Opening Up America Again By Driving The Health And Safety Of 100,000 Associates

Opening Up America Again By Driving The Health And Safety Of 100,000 Associates

Recently, during ProcessMAP’s weekly COVID-19 EHS leadership virtual roundtable, we heard from Rob Loose, Director of Safety for MAU Workforce Solutions, who shared his perspective on how MAU is managing the COVID-19 pandemic and how are they are working towards reopening their operations while maintaining a laser-sharp focus on the health and safety of all their associates. 

MAU Workforce Solutions is an innovative global company that provides solutions for success in staffing, recruiting, technology and outsourcing to clients, associates and applicants.  Throughout the course of the crisis, they quickly learned to be adaptive in their decision-making processes and recognized that the landscape of the COVID-19 pandemic would be ever-changing. MAU and its customers are responsible for managing the health and safety of nearly 100,000 associates who work at more than 200 locations, which include several of ProcessMAP’s customers, including BMW, SKF, John Deere and others. To that end, they put together an adaptive playbook for their associates to return to work amidst COVID-19. 

MAU and ProcessMAP

Return to Work – Phase One

In Phase One of MAU’s return-to-work plan, the company is bringing people back to work safely and returning to work efficiently. The company hires many associates for the manufacturing industries with people working in factories ranging from building automobiles to making toilet paper, and has worked with its customers to understand what their COVID-19 return-to-work plans are and whether these plans fit with MAU‘s safety procedures.

All of MAU’s customers are performing some type of screening for people entering customers’ plants and facilities. The EHS team at MAU proactively worked with their customers to ensure that these precautions were adopted – Elevated Body Temperature (EBT) screenings; designated entry and exit points following social distancing protocols; adjusted start times and shift times and designated facility entry and exits; and managing timekeeping systems differently, with fewer touch-type timekeeping systems and more proximity-type systems being used. 

MAU prepared a Symptoms Questionnaire based on the Centers for Disease Control and Prevention (CDC) guidelines and has updated it as the CDC guidance has evolved. Each day, every associate is required to answer these questions as they enter the building or the facility. Technology is an important part of MAU’s adaptive approach to fight the spread of the disease.

In manufacturing environments with machines that once employed seven or eight people to operate at a certain tack time, MAU’s customers have had to ramp down the tack time of employees due to social distancing. Additionally, the company and its customers worked together to stagger the work schedules of associates to ensure that there are enough people to operate processes safely and yet account for social distancing. 

Return to Work Protocols for Office Environments

MAU has offices in Utah, Georgia, South Carolina and North Carolina. They have implemented a plan that accounts for their associates, and also takes local and state regulations into consideration.  The plan for returning to office work is also designed in phases. In Phase One, only essential personnel are allowed back in the work space. These MAU associates are mostly in positions where they have to be present at the building and their job is better performed on the premises. All other MAU associates will stay quarantined and continue to telework. 

MAU is leveraging ProcessMAP’s COVID-19 mobile solutions to help their associates perform self-assessments and provide notifications to supervisors and medical staff, eliminating paper-based processes. This has resulted in a more efficient entry protocol for MAU associates. 

Return to Work – Phase Two

As MAU prepares to implement Phase Two, they will roll out associate self-screening and incorporate mental health checks through the ProcessMAP app to everyone and continue to protect the more vulnerable by allowing those associates to work from home. They will allow gatherings in common spaces; however, they will have social distancing protocols in place. Travel restrictions will continue to remain in effect.

Return to Work – Phase Three 

Technology will be a key enabler for MAU’s Phase Three strategy. They are evaluating various solutions, such as a questionnaire screening app from a local hospital group, which will require respondents to complete questions about their lifestyles and health conditions. Low-risk associates will be invited back into the office, whereas people with very high risk will either be allowed to work from home or will visit the facility for a very limited time, to minimize exposure. 

As the COVID-19 landscape continues to evolve on a daily basis and the potential for a second wave of cases towards the end of summer season increases, MAU and ProcessMAP will continue to partner and co-innovate solutions that can help the company bring its large scale of associates back to work in a safe manner, and play a supportive role in bringing some of the manufacturing back to the United States.

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Customer Success At ProcessMAP

Customer Success At ProcessMAP

Customer Success is the latest buzz word being bantered around the technology industry. In many ways, it is the reshaping of the Customer Service and Engagement functions seen over the course of the past few decades. At ProcessMAP, we make a conscious effort to ensure Customer Success is not some type of amorphous concept, but rather a key company function measured on three criteria: 

  • Product Value – This typically conjures up the “no kidding” response. Of course a company like ProcessMAP would and should subscribe to offering product value. I grant you that. However, Customer Success optimizes product value at ProcessMAP primarily by being the voice and advocate of the customer. Each Customer Success team member is expected to and measured by the constructive feedback they bring to ProcessMAP’s Product Group. This supports an iterative product development cycle that yields a more intuitive, user-driven set of functionality. 
  • User Adoption – The product is what brings a company to ProcessMAP, but happy, productive users maintains our customer base. A passionate set of Customer Success professionals focus on proper onboarding where change managementassimilation and training are combined to increase the likelihood of adoption success.
  • Customer Experience – Customer Success is the first line of contact for our customers through the support channels. At ProcessMAP we have teams of Customer Success professionals dedicated to its own customer portfolio. This ensures customer intimacy and laser-like focus on the customer’s product set-up, culture, processes and KPIs.

Ultimately, Customer Success at ProcessMAP represents the basic “blocking and tackling” necessary to achieve a customer portfolio that is engaged, committed and achieving its expected and prescribed value. We take our position of customer advocate seriously. We know we stand as the proxy for our customer inside of ProcessMAP. Hence the three pillars of Product Value, User Adoption and Customer Experience will continue to be our guiding light and framework to how Customer Success executes.

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Valvoline Drives Employee Health And Safety During COVID-19 And Beyond

Valvoline Drives Employee Health And Safety During COVID-19 And Beyond

During a recent weekly EHS leadership virtual roundtable hosted by ProcessMAP, Gary Allen – the Vice President of EHS and Office & Building Services at Valvoline – shared his experience as well as insights in addressing the challenges posed by the COVID-19 pandemic. Valvoline is a leading worldwide marketer and supplier of premium branded lubricants and automotive services, with sales in more than 140 countries. It operates and franchises approximately 1,700 quick-lube locations, and it is the No. 2 chain by the number of stores in the United States under the Valvoline Instant Oil Change brand. 

Adopting Effective Strategies to Manage COVID-19

To effectively counter the impact of COVID-19, Valvoline embraced the following guiding principles: 

  • Protect the safety and well being of their global teams 
  • Develop an overall business continuity plan 
  • Minimize customer impact 
  • Maintain store/plant operations 
  • Preserve liquidity and minimize short-term financial losses
  • Ensure continuous, timely and accessible internal and external communication

Valvoline created a response team that included a steering team, a working team for the initial response, a travel review team, a team for planning the return to the office. The response team prepared and executed one global approach while accounting for differences in-country/local requirements. They worked to disseminate consistent messages throughout the pandemic,  following Government guidelines to drive decisions and worked diligently on their communications to keep all their teams informed. 

In the United States, the automotive repair and maintenance business was deemed an essential business that was allowed to continue operations during the lockdown. All of Valvoline’s manufacturing locations and oil change locations continued to operate. Similarly, Valvoline was able to continue supplying products to their customers in other retail and commercial channels through their manufacturing plants. 

Although Valvoline did experience a small number of positive COVID-19 cases within the company, the company treated such cases like any other illness or injury and took those cases very seriously. For example, If a Valvoline Instant Oil Change store were to identify a positive case, they would shut down the store, clean and sanitize it and not re-open until that step is completed. Any employees who might have come in contact with the infected individual would be asked to self-quarantine for 14 days. 

Returning to Work

Valvoline continues to monitor the ever-changing national, state, and local guidelines as they execute their plans for effective COVID response management and employees returning to work. 

Some of the best practices being implemented include: 

  • Office capacity is limited to 50% – managers segregated employees into two teams that alternate weeks spent in the office, to help minimize exposure.
  • The state of Kentucky has mandated a health assessment, and Valvoline leveraged digital technology for team members to complete the self-assessment at home before arriving at the location of work.
  • Protective barriers for guest interface – Valvoline has installed barriers at the highest guest interface areas, including the front desk in the lobby, cafeteria, credit union, and the company store. This significant investment is something that Valvoline believes will continue to utilize in the long term. 
  • Valvoline instituted a concept called “Leave an empty chair” in all meetings – allowing between 3 to 6 feet distance between people sitting around a table.
  • Minimizing high touch points – Valvoline modified areas to include touch-less door openers and personal door opening devices for use throughout the office.
  • Enhanced cleaning and sanitization – Valvoline implemented additional provisions to clean all high-touch surfaces, such as doorknobs/handles and printer surfaces, to help make the office environment as comfortable and safe as possible.
  • Valvoline will continue to be flexible with “high risk” individuals and those with personal situations working from home and will potentially make their work from home policy more flexible, as several employees are anticipated to prefer to continue working remotely.
  • Daily temperature checks and health assessment – Valvoline installed temperature scanning kiosks to measure temperatures of employees entering a building

For several years now, Valvoline has championed a very strategic and transformative approach towards employee health and safety by leveraging ProcessMAP Incident Management and Audits Management solutions amongst several other EHS modules. The company realized how employee health and safety can turn into a very tangible competitive advantage and continues to stay ahead of the curve by adopting cutting edge EHS solutions. To learn more about how ProcessMAP can help your health and safety processes, sign up for a free trial today! 

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The Scott’s Miracle-Gro Company’s Journey Through COVID-19 – A Year After The Pandemic Started

The Scott’s Miracle-Gro Company’s Journey Through COVID-19 - A Year After The Pandemic Started

On a recent ProcessMAP EHS Leadership Roundtable, we heard from Jason Johantges, Director, Environmental, Health and Safety at The Scotts Miracle-Gro Company. Jason was one of the ProcessMAP customers who presented on our very first Roundtable on March 31, 2020. It was fitting that Jason returned to the Roundtable to share his perspective on COVID-19 one year after we began lockdown in the United States. Jason also recently led a panel discussion for The National Association for EHS&S Management (NAEM) with a group of his peers related to benchmarking the critical elements of pandemic response plans.

Headquartered in Marysville, Ohio, The Scotts Miracle-Gro Company is passionate about helping people of all ages express themselves on their own piece of the earth. With approximately $4 billion in sales, the company is the world’s largest marketer of branded consumer lawn and garden products for lawn and garden care and indoor growing and also the largest distributor of retail hydroponic products in North America. 

The Scotts Miracle-Gro Company was deemed an essential business during the COVID-19 crisis. As the pandemic took hold in North America and more people stayed close to home, consumers turned to gardening as a form of respite and release. The result has been an extraordinary demand for Scotts’ products. Working closely with its partners, Scotts continued getting products to consumers at a time when consumers needed them most.

Looking back to one year ago, when Jason shared his pandemic preparedness comments on the ProcessMAP COVID-19 Roundtable, he emphasized the fact that Scotts already had a pandemic preparedness plan in place. When surveying the attendees on the Roundtable a year later, we learned that just over 21 percent of attendees had a written pandemic plan in place, and nearly 70 percent of participants did not. Scotts was fortunate to have developed their plan in early 2008 when SARS became prevalent. As it faced the Coronavirus outbreak, it helped the safety team to understand their roles and responsibilities when it became apparent that COVID-19 was a serious public health crisis and that critical decisions would need to be made quickly.

The Scotts corporate pandemic team consisted of an executive crisis management team, an operational crisis management team and a local pandemic team. The executive team members were involved in such decisions as when locations would be shutting down, and when certain employees would be working remotely. The operational crisis management team disseminated that information to the right people across the company to be able to execute on those decisions. 

The local pandemic teams included a point person at each Scotts location, whether it be an office building, distribution, or manufacturing facility, who was responsible for taking the information and decisions that were made at the executive level and ensuring execution at the site level. This included associate building access control, visitor access, virus prevention protocols, cleaning and disinfection, front-line communication, managing and distributing PPE and much more.

Within Scotts, EHS played a crucial role, interacting with all levels of the crisis management team, providing regulatory guidance information including messages from federal, state and local governments in the United States and in Canada, where each province had slightly different rules and requirements. The safety team also developed a COVID-19 playbook early in the process, specifically designed to address all the things Scotts needed to do as a company to handle COVID-19. Issues to be addressed included company travel, where employees would be able to stay, and where employees would be allowed to eat. Much of corporate travel during COVID-19 was reduced from air travel to simply driving from site to site.  

The safety team also had to ensure that all company sites had what they needed to operate, including PPE, cleaning materials, and temperature-taking materials. The team created a safety warehouse at their flagship location in Marysville, Ohio, that became the equivalent of a FEMA warehouse with two trailers. The team had an inventory of essential items and would distribute those items to their locations until those facilities were able to secure their own materials. 

Frequent and regular communication was also critical during the pandemic. The safety team recognized that flexibility was also important, as the situation was changing rapidly, and as changes occurred, updated communication was vital. The team had a dedicated safety page on the company intranet site devoted exclusively to COVID-19, including information about health checks, supplies available in their warehouse, five-minute safety talks and module training. The company also created podcasts to talk about the Coronavirus with guests including doctors on the company’s medical support teams and other corporate leaders to keep employees informed. Scotts also conducted quarterly town hall meetings where executives talked about the state of the business, effects of the coronavirus, the availability of vaccines and other topics.

The Scotts safety team had full support of the corporate executive leadership to implement safety standards and provide the necessary supplies and equipment that employees needed to perform their jobs. The team created guides specifically about PPE, and what steps needed to be taken when employees were not able to social distance and had to work within six feet of each other. 

Scotts employees adhered well to the guidance the safety team put in place. Employees were compliant with social distancing, working with barriers, staggering lunch, and other breaks to limit the number of people in each space and to maintain proper social distancing. Scotts hired employees whose job was to clean all the common touch points, including restrooms and break rooms, to frequently clean work areas. The employees were very appreciative of the additional cleaning and sanitizing that Scotts put in place and responded positively to the enhancements that working through COVID-19 required.

Some of the facility-level changes the safety team made included the installation of air-purifying HEPA filters for common areas such as break rooms, to better clean the air in these locations. Scotts intends to maintain HEPA filters to provide a better breathing zone for its employees. The company also invested in touch-less dispensing at its sites for coffee, ice, or water, and implemented apps to reduce physical contact with areas where bacteria could develop.

Safety training took on greater importance for Scotts during the pandemic. The company deployed five-minute safety talks through its corporate intranet, and it utilized training modules on the coronavirus through its LMS system. In retrospect, the safety team recognized that paying attention to other countries’ response to the pandemic outside of the United States was very instructive. For example, in Asian countries which were used to dealing with respiratory issues and viruses, people are very accustomed to wearing masks and were more accepting of temperature taking early in the process.

Communication continues to be key for the Scott’s safety team as we have reached the one-year mark in managing the COVID-91 pandemic in the United States. The team continues to refine and edit its pandemic preparedness plan, recognizing that it is a useful foundation and template for unexpected events that could occur in the future. The team learned to be flexible and adaptable, and to use the written framework plan they had in place as a guide for how to move forward in the future.

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JCI Europe Navigates COVID-19 With ProcessMAP EHS Solutions

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JCI Europe Navigates COVID-19 With ProcessMAP EHS Solutions

On a recent ProcessMAP EHS Leadership Roundtable, we heard from Serge Everdepoel, Global Senior EHS Manager/EHSIS Lead for Johnson Controls, Inc. (JCI), the global leader for smart and sustainable buildings, who shared his perspective on how their European countries are responding to the COVID-19 pandemic, and ways that JCI has used the ProcessMAP system to manage their response globally. Johnson Controls offers customers a portfolio of building technology solutions that transform the environments where people live, work, learn and play. From optimizing building performance to improving safety and enhancing comfort, JCI supports customers in industries such as healthcare, education, data centers and manufacturing with a global team of 105,000 experts in more than 150 countries.

JCI Europe and ProcessMAP

Based in Brussels, Belgium, Serge provided us with a high level overview of the COVID-19 pandemic from a European perspective. Serge and his team began working from home in mid-March, and nearly all of his colleagues who are office-based continue to do so today.

From a return-to-work standpoint, JCI has classified their employees into three categories:

  • Category 1 – those employees who are unable to do all of their job when they are not in an office. There can be a certain device these employees need,or a certain software that only runs within a JCI facility that cannot be accessed from a remote VPN  connection.  At the present time, JCI’s U.S. headquarters office in Milwaukee is at 10% of their occupancy level.
  • Category 2 – people that can essentially work from home but from time to time need to visit the office to perform certain tasks. These employees may return to their offices by the end of this calendar year.
  • Category 3 – these are employees who can work from home 100% of the time.

At the height of the pandemic in April, Europe’s response included such measures as stopping trans-border travel, closing shops, bars and restaurants, requiring face coverings, issuing mandatory stay inside orders, school closures and stopping outdoor sports. 

In May and June, certain lockdown measures were gradually relaxed, and while some countries moved faster than others, all countries were relaxing in some way. This was in part because of the pressure on the economy that lockdown created, eliminating many jobs and the health of the economy in each country.  In July and August, daily new case counts began to rise again, as the second wave of COVID-19 started in Europe 

As of late August, the European CDC continues to report a number of hot spots in Europe. JCI is carefully monitoring the data for those countries where COVID-19 case counts are increasing and those that are decreasing. 

Managing COVID-19 with Support from ProcessMAP

JCI uses a suite of ProcessMAP modules to help manage their response to the pandemic. Since becoming a ProcessMAP customer in 2014, JCI has incorporated Activity Management, Audit ManagementEvent Management, Performance Management, Incident and Claims Management, Risk Assessment, Waste Management, Permit Management, Blood Lead Monitoring, Industrial Hygiene, Water and Energy ManagementReviqo ready-to-use mobile apps, Behavior Based Safety and LMS. The safety team continues to adjust their use of the ProcessMAP platform and effectively uses the data it provides. The modules are closely integrated with Human Resources and other systems, and the team regularly uses advanced data analytics and visualization tools such as Insight to create incisive reports, build executive dashboards, run statistics and identify underlying trends.

The COVID-19 pandemic caused JCI to quickly rethink how to manage data related to this new situation. Their solution was digitization, standardization, and as far as possible, automation.  Some of the early decisions included use of Microsoft Excel, MS Teams and MS Forms that were quickly put together believing that we could manage it. The safety team saw data reporting gaps from the beginning. There were IT security issues around data collection because the team was collecting personal data around people getting ill without the benefit of data privacy around those forms spreadsheets. 

The EHS team took control of the situation and explained that they already had a tool in-house that with a little tweaking, could do all the things they needed, and with more exposure, they anticipated a great boost in adoption by using their EHS platform.

The result has been all positive. The team expanded the scope of their system to include non-work-related illnesses. They are increasing user counts, exposing their leadership team, operations, management and supervisors to the platform now in a way that they were not using it before. They also see a lot more adoption of the modules than they had before the COVID-19 pandemic.

Incident Management

Using ProcessMAP’s Incident Management solution, JCI’s safety team enables EHS stakeholders to create COVID-19 cases when they learn about it and update that same case and move it from hospitalized to recovered as the colleagues recover. The team translated this reporting strategy into 15 languages to use it globally. They created the training material, conducted training webinars, and then created Insight reports so that the organization can access those statistics now as well. That deployment really took minimal effort to make the switch.

Insight Reporting

As JCI confirmed COVID-19 cases across the globe, they were able to track employees who have recovered and returned to work.  They could track the data at a country or facility level, and share these details at least weekly if not daily. 

Audit Management

The JCI team runs this report three times per week. They evaluate data by business unit, and by where sites are in their journey to be approved for operating under the new normal. They are also able to create pie charts breaking data down by business unit or by audit stage. 

Using ProcessMAP’s App Builder, JCI created an easy, simple form to screen and track employees entering their work locations each day.  They captured data including temperature screening in the AppBuilder module on a daily basis, and then loaded it into Insight to automate reporting. The safety team saw usage increase as sites began to re-open or continue to operate that they picked up the temperature screening requirement and they are reporting on a daily basis. 

Daily IR Screening

JCI is able to view numbers by country based on the data they collect, and can also see the number of people who were denied facility access due to elevated temperatures. As the weeks have passed, JCI has seen a drastic drop in the number of employees who were denied access to facilities. This means that people are either not getting sick anymore or they are realizing that if they are ill they must not come to work . That is a mentality change that is 100% crucial for COVID-19. In fact, JCI is promoting this idea for employees pertaining to any kind of disease. If employees are ill, they must not come to work. Those employees who are able to work remotely should work from home, and if not, they should focus on their health and recovering from any illness.

COVID-19 continues to remain a relevant topic more than seven months since the start of the pandemic. Several countries continue to see hotspots and localized surges, if not full-fledged second and third wave of cases. In this constantly evolving and changing health and safety landscape, leading organizations like JCI are demonstrating the value of leveraging digital technologies to keep their employees safe around the world and minimize the impact of the pandemic on their global operations. To learn more about how ProcessMAP can help you digitally transform your EHS processes and mitigate occupational safety hazards, sign up for a free trial today! 

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Frequent Communication And Data Sharing Are Key To Smiths Group’s Navigation Through COVID-19

Frequent Communication And Data Sharing Are Key To Smiths Group’s Navigation Through COVID-19

As companies around the world have navigated their way through the challenge of managing their response to the COVID-19 crisis, ProcessMAP Corporation, the industry leader in offering a data intelligence platform for employee Health and Safety, and Environmental Sustainability (EHS), has been conducting a weekly EHS leadership roundtable – Winning COVID-19 with ProcessMAP.  This forum brings together EHS leaders from Fortune 1000 companies, experts from the fields of public health, legal, and the technology sectors to share effective strategies, best practices, and innovative solutions to minimize the impact of COVID-19 pandemic on employee safety and business operations. 

We recently heard from Tim McGraw, Vice President, Global HSE at Smiths Group plca British multinational diversified engineering business headquartered in London, with 23,000 employees worldwide and operations in 150 countries. Smiths Group has stayed focused on the company’s core values to ensure the health and safety of their employees is first and foremost in this quickly changing situation. Smiths Group found that it was important to keep colleagues and stakeholders updated as things changed quickly on a country, regional or local basis.

Smiths Group and ProcessMAP

Smiths Group established a crisis process with a Crisis Core Team based in London (but working remotely), comprised of Legal, HR, Investor Relations, Finance, Communications and HSE.  The group met three to four times per week and brought in representation from their five operating divisions: Smiths Detection, Smiths Medical, Smiths Interconnect, John Crane, Flex Tek and Smiths Group.  The team quickly added Corporate Affairs representatives, as they realized that those teams were instrumental in securing essential business status to remain operational.

The Crisis Core Team frequently interacted with the Executive Committee, CEO, Board of Directors, and the divisional crisis teams.  They found adhering to this structure really helped in the decision-making and communication processes.  The company also engaged the services of a medical doctor to advise and guide them when needed.

The Crisis Core Team also found value in its alignment with ProcessMAP, as Smiths Group developed an internal operating dashboard utilizing data from the ProcessMAP platform to feed into their own HSE management system.  They soon expanded the breadth of this data distribution to include business continuity, supply chain information and to track absenteeism. According to Tim McGraw, this helped the HSE team to partner with Human Resources, Supply Chain and Operations, using their ProcessMAP tool to track their data.

Smiths Group has created a toolkit for managers, providing them with a library to draw from to share information on a number of topics, including masks and PPE, temperature screening, disinfections, risk assessments and compliance information for them to access on short notice including anywhere, anytime through their innovative Smiths Now smartphone colleague app.

The team has also created guidance for managers on what to do if they have a positive case.  This all gets entered into ProcessMAP, our HSE database,” added McGraw.  “We go through the various elements of a confirmed case, a suspected case, what to do, who to contact.  This guidance has been quite helpful for our locations as they have managed their way through this pandemic.” 

This blog is a part of a new series of curated content that ProcessMAP is sharing with the larger EHS community, in the wake of the COVID-19 pandemic. Watch this space for our next blog! To read our previous blog in this series, Click Here! Share your thoughts and perspectives, in the comments section below, on how are you managing the impact of COVID-19 at your workplace.

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