2013 Sme Bcpbrochure
2013 Sme Bcpbrochure
2013 Sme Bcpbrochure
Economic Cooperation
Guidebook on SME
Business Continuity Planning
1. Introduction...........................................................................03
2. Warm Up................................................................................03
3. BCP Framework....................................................................05
Step 1 Determine BCP Purpose, Scope, and Team........................05
Appendix..................................................................................35
1. Blank Forms......................................................................................36
2. BCP Checklist...................................................................................57
03 BCP Guidebook 2013
There is one important point you should remember: introducing BCP is not a
simple matter of drafting a business continuity plan on paper. Adopting BCP is
a decision making by a business owner to protect their company from various
disasters and accidents and to enhance their company’s ability to survive by
carrying out planned continuity strategies. Let’s proceed with this in mind.
1. Introduction
Every business owner wants to expand their business, protect their employees,
and contribute to society by supplying their products or services. You, as a
business owner, have to protect your business not only on a fine day but also
on a rainy day and even on a stormy day. You have to successfully compete
in a tough market under ordinary circumstances, but also need resilience if you
are to successfully survive a crisis such as a natural disaster or a fire. You do not
want to see your business destroyed by a disaster, accident, terrorist attack, or
other incident. Is your company prepared for disasters?
“Failing to prepare is preparing to fail” said Benjamin Franklin. If you have not
prepared for such incidents, you are (unconsciously) preparing for failure when
a disaster or accident strikes. Business continuity plan (BCP) is the solution for
protecting your business during a crisis.
2. Warm Up
Consider the simple example of a traffic accident. Even if you always try to
drive safely, there is no 100% guarantee that you will be able to avoid a traffic
accident. What is the disaster (or worst-case) scenario for a traffic accident?
One in which you, the driver, are killed or sustain a severe injury that causes
permanent disability and keeps you from returning to life as you knew it before.
What is the disaster scenario for your company in a disaster? Your company
would be fatally wounded if critical resources sustain devastating damage that
would force you to give up on recovery (death scenario). Or your company
might sustain severe damage that would cause an extensive disruption in
your business. As a result, you might lose important customers and be forced
to scale down your operations (permanent disability scenario). These are the
worst-case scenarios that your company should avoid at all costs.
But if you are lucky and only sustain minor injuries in a traffic accident, you will
be able to recover in a short period of time and return to normal life. Likewise,
the better scenario for your company is to keep damage contained to a low
04 BCP Guidebook 2013
Q1: What is your company's disaster scenario that might lead to bankruptcy?
Q2: How soon does your company have to recover to survive from a disaster-
related disruption?
Q3: What are the critical resources whose availability determines the life or
death of your company?
Q4: Within 5 to 10 years, what kinds of disasters and accidents are most likely to
impact you, potentially triggering a worst-case scenario?
Were you able to answer the above questions easily? If not, don't worry, this
Guidebook is here to help you. But if you were, you already have a mindset
prepared for BCP. This Guidebook will guide you through 10 easy steps to build
your company’s Business Continuity Plan (BCP) program. These 10 steps are
based on the International Standard ISO22301, for Business Continuity Plan.
3. BCP Framework
When you start BCP planning, you need to create a solid foundation (or
framework) for your company’s BCP program by addressing these three
elements:
It is very important that not only top management show visible strong
leadership, but also that all employees are fully aware of the BCP framework
(purpose, scope, and leader).
(2) Scope
The question is which section(s) of your company would you want to introduce
BCP? You can limit the scope to key sections (or departments) which introduce
BCP. For example, you can select the main factory which manufactures the
company’s top brand product or NO.1 shop which sells most. You can decide
the scope of the BCP based on your business needs and own circumstances.
You have to include the core sections which are very critical to your company's
survival.
Protect People
BCP Scope
BCP Leader
Start by assessing the impacts of your company’s main business activities when
those are disrupted by a natural disaster or accident. Enter your company’s
business activities (product/service lines) in the left column of Form 2-1. You
will compare the importance of the activities listed. The level of importance
of each business activity (product/service line) should be rated using two
criteria: external and internal impacts. First rate the external impacts, those
which might affect customers, users, and society at large. How seriously might
your customers, users, the environment, or society at large be impacted if your
product or service were to stop being delivered? How long will your customers
willingly wait for you to resume operations? How soon might your key customers
switch to another provider? If you deliver certain types of products, such as
medical supplies, the disruption of such deliveries could threaten the lives of
end users. Rate the degree of the external impact as large (L), medium (M) or
small (S), using your subjective judgment to determine the relative differences
between those three levels.
Next, you should know the timeline of the impact of a total disruption. How
soon would a total disruption in those activities become unacceptable to your
company? This period is called the Maximum Tolerable Period of Disruption, or
08 BCP Guidebook 2013
MTPD. This is the very latest time at which your company would have to resume
the listed activities before reaching a worst-case scenario that would end in
bankruptcy.
Enter the listed activities in Form 2-2 (left column). Consider the MTPD for each
activity listed and select one of the five columns showing periods of time (3
days, 1 week, 2 weeks, 1 month, 2 months or more). Determine the period by
which each listed activity has to be resumed. For example, if the first activity’s
MTPD is one month, place a checkmark ( ) in the "1 month" column. If you
have to restore delivery to a key customer within 2 weeks, write "2 weeks" in the
rightmost column entitled Recovery Time Objective (RTO). Repeat this process
for all listed activities.
Now that you have analyzed and evaluated the internal and external impacts
and identified the Recovery Time Objective of the main activities of your
company, you will select and identify your company’s Prioritized Activities and
set Recovery Time Objective (RTO) from a company-wide perspective in Form
2-3. Your company may select one or more PA(s) depending on your business
operations.
Prioritized Activity(ies)
List the necessary resources in Form 3-1, dividing them into three categories
(1) internal resources, (2) essential services, and (3) business partners. The
first category is internal resources, which are usually under your company’s
control. These include buildings, equipment, machinery, tools, stock, materials,
IT systems, documents, and drawings, etc. It is also important that human
resources be reviewed from the perspective of employees’ special skills and
expertise.
The second group is, Essential Utilities such as electricity, gas, fuel, water, and
sewage etc. Communication network (phone and Internet) and transportation
network (roads, railroads, and ports) are included. These resources are
provided by public entities. They are not usually under your control. Typically,
ordinary companies cannot afford to arrange alternative sources for essential
services due to the prohibitively high costs, and their availability. Therefore,
these would become a basic condition for resumption of your PAs.
The third group is, your company’s Business Partners and your upstream and
downstream business chains. This group (direct and indirect partners) is not
only your suppliers, but also your customers. In the two catastrophic natural
disasters, the East Japan Earthquake and Thailand’s Floods which occurred in
2011, many companies were seriously affected by disruptions to their supply
chains. Many companies, which were not directly damaged by the natural
disasters, were also seriously affected.
Electricity
Gas
Water
Essential Social Services
Phone / Communication
Traffic / Roads
Other:
Direct supplier
2nd, 3rd Supplier
Supplies
Customer
Other:
The resources which need attention include those where the restoration period
exceeds the RTO and those that do not exceed it. If essential services such
as electricity, water, phone etc, take a longer period for the service to be
restored than your RTO, you may need to reconsider your RTO and wait until
such resources and services become available.
Form 4-1 assists in the process of identifying, evaluating, and prioritizing risks.
First, enter the risks your company is exposed to in the leftmost column. These
are risks which could potentially cause a disruption in your business operations
or could lead to a worst-case scenario (bankruptcy). For example, risks to your
company might include natural disasters such as earthquakes, floods, and
typhoons, or industrial disasters such as fire, explosion, blackout, leakage of
chemical substances or intentional acts such as terrorist attacks, sabotage. The
past history of such natural disasters, hazard maps, and risk information for your
local area may be published by local governments and public organizations. If
available, these can be very useful resources in conducting the risk assessment
in this step.
11 BCP Guidebook 2013
Next, evaluate the “Impact” and “Likelihood” of each risk, marking each as
either H (high), M (medium), or L (low) in the columns indicated. The criteria for
rating these items are shown in Table 4-1.
Insignificant damage
Low Unlikely
Minor injuries
After you have entered L ,M or S in both the “Impact” and “Likelihood” columns
of Form 4-1, assign them an order of priority in which measures need to be
taken. Indicate the priority number in the rightmost “Priority” column.
HML HML
HML HML
Next, select a top priority risk (e.g. earthquake) and estimate the level of
damage and length of time needed for the restoration of resources should
they be damaged as the result of an incident or a disaster. The estimated
restoration period should be compared against your company’s Recovery Time
Objective (RTO), which was established in Form 2-3. Determine the resources
for which measures need to be taken.
Proceed through the following eight steps and enter the appropriate data
in the columns indicated (by arrows) in Form 4-2. Separate forms should be
completed for each selected risk because the expected damage could vary
widely by risk.
6) Mark the graph bars to correspond to the length indicated in item (5) above
The resources for which measures may need to be taken may include both
those whose restoration period exceeds your RTO and those that do not. If
essential services such as electricity, water, and phone service take longer
to get back online than your RTO, you may need to reconsider your RTO in
consideration of the wait-time needed for the restoration of those resources.
Form 4-2 Resource Damage Estimate Sheet (sample)
13
Building ○○○ 7 ds ○
Equipment /
○○○ 30 ds ○
Machinery
BCP Guidebook 2013
Inventory ○○○ 3 ds
Internal Resources
People ○○○ 3 ds
IT System ○○○ 10 ds ○
Fund ○○○
Other:
Electricity ○○○ 3 ds
Gas ○○○ 30 ds ○
Water ○○○ 15 ds ○
Essential Social
Services Phone /
○○○ 10 ds
Communication
Other:
other
14 BCP Guidebook 2013
In Step 4 (Form 4-2) you identified which resources require that measures
be taken to achieve your company’s Recovery Time Objective (RTO). Those
identified resources are vulnerable and might hinder the achievement of your
RTO. In this step, you will select resources that require protection and mitigation
measures and determine the details of those measures in order to avoid a level
of damage that would make it impossible to recover your Prioritized Activities
by the established RTOs.
In Form 5-1, enter (1) resources that require measures be taken, (2) objectives
of those measures, (3) what measures to take, (4) specific plans for taking those
measures, (5) implementation deadlines, and (6) the department in charge of
implementation.
Form 5-1 Protection and Mitigation Measures for Key Resources (sample)
16
Make an evacuation
Provide instructions plan and disseminate it to General affairs
Personnel Keep personnel safe ○
on evacuation safety employees dept.
Conduct evacuation drills
BCP Guidebook 2013
Check earthquake-
Check earthquake-
resistance of the building General affairs
resistance of ○
in which the headquarters dept.
buildings
is located
Protect/mitigate
Buildings
damage to buildings
Install restraints to
Protect/mitigate Fix machine tools to the Manufacturing
Facilities prevent equipment ○
damage to facilities factory floor dept.
from falling over
The main necessary activities are (1) Evacuation and rescue, (2) Setting up
Emergency Operation Center, (3) Safety confirmation of employees, (4)
Stabilizing the situation and prevention of secondary damage, (5) Survey
of damage, (6) Assets protection, (7) Safety confirmation of employees’
commuting, and (8) Gathering and sharing information of incident/damage.
Evacuation
Emergency response to disaster
and rescue
Safety Confirmation of
employee’ s commuting
Survey of damage
Assets protection
Evacuation site
Parking lot in front of the head office building
(meeting place)
Person in charge of rescue and Person in charge: Manager of general affairs department
medical care Assistant: Deputy manager of the general affairs department
a) EOC Leader
The leader is in charge of the overall activities of the EOC. The deputies must
also be identified who will take over for the leader when he/she is absent.
The order of succession for the authority and responsibilities of the leader
should also be decided.
2.Information gathering
3.Site operations
- Stabilization
- Sanitation
- Logistics
4.Public relations
This function is for keeping internal and external stakeholders informed about
the status of the company.
d) EOC locations
The location where EOC members are to convene must be decided in
advance. You should prepare for a situation in which your first choice
location (e.g., the head office building) is unusable by selecting alternate
EOC locations as well. EOC centers (including alternate sites) should
be prepared for mobilization at any time, and thus equipped with
communication equipment, IT and office equipment, and other supporting
resources.
20 BCP Guidebook 2013
Form 6-3 is an employee contact list with columns for each employee's
department, name, telephone number, and e-mail address. This form can also
be used as a checklist when confirming employee safety.
-Disaster details
-Damage to the region (including the status of essential services and traffic
conditions)
Logistics Service
○○○○ **-****-**** ****@***.***.***
Providers
Equipment
○○○○ **-****-**** ****@***.***.***
Maintenance Co.
Financial
○○○○ **-****-**** ****@***.***.***
Institutions
Essential Service
○○○○ **-****-**** ****@***.***.***
Providers
Folding stretcher 3
Information gathering,
Radios, dry batteries 3 each
communication
Loudspeakers 3 units
Others
There are key concepts for planning your BC Strategies that you need to
consider to resume Prioritized Activities (PAs). In considering the concepts of BC
Strategies, you are going to make plans for your own BC Strategies to achieve
RTO of PAs.
In the very early stage of your recovery planning, you have to decide where
your company will restart critical operations (or PAs). One strategy is to resume
at the damaged or affected site, another is to resume at an alternative site.
Both strategies are necessary. Your company should be prepared for a scenario
when the main facilities, such as, headquarter building or main factory are not
usable. For SMEs that have limited resources, it might be very hard to prepare
an alternate site. SMEs may only have one option to prepare a BC Strategy- to
restore damage and recover at the affected site. You should remember that
your company will be defenseless if your key facility is damaged to the extent
that it becomes unusable. In the mid to long term, you should consider how to
deal with this challenge. This process is not simply a paper exercise. The owner
and/or senior management has to make business decisions as to how and
where to recover prioritized activities from the disruption.
Form 7-1 summarizes the BC Strategies for your company, and should be
completed based on the concepts listed above. Enter your selected BC
Strategy into the appropriate column of the form. Let’s start with BC Strategy to
resume at the damaged/affected site.
Strategy 2: You need to consider the location of the alternative site, and see
if it is sufficiently distant from the current site and therefore is less likely to have
been impacted/damaged by the same disaster. You should make sure that
the essential services your company needs, are not be affected and will be
available. This strategy requires that all necessary resources, for example,
buildings, equipment, and machinery are available at this site. You also need to
consider how to transfer the workforce, and that supplies of materials and parts
are transported to this site. It will be important that you have built relationships
with your suppliers, as you will need to find other sources of assistance and seek
also corporation from external partners. This strategy is to resume PA by the
alternative method.
Strategy 3: This strategy can be used in strategy 1: damaged site recovery and
strategy 2: alternative site recovery. For example, old reserve equipment is used
to replace the damaged, newer equipment. Manual work by human hand
replaces disrupted IT systems. Your company selects what alternate methods
that fit your company’s operations. You also need to identify what kind of
assistance is necessary from external partners.
26 BCP Guidebook 2013
Key
Necessary
Activities to Resources
Priority Strategy Outline External
Resume (bottleneck
Partners
resources)
(ex.)
Restore damaged buildings and
equipment and resume PA
(ex.)
Start up an alternate factory/
office / shop
(ex)
Activate back-up IT center
(ex)
Start up using older methods,
using spare (old) equipment
Strategy: Other
Now that you have decided on your company’s BC Strategy using Form
7-1, you need to identify the resources necessary for executing this strategy.
Complete Form 7-2 to identify the necessary resources for each BC Strategy
listed in Form 7-1. You will prepare Form 7-2 for each BC Strategy. At the top
of Form 7-2, enter the Prioritized Activity and strategy outline you are going to
consider. There are columns of resources categorized into three groups: internal
resources, essential social services, and external partners (same as Form 3-1).
27 BCP Guidebook 2013
Building
Equipment /
Machinery
Internal Stock
Resources People
IT System
(others )
Electricity/Gas/
Water
Essential Phone/
Social Communication
Services Traffic / Roads
(others )
Suppliers
External Customer
Partners
(others )
Next, enter the necessary measures in the relevant column for each resource.
In this process, you should check your review results in Form 4-2, the Resource
Damage Estimate Sheet (see column 8 where you identified which resources
are needed for achieving the RTO). For the resources identified, decide
what measures should be taken from the perspective of preventing and/or
minimizing damage and expediting restoration.
The resources that are critical in determining the restoration period required (or
bottleneck resources) should be carefully reviewed. Particular attention should
be paid to finding out how soon those resources that are not under your control
will be become available to you. You may need to flexibly revise your RTO and
BC Strategy based on that review. Enter the deadline for implementing each
measure, indicating whether it must be implemented in the short term (within 1
year) or the mid to long term (2 to 3 years or more). Also enter the departments
in charge of those measures. Once Form 7-2 has been completed with the
designated departments and deadlines, you can use the form for managing
progress on the implementation of measures. As stated above, this process
28 BCP Guidebook 2013
will lose revenue but still be Figure 8-1 Deficit Occurs After Disaster
required to pay ordinary
expenditure such as, payroll
and rent. And if your facilities are damaged, you will need cost recovery of
your damaged facilities. What you need to do in Step 8, is to estimate how
much money will needed if your company sustains damage by a disaster ; and
consider measures that could be taken to fulfill any shortage. Key factors to
consider in your financial analysis include.
- Estimate how much the recovery costs will be to resume your business
operations (Section 2)
- Calculate the level of funds needed to fulfill the shortage. (Section 4)Note: It is
recommended that a company should reserve cash and deposits equivalent
to its one month revenue.
The bottom line of Form 8-1 shows the total amount of available funds (A).
Payroll
Purchased supplies
Rent
Others
Balance (=A-B-C)
- Can all employees (and customers) evacuate promptly and safely, following
your evacuation plan?
- Can all employees call your emergency phone number to report safety
confirmation?
- Can EOC members gather properly and immediately at the meeting place
and undertake their designated role?
Planning and executing plans are different tasks. Your company’s Business
Continuity Plans should effectively work in the case of an emergency as
planned. The purpose of exercise is to ensure that your company’s plans
work effectively and achieve its objectives. Exercise is intended to not only
test its performance, but also to empower employees and provide them with
education and training to enhance their knowledge and expertise.
- Evacuation Drill: test and practice safe and prompt evacuation to the
designated location.
- Launching EOC Exercise: test and practice starting up EOC launch and
conducting designated roles by EOC members.
Use Form 9-1 to create an exercise plan for your company. The post-exercise
review is important for identifying any deficiencies or problems, so that your
company can make any necessary improvements.
You should ask the following questions for the review of each step.
- Are BC activities (which have been decided and planned) effectively done?
- Are there any changes to internal and external circumstances which are
needed to be considered?
- Are there any areas or items which were not included in your BCP, but should
be included?
Supporting resources
3
Bottleneck resources
8 Exercises, training
Check & Review Items Person in Charge Due Date Top Management
35 BCP Guidebook 2013
Appendix
1. Blank Forms
Form 1 BCP Framework
2. BCP Checklist
36 BCP Guidebook 2013
1.Blank Forms
Form 1
BCP Framework
BCP Purpose
Protect People
Protect Business
Activities
BCP Scope
BCP Leader
Form 2-1
Impact Level Comparison Chart
L:M:S L:M:S
L:M:S L:M:S
L:M:S L:M:S
L:M:S L:M:S
L:M:S L:M:S
L:M:S L:M:S
L:M:S L:M:S
L:M:S L:M:S
38 BCP Guidebook 2013
Form 2-2
Maximum Tolerable Period of Disruption
~ 3 ds ~ 1 wk ~ 2 wks ~ 1 mo ~ 2 mos.
~ 3 ds ~ 1 wk ~ 2 wks ~ 1 mo ~ 2 mos.
Form 2-3
Prioritized Activities and RTOs
Prioritized Activity(ies)
Recovery Time
Objective(s)(RTO)
39 BCP Guidebook 2013
Form 3-1
Necessary Resources for Prioritized Activities
Building
Equipment / Machinery
Inventory
Internal
People
Resources
IT System
Fund
Other:
Electricity
Gas
Essential Water
Social
Services Phone / Communication
Traffic / Roads
Other:
Direct supplier
Other:
40 BCP Guidebook 2013
Form 4-1
Risk Impact and Likelihood Comparison Chart
H M L H M L
H M L H M L
H M L H M L
H M L H M L
H M L H M L
H M L H M L
H M L H M L
H M L H M L
H M L H M L
H M L H M L
H M L H M L
H M L H M L
41
Form 4-2
Resource Damage Estimate Sheet
Building
Equipment /
Machinery
Inventory
Internal
Resources People
IT System
Fund
Other:
Electricity
Gas
Water
Essential Social
Services Phone /
Communication
Traffic / Roads
Other:
Direct supplier
Other:
Form 5-1
42
Implementation Deadlines
Department in
Resources Objectives What To Do Your Plan Mid to Long
Immediately Within 1 year Charge
Term
BCP Guidebook 2013
43 BCP Guidebook 2013
Form 6-1
Evacuation and Rescue Plan
Office/Factory
Evacuation Site
(meeting place)
Form 6-2
Emergency Operation Center
Leaders
(including deputies)
Members
Information function
Public relations
Mobilization
thresholds
Meeting place
(including
alternate 2
locations)
3
45 BCP Guidebook 2013
Form 6-3
Emergency Contact List
Safety status to
Department Name Tel E-mail address be entered in an
emergency
46 BCP Guidebook 2013
Form 6-4
External Contact List
Status
(complete when
External Partners Name Tel. E-mail address
an incident
occurs)
47 BCP Guidebook 2013
Form 6-5
Storage List for Disasters
Living supplies
Blankets, sleeping bags Equal to the number of people
Information gathering,
Cell phone chargers 3 units per each model
communication
Loudspeakers 3 units
Form 6-6
Damage survey form
Surveyed location
Communication
(Damaged equipment / number of items)
equipment
Damage to assets
IT apparatus (Damaged equipment / number of items)
Others
49 BCP Guidebook 2013
Form 7-1
Continuity Strategy Summary
Key Resources
Necessary External
Priority Strategy Outline Activities to Resume (bottleneck
Partners
resources)
Strategy: Other
50 BCP Guidebook 2013
Form 7-2
BC Strategy Planning Sheet
To be done by when
What’s to
Details of Department
Categories Resources be done /
Measures Mid- Long in charge
needed Short term
Term
Building
Equipment /
Machinery
Internal Stock
Resources
People
IT System
Other:
Electricity/Gas/
Water
Essential Phone/
Social Communication
Services
Traffic / Roads
Other:
Suppliers
External
Customer
Partners
Other:
51 BCP Guidebook 2013
Form 8-1
Available Funds
Available Funds ( A )
Form 8-2
Recovery Costs
Form 8-3
Ordinary Expenditures
Form 8-4
Financial Status Sheet
Balance ( =A-B-C )
53 BCP Guidebook 2013
Form 8-5
Financial Measures
Form 9-1
Exercise Plan
Form 10-1
BCP Review Form
BCP Framework
Purpose, scope,
1 1-1 Y/ N
BCP leaders and
team members
Supporting
resources
3 3-1 Y/ N
Bottleneck
resources
Protection and
5 5-1 Y/ N
mitigation measures
Emergency
6-1 Y/ N
response,
6-2 Y/ N
6 EOC, safety
6-3 Y/ N
confirmation, risk
6-4 Y/ N
communication
8-1 Y/ N
8-2 Y/ N
8 Exercises, training 8-3 Y/ N
8-4 Y/ N
8-5 Y/ N
Form 10-2
Management Review Sheet
Check & Review Items Persons in Charge Due Date Top Management
57 BCP Guidebook 2013
2.BCP Checklist
Answer
No. Question Steps Yes- Yes
No
Partially Done
Total Score
59 BCP Guidebook 2013
Your Tota
Your BCP Status Level
Score
Your company is aware of the risks to which it is exposed and has taken some
necessary preparatory measures. However, the expected results of those
measures may be limited. Your company is still exposed to severe damage 37 -74
because of the weakness of your BCP activities. Be sure to prioritize BCP
activities to make your BCP more effective.
Your company has almost established BCP and has implemented measures
that would probably be effective if the risks are within your estimates.
Continue following the PDCA cycle in your BCP activities to enhance your 75 - 112
business continuity preparedness and ensure that you will be able to respond
effectively to an unexpected incident or disaster.
APEC Project: M SCE 02 11A
Produced by
APEC SME Crisis Management Center
3F, No. 16-8, Dehuei St., Jhongshan District, Taipei 10461, Taiwan
Tel: (886)-2-2586-5000 # 364 Fax: (886)-2-2598-1122
Email: [email protected] Website: www.apecscmc.org
Small and Medium Enterprise Administration, Ministry of Economic Affairs, Chinese Taipei
3F, No. 95, Sec 2, Roosevelt Rd., Taipei 100, Taiwan
Tel: (886)-2-2368-6858 Fax: (886)-2-2367-3914
In Collaboration with
Asian Disaster Reduction Center
Shin-Yurakucho Bldg, 12-1 Yurakucho 1-Chome, Chiyoda-Ku, Tokyo 100-0006 Japan
Tel: (81)-3-6269-3792 Fax: (81)-3-6269-3799
Email: [email protected] / [email protected]
For
Asia Pacific Economic Cooperation Secretariat
35 Heng Mui Keng Terrance Singapore, 119616
Tel: (65) 68919 600 Fax: (65) 68919 690
Email: [email protected] Website: www.apec.org