How to ensure your business survives a major incident was the theme of a seminar staged by BedfordBID on 11 September 2007.

The date was a coincidence but served as a timely reminder of how the terrible Twin Towers disaster (dateline  "9/ll" US style) impacted on businesses well beyond the d-day.

Closer to home the Buncefield oil disaster in Hertfordshire caused millions of pounds of business losses - not because offices or depots were damaged in the fire but because the area was closed off to all but emergency services for days, weeks and months.

How would your business cope in such circumstances?

Answers were given in the Home Office/Association of Chief Police Officers ARGUS event, one of a series being held in every major UK town and city over the next two years. At Bedford an officer from the National Counter Terrorism Security Office and representatives of Bedfordshire police, fire and ambulances services and Bedford Borough Council shared useful information with business delegates about how they operate in such circumstances and the importance of business continuity planning.

For instance, in the event of an "explosion" the emergency services send first a limited team to assess the situation - to find if the cause is accidental or if other explosions are likely. To those hit by the blast it may seem that 999 service are slow to respond - they are not - and will be close by waiting for a signal to indicate it is clear to move in and help.

It is in these early moments that businesses, shops and offices alike, can do much to save their people and themselves. Rushing to "evacuate" is not always the best solution if your building is not obviously on fire or in danger of collapse. If terrorists are at work there may be other bombs to follow. Stay calm, stay put and stay away from windows are three simple rules to follow until the situation becomes clear. And put your Incident Management Plan into action. Haven’t got one? Start now:

A whole range of advice is available from websites such as

Among the delegates at the event were representatives of large and small businesses in Bedford.

As part of a well organised chain Boots has procedures in place for just such emergencies, including a "grab bag" of essentials needed to help in the vital minutes after a disaster. But their Health and Safety expert who joined the seminar learned a few important lessons: "This has certainly focused my mind on the issue and made me think about the bigger picture. People would certainly be looking to Boots for first aid materials and we would have to think about how we prioritised those demands."

The Swan Hotel hosted the event and two key staff members recognised that given the worse case scenario their premises could be seen as a route to landline phones and shelter. Again the bigger picture becomes important in terms of the role the hotel plays in the community.

A small independent operator recognised that a flood, for instance, which knocked out his town centre shop could leave him unable to function or contact customers. A "business buddy" system whereby he could call on the help of similar store elsewhere in Bedfordshire could keep his business above water.

Business Continuity - immediate and on-going

The social and economic impact of a major incident - be it terrorism or flooding as we have seen in the UK in recent months - cannot be under valued. A new British Standard was issued by the Government in Nov 2006 BS2599 which accredits companies with business continuity planning.

For example:

* In the immediate aftermath there is the security of cash and valuables on site to consider - looting and losses - think about how to protect your assets.

* Lack of access to premises or damage to buildings which means your business does not have a roof over its head. Where do you go and how do you function without the information held at your "hq"?

*Even once the worst appears to be over and you try to pick up the pieces - what about staff who are stressed or sick - they are your greatest asset and can you function without them.

*Key employees, who because of the after effects are out of the loop, creating missing links between you and important customers and suppliers.

*Business confidence is lost without good communications with your clients and other contacts.

In the aftermath of the UK bombings of "7/7" footfall in some London shopping centres dropped by 78% - how would Bedford cope with such a down turn in trade.

"This is where organisations like the BedfordBID are valuable in pulling businesses together to work as one to regain public confidence in the town," added the key spokesman of the day Richard Flynn of NaCTSO.

BedfordBID Projects Manager Chris Barker said: "This was a really useful event and we had some great feedback from organisations which attended. We hope that the day when we need an Bedford Incident Management Plan never arrives - but we are happy to be able to share this information with businesses within BedfordBID. We can all learn from working together more closely."

Other comments:

“very worthwhile – more businesses need to be aware of this”

“an excellent session, very informative – an eye-opener”

“thought provoking and informative – essential information for our emergency plans”