Explore a range of issues by topic

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Combating COVID-19: Explore a range of issues by topic

Leaders like you must consider the impact of COVID-19 across a range of areas—from liquidity and worker safety to supply chains and financial reporting. This page compiles insights on key topics that can help you act in this ongoing crisis with empathy and action.

Corporate Reporting And Audit—a Collective Responsibility

At a time when society is facing unprecedented disruption and upheaval, and public monies are being used to support business solvency and liquidity, management conduct and obligations are facing increased scrutiny. Through the corporate reporting process, stakeholders need to be able to identify well-governed companies who act in the public interest. Meaningful reporting and robust governance mechanisms are key tenets of public interest and drive trust.

COVID-19 and financial reporting trends

To say that financial reporting for the most recent quarter was challenging is an enormous understatement. What financial reporting issues lie ahead given what we have learned from that quarter? This Financial Reporting Alert takes a strategic look at what are likely to be the most common hot topics related to accounting for the coronavirus disease 2019 (COVID-19) pandemic in the current reporting quarter.

COVID-19 considerations: Receiving government assistance

Potential audit committee questions to address risks associated with receipt of government assistance

Financial reporting considerations related to COVID-19 and an economic downturn

Deloitte US discusses certain key accounting and financial reporting considerations related to conditions that may result from the COVID-19 pandemic as well as various industry-specific considerations.

IFRS in Focus — Accounting considerations related to the Coronavirus 2019 Disease

As the pandemic increases in both magnitude and duration, entities are experiencing conditions often associated with a general economic downturn. This includes, but is not limited to, financial market volatility and erosion, deteriorating credit, liquidity concerns, further increases in government intervention, increasing unemployment, broad declines in consumer discretionary spending, increasing inventory levels, reductions in production because of decreased demand, layoffs and furloughs, and other restructuring activities. The continuation of these circumstances could result in an even broader economic downturn which could have a prolonged negative impact on an entity’s financial results. This IFRS in Focus discusses certain key IFRS accounting considerations related to conditions that may result from the COVID‑19 pandemic. This IFRS in Focus discusses certain key IFRS accounting considerations related to conditions that may result from the COVID‑19 pandemic. (For financial statements prepared under IFRS/ISA)

COVID-19 accounting considerations video series on IAS Plus

This series of webcasts discusses certain key IFRS accounting considerations related to conditions that may result from the COVID-19 pandemic.This series of briefing videos discusses certain key IFRS accounting considerations related to conditions that may result from the COVID-19 pandemic.

CEO compensation in a post-COVID-19 world

An exploration of executive pay amidst a global pandemic raises questions about fairness, alignment with stakeholders, and the responsibility of business to broader society.

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Post COVID-19: Board voting patterns point to sustainability

A look at changes in board of directors and institutional investor behavior in the post COVID-19 world.

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Corporate Governance 4.0

The forward-looking board of directors

Virtual shareholder general meetings in the age of COVID-19

Considerations and leading practices for boards as they shift from in-person to virtual shareholder meetings

Business recovery from COVID-19: A Guide for Board Members

As boards steer their companies through the COVID-19 recovery journey, they can use the Resilient Leadership framework to guide them.

Stepping in: The board’s role in the COVID-19 crisis

COVID-19 represents a true crisis for nearly every board of directors today. Strained supply chains, liquidity concerns, financial strains, absent employees, a move to remote working: the list of operating challenges seems endless. A good response to the crisis includes a lot of things that Deloitte has written about elsewhere—business continuity, resilient leadership, the importance of human capital, back-up plans and the like.

Return to the office?

As it becomes possible to safely return more employees to the offices they fled early this year, companies need to make a deliberate decision about the right mix of in-person versus remote work.

B2B marketing: Six steps to thrive in a world upended by COVID-19

With salespeople stranded at home and face-to-face interaction stymied in a world upended by a pandemic, the traditional B2B model is no longer adequate.

How social sensing sheds light on customer behavior in a pandemic

Tapping a direct line to consumers’ opinions and values becomes more vital in a world upended by COVID-19.

Last mile delivery after COVID-19: A world of things to solve

The pandemic has created a spike in demand for delivery. Businesses have responded, but they need to have a sound strategy for what comes next.

COVID-19’s impact on US income inequality: It’s going to get worse before it gets better

With Blacks and Hispanics disproportionately employed in low-paying occupations, which are likelier to have been disrupted by COVID-19 and generally suffer more job losses during recessions, the income divide in the United States will likely rise.

Daily Executive Briefing

Timely insights to inform your agenda.

Is it time for negative interest rates?

It is sign of the times that negative interest rates are under consideration at the Bank of England. Yet the uncertainties around their longer-term consequences remain. We consider whether the time has come for the Bank to deploy the big gun in its arsenal, negative interest rates.

The long and short of short-time work amid COVID-19

High uptake and generous wage replacement coupled with higher flexibility and incentives can help short-time work policies hasten recovery—but only once COVID-19 health risks subside.

The Deloitte US economic vulnerability index

Explore the relative vulnerability of each United States county to economic disruption due to COVID-19 based on the industries that employ those who live in the county.

What might be expected of business investment in a post-COVID-19 world?

The recession is here; now let’s talk about recovery—and more specifically, how business investment will fare in a post-COVID-19 world. We look at the recessions and recoveries of the past to better understand trends in business investment.

United States Economic Forecast

The pandemic has dealt a massive blow to consumer spending and GDP, and uncertainty about medical and economic issues will likely hold back investment. When will the US economy begin a strong recovery? Probably not before the middle of 2021.

Economic impact of epidemics and pandemics in Asia since 2000

Asia’s experience with health care crises reveals that economic activity is impacted through sectors such as consumer spending, tourism, and aviation. The impact of COVID-19, however, will likely be harsher given its scale and social-distancing measures.

What might be expected of consumer spending in a COVID-19-driven business cycle?

The COVID-19 pandemic is expected to hit consumer spending and trigger a recession in the United States. To understand how spending may evolve in a likely downturn and subsequent recovery, we analyze previous business cycles while acknowledging that this is an unprecedented situation.

Canada economic outlook

The COVID-19 outbreak and ensuing disruptions will likely lead to a recession. Uncertainty will remain until there is clarity over when containment can be relaxed.

United States Economic Forecast

The coronavirus outbreak is driving changes to the US economy so quickly as to make forecasting even more challenging than usual. But we can pin down both short- and long-term ways in which this shock is affecting the economy.

Governments’ response to COVID-19

Government's response to this crisis must account for the urgency of the situation and embrace both short- and long-term perspectives.

US policy response to COVID-19 aims to set the stage for recovery

​How does Deloitte’s current “best case” forecast of recession to recovery compare with what the United States experienced from 2007 to 2009?

The economic impact of COVID-19 (novel coronavirus)

COVID-19 could affect the global economy in three main ways: by directly affecting production, by creating supply chain and market disruption, and by its financial impact on firms and financial markets. However, a great deal depends on the public’s reaction to the disease.

Dr. Ira Kalish's weekly economic outlook

What’s happening this week in economics? Deloitte’s team of economists examines news and trends from around the world, including the impact of COVID-19.

The resilient family enterprise

Despite their reputation for resilience, optimism and agility, most family businesses have been under significant pressure to respond to the general health, safety, and welfare challenges introduced by the COVID-19 pandemic, along with the operational disruptions to their business. This series explores how the same traits that set family businesses apart are creating authentic opportunities for resilience, growth, and recovery.

Opportunities for private equity post-COVID-19

More than a trillion dollars of dry powder has been accumulated in private equity funds. With COVID-19, that money may be poised to come off the sidelines.

Extended enterprise perspective

Cost and revenue recovery can be a strategic linchpin during the COVID-19 crisis. A robust cost and revenue recovery strategy not only helps achieve significant cost and savings benefits, but also enhances an organization’s ability to realize—and fund—extended enterprise goals.

Private companies and COVID-19

In this article, Deloitte Private outlines four areas of opportunity companies can consider to meet their needs.

Highlights of the CARES Act

Coronavirus Aid, Relief, and Economic Security Act

European CFO Survey Spring 2020

This edition of the European CFO Survey is chiefly focused on how business leaders and policy makers are adapting to the new, unpredictable environment brought about by COVID-19.

COVID-19: Managing cash flow during a period of crisis

The global COVID-19 (novel coronavirus) crisis has cash flow implications across extended supply chain. In this piece, Deloitte leaders suggest ways organizations can mitigate damages to their business during this volatile event.

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COVID-19: Navigating volatility and distress

This piece from Deloitte in the UK provides guidance for companies experiencing significant operational disruption due to public policy measures put in place to contain the spread of COVID-19.

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Workforce strategies for post COVID-19 recovery

Insights for organizations moving beyond responding to the immediate crisis, towards strategies for accelerating recovery

Future of Work: Ways of working in uncertain times

This perspectives piece from Deloitte US provides insights for organizations that must explore new ways of working to sustain and thrive in uncertain times brought forward by COVID-19.

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Leading virtual teams

This piece explores the eight principles for mastering virtual leadership of teams.

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Practical workforce strategies that put your people first

COVID-19 is taking the world by surprise, causing a great deal of uncertainty and raising issues that require thoughtful, people-first responses. Explore practices and strategies to put people first in your workforce.

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Digital engagement: Listen and show up

As businesses strive for deeper engagement with consumers in a world shaken by a pandemic, listening has taken on added urgency across every step in the sales cycle, from initial online research through to post-purchase servicing. Organizations need the skills and operating structures to create differentiated experiences and meaningful consumer connections, and they need to have the technology in place to listen, disseminate information, and act fast.

B2B marketing: Six steps to thrive in a world upended by COVID-19

With salespeople stranded at home and face-to-face interaction stymied in a world upended by a pandemic, the traditional B2B model is no longer adequate.

COVID-19: A human-first approach as you recover and thrive

We are all on a global mission to reduce the spread and ultimately eliminate COVID-19. As we do that, though, businesses everywhere also need a steady focus on providing customers what they need. Major aspects of our lives are now irreversibly changed, and every business needs to rethink how it will serve customers’ newly prioritized basic needs in ways that assure safety, demonstrate empathy, and build trust. No company can avoid the imperative to change in reaction to the coronavirus pandemic.

COVID-19: Shaping the future through digital business

Never has there been a time in which the role of the CIO and other digital technology leaders has been so pivotal to shaping the future of their organization. As the pandemic shuts down the physical world, everyone is assuming that the digital world will step in and fill the chasm. But is that realistic?

Reopening the workplace: The resilient leader's guide

As the COVID-19 pandemic radically disrupted work environments, the first priority has been crisis response: emphasizing health and safety, essential services, and the virtualization of work and education

COVID-19: The recovery of organizations and supply chain

This latest piece examines the responsibility that company leaders have to not only respond to the current COVID-19 pandemic, but to also consider how their organizations will recover and thrive after the crisis is over.

Bravely face the epidemic, resume work calmly

As enterprises start resuming work in various regions, they need to consider how to restart business operations amid ongoing epidemic prevention and control measures and ensure they can return to a normal, healthy work rhythm as soon as possible.

10 Key Actions for Enterprises in An Epidemic

In the face of the current epidemic, Deloitte believes that the greater the urgency, the more rules need to be in place to face challenges calmly. Explore 10 actions to address future uncertainty.

Financial sustainability during COVID-19

This presentation, prepared by Deloitte UK, sets out some high-level considerations to help executives plan for the impact of COVID-19 on distribution networks.

Human Rights Challenges During COVID-19

The COVID-19 disruption has led some business and government leaders to make quick, difficult decisions without a playbook. Because of this shift to faster decisions, some practices during the pandemic may have been (inadvertently) in direct conflict with certain human rights.

Providing Aid During Crisis

COVID-19’s Impact on UN programs and NGOs

The Acceleration of Digitization as a Result of COVID-19

It is well known that COVID-19 pandemic rapidly sent millions of people to work from home (WFH), which created an immediate challenge for many organizations – providing secure system access to employees.

COVID-19: Work from anywhere. Cyber everywhere.

How Cyber can help ensure new ways of work are productive, sustainable, secure, and safe

Rethinking “CEO exceptionalism”

No longer shareholder-centric, today’s true CEO exceptionalism calls for leaders who are nimble and innovative—visionaries who model trust and empathy and embrace creative tension in the face of an ever-changing business landscape. A recent Fortune/Deloitte CEO Survey explores how.

Leveraging Heritage: Reinforcing Organizational Resilience in Times of Crisis and Beyond

In this article we discuss the value of leveraging your company heritage during times of crisis and, importantly, the value of having in place a methodology and framework to enable you to access and share your unique story in such unexpected situations.

COVID-19 and the undisruptable CEO

In the face of COVID-19, the five attributes of the undisruptable CEO become more relevant than ever in helping organizations manage through the crisis and emerge stronger on the other side.

COVID-19 and the board: A chair’s point of view

This perspective examines how the work of boards at this pivotal moment will be a critical factor in an organization’s ability to emerge from the current crisis and push forward into a new era of economic recovery and opportunity for the benefit of all stakeholders.

COVID-19: A human-first approach as you recover and thrive

We are all on a global mission to reduce the spread and ultimately eliminate COVID-19. As we do that, though, businesses everywhere also need a steady focus on providing customers what they need. Major aspects of our lives are now irreversibly changed, and every business needs to rethink how it will serve customers’ newly prioritized basic needs in ways that assure safety, demonstrate empathy, and build trust. No company can avoid the imperative to change in reaction to the coronavirus pandemic.

Embedding trust into COVID-19 recovery

As resilient leaders seek to shepherd their organizations and stakeholders through the COVID-19 crisis, trust will be critical to the recovery—specifically, four dimensions of trust.

The world remade by COVID-19

In the wake of COVID-19, Deloitte and Salesforce hosted a dialogue among some of the world's best-known scenario thinkers to consider the societal and business impact of the pandemic. What might life be like after the crisis passes, and what will it take to thrive in a world remade? Let’s explore four possible scenarios.

COVID-19 Economic cases: Scenarios for business leaders

The COVID-19 pandemic challenges business leaders to stabilize amid a crisis and prepare for a newly uncertain future. These economic case scenarios inform short and mid-term strategic, operational, and financial planning.

COVID-19: Confronting uncertainty through & beyond the crisis

No country, company, executive team, or individual leader will be immune from COVID-19’s impact. No strategy will survive fully intact. Scenario-thinking and sensing capabilities can strengthen the courage and conviction of executives to lead through these unique times.

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Maintaining customer loyalty and trust during times of uncertainty

As the world joins forces to contain the current COVID-19 crisis, businesses are concerned with the impact that events may have on the relationship with their customers. Explore ways to maintain customer loyalty and trust in this report.

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People, technology, and the path to organizational resilience

In this latest piece, Deloitte Canada examines the responsibility that IT leaders have to not only lead their function through the current pandemic, but also to support the entire enterprise, especially since technology has become increasingly woven into the fabric of business.

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Safety: An essential ingredient to your recover strategy

As leaders take their feet off the brakes and move forward with reentry plans, Deloitte US offers 5 considerations for establishing your next normal.

COVID-19: Orchestrating the recovery of supply chains

This latest piece examines the responsibility that company leaders have to not only respond to the current COVID-19 pandemic, but to also consider how their organization will recover and thrive after the crisis is over.

COVID-19: Managing cash flow during a period of crisis

This piece suggests ways organizations can mitigate damages to their business during this volatile event.

People, technology, and the path to organizational resilience

In this latest piece, Deloitte Canada examines the responsibility that IT leaders have to not only lead their function through the current pandemic, but also to support the entire enterprise, especially since technology has become increasingly woven into the fabric of business.

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Practical workforce strategies that put your people first

COVID-19 is taking the world by surprise, causing a great deal of uncertainty and raising issues that require thoughtful, people-first responses. Explore practices and strategies to put people first in your workforce.

Download the report

COVID-19: Managing supply chain risk and disruption

This piece from Deloitte Canada highlights short-term actions companies can take to respond to business disruption and supply chain challenges from the global spread of COVID-19 ─ and looks ahead to the longer-term solution of digital supply networks.

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Where will your employees work in the “next normal”?

As workers become used to remote working and as many companies announce indefinite work-from-home plans for their entire workforce or subsets of it, it is essential that broader compliance considerations are proactively addressed. Find out more about compliance risks, why it’s important to get it right, and how to emerge from the crisis stronger.

Recovery from the COVID-19 crisis - what role will tax policy play?

As a result of the COVID-19 crisis, governments have deployed various monetary and fiscal policies to help sustain the economy. Once the crisis subsides, policy makers will be faced with the challenge of setting the stage for business to rebound quickly.
In this article, Deloitte's tax policy experts explore five major issues to pay attention to as the crisis evolves, and the role of tax policy in the decision-making process as governments plot a path toward economic recovery.

Addressing the impact of COVID-19: Remote Workforce Expenses

In response to COVID-19, many employers have rapidly shifted all or some of their workforce away from physical company worksites and into remote working arrangements, at least for the time being.

Tax-efficient supply chain planning during COVID-19

The COVID-19 crisis has triggered or accelerated major shifts in business strategy, advancing digital adoption and reassessment of the end-to end supply chain—all with significant tax implications. These changes may have direct and indirect tax consequences across multiple geographies. Find out how to prepare your tax team for the upcoming changes to your organization’s value chain.

Deloitte Insights: Taking tax to the cloud

Learn why leading businesses are putting tax at the center of their ERP cloud migration.

The recent crisis has made it very clear that digitized, automated, and cloud-enabled tax departments have been able to pivot towards recovery.

COVID-19: The road to recovery

As the world slowly starts to progress past the initial phase of the COVID-19 pandemic and as businesses face massive near-term challenges, the tax function is now being viewed as an essential part of strategic planning. What are the immediate priorities and opportunities that all tax leaders should be focusing on as they support their organization’s recovery? What actionable steps you can tax leaders take?

Recover: Face COVID-19 challenges with an agile tax operating model

Companies around the world to have been forced to implement work-from-home policies during the COVID-19 crisis. Tax departments have been forced to become virtual with little or no time to prepare for the shift. As companies start to reopen their physical offices, what are the lessons learned to help remote working tax departments stay the course in the road ahead?

Recover: Manage your workforce with agility and confidence

Tax and legal leaders have an important role to play in helping to navigate their organizations through the rapidly changing economic and regulatory environment during the pandemic. Deloitte’s Global Employer Services team has created a quick guide that gives an overview of important considerations for global corporations to keep top of mind during the COVID-19 crisis recovery period.

Center for Fiscal Systems: Tackling the COVID-19 crisis

As revenue agencies respond to the disruption caused by the COVID-19 pandemic they are guided by three priorities: (1) maintaining business continuity, (2) implementing government policies to contain the economic damage, and (3) managing service demand and compliance risks. The Deloitte Center for Fiscal Systems is dedicated to assisting revenue agencies across the world on their journeys towards better futures for themselves, their stakeholders and the societies they serve.

COVID-19 tax & financial measures

Access a summary of governmental tax and financial COVID-19 measures. Here you can find tax relief and deferrals along with other financial measures and details of financial reporting extensions, postponements, and changes.

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COVID-19 Government Response Portal

Learn what government assistance programs are now available in your country and across geographies through this free portal.

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How social sensing sheds light on customer behavior in a pandemic

Tapping a direct line to consumers’ opinions and values becomes more vital in a world upended by COVID-19.

The kinetic leader: Boldly reinventing the enterprise

Faced with unprecedented uncertainty, businesses now more than ever need their technology leaders to be resilient, agile, and future-focused. At the same time, current market, economic, and social conditions indicate this is the time for transformational, not incremental, change—and who better than technology leaders to help drive this change?

New Architectures of Resilience

While the current crisis has forced us to examine how we do business, it could drive us to go beyond just recovering to thriving—by developing completely new business and technology architectures.

COVID-19: Shaping the future through digital business

Never has there been a time in which the role of the CIO and other digital technology leaders has been so pivotal to shaping the future of their organization. As the pandemic shuts down the physical world, everyone is assuming that the digital world will step in and fill the chasm. But is that realistic?

COVID-19: People, technology, and the path to organizational resilience

This latest piece examines the responsibility that IT leaders have to not only lead their function through the current pandemic, but also to support the entire enterprise, especially since technology has become increasingly woven into the fabric of business.

Combating COVID-19 with resilience

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