Coronavirus Impact Assessment And Mitigation Strategies On Tourism And Leisure Industry Complete Deck

C ronavirus
Impact Assessment & Mitigation Strategies on
TOURISM & LEISURE INDUSTRY
Your Company Name

Table of Contents for Coronavirus Impact Assessment & Mitigation Strategies on Tourism & Leisure
2
Risk 3: Stressed Supply Chains
› Determine Supply Chain Disruptions Risks During
COVID 19 Pandemic
Addressing Tourism & Leisure Consumer Behavior
› Impact of Coronavirus Spread on Various
Tourism & Leisure Segment
› Determining Tourist Consumption Habits
› Addressing Consumer Concerns Associated to
Everyday & Tourism Activities
Risk 1: Disruption Due to Social Distancing
› Determining Impact of Social Distancing Due to
Virus Transmission
› Social Distancing in Tourism & Leisure Industry
Risk 2: Plummeting Employee Productivity
› Risks Associated to Tourism & Leisure Staff Productivity
Risk 5: Economic Instability & Civil Unrest
› Rise of Economy Instability in Tourism & Leisure Sector
› How Risk of Civil Unrest Prevailing Due to Pandemic
Risk Readiness Assessments
› Readiness Assessment to Ensure Business Preparedness
During Pandemic
› Evaluating Financial Practices in Firm
Risk Management Plans
› Risk Assessment Matrix in Pandemic Situation
› Risk Contingency Plan for COVID 19
› Risk Management Action Plan
› Preparing COVID 19 Recovery Strategy by Determining
Travel Demand
› Domestic Travel as Opportunity During COVID 19 Pandemic
Business Impact Analysis
› Pandemic Severity Impact Assessment
› Business Impact Assessment During COVID 19 Pandemic
How Risks are Mitigated
Policy Management
› Post Pandemic Aid to Employees Associated to Tourism &
Leisure Sector
› Addressing People Safety & Reservation Cancellation Policies
Incident Management
› Incident Management Summary Report
› Ensuring Staff Safety to Avoid Critical Incident
› Essential Communication to Consumers Associated to
Tourism & Leisure Sector
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
Marketing Plan to Address Future Demand
Role of Government in Reviving Tourism & Leisure
Industry
Risk Response Plan for Tourism & Leisure Firms
During COVID – 19
Tourism & Leisure Sector Overview
› Tourism & Leisure Industry Overview During COVID 19
Pandemic Impact on GDP Growth Forecast in 2020
› Contribution of Travel, Tourism & Leisure Sector to GDP
› Impact of Coronavirus Pandemic on GDP
› Impact on China Tourism Industry During COVID 19
Pandemic
› Determine International Tourists’ Arrivals & Tourism Receipts
Risk 4: Recession, Unemployment & Investment Pull-back
› Determining Recession Risk Associated to Tourism &
Leisure Industry
› Assessing Unemployment Risk on Tourism & Leisure
Industry During Pandemic
› Investment Pullback in Tourism & Leisure Sector
Business Continuity Plans
› Communication & Marketing Plan for Reviving Tourism & Leisure
Industry
› Administrative Action Plan Related to Tourism & Leisure Industry
› Commercial Action Plan Related to Tourism & Leisure Industry
› Workforce Assistance Program
› How to Handle Supply Chain Disruption

3
Virus Transmission
COVID 19 Pandemic
During Pandemic
Travel Demand
Policy Management
Leisure Sector
Incident Management
Implementation
using ERM
Industry
During COVID – 19
Leisure Industry
Industry
Pandemic

Tourism and Leisure Industry Overview During COVID 19 Pandemic
4
This slide covers information regarding the overview of hotel sector and how the sector has affected due to recent COVID 19 pandemic outbreak.
Tourism and Leisure sector revival is difficult in such pandemic and expect recovery beyond 2022
Year 2020 will be considered as loss making year with risk of being missing out rest of the season
There is as risk that people might spend summer holidays in their home countries even after the relaxations
Sector is assuming to resume its operations by July 2020
Complete lockdown in many regions restricts growth of tourism and leisure sector
COVID-19 related restrictions since January 2020
› America-92%
› Europe-93%
› Africa, Asia-Pacific and Middle East-100%
$30-$50 billion loss
in international
tourism revenue
100% reservations are
cancelled or deferred
till May end
96% of all worldwide
destinations have
imposed travel
restrictions due to
pandemic outbreak
50% loss in revenue
as compared to
year 2019
50% decrease in
average occupancy
as compared to
previous year
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Contribution of Travel, Tourism and Leisure Sector to GDP
5
This slide provides information regarding the contribution (direct and indirect impact) of travel, tourism and leisure sector associated to global GDP.
0
5
10
15
20
25
30
35
40
45
Direct Impact Indirect and Induced Impact
Percentage of GDP
66.1
40.0
32.7
Direct Impact Comprises of GDP Generated by Firms that directly
Associated to Tourists such as Travel agents, Hotels, etc. & is
Consistence with total GDP measured in Tourism Satellite Account
Indirect Impact Comprises of Business
to Business Transactions Associated to
Tourism Activity
This graph/chart is linked to excel, and changes automatically based on data. Just left click on it and select “Edit Data”.

Impact of Coronavirus Pandemic on GDP
6
This slide covers information about the COVID – 19 impact on major economies GDP growth.
-1%
0%
1%
2%
3%
4%
5%
6%
China Japan Other Asia* Eurozone United States
Q1 2020 New Estimate Q1 Old Estimate
* Major Emerging Economies other than China
Forecasted Impact of Coronavirus on Global GDPs Growth
Tourism Industry Contributed to 10.4% of
World’s GDP in 2019
Global GDP will Decline
in Q1 by 0.42%
Impact
-1.5% -0.4% -0.4% -0.1% -0.1%

Impact on China Tourism Industry During COVID 19 Pandemic
7
This slide covers information regarding the impact on China tourism sector due to recent COVID 19 pandemic outbreak.
Estimated Loss due to Suspended Tours of Chinese Tourist in Q1
2020 (in 1,000 US dollars)
Income Loss of Russia Tour Operators if Tourist flow will not
Resume from May to September 2020(in million Russian Rubles)
Estimated no. of Organized Tourists from China per Month
from January to May 2020
Estimated no. of Chinese tourists whose Tours were
Suspended by January 28, 2020
Estimated no. of Chinese tourists in Russia in 2019 (in 1,000s)
Income loss of Russia Tour Operators from February to March
2020(in million Russian Rubles) 2,800
31,200
1,00,000
1,500
9,000
45,000
Impact of COVID – 19 on Russian inbound tourism from China in 2020
Tourism industry
contributed to 10.4% of
world’s GDP in 2019
China is considered as
largest outbound travel
market in world in
terms of spending
About Chinese tourism
› No. of outbound trips in
2018-150 million
› Amount spend in travels
abroad-$277 billion
China tourism is severely
affected due to coronavirus
pandemic as tourism
represents 11% of china’s GDP
with growth rate of 7%
China believes that
epidemic will be
under control by end
of april, 2020

Determine International Tourists Arrivals and Tourism Receipts
8
This slide covers information regarding the overview of international tourist arrival and tourism receipts during SARS epidemic, financial crisis and COVID – 19 pandemic.
International
Tourists
Arrival
(in
millions)
674 674 694 691
756 809 855
912 929 892
952 997 1044 1097 1143 1197 1243
1333
1408 1460
1020
0
200
400
600
800
1000
1200
1400
1600
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019(e) 2020(e)
SARS Epidemic in 2003
International tourists arrival
reduced by 3 million(i.e. 0.4%)
Financial Crisis in 2009
reduced by 37 million(i.e. 4%)
COVID-19 Pandemic in 2020
reduced by 440 million(i.e. 30%)
International
Tourists
Receipts
(in
US$
billions)
496 485 506 555
658 707
773
892
989
901
979
1096 1135
1224 1285 1227 1253
1351
1463 1507
1060
0
200
400
600
800
1000
1200
1400
1600
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
SARS Epidemic in 2003
International tourism receipts
reduced by $50 billion(i.e. 1.4% in
real terms)
Financial Crisis in 2009
reduced by $88 billion(i.e. 5.4% in
real terms)
COVID-19 Pandemic in 2020
reduced by $450 billion(i.e. 30%
in nominal terms)

9
Virus Transmission
COVID 19 Pandemic
During Pandemic
Travel Demand
Policy Management
Leisure Sector
Incident Management
Implementation
using ERM
Industry
During COVID – 19
Leisure Industry
Industry
Pandemic

Impact of Coronavirus Spread on Various Tourism and Leisure Segment
10
This slide covers information about the COVID – 19 pandemic impact on various segment of tourism and leisure segment such as tourist apartment, business travel, nightly leisure and shopping tourism.
Business
Travel
› 89% cancellation or
suspension of non
essential travel reported
in business travel sector
across the globe
› Firms associated to
Global Business Travel
Association have –
• Cancelled 91% of
meetings
• 92% of meetings
have been postponed
Tourist
Apartment
› Fall in tourist apartment
business is 23% across
the globe
Nightly
Leisure
› International Nightlife
Association forecasted
losses of $271 billion
› In Spain, annual turnover
estimated to $25,000
million euros & employs
300,000 people per year
› In New York, annual
turnover is $35,100
million & employees
300,000 people
Shopping Tourism
(Fashion & Luxury)
› Luxury market will incur
loss of $400-$600 billion
in sales
› Decline in tourist
spending is high while
keeping in mind that
96.8% of tourists make
purchases during trips

Determining Tourist Consumption Habits
11
This slide covers information regarding the overview of tourist consumption habits due to coronavirus outbreak.
-5%
-49%
-86%
-75%
-60%
-55%
-45%
-40% -40%
-35% -35%
-100%
-80%
-60%
-40%
-20%
0%
Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec
Tourism sector will
resume firstly in China if
it is able to control virus
Travel restrictions will
continue in some
countries mainly in West,
which result tourist will
make trips within their
country instead of going
abroad
Consumer will get more
conscious about
environmental and social
awareness
Consumers will prefer in
travelling places that
respect environment, low
pollution, cleanliness
Leveraging products
associated to cultural
identity and pride to
realize locals about their
region cultural heritage
85% of consumers will
spend less on travel and
leisure activities
Estimated COVID – 19 Impact on Tourism Industry Revenue

Addressing Consumer Concerns Associated to Everyday and Tourism Activities
12
This slide covers information regarding the assessment of consumer concerns associated to everyday and travel tourism activities.
38 38
26
19
16 17
22
7
11 9
2 2
51
47
35
28
25 24
30
26 21
17
13
8
0
10
20
30
40
50
60
Travelling
Internationally
Taking a
cruise
Taking a
domestic flight
Visiting a
theme park
Visiting a
casino
Staying at a
hotel
Taking a bus,
subway, or
train
Taking an
Uber/Lyft
Going to a
restaurant
Going to a
local store
Shopping
online
Cooking at a
friend's house
Consumers concerned about performing the activity during virus outbreak in % Nomally consumers concerned about performing he activity in %
Travel & Tourism Everyday Activities
› It is to be noted that the consumers are taking more conscious while performing activities associated to travel and tourism sector
› The consumers will take precautionary measures in order to perform such activities

13
COVID 19 Pandemic
During Pandemic
Travel Demand
Policy Management
Leisure Sector
Incident Management
Implementation
using ERM
Industry
During COVID – 19
Leisure Industry
Industry
Pandemic
Virus Transmission

Determining Impact of Social Distancing Due to Virus Transmission
14
This slide provides information regarding the impact of social distancing due to COVID – 19 outbreak. The duration of social distancing unclear due to unclear information on seasonal transmission variation.
› Amount of social distancing
required in order to combat
COVID-19 pandemic is unclear
as no information regarding
the seasonal transmission
variation
Volatile situation
creating issues in
making
predictions
› In worst case scenario such as
no vaccines developed, social
distance will be practiced till
2022
› Increase in critical care facility
can reduce COVID-19
pandemic duration by ensuring
critically ill patients' treatment
Social Distancing
will persist till 2022
globally in worst
case scenario
› Single time intervention will be
not capable enough in
handling COVID-19
widespread presence in critical
care facility
› There is potential chance of
virus resurgence due to
seasonal variation in
transmission
No single time
intervention
approach required

Social Distancing in Tourism and Leisure Industry
15
This slide covers information regarding the role of social distancing practice and how it impact tourism and leisure industry.
32%
25%
24%
23%
18%
15%
0%
5%
10%
15%
20%
25%
30%
35%
Rome Venice Milan Florence Madrid Barcelona
Reservation Cancellation Rate
Various countries have
bans entry & exit of
travelers in order to
avoid people’s exposure
to the coronavirus as no
vaccine has been
developed yet
Reduction in travelers
will directly impact
tourism industry resulting
in loss of income & rise
in unemployment
International
movement of
tourists across the
globe will reduce by
20-30% as
compared to 2019
There will reduction in
tourism revenue
between 280,000-
420,000 million dollars
Quarantines has caused
decline of double digits
loss in sales in Italian
luxury market
Social & economic
disruption has affected
luxury goods market in
America, Spain,
Middle East, France,
Spain & Germany

16
Virus Transmission
COVID 19 Pandemic
During Pandemic
Travel Demand
Policy Management
Leisure Sector
Incident Management
Implementation
using ERM
Industry
During COVID – 19
Leisure Industry
Industry
Pandemic

Risks Associated to Tourism and Leisure Staff Productivity
17
This slide provides information regarding the risks associated to workforce productivity which depends upon risk of job security, risk related to work and risk of getting stressed.
Risks Associated to Work
› Risk of workers being exposed to virus at workplace
› Lack of essential tools and equipment needed to
perform operational tasks
› Difficulty in learning new tools and dealing with
technical difficulties
› Adapting to various work schedules
Risk Related to Job Security
› Uncertainty about future of
workplace & employment
Risk of Getting Stressed
› Take care of personal &
family needs during working
› Managing different workload
There will be reduction in employee productivity as they might be unable to work due to sickness, stress, etc.

18
Virus Transmission
During Pandemic
Travel Demand
Policy Management
Leisure Sector
Incident Management
Implementation
using ERM
Industry
During COVID – 19
Leisure Industry
Industry
Pandemic
COVID 19 Pandemic

Determine Supply Chain Disruptions Risks During COVID 19 Pandemic
19
This slide covers information regarding the overview of supply chain disruption risk during coronavirus outbreak.
Global supply chains that
include perishables are
facing highest risk
Time related supply
chains are witnessing
huge drop in booking
and reservations at
large scale
Public transport are
facing significant fall in
customer footfall
Consumer travelling
is replaced by
telecommunication
Coronavirus related
transportation
restrictions result in
global supply
chain disruptions
Inventory & demand
management is
disrupted due to
manufacturing factory
closures &
economic slowdown
Slowdown in China
leads has affected
Chinese exporters
Supply shortages of products
across the extended supply
network resulting in
significant supply
chain disruption
Business related to
travel & tourism that
are facing losses are
not recoverable
Demand & required supply
fluctuations are difficult to
handle & hence create bull
whip effect in entire supply
chain creating
artificial shortages

20
Virus Transmission
COVID 19 Pandemic
During Pandemic
Travel Demand
Policy Management
Leisure Sector
Incident Management
Implementation
using ERM
Industry
During COVID – 19
Industry
Pandemic
Leisure Industry

-46% -41% -39% -37% -32% -27%
-50%
-40%
-30%
-20%
-10%
0%
Europe Latin America Middle East Asia Pacific Africa North America
Determining Recession Risk associated to Tourism and Leisure Industry
21
This slide covers information regarding the recession risk by addressing three scenarios associated to tourism and leisure industry.
Per
passenger
&
kilometers
Percentage change in revenue from 2019 to 2020
-76% -19%
-15% -88% -4% -50%
Estimated
Loss, Billions
of U.S.D.
Scenario 1 Scenario 2 Scenario 3
› Decline in arrivals-58%
› Gradual opening of
international borders
› Ease in travel restriction
in early July
with ease in travel
restriction in early
September
with ease in travel
restriction in early
December
Due to COVID-19
pandemic,
International tourism
will decline by 60-80%
in 2020
Decline in International
travel demand-850 million
to 1.1 billion
international tourists
Estimated
revenue loss -
$910 billion to
$1.2 trillion
100 to 120 million direct
jobs at risk as it is
considered as one of the
most labor-intensive
sectors of economy
Estimated fall in
international tourist
arrivals during Q1
2020-22%
Fall in arrivals in
March-57% due to
lockdown in various
countries with travel
restrictions & closure
of airports & national
borders resulting in
loss in international
arrivals-67 million &
loss in tourism receipts
(tourism exports)
-$80 billion
Global health crisis will
result in risking millions of
livelihood and rollback
progress made in
achieving Sustainable
Development
Goals(SDGs)

Assessing Unemployment Risk on Tourism and Leisure Industry during Pandemic
22
This slide covers information regarding the unemployment risk on tourism and leisure industry due to recent COVID 19 pandemic outbreak.
1.2 2.6
4.7
7.6 8.2
13
63.4
0.00
10.00
20.00
30.00
40.00
50.00
60.00
70.00
Carribean Middle
East
Latin
America
Africa North
America
Europe Asia
Pacific
Cost cutting measures by firms are impacting workforce in
terms of salary reductions, halt on new recruitment resulting
in sectoral unemployment with reduced disposable income
for employees
Ancillary industries such as logistics will also get severely hit
The sector is facing 60% less visits as compared to previous
year
15 to 25% casual and contract employees will face the first
blow
Staff facing difficulties in performing operational duties due to
conditions such as quarantines
The tourism sector is losing 1.2 million direct jobs everyday
Estimated employment loss in tourism &
leisure industry (In millions)

Investment Pullback in Tourism and Leisure Sector
23
This slide covers information regarding the risk of investment pullback in tourism and leisure sector.
Low Perceived Risk of Virus Exposure High
Midscale
casino brands
Premium luxury
casino brands
Quick-service
restaurant brand
Premium coffee
house brand
Premium
steakhouse brand
Online Shopping Local Retail Restaurants Hotels Domestic Fights
Theme Parks Casinos
International Travel
Cruises Public Transit
Both tourism & leisure industry are
severely affected due to
coronavirus pandemic impacting
casino, cruise-line, rental car
companies, lodging companies
Stocks in online travel-agency sector
are facing downturn such as Expedia
(EXPE) has reduced by 63%,
Tripadvisor (TRIP) fell by 53%, Trivago
(TRVG) fell by 46% and Booking
Holdings (BKNG) fell by 38%
Shares of tourism and leisure
stocks are falling due coronavirus
ripple through the market and
investors are divesting from
sectors that specifically sensitive to
coronavirus outbreak such as
travel, leisure and tourism sector
Firm working in these sectors
are lowering their target price
resulting in lowering their
revenue and profit and sluggish
growth estimates as potential
impact of coronavirus spread

24
Virus Transmission
COVID 19 Pandemic
During Pandemic
Travel Demand
Policy Management
Leisure Sector
Incident Management
Implementation
using ERM
Industry
During COVID – 19
Leisure Industry
Industry
Pandemic

Rise of Economy Instability in Tourism and Leisure Sector
25
This slide covers information regarding the rise of economic instability on tourism and leisure sector due to recent COVID 19 pandemic outbreak.
-3
-2
-1
0
1
2
3
4
5
6
World China Netherlands Spain US UK France Eurozone Germany Japan Italy
No COVID-19 Base Case (with COVID-19) Risk Scenario: Pandemic
Due to pandemic,
emergency situation
arises resulting in
unexpected closures of
border and blockades
Ups and down in global
economy has impacted
the collapse of tourist
and leisure industry
economic structure
The impact of pandemic
on economies leads to
tourism sector slowdown
and making it vulnerable
Tourism sector comprise
of 80% of small and
medium sized
enterprises
Due to pandemic,
international tourist
arrivals rate will reduce
by 1-3% globally
Economic Growth in 2020, %

How Risk of Civil Unrest Prevailing Due to Pandemic
26
This slide provides information regarding the risk of civil unrest prevailing due to COVID 19 pandemic with increase in protests during lockdown.
Many tourism stakeholders are tensed about finances arrangements for fixed expenditures as well as
additional expenses for essential changes, renovations and maintenance of various tourism units
Several cities across the globe have tourism as largest generating industries with major tourist destinations,
many tourism associations are addressing government for payment of fixed expenditure due to complete halt
of tourism
Hundreds of people are protesting against coronavirus stay at home orders in various parts of world as nearly
2 billion of people across the globe depend upon daily work for survival
With more than 24 lakh cases of COVID -19 and over 1,64,000 deaths, various countries are following
different degrees of restrictions and lockdown measures to combat virus
Anti lockdown protests and civil unrest are being witnessed in several countries due to potential rise in poverty
and inequality
Civil unrest have been taken places in developing countries such as Kenya and Lebanon as well as developed
countries like US and Italy

27
Virus Transmission
COVID 19 Pandemic
During Pandemic
Travel Demand
Policy Management
Leisure Sector
Incident Management
Implementation
using ERM
Industry
During COVID – 19
Leisure Industry
Industry
Pandemic

Impact
Area
Pandemic Severity Impact Assessment
28
The retail firm can examine severity impact assessment by identifying various concerns and their impact on business functioning and how much these concerns have drastically impacted the firm’s performance.
1 (Least) 2 3 4 5 (Greatest) Comments
Reduced Occupancy ✔ Text Here
Shortage of Supplies ✔ Text Here
Halted Operations ✔ Text Here
Your Text Here ✔ Text Here
Impact Severity

Business Impact Assessment During COVID 19 Pandemic
29
This slide provides information regarding the business impact assessment that will cater critical issues that needed to be addressed in certain period and assessing their impact on business operations.
Critical Function: Staff get exposed to infected coronavirus person
BIA Owner: Stella Thetcher
Assessment Date: 3 May 2020 Review Date: 4 May 2020
Critical Function Priority: Very High
Impact on Business
Time: Impact:
First 24 Hours Halt operations
24-48 Hours Sanitize workplace
Up to 1 Week Text Here
Up to 2 Weeks Text Here
Requirements for Recovery
Time: People: Premises: Technology: Information: Suppliers & Partners:
First 24 Hours
Quarantine affected person & his
coworkers
Sanitize area Text Here
Necessary communication to
stakeholders
Necessary
communication
24-48 Hours Text Here Text Here Text Here Text Here Text Here
Up to 1 Week Text Here Text Here Text Here Text Here Text Here
Up to 2 Weeks Text Here Text Here Text Here Text Here Text Here

30
Virus Transmission
COVID 19 Pandemic
Travel Demand
Policy Management
Leisure Sector
Incident Management
Implementation
using ERM
Industry
During COVID – 19
Leisure Industry
Industry
Pandemic
During Pandemic

Response
Is firm prepared for the impact of COVID-19 and assuring hygiene and sanitization as key priority
Yes
No
Is firm able to continue business operations if many people from staff is sick and unable to work
Yes
No
Does firm have right resources in place to execute critical business and operational processes
Yes
No
Is firm capable in handling permanent changes to hotel operations that needs to be taken in considerations
Yes
No
Does firm as prepared itself in taking opportunities that arise
Yes
No
Is firm capable in handling changed demand patterns post pandemic
Yes
No
Is firm capable enough in resuming its normal business operations after major disruption to business
Yes
No
Readiness Assessment to Ensure Business Preparedness During Pandemic
31
This slide covers information regarding the readiness assessment to ensure tourism and leisure sector firm is well prepared to resume operations during and post pandemic.

Evaluating Financial Practices in Firm
32
The firm can track the financial performance by looking the financial practices it follows in order to avoid any early signs of financial distress.
Parameters Met Needs Work Not Applicable
Our firm follows accounting practices which conform to generally accepted standards
The firm has appropriate system to provide information needed by Board and employees to make
sound financial decisions and to fulfill government requirements
The firm prepares financial statements on a budget vs actual for better understanding of finances
The firm prepares annual comprehensive operating budget which includes all operational costs and
all source of funding
The firm reconciles all cash accounts monthly
The organization prepare cash flow projections to ensure enough cash in one hand to pay short
term expenses
Your Text Here
Your Text Here
Your Text Here
Your Text Here

33
Virus Transmission
COVID 19 Pandemic
During Pandemic
Policy Management
Leisure Sector
Incident Management
Implementation
using ERM
Industry
During COVID – 19
Leisure Industry
Industry
Pandemic
Travel Demand

Risk Assessment Matrix in Pandemic Situation
34
The risk assessment matrix is an effective tool that helps in evaluating risk by considering the probability of risk to happen against the severity linked with potential risk available.
Minor Limited Serious Very
Serious
Catastrophic
Extremely
Unlikely
Very
Likely
Likely
Unlikely
Very
Unlikely
Risk
04
Risk
03
Risk
02
Risk
01
Severity
Likelihood

Risk Contingency Plan for COVID 19
35
The risk management worksheet will help in keeping the track of various issues(concerns) that are existing in the firm by looking at the initial level of risk associated with them & the residual risk that is the amount
of risk which remains after the inherited risk which the firm has tried to reduce through risk control measures.
Risk
Priority (1-5)
Identified
Risk
Initial
Risk
Risk
Likelihood
Risk
Severity
Implement
Controls
Residual
Risk
Responsible
Person
1
Coronavirus
transmission
through exposure
to infected person
High Likely Very serious
› Personal
protective
equipment
› Workplace
sanitisation
Low Store manager
2
Supplies
Shortage
High Unlikely Very serious
Supply &
distribution
planning on
weekly basis
Text Here
Procurement
manager
3 Text Here Text Here Text Here Text Here Text Here Text Here Text Here

Risk Management Action Plan
36
The risk management action plan will help in keeping the track of potential risks that are existing and what are their level, what are the resources required to handle them. The person responsible in handling the
risk will keep track of the risk resolve duration and will check whether the risk is treated or not.
Potential
Risk
Risk
Level
Reason for
Risk Rating
Action
Required
Resources
Responsible
Person
Duration Communication
Risk
Treated
Review
Date
Coronavirus
transmission
through
exposure
to infected
person
High
Confidential
information
security at risk
Quarantine
person
Sanitize area
Personal
protective
equipment
Store manager Within 24 hrs.
Coordination with
health association
Yes 4 May 2020
Text Here Text Here Text Here Text Here Text Here Text Here Text Here Text Here Text Here Text Here
Low – L; Moderate – M; High – H; Extreme – E
Risk level

Preparing COVID 19 Recovery Strategy by Determining Travel Demand
37
This slide covers information regarding the planning of recovery strategy for tourism and leisure sector firms by assessing travel demand is paused, initial rise, and getting stronger.
› Many people are not travelling due to international as well as domestic travel restrictions
› Firms needs to leverage the brand relationship with past & future potential clients through editorial content
When Travel is Paused
› With rise in travel demand, tour operators, nightlife clubs needs to restore marketing efforts
› Address people who are interested in rebooking and planning vacations
› Ensure flexible cancellation policy available
When Travel Demand Rise in Initial Stage
› With increased in people planning for travel
› Enforce marketing efforts focusing on intent
› Target potential customer with right demographics & feeder markets with appropriate messaging & packages
When Travel Demand Gets Stronger

Domestic Travel as Opportunity During COVID 19 Pandemic
38
This slide covers information regarding the addressing domestic travel as an opportunity for firms existing in tourism and leisure sector during COVID 19 pandemic outbreak.
Domestic tourism and leisure industry will revive itself after the passing of difficult phase
Various destinations will rediscover their travel norms differently
International tourism will take time as it depends upon the global decision on resuming of international routes and airline schedules
Disruption of summer vacations, desire for indulgence, pent up demand will influence the domestic travel demand
In India, 87% of India’s leisure travel constitute of domestic travel in 2018
April-July is seen as outflow of travelers going abroad, as international options are not available, there is huge opportunity to optimize domestic travel as local
destinations travel demand will resume soon
Social distancing and increased health awareness has influenced mind space of consumers which will dominate their social engagement including travel
Domestic will emerge as biggest opportunity and destinations nearer to home will considered as front runners in order to escape from work
Travelers will search for destinations with footstep lesser destinations in order to maintain comfortable of social distancing
“JOMO Travel”, Joy of missing out and disengagement from hyper connected and hectic routine will encourage new age of travelers across different age groups

39
Virus Transmission
COVID 19 Pandemic
During Pandemic
Travel Demand
Policy Management
Leisure Sector
Incident Management
Implementation
using ERM
Industry
During COVID – 19
Leisure Industry
Pandemic
Industry

Communication and Marketing Plan for Reviving Tourism and Leisure Industry
40
This slide covers information regarding the communication and marketing plan in order to revive tourism and leisure sector post pandemic recovery.
Firms needs to deliver effective communication & establish integrated marketing platform (promotion & communication)
through positioning of destinations and products
In order to resume operations, tourism sector should not focus on competitive pricing with excellent services and experiences
Firms needs to increase influence among audience
Provide customized attention to high potential customers
Contact closest markets (national & local tourism) from social point of view
Hold non convertible marketing activities & increase investment in online sales especially in shopping tourism sections
Enhancing relationships with major tour operators through communication through different channels
Promote destinations through marketing campaigns initiated by tour operators and holiday makers & the initiative to be lead by ministry of tourism
Offer vouchers for cancelled holidays in order to boost confidence
Generate content, multi channel platform in order to promote creation of encouraged participatory & motivated community through stories with
well connected destinations, local businesses & institutions, brand & customers (multiage & multicultural)
Requirement of traffic improvements and communication & promotion

Prepare new improved leadership framework
Postponing of non strategic investments
Modify operating and capital expenditures
Adjust priorities and plans after reassessing the situation consistently
Ensure clear internal and external communication on timely manner
Prepare future consumption scenarios based on pandemic evolution by addressing impact on cash flows, balance
sheet statements
Implement committee of crisis leaders in order to make rapid decisions comprising of functional experts and
external advisors
Administrative Action Plan Related to Tourism and Leisure Industry
41
This slide covers information regarding the administrative plan in order to revive tourism and leisure sector post pandemic recovery.

Commercial Action Plan Related to Tourism & Leisure Industry
42
This slide covers information regarding the commercial action plan in order to revive tourism and leisure sector post pandemic recovery.
Adopting of advanced digital tools &
flexible working practices with video
conferencing, collaboration &
teleworking in order to become more
agile, reduce costs, carbon footprint
reduction & attract talented staff
Firms existing in tourism &
leisure sector needs to be
more customer centric, agile,
digital & sustainable
Realign short term goals and adopt
new ways of working in order to
combat impact of COVID-19
Prepare 360-degree customer
strategy that will be useful in
coordinating plans, value
propositions & actions across
all functions with higher
customer intimacy
Reinvent supply chain in tourism &
leisure industry by aiding critical
elements that are current struggling
in short term for flexible & smooth
operations in future
Adopt advanced analytics & efficient
legacy processes for better & faster
decision making

Workforce Assistance Program
43
The workforce assistance program will help firms in enhancing their well being at workplace and enable them to handle critical situations during pandemic. This program will render services like clinical services,
work and life services and employer services, etc.
Online Resources
› Articles, content & interactive tools for wellness
› Emotional health, work, life, financial & legal
issues
Offline Resources
› Wellness Expert, Consultant
› Your Text Here
› Face-to-face consultations
› Personal/family, work related,
substance abuse & emotional
health issues
Clinical Services
› Child/elder care consultation &
Referral
› Legal consultations
› Financial consultations
› Concierge services
Work & Life Services
› Management consultations
› Formal referrals
› Critical incident stress
debriefings
› (CISD)
› Training and organizational
› Development
Employer Services

How to Handle Supply Chain Disruption
44
This slide provides information regarding how supply chain disruption are handled by streamlining overseas operations, optimizing sources, better decision making.
Optimizing
Sourcing
Better
Decision Making
Optimize supplier auditing,
compliance verification, supplier
selection and onboarding processes
Automate invoice auditing in order to
gain visibility about additional tariffs
Cloud based supply chain management platform
will allow firm in contractor management, risk
management, & compliance
It will aid distributors while entering new markets
or new supply partners to handle new tariffs in
order to get insights about new contractor &
supplier requirements
Streamlining Overseas Operations
Firms can manage end to end supply chain by implementing centralized cloud-based solutions for all systems
integrations aiding procurement teams to handle critical supply chain activities and financial inventory

45
Virus Transmission
COVID 19 Pandemic
During Pandemic
Travel Demand
Incident Management
Implementation
using ERM
Industry
During COVID – 19
Leisure Industry
Industry
Pandemic
Policy Management
Leisure Sector

Post Pandemic Aid to Employees Associated to Tourism and Leisure Sector
46
This slide covers information regarding the post pandemic aid to employees associated to tourism and leisure sector.
Local workforce can be financially supported through collaborative initiative with government
Businesses and government implement combination of measures in order to avoid employee layoffs
Flexible and reduced working hours or part time employment
Some firms are partnering with other firms in various sectors such as retail, grocery, senior living, etc. that are actively hiring
short-term/part-time employees to place their staff (might lose their job)
Compulsory annual leaves in specific months
Staff training and development programs aided by government during unemployment periods through digitalized
platforms during pandemic

Ensure front desk staff wear disposable gloves
Ensure all employees to engage in frequent hand sanitization
Place hand sanitizer at check in counters and all touch points
Staff training to prevent close contact and practice social distancing
Addressing staff on improved and increased sanitation measures and to sanitize key cards, public areas, public
restrooms, specific touchpoints
Lock each stall in public restrooms to maintain recommended distance protocols
Allow clients to cancel their reservations without penalties in order to ensure positive public relations
Communicate essential updated policies on firm website
Consider current rates that are to be competitive as well as reflective of the nature of the pandemic
Addressing People Safety and Reservation Cancellation Policies
47
This slide covers information regarding the various policies that are prepared in order to ensure safety of people and reservation cancellation policies.

48
Virus Transmission
COVID 19 Pandemic
During Pandemic
Travel Demand
Policy Management
Leisure Sector
Implementation
using ERM
Industry
During COVID – 19
Leisure Industry
Industry
Pandemic
Incident Management

Type of Incident
Coronavirus Exposure Threat
❑ Electrical Shock
❑ Heat Illness
❑ Entrapment
❑ Fainting/Loss of Consciousness
❑ Burn
Employees Involved One
Exact Location of Incident Reception Area, Hotel Premise
PPE Worn by Employee at Time of Exposure
None
❑ N95 Dust Mask
❑ Eye Protection
❑ Foot Protection
Time of Incident 24 April 2020, 1:00 PM
Outside Emergency Assistance (check one) Ambulance Police Fire Other
Detailed Description of Event One hotel staff get exposed to infected coronavirus person
Action Duration Within 24 hrs.
Corrective Management
Action Plan
› Immediate isolation of infected staff is done & informed the coronavirus handling team,
police
› Sanitizing the infected area
› Quarantine of staff
Incident Management Summary Report
49
This slide can be utilized to report any workplace incidents. After filling this form it will be forwarded to Business unit safety director and HR representative.

Ensuring Staff Safety to Avoid Critical Incident
50
This slide provides information regarding ensuring of staff safety at workplace to avoid critical incident.
Tracking Employee Location
Tracking whether employee is working from
home or performing critical tasks at work
location to handle risk of exposure
Health Status Tracking
Health status of employee is registered in
order to track coronavirus affected employee
and impacted coworker
Effective Communication
Real time location-based notification and
employees get update about critical health
and safety information
Implementing Human Capital Management approach in order to manage existing talent gap for effective management of people
Employee Safety Monitoring Aid employers in tracking their associates during crisis
COVID-19 Learning Portal to aid employers/workers get updates about COVID -19 related resources
Online Employee Wallets helps users to access earned wages on demand and to keep them financially sound
Employee Safety Monitoring
Helps organizations in ensuring the safety of employees during business operations. Effective tool for tracking employee location, health status and emergency
contact information

Essential Communication to Consumers Associated to Tourism and Leisure Sector
51
This slide covers information regarding the essential communication that firms associated to tourism and leisure sector and its staff will perform in order to inform their clients.
Tourism & Leisure sector
firms should utilize their
website as it is
considered as primary
source of communication
with consumers
They should post
essential & latest
updates on website &
other social
media platforms
› Deliver pop up messages to customers about latest bookings
› Post in-line messages on website especially on reservation page in order to update them about
property status and latest reservation and cancellation policy
› Prepare news article of blog post with essential details about coronavirus and stay
› Provide hotel’s status on social media platform
› Communicate essential details to strengthen public relations
› Update frequently asked questions (FAQs) so guests should get aware that hotel is resume it
operations and is fully functional with accepting reservations
› Prepare special pricing and packages for promotional purpose in order to attract new bookings
Communication at Online Platform
› Asking customer’s stay destination to post public relation letter at front desk to update public
relations response to coronavirus
› Ensuring hotels, lodges, clubs are posting safety signs at front door of the facility including
details about its safety policy before entering the premises
Communication at Hotel Facility

52
Virus Transmission
COVID 19 Pandemic
During Pandemic
Travel Demand
Policy Management
Leisure Sector
Incident Management
Implementation
using ERM
Industry
During COVID – 19
Leisure Industry
Industry
Pandemic

53
This slide covers information regarding the marketing plan in order to address the future demand.
Months
Strategy
Focus
Upper Funnel
Lower Funnel
Budget
Allocation
Travel
Demand
Increases
/
Hotel
Opens
80%
20%
› Brand awareness
generation
› Focusing on local
markets
› Build fly-in markets
› Consider bookings with
30-60-day lookback
window
Initial Rise in
Travel Demand
01
60%
40%
› Target in-market
audience
› Website retargeting
› Consider bookings 90-
day lookback window
Travel Demand
Strengthens
02
40%
60%
› Build up lower funnel
targeting and retargeting
Travel Demand
Increases
03
20%
80%
› Strategy customization
due to evolving travel
demand
› Altering loyalty programs
requirements in order to
become more responsive
to customer requirements
Travel Demand
Starts to Rebound
04

54
Virus Transmission
COVID 19 Pandemic
During Pandemic
Travel Demand
Policy Management
Leisure Sector
Incident Management
Implementation
using ERM
During COVID – 19
Leisure Industry
Industry
Pandemic
Industry

Role of Government in Reviving Tourism and Leisure Industry
55
This slide covers details regarding the government initiatives which plays crucial role in tourism and leisure industry.
Policy Assistance Extension of annual renewal of licenses paid for 2020 till end of 2021 without any additional charges
Monetary Assistance
› Providing workforce support fund to ensure no job loss
› Providing 6-12 months period as moratorium including capital payments and overdrafts
› Ensuring credit agencies not downgrading business ratings due to business volatility
› Due to fall in oil prices, subsidies on crucial utilities such as light, power and heat costs should be extended
Fiscal Assistance
› Develop 12-month corporate tax holiday to
tourism & leisure sectors
› Halt all statutory dues such as advance tax,
custom duties, excise duties, PF, bank
charges, etc. on central as well as state level
for 12 months
Direct Assistance for Demand Revival
› Reduce/ waive taxes on products offered by
the tourism and leisure sector for period of
1 year

56
Virus Transmission
COVID 19 Pandemic
During Pandemic
Travel Demand
Policy Management
Leisure Sector
Incident Management
Implementation
using ERM
Industry
Leisure Industry
Industry
Pandemic
During COVID – 19

Risk Response Plan for Tourism and Leisure Firms During COVID – 19 (1/3)
57
This slide provides information regarding the risk response plan that is implemented by firms associated to tourism and leisure sector to ensure smooth operations during COVID 19 in terms of employee
protection, developing cross functional response team.
Action Step Description
Employee Protection
Follow conservative guidelines issued by local and global health authorities
Frequent communication with employees-employee support as per health guidance
Benchmarking efforts (for ex-avoid employees nonessential travel)
Developing Cross
Functional Response Team
Dedicated cross functional team governed by CEO
Develop workstreams such as –
› Employees
› Financial-stress testing and contingency plan
› Supply chain
› Marketing and Sales
› Other essential constituencies
Establish planned 48 hrs. and 1-week goals for each workstream
Select minimum viable products -
› 6-week milestones calendar
› 1-page action plan for each workstream
› Progress and Triggers dashboard
› Threat map

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