bci roi forum meeting presentations

BCI ROI Forum / EPS

Meeting

Thursday 3rd November 2016

Denis Woods

BCI Area representative - ROI

Welcome

• ROI BCI Members

• EPS ROI Members

• NI BCI Members

• Guests

• Presenters

Theme - Resilience

AGENDA

Derek Hynes

Joint EPS and BCI Forum

ESB Networks delivering a resilient service

Experiences of Storm Darwin February 2014.

Derek Hynes

Operations Manager

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Agenda

Risk Management

Storm Darwin

Continuous Improvement

Future Network and Customer Needs

An International Perspective

Risk Management

7

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Risk Policy & Governance Framework

ESB Group

Risk Policy & Governance Framework

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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

Storm Darwin

February 12th 2014

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The Impact

Business as Usual

Divisional

Emergency Plans

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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

16 esbnetworks.ieGraph: Met Eireann Monthly

Summary Feb 2014

Wet, Wet, Wet

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Evolving Weather Warnings

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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

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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


8pm Friday 14th February


No Supply over the

weekend announcement

8pm Saturday 15th February


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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

Restoration EffortThe Processes

23 esbnetworks.ieFooter

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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

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Restoration Strategy

3 main strategies:

1. Restoration

2. Safety

3. Communications

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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?

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Resource Optimisation

“The massive conglomeration of resources presents a challenge for

emergency managers that has been compared to herding cats.”

(Coppola 2011)

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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

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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)

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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

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Customer Contact Profile

Lessons Learned

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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

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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

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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

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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

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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…

Continuous Improvement

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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…

45 esbnetworks.ie

Storm Rachel Impact

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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

Future Network and Customer Needs

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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

An International Perspective

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

Thank you

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

58www.thebci.org

BCI Membership - Experience

59

BCI Membership - Benefits

www.thebci.org

BCI 20/20 UK Think Tank

Responding to the

resilience challenge

www.thebci.org

• 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

Professor of Management and Marketing at Louisiana State University

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


• 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

www.thebci.org

Towards resilience practice


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.


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

The BCI The world’s leading institute for business continuity

Questions

Derek Cheevers

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.

New BCI email process

Whitelist

• '[email protected]'

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

THANK YOU FOR ATTENDING THIS BCI FORUM MEETING AND HAVE A SAFE

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