Pandemic Pandemonium: Lessons Learned from H1N1...1. About Capgemini & the Collaborative Business Experience Capgemini, one of the world’s foremost providers of Consulting, Technology
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Pandemic Pandemonium:Lessons Learned from H1N1Elizabeth Alexander, CBCPSr. BC Planner, Capgemini
The objective of this workshop is to share lessons learned in the development, implementation and ongoing management of Capgemini’s North America (NA) Pandemic Program.
Applications ManagementBusiness Process OutsourcingInfrastructure ManagementTransformational Outsourcing
Professional Services
(Sogeti-Transiciel)
Application Services
High Tech Consulting
Infrastructure Services
Annual results 2008
1. About Capgemini & the Collaborative Business Experience
Capgemini, one of the world’s foremost providers of Consulting, Technology and Outsourcing services, has a unique way of working with its clients, called the Collaborative Business Experience.
Backed by over three decades of industry and service experience, the Collaborative Business Experience is designed to help our clients achieve better, faster, more sustainable results through seamless access to our network of world-leading technology partners and collaboration-focused methods and tools.
Through commitment to mutual success and the achievement of tangible value, we help businesses implement growth strategies, leverage technology, and thrive through the power of collaboration
1. Let’s get this party organized!!! Establishing the Pandemic Leadership Team
Prerequisite Experience Required!– Team was experienced in developing and implementing plans that affected the delivery of services to
our clients from various business locations.Who
– Inclusive of the following business leaders – in each case, we looked for dedicated resources and those who could make final decisions on matters associated with their areas which included:those who could make final decisions on matters associated with their areas, which included:
• HR (Sr. VP HR, NA)• Legal (Sr. Counsel, NA)• Medical (Doctor and Nurse on Staff)• Facilities (Director of Facilities, NA)• Communications (Director, Corporate Communications)• Business Unit Executives (VP of Consulting Services, VP of Technology Services, VP of Outsourcing Services)• Continuity Planning Group (Sr. Manager and DR Manager - Pandemic SME)
When– Established weekly conference bridge to assess current situations with Leadership Team– Established daily touch point calls with HR VP and Pandemic Planning Team (subset of Leadership
Team including Communications and Continuity Planning Team members)
Team including Communications and Continuity Planning Team members)– Delivered timely advice for staff and management via email; intranet postings and office flyers.Appointed Crisis Manager
– Sr. Executive (on the Pandemic Leadership Team) to be the Crisis Manager (Spokesperson, Client Liaison, Communications Response Coordinator) for CG NA should the outbreak become service effecting.
1. Meanwhile… Behind the scenesNA Pandemic Plan has to be completed!!!• NA Framework Plan was being utilized to follow WHO and CDC policy on what steps should be done at
various Stage Levels, so we were in compliance with industry standard best practices
Brought HR Staff up to speed on Pandemic Response• Management communications with employees• Management communications with employees
Implemented workplace hygiene standards at Capgemini offices• Dispensed hygiene products (Hand Sanitizers and Wipes)• Posted placards on Hand Washing and Work Station sanitization• Worked with cleaning crews to identify more stringent requirements for cleaning infected areas or
common work environments
1. Meanwhile… Behind the scenes (cont)Investigate requirements for Corporate Infrastructure needed to support strategies such as social distancing and work from home capabilities.
Development of communications to be conveyed via Email and Corporate Newsletters and placed on CG NA Intranet website.
D il it i f th it ti i WHO CDC I t ti l SOS b it llDaily monitoring of the situation via WHO, CDC, International SOS websites, as well as connecting with local authorities and clients. Adjusted our plan and actions as needed.
Development of “Key Staffers Data Collection” template and Weekly Reporting Strategy and Template (for HR and Management)
2. Planning - Pandemic Planning AssumptionsMultiple waves (periods during which community outbreaks occur across the country) of illness could occur with each wave lasting two to three months. Historically, the largest waves have occurred in the fall and winter
A more severe wave expected in Fall 2009/Winter 2010 in the northern hemisphere
Rates of absenteeism will depend on the severity of the pandemic. In a severe pandemic, absenteeism for employees may be up to 50% for periods of about two weeks at the height and lower levels of staffemployees may be up to 50% for periods of about two weeks at the height, and lower levels of staff absence for a few weeks either side of the peak. This will be due to personal illness, care of family members or worried-well cases
The average length of illness will be 7-10 days with a 2 day incubation period
The pandemic could last for 18 months or longer
Susceptibility to the pandemic influenza virus will be universal and will affect all sectors of society, including essential community services
The health care sector will be stressed and see an increased demand for medical supplies and services
Risk groups for severe and fatal infection cannot be predicted with certainty but are likely to include infants the elderly pregnant women and persons with chronic medical conditions
infants, the elderly, pregnant women and persons with chronic medical conditions
People at a number of our client sites will be affected and our clients will implement their own pandemic plans.
Not all CG locations will be affected at once, due to the cascading effect of a pandemic
Capgemini will employ best efforts in sustaining all critical services and functions for our clients
Social distancing and good hygiene will be our prime strategy for delivery of services during an event.
2. Staffing Strategies and Issues to be considered Potential Strategies for each
Facility / Business UnitConsiderations
or Issues
Social Distancing• Avoiding Group Meetings in Person• Ensuring a 6 foot perimeter for individual workspace requirements• Working with Clients where CG Staff is collocated to develop proper distancing as needed
• Identify available network bandwidth
Work-from-Home
Identify available network bandwidth• Review work-from-home capabilities for employees• Identify critical work-from-home staff• Modify VPN user list
Offshore Capability (dependant on client contract) • Determine what work processes can be completed offshore.
Reallocate resources • Ability of non-critical staff to backup critical staff.
Postpone all non-critical activities• Corporate Initiatives• Non-critical Project work• Leave
Contact Information • Update all employee contact information including pager, home, cell and alternate contact number
– Completed identification of critical business functions; resources and continuity of business plans
Monitoring
Daily/Weekly monitoring continues of aforementioned resources
Weekly Report delivered internally to Sr. Management, HR and Pandemic Leadership Team.
2. Response – Capgemini ReactsCommunications
NA Pandemic Command Team holds conference calls as needed (daily, weekly, monthly)
Regular updates were communicated to clients; along with specific Q&A responses to several clients
Communiqués to all employees, Line Managers and Senior Management kept to a reasonable level
Updates to the Intranet Website were completed to keep it “fresh”
Capgemini collaborating with clients
Identified gaps between our plan and our clients where they were presented
Continued information sharing and participation in joint pandemic workshops and table top exercises
While the NA Pandemic Plan was being completed, we followed the North American Pandemic Framework Plan which outlined specific actions that were to be taken when WHO Levels 4-6 were reached. The following actions were taken:
Travel restrictions were communicated and imposed on an individual basis.
Hygiene products were made available and restocked as needed.
Placards were posted with instructions for Hand-washing and Common-Area Cleanliness
2. RecoveryEmergency Response Organization (ERO)
– Ensure that all logs, notes, forms, and other written material produced as a result of emergency response activities and operations are collected and reviewed
– Prepare and distribute a report that addresses the overall– Prepare and distribute a report that addresses the overall response effectiveness and identifies any corrective actions required as a result of “lessons learned”
Human Resources (HR)
– Review any Policy changes – determine whether the changes should be temporary or permanent
Medical
– Integration into updates for NA Pandemic Planning
Capgemini employee was diagnosed with H1N1 and was in contact with other Capgemini employees
The key to our success was sharing CORRECT information and keeping people informed of any updates or changes in our strategies or policies as quickly as possible.
3. CG/Client Collaborative ActivitiesTHE MISSION: A client request for a Pandemic Plan specifically designed for them to insure
that our Service Lines would be able to support their IT infrastructure operations.
How we accomplished this:
Client made it abundantly clear that our success was in their best interests!
This was a collaborative effort . Including the sharing of documentation and real time observation/participation in pandemic workshops and table top exercises
Regular scheduled meetings were held to facilitate information sharing and progress reports
Final Sign-off / Acceptance of our client specific Pandemic Plan
Client Specific Plan addressed the following:
Identification of risks
Identification of critical business functions supporting clients