Business Continuity/June floods Terry Dick, Senior Emergency Management Specialist May 12, 2014

Transcription

1 Business Continuity/June floods 2013 Terry Dick, Senior Emergency Management Specialist May 12, 2014

2 Flood Facts Worst Flood in Alberta s history 32 local state of emergencies declared 28 emergency operation centers activated 26 communities in Calgary mandatory evacuation order 100,000 people displaced 4 fatalities 2200 Canadian Armed forces troops deployed Estimate 5 Billion dollars in damage 1.7 Billion insurable (costliest disaster in Canadian history) 2

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9 Overview Business Continuity/Resumption planning* Event time line/june 20 July 3 Incident Learning's Q&A *This is just one story of how TransCanada and it s employee s responded to a crisis that impacted the entire province. While we are focusing on a particular time/event, the after effects of the floods from 2013 will be felt for some time by many Albertans 9

10 Definitions Business Continuity Program ongoing management and governance process supported by senior management resourced to ensure that the necessary steps are taken to identify the impact of potential losses maintain viable recovery strategies and plans, and ensures continuity of critical products/services through testing, training, and maintenance

11 Definitions Business Resumption Plan A plan used by the Business Area to respond to a critical business function failure A business continuity plan may include workaround procedures, an alternate work area, a reciprocal agreement, or replacement resources

12 What can cause a Business Disruption? Limited Access to People Resources Pandemic Influenza SARS Facility Problems Building Inaccessible Riot, political demonstration, gas leak, fire, power outages. Weather - snow, ice storm, floods Technology Problems Computer Virus Equipment Malfunction Operator Error Denial of Service (Attack on Network) Internet Service Failure (external) Internal Network Equipment Failure Information Loss

13 Business Continuity Planning - History TransCanada held annual BCP exercises addressing loss of facility, people and IS / IT ability TransCanada determined resources from a facility perspective, critical applications and required personnel Developed BART teams TransCanada developed a connection between BCP and emergency management 13

14 Chronology of Events Thur. June 20/4:44 pm- Notification from Internal Communications of flooding and evacuations Gas/Oil Control Ops makes plans to transfer Ops to Contingency Fri.am during shift change Fri. June 21 - Employee communication announcing Tower closure Virtual EOC /Conference call established and continues for duration of Tower closure,(june 21 July 2*) Most critical business depts. enact Business resumption plans *Control room returns to TCT on evening of July 3rd 14

15 Daily communication/conference calls The daily conference call pulled together various groups to both share information/status of flood and impacts and communicate to employees and included: Facility/Building services IS,(Desktop/Server Ops) Emergency Management Business Continuity Control Center's Internal Communications Key to daily communication was emphasizing the importance of our employees and contractors safety to stay out of the downtown core and the TCT 15

16 Business as usual not quite During floods and Tower closure our ability to provide continuous and uninterrupted service was put to the test TransCanada had new service offerings effective July1,2013 TransCanada dealt with a high volume of contracting transactions, along with month end functions Force Majeure event occurred due to an unplanned outage, added challenge not having all parties together in the end successfully managed 16

17 Incident Learning's Following the June events EMS team conducted de-briefs with the various groups to solicit feedback on how things worked/improvements Communication: Develop a corporate wide communication strategy for business interruption events Enhanced communication/notification to employees Rumor Monitoring process 17

18 Incident Learning s.cont. Building Services Criteria and contact information for IS / IT during commercial power loss Contact names and numbers for building operators where TransCanada has staff Computer auto restart after loss of commercial power to facilitate remote login Remote access to system Who is vital and who is not 18

19 Incident Learning s.cont. Liaison role between TransCanada and City of Calgary emergency services Service Providers having space at the contingency site Managing of incoming staff to the area 19

20 Conclusion Ensure Communications with staff comes in many forms to reach the maximum number of employees possible Ensure your contingency site is built to receive more than originally planned Ensure you have identified and have contacts for all stakeholders such as other building management groups, emergency management agencies, Municipality, vendors, contractors, etc. Ensure you have identified the critical business processes for the limited resources available at these times (Priority) 20