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Business Continuity Planning Hazards, Assessments and Analyses

Posted on Thu, Oct 11, 2012

Man made and naturally occurring risks and hazards can have an enormous impact on companies and their ability to operate. As a result, site-specific hazards with the potential to cause injury, damage facilities, or adversely affect the environment should be identified through a risk assessment and incorporated in subsequent emergency planning procedures and business continuity plans

Company assets are continually in jeopardy from potential threatening scenarios. Once risks are identified, mitigation measures can be implemented and emergency scenarios can be addressed. The chart below offers examples of hazards, assets at risk, and potential impacts created by those threats to existing hazards.

Assessment chart (Image provided by Ready.gov: http://www.ready.gov/risk-assessment)

Details of the Risk Analysis

All management levels should take an interest in their company’s risk management program. In order to plan for emergencies and mitigate as necessary, potential risks and hazards must be identified and evaluated. Risk recognition can occur through many paths, including inspections, audits, and job hazard analyses. However, a detailed risk analysis should include, but is not limited to the following:

  • Identify site-specific assets: Assets are unique to each specific industry, company, and site. (See “Assets at Risk” list on the chart above)
  • List hazards that corresponds with each asset:: (See “Potential Hazard” list on the chart above) Multiple hazards may be applicable to a singular asset.
  • Impact and probability factors:  For each hazard consider both high probability/low impact scenarios and low probability/high impact scenarios.
  • Mitigation opportunities: As you assess potential impacts, identify any asset vulnerabilities or weaknesses that would make it susceptible to loss. These vulnerabilities are opportunities for hazard prevention through procedures/processes upgrades or risk mitigation.
  • Probability of occurrence: Identify if the threat scenario is low, medium or high.
  • Impact of scenario estimates: Identify if the impact is low, medium or high for each of the following:
    • people
    • property
    • operations
    • environment
    • financial
    • regulatory or legal
    • contractual
    • brand image or reputation
  • Overall Hazard Rating: Ready.gov suggests using a two-letter combination of the rating for “probability of occurrence” and the highest rating in for “Impact of scenario estimates”. The probability and impact severity of a risk should determine the priority level for planning and mitigation the hazard.

Evaluate each hazard rating for probability and severity resulting from an accident or emergency. The probability and impact severity should determine the priority level for correcting the hazard. The higher the probability and impact severity, the higher the emphasis should be on corrective action. With priorities in place, mitigation measures may include:

  • Changes in daily processes and procedures
  • Isolation and elimination of the root cause of a potential threat
  • Addressing regulatory compliance issues resulting from audits
  • Implementation of risk reducing engineering controls, when applicable
  • Implementation of proactive administrative controls or work place practices
  • Establishment of process to identify inoperable or malfunctioning equipment and machinery through systematic inspections

Companies should also consider the benefits of a business continuity plan (BCP) to counteract the impact of risks and hazards. A BCP may limit operational “down time” due to unforeseen circumstances by prioritizing the needs of core business processes and establishing recovery time objectives. In addition to constraining fiscal viability, operational impacts can be detrimental to relationships with customers, the surrounding community, and stakeholders.

NOTE: Ready.gov offers a basic risk assessment guidance table to aid in performing risk assessments.

Fire emergencies continue to be one of the greatest risks to facilities. For an understanding of the necessary elements in creating an effective fire preplan, download our Fire Pre-Planning Guide.

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Tags: BCM Standards, Resiliency, Event Preparedness, BCM Metrics

Disaster Response Planning Guidelines in Emergency Management

Posted on Thu, Oct 04, 2012

Disasters, whether natural or man made, can result in a serious disruption to company operations. They typically involve widespread human, material, economic, or environmental impacts, which can exceed response capabilities for company facilities and offices. Planned response actions that incorporate qualified and trained internal and external responders are key to ensuring that both short-term and longer-term needs are addressed.

Although specific vulnerabilities to disasters vary, no company or facility is immune to the effects of a disaster. There are four main types of disasters:

  • Natural disasters: These include, but are not limited to, floods, hurricanes, tornadoes, earthquakes, tsunamis and volcanic eruptions that have immediate impacts on communities and local companies.
  • Environmental emergencies:  These include technological or industrial accidents, usually involving hazardous materials, and occur where these materials are produced, used or transported. Large forest fires are generally included in this definition because they tend to be caused by humans.
  • Facility emergencies: These involve an authoritarian collapse and/or attacks on an installation. Complex emergencies include conflict situations, terrorism, and/or war.
  • Pandemic emergencies:  These involve a sudden onset of a contagious disease that affects public health, but can escalate to disrupt services and business operations. Effects may include economic and social costs.

 

Disaster Response Staging Area

A disaster scenario typically requires external resources beyond the scope of a company’s capabilities. In a major response, establishing a staging area (or areas) may be required to support an increase in activity and ongoing response operations.

In selecting a suitable staging area, the following criteria should be considered:

  • Accessibility to impacted areas
  • Location safety
  • Proximity to secure parking, airports, docks, pier, or boat launches
  • Accessibility to large trucks and trailers that may be used to transfer equipment
  • Accessibility to basic needs
  • Accessibility to necessary utilities

disaster_response_planning.jpgIn addition, the staging area should:

  • Be in a large open area in order to provide potential equipment storage and increased responder population
  • Not interfere with equipment loading and offloading operations
  • Have a dock/pier on site for deploying equipment if emergency is near shore or offshore
  • Have moorage available for vessels to aid the loading/offloading of personnel, as necessary

 

Disaster Plan Considerations

Other key considerations to be included in a disaster management plan include:

  • Communication Plan: Should identify telephone numbers and radio frequencies used by responders. This may also involve activation of multiple types of communications equipment and coordination among multiple responding agencies and contractors.
  • Public Affairs Plan: Contains guidelines for dealing with the media during an emergency. The Incident Commander will play a key role in providing the initial public assessment and taking the first steps to provide situational understanding.
  • Site Security Measures:  The potential for increased public attention created towards a disaster site may require additional security measures to be implemented. Several measures should be planned in advance to prepare security personnel for possible security events that may occur.
  • Waste Management Procedures:  Disposal plans should be in place to manage increased waste from the initial disaster, as well as from the increased activity surrounding the disaster. Waste management needs may be overlooked in the emergency phase of a response, which could result in delays and interruption of cleanup operations.
  • Demobilization Plan: These guidelines provide an organized set of procedures to help facilitate and expedite a return to normal operating conditions, and help to minimize costs by standing down response resources in a timely manner.

 

Receive TRP's free guide on how to structure your crisis management teams:

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Tags: Facility Management, Emergency Management Program, Event Preparedness, Hurricane Preparedness, Flood Preparedness, Disaster Recovery, Disaster Response, Workplace Safety

Prioritizing Consistency in the Emergency Management Playbook

Posted on Thu, Sep 06, 2012

Emergency management is a team sport. As with any sport, consistency wins gold medals and championships. Athletes and emergency management teams are very much alike. In order to succeed, they must adapt to the current environment, contend with the situation, and attempt to control it. However, in order to be successful they must train individually, practice as a team, and engage in their specialty on a consistent basis. Consistency is the key.

Additionally, in order to become a consolidated team with a clear understanding of proposed tasks and objectives, a team must use the same playbook. A consistent company-wide emergency response management system delivers common processes for assessing, prioritizing, and responding to incidents, just as in sports. Enterprise-wide consistency among site-specific response plans, inclusive of standardized best practices, enables a cohesive emergency response from all company employees and applicable responders.

Key Emergency Management Elements

While it is vital to incorporate site-specific details into emergency plans, inconsistencies across a company can result in poor use of resources and inappropriate strategies or tactics. Consistency among response plans leads to the following:

1. Predictability: Predictability breeds familiarity.  Employees familiar with the emergency management processes are more likely to react as planned. Despite the dynamic nature of an incident, through consistent training, responders will comprehend their roles and responsibilities and be better prepared to contend with an emergency situation.

2. Accountability: All team members are clear as to what is expected from their teammates. Consistency enables individuals to be held accountable for their assigned task and/or process. Accountability can be daunting to those not prepared. However, it is necessary for achieving  big goals.

emergencyteamworktrp-1.jpg

3. Modeling: Consistent emergency plans can serves as a standard company model for the entire enterprise.   As new facilities are acquired or employees are hired, the established plans can govern expectations and give establish emergency management order. These models are often these seen as “templates”. However, it is crucial to inject site-specific facility information, detailed operational hazards, and any additional local or state regulatory requirements into a template. During the initial stages of incident management, planners can utilize these models to develop response strategies applicable to the incident.

4. Quantification: In order to measure the effectiveness of an emergency management program, response processes must be proven successful.  It is only through consistency that processes or procedures can be quantified. New or established processes must be tested through exercises on a regular basis before judging them a success or failure. It's often minor adjustments instead of major overhauls that make the difference.

5. Company Reputation: Business growth requires proven success. When corporate level executives prioritize emergency management, it demonstrates a commitment to the safety and security of employees, property, and the environment. This overt attitude toward safety and a successful emergency response can maintain an established positive reputation if an incident were to occur. 

For tips and best practices on designing a crisis management program, download Best Practices for Crisis Management.

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Tags: Emergency Management, Resiliency, Emergency Preparedness, Emergency Management Program, Event Preparedness

The National Response Center and FCC Dedicated Phone Lines

Posted on Thu, Aug 09, 2012

The National Response Center (NRC) is the sole federal point of contact for spills of hazardous materials. The NRC, which is staffed on a 24-hour basis, was given the responsibility of receiving incident reports involving hazardous materials regulated under the Hazardous Materials Transportation Act for the transportation of hazardous materials (49 CFR 171), for natural gas and other gases transported by pipeline (49 CFR 191), and for liquids transported by pipeline (49 CFR 195). All facilities involved in these activities should include the National Response Center reporting number, (800) 424-8802, in the notification section of an emergency response plan.

However, not all emergencies involve hazardous material or the requirement to contact the National Response Center. Specific emergency and non-emergency notification resources include a series of assigned three digit phone numbers. In May 2012, The U.S. Department of Transportation's Pipeline and Hazardous Materials Safety Administration (PHMSA) issued “One Call” grants in excess of $1 million to support states' 8-1-1 safe digging call centers in an effort to reduce pipeline digging accidents.

“One-third of all serious pipeline accidents are caused by someone digging and hitting a pipeline by mistake. In fact, between 1988 and 2010, excavation damage was responsible for $438,785,552 in property damage.” - PHMSA

The most commonly recognized emergency number is 9-1-1. Since September 11, 2001 and Hurricane Katrina, the Federal Communications Commission (FCC) has taken important steps to ensure that the emergency 911 services and other critical communications remain operational when disasters strike. Efforts to include wireless communication networks into the emergency call systems have been successful. Three digit phone lines are dedicated to a variety of services. While some of these lines are fee based, others are provided free of charge.  The following describes existing three-digit numbers:

  • 9-1-1: Emergency services- In October 1999, the Wireless Communications and Public Safety Act of 1999 (9-1-1 Act) took effect, encouraging and facilitating the prompt deployment of a free nationwide, seamless communications infrastructure for emergency services. One provision of the 9-1-1 Act directs the FCC to make 9-1-1 the universal emergency number for all telephone service, including wireless services.
  • 8-1-1:  Pipeline safety call center- Calls are routed to local call centers. The operator reports the location of the planned dig, type of work to be performed, and notifies affected local utilities companies. Within a few days, a locator will arrive to mark the approximate location of the underground lines, pipes and cables surrounding the dig site.
  • 7-1-1: Telecommunications Relay Services (TRS)- The Federal Communications Commission (FCC) has adopted use of the 711 dialing code for access to TRS. TRS permits persons with a hearing or speech disability to use the telephone system via a text telephone (TTY) or other device to call persons with or without such disabilities.
  •  6-1-1: Service Provider Customer services- The 611 number is not officially assigned by the (FCC) or the Canadian Radio-television and Telecommunications Commission (CRTC), but both have chosen not to disturb the assignment as it is generally recognized across the North American Numbering Plan Administration (NANPA) for being used to report a problem with telephone service.
  • 5-1-1: Travel Information- In July of 2000, the FCC designated "511" as the single traffic information telephone number to be made available to states and local jurisdictions across the country. The Federal Highway administration website provides additional details regarding the travel information dedicated line.
  • 4-1-1: Local directory assistance and Information- These call typically involves a surcharge.
  • 3-1-1: Non emergency- Calls to 311 are routed either to a separate center and handled by non-public safety personnel, or routed to the same center where 911 and other public safety calls are handled, depending on the circumstances.
  • 2-1-1: State specific resource for basic health and human services - As of October 2011, all 50 states (including 37 states with 90%+ coverage) plus Washington DC and Puerto Rico are included in the 2-1-1 applied regions. As of May 2011, more than 56% of Canadians have access to 2-1-1 services. Visit 2-1-1 Canada from more information.

For an understanding of the necessary elements in creating an effective fire pre plan, download our Fire Pre Planning Guide.

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Tags: Emergency Management, Crisis Management, Event Preparedness, Business Continuity Plan, Disaster Response, National Preparedness, Notification Systems, Chemical Industry

Public-Private Emergency Management Partnering Organizations

Posted on Mon, Jul 23, 2012

Emergency management partnering organizations can help bolster national preparedness by bridging communication between the private and public sectors. By actively participating in these partnerships, companies can improve their capabilities in emergency management through:

  • Sharing successful models and best practices
  • Communicating effective tools
  • Joint training and exercising programs
  • Identifying functional funding streams for enhancing emergency management programs

Although numerous state and local partnering organizations exists, FEMA identifies four national inter-operable partnerships that advocate prevention, preparedness, effective response, and swift recovery from disasters through effective education, research, and shared expertise.

The following national partnerships are identified by FEMA:

BEOC Alliance: (Business Emergency Operations Center): The BEOC Alliance aims to improve and strengthen emergency management effectiveness of government, FEMA, business partners, and non-governmental organizations through dynamic partnerships comprised of academic communities, private sector entities, and government. Its goal is to make the private sector self-reliant and self-sufficient during emergencies and disasters through information sharing and shared situational awareness.

Citizen Corps: This grassroots movement was launched in 2002 to strengthen community safety and preparedness through increased civic involvement. Citizen Corps is administered by the Federal Emergency Management Agency, but implemented locally. Communities across the country have created Citizen Corps Councils as effective public-private partnerships to make their communities safer, more prepared, and more resilient when incidents occur. 

InfraGard: A partnership between the Federal Bureau of Investigation (FBI) Cybervision unit and the private sector developed to promote timely information sharing, analysis, and ongoing dialogue between its members and the FBI. InfraGard is an association of businesses, academic institutions, state and local law enforcement agencies, and other participants dedicated to sharing information and intelligence to prevent hostile acts against the United States. InfraGard Chapters are geographically linked with FBI Field Office territories.

Ready Campaign: A partnership among the Ad Council, FEMA, Department of Homeland Security, National Preparedness Directorate, and Citizens Corp designed to educate citizens in preparing for and responding to emergencies through national public service advertising (PSA) campaigns. The goal of the campaign is to increase public awareness and promote involvement in a basic level of preparedness. One of the main operational principles within the Campaign is to effectively utilize force multipliers as message bearers and recruiters to encourage action

For a sample Emergency Response Checklist, download our helpful and informative guide.

Tags: Resiliency, Emergency Preparedness, Event Preparedness, Media and Public Relations, National Preparedness

Resource Management in Emergency Planning and Response

Posted on Mon, Jul 16, 2012

Managing personnel, specialized teams, equipment, and supplies are an intricate part of response planning and incident management, yet these critical details are often overlooked. Resource management procedures should be included as an element of a response plan and have the flexibility and depth to address uncertainties associated with responses.

Effectively incorporating company, contracted, and public resources into an emergency management program can streamline a multifaceted response, resulting in a more effective and timely effort. If managed properly, available resources can also reduce potential business continuity vulnerabilities.

According to NIMS' Resource Management Planning, resources typically fall into seven general groupings:

  • Personnel: Includes emergency operations center staff and onsite responders.
  • Facilities: Includes emergency operations center, field command posts, and staging areas.
  • Equipment: Includes equipment required for PPE, personnel support, communications, response operations, and emergency operations center support.
  • Vehicles: Includes automobiles, trucks, buses, and other vehicles required for transportation, emergency medical, and response operations.
  • Teams: Includes specially trained and equipped responders and management personnel.
  • Aircraft: Includes aircraft for surveillance, medical evacuation, or cargo transportation operations.
  • Supplies: Includes a wide range of materials from potable water to plywood.

NIMS recommends the following resource management practices be incorporated into an response plan for implementation during future response operations:

1. Identify: Identify what equipment is needed, where and when it is needed, and who will be receiving or using it. Some resources will be specific to one risk or consequence, while others may be useful for multiple risks or consequences.

2. Procure: Take into account lead-time required for resources that cannot be obtained locally.

3. Mobilize:  Plan transportation and logistics needs based on response priorities and equipment requirements to ensure timely arrival of necessary equipment.

4. Track and report:  Identify specific location of resources on a continual basis in order to assist staff in preparing to receive resources, to ensure safety and security of equipment and to ensure efficient use, coordination, and movement of equipment.

5. Recover and demobilize: Ensure timely demobilization of equipment, including decontamination, disposal, repair, and restocking activities, as required.  This step pertains to both expendable and nonexpendable resources.

6. Reimburse:  Ensure that a mechanism is in place to track costs and provide timely payment for incident expenses, including contractors, equipment, transportation services, and other costs.  .

7. Inventory and Replenish: Utilize a resource inventory system or equipment checklist to assess the availability of on-site equipment and supplies. Procure additional resources as needed to be prepared for future events. Consider lessons learned from previous responses to assess on-site requirements.

Through concepts listed TRP's free downloaded corporate hurricane checklist, companies can begin to understand the resources necessary to respond to a significant weather event. 

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Tags: Corporate Hurricane Preparedness, Power Failure, Redundant Systems, Training and Exercises, Event Preparedness

"Top Ten" TRP Corp Emergency Management Blogs

Posted on Thu, May 17, 2012

For TRP’s 200th blog issue, our staff has developed  a “Top Ten" list of TRP Blogs.  While the topics vary, the goal of each blog is to provide a resourceful, informative article that guides professionals in developing effective emergency, crisis, and business continuity plans.

Our Top Ten Blog Articles Include:

10. The Top 10 Checklist Items for Confined Space Entry : Includes ten checklist items to consider prior to entering a confined space in a rescue scenario.

9. 9 Common Ground Rules for Tabletop Exercise Planning: Identifies key exercise considerations to include when planning for a tabletop exercise.

8. USCG Mandates Vessel Response Plan Compliance by Feb 22, 2011: Highlights the U.S. Coast Guard’s new regulations to improve pollution-response preparedness for vessels carrying or handling oil upon the navigable waters of the United States.

7. Pre Fire Plan Checklist: Identifies main site-specific components that should be included in a fire pre plan.

6. Hazardous Materials Response Team Training Requirements : Provides guidance on HAZMAT team training minimums per OSHA and PHMSA requirements.

5. Social Media Resources for Emergency Managers: A compiled list of LinkedIn resources for Environmental, Health and Safety Professionals.

4. The International Standard for Business Continuity: ISO 22301: A simple analysis of the first-ever global business continuity standard per the International Standards Organization.

3. Seven Pitfalls in Emergency Management: Identifies mistakes commonly seen by FEMA in Emergency Management.  Professionals should review these lessons learned to evaluate the effectiveness of their company’s emergency management programs.

2. Emergency Response Plan Sample Checklist: A concise and basic emergency response plan checklist intended to provide readers with a starting point to create a site specific emergency response plan.

1. Emergency Response Team Roles and Responsibilities : Highlights critical emergency response responsibilities for first person on scene, incident commander, and supervisory personnel.

Since the first TRP blog (The Keys to Effective Emergency Management) was published on June 1, 2010, the number of subscribers has grown considerably. We welcome you to subscribe to the TRP Blog in hopes that our articles inspire conversations that encourage and engage the concepts of effective emergency planning.

For tips and best practices on designing a crisis management program, download Best Practices for Crisis Management.

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Tags: Fire Pre Plans, Emergency Response, Business Continuity, Emergency Management, Emergency Preparedness, Incident Management, Training and Exercises, Emergency Management Program, Event Preparedness

Business Continuity Template Basics

Posted on Mon, May 14, 2012

In business, every threat may result in the same consequence: the loss or temporary cessation of key business processes. Business continuity management is a planning process that assists in managing the risks that may threaten a company’s survival.  A business continuity plan should be applied to every business, small or large, to provide a framework to ensure operational resilience in the event of any disruption.

While creating a business continuity plan, key details and alternate provisional elements should be considered. The following provides a basic outline for a Business Continuity Plan.

1. Plan distribution list: Names, addresses and contact information of those that retain paper copies or electronic access to one or more plans.

2. Key contacts: Identify all primary and secondary key contacts that must be made aware of a business interruption. It is important to routinely verify contact information for accuracy.

3. Key staff roles and responsibilities: Develop job specific checklists and procedures detailing responsibilities from business continuity implementation through recovery. Task teams should be formed, at a minimum, to cover each essential business process. It may be necessary to provide cross team training, in the event that primary team members are not available.

4. Off-site recovery location: Include address, contact info, available on-site equipment, and any necessary external equipment for effective operations.

5. Recovery action plan: Identify/develop incremental processes and procedures necessary to recover each critical business process.   Response checklist timelines may include increments such as, 1st hour, 24-hours, 48 hours, one week, one month, and long-term recovery.

6. Key customers’ data:  Identify communication methods and necessary contact information in order to inform customers of disruptions of deliverables. Effective customer relations and communication may be critical in retaining clients and maintaining positive relationships during a business interruption.

7. Key supplier contact list: Identify dependencies and interdependencies along with key contact information. Transportation delays could affect delivery times; therefore the plan should address this issue.

8. Alternate suppliers list: The consequences of a supply chain failure on associated key business components can be crippling.  Through the planning process, alternatives can be explored to reduce the impact of supply chain disruptions.

9. Insurance details: Identify details of insurance coverage and accurate contact information. The burden of proof when making claims typically lies with the policyholder. Accurate and detailed records are imperative.

10. Back up data details: Identify details of computer backed ups and recovery methods.

11. Technology requirements: Identify necessary hardware and software, and the minimum recovery time requirements for each business unit.

12. Equipment requirements: Identify equipment requirements for each business unit and recovery time goals.

13. Review and revise:  Incorporate newly identified hazards and vulnerabilities into the business continuity plan. Include necessary equipment used (requiring replacement or replenishment), altered processes, and lessons learned.

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Tags: BCM Standards, Business Continuity key points, Business Continuity, Resiliency, Event Preparedness

The Retail Industry and the Emergency Action Plan Requirements

Posted on Thu, Apr 19, 2012

An armed man attempted to enter a manager’s office at a retail clothing store. The manager and a handful of employees locked themselves in the office to call 911, while the five customers were told to evacuate through the main doors. The gunman left the building undetected, and unfortunately without being apprehended by authorities.

This emergency situation ended without incident, however, the scenario could have resulted differently. The example highlights the need for a tailored, exercised, and site-specific emergency management program for both large and small retail centers. With a degree of forethought and planning, each potential threat should result in dedicated emergency response procedures. Emergency situations in a retail center can include, but is not limited to the following:

  • armed offender
  • fire
  • severe  weather
  • crowd control
  • lost/kidnapped child
  • power failure
  • bomb threat
  • suspicious package
  • natural gas leak

Many retail companies postpone or fail to develop and implement an emergency action plan.  However, the Occupational, Safety and Health Administration (OSHA) requires a written emergency action plan for companies with more than 10 employees.

emergencyactionplantrp.jpg

An emergency action plan must communicate the following:

  • Procedures for emergency evacuation, including type of evacuation and exit route assignments (29 CFR 1910.38(c)(2))
  • Procedures to be followed by employees who remain to operate critical operations before they evacuate (29 CFR 1910.38(c)(3))
  • Procedures to account for all employees after evacuation (29 CFR 1910.38(c)(4))
  • Procedures to be followed by employees performing rescue or medical duties (29 CFR 1910.38(c)(5))
  • Means of reporting fires or other emergencies (29 CFR 1910.38(c)(1))
  • The name or job title of every employee who may be contacted by employees who need more information about the plan or an explanation of their duties under the plan.(29 CFR 1910.38(c)(6))

By instituting OSHA’s required emergency action plan and incorporating its elements in an effective emergency management program, companies can take a proactive stance towards improving customer and employee safety, and reducing the impact from an emergency situation.

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Tags: Emergency Management, Regulatory Compliance, Facility Management, Emergency Management Program, Event Preparedness, Emergency Action Plan

Business Continuity Plan Cycle

Posted on Mon, Apr 16, 2012

Many companies are at risk of losing revenues and viability due to natural disasters and other threats. An effective Business Continuity Plan captures and maintains information essential for responding to unplanned incidents that cause business interruption. Being able to manage critical business processes during adverse conditions can ensure survival and minimization of lost revenues.

The following business continuity planning cycle should be incorporated into every business process in order to reduce the disruption during an emergency or crisis situation.

  1. PLAN: Identify potential risks/threats, trigger events, impacted business processes/activities, incident response structure, warning and communication process
  2. ESTABLISH: Define parameters of business continuity strategy, communication and documentation processes, training requirements, and detailed employee/ vendor contact information and supplier dependencies. 
  3. IMPLEMENT: Initiate response checklists and relocation strategies of critical processes in the event of business disruption.\
  4. OPERATE: Manage critical processes and Recovery Time Objectives.
  5. MONITOR: equipment requirements, primary and alternate facility details, and application and software requirements.
  6. MAINTAIN: Update key details and associated processes as deficiencies and inaccuracies are identified
  7. CONTINUALLY IMPROVE: Incorporate lessons learned into the plans and training and periodically evaluate critical business processes to ensure that evolving businesses practices are captured. .

Failure to develop an effective business continuity plan can have a devastating impact on a company. Investing the time to develop an effective business continuity and recovery program can lead to great dividends in the event of a crisis situation.

For an understanding of the necessary elements in creating an effective fire pre plan, download our Fire Pre Planning Guide.

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Tags: Business Continuity, Emergency Management Program, Event Preparedness, Disaster Recovery