IFMA CFM TRAINING COURSE

SESSION NO. 02
EMERGENCY PREPAREDNESS &
BUSINESS CONTINUITY

CHAPTER 1 | AN OVERVIEW
Emergency Preparedness is ensuring that you are safe before, during, and after a
natural disaster (e.g. flood, tsunami. Etc.) or emergency that possess an immediate risk
to environment, property, or life.

Business Continuity is an ability of the organization to maintain its essential function

before, during, and after the disasters or incidents and the capacity to return its normal
operations in a relatively short period of time.
TOPIC 1 | PURPOSE OF EMERGENCY PREPAREDNESS
& BUSINESS CONTINUITY
As a facility manager, being prepared with an
emergency is worth an investment. If you are
prepared, you can protect your organizational
assets and especially one's life.

ORGANIZATION’S OBLIGATION
• Consistently provide a satisfactory product and services
to its customers.
• Demonstrate a socially responsible organization.
• Establish a mutually beneficial relationship with its
external providers (e.g. product or service provider).
• Ensure that the building occupants are safe and secured.
• Not to cause a nuisance to the public or to its neighbors
because of its business operations.
• Prevent pollution and protect the environment.
• Protect its organizational assets.
• Provide the necessary information to first responders to
perform their duties and responsibilities.
BENEFITS OF EMERGENCY PREPAREDNESS &
BUSINESS CONTINUITY
• Be a more proactive organization.
• Discover unnecessary process
redundancy.
• Enhanced client confidence
• Improve legal compliance and
minimize/prevent court-related issues.
• Increased staff morale
• Lower insurance premiums.
• Minimize business revenue losses.
• More satisfied stakeholders.
• Promote team spirit through cross-
functional collaboration.
• Protection of assets from damage or loss.
• Uninterrupted customer service support
and business operations.

TOPIC 2 | THE FOUR (4) PHASES OF EMERGENCY

TOPIC 2 | THE FOUR (4) PHASES OF EMERGENCY

TOPIC 2 | THE FOUR (4) PHASES OF EMERGENCY

PHASE
EP/BC risk management planning The plan should be created with a cross-functional team
with the training exercise. Anticipate the occasional
involvement of occupants and senior management.

Emergency Response Immediately deploy the plan with adequate resources

and evacuate the occupants as necessary

Crisis Management The facility management team and crisis management

Restoration and recovery
team manages the effects of the incident. The identified
critical process is resumed although the business
operation is returning to normal at earliest.
All business process is resumed, and the facility returns
to its normal operation after restoring or replacing an
asset.
PLANNING
• Involved risk to avoid, reduce, or prevent the
consequences.
• Required resources and training exercises.
• Mission essential process that needs to be
immediately restore and recovered after the
incident or emergency.
• Consideration of regulatory or legal requirements
as a minimum compliance.

RESTORATION AND RECOVERY

• Disaster recovery
• Business recovery
• Assets recovery

EIGHT (8) PRINCIPLES OF EMERGENCY MANAGEMENT

• Comprehensive
• Progressive
• Risk-driven
• Collaborative
• Integrated
• Coordinated
• Flexible
• Professional
THE EIGHT (8) PRINCIPLES OF EMERGENCY MANAGEMENT
PRINCIPLE
COMPREHENSIVE Consider all potential hazards, impact, phases, and stakeholders.

PROGRESSIVE Proactively anticipate future disaster and take preparatory and preventive
measures to build disaster-resilient and disaster resistance communities.

RISK DRIVEN Utilize sound risk management principles:

• Risk analysis • Impact analysis • Hazard identification
Resources and priorities are assigned based on this process.
COLLABORATIVE Create and sustain sincere and broad relationships among stakeholders to:
• Encourage trust • Establish consensus • Facilitate communication
• Promote a team atmosphere

THE EIGHT (8) PRINCIPLES OF EMERGENCY MANAGEMENT

PRINCIPLE

INTEGRATED Ensuring to the highest possible degree of effort unity

among the community and government institutions.
COORDINATED To achieve a common purpose, synchronize the activities of
all relevant stakeholders.
FLEXIBLE Rely on innovated and creative approaches to solve
emergency and disaster challenges.

PROFESSIONAL Value a science and knowledge-based approach based

on:
• Continuous improvement • Education
• Ethical practice • Experience
• Public Stewardship • Training
TOPIC 3 | STRATEGIC ALIGNMENT OF EMERGENCY
PREPAREDNESS & BUSINESS CONTINUITY

FOUR (4) PRIORITIES IN RESPONDING TO A CRISIS

• Maintain the reputation of the company.
• Normalize the mission-essential process.
• Physically and mentally safeguard the building occupants.
s.
• Resume normal business operation as soon as possible.

TOPIC 3 | STRATEGIC ALIGNMENT OF EMERGENCY

PREPAREDNESS & BUSINESS CONTINUITY
THINGS TO BE CONSIDERED WHILE DEVELOPING
RISK MANAGEMENT PROGRAMS
• Alignment with the organizational strategy.
• Attitude towards EP/BC cross-functional collaboration and trust.
• Familiarity with the importance and benefits of EP /BC and risk management.
• Organization's core mission.
• Overcome the possible resistance.
• Realistic risk appetite.
• Senior management commitment.
EMERGENCY PREPAREDNESS
& CONTINUITY MODEL

TOPIC 3 | STRATEGIC ALIGNMENT OF EMERGENCY

PREPAREDNESS & BUSINESS CONTINUITY
MANAGE RISK PHASE
• Perform the business impact analysis.
• Create and deploy risk management plan.

DEVELOP PLANS PHASE

• Generate EP/BC plans.
• Generate a communication plan (part of the
emergency plan but can be created separately)..
• Get management senior management
approval for the necessary resources prior
to implementation.
TOPIC 3 | STRATEGIC ALIGNMENT OF EMERGENCY
PREPAREDNESS & BUSINESS CONTINUITY
IMPLEMENT THE PLAN PHASES
In the event of the disaster, implement the emergency response plan with the
consideration of the following:
• The emergency team must be gathered and perform their assigned roles and do
the necessary actions.
• Ensure the safety of the property assets especially the life of building occupants.

EVALUATE AND REVISE

Plan Changes may arise from:
• Strategic level
• System or process
• Assets (e.g. furniture, fixture, and equipment)
• People or building tenant

CHAPTER 2 | MANAGE RISK

TOPIC 1 | RISK MANAGEMENT

RISK CAN BE INTERNAL & EXTERNAL

INTERNAL EXTERNAL
P – People P – Political
P – Process E – Economical
T – Technology S – Social
F – Finance T – Technological
L – Legal
E – Environmental
CHAPTER 2 | MANAGE RISK
TOPIC 1 | RISK MANAGEMENT

The following are some of the reasons to

embrace risk management:
• Improve compliance with legal, requirements,
and international norms.
• Improve corporate governance.
• Improve stakeholder trust and confidence.
• Improve voluntary and mandatory reporting.
• Increase the likelihood of achieving success.
• More vigilant in knowing the threats and
opportunities within the enterprise.
• Stimulate a proactive management approach.

CHAPTER 2 | MANAGE RISK

TOPIC 1 | RISK MANAGEMENT

ROLE OF FM IN RISK MANAGEMENT

facility manager should:
• Be able to determine the possible impact of
identified risks.
• Be able to identify the type of risk that the
facility is exposed to.
• Participate in organization-wide risk
assessment.
CHAPTER 2 | IDENTIFY & ASSES RISK
TOPIC 2 | RISK MANAGEMENT

NATURAL MAN-MADE TECHNOLOGICAL

• Earthquake
• Flooding, sinkhole
• Flooding/flash flood
• Mudslide/landslide
• Storm surge tsunami, tidal waves
• Thunderstorm, hailstorm, blizzard
• Oil spill, pollution • Internet service provider
• Toxic water (ISP) server crashes
• Chemical fumes/waste • Poor ISP performance
• Nuclear waste • Software copyright violations
• Factory waste, pollution • Unauthorized access
• Fire to the website
• Terrorism • Website virus infection

CHAPTER 2 | MANAGE RISK

The following are some of the reasons to
embrace risk management:
• Risk can be predicted (e.g. weather forecast)
and unpredictable (e.g. terrorism) with little or
no warning.
• Risk can be geographically distant (e.g. civil
unrest or political turmoil) or close (e.g.
neighbor facilities with highly risky, radioactive
processes).
CHAPTER 2 | MANAGE RISK
RISK ASSESSMENT
In criticality analysis, we need to:
• Understand which assets are critical (mission related)
• Describe the assets (e.g. type, location)
• Assign and rank a value (e.g. numeric or relative)

PROBABILITY (LIKELIHOOD) ASSESSMENT CONSEQUENCE ANALYSIS

• Based on attractiveness (e.g. due to inherent value) • Losses • Property • Human life
• Historical information • Economical Impact • Proprietary
• Statistics • Environmental Impact • Reputation
• Viewpoint-dependent (recommended expert judgment)

CHAPTER 2 | MANAGE RISK

RISK ASSESSMENT
Risk can be categorized into four types
• High consequence/high probability
• High consequence/low probability
• Low consequence/High probability
• Low consequence/low probability

Regardless whether the identified activity is

a high consequence or high probability, as
long as it falls with the risk tolerance level,
as shown in the risk heat map, 'green color'
is a risk level that organization is willing to
accept (also termed as risk appetite).
RISK ASSESSMENT MATRIX EXAMPLE

CHAPTER 2 | IDENTIFY & ASSES RISK

TOPIC 3 | IDENTIFYING FACILITY CRITICAL ASSETS & PROCESSES

It is an activity to identify the important assets and processes or mission essential

process and assets critical to the continued existence of the organization.
CHAPTER 2 | IDENTIFY & ASSES RISK
TOPIC 3 | IDENTIFYING FACILITY CRITICAL ASSETS & PROCESSES

TANGIBLE (PHYSICAL) ASSETS

Current Assets: Accounts receivable, cash, cash equivalents, short-term investments,
and stock inventory.
Fixed Assets: Buildings, computer equipment, furniture, machinery I equipment, and
tools.
INTANGIBLE ASSETS Brand recognition, business methodologies, copyrights,
franchise agreements, goodwill, patents, and trademarks.
FINANCIAL ASSETS Bank balance, bonds, Stocks, unit trust, share value.
HUMAN ASSETS Capacity (productivity), knowledge, skills, and talents that
produce a product and/or services.

CHAPTER 2 | IDENTIFY & ASSES RISK

TOPIC 3 | IDENTIFYING FACILITY CRITICAL ASSETS & PROCESSES

CRITICAL PROCESSES
• Mission essential functions (MEFs)
• Supporting functions
• Non-mission essential functions (Non-MEFs)
CHAPTER 2 | IDENTIFY & ASSES RISK
TOPIC 3 | IDENTIFYING FACILITY CRITICAL ASSETS &
PROCESSES
BUSINESS PROCESS ANALYSIS (BPA)
Using this method, an organization can:
• Determine and eliminate unnecessary risks within the process.
• Determine the causes of delays
• Process owners will have a better picture of how to carry the
process in a most efficient and effective way.
• The process should minimize or eliminate waste
• Replace processes with the new version.
• Sort out company documentation for the process.
• Uncover the causes of problems or issues

CHAPTER 2 | IDENTIFY & ASSES RISK

TOPIC 4 | RISK RESPONSE STRATEGY

FACTORS FOR EFFECTIVE RISK MANAGEMENT PROGRAMS

An effective risk response will depend on the following factors:
• Closeness to first responders (e.g. police, fire, medical).
• Availability of resources (budget) to mitigate the risk.
• Confidence in the existing risk control.
• Culture and attitude of the organization towards risk management.
• Legal or regulatory requirements.
• Required recovery time before it affects the organization to achieve its
mission & goals.
• Type of facility. Is it shared or not with another building occupants or tenants.
• Type of hazard (e.g. spread of fume gases, arson, tsunami).
• Type of loss (e.g. employee, property, electric power supply)
CHAPTER 2 | IDENTIFY & ASSES RISK
FM AND RISK MANAGEMENT

The facility manager should involve and participate in organization risk management
programs.

• Coordinate the announced and unannounced drilling exercises.

• Ensure effective coordination with first responders.
• Involved in building design and occupant needs assessment for facilities.
• Maintenance of necessary resources the emergency response.
• Participate and support an occupant, employee, and floor warden training programs.
• Support regular inspections by insurers.
• Perform due diligence in contracting with external providers (product or service providers ).

CHAPTER 2 | IDENTIFY & ASSES RISK

TOPIC 5 | MANAGING TECHNOLOGY RISKS
AVOIDANCE
• For the proposed new facilities, search for a location
with stable power.
MITIGATION
• Back-up for data storage.
• Stand-by generators.
• System or equipment redundancy.
PREVENTION
• Use biometrics for security.
• Use uninterruptible power supply (UPS).
TRANSFER
• Cloud computing.
• Cloud storage.
CHAPTER 3 | DEVELOP PLANS
The purpose of the emergency response plan is to create an organizational
procedure and structure for response to major emergencies from crisis
management until restoration and recovery effort.

TOPIC 1 | EMERGENCY MANAGEMENT CONCEPTS AND TERMS

AFTER ACTION REPORT
A consolidation of information gathered during the evaluation & testing of
emergency operations plans through an exercise. Also termed as 'lesson learned.’
ASSEMBLY AREA
A designated place where people have been told to wait after evacuating a building
in the event of a fire or other emergency
CHAIN OF COMMAND
The order in which power and authority in an organization are delegated and
exercised from top management to every employee.
CHECK-IN
A process in which the resources first report to an incident. May include staging
areas, camps, or incident command post.
TOPIC 1 | EMERGENCY MANAGEMENT CONCEPTS AND TERMS
COMMAND POST
An ad hoc location established at or as near as possible to a disaster site from
which the incident commander (IC) functions. It contains the communications,
coordination, controls, and command elements necessary to direct and manage
the initial response to the event.
DELEGATION OF AUTHORITY
A statement provided to the Incident Commander by the Agency Executive
delegating authority and assigning responsibility. The delegation of authority can
include constraints, expectations, objectives, priorities, and other guidelines or
considerations, as needed.

TOPIC 1 | EMERGENCY MANAGEMENT CONCEPTS AND TERMS

EMERGENCY ASSEMBLY AREA
A designated place where people have been told to wait after evacuating
a building in the event of a fire or other emergency.
EMERGENCY OPERATIONS CENTER (EOC)
the physical location or temporary or permanent facility at which the coordination of
resources and information to support incident management (on-scene operations)
activities normally takes place, and may organized by first responders such as civil
defense, police, etc.
FUNCTIONS
One of the five major activities in the Incident Command System: Command,
Finance/ Administration, Logistics, Operations, and Planning, A sixth function,
Investigations/ lntelligence, may be established, if required.
TOPIC 1 | EMERGENCY MANAGEMENT CONCEPTS AND TERMS
INCIDENT COMMANDER
The individual responsible for all incident activities, including the development of the
ordering and release of resources, strategies & tactics. The IC has overall and
responsibility and authority for conducting incident operations and is responsible for
the management of all incident operations at the incident site.
INCIDENT COMMAND POST
A facility established close to the incident scene, which serves as a base location for
managing "field operations" - all activities within the defined scope of the "incident.“
LOCKDOWN
An emergency protocol to prevent information or people from escaping, which usually
can only be ordered by someone in command...
Of buildings, a partial lockdown means that people may not exit or enter the building
and the doors leading outside the building are locked.

TOPIC 1 | EMERGENCY MANAGEMENT CONCEPTS AND TERMS

MEMORANDUM OF UNDERSTANDING (MOU)
A document describes the plans and goals shared and by parties. It specifies in detail
the action to be taken, and responsibilities by each party.
SHELTER IN PLACE
Selecting an interior room, or small, with few or no windows, taking refuge there when
conditions make evacuation more dangerous.
SPAN OF CONTROL
The number of resources for which a supervisor is responsible usually expressed as
the ratio of supervisors to individuals. An appropriate span of control is between 1 :3
and 1 :7
TOPIC 1 | EMERGENCY MANAGEMENT CONCEPTS AND TERMS
STAGING AREAS
Temporary location of available resources not immediately assigned.
UNITY OF COMMAND
An Incident Command System principle stating that each individual involved in
incident operations will be assigned to only one supervisor.

COMMAND & COORDINATION

Chain of command may be delegated when the primary leaders
cannot fulfill their duties or are not present.

Local or functional level - Determining the deployment of tactics at a

local level. It may include the floor wardens, functional managers, or
emergency coordinators.
sion
Strategic level - The decision affects the whole organization. The decision
comes from top management or crisis management team.
Tactical level - The decision comes from the operational or facility level.
evel.
agement
The decision normally comes from an incident or emergency management
team.
COMMAND & COORDINATION
INCIDENT COMMANDER RESPONSIBILITIES
• Assess the needs of employees.
• Directs staff to develop the incident action plan.
• Establish the incident objectives.
• Is responsible for all functions and activities until assigned
d
and delegated to staff.
• Arrange the services and resources (logistics) to support
the response objectives.
• Monitor and analyze costs including the analysis of time
and processes such as procurement.

TOPIC 1 | EMERGENCY RESPONSE PLAN

An Emergency Response Plan serves as a guide to::

• Educate and train facility occupants and staff.
• Perform an assessment of the incident.
• Perform an audit to determine its validity.
• Respond to different types of incidents.
• Prepare for the resources available at a site such as equipment and supplies.
FM ROLE IN EMERGENCY RESPONSE
se
FM has the responsibility to create an emergency response
plan for FM related functions which should contain the
following:
• Emergency procedures.
• Employees duties and responsibilities.
• Internal and external emergency contact information
(e.g. suppliers and first responders).
• Tools and equipment needed during the emergency.
• Training strategies.

FM ROLE IN EMERGENCY RESPONSE

To ensure both life and property safety, FM should respond rapidly and by having
the following:
• Adequate resources to address emergency needs.
• An effective chain of command.
• Collaborate with insurers in risk management and emergency planning.
• Effective preventative maintenance is taking place.
• Emergency teams are well prepared to perform their assigned duties.
• Liaison officer to communicate the needs of emergency plans to gain funds and support.
• Support for training and drilling exercises.
• Up-to-date information of the facility to the first responders.
TOPIC 3 | BUSINESS CONTINUITY CONCEPTS & TERMINOLOGY
SOME BENEFIT OF HAVING A BC PLAN IN PLACE
• Give confidence to the client, employees, and
product/service providers.
• Improve compliance with statutory or regulatory
requirements which may, in turn, avoid penalties and
litigation issues.
• It minimizes the effect of a disruption and faster recovery.
• Maintain organizational image and branding.
• Minimize financial losses.

DEVELOP CONTINGENCY STRATEGIES

There are three (3) types of backup/alternative
sites:
Cold Sites - Empty space with basic facilities
(e.g. power, air conditioning, communication,
and internet lines).
Warm Sites - Includes basic facilities but can
only perform a smaller scale of operations as it
is considered as partially prepared for use.
Hot Sites - Considered as a duplicate of the
original site of the organization. It will have the
shortest recovery time and can operate
immediately within hours.
OUTSOURCING AS A CONTINGENCY
Sometimes it is more practical to outsource some
of the mission essential functions to another party.

DOCUMENT AND DATA SECURITY

Cloud computing is a practice of using a network
of remote servers hosted on the internet to
process, manage, and store date rather than a
personal computer or local server.

TOPIC 4 | BUSINESS IMPACT ANALYSIS (BIA)

A business impact analysis (BIA) predicts the
consequences of disruption of a business function and
process and gathers information needed to develop
recovery strategies. Potential loss scenarios should be
identified during a risk assessment.

BIA is a process of creating systems of recovery and

prevention to detail with potential threats to an
organization to ensure that the assets and personnel are
protected and be able to perform in the event of a disaster
such as server breakdowns and floods.
TOPIC 5 | IMPLEMENT PLANS
TIPS FOR EFFECTIVE EP/BC PLANS
• Determine the daily business routines and a
responsible person.
• Do testing and drilling exercises to make sure it works.
• Plan emergency response team well ahead of time.
• Provide an instruction to help affected parties to
overcome the anxiety and stress in case of emergency.
• Provide simple tips and instructions. You may consider
graphical images or flowcharts
• Revise and reflect any changes in the plan. Maintain its
version control.
• Understand the facility and its business operations.

TOPIC 5 | IMPLEMENT PLANS

DRIVE AWAY KITS mostly includes

• Communication and computer equipment

• Continuity checklists
• A hard copy of the BC plan.
• The key contact information of EP /BC teams
(address, phones, names, etc.)
• Maps to alternate sites.
• Personal supplies such as cash or credit cards.
• Temporary work supplies such as a flashlight,
batteries, computers, etc.
• Tools routinely used by EP/BC teams.
CHAPTER 4 | TEST, TRAIN & DRILL
Testing, training & drilling exercises are used to
• Determine gaps in resources.
• Determine opportunities for improvement
• Improve interagency communication and coordination.
• Improve personnel performance
• Test and validates procedures, plans, equipment, training,
and inter-agency agreements.
• Train and clarify employee's responsibilities and roles.

TOPIC 1 | STRATEGIES FOR TESTING/TRAINING

Everyone should participate in the testing/training programs to:
• Determine the effectiveness of plan through simulation and training.
• Emergency response team can test and practice the effective deployment of resources
and planned procedures.
• Let the facility staff trained how to take down or bring up building systems.

NEEDS ASSESSMENT
The testing and training for EP /BC must satisfy the needs of an organization. Training and
testing program must be viewed as a cohesive program and not a separate training event.
TOPIC 1 | STRATEGIES FOR TESTING/TRAINING
Testing, training, and drilling exercises are divided into two (2) categories:
• Discussion-based
• Operation-based

TOPIC 2 | STRATEGIES FOR TESTING/TRAINING

The aim of conducting the mock drilling exercises is

• To enhance organization emergency preparedness.

• To evaluate the readiness of all emergency and disaster
arrangements including its necessary equipment.
• To identify planning gaps.
• To revise standard operating procedures (SOPs) for better
coordination.
CHAPTER 5 | RESPOND, RECOVER & LEARN
TOPIC 1 | INCIDENT RESPONSE
When the incident occurs, the following must be conducted:
• Assess and escalate according to the emergency response plan.
• Secure the coordination a control until handing it over to the first
responders once they arrive at the scene.
• Provide the accurate information to the first responder.
• Incident response team must share information with the occupant while
maintaining their sense of well-being.
• As required, evacuate the occupants as early as possible.
• The affected occupant may require a counseling from the HR department
to minimize and overcome the occupant fear and trauma

CHAPTER 5 | RESPOND, RECOVER & LEARN

FM ROLE IN THE EMERGENCY RESPONSE
The facility manager must perform the following:
• Coordination and communication with the incident command
center (e.g. potential spillage of toxic materials or explosion).
• Ensure the safety of all occupants with necessary shelter,
transportation, and may be needed to provide some basic
needs such as food and water.
• Monitor the situation for next steps such as an activation of
damage assessment team to start the recovery process and
activation of BC plans.
CHAPTER 5 | RESPOND, RECOVER & LEARN
TOPIC 2 | DAMAGE ASSESSMENT
The damage assessment team should have the following:
• First aid kits
• Food
• Personal protective equipment (PPE) such as helmets
and dust masks.
• Reference materials (e.g. plans, maintenance records)
• Tools for documenting the assessment (e.g. camera,
video recorder, checklists, etc.)
• Tools to access the incident scene (e.g. flashlight,
chainsaw, shovel, key, access codes, etc.)

CHAPTER 5 | RESPOND, RECOVER & LEARN

INSURANCE FOR DAMAGES
Provided that the facility is already safe
for assessment, the facility manager
should invite the insurance company to
conduct a facility tour to determine the
replaceable, repairable, or useable items.
TOPIC 3 | RECOVERY & RECONSTITUTION

The FM function during the recovery phase are as

follows:

• Resume the facility function ASAP to support the

organization recovery effort.
• Manage recovery projects.
• Support the sustainability efforts such as reusing
reusable materials.
• Act as a liaison officer to external parties such as
insurer or inspectors.
• Manage the salvaged material.
• Document the recovery process.
• Commission the new and repaired costs and systems.

CHAPTER 6 | EVALUATE & REVISE THE PLAN

• Perform at least once annually the review, assessment, and evaluation of EP &
BC and risk management plans .
• Annual EP/BC and risk management review ensures the accuracy, validity, and
effectiveness of the programs.
• If there are significant changes in the workplace or workforce, it is necessary to
call for a prompt review as there may be new risks or threats that need to be
identified.
• An annual audit should be free from any form of bias.
REVISION QUESTIONS

REVISION QUESTIONS