Black Swan events, like the current epidemic are rare. These events can interrupt even the most carefully laid business plans.
The temptation is to panic or stick your head in the sand. Please don’t do either. Help is available. Look at what you can do during this crisis not what you can’t.
The information below is designed to help you take a step back and take a dispassionate view of your business.
IMAGINE YOU’RE THE CHIEF FINANCIAL OFFICER
Take the emotion out of your business planning. Look at the facts. Look at the numbers. Immediate survival is the first step so prioritise which payments can be scheduled, and which potentially could be deferred.
Which clients owe you money? Talk to them. Be reasonable. If you work together you can both survive to carry on the business relationship.
Once you have plotted income and outgoings, put together an interim 13-week budget and based on that an 8-week rolling cashflow.
LOAN (CAPITAL) REPAYMENT HOLIDAYS
Speak to your accountant or business advisor about talking with your bank and other lenders you have borrowed money from to see if you can agree a loan repayment holiday to assist with cash flow. The communications need to be carefully managed.
Don’t forget this may also be applicable to debts with leasing companies.
TIME TO PAY GOVERNMENT TAXES
The government has announced that all businesses and self-employed people in financial distress, and with outstanding tax liabilities, may be eligible to receive support for their tax affairs through
HMRC’s Time to Pay service.
This money will potentially need to be paid back so careful planning is essential but taking advantage of these schemes may help your business in the short term.
SUPPORT FOR BUSINESSES THAT PAY RATES
If you pay business rates, the government is introducing a
business rates holiday for retail, hospitality and leisure businesses for 2020 to 2021 tax year.
OVERHEAD REDUCTION
Consider what overheads can be delayed, reduced or avoided. Can you talk to your landlord regarding your rent? Again, be reasonable. Work together to converge on a mutually beneficial plan.
What other overheads could be renegotiated in the current climate? Remember to be that dispassionate CFO.
MANAGING STAFF COSTS
The toughest decisions businesses face are in respect of staff retention as business levels reduce as a direct result of the impact of Coronavirus.
There is specific legislation covering lay-offs and short-time working. Businesses can ask staff to stay at home or take unpaid leave if there is not enough work for them to do. It is important you understand how to
apply the legislation. If you are in any doubt, please consult an HR professional or
email me.
Don’t forget:
- Furloughed employees are absolutely banned from doing any work on behalf of their employer whatsoever. If a salaried employee does any work while on furlough the employer must pay them the equivalent of their salary for the entire day. If an hourly employee works while on furlough the employer must pay them for the time worked.
CORONAVIRUS BUSINESS INTERRUPTION LOAN SCHEME (“CBILS”)
Look into the Coronavirus Business Interruption Loan Scheme (CBILS). The government announced the CBILS to help businesses impacted by the Coronavirus. Key information:
- Be UK-based in its business activity
- Have an annual turnover of no more than £45 million
Have a borrowing proposal which the lender:
- would consider viable, were it not for the COVID-19 pandemic
- believes will enable you to trade out of any short-term to medium-term difficulty
Amount – £1,000 to £5,000,000
- Term – 3 Months – 10 Years
- Interest – Low rates (unannounced)
- Fees – No arrangement fees are being levied
- Initial – 12-month interest free
The banks are waiting for details on how this will work in practice. However, it is highly probable that up to date statutory accounts, management accounts and a three-way forecasting model (Profit & loss, cash flow and balance sheet) will be required.
CURRENT AND FUTURE SALES AND STOCK
Consider whether future sales should be covered by deposits or cash in advance given the current economic environment.
Review existing sales orders and identify those which you can convert to cash in the quickest time frame and those which are the most profitable and prioritise.
Consider how much work is on your current order book, what new work may arise and how long it will take before this is exhausted.
Consider the ability of your staff and supply chain to deliver goods and services in a timely manner to help you fulfil your customer orders.
Consider what contractual liabilities may arise for contractual breaches where you cannot fulfil what you agreed with customers. Can you re-negotiate clauses with customers given the exceptional circumstances?
How much stock have you got on hand? Can you reduce the amount of stock you’re ordering (particularly after completing a sales projection)? Can you turn slow moving stock into cash via carefully thought out promotions?
CHECK YOUR INSURANCES
Look through your insurance policy, you may be covered for some of the costs incurred associated with Corona. It is worth bearing in mind that the Chancellor’s statement last week may supersede the “fixed list” which may appear on your policy. Talk to your insurer.
GET EXTERNAL HELP
As you can see there are a lot of things that can be done to help plot your business through this crisis.
We would recommend that these avenues are explored quickly. If you need additional input then talk to your accountant, local business support organisations (such as the Chamber of Commerce and FSB) and trusted business advisors.
Information is being updated all the time and these ones may be able to signpost you to the most relevant information for you.