CORONAVIRUS PREVENTION GUIDANCE

Stage Zero / Stage One / Stage Two states

Scope
Coronavirus Prevention Guidance is applicable for all Johnson Controls business as ONE
COMPANY. Current guidance is a dynamic document to be continuously updated as needed.

Target
This document aims to provide guidance on the management of COVID19 before, during and
after an outbreak. Every effort will be made to accomplish the following objectives:

 Protect human life – Provide for the safety and well-being of employees, contractors
and visitors.
 Limit the magnitude of unnecessary loss of physical assets by protecting company
property, assets, records and information including financial and commercial assets, as
well as intangible assets such as Company’ competitive edge, reputation and goodwill.
 Reduce any conflict, confusion and indecision as a result of a crisis through continuous
preparation and education on how Company should respond to an event that causes a
serious business interruption. The crisis should be responded to in an organized,
effective and professional manner with the goal of reducing the effect of the
interruption on its people and business operations.
 Establish priorities with regard to critical business functions, processes and
dependencies.
 Maintain the confidence of business partners, employees and customers.
 Maintain productive relations with law enforcement, regulatory, and other
governmental agencies by complying with applicable laws and regulations.
 Return to normal business operations as soon as possible.

The business continuity plan is structured using the below-listed stages to help the BCP team
execute step-by-step business continuity procedures.

Stage Zero. Current state in non-impacted countries

During this stage, there are a few infection cases across the country but still there is no
outbreak declared in any area of the country. Majority of the actions implemented in
this time are addressed to be ready in case of an outbreak in the country.

Actions to take during this stage.

 Creation of Crisis Management Team (CMT) with members with high executive
level (Key decision-makers by business cross country)
 Define leader, roles and responsibilities
  Define fix topics agenda and frequency (the best twice a week Mo/Fr)
 Minutes and action plan to be followed regularly

Crisis management Mobile

Name JCI position email Backup
team role phone
CMT leader
BU leader
Comms
representative
HR representative
Media spoke person
Finance
EHS Rep
Procurement
Legal representative
Any other member

Crisis Management Team (CMT)

Crisis Management Team is a group of Business and Functional leaders, which provide
direction, coordination and support. The Crisis Management Team is responsible for
prioritizing the development of plans as well as their execution, communicate direction,
strategies and establish next steps to the Emergency Team and other committees
gathered to execute the action plan and response to the threat.

The leader appointed for this team holds responsibility to communicate updates, status
and/or any issues periodically to the managers and request resources that are not
available. This role will serve as the main point of contact with external agencies. This
role will define the frequency and agenda of the Crisis Management Team depending of
the progress of the situation and topics to review.

Local Emergency Management Team

Local Emergency Management Team (LEMT) is a group of managers for every business who
have key responsibility for the development, maintenance and execution of the preventive plan
defined in CMT (in some small countries, CMT and LEMT will be same team). Additionally, LEMT
will support the Crisis management team to understand the impact to personnel, key third
parties and customers and locations. They are responsible for activating the strategies for
personnel, facilities, technology, vendors, process and personnel impacted during the crisis.

During the first meeting, the EMT must identify essential business functions, impacts to
operations and will define a specific action plan to mitigate the impact.
LEMT will appoint a leader who could escalate request for additional resources to the Crisis
management team.

Emergency
Mobile
management Name JCI position email
phone
team position

Following are the steps to implement a preventive plan when the COVID19 threat is present.
Please note that that all actions listed below are proactive in order to be ready for a possible
crisis.

General Manager Actions

 Create and lead CMT

 Provide updates on news coming from BU VP
 Define travel restriction for employees

HR Actions

 Request that employees update personal information module in Workday including

updated phone numbers, emergency phone and address.
 Ask supervisors to track completion ofthis task throughout their organization in
order to be sure that all employee have updated their personal information in
Workday.
 Ask to supervisors to confirm that the updates have been completed.
 Identify critical business functions (prioritized activities) and essential employees.
List of critical employees for business continuity and back up.
 Define travel limitations, hygiene awareness, define rules for flexible work and
communicate to the employees.
 Obtain a health and travel declaration from employees who have travelled to the
outbreak area because of their job or personal situations.
 Prepare (with EHS, LEGAL and OPERATIONS) a document with clear instructions to
be followed in case an outbreak is declared in country.

Facilities & Procurement Actions

 Install areas to provide alcohol hand gel in common areas of the offices. Put up
notices in washrooms on proper hand washing techniques.
 Ensure that the workplace has adequate supplies of tissue paper/hand towels,
disinfectants and masks.
 Make sure every office is equipped with an infrared thermometer.
 Send an official communication to our providers who regularly work on our premises
with clear instructions to inform us in case an infected employee is detected.
 Provide an updated list list of our suppliers’ contact people
 Prepare an internal document with instructions for visitors.
 Establish an area to post information for our employees about hand sanitization,
symptoms of COVID19, and other information.
 Inform our suppliers about potential needs like disinfection gel, personal protective
equipment (PPE), etc.
 Prepare a document to be sent to our cleaning service company with instructions on
carefully cleaning and disinfecting (as needed) our premises.
 Identify essential customers and ensure that plans are in place to meet customer
needs.
 Develop a plan on how and when to activate:
o Alternative suppliers
o Alternative delivery means to customers.
 Identify the relevant stakeholders such as suppliers, service providers and
customers, and key messages for each stakeholder group; and begin a dialogue with
them on potential contingency measures during a virus outbreak.
 Identify vendors of suppliers for our facilities and confirm they can provide enough
raw materials, equipment, services, etc. to continue business operations.
 Identify vendors of masks (N95, surgical masks), safety glasses and alcohol hand gel.
 Define procedures for reception, storage, distribution between locations and
distribution among employees of critical elements. In the case of COVID19, some
critical PPEs have been identified like masks (N95, surgical masks) and safety glasses.
 Identify specialized cleaning companies that can provide a cleaning service in case
an outbreak of COVID is identified for one employee working in the JCI site.

IT Actions

 Ensure IT considerations are addressed for remote working, and other aspects that
IT consider important.
 Update an email distribution list divided in two: leadership team: VP, Directors, GMs,
Managers and other list with all employees per business.

Communication Actions

 Identify the owner of communications process, who will be in charge of preparing

communications material for employees about hand sanitization, prevention of
contagion, description of symptoms, and communication of ongoing updates to
employees and leadership team.
Legal and EHS Actions

 Perform constant monitoring of news and possible outbreaks in nearby areas.

 Perform monitoring of government requirements, resources and procedures
established by the government to handle the epidemic.

EHS Actions

 Educate employees on infection control and good personal hygiene.

 Prepare and update following docs:
o Controlling the spread of Pandemic illness in the workplace
o Social distancing in the workplace
o Personal/Workplace hygiene guidelines
o Personal protective equipment Guideline
 Maintain contact with communications leader to provide info about workplace
hygiene guidelines for identifying symptoms and preventing contagion.

Stage One. Outbreak in country and/or agency area.

During this stage 1, CMT and LEMT shall work actively in order to make sure actions agreed will
be implemented according roles and responsibilities.

CMT and LEMT

 First topic discussed in every meeting is to check current status at country/area and
company level and diagnosis for next steps.
 If business operations are interrupted or severely impacted due to government
restrictions, lack of staff, lack of supplies, or another factor, Crisis management team
should activate business continuity strategies which may include:

 Transfer of operations to another company location outside the pandemic

region,
 Outsource service or operation to meet critical needs for the duration of the
pandemic,
 Continually monitor the status of the pandemic and its effect on staff, facilities
and supplies,
 Continue reporting on the status and coordinate actions, as appropriate, with
respective business units and the Enterprise Crisis Management Team (GSOC).

GSOC will check the list of affected areas on the government website.
 Cancel unnecessary business travel and use internet platforms or telephones as
much as possible for work.
 If business travel is required, an application shall be made in advance in accordance
with the business travel approval process.
o Travel across provinces in district must be approved by the Business
General Manager;
o Travel across regions must be approved by General Manager and VP.

HR and Operations:

 Send to all employees document prepared in previous stage with instructions and
recommendations.

 Inform all employees that any employee entering or leaving an epidemic area,
having had contact with people in the epidemic area, contact with suspected or
other persons with infection risk need to report the risk to the company (supervisor,
HR and EHS) and related parties immediately. Any violation case will be processed in
accordance with the company's integrity policies, if it constitutes an illegal crime, it
shall be transferred to the relevant government administration.

 Make a list of employees who are living in areas affected by Coronavirus and
communicate the need to strictly follow government recommendations and work
from home.
 Check that the information about health and travel declaration from employees who
have travelled to the outbreak area due to their job or personal situations is up-to-
date.
 Employees who are unwell are required to follow government or medical agency
recommendations.
 Restrict travel to outbreak areas. If business travel to known affected areas is
unavoidable, try alternative options such as videoconference.
 Limit employees in the workplace to those with critical functions only. Key leadership
positions should work at home.
 Track that employees who are potentially contagious are complying with the
quarantine orders from government agencies. Employees placed under quarantine
must not leave their designated location for any reason. Before returning to work,
evidence should be provided to prove recovery.
 Consider flexible work arrangements for the high-risk employees, as well as
employees who need to stay at home due to other reasons relating to the novel
coronavirus (nCoV), e.g. to take care of family members who have travelled to
known affected countries or regions.

EHS

 Update documents based on local authorities' recommendations and send them to

the employees in coordination with HR deliveries.
Facilities

 Make sure each office is equipped with at least one infrared thermometer.
 Explain to employees that all personnel entering the company need to take a
temperature measurement. Any abnormality (temperature > 37.5 ℃ must be
recorded and reported within one hour according to local government requirement.
 During the epidemic period, all visitors, suppliers coming to the company on
business needs must complete a potential epidemic contact investigation and take
temperature measurement before entering the premises.
 Restrict walking and meeting with visitors in office
 The information is recorded and registered in accordance with epidemic
management requirements (including local government requirements where
applicable).
 All personnel of express delivery may not enter office and the delivery and takeout
food must be placed in designated areas and disinfected before entering the Office.
 The facility head should designate personnel to be responsible for the storage,
distribution and registration of the emergency material.

Communication

A consistent message needs to be communicated to the impacted customers.

Procurement

 Make sure to provide all indispensable material needed as PPEs, equipment, etc.
 Contact to global procurement for special shipments just in case.

Legal and Sales:

 Coordinate with customers and suppliers to assess level of impact, continued

operations and possible business interruptions.
 Monitor and follow the Government institutions for the latest update on the
Coronavirus situation.
Stage Two: An employee or associate has been
exposed.
Introduction

The rapidly evolving epidemiological situation with the novel coronavirus (2019-nCoV)
epidemic is prompting EU Member States to review not only case management but also
how to deal with people who have been in contact with newly detected cases
(contacts). This document can be read together with WHO’s guidance ‘Home care for
patients with suspected novel coronavirus (2019-nCoV) infection presenting with mild
symptoms and management of contacts’.

Case 1. Asymptomatic employee in contact with 2019-nCoV

A contact of a 2019-nCoV case is a person not currently presenting symptoms, who has
or may have been in contact with a 2019-nCoV case. The associated risk of infection
depends on the level of exposure which will, in turn, determine the type of monitoring.
Establishing the level of contact can be difficult and requires the case to be interviewed.

Close contacts (high-risk exposure)

A close contact of a probable or confirmed 2019-nCoV case is defined as:

 a person living in the same household as a 2019-nCoV case;

 a person having had face-to-face contact or was in a closed environment with
a 2019-nCoV case;
 a contact in an aircraft sitting within two seats (in any direction) of the 2019-nCoV
case, travel companions or persons providing care, and crew members serving
in the section of the aircraft where the index case was seated [2] (if severity of
symptoms or movement of the case indicate more extensive exposure,
passengers seated in the entire section or all passengers on the aircraft may be
considered close contacts).

Main actions to take for close contact persons

 active monitoring by public health authorities, for 14 days from last exposure;
 daily monitoring for 2019-nCoV symptoms, including fever of any grade, cough
or difficulty breathing;
 avoid social contact;
 avoid travel;
 remain reachable for active monitoring.

Casual contacts (low-risk exposure)

A casual contact of a probable or confirmed 2019-nCoV case is defined as:

 an identifiable person having had casual contact with an ambulant 2019-nCoV

case;
 a person having stayed in an area presumed to have ongoing, community
transmission.

Main actions to take for casual contact persons

 self-monitoring for 2019-nCoV symptoms, including fever of any grade, cough or
difficulty breathing, for 14 days from last exposure;
  Public health authorities may do more, depending on the specific situation.

Contact persons should immediately self-isolate and contact health services in the event
of any symptom appearing within 14 days. If no symptoms appear within 14 days of last
exposure the contact person is no longer considered to be at risk of developing 2019-
nCoV disease.
Implementation may be modified depending on the risk assessment for individual cases
and their contacts by public health authorities.

Case 2. Employee with symptoms

In the event an employee has symptoms of the pandemic disease, there are several
steps that can be taken to address concerns for employees, to continue to maintain a
safe workplace and to reinforce the best actions to take for the affected individual.
SCOPE: ALL LOCATIONS
March 2019
Privacy and Disclosure
During an outbreak of a pandemic illness, employers must balance the privacy rights of
the employee with the provision of a safe workplace and public health concerns. If an
employee reports having pandemic illness symptoms, supervisors or managers are not
able to simply advise other employees that the sick employee may have contracted the
pandemic illness. Protected health information cannot be disclosed (or information
beyond the minimum necessary information needed to ensure a safe workplace), as it
may represent a breach of the employee’s privacy rights. There are, however, steps that
you can take to address the situation, and meet the needs of the entire employee
workforce.
Where specific concerns exist that may not be well-defined by applicable regulation or
local law, it is recommended that Human Resources personnel contact their legal
representative for case-specific advice.
Best practices suggest following a standard process to work through the situation,
handling each on a case by case basis. The basic steps to follow if you become aware
of a possible pandemic illness case include:

1. Conduct a Coordinating Meeting among Appropriate Local Management

2. Investigate and Interview The Ill Employee
3. Request Written Consent to Disclose
4. Request Cleaning & Sanitation if appropriate/necessary
5. Define Communications Strategy/Steps (Avoid Using Identifiable Information)
6. Instruct Supervisors On Confidentiality
7. Communicate with Employees if appropriate/necessary
8. Review Applicable Law, Consult Legal Counsel
9. Continue Normal Precautions and Work Hygiene
ACTUAL CASES
PAGE 2 ERNAL
Copyright © 2014 by Johnson Controls Inc. All rights reserved.
1. Conduct a Coordinating Meeting among Appropriate Local
Management:

The initial step that a location should take once it becomes aware of an actual
pandemic illness case is to gather the appropriate senior management and department
staff, including Human Resources, Communications, Health/Safety and Medical if
available. The meeting should focus on outlining the approach to be taken, defining the
steps and deciding any specifics to ensure all present have directions to proceed and
understand the action items. This team is also required to consider the medical disclosure
considerations and requirements, based on local regulations. In most cases, the
employees name is not needed to determine the appropriate steps the local
management team is going to take.

2. Investigate and Interview The ill Employee:

Prior to disclosure of any information, Human Resources or medical personnel must learn
the facts. If the facts indicate that an employee “might” be infected, designate a nurse
or manager with the appropriate level of responsibility and training to get more
information directly from the employee. The purposes of the investigation and initial
interview is to determine whether or not the workplace needs to implement additional
exposure control steps to protect other employees, determine whether the exposure
arose out of or in the course of employment, and to determine the need to provide
appropriate notification to others who may have been exposed within the parameters
of applicable laws.
The decision to implement specific workplace controls should be based on factual
knowledge of a case, not speculation that an employee could be infected. Interviews
will be conducted in a manner that is non-discriminatory, non-retaliatory, and in a strictly
confidential manner. The interviewer must have the skill and ability to conduct the
interview and determine the facts necessary to determine whether further exposure
control measures are warranted.
 3. Request Written Consent to Disclose:

As part of the process of gathering information, it is important to obtain written permission

in case it is necessary to inform co-workers of exposure whenever possible. This is often
called “Consent to Disclose”. If the employee refuses to consent, the company may
have no choice but to share information about the infection with others, but will do so
only to the extent permitted or required by law.
If it becomes necessary to disclose certain information about an employee’s illness,
written notice should be provided to the employee explaining what actions are being
taken. Limited information would be disclosed about the employee’s health condition
only to those with a need to know, such as government health officials and health care
providers of co-workers in order to take precautions against the spread of the infection
and to facilitate any needed treatment of others. Specific information should be avoided
that may provide reasonably identifiable information about the individual, and
information should be shared only when there is a legitimate “need to know” based on
level of risk and exposure.
Care should also be taken not to disclose other protected information (e.g., other pre-
existing medical conditions that are not relevant to the immediate safety of the
workplace) to any other party by the interviewer.3 by Johnson Controls Inc. All rights reserved.
Johnson Controls, Inc. - INTERNAL
4. Request Cleaning & Sanitation if appropriate/necessary:

Dependent on the nature of the current virus, there may be no need to do special
cleaning and disinfecting of the workplace as routine cleaning may kill the virus. Follow
the WHO and CDC guidance on the type and frequency of cleaning needed for a given
pandemic illness. In some cases, viruses survive only a short time on surfaces. However
the use of antibacterial wipes, personal hygiene to wash hands, etc. should continue as
a best practice to avoid the spread of any germs. More detail can be found in the
Guidelines for Controlling the Spread of Pandemic Illness in the Workplace including
information on appropriate cleaning agents. Follow cleaning guidance specific to the
pandemic illness. It is important to notify current situation to the cleaning company in
order to take preventive measures.

5. Define Communications Strategy/Steps (Avoid Using Identifiable

Information):

Communication with our employees, customers and other stakeholders during a situation
such as a pandemic is essential, and our communications team will support the many
communications needs. In the case of an instance of the pandemic illness in the
workplace, several decisions will need to be made that help define if there is a need to
share information with other employees, and what the appropriate messages and
communications strategy would be. The following steps outline the best communications
process in these cases:
 Include a communications representative in all CRISIS MANAGEMENT TEAM
meetings related to the case to advise the team on any recommended
communications actions.
 Draft communications messages (based on the decisions of the CRISIS
MANAGEMENT TEAM) for communications to appropriate employees. Draft
samples of these communications are available through your global
communication representative.
 Ensure essential key messages are included in all official communications.
 Recommend communications strategies, timing and messaging for
management, and develop the required documents to support the effort.
  Coordinate communications strategy and actions with the CRISIS MANAGEMENT
TEAM and the Pandemic Working Group, when active. Provide all final
communications materials to the team for coordination.

Employee communications regarding an actual case of a pandemic illness within a

Johnson Controls facility may not always be necessary. In making the decision regarding
the appropriateness of a specific communication, managers should make a case-by-
case determination. Issues to consider include:
 Number of co-workers who may be at an increased risk of infection (although it
may not be possible to always identify these individuals)
 Number of confirmed cases / deaths in the community – it may be possible that
an employee group will be particularly sensitive or concerned about an actual
case based on what is happening locally
 Potential need to readjust operations / activities when employees will be out for
the recommended quarantine period – this may be necessary depending on
either number of individuals affected or the critical nature of the position of the
individual affected
 Earlier communications on this subject
o If other cases have NOT been shared it may not be appropriate to begin
communications now.
o If employees were informed of earlier cases, it may be appropriate in the
normal course of business to let employees know there have been
additional cases, -- the decision may be to communicate a specific
statement about the case, or a general statement may be all that is
required
 Statements, advice or positions taken by local Public Health Departments for a
city or country with regards to notification guidelines

If the CRISIS MANAGEMENT TEAM determines that a communication is necessary, always

follow these communications basics (See Johnson Controls Pandemic Communications
Guideline):
 In all communication, ALWAYS note that employee safety is a top priority.
 Provide factual information, and no speculation.
 It is imperative to protect personal privacy. Do not include any wording that in
any way would describe or suggest the identity of an employee
 In all communication, ALWAYS remind employees to practice good hygiene (e.g.
wash hands).
 Always remind employees . . . if you are sick, stay home, speak to your medical
provider and advise your supervisor as per normal procedures.
o If the CRISIS MANAGEMENT TEAM determines that a communication is
appropriate, the best option may be a group meeting, for direct
distribution of consistent information. However, this communication does
not require a special meeting, it can happen in the normal course of
business such as team meetings or shift start meetings. Provide only fact-
based information that protects employee privacy.
 Certain situations may require some form of follow-up communication. Be as clear
and specific as possible regarding when and how follow-up communication will
take place.
 6. Instruct Supervisors On Confidentiality:

Supervisors should be instructed about the need to maintain the confidentiality of

employee health information and provide guidance on how to respond to questions
from other employees and supervisors so as to avoid undue panic and further rumors.
Every effort must be made by supervisors and managers to perform disclosure in a
confidential manner. For example, if a manager needs to inform other employees about
an exposure, this should be done in a manner that is professional, factual and without
undue commentary.

7. Communicate with Employees if appropriate/necessary:

Communications to employees should be delivered in as personal a way as possible, by

management personnel and should follow defined pre-written communications. Your
local Communications representative will help advice management on the best key
messages for each unique situation. Typically, communications should occur initially, and
often should continue until a point when you can confidently say that the situation is
resolved. However in this case, a basic a notification to employees may be adequate.
Always communicate the ongoing personal hygiene and other guidelines and actions
that are being recommended to the broader employee population.

Your local communications representative will be able to advise, and provide draft
sample communications as necessary to inform employees on what to do and any
specific actions that are being taken.

8. Review Applicable Law, Consult Legal Counsel:

Review the specific country and local laws, if not already familiar, to ensure medical
disclosure and other aspects are well understood. If you are uncertain as to the
interpretation of the law, consult your legal representative.

9. Continue Normal Precautions and Work Hygiene:

As always, it is important to follow a few simple steps for staying healthy:

 People who are sick should stay home and away from work and the community;
 Avoid close contact with people who appear unwell and have fever and cough;
 Practice good hygiene such as washing your hands with soap and water
thoroughly and often (See Johnson Controls Personal Hygiene at Work Guideline);
and
 Continue to practice good health habits including getting adequate sleep,
eating nutritious food, and keeping physically active.

Additional Information
This Guideline includes information from a number of government and health sources,
government agency sites and health organization sites. For more information, please visit:

 www.flu.gov
 www.cdc.gov
 www.who.int