Managing Workplace and Work Processes

Social distancing requirements will mean changes to the way we use our workplace. This is to reduce any possible transmission of the virus in the office environment. The use of the workplace is coordinated by Facilities Management on an ongoing basis to ensure the 2m social distancing requirements can be accommodated. However, managers have a reasonability to ensure anyone coming int the office on a given day is not going to be seated with 2m of someone else

Please note the following points:

• in relation to workplace set up, managers should consider who will be in attendance in the office
• if two or more people who usually sit within 2m of each other need to attend the office at the same time, for work purposes, during the transitional phase, consult with Facilities Management about what options are available to manage this attendance
• if meetings are required for sections, consult with Facilities Management about the best way to set up these meetings
• ensure all staff are aware of the social distancing requirements while circulating the building
• stagger breaks to ensure staff are not congregating at break times
• do not give approval for any more than 30% of the sections to be in attendance on the same day. If there is a business requirement for such attendance, managers should consult with Facilities Management

If there is an issue with people who normally sit within 2m of each other attending the office, Facilities Management will be in contact to get confirmation that attendance in the office is essential (or to ascertain if the staff member could attend on different days) and to work out a plan to enable social distancing.

Work processes need to be managed to minimize contacts between staff within the section, colleagues in other sections and partners from outside the CSO. The management of work processes should be guided by aiming to reduce to a minimum the number and duration of contacts between individuals.

Managers in each section should consider the following:

• whether a task needs to involve close contacts between staff
• the minimum number of physical interactions needed to complete each task
• how duration of contacts can be minimized
• what alternatives processes could be introduced to eliminate or minimize close contacts
• if close contacts are required for the completion of a task, what steps need to be taken to mitigate against the possible spread of COVID-19

Section managers should take time to consider how to best adapt the processes within their section to reduce close contacts. Additionally, where work processes involve interaction with internal or external business partners, they should collaborate to those colleagues to limit contacts where possible. Examples of adapted processes include:

• having a one-way system within the section
• storing any work materials that are brought into the section from outside the CSO for 48 hours before using them
• sharing screens via skype rather than having two people physically sharing one monitor
• minimising the number of people involved in any handover of physical materials
• leaving the section if IT need to work on a machine
• regular cleaning of any shared areas or devices eg printers