This document discusses emergency response and disaster recovery. It begins with an overview of emergency management and response plans. It emphasizes the importance of keeping emergency plans simple. It then discusses establishing clear roles and responsibilities through an Emergency Response Team and Crisis Management Team. The remainder of the document provides details on various aspects of emergency response, including checklists for activation, recovery, and IT tasks. It also covers disaster recovery, computer incident response, and crisis communications. The overall message is the importance of planning, coordination, and clearly defined roles for responding to and recovering from emergency situations.
The document outlines the organizational structure needed for effective business continuity management. It discusses the roles of key individuals and teams, including the Business Continuity Management Steering Committee, Business Continuity Planning Team, Business Continuity Management Coordinator, Crisis Management Team, Crisis Communication Team, Emergency Response Team, and Damage Assessment and Recovery Teams. The Crisis Management Team is responsible for managing crisis events while the Emergency Response Team executes response and recovery plans. An Incident Commander heads the Emergency Response Team and is responsible for command and control during a crisis.
Crisis communication involves three phases - pre-crisis, crisis response, and post-crisis. In the pre-crisis phase, organizations should have a crisis management plan, team, pre-drafted messages, and communication channels in place. During a crisis, the initial response should be quick, accurate, and consistent, prioritizing public safety. In the post-crisis phase, recovery efforts and reputation repair continue through ongoing communication. Crisis counselors provide brief support and resources to help individuals and communities cope after traumatic events like disasters, violence, or domestic abuse. Self-care is important for counselors to prevent secondary trauma.
Whatever the cleaning or restoration need, ServiceMaster Restore meets the highest standards for water damage restoration, flood damage, fire damage repair, smoke damage, mold remediation and disaster planning and recovery services.
water damage restoration vero beach
ServiceMaster By Glenn's is here to help 24 hours a day, 7 days a week, 365 days a year when you need water damage restoration emergency service. Our knowledgable experts and professional services are available in South Florida anytime and anywhere.
This document discusses organizational crisis management and preparation. It defines what constitutes a crisis, outlines common crisis types, and reasons why crises occur. It also describes key aspects of crisis management preparation including identifying a crisis management team, analyzing an organization's readiness, strengthening relationships, and providing training to plans, media, and all staff. The goal of crisis preparation is to allow an organization to respond effectively during a crisis and plan for recovery afterwards.
Coordinating Security Response and Crisis Management PlanningCognizant
Security or emergency response for businesses must be tactically and strategically integrated with disaster recovery, with a plan for root cause analysis and next steps coordinated by the CIO and chief information security officer in conjunction with business units.
TRP Corp's detailed guide to corporate crisis and incident management team structures and crisis management plan alignment to ensure company-wide preparedness.
1Running head DISASTER RECOVERY PLAN2DISASTER RECOVERY PLAN.docxfelicidaddinwoodie
1
Running head: DISASTER RECOVERY PLAN
2
DISASTER RECOVERY PLAN
Disaster Recovery Plan
Name
Institution
Disaster recovery plan for Walmart
Objectives
1. To reestablish the required basic (offices) and nonstructural capacities. The disaster recovery group ought to give the heading and the required operational help to accomplish and deal with these targets.
2. Restore all the pre-identified business works that are observed to be basic to typical business tasks.
3. To continue ordinary activities
Preparation – Making built up and noteworthy arrangements and techniques for recovering from a technological interruption can act to help restrain the harm to facilities and limit work stoppage (Varghese, 2002). It additionally helps law requirement by affirming that it was a disaster occurred accidentally and no one behind it.
Recognizing key resources – It might cost a lot but it would be important to offer protection to the entire company. Before making a recovery plan, the organization ought to figure out which of its information, resources and administrations call for the highest concentration.
Make an underlying evaluation of the damage – Once a disaster has occurred; it's basic to survey the nature and extent of the occurrence. It is likewise critical to figure out if the occurrence was a pernicious demonstration or a mechanical glitch. The way of the occurrence will figure out what sort of help the company will require and what kind of harm and recovery endeavors might be required.
Draw in with law authorization before implementation – Having a prior association with government law requirement authorities can assist encourage any communication identifying with a disaster (Varghese, 2002). It will likewise help set up a trusted relationship that develops bi-directional data sharing that is advantageous to both the firm and law authorization.
Building strategies– This entails coming up with strategies tending to what steps you have to take after a disaster. This incorporates recognizing who is in charge of various components of a company’s disaster recovery, being able to contact basic faculty at all circumstances, comprehending what mission basic information, systems or administrations ought to be organized for the best recovery and how to safeguard information identified with the occurrence in a forensically solid way.
Find the degree of the harm – the company should perform forensic investigation into the degree of harm which will make a scientific picture of the harm when the disaster occurs. This would be very important serving as a framework for examination and conceivably for use as confirmation at a trial. Access to these materials should be limited keeping in mind the end goal to keep up the confidentiality of the copies. Protect these materials from unidentified malevolent insiders and build up a chain of care.
Find a way to limit extra harm – To keep harm from spreading, there should be a way to stop pr ...
This document provides a basic disaster recovery and contingency power plan for GotPower.com. It includes introductions and overviews, as well as sections on emergency response teams, evacuation procedures, power outage preparedness, winter storm preparedness, fire preparedness, bomb threats and other dangerous situations, data preservation, and contact information. The document aims to help organizations plan for and respond to various emergency scenarios by outlining key responsibilities, procedures, and resources to consider.
The document outlines the organizational structure needed for effective business continuity management. It discusses the roles of key individuals and teams, including the Business Continuity Management Steering Committee, Business Continuity Planning Team, Business Continuity Management Coordinator, Crisis Management Team, Crisis Communication Team, Emergency Response Team, and Damage Assessment and Recovery Teams. The Crisis Management Team is responsible for managing crisis events while the Emergency Response Team executes response and recovery plans. An Incident Commander heads the Emergency Response Team and is responsible for command and control during a crisis.
Crisis communication involves three phases - pre-crisis, crisis response, and post-crisis. In the pre-crisis phase, organizations should have a crisis management plan, team, pre-drafted messages, and communication channels in place. During a crisis, the initial response should be quick, accurate, and consistent, prioritizing public safety. In the post-crisis phase, recovery efforts and reputation repair continue through ongoing communication. Crisis counselors provide brief support and resources to help individuals and communities cope after traumatic events like disasters, violence, or domestic abuse. Self-care is important for counselors to prevent secondary trauma.
Whatever the cleaning or restoration need, ServiceMaster Restore meets the highest standards for water damage restoration, flood damage, fire damage repair, smoke damage, mold remediation and disaster planning and recovery services.
water damage restoration vero beach
ServiceMaster By Glenn's is here to help 24 hours a day, 7 days a week, 365 days a year when you need water damage restoration emergency service. Our knowledgable experts and professional services are available in South Florida anytime and anywhere.
This document discusses organizational crisis management and preparation. It defines what constitutes a crisis, outlines common crisis types, and reasons why crises occur. It also describes key aspects of crisis management preparation including identifying a crisis management team, analyzing an organization's readiness, strengthening relationships, and providing training to plans, media, and all staff. The goal of crisis preparation is to allow an organization to respond effectively during a crisis and plan for recovery afterwards.
Coordinating Security Response and Crisis Management PlanningCognizant
Security or emergency response for businesses must be tactically and strategically integrated with disaster recovery, with a plan for root cause analysis and next steps coordinated by the CIO and chief information security officer in conjunction with business units.
TRP Corp's detailed guide to corporate crisis and incident management team structures and crisis management plan alignment to ensure company-wide preparedness.
1Running head DISASTER RECOVERY PLAN2DISASTER RECOVERY PLAN.docxfelicidaddinwoodie
1
Running head: DISASTER RECOVERY PLAN
2
DISASTER RECOVERY PLAN
Disaster Recovery Plan
Name
Institution
Disaster recovery plan for Walmart
Objectives
1. To reestablish the required basic (offices) and nonstructural capacities. The disaster recovery group ought to give the heading and the required operational help to accomplish and deal with these targets.
2. Restore all the pre-identified business works that are observed to be basic to typical business tasks.
3. To continue ordinary activities
Preparation – Making built up and noteworthy arrangements and techniques for recovering from a technological interruption can act to help restrain the harm to facilities and limit work stoppage (Varghese, 2002). It additionally helps law requirement by affirming that it was a disaster occurred accidentally and no one behind it.
Recognizing key resources – It might cost a lot but it would be important to offer protection to the entire company. Before making a recovery plan, the organization ought to figure out which of its information, resources and administrations call for the highest concentration.
Make an underlying evaluation of the damage – Once a disaster has occurred; it's basic to survey the nature and extent of the occurrence. It is likewise critical to figure out if the occurrence was a pernicious demonstration or a mechanical glitch. The way of the occurrence will figure out what sort of help the company will require and what kind of harm and recovery endeavors might be required.
Draw in with law authorization before implementation – Having a prior association with government law requirement authorities can assist encourage any communication identifying with a disaster (Varghese, 2002). It will likewise help set up a trusted relationship that develops bi-directional data sharing that is advantageous to both the firm and law authorization.
Building strategies– This entails coming up with strategies tending to what steps you have to take after a disaster. This incorporates recognizing who is in charge of various components of a company’s disaster recovery, being able to contact basic faculty at all circumstances, comprehending what mission basic information, systems or administrations ought to be organized for the best recovery and how to safeguard information identified with the occurrence in a forensically solid way.
Find the degree of the harm – the company should perform forensic investigation into the degree of harm which will make a scientific picture of the harm when the disaster occurs. This would be very important serving as a framework for examination and conceivably for use as confirmation at a trial. Access to these materials should be limited keeping in mind the end goal to keep up the confidentiality of the copies. Protect these materials from unidentified malevolent insiders and build up a chain of care.
Find a way to limit extra harm – To keep harm from spreading, there should be a way to stop pr ...
This document provides a basic disaster recovery and contingency power plan for GotPower.com. It includes introductions and overviews, as well as sections on emergency response teams, evacuation procedures, power outage preparedness, winter storm preparedness, fire preparedness, bomb threats and other dangerous situations, data preservation, and contact information. The document aims to help organizations plan for and respond to various emergency scenarios by outlining key responsibilities, procedures, and resources to consider.
Crisis management involves preparing for and responding to unpredictable negative events to minimize negative consequences. It includes identifying potential threats, developing response plans, and coordinating actions to control damage and maintain public confidence. The document outlines various types of crises including natural disasters, technological accidents, conflicts, acts of violence or deception, and rumors. It also describes models for diagnosing crises early, planning responses, and adjusting to changes. Key steps for crisis communication include anticipating potential crises, assembling a response team, training spokespeople, developing messaging, and conducting post-crisis analysis. The overall goal is to effectively manage communications and prevent crises from escalating.
This document summarizes the key points from a webinar on risk management and emergency preparedness for parks and recreation professionals. It discusses defining risk management and employee responsibilities. It also covers types of emergencies, developing emergency plans and protocols, and the 10 stages of preparing for and handling emergencies. The webinar provided information on specific risks and emergencies in the field as well as tips for developing plans to address both natural disasters and human-caused incidents. Attendees were encouraged to take notes to help improve their own agency's emergency response procedures.
This document discusses crisis management strategies for protecting Jewish institutions. It defines a crisis as any event that can harm constituents, facilities, finances or reputation. Crisis management involves making decisions to mitigate crises as they unfold. Key aspects of crisis management planning include creating escalation rules to report problems to senior staff and designating a crisis team to coordinate the institutional response. Escalation rules help prevent, detect and control crises by ensuring staff know when to notify management of issues. Choosing the right crisis team members and manager allows an institution to quickly respond to emergencies.
Crisis management is critical for organizations and involves three phases: pre-crisis preparation, crisis response, and post-crisis evaluation. Effective pre-crisis preparation includes having a crisis management plan, team, and spokesperson training. The plan should outline contact information, tasks, and pre-drafted messages. The crisis team manages the response and includes roles like PR, legal, and operations. Spokesperson training advises on media relations best practices. Overall, preparation helps organizations respond faster and minimize negative impacts during a crisis.
This study will articulate the need for contingency planning and explore the major components of contingency planning. the reader will learn how to create a simple set of contingency plans using business impact analysis and prepare and execute a test of contingency plans.
Crisis Management and Communications by W. Timothy Coombs, P.docxfaithxdunce63732
Crisis Management and Communications
by W. Timothy Coombs, Ph.D
October 30, 2007
Introduction
Crisis management is a critical organizational function. Failure can result in serious harm to stakeholders, losses
for an organization, or end its very existence. Public relations practitioners are an integral part of crisis
management teams. So a set of best practices and lessons gleaned from our knowledge of crisis management
would be a very useful resource for those in public relations. Volumes have been written about crisis
management by both practitioners and researchers from many different disciplines making it a challenge to
synthesize what we know about crisis management and public relations’ place in that knowledge base. The best
place to start this effort is by defining critical concepts.
Definitions
There are plenty of definitions for a crisis. For this entry, the definition reflects key points found in the various
discussions of what constitutes a crisis. A crisis is defined here as a significant threat to operations that can have
negative consequences if not handled properly. In crisis management, the threat is the potential damage a crisis
can inflict on an organization, its stakeholders, and an industry. A crisis can create three related threats: (1)
public safety, (2) financial loss, and (3) reputation loss. Some crises, such as industrial accidents and product
harm, can result in injuries and even loss of lives. Crises can create financial loss by disrupting operations,
creating a loss of market share/purchase intentions, or spawning lawsuits related to the crisis. As Dilenschneider
(2000) noted in The Corporate Communications Bible, all crises threaten to tarnish an organization’s reputation.
A crisis reflects poorly on an organization and will damage a reputation to some degree. Clearly these three
threats are interrelated. Injuries or deaths will result in financial and reputation loss while reputations have a
financial impact on organizations.
Effective crisis management handles the threats sequentially. The primary concern in a crisis has to be public
safety. A failure to address public safety intensifies the damage from a crisis. Reputation and financial concerns
are considered after public safety has been remedied. Ultimately, crisis management is designed to protect an
organization and its stakeholders from threats and/or reduce the impact felt by threats.
Crisis management is a process designed to prevent or lessen the damage a crisis can inflict on an organization
and its stakeholders. As a process, crisis management is not just one thing. Crisis management can be divided
into three phases: (1) pre-crisis, (2) crisis response, and (3) post-crisis. The pre-crisis phase is concerned with
prevention and preparation. The crisis response phase is when management must actually respond to a crisis.
The post-crisis phase looks for ways to better prepare for the next.
This document provides an introduction and overview of disaster planning and restoration. It discusses the importance of pre-loss planning, including obtaining executive support, forming a planning committee, reviewing insurance policies, identifying regulating authorities, creating a capital asset inventory and vital records plan, conducting a business impact analysis and hazard analysis, and selecting a restoration service provider. The goal is to help organizations properly plan and prepare for potential disasters to minimize losses and facilitate recovery.
Severe Weather Preparedness and ResiliencyMissionMode
Storms, hurricanes, tornadoes, flooding and other severe weather events are an unavoidable fact of life. In 2012, severe weather caused more than $100 billion in damages within the United States alone.
This white paper is a guide to planning and implementing your response to weather threats, and it's much more than a simple checklist. Resiliency is the ability to withstand and 'bounce back' from an emergency event. The white paper helps you to think through the processes that will result in a successful response to a weather threat. Your business and people will then be truly prepared and resilient.
This document provides information on developing a business continuity plan and flood control solutions. It emphasizes the importance of planning ahead to limit risks and impacts of disasters. The key aspects of an effective plan include protecting employee and tenant health and safety, ensuring business operations continuity, retaining personnel, and minimizing data and supplier disruptions. The flood control company can help assess risks, develop emergency response teams, relocation plans, and practice the plan. Their solutions aim to help businesses survive disasters and shorten recovery times to save costs. Effective planning stimulates ideas, understands important issues, and identifies critical operations to analyze risks and qualify contractors in advance of a disaster.
The document discusses business continuity planning and provides guidance on developing a business continuity plan. It explains that business continuity planning helps ensure a business can continue operating during disruptive events. The document outlines a 4 step process for continuity planning: 1) assess risks, 2) define strategy, 3) develop the plan, and 4) rehearse the plan. It provides details on each step, such as identifying vulnerable areas, defining response options, including key information in the plan, and testing the plan through exercises. The goal is to help businesses limit the impact of disruptions through effective continuity planning.
The document outlines the IT Manager's contingency plan presentation to the Executive Board and President of the bank. The plan addresses disaster events, recovery planning, technologies used, contingency operations, costs of recovery, employee awareness, impacts on business operations, and conclusions. It includes a table of contents and sections on prologue, disaster events, recovery planning, technology used, contingency of operations, costs of recovery, employee awareness, impacts on business operations, and conclusion. The plan aims to safeguard the bank's systems and operations in the event of an earthquake, political unrest, or other disruptions through strategies such as data backup, identification of roles and solutions, testing, and employee training.
Running a business involves many risks that can damage operations and finances. Proper risk management involves identifying potential risks, prioritizing them based on likelihood of occurrence, and taking steps to prevent or insure against them. Key risks include physical hazards like fires or hazardous materials, human factors like theft or illness, and technology issues such as power outages or data loss. The best approach is to prevent risks through employee training, safety inspections, and insurance while having emergency plans in place to minimize damage from any risks that do occur.
This document provides a summary of key aspects that should be considered when developing a disaster preparedness plan for mission-critical facilities. It discusses the types of disasters that can occur and how to prevent failures through comprehensive design, maintenance programs, and addressing human errors. The disaster planning process involves preparation, detection and response, and recovery. Critical information and resources need to be backed up and stored at multiple locations. Assessments of hazards, vulnerabilities, risks, recovery capabilities, and safety are recommended to identify weaknesses and improve the disaster preparedness plan.
This document outlines the importance of emergency response planning. It defines emergencies and disasters, and discusses the key steps in developing an emergency response plan, including understanding hazards, conducting risk assessments, formulating response teams, and creating procedures to address communications, evacuation, and continuity of operations. An effective emergency response plan is comprehensive, addresses all potential emergency situations, and includes training employees and practicing the plan through exercises.
A crisis management team (CMT) is responsible for managing organizational crises and restoring normal business operations. The CMT should establish what occurred, assess the impact, identify required actions, and retain control. Key roles include assessors who evaluate business interruptions, senior executives who provide guidance and approval, and communicators who inform internal and external stakeholders. Selecting an effective leader and training team members in crisis response is critical for the CMT to fulfill its responsibilities in managing crises and minimizing losses for the organization.
This document discusses crisis management and provides examples. It defines crisis management as dealing with unpredictable threats before, during and after they occur. There are typically three elements to a crisis: a threat, an element of surprise, and a short decision time. Crisis management involves establishing metrics to define crisis scenarios and communicating effectively during responses. Organizational credibility can be influenced by crisis responses. The document outlines various types of crises and provides Toyota as an example of a crisis management failure due to a lack of timely and full communication.
This document provides an overview of crisis management training. It defines crisis management and lists common types of crises. It then outlines the key elements of crisis management planning including defining the crisis, analyzing stakeholders, developing communication and technical strategies, and establishing crisis management teams. It discusses principles of crisis management such as identifying the type and impact of an incident and determining responsibility. The document also covers developing competencies through training exercises, management review, and developing a competency model.
Risk Roles
Define the roles and responsibilities for all human resources (both internal and external to the project) involved with the identification, review and mitigation of risks within the project. An example follows:
Risk Originator
The Risk Originator identifies the risk and formally communicates the risk to the Project Manager. The Risk Originator is responsible for: Identifying the risk within the project Documenting the risk (may be as a Risk Form) Submitting the Risk Form to the Project Manager for review.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Crisis management involves preparing for and responding to unpredictable negative events to minimize negative consequences. It includes identifying potential threats, developing response plans, and coordinating actions to control damage and maintain public confidence. The document outlines various types of crises including natural disasters, technological accidents, conflicts, acts of violence or deception, and rumors. It also describes models for diagnosing crises early, planning responses, and adjusting to changes. Key steps for crisis communication include anticipating potential crises, assembling a response team, training spokespeople, developing messaging, and conducting post-crisis analysis. The overall goal is to effectively manage communications and prevent crises from escalating.
This document summarizes the key points from a webinar on risk management and emergency preparedness for parks and recreation professionals. It discusses defining risk management and employee responsibilities. It also covers types of emergencies, developing emergency plans and protocols, and the 10 stages of preparing for and handling emergencies. The webinar provided information on specific risks and emergencies in the field as well as tips for developing plans to address both natural disasters and human-caused incidents. Attendees were encouraged to take notes to help improve their own agency's emergency response procedures.
This document discusses crisis management strategies for protecting Jewish institutions. It defines a crisis as any event that can harm constituents, facilities, finances or reputation. Crisis management involves making decisions to mitigate crises as they unfold. Key aspects of crisis management planning include creating escalation rules to report problems to senior staff and designating a crisis team to coordinate the institutional response. Escalation rules help prevent, detect and control crises by ensuring staff know when to notify management of issues. Choosing the right crisis team members and manager allows an institution to quickly respond to emergencies.
Crisis management is critical for organizations and involves three phases: pre-crisis preparation, crisis response, and post-crisis evaluation. Effective pre-crisis preparation includes having a crisis management plan, team, and spokesperson training. The plan should outline contact information, tasks, and pre-drafted messages. The crisis team manages the response and includes roles like PR, legal, and operations. Spokesperson training advises on media relations best practices. Overall, preparation helps organizations respond faster and minimize negative impacts during a crisis.
This study will articulate the need for contingency planning and explore the major components of contingency planning. the reader will learn how to create a simple set of contingency plans using business impact analysis and prepare and execute a test of contingency plans.
Crisis Management and Communications by W. Timothy Coombs, P.docxfaithxdunce63732
Crisis Management and Communications
by W. Timothy Coombs, Ph.D
October 30, 2007
Introduction
Crisis management is a critical organizational function. Failure can result in serious harm to stakeholders, losses
for an organization, or end its very existence. Public relations practitioners are an integral part of crisis
management teams. So a set of best practices and lessons gleaned from our knowledge of crisis management
would be a very useful resource for those in public relations. Volumes have been written about crisis
management by both practitioners and researchers from many different disciplines making it a challenge to
synthesize what we know about crisis management and public relations’ place in that knowledge base. The best
place to start this effort is by defining critical concepts.
Definitions
There are plenty of definitions for a crisis. For this entry, the definition reflects key points found in the various
discussions of what constitutes a crisis. A crisis is defined here as a significant threat to operations that can have
negative consequences if not handled properly. In crisis management, the threat is the potential damage a crisis
can inflict on an organization, its stakeholders, and an industry. A crisis can create three related threats: (1)
public safety, (2) financial loss, and (3) reputation loss. Some crises, such as industrial accidents and product
harm, can result in injuries and even loss of lives. Crises can create financial loss by disrupting operations,
creating a loss of market share/purchase intentions, or spawning lawsuits related to the crisis. As Dilenschneider
(2000) noted in The Corporate Communications Bible, all crises threaten to tarnish an organization’s reputation.
A crisis reflects poorly on an organization and will damage a reputation to some degree. Clearly these three
threats are interrelated. Injuries or deaths will result in financial and reputation loss while reputations have a
financial impact on organizations.
Effective crisis management handles the threats sequentially. The primary concern in a crisis has to be public
safety. A failure to address public safety intensifies the damage from a crisis. Reputation and financial concerns
are considered after public safety has been remedied. Ultimately, crisis management is designed to protect an
organization and its stakeholders from threats and/or reduce the impact felt by threats.
Crisis management is a process designed to prevent or lessen the damage a crisis can inflict on an organization
and its stakeholders. As a process, crisis management is not just one thing. Crisis management can be divided
into three phases: (1) pre-crisis, (2) crisis response, and (3) post-crisis. The pre-crisis phase is concerned with
prevention and preparation. The crisis response phase is when management must actually respond to a crisis.
The post-crisis phase looks for ways to better prepare for the next.
This document provides an introduction and overview of disaster planning and restoration. It discusses the importance of pre-loss planning, including obtaining executive support, forming a planning committee, reviewing insurance policies, identifying regulating authorities, creating a capital asset inventory and vital records plan, conducting a business impact analysis and hazard analysis, and selecting a restoration service provider. The goal is to help organizations properly plan and prepare for potential disasters to minimize losses and facilitate recovery.
Severe Weather Preparedness and ResiliencyMissionMode
Storms, hurricanes, tornadoes, flooding and other severe weather events are an unavoidable fact of life. In 2012, severe weather caused more than $100 billion in damages within the United States alone.
This white paper is a guide to planning and implementing your response to weather threats, and it's much more than a simple checklist. Resiliency is the ability to withstand and 'bounce back' from an emergency event. The white paper helps you to think through the processes that will result in a successful response to a weather threat. Your business and people will then be truly prepared and resilient.
This document provides information on developing a business continuity plan and flood control solutions. It emphasizes the importance of planning ahead to limit risks and impacts of disasters. The key aspects of an effective plan include protecting employee and tenant health and safety, ensuring business operations continuity, retaining personnel, and minimizing data and supplier disruptions. The flood control company can help assess risks, develop emergency response teams, relocation plans, and practice the plan. Their solutions aim to help businesses survive disasters and shorten recovery times to save costs. Effective planning stimulates ideas, understands important issues, and identifies critical operations to analyze risks and qualify contractors in advance of a disaster.
The document discusses business continuity planning and provides guidance on developing a business continuity plan. It explains that business continuity planning helps ensure a business can continue operating during disruptive events. The document outlines a 4 step process for continuity planning: 1) assess risks, 2) define strategy, 3) develop the plan, and 4) rehearse the plan. It provides details on each step, such as identifying vulnerable areas, defining response options, including key information in the plan, and testing the plan through exercises. The goal is to help businesses limit the impact of disruptions through effective continuity planning.
The document outlines the IT Manager's contingency plan presentation to the Executive Board and President of the bank. The plan addresses disaster events, recovery planning, technologies used, contingency operations, costs of recovery, employee awareness, impacts on business operations, and conclusions. It includes a table of contents and sections on prologue, disaster events, recovery planning, technology used, contingency of operations, costs of recovery, employee awareness, impacts on business operations, and conclusion. The plan aims to safeguard the bank's systems and operations in the event of an earthquake, political unrest, or other disruptions through strategies such as data backup, identification of roles and solutions, testing, and employee training.
Running a business involves many risks that can damage operations and finances. Proper risk management involves identifying potential risks, prioritizing them based on likelihood of occurrence, and taking steps to prevent or insure against them. Key risks include physical hazards like fires or hazardous materials, human factors like theft or illness, and technology issues such as power outages or data loss. The best approach is to prevent risks through employee training, safety inspections, and insurance while having emergency plans in place to minimize damage from any risks that do occur.
This document provides a summary of key aspects that should be considered when developing a disaster preparedness plan for mission-critical facilities. It discusses the types of disasters that can occur and how to prevent failures through comprehensive design, maintenance programs, and addressing human errors. The disaster planning process involves preparation, detection and response, and recovery. Critical information and resources need to be backed up and stored at multiple locations. Assessments of hazards, vulnerabilities, risks, recovery capabilities, and safety are recommended to identify weaknesses and improve the disaster preparedness plan.
This document outlines the importance of emergency response planning. It defines emergencies and disasters, and discusses the key steps in developing an emergency response plan, including understanding hazards, conducting risk assessments, formulating response teams, and creating procedures to address communications, evacuation, and continuity of operations. An effective emergency response plan is comprehensive, addresses all potential emergency situations, and includes training employees and practicing the plan through exercises.
A crisis management team (CMT) is responsible for managing organizational crises and restoring normal business operations. The CMT should establish what occurred, assess the impact, identify required actions, and retain control. Key roles include assessors who evaluate business interruptions, senior executives who provide guidance and approval, and communicators who inform internal and external stakeholders. Selecting an effective leader and training team members in crisis response is critical for the CMT to fulfill its responsibilities in managing crises and minimizing losses for the organization.
This document discusses crisis management and provides examples. It defines crisis management as dealing with unpredictable threats before, during and after they occur. There are typically three elements to a crisis: a threat, an element of surprise, and a short decision time. Crisis management involves establishing metrics to define crisis scenarios and communicating effectively during responses. Organizational credibility can be influenced by crisis responses. The document outlines various types of crises and provides Toyota as an example of a crisis management failure due to a lack of timely and full communication.
This document provides an overview of crisis management training. It defines crisis management and lists common types of crises. It then outlines the key elements of crisis management planning including defining the crisis, analyzing stakeholders, developing communication and technical strategies, and establishing crisis management teams. It discusses principles of crisis management such as identifying the type and impact of an incident and determining responsibility. The document also covers developing competencies through training exercises, management review, and developing a competency model.
Risk Roles
Define the roles and responsibilities for all human resources (both internal and external to the project) involved with the identification, review and mitigation of risks within the project. An example follows:
Risk Originator
The Risk Originator identifies the risk and formally communicates the risk to the Project Manager. The Risk Originator is responsible for: Identifying the risk within the project Documenting the risk (may be as a Risk Form) Submitting the Risk Form to the Project Manager for review.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
How MJ Global Leads the Packaging Industry.pdfMJ Global
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
https://rb.gy/usj1a2
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
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BCS 307 Lecture 6.pdf
1. BCS 307 - BUSINESS CONTINUITY
PLANNING
JOHN AMBELE MWAIPOPO
INFORMATION SCIENCE DEPARTMENT
JORDAN UNIVERSITY COLLEGE
2. Emergency Response and Recovery
Layout of this Lecture
Emergency management overview
Emergency response plans
Crisis management
Disaster recovery
IT recovery
Business continuity
3. Basic rule about planning for emergencies is this: keep it simple.
The more complicated your emergency response plans are the less likely they will
be effective in a real emergency.
It’s sometimes easy to over engineer a plan in the relative calm of everyday
business activities.
When an emergency strikes, people are not likely to remember a lot of rules,
procedures, and details.
Creating your emergency response and disaster recovery (DR) activities, you
should strive to keep things really simple.
Once the emergency has subsided, you can use more complex plans to begin
restoring business operations.
Emergency Response and Recovery
4. Regardless of how your company is organized, managed, and run, your emergency management
process should follow a very simple rule: assign clear roles.
If no one knows who’s in charge or who has the authority to make decisions, nothing gets done.
If everyone believes they have the authority to make decisions, chaos will reign.
Emergency Response Plans
The emergency response is the immediate response to the incident.
May be outside of IT immediate responsibilities as a professional, but it’s important for you to
understand how companies respond to emergencies so you can coordinate your BC/DR activities.
It’s important you understand team roles and responsibilities, as well as timing and sequence of
emergency response activities so you can activate your IT BC/DR tasks in an appropriate and helpful
manner.
If fire breaks out, the emergency response is evacuating the building and calling the fire department
while perhaps having trained employees use fire extinguishers to try to control the blaze.
Develop an emergency response plan that meets the needs of your company.
Emergency Management Overview
5. The basic set of emergency response tasks are these:
Protect personnel
Contain incident
Implement command and control (ERT, Crisis Management Team (CMT) step in)
Emergency response and triage (medical, evacuation, search, and rescue)
Assess impact and effect
Notification
Next steps
The response procedures, in order of importance, are: (1) protection of people, (2) containment of the emergency, and
(3) assessment of the situation. These should be your priorities.
Each plan should include:
Roles and responsibilities: who’s on the team and what they should do in an emergency.
Tools and equipment; for those emergency roles should be identified (fire extinguishers, first-aid kits, hard hats etc.).
Resources should be acquired or identified.
Actions and procedures should be developed.
Emergency Management Overview
6. Company should have an ERT with defined roles and responsibilities for team members.
Each person should clearly know the bounds of their authority and to whom they should turn for
help or for escalation of issues.
Emergency Response Teams
ERT leader is responsible for activating and
coordinating the emergency response and for
notifying civil authorities such as the police or
fire department, contacting hospitals or
paramedics, and so on.
The ERT leader should also be a member of the
CMT and should coordinate closely with the
CMT to ensure that the appropriate level of
BC/DR activation occurs in a timely manner.
Emergency response and DR activities can occur in parallel.
Only trained members of the ERT can address the actual emergency, which may include medical staff,
evacuation or shelter-in-place leaders, search and rescue staff, and the CMT manager and/or a corporate
executive contact.
CMT members assess damage, evaluate options, and implement the BC/DR plan as soon as possible.
7. ERT is responsible for ensuring that the proper communication equipment is available prior to an event.
ERT members should receive training on the aspects of the job they’ll be expected to perform in an emergency.
Emergency response training may include:
Relocation and evacuation safety and techniques
Firefighting equipment, safety, and techniques
Search and rescue safety and techniques
Hazardous material handling
Chemical spills or leaks (liquid, airborne, etc.)
CPR, first aid, and emergency medical skills
Water safety, water rescue
Cold weather survival
Emergency shutoff/shutdown procedures
Damage assessment and control
Type of training required depends a company, the nature of its business and its geographical location.
Emergency Response Teams
8. Declaring an emergency, disaster, or crisis event that must be managed, begin implementing BC/DR plan.
CMT responsible for making the high-level decisions; for coordinating efforts of internal and external staff,
vendors, and contractors; and for determining the most appropriate responses to situations as they occur.
Emergency response and disaster recovery
CMT oversees ERT and the DR team(s).
Once an emergency occurs, the ERT leader should take charge of managing the emergency itself.
ERT should be quickly released back to emergency duties while someone from the CMT documents the
information provided by the ERT.
CMT coordinates activities related to initiating the DR efforts.
Once the ERT leader has notified the CMT that the actual emergency has ceased and that DR can begin, the
CMT takes over coordinating all activities.
Once the DR efforts conclude and business continuity efforts begin, the CMT winds down and operations
may resume through normal management channels.
This is a decision each company must make based on its unique structure, but in general, the CMT leader
should manage the situation until it makes sense to hand over control to the operations team.
Crisis Management Team
9. Alternate facilities review and management
CMT is responsible for overseeing the activities related to DR and business continuity at alternate sites.
CMT review activities for activating alternate site and have final authority on decisions needed related to alternate site, such as
bringing additional services, equipment, or vendors if original arrangements do not meet current needs.
CMT are responsible for resolving problems, issues that arise and are the final decision makers for escalated issues.
Crisis communications
Covers a lot of territory and involve numerous teams working in a coordinated fashion.
Messages communicated from the ERT and DR team(s) should originate from or be approved by the CMT.
Avoid having multiple sources of communications going out since it can cause confusion, error, frustration, and worse.
ERT and DR team(s) to communicate directly with the CMT and allow the CMT to act as the single spokesperson for all
communication about the crisis to executives, other company departments, and outside entities.
This ensures that the message is correct and consistent.
Crisis Communication Plan should adhere to three simple rules for effective crisis communication:
1. Always tell the truth.
2. Appoint a spokesperson to be the face and voice of the company with the media.
3. Provide information that addresses who, when, what, where, why, and how.
Crisis Management Team
10. Human resources
HRs representative should be included on the CMT so that they can specifically address the needs of employees
and maintain a communication channel with employees through preplanned methods.
Should track employees who may be injured from the event or not available for work due to leave of absence,
vacations, and so on.
Should provide support for injured employees and their families, including facilitating access to emergency or
ongoing medical or psychological services.
Assist employees with financial, legal, and insurance issues related to the injury or death of an employee or
family member.
Prepare and update an employee head count to determine who is available for recovery operations and who may
be available later for business continuity activities.
If temporary staff or contractors are needed, they can help select, manage, oversee, and monitor temporary staff
as well as manage timecards and other payments for such staff.
Determine the status of payroll and ensure employees get paid in a timely manner.
Pro-actively addressing these concerns will also reduce the number of calls, e-mails, and contacts related to
questions about payroll, freeing up time to address other HR-related concerns.
Crisis Management Team
11. Legal
Depending on the nature of the disaster or disruption, you may need to have the CMT contact legal counsel.
Firm’s lawyers review or approve emergency contracts; review language in agreements with vendors, suppliers, or contractors;
review documents related to injury, death, or property damage; or address regulatory issues.
Soon as CMT is activated, it should contact legal counsel and notify them of the event so they can provide appropriate information,
feedback, and guidance throughout the remainder of the event and during its aftermath.
Insurance
Insurance is a risk transference method and one used by many, if not all, businesses today.
Firm is required to hold certain types of insurance.
BC/DR plan should have contact information for insurance company representatives, and they should be notified upon activation of
the CMT.
CMT may also perform an initial damage assessment and document it for the insurance company.
This include taking photographs or video images as well as making detailed notes.
Members of the CMT team should gather documents related to insurance claims and submit loss estimates to the insurance company.
CMT review insurance documents to determine exclusions, limitations (financial, time, location, cause, etc.), or maximums on various
policies.
Issues with insurance should be escalated to management and/or legal counsel for review and resolution.
Crisis Management Team
12. Finance
CMT should have representatives from the financial department to assess the status of the
company.
They assess the cash availability of the company, the viability (or advisability) of processing
employee payroll early, or to provide advances to employees.
Financial representatives assess status of the accounts payable and receivable to ensure bills and
invoices are issued in a relatively timely manner and that revenue and payments are received in
a timely manner as well.
A process for managing, tracking, and monitoring expenditures during the disaster or disruption
should be implemented and managed by the financial representative (s) on the CMT.
Estimates for repairs and other expenditures should be submitted to this team for review and
approval.
Upon resumption of business operations, the financial team should assess the status of the
company’s finances and report to executives or senior management.
Crisis Management Team
13. Disaster Recovery
Activation and emergency response checklists
Develop a variety of checklists, which can be extremely useful in making quick decisions for moving
forward.
Checklists can help remind you of critical steps to take, regardless of the situation.
Activation checklists delineate activities and triggers that take place prior to and during plan activation.
Remember, there may be some minor events that do not trigger the activation of the BC/DR plan.
Emergency response checklists can be referenced in the immediate aftermath of a disaster affecting (or
likely to affect) human safety.
Recovery checklists
Specific steps to be taken should be defined in your BC/DR plan.
Note that these initial recovery checklists typically precede any actual IT recovery tasks.
Pay special attention to any information you may need to complete tasks successfully since access to this
information may not be available until after IT recovery has commenced.
IT recovery commence till physical, safety personnel, travel, financial, and other areas are addressed first.
14. IT recovery tasks
Tasks needed recovering IT systems are familiar to you, but they should be delineated within your BC/DR plan.
Sub-team should have a set of guidelines and procedures for how and when they will perform their work.
Note dependencies within the checklist so that teams don’t work at cross-purposes.
Add items to the checklist as checkpoints for these purposes, much like milestones are used in project plans.
Restoration of network and systems infrastructure must be complete before any of the other IT recovery checklists
can be completed.
After recovery of network infrastructure, end-user connectivity and other dependent network services are complete,
it is often confusing to know in what order to restore applications.
It maybe impossible to bring all critical systems back online simultaneously within the allowable recovery time
objective (RTO).
Identify and prioritizing application restore order based on changing circumstances on the ground.
CMT and DR teams communicate regularly during recovery operations in order to provide up-to-date information on
restoration activities and in order to change direction at a moment’s notice based on CMT guidance.
Application recovery document should be step-by-step procedures to fully restore and test the application and any
associated databases, data sets or real-time interfaces.
Disaster Recovery
15. Computer incident response
Recovering from disasters that cause damage to physical structures or loss of IT equipment, IT recovery also
involves responding to, stopping, and repairing problems caused by system failures, security breaches, or
intentional data corruption or destruction.
Depending on the nature or severity of the attack or incident, you may need to activate a computer incident
response team (CIRT).
IT departments have some process in place for addressing and managing a computer incident.
An incident is defined as any activity outside normal operations, whether intentional or not; whether man-made
or not.
Example, the theft in the middle of the night of a corporate server is an incident. A Web site hack or a network
security breach is also an incident. A database corruption issue or a failed hard drive is also an incident.
From a CIRT and members of the team, have defined roles and responsibilities and be trained in their roles.
For example, if you have staff responsible for monitoring network security and they notice a potential breach
through a particular port, they should also know how to shut down that port and have the network permissions
that enable them to do so. If all they know how to do is monitor the log file or traffic, for example, and have no
idea how to shut down a port or stop the problem, it could be hours before the problem is addressed.
Disaster Recovery
16. CIRT responsibilities
For CIRT to be effective, duties must be well defined. There are five major areas of responsibility for the CIRT
team. These are:
Monitor
Alert and mobilize
Assess and stabilize
Resolve
Review
Monitor. Every network must be monitored for a variety of events. Failure events indicate a problem has
occurred such as a hardware failure or the failure of a particular software service to start or stop appropriately.
Other events are tracked in log files for later review or auditing. These might include failed login attempts or
notification of a change to security settings.
Other incidents may include unusual increases in certain types of network traffic or excessive attempts to login
to secure areas of the network.
Whether the event stems from intentional or unintentional acts, the network needs to be monitored.
Disaster Recovery
17. CIRT should be involved helping to determine what should be monitored and assisting in monitoring
the network. Not all events have significance and sometimes only through seeing recurring events
that a pattern can be discerned.
Having experienced team members monitor the network will help reduce the lag time between an
unwanted event and a response.
While a serious security breach might not cause you to activate all or part of your BC/DR plan.
The point is that your CIRT team should monitor the network activity and take appropriate action,
regardless of the source of the problem.
Alert and mobilize. Once an unusual, unwanted, or suspicious event has occurred, the CIRT member
should alert appropriate team members and mobilize for action.
This may involve shutting down servers, firewalls, e-mail, or other services, removing offending hosts
from the network, or turning off network ports once the offending host is identified.
Alerting and mobilizing should have the effect of stopping or containing the immediate impact of the
event while still being able to preserve, secure, and document any evidence or artifacts.
Disaster Recovery
18. Assess and stabilize. After the immediate threat has been halted, the CIRT team assesses the situation and
attempts to stabilize it.
For example, if data have been stolen or databases have been corrupted, the nature and extent of the event
must be assessed and steps must be taken to stabilize the situation.
In many cases, this phase takes the longest because determining exactly what happened can be
challenging. If you have members of your team that have been trained in computer forensics, they would
head up this segment of work. If you do not have members of your team trained in this area, you should
decide whether it would be advisable to provide this training to staff or hire an outside computer forensics
expert.
Outside consultants can be helpful in this case for the simple fact that they work in this arena day in and
day out and are most likely more up to date and experienced in this area than staff that occasionally goes to
training and rarely (if ever) puts that training to use.
The decision is yours based on the skills, expertise, and budget of your company. Having in-house expertise
can be a good first step and you can always hire an outside expert on an as-needed basis.
Defined maximum tolerable downtime (MTD) and other recovery metrics.
Disaster Recovery
19. Resolve. After determining the nature and extent of the incident, CIRT can determine the best resolution
and implement it.
Resolution may involve bringing an offending host up on an isolated network, taking disk-based snapshots
of the offending system to preserve any digital evidence, eradicating the malware or virus, identifying and
mitigating all vulnerabilities that were exploited, resetting passwords or removing rogue accounts,
restoring from backups, updating operating systems or applications, modifying permissions, or changing
settings on servers, firewalls, or routers.
In addition, additional monitoring should be implemented to look for future related activity.
Review. After event has been resolved, the CIRT should convene a meeting to determine how the incident
occurred, what lessons were learned, and what could be done to avoid such a problem in the future.
Within the scope of a BC/DR plan, this might involve understanding how the recovery process worked,
understanding how to improve risk mitigation for similar threats in the future, and what could be done
differently in the future to decrease downtime, decrease impact, and improve time to resolution.
Other topics that should be discussed include any improvements to evidence gathering and handling,
required incident reporting (internal and external), and any improvements which could have helped detect
the vulnerability sooner.
Disaster Recovery
20. Business Continuity
Business continuity begins when DR ends.
DR efforts include stopping the effect of the disaster and getting basic operations set up. For example, if your
building was destroyed, DR would include salvaging anything from the building you could, activating an
alternate work site, activating an alternate computing site and setting up and restoring network components,
servers, and systems.
Now DR, from an IT perspective, is complete, business continuity kicks in.
These steps include managing business processes in work-around mode, if needed, and assessing the status of
operations and beginning to normalize operations.
For example, it’s possible that some systems can be restored almost immediately, whereas other systems may
take several days or a week to restore. The workarounds in place may allow some operations to resume but
others to remain dormant. Backlogs in some areas are created, data gets out of sync, and the state of the
business is perhaps more chaotic now.
Part of the challenge of the business continuity phase is determining what should be restored, what should be
salvaged, and what should be replaced.
Repairing and replacing have their own sets of challenges and the options should be reviewed prior to making
decisions to move forward.
21. Some of the factors to be considered include:
Executive/administrative
Business operations
IT operations—infrastructure
IT operations—end users
Communications
Facilities, security, and safety
Business Continuity