Resilient entities implement preparatory and reactive procedures to minimise business disruptions and support recovery.
Preparing for a business disruption event involves establishing controls that will mitigate the consequences of the disruption to a level acceptable to the entity. The following checklist may assist entities in ensuring business continuity strategies are implemented. Explanatory material about preparing the business continuity plan, as well as a case study about contacting business continuity and other staff during a business disruption event can be found on this page of the better practice guide. Some entities have found it useful to include an activation diagram at the start of their business continuity plan. A key step in the activation process is to estimate how long it is before the business function can be restored. Including an event log template in the recovery plan facilitates recording the events for later debriefing and review.
A recovery plan should be developed for each support area and business unit identified in the recovery strategy.


The steps required for recovery of a business process are documented in order of precedence. Following completion, it often becomes apparent that many of the recovery plans have some recovery steps in common.
The following is an example table of contents for a separate pandemic plan, or for a pandemic section within a business continuity plan.
The business continuity plan identifies action-oriented procedures to be undertaken during an outage. An example of an activation diagram is provided in the section In the event of a disruption: Activating and deploying the plan.
This plan considers the people in the recovery teams and assigns individual responsibility for each action (between team leaders, team members and other teams) as well as timing and expected outcomes for each action. A business continuity plan does not need to contain contextual information (such as background, executive summaries) as this was part of the development and approval process and should be stored on official files. In a disaster situation, the reader can pick up the document having not read it (although it is preferable that they have), and be presented with action-oriented points they can follow.


Some teams may include contact details of externals, for which the entity has interdependencies, or which will be relied on in an emergency or business continuity disruption event.
The recovery steps also need to consider issues reflecting interaction with other support areas, business units, and recovery teams. The other recovery teams can still include the recovery steps in their plans, noting that the responsibility for completing the step has been assigned to another recovery team. Some entities have chosen to prepare a separate business continuity framework document to contain this information. In establishing the recovery steps for each support area and business unit it is important that communications, including information flows, are fully effective.
The plan simply starts at the point at which the plan has been invoked and guides the reader through each step in the response and recovery process.




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