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Business Continuity Plan

Emergency Preparednessand Action PlanLocal, National, International

1

Contents

Introduction................................................................................................................................................................................. 1

Objectives.....................................................................................................................................................................................1

Plan maintenance and distribution..............................................................................................................................................1

Roles & responsibilities................................................................................................................................................................2

Business Continuity Team (BCT)...................................................................................................................................................2

Local Leaders..........................................................................................................................................................................2

Local Partners.........................................................................................................................................................................2

Insurance Broker.....................................................................................................................................................................2

Scope & assumptions...................................................................................................................................................................3

General assumptions....................................................................................................................................................................3

Head Office IT – communications assumptions...........................................................................................................................3

National support assumptions......................................................................................................................................................3

Reviews and maintenance assumptions.......................................................................................................................................3

Business continuity stages............................................................................................................................................................4

Pre-incident planning...................................................................................................................................................................4

Preliminary assessment and initial response................................................................................................................................5

Recovery and ongoing management............................................................................................................................................5

Communications.....................................................................................................................................................................5

Facilities..................................................................................................................................................................................6

Staff........................................................................................................................................................................................ 7

Clients & prospects.................................................................................................................................................................7

Technology............................................................................................................................................................................. 7

Specific event response................................................................................................................................................................8

Pandemic response plan objective...............................................................................................................................................8

Scope & assumptions of a pandemic event..................................................................................................................................8

National support assumptions................................................................................................................................................8

Local office assumptions.........................................................................................................................................................9

Pandemic assumptions...........................................................................................................................................................9

2Pre-incident planning...................................................................................................................................................................9

Local Leader............................................................................................................................................................................9

Partners.................................................................................................................................................................................. 9

Shared Services Groups........................................................................................................................................................10

Appendix.................................................................................................................................................................................... 13

Appendix A – Crisis Management Team (BCT) Contacts.............................................................................................................13

Appendix B – Business Insurance Contact Info...........................................................................................................................15

Appendix C – Facilities................................................................................................................................................................15

Appendix D - Human Resources.................................................................................................................................................16

Appendix F - Clients and Prospects.............................................................................................................................................17

Appendix G - Personal BCP.........................................................................................................................................................18

Appendix H - Preliminary Assessment Checklist.........................................................................................................................19

Appendix I - Communications.....................................................................................................................................................22

Appendix J - ____________ Recovery List..................................................................................................................................23

Appendix K – Technology...........................................................................................................................................................24

Appendix L - Client Services Template.......................................................................................................................................25

Appendix M - Shared Services Template....................................................................................................................................26

Appendix N - Pandemic quick guide...........................................................................................................................................27

Appendix O - National Shared Services Contacts........................................................................................................................28

1

Introduction

ObjectivesOur group of companies (____________) has in place a Business Continuity Team (BCT), headed by Emira Winata, which is designed to provide an appropriate response to incidents having a varying degree of impact on business operations. The appropriate level of response is detailed in this Business Continuity Plan (BCP), which is activated for local or national emergencies that may have a minor, or major, impact on ____________ operations.

Some events include the possibility of a serious interruption in our ability to continue in business. Accordingly, the overall objective of the BCP is to ensure that ____________ responds to a business interruption event in an organized, effective and professional manner with the goal of minimizing the effect and restoring our normal business operations as soon as possible.

The BCP defines a process that guides ____________ through any event that disrupts the physical operations of our practice in any of our facilities. The plan is intended to cover outages that last from a period of a few days to those which could require the relocation of staff and partners to temporary facilities. The plan is also intended to incorporate all aspects of business continuity planning ranging from management of communications to infrastructure issues such as physical office environments, replacement of technology systems and relocation of people.

The BCP operates at two levels:

It provides for pre-incident planning and implementation of best practices that should always be in place so partners and staff can react appropriately to an event or incident. For example, staff whereabouts, the carrying of laptops, personal business continuity plans, etc.

It provides for pre-incident planning for a more comprehensive response should the incident so require. For example, obtaining of supplies such as laptops or securing alternative facilities or managing communications.

This manual covers both aspects of business continuity planning.

Plan maintenance and distributionCopies of all management plans must be stored in a secure location which is easily accessible in the event it is required. Copies should be stored at:

The office workstations and residence of the Key employees. At a nearby ____________ office that may be used in the event that the primary office is not available. With the Crisis Management Team in Burnaby. On the ____________ web site/Portal.

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Roles & responsibilities

Business Continuity Team (BCT)The Business Continuity Plan is comprised of many components with the goal being continuity of critical business operations defined as:

Safety of our people Delivery of client services Continuity of sales activities Maintenance client relationships Continuity key staff functions

The BCT will be active in all stages of the development and execution of the BCP. The BCT is responsible for responding to an event from both facility and business perspectives and needs to constantly coordinate efforts and resources to ____________ client impact.

Team LeaderAs team leader, ____________will oversee the development and ongoing maintenance of the BCP, in conjunction with ____________and/or ____________, who is responsible for making the decision to activate the plan. ____________manages the day to day recovery process, coordinating the local response to an event, staff safety and issues, and ensuring that the ____________ is kept up to date and informed of any developments.

Local Leaders for remote officesThe Local Leaders are responsible for ensuring our client commitments are met or negotiated and ____________’s reputation is protected. Each Local Leader provides support and updates to ____________on a regular basis and will receive support from Head Office during events or threats having a business impact.

Local PartnersAll key employees and partners are responsible for continuing to maintain their client and sales activities, and maintaining client relationships.

Local Leaders responsibilitiesLocal Leaders are responsible for the development and establishment of plans for effective communication protocols and the quick acquisition and deployment of replacement technology, facilities and human resources, as necessary, in their region.

Insurance broker responsibilitiesIn the vast majority of situations, insurance will provide a source of funds and replacement of equipment to ensure operations resume as quickly as possible. Insurance will also cover extra expenses such as emergency leases, and the potential loss of client revenue and profits, as well as the salary of employees, during an interruption. The insurer will assist with the recovery process during most types of interruption. However, insurance is not a BCP, and ____________ is required to mitigate costs where reasonably possible. Some business interruptions are not insurable, such as pandemics, and should receive more attention under the BCP. For a complete discussion of insurance coverage, contact ____________. When a claim or potential claim arises, contact the insurance broker as soon as reasonably possible See Appendix “B”.

The insurance broker will work with the insurer to provide necessary documents, and assure timely and adequate response to ____________. The broker reports directly to ____________, and ____________.

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Scope & assumptions

General assumptions The BCT will directly assist in the overall recovery process for any disruption that affects ____________. See

Appendix “A” for the Crisis Management Contact List. Responsibility for coordinating local emergency procedures such as evacuation, safety and administering first aid

resides with the ____________or another appointee. ____________’s ability to meet client service and external third-party (vendors, government agencies, etc.)

commitments and staff issues may be affected by the disruption. However, external organizations will be reasonably cooperative during the business recovery period.

Head Office communications assumptions There is a Disaster Recovery Plan (DRP) in place to recover critical IT systems, required to achieve recovery time

objectives of affected business groups. This is the responsibility of the IT department to develop, and report to ____________, for review.

The IT disaster recovery strategies and solutions are available, and have been successfully tested. Communications at the local office are disrupted (i.e. no phones, fax, email, internet access, connectivity to file and

print services, etc.), however public telephone lines, Lotus Notes and/or the Portal are available via VPN or dial-up for use to notify employees and to coordinate recovery activities.

No business critical data is solely stored on standalone applications/personal computers (hard drives or diskettes).

Head Office support assumptions Head Office IT department has developed an emergency laptop/desktop computer and peripheral replacement plan

in support of the BCP. This plan includes the imaging of computers according to ____________ standard requirements for medium term and long term outages.

Marketing and Communications outside of the Burnaby location is available to provide assistance to staff with both internal and external communication requirements via the Portal, telephone, Lotus Notes or Web.

____________is available to assist in the identification and acquisition of temporary work facilities and has in place a Memorandum of Understanding (MOU) with national hotel chain(s) that will be able to provide alternate meeting room and office space.

Human Resources is available to provide assistance to staff and partners affected by an event and have developed a response plan to provide for the acquisition of additional staff resources, monitoring of employee and partner morale, and appropriate counselling or rehabilitative treatment of personnel/victim(s) following an incident.

____________has in place an MOU with a realtor or other real estate expert and has a process in place to provide for the acquisition of temporary and/or long term replacement facilities.

Reviews and maintenance assumptions All BCT members have copies of the plan and are aware of their roles and responsibilities. BCP review, maintenance, and updates are performed on an annual basis to ensure a viable state of

readiness.

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Business continuity stagesThe BCP may be activated by ____________ or an alternate, if a situation exists which threatens the business or the safety of our people and demands immediate attention.

The response to an event is organized in three stages: Pre-Incident Planning Preliminary Assessment and Initial Response to an Event Recovery and Ongoing Management

Pre-incident planning____________and Local Leaders are responsible for the establishment of a BCT comprised of local resources. Contact details for all BCT members should be recorded and included in this BCP document for easy retrieval in the event of an emergency. The Local Leader in each ____________ office is ultimately responsible for preparing site specific plans to facilitate business recovery efforts.

The BCP is accomplished primarily through the development of contact lists of agencies/vendors which will enable the replacement of critical infrastructure functions such as procuring IT equipment, finding alternate work sites and managing human resource issues as required. A number of sample templates have been provided to assist in planning and their use may vary from one site to the next.

The following must form a part of the local BCP: Contact a real estate professional who can provide assistance in identifying potential facilities to serve as a command

centre and office location. Take into consideration the size of the facility, location, built in available networks and communication systems. Contact the Senior Manager of Head Office IT who will provide assistance in identifying a local IT resource to help assess the technical suitability of each location. See Template Appendix “B” for technical details to consider.

Contact the Head Office IT manager who will provide assistance in identifying a local appointee familiar with local methods of communication and the steps necessary to write, approve and disseminate communications as required (e.g. process for recording and releasing a voicemail alerts, emails, etc.).

Contact Human Resources for assistance in identifying a local appointee who can develop a contact list of local agencies that may be able to provide temporary replacement staff and employee assistance services to deal with staff morale and other issues in the event they are needed. See Template Appendix “C” & “D” for data to be collected.

Confirm that all staff have prepared their own personal plan and have access to the BCP. Critical elements of the BCP should be posted in each staff and partner’s workspace. See Template Appendix “F”.

Provide periodic reminders to all staff to utilize the enhanced ____________ Outlook calendar or Portal. This is designed to capture travel information when staff and partners are away from the office on business in order that ____________ can locate them in the unlikely event of an emergency. This calendar is manger by Human Resources and is an important management tool during a local event. See Appendix “M” for contact details for Shared Services staff.

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Preliminary assessment and initial responseIn this phase the BCT determines the severity and anticipated length of the disruption and provides initial reports to ____________. Dependent on the circumstances, steps are taken to commence the recovery process geared to short term, mid-range or long term outages. While each event may have different issues to address, the following actions should be taken as soon as possible:

If closing down the office, send an email/Lotus Notes/text/other message and local voice mail broadcast to all staff and partners advising of the building closure and direct everyone to take their laptops and any urgent client deliverables with them. Refer them to the Personal Business Continuity Plan available on the portal attached as Appendix “F”.

Notify ____________or an appointee of the event providing a brief overview of the severity and anticipated length of the disruption.

Assemble your Local BCT on a conference call or offsite meeting as applicable. Appoint a member of the team to take detailed notes of issues identified and actions to be taken by assigned

personnel with timelines for completion.

Possible issues to consider: Assistance to staff and partners that have been severely impacted by the event Establishment of alternate facilities for client and operational meetings Communications to clients Acquisition of replacement laptops for mission critical staff Acquisition of electronic equipment and office supplies for alternate facilities as applicable Timeline to full recovery Conduct daily conference calls to determine if the recovery response is adequate and adjust timelines and tasks

as necessary Provide daily updates to all staff and partners on the progress of the recovery A checklist has been developed to help guide the preliminary assessment phase. See Appendix “G”.

Recovery and ongoing managementAfter initial notification has taken place, ____________or an appointee, in consultation with the ____________, is responsible for managing recovery operations. The objective of this phase is to drive the recovery process until all operations are fully restored. The efforts involved will be dependent on the scope and duration of the event.

CommunicationsCommunicating early in the event and identifying point people for the receipt of all incoming inquiries (staff, client, media, etc.) and the dissemination of all outgoing messages is essential.The objective of any communication effort should be consistent with crisis communication best practices, namely:

Be prepared Take action/be visible - Communicate with key audiences (internal and external) as soon after the event as

possible Take control of the communications (don’t let staff/media/other affected parties control the message for you) Target each audience with useful information Express sympathy as appropriate Demonstrate the actions being taken to rectify the situation Demonstrate leadership’s involvement

____________’s involvement will vary depending on the level of local communications support available, and the likelihood of national media interest. Immediately after the ____________has been notified, the following actions should be taken:

6 The Local Leaders or department managers should contact ____________and provide an overview of

the event and determine the division of communication responsibilities. Assign a spokesperson to release all internal and external statements. ____________can prepare and distribute all

national communications, with the approval of ____________, and assist in the gathering of information and identifying issues for all communications.

Assess the current level of media interest, and ensure that the spokesperson have the contact information for appropriate wire services to support distribution of statements to the press. If a media statement is required at this time, include the name and full contact information of the spokesperson.

Distribution of a preliminary message to all local staff and partners via the appropriate communication channels that are still available, i.e.: voice mail/email/text/Lotus Notes/Portal, etc. Provide up to date information of the event and any specific instructions pertaining to resumption of normal business activities, where to direct client and/or media inquiries and if necessary, to follow their own personal BCP.

Prepare and distribute a communication to the Management Executive, and staff outside the affected area, providing information known at the time and the contact details of the people fielding inquiries (internal, media, client).

Maintain a log of all communications distributed. See Template Appendix “H”.

FacilitiesDependent on the length and severity of the event, the acquisition of alternate workplace facilities may be necessary. The MOU with a Travel Management Office will guide the local facilities coordinator in securing both short and long term accommodations.

Establish a command centre from where the ____________can manage and direct the recovery process; consider their technology requirements, communication needs and basic office equipment.

For outages lasting 2 days or less, all staff should be using their defined alternate work location as identified in their personal Business Continuity Plan.

Develop alternate mail and courier processing facilities and make alternate arrangements for copy/print room activities and record storage

If the duration of your event extends from 2 to 14 days, consider providing meeting places for teams to discuss and receive specific instructions and debriefings on business/client issues. Some alternative options are:

Hotels and Conference Centres Vacant offices or other ____________ offices Conference Calls Client Facilities (Subject to their approval)

If the event extends beyond a two week period, consult the real estate MOU to establish alternate work place facilities.

7StaffOur staff and partners are our most important asset. ____________should take steps to ensure all staff are protected and kept informed.

All supervisors must confirm the whereabouts and safety of their staff by consulting the Out of Office database in the ____________ Calendar/Portal. Confirm their safety and location reminding them to continue updating the database.

Identify critical staff for prioritization of recovery of their technology and workplace requirements as necessary. Determine any temporary staffing and human resource needs and coordinate with Human Resources, consider

temp agencies, contract personnel, loan of staff from other office locations.

Clients & prospects Identify appropriate local partners who will be responsible for maintaining critical client relationships. Ideally these

designates will already be familiar with the client and will be the primary contact to ensure any client concerns are addressed during an event.

Local Leaders should maintain close client relationships during the recovery process. This may include negotiation of deadlines and reassurance that we are still working. Identify key sales activities and maintain contact with current prospects. Partner-directed client communications can be complemented, as appropriate, by external Web postings on ____________.com, .ca, .sg, etc.

Critical business data should always be stored on the network shared drive. A replica of your Outlook Calendar/Lotus Notes Mail file and other key client or personal databases should be regularly backed up on your laptop. If client information is stored at an office location and recovery is necessary and/or feasible, Local Leaders should determine the most critical items required to continue business relations.

Identify each item and provide a detailed description which includes the exact name of the document/file. For each item, provide the quantity, specific floor, work area or cubicle number and drawer file/cabinet where

it is stored.

TechnologyFor most business functions and critical operational needs, staff requires access to laptop computers and high speed network capabilities as the majority of our business functions are dependent on access to ____________’s data network. Head Office IT has developed a technology replacement protocol and are prepared to coordinate emergency replacement of critical items.

IT Department maintains a record of all technology assets held by ____________. In the event of an incident, determine your technology requirements/losses and contact Head Office IT and Security who will coordinate the emergency replacement of laptops etc. See Appendix “J” for the technology template.

If necessary, prioritize distribution of replacement equipment to critical staff. Consider re-allocation of technology resources from staff that have been identified as non-critical to the recovery process.

For mid to long term events, you may need to consider permanent replacement desktop computers and related peripherals, establishing network connectivity, photocopiers, scanners, and other office equipment to be set up in temporary office space at different locations.

If re-routing of switchboard telephone calls to another ____________ office is necessary, determine the protocol for return of messages from clients and others. Determine a timeline for the re-establishment of telecommunications.

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Specific event response

Pandemic response plan objectiveThe objective of the Pandemic Response Plan (PRP) is to ensure that ____________ can provide an organized, effective and professional response to a pandemic event which might threaten the health and safety of our staff and partners or have an adverse effect on our business operations. Pandemic influenza is defined as a virus that causes a large number of cases of illness and death of people worldwide.

____________’s response to a pandemic threat will involve all of our available resources and will be led by ____________working in close concert with BCT and each Local Leader.

Scope & assumptions of a pandemic eventNational support assumptionsHead Office BCT will directly assist the Local Leaders in the overall response and recovery process for any pandemic disruption that affects ____________. National Security, in close cooperation with the Global Network Integrated Security group, monitor and report on global events as it relates to the transmission of influenza. The Canadian firm has appointed two National Flu Coordinators with reporting to National Security and the BCT (See Appendix “N”). National Flu Coordinators provide guidance on human resource and pandemic issues that may arise during an event such as:

Extended medical leave and “back to work policies” for staff who may be become ill or otherwise absent from work. Clean office policies and procedures to ensure a healthy workforce and minimize risk to staff and partners. Screening and isolation procedures for visitors and staff. Communication and general awareness of flu and prevention measures among staff.

A Pandemic Information Site has been developed on the ____________ Canada Portal to provide pandemic awareness and personal planning information to all staff and partners. This site will be used to communicate specific pandemic policies and procedures such as:

Prevention strategies to keep influenza from spreading in the workplace and at home. Travel restrictions locally, nationally and internationally. Procedures for those employees who may have been exposed to influenza virus or suspected to be ill, i.e.:

influenza like illnesses. Compensation, benefits and sick leave specific to the pandemic event, work hours policy etc. Clean office strategies, visitor screening and restrictions. Employee return to work guidelines. General pandemic news as it relates to ____________ staff and partners. Planning checklists and health tips.

An enhanced Out of Office tool has been developed to manage and report on absenteeism issues at the local and national levels.

National Purchasing has arranged for alternate suppliers of cleaning products to support a clean workplace program.

9Local office assumptionsThe Pandemic Response Plan (PRP) relies in part on the pre-incident planning that has been implemented at the local BCP level. The BCT or Local Leader at each ____________ office should be fully briefed on their roles within each plan.

Pandemic assumptionsNo one is able to predict when an influenza pandemic will occur nor can anyone determine the actual impact to our business. The impact will be felt globally and will affect all forms of business. A pandemic may spread in two or more waves during the same year or in successive influenza seasons and may affect different parts of the country at different times. A second wave may occur within 3-9 months of the initial outbreak and may last from six to eight weeks in any locality. Staff infected with the illness may be absent from work for seven to ten days or longer.

Depending on the severity and/or the mortality rate of the outbreak, any of the following situations may develop:

Social distancing may become common and people will avoid public gatherings. Public transportation may be periodically disrupted, supply chains may be affected and there may be some

shortages of food, water and business supplies. Monitoring programs at locations where large numbers of persons may pass through may be implemented to detect

and restrict access to persons with flu like symptoms. Businesses may implement screening procedures to restrict public access to business premises. Local, national and international travel restrictions may be imposed by government agencies and business. There may be a reliance on telecommunication systems resulting in an overloaded infrastructure causing

frequent/infrequent outages. The health care system may be running at or beyond surge capacity with a shortage of key medical

equipment, supplies and trained personnel.

Pre-incident planningThe BCT at each ____________ office is ultimately responsible for preparing site specific plans to facilitate the local response to a pandemic threat and the business recovery efforts. Supplemental planning is required in order to provide an organized response to the unique characteristics of a pandemic event.

Our most valuable resource is our people and it is projected that significant numbers of staff and partners may be absent from work due to the effects of influenza on individuals and their families. This will have a significant impact on our ability to provide everyday services and ensure the health of our people in our offices and at client sites. In response, ____________ will need to modify, reduce or temporarily postpone services in order to cope with the impacts of a pandemic. The following should be incorporated into your plan.

Local LeaderThe Local Leader or appointee should contact the BCT for assistance in selecting a Local Flu Coordinator and alternate(s). Local coordinators will help implement pandemic policies and procedures and work with Human Resource staff to monitor absenteeism levels of staff that are ill or unexpectedly absent from work.

Local PartnersAll Local partners in consultation with your BCT must be prepared to identify and prioritize mission critical clients required to sustain ____________’s business objectives. Take into account any industry and clients and those that are likely to suffer greater impacts as a result of the pandemic, e.g., less sophisticated or less automated clients.

1Prioritize clients in the following manner:

Client is mission critical to ____________’s business objectives and resources should be assigned to this client on a priority basis. List these clients as Priority A.

Client is important to ____________’s business objectives and resources may be reallocated from Priority C clients if necessary. List these clients as Priority B.

Client is secondary to ____________’s business objectives and resources from these clients can be reallocated to other priorities if need be. List these clients as Priority C.

List all services being performed for each client and prioritize___________ each according to those most critical to meet our commitment to the client. Service prioritization should be conducted in the following manner:

Identify those services that must be performed in order to meet the client commitment, keep in mind any regulatory and/or contractual issues which may be present. List these client functions as Priority 1.

Identify those services that can be continued with minimum service levels or postponed temporarily. List these client functions as Priority 2.

Identify those services that can be postponed until the pandemic threat has passed or until resource levels have returned to normal. List these client functions as Priority 3.

Identify those services that do not require direct contact with the client and can be performed off site, i.e.: from a ____________ office or alternate workplace.

Identify those staff members that are considered to be primary to providing the essential service to the clientand for each primary member, appoint an alternate who can maintain that service in the event of an illness or absence.

See Client Services Template, Appendix “K”

Shared Services GroupsAll Local Leaders, in consultation with the local BCT, must be prepared to prioritize services in the following manner:

Identify those services that must be performed in order to meet ____________’s critical business needs. List these services as Priority 1.

Identify those services that can be continued with minimum service levels or postponed temporarily. List these services as Priority 2.

Identify those services that can be postponed until the pandemic threat has passed or until resource levels have returned to normal. List these services as Priority 3.

Identify those services that can be provided off site or from home. Identify those staff members primary to providing essential services to the client(s) and for each primary

member, appoint an alternate who can maintain those services in the event of an illness or absence.

See Shared Services Template Appendix “L”

Pandemic response

Globally, ____________ has adopted and monitors the World Health Organization (WHO) Pandemic Alert and Response system. To determine the current WHO pandemic alert level, visit the National Security and Travel Advisory Information site on the ____________ Portal. Unlike other catastrophic events which typically occur suddenly and within a smaller containment area, pandemic events develop in stages and the effects are felt globally. The PRP is activated in progressive stages by the Head Office BCT.

1WHILE EACH STAGE HAS RECOMMENDED ACTIONS, THESE MAY BE DELAYED AND/OR IMPLEMENTED AT EARLIER STAGES DEPENDING ON THE SEVERITY, MORTALITY AND RATE OF TRANSMISSION OF THE PANDEMIC ITSELF. THE STAGES AS PROVIDED IN THIS PLAN ARE BASED ON A HIGH MORTALITY RATE PANDEMIC.

One of the first impacts to ____________ will be in the form of travel restrictions as the influenza threat evolves from isolated cases of animal to human transmission, to more serious outbreaks of human to human transmission of the virus from one country to the next.

Inter-pandemic phase

Stage One - There is a low risk of human cases.No new influenza virus subtypes detected in humans and an influenza virus subtype that has caused human infection may be present in animals.

No restrictions

Stage Two - There is a higher risk of human casesNo new influenza virus subtypes are being detected in humans; however, a circulating animal influenza virus subtype poses a substantial risk of human disease.

No travel restrictions National Security commences pandemic surveillance program

Possible pandemic alert phase

Stage Three - Very limited human to human transmission.Human infection(s) with a new subtype are present with rare human-to-human transmission through close contact only.

No travel restrictions, monitor pandemic developments and commence pandemic advisories to staff traveling to affected countries.

____________ pandemic information site is opened on the Portal to provide awareness to staff and partners and to keep everyone apprised of ____________’s preparedness. In the event of a pandemic situation, specific pandemic policies and procedures will be released through the site as required.

BCT completes their client and service prioritization assessments.

Stage Four – Evidence of increased human to human transmissionSmall cluster(s) with limited human-to-human transmission that is highly localized suggesting that the virus is not well adapted to humans.

Travel restrictions imposed to those specific countries where increased human to human transmission has been reported.

BCT team appoints a local flu coordinator. All partners complete their client and service prioritization lists. All local offices confirm that their BCP and ERP are in place and ready for activation. Human Resources to assess status and commence repatriation where necessary. Personnel returning from affected countries are advised to monitor their health condition as recommended by

health authorities at the time and report any developing health issues.

1 Recommend seasonal flu vaccination program for all staff and partners as suggested by Health Canada and

government authorities. Remind all staff and partners to review and update their personal BCP in the event they are needed. Recommend that all personnel implement a family flu preparedness plan. Local offices order supplies and prepare for distribution to support clean office strategies.

Pandemic phase

Stage Five – Evidence of significant human to human transmissionLarger cluster(s) but human-to-human spread still localized, suggesting that the virus is becoming increasingly better adapted to humans, but may not yet be fully transmissible (substantial pandemic risk).

Travel restrictions imposed to all countries that are affected. Implement clean office strategies. Enhanced version of software is released to Human Resources for management of absenteeism of all

personnel. Personnel returning from affected countries are advised to remain at home for 48 hours or as recommended by

Health Canada at the time and report to work if no health issues develop. Client and service prioritization lists should be reviewed and updated as necessary. Leadership communications are issued to prepare personnel for potential business interruptions and

reassure staff of our preparedness plan.

Stage Six – PandemicEfficient and sustained human to human transmission.

Travel restrictions locally and/or nationally as required. Implement screening and isolation procedures for staff and visitors who may have come into contact with

influenza virus. Implement specific pandemic polices as required. Where possible, have staff and partners commence telecommuting from home or their alternate workplace. Flu Coordinators monitor and report on staff and partner absenteeism. Consider the reduction, delay or elimination of services to clients or re-allocation of resources to enable full service

provision to mission critical clients. Monitor employee and partner morale and ensure appropriate counselling or rehabilitative treatment is

available to those personnel affected by the pandemic. In the event the local office becomes unavailable, consider alternate clean facilities for meeting places for teams to

discuss and receive specific instructions and debriefings on business/client issues as provided for in the BCP. Reduce/eliminate work and social contact between critical staff and partners and their alternates to avoid cross

contamination of core personnel.

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Appendix

Appendix A – Crisis Management Team (BCT) Contacts____________ EXECUTIVE

Name Name Name Phone nos. Phone nos. Phone nos. Email address Email address Email address

BCT CHAIRMAN ALTERNATE

Emira Winata Name Office – ( ) Phone nos.email: emira.winata@____________.com Email address

BCT COORDINATOR ALTERNATE Name Name Phone nos. Phone nos. Email address Email address

HUMAN CAPITAL ALTERNATE Name Name Phone nos. Phone nos. Email address Email address

COMMUNICATIONS ALTERNATE Name Name Phone nos. Phone nos. Email address Email address

LEGAL ALTERNATE Name Name Phone nos. Phone nos. Email address Email address

HEAD OFFICE IT ALTERNATE Name Name Phone nos. Phone nos. Email address Email address

OPERATIONS ALTERNATE Name Name Phone nos. Phone nos.

1 Email address Email address

TRAVEL MANAGER ALTERNATE Name Name Phone nos. Phone nos. Email address Email address

FINANCE ALTERNATE Name Name Phone nos. Phone nos. Email address Email address

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Appendix B – Insurance

PRIMARY CONTACT ALTERNATEPL&B INSURANCE PL&B INSURANCE JEFF BROWN, CEO MICHELE BRUCE, OFFICE MANAGER Work: 780-392-3455, Cell: 780-719-9821 Work: 780-392-3450. jbrown@plbinsurance.ca jbrown@plbinsurance.ca

24/7 CLAIMS RESPONSE ALTERNATE CANADIAN CLAIMS SERVICES CANADIAN CLAIMS SERVICES 1.877.230.3545 1.877.443.1877http://www.canclaims.com http://www.canclaims.com

1Appendix C - Human Resources

Human ResourcesTemporary Staffing Agencies

Agency name:

Contact person: Phone: Email: Other:

Skill SetsSkill: Administrative Staff

# Avail.

Appendix D - Employee Assistance Contacts

Local Employee Assistance Program ContactsOrganization Name:Contact person: N/A Phone: Email:

Service Available

Confidential resource programs providing information, action planning, and referrals on a wide range of topics relating to work and family, including parenting, eldercare, nutrition, legal, financial, and other personal needs.

Confidential one-on-one, in-person or internet based counselling for a broad range of issues that may affect work or personal life.

1Appendix E - Clients and Prospects

Client organization: Contacted? Y NContact person: Phone: Email: Other:

____________ Contact: Phone: Email: Other:

____________ Contact Alternate: Phone: Email: Other:

Client organization: Contacted? Y NContact person: Phone: Email: Other:

____________ Contact: Phone: Email: Other:

____________ Contact Alternate: Phone: Email: Other:

Client organization: Contacted? Y NContact person: Phone: Email: Other:

____________ Contact: Phone: Email: Other:

____________ Contact Alternate: Phone: Email: Other:

Client organization: Contacted? Y NContact person: Phone: Email: Other:

____________ Contact: Phone: Email: Other:

____________ Contact Alternate: Phone: Email: Other:

Client organization: Contacted? Y NContact person: Phone: Email: Other:

____________ Contact: Phone: Email: Other:

____________ Contact Alternate: Phone: Email: Other:

Client organization: Contacted? Y NContact person: Phone: Email: Other:

____________ Contact: Phone: Email: Other:

____________ Contact Alternate: Phone: Email: Other:

Clients and Prospects

1Appendix F - Personal BCP

Business Continuity Plans are established at all levels within ____________ so critical business operations can be maintained during an unforeseen event which might prevent staff from accessing their workplace. It is the responsibility of each and every one of us to have in place our own personal Business Continuity Plan. The following information should be incorporated as a part of your plan.

Before a Crisis Situation Occurs:

1. Update your personal and emergency contact details in your personnel file in the Me@____________ section of the ____________ Portal.

2.Ensure you can work off line by maintaining a local replica of your Outlook Calendar/email/VPN/RDP/Lotus Notes Mail file and other key client or personal databases. Configure your laptop settings to automatically replicate daily.

3.Critical business data should always be stored on the network shared drive.

4.When away from the office, update your out of office business information in the Out of Office database on the ____________ Portal.

5.VPN should be operational on your laptop computer. Test it and become familiar with remote access usage.

6.Research and choose at least two locations from where you will be able to access the network remotely i.e.: your residence, other ____________ offices, friends, relatives, or client sites.

During a Crisis Situation:

1. If your office is being evacuated in an emergency situation, take your laptop with you if you can do so without compromising your personal safety.

2.Monitor for broadcast messages by checking any of the following: email/Lotus Notes Mail/voice mail, or the ____________ Emergency Information Line - Toll Free:

3.Advise your immediate supervisor of your location.

4.Update your out of office business information in the Out of Office database on the ____________ Portal.

5.Continue working from your alternate location until other arrangements can be made or your work location has been re-activated.

1Appendix G - Preliminary Assessment Checklist

Event Assessment – CommunicationsItem Details

Is your local Marketing and Communications resource aware of the situation and has National Marketing and Communications been contacted to determine communication strategies

Have local staff and partners been provided with an update, if not what is the timeline for communications

Have we established the time and date for subsequent event status reports to the Crisis Management Chairman

What is the current level of media interest in this event and how is it likely to escalate? What information is available to release to the media now

What is the media reporting about ____________ and this event

What means do you have available to communicate and update your staff, i.e.: voice mail broadcasts, Lotus Notes, staff voice mail, ____________ Portal, ____________ external Web Site, the ____________ Emergency Information Line

2PRELIMINARY ASSESSMENT CHECKLIST CONTINUED

Event Assessment - FacilitiesItem Details

What is the nature of the incident, what is the impact to the facility, is it habitable, lights, HVAC, or elevators operational, other damage sustained, total loss/closure, fire, water or possible structural damage due to earthquake or other natural disasterIs the event over or is there a possibility of repeated and/or escalating damageAre there potential liability issues which need to be addressed, civil suits, legal proceedings

Are emergency generators operational and if so for how long do we expect them to be running

Has the office been secured against further losses i.e.: security guards, landlord or authorities on siteDetermine if law enforcement or other government authorities are aware of the incident, if so, which ones and are they carrying out an investigationHave other buildings in the area been affected

Possible timelines for access to facilities to retrieve critical items left behind during the evacuation or overnight closure

Has ____________’s insurance company been notified, see Appendix “N”

Event Assessment – Human ResourcesItem Details

Have any staff or partners sustained any injuries, how many, type of injury, location of treatment and have families been notified

Are any staff in immediate danger, reported missing or not accounted for

Is public transit affected, will staff require assistance in getting transportation to their residence

Have reception logs been checked to ensure visitors and/or clients have been accounted for

2Does it appear that temporary accommodations for affected staff may be required

2

PRELIMINARY ASSESSMENT CHECKLIST CONTINUED

Event Assessment - Technology SystemsItem Details

Determine the extent of damage to technology systems, are telephones and voice mail systems working

Server availability, partial or complete loss of access

Estimates of losses of computer, peripheral and office devices

Are battery backup systems functioning as required and what is the estimated time before total loss of battery backup

If a temporary facility has been set up, what are the technology needs to ensure staff can continue working

Event Assessment - Clients and ProspectsItem Details

Taking everything in account all of the information that you have available, what is the immediate impact on our client relations

Are the any obvious long term impacts

Are client files intact or have they sustained damage

Do we have duplicates at client sites or in electronic format

Are staffing levels adequate to service all clients

If staffing levels are inadequate, has prioritization started to ensure that ____________ is able to service mission critical clients and prioritized services

2

Appendix H - Communications

Update No. Date: Time:Audience: Channel:Message:

Update No. Date: Time:Audience: Channel:Message:

Update No. Date: Time:Audience: Channel:Message:

Update No. Date: Time:Audience: Channel:Message:

Update No. Date: Time:Audience: Channel:Message:

Update No. Date: Time:Audience: Channel:Message:

Communications Log

2

Appendix I - ____________ Recovery List

____________ Recovery ListDate List Prepared: List Prepared By:Quantity Item Description Floor Exact Location Item

Recovered

2

Appendix J – Technology

Replacement TechnologyNo. Desktops

Specification Special Imaging

No. Laptops

Photocopiers

Color Printers

B/W Printers

Fax Machines

2

Appendix K - Client Services Template

CLIENT SERVICES TEMPLATEClient Name: Client Priority:

Service or Function Function Priority

Primary and Alternate Staff Worksite Options

P:

A:

P:

A:

P:

A:

A:

Client Priority

Priority A - Client is mission critical to firm’s business objectives and resources must be assigned to this client on a priority basis.

Priority B - Client is important to firm’s business objectives and resources may be reallocated from “C” clients if necessary.

Priority C - Client is secondary to ____________’s business objectives and resources from these clients can be reallocated to other priorities if need be.

Function Priority

Priority 1 - Function must be performed in order to meet the client commitment. Priority 2 - Function can continue with reduced services or postponed temporarily if need be. Priority 3 - Function can be postponed until the pandemic threat has passed.

2Worksite Options - Client site, home office, ____________ office, other alternate worksite (specify).

2

Appendix L - Shared Services Template

SHARED SERVICES TEMPLATE

Service or Function Priority Line of Service

Worksite Options Primary and Alternate Staff Members

Function Priority

Priority 1 - Function must be performed in order to meet the client commitment. Priority 2 - Function can continue with reduced services or postponed temporarily if need be. Priority 3 - Function can be postponed until the pandemic threat has passed.

Worksite Options - Client site, home office, ____________ office, other alternate worksite (specify).

2

Appendix M - Pandemic quick guidePANDEMIC QUICK GUIDE

Inter-Pandemic Phase Possible Pandemic Alert Phase Pandemic PhaseStage 1 Stage 2 Stage 3 Stage 4 Stage 5 Stage 6

Low risk Higher risk Very limited Evidence of Evidence of Efficient andof human of human human to increased human to significant sustained human

cases cases. human human human to to humantransmission. transmission. human transmission

transmission.

No travel No travel No travel Travel restrictions to Travel restrictions Travel restrictionsrestrictions. restrictions. restrictions. those specific countries to all countries locally or nationally

where increased human that are affected. as required.National Provide to human transmissionSecurity pandemic has been reported Clean office Implement screeningcommences advisories to strategies and isolationpandemic staff traveling to City Leader appoints a implemented procedures for staffsurveillance affected local flu coordinator and visitors.program countries. Enhanced version

Each ____________ partner of the Out of Implement____________ Pandemic

completes their client Office Tool is pandemic policies asInformation site and service released for required.is opened on the prioritization lists management ofPortal absenteeism Where possible, have

Confirm that Business information. staff and partnersNational Shared Continuity, Pandemic commence workingServices group and Emergency Personnel from home or theircompletes their Management plans are returning from alternate workplace.client and in place at each local affected countriesservice office. are advised to Flu Coordinatorsprioritization remain at home monitor and assesslists. Global Mobility contacts for 48 hrs. and absenteeism of those

Global Assignees to monitor their affected by theassess their status and health before pandemic.commence repatriation returning to work.where necessary. Reduce, delay or

Client and service eliminate non criticalPersonnel returning prioritization lists services and/or re-from affected countries should be allocate resources toare advised to monitor reviewed and mission criticaltheir health conditions updated as clients.for 48 hrs. necessary.

Monitor employeeRecommend seasonal Leadership and partner moraleflu vaccination program. communications and provide support

are issued to all where required.All personnel to review personnel.and update their Establish alternatepersonal Business clean facilities ifContinuity Plans. required.

Recommend all Reduce or eliminatepersonnel implement a work and socialfamily flu preparedness contact betweenplan. critical staff and

partners and theirLocal offices order alternates to avoidsupplies and prepare for cross contaminationdistribution to support of core personnel.clean office strategies.

3

Appendix N – National/International Shared Services Contacts

NATIONAL SHARED SERVICES CONTACTS

NATIONAL FLU COORDINATOR ALTERNATE

NATIONAL TRAVEL MANAGER CANADA IT SECURITY

NATIONAL HUMAN RESOURCES NATIONAL COMMUNICATIONS

NATIONAL SECURITY ALTERNATE

NATIONAL PURCHASING

INSURANCE BROKER

PL&B INSURANCE

1.855.385.9888