COVID-19 Impact on Cruise Industry (39

C r navirus Impact Assessment
and Mitigation Strategies on
CRUISE INDUSTRY

› COVID 19 Pandemic has Significantly Impacted GDP Growth Forecast
› Global Cruise Industry Overview
› Cruise Tourism Market Overview
› Impact of Covid-19 on Cruise Industry
› Covid-19 Impact on Different Units of Marine Shipping
› Impact of Covid-19 on Global Shipping Sector
› Change in Weekly US Travel Sales due to Covid-19
Cruise Sector Overview
› Consumer Awareness About Cruise Industry (Through Media)
› Consumer Perceptions of Safety in the Cruise Industry
› Princess Cruises Faces an Uphill Battle
› Value of Cruise Line Companies has Plunged due to COVID-19
Covid-19 Impact on Consumer Perceptions of
the Cruise Industry
› Determining Impact of Social Distancing on Cruise Industry
› Determine the Required Design Changes in Cruise Ship to Follow
Social Distancing Rule
Risk 1: Disruption Due to Social Distancing
› Risks Associated to Employee Productivity due to COVID 19
› Unions’ Proposals for Cruise Crew Affected by COVID-19
Risk 2: Plummeting Employee Productivity
› Risk Management Plan for Outbreak of COVID-19
Disease
› COVID-19 Outbreak Management - Prior to Boarding
› COVID-19 Outbreak Management-Suspected Cases
During Ship Boarding
› Key Approaches to Prevent and Control COVID-19 in
Passenger Ships
› Key Measure to Prevent the Risk of COVID-19 on the
Ship
Risk Management Plans
› Risk Mitigation Polices (by the Firm) to
Avoid Covid-19 Outbreak
› Public Health and Medical Policies for
Crew Members
Policy Management
› Combined Incident Report for Different
Ships
› Cumulative Number of Confirmed
Coronavirus Incidents
Incident Management
› Current State of Risk Maturity Model
› Risk Management Maturity Model Scoring
› Role and Process of Risk Management
Maturity Model
Risk Maturity Model
› COVID19 Impact on Marine Trade and Patterns
› Average Weekly Distance Travelled by the Cruise Ships
› Dimensions of Supply Chain Disruption for COVID 19
Risk 3: Stressed Supply Chains
› Economic Instability Risk in Cruise Sector
› Risk of Civil Unrest Due to Covid-19
Risk 4: Economic Instability and Civil Unrest
How Risks are Mitigated
› Covid-19 Business Impact on Cruise Sector Companies
› Impact Assessment by Key Business Operations – Cruise Sector
› Impact Assessment Analysis on Related Sectors of Cruise Industry
Business Impact Analysis
› Readiness Assessment Checklist for Managing Suspected
COVID 19 Person
› Readiness Assessment Checklist for the Cruise Company
› Readiness Assessment Guidelines for Preventing Infection
in Crew Members
› Readiness Assessment Checklist to Manage COVID 19
Risk Readiness Assessments
Table of Contents for Coronavirus Impact Assessment and Mitigation
Strategies in Cruise Sector
2

Table of Contents for Coronavirus Impact Assessment and Mitigation Strategies in
Cruise Sector
COVID 19 Pandemic has Significantly Impacted GDP Growth Forecast
Global Cruise Industry Overview
Cruise Tourism Market Overview
Impact of Covid-19 on Cruise Industry
Covid-19 Impact on Different Units of Marine Shipping
Impact of Covid-19 on Global Shipping Sector
Change in Weekly US Travel Sales due to Covid-19
Cruise Sector Overview
3

COVID 19 Pandemic has Significantly Impacted GDP Growth Forecast
This slide covers information about the COVID – 19 impact on the world economy. It shows year on year (2019 vs 2020) GDP growth of key countries (USA, UK, France, Italy, Germany,
India, China, Japan)
Real Y-o-Y GDP Growth (%)
Global economy shrank by over 2% in the
First three months of 2020
Global
2020
2019
2019 2.9%
2020
0.7%
-0.4% -0.7% -0.8% -1.9% -1.2%
0.2%
-2.5%
3.6%
1.4% 1.3% 0.2% 0.6% 0.8%
2.3% 6.1%
5.3%
USA
UK
France
Italy
Germany
India
China Japan
Real Y-O-Y GDP Growth (%)
COUNTRY
Key Notes
With over 6.5 Mn people infected
including around 4 lac death (as of Jun
04, 2020), the Covid-19 pandemic shows
no signs of abating
With the number of cases rising sharply
daily, even if the pandemic is contained
soon, the ripple-effects will be felt across
the world well into the year, pushing all
major economies into a possible recession
The International Monetary Fund (IMF)
has revised its global GDP growth
estimate from 3.3% just 3 months ago to a
contraction of 3%, something not seen
since the Great Depression of the 1930s
4

Global Cruise Industry Overview
This slide provides an overview of global cruise industry. It shows the key stats (passengers, job, market size, passenger capacity etc.) and key trends related to the industry
MILLION
Passengers
31.8 JOBS
FT Equivalent
Employees
1,201,000
BILLION
Wages and
Salaries
$55.4 Billion
Total Output
Worldwide
$160
17.8 19.1 20.5 20.9 21.3 22.3 23.1
25.2 26.7 28.5 30.1 31.8
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
Passenger Capacity (Million)
$376
Passenger spending in port
before boarding a cruise
$101
Passenger spending in port
while visiting during a cruise
Key
Trends
Cruises is extremely popular
among adults (those aged
between 18 and 44), making up
63% of tourists interested in
going on a cruise in 2020
The younger generations are
also most likely to want to
experience the bars and clubs
of the cities they visit so this
would give them a reason to go
on a cruise
By 2025, members of Cruise
Lines International Association
(CLIA) plan to see a 30%
reduction in CO2 emissions as
sustainability becomes a
growing concern
In the last few decades, there have
been huge changes and now cruise
companies are embracing technology
(to communicate with people back
home and use other technologies on
the cruise) and are even using it to
entice more customers
Key Statistics (2020)
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5

Cruise Tourism Market Overview
This slide provides an overview of cruise tourism market. It shows market size from 2017 to 2019 (along with the forecasted values for 2026) and the key growth drivers for the industry
22 25 27
52
0
20
40
60
2017 2018 2019 2026
Global Cruise Tourism Market Size, (in $ Billion), 2017-2026
Rise in Disposable
Income of People
Environmental Concern Due
to Waste Disposals in Sea
Rise
in Economy
Global Cruise Tourism Market
(CAGR – 10%) 2017-2026
This graph/chart is linked to excel, and changes automatically based on data. Just left click on it and select “Edit Data”.
6

Impact of Covid-19 on Cruise Industry
This slide covers the key impact of covid-19 on cruise industry. It shows the number of cruise vessels (that are not moving) from Jan 2019 to Apr 2020 along with the other highlights
related to coronavirus impact on the cruise industry
Key Facts
Most of the cruise operators have ceased operations amid
the coronavirus outbreak
Many vessels have spent most of their time moored or
anchored. The percent of total time not moving has jumped
from an average of 20% to more than 60% for vessels larger
than 10,000 gross tones
22% 25% 22% 21% 19% 19% 18% 18% 20% 19% 20% 23% 22% 25%
42%
60%
0%
10%
20%
30%
40%
50%
60%
70%
Cruise Vessels not Moving (Anchored + Moored Status of Total)
Other Highlights
Carnival's stock has dropped
by nearly 60% while Royal
Caribbean and Norwegian
have lost more than 70% of
their value in last one month
(March –Apr 2020)
Many operators have
suspended all voyages, with
many others cancelling their
cruises
A fall in cruise tourism could be
disastrous for the countries and
the many people that rely on
tourism for their livelihoods
› The cruise industry contributes $2
billion to the Caribbean each year
› It contributes 5.9% to some nations'
entire GDP, as is the case with St
Kitts and Nevis
› Many small island nations rely
heavily on the jobs and cash flow
that ships provide
The short-term goal for cruise
businesses at this stage is
survival by obtaining loans or
government intervention
In Long-term, businesses must
deal with the disastrous
reputational damage that has
been caused in past few weeks
7

Supply Chains
› The pandemic has exposed the fragility
of the global supply chains
› Countries ravaged by the pandemic
find it hard to provide adequate medical
care due to shortages of critical medical
equipment such as ventilators,
protective masks and other gear
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Crew
› According to one report, the pandemic
has caused some 40,000 Indian crew
serving on merchant and cruise ships
to be stranded worldwide
› The safe repatriation of the crew from
the vessels will require the joint efforts
of the governmental agencies, the crew
manning agency and the owner
Insurance
› Insurance implications arise from the
disruption of shipping and logistics
› The insurance implications of the
disruption include cargo and stock
throughput, delay, additional
costs/charges, vulnerable goods etc.
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Legal Disputes
The disruption caused by the pandemic has
legal effects
› The effects of the pandemic may possibly
be covered in the force majeure clauses in
some contracts, but these are not uniform
› The disruptive effects of the pandemic will
cause losses and the result in the most part
will be to determine who will share the
losses
Cruise Industry
Cruise ships - with large numbers of passengers and
crew and an emphasis on communal dining and group
activities - became incubators of the Covid-19 virus
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Port Congestion
Most of the ports has closed their operations. Some ports
remain open but have reduced workforce, which
exacerbates the cargo congestion
This cause the disruption in supply chain and
exacerbates the cargo congestion
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Covid-19 Impact on Different Units of Marine Shipping
This slide shows the impact of coronavirus on different units of marine shipping (cruise industry, port supply chain , crew, insurance, legal disputes etc.)
8

TCE: Time Charter Equivalent
Impact of Covid-19 on Global Shipping Sector
This slide covers the impact of coronavirus on global shipping industry. It shows the total cargo miles and Capesize Time Charter Equivalent (TCE) from Jan 2019 to March 2020.
Notes
$0
$5000
$10000
$15000
$20000
$25000
$30000
$35000
$40000
20
22
24
26
28
30
32
34
36
Jan-19 Feb-19 Mar-19 Apr-19 May-19 Jun-19 Jul-19 Aug-19 Sep-19 Oct-19 Nov-19 Dec-19 Jan-20 Feb-20 Mar-20
Capesize
TCE
S/Day
Daily
Cargo
Miles
(Bn
DWT
/
NM)
Total Cargo Files Capesize
Daily Cargo Miles of Capesizes
Global
Coronavirus
The rapid spread of coronavirus has
had a major impact on global shipping
markets. Due to decrease in demand
for goods from China, there is
negative impact on everything from
container ships to oil tankers
Capesize cargo mile demand
has recently improved in late
March, led by a recovery in
demand from Japan and
South Korea, although
Chinese figures are still low
Crisis could become a key
catalyst for digital and
technological advancements
in the shipping industry
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Text Here
Add
Text Here
Chinese New
Year 2019
Chinese New
Year 2020
Brazil Dam
Collapse
9

Change in Weekly US Travel Sales due to Covid-19
This slide shows the change in weekly US travel sales changes under various sectors including online travel agency, airlines, cruise lines, hotels etc.
Online travel
agencies
2.1% 16.6% -0.4% -1.9% 9.1% 7.8% -6.2% -20.5%
Airlines 5.6% 3.2% 4.9% -5.7% -4.0% 0.5% -7.4% -16.5%
Cruise lines 0.6% 3.1% 13.4% -3.9% -12.2% -11.1% -6.4% -14.9%
Hotels 7.5% 11.6% 12.1% 6.2% 4.6% 7.6% 3.4% -0.6%
Jan. 7-13 Jan. 14-20 Jan. 21-27 Jan. 28-Feb. 3 Feb. 4-10 Feb. 11-17 Feb. 18-24 Feb. 25-Mar. 2
10

Table of Contents for Coronavirus Impact Assessment and Mitigation Strategies in
Cruise Sector
Consumer Awareness About Cruise Industry (Through Media)
Consumer Perceptions of Safety in the Cruise Industry
Princess Cruises Faces an Uphill Battle
Value of Cruise Line Companies has Plunged due to COVID-19
Covid-19 Impact on Consumer Perceptions
of the Cruise Industry
11

Consumer Awareness About Cruise Industry (Through Media)
This slide covers the consumer awareness about the cruise industry. It shows that survey results of how many Americans has seen, read or heard about the different cruise companies
in the news (in the last week)
5%
6%
11%
12%
13%
19%
17%
21%
25%
25%
24%
34%
25%
24%
21%
22%
19%
17%
53%
49%
42%
41%
44%
30%
Celebrity Cruises
Norwegian Cruise Line
Royal Caribbean
Carnival Cruise Line
Princess Cruises
Cruise lines in general
A Lot Some Not Much Nothing at all
about 53% of the adults has seen, read, or heard something in the past week
about cruise lines in general, with the tenor of coverage being significantly negative
(46 percent negative, compared to 26 percent positive)
As per the latest reports and new
morning consult survey,
Over Half of the
Americans Have
Heard About
Cruises (in the
News) in the Last
One Week
12

Consumer Perceptions of Safety in the Cruise Industry
This slide shows the survey results about the consumer's perception towards safety in the cruise industry during coronavirus. Additionally, it shows the consumer's perception of safety in
other similar industries such as airplanes, hotels (in the US, outside the US)
two in three adults (65 percent) say that cruise ships are not safe and sanitary,
Almost
compared to 57 percent for airplanes and
31 percent for hotels
5%
15%
8%
5%
34%
55%
36%
29%
39%
19%
38%
39%
22%
12%
19%
26%
Hotels outside the U.S.
Hotels in the U.S.
Airplanes
Cruise Ships
Very safe & Sanitary Somewhat safe & Sanitary Not very safe & Sanitary Not safe or Sanitary at all
With
Coronavirus
in
Mind,
Cruse Ships Seen as Less Safe and Sanitary than Hotels, Airplanes
13

Princess Cruises Faces an Uphill Battle
This slide shows the positive or negative buzz of Princess Cruises from January 2019 to February 2020
Nearly 3,500 passengers and crew were stuck on board, with hundreds of passengers infected and
several reported deaths. As news of the Diamond Princess spread widely, negative buzz jumped by 11
points from 6 percent to 17 percent
0%
2%
4%
6%
8%
10%
12%
14%
16%
18%
20%
Yes, and it was mainly positive Yes, and it was mainly negative
Over the past 2 weeks,
have you seen, read or heard
something Positive or
Negative about
Princess Cruises…
BUZZ OVER TIME
14

Value of Cruise Line Companies has Plunged due to COVID-19
This slide shows the value of major cruise lines during the March 2019 to March 2020. it shows the values of Carnival corporation, Royal Caribbean, and Norwegian
The trade group Cruise Lines
International Association, whose
members make up about 90% of cruise
capacity, said the 30-day suspension
applied to all its members and all U.S.
ports of call
Earlier, the State Department warned
Americans to avoid cruising, but many
cruise fans flouted the warnings. Princess
was the first of the big players to
announce a shutdown, saying it will stand
down for two months
Two outbreaks of coronavirus on Princess
ships have strained public health
resources and convulsed the industry,
sending stocks plummeting
The first Princess ship, Diamond Princess, was under a lengthy quarantine in Yokohama, Japan, with more than 700 people aboard
testing positive for the virus. The Grand Princess docked Monday in Oakland, California, and had 21 confirmed cases
Cruise lines decline
The value of Cruise companies has plunged due to Coronavirus
-25B
-20B
-15B
-10B
-5B
0B
5B
Carnival
Royal Caribbean
Norwegian
2019 2020
Mar Jun Sep Dec Mar
15

Table of Contents for Coronavirus Impact Assessment and Mitigation Strategies
in Cruise Sector
Determining Impact of Social Distancing on Cruise Industry
Determine the Required Design Changes in Cruise Ship to Follow Social Distancing Rule
Risk 1: Disruption Due to Social Distancing
16

Determining Impact of Social Distancing on Cruise Industry
This slide provides the major impact of social distancing on cruise industry. Key impacts include increase in customer cost, increase in the company’s cost, cash crunch etc
Due to Social Distancing Rule,
cruise ships can only be
allowed to board limited
customers. This could lead to
an increase in ticketing prices
for customers to balance out the
lack of passengers
Increase in Customer
Costs
Social Distancing restrictions will
further force the cruise companies
to make changes in the Cruise
Ship design (in cabins, dining
areas, swimming pool etc.). This
will further put pressure on the
company’s financials
Change in Design will Further
increase the Company's Cost
Carnival has an industry-best nine
months of liquidity, assuming no
revenues, and that it’s burning
about $830 million of cash a month
Royal Caribbean’s monthly cash
burn rate is about $440 million and
about $250 million for Norwegian
Cruise Lines are Burning
Through Cash
17

Determine the Required Design Changes in Cruise Ship to Follow Social
Distancing Rule
This slide shows the required design changes for the cruise ships to follow the social distancing rule. It provides the key points for required design changes in cabin, dining areas,
theaters, medical facilities, swimming pool etc
Embarkation and
Disembarkation Areas
› A "sanitization gate" at the embarkation area of the ship to ensure hygiene protocols are followed
› Technology to limit or rid cruise ships of check-in lines
› Anti-microbial carpets for public areas and cabin corridors
› Automatic doors for entrance and exit points to avoid unnecessary touching
Theatres › New open-air show theaters and disco areas, with weather-protection option
› Utilize portable UVc lights or potentially fogging systems to sanitize high-occupancy spaces such as dining
Swimming Pools
› An updated pool area design could include showers and other water features to provide alternatives and mitigate
pool crowding
› Cabanas could replace sun beds or deck chairs to promote social distancing on pool decks
Passenger Cabins
› Creating an enclosed space akin to a mudroom just outside the cabin where passengers could place clothing and
shoes worn prior to entering their cabin
› antimicrobial carpets and fabric could be installed inside the cabin
Crew Cabins › Cabins for the crew members can change in capacity or size to allow adequate self-distancing rule
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Medical Facilities › Increased space for medical facilities and cabins for medical crew that are separate from rest of the crew
› All medical-related facilities should be interlinked, and isolated from the rest of the ship
Dining Areas › Table sizing and spacing could be altered to ensure safe distancing between passengers
› The style of dining on board could change, too, including the popular buffet option
18

in Cruise Sector
Risks Associated to Employee Productivity due to COVID 19
Unions’ Proposals for Cruise Crew Affected by COVID-19
Risk 2: Plummeting Employee Productivity
19

Risks Associated to Employee Productivity Due to COVID 19
This slide provides information regarding the risks associate to employee productivity which depends upon risk of job security, risk related to work and risk of getting stressed
› Since most of the cruise ships has closed their
operations, most of the lower rank employees
such as bartenders, and cleaning staff have risks
of losing their jobs
› Uncertainty about future of workplace and
employment
› Risk of workers being exposed to virus at
work
› Bigger ships are considered as potential
carriers (hotspots) of disease (due to large
number of people)
› Lack of essential tools and equipment
needed to perform operational tasks
› Difficulty in learning new tools, rules
and restrictions
› Adapting to various work schedules
› Take care of personal and family needs
during working
› Managing different workload
Risk Related to Job Security
Risks Associated to Work
Risk of Getting Stressed
There will be reduction
in employee
productivity as they
might be unable to
work due to sickness,
stress, etc
20

Unions’ Proposals for Cruise Crew Affected by COVID-19
slide provides information regarding the proposals of unions and Cruise Ship Task Force (CSTF) for cruise crew affected by the coronavirus
The Union is a member of the ITF's Cruise Ship Task Force (CSTF) which is supporting seafarers and
monitoring the fast-changing situation brought by the pandemic
› Seafarers must be paid their normal
remuneration while their vessel has
passengers on board, subject to the
minimum guaranteed wages
› Seafarers must be paid the minimum
guaranteed wages when the vessel is laid-
up or sailing without passengers for the first
month
In regard to the above, the CSTF has made
the following proposals to keep seafarers
employed and costs down while cruise
vessels are in lay-up:
› Seafarers are signed off and paid the
agreed-on retrenchment remuneration, i.e.
two months' basic wages or one month
guaranteed wages as a minimum; or
alternatively, if staying onboard and both the
company and individual seafarer agrees;
› The seafarers' working week to 40 hours
and pay basic wages and leave pay and
allow the 40-hour work week to be used on
any five days of the week
After one month in lay-up or the ship having
sailed without passengers, seafarers must be
given two choices
21

in Cruise Sector
COVID19 Impact on Marine Trade and Patterns
Average Weekly Distance Travelled by the Cruise Ships
Dimensions of Supply Chain Disruption for COVID 19
Risk 3: Stressed Supply Chains
22

COVID19 Impact on Marine Trade and Patterns
This slide provides information regarding the impact of coronavirus on marine trade and patterns. It also show the short-term and long-term implications for marine trade
Implications for Marine Trade
› Reduced trading has significantly impacted international supply chains
› Slowdown of major ports and delay of cargo has resulted in accumulation concerns
› Financial challenges for shipowners following the fall in demand for shipping
› Shipowners, Ports and Logistics companies facing economic challenges could lead
to reduced workforce
Short Term
› Delays in re-establishing supply chain networks and logistics capabilities could
lead to delay in projects and infrastructure
› Potential rise in price of goods and services due to mitigation on current reliance
of supply chains and more domestic production
› Certain sectors of maritime trade, such as passenger movement face a more
uncertain longer-term future
› COVID-19 could become a key catalyst for digital and technological
advancements in the shipping industry
Medium / Long Term
› Global trade is expected to fall between 13% - 32% in 2020, as COVID 19 disrupts
economic activity and ‘normal’ life around the world.
› Shipping represents 90% of global trade; there will be enormous pressure on this
industry especially following the declining capabilities of the airline market
› Ability of shipping services to continue undisrupted to transport food, energy and
medical supplies across the continents will play a critical role in overcoming this
pandemic
Shipping Industry is Facing Unprecedented Challenges
40
50
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130
2000
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2002
2003
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2006
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2011
2012
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2015
2016
2017
2018
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2021
2022
Trend 1990-2008
Merchandise Trade
Optimistic Scenario
Trend 2011-2018
Pessimistic Scenario
23

Average Weekly Distance Travelled by the Cruise Ships
This slide provides graph of weekly distance travelled by the cruise ships in 2019 and 2020. Additionally, it provides the key facts related to the distance travelled by cruise ships
Passenger numbers significantly
reduced in Q1 2020
Several cases of the virus on cruise ships
Mileage per vessel halved since Jan 2020
Many ports refusing to accept cruise
vessels for disembarking
Eight vessels carrying 6,000 passengers
still at sea as at early April
Long-term impact on sector likely to be
significant in future demand trends
Passenger (Cruise) Ship’s Average Weekly Distance travelled
600
800
1000
1200
2 4 6 8 10 12
Distance
(Nautical
Miles)
Week of year
2019 2020
24

Dimensions of Supply Chain Disruption for COVID 19
This slide provides information regarding the supply chain disruption (typical disruption and disruption due to coronavirus) under various dimensions (geography, scope, demand vs
supply, financial system, term etc.)
D
I
M
E
N
S
I
O
N
S
Typical Disruptions COVID-19
Geography Most disruptions are local or regional COVID-19 is widespread & global, impacting all regions
Scope
Only few segments of the industry are impacted (like
flooded cabin). Also scope of the impact is limited and
short term
Widespread scope and affecting all the segments of
the industry. Scope of the impact is unlimited and
long term
Demand v/s.
Supply
Disruptions most often impact supply,
sometimes demand
Impacts demand, and possibly supply
Prior Planning
& Experience
Disaster planning has been done, and prior
experience is available
Limited disaster planning for global pandemic,
with limited prior experience (1918 Spanish Flu?)
Financial
System
High correlation with global financial system
:Low or moderate correlation with global
financial system
Term
Long – term emergency service needs (i.e.,
hospital beds, ventilators)
Short – term needs for emergency services
(i.e.,flood rescues)
Human Impact
& Behavior
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Add text here
Add text here
25

in Cruise Sector
Economic Instability Risk in Cruise Sector
Risk of Civil Unrest Due to Covid-19
Risk 4: Economic Instability and Civil Unrest
26

Economic Instability Risk in Cruise Sector
This slide provides information regarding various risks associated to economic instability risk on cruise industry such as declining customer base, cash crunch, additional expense etc
Declining Customer Base
› Due to lockdown and operations shutdown, no one is moving from one place to another. All the related sectors tourism, shipping, transportation etc.
are closed. This results in decline the number of customers of the company
Cash Crunch
Since the company’s are facing decline in customers, most of the companies are facing cash crunches
› Carnival has an industry-best nine months of liquidity, assuming no revenues, and that it’s burning about $830 million of cash a month
› Royal Caribbean’s monthly cash burn rate is about $440 million and about $250 million for Norwegian
Additional Expenses
› Restrictions due too covid-19 will further force the cruise companies to make changes in the cruise ship design (in cabins, dining areas, swimming
pool etc.). This will increase the company’s additional expenses
Add Your Risk
› Add Text here
› Add Text here
› Add Text here
27

Risk of Civil Unrest Due to Covid-19
This slide provides information regarding the risk of civil unrest prevailing due to COVID 19 pandemic with increase in protests during lockdown
With around 7 million cases of COVID – 19 and over 4 lac deaths, various countries are
following different degrees of restrictions and lockdown measures to combat virus
Lockdowns in South Asia have been enforced strictly by security forces. This is likely to
trigger anti-government sentiment and protests and riots across South Asia and in
Indonesia and Papua New Guinea
Hundreds of people are protesting coronavirus stay at home orders in various parts of
world as nearly 2 billion of people across the globe depend upon daily work for survival
There is a high risk of panic-buying degenerating into looting across Latin America. Small
outbreaks of violent confrontations between security forces and residents refusing to follow
government social distancing guidelines are likely in most countries
In Sub-Saharan Africa, Individuals and businesses linked to Asian or European descent and
wealthier nationals or diaspora returnees are at risk of harassment, theft, and looting
28

in Cruise Sector
Covid-19 Business Impact on Cruise Sector Companies
Impact Assessment by Key Business Operations – Cruise Sector
Impact Assessment Analysis on Related Sectors of Cruise Industry
Business Impact Analysis
29

Covid-19 Business Impact on Cruise Sector Companies
This slide provides information regarding the business impact (by weeks - from 1st week to 18th week of 2020) on top 3 companies of cruise industry
Average
Week
1&2
Week
3&4
Week
5&6
Week
7&8
Week
9&10
Week
11&12
Week
13&14
Week
15&16
Week
17&18
0.0 0.0 0.0 0.1 0.1 0.4
1.4 5.3 9.3
0.8-0.9
0.0 0.2 0.2 0.2 0.4
0.0 0.2 0.2 0.3 0.4
8.0 14.8
3.6
1.3
3.5 12.5 20.2 6.8-7.2
1.0
2.3-
4.0
Company 1 Business Impact (%)
30

Impact Assessment by Key Business Operations – Cruise Sector
The slides shows the examining of severity impact assessment (from point 1 to 5, where point 1 is low severity and point 5 is high) by identifying various concerns and their impact on
business functioning
1
(Least)
2 3 4
5
(Greatest)
Comments
Loss of customers ✔ Add text here
Operations Shutdown ✔ Add text here
Reduce in Revenue ✔ Add text here
Decrease in Advance
Booking
✔ Add text here
Add text here ✔ Add text here
Add text here ✔ Add text here
I m p a c t S e v e r i t y
31

Impact Assessment Analysis on Related Sectors of Cruise Industry
The slides shows the examining of severity impact assessment (from point 1 to 5, where point 1 is least severity and point 5 is greatest) on various areas/functions of cruise industry
including, personnel, operations, supply chain, revenue etc
Marine
Insurance
Shipping Travel Transportation Ports Other
Personnel 3 4 5 1 3 5
Operations 3 3 4 1 1 4
Supply Chain 4 4 4 1 2 5
Revenue 3 2 4 1 2 5
Overall Assessment 3 3 4 1 2 5
S e g m e n t s
Impact Severity:
1 is least
5 is Greatest
32

in Cruise Sector
Readiness Assessment Checklist for Managing Suspected COVID 19 Person
Readiness Assessment Checklist for the Cruise Company
Readiness Assessment Guidelines for Preventing Infection in Crew Members
Readiness Assessment Checklist to Manage COVID 19
Risk Readiness Assessments
33

Readiness Assessment Checklist for Managing Suspected COVID 19
Person
This slide provides the assessment checklist to manage the suspected coronavirus person in the cruise
Readiness Assessment Points Response
Clinical Evaluation of Suspect Cases ❑
Managing sick passengers or crew when boarding and
onboard
❑
Managing passengers and crew after exposure ❑
Preventing infection in crew members ❑
Personal protective equipment and instructions for crew
members
❑
Managing passengers or crew upon disembarkation ❑
34

Readiness Assessment Checklist for the Cruise Company
This slide provides assessment checklist for the cruise industry. It includes the key questions related to risk mitigation and safety measures in the ship
Have you advised passengers and crew of the importance of covering coughs and sneezes with a tissue
o Yes
o No
Have you educated the passengers and crew members about basic hygiene (wash their hands often
with soap and water, especially after coughing or sneezing)
o Yes
o No
Does the company have system to conduct influenza test for the people onboard who have fever or
acute respiratory illness
o Yes
o No
Does the ship have facility to Isolate passengers or crew onboard who are suspected of having
COVID-19 infection
o Yes
o No
Is the company planned to mitigate risks associated to coronavirus outbreak
o Yes
o No
Is the company capable enough in resume its ship operations after major disruption to business
o Yes
o No
R
E
S
P
O
N
S
E
35

Readiness Assessment Guidelines for Preventing Infection in Crew
Members
This slide provides the readiness assessment guidelines to prevent the infection in crew members. It includes creating awareness among crew members and key recommendations for
the crew members when their work activities involve contact with passengers
Key Recommendation for the Crew Members when their Work Activities Involve Contact with Passengers
Ask the sick person to wear a facemask, any time they leave their
cabin or interact with other people
Maintain a minimum of 6 feet distance from the sick person while
interviewing, escorting, or providing other assistance
Limit the number of people who interact with sick people. To the extent
possible, have a single person give care and meals to the sick person
Wash your hands often with soap and water. If soap and water are not
available and if hands are not visibly soiled, use a hand sanitizer
containing 60%-95% alcohol
Provide tissues and access to soap and water and ask the sick persons to
› Cover their mouth and nose with a tissue when coughing or sneezing
› Throw away used tissues immediately in a disposable container (e.g., plastic
bag) or a washable trash can
› Wash their hands often with soap and water for 20 seconds
Ensure that Crew Members are Aware of the
Global risk of COVID-19 during international travel
Signs and symptoms that may indicate a sick traveler has COVID-19
Requirement for the ship’s medical unit to report a traveler with
suspected or known COVID-19 to CDC, if ship is destined for a US port
Importance of not working on a ship while sick with fever or acute
respiratory symptoms
36

Readiness Assessment Checklist to Manage COVID 19
This slide provides the assessment checklist to manage coronavirus. It incudes the key questions related to risk due to coronavirus and for each risk there are indicative options which
might reduce the impact of risk
QUESTIONS
Specific
Indicative
Options
for
Action
› Is a human life
in danger
(clinical signs
and symptoms
among
travelers and
severity)?
› Evacuation of ill
traveler
› Medical support
› Ambulance
arrangement
› Identification of
the medical facility
to send the patient
ashore
› Is there a
doctor on
board
› Ensure access
to radio medical
support
› Send doctor to
board the ship
route or upon
arrival of the
ship at the port
› Is the event an
immediate risk to
health?
› Is there a
potential for
spread on board
or ashore or in
the environment?
› Consider
activating the
contingency
plan at the port
if necessary
› Consider if
contact tracing
is needed
› Are special
measures needed
upon arrival at the
port?
› Does the ship need
any supplies?
› Arrange delivery
of supplies that
the ship may
need (e.g. PPE,
medicines
› Are any
precautions for
disembarkation
of ill and healthy
travelers needed?
› Communicate
with the terminal
station staff and
start preparing
arrangements
› Is the ship
coming from an
affected area
where WHO has
recommended
measures in
place?
› Consult WHO
website for
recommendations
on health measures
› If appropriate,
report the event to
the NFP for further
assessment and
notification to WHO
if necessary
37

in Cruise Sector
Risk Management Plan for Outbreak of COVID-19 Disease
COVID-19 Outbreak Management - Prior to Boarding
COVID-19 Outbreak Management-Suspected Cases During Ship Boarding
Key Approaches to Prevent and Control COVID-19 in Passenger Ships
Key Measure to Prevent the Risk of COVID-19 on the Ship
Risk Management Plans
38

The location or locations where suspected cases will be isolated individually until disembarkation and
transfer to a healthcare facility
How the necessary communications between departments (for example, medical, housekeeping,
laundry, room service) about persons in isolation will be managed
The clinical management of suspected cases while they remain on board
Cleaning and disinfection procedures for potentially contaminated areas, including the isolation cabins
or area
How food service and utensils, waste management services and laundry will be provided to the isolated
travelers
Risk Management Plan for Outbreak of COVID-19 Disease
This slide provides the risk management plan to avoid the outbreak of coronavirus. It provide key required steps, which the passengers and crew members needs to follow
Passenger ships are advised to develop a written plan for disease outbreak management that covers the definitions of a suspected
case of COVID-19 disease, the definition of close contacts and an isolation plan
The outbreak management plan should include descriptions of the following
39

› Passengers and crew members should receive information in accordance with WHO’s advice for international traffic
in relation to the outbreak of COVID-19 disease
› Prevention information include basic hygiene recommendations, stay home, follow healthy diets, avoiding crowd
Pre-boarding Information
› All the passengers and crew members needs to complete their PLF (Passenger Locator Form), and this should be
kept on board for at least 1 month after their disembarkation
› Information in the completed PLF should be provided upon request to health authorities to facilitate contact tracing if
a confirmed case is detected after disembarkation
Pre-disembarkation Information
› Passenger ships are advised to provide passengers with general information on COVID-19 disease and preventive
measures
› Identify close contact of someone with COVID-19 disease to ensure proper management by port health authorities. A
contact is a person involved in any of the following:
o Providing direct care to a patient with COVID-19 disease, visiting patients or staying in the same environment as a
COVID-19 patient
o working closely or sharing a cabin or room with a patient
o Traveling with a COVID-19 patient in any kind of conveyance
Pre-boarding Screening
› Ship owners should provide guidance to the crew about how to recognize the signs and symptoms of COVID-19
disease
› Crew should be reminded of the procedures that are to be followed when a passenger or a crew member on board
displays signs and symptoms indicative of acute respiratory disease
Education
COVID-19 Outbreak Management - Prior to Boarding
This slide provides the outbreak management plan for coronavirus, before boarding the ship. Key steps include pre-boarding information, Pre-disembarkation information, pre-boarding
screening, education etc.
40

COVID-19 Outbreak Management – Suspected Case on Board a Ship
This slide provides the outbreak management plan for coronavirus, if suspected case is identified in the ship. Key steps include ‘activate the outbreak management plan’, disembarkation
of suspected cases, and notification and reporting to WHO
Activating the Outbreak
Management Plan
› The suspected case should be immediately
instructed to wear a medical mask, follow
cough etiquette and practice hand hygiene
› Infection control measures should be applied in
accordance with WHO guidance
› Arranged the disembarkation and transfer of
the suspected case to an onshore healthcare
facility for further assessment and laboratory
testing
› The master of the ship must immediately inform
the port health authority at the next port about
any suspected case
› Ship owners must facilitate the use of health
measures and provide all relevant public health
information requested by the health authority at
the port
Disembarkation of
Suspected Cases
› During the disembarkation of suspected cases,
every effort should be made to minimize the
exposure of other persons and environmental
contamination
› Infection control practices include
o Transport staff should perform hand hygiene
and wear a medical mask, eye protection,
When loading patients into the ambulance
o Personal protective equipment (PPE) should
be changed after loading each patient
o Transport vehicles must have as high a
volume of air exchange
o Ambulances and transport vehicles should
be cleaned and disinfected
Notification and
Reporting
› The authority at the port must inform
immediately its IHR NFP if a suspected case of
COVID19 disease has been identified
› If the suspected case’s report is positive, then
the IHR NFP shall inform WHO.
› The IHR NFP will pay attention to additional
health measures (such as refusal of entry or
departure of international travelers and/or
ships, or their delay for more than 24 hours)
› This slide is 100 editable Adapt it to your needs
and capture your audiences
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41

Key Approaches to Prevent and Control COVID-19 in Passenger Ships
This slide provides information regarding the major approaches followed the company to prevent and control coronavirus in passenger ships. It shows the measures in different regions
(high-risk region, moderate-risk region, low-risk region)
Screening Passenger ship
Screening travelling track within the past 14 days of
crew
Before departure Before departure Before departure
Training Passenger ship
Knowledge training on prevention and control COVID-
19 among crew members after Training
Before departure Before departure
Within 24 hours after
departure
Training on personal protective equipment (PPE) and
Emergency drill for all crew members on attending
patients isolated in the cabins, managing close
contacts, transferring suspected patients, crowd
management
Weekly Weekly monthly
Drill Passenger ship
Simulating an emergency drill during an outbreak,
including contacting with the company’s shore-based
staff, attending patients isolated in the cabins,
managing close contacts, transferring suspected
patients, crowd management
Weekly Weekly monthly
Disinfection Passenger ship
Seat, armrest, railing, floor, bridge luggage rack, worn
life jacket, cabin bed, toilet, etc.
Before departure Before departure Before departure
Hand sanitizer should be provided at the gangway
entry point and public areas of
Provided Provided Provided
Prevention and Protective Measures High-risk Region Moderate-risk Region Low-risk Region
42

Key Measure to Prevent the Risk of COVID-19 on Board the Ship
This slide provides information regarding the key measures followed by the company to prevent the risk of coronavirus on the ships. Key measures include cleaning & disinfection; and
key requirements for crew members in charge
Have knowledge of how to
prepare correct dilutions
and the contact time for the
disinfectant being used
Limit hand contact with the
face, especially the nose
and eyes
Use PPE (disposable
gloves, mask, gown) to be
protected from direct
contact with chemicals and
against direct contact with
secretions/blood/body fluids
Change PPE frequently,
especially if they become
damaged during cleaning
and disinfection
Use eye protection
apparatus, if splashing is
expected, prior to entering
the contaminated areas
Key Requirements for Crew Members in Charge
The ship should be inspected as per the discusses affected conveyances. Key health measures (such as
cleaning and disinfection) should be applied based on the findings of the inspection
Laundry, food service utensils and waste from the cabins of suspected cases and their contacts should be handled as if infectious
A ship that is considered to have been affected shall cease to be regarded as such when the port health authority is satisfied with the health
measures undertaken and when there are no conditions on board that could constitute a public health risk
The remainder of the ship should also be cleaned and disinfected, particularly when an outbreak occurs
Followings should be cleaned and disinfected daily
› Medical Facilities
› Cabins and quarters occupied by patients and close contacts of a confirmed case with COVID-19 disease
43

in Cruise Sector
Risk Mitigation Polices (by the Firm) to Avoid Covid-19 Outbreak
Public Health and Medical Policies for Crew Members
Policy Management
44

Risk Mitigation Polices (by the Firm) to Avoid Covid-19 Outbreak
This slide provides information regarding risk mitigation policies which cruise companies needs to make for its staff members during Covid-19
Implementing stringent procedures
and responses to positive tests
Personnel Health &
Safety
› Advice employees to stay home if they
are sick
› Employers to pre- screen employees
exposed to COVID – 19 for
temperature check
Adapting compensation and benefits to
level of risk workers are facing
HR Policies
› Provide the Required Bonus and
additional benefits
› Salary Adaption
› Add text here
Creating a physical environment that
proactively reduces risk of Covid-19 spread
Physical Workspace
› Avoid personal, equipment, and surface
contact at the workplace
› Follow cleaning protocols
› Usage of single use gloves
Limiting spread of disease through
strict level travelling restrictions
Working Policies
› Avoid biometric sign in
› Take rest or work from home, if felling sick
› Add text here
Sustaining distributed approach between
employees working from home and on-site
Staffing and
Attendance
› Avoid going to the workplace, if the same
work can be done online (from home)
› Adaption of job routine to new mix of
working from home
Limiting unnecessary risk from interactions
with third – party stakeholders
(vendors/customers)
External Interaction
› Format of instructions (in person vs
remote)
› External constituent screening
45

Public Health and Medical Policies for Crew Members
This slide provides information regarding public health and medical policies for ship crew members. Key policies are related to sanitization, medical facilities, screening, inspected for
health, crewmember training etc
Sanitation Medical Facilities Screening Inspected for Health Crewmember Training
Crewmembers regularly clean
and sanitize the ship’s facilities,
including:
› Cabins cleaned at least
once daily;
› Restaurants and snack areas
cleaned regularly; and
› Common areas such as pools
and elevators cleaned during
the day
At the end of every cruise,
crewmembers clean the ship from
top to bottom using designated
cleaning supplies and
sanitation procedures
› Cruise ships must have at
least one qualified medical
professional available 24/7 for
medical bay visits or cabin
house calls
› cruise ships must have an
examination room, an
intensive care room and
equipment for processing labs,
monitoring vital signs and
administering medications
› Patients requiring more
comprehensive facilities
or treatment
› Pre-boarding health
screenings help identify ill
passengers or crewmembers
prior to boarding
› Passengers and
crewmembers who may be ill
should be assessed by
medical staff before they
interact with other guests
› Add text here
› Passenger and crewmember
health is protected by a robust
system of oversight
and enforcement
› Public health authorities
worldwide inspect cruise ships
and enforce health requirement
› Add text here
› Add text here
› Onboard staff must be trained
in first aid and public
health practices
› crew must be trained in safety
and first aid procedures, such
as emergency procedures,
signals and alarms; evacuation
procedures; and fire
prevention and fire safety
› Add text here
46

in Cruise Sector
Combined Incident Report for Different Ships
Cumulative Number of Confirmed Coronavirus Incidents
Incident Management
47

Combined Incident Report for Different Ships
This slide provides the incident status reports which covers details such as ship, total passengers in the ship. Incident date, number of people infected, final status etc
Total Passengers Incident Date
Number of People
Infected
Moved to Nearer
Health Facility
(Yes/No)
Final Status
3,500
May 20, 2020 5 Yes All Recovered
May 25, 2020 15 Yes
10 Recovered, 1 Died,
4 Active
Jun 03, 2020 35 No 34 Active, 1 Died
3,000
Apr 21, 2020 10 Yes 8 Recovered, 2 Died
May 06, 2020 12 Yes
10 Recovered, 1 Died,
1Active
2,500
Mar 19, 2020 20 Yes 18 Recovered, 2 Died
Mar 27, 2021 18 Yes 16 Recovered, 2 Died
S
H
I
P
1
2
3
48

Cumulative Number of Confirmed Coronavirus Incidents
This slide provides the graphical presentation of total cumulative confirmed cases in different ships of cruise industry
0
100
200
300
400
500
600
700
800
3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
Cumulative
no.
ofCOVID-19
cases
Feb Mar
Mar 31, 2020
Ship quarantined at Yokohama
Passenger quarantine begins
U.S. repatriation flights
Remaining Passengers disembark
Remaining crew members disembark
49

Table of Contents for Coronavirus Impact Assessment and Mitigation
Strategies in Cruise Sector
Current State of Risk Maturity Model
Risk Management Maturity Model Scoring
Role and Process of Risk Management Maturity Model
Risk maturity Model
50

Current State of Risk Maturity Model
This slide provides information regarding the addressing of present state of risk maturity model and how many organizations have completed risk maturity model.
Since 2006, approximately
46% of world’s nations have
organizations that have
completed risk maturity
model
Add text here
Add text here
51

Risk Management Maturity Model Scoring
The slide provides scoring chart of risk management maturity model. Score is based on effectiveness, proactivity and coverage of risk management
High Risk
Low Risk
Risk Management Effectiveness Proactivity Coverage Average
Operational Risk 7 6 8 7
Financial Risk 7 9 8 8
Reputation Risk 6 4 8 6
Add Risk here 10 9 8 9
Add Risk here 4 6 5 5
10
1
› Frequency and effectiveness of key
risk management activities
› Are assessments ad-hoc or
completed annually
› Are high risks reviewed at
least quarterly
Effectiveness
› Nature of risk management,
whether it is proactive or reactive
› Does the organization wait until an
adverse event occurs to mitigate
risk or are future scenarios
planned for
Proactivity
› Measures the breadth and depth of
risk management within
the organization
› Does responsibility span across all
departments and all vertical levels
of the organization
Coverage
52

Role and Process of Risk Management Maturity Model
The slide provides the roles and process of risk management ,maturity model. Key steps in the process include Identify, Assess, Evaluate, Mitigate, and Monitor
Role Operational Risk Management Process Steps Result
Process owners &
their teams
Identify
Discover unidentified risks
and opportunities
1
Process owners &
their teams
Assess
Benchmark risk and
performance for core
process areas
2
Process owners &
Risk Committee
Evaluate
Approve allocation of
resources for Mitigation
Planning
3
Process owners &
Business analysts
Mitigate
Approve allocation of
funds to the highest
risk/performance areas
4
Process owners &
Project team
Monitor
Regular reporting to track
results and status
5
53

Coronavirus Impact Assessment and Mitigation Strategies in Cruise Industry Icons Slide
54

Additional Slides
Agenda Slide
About Us
Our Mission
Vision Values
Comparison
Stacked Bar
Pie Chart
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Roadmap
Timeline
Thank You
55

Agenda Slide
Agenda 1
Agenda 2
Agenda 3
Agenda 4
Agenda 5
56

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Comparison
Vs
Twitter
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30%
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60%
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Stacked Bar
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250
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Product 01
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Pie Chart
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Thank You
Address
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