Die Anschläge in New York und Washington am 11

emergency operations
and to restore full functionality as 
quickly as possible, concepts for contingency planning and 
business continuity measures must be defined in good time. 
As precautionary measures, contingency and restarting 
planning goes beyond direct emergency management to 
handle the current crisis; the drafting of these central 
instruments of crisis management requires to be initiated 
and overseen by the top management. In particular, 
contingency plans should incorporate alternative concepts for 
the organisation of central business processes in the event of 
the failure of critical areas at the company and among 
suppliers and service providers, as well as according due 
consideration to the provision of redundant capacities and 
Contingency planning 

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an alternative location. The planning is to cover the following 
points at least:
Redundant systems should be provided for particularly 
sensitive areas (e.g. emergency power supply, data lines, 
multiple-line production). For security reasons, these 
should be located in separate areas. 
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An adequate level of operating supplies is to be 
provided for operation of the facilities (e.g. for production, 
emergency power supply and other vital processes). 
Special consideration is to be given here to the effects of 
large-scale incidents extending over several days (e.g. 
impassable access routes, prolonged power failures). 
Aspects of the fault-tolerant design of equipment, 
facilities and processes should receive due consideration 
in the course of planning and operation (limitation of 
effects). 
As a precaution against the unavailability of personnel, 
e.g. as a result of epidemics, adequate manpower 
should be available, particularly in key posts. The drafting, 
implementation and regular review of emergency 
concepts to cope with the unavailability of personnel is 
recommended.
Contingency and emergency plans are to be revised on a 
regular basis and adapted to new developments.