XPO Logistics shares its blueprint for the Covid-Secure warehouse

Essential Support for Essential Workers organises XPO’s pandemic response into four categories: employee support, risk-mitigation processes, on-site preventative measures and data-driven trend analysis. The whitepaper describes how the company’s Business Continuity Response Team has been able to proactively manage pandemic-related issues using decision mapping, event triage protocols, employee benefits and other measures at over 300 logistics sites.

When the pandemic struck, XPO immediately developed a comprehensive response plan to mitigate the risk presented by a potential exposure. The plan has proven to be effective in managing the response effort. In late February, it activated its Business Continuity Response Team to help coordinate an approach.

In the event of a potential infection, site leaders complete a ‘Code 19’ triage and reporting form to detail the nature of the situation. The white paper contains details of this, as well as a decision map which guides site leaners through the response process.

A key part of the risk-mitigation process is electrostatic deep-cleaning. The cleaning is carried out by a specialist external firms, and requires the sign-off of an industrial hygienist. This protocol is activated whenever an employee, contractor, customer representative or on-site vendor tests positive for Covid-19, even when the individual has been off-site in self-quarantine for several days.

Partners use industrial-grade chemicals to wipe down high-touch surfaces, including equipment, handrails, computer keyboards, doorknobs, water coolers, lockers, shared

workspaces and all surfaces in the break rooms and restrooms.

An electrostatic misting (sometimes called “fogging”) is carried out at sites, which eliminates all germs, bacteria and viruses at the particle level. This process typically takes about two hours to be completed throughout a distribution centre. It is safe to work 30 minutes after the deep clean has finished, which is why everyone can come to work the next day. Some larger facilities do take longer, but those are multi-building campuses that may have more than 1,000 employees.

Prevention protocols

The first preventative action XPO took to combat Covid-19 was to institute an enhanced cleaning process at the beginning and end of every shift.

The process involves wiping down workstations, equipment, shared work spaces and other surfaces, along with more frequent cleanings of common areas such as restrooms and break rooms. This procedure is tracked by means of an “S Chart” to record the completion of cleanings.

At the start of every shift, all associates must affirm that they meet five Covid-19 related preconditions that indicate they pose no risk to their colleagues.

These declarations have been instrumental in building a culture in which employees are consistently on guard to identify any symptoms or exposure. Any employee who feels ill prior to his or her shift is instructed to stay home, and any employee who becomes ill while at work must immediately notify a supervisor or HR lead and return home.

A corresponding Visitor Declaration is posted at the entrance of every XPO location. Visitors are not allowed within facilities unless they are able to affirm that they meet the same five preconditions. Additionally, visitor access is restricted to eliminate any visits that are not mission-critical. Visitors are not permitted to socialise or spend time in facilities beyond what is essential to meet business needs.

Every site has an expanded stock of cleaning supplies, and has installed hand-sanitation stations throughout. Some sites have also installed “hot-wash” stations where employees can more frequently wash their hands with soap and water. To accommodate the surge in demand stemming from the outbreak, XPO’s Procurement Team in March set up a dedicated website to enable each location to order and track cleaning supplies and PPE.

Warehouse operations re-engineered

XPO re-engineered warehouse operations to keep everyone six feet apart at all times, including during breaks and when coming into work and leaving for the day. For example, Six-foot physical distancing is practiced at every tier-board meeting, where goals are established for the shift and data is analysed to ensure operations are on track. Also, in many cases, it was necessary to reconfigure operational layout in order to adhere to the six-foot physical distancing guidelines. Sites have risen to this challenge and found ways to maintain productivity at a safe distance. Floor markings assist associates along an assembly line to uphold operational distancing. Distribution centres have put in place an additional level of protection in the form of protective barriers. When combined with six-foot physical distancing, these barriers help prevent exposure and offer more peace of mind.

XPO’s Data Analytics Team developed a daily report that enables XPO’s leadership to track and assess positive Covid-19 cases, and to observe pandemic trends so the firm can adjust accordingly. For example, we saw that certain regions were becoming “hot spots” before the general public appeared to be aware of that development.

To download the white paper, visit https://bit.ly/3jkhhk

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