Return to Workplace Considerations COVID-19

1 COVID-19 . Return to Workplace Considerations July 2020. Return to Workplace Business leaders are acutely aware of the impacts COVID-19 has had on their business Leaders have responded ..recognising the need 53% 63% 32%. to manage costs and Are projecting a decline of considering new Looking at reductions in up to 25% in company products/services to workforce investments to workforce revenue and/or profit this enhance/rebuild revenue target and contain costs1. year1 streams1. 75% 52% 50%..settling in to new ways Increased flexibility will say remote work is here to Planning to accelerate make organisation stronger stay for some roles and are automation and new ways of working over the long term1 investing in remote work in of working1.

2 Experience1. 53% 16% 79%..preparing for the Top concern is the impact concerned about their ability have mature capabilities in of recurring new waves of to effectively manage IT infrastructure, tools and Return to the Workplace infection on Workplace remote/hybrid way of controls to support safety1 working 2 interaction2. 1. Source: PwC COVID-19 US CFO Pulse Survey (link) Data as of 8 June 202: base of 898 Global Finance leaders 2. Covid Navigator (link) Data as of May 25, 2020: 543 APAC respondents PwC | COVID-19 | Return to Work Considerations 3. COVID-19 : While all six areas of response at the left need to be addressed to appropriately manage the COVID-19 crisis How to prepare, respond and recovery, evaluating when and how to gradually bring employees back to the Workplace represents and emerge stronger one of the most critical challenges your organisation will need to solve for.

3 It is a complex problem with many questions to consider: Six areas of response: How can we ensure the health and How should we sequence and pace safety of our people? the ramp up? . Crisis Management Workforce Are workers comfortable returning to the How can we best generate revenue Workplace ? Do we even Return ? in the wake of COVID-19 ? . What are the unique Considerations for What will it cost to appropriately operations & each country, city, site? bring people back to work? . Tax & Trade Supply Chain Health & Safety Type of Work (Sequencing). Finance & Strategy PwC weighs Return to Workplace Liquidity & Brand decisions across four decision criteria: Financial (Cost & Revenue). Worker Needs / Preference PwC | COVID-19 | Return to Work Considerations 4.

4 Decision criteria, applied as part recovery readiness, informs the Return to Workplace (RtW) transition plan Managing through crisis Prepare for the Return to Workplace Most companies have already pivoted to a new normal', which Mobilise a RtW task force and set up Transition Office to review response includes the following workforce dimensions 1 effectiveness to date, scenario plan for key decisions, define and manage action plan. Responding to the Crisis: Protecting People Lead with responsive, empathetic communications and policies Key decision criteria RtW Transition Plan Ensuring Work Gets Done: Secure & Productive Work Mobilisation Mobilise Health & Safety New ways of working and new forms of connectivity Transition Office Managing Liquidity: Workforce Cost Management Type of Work Assess short and long-term workforce cost levers to plan for (Sequencing).

5 Sustainability operations Transition Plan Preparing for Recovery: Recovery Readiness Financial Facilities Prepare for increased demand via workforce planning (Cost & Revenue). and strategy Health & Safety Worker Needs /. Purpose-Led Communications Preference Change Management Increased frequency, new modalities of multi-stakeholder communication and leadership engagement 1. More detail on the dimensions of work by which companies are already managing through crisis is available in the appendix or on PwC's COVID-19 : Workforce Considerations page PwC | COVID-19 | Return to Work Considerations 5. There are four key decision criteria to evaluate prior to bringing back subsets of the workforce Health & Safety Type of Work Financial (Cost & Revenue) Worker Needs /Preference Ensure compliance with local, state Identify jobs that require in-person Understand costs incurred or saved Assess workers' attitudes towards 1 and federal laws and guidelines, 1 interaction with other people 1 by bringing people back to work 1 health and hygiene in the current including privacy Considerations (on-site or field) ( , cleaning fees) climate Identify jobs that require in-person Identify and stand up new revenue Understand worker personal Establish a sanitary work 2.

6 2 2 interaction with technology or 2 streams or expand existing offerings situations ( , childcare, financial). environment machinery ( , new products/services). Evaluate comfort with remote Establish medical protocols to Understand where risk and Plan for fluctuations in typical working and perceived 3 manage a returning workforce ( , 3 compliance issues are magnified if 3 business demand during the 3. effectiveness of collaboration anonymised temperature checking) jobs are not managed on-site COVID-19 recovery period tools/remote ways of working Revisit and update proper Assess where productivity Identify key skills needed for new 4 environment, health and safety 4 decreases significantly if work is 4 ways of working and plan for (EHS) and emergency protocols performed off-site Citizen-led innovation program PwC | COVID-19 | Return to Work Considerations 6.

7 Mobilise a team to build and execute the transition plan Mobilise RtW Transition Plan RtW Mobilisation Transition Office operations Facilities Health & Safety Change Management Establish baseline and set Coordinate Return to Ramp up operations to meet Design a Workplace that Implement policies and Manage adoption of changes intention Workplace response to demand enables safe distancing practices to ensure a sanitary and employee sentiment Evaluate effectiveness and promote compliance and Develop a site-level schedule Remodel the office work environment Build change management identify areas for improvement efficiency week-by-week and day-by-day, infrastructure ( , retrofitting Design and implement strategy to drive awareness, across six areas of response Build Return to Workplace based on volume forecasts, desks with plexiglass shields to sanitisation protocols and understanding, commitment (Crisis Mgmt.))

8 , Workforce, project plan local regulations, and limit close contact between schedule for more stringent, and adoption among your operations & Supply Chain, Monitor local, state, and remodeled schedules workers) regular cleaning of premises workers Tax & Trade, Finance & federal statutes and drive Establish operating hours by Redesign individual workspace Design and implement physical Develop communications and Liquidity, Strategy & Brand) compliance site ( , for manufacturing configuration to create space distancing and personal engagement plan that Evaluate effectiveness of Execute and manage the plants, stores, contact centers) between employees protective equipment use addresses both returning COVID-19 response across Return -to-work strategy and Identify roles to ramp back up Redesign/close collaborative guidelines workers and workers five workforce dimensions plan and roles to stay furloughed or spaces to allow for distancing Determine and enforce remaining remote (Protecting People, Secure & continue working remotely appropriate mechanisms to Design and execute training on Monitor and measure Return Invest in tools/infrastructure Productive Work, Cost Mgmt.

9 Control human traffic flow, new processes, policies, and to Workplace progress Establish Return -to-work that continue to securely enable Recovery Readiness, including staggering work times operational procedures schedules at the employee virtual collaboration ( , Communication). level by site, including collaboration software, network Establish health verification Understand your cultural Design and facilitate selection of employees if Return bandwidth, laptops, wifi / vpn methods and channels ( strengths and leverage them Return -to-work strategy is oversubscribed access, identity and access temperature checking, as a source of energy and workshop with key management, data trust, threat self-reporting in an app) against focus.

10 Be prepared to lead with Establish incident management stakeholders detection and response) privacy and policy empathy and address arising team, tools and processes Monitor two-way feedback Considerations concerns channels to check-in on the Mobilise in-house medical staff workforce Define visitor protocols /. Develop and align on Return to screening processes; review Workplace strategy contingent workforce Stand up transition office management practices to ensure understanding of who is in building / systems and where they have traveled PwC | COVID-19 | Return to Work Considerations 7. The next step is to consider medium- and longer-term actions Real Estate Vendor & Contingent Virtual & Remote Supply Chain & Tax Workforce Management Workplace Identify future real estate Review contingent workforce Consider developing training for Consider moving some offshore requirements based on utilisation management practices leaders/managers on managing production facilities onshore and space configuration standards Assess ability of vendors to staff in a remote model ( , Align staff location plans with Consider consolidating real estate continue delivering work in light of motivating, building team spirit, public policy and incentives for coaching, managing performance).