pandemic pandemonium: lessons learned from h1n1...1. about capgemini & the collaborative...

Pandemic Pandemonium:Lessons Learned from H1N1Elizabeth Alexander, CBCPSr. BC Planner, Capgemini

Kurt Sohn, CBCPSr. Manager, Capgemini

1Pandemic Pandemonium:

Lessons Learned from H1N1© Copyright Capgemini 2009 All Rights Reserved

Objective & Scope of this WorkshopObjective

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.

Scope1. Introduction and Background

2. Pandemic Planning (NA Plan, Framework Plan, Audits)• Pandemic Planning Assumptions

• Capgemini’s Pandemic Plan Objectives

• Base Plan Elements

• Additional Initiatives

• Response

• Recovery

• External / Internal Communication

3. Capgemini/Client Collaborative Efforts

4 Protocol and Policy Assessments



4. Protocol and Policy Assessments

5. Reporting and Worksheets

6. Signage

7. How to Pass an Audit

8. Summary

1. Capgemini’s History



IT Transformation:

Agent TechnologyApplication Development & IntegrationBusiness Continuity Planning (BCP/DR) & Business Impact Analysis (BIA)HostingInfrastructure & SecurityIT Transformation: Strategy & Architecture

1. Capgemini’s Business Focus

2008 Revenue by Discipline(Approximately $12.74 Billion USD Global Revenue)

Strategy & Architecture

IT Transformation: Strategy & ArchitectureMobile TechnologyOpen SourceOraclePortalsRadio Frequency Identification (RFID)SAP

Consulting Services

Business & Information Strategy

Finance & Employee Transformation

Marketing, Sales & Services

Supply Chain



Transformation Consulting

OutsourcingServices

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



through the power of collaboration.

Capgemini employs approximately 91,000 people worldwideand reported 2008 global revenues of $12.7 billion (USD).

April 08 April 09April 27th

July 09Sept 09

Client

1. H1N1 timeline as we saw it…

CG NA Pandemic

Framework Plan is

completed and Mobilized

March 09

H1N1 -Swine Flu outbreak

in Mexico

p

H1N1 cases start

appearing in US and Canada

April 26th

US Government

declares Public Health Emergency

World Health Organization (WHO) raises

Pandemic Alert Level to

Level 4

April 29th

WHO raises Pandemic Alert Level to Level 5

June 11th

WHO raises Pandemic

Alert Level to Level 6

July 09

Working session to complete Pandemic Plan for

Publication

y

Over 700 fatalities

have been documented Worldwide

Aug 09

CG NA Pandemic

Plan is completed

and Mobilized

Client Specific

Plans and Workforce

Staffing Plans are

Completed



1. Let’s get this party started… Obtaining Executive Sponsorship

While working on a DR Exercise late one Saturday afternoon in April 2009…



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

• Review of HR policies including:

• Absenteeism

• Travel restrictions

• Compensation

• Work-at-home rules

• Sick leave

• Employee Assistance Programs



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)



Pandemic Leadership Team – Lessons Learned



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



Skill sets • Develop a list of employee skill sets by organization• Identify backup for staff

Communication • Review existing Health and Safety Guidelines• Forward all corporate updates and/or communiqués to staff

Training • Investigate skill set to receive calls, training required• Train prospective of replacement employees

Common Areas • Minimize the use of common areas Visitors • Limit visitors

Traveling • Travel restrictions will be placed on employees by HR.

2. Planning – CG NA Pandemic Plan ObjectivesCG NA Pandemic Plan Objectives

– Health and safety of all our employees (including those at client co-locations and remote sites)

– Maintaining critical services to our clients

– Key components of the Pandemic Plan are based on the well established recovery principles:• Planning

• Response

• Recovery

Site Specific Planning

– Will be developed based on the NA Pandemic Plan

– Critical functions/resource redundancy identified to ensure client infrastructure is protected in the event of high absenteeism

Development Timeline



Development Timeline

April 2008

Pandemic Framework

Plan

August 2009

NA Pandemic

Plan

Sept 2009

Client Specific Planning

2. Planning - Base Plan ElementsEmergency Response Organization

– Emergency Response Organization and ERP will be activated (if necessary) by the Crisis Manager

Human Resources (HR)

– Identified Policies managed by HR that may require review, modification, or update

– Identified role of HR in employee education / awareness programs

Medical

– Identifies infection control guidelines that should be communicated to employees• Proper hygiene practices

• Hand-washing instructions

• Cough / sneeze etiquette

– Information on social distancing

Facilities



Facilities

– Responsible for posting hand washing and workspace cleaning instructions throughout facilities

– Reporting on distribution and replenishment of hand sanitizers and wipes throughout all facilities

2. Planning – Base Plan Elements (cont)Corporate Infrastructure

– Strategy for maintaining IT services to clients (including staffing, technology capabilities, etc)

– Identifying critical staff and business functions

– Identifying delivery mechanisms such as VPN and Citrix to support Client IT infrastructure and remote operations

Monitoring

– Monitoring of pandemic risks via the following websites:• World Health Organization (WHO) www.who.int

• CDC www.cdc.gov/h1n1flu/

• SOS International www.internationalsos.com

• US Government Pandemic Website www.pandemicflu.gov

• Ontario Canada Government Website www.health.gov.on.ca

Email subscriptions live feeds (RSS) and local news media



– Email subscriptions, live feeds (RSS) and local news media

2. Planning – Base Plan Elements (cont)Communications

– Ensuring proper communications to all employees, clients, key stakeholders and the media.

– Regular communiqués to all employees will include:Proper hygiene practices

Workspace cleanliness

Travel advisories

Instructions for identifying staff who may be ill

Capturing client requests and client specific pandemic plans



Pandemic Planning – Lessons Learned



2. Response – Capgemini ReactsEmergency Response Organization (ERO)

– Emergency Response Plan activation has not been required to this point


– Communicating effectively with managers and employeesg y g p y

– Review of policies completed

Medical

– Medical team helps monitor news from their community as well as actively engaging as needed.

Facilities

– Dispensed Hygiene products and posted placards as requested

– Cleaned several office / hotelling spaces as the need arose

Corporate Infrastructure



Corporate Infrastructure

– 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:

NA Pandemic Command Team was activated



NA Pandemic Command Team was activated

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”


– Review any Policy changes – determine whether the changes should be temporary or permanent

Medical

– Integration into updates for NA Pandemic Planning

Information sharing contin es



– Information sharing continues

Facilities

– Return facilities access and workspace to normal

– Evaluate effectiveness of relationships with landlords and vendors (goods and services)

– Update any “work instructions” for cleaning crews

2. RecoveryCorporate Infrastructure

– Update collected information on critical resources and processes (ongoing)

Monitoring

– Continued monitoring of Pandemic and potential health related risks

Communications

– Notify employees and affected stakeholders, of the termination of the emergency status (based on WHO and CDC guidelines).

Capgemini collaborating with clients

– Reinstate any services that were postponed due to the response

– Cancel or extend any services that were initiated due to the



Cancel or extend any services that were initiated due to the response

– Identify any new services required long term as a result of the event

Complete “Lessons Learned” session with Pandemic Leadership Team and collect any responses for a final status report to Management.

Response & Recovery – Lessons Learned



2. External CommunicationsPandemic Readiness Client Letter

Explains Capgemini’s current preparedness and mitigation efforts

Proactively distributed

Signed by the Account Exec

Vendor Readiness Questionnaire

Originally presented to us by a client

Seen as a good “talking points” piece

Client Notification Letter

Capgemini employee tested positive for H1N1 and was in contact with a client – from Account Mgr/Exec

Pandemic Readiness presentation created for clients for delivery by Account Mgt Teams

Account Executives trained on Pandemic Basics; how they should interact with their clients; given



Account Executives trained on Pandemic Basics; how they should interact with their clients; given documentation for distribution as required

Stressed the importance of the role they played in educating their clients and how vital it was that the message be consistent at all times.

Effective communication and collaboration between CG and its clients was the key to our success!

2. Internal CommunicationsCommunications Channels

Newsletter articles

Intranet postings

Email communiqués to Employees, Managers, VPs and Account Mgt Teams

Collaboration with Joint Health and Safety Committees

Instruction Sets

For Managers (what to do if employees are sick – notification, reporting, advice on HR Policy)

For Employees (what to do if sick, family member sick, etc.)

Educating the HR team

H1N1 Symptomology, Policy Clarification, Union Matters and Reporting Training

Staff Notification Letter



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.

Communications – Lessons Learned



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



Identification of gaps between the CG and client plan

Allocation of resources (i.e. in the event of high absenteeism) for continued client support including alternate work strategies

Prioritize critical projects that can be suspended due to high absenteeism

Lessons Learned (to be completed when Pandemic is officially declared over)


Protocols

EmployeeWhat to do if your sick

Family careFamily care

Identifying Primary Team Members (resource allocation)

Privacy issues

ManagerWhat to do if an employee is sick at the office

Reporting

FacilitiesCleaning Methods & Disinfection



Signage

Supplies

Social Distancing

Use of PPEs and anti-virals (why we didn’t use them)

American vs Canadian reactions/response


Policy

Union Employees

HR P li iHR Policies

Absenteeism

Travel restrictions

Compensation

Work-at-home rules

Sick leave

Employee Assistance Programs



Client Project Delay

Protocols & Policies – Lessons Learned



5. Reporting and Worksheets

Management Endorsement

Information Gathering Techniques

Absenteeism Reporting

Periodic Status Reports



Resource Allocation Worksheet

Reporting & Worksheets – Lessons Learned



6. Signage

Creation and distribution

Hand washing

Office Health TipsOffice Health Tips

Location, Location, Location

Examples of signage



Signage – Lessons Learned



7. How to Pass an Audit…

The Pandemic Plan must meet minimum plan requirements (for contents)

– What is the Model Plan for Audit?

– Is there a difference between what’s proposed in the “model plan” and real lif ?life?

– Be engaged in the audit if possible (avoid renegotiating of final score)!!!

– Be prepared to defend your plan

– Adjust your plan if needed to boost score on audit

Internal versus External Audits

Internal External



Less Stringent More Stringent

Compared to other internal plans Compared to other like parties using a defined template as the “proof”

More interested in Response (versus Planning and Recovery)

More heavily focused on the written Plan elements

Allows for greater detail in responses No real contact with Auditor

Audits – Lessons Learned



8. Summary

The key focus is protecting CG employees and client obligations

Plans will be living documents and adjustments will be made based on local and global activities

Effective communication and collaboration between CG and its clients is the key to a positive outcome

Like all other Business Continuity Planning this plan must work for YOU!



Like all other Business Continuity Planning, this plan must work for YOU!

pandemic pandemonium: lessons learned from h1n1...1. about capgemini & the collaborative...

Documents