Office Re-Openings in a COVID-19 World: How is Texas Doing it?

To re-open or not to re-open? We know there is no easy answer—especially as we now see COVID-19 cases spiking all over the country. There has been no clear or geographically equal end to a “first wave” of the virus, making it impossible for a uniform re-opening plan from coast to coast. Decisions about getting back to business while keeping people safe is happening at state and local levels. And, even when decisions have been made, we know those choices can be reversed overnight.

So, what can we learn from the oil patch? We know that Texas was hit hard in June, with a massive spike in cases forcing companies to course-correct on original office re-opening plans. We can learn a lot from how Texas-based companies, particularly those in the oilfield services sector, have been handling the re-opening challenges. While this sector’s economic vitality rises and falls based on the price of oil, the business model and reaction to COVID-19 has applicability across industries with a distributed workforce across the globe and a headquarters location in a hard-hit area.

In late June, we conducted a new study among 27 companies in the Oilfield Services sector to take a closer look at how re-opening plans have been paused or modified in the wake of the continuing pandemic:

• Sixty-three percent (63%) have either altered their re-opening plans or decided to further push out the date to begin bringing employees back. Those that had not yet begun their re-opening indicated that they felt the spike validated their cautious approach to the timing of bringing employees back to the office. Of those that had begun their re-opening in May or early June, companies have either delayed the next phase of re-opening or lowered their current office population by sending some employees back to working from home. At least two companies indicated they completely closed their offices to re-evaluate the situation, having all employees work from home just as they did in April.
• Thirty seven percent (37%) indicated that they had not yet modified re-opening plans due to the uptick in cases. Many of those were expecting an update at any time from their executive staff that could modify their re-opening plans. Others were monitoring recommendations from state and local officials that could impact their current plan. A few indicated that they had a very conservative approach to re-opening, initially bringing back a minimum number of employees in rotating groups, and that was working well enough to continue their current course.
• Forty-five percent (45%) of companies began re-opening in May, with half (50%) beginning in early June. Most (60%) grouped employees into two or three teams, rotating between working in the office and working at home. For example, with two teams, Team A might work one or two weeks in the office followed by one or two weeks at home, with Team B working the opposite schedule. In situations where more office time might be required due to the functional area or organizational design, Team A might work Week #1 in the office MWF and Tu-Th from home while Team B would be in the office Tu-Th and work from home MWF. They would rotate schedules the following week. Only 10% indicated they were attempting to bring all the employees back at the same time, and none of those were in a major metropolitan area.
• All companies are adding safety and protection measures. All (100%) are providing hand sanitizer at entrances, exits, and common areas, and two-thirds are providing it at individual employee workstations. Most (90%) are requiring face masks to be worn going to/from the office and in common areas, and the same amount are setting up conference rooms to limit occupancy and promote social distancing.

The chart below shows the major characteristics of COVID-19 protection plans by percent of companies.

Other actions include:

• Not allowing visitors to the office at this time;
• No business travel without approval of VP or executive staff;
• Considering mandatory quarantines upon return in cases where business travel is required;
• Requiring face masks at work stations that do not have an office with a door; and
• Creation of a COVID-19 response team reporting directly to executive staff.