Responding to the potential business impacts of COVID-19

COVID-19 has been causing significant social and economic implications for organisations. This page provides information on how you can prepare your organisation to respond in time.

The COVID-19 outbreak has been declared a pandemic by the World Health Organization, causing huge impact on people's lives, families and communities.

As the international response continues to evolve, we know that organisations face several potentially significant challenges to which they need to respond rapidly. We work closely with organisations around the globe to provide them guidance on managing their preparedness and developing a response management plan to different scenarios. PwC Israel has experience with providing guidance to companies, governments, regulators, NGOs and international organisations on managing organizations during crises such as Ebola, MERS, SARS and bird flu)

 

COVID-19
computer-icon

PwC's guide to COVID-19

Complete the survey to assess the potential Covid-19 impact on your business, and your level of preparedness in this changing and dynamic environment

click here to check

 

This is how you will formulate a strategic response to Covid-19 Pandemic inyour company.

These days the business environment is evermore unknown and unpredictable than ever. As a rapidly evolving phenomenon, the critical information about COVID-19 and its true implications on global business operations are not yet known, and are difficult to assess and can change overnight.

It is precisely at such times that business leaders need to demonstrate rapid response capabilities of managing work impromptu - especially in the coming days, weeks and months, within a space of uncertainty. Only with a quick response will Israeli companies be able to focus their efforts and make the most of the period for the benefit of future periods.

Key areas of focus

Crisis Management & Business Continuity

From our experience, the ability to respond to crises is required to ensure effective management of events while minimizing the adverse effects associated with them. While many organizations hold different contingency plans for these types of events, the unpredictable nature of COVID-19 has already revealed some flaws.

Given the unknown variables around the outbreak, it is important to test the old crisis management plans and business continuity strategy, to develop current and relevant scenarios for the current situation and to examine them as well.

  • Developing specific and dynamic event management plan that addresses different crises scenarios.
  • Focus on creating factual, relevant and effective communication with your stakeholders.
  • Creating clear governance within the event management organization over time
  • Mapping the challenges and risks and formulating a coping strategy (including working with government and regulators)

Learn more

Contact, Yaron Hadovot

View more

Workforce

Beyond human welfare, there are other people challenges to tackle, including how to support remote working at scale.
For example, determining the tax position of people moving between countries in an emergency or companies having to plan a break in production lines because of supply chain problems, with the potential impact of asking workers to temporarily quit work.

  • Build awareness and immediate readiness to respond to business implications of global mobility constraints. Review and familiarize yourself with new tax and travel laws, and human resources policy, and more.
  • Evaluate and build a remote work strategy that includes considering the consequences of temporary work stoppages in the face of remote work or temporary relocation of employees.
  • Directing efforts and resources to the company's IT departments to support remote work during the crisis

Learn more

Contact, Ben Lazarus

View more

Supply Chain

Where clients are reliant on supply chains in affected areas, rapidly depleting stock levels are becoming a significant risk and clients are working through strategies for alternative sourcing. In certain cases, clients are showing signs of distress and stakeholders (e.g. lenders) are concerned about the future viability of the business. We are discussing different potential scenarios and what these mean for their operations, for example, as cases of viral transmission emerge in different territories.

  • Identify alternative supply chain scenarios — especially as new cases of the virus emerge in different territories

  • Activate pre-approved parts or raw-material substitutions

  • Adapt allocations to customers and pricing strategies

    Learn more

    Contact, Alan Glenville

View more

Finance and Liquidity

Financial markets often watch how companies plan for and respond to events like the COVID-19 outbreak.

  • Consider disclosures related to direct effects on the results of operations, as well as second- and third-order effects

  • Think about disclosures related to risks and uncertainties about the impact of COVID-19 on future periods

  • Assess disclosures on the current and future impact on liquidity and capital resources

    Learn more

    Contact, Nir Zepkowitz

View more

Tax and trade

Local legislative changes regarding taxation and trade are key considerations in global organizations characterized by long-term business operations based on long-term relationships with global customers.

Examining the tax consequences of unexpected emergency immigration, for all stakeholders in the organization, in and out of areas directly affected by the outbreak.

Conducting tests on the effect of geographical changes on tax estimates across the globe, identifying issues that can be isolated and response points.

Review the presence and global structure of the short-term and long-term effects of the Pandemicin order to reduce exposure to the types of risks derived from the COVID-19 impact, with the intention of preventing them, as much as possible, from interrupting business operations.

Learn more

Contact, Vered Kirchne

View more

Strategy and innovation

As companies move from reacting to mitigating the impact of the outbreak, strategies to emerge stronger will come in focus:

  • Consider accelerating digital transformations as the shift to remote working reveals gaps in IT infrastructure, workforce planning and digital upskilling

  • Protect growth and profitability through actions such as scenario planning, more frequent financial modeling exercises to improve resiliency, and new models that incorporate economic impacts of past pandemics

  • Take the pulse of your customers, thinking through longer-term considerations around shifts in core markets or business models as a result of the outbreak

    Contact, Nir Zepkowitz

View more

Technology and Data

From our experience with working with various organisations during the Ebola and MERS outbreaks, the lack of complete and accurate information was preventing well-considered decisions being made regarding the resources needed to control the outbreak and treat infected individuals. Capturing the correct information and verifying its reliability is vital. Reliable information underpins both crisis planning and response and allows organisations to make informed decisions.  

  • Map all issues to be considered when making a decision. Make sure that the organization stores the most complete and up-to-date information required, prior to making decisions.

  • Map, sort and classify your information sources and be sure to verify the reliability of the materials obtained.

View more

{{filterContent.facetedTitle}}

Implications for your organization

PwC teams across the globe are currently working with companies, governments, regulators, NGOs and international organizations to develop and implement plans to address the changing realities and crisis. PwC has extensive experience in helping organisations prepare for and respond to crises, including some of the biggest epidemics we have known - Ebola, MERS, SARS, H1N1 (swine flu) and H5N1 (bird flu).

  • Crisis management and business continuity

  • Planning and implementing a focus on information and technology and focused on a crisis

  • Managing human capital under tight and remote working conditions

  • Operation and management of emergency supply chains

  • Management of finance and liquidity during the crisis

  • Strategy and innovation in times of crisis and in preparation for the reality that follows

  • Risk management and regulation, including stress scenarios

  • Rapid digital transformations and advanced technology solutions

Contact us to discuss the implications for organizations:

 

Contact us

Rubi Suliman

Rubi Suliman

Partner, Advisory & Hi-Tech Leader, PwC Israel

Tel: +972 3 7954780

Nir Zepkowitz

Nir Zepkowitz

Partner, COVID-19 Crisis Consulting Leader, PwC Israel

Tel: +972 3 7954780

Follow us