Showcase the impact of covid19 on consumer perception and risk mitigation with the help of our Coronavirus Impact Assessment And Mitigation Strategies On Cruise Industry Complete Deck PowerPoint Presentation. In the coronaviridae PPT presentation, we have given an overview of the global cruise industry and tourism to showcase the significant impact of covid19 on GDP growth forecast. The presentation shows a halt in the working of cruise operators, port congestion in marine shipping, and negative impacts from container shipping to oil tankers. The nidovirales PowerPoint layout also highlights the risks caused in the industry like disruption due to social distancing, plummeting employee productivity, impact and disruption on the supply chains, economic instability, civil unrest, and business operations severity. A well-designed risk management plan has been shared in the RNA virus PPT slides conveying outbreak management. Different policies were designed by the firms including sanitation, medical facilities, screening, an inspection of health, and crewmember training. Combined coronavirus incident reports and risk maturity models have also been shared in the sars-cov-2 PPT templates. https://bit.ly/3i5TBCY
The Philippines is currently facing one of the greatest challenges to its economy with the implementation of containment measures brought about by the Covid-19 pandemic. The enhanced community quarantine (ECQ) imposed by President Duterte was extended to May 15 on areas deemed still at high risk that includes the National Capital Region and nearby provinces in central and southern Luzon, considered the major business hubs of the country. There is no definite date in sight yet for the lifting of the lockdown and opening up the economy, as the government focuses on containing the virus and bringing the infection rate to lower levels. Premature lifting of the lockdown may have dire consequences as a second wave of infections could lead to a bigger toll on the economy.
The coronavirus pandemic is disrupting global supply chains and international trade, causing the global economy to shrink by up to 1% in 2020 according to UN estimates. Under a best case scenario where declines in private consumption, investment and exports are offset by government spending increases, global growth would fall to 1.2%. However, under a worst case scenario where demand falls sharply in major economies like China, Japan, South Korea, the US and EU, the global economy could contract by 0.9%. Industries relying on long distance travel like air transport are expected to face revenue losses between $63-113 billion.
Covid 19 - galvanizing the travel industry for high tideChennam Mounika
The spread of the Covid-19 disease globally, caused by the coronavirus, has halted travel industry operations such as airlines, hotels and cruises across the globe. Demand for the three major segments of the global travel industries airlines, hotels and cruises has slumped to its lowest point in several years.
https://www.wnsdecisionpoint.com/our-insights/reports/detail/93/covid-19-galvanizing-the-travel-industry-for-high-tide
- The Covid-19 outbreak and collapse of the OPEC+ alliance have created a perfect storm in the oil markets, with both a reduction in demand due to the economic slowdown and a coming oversupply as Saudi Arabia and Russia increase production.
- Oil prices have collapsed to around $36 per barrel and could fall further, pressuring the budgets of oil producing countries who need higher prices. This will weaken the economies of Russia, Saudi Arabia, and other OPEC members.
- The renewable energy sector may also see delays and slower growth as supply chains are disrupted and economic difficulties reduce investment and subsidies. Gas markets will remain oversupplied and depressed.
- The European Green Deal faces challenges
The document discusses the impact of the Covid-19 pandemic on global shipping and ports. It notes that the spread of the virus has disrupted supply chains and lowered demand for goods, impacting container ships, oil tankers, and dry bulk carriers. European ports are affected differently depending on their trade with China, with Hamburg and Rotterdam facing larger impacts due to their higher volumes of China-related containers. The document also outlines measures taken by ports, vessels, and countries to prevent the spread of the virus among seafarers and port staff.
Not a few countries that are experiencing stuttering when facing of the COVID-19pandemic, the high number of victims and the decline in the economy can be regarded as the state's stuttering in responding to the global health crisis. Stuttering that cannot be overcome has the potential to manifest as a failed state.
The COVID-19 pandemic not only caused numerous casualties in almost the entire world, but also caused a very fundamental global transformation, overhauled patterns of human interaction and relations between nations in the world system, and changed the increasingly loose direction of global geopolitics, making each country have sovereignty in looking at the urgency of global collaboration and collaboration. There are at least three transformations that will change the face of the world going forward, namely economic and trade transformation, and international relations and geostrategy.
The IMF also released the countries with the worst economic growth in 2020. Countries in Europe, Latin America, Africa and even the United States were included in the ranks of the list. This poor economic growth is parallel to the uncontrolled spread of the COVID-19 pandemic in these countries. Poor economic growth in 2020 is a form of stuttering in handling COVID-19.
The document reports on economic indicators in Spain, the Eurozone, the US, and Hong Kong. It notes that in Q1 2020, Spain's GDP contracted 4.1% year-over-year, the worst figure since 2009. Unemployment in Spain rose 8% in April compared to March. Eurozone GDP fell 3.8% quarter-over-quarter in Q1, its largest decline since records began in 1995. US exports and imports both declined in March compared to the previous month, widening the trade deficit. Hong Kong's GDP shrank 8.9% year-over-year in Q1, its worst fall since 1974, with declines in exports, imports, and private consumption.
The Covid-19 pandemic has had devastating effects on the US and world economies. As we roll into the New Year it is a good idea to look at Covid and the investment outlook for 2022.
https://youtu.be/BT3a5-0L_Uc
The Philippines is currently facing one of the greatest challenges to its economy with the implementation of containment measures brought about by the Covid-19 pandemic. The enhanced community quarantine (ECQ) imposed by President Duterte was extended to May 15 on areas deemed still at high risk that includes the National Capital Region and nearby provinces in central and southern Luzon, considered the major business hubs of the country. There is no definite date in sight yet for the lifting of the lockdown and opening up the economy, as the government focuses on containing the virus and bringing the infection rate to lower levels. Premature lifting of the lockdown may have dire consequences as a second wave of infections could lead to a bigger toll on the economy.
The coronavirus pandemic is disrupting global supply chains and international trade, causing the global economy to shrink by up to 1% in 2020 according to UN estimates. Under a best case scenario where declines in private consumption, investment and exports are offset by government spending increases, global growth would fall to 1.2%. However, under a worst case scenario where demand falls sharply in major economies like China, Japan, South Korea, the US and EU, the global economy could contract by 0.9%. Industries relying on long distance travel like air transport are expected to face revenue losses between $63-113 billion.
Covid 19 - galvanizing the travel industry for high tideChennam Mounika
The spread of the Covid-19 disease globally, caused by the coronavirus, has halted travel industry operations such as airlines, hotels and cruises across the globe. Demand for the three major segments of the global travel industries airlines, hotels and cruises has slumped to its lowest point in several years.
https://www.wnsdecisionpoint.com/our-insights/reports/detail/93/covid-19-galvanizing-the-travel-industry-for-high-tide
- The Covid-19 outbreak and collapse of the OPEC+ alliance have created a perfect storm in the oil markets, with both a reduction in demand due to the economic slowdown and a coming oversupply as Saudi Arabia and Russia increase production.
- Oil prices have collapsed to around $36 per barrel and could fall further, pressuring the budgets of oil producing countries who need higher prices. This will weaken the economies of Russia, Saudi Arabia, and other OPEC members.
- The renewable energy sector may also see delays and slower growth as supply chains are disrupted and economic difficulties reduce investment and subsidies. Gas markets will remain oversupplied and depressed.
- The European Green Deal faces challenges
The document discusses the impact of the Covid-19 pandemic on global shipping and ports. It notes that the spread of the virus has disrupted supply chains and lowered demand for goods, impacting container ships, oil tankers, and dry bulk carriers. European ports are affected differently depending on their trade with China, with Hamburg and Rotterdam facing larger impacts due to their higher volumes of China-related containers. The document also outlines measures taken by ports, vessels, and countries to prevent the spread of the virus among seafarers and port staff.
Not a few countries that are experiencing stuttering when facing of the COVID-19pandemic, the high number of victims and the decline in the economy can be regarded as the state's stuttering in responding to the global health crisis. Stuttering that cannot be overcome has the potential to manifest as a failed state.
The COVID-19 pandemic not only caused numerous casualties in almost the entire world, but also caused a very fundamental global transformation, overhauled patterns of human interaction and relations between nations in the world system, and changed the increasingly loose direction of global geopolitics, making each country have sovereignty in looking at the urgency of global collaboration and collaboration. There are at least three transformations that will change the face of the world going forward, namely economic and trade transformation, and international relations and geostrategy.
The IMF also released the countries with the worst economic growth in 2020. Countries in Europe, Latin America, Africa and even the United States were included in the ranks of the list. This poor economic growth is parallel to the uncontrolled spread of the COVID-19 pandemic in these countries. Poor economic growth in 2020 is a form of stuttering in handling COVID-19.
The document reports on economic indicators in Spain, the Eurozone, the US, and Hong Kong. It notes that in Q1 2020, Spain's GDP contracted 4.1% year-over-year, the worst figure since 2009. Unemployment in Spain rose 8% in April compared to March. Eurozone GDP fell 3.8% quarter-over-quarter in Q1, its largest decline since records began in 1995. US exports and imports both declined in March compared to the previous month, widening the trade deficit. Hong Kong's GDP shrank 8.9% year-over-year in Q1, its worst fall since 1974, with declines in exports, imports, and private consumption.
The Covid-19 pandemic has had devastating effects on the US and world economies. As we roll into the New Year it is a good idea to look at Covid and the investment outlook for 2022.
https://youtu.be/BT3a5-0L_Uc
Last year the economy started to recover and energy consumption recovered too. With continued economic growth one might expect the entire energy sector to prosper through 2022. What factors will affect energy investments in 2022?
How have the Prices of Crude Oil Affected Due to Lockdown? - Phdassistance.comPhD Assistance
COVID-19 threatens the survival of the modern-day human Homo sapiens. The tiny virus has expanded its active presence across continents, with an impactful footprint in over 175 nations. Petroleum sector, more precisely crude oil, is one of the linchpins of global economy. In December 2019, the appearance of the corona virus in China and the gradual expansion of the epidemic drastically reduced crude oil demand and price.
Lockdown is in effect in Italy, Germany, India, Great Britain, South Africa, and Spain. Corona lockdowns have appealed people to "stay home" and avoid unnecessary travel. Corona effectively limits all modes of movement and thus the transport sector 's oil use is expected to drop dramatically. Additionally, shorter manufacturing and consumer operations should limit fuel usage.
To Learn More: https://www.phdassistance.com/blog/
Contact Us:
UK NO: +44-1143520021
India No: +91-8754446690
Email: info@phdassistance.com
The aftereffects of the coronavirus epidemic are becoming more and more evident with every passing day. The supply chain industry is one of the worst affected sectors. We present you with the specifics of how big the impact is.
Coronavirus Impact Assessment And Mitigation Strategies In Transportation Ind...SlideTeam
The document discusses the impact of the COVID-19 pandemic on the global transportation industry. It outlines five main risks to the industry: disruption due to social distancing requirements, plummeting employee productivity, stressed supply chains, economic recession and unemployment, and economic instability and civil unrest. It provides data on reductions in air travel, restrictions affecting flights, the impact on truck transportation in India, and losses to public transit worldwide. Guidelines for social distancing on public transportation are also discussed.
This document summarizes Dr. Usman W. Chohan's presentation on debt issues in the context of the COVID-19 pandemic. It notes that the pandemic has created both health and economic crises. Lockdowns have pushed many households and businesses over the edge financially. Global debt levels reached a record high in 2019 and many debts are coming due for emerging markets. It proposes creating a central credit facility at a multilateral institution to help countries access funds to deal with the pandemic by diverting interest payments to the facility and allowing countries to borrow from it. However, private creditors may not be willing to cooperate with debt relief efforts. The presentation argues more systematic mechanisms are needed for sovereign debt restructuring.
Canada has one of the highest levels of economic freedom in the world and closely resembles the US market system. As of 2011, Canada's national unemployment rate was 7.1% as it recovered from the global financial crisis. Canada had 69 companies in the Forbes Global 2000 list in 2008, ranking it 5th globally. France transitioned to a more market-oriented economy and privatized many large companies and banks but still maintains a presence in some key industries. It receives over 75 million foreign tourists annually. France has the 5th largest economy globally and Paris is a major location for global company headquarters.
The document summarizes the economic crisis in Europe and actions taken in response. It discusses the causes of the crisis, including the subprime mortgage crisis and rising commodity prices. It then outlines the impact on public deficits across European countries from 2008-2010. Actions taken to address the crisis included automatic stabilizers, financial sector bailouts, and stimulus measures. Country-specific impacts and responses in Spain and Greece are examined. Finally, the document discusses goals for Europe after the crisis, such as reducing debt without compromising growth through international cooperation and structural economic reforms.
2020 ends with a world economic contraction above 4%, the biggest GDP decrease since World War 2. Among developed nations, growth comes to a standstill after the renewal of activity in Q3 as a result of the surge in cases and the movement restrictions. Services, especially those related to the hotel and leisure industry, experience the biggest losses. On the other hand, industry is advancing at a steady rhythm as international trade is reactivated.
In the US, the perspectives appear to indicate that the economy will register positive growth in Q4 2020, in spite of the recent surge in Covid-19 cases. In this context, the Fed has improved its growth forecasts and has announced that it will maintain its stimulus policy until there are improvements in employment and inflation reaches the target levels in the medium- to long-term (most likely at the end of 2022).
In the Eurozone, where restrictions have been tighter, a new contraction in GDP in Q4 is expected. Also, the outlook for Q1 2021 indicates that economic activity will not experience any significant growth, in spite of the vaccination campaigns in place by a variety of governments in member states.
In emerging economies, although a slight recovery is expected due to the reactivation of trade and the increase in prices for raw materials, different levels of performance can be observed. China, with the spread of the virus under control, is the country with the best economic data among the main powers. Other Asian economies such as Taiwan or Vietnam forecast annual growth rates close to 2% for 2020. On the other hand, India’s economy has slumped, with a decrease of -7.4%. In South America, the lack of control caused by the pandemic has added to several structural issues that are dragging down some economies (high levels of debt and unemployment), all of which is conditioning future recovery.
Ivo Pezzuto - World Economy. Resilience or Great Reset (The Global Analyst ma...Dr. Ivo Pezzuto
The Covid-19 pandemic, like other previous crises, will certainly leave lasting economic scars around the world in the years to come, but hopefully, it will also become the catalyst of a brighter and more sustainable future, thanks to the acceleration of industries’ transformation, digitalization, consolidation, reconfiguration of supply chains, productivity enhancements, and invention of new business models. The article aims to explore some of the greatest challenges facing the world economy in the post-COVID-19 era and the major casualties and potential risks related to dramatic externality.
The article also aims to highlight unique and specific fragilities at the onset of this pandemic crisis and the urgent need to address them in order to make the world economy more resilient.
The United Kingdom is the fifth-largest national economy in the world measured by nominal gross domestic product (GDP), ninth-largest in the world measured by purchasing power parity (PPP), and nineteenth-largest in the world measured by GDP per capita, comprising 4% of world GDP. It is the second-largest economy in the European Union by both metrics. In 2016, the UK was 19/28 for GDP growth in Europe, with the third lowest unemployment rate.
This document is a magazine published by Lloyd's called "Market" from Spring 2013. It features articles on various insurance topics including: an interview with Lloyd's new Director of International Markets; exploring the complexities of global supply chains; a roundtable discussion with corporate risk managers on evolving risk attitudes; and how predictive flood models are helping to promote innovation. Other brief articles discuss opportunities in Mexico's growing economy, the implications of 3D printing, and new nuclear safety directives in Europe that could lead to compulsory insurance for nuclear risks.
Impact of coronavirus_on_international_trade_and_environmentAizen Consulting
The coronavirus pandemic has significantly impacted international trade and the environment. International trade has declined as Chinese manufacturing output fell by 13.5% in the first two months of 2020 due to lockdowns. This has disrupted global supply chains and caused shortages. International travel restrictions and declining economic activity have also reduced greenhouse gas emissions and air pollution, improving air quality. However, increased packaging waste from changes in consumer behavior has negatively impacted the environment.
Post Covid19 lockdown One can Invest in these Emerging business.Utkarsh Mishra
Over here we will discuss the list of industries in which a company can invest and work upon to do some damage control took place because of COVID-19 situation not only in India but also in other countries. Also on other hand if we talk about these industries are one of emerging industries in the upcoming market.
Ipsos Business Consulting - Iran - A New El DoradoThomas Mathews
The document discusses the investment opportunities in Iran following the lifting of economic sanctions. It describes how sanctions crippled Iran's economy but led to a well-educated population and diversified sectors like manufacturing. With sanctions now lifted, Iran's oil production and non-oil sectors are expected to grow significantly with foreign investment. However, challenges remain such as US sanctions, bureaucracy, corruption, and a large grey market. The document argues that Iran presents opportunities for companies able to successfully navigate these challenges.
This document provides an agenda and overview for a webinar on the impact of the coronavirus on the Middle East projects market. The webinar will include presentations on market snapshots for projects, construction, oil and gas, and power and water, followed by a panel discussion and Q&A. Speakers will discuss topics like project delays, supply chain issues, the outlook for different sectors, stimulus measures by governments, and revised forecasts for contract awards in 2020.
The European Commission forecasts that the Spanish economy will grow 5.9% in 2021, outpacing the EU average growth rate. However, the pandemic will continue affecting the economy in 2021 and 2022. Public debt will decline slightly but remain well above the EU average, and unemployment will remain twice the EU rate, though it will gradually decrease. While growth is expected, the recovery remains dependent on factors like pandemic evolution, vaccine efficacy, tourism recovery, and economic support measures.
1. The document analyzes economic indicators and recovery efforts in various countries in response to the COVID-19 pandemic. It finds signs of partial, uneven recovery as countries reopen and consumer spending increases but long-term impacts remain uncertain.
2. Purchasing Managers' Index data shows a sharper than expected recovery in many countries in May, though growth remains below pre-pandemic levels. Services sectors are recovering more slowly than others.
3. While stimulus measures have fueled initial rebounds, long-term recovery depends on resolving health uncertainties and restarting sectors like education and international travel that remain restricted. Full economic stability may not return until late 2021.
This article about study of current situation of economy and pandemic impact on global economy. How long it will take to recover with the quote of GDP growth and Service PMI of key nations.
Summary The global economic situation
The pandemic caused by Covid 19 and the subsequent health and economic impact led to a 3 3 fall in global GDP in 2020 with China being the only major economy to register positive growth 2 3 After a year of the pandemic, a high level of uncertainty remains about how the future will pan out in both pidemiological and economic terms With good progress in the vaccination
programs and the stimulus measures, a return of confidence is expected, as well as the disappearance of any mobility and activity restrictions This, in turn, should lead to an upturn in growth which, according to the IMF, will reach 6 provided that any virus variants and doubts on the efficiency and safety of the vaccines do not dampen these expectations Recovery will be uneven among countries and in good measure it will depend on their productive structures Those with economies dependent on tourism and
sectors that require greater social contact will feel the negative effects of the crisis for longer
Risk and Compliance – Lessons learned and looking beyond the COVID-19 EraCTRM Center
While it is commonly believed that the pandemic was a black swan event, according to most risk experts it wasn’t. As they point out, the COVID Pandemic was an event that was foreseeable in its occurrence, though perhaps not in its timing. Despite being (thankfully) rare, these types of events do occur and bring with them an increased awareness of the importance of proper and holistic risk management practices, not only as it applies to external risks (as the pandemic was), but also commercial and internal risks as well.
Presentation titled, COVID-19: Implications and Policy Responses for the Caribbean,' delivered by CDB's Deputy Director, Economics Department, Ian Durant at the 31st Inter-Sessional Meeting of the Caribbean Community (CARICOM) Heads of Government on April 15, 2020.
The Impact of Covid-19 on the Worlds LogisticsGlobal Sources
The logistics sector plays an integral role in facilitating trade and commerce and helping businesses get their products to customers – and the ongoing pandemic has put an unprecedented strain on the industry. Mandated lockdowns and travel restrictions across the globe had disrupted activities at both manufacturing facilities and logistics operations.
In the wake of the disruptions brought by the pandemic, key supply chains in logistics and transportation industries were impeded across air, ocean and land freight sectors. Cargoes were backlogged at major container ports, shipments were delayed, and orders took longer to arrive.
The Impact of COVID-19 on the World’s Logistics takes a hard look at the significant economic impact of the pandemic on the global supply chain and logistics and how businesses are coping with the disruptions. The book gives an outlook of the logistics sector, the challenges in key transportation segments, and what the future holds for the industry and beyond.
Last year the economy started to recover and energy consumption recovered too. With continued economic growth one might expect the entire energy sector to prosper through 2022. What factors will affect energy investments in 2022?
How have the Prices of Crude Oil Affected Due to Lockdown? - Phdassistance.comPhD Assistance
COVID-19 threatens the survival of the modern-day human Homo sapiens. The tiny virus has expanded its active presence across continents, with an impactful footprint in over 175 nations. Petroleum sector, more precisely crude oil, is one of the linchpins of global economy. In December 2019, the appearance of the corona virus in China and the gradual expansion of the epidemic drastically reduced crude oil demand and price.
Lockdown is in effect in Italy, Germany, India, Great Britain, South Africa, and Spain. Corona lockdowns have appealed people to "stay home" and avoid unnecessary travel. Corona effectively limits all modes of movement and thus the transport sector 's oil use is expected to drop dramatically. Additionally, shorter manufacturing and consumer operations should limit fuel usage.
To Learn More: https://www.phdassistance.com/blog/
Contact Us:
UK NO: +44-1143520021
India No: +91-8754446690
Email: info@phdassistance.com
The aftereffects of the coronavirus epidemic are becoming more and more evident with every passing day. The supply chain industry is one of the worst affected sectors. We present you with the specifics of how big the impact is.
Coronavirus Impact Assessment And Mitigation Strategies In Transportation Ind...SlideTeam
The document discusses the impact of the COVID-19 pandemic on the global transportation industry. It outlines five main risks to the industry: disruption due to social distancing requirements, plummeting employee productivity, stressed supply chains, economic recession and unemployment, and economic instability and civil unrest. It provides data on reductions in air travel, restrictions affecting flights, the impact on truck transportation in India, and losses to public transit worldwide. Guidelines for social distancing on public transportation are also discussed.
This document summarizes Dr. Usman W. Chohan's presentation on debt issues in the context of the COVID-19 pandemic. It notes that the pandemic has created both health and economic crises. Lockdowns have pushed many households and businesses over the edge financially. Global debt levels reached a record high in 2019 and many debts are coming due for emerging markets. It proposes creating a central credit facility at a multilateral institution to help countries access funds to deal with the pandemic by diverting interest payments to the facility and allowing countries to borrow from it. However, private creditors may not be willing to cooperate with debt relief efforts. The presentation argues more systematic mechanisms are needed for sovereign debt restructuring.
Canada has one of the highest levels of economic freedom in the world and closely resembles the US market system. As of 2011, Canada's national unemployment rate was 7.1% as it recovered from the global financial crisis. Canada had 69 companies in the Forbes Global 2000 list in 2008, ranking it 5th globally. France transitioned to a more market-oriented economy and privatized many large companies and banks but still maintains a presence in some key industries. It receives over 75 million foreign tourists annually. France has the 5th largest economy globally and Paris is a major location for global company headquarters.
The document summarizes the economic crisis in Europe and actions taken in response. It discusses the causes of the crisis, including the subprime mortgage crisis and rising commodity prices. It then outlines the impact on public deficits across European countries from 2008-2010. Actions taken to address the crisis included automatic stabilizers, financial sector bailouts, and stimulus measures. Country-specific impacts and responses in Spain and Greece are examined. Finally, the document discusses goals for Europe after the crisis, such as reducing debt without compromising growth through international cooperation and structural economic reforms.
2020 ends with a world economic contraction above 4%, the biggest GDP decrease since World War 2. Among developed nations, growth comes to a standstill after the renewal of activity in Q3 as a result of the surge in cases and the movement restrictions. Services, especially those related to the hotel and leisure industry, experience the biggest losses. On the other hand, industry is advancing at a steady rhythm as international trade is reactivated.
In the US, the perspectives appear to indicate that the economy will register positive growth in Q4 2020, in spite of the recent surge in Covid-19 cases. In this context, the Fed has improved its growth forecasts and has announced that it will maintain its stimulus policy until there are improvements in employment and inflation reaches the target levels in the medium- to long-term (most likely at the end of 2022).
In the Eurozone, where restrictions have been tighter, a new contraction in GDP in Q4 is expected. Also, the outlook for Q1 2021 indicates that economic activity will not experience any significant growth, in spite of the vaccination campaigns in place by a variety of governments in member states.
In emerging economies, although a slight recovery is expected due to the reactivation of trade and the increase in prices for raw materials, different levels of performance can be observed. China, with the spread of the virus under control, is the country with the best economic data among the main powers. Other Asian economies such as Taiwan or Vietnam forecast annual growth rates close to 2% for 2020. On the other hand, India’s economy has slumped, with a decrease of -7.4%. In South America, the lack of control caused by the pandemic has added to several structural issues that are dragging down some economies (high levels of debt and unemployment), all of which is conditioning future recovery.
Ivo Pezzuto - World Economy. Resilience or Great Reset (The Global Analyst ma...Dr. Ivo Pezzuto
The Covid-19 pandemic, like other previous crises, will certainly leave lasting economic scars around the world in the years to come, but hopefully, it will also become the catalyst of a brighter and more sustainable future, thanks to the acceleration of industries’ transformation, digitalization, consolidation, reconfiguration of supply chains, productivity enhancements, and invention of new business models. The article aims to explore some of the greatest challenges facing the world economy in the post-COVID-19 era and the major casualties and potential risks related to dramatic externality.
The article also aims to highlight unique and specific fragilities at the onset of this pandemic crisis and the urgent need to address them in order to make the world economy more resilient.
The United Kingdom is the fifth-largest national economy in the world measured by nominal gross domestic product (GDP), ninth-largest in the world measured by purchasing power parity (PPP), and nineteenth-largest in the world measured by GDP per capita, comprising 4% of world GDP. It is the second-largest economy in the European Union by both metrics. In 2016, the UK was 19/28 for GDP growth in Europe, with the third lowest unemployment rate.
This document is a magazine published by Lloyd's called "Market" from Spring 2013. It features articles on various insurance topics including: an interview with Lloyd's new Director of International Markets; exploring the complexities of global supply chains; a roundtable discussion with corporate risk managers on evolving risk attitudes; and how predictive flood models are helping to promote innovation. Other brief articles discuss opportunities in Mexico's growing economy, the implications of 3D printing, and new nuclear safety directives in Europe that could lead to compulsory insurance for nuclear risks.
Impact of coronavirus_on_international_trade_and_environmentAizen Consulting
The coronavirus pandemic has significantly impacted international trade and the environment. International trade has declined as Chinese manufacturing output fell by 13.5% in the first two months of 2020 due to lockdowns. This has disrupted global supply chains and caused shortages. International travel restrictions and declining economic activity have also reduced greenhouse gas emissions and air pollution, improving air quality. However, increased packaging waste from changes in consumer behavior has negatively impacted the environment.
Post Covid19 lockdown One can Invest in these Emerging business.Utkarsh Mishra
Over here we will discuss the list of industries in which a company can invest and work upon to do some damage control took place because of COVID-19 situation not only in India but also in other countries. Also on other hand if we talk about these industries are one of emerging industries in the upcoming market.
Ipsos Business Consulting - Iran - A New El DoradoThomas Mathews
The document discusses the investment opportunities in Iran following the lifting of economic sanctions. It describes how sanctions crippled Iran's economy but led to a well-educated population and diversified sectors like manufacturing. With sanctions now lifted, Iran's oil production and non-oil sectors are expected to grow significantly with foreign investment. However, challenges remain such as US sanctions, bureaucracy, corruption, and a large grey market. The document argues that Iran presents opportunities for companies able to successfully navigate these challenges.
This document provides an agenda and overview for a webinar on the impact of the coronavirus on the Middle East projects market. The webinar will include presentations on market snapshots for projects, construction, oil and gas, and power and water, followed by a panel discussion and Q&A. Speakers will discuss topics like project delays, supply chain issues, the outlook for different sectors, stimulus measures by governments, and revised forecasts for contract awards in 2020.
The European Commission forecasts that the Spanish economy will grow 5.9% in 2021, outpacing the EU average growth rate. However, the pandemic will continue affecting the economy in 2021 and 2022. Public debt will decline slightly but remain well above the EU average, and unemployment will remain twice the EU rate, though it will gradually decrease. While growth is expected, the recovery remains dependent on factors like pandemic evolution, vaccine efficacy, tourism recovery, and economic support measures.
1. The document analyzes economic indicators and recovery efforts in various countries in response to the COVID-19 pandemic. It finds signs of partial, uneven recovery as countries reopen and consumer spending increases but long-term impacts remain uncertain.
2. Purchasing Managers' Index data shows a sharper than expected recovery in many countries in May, though growth remains below pre-pandemic levels. Services sectors are recovering more slowly than others.
3. While stimulus measures have fueled initial rebounds, long-term recovery depends on resolving health uncertainties and restarting sectors like education and international travel that remain restricted. Full economic stability may not return until late 2021.
This article about study of current situation of economy and pandemic impact on global economy. How long it will take to recover with the quote of GDP growth and Service PMI of key nations.
Summary The global economic situation
The pandemic caused by Covid 19 and the subsequent health and economic impact led to a 3 3 fall in global GDP in 2020 with China being the only major economy to register positive growth 2 3 After a year of the pandemic, a high level of uncertainty remains about how the future will pan out in both pidemiological and economic terms With good progress in the vaccination
programs and the stimulus measures, a return of confidence is expected, as well as the disappearance of any mobility and activity restrictions This, in turn, should lead to an upturn in growth which, according to the IMF, will reach 6 provided that any virus variants and doubts on the efficiency and safety of the vaccines do not dampen these expectations Recovery will be uneven among countries and in good measure it will depend on their productive structures Those with economies dependent on tourism and
sectors that require greater social contact will feel the negative effects of the crisis for longer
Risk and Compliance – Lessons learned and looking beyond the COVID-19 EraCTRM Center
While it is commonly believed that the pandemic was a black swan event, according to most risk experts it wasn’t. As they point out, the COVID Pandemic was an event that was foreseeable in its occurrence, though perhaps not in its timing. Despite being (thankfully) rare, these types of events do occur and bring with them an increased awareness of the importance of proper and holistic risk management practices, not only as it applies to external risks (as the pandemic was), but also commercial and internal risks as well.
Presentation titled, COVID-19: Implications and Policy Responses for the Caribbean,' delivered by CDB's Deputy Director, Economics Department, Ian Durant at the 31st Inter-Sessional Meeting of the Caribbean Community (CARICOM) Heads of Government on April 15, 2020.
The Impact of Covid-19 on the Worlds LogisticsGlobal Sources
The logistics sector plays an integral role in facilitating trade and commerce and helping businesses get their products to customers – and the ongoing pandemic has put an unprecedented strain on the industry. Mandated lockdowns and travel restrictions across the globe had disrupted activities at both manufacturing facilities and logistics operations.
In the wake of the disruptions brought by the pandemic, key supply chains in logistics and transportation industries were impeded across air, ocean and land freight sectors. Cargoes were backlogged at major container ports, shipments were delayed, and orders took longer to arrive.
The Impact of COVID-19 on the World’s Logistics takes a hard look at the significant economic impact of the pandemic on the global supply chain and logistics and how businesses are coping with the disruptions. The book gives an outlook of the logistics sector, the challenges in key transportation segments, and what the future holds for the industry and beyond.
Combined with weak global trade, the shutdown of factories and scarcity of manpower to de-stuff cargos has derailed the functioning.
In order to survive cost pressures and solvency risks, container shipping industry has undergone aggressive consolidation.
This helped the companies to achieve economies of scale and scope and hence, lower cost through capacity and network optimization.
Coronavirus Impact Assessment And Mitigation Strategies In Oil And Gas Indust...SlideTeam
The pandemic outbreak has deep impacts on the oil and gas industry. Due to COVID 19, there is a significant decrease in demand across regions such as the US, UK, India, and other European countries. The virus has forced companies to slow or stop the physical operations, which impacted the production of the upstream sector. There is an oil price crash in major oil and gas companies. We have created this deck to cover the impact of coronavirus in the oil and gas industry along with the mitigation strategies. In this template, we have focused on an overview of the oil and gas sector wherein pandemic impact on global and US economy, effects of COVID 19 in leading oil consuming countries, US oil price hit, implications, global lubricants market have been focused. Risks have been assessed such as disruption due to social distancing, employee productivity, supply chain, recession, unemployment, investment pull back, economic instability, and civil unrest has been covered in this deck. Risks mitigation strategies are analyzed which focuses on business impact analysis, risk readiness assessments, risk management plans, business continuity plans, policy management, and incident management. The risk maturity model survey questionnaire along with the results are also covered in this template. https://bit.ly/30zIqZj
Coronavirus Impact Assessment And Mitigation Strategies In Airlines Industry ...SlideTeam
Major sectors affected by COVID 19 outbreak at global level are tourism and travel, retail and airlines. Following presentation will allow a firm to address a collection of COVID 19 outbreak impact assessment and mitigation strategies reported in airlines industry. This presentation consists mainly five sections namely airlines industry overview, airlines financial analysis, risk assessment and its impact, how risks are mitigated and risk maturity model survey questionnaire. Firstly, airlines industry overview section will help the organization in addressing coronavirus impact on aviation tourism trade and global economy, impact on passenger traffic and revenues, impact on average trip length and impact on global as well as domestic RPKs. Airlines financial analysis section will help the organisation in addressing financial impact of COVID 19 outbreak on airlines industry. Risk assessment and its impact section will cover five major risk caused by coronavirus in airlines industry namely disruption due to social distancing, plummeting employee productivity, stressed supply chain, recession, unemployment and amp; investment pullout, economic instability and amp; civic unrest. How risks are mitigated section will help the firm in addressing measure taken by airlines industry to tackle COVID 19 outbreak. Sub headings covered in the section are business impact analysis, risk readiness assessment, risk management plans, business continuity plans, policy management and incident management. Finally, risk maturity model survey questionnaire section will help the organisation to address survey results of questionnaires asked from frequent flyers. https://bit.ly/37F8iHL
The presentation summarizes the impact of the COVID-19 pandemic on businesses globally. It led to an unprecedented shock worldwide, stopping global progress. There were massive revenue losses, business closures, layoffs and liquidity issues. The negative impact on sales was large and persistent across firms. Most businesses adjusted employment through reducing hours and wages rather than layoffs. There was significant heterogeneity in the effects across countries, with smaller firms facing more financial constraints.
Commencis Covid-19 Playbook for Financial Services Aslı Yerci Eren
Download link for full report: https://lnkd.in/gp6xqYg
The novel coronavirus, COVID-19 has turned into a global crisis, evolving at an unprecedented speed and scale. As governments take immediate actions to cope with the outbreak, businesses are rapidly adapting to the changing needs of people, consumers and suppliers while also trying to overcome the financial and operational challenges.
As the pandemic continues, more and more industries are feeling the strain. The financial industry is certainly one of them. Whilst, the current situation is challenging for the industry, we believe that if well-handled it can also bring opportunities for innovation and long-term customer loyalty. The crisis has already revealed us that, now, more than ever, the industry must invest in digital and key critical capabilities to thrive in a post-COVID-19 world.
COVID-19 Playbook for Financial Services includes the implications of COVID-19 on financial industry, and recommendations on how banks can enhance their capabilities to survive during these rough times.
Main topics covered in this playbook are as below:
1 The impact of COVID-19 - Global Overview
2 How Banks Should Face the Crisis: COVID-19 Playbook
3 How to Invest in Digital Capabilities: Digital Roadmap
Coronavirus Impact Assessment And Mitigation Strategies On Theme Park Industr...SlideTeam
Coronavirus Impact Assessment and Mitigation Strategies in the Theme Park Industry Product Description The coronavirus pandemic has crippled the theme park sector, including the worlds top amusement company. Like most other industries, in the current shutdown, the amusement business, which is mostly about family bonding, is sadly marred by the Coronavirus pandemics social distancing norms. In view of various extraneous factors, the last 5 6 months from December 2019 to May 2020 have been almost washed out. This deck will help to analyze the various factor which is impacting the overall theme park industry. We have created this deck to cover the impact od coronavirus in the theme park or amusement park industry along with the mitigation strategies. In this template, we have focused on an overview of the theme park amusement park sector wherein pandemic impact on global and US economy. The research deck includes the risks of Covid 19 in theme park industry businesses such as disruption due to social distancing, plummeting employee productivity, recession, unemployment, and investment pull back, economic instability, and civil unrest, etc. Risks mitigation strategies are also analyzed which focusses on business impact analysis, risk readiness assessment, risk management plans, etc. This deck also provides the business continuity plan for the theme park industry which the company should follow while reopening the operations during or after the COVID 19 situation. The risk maturity model survey questionnaire along with the results are also covered in this template. https://bit.ly/329eft3
Cruise Industry lessons a.a. 2020-2021 - November 2020 Mirco Vassallo
Mirco Vassallo is an Italy Direct and Online Sales Director for Costa Crociere. He has a background in public transport consulting, telecommunications accounting, and sales and marketing. He teaches a course on the economics of the cruise, ferry, and yachting industries. The document provides an overview of the global cruise industry, including key metrics like total passengers and revenues, as well as breakdowns of source markets, destinations, and ship deployment regions. It also discusses the major players in the industry and their market shares. The COVID-19 pandemic has introduced uncertainty for the future of the cruise industry.
Para se preparar para as mudanças de comportamento do consumidor e as novas restrições sanitárias que devem surgir no pós-pandemia, os players do mercado de aviação têm trabalhado com múltiplos cenários e avaliam que a retomada deve começar no contexto doméstico. Confira o material preparado pelos nossos sócios na apresentação do webinar "Os possíveis cenários da indústria de aviação".
- The ongoing COVID-19 crisis poses an enormous challenge for the airline industry, with some airlines already ceasing operations or entering administration. Airlines will focus on reducing capacity, cutting costs, and conserving cash.
- Growth in the airline industry in the short to medium term will likely be curtailed as airlines rightsize their operations to align with lower demand. This also provides an opportunity for airlines to fundamentally reexamine their operating models.
- While virtual reality can connect people during periods of social distancing, it will not replace the authentic experience of real travel. Technology may help promote new destinations, but personal experiences are not easily replicated virtually.
GCF - Présentation Industry - 1222_.pdfHlnePEYRUSQUE
The document provides an overview of market trends, M&A trends, and GEREJE Corporate Finance's expertise in the industry sector. It discusses current trends such as consolidation in fragmented markets, environmental pressures to reduce emissions, and growth in areas like construction robotics and green building. Recent M&A transactions in aeronautics, construction, and logistics are also summarized. The document outlines GEREJE's experience, international presence, access to investors, track record, and sector expertise in advising companies in the industry space.
This document provides an overview of market and M&A trends in the industry sector. It discusses manufacturing trends globally and challenges around energy recovery and emissions. The aeronautics, construction, and logistics markets are growing with opportunities for consolidation. Recent M&A transactions in these subsectors are presented. The document also outlines GEREJE Corporate Finance's expertise in advising industry sector clients, including their international presence, access to investors, and track record in complex deals.
Global Aviation: COVID-19 Impact and Recovery ScenariosGreg Harrison
An interesting appraisal by Arcadis UK's Global Aviation Investment Director, Crawford Burden, on COVID-19 impacts and recovery scenarios for both airlines and airports. The headwinds created by the crisis will result in structural change for the sector and a consequential impact on long term growth rates.
SUPPLY CHAIN DISRUPTIONS & RESILIENCE - By SN PanigrahiSN Panigrahi, PMP
SUPPLY CHAIN DISRUPTIONS & RESILIENCE
Article Published in Materials Management Review of IIMM
SN Panigrahi
#IIMM,
#materialsmanagement,
#supplychainmanagement,
#supplychaindisruptions,
#supplychainresilience,
THE ROLE OF TRANSITION FINANCE FOR ACCELERATED CLIMATE MITIGATIONGrové Steyn
An ambitious just climate transaction for South Africa.
The proposal is for South Africa to leverage its ability to accelerate the decarbonisation of its coal-based power sector in return for a blended finance transaction to support the incumbent power utility, Eskom, and affected workers and communities during the accelerated transition. It is proposed that concessionary climate funders provide the first-loss foundation of the blended financial structure in order to crowd in larger amounts of de-risked commercial finance. This "transition finance" will be critical to overcome institutional path dependence and unlock the energy transition in South Africa. This is a model that could be replicated in other emerging economies that have difficulties with moving away from carbon intensive development trajectories.
Covid-19 impact on Travel Industry - AnalysisGaurav Gupta
Get ready for the impact of Covid-19 on Travel Industry. Automation is the key. Industry insights & size of Indian Travel Industry included with figures. Investor sentiments post covid-19 included
Over half of all countries and two thirds of developing countries are commodity-dependent, with commodity dependence concentrated in sub-Saharan Africa and least developed countries. The number of commodity-dependent countries has increased over the past 20 years, mainly due to a rise in mineral-dependent countries, while the dominant export product group changed in only 25% of countries. Changes in commodity prices partly explain the evolution of commodity dependence by product group, with dependence on agricultural exports declining as prices fell.
This document discusses 15 potential weak signals of change that could impact the future of sustainable shipping. It provides a horizon scanning report by the Sustainable Shipping Initiative (SSI) to identify emerging trends that may shape the shipping industry over the long run. The report explores issues like 3D printing, automated vehicles, nanomaterials, and their implications for shipbuilding, cargo, and operations. It identifies three common themes for the industry to consider: who will govern the oceans, the nature of future ship captains and crews, and what types of cargo will be transported. The goal is to help the shipping sector proactively prepare and adapt to changes on the horizon to ensure long term sustainability and success.
Similar to Coronavirus Impact Assessment And Mitigation Strategies On Cruise Industry Complete Deck (20)
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Coronavirus Impact Assessment And Mitigation Strategies On Cruise Industry Complete Deck
1. C r navirus Impact Assessment
and Mitigation Strategies on
CRUISE INDUSTRY
2. › COVID 19 Pandemic has Significantly Impacted GDP Growth Forecast
› Global Cruise Industry Overview
› Cruise Tourism Market Overview
› Impact of Covid-19 on Cruise Industry
› Covid-19 Impact on Different Units of Marine Shipping
› Impact of Covid-19 on Global Shipping Sector
› Change in Weekly US Travel Sales due to Covid-19
Cruise Sector Overview
› Consumer Awareness About Cruise Industry (Through Media)
› Consumer Perceptions of Safety in the Cruise Industry
› Princess Cruises Faces an Uphill Battle
› Value of Cruise Line Companies has Plunged due to COVID-19
Covid-19 Impact on Consumer Perceptions of
the Cruise Industry
› Determining Impact of Social Distancing on Cruise Industry
› Determine the Required Design Changes in Cruise Ship to Follow
Social Distancing Rule
Risk 1: Disruption Due to Social Distancing
› Risks Associated to Employee Productivity due to COVID 19
› Unions’ Proposals for Cruise Crew Affected by COVID-19
Risk 2: Plummeting Employee Productivity
› Risk Management Plan for Outbreak of COVID-19
Disease
› COVID-19 Outbreak Management - Prior to Boarding
› COVID-19 Outbreak Management-Suspected Cases
During Ship Boarding
› Key Approaches to Prevent and Control COVID-19 in
Passenger Ships
› Key Measure to Prevent the Risk of COVID-19 on the
Ship
Risk Management Plans
› Risk Mitigation Polices (by the Firm) to
Avoid Covid-19 Outbreak
› Public Health and Medical Policies for
Crew Members
Policy Management
› Combined Incident Report for Different
Ships
› Cumulative Number of Confirmed
Coronavirus Incidents
Incident Management
› Current State of Risk Maturity Model
› Risk Management Maturity Model Scoring
› Role and Process of Risk Management
Maturity Model
Risk Maturity Model
› COVID19 Impact on Marine Trade and Patterns
› Average Weekly Distance Travelled by the Cruise Ships
› Dimensions of Supply Chain Disruption for COVID 19
Risk 3: Stressed Supply Chains
› Economic Instability Risk in Cruise Sector
› Risk of Civil Unrest Due to Covid-19
Risk 4: Economic Instability and Civil Unrest
How Risks are Mitigated
› Covid-19 Business Impact on Cruise Sector Companies
› Impact Assessment by Key Business Operations – Cruise Sector
› Impact Assessment Analysis on Related Sectors of Cruise Industry
Business Impact Analysis
› Readiness Assessment Checklist for Managing Suspected
COVID 19 Person
› Readiness Assessment Checklist for the Cruise Company
› Readiness Assessment Guidelines for Preventing Infection
in Crew Members
› Readiness Assessment Checklist to Manage COVID 19
Risk Readiness Assessments
Table of Contents for Coronavirus Impact Assessment and Mitigation
Strategies in Cruise Sector
2
3. Table of Contents for Coronavirus Impact Assessment and Mitigation Strategies in
Cruise Sector
COVID 19 Pandemic has Significantly Impacted GDP Growth Forecast
Global Cruise Industry Overview
Cruise Tourism Market Overview
Impact of Covid-19 on Cruise Industry
Covid-19 Impact on Different Units of Marine Shipping
Impact of Covid-19 on Global Shipping Sector
Change in Weekly US Travel Sales due to Covid-19
Cruise Sector Overview
3
4. COVID 19 Pandemic has Significantly Impacted GDP Growth Forecast
This slide covers information about the COVID – 19 impact on the world economy. It shows year on year (2019 vs 2020) GDP growth of key countries (USA, UK, France, Italy, Germany,
India, China, Japan)
Real Y-o-Y GDP Growth (%)
Global economy shrank by over 2% in the
First three months of 2020
Global
2020
2019
2019 2.9%
2020
0.7%
-0.4% -0.7% -0.8% -1.9% -1.2%
0.2%
-2.5%
3.6%
1.4% 1.3% 0.2% 0.6% 0.8%
2.3% 6.1%
5.3%
USA
UK
France
Italy
Germany
India
China Japan
Real Y-O-Y GDP Growth (%)
COUNTRY
Key Notes
With over 6.5 Mn people infected
including around 4 lac death (as of Jun
04, 2020), the Covid-19 pandemic shows
no signs of abating
With the number of cases rising sharply
daily, even if the pandemic is contained
soon, the ripple-effects will be felt across
the world well into the year, pushing all
major economies into a possible recession
The International Monetary Fund (IMF)
has revised its global GDP growth
estimate from 3.3% just 3 months ago to a
contraction of 3%, something not seen
since the Great Depression of the 1930s
4
5. Global Cruise Industry Overview
This slide provides an overview of global cruise industry. It shows the key stats (passengers, job, market size, passenger capacity etc.) and key trends related to the industry
MILLION
Passengers
31.8 JOBS
FT Equivalent
Employees
1,201,000
BILLION
Wages and
Salaries
$55.4 Billion
Total Output
Worldwide
$160
17.8 19.1 20.5 20.9 21.3 22.3 23.1
25.2 26.7 28.5 30.1 31.8
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
Passenger Capacity (Million)
$376
Passenger spending in port
before boarding a cruise
$101
Passenger spending in port
while visiting during a cruise
Key
Trends
Cruises is extremely popular
among adults (those aged
between 18 and 44), making up
63% of tourists interested in
going on a cruise in 2020
The younger generations are
also most likely to want to
experience the bars and clubs
of the cities they visit so this
would give them a reason to go
on a cruise
By 2025, members of Cruise
Lines International Association
(CLIA) plan to see a 30%
reduction in CO2 emissions as
sustainability becomes a
growing concern
In the last few decades, there have
been huge changes and now cruise
companies are embracing technology
(to communicate with people back
home and use other technologies on
the cruise) and are even using it to
entice more customers
Key Statistics (2020)
This slide is 100% editable. Adapt it to your needs and capture your audience's attention.
5
6. Cruise Tourism Market Overview
This slide provides an overview of cruise tourism market. It shows market size from 2017 to 2019 (along with the forecasted values for 2026) and the key growth drivers for the industry
22 25 27
52
0
20
40
60
2017 2018 2019 2026
Global Cruise Tourism Market Size, (in $ Billion), 2017-2026
Rise in Disposable
Income of People
Environmental Concern Due
to Waste Disposals in Sea
Rise
in Economy
Global Cruise Tourism Market
(CAGR – 10%) 2017-2026
This graph/chart is linked to excel, and changes automatically based on data. Just left click on it and select “Edit Data”.
6
7. Impact of Covid-19 on Cruise Industry
This slide covers the key impact of covid-19 on cruise industry. It shows the number of cruise vessels (that are not moving) from Jan 2019 to Apr 2020 along with the other highlights
related to coronavirus impact on the cruise industry
Key Facts
Most of the cruise operators have ceased operations amid
the coronavirus outbreak
Many vessels have spent most of their time moored or
anchored. The percent of total time not moving has jumped
from an average of 20% to more than 60% for vessels larger
than 10,000 gross tones
22% 25% 22% 21% 19% 19% 18% 18% 20% 19% 20% 23% 22% 25%
42%
60%
0%
10%
20%
30%
40%
50%
60%
70%
Cruise Vessels not Moving (Anchored + Moored Status of Total)
Other Highlights
Carnival's stock has dropped
by nearly 60% while Royal
Caribbean and Norwegian
have lost more than 70% of
their value in last one month
(March –Apr 2020)
Many operators have
suspended all voyages, with
many others cancelling their
cruises
A fall in cruise tourism could be
disastrous for the countries and
the many people that rely on
tourism for their livelihoods
› The cruise industry contributes $2
billion to the Caribbean each year
› It contributes 5.9% to some nations'
entire GDP, as is the case with St
Kitts and Nevis
› Many small island nations rely
heavily on the jobs and cash flow
that ships provide
The short-term goal for cruise
businesses at this stage is
survival by obtaining loans or
government intervention
In Long-term, businesses must
deal with the disastrous
reputational damage that has
been caused in past few weeks
This graph/chart is linked to excel, and changes automatically based on data. Just left click on it and select “Edit Data”.
7
8. Supply Chains
› The pandemic has exposed the fragility
of the global supply chains
› Countries ravaged by the pandemic
find it hard to provide adequate medical
care due to shortages of critical medical
equipment such as ventilators,
protective masks and other gear
› Add text here
Crew
› According to one report, the pandemic
has caused some 40,000 Indian crew
serving on merchant and cruise ships
to be stranded worldwide
› The safe repatriation of the crew from
the vessels will require the joint efforts
of the governmental agencies, the crew
manning agency and the owner
Insurance
› Insurance implications arise from the
disruption of shipping and logistics
› The insurance implications of the
disruption include cargo and stock
throughput, delay, additional
costs/charges, vulnerable goods etc.
› Add text here
› Add text here
Legal Disputes
The disruption caused by the pandemic has
legal effects
› The effects of the pandemic may possibly
be covered in the force majeure clauses in
some contracts, but these are not uniform
› The disruptive effects of the pandemic will
cause losses and the result in the most part
will be to determine who will share the
losses
Cruise Industry
Cruise ships - with large numbers of passengers and
crew and an emphasis on communal dining and group
activities - became incubators of the Covid-19 virus
Add text here
Add text here
Add text here
Add text here
Port Congestion
Most of the ports has closed their operations. Some ports
remain open but have reduced workforce, which
exacerbates the cargo congestion
This cause the disruption in supply chain and
exacerbates the cargo congestion
Add text here
Add text here
Covid-19 Impact on Different Units of Marine Shipping
This slide shows the impact of coronavirus on different units of marine shipping (cruise industry, port supply chain , crew, insurance, legal disputes etc.)
8
9. TCE: Time Charter Equivalent
Impact of Covid-19 on Global Shipping Sector
This slide covers the impact of coronavirus on global shipping industry. It shows the total cargo miles and Capesize Time Charter Equivalent (TCE) from Jan 2019 to March 2020.
Notes
$0
$5000
$10000
$15000
$20000
$25000
$30000
$35000
$40000
20
22
24
26
28
30
32
34
36
Jan-19 Feb-19 Mar-19 Apr-19 May-19 Jun-19 Jul-19 Aug-19 Sep-19 Oct-19 Nov-19 Dec-19 Jan-20 Feb-20 Mar-20
Capesize
TCE
S/Day
Daily
Cargo
Miles
(Bn
DWT
/
NM)
Total Cargo Files Capesize
Daily Cargo Miles of Capesizes
Global
Coronavirus
The rapid spread of coronavirus has
had a major impact on global shipping
markets. Due to decrease in demand
for goods from China, there is
negative impact on everything from
container ships to oil tankers
Capesize cargo mile demand
has recently improved in late
March, led by a recovery in
demand from Japan and
South Korea, although
Chinese figures are still low
Crisis could become a key
catalyst for digital and
technological advancements
in the shipping industry
Add
Text Here
Add
Text Here
Chinese New
Year 2019
Chinese New
Year 2020
Brazil Dam
Collapse
9
10. Change in Weekly US Travel Sales due to Covid-19
This slide shows the change in weekly US travel sales changes under various sectors including online travel agency, airlines, cruise lines, hotels etc.
Online travel
agencies
2.1% 16.6% -0.4% -1.9% 9.1% 7.8% -6.2% -20.5%
Airlines 5.6% 3.2% 4.9% -5.7% -4.0% 0.5% -7.4% -16.5%
Cruise lines 0.6% 3.1% 13.4% -3.9% -12.2% -11.1% -6.4% -14.9%
Hotels 7.5% 11.6% 12.1% 6.2% 4.6% 7.6% 3.4% -0.6%
Jan. 7-13 Jan. 14-20 Jan. 21-27 Jan. 28-Feb. 3 Feb. 4-10 Feb. 11-17 Feb. 18-24 Feb. 25-Mar. 2
This slide is 100% editable. Adapt it to your needs and capture your audience's attention.
10
11. Table of Contents for Coronavirus Impact Assessment and Mitigation Strategies in
Cruise Sector
Consumer Awareness About Cruise Industry (Through Media)
Consumer Perceptions of Safety in the Cruise Industry
Princess Cruises Faces an Uphill Battle
Value of Cruise Line Companies has Plunged due to COVID-19
Covid-19 Impact on Consumer Perceptions
of the Cruise Industry
11
12. Consumer Awareness About Cruise Industry (Through Media)
This slide covers the consumer awareness about the cruise industry. It shows that survey results of how many Americans has seen, read or heard about the different cruise companies
in the news (in the last week)
5%
6%
11%
12%
13%
19%
17%
21%
25%
25%
24%
34%
25%
24%
21%
22%
19%
17%
53%
49%
42%
41%
44%
30%
Celebrity Cruises
Norwegian Cruise Line
Royal Caribbean
Carnival Cruise Line
Princess Cruises
Cruise lines in general
A Lot Some Not Much Nothing at all
about 53% of the adults has seen, read, or heard something in the past week
about cruise lines in general, with the tenor of coverage being significantly negative
(46 percent negative, compared to 26 percent positive)
As per the latest reports and new
morning consult survey,
Over Half of the
Americans Have
Heard About
Cruises (in the
News) in the Last
One Week
This graph/chart is linked to excel, and changes automatically based on data. Just left click on it and select “Edit Data”.
12
13. Consumer Perceptions of Safety in the Cruise Industry
This slide shows the survey results about the consumer's perception towards safety in the cruise industry during coronavirus. Additionally, it shows the consumer's perception of safety in
other similar industries such as airplanes, hotels (in the US, outside the US)
two in three adults (65 percent) say that cruise ships are not safe and sanitary,
Almost
compared to 57 percent for airplanes and
31 percent for hotels
5%
15%
8%
5%
34%
55%
36%
29%
39%
19%
38%
39%
22%
12%
19%
26%
Hotels outside the U.S.
Hotels in the U.S.
Airplanes
Cruise Ships
Very safe & Sanitary Somewhat safe & Sanitary Not very safe & Sanitary Not safe or Sanitary at all
With
Coronavirus
in
Mind,
Cruse Ships Seen as Less Safe and Sanitary than Hotels, Airplanes
This graph/chart is linked to excel, and changes automatically based on data. Just left click on it and select “Edit Data”.
13
14. Princess Cruises Faces an Uphill Battle
This slide shows the positive or negative buzz of Princess Cruises from January 2019 to February 2020
Nearly 3,500 passengers and crew were stuck on board, with hundreds of passengers infected and
several reported deaths. As news of the Diamond Princess spread widely, negative buzz jumped by 11
points from 6 percent to 17 percent
0%
2%
4%
6%
8%
10%
12%
14%
16%
18%
20%
Yes, and it was mainly positive Yes, and it was mainly negative
Over the past 2 weeks,
have you seen, read or heard
something Positive or
Negative about
Princess Cruises…
BUZZ OVER TIME
This graph/chart is linked to excel, and changes automatically based on data. Just left click on it and select “Edit Data”.
14
15. Value of Cruise Line Companies has Plunged due to COVID-19
This slide shows the value of major cruise lines during the March 2019 to March 2020. it shows the values of Carnival corporation, Royal Caribbean, and Norwegian
The trade group Cruise Lines
International Association, whose
members make up about 90% of cruise
capacity, said the 30-day suspension
applied to all its members and all U.S.
ports of call
Earlier, the State Department warned
Americans to avoid cruising, but many
cruise fans flouted the warnings. Princess
was the first of the big players to
announce a shutdown, saying it will stand
down for two months
Two outbreaks of coronavirus on Princess
ships have strained public health
resources and convulsed the industry,
sending stocks plummeting
The first Princess ship, Diamond Princess, was under a lengthy quarantine in Yokohama, Japan, with more than 700 people aboard
testing positive for the virus. The Grand Princess docked Monday in Oakland, California, and had 21 confirmed cases
Cruise lines decline
The value of Cruise companies has plunged due to Coronavirus
-25B
-20B
-15B
-10B
-5B
0B
5B
Carnival
Royal Caribbean
Norwegian
2019 2020
Mar Jun Sep Dec Mar
This graph/chart is linked to excel, and changes automatically based on data. Just left click on it and select “Edit Data”.
15
16. Table of Contents for Coronavirus Impact Assessment and Mitigation Strategies
in Cruise Sector
Determining Impact of Social Distancing on Cruise Industry
Determine the Required Design Changes in Cruise Ship to Follow Social Distancing Rule
Risk 1: Disruption Due to Social Distancing
16
17. Determining Impact of Social Distancing on Cruise Industry
This slide provides the major impact of social distancing on cruise industry. Key impacts include increase in customer cost, increase in the company’s cost, cash crunch etc
Due to Social Distancing Rule,
cruise ships can only be
allowed to board limited
customers. This could lead to
an increase in ticketing prices
for customers to balance out the
lack of passengers
Increase in Customer
Costs
Social Distancing restrictions will
further force the cruise companies
to make changes in the Cruise
Ship design (in cabins, dining
areas, swimming pool etc.). This
will further put pressure on the
company’s financials
Change in Design will Further
increase the Company's Cost
Carnival has an industry-best nine
months of liquidity, assuming no
revenues, and that it’s burning
about $830 million of cash a month
Royal Caribbean’s monthly cash
burn rate is about $440 million and
about $250 million for Norwegian
Cruise Lines are Burning
Through Cash
This slide is 100% editable. Adapt it to your needs and capture your audience's attention.
17
18. Determine the Required Design Changes in Cruise Ship to Follow Social
Distancing Rule
This slide shows the required design changes for the cruise ships to follow the social distancing rule. It provides the key points for required design changes in cabin, dining areas,
theaters, medical facilities, swimming pool etc
Embarkation and
Disembarkation Areas
› A "sanitization gate" at the embarkation area of the ship to ensure hygiene protocols are followed
› Technology to limit or rid cruise ships of check-in lines
› Anti-microbial carpets for public areas and cabin corridors
› Automatic doors for entrance and exit points to avoid unnecessary touching
Theatres › New open-air show theaters and disco areas, with weather-protection option
› Utilize portable UVc lights or potentially fogging systems to sanitize high-occupancy spaces such as dining
Swimming Pools
› An updated pool area design could include showers and other water features to provide alternatives and mitigate
pool crowding
› Cabanas could replace sun beds or deck chairs to promote social distancing on pool decks
Passenger Cabins
› Creating an enclosed space akin to a mudroom just outside the cabin where passengers could place clothing and
shoes worn prior to entering their cabin
› antimicrobial carpets and fabric could be installed inside the cabin
Crew Cabins › Cabins for the crew members can change in capacity or size to allow adequate self-distancing rule
› Add text here
Medical Facilities › Increased space for medical facilities and cabins for medical crew that are separate from rest of the crew
› All medical-related facilities should be interlinked, and isolated from the rest of the ship
Dining Areas › Table sizing and spacing could be altered to ensure safe distancing between passengers
› The style of dining on board could change, too, including the popular buffet option
18
19. Table of Contents for Coronavirus Impact Assessment and Mitigation Strategies
in Cruise Sector
Risks Associated to Employee Productivity due to COVID 19
Unions’ Proposals for Cruise Crew Affected by COVID-19
Risk 2: Plummeting Employee Productivity
19
20. Risks Associated to Employee Productivity Due to COVID 19
This slide provides information regarding the risks associate to employee productivity which depends upon risk of job security, risk related to work and risk of getting stressed
› Since most of the cruise ships has closed their
operations, most of the lower rank employees
such as bartenders, and cleaning staff have risks
of losing their jobs
› Uncertainty about future of workplace and
employment
› Risk of workers being exposed to virus at
work
› Bigger ships are considered as potential
carriers (hotspots) of disease (due to large
number of people)
› Lack of essential tools and equipment
needed to perform operational tasks
› Difficulty in learning new tools, rules
and restrictions
› Adapting to various work schedules
› Take care of personal and family needs
during working
› Managing different workload
Risk Related to Job Security
Risks Associated to Work
Risk of Getting Stressed
There will be reduction
in employee
productivity as they
might be unable to
work due to sickness,
stress, etc
This slide is 100% editable. Adapt it to your needs and capture your audience's attention.
20
21. Unions’ Proposals for Cruise Crew Affected by COVID-19
slide provides information regarding the proposals of unions and Cruise Ship Task Force (CSTF) for cruise crew affected by the coronavirus
The Union is a member of the ITF's Cruise Ship Task Force (CSTF) which is supporting seafarers and
monitoring the fast-changing situation brought by the pandemic
› Seafarers must be paid their normal
remuneration while their vessel has
passengers on board, subject to the
minimum guaranteed wages
› Seafarers must be paid the minimum
guaranteed wages when the vessel is laid-
up or sailing without passengers for the first
month
In regard to the above, the CSTF has made
the following proposals to keep seafarers
employed and costs down while cruise
vessels are in lay-up:
› Seafarers are signed off and paid the
agreed-on retrenchment remuneration, i.e.
two months' basic wages or one month
guaranteed wages as a minimum; or
alternatively, if staying onboard and both the
company and individual seafarer agrees;
› The seafarers' working week to 40 hours
and pay basic wages and leave pay and
allow the 40-hour work week to be used on
any five days of the week
After one month in lay-up or the ship having
sailed without passengers, seafarers must be
given two choices
This slide is 100% editable. Adapt it to your needs and capture your audience's attention.
21
22. Table of Contents for Coronavirus Impact Assessment and Mitigation Strategies
in Cruise Sector
COVID19 Impact on Marine Trade and Patterns
Average Weekly Distance Travelled by the Cruise Ships
Dimensions of Supply Chain Disruption for COVID 19
Risk 3: Stressed Supply Chains
22
23. COVID19 Impact on Marine Trade and Patterns
This slide provides information regarding the impact of coronavirus on marine trade and patterns. It also show the short-term and long-term implications for marine trade
Implications for Marine Trade
› Reduced trading has significantly impacted international supply chains
› Slowdown of major ports and delay of cargo has resulted in accumulation concerns
› Financial challenges for shipowners following the fall in demand for shipping
› Shipowners, Ports and Logistics companies facing economic challenges could lead
to reduced workforce
Short Term
› Delays in re-establishing supply chain networks and logistics capabilities could
lead to delay in projects and infrastructure
› Potential rise in price of goods and services due to mitigation on current reliance
of supply chains and more domestic production
› Certain sectors of maritime trade, such as passenger movement face a more
uncertain longer-term future
› COVID-19 could become a key catalyst for digital and technological
advancements in the shipping industry
Medium / Long Term
› Global trade is expected to fall between 13% - 32% in 2020, as COVID 19 disrupts
economic activity and ‘normal’ life around the world.
› Shipping represents 90% of global trade; there will be enormous pressure on this
industry especially following the declining capabilities of the airline market
› Ability of shipping services to continue undisrupted to transport food, energy and
medical supplies across the continents will play a critical role in overcoming this
pandemic
Shipping Industry is Facing Unprecedented Challenges
40
50
60
70
80
90
100
110
120
130
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
Trend 1990-2008
Merchandise Trade
Optimistic Scenario
Trend 2011-2018
Pessimistic Scenario
23
24. Average Weekly Distance Travelled by the Cruise Ships
This slide provides graph of weekly distance travelled by the cruise ships in 2019 and 2020. Additionally, it provides the key facts related to the distance travelled by cruise ships
Passenger numbers significantly
reduced in Q1 2020
Several cases of the virus on cruise ships
Mileage per vessel halved since Jan 2020
Many ports refusing to accept cruise
vessels for disembarking
Eight vessels carrying 6,000 passengers
still at sea as at early April
Long-term impact on sector likely to be
significant in future demand trends
Passenger (Cruise) Ship’s Average Weekly Distance travelled
600
800
1000
1200
2 4 6 8 10 12
Distance
(Nautical
Miles)
Week of year
2019 2020
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24
25. Dimensions of Supply Chain Disruption for COVID 19
This slide provides information regarding the supply chain disruption (typical disruption and disruption due to coronavirus) under various dimensions (geography, scope, demand vs
supply, financial system, term etc.)
D
I
M
E
N
S
I
O
N
S
Typical Disruptions COVID-19
Geography Most disruptions are local or regional COVID-19 is widespread & global, impacting all regions
Scope
Only few segments of the industry are impacted (like
flooded cabin). Also scope of the impact is limited and
short term
Widespread scope and affecting all the segments of
the industry. Scope of the impact is unlimited and
long term
Demand v/s.
Supply
Disruptions most often impact supply,
sometimes demand
Impacts demand, and possibly supply
Prior Planning
& Experience
Disaster planning has been done, and prior
experience is available
Limited disaster planning for global pandemic,
with limited prior experience (1918 Spanish Flu?)
Financial
System
High correlation with global financial system
:Low or moderate correlation with global
financial system
Term
Long – term emergency service needs (i.e.,
hospital beds, ventilators)
Short – term needs for emergency services
(i.e.,flood rescues)
Human Impact
& Behavior
Add text here
Add text here
Add text here
Add text here
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25
26. Table of Contents for Coronavirus Impact Assessment and Mitigation Strategies
in Cruise Sector
Economic Instability Risk in Cruise Sector
Risk of Civil Unrest Due to Covid-19
Risk 4: Economic Instability and Civil Unrest
26
27. Economic Instability Risk in Cruise Sector
This slide provides information regarding various risks associated to economic instability risk on cruise industry such as declining customer base, cash crunch, additional expense etc
Declining Customer Base
› Due to lockdown and operations shutdown, no one is moving from one place to another. All the related sectors tourism, shipping, transportation etc.
are closed. This results in decline the number of customers of the company
Cash Crunch
Since the company’s are facing decline in customers, most of the companies are facing cash crunches
› Carnival has an industry-best nine months of liquidity, assuming no revenues, and that it’s burning about $830 million of cash a month
› Royal Caribbean’s monthly cash burn rate is about $440 million and about $250 million for Norwegian
Additional Expenses
› Restrictions due too covid-19 will further force the cruise companies to make changes in the cruise ship design (in cabins, dining areas, swimming
pool etc.). This will increase the company’s additional expenses
Add Your Risk
› Add Text here
› Add Text here
› Add Text here
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27
28. Risk of Civil Unrest Due to Covid-19
This slide provides information regarding the risk of civil unrest prevailing due to COVID 19 pandemic with increase in protests during lockdown
With around 7 million cases of COVID – 19 and over 4 lac deaths, various countries are
following different degrees of restrictions and lockdown measures to combat virus
Lockdowns in South Asia have been enforced strictly by security forces. This is likely to
trigger anti-government sentiment and protests and riots across South Asia and in
Indonesia and Papua New Guinea
Hundreds of people are protesting 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
There is a high risk of panic-buying degenerating into looting across Latin America. Small
outbreaks of violent confrontations between security forces and residents refusing to follow
government social distancing guidelines are likely in most countries
In Sub-Saharan Africa, Individuals and businesses linked to Asian or European descent and
wealthier nationals or diaspora returnees are at risk of harassment, theft, and looting
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28
29. Table of Contents for Coronavirus Impact Assessment and Mitigation Strategies
in Cruise Sector
Covid-19 Business Impact on Cruise Sector Companies
Impact Assessment by Key Business Operations – Cruise Sector
Impact Assessment Analysis on Related Sectors of Cruise Industry
Business Impact Analysis
29
30. Covid-19 Business Impact on Cruise Sector Companies
This slide provides information regarding the business impact (by weeks - from 1st week to 18th week of 2020) on top 3 companies of cruise industry
Average
Week
1&2
Week
3&4
Week
5&6
Week
7&8
Week
9&10
Week
11&12
Week
13&14
Week
15&16
Week
17&18
0.0 0.0 0.0 0.1 0.1 0.4
1.4 5.3 9.3
0.8-0.9
0.0 0.2 0.2 0.2 0.4
0.0 0.2 0.2 0.3 0.4
8.0 14.8
3.6
1.3
3.5 12.5 20.2 6.8-7.2
1.0
2.3-
4.0
Company 1 Business Impact (%)
Company 2 Business Impact (%)
Company 3 Business Impact (%)
30
31. Impact Assessment by Key Business Operations – Cruise Sector
The slides shows the examining of severity impact assessment (from point 1 to 5, where point 1 is low severity and point 5 is high) by identifying various concerns and their impact on
business functioning
1
(Least)
2 3 4
5
(Greatest)
Comments
Loss of customers ✔ Add text here
Operations Shutdown ✔ Add text here
Reduce in Revenue ✔ Add text here
Decrease in Advance
Booking
✔ Add text here
Add text here ✔ Add text here
Add text here ✔ Add text here
I m p a c t S e v e r i t y
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31
32. Impact Assessment Analysis on Related Sectors of Cruise Industry
The slides shows the examining of severity impact assessment (from point 1 to 5, where point 1 is least severity and point 5 is greatest) on various areas/functions of cruise industry
including, personnel, operations, supply chain, revenue etc
Marine
Insurance
Shipping Travel Transportation Ports Other
Personnel 3 4 5 1 3 5
Operations 3 3 4 1 1 4
Supply Chain 4 4 4 1 2 5
Revenue 3 2 4 1 2 5
Overall Assessment 3 3 4 1 2 5
S e g m e n t s
Impact Severity:
1 is least
5 is Greatest
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32
33. Table of Contents for Coronavirus Impact Assessment and Mitigation Strategies
in Cruise Sector
Readiness Assessment Checklist for Managing Suspected COVID 19 Person
Readiness Assessment Checklist for the Cruise Company
Readiness Assessment Guidelines for Preventing Infection in Crew Members
Readiness Assessment Checklist to Manage COVID 19
Risk Readiness Assessments
33
34. Readiness Assessment Checklist for Managing Suspected COVID 19
Person
This slide provides the assessment checklist to manage the suspected coronavirus person in the cruise
Readiness Assessment Points Response
Clinical Evaluation of Suspect Cases ❑
Managing sick passengers or crew when boarding and
onboard
❑
Managing passengers and crew after exposure ❑
Preventing infection in crew members ❑
Personal protective equipment and instructions for crew
members
❑
Managing passengers or crew upon disembarkation ❑
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34
35. Readiness Assessment Checklist for the Cruise Company
This slide provides assessment checklist for the cruise industry. It includes the key questions related to risk mitigation and safety measures in the ship
Have you advised passengers and crew of the importance of covering coughs and sneezes with a tissue
o Yes
o No
Have you educated the passengers and crew members about basic hygiene (wash their hands often
with soap and water, especially after coughing or sneezing)
o Yes
o No
Does the company have system to conduct influenza test for the people onboard who have fever or
acute respiratory illness
o Yes
o No
Does the ship have facility to Isolate passengers or crew onboard who are suspected of having
COVID-19 infection
o Yes
o No
Is the company planned to mitigate risks associated to coronavirus outbreak
o Yes
o No
Is the company capable enough in resume its ship operations after major disruption to business
o Yes
o No
R
E
S
P
O
N
S
E
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35
36. Readiness Assessment Guidelines for Preventing Infection in Crew
Members
This slide provides the readiness assessment guidelines to prevent the infection in crew members. It includes creating awareness among crew members and key recommendations for
the crew members when their work activities involve contact with passengers
Key Recommendation for the Crew Members when their Work Activities Involve Contact with Passengers
Ask the sick person to wear a facemask, any time they leave their
cabin or interact with other people
Maintain a minimum of 6 feet distance from the sick person while
interviewing, escorting, or providing other assistance
Limit the number of people who interact with sick people. To the extent
possible, have a single person give care and meals to the sick person
Wash your hands often with soap and water. If soap and water are not
available and if hands are not visibly soiled, use a hand sanitizer
containing 60%-95% alcohol
Provide tissues and access to soap and water and ask the sick persons to
› Cover their mouth and nose with a tissue when coughing or sneezing
› Throw away used tissues immediately in a disposable container (e.g., plastic
bag) or a washable trash can
› Wash their hands often with soap and water for 20 seconds
Ensure that Crew Members are Aware of the
Global risk of COVID-19 during international travel
Signs and symptoms that may indicate a sick traveler has COVID-19
Requirement for the ship’s medical unit to report a traveler with
suspected or known COVID-19 to CDC, if ship is destined for a US port
Importance of not working on a ship while sick with fever or acute
respiratory symptoms
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36
37. Readiness Assessment Checklist to Manage COVID 19
This slide provides the assessment checklist to manage coronavirus. It incudes the key questions related to risk due to coronavirus and for each risk there are indicative options which
might reduce the impact of risk
QUESTIONS
Specific
Indicative
Options
for
Action
› Is a human life
in danger
(clinical signs
and symptoms
among
travelers and
severity)?
› Evacuation of ill
traveler
› Medical support
› Ambulance
arrangement
› Identification of
the medical facility
to send the patient
ashore
› Is there a
doctor on
board
› Ensure access
to radio medical
support
› Send doctor to
board the ship
route or upon
arrival of the
ship at the port
› Is the event an
immediate risk to
health?
› Is there a
potential for
spread on board
or ashore or in
the environment?
› Consider
activating the
contingency
plan at the port
if necessary
› Consider if
contact tracing
is needed
› Are special
measures needed
upon arrival at the
port?
› Does the ship need
any supplies?
› Arrange delivery
of supplies that
the ship may
need (e.g. PPE,
medicines
› Are any
precautions for
disembarkation
of ill and healthy
travelers needed?
› Communicate
with the terminal
station staff and
start preparing
arrangements
› Is the ship
coming from an
affected area
where WHO has
recommended
measures in
place?
› Consult WHO
website for
recommendations
on health measures
› If appropriate,
report the event to
the NFP for further
assessment and
notification to WHO
if necessary
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37
38. Table of Contents for Coronavirus Impact Assessment and Mitigation Strategies
in Cruise Sector
Risk Management Plan for Outbreak of COVID-19 Disease
COVID-19 Outbreak Management - Prior to Boarding
COVID-19 Outbreak Management-Suspected Cases During Ship Boarding
Key Approaches to Prevent and Control COVID-19 in Passenger Ships
Key Measure to Prevent the Risk of COVID-19 on the Ship
Risk Management Plans
38
39. The location or locations where suspected cases will be isolated individually until disembarkation and
transfer to a healthcare facility
How the necessary communications between departments (for example, medical, housekeeping,
laundry, room service) about persons in isolation will be managed
The clinical management of suspected cases while they remain on board
Cleaning and disinfection procedures for potentially contaminated areas, including the isolation cabins
or area
How food service and utensils, waste management services and laundry will be provided to the isolated
travelers
Risk Management Plan for Outbreak of COVID-19 Disease
This slide provides the risk management plan to avoid the outbreak of coronavirus. It provide key required steps, which the passengers and crew members needs to follow
Passenger ships are advised to develop a written plan for disease outbreak management that covers the definitions of a suspected
case of COVID-19 disease, the definition of close contacts and an isolation plan
The outbreak management plan should include descriptions of the following
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39
40. › Passengers and crew members should receive information in accordance with WHO’s advice for international traffic
in relation to the outbreak of COVID-19 disease
› Prevention information include basic hygiene recommendations, stay home, follow healthy diets, avoiding crowd
Pre-boarding Information
› All the passengers and crew members needs to complete their PLF (Passenger Locator Form), and this should be
kept on board for at least 1 month after their disembarkation
› Information in the completed PLF should be provided upon request to health authorities to facilitate contact tracing if
a confirmed case is detected after disembarkation
Pre-disembarkation Information
› Passenger ships are advised to provide passengers with general information on COVID-19 disease and preventive
measures
› Identify close contact of someone with COVID-19 disease to ensure proper management by port health authorities. A
contact is a person involved in any of the following:
o Providing direct care to a patient with COVID-19 disease, visiting patients or staying in the same environment as a
COVID-19 patient
o working closely or sharing a cabin or room with a patient
o Traveling with a COVID-19 patient in any kind of conveyance
Pre-boarding Screening
› Ship owners should provide guidance to the crew about how to recognize the signs and symptoms of COVID-19
disease
› Crew should be reminded of the procedures that are to be followed when a passenger or a crew member on board
displays signs and symptoms indicative of acute respiratory disease
Education
COVID-19 Outbreak Management - Prior to Boarding
This slide provides the outbreak management plan for coronavirus, before boarding the ship. Key steps include pre-boarding information, Pre-disembarkation information, pre-boarding
screening, education etc.
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40
41. COVID-19 Outbreak Management – Suspected Case on Board a Ship
This slide provides the outbreak management plan for coronavirus, if suspected case is identified in the ship. Key steps include ‘activate the outbreak management plan’, disembarkation
of suspected cases, and notification and reporting to WHO
Activating the Outbreak
Management Plan
› The suspected case should be immediately
instructed to wear a medical mask, follow
cough etiquette and practice hand hygiene
› Infection control measures should be applied in
accordance with WHO guidance
› Arranged the disembarkation and transfer of
the suspected case to an onshore healthcare
facility for further assessment and laboratory
testing
› The master of the ship must immediately inform
the port health authority at the next port about
any suspected case
› Ship owners must facilitate the use of health
measures and provide all relevant public health
information requested by the health authority at
the port
Disembarkation of
Suspected Cases
› During the disembarkation of suspected cases,
every effort should be made to minimize the
exposure of other persons and environmental
contamination
› Infection control practices include
o Transport staff should perform hand hygiene
and wear a medical mask, eye protection,
When loading patients into the ambulance
o Personal protective equipment (PPE) should
be changed after loading each patient
o Transport vehicles must have as high a
volume of air exchange
o Ambulances and transport vehicles should
be cleaned and disinfected
Notification and
Reporting
› The authority at the port must inform
immediately its IHR NFP if a suspected case of
COVID19 disease has been identified
› If the suspected case’s report is positive, then
the IHR NFP shall inform WHO.
› The IHR NFP will pay attention to additional
health measures (such as refusal of entry or
departure of international travelers and/or
ships, or their delay for more than 24 hours)
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41
42. Key Approaches to Prevent and Control COVID-19 in Passenger Ships
This slide provides information regarding the major approaches followed the company to prevent and control coronavirus in passenger ships. It shows the measures in different regions
(high-risk region, moderate-risk region, low-risk region)
Screening Passenger ship
Screening travelling track within the past 14 days of
crew
Before departure Before departure Before departure
Training Passenger ship
Knowledge training on prevention and control COVID-
19 among crew members after Training
Before departure Before departure
Within 24 hours after
departure
Training on personal protective equipment (PPE) and
Emergency drill for all crew members on attending
patients isolated in the cabins, managing close
contacts, transferring suspected patients, crowd
management
Weekly Weekly monthly
Drill Passenger ship
Simulating an emergency drill during an outbreak,
including contacting with the company’s shore-based
staff, attending patients isolated in the cabins,
managing close contacts, transferring suspected
patients, crowd management
Weekly Weekly monthly
Disinfection Passenger ship
Seat, armrest, railing, floor, bridge luggage rack, worn
life jacket, cabin bed, toilet, etc.
Before departure Before departure Before departure
Hand sanitizer should be provided at the gangway
entry point and public areas of
Provided Provided Provided
Prevention and Protective Measures High-risk Region Moderate-risk Region Low-risk Region
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42
43. Key Measure to Prevent the Risk of COVID-19 on Board the Ship
This slide provides information regarding the key measures followed by the company to prevent the risk of coronavirus on the ships. Key measures include cleaning & disinfection; and
key requirements for crew members in charge
Have knowledge of how to
prepare correct dilutions
and the contact time for the
disinfectant being used
Limit hand contact with the
face, especially the nose
and eyes
Use PPE (disposable
gloves, mask, gown) to be
protected from direct
contact with chemicals and
against direct contact with
secretions/blood/body fluids
Change PPE frequently,
especially if they become
damaged during cleaning
and disinfection
Use eye protection
apparatus, if splashing is
expected, prior to entering
the contaminated areas
Key Requirements for Crew Members in Charge
The ship should be inspected as per the discusses affected conveyances. Key health measures (such as
cleaning and disinfection) should be applied based on the findings of the inspection
Laundry, food service utensils and waste from the cabins of suspected cases and their contacts should be handled as if infectious
A ship that is considered to have been affected shall cease to be regarded as such when the port health authority is satisfied with the health
measures undertaken and when there are no conditions on board that could constitute a public health risk
The remainder of the ship should also be cleaned and disinfected, particularly when an outbreak occurs
Followings should be cleaned and disinfected daily
› Medical Facilities
› Cabins and quarters occupied by patients and close contacts of a confirmed case with COVID-19 disease
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43
44. Table of Contents for Coronavirus Impact Assessment and Mitigation Strategies
in Cruise Sector
Risk Mitigation Polices (by the Firm) to Avoid Covid-19 Outbreak
Public Health and Medical Policies for Crew Members
Policy Management
44
45. Risk Mitigation Polices (by the Firm) to Avoid Covid-19 Outbreak
This slide provides information regarding risk mitigation policies which cruise companies needs to make for its staff members during Covid-19
Implementing stringent procedures
and responses to positive tests
Personnel Health &
Safety
› Advice employees to stay home if they
are sick
› Employers to pre- screen employees
exposed to COVID – 19 for
temperature check
Adapting compensation and benefits to
level of risk workers are facing
HR Policies
› Provide the Required Bonus and
additional benefits
› Salary Adaption
› Add text here
Creating a physical environment that
proactively reduces risk of Covid-19 spread
Physical Workspace
› Avoid personal, equipment, and surface
contact at the workplace
› Follow cleaning protocols
› Usage of single use gloves
Limiting spread of disease through
strict level travelling restrictions
Working Policies
› Avoid biometric sign in
› Take rest or work from home, if felling sick
› Add text here
Sustaining distributed approach between
employees working from home and on-site
Staffing and
Attendance
› Avoid going to the workplace, if the same
work can be done online (from home)
› Adaption of job routine to new mix of
working from home
Limiting unnecessary risk from interactions
with third – party stakeholders
(vendors/customers)
External Interaction
› Format of instructions (in person vs
remote)
› External constituent screening
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45
46. Public Health and Medical Policies for Crew Members
This slide provides information regarding public health and medical policies for ship crew members. Key policies are related to sanitization, medical facilities, screening, inspected for
health, crewmember training etc
Sanitation Medical Facilities Screening Inspected for Health Crewmember Training
Crewmembers regularly clean
and sanitize the ship’s facilities,
including:
› Cabins cleaned at least
once daily;
› Restaurants and snack areas
cleaned regularly; and
› Common areas such as pools
and elevators cleaned during
the day
At the end of every cruise,
crewmembers clean the ship from
top to bottom using designated
cleaning supplies and
sanitation procedures
› Cruise ships must have at
least one qualified medical
professional available 24/7 for
medical bay visits or cabin
house calls
› cruise ships must have an
examination room, an
intensive care room and
equipment for processing labs,
monitoring vital signs and
administering medications
› Patients requiring more
comprehensive facilities
or treatment
› Pre-boarding health
screenings help identify ill
passengers or crewmembers
prior to boarding
› Passengers and
crewmembers who may be ill
should be assessed by
medical staff before they
interact with other guests
› Add text here
› Passenger and crewmember
health is protected by a robust
system of oversight
and enforcement
› Public health authorities
worldwide inspect cruise ships
and enforce health requirement
› Add text here
› Add text here
› Onboard staff must be trained
in first aid and public
health practices
› crew must be trained in safety
and first aid procedures, such
as emergency procedures,
signals and alarms; evacuation
procedures; and fire
prevention and fire safety
› Add text here
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46
47. Table of Contents for Coronavirus Impact Assessment and Mitigation Strategies
in Cruise Sector
Combined Incident Report for Different Ships
Cumulative Number of Confirmed Coronavirus Incidents
Incident Management
47
48. Combined Incident Report for Different Ships
This slide provides the incident status reports which covers details such as ship, total passengers in the ship. Incident date, number of people infected, final status etc
Total Passengers Incident Date
Number of People
Infected
Moved to Nearer
Health Facility
(Yes/No)
Final Status
3,500
May 20, 2020 5 Yes All Recovered
May 25, 2020 15 Yes
10 Recovered, 1 Died,
4 Active
Jun 03, 2020 35 No 34 Active, 1 Died
3,000
Apr 21, 2020 10 Yes 8 Recovered, 2 Died
May 06, 2020 12 Yes
10 Recovered, 1 Died,
1Active
2,500
Mar 19, 2020 20 Yes 18 Recovered, 2 Died
Mar 27, 2021 18 Yes 16 Recovered, 2 Died
S
H
I
P
1
2
3
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48
49. Cumulative Number of Confirmed Coronavirus Incidents
This slide provides the graphical presentation of total cumulative confirmed cases in different ships of cruise industry
0
100
200
300
400
500
600
700
800
3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
Cumulative
no.
ofCOVID-19
cases
Feb Mar
Mar 31, 2020
Ship quarantined at Yokohama
Passenger quarantine begins
U.S. repatriation flights
Remaining Passengers disembark
Remaining crew members disembark
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49
50. Table of Contents for Coronavirus Impact Assessment and Mitigation
Strategies in Cruise Sector
Current State of Risk Maturity Model
Risk Management Maturity Model Scoring
Role and Process of Risk Management Maturity Model
Risk maturity Model
50
51. Current State of Risk Maturity Model
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
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51
52. Risk Management Maturity Model Scoring
The slide provides scoring chart of risk management maturity model. Score is based on effectiveness, proactivity and coverage of risk management
High Risk
Low Risk
Risk Management Effectiveness Proactivity Coverage Average
Operational Risk 7 6 8 7
Financial Risk 7 9 8 8
Reputation Risk 6 4 8 6
Add Risk here 10 9 8 9
Add Risk here 4 6 5 5
10
1
› Frequency and effectiveness of key
risk management activities
› Are assessments ad-hoc or
completed annually
› Are high risks reviewed at
least quarterly
Effectiveness
› Nature of risk management,
whether it is proactive or reactive
› Does the organization wait until an
adverse event occurs to mitigate
risk or are future scenarios
planned for
Proactivity
› Measures the breadth and depth of
risk management within
the organization
› Does responsibility span across all
departments and all vertical levels
of the organization
Coverage
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52
53. Role and Process of Risk Management Maturity Model
The slide provides the roles and process of risk management ,maturity model. Key steps in the process include Identify, Assess, Evaluate, Mitigate, and Monitor
Role Operational Risk Management Process Steps Result
Process owners &
their teams
Identify
Discover unidentified risks
and opportunities
1
Process owners &
their teams
Assess
Benchmark risk and
performance for core
process areas
2
Process owners &
Risk Committee
Evaluate
Approve allocation of
resources for Mitigation
Planning
3
Process owners &
Business analysts
Mitigate
Approve allocation of
funds to the highest
risk/performance areas
4
Process owners &
Project team
Monitor
Regular reporting to track
results and status
5
53
55. Additional Slides
Agenda Slide
About Us
Our Mission
Vision Values
Comparison
Stacked Bar
Pie Chart
Venn
Linear Process
Roadmap
Timeline
Thank You
55
56. Agenda Slide
Agenda 1
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Agenda 2
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Agenda 3
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Agenda 4
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Agenda 5
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56
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About Us
Target Audience Premium Service Value Client
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58. Our Mission Vision Goal
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Vision
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Mission
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Goal
58
59. Comparison
Vs
Twitter
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40%
60%
0%
10%
20%
30%
40%
50%
60%
70%
2019 2020
Facebook
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40%
60%
0%
10%
20%
30%
40%
50%
60%
70%
2019 2020
59
60. Stacked Bar
160
100
180
230
180
200
200
250
130
200
140
150
230
100
200
350
240
280
0 100 200 300 400 500 600 700 800
June
May
April
March
February
January
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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changes automatically based on data. Just
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Product 03
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changes automatically based on data. Just
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61. Pie Chart
Product 03
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70%
Product 02
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60%
Product 01
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55%
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62. Venn Diagram
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63. Linear Process
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64. Roadmap
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65. Timeline
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66. Thank You
Address
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Contact Number
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Email Address
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