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mission report, China put substantial resources into contact tracing during the outbreak [16]. Different locations within each country may have different transmission scenarios simultaneously, and contact tracing is particularly important in newly infected areas and should be done as extensively as possible here [94]. With regards to contact tracing of healthcare workers, as community transmission becomes more widespread and exposure of HCWs more frequent, countries should consider that resources may be better spent on other infection prevention and control activities in the healthcare setting. In this scenario, healthcare facilities can move towards more routine practices with regular self- or active monitoring of all healthcare workers for symptoms [95]. Please refer to the ECDC technical report and algorithm on public health management of persons having had contact with probable and confirmed cases of COVID-19 infection for further details on the specifics of contact tracing, isolation and monitoring for contacts, including specific guidance for healthcare workers [90]. 5 Substances of human origin safety Threats and risks posed by COVID-19 to the safety and sustainability of substances of human origin (SoHO) supply as well as response measures stay the same as assessed in the fifth update of ECDC rapid risk assessment. In the situation of increased spread of COVID-19 and extensive public health measures in the EU/EEA, SoHO authorities and establishments should focus and prioritise their efforts in managing the national SoHO supply. In this respect and in accordance with previously suggested principles [96], countries should: · Ensure the inclusion of the SoHO national competent authorities (NCA) and/or establishment representatives in the national COVID-19 outbreak contingency planning body. · Establish a mechanism for the SoHO NCAs and establishments to receive regular, up-to-date epidemiological information on the spread of COVID-19 in the country and abroad. Daily outbreak situation updates are available at the ECDC internet page for EU/EEA Members States and UK and for countries worldwide. · Develop national/regional contingency plans for blood cells and tissues supply, which is reviewed constantly, regarding: - Risk of transmission of COVID-19 by SoHO which remains theoretical but cannot be completely excluded. - Temporary loss of donors resulting in a reduced supply. Donors may be unable to donate because of having COVID-19, the isolation or self-isolation after contact with confirmed case of COVID-19, work commitments, restricted public transportation, the need to care for family members, or reluctance to donate due to fear of being infected. Organising blood drives may be discouraged as part of measures to prevent people gathering. COVID-19 specific donor selection criteria could also in some extent contribute to the decrease in collections. Despite possible measures taken to reduce the mobility of persons, blood donation and blood collection are essential activities for the national health services; blood donation should preferably be made by appointment. - Temporary loss of staff due to COVID-19. It is anticipated that absenteeism during a COVID-19 outbreak will be higher than routine daily absenteeism, although the magnitude of absenteeism will depend on the on the local magnitude of an outbreak. - Changes in the clinical demand for blood and blood products, cells and tissues, reduction in demand due to a probable reduction in elective healthcare and postponing non-essential cells and tissues therapies. Implementation of Patient blood management (PBM), thorough evaluation of the appropriateness of blood component requests and a reduction of elective (which can be postponed as non-essential) surgery/healthcare with medium-high consumption of blood components is strongly advisable. - Work with national health authorities, hospitals and other responsible bodies to determine and monitor expected blood, plasma-derived medicinal products, cells and tissues usage during COVID-19 outbreak and to plan donation activities accordingly. - Changes in the local and general epidemiological situation in the country. · Support SoHO establishments in developing and implementing business continuity plans (BCP) related to COVID-19 outbreak. The BCP objectives may consider: - Activate the BCP and set up a Business Continuity Management Team (BCMT) representative of the key functions and decision makers. Nominate a point of contact and a deputy with the Health Service and other agencies. This could be the Risk Manager. - Implement measures to reduce transmission of the COVID-19 among employees, customers/clients, and partners. - Minimise illness among employees. - Maintain critical operations and services by: - Reviewing stocks of critical supplies and increase supplies where possible - Regularly check with contingency partners to ensure that they can fulfil their commitments - Changing how staff are deployed, i.e. arrangements in offices/laboratories, cease non - essential meetings, minimise gatherings of staff, have meetings by teleconference even when in the same building, review catering