DISASTER PROOFING YOUR BUSINESS€¦ · Protect Your Systems, Network, Telecoms 8. Protect Your...

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ARE YOU READY? DISASTER PROOFING YOUR BUSINESS City of New Westminster – Business Continuity Webinar – July 9, 2020

Transcript of DISASTER PROOFING YOUR BUSINESS€¦ · Protect Your Systems, Network, Telecoms 8. Protect Your...

Page 1: DISASTER PROOFING YOUR BUSINESS€¦ · Protect Your Systems, Network, Telecoms 8. Protect Your Information 9. Take Inventory 10.Know Your Finances ... •Determine the best methods

ARE YOU READY? DISASTER PROOFING YOUR BUSINESSCity of New Westminster – Business Continuity Webinar – July 9, 2020

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AGENDA• Importance of Building a Plan

• Overview of Workbook

• Discussion

• Additional Resources

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WHAT IS IT?

PREVENTION/MITIGATION

BUSINESS CONTINUITY

PLAN

PREPAREDNESS RESPONSE RECOVERY

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WHY ARE WE CONCERNED?

• Disasters increasing in frequency and severity• Earthquakes • Flooding • Wildfires• Landslides• Severe Storms • Explosions • Hazardous Materials • Structural Fires• Cyber Threats …?

• How many internal disasters go unreported?

• Indirect impacts from Catastrophic Disasters

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WHY ARE WE CONCERNED?

• Aging infrastructure

• Emerging new risks (e.g. Cyber Threat, Infectious Diseases)

• Highly dependent on Communications & Technology

• Highly dependent on Transportation sector

• Adverse Weather Conditions“New Normal” / Climate Change?

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ASK YOURSELF 3 BASIC QUESTIONS

1. What could go wrong?

2. If something went wrong, how would it affect my business?

3. How would the critical operations for my business be resumed?

Business Continuity Planning is a fundamental part of long-term operational success.

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HOW DO YOU PREPARE FOR THIS?

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WORKBOOK

• A PDF template is provided• Contains fillable forms to get you

started

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BASED ON OTHER TOOLS

Originally built for Small Business BC to assist with small businesses after Wildfires of 2018 and 2017, and based on:

• PreparedBC Small Business Guide from Emergency Management BC

• Open For Business-EZ from Insurance Institute for Business & Home Safety

• Ready Rating from American Red Cross

• Business & Employer Emergency Preparedness Guide (BEEP) from North Shore Emergency Management

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15 STEP PROCESS

1. Know Your Risks

2. Protect Your People

3. Protect Your Property

4. Know Your Operations

5. Know Your People

6. Know Your Key Stakeholders

7. Protect Your Systems, Network, Telecoms

8. Protect Your Information

9. Take Inventory

10. Know Your Finances

11. Where To Relocate

12. Who Needs To Know The Plan

13. Know When To Exercise

14. Know When To Update

15. Where To Go For More Help

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1.Refer to the Top 10 Risks in BC from EMBC

2.Identify your threats

• Likelihood X Consequences = Total Impact

3.Plan for the highest ranking threats

4.Identify any measures to minimize impacts

• Existing control measures

• Any new ways to prevent / mitigate

STEP

KNOW YOUR RISKS

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RISK ASSESSMENTTHREATS/HAZARDS

PROBABILITY (0-5)

SEVERITY(0-5) TOTAL IMPACT HOW CAN YOU MINIMIZE THE

IMPACTS?

Earthquake 0 0

Tornado/Wind

Flood Move to higher ground

Severe Weather 5 3 15 Communication Plan

Structural Fire 3 4 12 Fire Drills, Fire Plan

Wildfire 5 5 25 Evacuation Plan, Water

Hazardous Material

Power Outage

Loss of Utilities

Loss of Premise

System Failure

Telecomm Outage

Infectious Diseases

Loss /Illness Staff

Workplace Violence

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• Ensure staff are aware of the hazards and threats to your business / community

• Develop an evacuation plan for your property• Identify two exits, assembly locations

• Develop a shelter-in-place plan• Know the risks inside / outside (e.g. hazardous materials)

• Have a few staff trained on first aid and automatic external defibrillators

• Appoint a “go-to person” to be responsible in your absence. • Ensure they have access to the premise including keys,

passwords and codes.

• Establish an emergency kit onsite and encourage staff to have their own kits

• Conduct drills annually with staff for evacuation and shelter-in-place.

STEP

PROTECT YOUR PEOPLE

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• Account for any special needs of employees and guests

• Mobility, hearing, vision or language

• Plan ahead so you can communicate effectively with employees

• Encourage all employees to develop a household emergency plan• Refer to PreparedBC: Household Preparedness Guide

• Create a kit for home, vehicle and at work

• Emergency Contact information – Out of Area/Province Contact

• Depending on business, you may have to educate your guests on preparedness as well as accommodate them with respect to emergency supplies (note. Medications)

2 PROTECT YOUR PEOPLE

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Respond to Infectious Diseases:

• Establish and monitor reliable public health sources

• Review absenteeism policy and guidelines

• Establish infection controls and guests

• Obtain personal protective equipment and sanitation supplies

• Educate staff and provide checklist to assist with scheduled cleaning

• Create physical distancing in the workplace

• Develop guidelines on screening and responding to exposures

• Encourage annual influenza vaccinations

2 PROTECT YOUR PEOPLE

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STEP

PROTECT YOUR PROPERTY

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Insurance Advice for Small Businesses

www.ibc.ca

Emergency Preparedness for Your Business http://assets.ibc.ca/Documents/Brochures/Emergency-Preparedness-for-Your-Business.pdf

Disaster Proofing Canada http://disasterproofingcanada.ca

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• Not all losses are eligible for Disaster Financial Assistance from BC Government

• Install approved sprinklers, intruder alarms and fire alarms

• Secure all doors, windows and skylights, tightly

• Secure storage and other low-traffic areas

• Isolate flammable materials and dispose of waste materials properly

STEP

PROTECT YOUR PROPERTY

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• Install fire extinguishers / test annually

• Arrange fire extinguisher training

• Encourage employees to be vigilant

• Register with your local police and fire department

• Consider security access measures

• Leave some lights on and windows clear

• Consider installing a sump-pump system

• Identify where shut offs for utilities and how to shut down

3 PROTECT YOUR PROPERTY

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• Keep critical assets off the ground floor or out of a basement

• Raise all utilities and equipment above flood elevation levels

• Anchor cabinets and shelving

• Ensure heavy objects are anchored

• Secure water heaters to the wall

• Ensure all electronic equipment is protected from power surges

• Install emergency lighting in key locations

• Consider emergency generator / auxiliary batteries for backup

• Move vehicles to higher ground with full fuel tanks

PROTECT YOUR PROPERTY3

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• What is your main product/service/operation?

• How do you perform this product/service/operation?

• What could most likely impact your business?

• Who would you need to call? How would you reach them?

• Which of these functions and services have legal, contractual, regulatory or financial obligations?

STEP

KNOW YOUR OPERATIONS

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• Can the function be performed at another location?

• What functions can you stop doing?

• Can staff be diverted to critical functions?

• What resources and equipment is needed?

• How much downtime can you tolerate for each function?

• What are the consequences if the function cannot be performed?

• Can your business survive without a specific function?

KNOW YOUR OPERATIONS4

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• Would you know how to reach your employees?

• Do you have current contact information?

• Can you access it outside of business hours?

• Are you staff prepared for emergencies at home?

• Do your staff know the emergency plan?

• How does your community keep you informed about disasters?

STEP

KNOW YOUR PEOPLE

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• Design two-way communication with employees

• Determine the best methods for contacting staff (have more than 1 method)

• Consider phones, cells, text, emails, website, social media

• Provide a method for them to contact you

• Identify staff who are able to help• Determine any specific limitations with coming to work

• Who lives the closest

• Special skills

• Other emergency roles in the community

KNOW YOUR PEOPLE5

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STAFF CONTACT LIST5STAFF NAME:

Position / Title:

Home Address:

Home Phone: Cell Phone:

Home Email: Other Contact:

Special Needs:

Certifications: List all that apply

First Aid: CPR: Ham Radio

Other special skills / licenses:

Local Emergency Contact

Full Name:

Relationship:

Contact Info:

Out of Province Emergency Contact

Full Name:

Relationship:

Contact Info:

Notes:

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CRITICAL STAFFING PLAN• Key Positions – define primary and backups

• Define minimum staffing levels

• Determine key skill sets / certifications / qualifications

• Succession Planning

• Cross Training

• Delegation of Authority

• Consider alternate working arrangements:

• Shift, Telework, Displacement

5

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Function Principal Assignment

Backup Assignment

Skillsets Alternate Arrangements

Critical Staffing Plan5

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To ensure the continuation of operations, means “business as usual”. Your business depends on other organizations/individuals to stay open.

• Know how to communicate with your customers, clients, suppliers, vendors, partners and public entities before a disruption occurs

• Maintain good business relationships and know how to contact them will ensure this

• Ensure your key stakeholders know how to contact you or know the status of your business after a disaster and once you resume operations

STEP

KNOW YOUR KEY STAKEHOLDERS

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• The ability to resume your business operations relies on the capability of your suppliers and vendors to deliver what you need on time

• Be sure your suppliers and vendors are not all in the same geographic location as you

• Have alternate or backup suppliers and shippers in place

• Ask if your suppliers have a preparedness plan

• Establish a notification list and procedures

• Ensure your customers know in advance how to obtain up-to-date information about the status of your operations

6 KNOW YOUR KEY STAKEHOLDERS

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KNOW YOUR KEY STAKEHOLDERS

• Accountant / Bank• Billing / Invoicing Services• Building (Manager / Owner)• Insurance • Internet / Computers• Janitorial • Locksmith• Local Authority Emergency Program• Payroll Provider

• Public Works Department• Security Provider• Telephone Company• Trades

(Plumbing/Electrician/HVAC/General)• Transportation• Utilities• Unique suppliers

• Dependent on the type of business you are

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STAKEHOLDER CONTACT LIST6Contact Type: Current Supplier ___ Backup Supplier ___ Partner Agency ___

ORGANIZATION / INDIVIDUAL NAME:

Account Number:

Product / Service Provided:

Street Address:

Organization Main Number:

Website:

Organization Representative

Primary Contact:

Title:

Work Phone: Cell Phone:

Work Email: Other Contact Info:

Alternate Contact:

Title:

Work Phone: Cell Phone:

Work Email: Other Contact Info:

Notes:

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• Without access to your computers, laptops, electronic

data, network and printers, your operations can come

to a standstill

• It is likely that you communicate with or conduct

business with customers, partners, suppliers and

vendors via email, VOIP, landlines, computer systems,

and Internet for web based services

• Even Point-of-Sales system are dependent on your

computer system’s connectivity and data

communications

STEP

PROTECT YOUR SYSTEMS/TELECOMS

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HARDWARE / SOFTWARE

• Do you have protection on critical systems?

• Do you or your employees take laptop computers home each day

• Is your computers and laptops protected?

• Can you get your to systems remotely?

• Do you know how to shut down your system?

7 PROTECT YOUR HARDWARE / SOFTWARE

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• Have you arranged for replacement of hardware/software?

• Have you make alternate arrangements?

• Rental / Backup Site / Outsource Provider

• Have you protected critical computer equipment?

• Do you have up-to-date copies of computer inventories?

• Internet / Login codes and passwords.

7 PROTECT YOUR HARDWARE / SOFTWARE

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COMPUTER / INFORMATION TECHNOLOGY 7Type: Computer Equipment ___ Computer Hardware ___

ITEM:

Title / Version / Model Number:

Serial / Customer Number:

Registered User Name:

Purchase / Lease Price ($):

Purchase / Lease Date:

Quantity (equipment):

Primary Supplier / Vendor:

Technical Support Number:

Alternate Supplier / Vendor:

Technical Support Number:

Notes:

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CINDY OXENBURY, PRIVACY EXPERT

• http://canopyprivacy.com/

7 PROTECT YOUR INFORMATION

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TELECOMMUNICATIONS

• How will you communicate if your landlines are down? Or limited

cellular service /overloaded?

• Can you call forward your main business line to your cell phone?

• Can you transfer lines to another location?

• Do you have chargers for your cell phones that don’t require a

power source?

PROTECT YOUR TELECOMMUNICATIONS7

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Telecommunications Requirements

Type: Public Line __ Fax Line __ Cellular __ Other _____

LINE DESCRIPTION: Who is responsible?

What function does it support?

Alternate Communication Method:

Any other processes:

Notes:

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• What documents and records must be kept in physical

form? For regulation / archival requirements or to continue

operations after a disaster?

• Make sure any physical records and/or documents are off the floor in case of burst pipes, toilet overflow, sewer

backup, etc

• Protect sensitive information in water-proof & fire-proof

cabinets / containers

STEP

PROTECT YOUR PHYSICALRECORDS

8

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DEFINITION OF A VITAL RECORD

• Contains information critical for continuity or survival

• Necessary for organization’s legal / financial status

• Preserves the rights and obligations of employees, customers, stockholders and citizens

• Unique and not easily reproducible

• Cost of reproduction or replacement may be disproportionately high

• Required in their original form

• Make they are classified as vital and reclassified once fulfilled its role

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EXAMPLE OF VITAL RECORDS

• Corporate documents (e.g. Minutes)

• Financial and Taxes Records

• Contracts and Agreements

• Personnel Files

• Research documentation

• Incident and Claims Reports

• Accounts Payable and Accounts Receivable (e.g. Invoices)

• Ownership records for land, facilities, equipment and

vehicles

• Contact Information

• Inventories of critical assets, Warranties / Site &

Building Plans

• Legal documents, Beneficiary Information (e.g.

insurance policies

• Business specific records?? (e.g. Evidence, Photos,

Audio, Video)

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Do you do critical backups of your computer data?

• How often is it done (e.g. Daily, Weekly)?

• What format is it done (e.g. full, incremental)?

• Is it kept offsite in a safe but accessible location?

• Is it in the ‘Cloud’ (i.e. online data storage service)?

• If you lost your primary computers or if it was inaccessible for

a long period of time? Can you continue your business?

(for how long?)

• Can you get to your backup data at any time?

PROTECT YOUR ELECTRONIC DATA8

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• What data could you potentially lose if you had to recover from a

backup source that is stored offsite? (e.g. 1 day or 1 week)

• Have you ever done this before?

• Do you know if it works?

• What is an acceptable loss of data for your organization? (e.g. 1 hour,

1 day, or 1 week)

• Could you recreate this data from your staff’s memory?

• Or retrieve it from your customers or suppliers, etc.?

• Have you done this before? Is it documented?

• Have you ever recovered from backups successfully? Including

full recovery of all data?

PROTECT YOUR ELECTRONIC DATA8

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THIS IS REALITY• How to manage what business units are doing with their information?

• It’s not all about archiving, it could be invaluable to continuity of critical operations

• It’s not good enough to say “it’s on the system”

• It is backed up right? But when and is it offsite?

• What about all those emails? Are they official records or not?

• What about information stored on mobile storage devices?

• What about records stored in the basement

• Out of sight and out of mind• Has anyone checked them lately?

• Walk around your business and see where records are kept

• Ask the question, if there was a fire tonight… what would you wish you had protected offsite?

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VITAL RECORDS LIST8NAME OF VITAL RECORD / DOCUMENT:

Name of Function Vital Record Supports:

Type of Media:

Where is it Stored?

Is it Backed up? ___

How Often is it Backed Up?

Type of Media for Backup:

Where is the Backup Stored?

Can the Record be Recreated? __

What is the recovery solution?

Notes:

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Identify critical assets and resources that support critical

operations. Determine alternate arrangements for continuity.

• Have you arranged for replacement of critical assets?

• Have you make alternate arrangements?

• Rental / Backup Site / Outsource provider

• Have you protected critical assets including cash?

• Who repairs your critical assets? Are they local?

STEP

TAKE INVENTORY9

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CRITICAL ASSETS9EQUIPMENT / ASSET:

Name of Function Asset Supports:

Quantity:

Model / Serial Number:

Primary Location:

Primary Supplier / Vendor:

Contact Information:

Alternate Supplier / Vendor:

Contact Information:

Maintenance Vendor:

Contact Information:

What is the recovery solution?

Notes:

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TRANSPORTATION REQUIREMENTS

• Transportation of goods to and from your business• Owned versus External sources

• Supply chain disruption• Supplier / Vendors not able to get product to your business (e.g. road blockage)

• Supplier / Vendors impacted by a disaster but you are okay

• Suppliers / Vendors impacted by the same disaster

• Discuss your transportation requirements with local authority in advance to support continuity of your business when a disaster occurs

9

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• Have an emergency cash reserve fund and credit available

• Determine financial obligations / expenses must be paid

• Make sure you can pay your employees

• Consider business interruption insurance

• Understand your coverage, deductibles and limits

• Know how to file a claim

• Establish a tracking process for expenses during a disaster

• Some may be coverage in your insurance policy

STEP

KNOW YOURFINANCES

10

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• Do you have substantial cash on hand or line of credit to restart, if you had a major disaster?

• Consider what it would cost to keep your business going if your creditors couldn’t pay you, or you are waiting for insurance claims reimbursements

• How long would it take you to re-open your doors?

• How long would it take to get essential materials, product inventory or resume services?

• Would customers wait and then come back?

10 KNOW YOUR FINANCES

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• What is the financial impact to your organization if you had a major business interruption and could not continue your business for 1 day, 1 week, 2 weeks or more than 30 days? What would you do?

• Can you pay your staff if your business is disrupted for long periods of time?

• Will you pay your staff or lay them off?

• If you lay them off, will they come back once you have recovered?

KNOW YOUR FINANCES10

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FINANCIAL INFORMATIONOVERALL FINANCIAL NEEDS:Have you worked with your bank to set up a line of credit for your company?

Who is responsible to activate it and who has access to it?

How much cash would be needed to survive a 3-day, 5-day, 10-day, or longer shutdown?

For what purpose is the cash needed? Will you have that cash on hand? Who would make the decision to utilize the cash? Who would have access to the cash?

Do you have sufficient cash to pay for various additional services that might be needed, such as janitorial or security services? Describe

Do you have a company credit card that could be used for emergency purchases? Who is authorized to use the credit card?

Will you be able to pay your bills/accounts payable? Do you have procedures in place to accommodate a business disruption? Describe

Will you be able to continue to accept payments from customers/accounts receivable?

Do you have procedures in place to accommodate a business disruption? Describe

Have you identified an alternate location where you can work?

HUMAN RESOURCES In the event of a widespread disaster, how will payroll be handled? Describe

If your business is forced to shut down temporarily, will some or all employees continue to be paid? Describe

For how long? Will they be able to use their sick and/or vacation time without restriction? Have your employees been made aware of your policies that will be in place during a disruption?

If banks are closed, will your business provide payroll-cashing services? What is your business’ policy on cash advances, check cashing, and employee loans? Describe Will your employees be expected to work overtime?

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• Determine the most feasible alternate location to setup your

business if your primary site is inaccessible

• Determine the minimum requirements for an ideal alternate

location.

• Square footage, building footprint, HVAC, Refrigeration,

utilities, ease of access for staff and customers, logistics,

parking, amenities, shipping/receiving, land usage, etc.

• Contact your property management about other real estate

• Consider a temporary location for short term usage

• Contact your Partners to assist with possible co-location of

your operations

STEP

WHERE TO RELOCATE

11

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ALTERNATE SITES FOR RELOCATION11POSSIBLE ALTERNATE SITES FOR RELOCATION:

(1) Site Name:

Address:

Contact Name:

Contact Information:

Notes:

(2) Site Name:

Address:

Contact Name:

Contact Information:

Notes:

(3) Site Name:

Address:

Contact Name:

Contact Information:

Notes:

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• It isn’t worth creating a plan if no one else knows about it

• Discuss your plan with your staff and key stakeholders

• Ensure your staff have their own Home Emergency Plan

STEP

WHO NEEDS TO KNOW

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GENERAL STEPS TO PREPARE THE PLAN

1. Hold several meetings with your key staff and possible involve key stakeholders in

some of the discussions

2. Appoint one or more individuals to take notes, fill in the forms, and be responsible

for preparing the plan document

3. Walk through each task as outline in this guideline starting with task #1 – Know your

Risks and ending with #11 – Where to relocate

4. Gather key information and complete plan template to build your plan (either use the

forms within or use Excel).

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GENERAL STEPS TO PREPARE THE PLAN

5. Document decisions, assign activities and meet as necessary to refine your plan

6. Communicate completed plan to all staff and those key stakeholders who need to

know

7. Next step is to practice using a realistic scenario. Document shortcomings

8. Review and update your plan periodically (at least annually)

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• Until you exercise your plan, you will not see where the gaps are in keeping your operations going during a disruption

• No plan should remain sitting on a shelf

• Schedule time with key employees to walk through a disaster scenario using the plan

• A Sample Exercise Plan has been provided

• Update your plan based on outcomes of exercise

• Publish plan once complete

STEP

KNOW WHEN TO EXERCISE

THE PLAN

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SAMPLE EXERCISE PLAN TABLETOP EXERCISE:Describe the Disaster Scenario used to exercise your plan? It is a cold, rainy Tuesday morning around 9 a.m. and the winds have been very strong all night. You are getting ready to open the doors for service. Suddenly, the lights go out and all the computers turn off. For a few seconds, there is silence before staff start to realize it is a power outage.

Who was involved in the exercise?

Take the first 10 minutes to discuss what you will do next.

Will you open your doors for business? It is now 11:00 a.m. and the lights still are not on. Apparently, a staff has checked the hydro company website for your area and they have indicated a major problem and there is no time estimated for restore.

Now what are you going to do? Is your technology / computer room being dealt with? By whom? Has someone turned off all computers, printers and other equipment to prevent electrical surge when power is restored? Is your phone system down? How are you going to manage the phone lines? What about other types of equipment (e.g. refrigeration units, HVAC) being dealt with? By whom?

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SAMPLE EXERCISE PLANIt is now 2:00 p.m. and there is still no power. There is some information posted on the hydro company’s website that it may be several days before power can be restored.

Now what are you going to do? How will you communicate this message? What instructions will you convey to:

Staff? Customers? Business Partners? Public Agencies? Suppliers / Vendors?

What will you do with perishable products (if applicable)? Will you shut down? Will you activate your BCP?Can you relocate? How will this be done? How will you continue to communicate with key stakeholders? How will your key stakeholders communicate with you? Can you continue operations without?

Computers? Describe Phones? Describe Refrigeration Units? Describe Machinery? Describe What other assets and resources do you need to continue?

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SAMPLE EXERCISE PLAN

It is now 7:30 a.m. Friday morning, and the power has been restored to our area and building. You return to your building along with some staff to assess the situation.

What would you do first? How will you deal with perishable products / livestock (if applicable)? How long will it take you to resume operations? What steps will you take to resume operations? Are these documented in your plan?

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SAMPLE EXERCISE PLANEXERCISE DEBRIEF:After the exercise is done, take time to discuss the following with participants and document actions to improve your plan.

What worked well in this scenario?

What was missing from your plan?

What did not work so well?

What could you do differently next time that would improve your response?

List the actions you will take to improve the plan:

UPDATE YOUR PLAN:

Take the actions outlined in the exercise and ensure steps are taken to update your plan.

Have you updated your plan to reflect these improvements?

Have you distributed a revised version of the plan to those you need it?

Have you stored a backup of your plan?

Have you made staff aware of any changes to the plan?

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• Set a time to review the plan at least annually

• Update contact information monthly or when there are changes

• Distribute updated copies of plans to those who need to act

• Consider final format of the plan / storage location (e.g. Cloud,

USB, hard copy, cell phone, grab n go bag, @ home, alternate

location)

• Exercising your plan will initiate updates

• Use results documented to assist with maintaining your plan

STEP

KNOW WHEN TOUPDATE THE

PLAN

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PLAN UPDATES

Consider the following:

• Have your staff review the plan?• Is anything out of date?• Has all contact information been verified and updated?• Have your operations or services changed?• Do you have any new vendors or suppliers? Is the contact information up-to-

date?• Have there been any changes in priorities?• Have responsibilities changed?• Are there any new threats or hazards that could impact your operations?• Have you moved locations, or added operations or new locations?

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• Emergency Management BC – PreparedBC• http://www2.gov.bc.ca/gov/content/safety/emergency-preparedness-response-

recovery/preparedbc/small-business-preparedness

• Emergency Preparedness for Industry and Commerce Council – Business Preparedness Guide

• http://www.epicc.org

• BC Hydro – Emergency Preparedness• http://www.bchydro.com/safety/emergency

• Public Safety Canada – 72 hour Preparedness Guide• http://www.publicsafety.gc.ca

• Emergency Preparedness Week – 1st week of May• http://www.emergencypreparednessweek.ca

• ShakeOutBC – 3rd Thursday in October• http://www.shakeoutbc.ca

STEP

WHERE TO GOFOR MORE

HELP

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• City of New Westminster – Emergency Management information: https://www.newwestcity.ca/services/public-safety/emergency-management

• WorkSafeBC; https://www.worksafebc.com/en/resources/health-safety/information-sheets/how-to-prepare-an-emergency-response-plan-small-business?lang=en

STEP

WHERE TO GOFOR MORE

HELP

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• Insurance Bureau of Canada (IBC)

• http://www.ibc.ca/on/business/risk-management/business-interruption

• http://assets.ibc.ca/Documents/Brochures/Business-Insurance-and-You.pdf

• Canadian Red Cross www.redcross.ca

• Video from City of Vancouver’s website

• Business Preparedness for Community Resilience From Regional

Catastrophic Planning group. https://youtu.be/G52yWnHpfa8

• Video from ShakeOutBC

• Preparedness Now https://youtu.be/t_IWJx-mOw0

• BC Economic Development Association

• Tool Kit for Economic Recovery and Tips to Prepare for Evacuation

http://bceda.ca

STEP

WHERE TO GOFOR MORE

HELP

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General Eisenhower said

“PLANS ARE NOT IMPORTANT, PLANNING IS!”

THANK YOULisa Benini, MBCP, AFBCI

Benini Consulting Ltd.

(250) 813-2435 | [email protected]