Small business

resilience toolkit
A toolkit to help your small business
prepare for a disaster
Table of contents
I. Assess your business resiliency...........................................................................................8

II. Know your risks........................................................................................................................12

III. Know your operations...........................................................................................................20

IV. Know your employees...........................................................................................................24

V. Know your key customers, suppliers and vendors......................................................32

VI. Know your information technology..................................................................................36

VII. Maintain and test your resilience.....................................................................................40

VIII. Facebook’s Crisis Response feature and additional resiliency resources.........43

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About
The small business resilience toolkit provides a framework for small
businesses that may not have the time or resources to create an
extensive plan to recover from business interruptions. This toolkit
is based on best practices and is designed to educate you on basic
business resilience activities and approaches. These resources
will guide your company towards addressing preparedness issues,
while building the flexibility to handle potential business disruptions.

The toolkit is designed to lead any business, even one with no

disaster experience or knowledge, towards greater resiliency. This
toolkit includes basic tools focused on a business's ability to be
informed and readily able to determine specific actions that will
enhance its resiliency against disasters and potential interruptions.

This toolkit will help you

• Identify the business activities that are essential for continued
operation during a disruption

• Plan for risks that affect your business

• Create an easy-to-use resiliency plan tailored to your business,

giving you a plan in the event of a disaster

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Purpose
About 99% of businesses in every US community are small; small
businesses employ over 50% of the private sector workforce.
Globally, small businesses are vital for the communities in
which they operate. Employees live in the community and so do
the customers they serve. Unfortunately, all communities are
susceptible to natural hazards, and businesses are vulnerable to
human-caused disruptions. The majority of small-to-medium sized
businesses are unprepared for disruptive events. Consequently,
communities become vulnerable when their economic base is hit
hard by disastrous events.

Research indicates that 40% of businesses never reopen after a

disaster, and 25% of businesses that do reopen fail within a year.
The small business resilience toolkit, and its resiliency framework,
is designed to help you increase your ability to survive and even
thrive after disasters such as a flood, earthquake, epidemic, power
outage etc.

Getting started
After a disaster, many owners of small-to-medium sized businesses
learn one lesson the hard way: "I wish I had done something in
advance to prepare." For them, they hadn't planned soon enough.

It is not too late for you and your business to take action. Read this
small business resilience toolkit, pick one step and then take action!
Your business will be better prepared. You owe it to your business,
your employees, your communities and yourself.

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 In the US
N AT U R A L D I S A S T E R I M PA C T
ON SMALL BUSINESS

I M M E D I AT E O N E Y E A R L AT E R T H R E E Y E A R S L AT E R

40% of small 25% of small 75% of small

businesses will not businesses will businesses without a
reopen close disaster plan will fail

T H E AV E R A G E D A I LY L O S S O F A S M A L L B U S I N E S S
T H AT C L O S E S D U E T O D I S A S T E R

USD 3,000 USD 23,000
Small business Medium-sized business

Why is this important?

SMALL BUSINESSES

Account for Employ

99% 50%
of all companies of all private sector
employees

Source: Federal Emergency Management Agency (FEMA), US Department of Labor

and US Chamber of Commerce 5
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In summary
Developing a resilient business is about identifying what your
business can't afford to lose and planning for how to prevent loss if
a disaster occurs. While this may seem a daunting task, determining
your business's resiliency strategy is more straightforward than you
might think.

Every organisation is unique, and there is no single approach to

building resiliency. This toolkit is designed with the small business
in mind, and provides an accessible, action-oriented, easy-to-use
framework to create a resiliency approach that can be tailored to
meet the unique needs of your business.

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Resiliency framework
Guided planning approach
As you move through the framework, you will be guided to complete
forms and contact lists, and document critical resiliency data. Upon
completion of this toolkit, you will have the foundation of a business
resiliency plan and a better understanding of the regular activities
that will continue to develop resilience within your business.

The framework consists of the following

elements:
I. Assess your business resilience

II. Know your risks

III. Know your operations

IV. Know your employees

V. Know your key customers, suppliers and vendors

VI. Know your information technology

VII. Maintaining and practising your business resilience

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Assess your business
resiliency

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Resiliency self-assessment
Complete these questions
below to rate your resiliency

H AV E Y O U ?

Assembled a "team" of individuals in your business who know

key operations and can provide important perspectives
when planning for and responding to disasters?

Organised all your critical documents and information so

they are protected and easily accessible when needed?

Made all important data or files accessible for

decision-making if you were unable to access
your facility (e.g. after an earthquake or fire)?

Documented and prioritised which business operations are

critical so you know what to recover first, second etc.?

Identified the possible hazards (natural and man-made)

that could interrupt your business?

Developed business continuity or emergency procedures

so you can continue to provide products or services after
a disaster (e.g. inability to access the building, need a
generator etc.)?

Maintained current emergency contact information for

employees, vendors, suppliers, customers and other key
contacts?

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How ready is your business?
Assembled a "team" of individuals in your business
who know key operations and can provide important
perspectives when planning for and responding to
disasters?

Assigned someone to lead business disaster planning

efforts for your business?

Organised all your critical documents and information so

they are protected and easily accessible when needed?

Made all important data or files accessible for

decision-making if you were unable to access your
facility (e.g. after an earthquake or fire)?

Documented and prioritised which business operations are

critical so you know what to recover first, second etc.?

Identified the possible hazards (natural and man-made)

that could interrupt your business?

Developed business continuity or emergency procedures

so you can continue to provide products or services after
a disaster (e.g. inability to access the building, need a
generator etc.)?

Maintained current emergency contact information for

employees, vendors, suppliers, customers and other key
contacts?

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Scoring
Count the ticks and add up your score. Remember, a tick
equals 1 and a blank equals 0.

Score of 0-5: Uh oh!

Your organisation is at risk of interruption. The good news is you
can start using the small business resilience toolkit to begin building
resiliency.

Score of 6-12: Well done!

Your organisation has taken the initial steps to be prepared. You
are less at risk; however, there is an opportunity to improve your
resiliency using the small business resilience toolkit resources.

Score of 13-15: Excellent work!

Your organisation is better prepared than most. Use the small
business resilience toolkit to address any gaps and continue
building resiliency.

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Know your risks

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Knowing your risks will help you evaluate the extent of your
business's vulnerability to disruptions. As a small business, you have
limited time and resources, so it's important to prioritise your use of
both. The first step is to identify the types of disasters to which your
business is vulnerable.

Types of disasters
Regardless of where a business is located, it is vulnerable to
hazards and potential disasters. These disasters are divided into
two types: natural or man-made. If a business is unprepared, these
eventualities can interrupt operations and cause catastrophic
losses and potential closure.

THE MOST COMMON DISASTERS FOR

BUSINESSES

N AT U R A L Severe weather is the number one natural disaster affecting

DISASTER businesses today. Mother Nature can be brutal on your
employees, facilities and utilities that your business relies on.

MAN-MADE Man-made disasters can include data loss, hazardous

DISASTER material spills, fires, groundwater contamination, epidemic,
transport accidents, structure failures and explosions.

Tool instructions
Businesses should start their first step towards resilience by
identifying their general potential disaster hazards, both natural
and man-made.

On the next page, identify the hazards that may put your business
at risk; fill in the blanks with any hazards that are not included.

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My business hazards
List all hazards relevant to your businesses. Some events result in
cascading issues (such as a storm causing power outage); select all
relevant hazards, regardless of whether they are a cause or effect
of another hazard. Use the blanks to create any others.

N AT U R A L

Fire

Earthquake

Tornado

Flood

Storm

Landslide

Hurricane/typhoon

MAN-MADE

Cyber attack Accident

Theft/crime Civil disorder

Data entry error Hazardous material

Terrorism Workplace violence

Vandalism/sabotage

Power outage

Epidemic
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Internal and external risks
Based on the overall hazards you've listed, look further for hazards
that could disrupt a part or all of your operations. Identify those
that are internal and external to your facility. Ask these questions:
What is around me? What should I be concerned with that may
interrupt my operations, cause losses, affect reputation or hurt
someone? Here are examples you may find:

P OT E N T I A L I N T E R N A L R I S KS

Utilities located in the

basement

Computer data not backed up

Heavy or fragile items on high

shelves or bookcases

Filing cabinets not bolted to

floor, each other or wall studs

Unbraced shelves located next

to emergency exits

MAN-MADE
Located near a high-risk area
that may experience a disaster
(e.g. near a chemical plant)

Located near a water source,

such as a river, water main etc.

Brick elements in your building

structure or facade

Located near a railway, airport

and/or motorways
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What are your critical
business resources?
These are the resources that are critical for operations and, if taken
away, would cause disruption and potentially catastrophic losses.
To simplify identification of the critical resources, they have been
condensed into six groups:

I. People

II. Facilities

III. Operations (key business functions and processes)

IV. Inventory and/or specialist equipment

V. IT resources

VI. Key third parties, vendors and suppliers

Specifics of these resources will differ from one business to another,

but these six critical groups exist in some form in all businesses.

Understanding what your critical resources are will assist you in

identifying where your business is vulnerable to disruption. For
example, if most of your revenue comes primarily from inventory, you
should prioritise protecting the inventory from damage and losses
in the event of a disaster such as earthquake, fire or flood.

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Assess your business risk
to different hazards
Now that you have an understanding of which natural and man-
made disasters are relevant for you, let's assess where your
business is most vulnerable to disruption. Rate the level of impact
that each hazard may have on each of your critical resources and
total your scores. Based on your results, determine the priority of
your resources, lowest to highest, to know which areas need to be
addressed to reduce potential impacts and disruptions.

Levels of impact
Before you begin completing the risk assessment, here are the
differences between the levels of impact.

T H E L E V E L S O F I M PA C T A R E L I S T E D
I N O R D E R O F E S C A L AT I O N :

LOW
Impacts are minimal. Limited to no business disruptions or property
damage. Example: Short-term power outage.

MEDIUM

A limited disruption that may affect operations without shutting them down.
No or minor damage. Example: Small fire in a contained area (kitchen, storage
area etc.). Facility is evacuated and left with limited to no damage. Operations
resume quickly.

HIGH
Temporary disruptions of operations or major damage to the facility. Impacts
may be operation-wide. Example: Significant interior flooding occurs. Facility
cannot be occupied for several days.

C ATA S T R O P H I C

A disaster that affects the entire business operation, causes workplace

disruptions and forces closure of facility(s). It can include complete
destruction, multiple injuries or deaths, and a regional event that means
limited or no outside resources available for some time. Typically in such
events, this means no outside resources for at least three days. Example:
Significant earthquake impacting your business operations and the
community where you operate.

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Instructions
The table on the right will help you determine and prioritise your
business risks.

1. Read through the general types of hazard events listed in the

left-hand column and add your own in the blanks provided

2. Start with the first listed disaster event "Earthquake"

3. Rate each critical resource group to score how the hazard

would probably have an impact on your business

4. Complete the other rows and then total your numbers for both
columns and rows

5. As the last step, prioritise which areas should be addressed first,

based on highest vulnerability, and then assign each column
with your priority number 1-6

6. Operations (key business functions and processes)

7. Inventory and/or specialist equipment

8. IT resources

9. Key third parties, vendors and suppliers

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Business risk assessment
T H R E AT S LIKELIHOOD I M PA C T ( L , M , H ) A C T I O N S T O TA K E
People Places Things

E A RT H QUA K E

FIRE

F LO O D

UTILITY
O U TA G E

I T FA I L U R E

LO S S O F
VENDOR

LO S S O F K E Y
S TA F F

EPIDEMIC

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Know your operations

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A business's ability to respond quickly to any type of disruption
could make the difference between resilience and closure.

To determine the maximum amount of time your business can

endure being closed after a disaster, you should identify your key
business functions and processes, and decide how long you can go
without being able to perform them.

What is a key business function?

Simply put, key business functions are high-level groupings of
business processes and activities that are needed to run your
business.

The following are common examples:

• FINANCE
Accounts payable, payroll, tax and accounting

• PRODUCTION
The manufacturing of products or delivery of services

• HUMAN RESOURCES
Functions related to employees such as recruiting, benefits and
performance management

• SOURCING
The end-to-end process of purchasing materials, components,
supplies and services. This includes vendor and partnership
management.

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Instructions
Use the form on the right to identify which business functions
are critical to your business's survival.

Consider the following:

• What is your main product or service?

• How do you produce this product or service?

• What are the things that are most likely to affect your ability to do
business?

• If your business was affected, who would you need to call? How
would you reach them?

• What other business functions and processes do you perform to

run your overall business?

• Which of these business functions and processes have legal,

contractual, regulatory or financial responsibilities?

• Can the function be performed off-site or remotely? What

equipment is needed?

• How much downtime can you tolerate for each business function
or process?

• What are the consequences if the function or process cannot be

performed?

• Can your business survive without a specific function?

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Know your operations
Identify what business functions are critical to your business's
survival. Duplicate the form for each business function.

Business function
Employee in charge:
Priority:

Extremely high High medium Low

Impact of downtime:

None Operational Contractual Regulatory Legal

Who performs this function?

Employee(s):
Suppliers/vendors:
Key contacts:
What is needed to perform the function?
Equipment:
IT applications:
Key contacts:
Facility(s):
Brief description of the function:

Describe any contingency plans or workarounds:

Notes:

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Know your employees

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Your employees are your business's most valuable resource. In the
event that an emergency affects your business, can you accomplish
some of the basic communication activities?

• Would you know how to reach your employees?

• Do you have current home and mobile phone numbers, home

addresses, email addresses and emergency contact information?

• Is your employees' contact information accessible outside your

business location?

Remember
Up-to-date employee contact information will enable you to reach
employees to determine their safety and whereabouts; inform them
about the status of your operations; where, when and if they should
report; and what to do following a disaster.

Two-way communication with employees is critical before, during

and after a disaster. Create an employee telephone calling tree, and
know how to email and text your employees. Designate a telephone
number where employees can leave messages.

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Instructions
Use the "Employee contact card" form at the end of this section
to record information about all employees, including the business
owner, so that each person can be contacted in the event of an
emergency. Duplicate the form for each employee.

Pro tip: Contact info refresh

To maintain your communication readiness, have your employees
review and update their contact information at least every six
months.

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Create a resilience team
1. Lead the development of your business resilience plan

2. Act as the leadership group during a disaster

The size of your business determines how many people should be

on the team. For the smallest businesses, the owner may be enough.
In larger organisations, a lead person from each department or
work area should be identified.

Regardless of the size of your business, support from top leadership

is essential in ensuring that resiliency planning is successful.

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Instructions
The resiliency team will assign themselves specific roles in the event
of a disaster, which could include:

• Coordinating a building evacuation

• Accounting for and communicating information to employees

• Shutting down utilities and safeguarding the business location or

building

• Tracking disaster-related costs

• Putting the emergency communications plan into effect

• Retrieving emergency kit(s)

Pro tip: Planning your team

Depending on the size of your business, your planning team may
consist of you and a few critical partners, such as someone who
provides you with computer/technical or bookkeeping support, and
possibly your landlord if you're leasing physical space.

Larger organisations should designate a key employee from each

department, such as sales, operations and customer service.

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Crisis communication plan
Develop a contact list
You need to be able to communicate effectively before, during and
after a disaster. Your resiliency plan should include both internal
and external communications.

You will need to communicate with key

groups such as:
• Employees and their families

• Customers or clients

• Third parties, vendors, suppliers and partners

• The media

• Your insurance provider(s)

Ensure that your contact list includes both primary and alternative
phone numbers for each contact type. Keep copies of your contact
list at your facility, in your emergency go-bag and at home.

Pro tip: Back-up storage

Store a back-up copy in a cloud-based file hosting service and
regularly update your contact list.

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Communications planning
recommendations
A strong communications plan includes:

• Names, roles and contact information of your resiliency team

members.

• Current (and regularly updated) contact info for all employees,

and a point of contact for employees to get in touch with.

• A current master list of contacts in other key groups, including

vendors, key customers and utility providers (including electricity
and water).

• A virtual meeting place – you should have a conference bridge or

other method for the resiliency team to meet in the event that a
disaster occurs during non-business hours or when members are
away from the office.

Pro tip: Emergency contact cards

Make a miniature laminated emergency contact card and keep it
in your wallet. Include contact information for:

• Primary and alternative phone numbers for key employees and

suppliers

• Local police and fire

• Utility providers (electric, natural gas, water)

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Employee emergency
contact card
Use this form to record current information about all employees,
including the business owner, so that each person can be contacted
in the event of an emergency. Duplicate the form for each employee.

Please fill in
Contact point:

Resiliency team Alternative resiliency

General employee
member team member

Employee name:
Position title:
Home address:
Town, county, postcode
Office phone:
Mobile phone: Home phone:
Office email:
Home email:
Local emergency contact
Full name:
Relationship:
Mobile phone: Home phone:
Email:
Out-of-state emergency contact
Full name/relationship:
Mobile phone: Home phone:
Email:

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Know your key customers,
suppliers and vendors

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Resilience planning is about being prepared to manage any
disruption to ensure the continuation of services to your customers.
Your customers need to know that you can maintain "business as
usual" even if others around you are challenged by a disaster. They
will want to know that you are still in business, or how soon you
will be back, and how the disruption will affect their operations.
Maintaining up-to-date contact information for your key customers,
contacts, suppliers and vendors is critical.

The ability to resume your business operations relies on the

capability of your suppliers and vendors to deliver what you need
on time. Here are some tips to consider:

• Make sure that your suppliers and vendors are not all in the same
geographic location as you.

• Have alternative or back-up suppliers and shippers in place.

• Request copies of your suppliers' business continuity plans.

• Be ready to communicate with your customers, suppliers and

vendors by establishing a notification list and procedures.

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Next steps
Next, record information about your current suppliers, those you
could use as an alternative choice and your key customers and
contacts.

Key contacts are those you depend on for the successful operation
of your business, such as:

• Accountant

• Bank

• Billing/invoicing service

• Building – manager/owner and security

• Insurance agent/broker

• Insurance company

• Internet service provider

• Payroll provider

• Public works department

• Supplier/vendor of raw goods or services

• Telephone company

• Utilities

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Customers, suppliers and
vendors contact cards
Use this form to record information about your current suppliers,
those you could use as an alternative choice and your key
customers and contacts. Duplicate the form for each contact.

Please fill in
Contact type:
Current supplier/ Back-up supplier/ Key customer/
vendor vendor contact

Company/individual name:
Account number:
Materials/services provided:
Town, county, postcode
Office phone:
Website:

C O M PA N Y R E P R E S E N TAT I V E ( P R I M A R Y )
Primary contact:
Title:
Office phone: Mobile phone:
Email:

C O M PA N Y R E P R E S E N TAT I V E ( A LT E R N AT I V E )
Alternative contact:
Title:
Mobile phone: Home phone:
Email:

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Know your information
technology

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IT resiliency planning
IT resiliency is your ability to prepare your business for an extended
outage of critical systems, software or apps and to restore services
as widely and as quickly as possible. 

You should identify and consider the

following:
1. Identify the IT systems (software, applications etc.) and
applications that your business relies on

2. Document the steps to take in the event of an extended IT

outage

3. Ensure that your data is backed up (frequently and completely)

4. Document any procedures (such as manual workarounds) that

would be implemented in the event of an extended outage

Pro tip: Plan and practice

Train and practice your procedures (such as manual workarounds)
so that these procedures are established and are performed with
confidence when they are needed during a disaster.

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Back up your data
Backing up your data is essential. You should also understand the
basics of retrieving and restoring it, what that process entails, what
data can be restored and how long it will take.

Consider the following when planning

for data backup:
• Make sure that your data back-up provider explains and
demonstrates how its recovery process works.

• Make sure that your data is backing up with the frequency and
completeness that you expect, and the back-ups are tested from
different locations.

• Have more than one person who understands where and how to
access your backup data.

U N D E R S TA N D E S TA B L I S H TEST WITH D E S I G N AT E
RECOVERY B A C K- U P M U LT I P L E M U LT I P L E
PROCESS FREQUENCY L O C AT I O N S I N D I V I D UA LS

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IT services log
Use this form to list the computer equipment, hardware, software,
vital records and back-up processes that you will need to fulfil
your critical business functions. Duplicate the form for each item or
record.

Please fill in
Technology type:

Item:
Title and version/model number:
Serial number:
Registered user name:
Purchase/lease price:
Purchase/lease date:
Quantity (equipment) or number of licences (software):
Licence numbers:
Technical support number:
Primary supplier/vendor:
Alternative supplier/vendor:

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Maintain and test
your resilience

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You should identify and
consider the following:
Training your employees on your plan and keeping it up to
date creates lasting value. A resiliency plan should be a "living
document" that changes as your business does. If the contact list
you created is out of date when disaster strikes, it will lose value
when responding to an emergency.

T R A I N E M P LOY E E S O N P L A N

U P D AT E P L A N A S N E E D E D A N D R E -T R A I N

U P D AT E C O N TA C T L I S T W I T H A N Y C H A N G E S

S E N D U P D AT E D C O N TA C T L I S T S
TO E M P LOY E E S

M A I N TA I N A N D R E P E AT

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Maintain and test
your resilience
Test your plan
Test your resiliency plan to make sure that it works as anticipated.
Your plan should be tested at least once a year; as your plan is
tested, incorporate lessons learned to improve your plan over time.
It's important to test all critical functions, particularly those that
would be most vulnerable during a disaster.

Types of tests you may consider

TA B L E T O P E X E R C I S E S

A simple tabletop exercise can help you analyse the effectiveness

of your business continuity plan in an informal, stress-free
environment. This approach is cost-effective and focuses on
your people and the tasks they will perform in a recovery. During
a tabletop exercise, you will guide your team through various
scenarios asking "what if" questions. This type of test will help you
uncover holes to refine and improve your plan. It will also help you
build confidence in your plan and improve disaster readiness.

DRILLS

After conducting a few tabletop exercises, you may consider

running a drill. A drill is a way to test specific parts of your plan. For
example, a fire drill can be set up to evaluate how quickly you and
your employees are able to exit your building and to make sure that
everyone is aware of the designated emergency assembly location
in the event of a building evacuation.

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Facebook's Crisis
Response feature
and additional resiliency resources

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Crisis Response tools on
Facebook
Crisis Response is a Facebook tool where people can find
information about recent crises and access Facebook's Crisis
Response features (including Safety Check, Community Help
and Fundraisers to support crisis recovery) all in one place.

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Safety Check
A fast and easy way to let your family and friends know you're safe.
Safety Check helps to quickly determine whether or not people in
the affected geographical area are safe and identify those who
require assistance.

Links to articles, photos and videos

Crisis-related content from public posts are made available in one
place to help people learn more about a crisis.

Community Help
People can ask for and give help to communities affected by the
crisis.

Fundraisers
Facebook provides people a platform to create fundraisers and
donate to support those affected by the crisis and charities helping
with relief efforts.

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Prepare a business
emergency kit
Make sure that your business has an updated and well-stocked
emergency kit with everything that you and your employees may
need in the event that you're asked to evacuate or required to
shelter in place. You want to ensure self-reliance until help arrives.
Use the checklist to begin creating your business emergency kit.

Pro tip: Emergency

kit planning
Consider your business's
unique environment and
needs as you create your
kit. Items that may be
relevant during a disaster
differ depending on the
environment that your
business operates in.

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Your checklist
The small business emergency kit checklist includes the basics
for an emergency kit, but is not an exhaustive list. Remember to
consider the specific needs of your business and employees when
creating your kit.

Small business emergency kit

Copies of important records and documents
(don't forget your resiliency plan!)

Basic office supplies, such as pens, notepads, stapler

(and staples!)

Details on critical software (access codes, passwords etc.)

First-aid kit

Mobile chargers – consider a solar charger for laptops and

mobile phones

Spare set of keys

Food and water for employees for at least 72 hours

Torches and extra batteries

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Consider insurance
coverage
The importance of insurance coverage
Insurance is a critical risk management tool for all businesses.
Insurance can reduce the financial impact of accidents, fires and
other business disruptions. Insurance protects businesses from events
outside of their control, and improves their chances of survival.

TWO KINDS OF INSURANCE SHOULD BE

C O N S I D E R E D T O P R E PA R E F O R A D I S A S T E R :

1. Property insurance secures the value of your business assets,

including buildings, computers, equipment, furnishings etc.

2. Business interruption coverage reimburses you for income lost

during an involuntary shutdown.

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I N S U R A N C E C O N S I D E R AT I O N S T O K E E P Y O U R
B U S I N E S S R U N N I N G S M O O T H LY :

• Review your coverage and design an insurance programme that

fits your business and risks.

• Speak to an insurance professional to understand different types

of available coverage.

• Bear in mind that your policies may not need to cover every
aspect of the business, but only those most critical elements that
are required to remain operational.

• When a disaster occurs, file a claim as soon as possible; plan

ahead with the items the insurance company may require so that
you don't miss an important step in the process.

• Periodically take pre-disaster photos of your business and

equipment; after an event occurs, document damage with photos
or videos for the claim.

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Additional resiliency
resources
Resiliency resources for business
1. FEMA's Business Continuity Planning Suite
https://www.ready.gov/business-continuity-planning-suite

2. The Voluntary Private Sector Preparedness Program – PS-

Prep™ and Small Business Preparedness
https://www.fema.gov/voluntary-private-sector-preparedness-program-ps-
preptm-small-business-preparedness

3. American Red Cross Ready Rating – SMB Prepared Playbook

https://www.readyrating.org/lobby/ResourceCenter/agentType/View/
ResourceID/45/SMB-Prepared-Playbook

4. Business Preparedness Plan – Ready.gov

https://www.ready.gov/business

5. Interim Guidance for Businesses & Employers to Plan &

Respond to Coronavirus Disease 2019
https://www.cdc.gov/coronavirus/2019-ncov/specific-groups/guidance-
business-response.html

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Community engagement
It is important to connect with neighbouring businesses
and your local government agencies to create a resiliency
network before a disaster.

Remember
1. Contact your local (city or county) emergency services
department; governments at all levels, utilities and charities
such as the Red Cross are actively involved in planning for
community-wide resiliency in the event of a large-scale disaster.

2. Ask your local government for your community's disaster

response plans.

3. Ask what opportunities there are for businesses to provide

input to the planning process.

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Resiliency checklist
Is your business resilient?
Disasters can happen any time, anywhere. A disaster may disrupt
your business for an unknown period of time. It is important to
prepare your business operations and employees prior to a crisis
so that you can minimise operational downtime and get back to
serving your customers.

The small business resiliency checklist is the first step in the

business continuity planning process. The checklist is not an
exhaustive list; it is a simple tool that can be used to ensure that
the basic planning process has been initiated.

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Small business resiliency checklist

Assemble a team of employees who represent the critical

aspects of the business and are responsible for preparing for
and responding to business disruptions.

Organise all your critical documents and information so they

are easily accessible when needed most.

Identify and prioritise which business operations are critical so

you know what to recover first, second etc.

Identify the possible risks (natural and man-made) that could

interrupt your business.

Develop continuity or emergency procedures so you can

continue to provide products or services after a disaster (e.g. if
the building is inaccessible, needs a generator etc.).

Make all important data or files accessible for decision-making

if you were unable to access your facility (e.g. after a fire).

Maintain updated emergency contact information for

employees, vendors, suppliers, customers and other key
contacts.

Maintain emergency supplies for your business to address

immediate needs, such as if employees are unable to go home.

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Resiliency quick action
checklist
Before the disaster
The following activities should be completed prior to
a business disruption:

Stay informed about potential disasters in your area

Assemble a team of employees who represent the critical

aspects of the business and are responsible for preparing for
and responding to business disruptions

Organise all your critical documents and information so they

are readily accessible when needed most

Identify the possible impacts of downtime of critical resources

(people, facilities, key third parties etc.) that could interrupt
your business

Develop continuity or emergency procedures so that you can

continue to provide products or services after a disaster
(e.g. if the building is inaccessible, needs a generator etc.)

Make accessible all important data or files for decision-making

if you were unable to access your facility (e.g. after a fire)

Maintain updated emergency contact information for

employees, vendors, suppliers, customers and other key
contacts

Maintain emergency supplies for your business to address

immediate needs such as if employees are unable to go home

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Resiliency quick
action checklist
After the disaster
The following activities should be completed immediately
following a business disruption:

Ensure that employees are safe; determine how to manage the

ongoing safety of employees

Notify management team of the incident

Convene the management team–either at a rally point or

virtually via a phone call

Determine incident response priorities and the need to engage

third parties or other organisations to respond to the disruption

Communicate guidance and priorities to employees

Conduct an initial assessment to determine severity of impact

to employees, operations and distributors

Notify insurers and other relevant parties

(e.g. legal counsel, partners etc.)

Gather information: document everything related to the

incident; take photos; preserve any evidence

Control information: Prepare a summary report of the incident;

assign a single individual to manage the dissemination of
information

Consider impact to business and distributor operations;

determine an action plan to mitigate any significant disruptions

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