessment that engages a representative cross-section of the workforce. Our assessments prioritize effort and investment in uplifting maturity during this time of disruption.

How EY can help

Uplift maturityOur experienced EHS digital and experienced professionals can support organisations with the implementation of their prioritised interventions, including:

EHS strategy design and refresh

EHS culture and behavioural change

EHS leadership training and coaching.

Maintain or re-build health and hygiene culture and strategy

Helping you beyond

Integrate occupational health, hygiene and wellbeing within your overall business culture and strategy by focusing on the seven levers identified by EY’s EHS Plus One Maturity model.

The framework provides opportunities to advance occupational health by adopting leading practices and implementing continuous improvement activities.

Seven levers of EY’s EHS Plus One Maturity Model

Transformation to the new normal – enhancement of health & safety systems

Occupational Health Assessment and Management Framework

Effectively addressing and maintaining the health, hygiene and wellbeing of your people is becoming increasingly complex, and can have a major impact on an organization’s survival.

Organizations need to proactively demonstrate that they are making strategic and operational decisions to improve their occupational health management system.

Assess and gauge

Compare and analyse

Collaborate and interact

Make a difference

Conduct an occupational health management system assessment for existing policies, processes, procedures, documents and identify gaps in-line with 7 levers of EY’s EHS Plus One Maturity Model

Desktop review of existing local, regional and international peers practices and benchmark

Conduct stakeholder sessions to develop an understanding of occupational health practices in the organization

Recommend best practices and opportunities for improvement in the occupational health management system. establish initiatives and KPIs to implement the recommendations, and measure performance and enhance organization’s health and hygiene practices

Invest in your futurePrepare an action plan which aligns the established health and hygiene initiatives to the organizations futuristic occupational heath goals

EY points of contacts to support your “new normal” transition and transformation

Richard SkipponCanadian Lead Partner, Workforce AdvisoryTotal Talent Management and Future of Work [email protected]

Darryl Wright Associate Partner, Return to Work Advisory [email protected]

Antoine MindjimbaAssociate Partner, Workforce Advisory; Culture and Leadership [email protected]

Daniel LynchAssociate Partner, Workforce Advisory; HR [email protected]

Shane MontePartner, Workforce Advisory; Future of Work Western Canada [email protected]

Michelle MoonsammyPartner, Workforce Advisory Michelle. [email protected]

Robert AlexanderAssociate Partner, Workforce Advisory Energy [email protected]

Thibaut MilletPartner, Climate Change and Sustainability Services [email protected]

Julie BourgaultAssociate Partner, PI-Supply Chain & [email protected]

Sunny Sehgal

National Canada EHS [email protected]

Meghan Harris-NgaeAssociate Partner & Western Canadian LeaderClimate Change, EHS & Sustainability Services [email protected]

People and Workforce Transition Health, Safety and Supply Chain Enablement Talent, Culture and Human Resource Transformation

About EY

EY is a global leader in assurance, tax, transaction and advisory services. The insights and quality services we deliver help build trust and confidence in the capital markets and in economies the world over. We develop outstanding leaders who team to deliver on our promises to all of our stakeholders. In so doing, we play a critical role in building a better working world for our people, for our clients and for our communities.

EY refers to the global organization, and may refer to one or more, of the member firms of Ernst & Young Global Limited, each of which is a separate legal entity. Ernst & Young Global Limited, a UK company limited by guarantee, does not provide services to clients. Information about how EY collects and uses personal data and a description of the rights individuals have under data protection legislation are available via ey.com/privacy. For more information about our organization, please visit ey.com.

Ernst & Young LLP is a client-serving member firm of Ernst & Young Global Limited operating in the US.

© 2020 Ernst & Young LLP.All Rights Reserved.

About EY's People Advisory Services

As the world continues to be impacted by globalization, demographics, technology, innovation and regulation, organizations are under pressure to adapt quickly and build agile people cultures that respond to these disruptive forces. EY People Advisory Services believes a better working world is helping our clients harness their people agenda — the right people, with the right capabilities, in the right place, for the right cost, doing the right things.

We work globally and collaborate to bring you professional teams to address complex issues relating to organization transformation, end-to-end employee lifecycles, effective talent deployment and mobility, gaining value from evolving and virtual workforces, and the changing role of HR in support of business strategy. Our EY professionals ask better questions and work with clients to create holistic, innovative answers that deliver quality results.

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