How a Timely Risk Assessment Can Make Planning More Efficient

Transcription

1 How a Timely Risk Assessment Can Make Planning More Efficient Business Continuity Week 2016 Teresa Teichman P.Eng CBCP Ontario Power Generation May 17 th, 2016

2 There are times when you must develop a Continuity Plan. How can a risk assessment save you time? With a risk-based plan 2

3 Evolution of Planning Disaster Reactive Gut Feel Risk-based Plans 3

4 Triangle Shirtwaist Factory Fire (1911) The Triangle Shirtwaist Factory in New York mostly employed young, immigrant women who were sewing blouses On March 25 th, 1911 a fire occurred on the 8 th floor Tragically, as a result of poor planning and maintenance, this incident resulted in 146 deaths 4

5 Changes in Standards led to developments in health and safety legislations in many other jurisdictions, including Ontario. New laws were enacted re workplace safety: Fire proofing Better building access Access to fire extinguishers Alarm systems Automated sprinklers Emergency evacuation plans (in writing and posted) Education for workers on exits, the use of fire extinguishers, and drills 5

6 Hurricane Hazel (1954) On October 15 th, 1954, Hurricane Hazel hit Ontario as a severe tropical storm It caused major damage to the infrastructure, homes, and businesses (estimated over $100 million in damages) 81 people in Canada died as a result of the storm 6

7 Conservation Authorities Act, 1946 Hurricane Hazel mobilized force a regional approach to flood control and water management in Ontario. Prevention Protection Emergency Preparedness and Response The CAA Passed: - Flood warnings - Regional approaches to flood control and water management - Introduction of emergency kits 7 - Building and land conservation

8 Shoe Bomber, 2001 On December 22, 2001 Richard Colvin Reid boarded an American Airlines plane from Paris to Miami. His shoes were packed with explosives, as he intended to blow up the aircraft. The explosives failed to detonate. The TSA (Transportation Security Administration) implemented a shoe removal policy before passing through airport security. 8

9 Why do we plan? Regulations Emerging situations Past disasters News stories Hazards nearby Others are planning 9 Request from Suppliers, Insurers, Customers

10 When planning starts. How will I know I have the RIGHT plan? How will I know WHAT to plan for? 10

11 Pandemic Planning at OPG (2005) 11

12 Toronto G8G20 (June 2010) 12

13 Pan Am/Parapan Am Games 2015 Venue Map for the Games Over 10,000 athletes and officials from 41 nations across the Americas and Caribbean 20,000 volunteers Expected to attract 250,000 visitors and media to the region Hosted in 16 municipalities across southern Ontario 13

14 Risk Assessment Fishbone Model People Facility Tools & Equipment Suppliers ORGANIZATION MISSION & OBJECTIVES Customers Methods IT Systems & Data Regulators 14 1 Adapted from: Introduction to Quality Control by Kaoru Ishikawa (1990)

15 Mission, Values & Risk Appetite Life Safety Environment Operations / Mission Assets Reputation Risk Appetite 15

16 Technological Building/Structural Collapse Critical Infrastructure Failure Dam Failure Energy Supply Emergencies Explosion/Fires Hazardous Materials Incident Human-Made Space Object Crash Mine Emergencies Nuclear Facility Emergencies Oil, Natural Gas Emergencies Radiological Emergencies Transportation Emergencies Human-Caused Civil Disorders Cyber Attack Sabotage Special Events Terrorism/CBRNE War/International or Provincial/Territorial Emergency Financial/Economic Crisis Natural Agriculture and Food Emergency Drinking Water Emergency Drought/Low Water Earthquake Erosion Extreme Heat/Cold Flood Fog Forest/Wildland Fire Freezing Rain Geomagnetic Storm Hailstorms Human Health Emergency Hurricanes./Tropical Storms Land Subsidence Landslide Lightening Storms Natural Space Object Crash Snowstorm/Blizzard Tornado Windstorm * Based on the Ontario Hazard Information and Risk Assessment (HIRA) 16

17 Infectious Disease Planning (2015) Fatality rate: ~50% Cases: 28,646 Deaths: 11,323 Transferred through direct contact (i.e. bodily fluids of infected people) 17

18 Risk Assessment Risk Title Financial Impact Corporate Reputation Regulatory/Legal Impact Probability Total Risk Risk Rating Key staff and/or a large number of staff may not be available Medium Infectious disease may target specific population groups Low Vaccines/antivirals may not be available Medium Work layout may increase infection Low Support from government may not be available or may be limited Medium Staff may distribute antivirals and PPE to non-opg personnel Low No lead time to prepare for an infectious disease impacting OPG Medium **Not real data. The table above is just an example. 18

19 Summary 19