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Business Continuity Plan

Aim of the plan

This plan has been designed to prepare Don-Bur (Bodies & Trailers) Ltd to cope with the effects of an emergency. It is intended that this document will provide the basis for a relatively quick and painless return to “business as usual” regardless of the cause.

Objectives of the plan

To provide a flexible response so that Don-Bur (Bodies & Trailers) Ltd. can:

  • Respond to a disruptive incident (incident management)
  • Maintain delivery of critical activities/services during an incident (business continuity)
  • Return to ‘business as usual’ (resumption and recovery)

Business Priorities: Critical Function Checklist

Critical Function Analysis and Recovery Process

Priority:

1

Critical function:

SPRAY PAINTING

Responsibility:

(role responsible for leading on this activity, plus deputies)

R. Glen MD

G. Barnfield Paint Shop Manager

C. Underwood Maintenance Manager

Potential impact on organisation

if interrupted:

Potential for loss of orders and reduction in turnover

Likelihood of interruption to organisation:

Very Low

Recovery timeframe:

(how quickly must this function be recovered to avoid lasting damage)

Move spray operations to other onsite spray facilities or other spray shops within the group. Open the spray booths at Boothen Road to a night shift to accommodate the extra workload. As a last resort contract some of the spray operations outside of the Don-Bur Group.

Resources required for recovery:

Staff

(numbers, skills, knowledge, alternative sources)

All personnel involved in the day to day operations. Possible external contractors to assist in rebuild or refurbishment. Maintenance department

Data / systems

(backup and recovery processes, staff and equipment required)

As per the IT data recovery plan

Premises

(potential relocation or work-from-home options)

May be able to relocate part of the spraying operations to other divisions within the Don-Bur group e.g. utilising the service departments spray booths and running a night shift this would enable us to carry on as near normal as possible.

Communications

(methods of contacting staff, suppliers, customers, etc)

Use of mobile phones and email

Also see Section 6 Contact Lists.

Equipment

(key equipment recovery or replacement processes; alternative sources; mutual aid)

New spray guns and equipment may be required including RPE. Booths may need to be updated to accommodate the extra processes

Supplies

(processes to replace stock and key supplies required; provision in emergency pack)

N/A


Priority:

2

Critical function:

Assembly of Bodies and Trailers

Responsibility:

(role responsible for leading on this activity, plus deputies)

R. Glen MD

Shop Manager TBC

C. Underwood Maintenance Manager

Potential impact on organisation

if interrupted:

Disruption to the normal flow of operations in the build process

Likelihood of interruption to organisation:

Very Low

Recovery timeframe:

(how quickly must this function be recovered to avoid lasting damage)

Almost immediate re-disperse operations to other work shops or contract out operations. Use of other facilities i.e. Boothen Road by opening up to a night shift operations.

Resources required for recovery:

Staff

(numbers, skills, knowledge, alternative sources)

All personnel involved in the day to day operations. Possible external contractors to assist in rebuild or refurbishment. Maintenance department

Data / systems

(backup and recovery processes, staff and equipment required)

As per the IT data recovery plan

Premises

(potential relocation or work-from-home options)

May be able to relocate part of the Assembly Operations to other divisions within the Don-Bur group

Communications

(methods of contacting staff, suppliers, customers, etc)

Use of mobile phones and email

Also see Section 6 Contact Lists.

Equipment

(key equipment recovery or replacement processes; alternative sources; mutual aid)

New workshop equipment including all air tooling. Would be able to use other workshop tooling for a short period

Supplies

(processes to replace stock and key supplies required; provision in emergency pack)

N/A


Priority:

3

Critical function:

Total loss of electrical power

Responsibility:

(role responsible for leading on this activity, plus deputies)

R. Glen MD

C. Underwood Maintenance Manager

Potential impact on organisation

if interrupted:

Total close down of business

Likelihood of interruption to organisation:

Very Low

Recovery timeframe:

(how quickly must this function be recovered to avoid lasting damage)

24 Hours to access alternative supply of electrical power from large generators

Resources required for recovery:

Staff

(numbers, skills, knowledge, alternative sources)

External supplier

Maintenance department

Data / systems

(backup and recovery processes, staff and equipment required)

As per the IT data recovery plan

Premises

(potential relocation or work-from-home options)

N/A

Communications

(methods of contacting staff, suppliers, customers, etc)

Use of mobile phones and email

Also see Section 6 Contact Lists.

Equipment

(key equipment recovery or replacement processes; alternative sources; mutual aid)

Rental Generators

Supplies

(processes to replace stock and key supplies required; provision in emergency pack)

N/A

Emergency Response Checklist

Task

Completed

(date, time, by)

Actions within 24 hours:

 

Start of log of actions and expenses undertaken (see section 9 Action and Expenses Log)

 

Liaise with emergency services (see section 6E Contact List – Emergency Services)

 

Identify and quantify any damage to the organisation, including staff, premises, equipment, data, records, etc

 

Assess the key priorities for the remainder of the working day and take relevant action. Consider sending staff home, to recovery site etc

 

Inform staff what is required of them. (Senior Management Team to assume control of the situation)

 

Identify which critical functions have been disrupted (use section 3 Critical Function Checklist)

 

Convene those responsible for recovering identified critical functions, and decide upon the actions to be taken, and in what time-frames (use section 4 Critical Function Analysis and Recovery Process)

 

Provide information to:

  • Staff
  • Suppliers and customers
  • Insurance company

 

Publicise the interim arrangements for delivery of critical activities. Ensure all stakeholders are kept informed of contingency arrangements as appropriate (Mobile phone, Email and Company Website plus use of home telephone numbers to bring in critical personnel should the need arise)

 

Recover vital assets/equipment to enable delivery of critical activities.

The essential equipment/resources/information that need to be recovered where possible are: As stated in 4 above!

 

Daily actions during the recovery process:

 

Convene those responsible for recovery to understand progress made, obstacles encountered, and decide continuing recovery process

 

Provide information to:

  • Staff
  • Suppliers and customers
  • Insurance company

 

Provide public information to maintain the reputation of the organisation and keep relevant authorities informed

 

 Following the recovery process:

 

Arrange a debrief of all staff and identify any additional staff welfare needs (e.g. counselling) or rewards

 

Use information gained from the debrief to review and update this business continuity management plan

 

Emergency Pack Contents

As part of the recovery plan for the organisation, key documents, records and equipment are held off-site in an emergency pack. This pack may be retrieved in an emergency to aid in the recovery process.

The contents of the emergency pack comprise the following:

Documents

  • A copy of this plan, including key contact details
  • Insurance policy

Records

  • Computer backup tapes and / or disks
  • Financial records

Equipment

  • Spare keys
  • Torch and batteries

Don-Bur (Bodies & Trailers) Ltd

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