Continuity of Operations Planning (COOP) for Businesses
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.
o
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.
o
Review your
business
process flow chart if one exists.
o
Identify
operations
critical to survival and recovery.
o
Include
emergency
payroll, expedited financial decision-making and
accounting systems to track and document
costs in the event of a disaster.
o
Establish procedures for
succession
of management. Include at least one
person who is not at the company headquarters, if
applicable.
o
Identify your
suppliers,
shippers, resources and other businesses
you must interact with on a daily basis.
o
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.
o
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.
o
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.
o
Consider if you can run the business from a different
location or from your home.
o
Develop relationships with other companies to use their
facilities in case a disaster makes your location
unusable.
o
Plan for payroll continuity.
o
Decide
who should
participate in putting together your
emergency plan.
o
Include co-workers from all levels in planning and as
active members of the emergency
management team.
o
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.
o
Define
crisis
management procedures and
individual
responsibilities in advance.
o
Make sure those involved know what they are supposed to
do.
o
Train others in case you need back-up help.
o
Coordinate with others.
o
Meet with
other
businesses in your building or
industrial complex.
o
Talk with first responders, emergency managers,
community organizations and utility providers.
o
Plan with your suppliers, shippers and others you
regularly do business with.
o
Share your plans and encourage other businesses to set
in motion their own continuity planning and offer to
help others.
o
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.
