Operating a Healthy Store

Operating a “Healthy

Store”

S t o r e O p e r a t i o n s D u r i n g t h e C o r o n a v i r u s G l o b a l P a n d e m i c

A dramatic shift in reality, a new challenge for the

workplace

2020 looked to be a year of growth for many in retail – though some retailers were poised to face challenges and uncertainties. Over the last two months as

COVID-19 hit and became a pandemic, new and dramatic trends emerged, causing major disruption to the retail value chain, across a broader set of retailers

I N T R O

The Reality of a Global Pandemic on Physical Stores

However, the coronavirus quickly expanded across the globe and into the U.S., impacting consumer behavior with a series of dramatic swings

January & February

Outlook for Retail

While the U.S. economy slowed considerably at the tail-end of 2019, overall retail – including

physical retail – grew at ~4%1_{, with highlights}

across several of the leaders in the mass and grocery sectors.

Retailers continued to focus on growing their e-commerce business, in-store technology

adoption, and testing different store formats to sustain their business operations, while preparing for some anticipated challenges in 2020.

March & Beyond

• “Normal”, predictable shopping patterns • A balanced set of purchases

• Largely in-store, physical purchases (for 90% of products)2

From ….

• “Panic buying” of certain categories (e.g., paper products, sanitizer) reaching

unprecedented levels

• Almost evaporated spend on non-essential

categories (e.g., apparel, furniture, luxury) • Consumers feeling “forced” to fewer physical

options due to mandatory store closings and social distancing requirements and a dramatic uptick in online commerce

Priority decisions amid the crisis

With federal and local advisements coming into effect in March 2020, some decisions were made for retailers – such as which physical locations could remain open

for business – though others remained up to the retailers’ discretion. How to operate if deemed “essential” and/or how to “reopen” is uncharted territory for many

I N T R O

O n t h e o n e h a n d …

_{… a n d o n t h e o t h e r}

None of these decisions are/were easy, nor binary – with many having ramifications on both the short and long term

for the overall business, their associates, and the community they reside in.

As s o c i a t e

Leading to new balance between customer and

associate experience

If allowed / able to keep stores open, many

retailers were forced to decide on how to…

Maintain a safe shopping environment despite

ever-growing uncertainty

Operate with regular or modified opening hours

Manage expectations around product availability and

make adjustments (as possible) with the supply chain

Ensure they had enough associates (and protective

materials) to safely serve customers

Revise core business operations when things seemed

anything but normal

If forced to close stores voluntarily /

involuntarily, many retailers were forced to

decide on how to…

Continue to maintain connectivity to consumers

Set expectations around reopening date (specified or

unspecified duration) and a comprehensive reopen plan

Evaluate potential alternatives in-place of physical stores

(e.g., online pickup-only locations, delivery)

Retain and compensate employees, with a lot of

uncertainty around how best to retain critical talent

Preserve cash on hand

Preventing a store “hotspot”

In physical retail, the health and safety of employees and customers are inherently linked – especially in the context of COVID-19

I N T R O

With a huge demand being placed on the store front line associates, limiting the number of sick associates, while also seeking to promote a safe/healthy

in-store experience, can be critical. The way retailers respond in prioritizing wellness will likely be remembered by customers.

Parking Area for Pickup

Par kin g Lot

A S S O C I A T E S A N D C U S T O M E R S C O - M I N G L E …

9

3

2

4

1

5

8

7

6

1

Customer completes checkout

2

3

4

… A N D H A V E A N I M P A C T O N E A C H O T H E R ’ S H E A L T H

6

7

8

9

Employee restocks produce Customer orders from deli

Employee performs case walk Employee resets planograms

Given the interactions in the store environment… A sick customer can endanger other customers and

associates. A sick associate in turn can endanger other associates and customers.

Now-Contagiou s Associate Contagiou s Customer

Employee picks for BOPIS order

Store manager holds employee huddle Customer asks associate for help

The virus can spread among the existing or surge workforce, resulting in additional contagion or associate call-offs, compounding the issues

5

Employee delivers curbside pick-up

The “next” normal calls for operating a “healthy store”

In this chaotic time, retailers are trying to provide products/services, while redefining what the future in store experience will look like with an emphasis on

both customer and employee health and safety at the forefront

T H E “ H E A L T H Y S T O R E ”

Two

priorities

converge…

The “Healthy

Store”

Associate

Experience

F O C U S I N G O N T H E E N D

C O N S U M E R

T H I N K I N G T O W A R D S

T H E F U T U R E

S E R V I N G T H O S E W H O

S E R V E C U S T O M E R S

Customer Safety & Convenience are emerging as key priorities among retailers, with efforts to revise store

operations and adopt/incorporate new technology focused on safety and reducing shopping friction

•Retailers should satisfy the customer need to feel safe while shopping, calling for efforts to increase store safety, minimize contact, refine store operations, and increase safe purchasing options

•Proactive, ongoing discussions of how to continuously keep customers safe pending local conditions are needed and will likely correspond to a customers’ brand loyalty

Workforce Safety & Management has been and will remain a critical priority to ensure retailers have a healthy/well staff available to serve

•Retailers deemed ‘essential’ have been adapting – quickly activating surge labor, pivoting their in-store processes and policies, and providing safe working conditions

•The associate experience reaches beyond the traditional thinking around benefits and rewards and includes discussion around hazard pay and feeling safe in the work environment

Customer

Experience

H O L I S T I C Accounts for well-being of both customers and associates

Successs

depends on

both

experiences.

WORKFORCE

SAFETY &

MANAGEMENT

CUSTOMER

SAFETY &

CONVENIENCE

SELECT DEEP

DIVES

Positioning store staff to be “well” to serve

Retailers should make sure that they have the right amount of labor, they are healthy to show up at work, as well as are properly trained to serve in this

current environment

W O R K F O R C E S A F E T Y & M A N A G E M E N T

These initiatives can improve staff positioning at stores and distribution centers, where customers will likely remember how

brands treat their workers during this time – and add or subtract goodwill accordingly.

Technology-first approaches can assess wellness and readiness to work proactively – ensuring that those that come to work are safe to work

• Self-certification can create a touchpoint with associates before they report to work, to confirm that they are “safe to come to work”; Associates report their status by answering a series of questions to receive a resulting outcome, either “safe to work” or “stay at home”

• Cameras (including thermal imaging) can provide a different touchpoint with associates as they report to work (at the entrance) to confirm well-being based on linking data to self-certification, including measuring temperature in real time (as a health indicator)

L E V E R A G I N G T E C H N O L O G Y T O

A S S E S S W E L L N E S S

For those retailers open during “shelter-in-place”, the need for a dedicated, motivated, and reliable workforce greatly increased to support growing demand. Fortunately, many were able to hire associates from other companies who were forced to layoff or furlough staff. However, for those retailers now looking to plan store re-openings, they may face different challenges:

• Retaining pre-COVID-19 top talent can help mitigate a risk of not having knowledgeable staff to reopen and operate

• Those retailers with high turnover may face large gaps, as experienced associates have moved on, resulting in the need for large-scale hiring and reallocation of existing associates across roles (and locations)

• With potentially altered and uncertain demand, staffing models may also need to be

reevaluated, with alternative staffing levels, skills, and team make-up being reconsidered

M E E T I N G W O R K L O A D

D E M A N D

Due to both changes in the retail operating environment due to the pandemic – as well as a potential influx of new associates (or reallocation of associates from one role to another), retailers may need to focus on additional communication and training including:

• Up-to-date content sharing, accessible to all associates on how to prevent and reduce exposure to the coronavirus through work duties

• New or modified procedures within the store, such as changes in customer engagement based on impact of COVID-19

• Reinforcing rapid, digital standard operating procedures and micro-learning sessions for all associates to quickly become acclimated to expected ways of working

T R A I N I N G F O R

R O L E S & W E L L N E S S

With the focus on safety, retailers may need to alter in-store layout and practices (on both the salesfloor and backroom) such as:

• Transitioning shopping aisles to flow in one direction or reducing apparel racks within specified areas on the sales floor to prevent potential overcrowding

• Reconsidering product merchandising –

whether that is making more items self-serve (i.e., items not behind locked cases requiring associates to retrieve for customers) to providing more shelf-space for higher sell-through items to limit associate in-aisle replenishment throughout the day

• Altering and aligning on how to handle and store returned products

• Instituting modified receiving processes, such as touchless / contactless product

acceptance from vendors

M O D I F Y I N G S T O R E S / S T O R E

P R A C T I C E S

With additional uncertainty over customer demand and potential sales shift, an increased focus should be on associate productivity, including:

• Leveraging an associate task management solution to prioritize associates to workload-driven activities and capture performance metrics. Solutions can also map to workforce management solutions, allowing for redirection and reprioritization of tasks based on

unplanned associate staffing levels as well as alerting associates of critical tasks to complete (such as is-store safety concerns) • Reviewing opportunities for in-store

automation to help reduce non-value activities can allow additional labor flexibility. Floor scrubbing, spill detection, and shelf detection (e.g., out of stock, planogram and pricing compliance) are all applicable use cases to test and scale, freeing up associates for alternate activities

P R I O R I T I Z I N G

A S S O C I A T E S ’ A C T I V I T I E S

Assigning and safeguarding associates in the “healthy

store”

Once employees are in stores, retailers should position them in the right place at the right time, with further precautions to serve both employees and

customers

W O R K F O R C E S A F E T Y & M A N A G E M E N T

While adjusting to the present reality, the future remains largely unknown – the need for additional readiness for long term success and safety is clear.

Retailers can continue to enhance and build upon these existing practices to protect their associates and serve their customers.

It is recommended (and in some situations required) to adhere to safety and risk mitigation efforts, including:

• Adjusting the number of staff on hand for specific tasks (such as receiving of

merchandise), limiting in-store

meetings/huddles, and altering associate break-room seating areas

• Increasing sanitation measures throughout the store and providing access to sanitizer / soap, masks, and gloves for associates • Using spacing indicators (e.g., signs, floor

decals) to illustrate proper distance at the check-out areas

• Equipping employees with technology to minimize face-to-face communication (e.g., use handhelds with ear pieces, app-based metrics dashboards and associate

communications)

S U P P O R T I N G S O C I A L

D I S T A N C I N G & S A F E T Y

WORKFORCE

SAFETY &

MANAGEMENT

CUSTOMER

SAFETY &

CONVENIENCE

SELECT DEEP

DIVES

Giving customers peace of mind

Retailers should satisfy the customer need to feel safe while shopping in the store. Some modifications are more operational, helping to reduce the concentration of

associates and customers and support social distancing, others involve enabling technology to reduce communal surfaces to be touched

C U S T O M E R S A F E T Y & C O N V E N I E N C E

Improvements across each of these areas are can both provide customers with peace of mind while they shop,

while also improving operational and labor efficiencies for the retailer.

Retailers can also redefine what it means to “interact” with product displays – helping to minimize physical contact in store

• Voice-assisted displays can provide customers with information, either when sensing a nearby customer or when asked directly; customers are more familiar with this interaction given the increasing prevalence of home devices with “virtual assistants” • “Hover” technology can allow

customers to place their smartphone over a product and “activate” access to information about it (i.e., through QR codes). Information can include ingredients/materials, customer ratings and reviews, etc.

M O D I F Y D I S P L A Y S T O

B E C O M E T O U C H L E S S

Retailers can move to create safer environments while simultaneously evaluating risks and costs

• Introducing modified shopping hours and special accommodations for at-risk shoppers

• Defining and/or separating

entrance/ exit areas for shoppers and reducing shopper volume capacity within buildings (i.e., defined shopper number as a % of overall square footage) to prevent crowding; reservations can also be incorporated to reserve slots and meter flow

• Providing shoppers with access to hand sanitizer and in-high touch environments gloves or towels

I N C R E A S E S T O R E

S A F E T Y

Retailers can seek to reduce friction in the shopping and check-out experience • Leveraging a self-scanning application

for a safer shopping choice, allowing consumers to self-scan and bag their products, keeping products from being handled multiple times, and limiting shoppers from additional interactions and bottlenecks at the traditional checkout

• Further automation of payments can help reduce contact between customers, tills, and associates. Contactless credit cards and in-app payments can allow customers simply to tap or scan vs. swipe and key/sign

R E D U C E C O N T A C T

A T C H E C K O U T

Retailers can invest in additional

technology to provide customers with an entirely frictionless experience

• Additional enhancements, focused on fully frictionless shopping, could take this to the next level, as

consumers have even greater ease, by simply selecting products and

“walking out”. Several technology startups are investing in this space, with options to license their cashier-free technology to retailers

E V A L U A T E F R I C T O N L E S S

S H O P P I N G / C H E C K O U T

Changing the customer’s view of ways to shop / be

served

Retailers should continue to focus on integrating alternative shopping options – which will likely require additional in-store process enhancements, talent

realignment, and technology integration

C U S T O M E R S A F E T Y & C O N V E N I E N C E

Whether developing the capabilities to launch the above, or building out existing capacity, growth in the above areas can build resilience.

floor square footage or limiting sales floor product availability (i.e., display product only) or even turning a store “dark” (i.e., closing it fully to customer traffic) can allow retailers to re-allocate square footage, product, and store labor in a way that best meets their needs at the time

• Several apparel retailers have focused more on a “service model” – limiting access to front of store inventory • Before the pandemic, grocers were

already turning some stores “dark”, given increased online orders and the amount of employees needed on the floor “picking” for online orders. This allows the store to function in a new way that safeguards employees and meets increased online

customer needs

U T I L I Z E S H O W R O O M I N G

O R D A R K S T O R E S

Buy online, pickup in store has already emerged as a trend for many retailers – though some had not adopted this service in some/all stores. The practice aligns with minimizing store

traffic/contact when customers already know what they want to purchase

• Dedicated employees can “pick and pack” orders in store, and then deliver curbside to customers, in a contactless way

• Increased capacity (i.e., times per day, slots per hour) for pickups may help increase overall adoption / conversion • Adding 24-hour pickup options (i.e.,

lockers) can provide additional flexibility

• In mall settings, retailers can consider partnering together to offer

consolidated pickup/return options

I N T R O D U C E / E X P A N D

O N L I N E P I C K U P

Food/Mass retailers are also turning to automated micro-fulfillment solutions to improve shelf availability and enhance pickup and delivery options for

customers, while also minimizing costs. This technology can also support discretionary retailers, providing a localized fulfilment option

• In-Store MFCs placed within existing retail locations (leveraging excess back-room or sales floor footprint), can be used for same store sales or as a hub-and-spoke model for many stores • Standalone MFCs can be built

exclusively for receiving online orders and offering curbside pickup or same day delivery direct to consumer

• Shared MFCs between companies can also help optimize costs and reduce upfront investment

T E S T M I C R O F U L F I L L M E N T

O P T I O N S

As customers look to minimize contact and maximize convenience while shopping, retailers are seeing increased trial delivery options, lowering cost-to-serve, and increasing customer loyalty • Expanding delivery can increase

safety in-store and create a more digitally engaged customer base • Forming alliances can drive value for

customers and provide in-demand supplies. Seeking vendor partnerships in the supply chain may provide value with 3rd_{party delivery options}

(including unconventional partners)

E X P A N D D E L I V E R Y

O P T I O N S & P A R T N E R S

C O N C L U S I O N

As we continue to operate on an unknown

timeline, retailers should continue to

‘respond’ – providing a safe shopping

environment for both their customers and

their associates.

In many cases, retailers have become the

“community lifeline” – they are essential –

providing basic necessities as well as

providing jobs for many.

Looking ahead, this may be an inflection

point for consumer behavior, encouraging

trial of in-store technology, BOPIS, or

delivery options, each of which play a role in

lowering cost-to-serve and increasing

customer loyalty.

N E X T S T E P S

The path forward to the “healthy store”

While the future remains uncertain, action now can improve resilience for weathering not only the coronavirus pandemic, but any other events with

widespread impact down the line

Adapt for Today / Tomorrow

Recover

Adjust to “Next” Normal Move Forward, Stronger

Respond

Thrive

Take the short, middle, and long

views – it’s possible.

Model for Post-COVID Business Operations

Understand Current State Priorities

• Take stock of your existing response, and coordinate centralized control of it, as well as internal communications • Survey your associates to find out what they need

• Keep a pulse on competitor responses for potential adoption of practices

Respond Accordingly

• Make decisions based on clearly defined criteria to enable the “healthy store” for associates and customers

Stabilize and Re-Evaluate

• Execute a 60-day diagnostic and retrospective to understand organizational readiness and response to COVID-19

• Plan an assessment to capture associate and customer sentiment

• Begin to rollout a “healthy store” program reflective of current state gaps

• Define Test & Learns and integrations with third parties (i.e., pursue technology-first approaches)

• Evaluate digital integration and roadmaps to reprioritize investments to position stores to serve the “new normal”

Resume “Business as (new) Usual” –

Version 2.0

• Scale efforts to enhance organizational resilience and further the “healthy store”

• Balance both customer and associate centricity • Prepare response plans for future events

• Continuously re-evaluate existing processes, talent alignment, and overall technology while focusing on continuously updating the role of the store

WORKFORCE

SAFETY &

MANAGEMENT

CUSTOMER

SAFETY &

CONVENIENCE

SELECT DEEP

DIVES

Associate Self-Certification

Self-Certification creates a touchpoint with associates before they report to work to confirm they are “safe to work”

D E E P D I V E

I N I T I A T E

S C R E E N I N G

Q U E S T I O N S

A N S W E R

G E N E R A T E

R E S U L T S

C H E C K D I G I T A L

A C C E S S P A S S

All clear to enter Instructions to stay home

Requires screener at work site

Via URL or text Based on CDC

guidelines

O V E R V I E W

As s o c i a t e -F o c u s e d

Based on the individual’s answers, the system makes a determination of “All clear to

enter” or “Not clear”

An access pass is sent by email or SMS to individuals with a low-risk profile

System administrators are notified of the results; all data

captured in admin dashboard

Digital access pass checked at

the entrance to ensure

compliance with all appropriate screening procedures

Can be paired with designated

screener on site to check digital

access passes or store manager can also check site dashboard to ensure everyone has the all clear for the day

Individuals may initiate the screening by accessing on their

mobile device, web enabled computer, texting a keyword, or calling a call center

Adapted to multiple languages where required

AI-powered messaging system

asks questions based on CDC

return to work guidelines

largely related to exposure, symptoms, or travel

Can be customized based on updated guidance and retailer-specific requirements

Self-Certification solutions can be launched within days to allow retailers to help assess the wellness and readiness of associates to come to work

View based on Deloitte’s Horizon platform; View of Provider Executive Management Dashboard

Thermal Imaging

Thermal imaging can serve as a “line of defense” to prevent feverish individuals from entering premises through non-contact temperature monitoring

D E E P D I V E

P R I M A R Y A C C E S S

M O N I T O R I N G

S E C O N D A R Y A C C E S S

M O N I T O R I N G

H I G H E R R I S K S

I D E N T I F I E S

R E S P O N S E T E A M

A L E R T S

Advanced thermal imaging monitors flow of people and associated software identifies

people at higher risk for infection

Thermal camera solutions drive

data analysis and alert response team as directed by

facility protocols

Custom user experience for

monitoring images and managing alerts and notification

Requires response monitoring and associated protocols in place Thermal Imaging cameras

mounted at entrances Thermal Imaging cameras mounted at target spots

throughout the store

Identifies individuals above

prescribed temperature Based on facility protocols

Cameras at

entrances Cameras at various target spots

OR

Representative thermal imaging solutions can be rapidly deployed to stores, distribution centers, and corporate offices

by non-healthcare professionals

Cloud-based solution allows for scaling rapidly across a large

organization

O V E R V I E W

Representative “thermal images” indicating temperature

level, and monitoring team 1

As s o c i a t e -F o c u s e d

Digital Communication Hub

Digital communications solutions can connect employees to what they need for in-store resources (including COVID-19 updates), when and where they

need it, by providing a single place to easily and intuitively access information

D E E P D I V E

C E N T R A L I Z E D

I N F O R M A T I O N

C O M M U N I C A T I O N

D E L I V E R Y

A N A L Y T I C S

I M P L E M E N T A T I O N

R A P I D

Provides real-time analytics to help track what is most

important to employees as it relates to the organization,

allowing retailers to adjust communications and engagement strategy.

Offers a cloud-based, managed

services product that allows for

an accelerated implementation with quick configurations and the

ability to be repurposed to another centralized hub post pandemic.

Solution centralizes information and manages ongoing inquiries including a

mobile interface, communications, case, knowledge and social

collaboration. Provides access to

industry and occupation-specific trends and disruptions

Enabled with broader

communications content and supported by a specialized team that applies insights during this critical period of change and moments that matter to employees. Delivers

personalized, targeted, and secure communications to

employees and contractors that can be accessed across devices.

Real-time Via Cloud-based

solution

Across sources Applying expert

insights

The representative Deloitte-created “ConnectMe “solution helps keep employees up to date with

timely and relevant information, including on COVID-19, and how it impacts them and their organization

O V E R V I E W

As s o c i a t e -F o c u s e d

In-store “Touchless” Technology

Organizations can consider implementing technology to enable a more touchless / contactless experience within stores, appealing to customer safety by

not having to handle product or engage with associates for product information

D E E P D I V E

I N T E R A C T I V E

D I S P L A Y

C O M P A R I S O N

P R O D U C T

R E C O G N I T I O N

P R O D U C T

Customer can interact with

‘products’ using a projector panel and compare products

without touching them, reducing risk of contamination

Associates can offer advice on

products being compared and

assist customer in locating items as needed

Customers learn about product detail through interfaces, such as the Digital Product Guide, which

captures the product via camera and displays relevant product information

Reduces need for additional assistance – as well as helps

reinforce correct product purchase

Customer interacts with the holographic virtual window

display that showcases relevant

products within stores

Allows the customer the ability to determine if they should enter the store or not

This may decrease unnecessary foot traffic, though can allow a

safer shopping experience

Use touchless projection to compare products without

touching Learn about product via TV Determine if store has necessary products

Touchless technology offers a convenient and enhanced shopping experience while simultaneously keeping customers safety a priority

O V E R V I E W

Representative examples of technology in use today – by Spacee (www.space.com)

Customer Self-Scanning

In-store self-scanning can serve as a preferred method of shopping to improve customer convenience and safety, reducing the customer/associate

interaction during the standard checkout experience – while also freeing employees to perform other activities

D E E P D I V E

Enhancements to make the customer shopping experience quicker, safer, and more convenient can allow customers access to a preferred method of shopping

O V E R V I E W

C u s t o m e r - F o c u s e d

I N I T I A T E

S C A N N I N G

L O C A T E & S C A N

P R O D U C T S

C H E C K O U T

P U R C H A S E

V A L I D A T E

Allows customers to checkout

immediately via handheld,

reducing lines and wait times within the store – as well as eliminating placing items on standard checkout lane Reduced time in stores / lines and lack of additional product touching decreases risk for

customer and associates

Confirmation can be done via technology (i.e., kiosk) or by associate simply validating

purchases made before

customers leave the store, taking efforts to maintain acceptable distance

Reduced associate need at checkout area allows employees to be reallocated to other tasks throughout the store

Customers receive store

provided handheld or

download store app and initiate

login

Allows the shopping experience to be directly in the hands of

the customer with limited

outside interaction

Customers can be directed to

the location of the products

they wish to locate without interacting with employees

Scan products directly using

handheld device and add to shopping cart

Purchase products within the app / device or transfer

to kiosk or self-checkout

Validation of customer purchase before leaving

store Via store provided

handhelds or customer-downloaded application

Customers select and scan desired products

Enhanced / Automated Omnichannel Options

Retailers can examine the ability meet the increasing demand for ‘reduced friction’ omnichannel options

D E E P D I V E

M I C R O

-F U L -F I L L M E N T

B U Y O N L I N E ,

P I C K U P I N S T O R E

“ D A R K ” S T O R E

To continue to enhance offerings to provide convenient, flexible, and safe shopping options, consider adding or enhancing

BOPIS processes (e.g., adding

additional products for inclusion, increase number of daily slots and pickup times, incorporate 24-hour options such as lockers)

With customers no longer in stores, there is an opportunity to

leverage space to serve as mini-warehouses

Leverage an automated process to fulfilling an increased

amount of online orders to

meet customers needs faster and more economically

Evaluate existing or new real estate for ‘dark locations’,

aimed to handle pickup, delivery, and even returns,

providing efficiencies across the channels while also reducing risk through these centralized

locations

Offer/ Extend the capability of current BOPIS processes

Investigate automated fulfilment options in-store

(or local options) Convert a portion (or a

whole store) to pickup and returns facilities

Organizations should consider their existing technology environment, current real estate infrastructure, product assortment and

customer profile to define a strategy to enhance their omnichannel offerings

O V E R V I E W

This presentation contains general information only and Deloitte is not, by means of this presentation, rendering accounting, business, financial, investment, legal, tax, or other professional advice or services. This presentation is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor.

Deloitte shall not be responsible for any loss sustained by any person who relies on this presentation.

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