Business Continuity Plan Template
Course 2
© State of Queensland, 2013. The Queensland Government supports and encourages the dissemination and exchange of its information. The copright in this pu!lication is licensed under a "reative "ommons #ttri!ution #ttri!ution 3.0 #ustralia $"" %&' licence.
(nder this licence ou are free, )ithout having to see* our permission, to use this pu!lication in accordance )ith the licence terms. &ou &ou must *eep intact the copright notice and attri!ute the State of Queensland as the source of the pu!lication. +ote Some content in this pu!lication ma have different licence terms as indicated. -or more information on this licence, visit httpcreativecom httpcreativecommons.orglicenses mons.orglicenses!3.0audeed.en !3.0audeed.en
© The State of Queensland (Open Learning Institute of TAFE) 20! $ersion% 2#&&2#'do*
"age #
Course 2
© State of Queensland, 2013. The Queensland Government supports and encourages the dissemination and exchange of its information. The copright in this pu!lication is licensed under a "reative "ommons #ttri!ution #ttri!ution 3.0 #ustralia $"" %&' licence.
(nder this licence ou are free, )ithout having to see* our permission, to use this pu!lication in accordance )ith the licence terms. &ou &ou must *eep intact the copright notice and attri!ute the State of Queensland as the source of the pu!lication. +ote Some content in this pu!lication ma have different licence terms as indicated. -or more information on this licence, visit httpcreativecom httpcreativecommons.orglicenses mons.orglicenses!3.0audeed.en !3.0audeed.en
© The State of Queensland (Open Learning Institute of TAFE) 20! $ersion% 2#&&2#'do*
"age #
Introduction
Contents
INTRODUCTION..................................................................................................1 INTRODUCTION.................................................................................................. 1
/eveloping a %usiness "ontinuit lan................................................................1 BUSINESS CONTINUITY PLAN....................................................................... PLAN....................................................................... ...1
/istri!ution ist.................................................................................................1 eferences and related documents.................................................................1 SECTION 1...........................................................................................................1
xecutive Summar $optional'..........................................................................1 4!5ectives.........................................................................................................1 Glossar............................................................................................................1 SECTION 2...........................................................................................................1
is* 6anagement lanning..................................................................................1 7nsurance..........................................................................................................1 /ata securit and !ac*up strateg...................................................................1 SECTION 3...........................................................................................................1
%usiness 7mpact #nalsis.....................................................................................1 %usiness 7mpact #nalsis.................................................................................1 SECTION 4...........................................................................................................1
7ncident esponse lan........................................................................................1 7mmediate esponse "hec*list........................................................................1 vacuation rocedures....................................................................................1 mergenc *it...................................................................................................1 oles and esponsi!ilities...............................................................................1 8e "ontact Sheet............................................................................................1 vent og..........................................................................................................1 SECTION 5...........................................................................................................1
ecover...............................................................................................................1 ecover lan..................................................................................................1 7ncident ecover "hec*list.............................................................................1
ecover contacts............................................................................................1 7nsurance claims...............................................................................................1 6ar*et assessment...........................................................................................1 SECTION 6...........................................................................................................1
ehearse, 6aintain and evie)...........................................................................1 Training schedule.............................................................................................1 evie) schedule...............................................................................................1
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Introdu*tion The purpose of developing a %usiness "ontinuit lan is to ensure the continuation of our !usiness during and follo)ing an critical incident that results in disruption to our normal operational capa!ilit. This guide )ill assist ou to underta*e a is* 6anagement lan and %usiness 7mpact #nalsis, and create 7ncident esponse and ecover lans for our !usiness.
+e,eloping a -usiness Continuit. "lan This template incorporates the revention, reparedness, esponse and ecover $' frame)or*. ach of the four *e elements is represented ! a part in the %usiness "ontinuit lanning rocess.
•
•
•
•
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revention 9 is* 6anagement planning - 7ncorporates the revention element that identifies and manages the li*elihood andor effects of ris* associated )ith an incident. reparedness 9 %usiness 7mpact #nalsis - 7ncorporates the reparedness element that identifies and prioritises the *e activities of a !usiness that ma !e adversel affected ! an disruptions. esponse : 7ncident esponse planning - 7ncorporates the esponse element and outlines immediate actions ta*en to respond to an incident in terms of containment, control and minimising impacts. ecover 9 ecover planning
- 7ncorporates the ecover element that outlines actions ta*en to recover from an incident in order to minimise disruption and recover times. ;e have also included a section titled ehearse, 6aintain and evie), )hich encourages ou to test, regularl revie) and update our %usiness "ontinuit lan to ensure that our staff are familiar )ith it, and that it reflects our changing !usiness needs. %usiness operators should use the follo)ing template as a guide to developing a %usiness "ontinuit lan. "ustomise it to suit our !usiness needs. The blue sample text is there to guide ou and can !e deleted after ou have completed the template. emem!er to save our document.
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Page 5
7nsert &our %usiness +ame
-usiness Continuit. "lan
Page 6
/ate < ____________________________________________
+istri/ution List To assist in updating and revising the plan, an up-to-date list of all plan locations and persons supplied with a copy of the plan should be included. Copy Number
Nme
Lo!"#o$
001 002 003 00= 00> 00?
eferen*es and related do*u1ents Include all documents that have a bearing on your Business Continuity lan. Do!ume$" T#"%e
Page 7
Se*tion Ee*uti,e Su11ar. (optional) !n executive summary is the plan in miniature "usually one page or shorter#. It should contain enough information for a reader to get ac$uainted with the plan without reading the full document. %epending on the si&e of your business and the length of your document, you may choose not to include an executive summary.
O/3e*ti,es 'b(ectives serve as a means of clarifying the purpose of your plan and should describe the intended result. !n example of plan ob(ectives are listed below) The ob(ectives of this plan are to) underta*e ris* management assessment • •
define and prioritise your critical business functions
•
detail your immediate response to a critical incident
•
•
detail strategies and actions to be ta*en to enable you to stay in business review and update this plan on a regular basis.
4lossar. This table provides a consistent and commonly agreed set of definitions for terms used in the plan. +ou should customise this list to suit your business. Business Continuity lanning Business Continuity lan Business Impact !nalysis ey business activities ecovery Time 'b(ective "T'#
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a process that helps develop a plan document to manage the ris*s to a business, ensuring that it can operate to the extent re$uired in the event of a crisisdisaster. a document containing all of the information re$uired to ensure that your business is able to resume critical business activities should a crisisdisaster occur. the process of gathering information to determine basic recovery re$uirements for your *ey business activities in the event of a crisisdisaster. those activities essential to deliver outputs and achievement of business ob(ectives. the time from which you declare a crisisdisaster to the time that the critical business functions must be fully operational in order to avoid serious financial loss.
esources
the means that support delivery of an identifiable output andor result. esources may be money, physical assets, or most importantly, people.
is* /anagement
is the process of defining and analysing ris*s, and then deciding on the appropriate course of action in order to minimise these ris*s, whilst still achieving business goals. • • • • • • • • • • • • • • •
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Se*tion 2 is5 6anage1ent "lanning +ou need to manage the risks to your business by identifying and analysing the things that may have an adverse effect on your business and choosing the best method of dealing with each of these identified ris*s. The $uestions to as* yourself are) 0hat could cause an impact1 • •
2ow serious would that impact be1
•
0hat is the li*elihood of this occurring1
•
Can it be reduced or eliminated1
!n example is provided in the following table for you.
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is5 6anage1ent "lan repared !.@@@@@@@@@@@@@@@@@@@@@/ate @@@@@@@@@@@ evie)ed ! @@@@@@@@@@@@@@@@@@@@.. /ate @@@@@@@@@@@ 8e &' ' + L
( ( ( (
&ery '#)* '#)* +e,#um Lo-
R#/ De!r#p"#o$0
Interruption to production processes
" ! p m I
, o o * # % e / # L
3
42
y " # r o # r P
2
Pree$""#e A!"#o$
-brea*down of *ey plant and e$uipment
Burglary
ensure ade$uate insurance cover in place including business interruption and general property
•
2
2
immediate access to personal resources whilst waiting for insurance payments
source alternative production site "if location and e$uipment have been damaged#
•
2
•
set up agreement with suitable supplier for 56 hour repairs and replacement for *ey plant and e$uipment
•
-damage to plant and e$uipment "e.g. fire#
Co$"#$)e$!y P%$
ensure ade$uate insurance cover in place including business interruption and general property including theft
•
•
*eep a list of sources for replacement propertye$uipment .
install alarm and video surveillance camera
•
•
•
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Insuran*e !s part of your ris* management plan you need to determine what types of insurance are available and put in place the insurance your business needs. I$ur$!e "ype
Po%#!y !oer)e
Business Interruption
Business interruption due to) •
fire
•
flood
•
theft
Po%#!y e!%u#o$
•
terrorism
•
tsunami
•
landslide
I$ur$!e !omp$y $, !o$"!"
L" re#e- ,"e
Pyme$" ,ue
7+8 Insurance, ! h) 9: ;999 9999
999999
!mount you pay and fre$uency. e.g. /onthly, yearly
erson
+ata se*urit. and /a*5up strateg. 2ow have you protected your data and your network "e.g. virus protection, secure networ*s and firewalls, secure passwords and data bac*up procedures#1 %etail your bac*up procedures in the table below. D" or b!/up
reue$!y o b!/up
B!/up me,# er#!e
Pero$ repo$#b%e
Customer database
0ee*ly
! erson
Page 12
B!/up pro!e,ure "ep
•
emove external drive from fire safe
•
Copy data from Customer database
•
eturn external drive to fire safe
Insuran*e !s part of your ris* management plan you need to determine what types of insurance are available and put in place the insurance your business needs. I$ur$!e "ype
Po%#!y !oer)e
Business Interruption
Business interruption due to) •
fire
•
flood
•
theft
Po%#!y e!%u#o$
•
terrorism
•
tsunami
•
landslide
I$ur$!e !omp$y $, !o$"!"
L" re#e- ,"e
Pyme$" ,ue
7+8 Insurance, ! h) 9: ;999 9999
999999
!mount you pay and fre$uency. e.g. /onthly, yearly
erson
+ata se*urit. and /a*5up strateg. 2ow have you protected your data and your network "e.g. virus protection, secure networ*s and firewalls, secure passwords and data bac*up procedures#1 %etail your bac*up procedures in the table below. D" or b!/up
reue$!y o b!/up
B!/up me,# er#!e
Pero$ repo$#b%e
Customer database
0ee*ly
! erson
B!/up pro!e,ure "ep
•
emove external drive from fire safe
•
Copy data from Customer database
•
eturn external drive to fire safe
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Se*tion # -usiness I1pa*t Anal.sis !s part of the Business Continuity Plan business owners should underta*e a Business Impact Analysis which will use the information in your is* /anagement lan to assess the identified ris*s and impacts in relation to critical activities of your business and determine basic recovery re$uirements. Critical activities may be defined as primary business functions that must continue in order to support your business. +ou need to identify) your critical business activities • •
what the impact to your business would be in the event of a disruption
•
how long could your business survive without performing this activity.
!s part of your Business Impact !nalysis you should assign ecovery Time 'b(ectives "T'# to each function. The T' is the time from which you declare a crisisdisaster to the time that the critical business function must be fully
Se*tion # -usiness I1pa*t Anal.sis !s part of the Business Continuity Plan business owners should underta*e a Business Impact Analysis which will use the information in your is* /anagement lan to assess the identified ris*s and impacts in relation to critical activities of your business and determine basic recovery re$uirements. Critical activities may be defined as primary business functions that must continue in order to support your business. +ou need to identify) your critical business activities • •
what the impact to your business would be in the event of a disruption
•
how long could your business survive without performing this activity.
!s part of your Business Impact !nalysis you should assign ecovery Time 'b(ectives "T'# to each function. The T' is the time from which you declare a crisisdisaster to the time that the critical business function must be fully operational in order to avoid serious financial loss. The following $uestions may assist you to determine your critical activities.
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1. 7n the follo)ing ta!le, list the !usiness activities that must !e performed to ensure our !usiness continues to operate effectivel. 7f ou have a num!er of !usiness unitsdepartments, complete one ta!le for each. 1 2 3 =
roduction services
2. -or each !usiness activit listed a!ove, complete the follo)ing %usiness #ctivit +ame roduction =ervices %usiness #ctivit /escription roduction of customised widgets for individual customer orders. a' ;hat are the losses if this !usiness activit could not !e providedA oss of evenue B:,>99 per wee* 7ncreased "osts B?! Staffing roduction staff numbers will need to be reduced. roductservice ?umber of widgets available for sale will be reduced until production resumes. -ines or penalties due to missed deadlines ?! egal lia!ilit, personal damage, pu!lic harm ? # oss of good )ill, pu!lic image 0ill occur if unable to meet current client orders. "omments Current stoc*s will meet demands for up to 5 wee*s. !' -or )hat maximum amount of time could this !usiness activit !e unavaila!le $either 100C or partial' !efore the losses )ould occurA <<<<<<<<<<<<<<<<<<<<<<< hrs <<<<<<<<<<<<<<<<<<<<<<
)ee*s
<<<<<<<<<<<<<<<<<<<<<<
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c' /oes this activit depend on an outside services or products for its successful completionA NO
YES – 7f es, chec* one of the follo)ing
Sole Supplier
6a5or Supplier
6an #lternate Suppliers
"omments If production is lost, standing order with the supplier will need to be ad(usted to prevent build-up of excess widget material. d' 4n a scale of 1 to > $1 !eing the 6ost 7mportant, > !eing the east 7mportant', )here )ould this !usiness activit fall in terms of !eing important to the operation of our department or !usinessA
9 1
9
2
9
3
9
=
9
>
"omments 0idgets production is the primary activity of the business.
"ompleted % <<<<<<<<<<<<<<<<<<<<<<<<<<
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/ate <<<<<<<<<<<<<<
-usiness I1pa*t Anal.sis Cr#"#!% Bu#$e A!"##"y
De!r#p"#o$
roduction services
roduction of customised widgets for individual customer orders.
Pr#or#"y
2igh
Imp!" o %o
RTO
"describe losses in terms of financial, staffing, loss of reputation etc#
"critical period before business losses occur#
• •
•
•
•
reduced @:,>99 revenue per wee* build up of stoc* and inventory related to slow down in orders for design and production services customers will source alternate suppliers unable to meet business overheads eg rent, staff wages potential (ob losses "after 5 wee*s#.
5 wee*s
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Se*tion ! In*ident esponse "lan This is to prepare you for a timely response to critical incidents and reduce the impact of those incidents on your previously identified business operations. It also prepares *ey personnel to provide an effective response to ensure minimal disruption to operations in the event of emergency. The following provides an example of the type of information, including chec*lists, you might include when planning your response to a critical incident. These together would form your Incident Response Plan.
I11ediate esponse Che*5list INCIDENT RESPONSE
Dave ou assessed the severit of the incidentA
• •
evacuated the site if necessarA
ACTIONS TA7EN
Se*tion ! In*ident esponse "lan This is to prepare you for a timely response to critical incidents and reduce the impact of those incidents on your previously identified business operations. It also prepares *ey personnel to provide an effective response to ensure minimal disruption to operations in the event of emergency. The following provides an example of the type of information, including chec*lists, you might include when planning your response to a critical incident. These together would form your Incident Response Plan.
I11ediate esponse Che*5list INCIDENT RESPONSE
Dave ou assessed the severit of the incidentA
• •
evacuated the site if necessarA
•
accounted for everoneA
•
identified an in5uries to personsA
•
contacted mergenc ServicesA
•
implemented our 7ncident esponse lanA
•
started an vent ogA
•
activated staff mem!ers and resourcesA
•
appointed a spo*espersonA
•
gained more information as a prioritA
•
!riefed team mem!ers on incidentA
•
allocated specific roles and responsi!ilitiesA
•
identified an damageA
•
identified critical activities that have !een disruptedA
•
*ept staff informedA
•
contacted *e sta*eholdersA
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ACTIONS TA7EN
•
•
understood and complied )ith an regulatorcompliance reEuirementsA initiated mediapu!lic relations responseA
E,a*uation "ro*edures +ou need to have appropriate evacuation procedures that cater for both staff and visitors. These procedures should be stored in a place accessible to all staff. The ob(ective of an evacuation plan is to provide a set of procedures to be used by site occupants in the event of a critical incident. +ou should) start with a floor plan of the site • • •
•
•
•
clearly identify the location of emergency exits develop strategies for providing assistance to persons with disabilities ma*e sure that everyone *nows what to do if evacuation is necessary select and indicate a meeting place "evacuation point# away from the site test the plan on a regular basis.
E1ergen*. 5it If there is damage to the building or if it must be evacuated and operations need to be moved to an alternative location, the emergency *it can be pic*ed-up and $uic*ly and easily carried off-site or alternatively stored safely and securely off-site. %ocument within your plan what is contained within your emergency *it and when it was last chec*ed. Items that you may wish to include are) Do!ume$"0
•
%usiness "ontinuit lan : our plan to recover our !usiness or organisation in the event of a critical incident. ist of emploees )ith contact details : include home and mo!ile num!ers, and even e9mail addresses. &ou ma also )ish to include next9of9*in contact details. ists of customer and supplier details.
•
"ontact details for emergenc services.
•
"ontact details for utilit companies.
•
•
•
Page 18
%uilding site plan $this could help in a salvage effort', including location of gas, electricit and )ater shut off points.
•
vacuation plan.
•
atest stoc* and eEuipment inventor.
•
7nsurance compan details.
•
-inancial and !an*ing information.
•
ngineering plans and dra)ings.
•
roduct lists and specifications.
•
-ormulas and trade secrets.
•
ocal authorit contact details.
•
Deaded stationer and compan seals and documents.
Eu#pme$"0 •
"omputer !ac*9up tapesdis*s(S% memor stic*s or flash drives.
•
Spare *essecurit codes.
•
Torch and spare !atteries.
•
DaFard and cordon tape.
•
6essage pads and flip chart.
•
6ar*er pens $for temporar signs'.
•
General stationer $pens, paper, etc'.
•
6o!ile telephone )ith credit availa!le, plus charger.
•
/ust and toxic fume mas*s.
•
/isposa!le camera $useful for recording evidence in an insurance claim'.
?otes) •
•
•
/a*e sure this pac* is stored safely and securely on-site and off- site "in another location#.
This list is not exhaustive, and you should customise it to suit your business.
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oles and esponsi/ilities This table allows you to assign responsibility for completion of each tas* to one of your designated roles. +ou will then assign each role, or multiple roles, to one or more staff members and assign bac*-up staff as appropriate. The staff members involved should then be given this table in order to understand their roles and as a tas* assignment list for completion of preemergency planning and emergency tas*s. +ou should customise this table to suit your businessAs needs and structure. ROLE
DESIGNATED EMPLOYEES
ALTERNATE
Team 3eader
+ame Bill =mith "ontact 7nformation 9699 999 999
+ame ohn ones "ontact 7nformation 9699 99 99
ensure the Business Continuity lan has been activated
•
oversee smooth implementation of the response and recovery section of the plan
•
determine the need for and activate the use of an alternate operation site and other continuity tas*s
• • •
communicate with *ey sta*eholders as needed provide important information to the Communication 'fficer for distribution *eep *ey staff apprised of any changes to situation.
ROLE
DESIGNATED EMPLOYEES
ALTERNATE
Title
+ame "ontact 7nformation
+ame "ontact 7nformation
ROLE
DESIGNATED EMPLOYEES
ALTERNATE
Title
+ame "ontact 7nformation
+ame "ontact 7nformation
Page 20
7e. Conta*t Sheet Contact List Internal Dse this table to document your staff emergency contact details.
Contact number/s
Email
Responsibiliti es
- Bill =mith
9699 999 999 9699 99 99
Bill.=mithEwidgets.net.au
BC Team 3eader !lternate BC Team 3eader
- ohn ones
ohn.onesEwidgets.net.au
Contact List !"ternal Dse this table to document external services "including
Page 21
Contact number/s
E,ent Log Dse the
T#me
I$orm"#o$ De!##o$ A!"#o$
999
9G99 hrs
!ctivate Business Continuity lan.
Page 22
I$#"#%
T3
Se*tion 8 e*o,er. Recovery is the return to your pre-emergency condition. erforming your critical activities as soon as possible after a critical incident is your primary focus.
+ou should complete this table with the intention of supporting recovery in Hworst caseA scenarios. It can then be modified according to the degree of loss to your business. The recovery process includes) developing strategies to recover your business activities in the $uic*est possible time identifying resources re$uired to recover your operations •
• • •
documenting your previously identified T'As listing the persons who have responsibility for each tas* and the expected completion date.
!n example is provided for you in the table following.
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e*o,er. "lan Cr#"#!% Bu#$e A!"##"#e
Pree$""#eRe!oery A!"#o$
roduction =ervices - halted
•
•
•
• •
re-assess financial position of business including cash flows due to loss of revenue to meet minimal overheads minimise overheads review expenses and develop plan of action to reduce fixed and variable overheads include reduction of casual and permanent staff hours negotiate with suppliers to prevent build-up of materials and reduce costs source alternative production site diversify product range and services offered e.g. repairs and restoration.
Reour!e Reu#reme$" Ou"!ome •
•
•
•
put aside cash reserves to cover costs reduce costs where able research new products and services identify alternative production site.
Re!oery T#me Ob8e!"#e
5 wee*s
Repo$#b#%#"y
Business owner operator
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In*ident e*o,er. Che*5list +ou will need to customise this list to include information specific to your business. INCIDENT RESPONSE
+o) that the crisis is over have ou •
refocused efforts to)ards recoverA
deactivated staff mem!ers and resources as necessarA
continued to gather information a!out the situation as if effects ouA
assessed our current financial positionA
revie)ed cash reEuirements to restore operationsA
•
contacted our insurance !ro*ercompanA
•
developed financial goals and timeframes
•
•
•
•
ACTIONS
Comp%e"e,
999
In*ident e*o,er. Che*5list +ou will need to customise this list to include information specific to your business. INCIDENT RESPONSE
+o) that the crisis is over have ou •
refocused efforts to)ards recoverA
deactivated staff mem!ers and resources as necessarA
continued to gather information a!out the situation as if effects ouA
assessed our current financial positionA
revie)ed cash reEuirements to restore operationsA
contacted our insurance !ro*ercompanA
developed financial goals and timeframes for recoverA
•
*ept staff informedA
•
*ept *e sta*eholders informedA
identified information reEuirements and sourced the informationA
•
set priorities and recover optionsA
•
updated the ecover lanA
captured lessons learnt from our individual, team and !usiness recoverA
•
•
•
•
•
•
•
•
Page 25
ACTIONS
e*o,er. *onta*ts Include all of the organisationspeople that will be essential to the recovery of your business. Co$"!" Type
I$ur$!e
Or)$#"#o$ Nme
7+8 Insurance
Co$"!"
T#"%e
P*o$e+ob#%e $umber
% =mith
Claims !dvisor
9699 999 999
Te%ep*o$e#$"er$e" er#!e pro#,er B$/bu#%,#$) o!#e"y Supp%#er 9+#$: Supp%#er 9B!/up: A!!ou$"$" L-yer DEEDI Re)#o$% Dee%opme$" O#!er
Page 26
Insuran*e *lai1s 0hat insurance policies have you claimed for1 I$ur$!e !omp$y
D"e
De"#% o !%#m
!BC Insurance
999999
o%%o-;up !"#o$
!ctions re$uired by the insurer to process claim, eg photos, damage estimates
6ar5et assess1ent 3ist any areas of you mar*et that have changed due to the i ncident. +r/e" !*$)e
Imp!" "o bu#$e
Bu#$e op"#o$
0hat has changed in the mar*et1
0hat impact will the mar*et changes have on your business1
2ow can your business adapt to suit these new mar*et conditions1
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Insuran*e *lai1s 0hat insurance policies have you claimed for1 I$ur$!e !omp$y
D"e
De"#% o !%#m
!BC Insurance
999999
o%%o-;up !"#o$
!ctions re$uired by the insurer to process claim, eg photos, damage estimates
6ar5et assess1ent 3ist any areas of you mar*et that have changed due to the i ncident. +r/e" !*$)e
Imp!" "o bu#$e
Bu#$e op"#o$
0hat has changed in the mar*et1
0hat impact will the mar*et changes have on your business1
2ow can your business adapt to suit these new mar*et conditions1
Page 27
Se*tion 9 ehearse: 6aintain and e,ie; It is critical that you rehearse your plan to ensure that it remains relevant and useful. This may be done as part of a training exercise and is a *ey factor in the successful implementation of the plan during an emergency. +ou must also ensure that you regularly review and update your plan to maintain accuracy and reflect any changes inside or outside the business. The following points may help) ! training schedule must be prepared for all people who may be involved in an emergency at the site. ay attention to staff changes. •
• • •
•
It is best to use staff titles rather than names. If you change your organisational structure or supplierscontractors this must be amended in your plan. !fter an event it is important to review the performance of the plan,
