BCP Template Reference Guide - Calgary

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FOREWORDThe 2013 southern Alberta floods had a significant impact on the businesscommunity in Calgary. Many businesses were forced to close temporarily asthey cleaned up, while a small number were impacted so severely that theywere unable to resume their business operations altogether.The Calgary Emergency Management Agency (CEMA) recognizes theimportance of the business sector as an essential member of the Calgarycommunity. The resumption of business activities is a critical component ofoverall community recovery following a disaster.The 2013 floods were a call to action for both the business sector and TheCity of Calgary. The flood highlighted the need for businesses to be furtherprepared in advance of a major event causing disruption to business activities.A disruption can be large, such as the flood event, or it can be as simple as asystem failure interrupting important business data. This business continuityguide was developed to assist small- and medium-sized businesses plan forthe continuity and resumption of business operations following a disruption.This guide is a coordinated and cooperative effort between CEMA and theCalgary Chamber of Commerce. CEMA believes that this exciting partnershipwith the business community is a significant step in ensuring that Calgarybusinesses are well-served and well-prepared for any future challenges.2Business Continuity Reference Guidecalgary.ca/cema

DIRECTIONS1. Use this reference guide to assist you in completing the BusinessContinuity Template (available for download at calgary.ca/cema).2. Examples are written in BLUE text.3. Fill out the Business Continuity Plan Template.4. Create duplicates and/or expand sections as needed (e.g. ActionPlan Template, Exercise Log).5. Save and print your Business Continuity PlanLIST OF ABBREVIATIONSAEMAAlberta Emergency Management AgencyBCPBusiness Continuity PlanBCMBusiness Continuity ManagerCEMA3Calgary Emergency Management AgencyDRPDisaster Recovery ProgramRTORecovery Time ObjectiveUPSUninterruptible Power SupplyBusiness Continuity Reference Guidecalgary.ca/cema

INTRODUCTIONThere are five steps to developing an effective Business Continuity Plan:An effective Business Continuity Plan should align to the nature of your businessand its operations. Accordingly, the user is encouraged to customize thistemplate to meet their business’s needs.4Register your business with Calgary Chamber’sEmergency Business Contact Database to receiverelevant alerts during an emergency.CalgaryChamber.com/EmergencyBusiness Continuity Reference Guidecalgary.ca/cema

CONTENTSFOREWORD . 2DIRECTIONS . 3LIST OF ABBREVIATIONS . 3INTRODUCTION. 4BUSINESS CONTINUITY PLAN INFORMATION . 9REVISION LIST . 9DISTRIBUTION LIST . 9VITAL INFORMATION . 10Staff Contact Numbers . 10Emergency Contact List . 11Supplier Contact List . 11Business Continuity Reference Guidecalgary.ca/cema5

Customer Contact List . 12Associated Policies, Documents, and Procedures . 12STEP ONE: ANALYZE YOUR BUSINESS . 13Employee Roles and Responsibilities . 14Key Business Functions . 15Recovery Time Objective (RTO) . 15Impact . 16STEP TWO: ASSESS THE RISKS . 17Security . 18Cyberattack . 18Fraud . 18Personnel . 18Pandemic . 18Severe Weather . 19Operational . 19External dependencies . 19Infrastructure . 20Fire . 20Power Outage . 20Risk Matrix. 21Calculations . 22STEP THREE: DEVELOP STRATEGIES . 23Cross-Training and Succession Planning . 23Alternative Suppliers . 23Business Continuity Reference Guidecalgary.ca/cema6

Power Failure Strategy . 23Uninterruptible Power Supply (UPS) . 23Power Generators . 24Implement Redundancies. 24IT Considerations . 24Cloud Storage and Computing . 24Backup Data Regularly . 25Password Access . 25Human Resource Management . 25Include your Staff . 25Employee Safety and Well-being . 25Monitor Mental Health . 26Communication is Key . 26Reputation Management . 26Donate Money . 26Donating Service and/or Equipment . 26Donating your Employees’ Time. 27Never Raise Prices . 27Communications Considerations . 27Disruption Event Log . 27Mutual Aid Agreements . 27Emergency Telecommuting. 28Social Media in Crisis Communications . 28Disaster Recovery Programs (DRP) . 29STEP FOUR: MAKE A PLAN . 32Action Plan Template . 32Business Continuity Reference Guidecalgary.ca/cema7

Establish a Business Continuity Manager (BCM). 34Workplace Emergency Response Plan . 35Shelter-In-Place . 35Evacuation Procedures and Routes . 35Build a 72-hour kit . 37Lockdown . 38Fire Suppression . 39STEP FIVE: EXERCISE YOUR PLAN . 41Exercise Process. 41Types of Exercises . 41Workshops . 41Tabletop . 42Full-Scale . 42Exercise Log . 42STAY INFORMED . 45Business Continuity Reference Guidecalgary.ca/cema8

BUSINESS CONTINUITY PLAN INFORMATIONCOMPANY NAMEBUSINESS CONTINUITY MANAGERCONTACT INFORMATIONALTERNATE MANAGERCONTACT INFORMATIONBUSINESS CONTINUITY PLANLOCATIONTasty Fine FoodsKelvin Behram, Business Owner(403) 999 – 5555, Kelvin.Behram@tastyfinefoods.comKristina Lucas, Executive Administrator(403) 555 – 5555,Kristina.Lucas@tastyfinefoods.comHead Office, #99 George Drive SW, Calgary, AB T3T3T3REVISION LISTA Business Continuity Plan (BCP) requires regular updating and maintenance. Therevision list contains the detailed changes and amendments made to the BCP.REVISIONNUMBERDETAILSREVISED BYREVISION DATE01First version releaseKelvin BehramAugust 15, 201302Updated the employee contact listKristina LucasSeptember 25, 2013DISTRIBUTION LISTThe BCP must include a distribution list. All parties involved such as co-owners,partners, board members, managers, and employees should have a copy of the plan.NAMEDETAILSDATEKelvin BehramBCMJuly 03, 2014Kristina LucasAlternate BCMJuly 03, 2014Calgary Small BusinessAssociation (CSBA)Copy at CSBA Head OfficeJuly 03, 2014Business Continuity Reference Guidecalgary.ca/cema9

VITAL INFORMATIONIt is important to have your business’s vital information at the front of your BCP.In the event of a business disruption, you will not have to waste valuable timescanning through the entire document to obtain vital information such as keycontacts and insurance information.BUSINESS LICENCE NUMBER105 – 5555 - CGYINSURANCE POLICY NUMBERVND – 0455 - 555CRITICAL PAPER RECORDSLOCATIONBehram Residence, #20 Green St SW,Calgary, AB T3V V3VBACK-UP COMPUTER RECORDSLOCATIONDropbox.com (login info with BCM andalternate BCM)STAFF CONTACT NUMBERSIn the event of a disruption, you may need to notify your staff on what to do next.NAMETITLEPHONE #1PHONE #2Kristina LucasExecutive Administrator(403) 555 – 5555(403) 555 – 5554Roland AdaezeRetail Sales Manager(403) 201 – 5555(403) 201 – 5554Caitlyn TeofiloCorporate Sales Manager(403) 202 – 5555(403) 202 – 5554George CommonsSales Associate(403) 203 – 5555(403) 203 – 5554Katie LanderSales Associate(403) 204 – 5555(403) 204 – 5554Brian PetrosDelivery Driver(403) 205 – 5555(403) 205 – 5555Lubomir TzitovShipping and ReceivingManager(403) 208 – 5555(403) 208 – 5554Business Continuity Reference Guidecalgary.ca/cema10

EMERGENCY CONTACT LISTCreate an emergency contact list of your business’s service providers which youmay need during a disruption. This list should include contacts such as thebuilding manager, landlord, utilities, insurance, and security.Alberta HealthLink cananswer medicalquestions whenlife is not indanger.NAMETITLEPHONE #1Fire, Police, AmbulanceEmergency Services9-1-1Poison Control Centre1-800-332-1414Alberta Health Link1-866-408-5465(LINK)PHONE #2Jason RaymondHead Office, BuildingManager(403) 301 – 5555(403) 301 – 5554Safeguard SecurityHead Office, BuildingSecurity(403) 305 – 5555(403) 305 – 5554Fariha GebhardSunset Farmers Market,Landlord and Security(403) 302 – 5555(403) 302 – 5554ENMAXElectricity, power outages(403) 514 – 6100(403) 310 – 2010Disaster SolutionsDisaster Restoration,Clean-up(403) 304 – 5555(403) 304 – 555411SUPPLIER CONTACT LISTYou may need to notify your suppliers in the event of a disruption. Alternatively,you may need to contact a secondary supplier in case your primary supplier alsosuffers a disruption.NAMECOMPANYPHONE #1PHONE #2Eugene MackenzieMission G, Chicken Supplier(403) 562 – 5555(403) 562 – 5554Kristi FergusonCorex, Beef Supplier(403) 563 – 5555(403) 563 – 5554Isabela AraujoFSC Seafoods, SeafoodSupplier(403) 564 – 5555(403) 564 – 5554Business Continuity Reference Guidecalgary.ca/cema

CUSTOMER CONTACT LISTList the customers who may need and expect personal notification from yourcompany. In a disruption, contacting your important clients exhibits good customerservice and can help you retain their business when your operations resume.Consider giving your customers an alternative solution if your company is unable toprovide its products and services.NAMECOMPANYPHONE #1PHONE #2Costante NapolitaniCattleshack Restaurant(403) 800 – 5555(403) 800 – 5554Peter JarvinenIvy Rooftops(403) 801 – 5555(403) 801 – 5554James BadenBaden Lounge(403) 802 – 5555(403) 802 – 5554Jeffery WalkerGreenview Island(403) 803 – 5555(403) 803 – 5554Xiuxiu SungParamount Foods(403) 804 – 5555(403) 804 - 5554ASSOCIATED POLICIES, DOCUMENTS, AND PROCEDURES12Your Business Continuity Plan may need to reference other documents such as acrisis communications plan, equipment manuals, troubleshooting instructions, andinsurance policies. These documents should be listed in this section to allow forquicker access during a disruption.FILELOCATIONDATE UPDATEDInsurance PoliciesBox #72, Knox StorageJune 24, 2014Business LicenceHead Office, Tasty Fine FoodsJune 24, 2014Alberta Health LicenceHead Office, Tasty Fine FoodsJune 24, 2014XEROX X4220 Printer ManualHead Office, Tasty Fine FoodsFebruary 2011Master Customer ListBox #72, Knox StorageAugust 13, 2013Business Continuity Reference Guidecalgary.ca/cema

STEP ONE: ANALYZE YOUR BUSINESSUnderstanding your business is the most important step in developing a BusinessContinuity Plan. Before continuity strategies can be developed, a thorough andcomprehensive analysis of your business must be undertaken. Analyzing yourbusiness will help you understand which people, processes, and equipment arenecessary to your day-to-day operations. Consider the following questions tofacilitate further discussion:What is the purpose of your business?Tasty Fine Foods sells frozen gourmet fine foods. We sell conscious, healthy, and sustainablefood options to all our customers.What products and services do you provide?We sell organic chicken, grass-fed beef, and sustainable seafood.How do you provide your products and services (e.g. web store, shop, delivery)?Tasty Fine Foods has a retail store at Sunset Farmers Market. Our corporate customers contactour head office to place their orders. We also offer a free delivery service to all our customers.Do your service providers have Business Continuity Plans in place?Mission G, Chicken Supplier – No BCPCorex, Beef Supplier – No BCPFSC Seafoods, Seafood Supplier – BCP under developmentBusiness Continuity Reference Guidecalgary.ca/cema13

What are your resource requirements (e.g. suppliers, equipment, records)?Computers, internet, landline, sales and shipping records, inventory, delivery van, industrialfreezers, and food vacuum sealers. Our storage freezers are located at our head office.Who is involved in the daily operations (e.g. employees, suppliers)?Management, sales staff, food suppliers, shipping and receiving, and delivery drivers are thepeople involved in our day-to-day activities.Who are your customers?A majority of our customers are Sunset Farmers Market patrons. Tasty Fine Foods alsosupplies a few Calgary gourmet restaurants.14EMPLOYEE ROLES AND RESPONSIBILITIESPOSITIONROLES AND RESPONSIBLITIES In charge of managing the retail sales store and its daily operations.Setting daily sales targets.Ensures that customers receive great service. In charge of all corporate sales operations.Manages existing corporate customers and sources out potentialcorporate customers.Sales Associate All Sales Associates work at the Sunset Farmers Market location.Provides the customers excellent customer service.Point-of-sale operator.Delivery Driver Delivers our frozen gourmet products directly to our customers’ doors.Shipping andReceiving Receives inventory shipments from our food suppliers.Maintains the inventory.Provides the delivery driver with the products. Packages food whenrequired.Retail SalesManagerCorporate SalesManagerBusiness Continuity Reference Guidecalgary.ca/cema

KEY BUSINESS FUNCTIONSCreate an inventory of the different business functions that are necessary for yourday-to-day operations. Key business functions may include people, processes,and equipments. In the table below, describe the minimum resource requirements(e.g. personnel, equipments, suppliers) for the key business functions. This willassist you in understanding which resources are integral to your operations.BUSINESS FUNCTIONSTAFF REQUIREMENTSSales Managers, SalesAssociatesRESOURCE REQUIREMENTSComputer, landline, customercontact list, printer, emailDeliveryDelivery DriverRefrigerated van, fuel, GPSShipping and ReceivingShipping and Receiving ManagerComputer, landline, sales anddelivery records, vacuum sealersFood StorageShipping and Receiving ManagerRefrigerators, electricitySalesRECOVERY TIME OBJECTIVE (RTO)Assume the complete loss of business functions in the table below. Determine themaximum amount of time that these business functions can be interrupted. Thistimeframe is called the Recovery Time Objective (RTO). The goal is to have thesebusiness functions operational within the specified RTO.The results will assist you in prioritizing the key business functions that are criticalto your business operations. Prioritize your planning from the most ( 24 hours) toleast critical (1 month).BUSINESSFUNCTION 24 HRS1 MONTH PrinterHead OfficeFacilities2 WEEKS Sales and DeliveryRecordsDelivery Van1 WEEK InternetFood Storage72 HRS ComputersLandline48 HRS Business Continuity Reference Guidecalgary.ca/cema15

IMPACTDescribe the potential impacts of being unable to resume the business functionwithin the specified RTO. Potential impacts may be financial, organizational,operational, and social. This will underline the severity of the loss of key businessfunctions to your business operations.BUSINESS FUNCTIONComputersLandlineInternetDeliveryFood StorageShippersPrinterShipping and ReceivingPOTENTIAL IMPACTS Backlog of sales and shipping transactions.May cause an inventory issue.Operational difficulties. Unable to receive orders and communicate with customersand suppliers.May damage business reputation and cause financialrepercussions. Unable to receive e-mails may affect customer service anddamage business reputation. Unable to deliver products.Can severely damage business reputation and causefinancial repercussions. All the inventory rely on frozen storage, they will go bad after12 hours without refrigeration. Unable to deliver product to customers.Will damage business reputation and cause financialrepercussions. Backlog of sales and shipping records.Operational difficulties. Unable to package products.Unable to send and receive products.Will damage business reputation and cause financialrepercussions.NOTES:Landline has an RTO of less than 24 hours. A lot of our daily business operations rely on thelandline, this should be addressed.Tasty Fine Foods is considering launching a webstore. Investigate new risks involved.Shipping and Receiving has an RTO of 48 hours. Department only has one staff. Need toconsider options.Business Continuity Reference Guidecalgary.ca/cema16

STEP TWO: ASSESS THE RISKSCalgary is exposed to different types of risks such as natural hazards, humancaused hazards, and technological hazards. Each potential risk carries uniqueneeds which may require special planning.17The following demonstrates the risks and hazards that your business may bevulnerable to. Assess each risk and imagine how they could potentially affect yourability to continue operating.Business Continuity Reference Guidecalgary.ca/cema

SECURITYSmall businesses are prone to traditional security risks such as theft, vandalism,and fraud. However, the increasing use of technology in daily business operationshas made small businesses more vulnerable to cybersecurity risks such ascyberattack and online fraud.CyberattackTechnology is increasingly becoming an essential component ofbusiness operations. Today, almost any traditional crime can becommitted with the help of technology. In 2013, cybercrimeaccounted for more than 400 billion on the global economy.According to Net Losses: Estimating the Global Cost ofCybercrime, a report by the Center for Strategic & InternationalStudies (CSIS), cybercrime costs Canada approximately 0.17 percent of the national GDP.FraudThere is a misconception that only larger companies are vulnerableto fraud. Due to fewer resources, small businesses are especiallyvulnerable to fraud. According to the Association of Certified FraudExaminers (CFE), nearly half of all small businesses experiencefraud. Moreover, according to the Canadian Federation ofIndependent Business (CFIB, 2014), the average annual cost offraud on B.C. small and medium-sized businesses is over 7,500.Fraud in small businesses may include billing schemes, chequetampering, skimming schemes, and payroll fraud.PERSONNELEmployees are a company’s greatest asset. As they are involved in everybusiness operation, the potential financial and operational impacts of a workforcedisruption is high. Not all personnel risks can be mitigated, but awareness canreduce the risk.PandemicConsider a pandemic where a majority of your employees areunable to report to work. How will your business continueoperating? According to the Congressional Budget Office (CBO,2006), there have been three influenza pandemics since 1900including the most recent H1N1 flu pandemic. Moreover, CBOpredicts that approximately 30 per cent of employees wouldBusiness Continuity Reference Guidecalgary.ca/cema18

become ill and miss an average of three weeks of work.Additionally, more employees may miss work to care for theirchildren and family members.SEVERE WEATHERSevere weather can develop at any time of the year. It has the potential to affectyour business operations, employees, suppliers, and customers. Different severeweather events have unique impacts and may require specific planning. Thefollowing are notable severe weather events in Calgary and their financialimplications: 2013 Alberta floods: 6 billion2012 Calgary hail and wind storms: 522 million2011 Calgary wind storm: 225 million2010 Calgary hail storm: 400 million2004 Alberta floods: 400 millionThe Institute forCatastrophicLoss Reduction(ICLR) predictsthat Alberta willsee a 10%increase insevere weatherevents by 2050.Severe weather can severely impact your business operations. It can directly harmyour equipment such as a hailstorm damaging your business’s vehicle fleet or aflood spoiling your inventory. More importantly, it has the potential to cascade intoother disruptive events such as power outages and road closures.19OPERATIONALOperational interruptions include disruptions to supply chain, transportation, IT, andtelecommunications. These interruptions can severely affect your businessoperations.External dependenciesAlthough you may have increased your company’s resilience byinvesting the time to engage in business continuity planning, theexternal service providers you rely on could also experience adisruption. These are called external dependencies. It isimportant to identify these dependencies and plan accordingly incase of a disruption.For instance, if your supplier experiences a disruption and isunable to deliver supplies, it is ideal to have a secondary supplierin place to ensure the continuity of operations.Business Continuity Reference Guidecalgary.ca/cema

INFRASTRUCTUREEvery business has physical infrastructure critical to business operations. This caneither be an office where business operations are managed, or a commercialspace where your products and services are served to your customers. Theselocations are vulnerable to infrastructure disruptions such as fire, hazardousmaterials incidents, power outages, and loss of utilities which can severely affectyour business operations.FireFire is a common occurrence in the City of Calgary. Although thesize and impact of these incidents ranges dramatically, they aredealt with every day. In 2012, the Calgary Fire Department (CFD)responded to 1,877 fires. This was an increase of 3.5 per centfrom the previous year and also experienced an 85.7 per centincrease in explosion calls as compared to 2011.Power OutagePower outages are a frequent occurrence in the City of Calgary.For many reasons, power outages can suddenly occur for anunknown length of time. Power outages can cause significantharm to your business such as loss of critical data, dropped salesor service calls, damage to equipment, theft, loss of product or abatch of materials, and environmental safety risks.Business Continuity Reference Guidecalgary.ca/cema20

RISK MATRIXRisks and hazards have different severities and likelihood of occurring. Considerthe different hazards in the previous page and use the risk assessment matrixbelow to assess the potential hazards to your business.21Business Continuity Reference Guidecalgary.ca/cema

CalculationsTo calculate the risk level, multiply the hazard’s likelihood value bythe severity value (likelihood x severity risk level). Prioritize yourplanning based on the risk value.HAZARDRISK LEVELPLANNING MEASURESPower Outage4 (Very Likely) x 4(Major) 16 (Extreme)Develop a power failurestrategySupply ChainDisruption3 (Likely) x 4 (Major) 12 (High)Source alternative suppliersTelecommunicationsDisruption3 (Likely) x 3 (Serious) 9 (High)Implement landline and/orcellphone redundancies, callforwardingFire2 (Unlikely) x 4 (Major) 8 (High)Fire safety planning, service fireextinguishers and detectorsFraud2 (Unlikely) x 3 (Serious) 6 (Medium)Perform semi-annual inventory,perform a random audit of salestransactionsNOTES:22Kelvin Behram and Kristina Lucas will follow-up on these planning measures.Contact landline provider to follow-up on optionsPerform an audit for the last business yearConsider purchasing a generatorBusiness Continuity Reference Guidecalgary.ca/cema

STEP THREE: DEVELOP STRATEGIESIn an ideal world where finances are unlimited, it would be possible to implement aperfect business continuity solution. However, in normal business practice, it is essentialto strike a balance between cost and the speed of recovery. Many business continuitystrategies are easy and cost-effective to implement. These strategies may involve asimple phone call to a potential secondary supplier or developing mutual aid agreementswith other organizations. The following are a range of

The 2013 southern Alberta floods had a significant impact on the business community in Calgary. Many businesses were forced to close temporarily as . Use this reference guide to assist you in completing the Business Continuity Template (available for download at calgary.ca/cema). 2. . comprehensive analys

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