Business Continuity Plan Template.doc

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1、Course 2Business Continuity Plan Template The State of Queensland (Open Learning Institute of TAFE) 2022Page 5Version: 665c6b384829076738550134969e3b15.docDisclaimerThis publication has been produced to provide a guide for people anticipating going into business and for business owners. It should no

2、t be regarded as an exhaustive presentation on the subject. Whilst the Department believes this publication will be of great assistance to its readers, the Department expressly disclaims all liability for errors or omissions of any kind whatsoever (whether negligent or otherwise) or for any loss, da

3、mage or other consequence which may arise from any person relying on the publication.The publication is issued on the understanding that the Department of Employment, Economic Development and Innovation is not engaging in rendering any legal or other professional service. If legal or other expert as

4、sistance in relation to the subject matter is required, the advice of a competent professional should be sought.The State of Queensland (Department of Employment, Economic Development and Innovation) Year of Publication 2008 Inquiries should be addressed to the Manager, Small, Medium Enterprise Deve

5、lopment, Department of Employment, Economic Development and Innovation.Version: 0.6 June 2009ContentsINTRODUCTION2Developing a Business Continuity Plan2BUSINESS CONTINUITY PLAN4Distribution List5References and related documents5Table of Contents6Executive Summary (optional)6Objectives6Glossary6Risk

6、Management7Business Impact Analysis9Business Impact Analysis12Incident Response Plan13Immediate Response Checklist13Evacuation Procedures14GO Pack14Roles and Responsibilities16Key Contact Sheet17Event Log18Recovery19Recovery Plan20Incident Recovery Checklist21Rehearse, Maintain and Review22Page 21In

7、troductionThe purpose of developing a Business Continuity Plan is to ensure the continuation of your business during and following any critical incident that results in disruption to your normal operational capability. This guide will assist you to undertake a Risk Management Plan and Business Impac

8、t Analysis, and create Incident Response and Recovery Plans for your business.Developing a Business Continuity PlanThis template incorporates the Prevention, Preparedness, Response and Recovery (PPRR) framework. Each of the four key elements is represented by a part in the Business Continuity Planni

9、ng Process. Prevention - Risk Management planning- Incorporates the Prevention element that identifies and manages the likelihood and/or effects of risk associated with an incident. Preparedness - Business Impact Analysis- Incorporates the Preparedness element that identifies and prioritises the key

10、 activities of a business that may be adversely affected by any disruptions. Response Incident Response planning- Incorporates the Response element and outlines immediate actions taken to respond to an incident in terms of containment, control and minimising impacts. Recovery - Recovery planning- In

11、corporates the Recovery element that outlines actions taken to recover from an incident in order to minimise disruption and recovery times.We have also included a section titled Rehearse, Maintain and Review which encourages you to test, regularly review and update your Business Continuity Plan to e

12、nsure that your staff are familiar with it, and that it reflects your changing business needs.Visit the Departments Building Business Resilience web pages found on www.business.qld.gov.au for further information on Prevention, Preparedness, Response and Recovery (PPRR) to help you complete your Busi

13、ness Continuity Plan. Business operators should use the following template as a guide to developing a Business Continuity Plan. Customise it to suit your business needs. Make sure you delete the blue sample text after completing the template. Remember to save your document.Insert Your Business NameB

14、usiness Continuity PlanDate: _Distribution ListTo 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 NumberNameLocation001002003004005006References and related documentsInclude all documents that ha

15、ve a bearing on your Business Continuity Plan.Document TitleTable of Contents A table of contents should be included at the beginning of the plan. Executive Summary (optional)An executive summary is the plan in miniature (usually one page or shorter). It should contain enough information for a reade

16、r to get acquainted with the plan without reading the full document. Depending on the size of your business and the length of your document, you may choose not to include an executive summary.ObjectivesObjectives serve as a means of clarifying the purpose of your plan and should describe the intende

17、d result. An example of plan objectives are listed below:The objectives of this plan are to: undertake risk management assessment define and prioritise your critical business functions detail your immediate response to a critical incident detail strategies and actions to be taken to enable you to st

18、ay in business review and update this plan on a regular basis.GlossaryThis table provides a consistent and commonly agreed set of definitions for terms used in the plan. You should customise this list to suit your business.Business Continuity Planning a process that helps develop a plan document to

19、manage the risks to a business, ensuring that it can operate to the extent required in the event of a crisis/disaster. Business Continuity Plan a document containing all of the information required to ensure that your business is able to resume critical business activities should a crisis/disaster o

20、ccur.Business Impact Analysis the process of gathering information to determine basic recovery requirements for your key business activities in the event of a crisis/disaster.Key business activities those activities essential to deliver outputs and achievement of business objectives.Recovery Time Ob

21、jective (RTO) the time from which you declare a crisis/disaster to the time that the critical business functions must be fully operational in order to avoid serious financial loss.Resources the means that support delivery of an identifiable output and/or result. Resources may be money, physical asse

22、ts, or most importantly, people.Risk Management is the process of defining and analysing risks, and then deciding on the appropriate course of action in order to minimise these risks, whilst still achieving business goals.Risk Management You need to manage the risks to your business by identifying a

23、nd analysing the things that may have an adverse effect on your business and choosing the best method of dealing with each of these identified risks.The questions to ask yourself are: What could cause an impact? How serious would that impact be? What is the likelihood of this occurring? Can it be re

24、duced or eliminated?An example is provided in the following table for you. Prepared by.:Date: Reviewed by: . Date: Key:VH=Very HighH=HighM=MediumL=Low Risk Description:LikelihoodImpactPriorityPreventative ActionContingencyPlansInterruption to production processes-breakdown of key plant and equipment

25、-damage to plant and equipment (e.g. fire)LVHH ensure adequate insurance cover in place including business interruption and general property set up agreement with suitable supplier for 24 hour repairs and replacement for key plant and equipment source alternative production site (if location and equ

26、ipment have been damaged) immediate access to personal resources whilst waiting for insurance payments.Business Impact AnalysisAs part of the Business Continuity Plan business owners should undertake a Business Impact Analysis which will use the information in your Risk Management Plan to assess the

27、 identified risks and impacts in relation to critical activities of your business and determine basic recovery requirements. Critical activities may be defined as primary business functions that must continue in order to support your business.You need to identify: your critical business activities w

28、hat the impact to your business would be in the event of a disruption how long could your business survive without performing this activity.As part of your Business Impact Analysis you should assign Recovery Time Objectives (RTO) to each function. The RTO is the time from which you declare a crisis/

29、disaster to the time that the critical business function must be fully operational in order to avoid serious financial loss.The following questions may assist you to determine your critical activities. 1. In the following table, list the business activities that must be performed to ensure your busi

30、ness continues to operate effectively. If you have a number of business units/departments, complete one table for each.1Production services2342. For each business activity listed above, complete the following:Business Activity Name: Production ServicesBusiness Activity Description: Production of cus

31、tomised widgets for individual customer orders.a) What are the losses if this business activity could not be provided?Loss of Revenue: $7,500 per weekIncreased Costs: $N/AStaffing: Production staff numbers will need to be reduced.Product/service: Number of widgets available for sale will be reduced

32、until production resumes.Fines or penalties due to missed deadlines: N/ALegal liability, personal damage, public harm: N/ALoss of good will, public image: Will occur if unable to meet current client orders.Comments:Current stocks will meet demands for up to 2 weeks. b) For what maximum amount of tim

33、e could this business activity be unavailable (either 100% or partial) before the losses would occur?_ hrs_days2 weeks_monthsComments:If stock is not produced for more than 2 weeks the business will lose sales and customers will source alternative widget manufacturer.c) Does this activity depend on

34、any outside services or products for its successful completion?q NO YES If yes, check one of the following: Sole Supplier q Major Supplier q Many Alternate SuppliersComments:If production is lost, standing order with the supplier will need to be adjusted to prevent build-up of excess widget material

35、.d) On a scale of 1 to 5 (1 being the Most Important, 5 being the Least Important), where would this business activity fall in terms of being important to the operation of your department or business? - 1q - 2q - 3q - 4q - 5Comments:Widgets production is the primary activity of the business. Complet

36、ed By: _Date: _Business Impact AnalysisCritical Business ActivityDescriptionPriorityImpact of Loss(describe losses in terms of financial, staffing, loss of reputation etc)RTO(critical period before business losses occur)Production servicesProduction of customised widgets for individual customer orde

37、rs.High reduced $7,500 revenue per week build up of stock 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 job losses (after 2 weeks).2 weeksIncident Response Pla

38、nThis is to prepare you for a timely response to critical incidents and reduce the impact of those incidents on your business operations as identified in your risk assessment. It also prepares key personnel to provide and coordinate an effective response to ensure minimal disruption to business oper

39、ations in the event of emergency.The following provides an example of the type of information, including checklists, you might include when planning your response to a critical incident. These together would form your Incident Response Plan.Immediate Response ChecklistIncident ResponseActions takenH

40、ave you: assessed the severity of the incident? q evacuated the site if necessary?q accounted for everyone?q identified any injuries to persons?q contacted Emergency Services?q implemented your Incident Response Plan?q started an Event Log? q activated staff members and resources? q appointed a spok

41、esperson? q gained more information as a priority?q briefed team members on incident?q allocated specific roles and responsibilities?q identified any damage?q identified critical business activities that have been disrupted?q kept staff informed?q contacted key stakeholders?q understood and complied

42、 with any regulatory/compliance requirements?q initiated media/public relations response?qEvacuation ProceduresYou 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 objective of an evacuatio

43、n plan is to provide a set of procedures to be used by site occupants in the event of a critical incident. You 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 make sure that everyone

44、 knows what to do if evacuation is necessary select and indicate a meeting place away from the site test the plan on a regular basis.GO PackIf there is damage to the building or if it must be evacuated and operations need to be moved to an alternative location, the “GO Pack” emergency kit can be pic

45、ked-up and quickly and easily carried off-site or alternatively stored safely and securely off-site. Document within your plan what is contained within your “GO Pack” and when it was last checked. Items that you may wish to include are: Documents: Business Continuity Plan your plan to recover your business or organisation in the event of a critical incident. List of employees with contact details include home and mobile numbers, and even e-mail addresses. You may also wish to include next-of-