Understanding

the impact of
COVID-19
A Checklist for your organisation

12 March 2020

kpmg.co.uk
Crisis management & business
continuity planning
As the business world learns to adapt with constant changes, the next chapter is being written.
The impact of COVID-19 (Coronavirus) is affecting global supply chains, disrupting financial
markets and the workings of day to day businesses.

Financial Gov’t &

& external Cash Flow & Financial Global trade & Sector
Public health
Financing stability protectionism disruption
factors requirements

Supply Customer
Physical
chain & Suppliers Contracts Inventory loyalty and
logistics
operations demand

People Health and People Workforce Global mobility Employment

wellbeing management management tax and law

Business Technology
Awareness & Workforce Commercial Board
impact communications & system
availability plans governance
resilience

© 2020 KPMG LLP, a UK limited liability partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”),
a Swiss entity. All rights reserved. Printed in the United Kingdom.The KPMG name and logo are registered trademarks or trademarks of KPMG International.
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Actions
The most critical immediate requirement for any business is to identify and value the risks/scenarios, model
the financial impact of those and assess the liquidity / headroom position through a short term cash
forecast. Businesses are facing existential risk here and if they can’t make the next few weeks without running
out of cash, everything else is irrelevant. We’ve got the war stories to illustrate that.

0-4
– Understand key risks across operations and supply chain
– Mobilise teams to firstly navigate crisis response and secondly
focus on supply chain assessment and risk management Observations
– Ensure your governance is in place to rapidly make key decisions

weeks
– Conduct business and financial scenario planning for a
quick recovery, a global slowdown and a global pandemic – Manufacturing closures
and recession in China
– Increasing public health
requirements

1-3
– Plan mitigating actions across operations and supply chain, – Suppliers invoking
assessing impacts on sea, air and land transport force majeure
– Ensure communications are made with principal customers – Additional border checks
and stakeholders resulting in delays
– Review and assess what impact this will have on workforce

months
– Congestion at seaports
planning and management and airports, with busy sea
– Review phasing impacts depending on your sector routes from Asia to Europe
being cancelled
– Reduced outbound capacity

4
from China with increase

+
– Create an agile and visible global supply chain in prices
– Understand and deploy digital and process automation to – Labour shortages
mitigate the impact of disruption. impacting productivity and

months – Develop and implement enhanced risk management practices land transport

Actions we are seeing clients undertake include: contingency planning and scenario modelling,
operational and supply chain risk management, financial risk assessments, business resilience, and
digital and supply chain transformation.

© 2020 KPMG LLP, a UK limited liability partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”),
a Swiss entity. All rights reserved. Printed in the United Kingdom.The KPMG name and logo are registered trademarks or trademarks of KPMG International.
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Supply chain & operations
Checklist

– Do you know where your key suppliers are located? Do they have contingency plans
Suppliers
in place to ensure the continuation of supply?

– Do you know your supply routes? Have you spoken with your logistics providers to
Physical understand any potential impacts and how they propose to mitigate against them?
logistics
– What are your contingency plans if routes are cancelled?

– Have you reviewed your contracts with key customers and suppliers to understand
Contracts liability in the event of supply shortages?
– How will you respond if suppliers invoke force majeure clauses?

– Have you assessed your inventory cover? Do you need to ring-fence inventory for
particular customers in the case of shortages?
Inventory
– Do you have the ability to track shipments in real time and therefore manage
customer expectations?

– How will you set expectations with customers? How can you recover the experience
Customer in the future?
loyalty and – How well do you know your customers? Are you likely to loose customers to
demand competitors/alternatives?
– How will a drop in consumer demand impact your long-term growth plans?

© 2020 KPMG LLP, a UK limited liability partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”),
a Swiss entity. All rights reserved. Printed in the United Kingdom.The KPMG name and logo are registered trademarks or trademarks of KPMG International.
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Business impact
Checklist

Awareness & – Do you have a communications plan?

communications – Have you communicated with the relevant customers, employees and suppliers?

– How will you deal with the impact on your workforce? How can you ensure the
Workforce safety of your employees whilst trying to maintain business as usual activities?
availability – Have you assessed the cyber security and health and safety risks associated with
employees working from home?

– Have your 3rd party IT suppliers been impacted? Will this impact your SLAs and
Technology system support?
& system
– Does your workplace/communications technology allow you to reduce travel and
resilience
enable remote working?

Commercial – How will your change plans and programmes be impacted? Will project deadlines and
plans investments need to be delayed? What impact does this have on your strategy?

– If travel bans are enforced, how will this impact your board governance and they
way you run your business? Do you have the technology in place to support remote
Board
working?
governance
– For legal coverage, have you identified how to document the additional requirements
to meet commitments?

© 2020 KPMG LLP, a UK limited liability partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”),
a Swiss entity. All rights reserved. Printed in the United Kingdom.The KPMG name and logo are registered trademarks or trademarks of KPMG International.
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Financial & external factors
Checklist
– Have you reviewed and revised cash flow, working capital management and inventory
forecasts alongside supply and demand predictions?
Cash Flow &
Financing – Do you have access to adequate funding under banking facilities to manage through
potential challenges and/or need to engage with lenders to refinance facilities or
amend financial covenants that may be impacted?

– How will your financial stability be impacted from further stock market declines and
Financial restricted funding?
stability – Will the completion of your financial statements be delayed? Is this likely to cause a
delay to your audit opinions and therefore market communications?

Global trade & – Are you aware of government mitigation plans which could impact your supply chain?
protectionism – Do you have any domestic alternatives for suppliers?

Gov’t & – Do you have dedicated resource(s) reviewing public health requirements and other
Public health related Government announcements and ensuring that you stay compliant?
requirements – Have you assessed your responsibilities as an employer in relation to public health
requirements for employees?

– How will you maintain trust with your customers and assure them that your product/
Sector service is still safe?
disruption – How will a drop in demand impact your cost base and profitability?
– Are you aware of the phasing of impacts within your sector?

© 2020 KPMG LLP, a UK limited liability partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”),
a Swiss entity. All rights reserved. Printed in the United Kingdom.The KPMG name and logo are registered trademarks or trademarks of KPMG International.
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People
Checklist
– If your employee is staying in a country longer than planned, do they have the right to
stay and work in that location?
Immigration
– If you need to relocate employees, will they have the right to stay and work in the
new location?

– If your employee is staying in a country longer than planned and working in that
country, have you considered employee and employer tax and social security
Global
obligations?
mobility
– If you need to relocate employees, have you considered employer’s registration and
withholding obligations?

Employment – If you need employees to work from home, would the support you provide (eg
tax expenses reimbursements) be considered taxable?

Employment – If you need employees to work from home, what are your obligations to
law provide support?

© 2020 KPMG LLP, a UK limited liability partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”),
a Swiss entity. All rights reserved. Printed in the United Kingdom.The KPMG name and logo are registered trademarks or trademarks of KPMG International.
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 Contact us
Akhilesh Tuteja
Partner and Head
Risk Consulting - KPMG in India
Co-Leader Global CyberSecurity
T: +91 98710 25500
E: [email protected]

Ritesh Tiwari
Partner and Head
Risk Consulting Markets
KPMG in India
T: +91 85888 62899
E: [email protected]

kpmg.co.uk

© 2020 KPMG LLP, a UK limited liability partnership and a member firm of the KPMG network of independent member firms affiliated with
KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. Printed in the United Kingdom. The KPMG name
and logo are registered trademarks or trademarks of KPMG International.

The information contained herein is of a general nature and is not intended to address the circumstances of any particular individual or entity.
Although we endeavour to provide accurate and timely information, there can be no guarantee that such information is accurate as of the date
it is received or that it will continue to be accurate in the future. No one should act on such information without appropriate professional advice
after a thorough examination of the particular situation.

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