The ability to bounce back…

Phil EnrightBusiness Resilience MgrBP AustraliaCrisis, Continuity, Security & Investigation

Today:

Opening Remarks

Plans / Procedures

Business Characteristics

Prevention/ Preparedness/ Response/ Recovery

Organizational Learning

Opening Remarks

Prevention/ Preparedness/ Response/ Recovery

Plans / Procedures

Business Characteristics

Organizational Learning

Definition

Opening Remarks

Organizational Learning

Prevention/ Preparedness/ Response/ Recovery

Business Characteristics

Plans / Procedures

Opening Remarks

Definition

Plans/ Procedures

Prevention/ Preparedness/ Response/ Recovery

Business Characteristics

Organizational Learning

Opening Remarks

Corporate Characteristics

Prevention / Preparedness / Response/ Recovery

Definition

Plans/ Procedures

Organizational Learning

Organizational

No Accidents

No Harm to people

No Damage to the environment

Corporate Characteristics

Business

Organizational - 3 no’s

Crisis Management

Businesses

PREV

ENTI

ON

RES

PON

SE

REC

OVE

RY

PREP

ARED

NES

S95% 4% 0.7% 0.3%

Corporate Characteristics

Business -prevention, preparedness, response, recovery

Organizational - 3 no’s

Tactical

RiskIdentification

RiskMitigation

Ris

kM

onito

ring R

iskAssessm

ent

simple / reliable / verifiable / systematic

Corporate Characteristics

Business -prevention, preparedness, response, recovery

RiskIdentification

Risk

Assessment

RiskMitigation

Ris

kM

onito

ring

BusinessResilience

Continuity Mgmnt

Security Advice

Investigation Analysis

Crisis Mgmnt

Tactical -risk based- simple / reliable / verifiable / systematic

Organizational - 3 no’s

Corporate Characteristics

Little Oxford Dictionary:

Resilient (adj.) – springing back when bent, pressed etc; readily recovering from shock or distress. Resilience.

Adjective – a word qualifying or describing a noun.

Business (n.) – a trade or commerce; a commercial establishment

Business Resilience – the ability for a commercial establishment to readily recover from “distress”.

In today’s world “DISTRESS” ��

AN EVERYDAY EVENT�

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An Emergency• Normally a single event – immediately recognisable• Threatens an operation• Has a definable boundary and scale• Has a timeframe of hours to days• Can have a prepared set response = ACTION

A Crisis

• May take time to recognise • May threaten the organization not just the operation• Boundaries may widen and has an unknown scale

− Often across business event− You may be only one of many affected

• May last for days \ weeks \ months • Cannot prepare a set response = DECISION MAKING

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Business Resilience is about the company’s ability to respond to a multitude of incidents

or crises in numerous situations.

Success is a single system that can be applied to all incidents regardless of severity by an ever changing group of people that are

notresponse professionals.

Business Resilience must exemplify the KISS principle as well as understand the

Chaos Theory.

Keeping the system simple and being to able to see order in a chaotic situation is

critical when responding to a crisis.

Business Resilience takes a holistic view of the entire business and is ready to

support all aspects of the business in any situation through a standardized and

simplistic response delivered by personnel that know what their role is.

Business Resilience is rooted in REALITY not theory.

Business Resilience

Incidents can happen at any time, having a simple, standardized response capability is absolutely critical to being able to deal with them…

Montara Well Head, “West Atlas”, Aug 2009

The standardization and simplicity of the Incident Command System (ICS) has been

proven globally to be such a system…

With a few modifications…

INFORMATIONOFFICER

LIAISONOFFICER

LAWOFFICER

HUMAN RESOURCESOFFICER

SAFETYOFFICER

STAGINGAREA(S)

SITE SAFETYOFFICER

TASKFORCES

STRIKETEAMS

SINGLERESOURCES

DIVISIONS&

GROUPS

BRANCHES AIR OPERATIONSBRANCH

ON - SCENECOMMANDER

OPERATIONSSECTION CHIEF

RESOURCESUNIT

SITUATIONUNIT

DEMOBILIZATIONUNIT

DOCUMENTATIONUNIT

SAFETY & IHGROUP

ONGOINGPROCESS

GROUP

TECHNICALSPECIALISTS

ENVIRONMENTALUNIT

PLANNINGSECTION CHIEF

COMMUNICATIONSUNIT

MEDICALUNIT

FOODUNIT

SERVICEBRANCH

SUPPLYUNIT

SECURITYGROUP

FACILITIESUNIT

GROUND SUPPORTUNIT

SUPPORTBRANCH

LOGISTICSSECTION CHIEF

TIMEUNIT

PROCUREMENTUNIT

LAWGROUP

HUMAN RESOURCESGROUP

COMPENSATION/CLAIMSUNIT

COSTUNIT

FINANCE/ADMINSECTION CHIEF

DEPUTYINCIDENT COMMANDER

INCIDENTCOMMANDER

What does the ICS Incident Management Team look like?

This is where we vary…• SIMPLISITY• ROLE DEFINITION• OVER REACTION WITH THOUGHT• PROPORTIONATE RESPONSE• MINIMALISTIC• READINESS

TRT

Incident CommanderDeputy Incident

Commander

Documentation OSCSME’s

Operations Chief

MediaLegalHR

FinancePlanningLogistics

as required

Business Critical &

Business Responsibility

What is reality?

Team must be small, knowledgeable, goal orientedSupported by Subject Matter Experts with the ability to fluctuate the

“SPAN OF CONTROL”

EXECUTIVE SUPPORT TEAM

MANAGE GLOBAL IMPACT

BUSINESS SUPPORT TEAM

MANAGE BUSINESS IMPACT

INCIDENT MANAGEMENT TEAM

MANAGE INCIDENT RESPONSE OPERATIONS

Less than 1% of incidents require an EST

Less than 3% of incidents require a BST

Less than 10% of incidents require an IMT

3 Tiered Response

The truly critical roles in incident response is not that of the

Incident Commander,Deputy Incident Commander

but specifically the OperationsSection Chief and the

“On-Scene Commander”

The majority of incidents will be handled by the On-Scene Commanders and the Tactical Response Team with guidance

from the Operations Section Chief

In the event that the Tactical Response Team is not enough it is imperative that the business has the

capability to expand (and contract) the “Span of Control”

This can only be accomplished through clear and concise plans and procedures that consider the

needs of the response, have set priorities and an overriding philosophy.

SMPSecurity

BCPContinuity

CSPCountry Support

BSPBusiness Support

IMPIncident Mgmnt

corporate plans

ERP

Risk BasedHeld locally

Business ResponsibilityBCP

Local-business level

business/local plans

To include Process, Procedures and Critical Activities during times of

crisis e.g. Pandemic Must be clear, concise and checklist format

V

RESPONSE CONSIDERATIONS

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Lorne Truck Crash, 1 December 2008

ORGANIZATIONAL LEARNING

PROCEDURE

LEGALLY PRIVILGED

PROCEDURE

Incident INVESTIGATION

PROCEDURE

proceduresCLASSIFICATION &

REPORTINGPROCEDURE

Corporate ResponsibilitiesProvide Advice / SupportRevise plans / procedures as neededMaintain a pool of investigators Retain a Master Root Cause Specialist

Business Responsibilities Ensure there is a risk based ER Plan Ensure site made safe, preserving evidence if able Ensure proper resources/trainingDevelop/Implement Emergency Exercise programClassify, report, document & investigate incidentsAdvise Legal of A-D & E incidentsRequest legal advice as necessary following LPI procedureDevelop Terms of Reference for Lvl F and higher Notify relevant authoritiesFollow proper investigation techniqueShare the outcome of investigationsReview effectiveness of controls put in placeAnalyze data for trends, etc

People Environment Property Reputation

RESPONSE PRIORITIES

Port Hedland, 10 June 2009

procedures

Emergency RESPONSEPROCEDURE

PR-PD-031 Corporate ResponsibilitiesProvide Advice / SupportRevise plans / procedures as needed

Business Responsibilities Ensure a risk based plan is developed, implemented & maintained

. (based on People, Environment, Property & Reputation)To include:

ResourcingTrainingEquipmentInspection of EquipmentDG ManifestFirst Aid requirementsEmployee Assistance

Must be clear, concise and checklist format

RESPONSE PHILOSOPHY

• Assess

• Respond

•Stand down when appropriate

It is better to over compensate, than under estimate…

OVER REACTIncidents start small and get bigger. Over reaction may stop the incident getting out of control.Easier to scale down than scale upNeed to “get ahead of the curve”

Development of a crisis

time

seve

rity

GOOD RESPONSE

FAIR RESPONSE

POOR RESPONSE

DISASTER

Rollover Training 2009

After the Event

Proposed ACTIVITY

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HVL Team- Advisory group on

HVL/ Alerts and Practice opportunities

- Co-ordination of activity; aware of what is being done and that the

right people are involved.

SOURCE DATA

BusinessPROCESSES

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Site Incident Learning Process

Proactive use of lessons learned data

TRANSFER OPTIONS

Procedural update E�������

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High Value Learning

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Learning Alert

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Quarterly Bulletin

Good practice sharing

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What happens after the incident?

Summary:

Corporate Characteristics

Prevention/ Preparedness/ Response/ Recovery

Plans/ Procedures

Roles

Organizational Learning