Professional Documents
Culture Documents
COVID 19 Facts and Insights March 25 v4 PDF
COVID 19 Facts and Insights March 25 v4 PDF
Briefing materials
Global health and crisis response
Updated: March 25, 2020
Reimagination Reform
Re-imagine the “next Be clear about how
How the situation may evolve normal”—what a discon- the environment in your
tinuous shift looks like, and industry (regulations,
There is a limited window for governments to drive adequate public-health implications for how the role of government)
responses and meet demand drawdowns with proportionate economic institution should reinvent could evolve
interventions. Without this, the possibility of a deeper effect on lives and
livelihoods is more likely.
Scaled-up testing will soon clarify the extent and distribution of spread in the
U.S., and Europe.
Learnings from other countries and recent innovations (strict social distancing Establishing a Nerve Center can ensure
rules, drive through testing, off-the-shelf drugs that can address mild cases, speed without sacrificing decision
telemedicine enabled home care) could provide basis for a restart. quality across these five dimensions.
transmission
Latest as of March 26, 2020 199 >130 >30
Countries or territories Countries or territories Countries or territories
with reported cases1 with evidence of local with more than 1000
transmission2 reported cases1
~0.3% >10,000 35
China’s share of new New cases per day New countries or
1.Previously counted only countries; now aligned with WHO reports to include reported cases in the U.S. territories with cases
territories and dependencies; excluding cruise ship
2.Previously noted as community transmission in McKinsey documents; now
March 18–24 March 18–24
aligned with WHO definition
Sources: World Health Organization, John Hopkins University, CDC, news reports
Current as of March 26, 2020
Europe
Africa
1. U.S. data from Johns Hopkins University CSSE (March 26 data point from live tracker from 1600PT); all other data from WHO Situation Reports
France
60,000
Germany South Korea: Aggressive testing,
US contact tracing and surveillance, and
50,000 mandatory quarantines are helping
UK isolate virus clusters and dramatically
40,000 slow spread of outbreak.
30,000
United States: Cases and deaths
20,000 are accelerating rapidly amidst
containment responses that vary at
10,000 state and local levels; U.S. now has
the highest number of confirmed
0 cases in the world.
0 3 6 9 12 15 18 21 24 27 30 33 36
Days since 100th case
1. U.S. data from Johns Hopkins University CSSE (March 26 data point from live tracker from 1600PT); all other data from WHO Situation Reports
Sources: WHO situation reports; Johns Hopkins University, press search McKinsey & Company 8
Current as of March 26, 2020
Incremental cases per day and tests performed in South Korea Number of tests performed New reported cases per day
Tests
performed
800
10,000
600
400
5,000
200
0 0
16 29 01 26
February March
Source: WHO situation reports, CNN, New York Times, Korean CDC, press search McKinsey & Company 9
Current as of March 26, 2020
Incremental cases per day and total reported cases in China Total reported cases New reported cases per day
Jan 23 – City of Feb 7 – All students Feb 21 – Government Mar 1 – 28 provinces (more
Wuhan is locked down asked not to return eases traffic restrictions, than 4/5ths of total) have
and travel from nearby to school following encourages work to resume resumed normal inter-provincial
cities is restricted Chinese New Year in less-affected areas passenger transport
Feb 3 – Hong Kong Feb 19 – China begins Feb 24 – 320,000 Mar 10 – Closure
closes all but 3 of 14 to sustain daily new case tests conducted to of last of 16 Total reported
cases
border control points reports below 2,000 date in Guangdong temporary hospitals
20,000 90,000
Jan 24 – All
tourist activity in
4,000 Hubei canceled
60,000
3,000
2,000
30,000
1,000
0 0
23 31 01 29 01 24 25 26
January February March
1. Changes in new case tracking and reporting methodology yield spike in reported cases
Source: WHO situation reports, New York Times, Chinese government official notices and reports, press search McKinsey & Company 10
Current as of March 26, 2020
Incremental cases and tests per day Number of tested persons per day New reported cases per day
Feb 21 – Cluster of 16 Feb 26 – Testing criteria are Mar 8 – Lockdown extended Mar 20 – Italy testing at rate
cases identified in relaxed, allowing contacts of to all of Lombardy and 14 of ~3500 per million, amongst
northern Italy confirmed cases to be tested other northern provinces highest in western Europe
Tests
Feb 23 – performed
Officials lock
10,000 down 10 towns 42,000
9,000 in Lombardy Mar 6 – Authorities begin testing Mar 9 – Italy begins
after spike in all 3,300 residents of northern national lockdown; 35,000
8,000
cases town of Vò (new cases now zero) travel banned
7,000 28,000
6,000
5,000 21,000
4,000
14,000
3,000
2,000 7,000
1,000
0 0
19 29 01 26
February March
Source: WHO situation reports, CNN, New York Times, press search McKinsey & Company 11
Current as of March 25, 2020
5,000 10,000
Testing
U.S. France Spain UK Italy Norway
XX = tests per
million people1 ~310 ~560 ~640 ~960 ~3,500 ~8,000
Countries’ State and National lockdown National lockdown Early strategy Imposed strict regional and national Quickly scaled testing,
city-level with strict police limiting non-essential focused on lockdowns early; testing per capita is e.g. drive-through
responses closures; enforcement; has movements; reported scaling testing vs. ~4x most peer EU countries with some testing available 7 days
testing performed targeted initial logistical issues lockdowns, though regions testing nearly full population after first confirmed case;
lagging vs. widespread limiting testing officials began instituted punishment for
other testing capabilities enforcing quarantine violations
countries lockdown March 20
1.Based on University of Oxford, "Our World in Data- How many tests for COVID-19 are being performed around the world?", accessed March 20, 2020. U.S., Italy and Norway figures from March 20, Spain from March 18,
UK from March 17, France from March 15.
Sources: University of Oxford, Sante Publique France, Istituto Superiore di Sanità (ISS), UK Department of Health and Social Care, Ministerio de Sanidad, Consumo y Bienestar Social, U.S. CDC, press search
Contents
01 02 03 04 05
COVID-19: Scenarios and Sector-specific Planning and Leading
The situation path forward impact managing indicator
now COVID-19 dashboards
responses
Source: McKinsey analysis, in partnership with Oxford Economics McKinsey & Company 14
Current as of March 25, 2020
Source: “Safeguarding our lives and our livelihoods: The imperative of our time,” Sven Smit, Martin Hirt, Kevin Buehler, Susan Lund, Ezra Greenberg, and Arvind Govindarajan McKinsey & Company 15
Current as of March 25, 2020
96
90
Source: McKinsey analysis, in partnership with Oxford Economics McKinsey & Company 16
Current as of March 25, 2020
COVID-19 U.S. impact could exceed anything since the end of WWII
United States real GDP
%, total draw-down from previous peak
-5
-8% Scenario A3
-10
-13% Scenario A1
-15
-20
-25
-30
1900 1910 1920 1930 1940 1950 1960 1970 1980 1990 2000 2010 2020
Pre-WW II Post-WW II
Source: Historical Statistics of the United States Vol 3, Bureau of economic analysis; McKinsey team analysis, in partnership with Oxford Economics McKinsey & Company 17
Current as of March 25, 2020
Real GDP
drop 2019 2020 GDP Time to return
Real GDP growth—COVID-19 crisis World Eurozone
Q4–2020 Q2 growth to pre-crisis
Local currency units indexed, 2019 Q4=100 USA China
% change % change Quarter
111
108
China -3.9% -2.7% Q2 – 2021
105
102
96
93
World -6.2% -4.7% Q3 – 2022
90
87
Source: McKinsey analysis, in partnership with Oxford Economics McKinsey & Company 18
Current as of March 25, 2020
• Time to implement social distancing after • Rate of change of cases • Effective integration of public health measures
community transmission confirmed • Evidence of virus seasonality with economic activity (e.g. rapid testing as
Epidemiological
• Availability of therapies
• Case fatality ratio vs. other countries
• Cuts in spending on durable goods (e.g., cars, • Late payments/credit defaults • Bounce-back in economic activity in countries
appliances) that were exposed early in pandemic
Economic
-5
-10
-15
-20
-25
-30
-35
-40
-45
-50
1. Data set includes global top 3000 companies by market cap in 2019, excluding some subsidiaries, holding companies, companies with very small free float and companies that have delisted since
Source: Corporate Performance Analytics, S&CF Insights, S&P Global McKinsey & Company 21
1.
10
20
30
40
50
60
-80
-70
-60
-50
-40
-30
-20
-10
0
Oil & Gas
Healthcare Payors
Conglomerates
Banks
Real Estate
Business Services
Basic Materials
Medical Technology
Advanced Electronics
Data set includes global top 3000 companies by market cap in 2019, excluding some subsidiaries, holding companies, companies with very small free float
Distribution of year-to-date total shareholder returns by industry percent1
Consumer Durables
Media
High Tech
Telecom
Pharmaceuticals
Retail
McKinsey & Company
Consumer Services
Current as of March 25, 2020
22
Current as of March 25, 2020
The hardest hit sectors may not see restart until 2021
Preliminary views on some of hardest hit sectors based on partially effective scenario—subject to change
Commercial Air & travel Insurance Oil and gas Automotive Apparel/fashion/
aerospace carriers luxury
Estimated degree
of impact, in terms Longest
of duration
Estimated
global restart
Q3/Q4 2021 Q1 / Q2 2021 Q4 2020 Q3 2020 Q3 2020 Late Q2/Q3 2020
Average change
in stock price -44% -44% -33% -48% -32% -28%
Industry specific Preexisting industry Deep, immediate demand US insurers have been Oil price decline driven by Existing vulnerabilities Overall decline in private
examples challenges, a quick drop in shock 5–6x greater than strongly affected, both short-term demand (e.g., trade tensions, consumption and exports
possible revenue, and high Sept 11; ~70–80% near- especially reinsurers and impact and supply declining sales) amplified of services
fixed costs cause near- term demand erosion due life and health insurers overhang from OPEC+ by acute decline in
Demand for apparel
term cash flow and long- to international travel bans decision to increase Chinese demand,
Reduced interest rates categories down sharply
term growth uncertainty and quarantines now production continued supply chain and
and investment overall and expected to
prevalent in 130+ nations production disruption (in
It may take years to performance impacting Oversupply expected to take longer to return than
China, rest of Asia, EU) to
recover from production Northern hemisphere returns—especially for remain in the market economic restart; online
amplify impact despite
and supply chain summer travel peak longer-tail lines even after demand growth exists (though
ongoing Chinese economic
stoppages, due to critical season deeply impacted recovery, and post 2020, hampered by labor
Disruptions expected in restart
vendors located in areas since pandemic fears unless OPEC+ decides to shortage)
new business and
impacted by the virus coincide with peak booking cut production Headwinds to persist into
underwriting processes Retail stores temporarily
period Q3 given tight inventories
Long order backlogs due to dependence on closed in many parts of
Recovery pace faster for paper applications and (<6 weeks), supply chain the world—high regional
mitigate some concerns,
domestic travel (~2–3 medical underwriting complexity (therefore, variation
though rapid adoption of
quarters); slower for long- minimal ability to shift)
remote work technologies
may put a dent in high- haul and internationall
profitability business travel travel (6+ quarters)
Source: IHS Market, McKinsey Global Institute, Subject matter experts, press reports, Corporate Performance Analytics, S&CF Insights, S&P Capital IQ McKinsey & Company 23
Contents
01 02 03 04 05
COVID-19: Scenarios and Sector-specific Planning and Leading
The situation path forward impact managing indicator
now COVID-19 dashboards
responses
1 2 3 4 5
Nerve center
Managing across the 5Rs requires a new
architecture based on a team-of-teams approach.
Resolve
Address the immediate social and mental challenges
that COVID-19 represents to the institution’s
workforce, customers, and business partners, and
take basic steps to protect liquidity.
Emerging Current mix of work-from-home and at-work social distancing Supply chain shifting from initial concern Extreme demand reduction Revenue drops raising Need to sustain
concerns & worker safety concerns combined with economic anxiety is about China restart, to, continuing logistics raising need to assuage need to manage operations and
driving stress and reducing productivity issues, and concern about macro- customer concerns and put in immediate liquidity enable remote
environment impact on demand planning place strict protections working
Example, new New team structures that work remotely: smaller, cross Conduct scenario planning to Build a plan to prioritize & Understand current Strengthen the
ideas that functional network-of-teams vs. rigid top-down organization understand how inventory buffer changes protect valuable customers: available cash and service desk to
leading in various disease scenarios Understand what matters project change over prepare for
New rules for leading remotely: clearly defined outcomes,
organizations to them—and how their extended shutdown higher call
multi-channel team communication; clear milestones or Task S&OP team to build 3–6 plans
situation will evolve frequency (e.g.,
are decision points; transparency under a range of demand scenarios Identify and execute
home work
experimenting month to determine required supply Focus on cultivating the immediate, low-risk
setup, remote
Investing in the right collaboration processes: active use
with most important segments levers to improve
of joint whiteboarding, polling, doc sharing, channel based Leverage direct communication access, VPN)
(e.g., highest margin, cash position (e.g.,
communications channels with direct customer when
continuous customers, capital projects, Design
determining demand signals
Leveraging technology team to empower remote work community needs, voluntary spend, working model
capability: online articles, collaboration tools, training on Use market insights/external databases contractual obligations) inventory working (people and
appropriate channels to estimate demand for customer’s Build customer trust capital) processes) to
customers through transparency: “keep the lights
Caring culture: acceptance of WFH realities such as “always Stand up teams to run
on” in critical IT
on” professionalism; informal socializing (virtual “water cooler” Identify critical functions and roles and Don’t pursue “revenue at rolling 13-week cash
functions
chats); authenticity develop back-up plans any cost”—judiciously forecasts, plan further
(particularly
choose where to invest, action (e.g., monetize
Tighter routines for productivity: commit to norms, have incident
based on analysis and balance sheet), and
team launches, clarify most critical meetings, set aside coordination)
planning control spend
personal time & routine
Establish a rhythm of
Enact “pods” for on-site personnel and leadership to updates & engagement,
minimize employee exposure while on site offering more frequent
Agree on adaptations required for collective bargaining update, targeted content,
units (e.g., unions) and contractors and/or individual outreach
100
People • Sense of lack of direction / isolation can degrade morale and performance
• Misunderstandings or lack of clarity on priorities leading to wasted work
• Isolation and lack of social interaction leading to lower employee motivation and less 76
cohesion as a team
Process • Lower communications efficiency due to missing in-person touch, time it takes to 48
write vs. talk, finding time together, or bad connectivity
• Difficulty in self-organizing to address real-time challenges
• Risk to overlook dependencies and create island solutions
Sources: Press searches; Web pages; Interviews; McKinsey Numetrics; Team analysis McKinsey & Company 28
Resolve
Sources: Press search; interviews; McKinsey Numetrics; team analysis McKinsey & Company 29
Resolve
Who to group into pods Define the minimum size group to achieve • Remove any floating workers from potential pods
desired production levels and minimize
• Group pods vertically along production line and break inter line (workers working on multiple lines) and beginning/end of line
contact between employees and product
transfer points (line employee picks up raw materials instead of a rover dropping off material)
What job is done Reclassify jobs/roles to improve ability to • Reclassify jobs (can be temporary) vertically along production line so one worker does multiple jobs on same production line
form pods and decrease inter-pod contact versus horizontally across multiple lines (line may need to slow)
• Remove or adjust unnecessary line contact (quality checks done by line employees versus central quality)
How the pod works Add additional safeguards within the pod • Ensure job tasks within pod protect the pod from itself, including additional PPE and separation throughout the shift (tasks can
together to further limit exposure be adjusted to ensure 6 ft. separation)
• Institute increased sanitation of pod and workplace (hand washing, deep cleaning after shift, etc…)
• Stagger break and lunch times/locations
When the pod performs Change shift time and structure to limit • Adjust start/end times to avoid inter-pod contact for pods working at same time, if site has only day shifts for multiple lines –
work exposure consider going to 24 hrs operation to limit lines on site at a time
• Adjust weekly schedule including going to 12-hr shifts and 2 week on/off to minimize the number of people on site over a
day/week
Where the pod Move the location of work to create social • Modify non-work arrangements to minimize exposure including where pod is housed and how they get to work (critical
performs work separation between pods operations such as power plants and refineries are considering housing employees on site)
• Restrict access between pods, ideally with social barriers (card access, temporary walls)
• Move production lines to ensure adequate separation and consider temporary options (tents)
• Close public spaces (cafeterias, gyms) and find alternate locations for workers to eat and move around
Plan for pod event Develop response scenarios for likely • Practice and train on likely scenarios (immediate and long-term response)
events such as a pod test positive
• Define production flexibility and back-up options if line goes down
• Define backup pod staffing (refresh skills matrix to see who could cover, consider keeping backup pod available in case of event)
Note: Certain actions must be implemented together to ensure mitigation of risk
McKinsey & Company 30
Resolve
Day M T W T F
Option 2 – Reduction in pace
Day M T W T F 24h x 5day model Incremental change, easy to Depending on process, can
Line 1
implement result in inefficiencies
Production run at lower speed
Line 1 (less FTEs assigned to lines) Dedicated people to each line
Flexible
Line 2 Line 2
One ramp-up and down per
week
Source: Adapting production shifts to low demand in asset-heavy industries McKinsey & Company 31
2
Resilience
Address near-term cash management challenges,
and broader resiliency issues
Non-Resilients Resilients
Increase in revenue
1.5x
outperformance the downturn and acquired more
Discipline
in the recovery
01 02 03
Identify and prioritize key Develop tailored scenarios Conduct stress testing of
risks financials
Identify and prioritize key macro, sector Develop company specific scenarios Stress test the P&L, Balance Sheet,
and company idiosyncratic risks based on based on the range of outcomes of the Statement of Cash Flows to assess and
exposure and impact highest priority risks frame the potential gaps for planning
04 05 06
Establish portfolio of Set up a cash war room / Build the resilience
interventions dashboard dashboard
Identify an end to end portfolio of Improve cash transparency and Build the dashboard of key leading
interventions and trigger points implement tighter cash controls to indicators to monitor that can be
mitigate downside scenarios dynamically updated
Not exhaustive
Bubble size represents typical cash impact
prioritization
“Immediate cash Standardise
opportunities” Bad payors parts
Payment terms Reduce
of initiatives Somewhat 3
negative
re-negotiation Production
batch size,
SKUs
0
Fast (< 90 days) Medium (3-6 months) Slow burn (6-12 months)
Return
Create a detailed plan to return the business back to
scale quickly
Invest in a “safe environment”: pre-flight tests of passengers and crew for airlines, in-store
Reassure customers sanitizers for retail, transparent safety record e.g. “X days since last infection”
Reimagination
and reform
Re-imagine the “next normal”—what a discontinuous
shift looks like, and implications for how the
institution should reinvent
Be clear about how the regulatory and competitive
environment in your industry may shift
Reimagination: Could we
really emerge in a new normal?
‘Shelter at home’ moves are causing the largest A self-sustaining recession may occur if governments
demand drawdowns modern economies have seen in are not able to respond effectively to the new threats
decades that economies face
The virus spread, and public health and economic The speed and effectiveness of countries response
response vary widely across countries today could reshape political and economic relationships
globally
Consumers are recalibrating on spend, having When consumer demand returns, it may be for
experienced a new model of lower in-person & even different categories than what existed previously, and
higher virtual connections, while learning new skills virtual services could get adopted far faster than
originally expected
Doctors are pointing to the inherent challenges of The world may move closer to a more community or
providing hospital-centered care during pandemics patient centered model of healthcare, aided by newer
advances in AI, health monitoring, telemedicine
Maintains multiple scenarios; Uses planning assumptions (& Maintains operating cadence, risk Ensures extreme clarity & builds
provides one planning scenario. scenarios) to craft trigger based maps, situation reports, tracks a cross-functional team to
Facilitates future state exercises portfolio of strategic moves progress, and ensures ownership achieve outcome
Divergent / creative thinking Divergent / creative thinking Mix – Divergent / convergent Convergent / linear thinking
5% 5% 10% 80%
of Nerve Center capacity of Nerve Center capacity of Nerve Center capacity of Nerve Center capacity
Scenario planning Strategic moves Workforce Supply chain Customer Cash and financial
Planning scenario Portfolio of actions (incl. protection and stabilization transparency and stabilization
Issue maps strategic moves; productivity Supplier engagement support 13 week cash workout
immediate, medium-
Policies and Inventory management Customer outreach Account receivables
term, long-term)
Management Production and B2B customer and payables
Leading indicators
Two-way operations transparency Inventory
(decision triggers)
communications Demand management On-site customer Procurement
Contractors Logistics protection Organization
Facilities management Balance sheet
Tech and security restructuring/ external
backbone funding
Health and govt.
engagement
Remote work morale
and productivity
1 2 3 4 5
Supply chains are being disrupted around the world, Impact High
but the full impacts have not yet been felt Medium
Low
or or
Situation ~80% plants restarted 1.4M idle containers 60% China flights suspended5 60% truck staff available 20.5% decline in retail sales
today Across China, ex-Hubei, with large 5.5% of global container capacity Commercial flights account for ~50% 1–14 day quarantine- and capacity- China consumer sentiment since
enterprises restarting, albeit with affected by reduced demand of air cargo capacity, some airlines induced increase in freight transport January sharply lower;
partial capacity, at much higher rate converting flights for cargo6 times online/express deliveries up
than smaller ones
What Medium 7,000 TEU/week reduction 5% global air traffic decrease4 High High
to expect Parts and labor shortages leading to Volumes will return as factories Decline in capacity available due to Trucking capacity constraints in Demand slump may persist
further supply chain disruptions (e.g., restart, may see peak for restocks travel ban on commercial flights China likely to ease
decreased production capacity) Inventory “whiplash”—7–8 weeks for
Future capacity 2.3% reduction for a YoY global air freight belly capacity Declines at U.S. ports foreshadow auto, 2–4 weeks for high-tech
Other regions will be facing Asia-U.S. route from May due to sea reduction of 14% in March 20204 declines in U.S. intermodal (rail)
production capacity reductions Inventory hoarding and demand
freight alliance revisions
Rates likely to continue to increase spikes due to uncoordinated actors
Customer pressure for prioritization
exacerbate supply chain
Medium
Impact on freight will take an extended period of time to correct with slower ramp-up
Logistics capacity returns but faces constraints; near-term price increases
1.Assessment of risk premium to ship raw materials on a number of shipping routes, data as of 3/13 4. Estimated prior to implementation of EU-US travel ban
2.Frankfurt (FRA) to Shanghi (PVG) used as a proxy 5. Commercial flights from China
3.End of extended Chinese Lunar New Year holiday (2/7-3/13 for BDI, 2/10-3/2 for U.S.–China 6. Companies such as Cathay Pacific and Singapore Airlines now starting
TAC, 2/10–3/9 for other TAC routes) to fly empty passenger aircrafts as dedicated cargo planes
Source: Baidu, WSJ, Bloomberg, Alphaliner, Quartz, TAC index, IATA, Seabury Consulting, A.P. Moller-Maersk Group of Denmark, Agility Logistics, Press search McKinsey & Company 48
Current as of March 25, 2020
Late Hubei remains deeply impacted; return to Late Restart has begun, especially for larger Q2 Consumer spending in China spend may lag behind
economic activity tough to foresee until companies, despite challenges such as labor economic restart
Q2 mid Q2 Q1 shortages and movement of goods
Tourism and some other sectors impacted well into Q2
Source: WHO Situation Reports; National Bureau of Statistics of China; McKinsey Global Institute; OCED data, Johns Hopkins CSSE, press research, TomTom traffic index, Baidu QianXi, CDC, New York McKinsey & Company 49
Times, Reuters, The Economist, Peking University, HSBC Business School, Tencent News, Sina News, Beijing Environmental Protection Monitoring Center, Shenzhen Environment Network
Current as of March 25, 2020
Americas
Asia (ex-China)1
Middle East2
1.Includes Western Pacific (excl China) and Southeast Asia WHO regions
2.Eastern-Mediterranean WHO region
Note: All countries and regions have documented 3rd-generation cases
Source: WHO situation reports, TomTom traffic index, Baidu QianXi, CDC, IATA, BBC, New York Times, Japan Times, NPR, Reuters, press search McKinsey & Company 50
Current as of March 25, 2020
Middle East
Example
country Epidemiological Indicators7 Economic/policy indicators
Number of
Number of airlines
Date of Total New cases countries/ suspending
initial number in last 14 Crude case territories service to Traffic School
case of cases days 5-day new case trend fatality ratio1 restricting travel country3 congestion4 closures
1,411
1,046 966 1,028
23,049 15,007 7.3%6 142 x9 Data N/A Country-wide
Iran 02/20 1,237
678
359 348 429
Rest of region 02/15 4,166 3,630 195 1.3%
Stage 1: Small number of cases identified; no sustained local transmission Stage 4: Case growth and stretched Warning level 3 03/25/2019
health systems Alert level 2 03/25/2020
Stage 2: Disease spread and sustained local transmission
Stage 3: Government action and shifts in public behavior. Not all affected regions Stage 5: New cases drop, activity None
enter stage 3, but interventions and economic impact signal prolonged recovery resumes
Source: WHO Situation Reports, TomTom traffic index, Baidu QianXi, CDC, IATA, BBC, NYT, Japan Times, NPR, Reuters, press research McKinsey & Company 51
Current as of March 25, 2020
Europe
Example
country Epidemiological Indicators7 Economic/policy indicators
Number of
Number of airlines
Date of Total New cases countries/ suspending
initial number in last 14 Crude case territories service to Traffic School
case of cases days 5-day new case trend fatality ratio1 restricting travel country3 congestion4 closures
6,557 5,560
5,322 4,789 x 18 60 Country-wide
Italy 01/31 63,927 53,778 5,986 8.6%6 143
13
3,794 71
France 01/25 19,615 17,841 1,834 1,598 1,821 1,525 3.4% 126 Country-wide
9
7,324
4,438 59
Germany 01/28 29,212 27,916 2,801 3,140 3,311 0.3% 127 Country-wide
23
4,946 3,646 4,517 46
3,431 2,833
Spain 02/01 33,089 31,450 5.2% 123 Country-wide
8
5,503 5,253 5,420 5,582
3,448
Rest of region 01/29 43,014 40,112 1.2%
Stage 1: Small number of cases identified; no sustained local transmission Stage 4: Case growth and stretched Warning level 3 03/25/2019
health systems Alert level 2 03/25/2020
Stage 2: Disease spread and sustained local transmission
Stage 3: Government action and shifts in public behavior. Not all affected regions Stage 5: New cases drop, activity None
enter stage 3, but interventions and economic impact signal prolonged recovery resumes
Source: WHO Situation Reports, TomTom traffic index, Baidu QianXi, CDC, IATA, BBC, NYT, Japan Times, NPR, Reuters, press research McKinsey & Company 52
Current as of March 25, 2020
Americas
Example
country Epidemiological Indicators7 Economic/policy indicators
Number of
Number of airlines
Date of Total New cases countries/ suspending
initial number in last 14 Crude case territories service to Traffic School
case of cases days 5-day new case trend fatality ratio1 restricting travel country3 congestion4 closures
16,354
10,5915 69 Local
US 01/23 42,164 41,468 3,355 4,777 1.0% 111
0
9
1,837
Rest of region 01/27 7,280 7,069 772 829 808 977 0.9%
Stage 1: Small number of cases identified; no sustained local transmission Stage 4: Case growth and stretched Warning level 3 03/25/2019
health systems Alert level 2 03/25/2020
Stage 2: Disease spread and sustained local transmission
Stage 3: Government action and shifts in public behavior. Not all affected regions Stage 5: New cases drop, activity None
enter stage 3, but interventions and economic impact signal prolonged recovery resumes
Source: WHO Situation Reports, TomTom traffic index, Baidu QianXi, CDC, IATA, BBC, NYT, Japan Times, NPR, Reuters, press research McKinsey & Company 53
Current as of March 25, 2020
77
Prior to 46 50 43 39
63
Japan 01/20 1,128 560 3.6% 119 Country-wide
47
47 52
32 40 60
Singapore 01/24 507 341 23 0.4% 117 Not noted
24
Stage 1: Small number of cases identified; no sustained local transmission Stage 4: Case growth and stretched Warning level 3 03/25/2019
health systems Alert level 2 03/25/2020
Stage 2: Disease spread and sustained local transmission
Stage 3: Government action and shifts in public behavior. Not all affected regions Stage 5: New cases drop, activity None
enter stage 3, but interventions and economic impact signal prolonged recovery resumes
Source: WHO Situation Reports, TomTom traffic index, Baidu QianXi, CDC, IATA, BBC, NYT, Japan Times, NPR, Reuters, press research McKinsey & Company 54
Current as of March 25, 2020
Epidemio- Small number of cases Disease spread and Disease spread widely Case growth and New cases drop, while
logical identified sustained local and sustained local stretched health surveillance continues
indicators No sustained local transmission transmission systems to monitor subsequent
transmission waves
Economic No significant impacts Minor impact, primarily Government Consumption slump Consumption begins
indicators on supply side interventions are and inventory to rise, as quarantine
instituted, impacting “whiplash” due to begins to be rolled
consumption quarantine measures back
Inventory hoarding due
to uncoordinated actors
exacerbating supply
chain
Social Activity remains normal Governments may Shifts in public Larger numbers of Social activity begins
indicators begin coordinating behavior begin in citizens remain at to resume
containment activities response to and multi- home in response to
Activity remains mostly sectoral government the implementation of
normal actions gov’t contingency plans
References
COVID-19 leading 1. Case fatality ratio calculated as (deaths on day X) / (cases on day X). Previous versions of this dashboard
indicator dashboard calculated CFR = (deaths on day X) / (cases on day X–7) to account for incubation
for China 2. Measures movement of population into destinations as of 3/22/2020
3. Wuhan included only for comparison
4. 7-day average (17–Mar to 24–Mar) compared to 2019
5. Car traffic only. Congestion reflects percentage increase in travel time compared to free-flow conditions
Region-specific 1. Case fatality rate calculated as (deaths on day X) / (cases on day X). Dashboards before February 29
details calculated CFR as (deaths on day X) / (cases on day X–7) to account for incubation
2. Assessment based on observed stoppage in growth of cases and medical community’s opinion validated
by external sources
3. Anecdotal reports of airline suspensions based on press searches
4. Based on representative cities: Tokyo, Singapore, Milan, Paris, Berlin, Madrid, Los Angeles
5. 0 new reported cases in US on 3/22 likely a reporting anomaly and not indicative of overall trend
6. Crude case fatality ratio likely to fall as testing becomes more widely available
7. Epidemiological data current as of 3/24 WHO situation report