The document discusses the impact of the COVID-19 pandemic on the financial sector. It notes that COVID-19 has profoundly impacted the world, countries, and financial organizations. The pandemic led to stock market declines, increased market uncertainty, and heightened risk aversion among financial institutions. Financial institutions faced challenges such as liquidity issues and higher credit risks from struggling businesses and increased loan defaults. The document also outlines various techniques used by organizations to gather information, adapt strategies, ensure business continuity, and communicate during the crisis.
Navigating the COVID-19 crisis | Ensuring business sustainabilityaakash malhotra
In these uncertain times, companies seek clarity on what could constitute a robust strategy to deal with short- to midterm implications (6–24 months) stemming from COVID-19.
This document provides guidelines for establishing an effective compliance program for Medicare Advantage and New York Medicaid health plans. It discusses 8 key elements that should be included: written policies and procedures, designation of a compliance officer, training and education, communication lines, disciplinary policies, identification of risk areas, responding to issues, and a policy of non-retaliation. The guidelines describe how to implement each element, including developing a code of conduct, compliance policies, and procedures to address legal and ethical standards, prevent fraud and abuse, and promote a culture of compliance. Establishing a robust compliance program can help health plans comply with regulations and mitigate legal and reputational risks.
Pandemic planning and implementation for business resiliencyLauraToplis
The time and resources invested in the planning activities that apply crisis and business continuity management best practice are a strong competitive advantage in the event of an outbreak.
This document provides an overview of strategic management and business environment. It discusses key concepts including the meaning of business environment, features of business environment, importance of understanding business environment, dimensions of business environment including economic, social, technological, political, legal and competitive environments. It also discusses the meaning of strategic management, levels of strategy including corporate, business and functional strategies. Finally, it outlines the importance of vision, mission and values in strategic management.
EMERGENCE OF NEW DIGITALIZATION TECHNIQUES IN ORGANISATIONS IN.pptxArunimaHazra2
The document discusses the emergence of new digitalization techniques adopted by organizations during the COVID-19 pandemic. It describes how the pandemic disrupted organizations, issues they faced, and the three-step response pattern of emergency response, crisis management, and focusing on the future. It also discusses digital trends that are likely to remain, including increased telework and adoption of digital solutions. The pandemic accelerated digital transformation, changing mindsets from "good-to-have" to "must-have." While some organizations adapted smoothly, the economic situation forced others to change. Overall, the pandemic highlighted the benefits of digital transformation.
This document discusses eliciting risk information through communication and consultation with stakeholders. It notes that risk identification requires input from multiple stakeholders as no single person holds all relevant information. Effective communication methods depend on the complexity and significance of the issue. Risk identification involves establishing the internal and external context, risk management context, and defining risk criteria. Tools like SWOT analysis and stakeholder analysis can help identify strengths, weaknesses, opportunities, threats, and key stakeholders. Relevant parties should be invited to assist in risk identification through research, tools, and consultation.
Managing Through the COVID-19 Crisis: A Guide for All Business LeadersDavid Gross
Strategic Value Partners (www.consultsvp.com) is a global management consulting firm. Strategy consulting, turnarounds, mergers, acquisitions, divestitures, and spin-offs are at the core of our service offerings.
We created this guide to assist all business leaders and welcome your questions, comments, and feedback. We will continue to update this guide periodically.
To access our full library of COVID-19 resources for business leaders, visit us at https://www.consultsvp.com/managing-through-the-covid19-crisis.
Analyzing the Marketing Environment pdf.pdfOshadiVindika
The document discusses the marketing environment, which consists of micro and macro environmental factors that affect marketing decisions. The microenvironment includes internal company factors as well as external factors close to the company like suppliers, marketing intermediaries, customer markets, competitors, and publics. The macroenvironment comprises larger societal forces beyond a company's control such as demographic, economic, natural, technological, political, and cultural forces. Understanding how these environmental factors influence opportunities and threats is important for effective marketing strategy.
Navigating the COVID-19 crisis | Ensuring business sustainabilityaakash malhotra
In these uncertain times, companies seek clarity on what could constitute a robust strategy to deal with short- to midterm implications (6–24 months) stemming from COVID-19.
This document provides guidelines for establishing an effective compliance program for Medicare Advantage and New York Medicaid health plans. It discusses 8 key elements that should be included: written policies and procedures, designation of a compliance officer, training and education, communication lines, disciplinary policies, identification of risk areas, responding to issues, and a policy of non-retaliation. The guidelines describe how to implement each element, including developing a code of conduct, compliance policies, and procedures to address legal and ethical standards, prevent fraud and abuse, and promote a culture of compliance. Establishing a robust compliance program can help health plans comply with regulations and mitigate legal and reputational risks.
Pandemic planning and implementation for business resiliencyLauraToplis
The time and resources invested in the planning activities that apply crisis and business continuity management best practice are a strong competitive advantage in the event of an outbreak.
This document provides an overview of strategic management and business environment. It discusses key concepts including the meaning of business environment, features of business environment, importance of understanding business environment, dimensions of business environment including economic, social, technological, political, legal and competitive environments. It also discusses the meaning of strategic management, levels of strategy including corporate, business and functional strategies. Finally, it outlines the importance of vision, mission and values in strategic management.
EMERGENCE OF NEW DIGITALIZATION TECHNIQUES IN ORGANISATIONS IN.pptxArunimaHazra2
The document discusses the emergence of new digitalization techniques adopted by organizations during the COVID-19 pandemic. It describes how the pandemic disrupted organizations, issues they faced, and the three-step response pattern of emergency response, crisis management, and focusing on the future. It also discusses digital trends that are likely to remain, including increased telework and adoption of digital solutions. The pandemic accelerated digital transformation, changing mindsets from "good-to-have" to "must-have." While some organizations adapted smoothly, the economic situation forced others to change. Overall, the pandemic highlighted the benefits of digital transformation.
This document discusses eliciting risk information through communication and consultation with stakeholders. It notes that risk identification requires input from multiple stakeholders as no single person holds all relevant information. Effective communication methods depend on the complexity and significance of the issue. Risk identification involves establishing the internal and external context, risk management context, and defining risk criteria. Tools like SWOT analysis and stakeholder analysis can help identify strengths, weaknesses, opportunities, threats, and key stakeholders. Relevant parties should be invited to assist in risk identification through research, tools, and consultation.
Managing Through the COVID-19 Crisis: A Guide for All Business LeadersDavid Gross
Strategic Value Partners (www.consultsvp.com) is a global management consulting firm. Strategy consulting, turnarounds, mergers, acquisitions, divestitures, and spin-offs are at the core of our service offerings.
We created this guide to assist all business leaders and welcome your questions, comments, and feedback. We will continue to update this guide periodically.
To access our full library of COVID-19 resources for business leaders, visit us at https://www.consultsvp.com/managing-through-the-covid19-crisis.
Analyzing the Marketing Environment pdf.pdfOshadiVindika
The document discusses the marketing environment, which consists of micro and macro environmental factors that affect marketing decisions. The microenvironment includes internal company factors as well as external factors close to the company like suppliers, marketing intermediaries, customer markets, competitors, and publics. The macroenvironment comprises larger societal forces beyond a company's control such as demographic, economic, natural, technological, political, and cultural forces. Understanding how these environmental factors influence opportunities and threats is important for effective marketing strategy.
The Federal Financial Institutions Examination Council (FFIEC) is issuing final supervisory guidance called "Social Media: Consumer Compliance Risk Management Guidance" (Guidance) to address how existing federal consumer protection laws and regulations apply to financial institutions' use of social media. The Guidance provides considerations for financial institutions to identify, measure, monitor, and control risks related to social media as part of their risk management programs. The Agencies that comprise the FFIEC will use the Guidance for institutions they supervise.
1. The document discusses global risk management issues and summarizes the results of the 2013 AON Global Risk Survey of over 1,400 participants from 70 countries.
2. The top 10 global risks identified by the survey are: economic slowdown, regulatory/legislative changes, increased competition, damage to reputation/brand, failure to attract or retain top talent, failure to innovate and meet customer needs, business interruption, commodity price risk, cash flow/liquidity risk, and political risk/uncertainties.
3. For each of the top 10 risks, the document provides a brief explanation of the risk and its potential impacts, as well as strategies for organizations to effectively manage the risk.
This document discusses environmental scanning and analysis for businesses. It defines the business environment and its internal and external components. The external environment includes micro factors like shareholders, suppliers, distributors, customers and competitors as well as macro factors such as political, economic, social and technological conditions. Environmental scanning involves monitoring these external and internal factors to identify opportunities and threats. It is important for setting strategy and gaining a competitive advantage. The document outlines various techniques for environmental scanning like surveys, historical analysis and input-output analysis. It also discusses analyzing different parts of the external environment like the natural, societal, task and international environments.
A Sustainable Healthcare Emergency Management Framework: COVID-19 and BeyondHealth Catalyst
With an ever-changing understanding of COVID-19 and a continually fluctuating disease impact, health systems can’t rely on a single, rigid plan to guide their response and recovery efforts. An effective solution is likely a flexible framework that steers hospitals and other providers through four critical phases of a communitywide healthcare emergency:
Prepare for an outbreak.
Prevent transmission.
Recover from an outbreak.
Plan for the future.
The framework must include data-supported surveillance and containment strategies to enhance detection, reduce transmission, and manage capacity and supplies, providing a roadmap to respond to immediate demands and also support a sustainable long-term pandemic response.
The document reports on the results of the 2014 Global Survey on Consumer Protection and Financial Literacy conducted by the World Bank across 114 economies. It finds that while most economies have established a broad legal framework for financial consumer protection, reforms are needed to clarify roles and streamline implementation. More economies are allocating resources to financial consumer protection supervision, but institutional arrangements remain complex and supervisory authority and tools are limited. The survey also assessed practices around fair treatment of consumers, disclosure requirements, responsible lending, dispute resolution and financial education. It concludes that further evaluation of effective approaches is important to strengthen financial consumer protection frameworks globally.
The document discusses the components of the external and internal business environment. The external environment includes general factors like technological situations and ecological factors. Specific external factors are stakeholders, customers, suppliers, pressure groups, investors/owners, and employees. The internal environment comprises a company's resources, R&D, production, procurement, products, and services. It also discusses analyzing the internal strengths, weaknesses, opportunities, and threats through tools like SWOT analysis. Environmental scanning allows companies to develop competitive mindsets and consider future business scenarios through techniques like business prediction and benchmarking. Understanding local and international business environments requires cultural intelligence and awareness of cultural dimensions. Managing globally requires consideration of cultural, politico-legal, and economic differences across countries.
FTI Consulting is a global business advisory firm that is uniquely positioned to provide holistic expert advice to businesses that are facing financial distress due to the impact of COVID-19 and companies seeking government support through the CARES Act.
Workforce strategies for post covid 19 recovery- kuwaitAlSayed AbdelSalam
The document discusses strategies and guidelines for workforce recovery in a post-Covid world. It emphasizes resilience, adaptability, and prediction. Companies should advance work where possible, retreat as needed, and adapt repeatedly. Key strategies include clear communication, pandemic planning, risk assessment, remote work capabilities, and updated procedures. Companies should address specific customer pain points, prepare for pent-up demand, and involve workforces in market challenges. The guidelines stress healthcare, resiliency, customization by sector, and caring for previously ill employees. Overall, leadership requires balancing prediction, adaptation and resilience through this unstable period.
Thanks to all my readers. It gives boost when I get calls from my readers and am always happy to revert back to my followers and readers. I am sorry if I am unable to reply to all the e-mails due to my busy schedule.
Contact me for any type of assignments help(nominal charges).
Thanks and Regards,
Er. Bhavi Bhatia
e-mail: bhavi.bhatia.411@gmail.com
Phone: +91-9779703714, +91-9814614666
Interstellar Missile and Defense Company needs to reposition itself by building a narrative of accountability and strengthening inclusivity within its ESG strategies. The company's Chief Sustainability Officer could highlight a vision of supporting innovators of tomorrow while honoring past defenders. Some key steps include conducting stakeholder needs assessments, getting the right ESG data, and crafting a strategy to articulate the company's purpose and build trust through transparent reporting and addressing any negative impacts. Case studies of other defense firms show implementing sustainable practices, R&D investments, and stakeholder engagement to mitigate reputation risks.
FERMA presentation at the IIA Belgium ConferenceFERMA
This document discusses coordination of assurance functions from the perspective of FERMA, an organization representing risk and insurance managers. It highlights the different risks faced by corporations and FERMA members according to various surveys. These include economic, regulatory, and environmental risks. The document also discusses resilience and how organizations can adapt to risks through early risk detection, diversification, relationships, crisis response, and experience. Finally, it examines standards for risk management like ISO 31000 and COSO, as well as relationships between risk, audit, and other assurance functions within organizations.
The document discusses the business environment, including its definition, concepts, significance, nature, elements, and economic factors. It defines business environment as the aggregate conditions surrounding and influencing a business. The forces that make up the business environment are suppliers, competitors, consumer groups, government, customers, economic conditions, and more. Understanding the business environment is important for identifying opportunities and threats, tapping resources, coping with changes, assisting in planning, and improving performance. The economic environment influences businesses through factors like demand, interest rates, inflation, recession, income, employment, taxes, and consumer confidence. Government economic policies and reforms also impact businesses. Public sector development has contributed to capital formation, infrastructure growth, export promotion, import substitution, income generation
The Indian banking sector has gone through some significant behavioural and structural changes during the COVID-19 pandemic. These changes, such as disruption of physical activities and decrease in financial flow, has brought new challenges for every vital function of the economic institutions.
https://www2.deloitte.com/in/en/misc/litetopicpage.2020-implementations.Impact-of-COVID-19-on-the-banking-sector-in-India.html
Presentation delivered at the Women in Finance Conference, South Africa.
The presentation deals with Integrated Sustainability Reporting, South Africa, 2010.
WTO & Trade Issues - International Marketing Environment.pptxDiksha Vashisht
International Marketing environment refers to the controllable and uncontrollable forces that influence upon the marketing decision making of a firm globally. International Marketing environment is comprised of those components which shape policies, programmes and strategies of an international marketer.
This document provides an overview and implementation guidance for the Task Force on Climate-related Financial Disclosures (TCFD). The TCFD was established to develop climate-related financial risk disclosure recommendations for companies, banks, and investors. The TCFD recommendations include four core elements: governance, strategy, risk management, and metrics/targets. They are designed to provide consistent and decision-useful climate-related financial risk information. The guidance also outlines scenario analysis approaches and supplemental sector-specific guidance. Overall, the TCFD aims to improve understanding of climate-related financial risks and opportunities to facilitate well-informed investments and insurance underwriting decisions.
Empowering Resilience Through Effective Crisis ManagementI-Pix Technologies
In a world filled with uncertainties, empowering resilience through effective Emergency Response & Crisis Management is crucial. Explore the vital role these strategies play in preparing for and mitigating crises. Learn about key approaches, teamwork, and preparedness that enable communities and organizations to navigate challenging situations with confidence. Discover the tools and knowledge that foster a culture of resilience, ensuring you're ready to respond effectively when it matters most. Strengthen your ability to face adversity and emerge stronger. Join us in the journey towards a more resilient future.
The document discusses the Indian business environment and various factors that affect businesses. It defines business and business environment. The macro environment consists of social, technological, economic, political, legal, ecological and other factors that indirectly impact businesses. It provides examples of how changes in these factors, such as new technology or legislation, can influence companies. Environmental scanning is important for businesses to identify opportunities and threats and adapt their strategies accordingly.
This paper briefly describes what competitive intelligence is, then proposes a competitive intelligence initiative along with suggestions for a structural framework, scope, and individual skills and tools necessary to be successful.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
The Federal Financial Institutions Examination Council (FFIEC) is issuing final supervisory guidance called "Social Media: Consumer Compliance Risk Management Guidance" (Guidance) to address how existing federal consumer protection laws and regulations apply to financial institutions' use of social media. The Guidance provides considerations for financial institutions to identify, measure, monitor, and control risks related to social media as part of their risk management programs. The Agencies that comprise the FFIEC will use the Guidance for institutions they supervise.
1. The document discusses global risk management issues and summarizes the results of the 2013 AON Global Risk Survey of over 1,400 participants from 70 countries.
2. The top 10 global risks identified by the survey are: economic slowdown, regulatory/legislative changes, increased competition, damage to reputation/brand, failure to attract or retain top talent, failure to innovate and meet customer needs, business interruption, commodity price risk, cash flow/liquidity risk, and political risk/uncertainties.
3. For each of the top 10 risks, the document provides a brief explanation of the risk and its potential impacts, as well as strategies for organizations to effectively manage the risk.
This document discusses environmental scanning and analysis for businesses. It defines the business environment and its internal and external components. The external environment includes micro factors like shareholders, suppliers, distributors, customers and competitors as well as macro factors such as political, economic, social and technological conditions. Environmental scanning involves monitoring these external and internal factors to identify opportunities and threats. It is important for setting strategy and gaining a competitive advantage. The document outlines various techniques for environmental scanning like surveys, historical analysis and input-output analysis. It also discusses analyzing different parts of the external environment like the natural, societal, task and international environments.
A Sustainable Healthcare Emergency Management Framework: COVID-19 and BeyondHealth Catalyst
With an ever-changing understanding of COVID-19 and a continually fluctuating disease impact, health systems can’t rely on a single, rigid plan to guide their response and recovery efforts. An effective solution is likely a flexible framework that steers hospitals and other providers through four critical phases of a communitywide healthcare emergency:
Prepare for an outbreak.
Prevent transmission.
Recover from an outbreak.
Plan for the future.
The framework must include data-supported surveillance and containment strategies to enhance detection, reduce transmission, and manage capacity and supplies, providing a roadmap to respond to immediate demands and also support a sustainable long-term pandemic response.
The document reports on the results of the 2014 Global Survey on Consumer Protection and Financial Literacy conducted by the World Bank across 114 economies. It finds that while most economies have established a broad legal framework for financial consumer protection, reforms are needed to clarify roles and streamline implementation. More economies are allocating resources to financial consumer protection supervision, but institutional arrangements remain complex and supervisory authority and tools are limited. The survey also assessed practices around fair treatment of consumers, disclosure requirements, responsible lending, dispute resolution and financial education. It concludes that further evaluation of effective approaches is important to strengthen financial consumer protection frameworks globally.
The document discusses the components of the external and internal business environment. The external environment includes general factors like technological situations and ecological factors. Specific external factors are stakeholders, customers, suppliers, pressure groups, investors/owners, and employees. The internal environment comprises a company's resources, R&D, production, procurement, products, and services. It also discusses analyzing the internal strengths, weaknesses, opportunities, and threats through tools like SWOT analysis. Environmental scanning allows companies to develop competitive mindsets and consider future business scenarios through techniques like business prediction and benchmarking. Understanding local and international business environments requires cultural intelligence and awareness of cultural dimensions. Managing globally requires consideration of cultural, politico-legal, and economic differences across countries.
FTI Consulting is a global business advisory firm that is uniquely positioned to provide holistic expert advice to businesses that are facing financial distress due to the impact of COVID-19 and companies seeking government support through the CARES Act.
Workforce strategies for post covid 19 recovery- kuwaitAlSayed AbdelSalam
The document discusses strategies and guidelines for workforce recovery in a post-Covid world. It emphasizes resilience, adaptability, and prediction. Companies should advance work where possible, retreat as needed, and adapt repeatedly. Key strategies include clear communication, pandemic planning, risk assessment, remote work capabilities, and updated procedures. Companies should address specific customer pain points, prepare for pent-up demand, and involve workforces in market challenges. The guidelines stress healthcare, resiliency, customization by sector, and caring for previously ill employees. Overall, leadership requires balancing prediction, adaptation and resilience through this unstable period.
Thanks to all my readers. It gives boost when I get calls from my readers and am always happy to revert back to my followers and readers. I am sorry if I am unable to reply to all the e-mails due to my busy schedule.
Contact me for any type of assignments help(nominal charges).
Thanks and Regards,
Er. Bhavi Bhatia
e-mail: bhavi.bhatia.411@gmail.com
Phone: +91-9779703714, +91-9814614666
Interstellar Missile and Defense Company needs to reposition itself by building a narrative of accountability and strengthening inclusivity within its ESG strategies. The company's Chief Sustainability Officer could highlight a vision of supporting innovators of tomorrow while honoring past defenders. Some key steps include conducting stakeholder needs assessments, getting the right ESG data, and crafting a strategy to articulate the company's purpose and build trust through transparent reporting and addressing any negative impacts. Case studies of other defense firms show implementing sustainable practices, R&D investments, and stakeholder engagement to mitigate reputation risks.
FERMA presentation at the IIA Belgium ConferenceFERMA
This document discusses coordination of assurance functions from the perspective of FERMA, an organization representing risk and insurance managers. It highlights the different risks faced by corporations and FERMA members according to various surveys. These include economic, regulatory, and environmental risks. The document also discusses resilience and how organizations can adapt to risks through early risk detection, diversification, relationships, crisis response, and experience. Finally, it examines standards for risk management like ISO 31000 and COSO, as well as relationships between risk, audit, and other assurance functions within organizations.
The document discusses the business environment, including its definition, concepts, significance, nature, elements, and economic factors. It defines business environment as the aggregate conditions surrounding and influencing a business. The forces that make up the business environment are suppliers, competitors, consumer groups, government, customers, economic conditions, and more. Understanding the business environment is important for identifying opportunities and threats, tapping resources, coping with changes, assisting in planning, and improving performance. The economic environment influences businesses through factors like demand, interest rates, inflation, recession, income, employment, taxes, and consumer confidence. Government economic policies and reforms also impact businesses. Public sector development has contributed to capital formation, infrastructure growth, export promotion, import substitution, income generation
The Indian banking sector has gone through some significant behavioural and structural changes during the COVID-19 pandemic. These changes, such as disruption of physical activities and decrease in financial flow, has brought new challenges for every vital function of the economic institutions.
https://www2.deloitte.com/in/en/misc/litetopicpage.2020-implementations.Impact-of-COVID-19-on-the-banking-sector-in-India.html
Presentation delivered at the Women in Finance Conference, South Africa.
The presentation deals with Integrated Sustainability Reporting, South Africa, 2010.
WTO & Trade Issues - International Marketing Environment.pptxDiksha Vashisht
International Marketing environment refers to the controllable and uncontrollable forces that influence upon the marketing decision making of a firm globally. International Marketing environment is comprised of those components which shape policies, programmes and strategies of an international marketer.
This document provides an overview and implementation guidance for the Task Force on Climate-related Financial Disclosures (TCFD). The TCFD was established to develop climate-related financial risk disclosure recommendations for companies, banks, and investors. The TCFD recommendations include four core elements: governance, strategy, risk management, and metrics/targets. They are designed to provide consistent and decision-useful climate-related financial risk information. The guidance also outlines scenario analysis approaches and supplemental sector-specific guidance. Overall, the TCFD aims to improve understanding of climate-related financial risks and opportunities to facilitate well-informed investments and insurance underwriting decisions.
Empowering Resilience Through Effective Crisis ManagementI-Pix Technologies
In a world filled with uncertainties, empowering resilience through effective Emergency Response & Crisis Management is crucial. Explore the vital role these strategies play in preparing for and mitigating crises. Learn about key approaches, teamwork, and preparedness that enable communities and organizations to navigate challenging situations with confidence. Discover the tools and knowledge that foster a culture of resilience, ensuring you're ready to respond effectively when it matters most. Strengthen your ability to face adversity and emerge stronger. Join us in the journey towards a more resilient future.
The document discusses the Indian business environment and various factors that affect businesses. It defines business and business environment. The macro environment consists of social, technological, economic, political, legal, ecological and other factors that indirectly impact businesses. It provides examples of how changes in these factors, such as new technology or legislation, can influence companies. Environmental scanning is important for businesses to identify opportunities and threats and adapt their strategies accordingly.
This paper briefly describes what competitive intelligence is, then proposes a competitive intelligence initiative along with suggestions for a structural framework, scope, and individual skills and tools necessary to be successful.
Similar to Economic Impact of Coronavirus by Slidesgo.pdf (20)
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
Thinking of getting a dog? Be aware that breeds like Pit Bulls, Rottweilers, and German Shepherds can be loyal and dangerous. Proper training and socialization are crucial to preventing aggressive behaviors. Ensure safety by understanding their needs and always supervising interactions. Stay safe, and enjoy your furry friends!
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Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Training: ISO/IEC 27001 Information Security Management System - EN | PECB
ISO/IEC 42001 Artificial Intelligence Management System - EN | PECB
General Data Protection Regulation (GDPR) - Training Courses - EN | PECB
Webinars: https://pecb.com/webinars
Article: https://pecb.com/article
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2. CONTENTS OF THIS TEMPLATE
1- How COVID-19 impacted our world, country, sector and our
organization.
2- How did the organisation gather the necessary information on
COVID-19 and what actions did the government and the
organization's higher management do?
3- what mapping techniques were used as benchmarks in the
same industry/sector and what techniques were used in your
organization?
4- what communication protocol was used in the organization to
address a raised situation?
5- as a manager of a particular domain (Feras: as Operation
manager, Srikanthan: as HR manager);
⯀ A-what were our roles in the organization?
⯀ B- what were our responsibilities in the organization?
⯀ C- what challenges have we identified in our domains?
⯀ D- as managers (feras & srikanthan); what are the
decisions taken and date gathering action taken to ensure
smooth operations? What were the necessary tools and
resources required? What was the action plan? What
were the You can delete this slide when you’re done
editing the presentation.
6- what was the difficulties a raised what executing the plan? 5-
conclusion of the situation. 6- Q&A. I need 20 minutes
presentation slides
3. Introduction
01.
The COVID-19 pandemic has swept across the globe,
leaving no corner untouched and disrupting societies,
economies, and financial systems on an unprecedented
scale. This section explores the global reach and
severity of the pandemic, highlighting its profound
impact on public health and underscoring the
interconnectedness of the global economy. We will also
delve into the vulnerability of the financial sector, which
has faced significant challenges in the face of this
crisis.
4. 1- How COVID-19 impacted our world, country, sector and
our organization.
1.1 Impact on the world:
The rapid spread of the COVID-19 virus across countries and continents has been unprecedented, causing significant
loss of lives and placing immense strain on healthcare systems. The implementation of lockdown measures has had a
profound impact on daily life, disrupting businesses, travel, and social interactions.
1.2 Impact on our country:
COVID-19 has had specific effects on our country's economy and society. The government has taken measures to
contain the spread of the virus, including implementing lockdowns, promoting hygiene practices, and scaling up
testing and contact tracing efforts. Various sectors of the economy, including the financial sector, have been
impacted, leading to disruptions in business operations and economic activity.
1.3 Impact on the financial sector:
The COVID-19 pandemic has had an immediate impact on financial markets globally. Stock exchanges, currencies,
and commodities experienced increased volatility and uncertainty. Financial institutions faced challenges such as
liquidity concerns and heightened credit risk, as businesses struggled and loan defaults became a concern.
5. NAME POINTS VAR.(%) VAR.(€) PREVIOUS
IBEX 35 6,260.00 -2.84% -183.30 6,443.30
DAX 8,611.99 -3.57% -318.36 8,928.95
DOW JONES 19,173.98 -4.55% -913.21 20,087.19
S&P 500 2,304.92 -4.34% -104.47 2,398.10
NIKKEI 225 16,887.78 +2.02% +334.95 16,552.83
IMPACT OF CORONAVIRUS ON THE STOCK MARKET
6. 1.4 Impact on our organization:
COVID-19 has had a specific impact on our organization's operations and business model.
Disruptions to supply chains, workforce availability, and customer demand have posed
challenges. To ensure business continuity, our organization has implemented measures
such as remote work arrangements, supply chain diversification, and enhanced customer
support channels.
1.5 Lessons learned and adaptation:
The crisis has provided valuable lessons in risk management and preparedness. Our
organization has adapted by implementing changes in business strategies and practices.
Emphasis has been placed on agility, resilience, and adaptability in navigating the crisis,
ensuring that we are better equipped to face future challenges.
7. 2- How did the organisation gatherthe necessary information on COVID-19 and
whatactions did thegovernment and the organization's highermanagementdo?
To gather necessary information on COVID-19, the organization likely relied on various sources such as:
• Government Agencies and Health Organizations: The organization would have closely followed updates and guidelines provided by
local, national, and international government agencies and health organizations such as the World Health Organization (WHO) and the
Centres for Disease Control and Prevention (CDC). These sources provide up-to-date information on the virus, its transmission,
prevention measures, and recommended protocols.
• Scientific Research and Medical Journals: The organization may have monitored scientific research papers and medical journals to stay
informed about the latest findings and developments related to COVID-19. These sources provide valuable insights into the virus's
behaviour, treatment options, and potential vaccines.
• Industry Associations and Networks: The organization may have relied on industry associations and networks to share information, best
practices, and industry-specific guidelines related to COVID-19. These networks enable organizations to learn from peers and
collaborate on addressing the challenges posed by the pandemic.
• Internal Communication Channels: The organization likely established internal communication channels to disseminate information and
updates on COVID-19 to its employees. This could include regular email updates, newsletters, intranet portals, or dedicated
communication platforms to ensure employees are well-informed about the evolving situation.
8. As for the actions taken by the government and the organization's higher management, they could
include:
• Implementation of Health and Safety Measures: The government and the organization's higher management
would have implemented health and safety measures based on the guidance provided by health authorities.
This could include promoting hand hygiene, mask-wearing, social distancing, and disinfection protocols within
the workplace.
• Business Continuity Planning: The organization's higher management would have developed and implemented
business continuity plans to ensure the organization could continue operating amid the pandemic. This could
involve transitioning to remote work arrangements, establishing flexible work schedules, and implementing
measures to protect essential on-site workers.
• Employee Support and Well-being: The government and the organization's higher management would have
focused on supporting employees' well-being during the crisis. This may include providing mental health
resources, offering flexibility in work arrangements, and ensuring clear communication channels for addressing
employee concerns.
• Financial Support and Stimulus Packages: Depending on government policies and initiatives, the organization
may have benefited from financial support or stimulus packages provided to businesses affected by the
pandemic. This could include grants, loans, tax relief, or other forms of financial assistance.
• It is important to note that specific actions taken by the government and the organization's higher management
may vary depending on the country, industry, and organizational context.
9. 3- whatmapping techniques were used as benchmarks in thesame
industry/sector and whattechniques were used in your organization?
In the same industry/sector, organizations may have used various mapping techniques as benchmarks to understand and
navigate the challenges posed by the COVID-19 pandemic. Some common mapping techniques include:
• Risk Mapping: Organizations may have conducted risk mapping exercises to assess and prioritize the potential risks and impacts of
the pandemic on their operations, supply chains, and financial health. This helps identify areas that require immediate attention and
develop mitigation strategies.
• Scenario Mapping: Scenario mapping involves creating hypothetical scenarios to explore different potential outcomes and their
implications. Organizations can assess the best and worst-case scenarios and develop contingency plans accordingly.
• Supply Chain Mapping: Supply chain mapping allows organizations to visualize and understand their supply chains, identify
dependencies, and assess potential vulnerabilities. It helps in identifying critical suppliers, alternative sourcing options, and potential
disruptions to the supply chain.
• Customer Mapping: Organizations may have conducted customer mapping exercises to gain insights into changing customer
behaviour, preferences, and needs during the pandemic. This helps in adapting marketing strategies, product/service offerings, and
customer engagement approaches.
• Financial Mapping: Financial mapping involves analysing and mapping the financial health of the organization, including cash flow
projections, revenue streams, and cost structures. This helps in assessing the financial impact of the pandemic and developing
appropriate financial strategies.
10. Within the organization itself, specific mapping techniques may have been used based on its industry,
size, and operational requirements. These could include:
• Operational Mapping: Organizations may have mapped their operational processes to identify areas of
inefficiency, bottlenecks, or opportunities for improvement. This helps in streamlining operations and enhancing
productivity during the pandemic.
• Workforce Mapping: Workforce mapping involves analysing the organization's workforce capabilities, skills, and
capacity. It helps in identifying workforce needs, skills gaps, and workforce restructuring requirements to ensure
adequate resources and skills to address the pandemic's challenges.
• Digital Transformation Mapping: Organizations may have conducted mapping exercises to assess their digital
capabilities and identify opportunities for digital transformation. This includes evaluating existing technology
infrastructure, identifying digital gaps, and prioritizing digital initiatives to adapt to remote work and changing
customer preferences.
• Crisis Response Mapping: Crisis response mapping involves developing plans and mapping out roles,
responsibilities, and communication channels during a crisis. This ensures a coordinated and effective response
to the pandemic, enabling the organization to address challenges and maintain business continuity.
• The specific mapping techniques used in an organization may vary depending on its industry, organizational
goals, and the nature of the challenges posed by the pandemic. It is essential for organizations to select and
adapt mapping techniques that align with their specific needs and objectives.
11. 4- whatcommunication protocol was used in the organization to address a
raised situation?
The specific communication protocol used in an organization to address a raised situation during the COVID-19 pandemic can vary based
on the organization's size, structure, and existing communication channels. However, here are some commonly used communication
protocols:
Centralized Communication: In this protocol, a designated central authority or communication team is responsible for disseminating
information and updates related to the raised situation. They serve as the primary source of information and ensure consistency in
messaging across the organization.
Regular Email Updates: Organizations may use email as a primary communication channel to provide regular updates, guidelines, and
instructions related to the raised situation. This helps ensure that all employees receive timely and consistent information.
Internal Communication Platforms: Many organizations utilize internal communication platforms or intranet portals to share real-time
updates, news, and guidelines related to the raised situation. These platforms allow for interactive communication, employee feedback,
and collaboration.
Town Hall Meetings or All-Hands Meetings: Large-scale virtual meetings, such as town hall meetings or all-hands meetings, may be
conducted to address the raised situation. This allows senior management to provide updates, address concerns, and answer questions
from employees in a transparent and open forum.
Video Conferencing: Video conferencing tools, such as Zoom or Microsoft Teams, may be used for real-time communication and
collaboration. These platforms enable face-to-face interactions, which can be particularly important during times of crisis for building trust
and maintaining employee engagement.
12. Dedicated Communication Hotlines or Helpdesks: Organizations may establish dedicated communication hotlines or helpdesks to address
specific concerns, questions, or issues related to the raised situation. This ensures that employees have a direct channel to seek guidance
and support.
Mobile Apps or Instant Messaging Platforms: Mobile apps or instant messaging platforms can be used to provide quick updates,
reminders, and notifications related to the raised situation. These platforms facilitate immediate communication and allow for easy
dissemination of information to a large number of employees.
The choice of communication protocol will depend on factors such as the urgency and sensitivity of the situation, the size and geographic
spread of the organization, and the availability of communication tools and technologies. It is important for organizations to establish clear
communication channels and protocols in advance to ensure effective and timely communication during raised situations.
13. 5- as a managerof a particular domain (Feras: as Operation manager,
Srikanthan: as HRmanager);
A) As the Operations Manager (Feras) and HR Manager (Srikanthan), your roles in the organization would be as follows:
Feras (Operations Manager): Your role would involve overseeing and managing the day-to-day operations of the organization. This
includes coordinating with various departments, ensuring efficient use of resources, optimizing processes, and implementing strategies to
improve operational performance.
Srikanthan (HR Manager): Your role would be focused on managing the organization's human resources. This includes recruitment,
employee onboarding, training and development, performance management, employee relations, and ensuring compliance with labour
laws and regulations.
B) Your responsibilities in the organization would include:
Feras (Operations Manager): Your responsibilities may include:
• Planning and implementing operational strategies to achieve organizational goals.
• Monitoring and optimizing processes to improve efficiency and productivity.
• Managing resources effectively, including inventory, equipment, and facilities.
• Ensuring compliance with quality standards, regulations, and safety guidelines.
• Identifying and addressing operational challenges and bottlenecks.
Srikanthan (HR Manager): Your responsibilities may include:
• Managing the recruitment and selection process, including sourcing, interviewing, and hiring candidates.
• Developing and implementing HR policies and procedures.
• Facilitating employee training and development programs.
• Managing employee relations, including addressing grievances and conflicts.
• Ensuring compliance with labour laws and regulations.
14. C) Challenges identified in your domains could include:
Feras (Operations Manager): Challenges in the operations domain may include supply chain disruptions, managing remote work
arrangements, ensuring business continuity during lockdowns, maintaining production levels, and optimizing resource allocation in a
changing market.
Srikanthan (HR Manager): Challenges in the HR domain may include adapting to remote work environments, ensuring employee well-
being and engagement, managing workforce availability and capacity, addressing employee concerns and anxieties, and implementing
effective communication strategies.
D) Decisions taken and actions implemented to ensure smooth operations, necessary tools and resources, action plan, reporting methods,
adaptation, and future decisions planned would depend on the specific circumstances and context of the organization. It would be best to
provide more specific information about your organization's situation to address these aspects accurately.
15. 6-whatwas the difficulties a raised whatexecuting the plan?
The difficulties that may have been encountered while executing the plan could vary depending on the specific circumstances and
challenges faced by the organization during the COVID-19 crisis. However, some common difficulties that organizations have faced
include:
Uncertainty and Rapidly Changing Situation: The dynamic nature of the pandemic and the evolving guidelines and regulations from
authorities may have posed challenges in executing the plan. Uncertainty about the duration and severity of the crisis could have made it
challenging to make long-term decisions and implement strategies effectively.
Resource Constraints: Organizations may have faced resource constraints, such as limited financial resources, reduced workforce
availability, or disrupted supply chains. These constraints could have hindered the execution of the plan and required organizations to
adapt and find alternative solutions.
Technical Challenges: Transitioning to remote work or implementing new technologies for communication and collaboration may have
posed technical challenges. Ensuring that employees have access to the necessary tools, addressing connectivity issues, and providing
adequate technical support could have been difficult during the execution of the plan.
Employee Morale and Engagement: Maintaining employee morale and engagement during a crisis can be challenging. Remote work,
uncertainty, and changes in work dynamics may have affected employee well-being and motivation. Organizations may have faced
difficulties in keeping employees motivated and engaged while addressing their concerns and providing necessary support.
Compliance with Regulations: Organizations needed to ensure compliance with rapidly changing health and safety regulations, labor laws,
and government guidelines. Staying up to date with the latest regulations and implementing necessary measures to comply with them
could have been challenging.
16. Communication and Collaboration: Effective communication and collaboration are crucial during a crisis. Organizations may have
encountered difficulties in ensuring clear and consistent communication, especially with remote or dispersed teams. Adapting
communication channels, maintaining regular updates, and addressing communication gaps could have been a challenge.
Adaptation to Changing Circumstances: The need to adapt plans and strategies in response to changing circumstances and new
information could have presented challenges. Organizations may have needed to be agile and flexible in their decision-making processes
and adjust their plans as new developments unfolded.
It is important to note that the specific difficulties faced by an organization will depend on its industry, size, location, and other factors.
Overcoming these difficulties often requires proactive problem-solving, effective leadership, and a willingness to adapt to changing
circumstances.
17. In conclusion, the COVID-19 crisis has had a profound impact on the world, our country, and our organization. The unprecedented nature of the pandemic and its
wide-ranging consequences have challenged us in ways we could not have anticipated. The global reach and severity of the virus have resulted in significant loss
of lives and strained healthcare systems worldwide. Lockdown measures implemented to contain the spread of the virus have disrupted daily life and had a
significant impact on global economic activity.
Specifically, in our country, the COVID-19 pandemic has caused profound effects on our economy and society. The government has implemented various
measures to contain the spread of the virus, including public health measures and economic stimulus packages. The financial sector has been particularly
affected, experiencing immediate shocks and volatility in financial markets. Stock markets have declined, market uncertainty has increased, and risk aversion has
heightened. Financial institutions have faced challenges such as liquidity issues and credit risk concerns.
Within our organization, the impact of COVID-19 has been significant. Our operations and financial health have been affected, with disruptions to supply chains,
workforce availability, and customer demand. However, we have taken proactive measures to ensure business continuity and support the well-being of our
employees. Decisions were made to adapt to the situation and gather necessary information to navigate the crisis. Mapping techniques were used as benchmarks
both in our sector and within our organization to assess risks, adapt strategies, and make agile decisions.
The challenges we have identified in our domains, such as supply chain disruptions, remote work arrangements, employee engagement, and compliance with
regulations, have required creative solutions and adaptability. Communication protocols have been established to address raised situations, and periodic reporting
methods have been used to ensure transparency and accountability.
As managers, we have played vital roles in our respective domains. Feras, as the Operations Manager, has been responsible for overseeing operational
efficiency, resource allocation, and ensuring compliance with quality standards. Srikanthan, as the HR Manager, has focused on managing the human resources
of the organization, including recruitment, training, employee relations, and compliance with labor laws.
While executing our plans, we have faced difficulties stemming from the uncertain and rapidly changing situation, resource constraints, technical challenges,
employee morale, compliance with regulations, and effective communication and collaboration. Overcoming these difficulties has required adaptability, resilience,
and proactive problem-solving.
Looking ahead, we have learned valuable lessons from this crisis. Risk management and business resilience have become paramount, and we have recognized
the importance of agile decision-making and adapting to changing market conditions. We have made necessary changes to our strategies, operations, and
customer engagement approaches based on the lessons learned. Our organization has demonstrated resilience and adaptability in navigating the crisis, and we
are committed to making future decisions that prioritize the well-being of our employees, ensure business continuity, and position us for long-term success in a
post-pandemic world.
conclusion of the situation.
18. Certainly! I'm here to answer any questions you have.
Please go ahead and ask your questions, and I'll do my
best to provide you with accurate and helpful answers.