{"id":227,"date":"2020-07-07T12:37:20","date_gmt":"2020-07-07T12:37:20","guid":{"rendered":"http:\/\/www.rnm.in\/blog\/?p=227"},"modified":"2025-01-30T10:55:45","modified_gmt":"2025-01-30T10:55:45","slug":"managing-covid-19-impact-governance-environment-social-ges-way","status":"publish","type":"post","link":"https:\/\/www.rnm.in\/blog\/managing-covid-19-impact-governance-environment-social-ges-way\/","title":{"rendered":"Managing COVID-19 Impact – Governance, Environment & Social (GES) Way"},"content":{"rendered":"\n

<\/p>\n\n\n\n

No denial that the impacts of COVID-19 are far more severe and long lasting than initially estimated. Some of the effects and risks are related to Governance, Environmental and Social (GES) aspects and hence to be managed accordingly for GES and similar issues affecting the investment portfolios and traditional financial factors. <\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n

COVID-19 started during March 2020 in India as a\nhealth crisis and soon took into its grip the economic and social governance\naspects. <\/p>\n\n\n\n

As the process of unlock is started and we are in\n\u2018Unlock 2.0\u2019, the pandemic is spreading to newer area and becoming more lethal\nin old hotspots. The virus is definitely going to test our abilities to manage\nworkplace safety. In this era, occupational safety and health considerations\nwill influence financial and operational performance and profitability of\nbusiness concerns.<\/p>\n\n\n\n

Recent History<\/strong>
Outbreak of SARS in 2003 forced many companies to formulate, review and revise their business continuity plans (BCPs). Most companies used services of specialists to forecast possible impacts, identify risk reduction measures, and plan for future occurrences. <\/p>\n\n\n\n

Using the work done by those specialists can help\nunderstand the current situation of COVID-19 and strategize for what\u2019s to come.<\/p>\n\n\n\n

We can employ the GES approach to examine the corporate vulnerabilities and evaluate why the existing plans prepared as per SARS did not meet requirements to manage COVID-19. <\/p>\n\n\n\n

Following perspectives areas may be included for\nperforming the review:<\/p>\n\n\n\n

    \n
  • Comprehensive coverage of risks in risk registers.<\/li>\n\n\n\n
  • Expertise and skill sets of officials creating\nand managing risk registers. <\/li>\n\n\n\n
  • Effectiveness of specialists in risk identification,\nassessment, and exploring suitable risks mitigation methods.<\/li>\n\n\n\n
  • Appropriate consideration of risks originating\noutside the entity.<\/li>\n\n\n\n
  • Due consideration of whistleblowers\u2019 inputs while\nspotting new or emerging risks.<\/li>\n\n\n\n
  • Regular and appropriate updating of the BCPs.<\/li>\n<\/ul>\n\n\n\n

    Entities may also like to explore the following\nwhile reviewing substantial impact of the crisis:<\/p>\n\n\n\n

      \n
    • Adequacy of provisions for paid sick leave.<\/li>\n\n\n\n
    • Pressure on employees for coming to office during\ntheir sickness.<\/li>\n\n\n\n
    • Entity\u2019s over – dependence on one vendor for a key\ninput (material or service).<\/li>\n\n\n\n
    • Elasticity of just-in-time supply chain.<\/li>\n\n\n\n
    • Existence and effectiveness of communications\nnetworks and feasibility of their usage by employees.<\/li>\n\n\n\n
    • Encouraging fearless opening up in the organization.<\/li>\n\n\n\n
    • Mechanism for addressing audit recommendations\nand suggestions.<\/li>\n<\/ul>\n\n\n\n

      Long Term Solution: To Be Provided by the Board<\/strong>
      Management needs to prepare the entity for long term by providing suitable strategy, plans, and direction especially on the aspects: <\/p>\n\n\n\n

        \n
      • Learning made and steps the organization is taking to deal with COVID-19 and similar crisis. <\/li>\n\n\n\n
      • Identification of critical interim and long term risks \u2013 financial and non financial (including GES).<\/li>\n\n\n\n
      • Methodology for identification, assessment, and mitigation of such risks.<\/li>\n\n\n\n
      • New\/emerging risks noted\u2014global and macro levels \u2014 and their impact on the relevant sector and entity.<\/li>\n\n\n\n
      • Opportunities arising in interim or long term and plans to make use of such opportunities.<\/li>\n\n\n\n
      • Plans for financial and non-financial reporting and disclosures of COVID \u2013 19 impact on business profits, diminution in value.<\/li>\n\n\n\n
      • Effectiveness of systems and controls for reporting under dynamic environment.<\/li>\n\n\n\n
      • Mechanism for monitoring of and responding to stakeholder reactions.<\/li>\n<\/ul>\n\n\n\n

        How to Mitigate the Downsides<\/strong>
        New normal being accepted are revealing new risks to operations, compliance, and organizational reputation. Management need to address the following concerns pertaining to short-term: <\/p>\n\n\n\n

          \n
        • Positive contribution of employees working from\nhome.<\/li>\n\n\n\n
        • Availability, adequacy and appropriateness of\nentity\u2019s technology and management equipment to support working from home.<\/li>\n\n\n\n
        • Keeping the employees engaged to prevent fading\nof cultural norms and engagement. <\/li>\n\n\n\n
        • Integrity issues like theft of intellectual\nproperty of the entity.<\/li>\n\n\n\n
        • Addressing any new compliance requirement or\nchanges in existing requirement. The requirement may be regulatory (pertaining\nto new or changed laws) or contractual (towards vendors, contractors and\nemployee). <\/li>\n\n\n\n
        • Capacity constraints due to alteration in workspace\ncapacity caused by new regulations (on pandemic management) dealing with workplace\nsafety.<\/li>\n\n\n\n
        • Revised expectations for external reporting\n(financial and non-financial).<\/li>\n\n\n\n
        • Managing social media on entity\u2019s activities and\nresponses to the global crisis.<\/li>\n<\/ul>\n\n\n\n

          Following types of new concerns and risks may\narise even when the economy has started opening up:<\/p>\n\n\n\n

            \n
          • Health related concerns amongst the employees and\nthey are afraid of return to work.<\/li>\n\n\n\n
          • Inadequate systems and controls due to which adapting\nto new compliance requirement is difficult.<\/li>\n\n\n\n
          • Early initiatives by competitors in seizing opportunities\nwith products, services, markets, or employee benefits.<\/li>\n\n\n\n
          • Increased expectations of stakeholders for\ndisclosure of risk management practices.<\/li>\n<\/ul>\n\n\n\n

            Opportunities Created – The Possible Upsides<\/strong>
            Risk is not only the loss but also includes failing to grasp opportunities created by the pandemic. No doubt that there are challenges but there will be upsides also – may not be that obvious or immediate. The opportunities may get created by fundamental shifts in market forces, or competitors being too reactive and short-sighted. But equially important is to get hold of these opportunities in time as the entity may also be suffering from the same syndrome which is ailing the competitors. <\/p>\n\n\n\n

            Certain sectors are going to witness positive\nimpact with growth –  like telecommunications,\nvideo streaming, eCommerce and home-office equipment etc. An organization\u2019s\nreputation may be improved because of its pandemic response efforts or its\nability to adapt to new market needs.<\/p>\n\n\n\n

            Difference Between Impact and Risk<\/strong>
            Many entities are too cautious or hyper reactive as they fail to recognize the difference between impact and risk. Pandemic has \u2018impacted\u2019 us in the following ways:
            – Strained health care systems with severe resource deficiencies.
            – COVID-19 infections and deaths and news related thereto.
            – Lockdowns \/ containment zones created by Government.
            – Adverse financial impact to business sectors: manufacturing, retail, transportation.
            – Increase in unemployment and loss of health care.
            – Disruption to education at all levels and almost a session is at stake.

            Entities are responding to these \u2018impact\u2019 in certain manner which \u2013 in most ways are short-term, reactive measures designed to mitigate losses that do not always consider long-term risk.
            – Reduction in workforce \u2013 Leave without Pay or terminations.
            – Reduced \/ suspended salary and benefits to remaining workforce.
            – Removal of contract labor.
            – Cutting on non-core activities (specialist, technical, and compliance support functions).

            Management\u2019s immediate response to COVID-19 is to cut costs to ease the impact on earnings. Noteworthy that, this strategy addresses only impact while risks remains intact or rather increases. A prudent risk management needs:
            – Assessment of impacts and the immediate response accordingly.
            – Re-defining the corporate risk tolerance in the face of significant disruption.
            – Re-aligning the strategies to observed and potential impacts with risk tolerance and potential value and opportunity.   <\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n

            Effective Use of Resources<\/strong>
            Risk management is not a static concept which is done once and effective later. Risk and risk tolerance are changing and so is the response for risk assessment and mitigation. With unprecedented confluence of risks and impacts the world is facing due to COVID-19 pandemic, reacting to the impacts will leave an entity unprepared for the challenges, expose the vulnerability sooner than estimated and put the company as a failed venture. <\/p>\n\n\n\n

            Companies have started visualizing and readying\nfor a post-COVID-19 world. There is a growing need that assessing risks and\nbuilding risk-based audit plans should be carried out by people with expertise having\nskill sets needed for these critical times. Appropriate alignment of short- and\nlong-term factors and awareness of growing influence of GES aspects will be pivotal\nin mapping of entity\u2019s needs with the\nright skill set.<\/p>\n","protected":false},"excerpt":{"rendered":"

            No denial that the impacts of COVID-19 are far more severe and long lasting than initially estimated. Some of the effects and risks are related to Governance, Environmental and Social (GES) aspects and hence to be managed accordingly for GES and similar issues affecting the investment portfolios and traditional financial factors. COVID-19 started during March 2020 in India as a […]<\/p>\n","protected":false},"author":3,"featured_media":231,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":"","_links_to":"","_links_to_target":""},"categories":[17,14],"tags":[],"class_list":["post-227","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-assurance","category-general"],"yoast_head":"\nCOVID-19: The Long-Term Impact on GES and Investment Portfolios<\/title>\n<meta name=\"description\" content=\"The COVID-19 pandemic has had a significant impact on governance, environmental, and social (GES) factors. 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