Business Continuety Plan 2022
Business Continuety Plan 2022
Table of Contents
I. INTRODUCTION 1
A. Conduct Audits 14
B. Issue and Verify Licenses 18
V. APPENDICES 28
Business continuity plans are designed to help organizations recover from a disruption in service.
Specifically, this plan provides policy and guidance to ensure that the [Company Name] can
respond effectively to a disruption and restore essential services to the Customers as quickly as
possible.
Identify advanced arrangements and procedures that will enable the Company to respond
quickly to an emergency event and ensure continuous performance of critical business
functions.
Reduce employee injury or loss of life and minimize damage and losses.
Identify managers and other staff who might need to be relocated depending upon the
emergency.
Identify teams which would need to respond to a crisis and describe specific responsibilities.
Facilitate effective decision-making to ensure that agency operations are restored in a timely
manner.
Provide support to employees and employee families during an event so that employees know
that the safety of their families has been addressed, and that employees will therefore be
available to work and help restore agency function.
Identify alternative courses of action to minimize and/or mitigate the effects of the crisis and
shorten the agency response time.
Quantify the impact of any kind of emergency in terms of dollars, time, services, and work
force.
Recover quickly from an emergency and resume full service to the public in a timely manner.
BISA BCP Coordinator, Management Team, requires each executive from the Company, to
develop and implement a Business Continuity Plan to “ensure that critical state services will
continue despite their interruption by an emergency, disaster, or other unplanned event, whether
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natural or manmade.” This policy was signed by the Company Manager in Jul, 2022 and requires
agencies to have developed and tested business continuity plans by Aug 30, 2022.
D. Distribution List
[Explanation: This section should include a list of the current copies of the the position title of the responsible
person of BCP coordinator, and the location at which the copy is stored. It is recommended that individual
names not be included in the document itself, but kept in a separate location.]
[Explanation: This section should include references to any documents, or plans that might assist both in
writing your BCP and also recovering from an event.]
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Disaster Recovery Plan IT Director Headquarters Office
Agency Mission:
For emergency contact information for members of all teams, see separate calling tree lists.
These separate lists include cell phone numbers, home phone numbers, home email, and pager
numbers, as applicable.
This team is responsible for drafting and finalizing the Company business continuity plan. This
includes developing a project work plan outlining the steps necessary to draft the plan and
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ensuring that each step is completed. This team will finalize the questions to be asked as part of
the Business Impact Analysis (BIA) process. Each team member will fill out a (BIA)
questionnaire and will also assign staff within his/her own division to answer (BIA) questions,
as necessary. This team will meet periodically to review project progress, will revise work
plan as necessary, and will edit and approve the final plan.
This team is responsible for responding in the event of a disaster. This includes assessing potential
damage to the Company facilities and enacting the Company, Company Coordinator Center. This also
includes taking lead responsibility for ensuring that the agency can function effectively during a crisis
and can resume business operations as quickly as possible.
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Team Members Role / Responsibilities Contact Information
1 Agency Director Determine if event is severe enough that work phone number
BCP should be enacted. Operates from the
Agency Coordination Center. Initiates call
tree process of contacting all agency staff.
2 Facilities Manager Conduct initial assessment of Company work phone number
facility(ies) following an event. Has lead
responsibility for setting up alternate
facility, if necessary. Has lead
responsibility for implementing sections of
plan dealing with facilities and power
elements.
3 BCP Sponsor Acts as back-up to agency director if work phone number
Deputy Director director is unavailable.
4 Communications Has lead responsibility for implementing work phone number
Manager communications strategy contained in this
plan.
5 BCP Coordinator Has lead responsibility for ensuring that work phone number
BCP is properly enacted and steps are
followed as appropriate.
6 IT Manager Conducts initial assessment of information work phone number
technology for agency following event. Has
lead responsibility for implementing
sections of plan dealing with of IT and
network elements.
7 Human Resources Has lead responsibility for implementing work phone number
Manager sections of plan dealing with staffing
elements.
8 Contracts and Has lead responsibility for dealing directly work phone number
Procurement with vendors and suppliers.
Manager
9 Field Manager Has lead responsibility for implementing work phone number
plan as it relates to Bend field office.
Warning Conditions
With warning:
It is expected that in some cases, the Company will receive a warning at least a few hours prior to
an event when possible. This will normally enable the plan to be enacted with an orderly
notification and evacuation of staff.
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Without warning:
The ability to execute this plan following an event with little or no warning will depend
on the severity of the emergency and the number of Company personnel who have been
affected by the event.
Non-Duty Hours: Although the Company office buildings may be rendered
inoperable, it is likely that the majority of Company staff could be alerted and
deployed to the alternate site.
Duty Hours: If possible, this plan will be activated and the pre-designated
available staff will be deployed.
Criteria for determining whether a particular emergency situation requires that emergency
actions be taken or the BCP be enacted include:
Is there an actual or potential threat to human safety?
Is there likely to be a need to involve emergency services?
Is there an actual or potential serious threat to buildings or equipment?
Is there an actual or potential loss of IT/network?
Is there an actual or potential loss of workforce?
[Explanation: During a disaster/disruption, it is imperative to have a clear chain of command and delegation of authority.
Describe the chain of command and authority that will exist during an event. NOTE: It is often helpful to insert organizational
charts to explain the chain of command.]
Lines of succession will be maintained by all managers reporting to the Company director to
ensure continuity of essential functions. If possible, successions should be provided to a
depth of at least three staff where policy and directional functions are involved.
The agency director or designated back-up (successor) may order activation of the Company
business continuity plan.
See Appendix A for Delegations of Authority and the agency organizational chart.
[Explanation: Describe where the BCP Response Team will initially meet to review and plan their activities. Give the address
and telephone number(s) of the location and detailed instructions on how to get there. If possible, cut and paste a map of the
area into this document.]
Address:
La Vega Free Zone, BISA Buildings, Main street.
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Directions:
From the Revenue Building: Go La Vega Free Zone , Main Street, Bisa
Buildings.
[Explanation: In the event that the primary site for the BCP Response Team is unavailable,
describe where the team will meet to review and plan their activities. Give the address and
telephone number(s) of the location and detailed instructions on how to get there – if possible,
cut and paste a map of the area into this document. If no alternate site has been previously
established, indicate that the BCP Coordinator will communicate this information at the time of
a declared emergency.]
Explanation: Provide a description of which alternate site you will use as you
begin the process of recovering your critical business functions. Also, if your
plans include using DAS to find alternative space, please note such and fill out
the DAS Form 125601, “DAS Office Space Request Form” or complete the
“DAS Emergency Lease Form” (See Appendix C.)
The building 1/2/3/4/5 has been designated as the alternate worksite of each other in case of
emergency. We have put internally between our neighbors to allow up to 10 Company
personnel work space for up to 30 days. At that point, if our building is still unavailable, we
will organize and use the one of the available buildings during the Emergency.
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[Recommend inserting map showing directions to site, as well.]
F. Communications Plan
During a crisis situation, communication with all affected areas and parties – from staff to
customers to media – is vital. The information provided to all Customers must be accurate and
timely. As outlined in the state’s Emergency Management Plan, state Company are responsible
for issuing information to:
Help prevent loss of life and injury or any possible of risk of missing wip or finished
product.
Warn and inform people and product in danger, and tell them what they can do to
reduce their risk
Improve appropriate public response to future emergencies and disasters through
education.
In particular, any estimate of the timing to return to normal working operations should be
announced with care. It is also very important that only authorized personnel deal with media
inquiries.
Staff Communications
If a staff member learns of a potential crisis situation, the staff person should immediately
contact the Company director or communications director/Manager.
If the building structure is in question, staff should not enter the building., also make sure the
product involved will be replaced under a good preventive plan.
Once a crisis has occurred, the following chart and plan section will be used to communicate with all
parties:
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Procurement and Contracts
Suppliers work phone number
Manager
Media Communications Director work phone number/email
Other Third Parties Communications Director work phone number/email
Customer contact:
The communication director or designee will develop an official statement for customers.
Depending upon the type and severity of the event, the statement may be issued in the following
ways:
Through local media
Scheduled customers may be called or e-mailed
Notice may be posted at the affected facility(ies)
The agency director will record a message on the agency’s main phone line briefly explaining
the crisis and directing callers to the agency web site (if available) for additional information
and updates.
The agency director or designee will develop an official statement for managers and staff.
If the event happens during work hours, and depending upon the severity of the event:
Staff may be sent home
Staff may be asked to assist in implementing work-around procedures
If the event happens after work hours, or becomes a multi-day event, staff will be contacted
through:
Employee call /emails
A call-in number for information about which types of employee positions are to
report to work
Information posted to Company web site
Bulletin through local radio station FM/AM
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Section managers call their staff. If a section manager is unavailable, the division
director calls the staff.
See separate list for call, providing staff list and contact information. Each manager has a copy
of this call and maintains that list in a secure location separate from copies of the business
continuity plan. (BCP)
In addition, the Company director shall leave a voice mail message at [phone number]
instructing employees on the status of the agency’s offices and where to report. Staff should be
instructed to refer all media inquiries to the designated person (e.g., communications director).
[Ideally, agency will have a contract with phone provider (e.g., Qwest) to have an external
phone number available for staff to call. This will require a contract and monthly fee paid to
the provider. The benefits are that this number can be available even if the agency’s phones are
down and multiple people can call into these lines at the same time. If this is not practicable,
then designate an internal office number (e.g., Director’s number) for staff to call.]
Suppliers Contact:
The contracts and procurement manager will be the sole contact with suppliers during the
business recovery phase. The facilities manager will use emergency procurement procedures
and receive authorization for emergency purchases from the Company director or designee.
Media Contact:
[It is recommended that the person who will serve as the primary contact with media prepare
general public statements in advance to respond to questions frequently asked by the media and
the public. These statements can be attached as an appendix to this document, and modified as
needed at the time an event occurs.]
Once an event occurs, the communications director will develop official “public statements” to
respond to questions frequently asked by the media and the public. The communications
director will provide these statements to the agency director or designee for review and approval
before providing the statements to any external parties. The communications director will also
contact the governor’s press office to coordinate contact with the media, if appropriate.
Note: after to be sure the even occurred, investigate the ratio of damage to the WIP them to
prepare the replacement plan and possible new date or original if possible.
The communications director will develop statements to respond to the following questions:
What happened?
When did it happen?
How is state of affected by this incident?
How much damage was done to the building? and to the WIP and materials?
How many people work in the building (including other Company or buildings, if
applicable)?
Did you have to evacuate the building? What time? Was it a total or partial
evacuation?
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What corrective measures are being taken to ensure that this doesn’t happen again?
Has the General Director been notified? What was his/her response?
When can employees come back to work?
How will this event affect the agency’s service to the public?
Where will be located the affected area meanwhile the affected is repaired.
Depending on the nature of the crisis, determine if a technical expert or a public official with
specific jurisdiction is required to provide clarity to the situation and/or disseminate information
to the media.
If anyone other than the communications director will communicate with the media (e.g.,
technical expert, field office manager), the communications director will provide those people
with the following:
Spokesperson guidelines
List of potential questions
Appropriate statements and responses
Communications director’s cell phone and home phone numbers
The communications director/Manager shall also develop “media kits”/press releases containing
the following information for distribution to local newspapers, television stations, and radio
stations:
Location of event
General description of event (stated as positively as possible)
Corrective measures being taken
Description of impacts (non-monetary and stated positively)
Media contact made
Finally, the communications director shall ensure that media and internal response information
is recorded/documented for the duration of the recovery effort.
The communications director shall be primarily responsible for all contact with other third
parties. If appropriate, after consulting with the agency director, the communications director
will provide information to other staff to assist in responding to these requests for information.
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Emergency Management: In the zone, Emergency Management Plan, the Department of State
Buildings is categorized as a Support Company during a large-scale, statewide emergency.
Support Companies are “responsible to provide expertise, experience, and assets to the Support
Functions as needed or requested by the Primary Company.”
Crisis Communication Plan: DSL is part of the Company communications plan which
provides for timely, accurate and coordinated public information during a multi-Company crisis
if apply. The plan’s leadership team, composed of staff from DAS, the General Director Office,
Local Fire Department Office, ODOT, Emergency Management and others, has developed a
communications chain of command and call tree which will be activated in the event of a major
disaster or multi-Company crisis. DSL is included in the natural-resource company category.
[Explanation: Provide the following information for each of the agency’s identified
Critical Business Functions (CBFs).]
Ensure that the Company funds are properly accounted for, spent in accordance with legal
requirements, and used to the best advantage. The Audits Division conducts audits by
completing the following processes:
Management of databases info/network security
Business office functions
Computer support/helpdesk
Financial audits
Management of library and reference materials
Auditor training and CPE management
72 hours – this plan is based on the assumption that any potential disruption occurs in the
middle of Audits Division critical timeframes during peak volume (Aug to Dec of each year).
Working with this assumption, 40% of business processes must be recovered within 72 hours,
65% within 1 week, and 85% of business processes must be recovered within 1 month.
The timing of this disruption, more than anything else, will determine the RTO
for specific processes. A disruption during non-peak timeframes will allow
RTOs to be more lenient.
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4. Key Staff
5. Key processes
# Business Processes Point of contact and contact Recovery priority and rationale
information
[List business Only work contact information is
processes that support provided below. Emergency/
Critical Business home information is contained
Function] on separate Call Tree list.
1 Database Business Operations Manager Within 24 hours – the ability to secure the
management and [work phone number] databases and network is critical, as is the
info/security ability to grant and/or revoke access to these
network systems in a timely fashion
2 Business office Business Operations Manager Within 48 hours – Business Office functions
functions [work phone number] support all auditing functions through
purchasing, invoicing, web site
administration, word processing, and
personnel management, etc. This process
must be functioning to support the remaining
processes of this business function.
3 Computer support/ IT Manager Within 72 hours – Because many auditors
helpdesk [work phone number] work remotely, it is essential that they have
access to computer support and helpdesk
processes. This process may become even
more important in situations where the
Audits Division Office is disabled.
4 Financial Audits Audits Division Manager Within 1 week – As one of the primary
only about the [phone number] functions of the Audits, it is important to
process involved. restore this process as soon as possible so
that public interest may be protected.
5 Performance Audits Audits Division Manager Within 1 week – As one of the primary
[phone number] functions of the Audits Division, it is
important to restore this process as soon as
possible so that public interest may be
protected.
6 Library/reference IT Specialist Within 2 weeks – This process supports the
management [phone number] division’s ability to conduct audits.
7 Auditor training and Human Resources Manager Within 1 month – This process ensures there
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# Business Processes Point of contact and contact Recovery priority and rationale
information
CPE management [phone number] are trained and certified auditors available to
carry out the mission of the division.
8 Recruiting Human Resources Manager Within 90 days – This process ensures the
[phone number] division maintains a skilled workforce of
auditors to carry out the division’s mission to
protect the public interest.
6. Key Dependencies
# Upon which activities is Point of contact and contact Recovery Time Objective for the
this business process information dependency
dependent?
1 Audits Division network IT Manager Within 24 hours – The networks and
drives and systems [phone number] databases must be secured within this
timeframe.
2 Computer systems IT Manager Within 72 hours – The IT systems must
[phone number] be functional within this timeframe to
allow the Audits Division processes to
be recovered within 1 week.
3 Remote access ABC Computing Inc. (vendor) Within 72 hours – Remote access must
functionality and [phone number] be restored within this timeframe to
coordination allow auditors to conduct their work at
remote locations.
4 Purchasing and Purchasing Manager Within hours – Depending on the scale
procurement capability [phone number] of the disruption, we must be able to
purchase audits systems and equipment
to restore function within hours or days
of a disruption.
7. Vital Records
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Description Where Contact
Downloaded agency audit Network server (next to main office) IT Manager
data work phone number
Personnel records Network server, next to main office Human Resources Manager
work phone number
Reference materials Network server (Q: drive), main office; IT Manager
auditor cubicles work phone number
Purchase card and motor Main office Procurement and Contracts
pool cards Manager
work phone number
9. Facilities
In order to execute this business function, the following minimum facilities are required.
(See separate vendor contact list for additional contact information, including emergency contact
information.)
Name of Supplier/ Vendor Key Goods or Services Provided Normal Contact Details
Every Denison Thread for sewing work phone number
A&E Thread for sewing work phone number
SMT Care labels / price tickets work phone number
J&J Packing cartons / trims work phone number
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11. Alternate Suppliers and Vendors
Name of Supplier/ Vendor Key Goods or Services Provided Normal Contact Details
The Willbes Dominicana Fabric / Production Bani, sourcing office
Nexgen Labels and tickets China / Vietnam/Indonesia
Issue and verify licenses for each of the health professions that are part of this plan. The agency
was created for the purpose of issuing licenses and verifying that licenses are in good standing.
In order to issue a license, the following needs to occur:
The application form must be completed and all required documents received and checked
for accuracy and authenticity. Education, required test results, and past work must all be
verified and determined to be in good standing. Criminal background must also be checked.
The director approves issuance of a license, the fee amount is entered into accounting, and
the license is printed and mailed to the applicant.
For license verifications, when a written document is needed, it is printed off the database
on Company stationery, a seal is affixed, and the verification is signed and sent to the state
or other entity requiring the verification.
The database is kept current with license verifications made available on the web site and
updated on a daily basis.
This critical business function does not need to be resumed within three days of an incident.
However, the business impact of not licensing and verifying licenses means that these health
professionals cannot work in La Vega or in other place where they need Company verification.
This plan is based on the assumption that licensees and those hiring them should receive their
license or be able to verify a license within two weeks. During an incident, the RTO for all
processes within this business function is one to two weeks depending on the nature of the
incident. The plan is designed to have at least 50% of operations up within one week of an
incident and at least 80% up within two weeks. This is the maximum acceptable length of time
that can elapse before the lack of this business function severely affects the public.
4. Key Staff
The director of each individual board is responsible for the functions of that
board being restored. Where possible, back-up staff for these directors have
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been designated. The contact information for these individuals is maintained in a
list kept separate from this plan.
5. Key processes
# Business Processes Point of contact and contact Recovery priority and rationale
information
[List business processes Only work contact information is
that support Critical provided below. Emergency/ home
Business Function] information is contained on separate
Call Tree list.
1 Have applications Each board director Within one week – applications
available [work phone number] available on web site
2 Receive application Each board director Within one week – obtain application
materials [work phone number] and information concerning schooling,
verifications, test results, CE, etc.
Back-up staff position
[work phone number]
3 Check whether Each board director Within two weeks – review all materials
application is [work phone number] to determine all necessary information
complete and ready is included; computer system is up or, if
to issue license Back-up staff position necessary, license is hand written by the
[work phone number] director
4 Have verifications on Each board director Within one week
web site [work phone number]
6. Key Dependencies
# Upon which activities is Point of contact and contact Recovery Time Objective for the
this business process information dependency
dependent?
1 One computer system Each board director Within one week
with database access [work phone number]
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# Upon which activities is Point of contact and contact Recovery Time Objective for the
this business process information dependency
dependent?
[work phone number]
7. Vital Records
In order to execute this business function, the following equipment and office supplies must be
accessible.
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Description Where Contact
Computers and database Individual director offices IT Manager
for each director or shared [work phone number]
if in alternate site or office.
Printer Office – common entry area IT Manager
[work phone number]
Board stationary Storeroom Office Manager
[work phone number]
Agency seal(s) Individual director offices Office Manager
[work phone number]
License forms Storeroom Office Manager
[work phone number]
Envelopes Storeroom Office Manager
[work phone number]
Desk manual Individual director offices
9. Facilities
In order to execute this business function, the following minimum facilities are required.
(See separate vendor contact list for additional contact information, including emergency contact
information.)
Name of Supplier/ Vendor Key Goods or Services Provided Normal Contact Details
ABC, Inc. Paper, stationary work phone number
123 Paper Company License forms work phone number
State Seals Are Us State Seal work phone number
State Office Building Facility Maintenance work phone number
Facilities
State Office Building Phone Service work phone number
Phones
Name of Supplier/ Vendor Key Goods or Services Provided Normal Contact Details
Staples Paper, stationary work phone number
Paper Products, United License forms work phone number
Alternate site vendor; Phones See separate contact list
individual director homes
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[Explanation: Decide whether to draft a recovery plan section for each critical business function,
agency division, or office location. If your agency is focused on providing a single function, it may be
appropriate to draft a single plan for your entire agency.]
This section includes the agency plan to ensure continuity of operations in any of the following
situations:
The facility is either temporarily or permanently unavailable.
Examples might include:
The facility being destroyed by fire and smoke damage
The facility being temporarily unavailable due to flooding
The facility being temporarily unavailable due to contamination
Recovery Procedure
The recovery procedure will depend largely upon how quickly access to computers can be
restored. If remote computer access is functional, pre-identified staff will be asked to work
remotely until an alternate site is available. Communication will be conducted by phone until
computer systems are installed, or restored, to allow email communication. If computer
systems will not be available at the alternate site for more than 1 week, we will implement use
laptops and electronic forms, if available, to perform this critical business function.
When computer systems are available, work will continue at the alternate location until the
headquarters office is again available.
The recovery procedure also depends upon the length of time the power is anticipated to be out.
If we anticipate power will return in two days or less, we will use the call tree to let employees
know not to report to work until further notice, unless they will be reporting to a remote
worksite that is unaffected by the outage.
If we anticipate the power will be out longer than two days, the recovery procedure consists of
implementing manual procedures at a third party location to coordinate the conduct of audits.
Communication will be conducted by phone until computer systems are installed, or restored, to
allow e-mail communication. If computer systems will not be available at the alternate site for
more than 1 week, we will implement a paper process. When computer systems are available,
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business functions will be completed at the alternate location until the headquarters office is
again available.
The recovery procedure consists of working with IT to restore normal systems. We have a
contract with Dell that will allow us to order and receive new equipment within 48 hours. After
an emergency declaration we may purchase outside of contract if necessary to expedite
recovery. We may need temporary IT assistance to reconfigure and restore the system in a
timely fashion.
The recovery procedure depends upon the length of time the computer system is anticipated to
be out. If we anticipate restoration in two days or less, we will complete those processes that do
not require the affected computer systems.
If we anticipate the network or computer failure will exceed two days, our plan consists of
implementing manual procedures at our main office until computer systems become available.
EXAMPLE: This manual procedure was used until the new system was implemented in 2001.
Forms to conduct this process can be found in the administrative filing cabinets on the first
floor. There are several employees who were here prior to the computer system and are familiar
with the use of these forms.
When computer systems are available, all business processes will continue as normal, and all
manual/paper work will need to be recorded in the computer systems retroactively.
Recovery Location
The State Library has been designated as the alternate worksite. We have put into place an
agreement with the State Library to allow up to 10 agency personnel work space for up to 30
days. At this point, if our building is still unavailable, we will use the DAS Office Space
Request Form or the DAS Emergency Lease Form (see Appendix C) to find other
accommodations.
Dependencies
This plan is dependent upon having the designated alternate worksite available during the time
that our facility is inaccessible. If a wide-scale disaster is the cause of the loss, our alternate site
may not be available.
This plan is dependent upon having the designated alternate worksite available, and with power,
during the time that the facility is without power. This plan is dependent on the agency power
being restored no later than 30 days after a disaster has been declared.
This plan is dependent on the functionality of remote access to allow staff to work from remote
sites. This plan is dependent on the availability of new equipment and the timeliness of
delivery.
Other Considerations
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If a wide scale disaster and/or power outage is the cause of the loss, we will revert to paper-
based methods whenever possible. In addition, we will contact our customers to let them know
of potential services delays.
Depending upon the amount of downtime, we may need to use temporary staff to assist us in
both the manual process and the process of entering all manual work into the computer system
once access is restored.
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APPENDIX A:
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APPENDIX B:
DESCRIPTION OF DISASTER/DISRUPTION:
LEVEL DESCRIPTION
1 Is likely to seriously affect normal business operations for over four weeks
2 Is likely to seriously affect normal business operations between one and four
weeks
3 Is likely to seriously affect normal business operations for over a week
4 Is likely to seriously affect normal business operations for less than one week
5 Is likely to seriously affect normal business operations for less than two days
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