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BUSINESS CONTINUITY PLAN (CONFIDENTIAL)--Not for External Distribution
Departmental Business Continuity Plan
Revision No:Revision Date:
For questions or details on this plan, please contact the Departmental Continuity Planner:
In case of an actual emergency turn to Section H to implement this plan.
This plan and associated documents can be found in the MyFiles folders at:
Table of ContentsREVIEWS AND APPROVALS........................................................................................................................................................3
A. PREFACE..................................................................................................................................................................................4
B. BUSINESS CONTINUITY PLAN OVERVIEW...........................................................................................................................4
C. RECOVERY STRATEGY...........................................................................................................................................................5
D. CRITICAL FUNCTIONS AND RECOVERY TIME OBJECTIVES..............................................................................................6Worksheet #1: Critical Functions and RTO...............................................................................................................................6Worksheet #2: Software Applications Supporting Critical Functions........................................................................................7
E. VITAL RECORDS, FORMS AND DOCUMENTS.......................................................................................................................8Worksheet #3: Vital Records, Forms and Documents..............................................................................................................8
F. CRITICAL RESOURCES AND PERSONNEL............................................................................................................................9Worksheet #5: Office Support Equipment.................................................................................................................................9Worksheet #6: Special Equipment and Supplies......................................................................................................................9Worksheet #11: Essential Personnel and Cross-Training........................................................................................................9
G. DEPARTMENTAL CONTINUITY PLANNING (DCPT)............................................................................................................11
H. RECOVERY PROCEDURES...................................................................................................................................................12Worksheet #4: Orders of Succession.....................................................................................................................................12Worksheet #7: Emergency and Alternate Operating Facilities................................................................................................12
I. DEPARTMENTAL CONTINUITY EMERGENCY CHECKLIST.................................................................................................14Emergency Checklist...............................................................................................................................................................14
J. NOTIFICATION AND COMMUNICATION................................................................................................................................19Worksheet #8: Modes of Notification and Communication......................................................................................................20Worksheet #9: Management and Continuity Team Contacts..................................................................................................20Worksheet #10: Department Staff Contacts............................................................................................................................21Boston College Support Contacts............................................................................................................................................22Worksheet #12: Key Vendors and Other External Contacts....................................................................................................22
K. OTHER INFORMATION AND SPECIAL INSTRUCTIONS......................................................................................................22Other Information.....................................................................................................................................................................22
L. PLAN MAINTENANCE AND DISTRIBUTION..........................................................................................................................22Plan Holders............................................................................................................................................................................23Mitigation & Improvements......................................................................................................................................................24
ACRONYMS AND DEFINITIONS.................................................................................................................................................25
CHECKLIST..................................................................................................................................................................................26
Page 3 of 26
REVIEWS AND APPROVALS
Unit Head NameTitle
VP, Chair or OtherTitle
Emergency Manager Title
ExecutiveTitle
Page 4 of 26
A. PREFACEThis plan was developed to facilitate the department to resume critical functionality following a major disruption of operations and recover full capabilities within prescribed time frames. The document was prepared under the direction of the Departmental Continuity Planner.
The Deep Sea Studies Department is responsible for the research of the plant and animal life that live in the deepocean water. The Deep Sea Studies Department has offices in several buildings on campus. Besides the need forclassrooms during the school year, the department has faculty and staff officies in 21 Campanella and a small library in Fulton. Additionally, the department runs a small laboratory, a rescue center for sick and injured animals,and multiple aquariums which are home to hundreds of different salt water species. There are 15 full time staff members, 10 faculty in the Deep Sea Studies Department, and during the school year, an additional 4 student employees.
Number of People: 29
The Business Continuity Plan is a tool to assist in preparing for "disasters" that could leave resources such as personnel, records, information, housing and physical facilities unavailable for both short term or extended periods.
Use this document to learn about the issues involved in planning for continuity of the organization and its functions, as a checklist of preparation tasks, for training personnel, and for recovering from a disaster.
See section H and I, Recovery Procedures, for specific communications plans, recovery plans and procedures and should contain all of the information needed during a recovery.
Audience and Distribution
This plan is primarily addressed to the Departmental Continuity Planner (DCP) for the organization, Department Continuity Planning Team (if developed) and local organization management. They have the responsibility of preparing for, responding to, and recovering from any event that affects our ability to perform our mission.
See Section L. Plan Maintenance for a list of holders of this plan.
B. BUSINESS CONTINUITY PLAN OVERVIEWPlanning for the continuity and recovery of the organization and implementing the plan in the event of a disaster are complex tasks requiring coordination among two BC groups involved in emergency response and recovery: the Business Continuity Planning Team (BCPT) and the Emergency Management Executive Team (EMET).
The University Emergency Operations Center (EOC), operating under EMET, is the primary link to the resources available to us through BC support services. EMET provides us, and other Departmental Continuity Planning Teams, with support and assistance responding to and recovering from a disaster or other critical event.
The EOC provides university level command and support services that we may require during our recovery processes. See the Emergency Response web page at http://www.bc.edu/emergency for information about the team and recovery planning at BC.
The Business Continuity Planning Team, whose membership includes all Departmental Continuity Planners, provides Plan developers with direction, support and mutual assistance in preparing, implementing and maintaining our continuity plans.
Page 5 of 26
C. RECOVERY STRATEGYWhen developing a plan for minimizing disruptions to our organization, preparing for contingencies and expeditingrecovery, we need to develop a comprehensive strategy for the process.
Recovery Strategy
When developing a plan for minimizing disruptions to our organization, preparing for contingencies and expeditingrecovery, we need to develop a comprehensive strategy for the process. Backup generators and extra food and water filters are kept on campus in the event of an emergency to keep the animals fed and their tanks clean and warm. A staff member is always on call to respond if any of the warning systems on the tanks go off. Multiple staffare trained on how to clean the tanks and feed the animals. In the event of an emergency the staff member on call will a ctivate the phone tree and email the Deep Sea Studies group to alert them of the emergency and provide information on necessary next steps.
Special or Unique Considerations
the Deep Sea Studies Department has may unique conditions. The department works with many live animals which require clean, salt water and daily feedings. The rescue center also requires the water be kept at certain temperature ranges. Special equipment such as filters, aquariums, temperature gauges, and warning systems must be considered. The department also has over 35 years of research stored in the library. Open research projects with critical data and samples critical to research are also in the lab in Higgins.
Page 9 of 26
F. CRITICAL RESOURCES AND PERSONNEL
The following section lists both the people and items needed for normal (N) operations and minimal (M) requirements for restoring critical operations and related services in a disaster situation.
Worksheet #5: Office Support EquipmentType Normal Minimal Comments
WORKSTATIONS 30 5
PHONES 40 3
LAPTOPS 30 10
DESKTOP COMPUTERS 10 1
FAX MACHINES 1 0
PRINTERS 5 1
COPIERS 1 1
SCANNERS 4 1
SHREDDERS 3 1
POSTAGE MACHINES 0 0
LOCAL SERVERS 3 3
Worksheet #6: Special Equipment and SuppliesItem Description Location Vendor QTY
NormalQTYMinimal
aquariums unique tanks for rescued animals, friendly animals, and aggressive animals
Comments: certain fish must be kept seperate from the others so many aquariums are necessary
boats used to collect samples and study fish in natural habitats
BC Boat house, Consitution Harbor
nets and other fishing equipment
to safely capture animals to study BC Boat house, Consitution Harbor
Worksheet #11: Essential Personnel and Cross-TrainingFunction Performs this Function Can be Cross Trained Comments
payroll 1. Dean2. Associate Dean
1. Professor
Page 10 of 26
Maintaining animal living environment
1. Lab Manager2. Dean
1. Ass. Dean
Research 1. Dean2. Associate Dean3. Professor4. Work Study
Conducting classes 1. Professor2. Dean3. Ass. Dean
1. Teaching Assistant2. Graduate Student3. Workstudy student
Page 11 of 26
G. DEPARTMENTAL CONTINUITY PLANNING (DCPT)
The Business Continuity Plan documents the responses and recovery actions to be taken in the event a disaster affects our organization or the resources that we rely upon for support. The Continuity Planning Team, which is structured in compliance with the National Incident Management System (NIMS) and incorporates the Incident Command System (ICS), defines the following sections that provide the following functions for the department. Each of these Sections is staffed by the personnel who are normally responsible for that corresponding component or activity and should be familiar with their operations.
Departmental Continuity PlannerThe Departmental Continuity Planner serves as the DCP, reporting to departmental management. As a component of the overall Boston College recovery planning effort, the DCP works with the Boston College Emergency Management Executive Team (EMET) in a disaster situation. In planning and preparing for recovery from a disaster, the DCP is responsible for plan development and maintenance, testing and participating in the Continuity Planning Team. The DCP is responsible for the activities in all listed sections, unless specific section chiefs are assigned and may also be acting Section Chief of the Planning Section in many departments.
At the local organizational level, these Sections are under the direction of the Departmental Continuity Planner.
Operations Section:The Operations Section Chief is responsible for coordinating the continuity and recovery of functions of the department along with facilities, personnel, local and remote data processing, and voice and data communications functionality of the organization. Damage/impact assessment and implementation of the plan is carried out by the Operations Section Chief.
Logistics Section:The Logistics Section Chief is responsible for providing the necessary resources (supplies, services, equipment, facilities, personnel) to support recovery operations after an emergency. This includes items such as relocation sites, recovery of records, assigning personnel, salvage and restoration of facilities, providing supplies and other supporting services. Planning for vital records backup and storage, and identification of key support vendors is a preparedness duty.
Planning Section:The Planning Section Chief is responsible for the collection, evaluation, dissemination, and monitoring of incident information and anticipate needs that may arise in order to address those needs before they become a problem. Secondly, the Planning Section Chief develops any necessary Incident Action Plans, situation reports, maintaining all documentation and records for the incident and coordination of the department's activities during recovery. This section also maintains information on the current and forecast situation and on the status of resources assigned to the incident.
Finance Administration Section:The Finance Administration Section Chief is responsible for providing financial and related support for recovery byallocating, authorizing and tracking funds, and keeping records of procurement and other expenses throughout the process for recouping losses. This can be facilitated by using pre-arranged emergency account numbers for tracking expenses and having access to cash and other funds to dispense during the emergency.
Page 12 of 26
H. RECOVERY PROCEDURES
The following section provides the action plan for resumption of critical processing during or following a disaster. The appropriate Section Chiefs are responsible for keeping this information up-to-date. If a department utilizes an Annex to address a specific function outside the overall operations of the department, equivalent tables must be prepared for each Annex.
Orders of SuccessionIn the event of an incident that limits the ability of key management in our department to respond, the following worksheet is the line of succession that will be in effect. If during the course of recovery from the incident a personhigher up in the list becomes available, that person will assume responsibility. Note: The Line of Succession does not necessarily relate to the order and responsibility for managing the recovery effort. This plan and department management will outline and direct our recovery efforts.
Worksheet #4: Orders of SuccessionName Title Alternate Name Alternate Title Comments
Relocation Strategy and Department Operations Center (DOC)
If the event causes loss of facilities for a short, or extended period of time, we need to understand what had to move, when that needs to be done and what functionality of the operations must be carried out.
This section defines a Department Operations Center (DOC) for key staff to implement the plan and discuss emergency issue; a few short term staff emergency meeting sites in the event of a building evacuation; and potential alternate locations to work from if the building were unusable for an extended period of time. This is important for improving communications and assisting in locating individuals.
The Department Operations Center is the place for departmental management and other critical personnel to meet to discuss and subsequently manage the situation. Two sites are suggested, one being a room in the building to use if the building is still functional. The second is a site outside the building if evacuation is necessary.Access to communications (voice and data) is suggested. Establish a liaison with the Incident Commander on the scene or with the University EOC if it is established for the situation.
The following section lists emergency and alternate operating facilities and specific communication needs in the event of an emergency.
Worksheet #7: Emergency and Alternate Operating FacilitiesType Place People Comments
EMERGENCY MEETING SITE St. Ignatius Statue 10
ALTERNATE EMERGENCY MEETINGSITE
Academic Quad 10
DEPARTMENTAL OPERATIONS SITE(inside your building)
Laboratory 10
Page 13 of 26
ALTERNATE DEPARTMENT OPERATIONS SITE (outside your building)
Campanella 29
ALTERNATE WORK LOCATION #1 (top choice)
Local Aquarium 10
ALTERNATE WORK LOCATION #2 (next best)
RI Aquarium 10
ALTERNATE WORK LOCATION #3 (minimal)
Comments: Staff and animals need an aquarium and faculty and office staff can work from offices on campus
Page 14 of 26
I. DEPARTMENTAL CONTINUITY EMERGENCY CHECKLIST
The following are specific tasks related to the Continuity Team during an emergency. These are in addition to the usual responsibilities of the individual. The Department Continuity Planner is responsible to ensure the listed actions are assigned and completed. Call the University Emergency Operations Center (EOC) or Office of Emergency Management if assistance is needed.
Emergency ChecklistItem Task Description Assigned To Date Completed
1 Receive notification of emergency.
2 If necessary, contact BC Police for emergency assistance (Fire, Police, EMS)
3 If evacuation is required, direct staff to Emergency Meeting Site and conduct headcount of personnel.
4 Notify Department Management, Continuity Team and Emergency Management of emergency situation.
5 Notify campus police (911) and/or Facilities Work Order Center for immediate assistance if needed; Police, Environmental Health and Safety and Facilities will respond to life safety, health and facility/utility related events.
6 Direct and assist emergency personnel as required. Identify a person who will know the building to work emergency services, EHS and Facilities.
7 Retrieve Department Business Continuity Plan by using MyFiles, hardcopy, flash drive,etc.
8 Activate the Department Business Continuity Plan.
9 Determine if a Department Operations Center (DOC) or conference call activation is required. If so, notify, department management and Continuity Team to report to the pre-defined location. Notify Emergency Management of its location and contact information.
10 Notify Departmental Contingency Planner when team is assembled.
11 Assess the estimated length of time of the outage, and report the assessment to Department Management, Continuity Team and Incident Commander at the University EOC if necessary.
12 Review the scope of the problem, noting areas affected, probable duration, location to resume operations, number of users involved, plan for recovery, staff requirements, and staff availability.
13 Ensure that safety measures are put into effect.
14 Provide Situation Reports and updates to Emergency Management / University EOC and senior management.
15 Prepare Incident Action Plans to facilitate Operations and shift turnovers.
Page 15 of 26
16 Coordinate and communicate with the various continuity team members and the University EOC if additional resources are required. Establish a liaison with the Incident Commander if appropriate.
17 Initiate staff notification using Contact Lists or other systems. Use Call Trees to contact critical employees.
18 Initiate external communications for applicable external contacts such as students, customers, vendors, or other third party providers.
19 Take appropriate preventive measures, such as covering items to protect equipment that will not be relocated and secure critical files and data.
20 Activate Emergency Account number(s) if needed and Notify Department Managementand Continuity Team to charge all activities to this account number.
21 Essential personnel begin movement to alternate location.
22 Notify remaining staff and appropriate departments for movement to alternate location.
23 Consider canceling or postponing events, meetings, and/or other activities.
24 Critical staff have their BC identification card.
25 Review policies for sending employees home.
26 Monitor the Continuity Team efforts.
27 Review and assess the damage to the facility. List all departmental equipment and resources affected and the extent of the damage.
28 Assemble vital files, records, databases, critical equipment and supplies required for re-establishing and performing essential functions at alternate work location.
29 Obtain permission to enter the site from BCPD, Facilities, EH&S or other proper authorities, if required, and work with the insurance representative for the College, Facilities and repair personnel from any appropriate vendors.
30 Contact Facilities Work Order Center to create a work order in request of alternate space for your department.
31 Notify other departments and customers that operations have shifted to alternate work location.
32 Stage personnel for duty and support of department operations.
33 Contact IT Help Desk to make computer connectivity and phone line transfers to designated alternate location if needed.
34 Organize staff and account for non-essential personnel. Develop shift rotations if needed.
Page 16 of 26
35 Determine which essential functions have been affected and prioritize for restoration.
36 Review policies for sending employees home and/or working from home implement if needed.
37 Track status and restoration efforts of all essential functions and provide updated status report to Continuity Team, Department management and University EOC/Emergency Management.
38 Test telephone, fax, e-mail, radio and other communications.
39 Establish communications with essential support and office elements.
40 Ensure all critical equipment, critical software and vital files, records and databases areavailable at alternate facility location.
41 Coordinate procurement of additional equipment and supplies, as required.
42 Set up interim workspace at alternate site.
43 Address compliance issues if applicable.
44 Grantors have been notified of your status if applicable.
45 Make customers aware of degraded services.
46 Contact IT Help Desk to check on system status.
47 Order replacement hardware for critical processes (computers, printers, servers).
48 Test user logins to web based applications to assure they work properly. Contact the ITHelp Desk at if problems occur.
49 Update voicemail with disaster related messages.
50 Work with University EOC to make hotel and dining accommodations for critical staff if needed.
51 Evaluate transportation needs.
52 Use work around procedures for handling cash transactions if applicable.
53 Make sure if alternate site is used that directions are available.
54 Coordinate all news media with Public Affairs Office.
55 Notify Departments and third party providers of the disaster related event and any changes in processes.
56 Contact Vendors that support critical processes to request assistance or notify them of a delay.
Page 17 of 26
57 Contact mail delivery services to notify them of any change in location.
58 Contact students to inform them of any process or location changes.
59 Review the BC Home Page, BC Info and BC Prepared websites or the 888-BOS-COLLemergency information line for updates.
60 Ensure all employees have Employee ID cards and are prepared to show them.
61 Safeguard sensitive vital records.
62 Set up counseling for employees if needed.
63 Obtain the contact number and status of employees for family matters that may call in.
64 Coordinate the return of processing to the usual functional area, or to a new site, if necessary.
65 Survey condition of office building and determine feasibility of salvaging, restoring or returning to original offices when emergency subsides or is terminated.
66 Inventory and salvage useable equipment, materials, records and supplies from damaged or destroyed facility.
67 Determine loss of the department's inventory for insurance report and document all actions.
68 Checks and balances to verify what data was lost (hardcopy and electronic).
69 Develop long term recovery plans.
70 Site specific services have been recovered.
71 Test systems to ensure they are working properly.
72 Track status and restoration efforts of all essential functions.
73 Conduct transition of all functions, personnel and equipment from alternate location back to designated facility.
74 Staff relocate to original worksite or a new permanent site.
75 Non-critical staff have been called back to work.
76 Business units begin returning to normal operations.
77 Manual procedures have been incorporated back to normal processing.
78 Communication with customers and departments.
Page 18 of 26
79 Evaluate staffing schedules for workloads that may need to be caught up.
80 Conduct after action review meeting with key staff.
81 After the recovery effort, meet with the Department Continuity Team members.Analyze the recovery procedures, and make any necessary additions or modifications to this plan.
Page 19 of 26
J. NOTIFICATION AND COMMUNICATION
In the event of a disaster, notify all persons listed on Worksheet #9.
The following worksheets list Notification and Communication Strategies, Management & Continuity Team Contacts, Departmental Staff Contacts, and Critical Vendor Contacts. The Departmental Continuity Planner is responsible for keeping these notification worksheets up-to-date though it can be delegated to a person working with the information in the department.
Departmental Information DistributionBoston College has specially trained personnel who are accustomed to dealing with the press and TV media. Our department will establish a liaison with the Public Affairs Office as required. Unless authorized, all requests for information from the media or other external sources should be forwarded to the BC Public Affairs office. However, this does not preclude our dealing with our normal constituency, be they staff, students or parents. The goal is to have accurate, consistent and coordinated information flow throughout the emergency period.
To achieve this, we must maintain up-to-date contact lists with all of our staff and in academic or research areas also with students, instructors and researchers. These worksheets should include several methods of contact, including land-line and cellular phones, BC and external (AOL, gmail, etc.) e-mail addresses and home contacts.
Strategic CommunicationsDetermining the content and context of messages to the BC community, parents and the public can often be facilitated by preparing generic messages in advance. The Public Affairs Office has developed such messages foruse in the campus wide communications capability designed to maximize notification to staff and students in an emergency. For example, a fire that is limited to one building would require notification that the building is closed, where to assemble and relocate and, in response to questions from parents, family members and the media, whatis and will be done. One goal is to minimize rumors by getting an official message out as soon as possible.
Our department will be providing input to that communications process, but the actual dissemination to the general public will be done by the Public Affairs Office or other persons authorized to speak to the public, students, and staff by the University.
Page 23 of 26
Ensure that the Continuity Plan is updated at least annually or more often if major changes occur in the organization. Use the attached Continuity Planning Checklist to ensure this plan covers and includes all relevant information.
Ensure that the update document is distributed to Department Continuity Team members, organization management, the Emergency Management Office, the Audit Department and placed in the on-line Business Continuity Planning Library in MyFiles. A copy of the Departmental Plan should also be sent to an off-site storage location. The Continuity Plan is distributed as shown in the table below. Two copies are sent to each member of arecovery team so that the receipient can store one copy in the office at BC and one at home for safekeeping.
Plan HoldersPlan Holder Description/Location # of Copies
Business Continuity Planner Dr. Stingray - Plan Development 1
Emergency Management Director of EM - Currently reviewing plan 1
Operations Section ChiefLogistics Section Chief Planning Section ChiefFinance Section ChiefOrganization ManagementTeam MembersOthers
Page 25 of 26
ACRONYMS AND DEFINITIONS
BCPBusiness Continuity Plan - Plan that addresses department's ability to respond to and recovery from emergencies and disasters.
BCPTBusiness Continuity Planning Team - University wide planning team for business continuity made up of DCPs andEMET members.
DCPDepartment Continuity Plan or Departmental Continuity Planner - Person who has overall responsibility for coordinating, developing and maintaining the plan.
DCPTDepartment Continuity Planning Team - Key staff from department charged with assembling and executing the Business Continuity Plan.
DLCDepartment, Lab or Center - Generic term used to describe various units of the University.
DOCDepartment Operations Center - Department level emergency meeting site for key decision makers and DCPT members.
EHSEnvironmental, Health and Safety - University department responsible for coordinating overall environment, healthand safety at Boston College.
EMEmergency Management - University department responsible for coordinating overall emergency preparedness and response at Boston College.
EMETEmergency Management Executive Team - University wide senior planning and response team to address University level issues and support DCPTs.
EMSEmergency Medical Services
EOCEmergency Operations Center - University level coordination site for EMET and Senior Administration for decisionmaking, resource allocation and situational awareness.
ITInformation Technology
RTORecovery Time Objective - Term used to define period of time when critical functions must be restored and operating.
TTXTable Top Exercise - A drill held with key staff and personnel to review and test emergency plans and procedures in a low stress environment.
Page 26 of 26
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Business Continuity Plan
Business Continuity Planning Process Diagram - Text Version
When business is disrupted, it can cost money. Lost revenues plus extra expenses means reduced profits. Insurance does not cover all costs and cannot replace customers that defect to the competition. A business continuity plan to continue business is essential. Development of a business continuity plan includes four steps:
- Conduct a business impact analysis to identify time-sensitive or critical business functions and processes and the resources that support them.
- Identify, document, and implement to recover critical business functions and processes.
- Organize a business continuity team and compile a business continuity plan to manage a business disruption.
- Conduct training for the business continuity team and testing and exercises to evaluate recovery strategies and the plan.
Information technology (IT) includes many components such as networks, servers, desktop and laptop computers and wireless devices. The ability to run both office productivity and enterprise software is critical. Therefore, recovery strategies for information technology should be developed so technology can be restored in time to meet the needs of the business. Manual workarounds should be part of the IT plan so business can continue while computer systems are being restored.
Resources for Business Continuity Planning
- Standard on Disaster/Emergency Management and Business Continuity Programs - National Fire Protection Association (NFPA) 1600
- Professional Practices for Business Continuity Professionals - DRI International (non-profit business continuity education and certification body)
- Continuity Guidance Circular - Federal Emergency Management Agency
- Open for Business® Toolkit - Institute for Business & Home Safety
Business Continuity Impact Analysis
Business continuity impact analysis identifies the effects resulting from disruption of business functions and processes. It also uses information to make decisions about recovery priorities and strategies.
The Operational & Financial Impacts worksheet can be used to capture this information as discussed in Business Impact Analysis . The worksheet should be completed by business function and process managers with sufficient knowledge of the business. Once all worksheets are completed, the worksheets can be tabulated to summarize:
- the operational and financial impacts resulting from the loss of individual business functions and process
- the point in time when loss of a function or process would result in the identified business impacts
Those functions or processes with the highest potential operational and financial impacts become priorities for restoration. The point in time when a function or process must be recovered, before unacceptable consequences could occur, is often referred to as the “Recovery Time Objective.”
Resource Required to Support Recovery Strategies
Recovery of a critical or time-sensitive process requires resources. The Business Continuity Resource Requirements worksheet should be completed by business function and process managers. Completed worksheets are used to determine the resource requirements for recovery strategies.
Following an incident that disrupts business operations, resources will be needed to carry out recovery strategies and to restore normal business operations. Resources can come from within the business or be provided by third parties. Resources include:
- Office space, furniture and equipment
- Technology (computers, peripherals, communication equipment, software and data)
- Vital records (electronic and hard copy)
- Production facilities, machinery and equipment
- Inventory including raw materials, finished goods and goods in production.
- Utilities (power, natural gas, water, sewer, telephone, internet, wireless)
- Third party services
Since all resources cannot be replaced immediately following a loss, managers should estimate the resources that will be needed in the hours, days and weeks following an incident.
Conducting the Business Continuity Impact Analysis
The worksheets Operational and Financial Impacts and Business Continuity Resource Requirements should be distributed to business process managers along with instructions about the process and how the information will be used. After all managers have completed their worksheets, information should be reviewed. Gaps or inconsistencies should be identified. Meetings with individual managers should be held to clarify information and obtain missing information.
After all worksheets have been completed and validated, the priorities for restoration of business processes should be identified. Primary and dependent resource requirements should also be identified. This information will be used to develop recovery strategies.
Recovery Strategies
If a facility is damaged, production machinery breaks down, a supplier fails to deliver or information technology is disrupted, business is impacted and the financial losses can begin to grow. Recovery strategies are alternate means to restore business operations to a minimum acceptable level following a business disruption and are prioritized by the recovery time objectives (RTO) developed during the business impact analysis .
Recovery strategies require resources including people, facilities, equipment, materials and information technology. An analysis of the resources required to execute recovery strategies should be conducted to identify gaps. For example, if a machine fails but other machines are readily available to make up lost production, then there is no resource gap. However, if all machines are lost due to a flood, and insufficient undamaged inventory is available to meet customer demand until production is restored, production might be made up by machines at another facility—whether owned or contracted.
Strategies may involve contracting with third parties, entering into partnership or reciprocal agreements or displacing other activities within the company. Staff with in-depth knowledge of business functions and processes are in the best position to determine what will work. Possible alternatives should be explored and presented to management for approval and to decide how much to spend.
Depending upon the size of the company and resources available, there may be many recovery strategies that can be explored.
Utilization of other owned or controlled facilities performing similar work is one option. Operations may be relocated to an alternate site - assuming both are not impacted by the same incident. This strategy also assumes that the surviving site has the resources and capacity to assume the work of the impacted site. Prioritization of production or service levels, providing additional staff and resources and other action would be needed if capacity at the second site is inadequate.
Telecommuting is a strategy employed when staff can work from home through remote connectivity. It can be used in combination with other strategies to reduce alternate site requirements. This strategy requires ensuring telecommuters have a suitable home work environment and are equipped with or have access to a computer with required applications and data, peripherals, and a secure broadband connection.
In an emergency, space at another facility can be put to use. Cafeterias, conference rooms and training rooms can be converted to office space or to other uses when needed. Equipping converted space with furnishings, equipment, power, connectivity and other resources would be required to meet the needs of workers.
Partnership or reciprocal agreements can be arranged with other businesses or organizations that can support each other in the event of a disaster. Assuming space is available, issues such as the capacity and connectivity of telecommunications and information technology, protection of privacy and intellectual property, the impacts to each other’s operation and allocating expenses must be addressed. Agreements should be negotiated in writing and documented in the business continuity plan. Periodic review of the agreement is needed to determine if there is a change in the ability of each party to support the other.
There are many vendors that support business continuity and information technology recovery strategies. External suppliers can provide a full business environment including office space and live data centers ready to be occupied. Other options include provision of technology equipped office trailers, replacement machinery and other equipment. The availability and cost of these options can be affected when a regional disaster results in competition for these resources.
There are multiple strategies for recovery of manufacturing operations. Many of these strategies include use of existing owned or leased facilities. Manufacturing strategies include:
- Shifting production from one facility to another
- Increasing manufacturing output at operational facilities
- Retooling production from one item to another
- Prioritization of production—by profit margin or customer relationship
- Maintaining higher raw materials or finished goods inventory
- Reallocating existing inventory, repurchase or buyback of inventory
- Limiting orders (e.g., maximum order size or unit quantity)
- Contracting with third parties
- Purchasing business interruption insurance
There are many factors to consider in manufacturing recovery strategies:
- Will a facility be available when needed?
- How much time will it take to shift production from one product to another?
- How much will it cost to shift production from one product to another?
- How much revenue would be lost when displacing other production?
- How much extra time will it take to receive raw materials or ship finished goods to customers? Will the extra time impact customer relationships?
- Are there any regulations that would restrict shifting production?
- What quality issues could arise if production is shifted or outsourced?
- Are there any long-term consequences associated with a strategy?
Resources for Developing Recovery Strategies
- The Telework Coalition (America’s leading nonprofit telework education and advocacy organization)
Manual Workarounds
Telephones are ringing and customer service staff is busy talking with customers and keying orders into the computer system. The electronic order entry system checks available inventory, processes payments and routes orders to the distribution center for fulfillment. Suddenly the order entry system goes down. What should the customer service staff do now? If the staff is equipped with paper order forms, order processing can continue until the electronic system comes back up and no phone orders will be lost.
The order forms and procedures for using them are examples of “manual workarounds.” These workarounds are recovery strategies for use when information technology resources are not available.
Developing Manual Workarounds
Identify the steps in the automated process - creating a diagram of the process can help. Consider the following aspects of information and work flow:
Internal Interfaces (department, person, activity and resource requirements)
- External Interfaces (company, contact person, activity and resource requirements)
- Tasks (in sequential order)
- Manual intervention points
Create data collection forms to capture information and define processes for manual handling of the information collected. Establish control logs to document transactions and track their progress through the manual system.
Manual workarounds require manual labor, so you may need to reassign staff or bring in temporary assistance.
Last Updated: 05/26/2021
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IT Department ISMS-Internal
IT Department
CLASSIFICATION Internal DOCUMENT NO: OIL-IS-PRO-BCP
DOCUMENT TITLE: BUSINESS CONTINUITY PLAN VERSION NO 1.0 RELEASE DATE 27/04/2016
Business Continuity Plan
OIL INDIA LIMITED – IT DATA CENTER
Prepared by : Information Security Manager
Reviewed by : CISO
Owner : CISO
Document Control
Document Owner Classification Publication Date
CISO Internal 27/04/2016 Revision History
Version Date Summary of Changes
1.0 27/04/2016 Initial Release
1. Introduction The business continuity plan has been developed to minimise disruption to Oil
India Limited IT Data Center services in times of crisis.
The business continuity plan:
realistically formalises the actions IT Department will need to take
minimises the downtime for the business
Identifies business priorities so that if services are limited, they can be
allocated effectively.
2. Disaster Events
This plan concentrates on the events that are most likely to occur. These
events are categorised into major and minor as under:
1. Inaccessibility to Data Center/ Office due to Bandh, employee
strike, flood etc.
2. Loss/ damage to office building due to fire
3. Loss/ damage to office building due to earthquake
4. Power failure leading to loss of office building functions such as
electricity, precision air-conditioning etc B. Minor : Loss of technology:
d. Active Directory
f. Other applications like SRM e-tender, E&P Databank, Hospital
Information System etc.
g. Intranet applications Oilep, Oilweb
3. Priorities and responsibilities A. Major Disruptions
Disruption caused by
Who will inform
Who to inform
Telephone no. Action
Fire Shift personnel
Fire Service
7332/7333/101 Take action for personal safety
Inform Fire Service
Sound siren Try to use
available fire extinguishers, if applicable and follow fire emergency procedures
Installation Manager
Head of IT Dept
Earthquake Take action for personal safety
Power failure a) Installation manager
b) Shift personnel (beyond office hours)
Electrical Dept / Field Engg Dept
7396/7389/ Check operation of generating set and whether switchover has taken place. In case of problems, inform Installation Manager, System Administrators
Head of IT Dept (beyond office hours)
Installation Manager (beyond office hours)
Strikes/bandhs Shift personnel
7122 Key personnel to work through remote access Stationed personnel to be provided with necessary food/ water, etc.
Head of Dept 7120/7121
B. Minor Disruptions
Type of disruption
Who to inform Telephone no. Corrective action by OIL(O) OIL(R) Mobile
Email Network DNS Active Directory Internet VC
Apurba Das 7122
7803 9435038551 L1 team – Suman, Ankur, Migom
L2 Support services, if required, to be initiated by L1 team
Suman Nath 7188
8223 9401381479
Ankur Nath 7185
8217 9707826624
Migom Pegu 7187 7037 8811021715
SAP ERP Enterprise Portal SRM CCTV Access Control
Dulal Sharma 7129 8098 9435003622 L1 team – Manas, Satam, Resident service engineers
L2 Support services, if required, to be initiated by L1 team, for hardware/ OS/ backups, etc.
For SAP software issues, SAP OSS Support to be initiated by L1 team
DJ Singh 7134 7509 9435038541
Manas Bordoloi
7133 8253 9954239728
Satam Choudhury
7127 - 9435591173
Racktim Bhuyan
7119 8238 8011245249
Rashmi Barua 7125 8248 8472085259
E&P Databank
Nabajit Bhattacharyya
7182 7507 9435038035
Arnav Bora 7164 8248 9435392657 Sudheer Kurakula
7183 - 8011561217
Non-SAP, like HIS, PMS, OILWEB, etc.
Keshab Bora 7181 7544 9435038097 Sorabh Borchetia
7186 7540 9435003997
Rhitom Dutta 7135 8260 9706738430 Tituraj Doley 7124 8228 8811072333 Nada Deka 7147 - 9435038493
Anti-virus Apurba Das 7122 7803 9435038551 Arnav Bora 7164 8248 9435392657 Sudheer Kurakula
In case of services not being available to any end-user, they must inform IT Helpdesk at 7136. This information is already known to all users and is published in OILWEB as well as in the Telephone directory.
4. Communication during disruption During major disruptions, Information will be shared by Head of Department/ Installation Manager with Group General Manager – Engineering Services, with periodic updates, where relevant, and also Resident Chief Executive. Communications with general public, if required, will be carried out by Public Relations Dept in consultation with Head of Department. Head of Safety & Environment Dept will also be informed in case of fire. In case of strikes/ bandhs, Head of Security Dept will be requested to arrange for protection of assets and stationed personnel, if the need is felt. In case of planned disruptions, or for prolonged periods of downtime due to maintenance activities, email communication to be sent to all users, by the respective Team Leads
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