This presentation illustrates how FieldForce4 assists businesses to transition to maintain service levels during and after the COVID-19 pandemic. In summary the FF4>>PIVOT is a structured approach to preparation, planning and alignment that identifies the key areas for the business to focus on to maintain service levels and then provides the lens to prepare for a return to normal operations.

1. For Utilities and Councils
April 2020
COVID-19 Impact Management
FF4>>PIVOT

2. FF4>>PIVOT Overview
COVID-19 has disrupted society, economies and businesses more directly than any other
event in modern history. While the impacts will continue to be felt for many months,
organisations must develop a new business as usual and continue to evolve as
circumstances dictate
PIVOT is a FF4 tool to support organisations navigate this new reality:
PIVOT 1: TRANSITION
PIVOT 2: SUSTAINED OPERATIONS
PIVOT 3: RETURN TO NORMAL OPERATIONS
18 April 2020 2

3. FF4>>PIVOT Phases
PIVOT is a checklist of focus areas aligned to the three phases of a response
1. TRANSITION
Organizations review existing business continuity plan(s) to update them for this new and unique
threat. Management is consumed with planning and preparedness and staff experience a heightened sense of
anxiety and changes begin to be implemented.
2. SUSTAINED OPERATIONS
Unlike natural disasters pandemics are not resolved in days or weeks they can last for months. Organization must
continue to deliver essential services even with a depleted workforce. The organization must be focused and ensure
the field force are supported and safe, and support services are aligned to a single purpose.
3. RESTART / RETURN TO NORMAL OPERATIONS
Eventually a level of normalcy will return. The maintenance backlog will be high and maintenance budgets will be
tight. Productivity and efficiency, combined with working on the right jobs at the right times will be key in this
RESTART phase
18 April 2020 3

4. Transition
• Generate or update the
COOP
Sustained
Operations Phase 1
• Implement the COOP
Sustained
Operations Phase 2
• Continuity
• Update the COOP in
response to daily O&M
changes
Restart
• Return to a modified
business as usual
• Address consequences
of extended operations
under a COOP
• Apply COOP lessons
learned to daily O&M
Aligning PIVOT and a Continuity of Operations Plan

5. FF4>>PIVOT Sustaining Success
Our experience suggests sustained success in the short term and long term relies on several key factors to
be in place for the duration
 Clear Vision: The business has a clear vision for the change, which is
continually communicated and reinforced to staff and key stakeholders.
 Managing Change: Bring people on the journey through participation and
recognition. There is no such thing as communication too much.
 Right Capability: Critical to allocate or insource and/or outsource the right
expertise and invest in ongoing development/improvements to sustain the
change.
 Integrated Approach: Realigned organization all pulling in the right direction
with a clear understanding of the businesses changed priorities.
 Preparation & Planning: There is no substitute for being prepared, regardless
of when you start the planning process.
 Flexible Compliance & Governance: During uncertain times, having the
ability to flex and streamline certain processes to ensure business continuity is
key.
18 April 2020 5

6. Pivot the team
Pivot business priorities
Pivot to align work and asset management with business priorities
Pivot to align supporting functions to business priorities
Pivot communications plan for all stakeholders
Pivot back to a modified business as usual
18 April 2020
Steps to implement and sustain a PIVOT
FF4>>PIVOT Steps

7. FF4>>PIVOT The Team
Appointing the right individuals to guide the organisation through these challenging times will
help to drive the right outcomes
Preventative
+ Prevention focus
+ Slow and deliberate
+ Accuracy and attention to detail
+ Prepare for the worst
+ Risk averse
― Stressed by short deadlines
― Stick to tried-and- true ways of doing things
― Unwilling to take risks
― Uncomfortable with optimism
― More susceptible to worry and anxiousness
Proactive
+ Innovation focus
+ Quick agile worker
+ Brainstormer and open to change
+ Optimist and a good change champion
+ Open to taking more risks
― Plan for best-case scenarios
― Seek positive feedback and loses steam without it
― Can feel dejected or depressed when things go wrong
 Two core risk management personality types are identified in stressful times
 Each with their own strengths and weaknesses – the key is finding the right team balance
18 April 2020 7

8.  Shifting the focus from efficiency to flexibility is often required whilst still reducing costs
 How does the business need to change - How will this impact our Way of Working?
 What will the impact on our staff, customers, shareholders and stakeholders be?
FF4>>PIVOT Business Priorities
Focussed on building
synergies supported by
collaborative
relationships with
customers & suppliers.
Focussed on lowest
cost – typically for
commoditised products
& services. Efficiency is
supported by high
asset/work force
utilisation rates
Focussed on cost and
fast development
capability is critical.
Used typically for short-
term lifecycle
products
Focussed on
configurability where
several features are
customised among a
set of limited options.
Focussed on
responsiveness to
demand changes.
Customised products
and/or short order
cycle are deliverables.
Focussed on ‘solving
problems’, including
emergency situations.
Typically speed of
response and recovery is
more important than cost.
CONTINUOUS
FLOW
EFFICIENT FAST
CUSTOM
CONFIGURED
AGILE FLEXIBLE
ORIENTED TO EFFICIENCY ORIENTED TO RESPONSIVENESS
Identifying your businesses key activities and services during a Pandemic response will
ensure you prioritize the right work at the right time
18 April 2020 8

9. FF4>>PIVOT For a Clear and Simple Orientation
Each member of the Works Management Value Chain needs to review and modify
focus areas to ensure alignment with new business priorities
“
Align Works Management Focus
”STRATEGY CUSTOMERS
1ASSET
MANAGEMNT
2WORK
PROGRAM
MANAGEMENT
4OPERATIONS  
• Review capital projects &
open defects. Prioritise/Re-
categorise
• Identify low-risk asset
inspection activities that can
be deferred
• Review & prioritise
programs
• Align AM & Operations
• Build backlog of deferred
work to later in the year
• Provide direction over which
work can be delayed with
minimal cost and rework
• Reduce planning time
horizon
• Expedite processes, permits
and approvals
• Accept increased rework
given the constantly
changing environment
• Turn on fault mode
• Daily standups emphasis on
safety and moral
• Encourage open and timely
feedback on constraints
• Work closely with Safety to
ensure fatigue is monitored
and risk minimised
3PLANNING &
SCHEDULING
18 April 2020 9

10. FF4>>PIVOT To Engage Support Functions
ORIENTATED TO
SUPPORT THE
WORKS
MANAGEMENT
VALUE CHAIN
SAFETY
1. Consider impact of fatigue, stress and maintaining safety
focus on worksites
2. Work with operational managers to optimize crew
makeup to control infection outbreak
FINANCE
1. Minimize frequency of reporting, budgeting and metrics to
allow Ops managers to focus on the field
2. Review unit rates and increased costs associated with
new operating priorities
RECRUITMENT & STAFFING
1. Consider contacting recently retired staff
2. Can ex-operational admin staff return to the field?
3. Do you need to start cross skilling program?
4. What is your succession planning?
INVENTORY & SUPPLY
1. Review list of emergency spares and increase stock
levels
2. Close cooperation with scheduling & dispatch teams to
ensure priority is given to all critical current works
PROCUREMENT
1. Review capability & capacity of key vendors
2. Identify secondary supply sources
3. Introduce expedited governance processes to ensure
responsiveness to operational requirements
FLEET
1. Review owned Plant &Equipment for alignment with
changes to work type
2. Review capacity and type of short term hire options
INTERNAL IMPROVEMENT INITIATIVES
Re-prioritize internal projects (IT, HR, FIN) but ensure projects important to the short and long term needs of the business are not cancelled
Support functions are critical to the organisation adapting - a pragmatic review of existing
processes and practices is required
18 April 2020 10

11. Internally and externally focused communication is of paramount importance in any rapidly
changing environment
FF4>>PIVOT To Ensure Effective Stakeholder Collaboration
Realignment
• New business priority
• Corporate and strategic
alignment
• Safety first
• Understand your
stakeholders and their
requirements
Comms Team
• Complete a stakeholder
impact assessment
• Select Ops & Leadership
representatives
• Develop a comms plan
• Initiate stand up meetings
• Clear accountability is key
Staff impact
• Individuals need to know
how it impacts them
• Reinforce through the
leadership team
• Confirm understanding
• Give out clear and positive
messages
Operational Status
• Keep up to date on
Operational status
• Update internal and
external stakeholders and
customers
• Follow the plan
 Develop internal and external communication plans covering all stakeholders
 Form a dedicated team to support and reinforce the message as required
18 April 2020 11

12. FF4>>PIVOT Return to a Modified Business as Usual
COVID-19 is an opportunity to focus your entire organization on what is important
New ways of working will be developed that allow you to deliver services with less resources
at a lower cost
Early and adaptive planning for a return to Business as Usual is critical to ensure
productivity levels can be sustained and increased when conditions allow
As BAU returns and there is a lengthy backlog of work to get through, plan to harness the
improvements and embed the new Way of Working as business as usual
A dedicated team that focuses on the return will support the leadership team in making
decisions not only for the short term but also with an eye for the future
18 April 2020 12

13. FF4>>PIVOT Impact Management Checklist
The checklist is designed to prompt thinking during the pandemic and assist businesses to transition and
maintain service levels in a challenging environment
 The checklist provides:
 A structural approach to planning, transition
and ongoing operations
 Identification of key focus areas to maintain
service levels
 Preparations for returning to BAU
 Topics covered include:
 Core Operations
 Supply Chain & Support Functions
 IT & Secondary systems
 Asset Security
 People
 Customers
 Communication
18 April 2020 13

14. FieldForce4 Ltd: 4 Masterton Road, Rothesay Bay, 0630, New Zealand
FieldForce4 Pty Ltd: The Rialto, level 30, 525 Collins Street, Melbourne, VIC 3000, Australia
FieldForce4 Inc. 8303 North Mopac Expressway, Suite A-120, Austin, Texas, 78759, USA
info@fieldforce4.co.nz
fieldforce4.com