Coronavirus Impact Assessment And Mitigation Strategies On Retail Sector Complete Deck

C RONAVIRUS
Impact Assessment &
Mitigation Strategies
On Retail Industry

Table of Contents for Coronavirus Impact Assessment and Mitigation
Strategies on Retail
2
Risk
Retail Sector Overview
› COVID 19 Pandemic Impact on US Economy
› Impact of Coronavirus Spread on Various Segment
› Retail Sector Analysis in India
› Potential Scenario Analysis of Coronavirus Impact
› Addressing Impact of Pandemic on Various Segments
of Retail
› Assessing Retail Operational Tasks Associated to
Exposure of Risks
Determine Consumer Shopping Pattern
› Weekly US Shopping Pattern during COVID - 19
› Determine Food Products Sales on Offline vs Online Platform
› Determine Non-Food Products Sales on Offline vs Online Platform
› Top and Worst Selling Consumer Goods
› Assessing Consumer Shopping Trends at Ecommerce Platform
› Change in Consumer Shopping Journey due to COVID – 19
› Shift in Retail Customer as COVID – 19 Impact
Risk 1: Disruption Due to Social Distancing
› Determining Impact of Social Distancing
› Determine Impact of Social Distancing on Store
Customer Experience
Risk 2: Plummeting Employee Productivity
› Risks Associated to Employee Productivity
Risk 3: Stressed Supply Chains
› Supply Chain Disruption Risk due to COVID 19
› Supply Chain Disruption due to Trade War
Business Continuity Plans
› Optimizing Retail Store to Handle Social Distancing
› Business Continuity Plan to Ensure Supplies
to Customers
› How to Handle Supply Chain Disruption
› Managing Supply Chain Disruptions Risk of Stock
› Embracing Online Store Appearance
› Ensuring Employee Safety to Avoid Critical Incident
› Ensuring Safety of Retail Workers
Policy Management
› Risk Mitigation Policies for Retail Workers for
Smooth Operations during COVID – 19
Risk Response Plan for Retail Enterprise during
COVID – 19
Risk Maturity Model Survey Questionnaire
› Addressing Present State of Risk Maturity Model
› Determine Enterprise Risk Management Growth
› Determining Various Departments Crucial for
ERM Implementation
› Determine Critical Functions Performed by Risk
Managers using ERM
Incident Management
› Various Incidents Reporting
› Workplace Crisis Incident Summary Report
› Communication Plan with Key People Involved
Risk 4: Recession, Unemployment & Investment Pull-back
› Determine Recession Risk on Retail Operations
› Assessing Risk of Unemployment on Retail Operations
› Risk of Investment Pull Out during COVID 19
Risk 5: Economic Instability and Civil Unrest
› Rise in Risk of Economic Instability due to COVID 19
› Address Economic Instability Risk on Retail Sector
› How Risk of Civil Unrest Prevailing due to Pandemic
Business Impact Analysis
› Severity Impact Assessment
› Business Impact Assessment
Risk Readiness Assessments
› Readiness Assessment Checklist for Risk Mitigation
› Evaluating Financial Practices in Firm
Risk Management Plans
› Handling Issue of Evolving Customer Patterns
› Developing Integrated Mobile App
› Mobile Application Aiding Customer Shopping Journey
› Employee Assistance Program
› Risk Assessment Matrix in Pandemic Situation
› Retailer Contingency Plan for COVID 19
› Risk Management Action Plan
How Risks are Mitigated

3
Risk
of Retail
Exposure of Risks
Customer Experience
to Customers
Policy Management
COVID – 19
ERM Implementation
Managers using ERM
Incident Management

COVID 19 Pandemic Impact on US Economy
4
This slide covers information about the COVID – 19 impact on US economy in terms of its impact on GDP.
Many U.S. states will start lifting lockdown/partial lockdown restrictions by end of April month With aid of divergent
policies across various states, these states will rebound (recovered) faster as compared to other states
Decrease in US
GDP in Q1
4.8%
Decrease in US GDP
by Q2 (assumption)
38.8% - 65%
International
Monetary
Fund predicted
Decline in US
GDP worldwide by
end of year 2020
31%
7 in10
Americans expect the
increase in virus’s spread
& intensity will impact
their country
Suspect that pandemic
situation will persists 6
months or more
28%
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Impact of Coronavirus Spread on Various Segment
5
This slide covers information about the COVID – 19 pandemic impact on various segment such as supply chain disruption, local and global demand, financial stress, change in customer buying pattern, etc.
› Movement restrictions and
stay at home orders have
significant impact on
consumer spending
› Fall in share price results
in wealth reduction
› Disruptions in production
and profitability is affecting
business investments
› Consumer spending has
been reduced due to
employment loss
Local and
Global Demand
Banks
› Stressed industries exposure
› High unemployment rate leads
in consumer loan rise
› Bank stress affect
credit growth
Capital Market
› Decline in stock market
› Expensive borrowing
Financial
Stress
› Consumer will adopt short
term behaviors during
pandemic by changing
commerce behaviors
› Shift to digital
shopping platform
Evolving
Consumer Patterns
› Dependence for raw
material and immediate
materials imports on China
› Decrease in capacity
building due to high input
prices leading to reduction
in profitability
Supply
Chain Disruption

Retail Sector Analysis in India
6
This slide covers information about the retail sector analysis in India with consumption patterns and number of people employed in various segments such as food and grocery, apparel and retail, etc.
Retail Sector Catered To 40% of India’s
Consumption in 2019
0.2
0.6
0.1
0.1
0.4
0.5
2019 2025
Retail Industry Size ($Tn)
Other Sub- Industries Apparel & Footwear F&G
1.1 - 1.3
0.7
9-11%
CAGR
$1.7 – 1.8 Tn $3.1 – 3.2 Tn
Consumption
($ Tn)
Sub Industries Include
Jewelry & Watches, Electronics & Appliances, Health & Beauty &
Home Interiors
Number of People Employed
45-50 Mn Employed in Retail in India
Number of Jobs
(in Mn) (2018)
This graph/chart is linked to excel, and changes automatically based on data. Just left click on it and select “Edit Data”.

Potential Scenario Analysis of Coronavirus Impact
7
This slide covers information about the potential scenario analysis of coronavirus impact on recovery of retail sector in India after three months and six months.
-40%
-20%
0%
20%
40%
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Scenario 2( Recovery Post 6m)
Significant Impact ( -40% LFL) for Q2
Recovery in Oct – Nov
Scenario 1( Recovery Post 3m)
Significant Impact ( -40% LFL) for Q1
Recovery in Jul- Aug
*LFL – Like for Like
-40%
-20%
0%
20%
40%
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
5% LFL
LFL de-growth for
Apr-Dec 2020
(9-11)%
5% LFL
LFL de-growth for
Apr-Dec 2020
(20-25)%

Addressing Impact of Pandemic on Various Segments of Retail
8
This slide provides information regarding the impact of COVID – 19 pandemic on various segments of retail such as food and beverage, apparel and footwear, beauty products, impact on liquidity, etc.
Consumable Goods
(Food and Beverage)
› Consumer will stock
essential products at
home resulting in greater
demand initially
› Consumer will purchase
items that improve
immunity(herbal tea)
› Distribution and inventory
challenge will affect
enterprises and their
survival depends upon
destocking and
withdrawal of funds in
two quarters
› People will demand
indoor products due to
limited access to outside
› Temporary shut down of
few stores
› Increase in demand of in –
house skincare products
› Online shopping will
replace offline
shopping gradually
Retail
› No – contact policy in
pandemic leads to boost
sales in small stores that
cater small crowds
› Supply of essential items
› Online sales will increase
due to change in consumer
behavior and habits
› Online and offline service
integration will increase
Beauty Products
Quick Recovery Lower Trade Changing Behavior
Apparel and Footwear
Impact of Liquidity
Low Medium Severe
› Pharmaceuticals
› Power
› Gems & Jewelry
› Textiles
› Automobiles &
Components
› Consumer Durable
& Electronics
› Retailers
› Airlines

Assessing Retail Operational Tasks Associated to Exposure of Risks
9
This slide provides information regarding the impact of COVID – 19 pandemic on various operational tasks associated to retail that comprise of risk of exposure.
› Addressing administrative duties in non – public areas of work sites, away from co – workers
› Addressing work in stock room in non – public areas of retail stores, away from co – workers
› Performing duties when the store facility is closed for public dealing such as during night, stocking shelves
Lower (Alert/Caution)
› Performing duties in high volume retail facility including at point of sale or other tasks within such facility
Medium
› No such risk are identified for most anticipated work tasks as most tasks fall under lower(caution) or medium
exposure risks
High
› No such risk are identified for most anticipated work tasks as most tasks fall under lower(caution) or medium
exposure risks
Very High

10
Risk
of Retail
Exposure of Risks
Customer Experience
to Customers
Policy Management
COVID – 19
ERM Implementation
Managers using ERM
Incident Management

Weekly US Shopping Pattern during COVID - 19
11
This slide provides information regarding the weekly shopping pattern in US with purchase of products such as hand sanitizer, aerosol disinfectants, rubbing alcohol, dried beans, etc.
-50
0
50
100
150
200
250
300
350
400
450
500
550
% Sales growth vs year ago(US Dollar)
Dried Beans Powdered Milk Products Rubbing Alcohol Aerosol Disinfectants Hand Sanitizer
54% of US respondents admit that cooking at home, pantry and center of
store items will experience significant growth
3 – 5x
increase in purchase of
frozen and shelf stable fruit
as compared to fresh fruit
by April 4
39.1%
Powdered milk by April 25
67.4% 420%
Dried beans by April 25
increase in hand sanitizers
sales by April 25

Determine Food Products Sales on Offline vs Online Platform
12
This slide provides information regarding food products sales such as grocery, meat, dairy, alcohol and bakery on offline as well as online platform.
-20
0
20
40
60
80
100
120
Food Offline(Bricks and Mortar)
Grocery Meat Dairy Frozen Alcohol Bakery
%Chg vs YAGO
0
100
200
300
400
500
Food-Online
Grocery Alcohol Dairy
Department
Total Combined In-Store Online
% Change
Grocery 25% 21% 86%
Meat 44% 44%
Dairy 33% 32% 87%
Health & Beauty Care 13% 0% 49%
Frozen 47% 47%
Household Care 33% 31% 51%
Alcohol 38% 29% 477%
General Merchandise 15% 15%
Pet Care 9% 4% 24%
Baby Care -7% -11% 23%
Bakery -11% -11%
Note – It is to be noted that product sales have been significantly increased on online platform as compared to offline platform

Determine Non Food Products Sales on Offline vs Online Platform
13
This slide provides information regarding non- food products sales such as household care, pet, baby, general merchandise, health and beauty care on offline as well as online platform.
-40
0
40
80
120
Non-Food Offline(Bricks and Mortar)
Health & Beauty Care Household Care General Merchandise Pet Baby
-20
20
60
100
140
180
220
Non-Food-Online
Health & Beauty Care Household Care Pet Baby
Department
Total Combined In-Store Online
% Change
Grocery 25% 21% 86%
Meat 44% 44%
Dairy 33% 32% 87%
Health & Beauty Care 13% 0% 49%
Frozen 47% 47%
Household Care 33% 31% 51%
Alcohol 38% 29% 477%
General Merchandise 15% 15%
Pet Care 9% 4% 24%
Baby Care -7% -11% 23%
Bakery -11% -11%
Note – It is to be noted that product sales have been significantly increased on online platform as compared to offline platform

Top and Worst Selling Consumer Goods
14
This slide provides information regarding top performing and worst selling consumer goods with their growth and decline percentage respectively.
Top Selling Products Worst Selling Products
Rank Growing Categories Growth Percentage
1 Coating Mixes and Crumbs 95%
2 Dough and Batter Products 77%
3 Sauce and Seasoning Mix 76%
4 Alcoholic Beverage Mixers 74%
5 Extracts, Herbs, Spices and Seasonings 74%
Rank Declining Categories Decline Percentage
1 Sun Care -49%
2 Candy, Gum, Mints -47%
3 Tobacco Alternatives -27%
4 Upper respiratory -24%
5 Cookies and crackers -21%

Assessing Consumer Shopping Trends at Ecommerce Platform
15
This slide provides information analyzing the consumer shopping trends at ecommerce platform with growth percentage, increase in buyers, etc.
Currently, Omnichannel retailers are capturing ecommerce by 9 share points as compared to pure play ecommerce
+82%
+55%
Click and Collect
Home Delivery
There is increase in pick up at store as well as delivery at home of
consumer goods after the stay at home orders in United States
Growth on
online platform
60%
Increase
in buyers
43%
Increase in consumer
basket value
13%
-1%
Fewer tips

Change in Consumer Shopping Journey due to COVID – 19
16
This slide provides information regarding the change in consumer shopping journey from reach to customer retention as an impact of COVID – 19 pandemic.
Offline store
Influencer marketing
Online social promotions
Online reviews
Private communication
Online live streaming
Ecommerce stores
Brand SMS notification
Ecommerce advertisements
Popup stores
Traditional stores advertisements
Offline store experience
Influencer marketing
Online social promotions
Word of mouth
Popup stores
Ecommerce stores
Online searches
Brand websites
Offline store shopping
Travel purchases
Ecommerce stores
Social networking
Popup stores
Memberships activities involvement
Subscriptions and memberships
Follow up public accounts
Review writing
Word of mouth
Online reviews
Digitization of consumer shopping journey – with increase usage of internet, social media and ecommerce touchpoints
Customer buying journey
during epidemic
Customer buying journey
during and after epidemic
Major touchpoints and
venues before epidemic
Weaker touchpoints and venues
Stronger touchpoints and venues
Retention
Transaction
Reach
Understanding &
Transformation

Shift in Retail Customer as COVID – 19 Impact
17
This slide provides information regarding shift in retail customer as an impact COVID – 19 pandemic. The shift is associated to new approach in physical store as well as online platform.
Before At Present New Approach in Retail
Experiential store
› Consumer take sufficient time
while shopping
› Consumer cater several touchpoints
Mandatory Halt
› Procure essential products which cannot
be brought online
› Consumer spending is less in order to
prevent direct contact with others
New role will be adapted by retail stores
› Route optimization and in store
traffic management
› Visual merchandising
› Product display transformation
Reduction in time and effort
› Fast and immediate way for shopping
› Consumers look for best prices
› Consumer spend small time for
getting information
Identify unique channel for diversion
› Online platform will become independent
from offline platform (skipping entire
commercial funnel
› Online platform will become brand
touchpoint and consumer will spend their
time mostly at this platform duet to COVID
-19 outbreak
Optimizing online customer experience to
increase product purchase from home -
bound customers
› Purchase journey optimization
› Customized engagement and gamification
› Customer engagement through AR/VR
Physical
Store
Online
Platform

18
Risk
of Retail
Exposure of Risks
Customer Experience
to Customers
Policy Management
COVID – 19
ERM Implementation
Managers using ERM
Incident Management

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

Determine Impact of Social Distancing on Store Customer Experience
20
This slide provides information regarding the impact of social distancing on customer in store experience as firm needs to optimize product display, in store route, visual merchandising and control store traffic to reduce exposure.
Determine how to optimize product display
in order to aid customers for faster access to
frequently purchase goods
Determine how to optimize in- store route
in order to aid customers so that they
spend little time in store and less exposure
to other customers
Determine how to optimize visual
merchandising in order to aid customer’s
direct focus to frequently purchased goods
Determine how to optimize store
traffic in order to aid less exposure to
other customers
Firms needs to cater 4 critical in store segments such as – product
display, visual merchandising, store traffic and in- store routes

21
Risk
of Retail
Exposure of Risks
Customer Experience
to Customers
Policy Management
COVID – 19
ERM Implementation
Managers using ERM
Incident Management

Risks Associated to Employee Productivity
22
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.
There will be reduction in employee productivity as they might be unable to work due to sickness, stress, etc.
Risk related to job security
› Employees are afraid to utilize
their sick time as they could get
fired as retailers are asking
employees to stay at home, if
they are sick
› Uncertainty about future of
workplace and employment
Risks associated to work
› Risk of workers being
exposed to virus at work
› Bigger stores are considered
as potential carriers
(hotspots) of disease (due to
aggressive shopping)
› Lack of essential tools and
equipment needed to
perform operational tasks
› Difficulty in learning new
tools and dealing with
technical difficulties
› Adapting to various
work schedules
Risk of getting stressed
› Take care of personal and family
needs during working
› Managing different workload

23
Risk
of Retail
Exposure of Risks
Customer Experience
to Customers
Policy Management
COVID – 19
ERM Implementation
Managers using ERM
Incident Management

Supply Chain Disruption Risk due to COVID 19
24
This slide provides information regarding the risk of supply chain disruption which arise due to COVID 19 outbreak and its impact on production, halted global chain of products, business loss, etc.
› Manufacturing firms in certain countries rely on China
for intermediate inputs will be affected as they will not
be able to switch source easily
› Few firms rely for sales in China to achieve financial
goals will face issues in profitability
› Small and medium – sized firms will face greater
difficulty in surviving the disruption
› Business related to travel and tourism that are facing
losses are not recoverable
› 9% of container shipping fleets are inactive
› Mattel and Hasbro will face supply chain disruptions
due to 80% of toy imports are from China
› Hasbro included coronavirus to its risk factors to
investors with possibility of work slowdowns, shortages
and delays in productions and products shipments,
increase in costs and delays in revenues
› Global supply chain of apparels is potentially
vulnerable and affect firms that depend on China for
indirect or direct sourcing
2. Market and supply chain disruption
› Substantial impact on Chinese production due
to shutdown of industrial plants in various
Chinese provinces
› Slowdown in China leads has affected
Chinese exporters
› Largest sources of imports are Korea, Japan
and other Asian countries resulting in slow
growth in Q2 2020
1. Direct impact on production
› Consumers are stockpiling groceries
and disease fighting essential goods
› Retailers such as Walmart and Target
are facing supply chain disruption and
decrease in casual shopping
› Walmart source 15% of goods from
China and Target source 30% of goods
from China
3. Aggressive Shopping

Supply Chain Disruption due to Trade War
25
This slide provides information regarding the supply chain disruption risk due to emerging trade war among major economies due to imposed tariffs, production sites switching, etc.
Worsening US – China
trade relationship
increasing trade tensions
among major economies
US has imposed tariffs on
Chinese goods (10% levy
on Chinese goods)
COVID – 19 distressed the
Phase One agreement & create
tensions among world’s two
leading powers with deepening
strategic mistrust & subsequent
trade truce
Poor impact on global economy has
hampered China’s ability to meet its
commitment to purchase additional
$200 billion worth of US goods over
next two years
Due to COVID 19 outbreak,
China’s consumer demand
& US production capacity
has significantly reduced
Uncoordinated responses to
COVID 19 have severely
affected global value chains due
to government restrictions &
supply interruptions
US has levied 25% on
steel imports, 10% on
aluminum from Canada,
EU & Mexico in June
Various US based
organizations are facing supply
chain disruptions, for ex –
Harley is facing concern of high
manufacturing costs because
of EU tariffs
Firms are deciding to
switch production sites
from EU to other
countries such as
Thailand, Brazil & India
Various complex global
supply chain networks are
getting affected by heavy
tariffs & counter tariffs
China’s GDP will be
reduced by 6.8% in
Q1 2020

26
Risk
of Retail
Exposure of Risks
Customer Experience
to Customers
Policy Management
COVID – 19
ERM Implementation
Managers using ERM
Incident Management

Determine Recession Risk on Retail Operations
27
This slide provides information regarding the recession risk on global retailers, impact on US GDP, impact on consumer spending, etc.
4
3
2
1
-6
-8
-7
-9
4 4
6 6
-10%
-5%
0%
5%
10%
Canada France Germany Italy
1
2
3
4
-5
-7
-6
-3
4
5
6
7
-10%
-5%
0%
5%
10%
Japan UK US World
National Annual GDP
Risk of Recession on Major Economies
Impact on Global Retailers
› Ecommerce comprise of 16.1% total retail sales at global level
› 41% od ecommerce business have not prepared for economic crisis
› Most retail businesses are susceptible to failure during coronavirus
lead recession
› Retailers & brands are facing multiple short-term challenges in context
to health & safety, supply chain, labor force, cash flow, consumer
demand, & marketing
Impact on US GDP
› US GDP will fall at an annual rate of 30% in April – June
› Average rate of of unemployment will be 12.8%
› Annualized drop in output will be 24% in next quarter
Impact on Consumer Spending
› Significant reduction in consumer spending as consumers will become
more financially conservative
› Consumer credit will be minimum and large portion will go into debt
recovery, resulting reduced purchasing power
› After economy rebounds, consumers will experience economic scarring
after real recession

Assessing Risk of Unemployment on Retail Operations
28
This slide provides information regarding the unemployment risk that is emerging in retail sector, with fall in product sales, reduced consumption pattern, etc.
0%
5%
10%
15%
20%
25%
30%
2007 2009 2011 2013 2015 2017 2020 2021
Greece Italy United Kingdom Ireland Norway United States
Risk of Unemployment
Non- grocery and food retailers are
reporting fall in sales by 80% to 100%
1 in 6 workers are fired from job due
to coronavirus
3.28 Million people are applied for
unemployment benefits and claims in US
Economists predicted that impact on
consumption after lockdown will reduce by
25% to 30% for 6 to 9 months after
restriction are lifted

Risk of Investment Pull Out during COVID 19
29
This slide provides information regarding the risk of investment pull- back due to COVID -19.
Overseas investors
pulled out Rs.9,103 crore
from Indian market in April
as COVID – 19 crisis
initiated a return to haven
assets like
gold & denominated
securities
Foreign portfolio investors
withdrew
Rs.2,951 crore from
equities & Rs. 6,152
crore from
debt segment
FPIs have withdrew
more than Rs. 1.1 lakh
crore on net basis from
Indian markets – both
equity & debt
In India
Pandemic resulted in disruption in
economies & adversely impacted
investor sentient & infected markets
at global scale
Businesses are avoiding large
investments risk as they do not able
to foresee the ability to make
increased profits
Emerging markets such as India are
worst hit with foreign investors taking
their money out & taking shelters to
safer investment avenues
Increased volatility in both
markets with sharp fall in equity
markets & yields in fixed
segment rising significantly

Rise in Risk of Economic Instability due to COVID 19
30
This slide provides information regarding the risk of economic instability due to COVID 19 associated to essential item retailers and nonessential item retailers.
Businesses are
unable to recover
significant lapse in
cash flow
High uncertainty in
economic climate for
retailers as some are
retracting the
earnings governance
Economic impact of
pandemic will not
affect all brand and
retailer equally
US retail traffic will
decline by 30% and
the condition will
deteriorate with
shut down
Nonessential Items Retailers
› Forced to shut down
› Online sales of apparels and footwear retailers fell by 37%
› Traffic in US stores fell by 58.4%
› Bulk of inventory is trapped in stores and warehouses
› Firms will are economically unable to continue operations
Essential Items Retailers
› Few retailers that sell high demand pandemic essentials such as Amazon, Walmart and
Costco will relatively not impacted by economic effects of pandemic
› Aggressively hiring to meet demand
› Increasing employee wages and boosting supply chains
World Trade Growth Scenarios
Base:
2015 = 0
-60%
-50%
-40%
-30%
-20%
-10%
0%
10%
20%
30%
40%
2000 2005 2010 2015 20'21'22
Global Trade Volume
Trend 2011-2018
Optimistic
Scenario
Pessimistic
Scenario

31
Risk
of Retail
Exposure of Risks
Customer Experience
to Customers
Policy Management
COVID – 19
ERM Implementation
Managers using ERM
Incident Management

Address Economic Instability Risk on Retail Sector
32
This slide provides information regarding various risks associated to economic instability risk on retail sector such as inventory pileup, reduced profit margin, crash crunch, etc.
32
Inventory
Pileup
Reduced
Profit Margin
Crash
Crunch
Average inventory for retailer is going to increase –
› Current season (Spring/summer) inventory lying warehouses as well as stores
› Next season (autumn/festive) inventory ordered in advance, especially long lead times
High discounts given dur to excess inventory –
› Retailers require to initiate deeper discounts and additional promos in order to liquidate current
season inventory during end season sales resulting in margins dilution
› Non – moving inventory of old season required to be sold in stock lot or written off
Slower stock liquidation with stretch on receivables and payables –
› Slower inventory liquidation and increase cash pressure
› Additional stress on receivables and payables
Note- Smaller suppliers are highly affected due to cancellation of orders, payment correction and workers compensation due to COVID – 19 exposure

How Risk of Civil Unrest Prevailing due to Pandemic
33
This slide provides information regarding the risk of civil unrest prevailing due to COVID 19 pandemic with increase in protests during lockdown.
With more than 24 lakh cases of COVID
– 19 and over 1,64,000 deaths, various
countries are following different degrees of
restrictions and lockdown measures to
combat virus
Anti lockdown protests and civil unrest are
being witnessed in several countries due
to potential rise in poverty and inequality
Civil unrest have been taken places in
developing countries such as Kenya and
Lebanon as well as developed countries
like US and Italy
Hundreds of people are protesting against
coronavirus stay at home orders in
various parts of world as nearly 2 billion of
people across the globe depend upon
daily work for survival

34
Risk
of Retail
Exposure of Risks
Customer Experience
to Customers
Policy Management
COVID – 19
ERM Implementation
Managers using ERM
Incident Management

Severity Impact Assessment
35
The retail firm can examine severity impact assessment by identifying various concerns and their impact on business functioning and how much these concerns have drastically impacted the firm’s performance.
Impact Area
Impact Severity
1
(Least)
2 3 4 5
(Greatest)
Comments
Loss of Customers Add text here
Shortage of Supplies
Add text here
Reduced Sales
Add text here
Add Text Here
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Business Impact Assessment
36
This slide provides information regarding the business impact assessment that will cater critical issues that needed to be addressed in certain period and assessing their impact on business operations.
Critical Function Store worker get exposed to infected coronavirus person
BIA Owner Stella Thetcher
Assessment Date 3 May 2020 Review Date 4 May 2020
Critical Function Priority Very High
Impact on Business
Time Impact
First 24 Hours Halt operations
24-48 Hours Sanitize workplace
Up to 1 Week Add text here
Up to 2 Weeks Add text here
Requirements for Recovery
Time People Premises Technology Information Suppliers & Partners
First 24 Hours
Quarantine affected
person and his coworkers
Sanitize area Add text here
Necessary communication
to stakeholders
Necessary communication
24-48 Hours Add text here Add text here Add text here Add text here Add text here
Up to 1 Week Add text here Add text here Add text here Add text here Add text here
Up to 2 Weeks Add text here Add text here Add text here Add text here Add text here

37
Risk
of Retail
Exposure of Risks
Customer Experience
to Customers
Policy Management
COVID – 19
ERM Implementation
Managers using ERM
Incident Management

Readiness Assessment Checklist for Risk Mitigation
38
This slide provides information regarding the enterprise readiness assessment checklist for risk mitigation.
Response
Is firm prepared for the possibility of coronavirus outbreak at workplace
Yes
No
Is firm able to continue business operations if many retail workers are sick or unable to work
Yes
No
Does firm has right resources in place to execute critical business and operational processes
Yes
No
Does firm has developed critical planning and communications protocols
Yes
No
Is firm planned to mitigate risks associated to coronavirus outbreak
Yes
No
Is firm capable enough in resuming its normal business operations after major disruption to business
Yes
No

Evaluating Financial Practices in Firm
39
The firm can track the financial performance by looking the financial practices it follows in order to avoid any early signs of financial distress.
Parameters Met
Needs
work
Not
applicable
Our firm follows accounting practices which conform to generally accepted standards
The firm has appropriate system to provide information needed by Board and employees to make sound financial decisions
and to fulfill government requirements
The firm prepares financial statements on a budget vs actual for better understanding of finances
The firm prepares annual comprehensive operating budget which includes all operational costs and all source of funding
The firm reconciles all cash accounts monthly
The organization prepare cash flow projections to ensure enough cash in one hand to pay short term expenses
Add text here
Add text here
Add text here
Add text here

40
Risk
of Retail
Exposure of Risks
Customer Experience
to Customers
Policy Management
COVID – 19
ERM Implementation
Managers using ERM
Incident Management
› Assessing Risk of Unemployment on Retail
Operations

Handling Issue of Evolving Customer Patterns
41
This slide provides information regarding how firm will handle its issues to cater ever evolving consumer patterns.
Handling ever changing customer trends and buying behaviors
Mitigation
Weekly total store insights
Weekly ecommerce insights
COVID-19 shopper behavior survey
Omnichannel shopper fundamentals
COVID-19 home scan pantry inventory survey for manufacturers
Challenge
There is change in customer consumption pattern as an immediate impact of current COVID 19 pandemic outbreak

Developing Integrated Mobile App
42
This slide provides information regarding the development of integrated mobile application with user friendly touchpoint to enable offline channel in order to leverage online features to improve customer experience.
The purpose of app is to provide user – friendly touchpoint which allows user in enabling offline channel to leverage online features in order to enhance
customer experience allowing to convert any COVID – 19 threat into an opportunity by optimizing CRM strategies
User Friendly slot booking from
multiple sources: webApp and SMS
EASY
BOOKING
Enhancing Customer Engagement And Loyalty
› Build stronger customer relationships and
enhance brand value through gamification
› Non – monetary awards earned through app
Determining customer experience
› Active engagement of customers through
feedback and participated surveys
› Information collected through surveys and
feedbacks will be used to enforce
customer experience
Social alerting and tracking
› Well updated about customer’s perspective
towards firm
› Optimize social media strategy in order to
determine which campaign is fruitful
Customized Promotions
› Rewards such coupons on completing events
such as feedbacks and surveys answered

Mobile Application Aiding Customer Shopping Journey
43
This slide provides information regarding the mobile application which improve customer shopping journey.
Customer A
Customer B
Online
Registration
Store
Select the
store to visit
Shop assistants to aid
customer for online
registration & slot booking
Store Email or SMS
alert with booked
time information
Check Point
5 minutes
before entry
Select Point
of Selling
Received
booked time via
email & SMS
Check Point
5 minutes
before entry
Select date &
time basing
on availability
Store
Access
Mobile
Application
Digital Journey Physical Journey
Console for Store Administrators
› Priority measurement
› Real-time communication tracking

Employee Assistance Program
44
The employee assistance program will help enterprise in enhancing their well being at workplace and enable them to handle critical situations during pandemic. This program will render services like clinical
services, work and life services and employer services, etc.
Clinical Services Work & Life Services Employer Services
Online Resources Offline Resources
› Face-to-face consultations
› Personal/family, work related, substance abuse
and emotional health issues
› Child/elder care consultation and referral
› Legal consultations
› Financial consultations
› Concierge services
› Management consultations
› Formal referrals
› Critical incident stress debriefings(CISD)
› Training and organizational development
› Wellness Expert, Consultant
› Add text here
› Articles, content and interactive tools for
wellness, emotional health, work, life, financial
and legal issues

Risk Assessment Matrix in Pandemic Situation
45
The risk assessment matrix is an effective tool that helps in evaluating risk by considering the probability of risk to happen against the severity linked with potential risk available.
Risk 1
Risk 3 Risk 2
Risk 4
Very
Likely
Likely
Unlikely
Very
Unlikely
Extremely
Unlikely
Minor Limited Serious Very Serious Catastrophic
Severity
Likelihood

Retailer Contingency Plan for COVID 19
46
The risk management worksheet will help in keeping the track of various issues(concerns) that are existing in the firm by looking at the initial level of risk associated with them and the residual risk that is the
amount of risk which remains after the inherited risk which the firm has tried to reduce through risk control measures.
Risk Priority
(1-5)
Identified
Risk
Initial
Risk
Risk
Likelihood
Risk
Severity
Implement
Controls
Residual
Risk
Responsible
Person
1
Coronavirus
transmission through
exposure to
infected person
High Likely Very Serious
› Personal
Protective
Equipment
› Workplace
sanitisation
Low Store Manager
2 Supplies shortage High Unlikely Very Serious
Supply and
distribution planning
on weekly basis
Add text here
Procurement
Manager
3 Add text here Add text here Add text here Add text here Add text here Add text here Add text here

Risk Management Action Plan
47
The risk management action plan will help in keeping the track of potential risks that are existing and what are their level, what are the resources required to handle them. The person responsible in handling the
risk will keep track of the risk resolve duration and will check whether the risk is treated or not.
Potential Risk
Coronavirus transmission
through exposure to
infected person
Add text here Add text here Add text here Add text here
Risk Level High Add text here Add text here Add text here Add text here
Reason for Risk Rating
Confidential information
security at risk
Action
Quarantine person
Sanitize area
Required Resources
Personal
protective equipment
Responsible Person Store manager Add text here Add text here Add text here Add text here
Duration Within 24 hrs Add text here Add text here Add text here Add text here
Communication
Coordination with
health association
Risk Treated Yes Add text here Add text here Add text here Add text here
Review Date 4 May 2020 Add text here Add text here Add text here Add text here
Risk level - Low – L; Moderate – M; High – H; Extreme – E

48
Risk
of Retail
Exposure of Risks
Customer Experience
to Customers
Policy Management
COVID – 19
ERM Implementation
Managers using ERM
Incident Management

Optimizing Retail Store to Handle Social Distancing
49
This slide provides information regarding the optimization of retail store in order to cater social distancing through space sanitization, organizing shipping area, click and collect pick up area, etc.
Organizing shipping area
› Optimize goods storage space
› Build space for preset boxes
Click and collect pick up area for drive
through mode
Facilitate customers in picking up goods under
safe conditions
Established pick up area for customer click
and collect
Facilitate customers in picking up goods under safer
conditions – near or in store
Collaborating with logistics partner for store to
home delivery
› Delivery of light products through local partners, part
time employees
› Heavier products delivery on truck from warehouse
to partners
Space Sanitization
Creating section for essential items such as hand
sanitizers and disposable gloves to address new
hygiene norms and standards at entrance and exit
Exit + Entrance
Click & Collect
Produced
Aisle
Logistic Partner
Entrance
Only
Internal Warehouse
Dairy
Meat & Fish
Checkout
Prepared
Food
Central Warehouse to Home

Business Continuity Plan to Ensure Supplies to Customers
50
This slide provides information regarding the business continuity plan in order to ensure product supplies to customers.
Click and collect
Create preset boxes for
customers orders fulfillment by
effective inventory management
Determine easy accessible in
store location for customers for
supplies pick up
Determine easy accessible near
store location opening for
customers for supplies pick up
Possible approaches to grasp
Home delivery
Address logistics partner
and employees to reach
nearer customers
Prepare optimum product mix in
order to address local demands
at store and bigger product mix
for warehouse
Address detailed customer
demand through
continuous replenishment
Customer Mobility
Retailer Mobility

How to Handle Supply Chain Disruption
51
This slide provides information regarding how supply chain disruption are handled by streamlining overseas operations, optimizing sources, better decision making.
› Firms can manage end to end supply
chain by implementing centralized cloud-
based solutions for all systems
integrations aiding procurement teams to
handle critical supply chain activities and
financial inventory
› Optimize supplier auditing, compliance
verification, supplier selection and
onboarding processes
› Automate invoice auditing in order to
gain visibility about additional tariffs
› Cloud based supply chain
management platform will allow firm
in contractor management, risk
management, and compliance
› It will aid distributors while entering
new markets or new supply partners
to handle new tariffs in order to get
insights about new contractor and
supplier requirements
Optimizing
Sourcing
Streamlining
Overseas Operations
Better
Decision Making

Managing Supply Chain Disruptions Risk of Stock
52
This slide provides information regarding the management of supply chain disruption risk of product getting out of stock by preparing weekly out of stock report.
With change in regulations, stay at home orders are enacted, shopping trends are changing alongside them
Managing daily inventory at granular level with ensuring proper distribution and fast filling of out of stocks
Challenge
Report enables retailers in
planning supply & distribution
need on weekly basis
Identify KVIs with highest out of
stock and loss in sales
Allowing retailers remain agile
and response in real time
Faster replenishment of
key items at right channel
to right retailer
Effective collaborations among
distributors and retailors by providing
timely action on KVIs to reduce out of
stock and sales maximization
Deliver insights at store level to
account and supply chain
managers for order fulfillment
Weekly out of
Stock Report
Mitigation

Embracing Online Store Appearance
53
This slide provides information regarding the embracing of online store appearance for better customer experience on online platform.
%
Virtual & Augmented Reality
Objective – 3 – D product physical
characteristics are displayed through
augmented reality
User Insight
Objective – Track user online interest,
preferences and personalities
Get Voice of Customers
Objective – Addressing user feedbacks
and reviews about user friendliness of
web app
Image Effectiveness Analytics
Objective – Determine image
effectiveness by tracking impact on
browsing customers

Ensuring Employee Safety to Avoid Critical Incident
54
This slide provides information regarding ensuring of employee safety at workplace to avoid critical incident.
Tracking employee location
Tracking whether employee is
working from home or performing
critical tasks at work location to
handle risk of exposure
Effective Communication
Real time location-based
notification and employees get
update about critical health and
safety information
Health status tracking
Health status of employee is
registered in order to track
coronavirus affected employee
and impacted coworker
Employee Safety Monitoring
Helps organizations in ensuring the
safety of employees during
business operations
Effective tool for tracking employee
location, health status and
emergency contact information
Employee Safety Monitoring Aid employers in tracking their associates during crisis
COVID -19 Learning Portal to aid employers/workers get updates about COVID -19 related resources
Implementing Human Capital Management approach in order to manage existing talent gap for effective management of people
Online Employee Wallets helps users to access earned wages on demand and to keep them financially sound

Ensuring Safety of Retail Workers
55
This slide provides information regarding the ensuring safety of retail workers at workplace through engineering control, administrative control, use of personal protective equipment, etc.
Engineering
Control
Administrative
Control
Retail workers can be
separated from general public
by installing –
› Customer service windows
› Cash register lanes
› Usage of physical barriers]
› Usage of rope and
stanchion in order to keep
customers from queueing
near work areas
› Instruction signage for
individuals waiting in line
› Workers to avoid touching
faces, including eyes, noses
and mouths till they have
thoroughly sanitize their
hands after work completion
and removing PPE
› Encouraging workers to
frequently wash their hands
with soap and water for at
least 20 seconds or alcohol
– based hand sanitizer with
at least 60% alcohol
› Retail worker in high
customer volume
environment require PPE
for eye and face protection
with gloves for cleaning and
disinfecting frequently
touched surfaces
› Reduce worker interaction
with customers by installing
self – checkout kiosks
› Establish standards and
supplies to disinfect
frequently touched surfaces
at workspaces and mostly
public facing areas such as
point of sale
› Reduce crowding by
expanding store hours for
essential goods
› Develop staff schedule by
considering additional short
breaks to increase
frequency at which staff
sanitize themselves
Ensure Safe
Work Practices
Personal
Protective Equipment

56
Risk
of Retail
Exposure of Risks
Customer Experience
to Customers
Policy Management
COVID – 19
ERM Implementation
Managers using ERM
Incident Management

Risk Mitigation Policies for Retail Workers for Smooth Operations during
COVID – 19
57
This slide provides information regarding the risk mitigation policies that are implemented by retail enterprises to ensure smooth operations during COVID 19.
› Employees training on disinfecting
and cleaning procedures,
protective measures
› Usage of cleaning products
and supplies
› Follow protective measures
› Disinfect high touch surfaces
› Usage of EPA registered sanitizers
› Use sanitizers according to
label instruction
› Provide sanitizer and wipes to
customers to sanitize grocery cart
or basket handles
Clean and
Disinfect
› Advice employees to stay
home if they are sick
› Employers to pre- screen
employees exposed to
COVID - 19 for
temperature check
› Avoid touching eyes,
nose and mouth with
unwashed hands
› Wash hands at least
for 20 seconds
› Avoid touching
ready to eat food
with bare hands
› Usage of single
use gloves
Be Healthy, Be Clean

Risk Mitigation Policies for Retail Workers for Smooth Operations during
COVID – 19(contd…)
58
During goods delivery –
› Check coolers and transport
containers are sanitized
› Maintain time and temperature
control
› Assign designated pick up
zones for customers
› Follow social distancing
› Asking customers to use no
touch deliveries
› Inform customers about deliver
through call or text message
Social Distance
› Remove displays that lead to customer gatherings
› Place floor markings and signs to ensure social distancing
› Reduce customer time in store by urging them to use shopping lists
› Assign designated pick up areas inside and outside retail store
2 meters
Educate employees on social distancing through
› Signs
› Audio messages
Pick-up
and Delivery

59
Risk
of Retail
Exposure of Risks
Customer Experience
to Customers
Policy Management
COVID – 19
ERM Implementation
Managers using ERM
Incident Management

Various Incidents Reporting
60
This slide will help in providing an overview of the various incidents reported and on what date they are resolved.
Report Comments
Major incidents logged and resolved
› Incident 1 resolved by 15 Sep 2019
› Incident 2 resolved by 16 Oct 2019
Incidents that are still to be resolved
› Incident 3
› Incident 4
Incidents that are attributable to different
business/ organization area
› Department 1 – Supply shortage of product X
› Department 2 – Exposure of worker to infected person
› Department 3 – Add text here
› Department 4 – Add text here
Add text here › Add text here

Workplace Crisis Incident Summary Report
61
This slide can be utilized to report any workplace incidents. After filling this form it will be forwarded to Business unit safety director and HR representative.
Type of Incident Coronavirus Exposure Threat
Employees Involved 2
Exact Location of Incident
(Indicate Project address, location on site, etc.)
Store
Time of Incident 24 April 2020, 1:00 PM
Outside Emergency Assistance (check one) ✔ Ambulance ✔ Police  Fire  Other
Detailed Description of Event:
(Include weapons used and employee response)
In store worker get exposed to infected coronavirus consumer
Action Duration Within 24 hrs
Corrective Management
Action Plan
Add text here

Crisis Communication Plan with Key People Involved
62
The crisis communication plan plays a vital part in in emergency preparedness and response. It helps the firm not only in saving its reputation but also help in saving lives. This slide helps in keeping the track of
audience to address whether they are internal or external and the questions they asked.
Audience
Internal
Board Members
Employees
Senior Advisors
Add text here
Add text here
External
Customers
Industry and Trade Associations
Partners – Police, Fire, Emergency Management
Services, etc.
Media: Local, Regional and National
Add text here
Add text here
Add text here
Audience list
Audience Questions
Board Members How many people get infected?
Media: Local, Regional and National What correct measures are taken?
Add text here Add text here
Audience and Questions Worksheet

63
Risk
of Retail
Exposure of Risks
Customer Experience
to Customers
Policy Management
COVID – 19
ERM Implementation
Managers using ERM
Incident Management

Risk Response Plan for Retail Enterprise during COVID – 19 (1/3)
64
This slide provides information regarding the risk response plan that is implemented by retail enterprises to ensure smooth operations during COVID 19 in terms of employee protection, developing cross
functional response team.
Action Step Description
Employee Protection
Follow conservative guidelines issued by local and global health authorities
Frequent communication with employees – employee support as per health guidance
Benchmarking efforts (for ex – avoid employees nonessential travel)
Developing cross
functional response team
Dedicated cross functional team governed by CEO
Develop workstreams such as –
› Employees
› Financial – stress testing and contingency plan
› Supply chain
› Marketing and Sales
› Other essential constituencies
Establish planned 48 hrs. and 1-week goals for each workstream
Select minimum viable products -
› 6 – week milestones calendar
› 1 – page action plan for each workstream
› Progress and Triggers dashboard
› Threat map

Coronavirus Impact Assessment And Mitigation Strategies On Retail Sector Complete Deck

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