| Business
Continuity Plan
--Include a Survival On A Stick product
in part of your Business Continuity Plan -
This type of planning is critical for all families, businesses,
and all types of organizations and because each may vary in
types of preparation that is how our products are evolving
Survival On a Stick (SOS) TM was developed with disaster preparedness
in mind, but is a great organizational device for everyday
use, as well as our other products that are geared to individual
type users.
What is a Business Continuity Plan?
Business Continuity Plan-the activity performed by
an organization to ensure that critical business functions
will be available after a disaster. The plans execution enables
the organization to recover and survive any emergency situation
man made or natural. Planning includes all types of disasters
and all elements that make up the business from facilities
to personnel.
| Survival
On a Stick (SOS) TM
&
Business Continuity Planning
There is a lot written today about the need for business’s
to plan for the inevitable disaster. Numbers show that in the 1990’s
the number of declared major disasters more than doubled from the
previous decade. Major disasters can be man made, fire, flood, tornado,
snowstorm, hurricane or medical (H1N1).
When, not if, your business is impacted by a disaster the key to
survival is getting back in business as rapidly as possible. There
is no one-plan fits all but planning, implementation, practice and
updating of the plan is critical.
Business continuity planning must account for all hazards (both
man-made and natural disasters). You should plan in advance to manage
any emergency situation. Assess the situation, use common sense
and available resources to take care of yourself, your co-workers
and your business's recovery.
Below is the starting point of the planning process as recommended
by FEMA (Federal Emergency Management Administration) one significant
piece is missing, what we at Survival On a Stick (SOS) TM is getting
people back on their feet. Getting back on your feet is more than
having a place to work. Katrina was a great teacher that employees
were riding buses from Baton Rogue to New Orleans. People were standing
in lines for medical attention, money and claims filing for long
periods of time. Having this information available readily available
is critical. FEMA’s suggestion of a paper work is definitely
better than nothing but will it stand up to a disaster. FEMA does
not address the medication, allergies and medical history that enable
emergency personnel to save lives. A complete business continuity
plan must include the individual and family getting back on their
feet, personal continuity. In business wants employees there when
they are ready to process with recovery their most important asset
needs to be part of that planning process. We at Survival On a Stick
believe we have an answer that can assist. Please review our web
site at www.survivalonastick.com.
WWW.READY.GOV
• Be Informed?Know what kinds of emergencies might affect
your company.
• Continuity Planning?Carefully assess how your company functions,
both internally and externally.
• Emergency Planning?Your employees and co-workers are your
business's most important and valuable asset.
• Emergency Supplies?Think first about the basics of survival:
fresh water, food, clean air and warmth.
• Deciding to Stay or Go?Shelter-in-place or evacuate, plan
for both possibilities.
• Fire Safety?Fire is the most common of all business disasters.
• Medical Emergencies?Take steps that give you the upper hand
in responding to medical emergencies.
• Influenza Pandemic?The federal government, states, communities
and industry are taking steps to prepare for and respond to an influenza
pandemic.
Continuity Of Operations Planning
How quickly your company can get back to business after a terrorist
attack or tornado, fire or flood often depends on emergency planning
done today. Start planning now to improve the likelihood that your
company will survive and recover.
• Carefully assess how your company functions, both internally
and externally, to determine which staff, materials, procedures
and equipment are absolutely necessary to keep the business operating.
Review your business process flow chart if one exists.
Identify operations critical to survival and recovery.
Include emergency payroll, expedited financial decision-making and
accounting systems to track and document costs in the event of a
disaster.
Establish procedures for succession of management. Include at least
one person who is not at the company headquarters, if applicable.
• Identify your suppliers, shippers, resources and other businesses
you must interact with on a daily basis.
Develop professional relationships with more than one company to
use in case your primary contractor cannot service your needs. A
disaster that shuts down a key supplier can be devastating to your
business.
Create a contact list for existing critical business contractors
and others you plan to use in an emergency. Keep this list with
other important documents on file, in your emergency supply kit
and at an off-site location.
• Plan what you will do if your building, plant or store is
not accessible. This type of planning is often referred to as a
continuity of operations plan, or COOP, and includes all facets
of your business.
Consider if you can run the business from a different location or
from your home.
Develop relationships with other companies to use their facilities
in case a disaster makes your location unusable.
• Plan for payroll continuity.
• Decide who should participate in putting together your emergency
plan.
Include co-workers from all levels in planning and as active members
of the emergency management team.
Consider a broad cross-section of people from throughout your organization,
but focus on those with expertise vital to daily business functions.
These will likely include people with technical skills as well as
managers and executives.
• Define crisis management procedures and individual responsibilities
in advance.
Make sure those involved know what they are supposed to do.
Train others in case you need back-up help.
• Coordinate with others.
Meet with other businesses in your building or industrial complex.
Talk with first responders, emergency managers, community organizations
and utility providers.
Plan with your suppliers, shippers and others you regularly do business
with.
Share your plans and encourage other businesses to set in motion
their own continuity planning and offer to help others.
• Review your emergency plans annually. Just as your business
changes over time, so do your preparedness needs. When you hire
new employees or when there are changes in how your company functions,
you should update your plans and inform your people.
Emergency Planning For Employees
Your employees and co-workers are your business's most important
and valuable asset. There are some procedures you can put in place
before a disaster, but you should also learn about what people need
to recover after a disaster. It is possible that your staff will
need time to ensure the well-being of their family members, but
getting back to work is important to the personal recovery of people
who have experienced disasters. It is important to re-establish
routines, when possible.
• Two-way communication is central before, during and after
a disaster.
Include emergency preparedness information in newsletters, on company
intranet, periodic employee emails and other internal communications
tools.
Consider setting up a telephone calling tree, a password-protected
page on the company website, an email alert or a call-in voice recording
to communicate with employees in an emergency.
Designate an out-of-town phone number where employees can leave
an "I'm Okay" message in a catastrophic disaster.
Provide all co-workers with wallet cards detailing instructions
on how to get company information in an emergency situation. Include
telephone numbers or Internet passwords for easy reference.
Maintain open communications where co-workers are free to bring
questions and concerns to company leadership.
Ensure you have established staff members who are responsible for
communicating regularly to employees.
• Talk to co-workers with disabilities. If you have employees
with disabilities ask about what assistance is needed. People with
disabilities typically know what assistance they will need in an
emergency.
Identify co-workers in your organization with special needs.
Engage people with disabilities in emergency planning.
Ask about communications difficulties, physical limitations, equipment
instructions and medication procedures.
Identify people willing to help co-workers with disabilities and
be sure they are able to handle the job. This is particularly important
if someone needs to be lifted or carried.
Plan how you will alert people who cannot hear an alarm or instructions.
Frequently review and practice what you intend to do during and
after an emergency with drills and exercises.
Enlightenment Inc.
A Service Disabled Veteran Owned Business
www.survivalonastick.com
gene@enlightenmentinc.com
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