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Businesses are finally putting business continuity plans and disaster recovery plans in place, only to discover that all their planning efforts are basically useless if their employees are not on hand to execute the plans during a crisis. First, make sure your organization does have a business continuity Plan and that all employees are aware of it. Employees and each of their family members should have a list of who they would need to personally contact during a crisis. Employees should designate a meeting point outside of the home where they would reunite with loved ones if the home had to be evacuated.
Employees should first establish family guidelines as to when they should evacuate and when they should stay put.
Don’t assume that your employees will always be there because they are loyal and you’ve never had a problem before.
Make sure your companies Business Continuity Plan, has contingencies in place when your employees are unable to come to work.
There are lots of resources available on the internet (i.e FEMA, Red Cross, Salvation Army). Ensuring everyone has a Personal Continuity Plan in place at home will help your company’s recoverability. Desere’ Cardona, MBCP, MBCIChief Executive OfficerDesere Cardona, is CARMA's founder and Chief Executive Officer.
Contingency Planning means the overall process of developing an approved set of arrangements and procedures to insure your business can respond to a disaster and resume its critical business functions within a required time frame objective. PlanThese templates can be used by IT departments of different companies, security consulting companies, manufacturing company, servicing companies, financial institutions, educational organizations, law firms, pharmaceuticals & biotechnology companies, telecommunication companies and others. Organizations must examine all the risks and threats to which they are exposed and consider how best to deal with them should an incident occur. Regardless of the type of threat, the goal of Business Continuity Planning is to ensure the safety of personnel and assets during and after a disaster.
Have specific roles and responsibilities of various recovery teams (e.g., IT, crisis management, critical functions, critical support) been defined in the Business Continuity Plan? Has the process for communicating to employees, customers, suppliers, and the general public in the event of a disaster been defined and documented?
These initial questions will allow a company to get a preliminary idea of the status of their existing BCM efforts.
Create strategies that proactively mitigate the most pressing business threats, take advantage of opportunities that lie ahead, and provide for a more resilient and sustainable future. This goes beyond the mere Emergency Response Plan or disaster recovery activities that have been previously implemented. Business continuity planning helps ensure that companies have the resources and information needed to maintain service, reliability, and resiliency under adverse conditions. A Business Continuity Plan ensures that all involved parties understand who makes decisions, how the decisions are implemented, and what the roles and responsibilities of participants are when an incident occurs.
Sustainability is about staying in business for the long term, and today, business continuity is key to sustaining business over time. On August 1, 2013, President Obama issued Executive Order (EO) 13650, Improving Chemical Safety and Security, to improve the safety and security of chemical facilities and to reduce the risks of hazardous chemicals to facility workers and operators, communities, and responders. On June 6, 2014, that Working Group released its status report, Actions to Improve Chemical Facility Safety and Security—A Shared Commitment, to summarize the Group’s progress and short- and long-term priority actions. The report describes many activities undertaken to improve chemical facility safety and security. Communities need to know where hazardous chemicals are used and stored, how to assess the risks associated with those chemicals, and how to ensure community preparedness for incidents that may occur. DHS and EPA engaged with LEPCs and first responders to identify and discuss potential methods to increase first responder preparedness and share lessons learned.
FEMA educated state administrative agencies on how the Homeland Security Grant Program allows planning and preparedness training for chemical incidents. Identify and coordinate resources for SERCs, TERCs, LEPCs, and TEPCs to sustain planning and response efforts. Expand tools to assist SERCs, TERCs, LEPCs, and TEPCs in collecting, storing, and using chemical facility information. Enhance awareness and increase information sharing with communities around chemical facilities. The Working Group initiated a pilot project, bringing together federal, state, and local agencies to confirm lessons learned, collect best practices, inform other initiatives under EO 13650, and develop solutions to address safety and security challenges.
The Working Group engaged the CSB to identify possible updates to existing MOUs with EPA, OSHA, and the Bureau of Alcohol, Tobacco, Firearms, and Explosives. Cross-train federal chemical facility safety and security field personnel to provide awareness of related regulatory programs. The EO charged the agencies with developing a coordinated, flexible data-sharing process to address the need to optimize available information.
EPA updated its Substance Registry Service (SRS) and Facility Registry Service (FRS) to include relevant OSHA PSM and EHS CFATS data.
The Working Group is engaged in data sharing across regulatory programs to help locate potential non-compliant facilities by identifying facilities that had registered with one program but not the other. EPA Region 8 tested a new Emergency Response (ER) Planner system that aggregates chemical facility and infrastructure and displays it on a GIS application. DHS worked with all state Homeland Security Advisors to show them how to access information on CFATS facilities. DHS engaged trade associations to foster outreach to potentially non-compliant facilities that have not been engaged in the past. Establish a dedicated cross-agency team of experts to standardize data and develop a common facility identifier.
Aggregate data from across the federal agencies and establish a single web-based interface for data collection.
The Working Group published a solicitation of public input on options for policy, regulation, and standards modernization.
The Working Group agencies developed and disseminated various guidance materials across federal program areas to inform and support communities. EPA expanded its inspector training curriculum to include advanced process safety training courses. DHS conducted over 100 compliance assistance visits to assist CFATS-regulated facilities in meeting risk-based security standards. To gather the concerns of stakeholders, establish best practices, and collect lessons learned from a broad spectrum of stakeholders, the Working Group organized listening sessions across the nation.
The Working Group solicited feedback via listening sessions, Webinars, meetings with stakeholder groups, attending stakeholder conferences, collecting information from public dockets, and engaging nearly 1,800 participants.
The Working Group launched an online repository for stakeholders involved with chemical facility safety and security can submit and access best practices. Continue to solicit stakeholder feedback and conduct regular outreach as actions in the report are pursued. In the May 2014 issue of Modern Casting, Kestrel Senior Consultant Sarah Burton talks about how metalcasters can tell their own story when it comes to business sustainability.
Recently, Kestrel teamed up with the North American Die Casters Association (NADCA) to assess crisis management in the die casting industry. OSHA compliance and worker life safety provide an important element to crisis management planning and prevention. The case study assessment of loss prevention plans and strategies to compliment the crisis management area provided a broader understanding of enterprise risk factors and improvements.
The goal of planning is to prioritize these factors well before a crisis event may occur and to provide a formal means for accomplishing this. The case study looked at companies with well-developed crisis management plans supported by up-to-date OSHA programs and found that the level of accidents, incidents, and worker’s compensation costs were significantly lower than those companies operating without crisis management plans. Prevention and planning leads to lower risk potential, lower insurance costs, a better workers’ compensation experience, and sustained overall benefits.
To achieve these benefits and establish a well-founded crisis management plan, companies need to assess prerequisite prevention safety and health programs required by OSHA and a formal loss prevention practice. Exercises take preparedness one step further by providing a safe alternative to “work the plan,” practice the response before an incident occurs, document strengths, and identify areas of improvement in the incident response process. Exercises provide the opportunity to work through a set of emergency conditions in a learning environment, where the emphasis is on the decision-making process. There are several types of exercises—tabletop, enhanced tabletop, drill, functional, full-scale.
All exercises are essentially a focused practice activity that places participants in a simulated situation, requiring them to function in the capacity that would be expected in a real event. Participants should be actively engaged in debriefings to discuss key outcomes and observations for things that worked well and things that could be improved throughout the exercise. An effective exercise program maximizes efficiency, resources, time, and funding by helping the organization to build, sustain, and deliver core incident response capabilities. Exercises create an appreciation for the roles and management process of the Incident Command System (ICS) and how it functions in practice. Kestrel’s core team comprises senior consultants with extensive EHS, quality management, operational risk management, and emergency response experience.
Our team can help you develop the systems and plans you need to effectively manage your business risks–no matter the size or complexity.
Many companies are becoming more familiar with aligning management systems for quality, environment, health & safety, and food safety. The Incident Command System (ICS), a nationally and internationally recognized and standardized process of leadership and management of incident response, can—and should—also be part of an aligned business management system. When it comes to emergency response, environmental, health & safety, food safety, and even quality management standards and applicable regulations require some level of emergency planning.

A large part of the Incident Command System involves defining roles and responsibilities and making sure that they are maintained through adequate training. A management system provides the framework that enables companies to achieve their operational and business objectives. An aligned system must still conform to the requirements of the individual standards in order to maintain a high level of credibility and effectiveness. Kestrel’s core team comprises senior consultants with extensive EHS, quality management, operational risk management, and emergency response experience. Our team can help you develop the systems and plans you need to effectively manage your business risks–no matter the size or complexity. The Incident Command System (ICS) is a nationally recognized process of leadership and management of incident response for all emergency response situations. The pre-acquisition phase includes a large amount of due diligence and analysis to ensure that that acquisition candidate is a good fit. Post-acquisition integration is the time to harvest the opportunities and benefits that stem from the acquisition. As in an emergency response situation, the Incident Management Team develops an Incident Action Plan (integration plan) for a certain operational period that clearly defines objectives and actions to be taken. It is this active management, ongoing review, and continual updating that makes the Incident Command System such an effective tool for managing both incidents and internal projects. If your company has an internal emergency, does your Business Continuity Plan state who is in charge? The Incident Command System (ICS) defines that a person is established as the Incident Commander from the beginning until the end of an incident. Because of the different players that have responsibility for managing an incident, the unified command principle should be used from the beginning of the incident until the company has fully recovered and is able to meet customers’ needs.
When a company has an incident, it establishes command through an Incident Commander based on the Business Continuity Plan. If the incident goes beyond the company’s capabilities to necessitate assistance from police, fire, etc., the public responders should be brought into a unified command setting to work together on the incident.
When the first responders leave, the unified command then includes the company and the insurance company representative until the claim is satisfied.
Once the insurance claim is addressed, unified command brings in other contractors until the company has returned to normal operations and is able to meet customer needs. Following the above principles of the Incident Command System to make sure that the right person is in charge throughout an incident will help ensure that the incident is resolved as efficiently and effectively as possible so the company can get back to business as usual. In most cases, a company’s Emergency Action and Response Plan (which is part of the Business Continuity of Operations Plan) references a planned response that the company team follows to manage defined targeted events. Generally speaking, personnel that will be implementing some of the IAP may have never been to the area where the event is occurring. When the incident escalates beyond what the Emergency Action and Response Plan has identified as the initial response to the event, the Incident Commander establishes the company Incident Management Team, which includes a Planning Section. Because incident parameters evolve, IAPs must be revised on a regular basis (at least once per operational period) to maintain consistent, up-to-date guidance across the Incident Command System. The premise was simple: Put together a pool of innovative design and manufacturing talent and provide clients with a total service at a national level. The results of the BMA business doctrine carried out by a collective talent pool have been tremendous. Bill Moore and Associates is a multidisciplinary retail sign and environmental graphic design-build firm that works for prestigious and high profile national and regional retail clients.
Albany's small town atmosphere in direct proximity to cultural centers, such as Berkeley and San Francisco, offers the ideal context for the 21st century career. Permission is granted to electronically copy and print hard copies of pages from this web site solely for personal, non-commercial purposes related to the placement of an order or shopping with Bill Moore and Associates Graphics Inc., and any such copies must bear the copyright notice included on each web page. Other trademarks, product names and company names or logos used on this web site are the property of their respective owners. It details contingencies such as how employees will remain in touch and keep doing their jobs in the event of a disaster or emergency situation, such as a fire at the workplace. Employee unavailability is largely due to their not being personally prepared at home for a crisis. Second, make sure you as the boss and your entire management team are prepared at home, and are accessible when the employees need you. The list should include family members, neighbors, care providers, doctors, insurance, etc. Employees may have plans in place, but they may not have all included the same critical planning components or strategies.
Family always comes first (and that goes for any job level of responsibility) and everyone will put work second to ensure loved ones are taken care of. Make sure critical functions and responsibilities are documented clearly so that someone else can complete any necessary tasks when needed. If you want to ensure that all of your employees are thoroughly prepared the same way and everyone has completed a plan you may consider a professional consulting team that specializes in Prep-At-Home.
Desere is a Master Business Continuity Planner (MBCP) and a veteran in the industry with over twenty years' experience. The primary objective is to reduce the level of risk and cost to you and the impact on your staff, customers and suppliers.
These templates are available in Microsoft Word and Microsoft Excel formats, which allows easy changes to the document. With the increase of incidents and disasters over the past few years—both natural and man-made—BCM has assumed a much higher profile. BCM is not concerned with plans and procedures for the everyday things that go wrong; rather, BCM involves managing the significant (and unplanned) incidents that may considerably impact the core activities of the organization, and ensuring response in a planned and rehearsed manner.
Completing a more detailed Business Continuity Assessment should help in pinpointing specific areas needing improvements. Unfortunately, every organization is at risk from potential operational disruptions—natural disasters, fire, sabotage, information technology (IT) viruses, data loss, acts of violence.
This approach broadens the scope of issues beyond mere emergency response and allows companies to budget for and secure the necessary resources to support critical business activities before, during, and after a major crisis event. That EO brought together a Working Group comprised of representatives from the Environmental Protection Agency, Department of Labor, Department of Homeland Security, Department of Justice, Department of Agriculture, and Department of Transportation. It also makes it clear that much additional work is necessary to implement the action plan moving forward.
Communicating and coordinating across this diverse landscape requires an integrated effort to ensure activities are executed effectively and efficiently.
Currently, there is no chemical security and safety data clearinghouse that contains all of the data points germane to all federal agency regulations. The Group has reviewed existing programs, recommendations from the safety and security communities, feedback from the EO listening sessions, and investigative reports from major incidents. The Working Group will continue to build upon previous efforts and put in place actions that will help minimize the occurrence of incidents, reduce their severity, and enhance the ability to respond. For comparison, several die casting manufacturing locations were reviewed to assess crisis management planning and prevention and related loss prevention planning and strategy. When accidents happen without crisis management plans, prioritization goes from the organization to the moment, which is where mistakes in planning and response occur. Industry experts recommend taking a holistic approach to addressing these areas, as one level of planning and prevention supports the other. The management guidance created through the Incident Command System (ICS), Incident Action Plans, Business Continuity Plans, and Emergency Response and Preparedness Plans are all fundamental elements of planning and preparedness. There is no right answer when conducting an exercise; rather, exercises offer participants hands-on practice when it comes to handling incidents and help evaluate whether incident response procedures operate as intended based on the objectives established for the incident. Terminology differs, as does the definition of what each of these types of exercises entails.
It is critical to leveraging the outcomes of the exercise and ensuring the overall success of the incident response program.
The corrective actions identified during individual exercises must then be tracked to completion to ensure that lessons learned are incorporated into future incident response efforts. We add to that expertise an industry leader with hands-on experience developing and establishing the Incident Command System (ICS), serving as an Incident Commander, instructing the complete Incident Command System (ICS) training coursework, and facilitating incident response exercises. An aligned management system brings together all of a company’s existing systems into one management structure, allowing businesses to efficiently and effectively improve performance, satisfy regulatory requirements, and reach organizational objectives. It is in the company’s best interest to align its contingency plans with these common elements, rather than establish independent plans that may have conflicting responses. Quality management standards under ISO 9001 emphasize processes and procedures for maintaining equipment, facilities, and suppliers during normal operations, but also through the incident response, stabilization, and restoration cycle.
Similarly, other management systems rely on defining roles and responsibilities to ensure the reliability of the system.
Reliable and effective regulatory compliance is commonly an outcome of consistent implementation of an aligned management system. But a truly aligned system is able to take advantage of the elements of the standards that are similar or the same.
We add to that expertise an industry leader with hands-on experience developing and establishing the Incident Command System, serving as an Incident Commander, and instructing the complete Incident Command System training coursework. Beyond emergency management, the Incident Command System also provides an effective organization structure for efficiently managing internal projects and events, such as merger and acquisition integration and operational expansion.
Acquisitions are complex and impact every aspect of the business—financial, human resources, operations, logistics, marketing, risk management. Many organizations create a plan for integration, but that plan is often static and not updated to reflect the ongoing integration needs. This individual is not necessarily the person who “signs the deal,” but rather an individual who understands all facets of the integration and can bring departments and individuals together to create a smooth transition. At the end of the operational period, the team creates a briefing summary report to track what has been accomplished and what needs to be updated in the plan for the next operational period. This is so important to effectively managing an incident that three of the thirteen essential principles of the Incident Command System deal with command issues as to who is in charge. Chain of Command is established to clearly state the reporting relationships of the personnel working on the incident management team and to eliminate confusion caused by conflicting directives. If needed, the company Incident Commander can activate other positions on the incident management team to manage tasks. These individuals often provide relief to the initial response personnel so work can continue in the future. The written IAP consists of a series of five to seven standard Incident Command System (ICS) forms and supporting documents that convey the Incident Commander’s intent for accomplishing the planned objectives for the defined operational period for the event or incident.
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It should detail the main contact number, an alternate number, email address, and social media addresses. However, they should also include a second meeting point outside of their immediate town in case of a full evacuation. If your employee will be working from home, make sure they are equipped to do so and that this is tested in advance.
Make sure your plans are accessible to all employees and that they have exercised performing someone elses job functions. They will work with your organization and your employees to institute a consistent program. With a personal continuity plan in place your employee will be less stressed and better focused at work; their families will be better equipped to manage a crisis on their own.
Corporate governance requirements and industry standards have insisted that both Board members and Senior Management take BCM seriously. Insurance is also a key driver, with many insurers now insisting that organizations demonstrate that they have reasonable risk reduction measures and a working BCM Program implemented. Recent world events have further challenged organizations to prepare to manage previously unthinkable situations that may threaten the future of the business.
Ultimately, following this process helps companies to stay in business through a time of crisis. Over the past 10 months, the Chemical Facility Safety and Security Working Group has been working to reduce the risks associated with the handling and storage of chemicals. Many of these actions will be instituted in the next year and will continue well into the future as the industry evolves.
The focused case study that revealed less than sixteen percent of companies in high-risk industries has a formal crisis management plan.
In order to help companies better prepare for crisis planning and reduce life safety risk, OSHA-compliant procedures are an important prerequisite. Independently, solid programs will only provide mutually exclusive benefits; when combined, they serve to protect the overall viability of the company, employees, and the public.
This way, if and when a crisis occurs, it can be dealt with in a more organized way with a well-organized, 48-hour plan broken down into logical and executable steps. Training on the Incident Command System (ICS) and related plans, then, ensures that participants understand their roles and responsibilities.
Some tabletop exercises are simply facilitated, discussion-based activities, where personnel meet to discuss roles, responsibilities, coordination, and decision-making of a given scenario. Effective evaluation assesses performance against exercise objectives, documents strengths, and identifies areas for improvement in the incident response process. This is an ongoing cycle that continues throughout the integration period, which can last from several weeks to several years, depending on the magnitude of the acquisition. When the responders leave and your company is now working with the insurance company, who takes the reins? The Business Continuity Plan must establish who will be in charge when an incident occurs and what authority they have to manage the incident. Chain of command refers to the orderly line of authority within the incident management team. The Incident Commander makes the final determination regarding which Incident Command System (ICS) forms, documents, and attachments will be included in the IAP.
Our eclectic, collaborative team is composed of architectural graduates, graphic designers and fine artists.
Please note that such errors, inaccuracies or omissions may relate to pricing and availability.
Except as otherwise provided under applicable laws, neither Bill Moore and Associates Graphics Inc. Business Continuity Plans are in some cases considered synonymous with Disaster Recovery Plans (DRP) and the two do have much in common.
Stress and anxiety can become overwhelming for both employers and employees during these critical moments. If all of your employees intend to work from home, make sure this is tested simultaneously (i.e. Planning at home will reduce absenteeism and your company’s downtime.By instituting a Prep-At-Home program you will also gain employee loyalty because you’ve shown you care about their personal well being.
A well-organized process should provide an outline of everything a company would need to do (including the areas of federal and state compliances) in a scripted and orchestrated timeline. More enhanced, functional exercises involve a coordinated response to an emergency situation in a time-pressured, realistic simulation that involves several businesses and agencies.
EPA further has many restoration and remediation guidelines and requirements to factor into business continuity planning. In addition, OHSAS 18001 and ISO 14001 both have communication and training requirements that are consistent with those in the Incident Command System. This not only reduces the effort and costs of conforming to applicable standards, it helps companies align objectives to improve the reliability of their management systems. Following the Incident Command System approach adds ongoing life and dynamism to the integration process and helps ensure its ongoing success.
Once the insurance company leaves and you are repairing the damages, who is leading the efforts?
When command is transferred, the process must capture essential information for continuing safe and effective operations. Following the chain of command ensures that every individual has a designated supervisor to report to at the scene of the incident.
For example, the company public relations manager would take on the responsibilities of the Incident Command System Information Officer; the company production manager would take on the responsibilities of the Operations Section Chief. Bill Moore and Associates has been in the retail sign and design business for over 35 years. Nevertheless a DRP must by nature be oriented to recovering after a disaster whereas a BCP shows how to continue working up to the point that recovery is accomplished. The employer experiences anxiety to meet deadlines, satisfy his clients, and keep his business up and running. A consistent planning effort across your organization will not only boost morale, but also improve your company’s recoverability odds.
If there is an immediate need to evacuate the home every family should have a Grab-n-Go kit accessible to the main door.
If all of your employees are using the same standards to prepare at home, your business will be have a great comfort level on the reliability of each of it’s team members. As an employer, you will have greater peace of mind in knowing you’ve now done everything you can to ensure the recoverability of your business. Annual training plans should align and harmonize all required training, whether for the Incident Command System, health & safety, environmental compliance, or quality management. This limitation of liability applies to direct, indirect, consequential, special, punitive or other damages you or others may suffer, as well as damages for lost profits, business interruption or the loss of data or information, even if Bill Moore and Associates Graphics Inc is notified in advance of the potential for any such damages. The employee experiences high levels of stress not being able to go to work for fear of losing their jobs. Your program should give the guidance, templates, and the support employees need to document their own continuity plan at home. Copies should be kept on their cell phone, accessible via computers, a printed wallet size copy, and even a copy in their car or backpack. Today, Skip and Alastair lead an organization that combines talent from the fields of graphic design, architecture and the sign industry.
You need to make your own independent decisions regarding your interactions or communications with any other web site. However, we will not use your name in connection with any such materials, information, suggestions, ideas or comments unless we first obtain your permission or otherwise are required by law to do so. No matter how great your plan is, and no matter how smoothly your trial run went, it is most likely that there will be events outside your imagination. If the employee does go to work during a personal crisis at home this will potentially put the business at greater risk as they more than likely will not be focused and may be inadvertently entering data incorrectly, forgetting tasks or critical steps and not able to perform as required thus causing more harm than good to the business.So how do you fix this? Make sure their personal plans account for these types of situations and so does your own Business Continuity Plan. If a family is unable to evacuate and is required to Shelter-in-Place they should plan to have supplies to be able to remain in place at home for a minimum of 7-14 days. Supplies should include food (ready to eat meals that may be able to be prepared without gas or electricity), water, medication, first aid kit, toiletries, pet supplies, etc. Even if you can do that (frequently you can not), they might not work when you have your most crucial need, and you might create severe legal issues for yourself anyway.
Contact your software application vendor to more fully understand your choices.A business continuity plan, or BCP, lays out the steps you (and those you deal with) need to require to keep your business operating if circumstances require you to run outside the norm.
A BCP prepares you to act swiftly after a major problem happens and avoids you from merely responding to the scenario and its stressors.
A BCP commonly permits you to provide your services and products without interruption and can reduce the financial impact.Among the most important parts of a BCP is the business impact evaluation (BIA). In a BIA, you identify the most essential elements of your business so you can make prepare for them to stay in place during and after a disruption.After you complete a BIA, you may have recognized areas where your present business insurance is insufficient. For instance, a business effect evaluation might help a laundromat owner understand that the home insurance coverage on his structure does not cover his washers or clothes dryers after a fire. Because that equipment is essential to the success of his business, he should ask his Edmonton insurance broker to write up a supplemental ability insurance policy for the devices.Finally, when you complete your BCP, you may want to supplement your insurance coverage with business disruption insurance coverage.
Even a well-crafted, perfectly performed business continuity strategy can not always avoid you from unanticipated shutdowns. As soon as this has been developed, coping techniques can begin to be put in place.The evident benefit is that these strategies put companies in the best possible position to recuperate from (and continue operating through) disruption.
Contact us today and see how we can assist you.Business continuity strategy (BCP) must recognize actions that organizations must take to minimize the unfavorable results of prospective catastrophes. Particularly, the organization’s BCP must consist of a preventive program that supports a documented BCP method, a comprehensive BCP framework, a testing program, and an oversight program to guarantee that the strategy is examined and updated frequently. Most companies implement a phased methodology to evaluate potential locations of susceptibility, specify sensible methods, and implement business continuity plans.

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