CEOC Coronavirus Business Resources

Access to information is important particularly during difficult times.

CEO Connection compiling a selection of information, resources, and best practices from our Partners and Members to help you prepare for and address the business effects of the Coronavirus outbreak.

If you have any information that would be helpful to other members please send it to coronavirus@ceoconnection.com.

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CEO Connection Coronavirus Meetings – Executive Summary

CEO Connection Coronavirus Meetings – Executive Summary
Meetings Held: Thursday, March 12, 2020/Monday, March 16, 2020
Prepared by Joe Hart, CEO, Dale Carnegie
Chair, Talent Management Committee

 

Attendees

  • 10 CEO’s from various industries (Consulting, Employee Training, Federal Contracting, Furniture/Design, Law Firm, Manufacturing, Software, Travel)

 

Coronavirus Impact on Attendees’ Businesses

 

  • All attendees have seen some negative impact to their businesses, though not always directly financial. The biggest common factors:
    • Learning how to manager a remote workforce (including productivity concerns, employees having to watch kids who are home/preventing full attention, work from home logistics);
    • Communication/Culture (including engaging and communicating with employees/customers; there is much fear and anxiety; concerns about how layoffs, furloughs or pay cuts would impact culture)
    • Navigating virtual sales/customer interactions (“All of our customers are working from home, so we can’t meet with them in person…my salespeople really are not proficient at ‘virtual’ selling situations”)
  • Most attendees expressed concern about business disruption ranging from moderate to severe. The biggest concern is that sales will disappear for some period of time as countries continue to fight the Coronavirus and quarantine or shut down large segments of business. This then turns to an exercise in cash flow management, estimating the length of impact, and ensuring the company has the wherewithal to make it through the situation. Virtually all CEO’s were optimistic that there will be strong demand and business opportunity once we make it through this situation.
  • Some attendees noted other “positive” impacts from this situation (including a new “work from home” paradigm; opportunities to take this time to “sharpen the saw” and upskill employees/connect with customers; changing team mindsets about speed and becoming more agile as a result of the situation; others discussed finding “opportunity in crisis”).

 

Top Take-Aways

 

  • Cash Management – Take steps to ensure liquidity, particularly if the crisis lasts longer than anticipated or transitions into a post-Coronavirus recession.
  • Communication – As CEO’s we own the message with our teams and customers and cannot overcommunicate. Regarding employees, we need to focus on where they are, provide reassurance and confidence where possible, and make sure they are aligned to the organization’s immediate goals. Especially for employees who are transitioning to a virtual work environment for the first time, we need to ensure they can operate and thrive – recognizing they will have a range of challenges at first. 

Regarding customers, we should be in constant contact, understanding their needs and how we can best help them. Communication from the CEO directly is important. Consider modalities of communication, including email, videos, live webinars, intranet and where appropriate based on the business, text and/or social media.

 

  • Anticipate Opportunities – This crisis will end, and as with other difficult situations, such as 9/11 or 2008/2009, opportunities will exist for those who are proactive. As CEO’s, we need to make time to think about what happens after Coronavirus, what our customers and team members will need, and where the opportunities for growth will reside.
Sample Email to Elected Official

Dear ______________________, 

 

My name is ___________________ and I serve as the CEO of ________________________. 

I am one of your constituents. Our company is headquartered in ____________________, which is in your district. Our company provides ______ local jobs and contributes $_________ per year into the local economy. 

 

Our company is considered “mid-market” and mid-market companies are essential to global economic success! Combined, the mid-market accounts for over $10 trillion dollars per year in economic impact and provides over 30 million jobs worldwide. 

 

The programs in the COVID-19 stimulus packages focus on large companies and small businesses, but do not address the needs of the mid-market. 

As you know, we are facing a once-in-a-generation event that impacts everyone. This is the time for people, companies, and organizations to come together for the greater good.

Therefore, as you are creating, planning and participating in task forces to help the relaunch of the economy, we respectfully ask you to remember and consider the needs of the mid-market. We respectfully ask to be included and represented in the recovery efforts. 

 

If you have any questions, please do not hesitate to reach out to me at __________________. 

 

Sincerely, 

 

[NAME]

[TITLE]

[COMPANY]

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Recovery Readiness: A How-To Guide for Reopening your Workplace

“Over the next several weeks and months, as areas stabilize from the COVID-19 pandemic and stay-athome restrictions are lifted, organizations will begin to bring workers back into the physical workplace.
It’s already begun in some parts of the world. In fact, as of April 2020, we have helped move our own
employees, and those of our clients, back into more than 800 million square feet of properties globally.”

View the full PDF here. 

 

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Work Safety Guidelines from Kent County

Guidelines & Best Practices

This set of guidelines and best practices is offered to aid in a lower risk, thoughtful reopening. Our goal is to help employers open businesses in a way that best protects employees and customers from exposure to COVID-19 and helps prevent the spread of the virus.

 

In order to implement these guidelines and best practices, it is important that businesses maintain adequate supplies of essential items such as soap, disinfectant, hand sanitizer, paper towels, tissues, face masks, etc. for their employees and customers. Companies should strive to keep a minimum of a 15-day supply of these essential items at all times.

Get all the information here

Reopening the workplace guide from CBRE

“The implications of COVID-19 have been profound, and the path to business recovery is evolving and fluid. This briefing is for occupiers of space and landlords who manage their buildings—wherever they are in the response-to-recovery process. We are sharing our expertise and advice based on a rapidly growing body of experience, detailed guidance documents, technical specifications, protocols and tools that we have developed for and with our clients and for our own CBRE workplace.”

Click here to view the PDF.

 

COVID-19 Resources from Wharton

In response to the coronavirus pandemic, at one point almost every U.S. state had imposed lockdown orders to stem the spread of the virus. Some states have begun to relax these orders, easing stay at home orders and restrictions on nonessential businesses. Many other states are considering easing restrictions as well.

The interactive tool presented below uses an epidemiological framework along with empirical estimates to simulate the health and economic effects of easing state lockdown policies. Users specify both a “policy” level and “behavior” level.

Click here to view this tool. 

 

Other Resources from Wharton include: 

A collection of resources from Strategic Partner, The Wharton School of Business including presentations, articles, and videos to help guide businesses through the pandemic.

Click here to access these resources.

Budget Model information based on various facets of life, such as demographics, tax policy, and housing. Take a look here.

 

 

 

 

Information Security Best Practices for Working From Home - from CSS Corp.

Access Management 

  • Provide least privilege to do the work. This should be as per corporate employee profiles, settings and controlled access
  • Do not provide admin or super user access
  • Track misuse of privileges for admin access, service tampering, URL access 

Encryption 

  • Ensure traffic between end user device to end point is always encrypted
  • Laptops/desktops should have full disk encryption to prevent data loss in case of media loss
  • Laptops and desktops motherboard should have TPM “Trusted Platform Module” chip – This provides additional security which is hardware based authentication and tamper detection apart from software level security. 

Media connection restriction 

  • USB Access, Bluetooth and other media connection should be restricted
  • Prevent installation of devices not described by corporate policy settingsto all users.

Identity and access Management

  • Implement MFA – Multifactor Authentication to reduce credential theft
  • Restrict access to critical resource only over Corporate/Company secured VPN
  • Enforce frequent password change – instead of 90 days, it should be 30 days 

Antimalware software & Patching 

  • Ensure Antivirus, ATP-Advance threat protection, local firewall is enabled and updated
  • Deploy OS and software patches regularly
  • Keep your system Antivirus and OS updated. Reach out to IT in case of delay in updates.
  • Don’t have the system disconnected from internet for more than 2 days continuously to avoid missing of patches and antivirus updates.

Data Loss Prevention

  • Deploy software to track data transaction via various channels (web, email,..et) 

Internet restriction & Logging:

  • Enforce URL filtering policy to restrict internet access and allow business usage only
  • Systems should be configured to send usage logs to central server

 

Secure Wifi

  • Do not trust and use public Wi-Fi . Public Wi-Fi can be vulnerable to malicious attack. Public Wifi may put your corporate system and hackers system in same network.
  • Always use secure wi-fi /hotspots and ensure to connect to secure SSID – Connect System to home internet router by enabling and setting the encryption to WPA2 or WPA3. Restrict inbound and outbound traffic, use the highest level of encryption available, and switch off WPS.
  • Ensure to encrypt your web connection 

Corporate connection & IT support

  • Always allow connection to corporate resource through VPN.
  • Do not use personal devices for business purpose
  • Always reach out to corporate IT for support. Do not got strangers or 3rd party for IT support
  • Do not share credentials or data to impostors.
  • Corporate IT should place RDP – remote desktop protocol servers and remote admin tools behind a VPN, and should use host-based security measures and multifactor authentication as additional layers of protection
  • Automated remote patching solutions should be enabled to “perform rolling updates where a small percentage of devices are updated first and the others follow after a certain time interval. This helps issues to be identified and fixed before the entire fleet of devices is updated
  • Don’t tamper or stop security services running in laptop/desktop
  • Do not be victimized by imposters who claim to be IT support and ask for credentials. IT team will never ask for password.

Asset Management

  • Keep track of assets, especially loss / damage or theft
  • Maintain proper asset ID, serial number, employee details and e-asset declaration form
  • Retrieval of asset from exiting employees
  • Track asset modification or damage
  • Keep systems in secure place
  • Never Leave Your Devices or Laptop in the Car

License Compliance

  • Track unauthorized software installation and usage
  • Any illegal and unauthorized software or license should be removed from the system
  • Whitelist only those IP address in your network or system which are corporate secured or client provided 

Security training and assessment 

  • Information security and cyber security training and assement should not be forgotten during WFH
  • There should be security awareness training every quarter to keep employees informed, educated on threats, vulnerabilities and their responsibilities

Physical Security

  • If you bring your work computer home or tend to work remotely, confidential corporate information should be protected
  • Always lock your doors when working as you have taken a key step toward improving your home office’s security.
  • Block the Sight Lines- If you are out, pay attention to your sight lines as someone behind you might be seeing everything you are typing.
  • Keep Work Data on Work Computers
  • Encrypt Sensitive Data in Emails and on Your Device.
  • Never use a thumb drive if you don’t know where it came from and do not continue to use one if you have plugged it into a system for whose safety you cannot honestly vouch

 

Do ensure Information security compliance and be vigilant

  • Comply with your organization’s & Client’s data privacy and security policies
  • Use a strong password and change your password frequently, at least once in 30 days particularly when you are working from home or remotely
  • Do verify emails -Pay high attention to phishing traps in email. Look out for unusual financial transaction advice, clicking on any link or instructions in email. Always validate before acting on financial transaction emails.
  • Do keep your assignments confidential. Be aware of your surroundings when printing, copying, faxing or discussing sensitive information.
  • Watch out for your organization’s IT Security Advisory
  • Have your work safe and quiet. Ensure no one can see or hear sensitive information while you do your work at home or remotely
  • Don’t fool yourself into thinking that you can never be a victim and start taking precaution before you get hit by hackers or viruses.
  • Don’t leave your computer unlocked. Keep your system screen locked when you leave your work place.
  • Don’t send work-related emails from your private email address & Don’t respond or open untrusted mails
  • Don’t open mail or attachments from an untrusted source. If you receive a suspicious email, the best thing is to report it to your manager and Information Security Officer
  • Don’t share passwords even with friends and family, and don’t let anyone use your devices.
  • Don’t keep the same password. Having a single password for everything is a common mistake which can let anyone hack into your accounts. So, have different passwords for everything, and never use a personal password for company use and vice versa.
  • Don’t use personal details as password. Creating a password using your family or pet name, car number, bike number, date of birth, your town city etc. is a BIG NO.
Read Segal’s guidance on the coronavirus (COVID-19)

Managing in a Time of Uncertainty

The COVID-19 virus crisis requires employers to balance strategic leadership, efficient operations, and effective communications with employees and other stakeholders.

Segal has collected a number of insights on a variety of areas you might need help with – they’re all located here. 

 

Employee Discussions from Strategic Partner Segal

What to Tell Employees about the Coronavirus

During times of uncertainty, like the current coronavirus (COVID-19) outbreak, employees are looking for guidance and reassurance on a personal level. A new virus, with so many unknowns, creates heightened levels of anxiety as people worry about the physical and financial costs to themselves and their families.

This blog post from Segal Benz, our benefits communications professionals, explains the importance of early and frequent communication — and how to reassure employees that you’re putting their health and safety first.

Read the full blog post here

 

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HR Alert from Strategic Partner East Tenth Group

5 Steps You Can Take Today

According to the Centers for Disease Control and Prevention (CDC), the coronavirus (COVID-19) has now spread to 14 states in the U.S. and it is a matter of when – not if – the virus will have a more significant impact on the U.S. As business leaders, we have an obligation to provide a safe place for our employees to work as well as ensure any fears about the coronavirus (or any other illness for that matter) are addressed. This continues to be a fluid situation and checking updates often is advised.

What Should I Do?

Here are a few immediate steps you can take to ensure you are providing an ongoing safe and healthy workplace:

Lead by Example

Our behaviors as leaders have a cascading impact throughout our organizations. If we are coming to work ill, our employees will do the same. Having sick people at work is not good – encourage remote working days or taking paid time off to rest and recover.

Step Up Your Office Cleaning Habits

Encourage employees to keep their office space as clean as possible. Look into having your cleaning crew come in more frequently for the time being. Employees will appreciate this extra step to ensure safe and healthy workplace for all. Make alcohol wipes and hand sanitizers readily available.

Emphasize Hand-washing

As with any airborne illness, frequent hand washing is key to preventing the illness from spreading. You can also place hand sanitizers around the office for extra protection (although these are not a replacement for good hand washing when it comes to preventing the spread of disease – just extra support when you’re on the go).

Offer Remote Working Options for Anyone at Risk of Exposure

For any employees who have recently traveled outside of the country or to one of the 14 states where the virus has been confirmed, you can encourage those employees to work from home for up to 2 weeks (the incubation period of the coronavirus), if possible.

Be Open and Transparent with Employees

With the constant news coverage, many across the country are fearful. Be sensitive that the constant coverage may elicit fear, so keeping lines of communication open with your employees and having the facts are critical. Beware of false reports. Go to the source for your information and the U.S. response by visiting the Centers for Disease Control and Prevention’s website at https://www.cdc.gov/.

Travel Changes and Business Contingency Plans

Consider your proactive message around travel. All non-essential travel can and should be canceled. Work closely as a team to have additional business contingency plans in place to address this rapidly changing situation.

Finally, SHRM has excellent information on taking proactive steps for a safe and healthy work environment. Keep these resources handy.

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Management incentive plans in private equity and COVID-19 impact - from Jamieson

“COVID-19 and the shutdown of portions of the economy has and is placing pressure on many portfolio companies as to their ongoing business, as well as to the timing and value of a future transaction. These factors will have an impact on management incentives that will need to be properly addressed once the health impacts and business issues created by COVID-19 have been tackled. Unfortunately, there may be some businesses that will not be viable in the short to medium term.”

Read the article here.

Jamieson Financial

Navigating COVID-19 Lawsuits re Workplace Conditions from Strategic Partner Ballard Spahr

“The recent dismissal of the Missouri Smithfield meatpacking worker safety lawsuit, applying the primary jurisdiction doctrine,
may prove useful to employer-defendants in future suits involving worker safety, Ballard Spahr attorneys write. However,
employers should keep in mind a number of caveats, especially in areas with many confirmed COVID-19 infections.”

Read the report here

 

Workplace Impact Alert from Strategic Partner Ballard Spahr

How Employers Should Address the
Workplace Impact of COVID-19

Employers are preparing to address a host of workplace issues related to COVID-19, or coronavirus. The critical issues range from exposure risks to absenteeism to disability or national origin discrimination.

Read Ballard Spahr’s Full Alert

The Upshot

  • While the immediate risk of contracting COVID-19 in most workplaces remains low, many federal agencies, including the U.S. Centers for Disease Control and Prevention (CDC), have issued specific guidance for employers to respond to the disease.
  • Even if COVID-19 has not arrived in your community, employers should develop response plans to prevent the spread of the virus, protect their employees, and ensure the continuity of their businesses.
  • Employers should prepare for a scenario of increased employee absenteeism if the virus continues to spread.

The Occupational Safety and Health Administration (OSHA) also issued guidance on COVID-19. Plus, there are national origin discrimination issues implicated by COVID-19, particularly given its origins in China.

The Bottom Line

Now is the time for employers to prepare and educate workers and managers about COVID-19 and develop appropriate response plans.

 

 

Legal Insights and Webinars from Strategic Partner Ballard Spahr
Tips for Managing Remote Teams from Segal

Primary Goal and Intent

  • Serve your customers and to keep our business running as normal as possible, while working remotely.
  • Ensure that employees feel empowered, trusted and valued while operating your business in a different manner.

Resources

  • HR is available to assist.
  • As needed, contact your IT Help Desk.
  • LinkedIn Learning has a number of courses about managing remote teams and working remotely that are now free to access if you have a LinkedIn profile.  Here is the link to the courses (Remote Work).

Acknowledge the Difference

  • Reframe your management approach given the conditions we are now working in.
  • Remember, working remotely can be a significant change in the daily work routine of many employees.
  • An element of your role as a manager is to help people be agile and productive in a different environment.
  • Understand that employees may need to modify their work routines to take care of family and personal circumstances.
  • Be agile, flexible and “outcomes” based in your approach to achieve desired results, solve problems and work related issues.
  • Encourage your people to take breaks and get exercise, etc.  It is easy for people to over-work and burnout.

Set Up a Schedule

  • Establish your working hours and communicate it to team members.
  • Ensure you know the work schedule each team member expects to keep.
  • Make sure people keep calendars updated and colleagues informed of work hours and schedule changes. This is particularly important as individuals juggle family schedules and so forth.
  • When everyone on your team has open calendars, everyone can see when someone is free, where they are and what meetings are scheduled.

Communication Clearly and Often

  • Spend more time keeping people informed and getting input/feedback.
  • Establish regular check-ins. Consider having a daily alignment call or every other day with your team using Microsoft Teams, Zoom, et al.
  • Provide direction – be clear about deliverables, results expected and timeframes.
  • Ensure that team members understand short-term priorities.
  • Encourage communication amongst team members.
  • Ask non-exempt employees to provide you their start and stop times (when work-day begins and ends, breaks and meals) on a daily basis.
  • Advise employees not to work if they are sick. Make sure they let you know of that status daily.
  • Be patient and supportive, as this is a big change for many individuals.

Foster Connection

  • Reach out to direct reports and ask them “how are you doing.”
  • Empathize and listen to your employees’ concerns and questions.
  • Utilize Microsoft Teams, Zoom, et al, for one-on-one meetings as well as team meetings.
    • Use video, as much as possible, to connect.
    • Use Chat for quick and unscheduled chats or video calls.
  • Some individuals may feel “alone” or “disconnected.”  Use meetings as an opportunity for the group to interact socially; catch up with each other.
  • Have a 30-minute weekly “educational” call where a team member(s) shares something informational.  It could be about a service or project; it keeps the group interacting.
  • Invite other groups to present to your team. This helps them learn about and feel more in touch with the rest of the organization; and colleagues they may not know.
  • Have a 30-minute virtual lunch with a direct report or team members.
  • If people typically have lunch together, suggest they have lunch at the same time and talk via Microsoft Teams, Zoom, et al.

Acknowledge Contributions

  • Regularly deliver positive reinforcement during one-on-ones and team calls to keep employees engaged and motivated.
  • Recognition is key to boosting the morale of your team.

 

Tips for Working Remotely from Segal

Primary Goal and Intent

  • To help you stay productive and meet your customer’s needs.
  • To keep our business running as normal as possible, while working remotely.

Resources

  • If you have questions about working remotely, please contact your manager.  Your HR Business Partner may also available to assist you.
  • As needed, contact your IT Help Desk.
  • LinkedIn Learning has a number of courses about working remotely that are now free to access if you have a LinkedIn profile.  Here is the link to the courses (Remote Work).

Establish Your Workspace

  • Try to establish an environment and dedicated space at your residence to work remotely.
  • Let your manager know what you may need to accomplish your job.
  • If you have brought files or other materials home, please keep them as organized as possible.

Set Up a Schedule

  • Make every effort to keep a regular schedule and work hours.
  • Please align expectations for completing work assignments with your manager.
  • During this time, make every attempt to stay focused on your deliverables and work related goals.
  • Keep your calendar up-to-date and your manager and colleagues informed of your work schedule and changes.
  • It is understood that childcare, eldercare and other circumstances may keep you from a normal schedule during this particular time.
  • Make sure to schedule breaks throughout your day.  Communicate when you take an extended break.

Communication

  • Use MS Teams, Zoom, et al, especially the video capabilities (not just the chat feature) to stay connected.
  • Update your manager and team frequently on the progress you have made on your work assignments.
  • Call important milestones or deadlines to your manager’s attention.

Dress Comfortably and Appropriately

  • Dress comfortably and follow your usual self-care routine; this can be a psychological boost.

Plan Ahead (as much as you can)

  • Give yourself time to plan and check in with others.
  • Schedule time with others to plan your next week, month and quarter.

Take Care of Yourself and Family

  • If you are sick, do not work.  Make sure you advise your manager of that status daily.
  • Get a good night’s sleep and take short breaks throughout the day.
  • Exercise and stay committed to your fitness routine.
  • Eat healthy and nutritious meals.
  • Keep your sense of humor – laughter is the best medicine!  Here is a site that will hopefully make you laugh (Good News Movement on Instagram).

 

Business Impact from Dun & Bradstreet

EXECUTIVE SUMMARY

The purpose of this report is to help companies with ties to the impacted regions resulting from the novel coronavirus assess the potential impacts to their businesses and supply chains, and the economy at large. This report was developed by Dun & Bradstreet’s team of economists and analytics experts, and includes data, insights, and near-term recommendations for businesses looking to mitigate risk and further disruption to their supply chains as a result of this devastating outbreak.

KEY FINDINGS

Since January 23, 2020, the novel coronavirus outbreak, which started in the Wuhan, Hubei province – a major business and industrial hub of China – has quickly spread across the region with the most impact occurring in the initial affected province, along with 18 additional provinces.

Government-enforced closures of businesses in the region have severely impacted the Chinese economy and are also impacting global businesses with operations or suppliers in the region.

Dun & Bradstreet data indicates that the most impacted provinces account for over 90 percent of all active businesses in China (~50,000 businesses are branches and subsidiaries of foreign companies). Guangdong, Jiangsu, Zhejiang, Beijing, and Shandong provinces account for 50 percent of total employment and 48 percent of total sales volume for Ch i na’s economy.

At least 51,000 (163 Fortune 1000) companies around the world have one or more direct or Tier 1 suppliers in the impacted region, and at least five million companies (938 Fortune 1000) around the world have one or more Tier 2 suppliers in the impacted region.

The top five major sectors that account for over 80 percent of the businesses within the impacted provinces include services (personal and business), wholesale trade, manufacturing, retail, and financial services. Among these sectors, services, wholesale, and manufacturing account for approximately 65 percent of the businesses in the impacted region.

Although it may be too early to define the exact impact the coronavirus outbreak will have on global businesses and the global economy at large, past pandemics are helping to develop a scenario-driven assessment of economic conditions for the region in the short and medium term that can be used to assess the level of risk and potential impact to their operations

Access the full whitepaper here

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Realigning Your Business in a Crisis - How to Plan: A Webinar From Carpedia

Webinar – April 30th, 1 p.m. EST

Realigning your Business During a Crisis – Making Better Plans

The effects on organizations of the current crisis will not be known for months.  But we believe that having a good plan now for getting through and coming out of this crisis will increase your likelihood for success.

This webinar will provide you with a review of the kinds of plans that you should be making now and in the near future to get through the current crisis and what elements should be considered.

Types of Plans Businesses should be Making

Things Essential Businesses Should be Planning for:

  1. Simplification of product portfolio and operations
  2. Procurement and inventory optimization
  3. COVID Proofing Process Innovation
  4. Demand forecasting and fall-out planning

Things Non-Essential Businesses Should be Planning for:

  1. Revenue generation activities
  2. Organizational ramp-up
  3. Operating model
  4. Cash management

Register Here

Speakers:

Andrew Rush – Vice-President

Mark Follows – President

Peter Hryniak – Director