COVID 19 Preparedness & Lessons learned

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* 1. Name

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* 2. Job Profile

Occupational Health Physician

HSSE Manager

Business Manager

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* 3. Continent

Europe

Asia

Africa

Australia

North America

South America

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* 4. In which field company/organisation has main business activities

Manufacturing

Electricity

Gas & Oil

Construction

Transport/Logistics

Hotel & Restaurants

Education

Human Health

Other

Sonstiges (bitte angeben)

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* 5. In how many countries is your company/organisation active

2-5

6-10

11-20

21-30

> 30

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* 6. How many employees/volunteers does your organisation has worldwide

< 100

> 101 - 500

> 501-1000

> 1001-5000

> 5001 - 10000

> 10001-30000

> 30001

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* 7. Plan of Business Impact

	Part of Plan	No	Effective	Partly	Not effective
Pandemic coordinator and/or team with defined roles and responsibilities for preparedness and response planning was defined	Pandemic coordinator and/or team with defined roles and responsibilities for preparedness and response planning was defined Part of Plan	Pandemic coordinator and/or team with defined roles and responsibilities for preparedness and response planning was defined No	Pandemic coordinator and/or team with defined roles and responsibilities for preparedness and response planning was defined Effective	Pandemic coordinator and/or team with defined roles and responsibilities for preparedness and response planning was defined Partly	Pandemic coordinator and/or team with defined roles and responsibilities for preparedness and response planning was defined Not effective
Local medical advisor/doctor for team, who has good knowledge/contact with local health authorities available	Local medical advisor/doctor for team, who has good knowledge/contact with local health authorities available Part of Plan	Local medical advisor/doctor for team, who has good knowledge/contact with local health authorities available No	Local medical advisor/doctor for team, who has good knowledge/contact with local health authorities available Effective	Local medical advisor/doctor for team, who has good knowledge/contact with local health authorities available Partly	Local medical advisor/doctor for team, who has good knowledge/contact with local health authorities available Not effective
Criteria to activate the Crisis Management Team / Emergency Management Teams and on frequency of the meetings of those teams set up	Criteria to activate the Crisis Management Team / Emergency Management Teams and on frequency of the meetings of those teams set up Part of Plan	Criteria to activate the Crisis Management Team / Emergency Management Teams and on frequency of the meetings of those teams set up No	Criteria to activate the Crisis Management Team / Emergency Management Teams and on frequency of the meetings of those teams set up Effective	Criteria to activate the Crisis Management Team / Emergency Management Teams and on frequency of the meetings of those teams set up Partly	Criteria to activate the Crisis Management Team / Emergency Management Teams and on frequency of the meetings of those teams set up Not effective
Essential employees (eg: control room operators in Refinery) defined critical inputs (e.g. raw materials, suppliers, sub-contractor services/ products, and logistics, IT) required to maintain business operations during a pandemic.	Essential employees (eg: control room operators in Refinery) defined critical inputs (e.g. raw materials, suppliers, sub-contractor services/ products, and logistics, IT) required to maintain business operations during a pandemic. Part of Plan	Essential employees (eg: control room operators in Refinery) defined critical inputs (e.g. raw materials, suppliers, sub-contractor services/ products, and logistics, IT) required to maintain business operations during a pandemic. No	Essential employees (eg: control room operators in Refinery) defined critical inputs (e.g. raw materials, suppliers, sub-contractor services/ products, and logistics, IT) required to maintain business operations during a pandemic. Effective	Essential employees (eg: control room operators in Refinery) defined critical inputs (e.g. raw materials, suppliers, sub-contractor services/ products, and logistics, IT) required to maintain business operations during a pandemic. Partly	Essential employees (eg: control room operators in Refinery) defined critical inputs (e.g. raw materials, suppliers, sub-contractor services/ products, and logistics, IT) required to maintain business operations during a pandemic. Not effective
Critical inputs (e.g. raw materials, suppliers, sub-contractor services/ products, and logistics, IT) required to maintain business operations during a pandemic defined	Critical inputs (e.g. raw materials, suppliers, sub-contractor services/ products, and logistics, IT) required to maintain business operations during a pandemic defined Part of Plan	Critical inputs (e.g. raw materials, suppliers, sub-contractor services/ products, and logistics, IT) required to maintain business operations during a pandemic defined No	Critical inputs (e.g. raw materials, suppliers, sub-contractor services/ products, and logistics, IT) required to maintain business operations during a pandemic defined Effective	Critical inputs (e.g. raw materials, suppliers, sub-contractor services/ products, and logistics, IT) required to maintain business operations during a pandemic defined Partly	Critical inputs (e.g. raw materials, suppliers, sub-contractor services/ products, and logistics, IT) required to maintain business operations during a pandemic defined Not effective
Workforce (e.g. contractors, employees) trained and prepared	Workforce (e.g. contractors, employees) trained and prepared Part of Plan	Workforce (e.g. contractors, employees) trained and prepared No	Workforce (e.g. contractors, employees) trained and prepared Effective	Workforce (e.g. contractors, employees) trained and prepared Partly	Workforce (e.g. contractors, employees) trained and prepared Not effective
Management (e.g. contractors, employees) trained and prepared	Management (e.g. contractors, employees) trained and prepared Part of Plan	Management (e.g. contractors, employees) trained and prepared No	Management (e.g. contractors, employees) trained and prepared Effective	Management (e.g. contractors, employees) trained and prepared Partly	Management (e.g. contractors, employees) trained and prepared Not effective
Scenarios for potential increase or decrease in demand for your products and/or services during a pandemic (e.g. effect of restriction on mass gatherings, need for hygiene supplies) developed	Scenarios for potential increase or decrease in demand for your products and/or services during a pandemic (e.g. effect of restriction on mass gatherings, need for hygiene supplies) developed Part of Plan	Scenarios for potential increase or decrease in demand for your products and/or services during a pandemic (e.g. effect of restriction on mass gatherings, need for hygiene supplies) developed No	Scenarios for potential increase or decrease in demand for your products and/or services during a pandemic (e.g. effect of restriction on mass gatherings, need for hygiene supplies) developed Effective	Scenarios for potential increase or decrease in demand for your products and/or services during a pandemic (e.g. effect of restriction on mass gatherings, need for hygiene supplies) developed Partly	Scenarios for potential increase or decrease in demand for your products and/or services during a pandemic (e.g. effect of restriction on mass gatherings, need for hygiene supplies) developed Not effective
Impact of pandemic on business-related domestic and international travel (e.g. quarantines, border closures) analyzed	Impact of pandemic on business-related domestic and international travel (e.g. quarantines, border closures) analyzed Part of Plan	Impact of pandemic on business-related domestic and international travel (e.g. quarantines, border closures) analyzed No	Impact of pandemic on business-related domestic and international travel (e.g. quarantines, border closures) analyzed Effective	Impact of pandemic on business-related domestic and international travel (e.g. quarantines, border closures) analyzed Partly	Impact of pandemic on business-related domestic and international travel (e.g. quarantines, border closures) analyzed Not effective

Lessons learned/Comments/Remarks

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* 8. Plan of Impact on employees

	Part of Plan	No	Effective	Partly	Not effective
Forecast for employee absences during a pandemic due to factors such as personal illness, family member illness, community containment measures and quarantines, school and/or business closures, and public transportation closures	Forecast for employee absences during a pandemic due to factors such as personal illness, family member illness, community containment measures and quarantines, school and/or business closures, and public transportation closures Part of Plan	Forecast for employee absences during a pandemic due to factors such as personal illness, family member illness, community containment measures and quarantines, school and/or business closures, and public transportation closures No	Forecast for employee absences during a pandemic due to factors such as personal illness, family member illness, community containment measures and quarantines, school and/or business closures, and public transportation closures Effective	Forecast for employee absences during a pandemic due to factors such as personal illness, family member illness, community containment measures and quarantines, school and/or business closures, and public transportation closures Partly	Forecast for employee absences during a pandemic due to factors such as personal illness, family member illness, community containment measures and quarantines, school and/or business closures, and public transportation closures Not effective
Guidelines to modify the frequency and type of face-to-face contact (e.g. hand-shaking, seating in meetings, office layout, shared workstations) among employees and between employees and customers	Guidelines to modify the frequency and type of face-to-face contact (e.g. hand-shaking, seating in meetings, office layout, shared workstations) among employees and between employees and customers Part of Plan	Guidelines to modify the frequency and type of face-to-face contact (e.g. hand-shaking, seating in meetings, office layout, shared workstations) among employees and between employees and customers No	Guidelines to modify the frequency and type of face-to-face contact (e.g. hand-shaking, seating in meetings, office layout, shared workstations) among employees and between employees and customers Effective	Guidelines to modify the frequency and type of face-to-face contact (e.g. hand-shaking, seating in meetings, office layout, shared workstations) among employees and between employees and customers Partly	Guidelines to modify the frequency and type of face-to-face contact (e.g. hand-shaking, seating in meetings, office layout, shared workstations) among employees and between employees and customers Not effective
Employee access to and availability of healthcare services during a pandemic	Employee access to and availability of healthcare services during a pandemic Part of Plan	Employee access to and availability of healthcare services during a pandemic No	Employee access to and availability of healthcare services during a pandemic Effective	Employee access to and availability of healthcare services during a pandemic Partly	Employee access to and availability of healthcare services during a pandemic Not effective
Employee access to and availability of mental health and social services during a pandemic, including corporate, community, and faith-based resources	Employee access to and availability of mental health and social services during a pandemic, including corporate, community, and faith-based resources Part of Plan	Employee access to and availability of mental health and social services during a pandemic, including corporate, community, and faith-based resources No	Employee access to and availability of mental health and social services during a pandemic, including corporate, community, and faith-based resources Effective	Employee access to and availability of mental health and social services during a pandemic, including corporate, community, and faith-based resources Partly	Employee access to and availability of mental health and social services during a pandemic, including corporate, community, and faith-based resources Not effective
Methode to Identify employees belonging to vulnerable categories (with higher health risks)	Methode to Identify employees belonging to vulnerable categories (with higher health risks) Part of Plan	Methode to Identify employees belonging to vulnerable categories (with higher health risks) No	Methode to Identify employees belonging to vulnerable categories (with higher health risks) Effective	Methode to Identify employees belonging to vulnerable categories (with higher health risks) Partly	Methode to Identify employees belonging to vulnerable categories (with higher health risks) Not effective
System to identify employees and key customers with special needs	System to identify employees and key customers with special needs Part of Plan	System to identify employees and key customers with special needs No	System to identify employees and key customers with special needs Effective	System to identify employees and key customers with special needs Partly	System to identify employees and key customers with special needs Not effective

Lessons learned/Comments/Remarks

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* 9. Allocate Recources to protect employees

	Part of Plan	No	Effective	Partly	Not effective
Sufficient and accessible infection control supplies (e.g. hand-hygiene products, tissues, masks, protection gowns, aprons.. and receptacles for their disposal, cleaning disinfectants) in all business locations.	Sufficient and accessible infection control supplies (e.g. hand-hygiene products, tissues, masks, protection gowns, aprons.. and receptacles for their disposal, cleaning disinfectants) in all business locations. Part of Plan	Sufficient and accessible infection control supplies (e.g. hand-hygiene products, tissues, masks, protection gowns, aprons.. and receptacles for their disposal, cleaning disinfectants) in all business locations. No	Sufficient and accessible infection control supplies (e.g. hand-hygiene products, tissues, masks, protection gowns, aprons.. and receptacles for their disposal, cleaning disinfectants) in all business locations. Effective	Sufficient and accessible infection control supplies (e.g. hand-hygiene products, tissues, masks, protection gowns, aprons.. and receptacles for their disposal, cleaning disinfectants) in all business locations. Partly	Sufficient and accessible infection control supplies (e.g. hand-hygiene products, tissues, masks, protection gowns, aprons.. and receptacles for their disposal, cleaning disinfectants) in all business locations. Not effective
Communications and information technology infrastructures available as needed to support employee telecommuting and remote customer access.	Communications and information technology infrastructures available as needed to support employee telecommuting and remote customer access. Part of Plan	Communications and information technology infrastructures available as needed to support employee telecommuting and remote customer access. No	Communications and information technology infrastructures available as needed to support employee telecommuting and remote customer access. Effective	Communications and information technology infrastructures available as needed to support employee telecommuting and remote customer access. Partly	Communications and information technology infrastructures available as needed to support employee telecommuting and remote customer access. Not effective
Availability of medical consultation and advice for emergency response available	Availability of medical consultation and advice for emergency response available Part of Plan	Availability of medical consultation and advice for emergency response available No	Availability of medical consultation and advice for emergency response available Effective	Availability of medical consultation and advice for emergency response available Partly	Availability of medical consultation and advice for emergency response available Not effective
Lab collaboration/contracts for testing employees	Lab collaboration/contracts for testing employees Part of Plan	Lab collaboration/contracts for testing employees No	Lab collaboration/contracts for testing employees Effective	Lab collaboration/contracts for testing employees Partly	Lab collaboration/contracts for testing employees Not effective
Medical supply for clinics available	Medical supply for clinics available Part of Plan	Medical supply for clinics available No	Medical supply for clinics available Effective	Medical supply for clinics available Partly	Medical supply for clinics available Not effective
Programs and materials covering pandemic fundamentals (e.g. signs and symptoms of infectious diseases, modes of transmission), personal protection and response strategies (e.g. hand hygiene, coughing/sneezing etiquette) developed	Programs and materials covering pandemic fundamentals (e.g. signs and symptoms of infectious diseases, modes of transmission), personal protection and response strategies (e.g. hand hygiene, coughing/sneezing etiquette) developed Part of Plan	Programs and materials covering pandemic fundamentals (e.g. signs and symptoms of infectious diseases, modes of transmission), personal protection and response strategies (e.g. hand hygiene, coughing/sneezing etiquette) developed No	Programs and materials covering pandemic fundamentals (e.g. signs and symptoms of infectious diseases, modes of transmission), personal protection and response strategies (e.g. hand hygiene, coughing/sneezing etiquette) developed Effective	Programs and materials covering pandemic fundamentals (e.g. signs and symptoms of infectious diseases, modes of transmission), personal protection and response strategies (e.g. hand hygiene, coughing/sneezing etiquette) developed Partly	Programs and materials covering pandemic fundamentals (e.g. signs and symptoms of infectious diseases, modes of transmission), personal protection and response strategies (e.g. hand hygiene, coughing/sneezing etiquette) developed Not effective
Psychological support in crisis/ Hotlines, consulting established	Psychological support in crisis/ Hotlines, consulting established Part of Plan	Psychological support in crisis/ Hotlines, consulting established No	Psychological support in crisis/ Hotlines, consulting established Effective	Psychological support in crisis/ Hotlines, consulting established Partly	Psychological support in crisis/ Hotlines, consulting established Not effective
Material for kids at home (games, music, films) available to reduce stress at home to allow employees to work from home more effectively	Material for kids at home (games, music, films) available to reduce stress at home to allow employees to work from home more effectively Part of Plan	Material for kids at home (games, music, films) available to reduce stress at home to allow employees to work from home more effectively No	Material for kids at home (games, music, films) available to reduce stress at home to allow employees to work from home more effectively Effective	Material for kids at home (games, music, films) available to reduce stress at home to allow employees to work from home more effectively Partly	Material for kids at home (games, music, films) available to reduce stress at home to allow employees to work from home more effectively Not effective

Lessons learned/Comments/Remarks

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* 10. Policies during pandemic

	Part of Plan	No	Effective	Partly	Not effective
Compensation and sick-leave absences unique to a pandemic, including policies on when a previously ill person is no longer infectious and can return to work after illness.	Compensation and sick-leave absences unique to a pandemic, including policies on when a previously ill person is no longer infectious and can return to work after illness. Part of Plan	Compensation and sick-leave absences unique to a pandemic, including policies on when a previously ill person is no longer infectious and can return to work after illness. No	Compensation and sick-leave absences unique to a pandemic, including policies on when a previously ill person is no longer infectious and can return to work after illness. Effective	Compensation and sick-leave absences unique to a pandemic, including policies on when a previously ill person is no longer infectious and can return to work after illness. Partly	Compensation and sick-leave absences unique to a pandemic, including policies on when a previously ill person is no longer infectious and can return to work after illness. Not effective
Policies for flexible worksite (e.g. home-office) and flexible work hours (e.g. staggered shifts).	Policies for flexible worksite (e.g. home-office) and flexible work hours (e.g. staggered shifts). Part of Plan	Policies for flexible worksite (e.g. home-office) and flexible work hours (e.g. staggered shifts). No	Policies for flexible worksite (e.g. home-office) and flexible work hours (e.g. staggered shifts). Effective	Policies for flexible worksite (e.g. home-office) and flexible work hours (e.g. staggered shifts). Partly	Policies for flexible worksite (e.g. home-office) and flexible work hours (e.g. staggered shifts). Not effective
Policies for preventing infectious disease spread at the worksite (e.g. promoting respiratory hygiene/ cough etiquette, and prompt exclusion of people with symptoms) established	Policies for preventing infectious disease spread at the worksite (e.g. promoting respiratory hygiene/ cough etiquette, and prompt exclusion of people with symptoms) established Part of Plan	Policies for preventing infectious disease spread at the worksite (e.g. promoting respiratory hygiene/ cough etiquette, and prompt exclusion of people with symptoms) established No	Policies for preventing infectious disease spread at the worksite (e.g. promoting respiratory hygiene/ cough etiquette, and prompt exclusion of people with symptoms) established Effective	Policies for preventing infectious disease spread at the worksite (e.g. promoting respiratory hygiene/ cough etiquette, and prompt exclusion of people with symptoms) established Partly	Policies for preventing infectious disease spread at the worksite (e.g. promoting respiratory hygiene/ cough etiquette, and prompt exclusion of people with symptoms) established Not effective
Policies for employees who have been exposed to infectious patients, are suspected to be ill, or become ill at the worksite (e.g. infection control response, immediate mandatory sick leave) set up	Policies for employees who have been exposed to infectious patients, are suspected to be ill, or become ill at the worksite (e.g. infection control response, immediate mandatory sick leave) set up Part of Plan	Policies for employees who have been exposed to infectious patients, are suspected to be ill, or become ill at the worksite (e.g. infection control response, immediate mandatory sick leave) set up No	Policies for employees who have been exposed to infectious patients, are suspected to be ill, or become ill at the worksite (e.g. infection control response, immediate mandatory sick leave) set up Effective	Policies for employees who have been exposed to infectious patients, are suspected to be ill, or become ill at the worksite (e.g. infection control response, immediate mandatory sick leave) set up Partly	Policies for employees who have been exposed to infectious patients, are suspected to be ill, or become ill at the worksite (e.g. infection control response, immediate mandatory sick leave) set up Not effective
Policies for restricting travel to affected geographic areas (consider both domestic and international sites)	Policies for restricting travel to affected geographic areas (consider both domestic and international sites) Part of Plan	Policies for restricting travel to affected geographic areas (consider both domestic and international sites) No	Policies for restricting travel to affected geographic areas (consider both domestic and international sites) Effective	Policies for restricting travel to affected geographic areas (consider both domestic and international sites) Partly	Policies for restricting travel to affected geographic areas (consider both domestic and international sites) Not effective
Policies for evacuating employees working in or near an affected area when an outbreak begins, and guidance for employees returning from affected areas.	Policies for evacuating employees working in or near an affected area when an outbreak begins, and guidance for employees returning from affected areas. Part of Plan	Policies for evacuating employees working in or near an affected area when an outbreak begins, and guidance for employees returning from affected areas. No	Policies for evacuating employees working in or near an affected area when an outbreak begins, and guidance for employees returning from affected areas. Effective	Policies for evacuating employees working in or near an affected area when an outbreak begins, and guidance for employees returning from affected areas. Partly	Policies for evacuating employees working in or near an affected area when an outbreak begins, and guidance for employees returning from affected areas. Not effective
Triggers defined and procedures for activating, altering or terminating business operations (e.g. shutting down operations in affected areas).	Triggers defined and procedures for activating, altering or terminating business operations (e.g. shutting down operations in affected areas). Part of Plan	Triggers defined and procedures for activating, altering or terminating business operations (e.g. shutting down operations in affected areas). No	Triggers defined and procedures for activating, altering or terminating business operations (e.g. shutting down operations in affected areas). Effective	Triggers defined and procedures for activating, altering or terminating business operations (e.g. shutting down operations in affected areas). Partly	Triggers defined and procedures for activating, altering or terminating business operations (e.g. shutting down operations in affected areas). Not effective

Lessons learned/Comments/Remarks

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* 11. Communication internal & external

	Part of Plan	No	Effective	Partly	Not effective
Plan for finding contacts with reliable pandemic information from community public health, emergency management, and other sources and make sustainable links.	Plan for finding contacts with reliable pandemic information from community public health, emergency management, and other sources and make sustainable links. Part of Plan	Plan for finding contacts with reliable pandemic information from community public health, emergency management, and other sources and make sustainable links. No	Plan for finding contacts with reliable pandemic information from community public health, emergency management, and other sources and make sustainable links. Effective	Plan for finding contacts with reliable pandemic information from community public health, emergency management, and other sources and make sustainable links. Partly	Plan for finding contacts with reliable pandemic information from community public health, emergency management, and other sources and make sustainable links. Not effective
Emergency contact plan with key contacts (with back-ups), chain of communications (including suppliers and customers), and processes for tracking and communicating business and employee status.	Emergency contact plan with key contacts (with back-ups), chain of communications (including suppliers and customers), and processes for tracking and communicating business and employee status. Part of Plan	Emergency contact plan with key contacts (with back-ups), chain of communications (including suppliers and customers), and processes for tracking and communicating business and employee status. No	Emergency contact plan with key contacts (with back-ups), chain of communications (including suppliers and customers), and processes for tracking and communicating business and employee status. Effective	Emergency contact plan with key contacts (with back-ups), chain of communications (including suppliers and customers), and processes for tracking and communicating business and employee status. Partly	Emergency contact plan with key contacts (with back-ups), chain of communications (including suppliers and customers), and processes for tracking and communicating business and employee status. Not effective
Proper communication plans (e.g. regular communication between management and employees) during crisis – to avoid rumours, fears	Proper communication plans (e.g. regular communication between management and employees) during crisis – to avoid rumours, fears Part of Plan	Proper communication plans (e.g. regular communication between management and employees) during crisis – to avoid rumours, fears No	Proper communication plans (e.g. regular communication between management and employees) during crisis – to avoid rumours, fears Effective	Proper communication plans (e.g. regular communication between management and employees) during crisis – to avoid rumours, fears Partly	Proper communication plans (e.g. regular communication between management and employees) during crisis – to avoid rumours, fears Not effective
Plan for review and select reliable sources for relevant information	Plan for review and select reliable sources for relevant information Part of Plan	Plan for review and select reliable sources for relevant information No	Plan for review and select reliable sources for relevant information Effective	Plan for review and select reliable sources for relevant information Partly	Plan for review and select reliable sources for relevant information Not effective
Plans to ensure that communications are culturally and linguistically appropriate.	Plans to ensure that communications are culturally and linguistically appropriate. Part of Plan	Plans to ensure that communications are culturally and linguistically appropriate. No	Plans to ensure that communications are culturally and linguistically appropriate. Effective	Plans to ensure that communications are culturally and linguistically appropriate. Partly	Plans to ensure that communications are culturally and linguistically appropriate. Not effective
Plans on how to disseminate information to employees about pandemic preparedness and response plans	Plans on how to disseminate information to employees about pandemic preparedness and response plans Part of Plan	Plans on how to disseminate information to employees about pandemic preparedness and response plans No	Plans on how to disseminate information to employees about pandemic preparedness and response plans Effective	Plans on how to disseminate information to employees about pandemic preparedness and response plans Partly	Plans on how to disseminate information to employees about pandemic preparedness and response plans Not effective
Plans for information for the at-home care of ill employees and family members.	Plans for information for the at-home care of ill employees and family members. Part of Plan	Plans for information for the at-home care of ill employees and family members. No	Plans for information for the at-home care of ill employees and family members. Effective	Plans for information for the at-home care of ill employees and family members. Partly	Plans for information for the at-home care of ill employees and family members. Not effective
Platforms (e.g. hotlines, dedicated websites) prepared for communicating pandemic status and actions to employees inside and outside the worksite in a consistent and timely way.	Platforms (e.g. hotlines, dedicated websites) prepared for communicating pandemic status and actions to employees inside and outside the worksite in a consistent and timely way. Part of Plan	Platforms (e.g. hotlines, dedicated websites) prepared for communicating pandemic status and actions to employees inside and outside the worksite in a consistent and timely way. No	Platforms (e.g. hotlines, dedicated websites) prepared for communicating pandemic status and actions to employees inside and outside the worksite in a consistent and timely way. Effective	Platforms (e.g. hotlines, dedicated websites) prepared for communicating pandemic status and actions to employees inside and outside the worksite in a consistent and timely way. Partly	Platforms (e.g. hotlines, dedicated websites) prepared for communicating pandemic status and actions to employees inside and outside the worksite in a consistent and timely way. Not effective
Community sources for timely and accurate pandemic information (domestic and international) and resources for obtaining counter-measures (e.g. vaccines and drugs)	Community sources for timely and accurate pandemic information (domestic and international) and resources for obtaining counter-measures (e.g. vaccines and drugs) Part of Plan	Community sources for timely and accurate pandemic information (domestic and international) and resources for obtaining counter-measures (e.g. vaccines and drugs) No	Community sources for timely and accurate pandemic information (domestic and international) and resources for obtaining counter-measures (e.g. vaccines and drugs) Effective	Community sources for timely and accurate pandemic information (domestic and international) and resources for obtaining counter-measures (e.g. vaccines and drugs) Partly	Community sources for timely and accurate pandemic information (domestic and international) and resources for obtaining counter-measures (e.g. vaccines and drugs) Not effective
Plans for close monitoring of the developments at intl / national / local level	Plans for close monitoring of the developments at intl / national / local level Part of Plan	Plans for close monitoring of the developments at intl / national / local level No	Plans for close monitoring of the developments at intl / national / local level Effective	Plans for close monitoring of the developments at intl / national / local level Partly	Plans for close monitoring of the developments at intl / national / local level Not effective
Collaboration with insurers, health plans, and major local healthcare facilities are informed on pandemic plans	Collaboration with insurers, health plans, and major local healthcare facilities are informed on pandemic plans Part of Plan	Collaboration with insurers, health plans, and major local healthcare facilities are informed on pandemic plans No	Collaboration with insurers, health plans, and major local healthcare facilities are informed on pandemic plans Effective	Collaboration with insurers, health plans, and major local healthcare facilities are informed on pandemic plans Partly	Collaboration with insurers, health plans, and major local healthcare facilities are informed on pandemic plans Not effective
Collection of pandemic plans of local health care facilities with their capabilities and policies.	Collection of pandemic plans of local health care facilities with their capabilities and policies. Part of Plan	Collection of pandemic plans of local health care facilities with their capabilities and policies. No	Collection of pandemic plans of local health care facilities with their capabilities and policies. Effective	Collection of pandemic plans of local health care facilities with their capabilities and policies. Partly	Collection of pandemic plans of local health care facilities with their capabilities and policies. Not effective
Availability of contact with local health authorities	Availability of contact with local health authorities Part of Plan	Availability of contact with local health authorities No	Availability of contact with local health authorities Effective	Availability of contact with local health authorities Partly	Availability of contact with local health authorities Not effective
Sharing of best practices with other businesses in communities, chambers of commerce, and associations to improve community response efforts.	Sharing of best practices with other businesses in communities, chambers of commerce, and associations to improve community response efforts. Part of Plan	Sharing of best practices with other businesses in communities, chambers of commerce, and associations to improve community response efforts. No	Sharing of best practices with other businesses in communities, chambers of commerce, and associations to improve community response efforts. Effective	Sharing of best practices with other businesses in communities, chambers of commerce, and associations to improve community response efforts. Partly	Sharing of best practices with other businesses in communities, chambers of commerce, and associations to improve community response efforts. Not effective
Sharing of best practices with other businesses in peers group on international base	Sharing of best practices with other businesses in peers group on international base Part of Plan	Sharing of best practices with other businesses in peers group on international base No	Sharing of best practices with other businesses in peers group on international base Effective	Sharing of best practices with other businesses in peers group on international base Partly	Sharing of best practices with other businesses in peers group on international base Not effective

COVID 19 Preparedness & Lessons learned

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* 1. Name

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* 2. Job Profile

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* 3. Continent

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* 4. In which field company/organisation has main business activities

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* 5. In how many countries is your company/organisation active

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* 6. How many employees/volunteers does your organisation has worldwide

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* 7. Plan of Business Impact

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* 8. Plan of Impact on employees

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* 9. Allocate Recources to protect employees

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* 10. Policies during pandemic

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* 11. Communication internal & external

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* 12. Other lessons learned

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* 13. If you want to get summary, please give your email