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Creating Effective and Comprehensive Emergency Response and Business Continuity Plans Tutorial
Vaughan Emergency Planning Program
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Outline
Introduction
Types of Emergencies
Assets
City’s Response Priorities
Legislation
Planning for Emergencies
Hazard Identification/Risk Assessment
Writing a Plan
Business Continuity
Exercises
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Emergency
Fire
Flood
Explosion
ChemicalsPower Failure
NETWORK FAILURE
Derailment
Tornado
BlizzardPlane Crash
Building Collapse
Earthquake
Terrorism
Pipeline
RainViolence
Pandemic
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EMERGENCY MANAGEMENT
Emergencies that are natural, human-caused or technical happen everyday only the size varies
Poor planning can turn an emergency into a catastrophe
Emergencies will impact your assets
Demonstrates due diligence
Maps your business process
It is more than a plan, it is a program
Like insurance – important to have but you hope you never have to use it
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TYPES OF EMERGENCIES
Natural
Biological
Climate
Geological
Slope Processes
Economic
Sharp drop
Acute Crises
Depression
Stagnation at high level
Sociological
Civil Unrest
Terrorism
Revolutions
Wars
Technological
Contamination
Industry
Radioactive
Transportation
Information
Infrastructure
Mixed Natural and Technological
Construction
Mining
Fire
Ocean, reservoirs
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Impact on Assets
Physical Infrastructure
Damage, destruction, contamination, lack of access, product loss, isolation
Human Resources
Lost productivity, anxiety, fear, low morale, injury, death, absenteeism, anger
Reputation
How well did you handle the situation
How do the public/media perceive you
THE BOTTOM LINE!
Down time, cost of recovery, FINES, business failure
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City’s Response Priorities
Provide for the safety and health of all responders
Save lives
Reduce suffering
Protect public health
Protect government infrastructure
Protect property
Protect the environment
Reduce economic and social losses
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Legislation
Ontario Fire Code
Environmental Protection Act Ontario
Environmental Protection Act Canada
Dangerous Goods Transportation Act
Environmental Emergencies Regulations
Bill C-45
Emergency Management and Civil Protection Act
CSA Z1600 and NFPA 1600.
ISO TC 223 standards for societal security
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Planning for Emergencies
Encompasses prevention, mitigation, preparedness, response and recovery
Knowing what could happen to you
Establishes the procedures to be followed during emergencies
All employees trained in, understand and practice the procedures/equipment annually
Share information with your neighbours, Fire Services and Emergency Planning Office
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Getting Started
Identify hazards and associated threats in your facility
Worst case scenario
What is the worst thing a human could do to create a disaster at your facility
Look beyond your boundary lines
Try to anticipate the unexpected
Don’t forget the everyday occurrence
Determine your interdependencies
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Identifying Hazards
Look at your facility from all dimensions
Inside the facility
On the grounds
What is near you and within 2km of your location
What is on the road in front or near you
Prevailing weather conditions
What has happened in the past
How bad can it get
Should be done by a group
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Hazard Identification and Risk Assessment
Forms the base of the emergency plan
Reviewed annually and revised as necessary
A HAZARD is a product, situation or location that contains an inherent danger that has associated with it a threat or threats to life, property or environment
A THREAT is the way that the danger could manifest itself given certain conditions.
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Assessment Criteria
Probability x Consequence
Likelihood of the emergency occurring multiplied by the severity of the impact
Consequences include
Fatalities, injury
Damage, environmental impact,
Impact on lifelines (utilities/transportation),
Economic impacts, financial losses per day and
Impact on your reputation
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Probability1 No incidents in the last 15 years
2 Last incident occurred 5-15 years ago
3 One incident occurred in the last 5 years
4 Multiple incidents have occurred in the last
5 years
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Consequence
Fatalities1 Very low (0-4)2 Low (5-10)3 Moderate (11-50)4 High (50+)
Injuries1 Very Low (0-4)2 Low (5-50)3 Moderate (50-2000)4 Very High (2000+)
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Consequence
Damage1 Very Low – minimal
damage2 Low – Localized
damage3 Moderate –
localized and severe
4 High – widespread and severe
Environment1 Very Low – minimal
impact2 Low – localized
impact3 Moderate –
localized and severe
4 High – widespread and severe
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Consequence
Lifelines1 Very Low – temporary
interruption2 Low – interruption for
a few days3 Moderate –
interruption for a week4 High – long term
interruption (greater than 1 week)
(Fire, hospital, Police, EMS, roads, water, sewer, power, natural gas are lifelines)
Economic*1 Very low – temporary
impact2 Low temporary and
widespread3 Moderate – extended
and widespread4 High – long term
disruption
*can attach a dollar figure for the loss
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Consequence
Reputation
More difficult to quantify
Based on perceptions
Type of media stories – positive or negative
Customer loss
Legal implications - fines
1 Very Low - little or no impact
2 Low – localized media attention, no loss of customers
3 Moderate – more widespread media attention, some customer loss
4 High – significant widespread negative media attention, customer loss, fines, charges, citizen complaints
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Planning for Emergencies: Risks in VaughanHazard Threat
1. Major transportation routes
Hazardous materials incident
2. Industrial Installations Hazardous materials incident, fire, explosion
3. Severe Summer Storms
Property Damage
4. Wild Fires Damage in rural or suburban areas
5. Plant Disease/Pest Infestation
Pest infestation
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Planning for emergencies: Risks in VaughanHazard Threat6. Severe Winter Storms Infrastructure damage,
multiday power outage7. Industrial Activity Air quality degradation
8. Epidemic Disease Pre-emption of medical system
9. Cyber Attack Prolonged service disruption
10. Sustained Rainfall Damage to infrastructure, flash flooding
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Planning for emergencies: Risks in VaughanHazard Threat
11. Solid Waste System Fire, Explosion
12. Global Climate Change Prolonged Heat Wave
13. Terrorism CBRNE incident
14. Major Airports Crash of airliner or cargo plane
15. Water Supply Contamination
Drinking water contaminated
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Planning for emergencies: Risks in Vaughan
Hazard Threat
16. Subsidence Travel restrictions, disruptions
17. Aging infrastructure Damage/degradation
18. Pipeline – natural gas Explosions/fire
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What does a plan need?
Introduction – brief description of what your company does
Purpose of the Plan
Define an emergency
Risk Profile
Hazardous materials list
How to implement the plan
Notification
Evacuation
Roles and responsibilities
Crises Communications
Response procedures to the identified risks
Site plans
Safety Systems
Other information as needed
Maintenance, Training, exercises and distribution of the plan
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Emergency Planning Points
Responses for most hazards will require shelter-in-place or evacuation and business continuity
Do not forget decontamination procedures
You have no authority to evacuate anyone not within your property lines
What may be a big catastrophe for you may only be a day-to-day emergency for the municipality
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CREATING AN EFFECTIVE PLANMentally walk through the situation fromstart to finish - consider
Who
Is responsible for specific tasks,
Caused it,
Can fix,
Is in charge,
Should we call,
Can talk to the media etc
Should have a copy
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CREATING AN EFFECTIVE PLAN
What
Is it/can happen
Should we do,
Can we do to prevent it,
Can we do to mitigate it,
Do we need to recover or continue operations
Hazardous materials do we have, is within 2 km
Will the hazardous materials do
Are the media/Citizen Journalists saying and showing
Are our redundancies
Prevailing weather conditions
Response equipment do we have
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CREATING AN EFFECTIVE PLAN
Where
Did it happen
Is it coming from
Is the methyl-ethyl bad stuff stored
Are the emergency supplies
Do staff evacuate to and a back up location
Is the Plan!
Is our continuity centre (back-up location)
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CREATING AN EFFECTIVE PLAN
WHEN
Do we implement the plan
Is it considered an emergency
Is it over
When do our mission critical services need to be recovered
Will we talk to the media
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CREATING AN EFFECTIVE PLAN
HOW
Do we manage it
Do we know what can happen to us
Can we prevent or mitigate the situation
Do we recover from it
Long can our operations be down before irreparable damage occurs
Do we know what to do
Do we know how well we managed the situation
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CREATING AN EFFECTIVE PLAN
WHY
To protect your assets
Ensure safety and security of your assets
Ensure continuity of operations
Effective and efficient management of the situation
Everyone is prepared to take appropriate action
Defense against legal action
Meet future national and international standards
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WRITING A PLAN EXERCISE
Who does what
What do they do
Where do they do it
When do they do
Why should they do it
How do they know what to do
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BUILDING DISASTER RESILIENCY
Personal preparedness sessions for your staff
Training in the plan and procedures
Regular schedule of emergency exercises through out the year
Include first responders and municipality in your exercise
Involve employees in the development of plans and procedures
Family safety must be a priority
What the company can do to help ensure the safety of their employees’ families
Debrief employees after the emergency
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Business Continuity
Procedures to continue and/or restore operations
Identification of mission critical services through a business impact analysis
Work-a-rounds and alternate work sites
Overcoming supply chain disruptions
Adequate staff levels
Can be used in emergency and non-emergency situations
Parallel process with emergency planning
Pandemic is cyclical – emergency to recovery to emergency to recovery over 12-18 month period
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RISK POINT #1 - PEOPLE
Exposure to the virus through the clients we serve
Reduction in staff due to illness
Reduction in staff due to child/family care
Reduction in staff due to leaves of absences or emergency orders
Fear and paranoia
Loss of services of contractors.
Lack of transportation
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Business Impact Analysis
People, Customers
Loss of Life
Injuries
Health risk
Property damage
Environmental impact
Economic impact
Failure of Operations
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Business Impact Analysis
Reputation
Media attention
Client/customer reaction
Loss of confidence by shareholders
Legal Obligations
Fines
Regulations
Contractual penalties
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RISK POINT #1 SOLUTIONS
Change customer service procedures to reduce exposure risk
Re-allocation of staff to functions they have the skills to deliver
Modify hours of operation - shifts
Cross train staff to perform key functions
Keep staff informed
Work from home options
Car pooling, clean sites, temporary housing, daycare/childcare
Compensation considerations
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RISK POINT #2 OPERATIONS PROCESSES
Clients may lose open access to your products and services – business slowdown
Significant loss of revenue in sales
Meeting legislation/regulation
Communications to customers, suppliers and staff
Administration of processes, infrastructure and people
Planning for the future
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RISK POINT #2 SOLUTIONS
Communicate to customers service delivery priorities and alternate means of accessing services
Develop marketing strategies to implement post pandemic to re-establish/expand client base
Re-allocate human resources to maintain minimum legislated standards
Understand how Bill 56 will affect your operations
Diversify communication methods to disseminate information to customers, suppliers and staff
Establish a rotating schedule to ensure key decision makers are accessible and do not burn out
Planning for a phased recovery
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RISK POINT #3 INFRASTRUCTURE
Water distribution system
Sewage system
Maintaining communications/IT systems
Waste Collection
Building(s)
Power Supply, Gas Supply
Transportation Network
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RISK POINT #3 SOLUTIONS
Identify to what degree your industry relies on the municipal water supply system – sprinklers, processing
Back up communications system or procedures
Ensure waste collection continues
Shut down non-essential facilities and consolidate operations in 1-2 sites
Emergency power supply – generators and fuel supply
Transportation plan to ensure receipt of supplies and distribution
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RISK POINT #4 SUPPLY CHAIN FAILURE
Suppliers do not have the resources to meet the need
Food
Fuel
Parts
Services
Equipment
Repairs
Transportation
Medicine
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RISK POINT #4 SOLUTIONS
Suppliers provide a continuity of operations plan
Diversify supplier base
Stockpiling critical non-perishable resources
Priority client status
Assuming services provided by third parties
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Exercises
Start with simple and build to complex
Involve the City, neighbours, suppliers
Take the time to plan properly
Simple table top – 1 month
Complex table top – 3-6 months
Simple field – 3-6 months
Complex field – 6-12 months
Collect media stories about emergencies
Do one a year
Take time of year, week and day into consideration
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Exercises
Who should be involved
What do you hope to accomplish
Keep it real
Do not expect perfection
Be creative
Have fun
Use props
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WE ARE HERE TO HELP
Contact your local office of emergency management for advice
Emergency Services and Emergency Management staff can help you with emergency exercises
Your professional/business associations may also be able to help
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YOU CAN’T BE TOO PREPARED!
Working together to build a disaster- resilient community
