Coronavirus : Serena Recommandations to lead your business through the crisis

	A	B	C	D	E	F	G	H	I
1	Nature	Priority	Measure	Description	Criteria to activate the measure	Impact for the company	Impact for the employee	How to activate	Comments

2	HR	High	Part time activity	Employees reduce their working time to face business activity decrease. During this period of time contracts are "on hold" but not "terminated"	If Employees paid by hour (35 or 39 per week) : Office closing, public event prohibition (decided by authorities), no public transportation, massive absence of employees that prevent from maintaining an activity, temporary non essential activities stop. If Employees paid by days (218 per year) : new measures annonced by the governement will suppress all the specific conditions. So, they will be under the same rules as employees paid by hour.	New governement measures annonced : salary paid 100% by the governement (limited to SMIC * 4,5)	Employee are paid 100% for the effective working hours, 70% gross salary (and around 84% net salary) for the non-working hours.	All the details and answers to your questions in the stoty below : https://squad.serena.vc/tile/view/986
3	HR	Low	Training (FNE-Formation)	Employees use the available time linked with activity decrease to train and improve their competencies	Training must be leading to a certification / qualification or "validation des acquis" (details in Labor code articles L. 6314-1 and L. 6313-11)	Salary must be paid 100% but possibility to obtain 50 to 70% of the training cost from governement subventions. The company must "keep" the employee during the training period + 6 months as a minimum.	No salary loss and employees benefit from the activity decrease to have training	Via the "plan de développement des compétences" or CPF (usual procedure - nothing specific linked with Coronavisrus)
4	HR	Medium	Paid leave during the 14 days isolation period	Employees are asked to use their paid leaves during the 14 days isolation period if they are concerned by this measure	Employee must have already asked for vacations so the company is authorized to modify the vacations date to make them match with the isolation period. If no vacations were asked, the company CANNOT force the employee to take paid leave during the isolation period	No economic impact as paid leave are already considered in the P&L + flexibility to manage workload	Can be frustrating for the employee --> a good and pedagogic communication is necessary	Written information to impacted employees
5	HR	Medium	Paid leave in general	Company cannot force employee to take paid leave. But it can encourage them either as a solidarity act with no compensation, or by offering 1 or 2 days in S2 if they take > 1 or 2 weeks in S1.	Employee agreement necessary	No economic impact as paid leave are already considered in the P&L + flexibility to manage workload	If mutual agreement, no negative impact for the employee	Communication plan to set up, owned and cascaded by managers & HR
6	HR	High	Postponed on boarding	Company postpones arrival date of candidates who already signed their offer letter / contract and were supposed to arrive now / soon.	NOT a legal tool / opportunity. Should be a negociation approach with necessary future employee agreement.	Can still welcome the selected candidates but with the flexibility to adjust the arrival date and with limited impact on the P&L	Can be frustrating / scaring for the future employee --> a good and pedagogic communication is necessary	Oral discussion and when agreement on the new arrival date, new offer letter / contract to be signed	Risk if no employee agreement --> considered as dismissal and subject to 4 months salary penalties if goes to court
7	HR	Low	Trial period ending	Company ends its employees trial period to manage their salary cost without being forced to terminate permanent contract	NOT a legal tool / opportunity. Ending a trial period cannot be justified by economic reasons	Can be considered as easier / less expensive than terminating permanent contract	MAJOR IMPACT : if the employee resigned from his previous job, he is not elligible to unemployment allowance if the trial period ending happens < 65 days after his starting day	Should not be activated unless their is a real performance / mindset issue during the trial period	Risk for the company --> considered as dismissal and subject to 4 months salary penalties (+ damages if unemployment allowance loss) if goes to court
8	HR	High	Bonus freeze	Bonus payment postponed until having financial / economic signs of recovery	If Bonus is linked with company performance --> very easy : not achieved results = no bonus payment If Bonus is linked with individual performance --> more complicated as their is no legal way to postpone bonus payment. Nevertheless, it can be a considered option as the risk is limited for the company and the financial impact is huge	Saving significant cash in a period when cash management is necessary	Ponctual cash flow impact as they will receive their bonus X months after the usual due date	Involve your staff representative / CSE to convert them into partners that will help you communicating with employees Prepare a very pedagogic communication explaining that it is a good solution to avoid (partially or totally) harder measures (example : firing people...)	Risk for the company --> employees could decide to go to court. If this case, it will take several month to Court to examinate the case. At the end, Court will ask the company to pay the bonus but in the meantime, company saved time.
9	HR	High	Salary increase freeze	Salary increase process postponed until having financial / economic signs of recovery	Ok from a legal standpoint. Company is allowed to decide when salary increase should happen.	Saving cash / not increasing total payroll in a period when cash management is necessary	Can be frustrating for the employees if salary increase was expected --> a good and pedagogic communication is necessary	Involve your staff representative / CSE to convert them into partners that will help you communicating with employees Prepare a very pedagogic communication explaining that it is a good solution to avoid (partially or totally) harder measures (example : firing people...)	No specific risk for the company except people churn
10	HR	High	URSSAF payment freeze	Postponed employers contributions payment until having financial / economic signs of recovery	One to one negociation with URSSAF	Saving significant cash in a period when cash management is necessary	No impact	One to one negociation with URSSAF. More info on https://www.urssaf.fr/portail/home/actualites/autres-actualites/epidemie-de-coronavirus.html	Strong economic justification is required to obtain URSSAF favors
11	HR	High	Remote work
12	HR	High	Financing of the salary of employees that are parents and need to stay home to take care of their children	https://blog.serenacapital.com/prise-en-charge-du-salaire-des-salari%C3%A9s-parents-contraints-de-garder-leurs-enfants-%C3%A0-domicile-f5a8510ad7fb
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14	Nature		Topic	Ideas	Description	Templates
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16	Lead generation	High	Pipe reorientation	Some markets will be deeply impacted by Coronavirus while some may manage to benefit from the situation.
17				Reorient the Lead Generation	Marketing teams could reorient lead generation toward markets that will be less sensible to Coronavirus impacts
18				Messaging	Marketing teams could work on messages that explain how the product helps going through that tough period
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20	Business	Medium	New Business	Customers may hesitate to commit themselves during Q2
21				Pipe reconstruction	Focus on leads that are potentially less impacted by Coronavirus
22				Upon signature - Upgrades	Offer Premium Plan upgrade until the end of the year upon signature during Q2
23				Upon signature - Payment terms	Benefit from the service as from Q2 and start paying from Q3 or delay Q2 payment to Q4 .
24				Upon signature - Discounts	At least offer discounts on standard pricing for a limited period
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26	Business	High	Contracts renewal	It is worth keeping customers loyal than having to renew a contract from scratch
27				Upon signature - Upgrades	Offer Premium Plan upgrade for a significant but limited period of time
28				Upon signature - Payment terms	Negotiate payment terms to facilitate contract renewal while not having to pay the service on the short term
29				Upon signature - Discounts	At least offer discounts on standard pricing for a limited period
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31	Business Continuity plan	High		Guide to developing a BCP amid the coronavirus pandemic	https://blog.serenacapital.com/guide-to-developing-a-bcp-amid-the-coronavirus-pandemic-428df232602d
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33	Cash Management	High		List of financial measures you should consider to deal with the coronavirus' impact on your business	https://blog.serenacapital.com/covid-19-votre-fil-dactualit%C3%A9-par-serena-c106d25f8c83?source=collection_home---2------0-----------------------
34			Tax	Extend payment dates
35		High		Urssaf	https://www.urssaf.fr/portail/home.html
36				Business tax debts	https://portail.dgfip.finances.gouv.fr/portail/accueilIAM.pl
37		High	Clients & suppliers	Recover long-term receivables	https://www.economie.gouv.fr/mediateur-des-entreprises	https://drive.google.com/file/d/1HiKHfd36VKZTfTAoP3id2EIE3XyWVDpP/view
38		High	Banks	Refer problems to the Credit Mediator	https://mediateur-credit.banque-france.fr/
39		High	BPI France	Bpifrance	https://blog.serenacapital.com/7-mesures-financières-concrètes-à-prendre-pour-soutenir-la-trésorerie-de-votre-société-pendant-5c766cc91057	https://contacts.bpifrance.fr/serviceclient/demande/siege
40				- Obtain a credit guarantee (up to 90% if loan duration between 3 and 7 years)	https://blog.serenacapital.com/7-mesures-financières-concrètes-à-prendre-pour-soutenir-la-trésorerie-de-votre-société-pendant-5c766cc91057
41				- Obtain an overdraft guarantee (up to 90% if overdraft duration between 12 and 18 months)	https://blog.serenacapital.com/7-mesures-financières-concrètes-à-prendre-pour-soutenir-la-trésorerie-de-votre-société-pendant-5c766cc91057
42				- Extend guarantees for investment loans	https://blog.serenacapital.com/7-mesures-financières-concrètes-à-prendre-pour-soutenir-la-trésorerie-de-votre-société-pendant-5c766cc91057
43				- Adjust medium and long-term loans
44			Miscellaneous	France Digitale toolbox	https://ec.europa.eu/info/news/startups-and-smes-innovative-solutions-welcome-2020-mar-13_en
45	Communications
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47	Internal Communications	High	How to communicate with your employees throughout the crisis	- Creating a task force in charge of monitoring the situation - Consolidating all communications into one dedicated Coronavirus channel - Sharing some rules & best practices on remote work as well as tools - Publishing an Employees FAQ & Employees Guide -Sending regular emails to keep your employees updated on the situation	https://blog.serenacapital.com/small-guide-to-communicating-to-your-employees-amid-the-coronavirus-crisis-5b992cf93063?source=collection_home---4------4-----------------------
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49	External Communications	High	Maintaining your customers trust and confidence during the crisis	- Identify the potential concerns of your customers - Reassure them - Explain what your company has done to ensure safety and transparence - Inform your customers that delays in processes and delivery may occur - Detail the decisions you have taken - Create a dedicated webpage with a link on your home to provide updated information and resources - A dedicated telephone line could also be implemented to answer your customers questions. - Use banners on your website, emails as well as social medias to promote these messages proactively.	https://blog.serenacapital.com/small-guide-to-communicating-with-your-customers-amid-the-coronavirus-crisis-314ac50b9519?source=collection_home---4------3-----------------------
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