We have helped many businesses to understand their response to a Crisis. Thorough and regular testing of plans is vital to ensure they will work in an emergency. We deliver exercises that really test the business and engage them in understanding what it will feel like to be involved in a major crisis. We use trained and professional journalists to ensure that staff receive media training.

 

Business Continuity Planning   (BCP)

 

We are experts in helping businesses develop, write and test their Business Continuity Plans is one of the most essential parts of a business’s response planning. It explains how the business will operate following a critical incident and how it will return to ‘business as usual’ as soon as possible.

 

Business Continuity Plans do not need to be specifically related to a terrorist and will apply to any major event. For example a major fire, flooding or loss of power.

 

The Crisis response

 

We assist businesses to put together

 

• Clear roles and delegated responsibilities for those who will take charge of co-ordinating the initial response and any location
• Access to any prepared response packs
• Factors determining part or full evacuation or invaccation of premises.
• How first-aid will be provided
• Arranging internal and external communications
• Arrangements for marshalling crowds towards pre-determined locations

 

Longer-Term Planning

 

• Identification of alternative accommodation and facilities 
• Arrangements to maintaining access to key records and IT systems
• Contingency arrangements for critical operations – financial transactions, client orders, receipt of deliveries, production commitments
• How the appropriate staff will be able to access any contingency sites
• Agreed procedures for re-commencing routine operations
• How staff kept off-site from site can be kept informed

 

Continuity Preparations

 

We assist you to consider how best to make your organisation more resilient while the plan is being developed Some initial planning and actions could be taken now, for example:

 

• Cross-training of skills amongst the workforce.
• Documenting procedures so that delegated staff can perform unfamiliar tasks.
• Agreed relocation options both within and outside the premises (e.g. meeting rooms that could be quickly converted to work areas).
• Nominated contingency staff familiarised with any response planning
• Remote access to IT systems in nominated back-up locations or staff homes.
• Alternative sources of production equipment.
• Secure/off-site storage of data back-ups and valuable documentation.
• Agreed methods for out-of-hours contact for staff, suppliers, clients etc.
• Provision of ‘Emergency packs’ include key documents and items that may be needed by those who manage from an incident room or work with the emergency services
• Agree a communications plan for keeping both internal and external audiences informed in the midst of an incident