BUSINESS RESILIENCE 101 WORKBOOK
BUSINESS RESILIENCE101 WORKBOOKLEARN HOW TO PROTECT YOURBUSINESS BEFORE DISASTER STRIKESOPENFORBUSINESS
2BACKGROUNDPARTNERSHIP OVERVIEWResilience in a Box is based on best practices and is designed toeducate newcomers on Business Resilience. Small businesses areboth highly vulnerable and without adequate resources with which tofocus on taking preparedness actions. These resources will guide yourcompany toward addressing preparedness issues while building in theflexibility to handle potential business interruptions. Resilience in a Boxconsists of 3 elements:The Resilience in a Box program is a collaborative partnershipbetween The UPS Foundation, the World Economic Forum (WEF),CENACED,the U.S. Chamber of Commerce Foundation, and theDisaster Resistant Business (DRB) Toolkit Workgroup. The UPSFoundation and WEF initiated it in Turkey in response to the 2011Van earthquake, which caused 7001,000 casualties and costbetween 1 billion to 4 billion YTL. It is being expanded to addressother countries looking to improve their economic resilience throughstrengthening the ability of their small businesses to withstanddifferent disaster impacts and helping them persevere.1. Tools2. Training3. ResourcesResilience in a Box tools are designed to lead every business--evenone with no disaster experience or understanding--towards improvedresilience. The tools were developed with three levels: Basic,Intermediate, and Advanced. The Intermediate level builds upon theBasic tools in order to get businesses better informed and able to readilydetermine specific actions that will enhance their resilience against allhazards and potential interruptions. The Business Disaster Resilience101 Workbook (101 Workbook) is an Intermediate level tool as it providesmore detailed business readiness guidance, tips, and resources to assistcompanies by addressing their own assets before a disaster occurs.DIRECTIONSUse this Business Resilience 101 Workbook (101 Workbook) to startaddressing vulnerabilities in your six critical areas that can causedisruption and losses to your business. Your work will be guided throughthe completion of checklists, forms, and worksheets to help you identify,prioritize, and minimize those risks.When finished, your business will be ready to move into the advancedlevel of Resilience in a Box to take what you have done and build yourBusiness Continuity Plan, using resources such as the Disaster ResistantBusiness (DRB) Workbook and DRB Toolkit to guide your business.Business Resilience 101 WorkbookFor more information on Resilience in a Box, partners, resources,and tools, please visit www.ResilienceInABox.comFor information and training opportunities in Mexico, please contactCENACED’s Lic. Emma González Sarur at ( 55) 5250-8066 ordireccion general@cenaced.org.mx. Also, visit the website atwww.cenaced.org.mxLEGAL/OTHER REQUIREMENTSSome countries have legal or regulatory requirements guidingbusinesses’ preparedness, mitigation, response, recovery, or resilienceactivities. Review the requirements, in all countries where you operate,to obtain necessary requisites. The 101 Workbook may or may notexceed the legal requirements, but it does not replace your country’srequirements. The 101 Workbook it is built on common sense,best practices based on what reduces impacts or losses and whatbusinesses need after a disaster.
3TIME TO COMPLETETABLE OF CONTENTSThe time to complete each table or checklist in the 101 Workbookoverall will vary depending on the size and complexity of yourbusiness and its corresponding data. If you have the informationreadily available, each table will take 5 - 15 minutes to complete.What you complete in the 101 Workbook will vary depending on yourbusiness and priorities. Some businesses may choose to focus firston protecting their Inventory, while others may focus on protectingtheir People. It depends on the priority of the organization and theidentification of the biggest vulnerability. Therefore, businesses maychoose to spend additional time on certain tables.ACKNOWLEDGEMENTSThe Business Resilience 101 Workbook is made availablethrough the vision and generosity of The UPS Foundation andtheir Resilience in a Box program, making resources available tobusinesses worldwide.Created by:Pearce Global Partners Inc.Graphic design team:Kyle WunderlinSabrina GassawayO BUSINESS RESILIENCE 101WORKBOOK – OVERVIEW4 PROTECT PEOPLE (RELATIONSHIPS,BRAND & COMMUNICATIONS)12 PROTECT DATA32 PROTECT OPERATIONS38 PROTECT INVENTORY44 PROTECT EQUIPMENT48 PROTECT BUILDINGS56 DISASTER RESPONSE AND LESSONSLEARNED60 DEVELOPING YOUR BUSINESSCONTINUITY PLAN (BCP)61 ANNUAL VIGILANCE62 NEXT STEPS64PENFORBUSINESS 2017 Resilience in a Box
4BUSINESS RESILIENCE 101 WORKBOOKOVERVIEWPURPOSEAbout 99% of businesses in every U.S. community are small and theyemploy over 50% of the private sector workforce. Throughout the world,small businesses are an integral element of all of the communities inwhich they operate, as their employees live in the community, and thisis where they serve their customers. Unfortunately, every communityis susceptible to natural hazards, and businesses themselves arealso vulnerable to human-caused disruptions. However, the majorityof small-to-medium sized businesses are unprepared for one of theseemergencies occurring to them. All communities are more vulnerablewhen their economic base is hit hard by disaster. When businessessuffer the whole community suffers, extending the recovery timeline.materials. The 101 Workbook provides more detailed readiness tipsand tools businesses can use to determine areas of vulnerability thentake actions that will address their specific disaster needs. It lays thefoundation for developing a Business Continuity Plan (in the Advancedlevel) by focusing now on six critical areas, and vulnerabilities that existin every business.After a disaster, about 40% of small businesses will not reopen. Anadditional 25% close their doors over the following two years. Resiliencein a Box is designed to give businesses the information crucial toreadying themselves for any event that may occur: to survive and thrive,so the communities can survive and thrive.GETTING STARTEDThis Business Resilience 101 Workbook (101 Workbook) delivers theIntermediate-level of the Resilience in a Box, building on the basic-levelBusiness Resilience 101 WorkbookThe 101 Workbook guides companies to focus on priorities based onwhat is most important to their business (e.g. protecting inventory)so they can enhance their resilience against all potential hazards ordisruptions.After a disaster, countless stories can be told of small-to-medium sizedbusinesses who relate stories with one common regret, “I wish I haddone something in advance.” For them, it was too late. It is not too latefor you and your business to take action. Read this 101 Workbookand pick one step, then do it! Your business will be better prepared.Start now!
5CREATING YOUR TEAMIMPACTS TO BUSINESSESTo develop your business resilience you first begin by creating yourteam. No one person can know every facet of a business, but a team ofkey employees can provide their perspectives to ensure that your effortsin planning address all critical elements.A small business can experience an average of 3,000 in losses forevery day it is closed. A medium-sized business can average 23,000in losses per day. A large company can have losses averaging 93,000 - 700,000 in losses per hour. What we do know is that thecosts of having your doors closed adds up quickly and only makesthings easier for your competitors to cut into your market share.Your resilience planning team is building longevity for the wholecompany to survive and thrive no matter what comes your way,regardless of whether it is a big or small disaster. This planning teamcannot keep a business from experiencing any disaster, but it canhelp to reduce impacts so the company can come back faster andwith fewer losses; all because of what was designed in advance.The focus of this 101 Workbook is on how to mitigate or lessen impactsthat might otherwise cause serious damage and disruption from anumber of unplanned events.EXECUTIVE SUPPORTThe planning team must have the approval and support of the companyexecutive from the beginning. This lets everyone know that they areauthorized to be spending time on the resilience effort, as it may meansome time away from their regular work. It is, however, an investmentin the survivability of the company to withstand a disaster and that willrequire the involvement of some subject matter experts to weigh in onthe planning process to make sure all bases are covered.Executives will also need to have clear expectations on how longplanning takes. The process of planning is extremely valuable as it isidentifying weaknesses and fortifying strengths. To facilitate this, theremust be strong communication between the planning team and theexecutive in order to keep them informed of the progress and to furthershare their support with the rest of the company.The problem is not just in being closed. Most smaller businesses do nothave any cash reserves available to cover damage repairs, cleanup, orreplacement of broken items. In fact, impacts come in two forms: directand indirect. Direct impacts are the obvious physical damages you cansee in pictures. Indirect impacts disrupt the necessary infrastructure,such as a power and water, which a business relies on to beoperational. Another example is interruptions to regional transportationand roads so customers cannot get to the business. Both types ofimpacts can cause serious losses to a business, even though directdamage gets the most attention.WHY DO BUSINESSES FAIL?A long-term study (Alesch & Holly) researched small businessesthat failed after disasters--some over a decade later--and foundcommonalities. We have learned from their lessons so your businesswill not suffer the same fate: Adverse effects on customers; no longer purchase firm’s goodsor servicesLosses to property, process, or inventory and cannot supplycustomers’ needsNot in good financial shape before the eventFailure to understand the post-event environmentUnwilling or unable to act in response to the new environment 2017 Resilience in a Box
6We can learn the importance of resilience from these insights, and seehow being flexible in the new post-disaster environment is a key tosurvivability. Based on these findings, the Resilience 101 Workbook willgive you tools and tips to strengthen your business.My Business HazardsSome of these hazards may cause cascading issues such as a stormor earthquake causing power outages. List all hazards relevant to yourbusinesses, regardless of whether it is a cause or effect of anotherhazard. Use the blanks to create any others.TYPES OF DISASTERSRegardless of where a business is located, it is vulnerable to hazardsand potential disasters. These disasters are divided into two types:natural or man-made. If a business is unprepared, these eventualitiescan interrupt business operations and cause catastrophic losses andpotential closure.The most common natural disaster for businesses is fire. The mostcommon man-made disaster is data loss, such as having not backed upcritical data and/or failing to store data both on and off-site. Businessesshould start their first step toward resilience by identifying their generalpotential disaster hazards; natural and dslideHurricane/TyphoonOn the following page, fill in the blank for any additional hazards.MAN-MADEDisasters are dividedinto two types:natural or man-madeBusiness Resilience 101 WorkbookData entry errorAccidentCyber attackCivil disorderTerrorismHazardous materialVandalism/SabotageActive shooter/Workplace ViolenceTheft/CrimeSecurity BreachPower OutageEpidemic
7INTERNAL & EXTERNAL HAZARDSNOTE: ALL-HAZARDS APPROACHBased on the overall hazards you’ve listed, drill down one more level tolook for potential impacts that pose further hazards that may interrupt apart or all of your operations. Begin by walking around your business.Look for hazards that are internal to your organization and external toyour facility. Ask these questions: What is around me? What should Ibe concerned with that may interrupt my operations, cause losses, orhurt someone? Here are examples you may find:Even though, to get you started, we have just looked at individualhazards, keep in mind that this is just a planning tool used totrigger thoughts around potential impacts to your business. Therest of this Workbook uses an “all-hazards” approach to planning,which will simplify your eventual disaster plan, as preparing forone type of hazard helps with many others. All-hazards planningis a way to be more effective in preparing for resilience as you arebuilding in the flexibility to be able to survive and thrive to multiplehazards.POTENTIAL INTERNAL HAZARDS Utilities located inbasement or on the floorof 1st floor Not backing upcomputer data Heavy or breakableitems on high shelves orbookcases Filing cabinets not boltedto the floor, each other,or wall studs Unbraced shelves locatednext to emergency exits POTENTIAL EXTERNAL HAZARDS Other businesses inyour area who mayexperience a disasterwhich could impact you Near a railroad, airport,freeways Located near a watersource, such as a river,water main, etc. Brick elements in yourbuilding structure orfaçade YOUR SIX CRITICAL BUSINESSASSETSEvery business, no matter what type or how large, consists ofcritical assets. These are the building blocks of every businessthat, if taken away, would cause disruption and potentiallycatastrophic losses. To simplify identification of the criticalassets, all have been condensed down into six categories:People, Data, Operations, Inventory, Equipment, andBuildings.The various components of these assets will vary from onebusiness to another, but these six critical categories existin some form or another in all companies. Assets will differbetween businesses, although same industry types sharemore commonalities.Understanding what your critical assets are will assist you inidentifying where your business is vulnerable to interruption.If most of a business’ revenue comes primarily from itsinventory, then a business should prioritize protecting orfortifying this asset from damage and losses from disasterssuch as a flood, earthquake, or fire. 2017 Resilience in a Box
8OPERATIONSDATADocumentsFilesVital recordsServer back-upInformationAccounts receivable/payableComputers (hardware & software)Providing medical servicesPayrollMail roomManufacturingFood preparationINVENTORYEmergency suppliesStockSuppliesRaw materialsYOUR SIX CRITICALBUSINESS liersVisitorsPartnersServersNetworkSpecialty equipmentManufacturing equipmentFurnitureCopiersBUILDINGSMain officeWarehouseRestaurantStore frontLease spaceStorage unitBusiness Resilience 101 Workbook
9Keep in mind that your personnel assets are likely involved in manyof the other asset categories. However, your people, businessrelationships, communications, and company brand need to beaddressed directly as a critical resource to your overall business.Without them, your business is vulnerable to reduced consumerconfidence, disruption, and failure.ASSESS YOUR BUSINESS RISK TODIFFERENT HAZARDSNow that you have identified both your potential hazards and businessassets, it is time to assess where your business is most vulnerable todisruption. In the table, decide the level of impact each hazard will haveon each of your critical assets and total your scores. Based on yourresults, then determine the priority of your assets, lowest to highest, toknow which areas need to be addressed first, second, third, etc. to reducepotential impacts and disruptions.TABLE DIRECTIONSThe table on the following page will help you determine and prioritizeyour business risks.1. Read through the general types of hazard events listedin the left-hand column, and add your own in the blanksprovided2. Start with the first listed disaster event, Accident3. Circle the number in each asset area to score how thehazard would likely impact your business4. Complete the other rows then total your numbers for bothcolumns and rows5. As the last step, prioritize which areas should be addressedfirst, based on highest vulnerability, then assign eachcolumn with your priority number 1-6Before you begin completing the Risk Assessment table, you will need tounderstand the difference between the levels of impact. They are listed inorder of escalation:1Negligible Limited to no business disruptions or property damage2Marginal A hindrance that may effect operations without shutting34down, you have no or minor damage, it may be anoccurrence in neighborhoodCritical Temporary disruptions of operations or major damage to thefacility, impacts are to communityCatastrophic A disaster that affects entire regional community causingworkplace disruptions and forces closure of building(s). Thisis an event of large proportions. It can include completedestruction, multiple injuries or deaths, and a regional eventthat means limited or no outside resources available forsome time. Typically in such events, this means no outsideresources for at least days, often much longer.Critical assets arebusiness buildingblocks. If removed,they would causedisruption & potentiallycatastrophic losses 2017 Resilience in a Box
10IMPACT TO CRITICAL BUSINESS ASSETSType of EventPeopleData1 NegligibleBuildingInventory2 MarginalEquipment3 CriticalOperations4 CatastrophicScoreAccident0Computer Virus0Cyber ne Crash0Power m/Lightning0Tornado0Tsunami0Volcanic Eruptions000000TotalsPriorityBusiness Resilience 101 ity0Priority
11Well done!You have completed assessing your risks! If you havenot engaged others in this process yet, consult withHuman Resources or others in your company aboutthe results to ensure you are considering the wholeorganizational picture. No one-person knows everyfacet to an organization, so ask for their feedbackand revise priorities accordingly.As for what to do next, pick your most critical assetthat is important to your business and immediatelytake steps to protect it. That is the place to start.If you have a few equally critical areas – pick theone that will make the most difference in order toaccomplish something right away. In doing this,you can build momentum to take the next step andincrease resilience, which will make all the differencefor your business. Start now!OPENFORBUSINESSTable ofContents 2017 Resilience in a Box
12PROTECT PEOPLE (RELATIONSHIPS, BRAND &COMMUNICATIONS)One of your most valuable assets is your people. You cannot respondto customer orders or serve food in your restaurant without them. Butthis goes beyond your employees. Without your customers, vendors,or suppliers, your business would suffer. In spite of this, peopleare the most overlooked asset when planning for a disaster asbusinesses tend to consider their physical space or operations withoutacknowledging the people needed to run them.In this workbook, we have broken this asset down into the peoplewho play a role(s) in the business and any relationships needed tosupport the business, both internally and externally. Included in this arecommunications and the public trust of the company brand/name thatyou have created; all of which are interrelated. We will expand on thisconcept below. Each person/relationship will be described separately.PEOPLE & RELATIONSHIPSFor our purposes, let’s divide people into two types: internal andexternal.INTERNAL PEOPLEFor the most part, internal means just your employees, but it needs tobe much more inclusive than this. The term Internal should representall the key people who are a part of your operations and functionsBusiness Resilience 101 Workbookas a whole. You cannot run your business without your employees,customers, vendors, suppliers, and other key contacts. In fact, to loseone of these groups could have a devastating impact on your business’survivability during the inevitable unplanned interruption, and withoutthem could create significant losses.Employees are staff you pay to work on and run aspects of yourbusiness. They can be full-time, half,-time or part-time; permanent,temporary, or contracted. They are your core people and you rely onthem to perform their roles and serve your customers.Emergency Contact ListsOn a day-to-day basis, you have people at your company who havecontact lists for business matters, but there are some matters that canescalate in times of disaster which could mean that the one personwith the contact list is not available – where is that contact information?Below is a contact sheet for some of these people. Centralize thesecontacts lists with all of your emergency planning documents so theyare all in one place allowing for a back-up so that alternate personnelcan reach critical contacts when needed. Also, don’t forget that thoseday-to-day experts at your company need to keep the information bothupdated and centrally backed up.
13EMERGENCY CONTACTS LISTFirst NameLast NameWorkPhoneMobilePhoneHomePhoneWork e 2017 Resilience in a Box
14EMERGENCY CONTACTS LISTFirst NameLast NameWork Phone?Business Resilience 101 WorkbookMobilePhoneHome PhoneWork EmailPersonalEmailEmergencyContactNameNeed more pages? Visit eEmergencyContactEmail
15KEY CONTACTS may be a combination of both internal and external people with whom you really need to keep in contact, potentially daily,weekly, and absolutely after an emergency. Contacts here are likely from some of your other lists. This group may be made up of your key vendors,suppliers and most important customer(s). Without them, your business could suffer. For instance, sometimes a company has one customer thatgenerates a significant amount of revenue compared to other customers. They are ones you want to keep happy as the potential of just losing themalone could mean a disaster for your company. Key contacts can also mean a particular office in local government that you would need to reach outto: e.g. regulatory department, law enforcement, or economic development.KEY CONTACTS LISTKey ContactNameWork PhoneMobile PhoneHome PhoneEmailSocial MediaPage / HandleAlternate(e.g. Twitter, Contact NameFacebook)AlternateContactPhoneAlternateContact Email 2017 Resilience in a Box
16CURRENT CUSTOMERS are those with whom you have a relationship and are a crucial part of your ongoing operations. In fact, it costs five timesas much to attract a new customer than to keep an existing one. Once a customer has been lost, it is extremely difficult to get them back, with fourout of five never returning. It is the existing customers on whom we must give the most focus on because when they are satisfied with your goods/services, almost half will trust your brand over competitors and 73% will recommend your brand to others. Taking care of your customers on a dailybasis is critical business. That is why in a disaster, they have to be in your immediate response loop in order to address their needs or at minimum,they must be communicated with as much as possible.CURRENT CUSTOMERS LISTCustomerNameMobile PhoneBusiness Resilience 101 WorkbookOther PhoneEmailSocial MediaPage / HandleAlternate(e.g. Twitter, Contact NameFacebook)AlternateContactPhoneAlternateContact EmailOther
17VENDORS / SUPPLIERS are an obvious group to whose contact information must be maintained for your daily operations, and you likely have thatinformation already. But is that information centrally located? Duplicated? Also, you may not have contact information on how to reach them afterhours, or on to whom you can call when your primary contact is unavailable. Get all information you may need in order to reach them, and makesure they have yours. Like your customers, the relationships are important and you want to make sure that your are staying in touch and definitelyneed to inform them in times of an emergency as they may need you as much as you need them. One note: too many businesses have just ONEkey vendor/supplier of a particular product or service. This is called a “single-point-of-failure” as you are relying on something only supplied to youby one provider. Let’s say they experience a fire at their factory – when will your products ship, if at all? If you have no back-up company providingthat product and you have your customers to serve, their unplanned interruption has just become yours. Build in redundancy to make sure youhave options to meet orders/customer demands by having contact information and details for another company, or two, that can help you. It canalso help you achieve competitive pricing by using multiple vendors/suppliers to get your products.VENDORS / SUPPLIERS LISTVendor /SupplierContactNameWork PhoneMobilePhoneAlternatePhoneEmailSocial Media- Page /Handle eContactPhoneAlternateContactEmail 2017 Resilience in a Box
18VISITORS are another smaller group to keep in mind only because you may have extra people physically at your business at any given time. Theycould be family members of an employee, existing or potential customers, maintenance staff, regulators, or the general public. Depending on yourtype of business, this may be more than a handful on any given day. Since most of these people are unplanned for and some may not have a rolewith your business, you don’t need to create contact information from them, but you absolutely have to know when they are physically on site. Aneasy way to get this information is to have at least a visitor sign-in policy and log to track the comings and goings of all visitors. The reason being iswhen something happens, you need to know “who” is “where” so you can account for them, and potentially help them, when needed. This could bedue to a fire, tornado, earthquake, or even a theft to determine where your security broke down. When they are visiting your business, you are liablefor them, so do you due diligence to at a minimum know who and where they are.Here is a sample sign-in sheet:VISITORS LISTNameOrganizationBusiness Resilience 101 WorkbookPurpose ofvisitWho are youvisiting?Where areyour visiting?Time InTime OutBadge #Assigned by
19PARTNERS OR PARTNERSHIPS are a unique group as it is not referring to a legal arrangement like that with a law firm. They may be tradegroups, like-minded businesses (or even competitors), nonprofits, community-based organizations, government, and potentially others in your areathat have the same interest in serving the community. Maybe this is a part of what you do on a daily business or is a little extra that you give back toyour community for corporate citizenship. Sometimes your employees or executives have a particular interest and bring a company to a partnershiptable to assist with an underserved population (like a United Way campaign), a community event (like a parade for the local sports franchise), orpreparing for disaster. Partnerships are typically developed over time for a particular purpose and some may be for only a short time.However, there is an opportunity to grow an additional resource over time that can assist you and your community during times of disaster. Youmay be a small community bank and create a “reciprocal agreement” with another bank or business that should either be hit by disaster, the otherwill offer some space or resources for to use during recovery. Many have found that a community that partners together, recovers together faster,and everyone benefits. These partnerships can, and do, focus on disaster preparedness by working with other businesses interested in planningfor their own preparedness, sharing ideas and experiences, and frequently include working with your local government emergency managementorganization which has many resources and programs that can assist such efforts. These same partners may even want to take steps to createinitiatives together to make the community safer such as strengthening schools from a potential hazard. All of this can facilitate your ability to remainoperational and ease the impact in the community you serve and where your employees live. For now, track their contact information separately, buteventually some of these partners may shift to your Key Contact List, if they are not there already.PARTNERS / PARTNERSHIPS LISTPartnerOrganizationContact NameEmailWork PhoneMobile PhoneAlternate # oremailSocial Media Page/ Handle (e.g.Twitter, Facebook) 2017 Resilience in a Box
20EXTERNAL PEOPLEWhen looking at the people external to your business, it is fairlystraightforward who falls into this category, but they are importanttoo. These people support for your existing business operations, areimpacted by your reputation or brand, and could become a part of yourinternal operations such as a new customer.POTENTIAL CUSTOMERS are a group every business is targetingis some form or another. A significant cost is spent gaining thesecustomers and they can be difficult to acquire. About 44% of companieshave a greater focus on gaining new customers rather than on retentionof extant ones, which means there is a constant focus on this Externalgroup of people. There is no list to keep as they have not yet beenidentified, but it is important to keep this group in mind when it comesto disasters. When struck by an unplanned disruption, many companiesare so focused on recovery and the maintenance of existing customersthat they do not think of the new opportunities that a disaster can create.An untapped population may move into your
101 Workbook (101 Workbook) is an Intermediate level tool as it provides more detailed business readiness guidance, tips, and resources to a
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