Negócios, mas não como sempre: como as empresas da UE se adaptaram à pandemia da COVID-19

This report contains the following list of tables and figures.

List of tables

Table 1: Distribution of Eurofound case studies
Table 2: Reduction in working time due to COVID-19, by establishment characteristics
Table 3: Average establishment performance levels by establishment characteristics, indexed mean, standard errors and % change in indexed mean
Table 4: Findings on telework-related aspects (%)
Table 5: Establishment performance and workplace well-being by work characteristics and management style, mean and standard errors

List of figures

Figure 1: Change in number of employees by sector, 2019 and 2020 (%)
Figure 2: Change in number of employees by establishment type, 2019 and 2020 (%)
Figure 3: Reduction in working time due to COVID-19, by sector (%)
Figure 4: Proportion of establishments reporting profit/loss, 2019 and 2020 (%)
Figure 5: Proportion of establishments reporting increases/decreases in production volume, 2019 and 2020 (%)
Figure 6: Complete or partial suspension of business (%)
Figure 7: Complete or partial suspension of business activity by sector (%)
Figure 8: Change in employment by degree of business suspension (%)
Figure 9: Profit outlook by business suspensions (%)
Figure 10: Production/service volume developments by business suspensions (%)
Figure 11: Change in business activities by sector and disruption (%)
Figure 12: Change in knowledge and skills needs due to COVID-19, EU27 (%)
Figure 13: Establishments with substantial or moderate change in knowledge and skills needs due to COVID-19, by establishment type, EU27 (%)
Figure 14: Motivation by types of change in establishments (%)
Figure 15: Change in establishments’ physical infrastructure due to COVID-19 (%)
Figure 16: Change in establishments’ physical infrastructure due to COVID-19 by sector (%)
Figure 17: Organisational changes due to COVID-19 by sector (%)
Figure 18: Telework by proportion of employees and time, 2019 and 2020 (%)
Figure 19: Telework by establishment size, 2019 and 2020 (%)
Figure 20: Provisions for telework made by employer (%)
Figure 21: Extent to which each element of the management approach has become more important because of the pandemic (%)
Figure 22: Problem solving and work autonomy, 2019 and 2020 (%)
Figure 23: Job complexity and work autonomy, indexed values (mean = 100), 2019 and 2020
Figure 24: Discretionary behaviour, 2019 and 2020 (%)
Figure 25: Use of internal communication channels, 2019 and 2020 (%)
Figure 26: Business continuity plan or contingency plan previously in place by various variables (% and standard errors)
Figure 27: Psychosocial risks in EU27 establishments in 2019 (% of managers reporting)
Figure 28: Measures to record working time by employee representation (ER) (%)
Figure 29: Employee motivation by employee representation (ER) (%)
Figure 30: Direct employee participation (%)