Consider Operating Cost Reduction Strategies During Crisis Management and Recover

In the midst of the COVID-19 crisis, operational challenges are among the top sources of pressure for businesses. Unforeseen costs, disruptions in services and, for most organizations, significant material hits to revenue are top of mind as you navigate new issues related to maintaining facilities and business functions. For these reasons, identifying and utilizing operating costs reduction opportunities is imperative.
 
Now is the time to consider aspects of your operations where you can reduce expenses, as you work through crisis management and to mitigate strain on finances. With the proper resources in place, building a robust cost reduction program to focus on immediate opportunities allows you to address operational priorities.
 
Below is a checklist of cost reducing strategies to consider for your recovery plan.

Renegotiate Existing Leases

  • Prioritize leases for renegotiations based on most impacted territories: facility type (criticality, costs); remaining term; total annual cost; capitalization (invested capital by location)
    • Project business cases to track negotiation progress against existing occupancy cost baselines
  • Initiate negotiations for scenarios such as temporary and permanent rent reductions, rent holidays, deferred rents, abatements, early lease terminations, and blend and extend
  • Identify and eliminate space in the current portfolio that is under-used, ‘dark space’, or no longer profitable
  • Implement a lease audit program to reduce pass-through operating expenses
  • Complete a footprint optimization analysis to identify locations for consolidation and closure

Reducing Other Occupancy Costs

  • Negotiate reduced levels of workplace services due to change in space and facility utilization
    • Review contracts and consider janitorial, food service, security and other service needs
  • Evaluate number of vendors and vendor management program to generate economies of scale
  • Rebid and/or renegotiate contracts to capture savings in changed market conditions
  • Reduce procurement of supplies relayed to facilities and operations
    • Conduct quick analysis to project demand, updating vendor agreements for flexibility for fixed consumptions and passthroughs
  • Review construction and other capital project commitments
    • Develop strategy to defer and revisit terms of borrowing with lenders
    • Review ramifications of work stoppage to reduce cash outflow
    • Implement Construction Audit program
  • Implement aggressive MSA/Contract Audit program focusing on operational and financial compliance
  • Appeal property taxes for owned properties

Evaluating internal and external organizational structure

  • Restructure/Reduce RE/Facility organization to ensure right number of internal versus external resources (proper roles, responsibilities and capabilities)
  • Evaluate operating model structure for best use of resources and alignment to enterprise needs
  • Consider temporary Staff Augmentation as opposed to permanent hiring, allowing for agility and flexibility in organizational structure

Workplace Disruption Mitigation Strategies (Post Facto):

If COVID-19’s impact on the workplace persists for next few months, you can develop prioritized enterprise strategies to work remote or on reduced scale.

  • Link to go-dark strategies at facilities level
  • Conduct workforce criticality analysis, P/L and operations impact analysis by workforce segments, equipment and technology usage etc.

 You can prepare for a smoother workforce re-integration by developing and updating protocols. Action items may include:

  • enhanced cleaning of workplaces
  • new guidance and communications related to in-premises disease vector transmission,
  • cleanliness and decontamination training for employees and facility staff

 Taking proactive measures now will mitigate the inevitable negative impact COVID-19 is having on most businesses. Hope, wait and see is not a plan. Preparedness drives needed results.

This article was written by Ross Forman and originally appeared in BDO USA, LLP’s “Advisory Insights”. Copyright © 2020 BDO USA, LLP. All rights reserved. www.bdo.com

Start Preparing Your Business For Economic Assistance

On March 27th, 2020, Congress passed, and the President signed into law, The Coronavirus Aid, Relief, and Economic Security Act (CARES Act) in response to the Global COVID-19 pandemic. This $2 trillion emergency funding package is designed to inject immediate liquidity into the economy on several fronts.

Of critical importance to large organizations are the provisions that allocate $500 billion in loan and other support for distressed businesses in affected areas and economic sectors.

The specific programs, applications and rules are to be implemented by the US Treasury Department within 10 days of the Bill’s signing. The Treasury Secretary has publicly targeted Friday April 3, 2020 for the start of the application process.

The application process appears to be on a first come first serve basis that requires a proactive filing application and documentation process by affected companies.

This is a rapidly evolving situation, and exact details may not be known for a short period of time, but it appears that all of these stimulus packages will likely be tied to employee retention.

We will continue to monitor these programs and advise you as they solidify. In the interim, the following are several steps a company can take to prepare for both the Federal and oncoming State application processes:

Steps You Can Take Now

  • Assemble copies of the most recent pre-crisis and existing headcount records, including wages. Typically, your previously filed state quarterly wage reporting and unemployment insurance returns will suffice.
  • Keep track of all lost business income and revenue.
  • Compile corporate audited financial statements and documentation of any emergency expenditures.

By having the necessary documents and schedules in hand, your business can be ready to quickly file a claim for economic assistance under the CARES Act, in addition to having a clear picture of the current state of the business.

Requirements for Stimulus Under the CARES Act

Organizations will also need to show that the business was viable before the COVID-19 outbreak, because the stimulus is a relief package but not a rescue package for previously distressed companies. That is partly why necessary information includes reporting about current headcount and revenues, as well as those details from the previous quarter. A Special Inspector General for Pandemic Recovery will also be appointed by the president and confirmed by the Senate, who will oversee audits of loans and investments by the Treasury Department.

The conditions for an eligible business to accept stimulus also include requirements for employee retention and payroll maintenance, such that employment levels between March 24 and September 30, 2020, may not be reduced by more than 10%. Also, loan duration will be a maximum of five years, and a business cannot use loan proceeds for stock buybacks or dividend payments for one year from the loan date. By understanding the specific requirements and conditions for loans under the CARES Act, you can plan accordingly to overcome the current challenges.

UPDATE: Cares Act Signed Into Law

President Trump has signed into law the historic $2 trillion stimulus package named the Coronavirus Aid, Relief and Economic Security (CARES) Act. The Act aims to aid the American public and economy as we fight the devastating spread of COVID-19. The legislation is the largest emergency aid package in U.S. history and will provide immediate cash to most U.S. employers and citizens. Please see read our previous article discussing the Act’s tax and financial provisions. We will be publishing comprehensive articles on these provisions in the upcoming weeks.