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Transcript of BCI RoI forum meeting presentations
Joint EPS and BCI Forum
ESB Networks delivering a resilient service
Experiences of Storm Darwin February 2014.
Derek Hynes
Operations Manager
9 esbnetworks.ie
Agenda
Risk Management
Storm Darwin
Continuous Improvement
Future Network and Customer Needs
An International Perspective
11 esbnetworks.ie
Risk Policy & Governance Framework
ESB Group
Risk Policy & Governance Framework
Cri
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12 esbnetworks.ie
ESB Networks Risk Management
Principle Risks:
• Major Network Disruption
• Weather event
• 3rd party event
• Plant failure
• Cyber security
• Significant Safety Incident
• Staff or 3rd party
• Environmental
• Planning and exercising to create resilience
15 esbnetworks.ie
Emergency Types
1. Single incident
2. Incidents that
can be dealt with by
a region
3. Major incidents
requiring outside help
4. National/International
level
Darwin Level 4
Event
Events that Overwhelm
Organisations &
Resources
18 esbnetworks.ie
8,225,803
1,000
10,000
100,000
1,000,000
10,000,000
Cu
sto
me
r H
ou
rs L
ost
16 Storm Days 01-Dec-13 to 01-Mar-14
51 days in a 3 month period
with above average outages
19 esbnetworks.ie
0
50000
100000
150000
200000
250000
300000
Cu
sto
me
rs O
ut
Customers Impacted 12th - 21st Feb 2014
8pm Wednesday 12th February
280,000 without supply
8pm Thursday 13th February
220,000 without supply
8pm Friday 14th February
166,000 without supply
No Supply over the
weekend announcement
8pm Saturday 15th February
98,000 without supply
20 esbnetworks.ie
Law of Diminishing Returns
• Initial Surge of restoration
• 60,000 customers restored per day for the first 3 days
• MV Faults
• HV faults
• Multiple customers per fault repaired
• Sunday – 40,000
• Monday – 30,000
• Tuesday, Wednesday, Thursday…
• 10 day effort
• Avoided a second weekend
• Redeployment
21 esbnetworks.ie
0
50000
100000
150000
200000
250000
300000
Cu
sto
me
rs O
ut
St. Stephens Day vs. Storm Darwin
27 esbnetworks.ie
Management of Restoration
• Storm Response Managed at a National Level
• National Emergency plan
• Amalgamation of Divisional Plans
• Three Meetings per day: 07:00, 12:00 and 18:00
• Resources deployed to worst affected Areas
• Managers assigned to deal with restoration of key infrastructure
• Material Delivery
• 2,000 Poles
• 500kms of Conductor
• 500 Transformers
• 2,000 locations where fallen trees had to be cleared
28 esbnetworks.ie
Restoration Strategy
3 main strategies:
1. Restoration
2. Safety
3. Communications
29 esbnetworks.ie
Restoration
• Spare Resources in Northern half of the country
• Mix of resources
• Management teams
• Operations Network Technicians
• Construction
• Contractor – Timber and Poling
• Multiple redeployments – welfare challenge
• Deployment challenge
• Breaking down barriers
• Not BAU
• Local Integration
• Familiarity with Storm Response Plans
• Technology
• Welfare and housekeeping
At what point do additional
resources slow down the
response?
When is the right time to
deploy and where?
30 esbnetworks.ie
Resource Optimisation
“The massive conglomeration of resources presents a challenge for
emergency managers that has been compared to herding cats.”
(Coppola 2011)
31 esbnetworks.ie
Restoration - Assistance from NIE and UK
• Crews dispatched from Northern Ireland on the 13th
• ESB Networks part of NEWSAC
• UK impacted by storm of 14th February
• Assistance requested on 17th February
• Breakdown of Assistance as follows:
• NIE: 152
• ENS: 105
• Western Power: 31
• CIET: 22
Integration Challenge
32 esbnetworks.ie
Safety
• Safety of Staff and Public a priority
• Public Safety Messages broadcast throughout the period
• Crews stood down on 12th February when weather too severe to work safely
• Daily toolbox talks
• Visiting Crews inducted in Training Centre
• Localisation
• Approvals
• Work Methods
• Tools and Materials
• Fatigue identified as a significant issue
• Mandatory evening and morning stand down times planned periodically
Customer InformationThe Relationships
Crisis Communications
(How the organisation is judged)
Operational Efficiency
(How the organisation performs)
34 esbnetworks.ie
Keeping the Customer Informed
• Local and National Media
• 200,000 calls answered
• Additional Contact centre in Leixlip manned by 130 volunteers
• Emergency Web Site
• 48 posts over ten days following Storm Darwin
• 100,000 hits
• PowerCheck 265,000 hits
• Customers pro-actively contacted
• Attendance at Government Emergency Co-ordination Committee
• Weekend outages an issue
37 esbnetworks.ie
Review of Storm Darwin
1. Review of Asset Performance
• Timber Cutting Policy
• Asset Resilience
• Premature Aging of Assets
2. Review of Restoration
• Emergency Plans
• Situation Rooms, Telecoms, Standby Generators
• Use of Systems and Operations Technology
3. Review how we dealt with the public
• Dedicated Public Representative email and contact number
4. Review any safety issues
38 esbnetworks.ie
Asset Performance Review
Assets endured well
Major impact was due to fallen trees
Storm Impact Remediation Project
• Helicopter patrol of all HV network
• Patrol of all MV and LV Networks
• Follow on work identified
• To be completed by end of 2015
• Timber cutting requirement increased
• Proposal to CER to increase clearance to falling distance from strategic
networks
39 esbnetworks.ie
Restoration Review
• Detailed Report
• Recommendations:
• National Manager
• Simulations
• Restoration
• Safety
• Customer
• OT System enhancements
• Deployment model
• Patrol
• Timber
• Poling
• Operation
• Construct
• Operation
We have taken 9 months to do
this
Engaged external support
Benchmarked against other utilities in the
US and Europe
Looked at non civilian models
40 esbnetworks.ie
Customer Interaction Review
• New Website
• Contact centre
• Enhanced Customer App
• Enhanced OT Systems
• RedC Poll
• Customer Satisfaction Survey
41 esbnetworks.ie
Our staff safety is vital. No
tolerance for shortcuts
during storm events. We are competent and
responsible.
Our customer safety is our
responsibility. Our staff and our
systems are focussed on
protecting public safety.
Safety Review
• Welfare and
Fatigue
Management
• External resource
Localisation
• Contractor Safety
models enhanced
• Approvals,
Material and Tools
sizing
• NEWSAC
relationship
• NIE Relationship
• Depot
Enhancement
42 esbnetworks.ie
Lessons and Commitment
• Build on the positives
• Improve the areas identified
• Be better prepared the next time
• Mind our customers
• Mind our staff
• We are expected to be good at this…
44 esbnetworks.ie
Storm Rachel January 2015
• Orange and Red Weather Alerts Received
January 14th and 15th
• From Kerry to Donegal
• National Co-Ordination Group Called on 13th
• Approximately 20,000 customers without
power on morning of Thursday 15th January
• Approximately 10,000 calls received over the
two days
• Wind speeds it 150kmh in Donegal
• We did some things differently…
46 esbnetworks.ie
Changes…
1. Red Weather Alert Protocol deployed
2. National Resource Co –ordination commenced on 13th January
• UK and Northern Ireland
3. Pre-emptive Public Safety Advertising all week
4. Pre-emptive Twitter messaging all week
• 230,000 Twitter impressions on 14th January
• Trending No. 1 for #StormRachel
5. Conference Calls from 12th January
6. Daily Briefing for DCENR and NCG
7. Dedicated Public Representatives contact point established on 13th
8. Deliberate decision to stay away from National Media
• Focus on local media
9. Proactive contact with vulnerable customers
10. Pre-emptive Union engagement
11. Pre-booking of additional Contact Centre Resources
48 esbnetworks.ie
Future Network
Resilience:
• Climate Change
• Flooding
• Wind
• Volatility of weather
• Cyber Threats
• New legislation
• Ukraine Event
• 3rd parties
• Theft
• Rogue operators
• Construction
• Ongoing awareness of new and existing risks
• Cost
49 esbnetworks.ie
Future Customers
• Increasing Electrification
• Increasing technological reliance
• Increasing communications media
• Increasing desire for information
• Reducing tolerance for outages
• Zero tolerance for long duration outages
We need to get better at what we do
51 esbnetworks.ie
What the Americans do
• Federal Oversight – FEMA protocols
• HSEEP
• Resource Sharing agreements
• Incident Commander Structures
• Shock and Awe
• Weather and damage forecasting
• Unified command structures
• Central dashboard and information sharing
We are always learning
William Crichton FBCI
• Chair Business Continuity Institute 20/20
UK Think Tank.
• Also:
• Director / Principal Consultant - Crichton
Continuity Consulting Limited.
• Certified ISO 22301 Lead Implementer.
• Certified ISO 22301 Lead Auditor.
The BCI The world’s leading institute for business continuity
Bill Crichton FBCI – Chair of the BCI 20/20 UK Group
What is the BCI?
• Founded in 1994, a Member-Owned, Not-for-Profit Professional Association of Business Continuity Professionals
• A global membership and certifying organization for business continuity professionals
• Over 8,000 members in more than 120 countries working in an estimated 3,000 organizations in the public and private sectors
• We stand for excellence in the business continuity profession
• Our certified grades provide unequivocal assurance of technical and professional competency
www.thebci.org
www.thebci.org
BCI Chapters:
• USA
• Australasia
• Canada
• Swiss
• SADC
• Nordic
• Asia
• Belgium /
Netherlands
• Japan
• India
Membership
• Since its inception, the goal of the Business Continuity
Institute has been to promote a more resilient world,
and with so much attention being placed on resiliency in
recent years, never has this goal been more pertinent.
• When the Institute celebrated its 20th anniversary in
2014, the focus was not on our past achievements, it
was on our vision of the future.
• From that vision emerged the 20/20 Think Tank, a group
of Thought Leaders from across the discipline with a
passion to drive it forward and fine tune it in order to
meet the needs of the future.
A Resilient Future
www.thebci.org
• The regional groups that make up the 20/20 Think Tank
were created to support those working in the profession
by performing two main functions:
– Shape the direction of the profession, and so develop
the career opportunities for those working in business
continuity or resilience.
– Raise the profile of business continuity and resilience,
demonstrate their value to business leaders and so
get a seat at the top table with resilience embedded
into organizational strategy.
A Resilient Future
www.thebci.org
• The BCI 20/20 Think Tank is the umbrella name for a
series of 20/20 Groups that have been set up worldwide.
• As a global organization, working in a global discipline, it
is vital to get a global perspective.
• Current BCI 20/20 Group Chairs include:
– Bill Crichton FBCI
– Peter Brouggy FBCI
• (previously Ken Simpson FBCI)
– John Jackson Hon. FBCI
BCI 20/20 Think Tank
www.thebci.org
BCI 20/20 UK Group Members
• KPMG
• E&Y
• PWC
• Deloitte
• Kings College London
• UK Cabinet Office
• BT
• JP Morgan
• Credit Suisse
• Aon
• Zurich Insurance
• BP
• Royal Mail
• Marks & Spencer
Author: Patrick Alcantara DBCI, Senior Research Associate
www.thebci.org
20/20 UK Group White Papers
• In August 2015, the UK Group published its first
White Paper - the resilience challenge for the business continuity profession - which positioned business
continuity as an integral part of resilience.
• In April 2016, the UK Group published its second
White Paper – responding to the resilience challenge –
which encourages business continuity practitioners
to enhance their skills to provide the opportunity for
them in the future to lead the resilience capability
within their organization.
www.thebci.org
Responding to the resilience challenge
Increasing awareness of high-level goals
Interdisciplinary and cross-functional engagement
Improved understanding of risks
Communicating better with other management disciplines
Better emphasising adaptive capacity
Developing leadership skills
BC practitioners need to engage in practices that increase their impact:
www.thebci.org
Responding to the resilience challenge
• Understand BC’s place within Organisational
Resilience
• Leading a resilience practice can be a challenge
for BC professionals
• Clarify how resilience features within decision
making
• Understand the competence, knowledge and
experience required
• Develop the competence, knowledge and
experience
• through qualifications and training
• Respond to the strategic imperative of resilience www.thebci.org
• Create efficiencies by harmonising efforts in different
disciplines.
• Influence organizations to ‘do the right thing’.
• Familiarise yourselves with other management disciplines.
• Engage counterparts in interdisciplinary teams.
• Exercise leadership and communicate strategically.
• Put resilience at the top of an organization’s agenda.
Towards resilience practice
www.thebci.org
Competencies, knowledge and experience
www.thebci.org
• Individual practitioners: use your BC background as a foundation
for understanding other management disciplines and gaining skills.
• Professional bodies: take the lead in identify key skills and
recognising skills gained in different disciplines.
• Regulators: engage with practitioners and businesses to identify
skills in reinforcing trust and good corporate behaviour.
• Universities: build on available literature and engage with
professional counterparts to develop qualifications in resilience
• Business Leaders: management commitment is essential to
developing resilience practice to better deploy corporate strategy.
Moving towards resilience
www.thebci.org
• Senior resilience roles are likely to be technical,
interdisciplinary and require high-level strategic thinking.
• Use your current background as a ‘scaffold’ for acquiring a
broad range of resilience-focused information and skills.
• Respond to the challenge - build a resilient organisation
Business Incident Management
Teams and their interaction with
the Emergency Services
D/O Derek Cheevers
Dublin Fire Brigade
• Joined DFB 1992
• District Officer Charlie District
• MSc Emergency Management
• BBS (Hons) Emergency Services Management
• EUCPM trained
• CM working group DCC
• National Exercise Evaluation Sub Group NDFEM
My Background
• Benefits of an Incident Plan
• DFB Pre-Fire Planning
• Arriving at an incident
• Key information required
• Opportunities for improvement
Contents
• Pre-defined set of written instructions
allowing immediate response
• Identifies key roles
• Identifies key stakeholders
• Specifies the tools, technologies and
physical resources required
• Reduces subsequent impact
• Enables quicker recovery
Benefits of an Incident Plan
• To gather and utilise information of operational value that assists DFB when responding to a fire, or other emergency, in a specific premises
• To maintain and develop a risk card database that is current, accurate and of operational significance
• PFP database, District Business Plan, Appliance folders, D/O laptops/tablet, DICU and ERCC
• Priorities are premises with a sleeping risk and those undertaking significant hazardous processes
DFB Pre-Fire Planning
• Access
• Details of building
• Occupancy
• R.V points
• Water supplies
• Contact details
• Hazards
• Fixed Installations
• Salvage priorities
• Recommended PDA
Contents of Pre- Fire Plans
• Clear access
• Evacuation strategy
• Assembly point safely located
• Incident managers are readily identifiable
• Critical information can be accessed immediately
• Full accountability of staff and visitors
• Facilities manager/ local knowledge available
On arrival at your premises
• What is wrong?
• Is everyone accounted for?
• If not, who are they and what was their last known location?
• What action have you taken?
• Any special hazards?
• Fire engineering/ fixed installations?
• Salvage?
• Business Continuity?
Information that we require
• Joint exercises
• Open communications
• Interoperability
• Post incident evaluations
How can we improve our response
to incidents?
David Thorp
• Executive Director, BCI
• Previously
• Managing Director of the Security Institute.
• Director of Research and Professional
Development at the Chartered Institute of
Marketing.
BCI in Ireland
• ROI Forum
• Plan to hold two Forum meetings per year.
• Welcome suggestions for meetings.
• Welcome locations for meetings.
• NI Forum
AOB – Next Meeting
• Theme: Cyber Resilience.
• Probably 16th or 17th May 2017.
• 2017 Business Continuity Awareness
Week will focus on cyber resilience.
Thank You
• AIB Bernard McGuirk
• Presenters.
ESB Networks, delivering a resilient service,
experiences of Storm Darwin which occurred
in February 2014.
Derek Hynes ESB Operations Manager,
ESB Networks
Responding to the Resilience challenge Bill Crichton Chair of the BCI 20/20 UK Group
A reflection –
Your Business Incident management team and
interaction with the Emergency Service
Derek Cheevers District Officer
Dublin Fire Brigade
BCI & EPS updates David Thorp
Dennis Keeley
Executive Director (BCI)
EPS ROI Branch Chair