Understanding the impact of coronavirus over various sectors and industry is a crucial part of developing a mitigation strategy for multiple risks. Initially this presentation highlights the overview of the impact of COVID 19 over the entire automobile industry, as it displays key stats such as 15 percent decline in sales of automobile, decrease in global GDP in 1 percent etc. it also highlights the key challenges faced by automobile sector and the optimistic, realistic and pessimistic approach for the recovery of the automobile sector. Once the overview is analyzed the key risks that may affect the automobile sector are carefully studied these risk can be effects on sale and manufacturing due to social distancing, the lower employee productivity due to COVID, the stress in the supply chain sector due to factory closures in China, the impact of recession, unemployment and investment pullback on the economy. Based on carefully analysis of the risks, mitigation strategies to minimize the impact of COVID these strategies can be developed such as risk assessment matrix, developing a business contingency plan, mitigation strategy for OEMs etc. In the end various policies for minimizing risk within the origination and a survey for developing maturity model is taken and implementation plan is developed. https://bit.ly/30wOrGb

1. Coronavirus Impact
Assessment &
Mitigation Strategies
IN AUTOMOBILE
INDUSTRY

2. Table of Content for Coronavirus Impact Assessment and Mitigation
Strategies for Automobile Industry
2
› Impact of Coronavirus on Global Automobile Sector
› Major Areas of Impact in Automobile Sectors
› Impact of Coronavirus on US Automobile Sector
› Key Challenge in Automobile Industries Due to Coronavirus
› Possible Recovery Scenario for Automotive Industry
› Impact of Possible Scenario on Various Sectors
Automobile Sector Overview
Risk 1
› Disruption in workplace due to Social Distancing
Disruption Due to Social Distancing
Risk 2
› Low Employee Productivity Due to COVID 19
› Job Vulnerability by Income Level Due to Disruption in Employee Productivity
Plummeting Employee Productivity
Risk 3
› Key Automobile Segment Impacted by Supply Chain
› Impact of Supply Chain Disruption on Automotive Industry due to COVID 19
Stressed Supply Chains
Risk 4
› Impact of Global Recession on the Automobile Industry
› Risk of Unemployment in Automobile Sector
› Investment Pullout from Global Economies
Recession, Unemployment and Investment Pull-back
› Economic Instability Due to COVID 19Address
› Risk of Economic Stability in Automobile Industry
Economic Instability and Civil Unrest
Risk 5
› Impact on Business and Road for Recovery After COVID Pandemic
› Business Impact Analysis Matrix
How Risks are Mitigated
Business Impact Analysis
01
Risk Readiness Assessments
› COVID Risk Readiness Assessment Checklist for Organization
› Business readiness Contingency Reserve for Risk Mitigation
02
Risk Management Plans
› Key Mitigation Strategy for OEMs
› Mitigation Strategy for Employee Safety
› Mitigating Risk in Supply Chain
› Mitigation Strategy in IT Department of Automobile
› Risk Mitigation and Assessment Matrix
03
Business Continuity Plans
› Contingency Plan for OEMs
› Contingency plan for Business to reduce Risk
› Four Major Business Contingency Strategies
› Contingency Plan for COVID case in Workspace
04
Policy Management
› COVID 19 Workspace Polices for Munising the Risk
05
Incident Management
› Total Incidents in the Workplace
› Summary for Incident in Organization
› Communication Matrix for Crisis Management
06
Risk Maturity Model Survey Questionnaire
› Addressing Present State of Risk Maturity Model
› Determine Enterprise Risk Management Growth
› Determining Various Departments Crucial for ERM
Implementation
› Determine Critical Functions Performed by Risk
Managers using ERM
07

3. Table of Content for Coronavirus Impact Assessment and Mitigation
Strategies for Automobile Industry
3
› Impact of Coronavirus on Global Automobile Sector
› Major Areas of Impact in Automobile Sectors
› Impact of Coronavirus on US Automobile Sector
› Key Challenge in Automobile Industries Due to Coronavirus
› Possible Recovery Scenario for Automotive Industry
› Impact of Possible Scenario on Various Sectors
Automobile Sector Overview

4. 0
200
400
600
800
1000
1200
1400
1600
China Japan South
Korea
Western
Europe
Eastern
Europe
USA Canada Brazil &
Argentina
Reduction in Sales of Light Vehicle Sales ( Figures in K Units)
Feb-19 Feb-20
Impact of Coronavirus on Global Automobile Sector 4
Purpose of the following slide is to show the impact of coronavirus of COVID 19 on the global automobile sector as it highlights the decline in sales of automobile industry, decrease in global
economy and the reduction in sales of light vehicles.
Decline in sales of
Automobile industry by
15%
in 2020
European Union has the
most number of decline
of automobile sales
$2.5 bn
in 2020
1%
Decrease in Global
economy by
-80,4%
-10,6%
-17,9%
-6,5%
+4,5%
+8,3%
-4,5%
1.6 1
2.2
1.2
2.4
1.3
2.6
2
Mar-19 Mar-20
Global Automobile Sales decline
US Europe China RoW
-38%
+2,9%
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5. Major Areas of Impact in Automobile Sectors 5
The following slide displays the impact on COVID on the automobile sector these can be disruption in supply chain , lower offline sales, lower customer demand and poor cash flow.
Disruption In Supply Chain
› No production by OEMs
› Disruption in the flow of supply
chain
Lower Customer Demand
› No sales due to postponed
customer demand
› Lower purchasing power of
buyers
Lower Offline Sales
› Direct impact in OEMs
› Impact on dealers or person
who was dependent on
commission
Poor Cash Flow
› Poor inflow of cash flow due to
low sales
› Combined impact on dealers
and OEMS
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6. Impact of Coronavirus on US Automobile Sector 6
The purpose of the following slide is to show the impact of coronavirus or COVID 19 on US automobile sector as it highlights the key impacts such as total number joblessness, number of
decrease in US sales, the inadequacy of staff and reduction in amount of import and export.
30 Million
Americans have claimed
joblessness
25%
Decrease in automobile
sales in US in year 2020
78%
Automotive companies have
adequate staff to run production
2.7 MM
Passenger vehicles removed from
production due to shutdown
2%
Reduction in the amount of import
and export of automotive part
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7. Key Challenge in Automobile Industries Due to Coronavirus 7
The following slide displays the key challenges being faced by the organization in the automobile industry due to COVID-19 as it displays four major challenges such as supply of automobile
parts, the closure of manufacturing plants, Low sales vehicles and decline in working capital
Supply of Automobile Parts
› Closing of multiple key production lines due to COVID-19 has caused
a large scarcity of major automobile parts
› Restriction of trades has also contributed at large towards reduction
in supply of automobile parts
Manufacturing Plants
› Low to nil production due to mass reduction in workforce, social
distancing and quarantine methods have forced the closure of key
manufacturing plants
Vehicle Sales
› Multiple key measures taken by world leaders to reduce the spread
of coronavirus such as lockdowns, curfew and closure of malls and
offices has contributed majorly to the decline of sales of vehicles
Working Capital
› Low global sales has resulted in low cash inflow for all the automobile
companies has forced to utilize the cash reserves of the same
Finance HR Core IT
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8. Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Possible Recovery Scenario for Automotive Industry 8
The following slide provides an overview of the possible recovery scenario of the automobile industry as it highlights the 3 key scenarios that are optimistic, realistic and pessimistic, the slide shows the decrease and increase in
GDP growth of the economy.
Fast recovery of market and
no output loss
Disruption in growth trend and
permanent loss of output
High damage to industry, low
forecasted growth rate
GDP
Growth
GDP
Growth
GDP
Growth
Scenario 1 : Optimistic Scenario 2 : Realistic Scenario 3 : Pessimistic
V - Shaped Curve U - Shaped Curve L - Shaped Curve
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9. Key Areas Optimistic Realistic Pessimistic
Impact on Public Enterprise
• A monetary aid for the crisis to be
provide
• Longer period of mitigation strategies
for COVID
• Significant relief package
• Long Lasting damage and lack of
public revenue resources
• Increased spending in healthcare
Impact on Private Spending
• Rapid increase in household
expenditure
• High rise in demand
• Loss of household and losses in
business
• Large Gaps in financial system
• Large flow of unemployment
• Increased expenditure on essentials
Impact on Automotive Industry
• High demand of auto in market
• Increased cost for short term
• High loss in demand and poor sales
• Purchase of second hand car
• No continues production due to
repetitive waves
Impact of Possible Scenario on Various Sectors 9
Purpose of the following slide is to show the impact of multiple possible scenarios which are optimistic, realistic and pessimistic , the provided table highlights the key areas where there can be
impact such as public enterprises, private spending's and impact of automotive industry.
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10. Table of Content for Coronavirus Impact Assessment and Mitigation
Strategies for Automobile Industry
10
› Disruption in workplace due to Social Distancing
Risk 1: Disruption Due to Social Distancing

11. Disruption in Workplace due to Social Distancing 11
The following slide shows the disruptions that are caused by the social distancing norms in the organization the slide also highlights the key social distancing practices.
Avoid person to person meeting
Compulsory in person meeting should be of short time
Minimum meetings in pantry and minimum communication with other employees
Bring food from home and eat on separate times from other employees
Low productivity due to social
distancing as more employees try
to avoid person to person meets
Poor output as less employees
work on less timely shifts
Minimum travelling has caused
decrease in supply chain
process
Disruptions
Minimum Travelling
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12. Table of Content for Coronavirus Impact Assessment and Mitigation
Strategies for Automobile Industry
12
› Low Employee Productivity Due to COVID 19
› Job Vulnerability by Income Level Due to Disruption in Employee
Productivity
Risk 2: Plummeting Employee Productivity

13. Low Employee Productivity Due to COVID 19 13
The following slide displays the impact on the employee segment of the automobile industry due to increasing COVID-19 Pandemic the provided graph displays the risk of low wage and high
risk jobs, the slide also displays the risk of job insecurity, mid management crisis and the risk of productivity.
Multiple jobs at risk due to COVID-19 Pandemic
At-risk high-wage
jobs 1.9M
Key Takeaways
Risk of Job Insecurity
Mid Management Crisis
› With continues layoffs in major industries, employees from
automobile sector also face a major job security issue
› The risk of job is more to the middle management as the upper
management is at z very low risk of losing their jobs due to
COVID-19 pandemic
› 35.2 MM low wage workers are at job risk in comparison to
1.9MM high wage worker
Risk of Productivity
› With more precautionary guidelines , the production of vehicles
and parts are expected to slow as few workers will be working
on the same shift
At-risk low-wage
jobs 35.2M
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14. Job Vulnerability by Income Level Due to Disruption in Employee Productivity 14
The following slide displays the vulnerability of job in automobile sector by income band and annual income.
0
10
20
30
40
50
Potentional Jobs, Millions
Annual Income, $ Thousand
20 25 30 40 70 >70 20 25 30 40 70 >70
0
20
40
60
80
100
Potentional Jobs, %
Income Band Displaying Job Vulnerability
ZZ
Job Vulnerability by Annual Income
<$40,000 >$40,000
$20,000-$25,00
40%
$25,000-$30,000
22%
$30,000-$40,000
23%
$40,000-$70,000
13%
>$70,000
1%
53.7
Million
Jobs
Vulnerable Jobs Stable Jobs
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15. Table of Content for Coronavirus Impact Assessment and Mitigation
Strategies for Automobile Industry
15
› Key Automobile Segment Impacted by Supply Chain
› Impact of Supply Chain Disruption on Automotive Industry due to
COVID 19
Risk 3: Stressed Supply Chains

16. Key Automobile Segment Impacted by Supply Chain Disruption 16
100%
74%
77%
78%
76%
Suspension & Braking
Engine Components
Body & Chassis
Electricals & Electronics
Drive, Transmission & Steering
Risk Category Countries with Highest Risk Disruption Details
High Risk
› United States
› Germany
› Italy
› Spain
› Uk
› France
› Disruption in availability of material due to supply
chain restriction
› Peak Disruption – May
Low risk
› China
› Japan
› South Korea
› Singapore
› Disruption Likely to end in September
› Disruption of export
Risk of Disruption in near Future
Top 5 Import Segments to be Effected
25 %
5 %
-5%
15%
35%
Q1 FY21 Q2 FY21 Q3 FY21
Minimum Risk of Disruption Maximum Risk of Diruption
32%
10%
5%
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The following slide provides a global overview of the risk caused to the automobile sector by supply chain disruption these risk can be low availability of key automobile manufacturing
component, risk of disruption in future and the countries that are at high o low risk.

17. Impact of Supply Chain Disruption on Automotive Industry due to COVID 19 17
The following slide shows the impact of disruption in supply chain due to COVID 19 as it highlights various risks such as high dependency on China, the losses due to precautionary restriction
on international borders and low demand due to low manufacturing.
11.7
3.2
2
1.7
1.2
0
2
4
6
8
10
12
14
USA Japan Mexico Germany South Korea
US has the highest
export from China
› Disruption in supply chain due to travel and trade restriction
has caused problems for OEMs and as there is high level of
dependency on China for automotive parts
High Dependency on China
› Huge losses incurred due to delay in shipments on all mode
of transportation be it land, water or air due to precautionary
restrictions on international border
Leading Fright Forwarder
› Due to restriction on travel and supply chain multiple OEMs
has stopped manufacturing or productions sites that have
direct impact on auto component and tire suppliers
Low Demand Due to Low Manufacturing
Total Export of Vehicle Parts from China
In USD
Billion
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18. Table of Content for Coronavirus Impact Assessment and Mitigation
Strategies for Automobile Industry
18
› Impact of Global Recession on the Automobile Industry
› Risk of Unemployment in Automobile Sector
› Investment Pullout from Global Economies
Risk 4: Recession, Unemployment and
Investment Pull-back

19. Impact of Global Recession on the Automobile Industry 19
Purpose of the following slide is to show the impact of global rescission over the automobile industry, as it displays the impact on global economy, impact in car sales and impact on the market
as a whole.
0
10
20
30
40
50
60
70
80
90
100
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030
Latin America Rest Of APAC North America
EMEA China WorldWide
Risk of Global Recession
Impact on Global Economy
› COVID 19 pandemic is expected to knock $9 billion off
the global GDP in the FY 2021 and FY 2022
› Over 1% decline in global GDP
Impact on Car Sales
› Due to decreased purchase power of the buyer the car
sales are expected to fall by 14% annually
› USA alone is expected to have negative impact as car
sales are expected to decrease by -25%
Impact on Global Automobile Market
› More than 16% decline in overall production of
automobile due to manufacturing plant shutdown
› Decline of 20%(YoY) in sale of light motor vehicle
World wide decline in sales forecast due to Global Pandemic
Units
(Millions)
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20. Risk of Unemployment in Automobile Sector 20
The following slide displays the risk of unemployment due to COVID as these impacts can be Global Unemployment Stats, Unemployment in automobile industry and inability to pay worker.
0
1000000
2000000
3000000
4000000
5000000
6000000
7000000
8000000
Jan Feb Mar Apr
212,000
Risk of Unemployment
Global Unemployment stats
› Highest number of unemployment rate is expected in
comparison to other global recessions
› 1939- 19 %
› 2020 – 32 %
Unemployment in Automobile Industry
› India is expected to have to fall of 350,000 jobs in the
automobile Industry in Q3
› America is expected to have 30 Million job losses in the
automobile sector
Inability to pay workers
› The employers are facing large amount of working
capital imbalance hence the inability to pay employees
has increased, as large corporations are now running out
of reserve funds for general operation
› 32 % jobs in automobile sector are venerable to this loss
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Jobless Claims in the United States after COVID 19 Pandemic

21. Investment Pullout from Global Economies 21
The following slide shows the risk of investment pullout from various nations such as India and Asia as a whole, the following slide displays the total disinvestment in Asia and India.
16 bn USD
Have been withdrawn from
Indian economy
26 bn USD
Have been withdrawn from Asian
Economy by foreign investor
Huge disinvestment from global
economies due to COVID as import and
export are shut down
Huge number of disinvestment will
prompt closure of multiple offices and
manufacturing plants due to lack of
funds
01
02
03
04
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22. Table of Content for Coronavirus Impact Assessment and Mitigation
Strategies for Automobile Industry
22
› Economic Instability Due to COVID 19Address
› Risk of Economic Stability in Automobile Industry
Risk 5: Economic Instability & Civil Unrest

23. Economic Instability Due to COVID 19 23
Purpose of the following slide is to show the global impact of economic instability, as it displays the fall in global GDP in comparison to the economic crisis such as 2008 recession etc.
-$60
-$50
-$40
-$30
-$20
-$10
$0
$10
t t+25 Days t+50 Days t+75 Days t=Date of Event
COVID - 19
Global 2008
recession
Taper Tantrum
Devaluation
Scare of China
$ in Billions
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Risk of Unemployment
COVID 19 global pandemic will have a
great amount of negative effect over the
global economy in comparison to other
economic crises in the past
COVID 19 is expected to have an effect
of over 58 billion USD over the span of
next 3months
The recovery period of the economy is :
• Worst Case Scenario – Very Slow
recovery
• Best Case Scenario – Fast Recovery
• Realistic Case Scenario – Mild
recovery

24. About 1 Quarter About 2 Quarters More than 3 Quarters
Fast Slow No Full Rebound
Mild Recession High Recession for Short Period Longer Recession Stretching to Long Period
Risk of Economic Instability in Automobile Industry 24
The following slide displays the short setback, prolonged setback and deep recession scenario of the economic instability as it displays the containment measure, the market rebound and the
economic hit.
Short Setback Prolonged Slowdown Deep Recession
-17%
Containment
Measures
Market
Rebound
Economic
Hit
Volume
Profit
-35% to -45%
-29%
-70% to -90%
-40%
Heavy Losses
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25. Table of Content for Coronavirus Impact Assessment and Mitigation
Strategies for Automobile Industry
25
How Risks are Mitigated
› Impact on Business and Road for Recovery After COVID Pandemic
› Business Impact Analysis Matrix
Business Impact Analysis

26. • Realize Disruption Impact
• Retain Customer and Increase Revenue
• Restart Operations
• Restart Work on Growth Plan
• Increase in Investment
• Continues Growth
• Save Cash and Create Liquidity
• Identify Cost Saving Opportunity
• Save Cash via New Initiatives
• Increase Cash Balance to Invest in New
Ventures
• Clear Communication and Continues
Engagement with Employees
• Gradually Increase Employee Productivity
• Develop New Operating Model
• Align Employee Goals with Organization
Goals
• Manage Supply Chain Risk and Assess
Impact
• Store Existing Inventory
• Evaluate Gaps in the Supply Chain and Fill
the Same
• Develop Agile Supply Chain Model
Impact on Business and Road for Recovery After COVID Pandemic 26
Purpose of the following slide is to show the roadmap for the road to recover business from the slowdown of coronavirus the provided highlights the three phases such as protect, restore and
rebound.
Months
3 - 6
Protect
6 - 12
Restore
> 12
Rebound
Strategic Response
Liquidity Management
Workforce Engagement
& Productivity
Supply Chain Risk
& Resilience
Key Effects on Business
Reduction in Sales
Reduction in sales by 94% as
due to global lockdown
Reduction in Operations
Complete shutdown of operations
due to COVID pandemic
Reduction in Staff
45 % layoff and
reduction in staff
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27. Business Impact Analysis Matrix 27
The following slide displays the matrix that show the impact of key risk, these risks are kept on a scale of high, medium and low
Economic
Instability
Investment
Pullback
Social
Distancing
Working Capital
Disbalance
Low
Production
Supply
Chain
Disruption
Recession
Layoff of
Employees
Low Employee
Productivity
High
Medium
Low
High Medium Low
High Business Impact
Medium Business Impact
Low Business Impact

28. Table of Content for Coronavirus Impact Assessment and Mitigation
Strategies for Automobile Industry
28
› COVID Risk Readiness Assessment Checklist for Organization
› Business readiness Contingency Reserve for Risk Mitigation
Risk Readiness Assessments

29. COVID Risk Readiness Assessment Checklist for Organization 29
The following slide displays the checklist of organizations readiness for any risk, the slide highlights key points such as reserve funds available, availability of sanitizers etc.
Yes No
Reserve funds available for continues operations
Sanitizers and other PPE equipment's such as masks gloves at
office workplace
Is work from home available for all employees
Can the origination handle potential COVID outbreak
Reserve resources available with the organization
Transitional shifts to avoid coronavirus

30. Management Reserve (MR)
Contingency Reserve (CR)
Business Readiness Contingency Reserve for Risk Mitigation 30
Operational Budget – 451 MM
Contingency Budget - 80 MM
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Money
Time
Operational
Budget
Performance
Measurement
Baseline (PMB)
Status
Date
Earned Value (EV) Curve
Budget at
Completion
(BAC)
Estimate at
Completion (EAC)
Actual Cost (AC)
Curve
Planned Value
(PV) Curve
Purpose of the following slide is to show the risk contingency budget of the organization as it highlights the total operational budget of the organization and the contingency budget for the same.
Contingency budget is set aside by the organization to deal with any adverse situation

31. Table of Content for Coronavirus Impact Assessment and Mitigation
Strategies for Automobile Industry
31
› Key Mitigation Strategy for OEMs
› Mitigation Strategy for Employee Safety
› Mitigating Risk in Supply Chain
› Mitigation Strategy in IT Department of Automobile
› Risk Mitigation and Assessment Matrix
Risk Management Plans

32. Key Mitigation Strategy for OEMs 32
The following slide displays the mitigation strategy for managing the risk of OEMs decrease in sales and low or poor customer engagement, as it highlights the rational method and the new
method of lead generation.
OEMs face the risk of no manufacturing or equipment's and no sales for the same
Utilizing online platform for sales and customer engagement
Risk
Mitigation Strategy
Traditional Method Focus on OEM Lead Generation
Mass
Media/Online
Channels Customers
OEM
Dealer
Customers
Digital
Platforms
Brand
Story
Brand
Platforms
Key Opinion
Leaders (KOLs)
Lead
Sharing
OEM
Dealer Online
Stores
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33. Mitigation Strategy for Employee Safety 33
The following slide displays the organization mitigation strategy for workforce management risk as it displays the key risks and the matrix that displays the workforce impact of focus areas.
Immediate Focus Areas for Organizations
HIGH
LOW HIGH
Workforce Impact
Ease
of
Implementation
Horizon 1 Horizon 2 Continued
Employee Health & Wellness
Virtual Capability Building
Transitions Management
Business Continuity Planning
Continuous Communication & Connect
Remote working enablement
Cost & Productivity
Change in HR policies
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34. Mitigating Risk in Supply Chain 34
The following slide displays a supply chain reliance and response mitigation strategy for the supply chain disruption the key areas are resilient sourcing, ramp up manufacturing, supply chain
demand balancing and scenario planning.
01
02
03
05
04
06
Resilient Sourcing
Ramp up
Manufacturing
Unlock Fulfilment
& Logistics
Dynamic Supply
Demand Balancing
Digital Optimisation of
Overhead Costs
Scenario Planning &
Simulation
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Supply
Chain Resilience &
Response

35. Mitigation Strategy in IT Department of Automobile 35
Work from Home
Risk Mitigation
IT Tools Risk
Mitigation
IT & Cyber Security
Risk & Governance
Hardware
Risk
› Issue working equipment
like laptops and compute to
team
› Proper staffing of IT
service partner
› Live or Hot network in data
centers
› Availability of central
respiratory of key
documents
› Have security polices
› Have proper internet
connectivity
› Have 24*7 support
management
› Have VPN coverage
› Identify the clear number of
Employees working from
home
› Provide IT Support team
detail to team
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The following slide displays the mitigation strategies for IT department of the automobile center as it highlights the key focus areas such as work from home, It toll send risk mitigation, It and
Cyber risk governance and hardware risk.

36. Risk Mitigation and Assessment Matrix 36
The following slide displays the risk assessment and mitigation matrix a sit highlights the likelihood and impact of the risk on 3 major scales low, medium and high.
Little or No Effect
Acceptable
0
Effects are Felt But
Not Critical
Tolerable
1
Serious Impact to Course
of Action & Outcome
Unacceptable
2
Could Result in Disasters
Intolerable
3
Risk Unlikely to Occur
Improbable
Risk Will likely Occur
Possible
Risk Will Occur
Probable
Impact
Likelihood
Risk 1
Risk 2 Risk 3
Risk 4
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37. Table of Content for Coronavirus Impact Assessment and Mitigation
Strategies for Automobile Industry
37
› Contingency Plan for OEMs
› Contingency plan for Business to reduce Risk
› Four Major Business Contingency Strategies
› Contingency Plan for COVID case in Workspace
Business Continuity Plans

38. Contingency Plan for OEMs 38
The following slide displays the contingency plan for OEMs as it highlights the three stages of respond reset and renew, the following also displays key steps to be taken form each side.
Crisis respond
NEXT RESET
How OEMs should reset their ways of working
THEN RENEW
Adopting new process
Have business control tower that understands and manages the quick repose
Make agile supply chain by mobilizing the tower
Establish Risk Mitigation Strategies
Re-design your Network to increase resilience
Increase safety measures during re-start
Develop an emergency protocol
Establish IIoT Concepts in Manufacturing
Have WC crisis mode to increase the plummeting cash flow
Establish regular liquidity stress tests
Infuse treasury management with AI
Cross-Functional
Enabler
Supply Side
Manufacturing
Working Capital
& Liquidity
Vehicle Sales
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NOW RESPOND
Keep engaging with customers
Setup remote processes to continue operations
Implement a direct sales model
Identify and optimize the customer journey

39. Contingency Plan for Business to Reduce Risk 39
The following slide shows the contingency plan for business to minimize the risk of COVID, this can be developing an integrated system that is cross functional, agile and data driven etc.
Integration
Team
HR
Finance
Sales &
Marketing
Supply Chain &
Operations
Develop integrated management system to effectively
manage the risk. The integrated team should
Cross Functional
Agile in working mode
Data driven
Forward looking
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40. Four Major Business Contingency Strategies 40
Purpose of the following slide is to show the four major contingency strategy for business these can be employee safety, communication with stakeholders, new financial strategy and new
strategy implementation.
Four Phase Business Contingency Plan for Business
› Flexible work timings
› PPE kits for onsite
workers
› Rotational Shifts
› Inform customer about
the poor performance of
product & service
› Develop customer,
employee shareholder
communication plan
› Analyze short term
liquidity
› Prepare reserves
› Monitor any govt support
of relief package
› Implement new strategy
and plan
› Asses the risk & make
crisis contingency based
decision
Employee
Safety
Communicate with
Stakeholders
New Financial
Strategy
New Strategy
Implementation
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41. Contingency Plan for COVID case in Workspace 41
Notify the Flu Manager
• In case of any employee who becomes a suspect should
be notified to the manager for safety of other employees
01
Information to Employees
• A detailed report should be provided to the employees
regarding the issue
02
Reporting to the CEO
• Detailed report should also be provided to the CEO
03
New Instructions for Employees
• New working instructions for employees that promote
employee safety
04
Disinfection of Workspace
• Add text here
05
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The following slide highlights the contingency plan for COVID case in workspace as it highlights the steps to be taken which can be notifying the manager, announcement of instructions.

42. Table of Content for Coronavirus Impact Assessment and Mitigation
Strategies for Automobile Industry
42
› COVID 19 Workspace Polices for Munising the Risk
Policy Management

43. COVID 19 Workspace Polices for Munising the Risk 43
The following slide provides an overview of new policies of the organization, these polices can be personal protective measures, environmental measure and Social distancing measures.
Policies for minimizing
COVID risk in workspace
Washing hands frequently
Covering mouth while sneezing
with elbow or shirt
Wear mask all the time
Add text
Add text
Clean surface on which work is
being conducted
No sharing of objects with each other
Proper ventilation
Environmental Measures
02
Social Distancing Measures
Having distance of at least 1 meter
03
Personal Protective Measures
01
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44. Table of Content for Coronavirus Impact Assessment and Mitigation
Strategies for Automobile Industry
44
› Total Incidents in the Workplace
› Summary for Incident in Organization
› Communication Matrix for Crisis Management
Incident Management

45. 121
424
703
722
800
2,054
0 500 1000 1500 2000 2500
Explosion & Fires
Harmful Substances & Environment
Injuries by Other People or Animals
Equipment & Material related Injuries
Infected Person Exposure
Transportation incidents
Number of Fatal Work Injuries
Total incidents in the Workplace 45
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The following slide provides an overview of the total incidents in the organization, these incidents can be related to equipment's , harmful substance etc.
Total -
4,824

46. Summary for Incident in Organization 46
Purpose of the following slide is to show the incident management summary of the organization as provided highlights the full name, address information of the incident etc.
Yes No
Information about Person Involved in the Incident
Full Name
Home Address
Designation
Phone Numbers Home Cell Work
Information about the Incident
Date of Incident Time Police Notified
Location of Incident
Incident Description
Information about person involved in the incident
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47. Communication Matrix for Crisis Management 47
The following slide displays the RACI Matrix of the organization for crisis management as it highlights the responsible, accountable, consulted and informed individual.
Crisis Manager Flu Manager PPE Provider CRO Stakeholders Business Analyst
Crisis Initiation
Task 1
Task 2
Task 3
Task 4
Task 5
R
Responsible
A
Accountable
C
Consulted
I
Informed
R
R
A
A
R
A
A
I
R A
R
A C
C
I
C
C
C
A C
R
C
I
I
A I
I
R
I
C
C
C
A
R
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48. Table of Content for Coronavirus Impact Assessment and Mitigation
Strategies for Automobile Industry
48
› Addressing Present State of Risk Maturity Model
› Determine Enterprise Risk Management Growth
› Determining Various Departments Crucial for ERM Implementation
› Determine Critical Functions Performed by Risk Managers using ERM
Risk Maturity Model Survey Questionnaire

49. Determining Various Departments Crucial for ERM Implementation 49
This slide provides information regarding the various departments that are considered crucial for Enterprise Risk Management implementation.
The survey result covers information regarding
the departments that are responsible for
Enterprise Risk Management implementation
Various departments are
• Risk Management
• Audit
• Legal
• Compliance
• Strategy
The Risk Management department is mostly
responsible for ERM implementation, followed
by other department and audit
Add text here
Add text here
Risk Management, 60%
Other, 15%
Audit, 10%
Legal, 8%
Compliance, 3% Strategy, 4%
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50. Addressing Present State of Risk Maturity Model 50
This slide provides information regarding the addressing of present state of risk maturity model and how many organizations have completed risk maturity model.
Since 2006, approximately 46% of world’s
nations have organizations that have
completed risk maturity model
Add text here
Add text here
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51. Determine Enterprise Risk Management Growth 51
This slide provides information regarding the growth of enterprise risk management with passage of time and addressing organizations are partially and fully integrated.
The survey result suggested that almost 63% of
organizations claim to have integrated Enterprise Risk
Management programs partially
Financial department plays vital role in organization’s
Enterprise Risk Management program
Risk Management function handles the Enterprise Risk
Management program
Add text here add text here add text here add text here
Add text here add text here add text here add text here
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0
5
10
15
20
25
30
35
40
45
2009 2011 2013
Fully Integrated Partially Integrated

52. Determine Critical Functions Performed by Risk Managers using ERM 52
This slide provides information regarding the addressing of critical functions performed by risk managers using Enterprise Risk Management.
› ERM reporting and analysis
› Vendor management
› Project management
› Business continuity
› Financial reporting
› Internal audit
› Insurance and safety
The Risk Managers perform vital information such as:
Mostly, Risk Manager use ERM for performing tasks
such as ERM reporting and analysis followed by
business continuity, project management and
insurance and safety
Add text here add text here add text here add
text here
Add text here add text here add text here add text
here
Insurance
& Safety
29.4%
ERM Reporting
& Analysis
80.0% Financial
Reporting & SOX
10.5%
Business
Continuity
34.7% Project
Management
33.7%
Vendor
Management
12.6% Internal
Audit
25.3%
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53. Coronavirus Impact Assessment and Mitigation Strategies in Automobile
Industry Icons Slide
53

54. 54
Additional Slides
01. Agenda
02. Clustered Column - Line
03. Column Chart
04. Timeline
05. Our Mission
06. Magnifying Glass
07. Comparison
08. Venn
09. Thank You

55. Agenda 55
01
02
03
04
Agenda
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Agenda
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Agenda
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Agenda
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56. Clustered Column - Line 56
40
55
65
80
2.0
3.0
3.5
5.1
0.0
1.0
2.0
3.0
4.0
5.0
6.0
0
10
20
30
40
50
60
70
80
90
100
FY17 FY18 FY19 FY20
Sales
(in
USD
millions)
Product 01
This graph/chart is linked to excel, and changes
automatically based on data. Just left click on it
and select “Edit Data”.
Product 02
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automatically based on data. Just left click on it
and select “Edit Data”.
Product 03
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automatically based on data. Just left click on it
and select “Edit Data”.
Years

57. Column Chart 57
Product 01
This graph/chart is linked to excel, and changes
automatically based on data. Just left click on it
and select “Edit Data”.
Product 02
This graph/chart is linked to excel, and changes
automatically based on data. Just left click on it
and select “Edit Data”.
Product 03
This graph/chart is linked to excel, and changes
automatically based on data. Just left click on it
and select “Edit Data”. 20
15
32
40
55
40
35
35
60
40
55
70
0 10 20 30 40 50 60 70 80
Q1
Q2
Q3
Q4
Sales in million
Years

58. Timeline 58
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2015
2016
2017
2018
2019
2020

59. Our Mission
59
Mission
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Vision
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60. Magnifying Glass 60
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61. Comparison 61
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20%
Male
80%
Female
75.534 user 85.654 user
VS

62. Venn 62
01 02 03
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63. Thank You
63
Email Address
emailaddress123@gmail.com
Contact Number
0123456789
Address
# street number, city, state