1. What Can You Do Today?

2. Steps To Preparedness 1. Assess your risk – both internally and externally. 2. Assess your critical business functions. 3. Prepare your supply chain. 4. Back-up your data. 5. Create an emergency management plan. 6. Create a crisis communications plan. 7. Assemble emergency supplies. 8. Plan for an alternate location. 9. Review your insurance coverage. 10. Test your plan.

3. 1. Assess Your Risk – Internally & Externally What types of emergencies have occurred in the past? What could happen as a result of your facility location(s)? What types of emergencies could result from the design or construction of your facilities? What could result from a process or system failure? Will you be affected if your neighbor is hit by a disaster?

4. 2. Assess Your Critical Business Functions What functions are critical to the day-to-day operations? ›HR, Operations, Management, Finance, Accounting, Sales What employees are essential? How long can you withstand an interruption to those critical functions? ›0-24 hrs, 24-48 hrs, 48-72 hrs

5. 2. Assess Your Critical Functions (cont.) Identifying critical functions is integral in resuming operations following a disaster. GOAL: identify all resources and personnel required to restore critical functions during a recovery Typically, critical functions are those that: 1.are most sensitive to downtime; 2.fulfill legal or financial obligations to maintain cash flow; 3.play a key role in maintaining your entity’s public image and trust; and/or 4.safeguard an irreplaceable asset.

6. 3. Prepare Your Supply Chain Talk to your key vendors and suppliers about their recovery plans. ›Ask yourself has it been tested? Develop relationships with alternate vendors. ›Eliminate single points of failure. Educate employees & staff about the importance of preparedness. Insure what can’t be protected.

7. 4. Back-Up Your Data Automated. Daily back-ups. Store in off-site, secure location. Test plan regularly. Regional footprint.

8. 5. Create An Emergency Management Plan Program designed to effectively and efficiently respond to an event, minimize the impact, protect and reassure your stakeholders and prepare for recovery Plan for what to do after a disaster Facilitates transition between normal operations and catastrophe response Lessons learned: –Having access to information necessary to make important decisions and getting information to the right people are equally important Includes: –Notification and management of employees, staff, clients, vendors, suppliers and the media

9. 6. Create a Crisis Communication Plan Develop a process to make sure all stakeholders (internal and external) are aware of decisions and expectations. Ensure redundancies independent of cell or terrestrial networks as much as possible ›24-hour phone tree ›Password protected web page (centralized emergency status) ›Previously Established Radio/TV/Print News Partners ›Call-in recording system ›E-Mail Alert System ›Text/Data Alert system Manage member and key vendor/partner communications. Prepare a media communications plan. Consider all your different audiences: ›Employees ›Stakeholders ›Clients ›Community ›Media ›Competitors

10. 6. Create a Crisis Communication Plan (cont.) Starting Simple: Emergency Contact List Create an Emergency contact list that includes: Home Phone Alternate Mobile Personal E-mail Family Contact Information Evacuation Plan Store Remotely for Easy Access Setup Alert Notifications Program Explain Purpose Test Regularly Update regularly with any CHANGES to your organization Train New Hires

11. 6. Create a Crisis Communication Plan (cont.) Online Communications: Social Media Post real-time status updates Direct public/employees to alternate locations Provide emergency contact information & instructions Allows easy transference of information to other audiences User-Friendly, Searchable, universal applicability, stable platform

12. 6. Create a Crisis Communication Plan (cont.) Online Presence: Your Website Do you have access to your Web Site during an interruption? (remote access) Consider hosting your website at an alternate location (offsite). Post critical information on Home & Contact pages. Provide employees, vendors, clients and business partners with timely information about your organization during a crisis Ensure your site has contingencies for any potential SPIKE in traffic during emergency events

13. 6. Create a Crisis Communication Plan (cont.) EXTERNAL Communications Strategy Establish a Crisis Communications Team Identify Spokesperson(s) & prioritization Train your Spokesperson(s) on the intricacies and best practices of communicating with the media Ensure all Employees KNOW who the Spokesperson is

14. 7. Assemble Emergency Supplies Employee Emergency Kits An emergency or disaster recovery kit should contain: Fresh water, Non-perishable food, Flashlights Extra batteries, Battery-powered AM/FM or NOAA radio First aid kit, Copies of important documents and records For a complete list of items, visit www.Ready.gov. www.redcross.org Workplace Recovery Kit CASH Recovery plan Hand Crank or Solar Chargers for Cell Phones Important records ( Insurance policies, Fixed asset inventory, Contracts) Operating system install disks, Licensing keys, Passwords Letterhead Office Supplies: Stamps, Writing Utensils, Stapler/Staples, Tape Printer Paper, Calculators

15. 8. Plan For An Alternate Location Mobile Recovery ›Delivered to a specific location. ›Ideal for small to medium sized business. ›High level of flexibility. ›Cost effective solution. Hotsite Recovery ›Permanent, regional facility. ›First come, first served at time of disaster. Other Alternatives ›Reciprocal ›Internal

16. 9. Review Your Insurance Coverage Assure you are insured for all potential risks. Consider business interruption insurance and added expense insurance. Keep photos of your building, equipment lists and policy information stored in a safe and secure offsite location. Asset management program.

17. 10. Exercise Your Plan Do an annual exercise and update the plan as necessary. There is no pass or fail. Make sure to re-educate employees when any changes to the plan are made. Testing is a process not just a project.

18. Questions Kevin Binder kevin.binder@agilityrecovery.com 978-505-7502