BUSINESS EMERGENCY PREPAREDNESS PLAN · • Roles and responsibilities for how your organization will respond to a major disruption to your operations/services. • How your organization

BUSINESS EMERGENCY PREPAREDNESS PLANRECOVERY GUIDELINES FOR YOUR BUSINESS

Business Name

Date

newwestcity.ca

RUNNING A BUSINESS TAKES PERSEVERANCE, INGENUITY, INNOVATION, AND PLANNING.The best business plans also include preparation for emergencies to ensure full protection.

BUSINESS EMERGENCY PREPAREDNESS PLANRECOVERY GUIDELINES FOR YOUR BUSINESS

Contents 4 Know your risks

13 Specificrisksoutofyourcontrol

14 Protectyourpeople

15 Establishinfectioncontrol

16 Protectyourproperty

17 Mitigationstrategies

18 Keystakeholderscontactlist

21 Knowyouroperations

24 Emergencyoperatingstructure

25 Developcontingencyprocedures

26 Knowyourpeople

27 Delegationofauthority

28 Workforcecontinuitystrategies

29 Knowyourkeystakeholders

30 Protectyoursystems/network/telecommunications

31 Protectyourinformation

32 Takeinventory

33 Knowyourfinances

34 Payrollstrategies

35 Wheretorelocate

36 Recovery

37 Whoneedstoknowtheplan

38 Puttingyourplanintoaction

39 Wheretogoformorehelp

APPENDIX A 40 Sampleexerciseplan

The following is a guideline on how to build a basic business recovery plan for your organization.

The plan will address the following:

• Potential threats to your operations/services and how you will respond.

• Outline strategies to continue critical operations/services to support your clients/customers and business partners/suppliers.

• Roles and responsibilities for how your organization will respond to a major disruption to your operations/services.

• How your organization will return and restore its operations/services after a major disruption.

Depending on the size of your organization you may need to develop additional materials and/or include existing documentation.

SomeofthetoolsusedwithinthisdocumentwereoriginallycreatedforSmallBusinessBCbyBeniniConsultingLtd.andpermissionwasgrantedtosharewithotherbusinessesinBC.

3CITY OF NEW WESTMINSTER

Know your risksKnowing your risks will help you evaluate the extent of your organization’s vulnerability to disruptions.

How potential threats impact your organization varies considerably as it may depend on your location, geography, clients and the operations/services you provide to your key stakeholders.

After completing a risk assessment, you will be able to determine the greatest threats to your organization, the likelihood or probability for each of those threats, how severe each event could be, and the potential impact on your operations/services.

How to complete your business risk assessment

1. IDENTIFY YOUR THREATS Use the Business Risk Profile Worksheet on the next page to determine potential threats or hazards that are likely to affect your organization. Add any additional threats you are exposed to that are not already listed.

2. RANK THE PROBABILITY Judge how likely it is to happen and assign a number from 1 to 5. (1=RARE and 5=MOST LIKELY. See legend with the worksheet).

3. RANK THE SEVERITYWhat is the amount of damage or impact on your operations? Think about the duration, magnitude, and the extent of the potential threat’s reach (e.g. just one floor of your building, the entire structure, a neighborhood, the entire region, etc.). Assign a number from 1 to 5. (1=INSIGNIFICANT and 5=CATASTROPHIC. See legend with the worksheet).

4. CALCULATE TOTAL IMPACTMultiply the Probability by the Severity for each threat and record the amount in the Total Impact column.

Once you have assessed all threats and hazards to your organization, review the results. The highest-ranking threats (High Risk is 12-19 and Extreme Risk 20-25) are those you will need to plan for as soon as possible. You should assume those hazards will strike your organization, and determine what controls you have in place or could implement to minimize your risk.

5. DETERMINE HOW YOU CAN REDUCE THE IMPACTSDiscuss measures to address the high risk events to reduce the impact on your organization’s operations and document them in the Minimize Impacts Worksheet on pages 7 to 12.

Business Risk Profile WorksheetRank the threats or hazards that are likely to affect your organization. On the next page you can add any additional threats you are exposed to that are not already listed.

THREATS/HAZARDS PROBABILITY SEVERITY TOTAL IMPACTEarthquake

Tornado/Wind

Flood (overland)

Flood (nearby river)

Severe Weather

Heat Wave

Structural Fire

Transportation Incident

Mudslide/Landslide

Wildfire

Hazardous Material

Power Outage

Loss of Utilities

Loss of Access to Facility

IT System Failure

Cyber Attack

Data Breach

Telecomms Outage

Building Flood/Water Damage (burst pipes)

Infectious Diseases/Pandemics (such as COVID-19)

Loss/Illness of Key Staff

Workplace Violence

Active Shooter

Civil Disturbance

ADDITIONAL THREATS AND HAZARDS

Probability0 – Nil (would not occur)1 – Rare (1% chance occurs in any year)2 – Unlikely3 – Possible (50% chance occurs in any year)4 – Likely5 – Almost likely (100% chance occurs in any year)

LEGENDSeverity0 – No impact1 – Insignificant2 – Minor3 – Moderate4 – Major5 – Catastrophic

Impact Score

20-25 Extreme

12-19 High

6-11 Moderate

1-5 Low

The Total Impact score is the Probability multiplied by the Severity


BUSINESS EMERGENCY PREPAREDNESS PLAN

Minimize Impacts WorksheetDocument the measures to address the high risk events to reduce the impact on your organization’s operations.

THREATS/HAZARDS SCOREEarthquake

Tornado/Wind

Flood (overland)


Severe Weather

Heat Wave

MINIMIZE THE IMPACTS CONTINUED





Business Risk Profile WorksheetRank the threats or hazards that are likely to affect your organization. On the next page you can add any additional threats you are exposed to that are not already listed.

THREATS/HAZARDS PROBABILITY SEVERITY TOTAL IMPACTEarthquake

Tornado/Wind

Flood (overland)


Severe Weather

Heat Wave

Structural Fire


Mudslide/Landslide

Wildfire

Hazardous Material

Power Outage

Loss of Utilities


IT System Failure

Cyber Attack

Data Breach

Telecomms Outage

Building Flood/Water Damage (burst pipes)

Infectious Diseases/Pandemics (such as COVID-19)


Workplace Violence

Active Shooter

Civil Disturbance

ADDITIONAL THREATS AND HAZARDS



Impact Score

20-25 Extreme

12-19 High

6-11 Moderate

1-5 Low




Business Risk Profile Worksheet (continued)Add any additional threats you are exposed to that are not already listed.

THREATS/HAZARDS PROBABILITY SEVERITY TOTAL IMPACT

MINIMIZE THE IMPACTS WORKSHEET



Impact Score

20-25 Extreme

12-19 High

6-11 Moderate

1-5 Low




Minimize Impacts WorksheetDocument the measures to address the high risk events to reduce the impact on your organization’s operations.

THREATS/HAZARDS SCOREEarthquake

Tornado/Wind

Flood (overland)


Severe Weather

Heat Wave




Minimize Impacts Worksheet (continued)Document the measures to address the high risk events to reduce the impact on your organization’s operations.

THREATS/HAZARDS SCOREStructural Fire


Mudslide/Landslide

Wildfire

Hazardous Material

Power Outage





THREATS/HAZARDS SCORELoss of Utilities


IT System Failure

Cyber Attack

Data Breach

Telecomms Outage





THREATS/HAZARDS SCOREBuilding Flood/Water Damage (burst pipes)

Infectious Diseases/Pandemic


Workplace Violence

Active Shooter

Civil Disturbance





ADDITIONAL THREATS/HAZARDS SCORE





ADDITIONAL THREATS/HAZARDS SCORE



Specific risks out of your control1. Consider how a disaster could impact those you depend on:

a. Neighbouring businesses

b. Key suppliers and business partners

c. Transportation routes

2. Consider how dangerous goods or hazards could impact accessibility to your site.

• What alternatives do you have to work around the loss of these organizations or denial to your place of business?

3. Consider damage to infrastructure (e.g. roads, bridges, electric power, etc.) that could affect your ability to resume your operations and develop possible workarounds to expedite recovery.

4. In the event of a infectious disease or pandemic, consider that you may not have much information about timelines for how long you many be inoperable or require adaptive business practices.

In addition, contact your local emergency management office to obtain a copy of your community’s Hazards Risk and Vulnerability Analysis (HRVA). This document will provide a list of possible natural and man-made hazards that could affect your area.

NOTES



Protect your peopleHealth and safety is paramount at all times. Follow any existing workplace health and safety procedures for your facilities.

1. Do you have a plan in place that addresses protection of life and provision for safety?

Yes No

• If no, you need to develop a site emergency response plan.

• Ask your property management company for a copy of the building emergency or safety plan as a starter, and refer to your local/provincial emergency management sites for more information, or contact your local fire department and/or emergency program coordinator for advice/direction.

2. Consider two assembly locations for evacuation:

1. One near the building and

2. One further away from the building

Think about an inside assembly location for inclement weather.

3. Do you have emergency supplies on hand at your business if a disaster occurs or if you have to stay for a long period of time?

• Promote personal preparedness to all staff. Remind them about any specific medications or personal concerns if they are unable to go home for extended period of time.

• Visit GetPrepared (getprepared.gc.ca/index-en.aspx) for personal preparedness guides, emergency kits and resources.

4. Consider safety of your employees first with evacuation plans that are regularly rehearsed with your staff. Consider shelter-in-place plan if you have hazards, which make it unsafe to evacuate (e.g. hazardous materials)

• Have staff trained on first aid and how to use Automated External Defibrillator if feasible.

5. Appoint a “go-to person” to be responsible in your absence. Ensure they have access to the facilities including keys/codes, and passwords to computer systems.

6. Do you have personal protective equipment (PPE) for all of your staff? Have you had a fitting day to make sure everything fits and functions as expected? PPE may include: masks, gloves, face shields, gowns, or booties.

NOTES



https://www.getprepared.gc.ca/index-en.aspx

Establish infection controlIt is essential to establish infection control measures in the workplace.The term “infection control” refers to specific actions in design, administration, or awareness that reduce the chance that staff will acquire or bring the virus to the workplace.

Before an infectious disease outbreak or pandemic:

• Establish and monitor reliable sources for public health information.

• Review current HR absentee policy and guidelines.

• Inventory onsite personal protective equipment (PPE)/sanitation supplies.

• Establish infection control measures such as awareness sessions, posters, fact sheets, links, and credible websites in both the workplace and your fleet operations (if applicable).

• Promote proper hand washing practices.

• Ensure work surfaces are cleaned regularly, especially common touch surfaces and eating surfaces, e.g. doorknobs, kitchen areas, phones, computer keyboards, mice, headsets, vehicles, and any other shared items. Ensure all disinfectants used in public settings have both a DIN and a virucidal agent claim.

• If your business employs external janitorial staff, make sure they are aware of the procedures and assess whether the external janitorial service have sufficient contingency plans to maintain their services in the event of a pandemic or infectious disease outbreak.

• Establish a cleaning schedule built into the duties staff perform, especially high-touch surfaces like door knobs, handles, handrails, ledges, computers, keyboards, computer mice, office equipment, headsets, telephones, light switches, railings, tables, chairs, etc. Log cleaning activities using a checklist.

• Encourage and/or facilitate routine annual influenza vaccinations of staff.

• Increase social distance at the workplace. Ideas:

• Institute a no-handshaking policy.

• Limit face-to-face meetings and other types of gatherings.

• Consider closing off area for staff to congregate (e.g. breakroom, kitchen) .

• Depending on the situation, it may require shutting down organization’s cafeteria, fitness centres, childcare centres and recreation areas.

• Ensure there are enough supplies on hand for proper hand hygiene, including soap, warm running water and paper towels or hot air dryers.

• If possible, consider adding hand sanitizer stations to supplement handwashing. Use alcohol-based hand rub or ABHR with greater than 60% alcohol.

• Consider plastic shields for those front facing clients (e.g. reception, intake).

• Post signage throughout your facility.

• Setup either a dedicated medical room or repurposed office where staff exhibiting symptoms can immediately isolate.

• Develop policies on the role and responsibility for first aid attendants for those working in workplaces.

• Consider how to accept goods and service providers in your workplaces including mail/courier services.

• Implement screening procedures for entry for all people including staff and visitors.

Consider how to deal with an exposure to an infectious disease. How will you isolate them? Who do you need to tell? What does the latest health information tell you about how you should handle this?



Protect your propertyDevelop procedures for specific threats to your organization (e.g. building fire, burst pipes, hazardous materials, severe weather, suspicious package, working alone, etc.). Refer to the Risk Assessment under section Know your Risks (page 3).

1. Do you know what your insurance covers?

Yes No

• If yes, what type of threats (fire, building floods, overland floods, earthquake) does it cover?

• What type of damages (loss assets, loss customers) does it cover (e.g. business interruption or just loss of physical assets?)

• Does your insurance cover for supply chain disruptions?

• If no, talk to an insurance agent about the best insurance for your business.

• Review the Province’s Disaster Financial Assistance Program as not all costs are covered by a disaster www.embc.bc.ca

• Visit the Insurance Bureau of Canada at www.ibc.ca to learn what kind of coverage your needs.

It is important to consider purchasing two common types of insurance: commercial property insurance (which would include building...contents) and business interruption insurance to compensate for loss of income while your food bank operations is shut down following an insured loss.

2. Do you rent/lease, or own your property?

• What security measures are in place (e.g. access control, alarms, guards, security cameras)? Are these within your control or some other organization? Do you feel properly protected?

• What risk controls are in place to reduce the impact of a hazard (e.g. sprinklers, alarms, water detection)? Are these sufficient for the type of risks in your area?

• What else can you do?

• How would you know if there was a problem at your facility? Who would call you? What about after hours, do they have your number?

• If your business is in a multi-tenant building, who gets contacted when there is a problem? Is it you or another tenant? Would they call you?

• What are you responsible for and what is the landlord/property management responsible after a disaster? Have you talked to them about this?

3. Do you have numbers for restoration service companies and other special contractors (e.g. electrician, HVAC, gas fitter, plumbers)

4. Do you have a master key for your organization? Do you have multiple copies of keys? Who has them? Do you have a master key offsite?

Not all business disruptions are covered by your insurance. Make sure you understand what your coverage is.



http://www.embc.bc.ca

http://www.ibc.ca

Mitigation strategiesConsider the following to protect your property:

MITIGATION STRATEGIES DONE NOT DONE N/A

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.

Install fire extinguishers/test annually.

Arrange for fire extinguisher training.

Encourage employees to be vigilant.

Leave some lights on and windows clear.

Consider installing a sump-dump system.

Identify where shut offs for utilities and how to shut down if feasible.

Keep critical assets off the ground floor or out of basement.

Raise all utilities and equipment above flood elevation levels.

Install a non-return value on sewer pipe.

Install flood resistant doors. Consider sand bags and plastic sheeting at doors and other points where water could enter the building.

Anchor cabinets and shelving to the walls.

Ensure heavy objects on shelves are anchored from falling.

Secure water heaters to the wall and any other sensitive equipment.

Ensure all electronic equipment is protected from power surges.

Install emergency lighting in key locations. Tie in critical equipment e.g. computers to backup power.

Consider emergency generator/auxiliary batteries for backup. Develop arrangement for fuel or store fuel onsite in a well ventilated area.

Identify ice and dry ice vendors and/or partner with another company that has refrigeration on backup power.

Move vehicles to higher ground with full fuel tank.

Ensure valuables are removed in the event of a long term shutdown.



ORGANIZATION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Service/Product Building Maintenance

Business Hours Contact Point Outside Business Hours Contact PointName . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Name . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Phone . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Phone . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Email . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Email . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

ORGANIZATION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Service/Product Building Security


Phone . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Phone . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Email . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Email . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

ORGANIZATION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Service/Product Restoration Services


Phone . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Phone . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Email . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Email . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Key stakeholders contact listInclude name of contact point including phone number, emails or any other method of contacting as well as any specific authorization process.

Make sure the information is kept in an easily accessible but safe location (i.e. offsite of primary location) by you and your alternate(s)?

Your Key Business Contacts

KEY CONTACTS CONTINUED



ORGANIZATION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Service/Product Plumbing


Phone . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Phone . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Email . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Email . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

ORGANIZATION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Service/Product Gas Fitter


Phone . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Phone . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Email . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Email . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

ORGANIZATION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Service/Product Electrical


Phone . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Phone . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Email . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Email . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

ORGANIZATION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Service/Product HVAC


Phone . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Phone . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Email . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Email . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .


KEY CONTACTS CONTINUED



ORGANIZATION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Service/Product . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .


Phone . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Phone . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Email . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Email . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

ORGANIZATION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Service/Product Claims


Phone . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Phone . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Email . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Email . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

ORGANIZATION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Service/Product . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .


Phone . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Phone . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Email . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Email . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

ORGANIZATION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Service/Product . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .


Phone . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Phone . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Email . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Email . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .




Know your operationsYour ability to respond quickly to any type of disruption could make the difference between survival and closure.

Determine the maximum amount of time you can endure being closed after a disaster occurs by identifying your critical functions and decide how long you can go without being able to perform them.

What needs to be recovered within 24 hours, 48 hours, 72 hours or a week?

• What functions can be deferred or stopped?

• What would be the worst time a disaster could happen?

• Are there any time sensitivities for these critical functions?

• Which of these functions would have legal, contractual, regulatory or financial obligations if you couldn’t continue?

BUSINESS FUNCTION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Priority (Maximum Allowable Outage) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Any time sensitivities or deadlines? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Who is in charge? Name . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Title . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Phone . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Email . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .





Phone . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Email . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Your Key Business Operations

KEY OPERATIONS CONTINUED







Phone . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Email . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .





Phone . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Email . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .





Phone . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Email . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .





Phone . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Email . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .


KEY OPERATIONS CONTINUED







Phone . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Email . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .





Phone . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Email . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .





Phone . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Email . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .





Phone . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Email . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Other . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .




Emergency operating structureDo you have plans in place for how to manage an emergency during the actual emergency? Depending upon the size or complexity of your organization, you may not need a team to perform this work, but you may wish to consider designated staff whose roles are to manage the crisis while it is happening or consider two teams: a crisis management team and a pandemic response team. In a pandemic, for example, information is constantly changing, and may not yet be known. Having a crisis management team and/or a pandemic response team (or a combined team) may be valuable. It may not be the right fit for your company, but it’s worth setting up now if it is the right fit.

In advance of the emergency, they should:

• Determine lines for reporting across the organization

• Review triggers for escalation

• Review HR policies and tolerance for risk

• Be ready to make difficult decisions

• Design an issue log and status reporting tools include an approach to collect, analyze and report

During the emergency the team should assemble virtually or in-person if safe to manage the organization’s operations. Areas they may be responsible for include: employee relations, employee benefits, risk/safety management, business continuity, emergency management, communications, facilities, critical operations, IT, etc. They should:

• Establish the frequency of the meetings

• Determine credible sources for gathering critical information based on the emergency

• Establish a process for field staff questions, such as a generic email address

• Document outcomes of the meetings and provide situation reports to management regularly (e.g. daily). They may include:

• Latest health news

• Absenteeism

• Local events

• Known business impacts

• Supply chain issues

• Post key messaging to keep staff aware of situation on management approved platforms

• Approve recommended plan of actions based on public health and government authorities as well as input from the infection disease response team

• Review current operating and capital budgets and assess what changes need to happen to

address current situation, three months from now and possibly six months later

• Review any projects either in progress or projected to start and whether they continue

• Review process for extraordinary financial expenditures to respond to the pandemic event

• Reduced revenues due to reduction or closure of business

• Increased expenditures associated with sick-leave, death, and re-staffing

• Acquisition of goods/services to deal with pandemic

• Develop key messages/designate spokesperson(s) depending on different audiences.

• Regularly provide updates to staff and stakeholders

• Approve communications to staff and stakeholders



Develop contingency proceduresDo you have workarounds or manual procedures if your computer systems were unavailable for excessive length of time?

• Are these documented?

• Has your staff practiced using them in the last year?

If you can run your functions manually (i.e. without systems), how long could you do this for? (e.g. 1 hour, 1 day, 3 days, 1 week or more)

• Does it require special procedures being documented?

• Does it require special hardcopy forms to capture manual information?

• Do you need additional staff to operate manually?

NOTES



Know your peopleYour employees are your most valuable asset to continuity of your organization’s operations. Have a backup plan. Know how to reach them.

Communication StrategiesHaving two-way communication with employees is critical before, during and after a disaster. It is essential that you have their contact information readily available for all employees including emergency contact information.

Do you know how to reach them? Do you have current employee contact information?

• If a disaster happens outside business hours:

• Do you have emergency contact information for your employees?

• Is this list kept in another location, i.e. offsite of your primary location? On your cell? Or hard copy?

• Do you have alternate methods to contact employees (e.g. personal phone/email, text message, etc.)?

Do you have a documented communications plan for your employees?

• Have you identified alternate ways to communicate:

• Mass notifications, toll-free staff emergency info line, call out via landlines/cells/SMS/emails, call centre, message centre, company website, social media (Facebook/Twitter )

• Do your employees know about it?

Setup a procedure for employees to contact you.

If there was a disaster in the community, would/could your employees get to work?

• Consider identifying what area/community your employees live in, e.g. bridge to cross, one road in, take public transit.

• Does any of your staff have a role in an emergency within your community?

Have you contacted your local authority about their emergency plans?

• Can they help you or can you help them?

• Get involved with their emergency preparedness program if feasible.

Depending on the size of your organization, capture staff contact information in Word or Excel.

NOTES



Delegation of authorityWho can step in to run your business and make key decisions in the place of the owner or manager?

Making decisions about delegating authority and taking action in advance will help prevent further disruption to your business.

Key considerations:

• Who can run the business in your absence?

• Who can make strategic decisions, order supplies, pay staff bills, update your website, access your intellectual property etc.?

• Is there an assistant manager, team leader or family member who could step in?

• Have a conversation with staff to make sure expectations are set.

• Who has access to confidential information and/or passwords to critical systems?

• Seek legal advice – an individual might require a power of attorney to operate on your behalf.

• Ensure key people are aware of the plan and the process to follow.

• Develop instructions for accessing the workplace (location of keys, lock box, and alarm codes)

• Document bank accounts and investments including access information (make sure this information is secured but available to those responsible).

• Document any specific logins and passwords to critical systems.

• Document specific business information (e.g. CRA numbers, business licence ID, insurance policy number, including provider and contact info, etc.)

Sample template to delegate authority

NOTES

OWNER/MANAGER:

Backup Assignment:

Power of Attorney (if applicable):

Alternate Arrangements:



Workforce continuity strategiesThe linchpin for successful response to disruptions or disasters is the availability of your staffing base that supports continued operations.

Key considerations:

• Determine minimum staffing levels?

• Determine who are the primary positions supporting those critical functions?

• Do you have sufficient backup for these positions?

• Consider succession planning, cross training, documenting SOPs, etc.

• Determine any specific limitations with coming to work.

• Determine any special skills, qualifications or certifications.

• If there was a disaster in the community, would/could your staff get to work? What about employees working in isolation or alone?

• Does any of your staff have a role in an emergency within your community?

• Can any of your staff work remotely or from another location? Do any of your staff live close to your premise and can walk there?

• Who is the alternate(s) when management is unavailable? Delegation of authority for leadership position, financial acquisitions (financial expenditure limits, signing authority) and legal advice (consider outside counsel if required).

• 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?

Sample template to create a critical staffing plan

NOTES

Function Principal Assignment When Required? Backup

AssignmentSpecial Skills/Qualifications

Alternate Arrangements



Know your key stakeholdersYour organization depends on other organizations to stay open.

Keeping in contact with your customers/clients is extremely important. Even if you can’t operate for a period of time, keeping customers or clients informed will help maintain relationships.

The same will apply with communicating with your suppliers, vendors, business partners and public entities before a disruption occurs. Maintain good working relationships and know how to contact them will ensure continuity of your operations.

Key considerations:• Which customers/clients provide you with the majority of your income?

• Which customers/clients have a strong relationship with your business or organization?

• Are they reliant on your product or service? Do they have other supply options?

• How can you maintain contact with them?

• What are some alternative payment options for your customers/clients?

• Who are your critical partners/vendors/suppliers?

• Do you have a contact list for them? Are they reachable after hours?

• Is the list offsite? Is it accessible? What format is it in (paper/electronic)?

• Have you made arrangements with them to help you get back into business if you had a business interruption?

• Could this dependency also be impacted by the same disaster?

• Do they have a business continuity plan if something happens to them? If so, have you talked to them about it?

• Are there alternative suppliers who can provide the same resources?

• Are there alternative products that could be substituted into your processes?

• Do any supplies take a long time to arrive?

• Are there penalties for being late with any of your contractors/suppliers/regulators/government agencies?

• Do you have contact information for them? (during/after business hours)

• Is it easily accessible and offsite? (paper/electronic)

• Have you discussed what you should do if you are unable to fulfill your obligations to these organizations due to a business interruption?

Factors to consider when choosing your supplier:• Raw materials (e.g. sources, distance, vulnerability,

alternatives)

• Manufacture (e.g. timeframes, vulnerability, alternatives)

• Transport (e.g. vulnerability, access issues, alternatives)

• Data (e.g. record keeping, receipts, invoicing)

• Procurement (e.g. different payment options)

• Communications (e.g. vulnerability, alternatives)

• Packaging (e.g. sources, vulnerability, alternatives

• Warehousing (e.g. minimum requirements, vulnerability, alternatives)

• Distributors (e.g. distance, vulnerability, alternatives



Protect your systems/network/telecommunicationsWithout access to your network, computers, laptops, electronic data, printers and phones, your operations can come to a standstill.

Key considerations:

• Do you have protection on critical systems? For your computers and networks, install and regularly update firewall and antivirus software including malware.

• Have key staff take laptop computers home each day so they can work offsite if necessary. Ensure laptops have password protection and antivirus/firewall software.

• Do you have remote access to your computer systems if you can’t get to work?

• Do you know how to shut down your computer systems to avoid serious damage due to power fluctuations? Use surge protectors.

• Do you have a copy of your computer/Internet login codes and passwords?

• Could you continue to operate your organization without computers? Have you documented downtime or manual procedures?

• How will you communicate if your landlines are down or if you have limited cellular service?

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

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

• If you are in a flood zone, ensure all critical equipment including computers are elevated off the ground floor.

• Have you arranged with IT vendors to replace damaged hardware and software, and/or to set-up hardware and software at a recovery location?

• Discuss with vendors alternate arrangements for rental and/or secure replacement equipment including costs, shipping and delivery times. Document in your plan.

NOTES



Protect your informationInformation is essential to run your operations and make critical decisions. Most organizations are storing all information electronically, but will you need hard copies of your critical information when systems are not accessible.

Key considerations:

• What documents and records must be kept in physical form? For regulation/archival requirements or to continue operations after a disaster?

• Have you protected them from potential losses? (e.g. Fire-proof, water-proof vault or filing cabinet, offsite storage vendor).

• Are they replicated elsewhere or recoverable?

• Make sure any physical records and/or documents are off the floor in case of burst pipes, toilet overflow, sewer backup, etc. Take extra precautions if you store records in a basement or on ground level.

• Do you perform frequent backups of your computer data?

• How often is it done (e.g. daily, weekly)?

• Is it offsite or in the Cloud?

• How quickly can you access your backups from offsite locations?

• On-site data backups could still be lost in the event of fire or theft.

• Choose a data backup option with a proven track record for reliability, accessibility and system security.

• If you store personally identifiable information about clients, speak to your insurance representative about cyber risk insurance.

• What is the potential loss of data if you had to recover from a backup source?

• Have you ever done this before? Do you know if it works?

• What is an acceptable loss of data? (e.g. 1 hour, 1 day, or 1 week)

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

• Can you retrieve data from your customers or suppliers, etc.?

• Have you done this before? Is it documented?

NOTES



Take inventoryEvery organization has specialized equipment requirements and doesn’t have the capacity to keep redundant equipment around. Therefore, it is essential to identify any asset supporting critical operations/services, and then determine alternate arrangements or recovery solutions.

Key considerations:

• Have you identified what assets (e.g. products, equipment, furnishings, machinery, tools, supplies, etc.) that support critical operations/services?

• How much inventory is on hand?

• How many do you need to continue critical operations?

• Where is it located?

• What is the recovery solution?

• Where is an alternate storage location?

• Who is the original vendor and how do you contact them?

• Who is the maintenance vendor for this item and how do you contact them?

• Can you rent this item and if so, from where?

• How long to replenish or replace?

• Discuss with vendors alternate arrangements for critical assets including how to contact, costs, shipping and delivery times. Document in your plan.

NOTES



Know your financesEvery organization needs money to operate and after a disaster is not the time to realize you have no access to emergency cash reserve or credit available. Now you can’t pay your employees or suppliers.

Key considerations:

• Do you have substantial cash on hand or contingency fund to restart in case of a major disaster?

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

• Do you have a line of credit or company credit card that could be used for emergency purchases?

• What is the credit limit? Who is authorized to use it?

• 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?

• 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?

• How will you pay your creditors/accounts payable if you have no income?

• Items such as mortgage, lease or rental payments may still need to be made even after a disaster strikes your business.

• Will you be able to continue to accept payments from customers/accounts receivable? How will this be done?

Consider having a stash of small bills and coins for your organization. This will allow you to pay for supplies if the credit/debit card machines, ATMs and potential phone lines impacted by power outage. If available, pay phones may be an option when cellular networks are down, or your phone battery dies.

NOTES



Payroll strategiesKey considerations:

• In the event of a widespread disaster, how will payroll be handled?

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

• 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 the financial institutions are closed, will your organization provide payroll-cashing services?

• What is your policy on cash advances, check cashing, and employee loans?

• Will your employees be expected to work overtime?

NOTES



Where to relocateImagine your facility is destroyed or inaccessible for a long period of time. Can you relocate your business and how quickly could you resume operations?

Key considerations:

• If you lost your primary site, can you move your operations to somewhere else?

• If so, have you identified this location and have your tried to work from that location?

• Will your staff relocate to this alternate location? Have you discussed this strategy with them?

• How long can you stay there?

• Will your customers come to this place of work?

• Can you co-locate with another business while you restore your primary site or look for a new permanent site?

• If so, have you discussed this arrangement with them?

• Have you tried to conduct your business from this location?

• Will your staff relocate to this location? Have you discussed this strategy with them?

• Determine the requirements for an ideal alternate location (e.g. square footage, height, refrigeration capacity, storage capacity, client reception area, kitchen, sorting area, loading dock, parking, shelving, ease of access for employees, clients and vendors, etc.)

• Consider an alternate location possibly within short distance and another further away (e.g. out of flood zone, away from wildfire risk, outside earthquake zone, etc.)

NOTES



RecoveryThe organization needs to start planning for how they will return to business as usual. This can be initiated now, but not implemented until authorities indicate it is safe to do so.

There are a number of considerations as you re-open your business after an unexpected closure. Depending upon what forced the closure and what sector your business is in, you may be required to fulfill specific requirements before re-opening such as filing a safety plan with a regulatory branch or level of government. Check with authorities before re-opening and ask for clarification if required.

Here are some basics for you to keep in mind – there may be other considerations!

• Develop return to work plans and considering whether all staff return at once, or there is a staggered return.

• Inform staff of return to work plans and how to process backlogged work if applicable.

• Ensure enhanced cleaning of workplace and necessary supplies such as PPE are in place.

• Discuss measure to restart your operations including delivery services, backlog and fleet operations if applicable.

• Return any equipment that was taken home (valuables, printers, etc). Ensure they function and are updated.

• Restore temperature controls in your building.

• Contact critical vendors/suppliers on their current and projected status for return to operations.

• Discuss how to retain staffing level as well as recruitment if staff don’t come back.

• Outline any type of compensation and/or adjustments to payroll.

• Document plan to transfer to business as usual.

• Ensure all lights are in working order and run all taps for a few minutes to ensure the water is clean and clear.

• Develop a safety plan if required by authorities. You may be required to post it.

• Reconfigure areas the public can access in order to comply with any orders.

• Conduct staff training as needed and make sure they understand what to do if they have questions.

• Update social media with information about operating hours or changes to operations.

• Provide ways to help your staff adjust and provide counselling - be aware of psychosocial needs.

• Discuss strategies to bring back business and revive the community.

• Develop a plan for how to manage the records created during the emergency.

• Once operations are back on track, conduct debrief meeting(s) and review your response. Document results and create an action plan for next time, and revise your business continuity plan if necessary.

After a short while of being open – for example, after the first week – you may wish to review your safety plan and adapt as necessary. Be flexible and be ready to adjust.



Who needs to know the planIt isn’t worth creating a plan if no one else knows about it.

Once you have a plan documented which basically covers the answers to the above questions, tell your staff about your plans. Talk to your key stakeholders about your plan and your expectations.

Make sure you rehearse your response walking through a realistic scenario with the plan and your staff. Discuss the outcomes and amend your plans accordingly.

Key considerations:

• Talk about what you will do.

• Talk about what they need to do.

• Ask yourself and your staff – did the plan work and does anything need changing?

• Agree to check the plan and contact details regularly and give someone that task to do so.

• Help your staff get their own individual/family emergency preparedness plan done.

• Go to getprepared.gc.ca for more assistance.

• Create emergency kits for work

• Encourage staff to have a kit at home and in a vehicle.

• Use Emergency Preparedness Week: 1st week of May and ShakeOutBC in October to promote your plan.

NOTES



http://www.getprepared.gc.ca

Putting your plan into actionOnce you have a plan documented and told your staff what your expectations are when major disruptions occurs, then you need to exercise it.

An exercise is the best way to walk through the Plan document and familiarize you and your staff on what to do. A sample exercise has been provided to assist you (see Appendix A: Sample exercise plan). After you exercise the plan, you should update it based on the outcomes.

Your plan should be updated whenever there are changes to your organization. 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?

At a minimum, update your plan annually as well as conduct an exercise annually.

NOTES



Where to go for more helpMore information and help is available at the following resources:

City of New Westminster – Emergency Management Informationnewwestcity.ca/services/public-safety/emergency-management

Emergency Management BCgov.bc.ca/gov/content/safety/emergency-preparedness-response-recovery

Emergency Preparedness for Industry and Commerce Councilepicc.org

BC Hydrobchydro.com/safety/emergency

Public Safety Canadapublicsafety.gc.ca

Emergency Preparedness Week in May emergencypreparednessweek.ca

ShakeOutBCwww.shakeoutbc.ca for October event

BC Centre for Disease Control bccdc.ca

EmergencyInfoBC twitter.com/emergencyinfobc



https://www.newwestcity.ca/services/public-safety/emergency-management

http://www2.gov.bc.ca/gov/content/safety/emergency-preparedness-response-recovery

http://www.epicc.org

http://www.bchydro.com/safety/emergency

http://www.publicsafety.gc.ca

http://www.emergencypreparednessweek.ca

http://www.shakeoutbc.ca

http://www.bccdc.ca

http://www.twitter.com/emergencyinfobc

APPENDIX A

Sample exercise planPutting your plan into actionThe following provides an example disaster scenario and questions to assist your business with walking through the business continuity plan and familiar staff with what to do.

TABLETOP EXERCISE:

Who was involved in the exercise?

Describe the disaster scenario used to exercise your plan.

SAMPLE EXERCISE PLAN CONTINUED



EXAMPLE STAGE 1: It is a cold, rainy Tuesday morning around 9 AM. 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.

What happens next? Will you open your doors for business? Take the first 10 minutes to discuss.

APPENDIX A: SAMPLE EXERCISE PLAN




EXAMPLE STAGE 2: It is now 11:00 AM. 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/systems being dealt with? Yes No

By whom?

Has someone turned off all computers, printers and other equipment to prevent electrical surge when power is restored? Yes No

Is your phone system down? Yes No

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?







EXAMPLE STAGE 3: It is now 2:00 PM. 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? Yes No

Will you activate your BCP? Yes No

Can you relocate? Yes No





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, Phones, Refrigeration Units, or Machinery? Yes No

What other assets and resources do you need to continue?





EXAMPLE STAGE 4: It is now 7:30 AM. Friday morning, and the power has been restored to our area and building. You return to your business along with some staff to assess the situation.

What would you do first?

How will you deal with perishable products (if applicable)?

How long will it take you to resume your business?

What steps will you take to resume your business?

Are these documented in your plan? Yes No





EXERCISE 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? Yes No

Have you distributed a revised version of the plan to those you need it? Yes No

Have you stored a backup of your plan? Yes No

Have you made staff aware of any changes to the plan? Yes No



NOTES



NOTES



NOTES



Economic Development OfficePhone: 604-527-4536Email: [email protected]: newwestcity.ca/business-and-economy/economic-development

Emergency Management OfficePhone: 604-515-3794Email: [email protected]: newwestcity.ca/services/public-safety/emergency-management

Emergency Support Services ProgramPhone: 604-525-5411

mailto:info%40investnewwest.ca?subject=

http://newwestcity.ca/business-and-economy/economic-development

mailto:nwemo%40newwestcity.ca?subject=

http://newwestcity.ca/services/public-safety/emergency-management

Documents

BUSINESS EMERGENCY PREPAREDNESS PLAN · • Roles and responsibilities for how your organization will respond to a major disruption to your operations/services. • How your organization