“Our exposure to the more impacted verticals is not significant. Booking during this quarter has largely been on track as a significant part of closures happened in January,” HCL said.
HCL says its business model is a mix of recurring product revenues, managed services and discretionary spending-led professional services. “From a vertical perspective, our exposure to verticals like oil and gas, travel and hospitality, and high-end retail is in single digits,” the company said.
Aviation, travel and tourism, and hospitality have been among the hardest-hit business verticals, since most countries have completely stopped air travel and people have been asked to stay at home as much as possible. As a result, the hotels and hospitality sector has suffered — a big name like Marriott International says it has been hit worse than the September 2001 (9/11) and Great Depression events combined.
Oil and gas as a sector has also suffered. “The outbreak has contributed to a dampened demand for oil, resulting in plummeting prices and production declines, especially in the wake of the Russia-Opec (the Organization of the Petroleum Exporting Countries) price war. As we move forward, then, the energy sector expects to face two headwinds: managing the issues of the health emergency all sectors face, and simultaneously coping with a low oil-price scenario, lower demand and the need to shore up revenue and manage debt obligations,” consultancy PwC recently said.
HCL says its investment in risk management systems and processes is helping it minimise the short-term impact from the closures enforced because of Covid-19. And, that the company is adequately prepared for the medium term, if things gets worse. “We are also confident our business model will help us to emerge stronger in the longer term, as it has been built for resilience during tough times,” it added.
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