Post Covid-19 life

Post Covid-19 Life

Post Covid-19 Life

Post Covid-19 life could give rise to a new era of human development. Otherwise, economic and social development may falter for decades. Covid-19 could do for the biomedical industry What the Y2K scare did for the Indian IT sector

The Gita (like the Upanishads)is not a mere religious text in the conventional sense of the term. It is an in-depth study
of the nature of consciousness and a practical guide to exploring its depths. Above all, it is an exhortation to shake off
negativity and depression, the inner enemies, and fight the outer enemy depicted as the epitome of evil, degradation, and destruction.

Click here for How to move towards economic recovery –

We are now (globally) living through the most uncertain moment of our times. Many countries have been in lockdown since early March 2020. Even Japan, once a beacon of hope for controlling COVID-19, is now moving toward total isolation.

Many political leaders realize that physical distancing might be the norm for at least several months. They wonder how—or if—they can maintain indefinite lockdowns without compromising the livelihoods of their people.

Political leaders aren’t alone in their fears. As the pandemic continues its exponential course, workers in most countries wonder what will become of their jobs when the lockdowns end.

Businesses struggling to pay their employees and cover operational costs wonder if they will have clients or customers when they reopen. Banks and investors realize that many companies, especially small and midsize ones, will default and are trying to protect both financial stability and public savings.

Meanwhile, governments are working to calculate the magnitude of the shock and sharpening their tools to save economies from collapse. They know that history will judge them by the decisions they make now.

This daunting scenario poses several basic questions. How can we save both lives and livelihoods? Which decisions are best managed by governments?

How can they evaluate the risks that experts predict from a prolonged lockdown, such as starvation, domestic violence, and chronic depression—as well as protect jobs, income security, food supplies, and the general welfare of the most vulnerable people among us?

How and to what extent should they try to save banks, prevent fiscal ruin, and safeguard future generations?

Governments could address all these questions strategically. In effect, they are caring for two patients who react to the same medicine—physical distancing—in very different ways. The first patient is the public-health system.

Physical distancing might cure or alleviate its symptoms but could exacerbate those of the second patient, the economy. This trade-off suggests a physical-distancing strategy for governments: ensuring the health system’s ability to deal with COVID-19 and protecting the economy.

Table 1 shows how different levels of physical isolation affect economic conditions. A recession could occur if faltering demand, restricted supply, and lost income reach critical levels.

The differences between scenarios could be tenfold: a country that applies physical distancing in a lax way and ends it too soon could face zero GDP growth, but if the same country imposed a very strict and prolonged quarantine, GDP might plunge by 20 percent. In some Western economies, the latter scenario might increase government control of strategic sectors.

Physical distancing could affect the workforce profoundly

Impact of prolonged distancing on livelihoods

Refer Table-1           

Countries can avoid the worst scenarios if they work quickly along three principal lines of action :

  • first, minimizing the impact of physical distancing on the economy;
  • second, spending deeply to keep it afloat; and
  • third, spending even more to accelerate the crisis recovery and to close historical gaps.

Minimize the economic impact of physical distancing

Recently we have observed how different isolation strategies can have different effects on the ability of countries to save both lives and livelihoods. Policies for localized physical distancing at the regional, sectoral, or individual level might have better results than blanket lockdowns of entire countries.

The time has, therefore, come to quantify the impact of lockdowns on people’s livelihoods.

Advanced analytics could help countries estimate—with a high level of confidence—the shock to the economy by aggregating data on power consumption, debit- and credit-card spending, applications for unemployment insurance, default rates, and tax collections.

Individual countries that implement localized physical distancing might be able to keep track of how many people are in the streets at any given time and how much economic activity those people generate.

But approaches to physical distancing will probably vary a good deal from country to country, depending on how they balance public-health issues with privacy concerns. Countries could plan prolonged lockdowns for the elderly and children and estimate their levels of consumption.

They could quantify the number of employees in essential sectors that continue to operate (health, security, food and beverages, agriculture, utilities, and transportation). They could determine which regions or states should remain under complete lockdown and which sectors are operating under strict health protocols in other places.

And they could track how many people are working from home in each sector and their contributions to the economy.

Analyzing a granular level of information might help countries quantify the weekly impact of physical distancing on various key indicators by region and by the economic sector. 

This granular level of information might help countries quantify the weekly impact of physical distancing on GDP, productivity, aggregated demand, income loss, unemployment, poverty, and fiscal-deficit levels by region and by the economic sector. If countries knew all that information, they would know the cost of the lockdowns on the livelihoods of their people.

Refer Table -2

Spend deeply to keep the economy afloat

Armed with information on the economic impact of physical-distancing strategies, governments can prepare their next moves.

Refer Table-3

To recover from the pandemic’s health and economic consequences, we must uphold the social contract—the implicit relationship between individuals and institutions.

The market economy and the social fabric that holds it together will be deeply compromised, or perhaps undermined, if massive numbers of jobs are lost, vendors can’t fulfill their contracts, tenants can’t make their rent, borrowers default at scale, and taxes go unpaid.

Governments could, therefore, quantify the minimum level of income that households need to cover their basic necessities, the minimum level of liquidity that companies need to cover their costs (including payrolls) and to protect their long-term solvency, the minimum liquidity levels that banks need to support defaults, and the minimum amount of money that governments need to supply all those requirements. Let’s examine each of them.

Formal, informal, or independent workers will all have their own particular financial needs. So will vulnerable populations, such as people at higher risk of infection, which might not be able to return to work for some time.

Leaders in the public sector should determine the level of support that each population segment requires and the appropriate distribution channels for fast delivery.

Janani Suraksha Yojana (JSY) in India, for example, are conditional-cash-transfer (CCT) programs that support millions of vulnerable people. Such programs could temporarily expand to cover other segments of the population, such as informal and independent workers. It might also be necessary to consolidate databases and information systems and to digitize all payments.

Since revenues have plummeted, many companies require help to safeguard employment.

Their needs vary widely among sectors of the economy; professional-service firms, for example, usually have twice as many working-capital days as restaurants do. What’s more, physical distancing will affect different kinds of companies in different ways.

As a first move to help them, several countries have already frozen short-term fiscal, parafiscal, and social security payments. Some are using innovative instruments to irrigate money—for instance, capitalizing national reinsurance agencies to cover most of the expected losses from the new loans required to bridge payroll payments and working capital.

Banks can play a meaningful role during the crisis in two fundamental ways: lending money to companies in distress and recognizing that some companies simply can’t survive.

If default rates on current loan portfolios skyrocket, the expected shock to incomes and to supply and demand could compromise the solvency of some banking systems.

Besides thinking about loosening solvency and warranty regulations, governments might consider creative solutions, such as distinguishing among banks according to their credit portfolios to strengthen financial institutions’ balance sheets and injecting government-backed convertible loans against their long-term warrants and restructuring targets.

Governments implemented these mechanisms successfully in other financial emergencies, such as the 1997 Asian market crisis, the 1999 Latin American crisis, and, most recently, the 2008 crisis in Europe and the United States.

Strengthening the balance sheets of banks might not be enough to deal with the aftermath of COVID-19; governments might have to use monetary expansion through debt and equity emissions backed by central banks.

Countries with deeper capital markets could not only securitize loans and new instruments but also use the financial strength and long-term view of pension funds and other institutional investors to ease short-term crisis-related pressures on public finance.

Governments shouldn’t be shy about using such instruments extensively if that’s needed to keep economies running. Since such stimuli would have a cost, additional fiscal requirements could complement them in the medium term.

To preserve national solvency, governments might also re-examine historical exemptions from taxation.

Spend more to accelerate the crisis recovery and close historical gaps

After countries estimate the size of the stimulus packages (like India has announced) needed to help households, companies, and financial systems, they can start designing additional, customized programs to restore demand and accelerate recovery.

People who receive direct subsidies to stay at home could gradually return to work as each sector of the economy introduced new health and behavioral practices.

Meanwhile, as many workers as possible should receive new job opportunities. To provide them, governments could introduce innovative labor regulations and help companies operate 24/7 under flexible schemes.

They might also turn old-fashioned CCT programs into universal-income alternatives linked to new jobs in ambitious, government-led programs for infrastructure, housing, and industrial reconversion.

Governments may also find it advisable to relax their regulatory regimes to help businesses not only reopen but also grow. Most countries have national, local, and sectoral regulations that were perfectly appropriate before the coming of COVID-19 but will be extremely expensive in the next normal.

National programs to eliminate red tape at scale will help a good deal. Speed and flexibility are essential.

Businesses in sectors facing strict physical-distancing policies might need additional long-term capital. Governments could use innovative special-purpose vehicles to inject fresh equity and provide fiscal incentives to attract long-term investors.

Businesses receiving that sort of aid should expect to commit themselves to restructure: rescue packages could promote leaner operations, digital and industrial reconversions, the introduction of new channels, agile organizational structures, and innovative learning techniques.

Governments could also ensure that such aid programs encourage competition—poorly designed policies that strengthen oligopolies and threaten the interests of consumers will be costly in the long run.

Although governments should carefully weigh the impact of their aggressive programs against long-term fiscal sustainability, they can play a significant role in restoring demand for goods and services and in fostering investment in new business models.

Many initiatives post covid-19 life

  • accelerating infrastructure projects;
  • fast-tracking private investment to build hospitals, schools, and other social projects;
  • encouraging urban renewal and very large housing projects; sponsoring the development of digital clusters to digitize government services;
  • easing investment conditions to take advantage of global supply chains; capturing near-shore production opportunities;
  • promoting large agribusiness developments, and stimulating exporting—could promote those goals. It is time to spend—but wisely.

The COVID-19 pandemic is a global tragedy. But that shouldn’t—and needn’t—prevent us from finding innovative ways to accelerate progress. It would not be the first disaster to do so.

This may be the right time to introduce fiscal, labor, pension, social, environmental, and economic reforms to speed up progress toward sustainable development.

Ameliorating poverty, diminishing inequality, and protecting the environment could figure prominently in global and national agendas.

Governments, companies, and social organizations could act quickly to promote full financial inclusion, the transition to cashless economies, and the provision of better and more efficient social and public services.

Political leaders might condition access to massive economic-stimulus programs on efforts to reduce informality, rethink healthcare systems, digitize entire sectors of the economy to accelerate productivity, and encourage digital innovation—especially high-quality public education with universal internet access.

Governments ought to act quickly. The first step is to understand the economic impact of the crisis in both the short and medium terms. Second, governments could inject the minimum viable liquidity to keep markets alive.

Finally, they could expedite ambitious fiscal and monetary policies to accelerate recovery. In most economies and markets—national and international alike—ratios of debt to GDP will likely rise.

Confidence that tax frameworks will gradually support next-normal debt levels will be necessary.

Once the pandemic ends, countries around the world will probably find themselves more in debt than ever. If they restructure and innovate, attract investment, and increase their productivity, a new era of human development will begin.

But if they spend haphazardly and imprudently, economic and social development might falter for decades to come. The societies, governments, institutions, companies, and people of the Earth now face basic choices. Let’s hope they think about them seriously.




Click here for India Inc chalks out Plans after Covid-19 –

India Inc has started preparing for life after the lockdown by chalking out Covid-19 risk mitigation plans including social distancing, remote working, and even temporary succession planning to ensure business survival even as the pandemic remains a clear and present danger.

Wearing masks, isolated workspaces and remote working will be a norm when the lockdown eases up and corporates try to return to normalcy.

Companies will have to strictly follow guidelines to ensure that employees are safe and business risks can be minimized, said the president of the industry association Federation of Indian Chambers of Commerce and Industry (Ficci). “Employees, too, have to be proactive and compliance issues should be followed strictly”.

No casual attitude (in terms of social distancing) should be tolerated.

The Ficci advisory said organizations need to “communicate with employees frequently and with the right specificity to keep the workplaces prepared for infection prevention and ensure the health and safety of employees.

Ficci has chalked out multiple scenarios of how the Covid-19 can evolve and issued guidelines and advisories to corporates on ways to tackle various challenges at the workplace. “Prepare temporary succession plans for key executive positions and critical roles and analyze if there is any high-risk work or any paper-based processes or processes that cannot be easily moved online and need a separate work plan,” it said.

Following rules will be followed by all corporates- 

  • A detailed planning activity, where we need to identify which employees really need to come to work, even after the lockdown is lifted. Others can continue to work from home. That clarity is important.
  • Companies should ensure transportation for their workers. At the offices, there should be a series of checkpoints testing that can be done. There should be holding areas for colleagues to ensure that a red flag can be raised if someone’s feeling unwell.
  • We have to ensure there is no crowding in our office spaces, ensure that only 25 or 50% of the workspace is actually occupied.
  • A similar set of actions needs to be done with our support staff including security guards, receptionists, cafeteria staff. We have to ask if we really need all of them to come into work in the beginning or come in a staggered manner.
  • These have to be well thought out efforts to ensure that while we open up our offices, we take every step possible to minimize the impact on employees and ensure their well being and safety.
  • Arrange transport, from the staff member’s house to the office. The vehicles were sanitized; the drivers were tested before they picked them up.
  • Arrange paramedics to check every single person in the workplace twice a day.
  • Schedule shift duties in such a way that the same person doesn’t stay in office for a long period of time. So let there be five-hour rotational shifts.
  • Outsource the company to sanitize the office.
  • Try to make washing of hands fun and a way of life rather than a chore.
  • Support staff may not understand normal communication. So come up with exercising communication that is easy to understand, that also explained to them the importance of simple things like washing hands, wearing masks, Etc.,
  • Be compassionate. Don’t force the people to come to work but make it a voluntary system. Ask staff who are willing to come to work and if someone refuses to respect his decision. Understand it is not that person who is scared but the whole ecosystem at the back end around the individual, which consists of their family.

These families could consist of very young children, very old parents, etc. Then there is a larger ecosystem with the building or the society they live in.

If possible create accommodation for our staff, for those who are staying far away, close to the place of work so that they don’t have to go back home and antagonize family or neighbors in that process. These measures, no doubt, are capital intensive, but necessary.

  • Here certain things are non-negotiable. So every organization irrespective of its size will have to do testing, sanitizing of the workplace, have a doctor available. There will be other elements that are easier for a smaller company but pose significant challenges for a large company. This can include transportation. Larger organizations won’t be able to take control of the commute or put people in guest houses or other accommodation. That will put a significant financial strain on a lot of organizations. So there will be a reduction in the pace of operations. The focus has to be on enabling work from home, wherever possible so that it’s just a proportion of the employees that are impacted. Even when the lockdown is opened not everyone will be allowed into an office at the same time. Create rosters where teams come in at certain times during the day complete their work, and leave. So all of those will have to be taken into consideration and planned out so that we are able to organizations can be managed with minimum cost and maximum care.

Click here for Steps required post control on Covid-19 –

“It’s going to be step by step, there is going to be some trial and error, this is completely uncharted territory. No country in the world has worked this out yet … Globally everyone will have to work together and a way through.”

There are timelines: in four weeks, the national cabinet of the state and federal governments will reevaluate lockdown measures to see if any can be relaxed or lifted; in six months, the government hopes that the extraordinary financial architecture inserted to prop up the country’s economy can start to be wound back. But social distancing may last for years until a vaccine is found or widespread community immunity is achieved.

Critically, however, the country’s immediate road map should be more definitive on what, rather than when.

Three conditions for easing restrictions

The following points can be outlined as three key criteria that will guide the path back from Covid-19.

  • An increased capacity to test and a more extensive “sentinel testing” regime, which means testing rapidly and widely, including people who are asymptomatic, to understand just how widespread the virus is.
  • Contact tracing “lifted to an industrial capability”, to find and isolate all of the contacts of known infection. A key part of this will be encouraging all to download to their phones a tracing app, currently in production, modeled on like Aarogya Setu in India, which uses BlueTooth to alert users when they come into contact with a confirmed case.
  • Strengthened “local response capabilities” – essentially the ability to lock down hotspots where outbreaks occur, such as the one in Mumbai, Maharashtra. This will include multiple layers of government agencies, including, potentially, the military.

For countries that have weathered the Covid-19 storm well so far,

  • the pressure on governments to reopen their societies and economies is intense: from business groups seeing entire industries laid barren;
  • from political commentators reading the economic data and seeing a sea of red; from families anxious to see children back in school;
  • from citizenry desperate to get back to work and reestablish some normality in their lives.

But the risks of relaxing too much, too soon, are very real, and medical experts have warned against rushing to lift restrictions prematurely, potentially sparking a more deadly second wave and undermining the hard-won gains so far.

Life under level three will still be tightly proscribed; contact with other people must still stay “very very limited”. But the number of people back at work will roughly double under level three, with the exemption on workplaces relaxed from “essential” to “safe”.

Early childhood centers and schools will reopen for students up to year 10 under level three, but attendance would remain voluntary. Funerals and weddings with up to 20 people would be allowed under the relaxed regime. Electricians and plumbers can go back to work but must keep their distance from customers.

Cafes, restaurants, malls, and retail shops must stay closed but food delivery, drive-through services, and online shopping will be allowed.

Practical Steps –

Global companies have to be predictive and proactive in their decision-making to preserve business continuity and build enterprise resilience.

As companies navigate the ongoing COVID-19 crisis, there are a number of key issues corporate leaders should be thinking about, as well as steps they can take to not only react to severe business shocks now but also reshape their business and plan for recovery.

We have identified five priorities for business leaders to consider – many based on perspectives and experiences from India and other countries in Asia, where COVID-19 impacted.

1. Prioritize people safety and continuous engagement

Ensuring the safety and wellbeing of the employees in the workplace is essential. People are looking at their employer, community, and government leaders for guidance. Addressing their concerns in an open and transparent manner will go a long way to engaging them and reassuring business continuity.

One of the adjustments companies have to make is to initiate or expand flexible work arrangements and other policies that allow people to work remotely (from home) and safely. Depending on the sector, companies will want to reorganize teams and reallocate resources and establish employee wellbeing programs and policies that support a safe working environment. Additionally, companies will want to produce regular communications that align with the current government and health authorities’ policies to help employees remain engaged as they and the organization navigate through the crisis.

Finding ways to reimagine a business-as-usual environment that minimizes disruptions for the organization requires a fine balance. Where telecommuting or flexible work arrangements aren’t possible and companies must have workers on-site or in direct contact with customers, it is important to provide infection protection measures.

To help companies provide safe work environments, some municipal governments are working with big data amassed by technology companies and mobile operators to develop a health QR code system that allows people to track their movements over the previous 14 days to prove that they haven’t visited any high-risk areas. Still, other governments centrally and locally are exempting or deferring, in part or in full, social insurance and rental payments.  

Even with all these measures, there will be businesses that will experience workforce disruptions. Labor shortages and increased costs due to mobility restrictions that various state and local government authorities have imposed will impact businesses and also due to migrants moving to their home town. Companies that experience unique challenges, not covered by specific policies already issued, should seek advice from their local governments (like district Collector). Many governments have introduced fiscal stimulus and assistance programs for small businesses and sectors such as tourism and hospitality which have been severely impacted. Indian Government has announced a stimulus almost for all sectors of about 265 Billion Dollars.

2. Reshape strategy for business continuity

Most businesses are likely to experience significant disruption to their business-as-usual operations and will face business underperformance throughout the duration of the COVID-19 crisis. At the start of this crisis, supply chain challenges were significant for companies with exposure to China. But now the crisis has spread to Europe and the U.S, many more companies are experiencing operational disruption, as well as significant shifts in consumer demands and behavior impacting sectors from consumer and retail, to manufacturing, life sciences to automotive.

To help address these challenges, companies should:

  • Evaluate short-term liquidity. Companies will want to instill the short-term cash flow monitoring discipline that allows them to predict cash flow pressures and intervene in a timely manner. They’ll also want to maintain strict discipline on working capital, particularly around collecting receivables and managing inventory build-up. Additionally, it’s important to be creative and proactively intervene to lighten the working capital cycle. Throughout the crisis, companies will want to maintain regular contact with suppliers to identify any potential risks.
  • Assess financial and operational risks and respond quickly. Companies will need to monitor direct cost escalations and their impact on overall product margins, intervening and renegotiating, where necessary. Companies that are slow to react or unable to renegotiate new terms and conditions may be vulnerable to the financial stress that could carry long-term implications.

Just as companies need to monitor their in-house vulnerabilities, they also will need to monitor the pressures that may be impacting some of their customers, suppliers, contractors, or alliance partners. In particular, companies will want to stress test any tier one and tier two suppliers that may be impacted.

This is especially important for sectors such as automotive and pharmaceutical, which are highly dependent on third-party suppliers. Finally, be aware of covenant breaches with banking facilities and other financial institutions relating to impairment risks in asset values, which may impact the health of the overall balance sheet.

  • Consider alternative supply chain options. Companies that source parts or materials from suppliers in areas significantly impacted by COVID-19 will want to look for alternatives. For example, a Japanese industrials manufacturer is considering moving the assembly of commercial air conditioners to Malaysia from the Hubei Province capital of Wuhan, which remains under lockdown. Similarly, a global apparel company is looking to move production of its products from facilities in Wuhan to Vietnam and Indonesia. Such quick moves will create a temporary capacity to meet customer obligations. Companies that have arrangements with agile manufacturing facilities to make spot buying decisions, or have loose contractual arrangements with various service providers and logistics providers, should consider the initial disruption as well as post-crisis scenarios given the potential for demand spikes. 
  • Determine how the COVID-19 crisis affects budgets and business plans. Companies will want to stress-test financial plans for multiple scenarios to understand the potential impact on financial performance and assess how long the impact may continue.

If the impact is material and former budget assumptions and business plans are no longer relevant, companies should revise them to remain agile. Where the business is significantly impacted, companies will need to consider minimum operating requirements, including key dependencies of the workforce, vendors, location, and technology.

There is also the issue of short-term capital demands for continuous business operations. Based on the outcome of the assessment, companies may need to look at near-term capital raising, debt refinancing or additional credit support from banks or investors, or policy supports from the government. At the same time, companies will need to review overall operating costs and consider slowing down or curtailing all non-essential expenses. 

Communicate with relevant stakeholders

Clear, transparent, and timely communications are necessary when creating a platform to reshape the business and to secure ongoing support from customers, employees, suppliers, creditors, investors, and regulatory authorities.

  • Companies will want to keep customers apprised of any impacts on product or service delivery. If contractual obligations cannot be met as a result of supplier or production disruption, it is important to maintain open lines of communication to revisit timelines or invoke “force majeure” or “act of God” clauses. Such proactive action will help to mitigate punitive damages or liabilities associated with disrupted customer obligations.
  • For employees, communications plans should try to find a balance between caution and maintaining a business-as-usual mindset.
  • Companies need to maintain regular contact with suppliers regarding their capability to deliver goods and services during the COVID-19 crisis and their recovery plans so that the company can consider alternative supply chain options in a timely manner.
  • Creditors and investors. Companies will want to review terms and conditions on loan contracts to identify sensitive debts and avoid vital technical debt breaches. These reviews will have the added benefit of giving companies a chance to proactively manage the dialogue and communications with creditors regarding any necessary amendments to existing terms or refinancing arrangements.
  • Government and regulators. When communicating with relevant stakeholders, companies will want to consult with their legal teams for advice on potential liabilities and with their business units regarding how to manage communications around ongoing breaches and collection of proof, if any.

Companies have to ask themselves whether they have the right supply chain and agility to withstand a three-month disruption.

4. Maximize the use of government support policies

The government of India has released several financial, social insurance, and tax-related policies to support companies. Recently the US, UK, and many other developed nations have announced amendments to tax and financing policies.

Companies should monitor nation-wide government and organizational opportunities for support and how they may best serve the individual circumstances of their situation. It is important to note that government support may differ based on jurisdiction and sector. Companies will need to identify and understand each offer of support and determine which ones are best for their organization.

Finance Minister of India has published a series of policies to provide support for preventing and treating the epidemic, including:

  • Exempting and refunding value-added tax (VAT) for enterprises providing certain services for epidemic control or manufacturing key epidemic-related necessities.
  • Offering a full corporate income tax (CIT) deduction for purchasing equipment to manufacture epidemic prevention-related supplies.
  • Providing an individual income tax (IIT) exemptions on bonuses and allowances relevant personnel receive for treating the epidemic.
  • Issuing other policies that encourage public-benefit donations.

Temporary social insurance contribution deductions and exemptions the STA and Ministry of Finance (MOF) have introduced also have helped to ease the burden on companies.

Other countries impacted by the crisis, including Singapore and Japan, are introducing similar government policies. Companies should monitor the availability of these kinds of programs and use them to mitigate the risks they face.

5. Build resilience in preparation for the new normal

Once companies have solidified strategies based on stress tests and communicated any new directions with relevant stakeholders, they will need to execute based on revised plans while monitoring what continues to be a fluid situation. Senior management should report any material deviation from the plan in a timely manner so that their companies can take additional action to avoid further negative impact.

Once the COVID-19 outbreak is controlled, companies will want to review and renew business continuity plans (BCP). They’ll want to assess how existing BCPs are working. If there are deficiencies, companies will want to identify root causes, whether it’s the timeliness of action, lack of infrastructure, labor shortages, or external environmental issues. Companies will then want to consider putting new internal guidelines in place based on lessons learned, as well as solid contingency plans to build resilience and better respond to future crises.

Financial services organizations have an ethical opportunity to develop more agile products for working capital and short-term loans to support the economy.

Plan for recovery now, not later 

The COVID-19 crisis was impossible to predict with conventional wisdom and forecasting tools. However, there are many lessons companies can learn and carry forward once the crisis has passed and they’ve had a chance to analyze their response.

In the meantime, companies should be making decisions and taking actions during the crisis with recovery in mind. When the crisis is over, it will be clear which companies have the resilience and agility to reshape their business strategy to thrive in the future.

Longer-term, companies will need to consider how robust their business, management team, and initiatives were in facing the crisis. It will also be important to consider and reset the business assumptions that underpin the supply chain and other concentrations that many businesses have been exposed to overtime.

Once the situation is mitigated, companies should reevaluate how robust their business management was facing the crisis, and then analyze options to become more resilient against future disruptions.


Four actions to build resilience and reshape results


Positivity in Pandemic

“Often when you think you’re at the end of something, you’re at the beginning of something else.”


Covid 19 Poster with Earth in Protection Mask - Download Free ...

Given the constant stream of negative news about the novel coronavirus pandemic, it’s easy to feel anxious and uncertain. Anxiety is also an understandable reaction, since coronavirus has made many of us change our daily routines, and threatens our sense of safety. It can be difficult to let go of these thoughts and feelings.

But, we can also try to use anxiety to develop habits that can protect our mental health by adding positivity in times of such a huge pandemic.

Our brain has the capacity to change and “rewire” in response to our experiences. We call this capacity “neural plasticity”. If we have recurrent, anxious thoughts, we are establishing neural connections that make thinking anxious thoughts easier for us the next time we do so.

But we can also use anxious thoughts as triggers for engaging in activities and thoughts that help manage and reduce anxiety. In this way, we can transform anxiety into one of the first building blocks of habits ( positivity ) that can support our wellbeing when we face challenging circumstances.

So the next time you notice anxious thoughts racing through your mind, or feel your shoulders tensing up from worry, try one of these activities to manage your anxiety – and change it into positive mental health habits in the future.

“People today really value workplace flexibility and remote work because it allows them to focus their energies on work and life as opposed to commuting or other complications due to geography.”

Click here for What is COVID-19?

COVID-19 is the disease caused by an infection of the SARS-CoV-2 virus, first identified in the city of Wuhan, in China’s Hubei province in December 2019. COVID-19 was previously known as the 2019 Novel Coronavirus (2019-nCoV) respiratory disease before the World Health Organization (WHO) declared the official name as COVID-19 in February 2020.

The SARS-CoV-2 virus belongs to the family of viruses called coronaviruses, which also includes the viruses that cause the common cold, and the viruses that cause more serious infections such as severe acute respiratory syndrome (SARS), which was caused by SARS-CoV in 2002, and Middle East respiratory syndrome (MERS), which was caused by MERS-CoV in 2012.

Like the other coronaviruses, the SARS-CoV-2 virus primarily causes respiratory tract infections, and the severity of the COVID-19 disease can range from mild to fatal. Serious illness from the infection is caused by the onset of pneumonia and acute respiratory distress syndrome (ARDS).

The most common symptoms of COVID-19 include dry cough, fever, and shortness of breath. It is thought that symptoms can appear between 2-14 days after exposure although there have been isolated cases that suggest this may be longer. If you develop symptoms, you should stay at home to prevent the spread of the disease into the community.

Wearing a face mask will help prevent the spread of the disease to others.

According to research published in the Annals of Internal Medicine, the median incubation period is estimated to be 5 days, and almost all (~98%) patients who have been infected will develop symptoms within 12 days.

A new study suggests losing your sense of smell and taste is an early sign of COVID-19.

Six new symptoms have been added to the list of COVID-19 symptoms to include: chills repeated shaking with chills, muscle pain, headache, sore throat, and new loss of taste or smell.

The SARS-CoV-2 virus is thought to spread from person-to-person via:
• droplet transmission (large respiratory droplets that people sneeze, cough or drip)
• aerosol transmission (when someone coughs or sneezes in the room)
• contact transmission (touching a contaminated surface then touching your mouth, nose or eyes)
• direct transmission (kissing, shaking hands, etc.)

The best way to prevent infection is to avoid exposure to the virus.
The most important way to prevent COVID-19 is to WASH YOUR HANDS.
Wash your hands regularly and thoroughly with soap and water (lather for 20 seconds) OR use an alcohol-based (at least 60%) hand sanitizer.

Other actions that help to prevent the spread of COVID-19:
• avoid contact with others who are sick
• avoid touching your mouth, nose, eyes or face
• cover coughs and sneezes (into a tissue or into your elbow)
• clean and disinfect surfaces (alcohol or bleach-based cleaning solutions work best for coronaviruses)
• face masks will not protect you from COVID-19 directly, but can help in reminding you to avoid touching your face, and will help prevent the spread of the disease to others.
• social distancing
• self-isolation

What to do if you are sick
• Prevent the spread of COVID-19 if you are Sick (CDC)
• Environmental Cleaning and Disinfection Recommendations (CDC)
What to do if you come into contact with someone who is sick

Stay at home. If you have been exposed to someone who has tested positive for COVID-19 or someone who is showing symptoms of COVID-19, it may take up to two weeks for your symptoms to present. To keep yourself and others safe, you should isolate yourself from other people for 14 days.

What is Social Distancing – Social distancing means the physical separation of people. To practice social or physical distancing:
• Stay at least 6 feet (2 meters) from other people
• Do not gather in groups
• Stay out of crowded places and avoid mass gatherings

Risk Factors – Scientists are still researching risk factors for COVID-19 but data from China CDC suggest that the elderly, and people suffering from pre-existing medical conditions (such as heart disease, respiratory disease including asthma and COPD, or diabetes) have a higher risk of dying from the disease.

There is research that suggests that smokers may be more susceptible to the SARS-CoV-2 virus. There is also evidence to suggest that people who use e-cigarettes (vaping) are at a much higher risk of developing serious respiratory infections.

The secret of crisis management is not good vs. bad, it’s preventing the bad from getting worse

Click here for COVID-19 Positivity

Our article is designed to offer practical advice, provide some entertainment, foster a sense of social cohesion, and remind people of the good in the world during these strange and isolating times.

With all the tragic things that are happening in the world as a result of the coronavirus, now might seem like an unusual time to talk about being positive. Yet staying positive is a core ingredient in the recipe for successful coping in a crisis.

Now, more than ever is the time for us to be proactive about creating small moments of happiness in our days, given the findings in psychology research that positive emotions help us to undo the negative effects of stress. I’ll come to the research in a minute, but first, there are a few really practical things you can do to foster positive emotions.

Savour the small moments: Even during a lockdown you still have many small moments to savor. The smell of coffee, the feel of the warm shower on your back, and so on. When you stop to take in these moments, rather than let them rush by on automatic pilot, you are giving your brain a chance to process the pleasure, which boosts your serotonin – the feel-good neurotransmitter that helps elevate your mood and make you feel calm.

Strengthen your connections: for those of us in family lockdown, now is the opportunity to spend quality time with our loved ones. Take the time to hug your kids or partner, look them in the eyes, have long conversations with them – all of these gestures promote closeness and also boost your oxytocin, which is a hormone that bonds people and also has a calming effect on your body. When your oxytocin levels spike they tell your body to switch off cortisol, the stress hormone.

Look for the good in others: These types of crises can bring out both the worst and the best in human nature. This week there were two Youtube clips that went viral in Australia about toilet paper. One was of three grown women fighting in Woolworths over a packet of toilet paper.

The other was two young children dragging a large cart of toilet paper behind them and stopping at the homes of elderly people in their neighborhood to give them a roll. I like to think that the best in human nature is rising to the coronavirus challenge. Philanthropists are donating money to scientists to find a cure.

Doctors and medical staff are working overtime to help sick patients. Neighborhoods are putting together care packages for people who are sleeping rough. People are posting positive messages on social media. Friends from across the globe reaching out to each other.

When we tune into these positive and pro-social aspects of the crisis, we are united in hope. By tuning into these three silver linings, you can potentially change your brain chemistry and build up your energy stores to help you cope with the other aspects of your day that have been made more difficult.

Taking charge of our mental health and capturing the small moments will help as we go further into the unknown, too. If we can foster positive emotions, the flow-on effects are well researched, and well documented. In fact, positive emotions are a key resource for us during the coronavirus crisis because they can do a number of things:
Increase your resilience – Research has shown that when we experience positive emotions on the back of a stressful event, we bounce back more quickly and have a faster “cardiovascular recovery” time – our heart rate lowers and our blood pressure stabilizes more quickly when we are able to be positive.

Increase your immunity – a study where people were deliberately infected with the influenza virus and rhinovirus found that those people who had more positive emotions were more likely to fight off the symptoms. People low on positive emotions were 2.9 times more likely to contract a respiratory illness in this study.

Make you think more clearly – the way we feel influences the way we think. Positive emotions boost our problem-solving abilities as well as our judgment, decision-making, cognitive flexibility, and creativity. Staying positive will help you and your kids to be better at solving all the little problems that are being thrown our way right now, such as figuring out new technology platforms for working (and schooling) from home.

Practice self-care When you feel anxious or overwhelmed, the simplest thing you can do is to just take three slow, deep breaths to calm down. Count slowly to four as you breathe in and then count slowly to five as you breathe out.
This simple exercise helps increase activation in the parasympathetic nervous system, which is associated with resting and digesting.

It also reduces the activity of the sympathetic nervous system, which is responsible for our fight or flight response – and is linked to anxiety. When possible, listening to your favorite upbeat song or a brief physical exercise at home can help improve your mental health and reduce anxiety.

Do something relaxing – After waking up and just before you go to sleep, try to do things that are relaxing and uplifting. What you do early in the morning sets the mood for the day. If you notice having anxious thoughts soon after waking, try to think about something positive if you can. Or, do a few mindful stretches and focus on the sensations in your body.

In the evening, try to avoid reading news or comments on social media about the virus spread extensively. Negative emotions experienced in the evening impact sleep quality. Listening to a calming podcast, practicing meditation, or relaxation techniques might help calm anxiety before bed.

Notice the small things – Reading the latest news about COVID-19 and planning all the changes to your work, childcare, or travel plans can lead to a nearly constant stream of stressful or anxious thoughts. When you notice the worry building up, try to look or listen to the things around you.

Notice flowers in your garden, clouds in the sky, or the sound of a bird outside and take a couple of minutes just to see or listen. This simple mindfulness practice not only gives your busy mind a bit of a break, but it also may reduce activity in the midline structures of the prefrontal cortex of the brain involved in anxious rumination. As a result, you may find that you start feeling less anxious.

Do something to help – Some people might react to anxiety with hoarding behaviors. This is perhaps reflected in the panic-buying and stockpiling of groceries in response to the coronavirus pandemic. Others respond to anxiety with compassion, through prosocial behaviors such as helping or sharing. Prosocial behavior can protect our wellbeing.

Put things into perspective – Our mind has a built-in negativity bias making us think of and remember negative events better than positive ones. From an evolutionary perspective, this was important so that we would remember not to eat certain foods that made us ill a second time, for example.

But this also means that we notice and remember negative news over positive events. Knowing this, when you feel anxious try to make a conscious effort to overcome the negativity bias.

This might mean changing your perspective and trying to remind yourself of the many positive things that have happened because of coronaviruses – such as examples of kindness, or reductions in pollution.

Research shows that increased hope strongly predicts decreases in anxiety.

Meditate or Pray Over 80% of adults in the USA identify as spiritual or religious. Spirituality and religiousness have been associated with better wellbeing, particularly because they give us a sense of purpose and meaning in life. Having a sense of purpose and meaning can also protect us against anxiety.

You can use your feelings of anxiety as a reminder to meditate or say a short prayer. Even brief regular meditations may reduce anxiety levels.

Of course, different activities might work better for different people. To get started, the next time you feel anxious to make a list of a couple of activities that you know will help calm you down. Then try to do these things the next time you feel anxious to eventually turn your negative thoughts and feelings into habits that support your mental health.

In this way, you will be creating new connections in the brain that will associate anxiety with something positive instead of an endless spiral of negative thoughts and feelings. With practice, you may find that anxiety you may have in response to the negative headlines becomes less threatening and easier to let go of.

Every dark cloud has a silver lining and this is your chance to thicken that lining and take charge of your mental health so that you come out of this experience stronger.

“Today, give yourself permission to be outrageously kind,

irrationally warm, improbably generous. I promise it will be a blast.” 

Click here for Staying Positive during Lockdown –


We all are hoping to get a moment that’s positive. News, WhatsApp, social media of other kinds, and plenty of government directives – all are pushing us to the brink of sadness, if not the depression of some kind. We know the virus is real, it’s fast-spreading and it’s here to stay for a bit for sure.

So what can we do to stay happier? We take a look at the way of staying positive during coronavirus:

1. Get moving: Physical activity is a great way to send positive hormonal signals up to your mind. Walk around the house. Get that skipping rope from the attic and put it to good use. If you have staircase access, do step-ups and shake up your calf muscles. Yoga or any form of such effort is good for mental and physical health.

2. Cut down on food-: Stay light, eat less. This is because you are not spending time walking your usual steps (even the ones outside a fitness regime) like going to the store or walking from the parking lot to the office floor. Not to miss we are binge-watching, eating packaged foods, and even way too many biscuits over many cups of tea or coffee.

3. Turn back time-: Dig up old albums and meet all the people when they were 10 years younger. Albums are memories. Rummaging through old stuff lifts the spirits by reminding us of the wonderful moments we have had. They also give us hope for better times.

4. Read or Listen-: Sometimes taking a break from watching comes like a breath of fresh air. Listen to audio stories, films, podcasts. Pick up a light put, or get what you want, reading a good distraction and also makes you explore something different.

5. Watch fun stuff-: Unlike any epidemic before, we now have the luxury of watching stuff to keep ourselves distracted. Try watching stuff that doesn’t panic you. Watch lighter videos, films, forwards that are funny. Basically find a way to get your mind off current events that make you gloomy.

6. Help Out-: Could you possibly make meals or snacks for your elderly neighbors and drop it off contactless? Maybe a call or a WhatsApp message to check on them could be what they need to feel better and possibly what you need to feel like you are involved and caring.

7. Support your staff, stores-: Call your staff that’s been off or working from home all these days. Call your house help and check if they need something that you can drop off. Positive strokes are needed by all.

8. Send love in the mail-: Write a few nice words to a friend or family member and lift up your and their mood. People are feeling vulnerable around the world and any little thing can change their day.

9. Learn-: An excellent time to learn and upskill and do more with yourself. If you have always wanted to start a podcast, now is the time. If you have wanted to learn how to bake, try easy recipes off the internet. Be productive and be engaged with something new if that’s your thing.

10. Make a plan-: Routine is lovely and heaves during such times. Make a day plan. Check on the fridge. What do you need, what do you have. How can you innovate?

11. Look to the past-: Get hope from your past resilience. You have likely endured other unforeseen major life disrupters like 9/11, major hurricanes, or the financial meltdown of 2008. You made it through! And you are stronger because of it. Know that you will get through this. Remind yourself of your resilience on a regular basis.

12. Watch a funny video-: Thanks to the huge popularity of YouTube, there are thousands of videos that can help you take your mind off current events, if only for three minutes at a time. Start to bookmark the funniest among them so you can return for a repeat viewing whenever things feel gloomy.

13. Look after your neighbors: You may be at low risk of severe consequences from the virus, but it may not be the same for your neighbors whose immune systems are compromised. The act of checking in on them (keeping social distancing) will not only make them feel good, but it will also make you feel good and remind you that there are others for whom this predicament is even more stressful.

14. Support your favorite local business-: Maybe you’re heeding the social distancing advice and aren’t eager to sit in a crowded restaurant right now. And others feel the same way. Those empty seats aren’t helping that restaurant owner to pay staff or keep the restaurant in business. Buy a gift card to help the business owner now, and prepay for a wonderful meal you can have to celebrate when this pandemic is behind us.

15. Send gifts in the mail-: It may not be wise to drop in on your loved ones with some fresh-baked goodies, so send them a card or gift in the mail. Unexpected treats can be huge pick-me-up-in times of stress. This is especially valuable to the elderly who are living in nursing homes. Many facilities have closed their doors to all visitors, making residents feel even more isolated and vulnerable.

16. Take advantage of found time-: Take the opportunity to focus on some things because you had no time for and to accelerate progress on other product offerings. It’s liberating, and that’s what decides to focus on.

17. Practice random acts of kindness-: Leave an envelope with a little gift for the Amazon Fresh delivery person who drops off your supplies outside your door. Or have a coffee delivered to your doorman. Your kindness doesn’t require a monetary outlay. Write an unsolicited book review for a friend of yours who is an author.

Comment on a colleague’s LinkedIn post. Send a snail-mail note of appreciation to a friend or colleague. Many in the entire country of Italy broke out in song and applause to honor their healthcare workers. Thank the custodians in your building or workplace for their efforts to keep things safe.

Think of those who could benefit from your thoughtfulness and generosity. Then act.

18. Take a daily inventory-: Close your day, every day, with a positive acknowledgment of something you accomplished, learned, or are grateful for. It will help dilute some of the negativity you’ve absorbed and reminded you that not everything that’s happening right now is bad or depressing.

On the personal and emotional front, think of what you want to do with yourself in the day and at the end of the day think of what all you managed to close. It’s not imperative that you stick to it, but this exercise in itself is a great way to checklist and checkoff your own things. It also does you good to have a refresher course of the way your day went.

In times of constant negative messaging, you need an antidote so that you can keep your positive attitude and march forward with determination and hope. Be deliberate in activities that are positive, heartwarming, stress-reducing, and laughter-inducing! Together, we’ll get through this.

Let’s be grateful – Be GRATEFUL. Because there is a very large group of people that don’t even some luxury for themselves, people who need to make ends meet with a small salary. Or who are working in health care and need to work LIKE MAD to keep our hospitals up and running? Shout-out and much love to these heroic people! And a lot of other people who are struggling.

These people are currently struggling, even more, so be kind to others. Help where you can.
Because, the biggest opportunity the Coronavirus is giving us, is the chance to get closer to one another. It is forcing us to work together. More than ever in the past few years, this situation is making sure that mankind is caring for one another and we’re reconnecting on a deeper level with each other and the world around us.




There is hope
This gives everyone hope for the future. I hope that on a global scale, we CAN accomplish things together. Together we are fighting to flatten the curve and slow the speed with which the virus is spreading. I believe in us. That we – when this Corona storm has passed – can also tackle other problems like the global climate crisis, together.

We should take this virus seriously. Don’t be overconfident, thinking ‘it won’t get me!’. Help those close to you. But above all, stay calm and see the opportunities ahead.