Always be prepared for the unexpected! Get back in business asap! Ir. Jan van Aarle Dr. Ir. Johan Maes

Transcription

1 Business Continuity Planning Always be prepared for the unexpected! Get back in business asap! Ir. Jan van Aarle Dr. Ir. Johan Maes

2 Agenda 1. History (from J&J) 2. Business Continuity Planning (BCP) 3. BCP Certification Process 4. BCP manual 5. Critical success factors 6. Description of testing with in Chemical (API) manufacturing Johan Maes

3 History Aftermath September 11, 2001 Russ Deyo: Executive Committee sponsor Start BCP program = Jan. 03 letter to implement BCP by YE 2003 In January 2002, I wrote to you about the formation of the Emergency Preparedness Task Force. This enterprise-wide initiative was established in response to September 11th and subsequent terrorist threats and was one of several steps taken to help ensure that the people, facilities and products of the Johnson & Johnson Family of Companies remain secure and safe. BCP will become institutionalized and continuously assessed - Corporate wide process Annual Certification requirements Corporate has formalized BCP roles and process

4 Agenda 1. History 2. Business Continuity Planning (BCP) 3. BCP Certification Process 4. BCP manual 5. Critical success factors 6. Description of testing with in Chemical (API) manufacturing Johan Maes

5 What is Business Continuity? Business Continuity Planning (BCP) is a process where clear plans are developed to: Safeguard employees Protect assets Manage risk (including insurance premium reductions) Provide for continued supply of products and services following a catastrophic event Sustain market share / revenue flow Identify significant existing exposure Define mitigation steps and action items Objective: Stay in Business after a Disaster

6 BCP Elements Three core elements: Emergency Response (0-2 hours) Incident Management (0-48 hours) Operations Recovery (0-24 months)

7 Agenda 1. History 2. Business Continuity Planning (BCP) 3. BCP Certification Process 4. BCP Binder 5. Critical success factors 6. Description of testing with in Chemical (API) manufacturing Johan Maes

8 Business Continuity Planning Process Company Strategic Plan Corporate BCP Review/Assessment Workshop (Training) Plan Development Sector Alignment Meeting Draft BCP Tabletop Exercise Certification Implement BCP Critical Suppliers & External Mfgs. Step 2 Recertification Process BCP Review (Periodic/Change) Update BCP Tabletop Exercise Recertification

10 BCP Binder 1. Introduction (No Tabs) 2. Emergency Response 3. Incident Management 4. Operations Recovery 5. Appendices

11 Emergency Notifications and Response Teams

12 Critical Area Map JJPRD

14 Emergency Response: Red (0-1hr) 1. Emergency Response flowchart 2. Evacuation Procedures 3. Initial Support 4. Response Scenarios The different responsible departments (security, emergency response team, ) Fire Brigade Responsibility

16 Incident Management: Yellow (0-48 hr) Focus on Communication The different responsible departments: CMT, Business Units, Site Resources and Support 1. Roles and Responsibilities 2. Public Communications 3. Crisis Plans: Human Resources, IT, Records Management and Risk Management

18 Operations Recovery: Green (1 day - 18 months) The different responsible departments: Communications, HR, IM, Engineering, Assessment Start Full Recovery

19 Operations Recovery: Action Plans (RAP) WHAT RAP Sheets: shows for each time slice WHAT should be done and HOW these activities should be carried out Responsible departments

20 BCP Binder 1. Introduction (No Tabs) 2. Emergency Response 3. Incident Management 4. Operations Recovery 5. Appendices List of Alternate Capacity List of Critical Equipment List of Key Materials /Supplies IT Contingency Plan

22 Critical success factors Each segment of the plan is the responsibility of each individual department and its key managers Scoring of the plan and the table top exercise Management commitment - Management involvement Clear roles and responsibilities Extended toolkit of J&J Corporate Template plan Action oriented Simple to use to keep up to date

24 Worldwide Chemicals A group of 4 API manufacturing sites across the world Geel Belgium Cork Ireland Schaffhausen Switzerland Athens GA, USA Each having a specific product portfolio but standard equipment platforms Fine API production, synthesis production Batch processes All sites working in a very regulated environment Safety perspective Regulatory perspective

25 Our implementation of BCP (1/2) A global process across the network Local part for External Manufacturing (EM) and Internal Manufacturing (IM) (site specific) Global part for business recovery (BR) EM & IM regular drills throughout the year on every site External assessment for 1 site on a rotating basis Other sites do internal assessment every year The assessment Simulation versus tabletop for EM & IM Virtual or real for BR Results are shared across the sites

26 Our implementation of BCP (2/2) Emergency Response Incident Management Owned by the EHS department Based on existing procedures and processes Set up as OCT / DCT Integrated process Business Recovery Appendices Owned by global supply chain Goal is to secure supply to the market Using existing internal resources and option to use external partners Run by global SC group

27 The scenario Scenarios for review and verification of the Business Continuity Plan Scenario I Explosion and fire in Plant III Due to incorrect dosing during a Friedel-Craft reaction, an exothermic reaction is caused. As a result of the uncontrollable reaction the reactor explodes. At the time of the explosion various production activities are taking place at the reactor level. Pure raw materials are being pumped from the pure tank park and 2500 liters of highly flammable fluids are being pumped out of 200-liter drums into a reactor alongside the exploding reactor. The resulting explosion triggers a chain of events, domino style: escape of solvents to the outdoor environment, product spillage from broken pipelines, smashed glassware, etc.; all combine to produce an explosive mixture at the various lower levels of Plant III. A second explosion at these lower levels causes very severe damage in Plant III, making the plant non-operational. These explosions also cause severe damage to the nearby pipe rack. Because of the severe damage to the pipe rack, pure raw materials can no longer be pumped to Plants I and II and Plant IV for a considerable length of time.

28 Detailed scenario BBW aan OCT met situatieschets DCT Info - Plant III o tweede explosie op 7 meter o grote verwoesting aan installaties o twee medewerkers worden vermist - Pijpen rek ter hoogte plant III en tankpark o gestart met het blussen van de plasbrand o koeling voor tankpark is voorzien - Distributie centrum chemisch magazijn o spill van aceton +/- 50 liter o explosie gevaar in de zone van de spill o twee vermiste personen gevonden, nog geen namen bekend o we moeten beide slachtoffers nog ontzetten 14.XX Golf aan OCT Verschillende hulpdiensten zullen zich aanmelden - Brandweer Westerlo - Brandweer Mol - Brandweer Balen - ziekenwagen Geel

29 Simulation

30 The Business Recovery tabletop Meet with the global supply chain group Inform the team about the incident Start the process of what is needed to secure supply taking into account the lost capacity Which products are critical Which capacity is affected, hence which products What are the alternative production options for those products What capacity can we free up Who do we have to inform Internal management Regulators

31 The scoring grid! * +,! " " # # # " " $ # $ ( ' " ) * " +, " ( % / % % $ * " +, " ( - % 0 % " % $ % % & & " * +,. " % %. 1+, 2& 3%! +, 24 %! 0 5.!67 8! 9.,!:; <, ;. =!