Enhanced resilience for major emergencies Proven capability solutions to deliver the resilience you need

Transcription

1 Enhanced resilience for major emergencies Proven capability solutions to deliver the resilience you need 1

2 The Alliance Value Proposition Alliance Value Proposition The threat posed today Terrorist threats and natural disasters are not new to us but their size and frequency have grown to unprecedented levels and sent shockwaves through governments and the private sector - often impacting on countries that have had little or no experience. Already this century, major disasters have cost the global economy more than $3 trillion and killed or injured millions of people 1. Whilst we cannot predict and prepare for all potential disaster scenarios, countries can ensure they have the ability to withstand disruptive or damaging events by effective planning, response and recovery actions that enable a return to a controlled state. A unique Alliance Our proposition is delivered by a unique alliance that brings together the tested international capability of a national Fire & Rescue Service and a leading specialist from the private sector that supports complex and critical programmes across the globe. A new capabilities programme, New Dimension, was set up by the UK government following 9/11 to strengthen the UK s ability to handle major emergencies. CNR (Chief Fire Officers Association National Resilience Ltd.) conducts and manages the assurance regime to ensure capabilities remain fit for purpose, successfully supporting national and international exercises and major emergencies. CNR is also able to draw upon the unique technical capabilities of the UK's Fire and Rescue Service. Babcock International Group works in partnership with CNR in the management of its specialist equipment and vehicles, as well as delivering vital services internationally to customers that include the Metropolitan Police Service, London Fire Brigade, British Airways, Lafarge and the New Zealand and UK navies. The Alliance delivery The Alliance works collaboratively with customers to anticipate, plan for and mitigate the impact of major emergencies to reduce the effect on people, property, business and communities. We have the proven capability in transforming national resilience, developing frameworks and working in partnership with international organisations and national emergency services to greatly reduce both disaster risk and its effect. We achieve this by ensuring the right people, processes and equipment are prepared and in place to quickly react when emergencies occurs. The Alliance helps customers to mitigate the effect of disasters and emergencies by: Decreasing the impact and cost on affected communities through a rapid and effective deployment of its resilience capability Minimising further loss of life through highly skilled and experienced personnel Enabling a quicker return to normality through proven processes and systems from body identification and repatriation through to helping minimise spread of disease 2 1 Disaster Impacts, UNISDR

3 We have carried out a thorough review of disaster losses at national level and it is clear that direct losses from floods, earthquakes and drought have been under-estimated by at least 50%. So far this century, direct losses from disasters are in the range of $2.5 trillion. UN Secretary-General, Ban Ki-moon, May 2013 Delivering enhanced resilience Our proposition is delivered in partnership to fully understand risks and optimise resilience in dealing with major emergencies. Through our tested resilience model, we deliver proven expertise, process templates and best practice to help governments and large multinational organisations to fully realise their national or in-state resilience. This enhanced capability can be customised to specific in-country requirements, ensuring best fit for the infrastructure, terrain, climate and culture of the areas concerned. Our customers sit at different stages of the Resilience Programme Maturity Model. With our support they can move to establish the best fit national resilience programme that greatly reduces the impact of major emergencies on their industry and society. LEVEL 1 AD-HOC & REACTIVE LEVEL 2 RISK AWARE LEVEL 3 RESILIENCE PROGRAMME STRUCTURE LEVEL 4 FULL RESILIENCE PROGRAMME - UNTESTED LEVEL 5 FULL RESILIENCE PROGRAMME TESTED BUT NOT FULLY EFFECTIVE LEVEL 6 MATURE RESILIENCE PROGRAMME ESTABLISHED & TESTED RESILIENCE PROGRAMME MATURITY 3

4 The route to mature resilience Alliance Value Proposition Mature Resilience Improvement Cycle Model Continuous risk intelligence & analysis Re-evaluate level of existing & new services Mature Resilience Contextualise & review scenarios Redefine solution design Whilst the drivers to developing a full resilience programme will vary from country to country, the Alliance has developed a proven path to achieving a mature and tested resilience within a national framework (see the Mature Resilience improvement Cycle above). The journey to full resilience is one of continuous improvement, challenging your programme every step of the way to ensure you are ready for whatever major emergency you face in the future: Understanding your risk Establish historical/ current threats exist Identify reliable intelligence sources Assess the level of risk Planning to mitigate your risks Develop potential & future scenarios Build in changing sociodemographic factors Plan for concurrent scenarios Challenge & test Develop delivery framework Building your capabilities programme Identify what is essential to you Establish budget & resources Understand asset capability & whole life costs Detail level of training required to deliver Develop delivery framework Your Service delivery Put in place supply chain Establish operational assurance Develop training capability Manage asset availability & cost 4

5 Economic losses from disasters are out of control and can only be reduced in partnership with the private sector which is responsible for 70% to 85% of all investment worldwide in new buildings, industry and small to medium sized enterprises. The principles of disaster risk reduction must be taught at business schools and become part of the investor's mind-set UN Secretary-General, Ban Ki-moon, May 2013 Alliance Resilience (AR) modules to help you reach mature resilience AR Module 1 Risk intelligence & analysis Set up & management of managed services Risk register development Critical Infrastructure identification Planning & contextualise scenarios Capability Development Programme Procurement & asset management programmes Fully tested resilience programme fit for purpose AR Module 2 Risk analysis Planning & contextualise scenarios Capability Development Programme Set up & management of managed services Procurement & asset management programmes Asset standardisation for interoperability Risk transfer AR Module 3 Risk review Planning assumption review Audit of capability programme Audit of managed services AR Module 4 Procurement & asset management review Training and knowledge management review Alliance programme benefits Highly trained & skilled personnel Programme longevity Continuous improvement & testing Audit of capability development programme Audit of managed services Procurement and asset management review AR Module 5 review Development of QA and continuous improvement regime with exercising feedback loops Whole life costs understood Fully managed & supported critical service delivery Procurement & asset management reviews review AR Module 6 Development of QA and continuous improvement regime with exercising feedback loops Best practice Proven systems & processes review Continuous improvement regime with exercising feedback loops Through life cost savings up to 25% 5

6 What our proposition delivers to customers Alliance Value Proposition Assurance Key drivers: To give customers the confidence that they have done all they can to plan, prepare and mitigate the impact of any disaster Outcomes: The people, process and procedures are in place to address a range of situations Personnel have the right level of training and ability You have the right equipment purchased, ready to be used, and the right people who know how to use it to optimum effect Minimised economic impact Key drivers: To minimise the financial impact of any disaster Outcomes: Lower economic losses thanks to a joined up national resilience capability that quickly manages the effects of an event to mitigate its effects Reduced impact on global confidence and investment Indirect costs are lowered Business continuity is ensured Less impact on your communities Key drivers: ensuring that communities can quickly manage the effects of the disaster with minimal impact on life, health and society Outcomes: Reduced further loss of life caused by secondary impact The threat of disease is mitigated Swift return of fully operational emergency services Reduced impact on the business and civilian community Less likelihood of civil unrest Quickly re-establishing control Key drivers: To ensure the stability of society and decrease the risk of conflict within the community Outcomes: The risk of violence or looting is minimised Engaging and supporting the civil community minimises the likelihood of discontent and disruption Crisis communications established to enable authorities to engage with citizens 6

7 Tested capability Assuring UK Resilience CNR capabilities were set up to deliver the overall assurance function for capabilities which include Chemical, Biological, Radiological, Nuclear (Explosive); Urban Search & Rescue; Water & High Volume Pumping and Command & Control. Personnel are equipped with the skills to deploy, utilise and manage specialist resources responding to major incidents - the assets being maintained by Babcock. CNR has supported national and international exercises and major emergencies as well as some of the largest events in the world such as the 2012 Olympics and G-7 summit Christchurch earthquake CNR provided critical support to the New Zealand Government as part of the international search and rescue team that responded to the 2011 earthquake in Christchurch. 67 personnel were deployed to provide vital support including command, logistics, medical, search, canine, hazmat and welfare components. The operational experience in dealing with New Zealand s costliest natural disaster, combined with working within a multinational team force, has enhanced the CNR s domestic and international resilience capability. National flooding The UK floods in early 2014 have been documented as the worst for 250 years - impacting thousands of people and changing some of the country s landscape forever. Key to recovery at this time was CNR s expertise and assets - utilising trained Fire & Rescue personnel across the country and its specialist high volume pumping units (HVP) that Babcock maintains. All coordinated through a national command structure established and supported by CNR. 7

8 Contact us: Alliance Business Development team Tel: