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AMEC presentation template 2009

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Leveraging Environmental Management Systems to Improve Business Continuity and Planning and Emergency Response - Lessons Learned from Hurricane Sandy – PowerPoint PPT presentation

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Title: AMEC presentation template 2009


1
SESSION RECOVERY RESILIENCY AFTER SANDY (2)
Leveraging Environmental Management Systems to
Improve Business Continuity and Planning and
Emergency Response - Lessons Learned from
Hurricane Sandy
Peter Hall, AMEC
AMEC Environment and Infrastructure has supported
a global Fortune 500 Telecommunications
organization with an Environmental, Health and
Safety Management System (EHSMS) that has been
deployed at a range of facilities throughout the
world. An important component of the EHSMS
program has included the Business Continuity
(BCP) program and EHS training to manage risks
and emergency preparedness planning. The Business
Continuity Planning (BCP) program, which is
managed within the overall EHSMS, played a key
role in this organizations response to operations
and customers in the NYC area impacted by
Hurricane Sandy. Specifically, the BCP program
focused on employees personal safety, facilities
preparations in advance of the storm event and
the proactive outreach to customers. This
presentation will review the overall role that an
EHSMS program and BCP can have in addressing
significant storm events and the role of BCP
coordinators, incident managers, facility
managers, and customer action teams. Key steps
involved in the BCP process and lessons learned
will be reviewed. An overview of key areas that
EHS Management systems can be utilized to address
liability management, training and emergency
response communications will also be summarized
as part of this presentation.
Peter Hall is a Principal Consultant and the AMEC
Environment Infrastructure Sustainability
Climate Change/Resiliency Practice Lead. He is
based in the Portland, Maine office, been with
the firm for over 28 years and is a certified
geologist environmental audit professional.
His expertise includes management systems,
stakeholder engagement/training, emergency
response, stormwater, waste management and energy
management and integrated solutions for climate
change vulnerability/adaptation programs. Peter
has extensive experience with sustainability
programs that address mitigation including waste
and water reduction, carbon foot-print
assessments and sustainability planning. Peters
background in management systems have been
applied to a range of organizations looking to
incorporate resilience to natural hazards and
climate change into regional and local land use
planning, short-term and long-term decisions,
and implementation solutions. He has supported a
range of AMEC projects for climate change
adaptation/resiliency planning, utility
sustainability KPIs, sustainability planning for
mining and airport sustainability planning
projects. Peter is a co-author of the ABB
Practical Guide for Documentation and
Implementation of an EMS used to secure ISO
14001 registration at hundreds of ABB sites which
included both construction and infrastructure
related projects, is a registered ISO 26000
Social Responsibility Presenter and has published
over 15 technical papers on system integration
and business sustainability. He has an
Integrated Management Credential from the USM
Graduate School of Business, Economics, and
Management and a B.Sc. degree from St. Lawrence
University in New York.  
2
Leveraging Environmental Management Systems to
Improve Business Continuity Planning and
Emergency ResponseLessons Learned from
Hurricane Sandy
Peter J. Hall, C.G. (Hydrology Spec.), CEA (IEMA)
AMEC Environment Infrastructure Principal -
EHS Management Systems and Sustainability Portland
, Maine  Office I 207-828-3501 Cell I
207-272-2153 Email peter.j.hall_at_amec.com AMEC
Sustainability Climate Change/Resiliency
Professional Practice Lead ISO 26000 CSR
Registered Presenter ISO 14001/OHSAS 18001
Certified Auditor AMEC EA 2013 Top Ranked
Global Climate Change/Energy Services
Provider 2012 Dow Jones Sustainability Index Oil
and Gas Sector Leader
3
Presentation Outline
  • AMEC has supported a global Fortune 500
    Telecommunications organization with an
    Environmental, Health and Safety Management
    System (EHSMS) that has been deployed at a range
    of facilities throughout the world. A component
    of the EHSMS included Business Continuity and
    associated liability management and training.
  • Hurricane Sandy Response and Lessons learned
  • Background
  • Key Features of BCP planning for this event
  • Role of the EMS program

4
Business Continuity Planning (BCP)
  • The Business Continuity Planning (BCP) program,
    managed within the overall EHSMS, played a key
    role in this organizations response to operations
    in the NYC area impacted by Hurricane Sandy.
  • BCP program focused on Employees personal
    safety, Facility preparations and the proactive
    outreach to customers.
  • Key steps involved in the BCP process and Lessons
    learned will be reviewed. An overview of the key
    areas that EHS Management systems can be improved
    to address liability management, training and
    emergency response communications will also be
    summarized and lessons learned discussed.

5
Crisis Management
  • Description
  • Crisis management is the coordination of an
    organizations response to a crisis, in an
    effective, timely manner, with the goal of
    avoiding or minimizing damage to the
    organizations profitability, reputation, and
    ability to operate.
  • Supporting documents
  • Corporate Crisis Management Plan
  • Local Incident Management Plan
  • Threat Assessment
  • Emergency Preparedness Plan
  • Emergency Communication Pamphlet
  • Incident Tracking Report

6
Business Continuity
  • Description
  • Business continuity is the ability of an
    organization to provide service and support for
    its customers and to maintain its viability
    before, during, and after a business continuity
    event. A business continuity plan is the process
    of developing and documenting arrangements and
    procedures that enable an organization to respond
    to an event that lasts for an unacceptable period
    of time and return to performing its critical
    functions after an interruption.
  • Supporting documents
  • Risk Assessment Summary
  • Business Impact Analysis
  • Resource Requirement Evaluation
  • Recovery Strategy Matrix
  • Business Continuity Plan
  • Continuity Plans

7
EHS Management System PDCA ModelPer ISO
14001/OHSAS 18001
EHS Policy Leadership Commitment
  • Management Review
  • Aspects, Hazards and Risks
  • Legal and other requirements
  • Plan
  • Act
  • EHS Internal Audit
  • EHS objectives, targets, and programs
  • Resources, Roles, Responsibility, Accountability
    and Authority

Continual Improvement
  • Control of Records
  • Competence, Training, and Awareness
  • Incident, Investigation, non-conformity,
    corrective and preventive action
  • Check
  • Communication
  • Do
  • Documentation
  • Control of Documents
  • Evaluation of Compliance
  • Operational control
  • Performance Measurement and Monitoring
  • Emergency Preparedness and response

8
Superstorm Sandy Path
9
Response Timeline
  • Daily Recap
  • October 25 Business Continuity Coordinators
    (BCCs), Incident Managers (IMs), Facility
    Managers (FMs), and Corporate Support Team (CST)
    put on alert (emergency numbers, check in
    process, transfer work, bring home laptops)
  • October 26 Email message sent to employees in
    NC (327), VA (601), WV (5), MD (122), DE (19), PA
    ()NJ (763) NY (283), CT (42), MA (319), RI (4),
    DC (113), provided headcount reports to BCCs,
    Message sent to Executives
  • October 28 Facility Managers meeting
  • October 29 October 31 Meetings held with CST,
    BCCs, IMs FMs
  • October 29 November 16 Meetings held with ACT
  • October 30 November 2 Sent IM messages to
    employees to validate their safety
  • November 6 Meetings with FM for BR and BCCs
  • November 19 30 Solicited for lessons learned
    and feedback

10
Business Continuity Coordinators (BCCs)
  • Description
  • Executing business continuity plans in response
    to a business interruption or outage
  • Business Groups
  • CAO, Operations, Sales, Services, ECS, GTM,
    Government, CSD, Networking, Finance, IT
  • Key Activities During Sandy
  • Sent internal communications to leadership and
    employees
  • Assisted with accounting for employees
  • Updated employee hotlines
  • Provided appropriate coverage for work
  • Executed business continuity plan as needed

11
Incident Manager (IMs) / Facility Managers
(FMs)
  • Description
  • IMs and FMs assist with response,
    communication, coordination, support, and
    decision making during a business interruption or
    outage.
  • Locations
  • 15 locations along Eastern Seaboard
  • Key Activities During Sandy
  • Identified locations that could be impacted
  • Reached out to landlord where applicable
  • Updated building hotlines
  • Determined preparations needed at facilities if
    any
  • Ensured generators and UPS working, made sure
    fuel on hand
  • Communicated with local power companies
  • Sent communications to employees at facility
  • Set up work area for employees

12
Corporate Support Team (CST)
  • Description
  • The CST assess the broader impact to Company,
    coordinates response, reports back to appropriate
    leaders, provides support to Local Incident
    Management Teams, facilitates communication among
    key contacts in other regions and outside of
    Company, and escalates to the when a situation
    becomes a crisis.
  • Team Members
  • Business Continuity Mgmt., Security, Facilities,
    Real Estate, HR, IT, EHS, Legal, Finance, Risk
    Mgmt., Communications, Labor Relations, Indirect
    Procurement
  • Key Activities During Sandy
  • Reached out to employees in areas that could be
    impacted
  • HR provided employee listing for NY, NJ, CT to
    update
  • Worked with fuel company to ensure enough fuel on
    hand to keep generators running
  • Worked with insurance company to determine
    coverage for damage to warehouse location
  • Reviewed employee communications
  • Called back employees as needed in response to
    messages

13
Corporate Support Team (CST)
  • Key Activities
  • Verified stock availability in local areas
  • Placed expedited orders for parts
  • Provided additional resources to assist in
    recovery efforts
  • Activated customer service team within Inside
    Sales to provide priority service to customers
    without a maintenance plan or requiring
    assistance beyond the scope of the Maintenance
    Team (1-800-123-xxxx)
  • Staffed for weekend support
  • Put together marketing packages for the Sales
    Teams to use when talking to customers
  • Developed scripts for customer service
    representatives to use

14
Integrating Actions and Response for Climate
Change/Extreme Weather EventsResiliency
  • Project Life Cycle Systems Approach
  • Adaptation and Resiliency

15
Sustainability CC/Resiliency Expertise Areas
that relate to resiliency planning
  • Integrated Climate Change/Resiliency Planning
    Selected Services (Partial List)
  • Stakeholder Engagement
  • Climate Change Scenario Planning
  • Industrial wastewater
  • Stormwater
  • Emergency Planning and Response
  • Value-Engineering Building Condition Assessment
  • Climate Risk Communications and Training
  • Power TD and Business Continuity Planning
  • Hazardous and Solid Waste Oil Storage and
    Management
  • Design/Construction for Potential CC
    vulnerabilities
  • Disaster Response
  • EHS Management Systems and Compliance
  • IM Weather Forecasting
  • Green Infrastructure
  • Automated DFIRM Data Management
  • Flood Risk Assessment (FRA)
  • SLR and Insurance Planning/Requirements
  • Automated sidewalk conditioning/rating program

16
Challenges
  • Multiple states impacted
  • Widespread power outages
  • No cable or internet available
  • Spotty cell service (ATT not available week 1)
  • Initially only had work phone numbers for
    employees in IM Database
  • Basking Ridge without power, on generated power
  • Basking Ridge with limited space for employees
  • Public transportation limited into NYC
  • Employees in NY, NJ, CT offline
  • BCM primary and backup in same state
  • Difficult to initially get in touch with
    customers

17
Roles and Responsibilities Metrics
18
Roles Responsibilities must be clearly defined!
  • Avaya EHS Leadership Team
  • Major Tenants Most Senior Level Manager
  • EHSMS Committee Facilitator
  • EHSMS Coordinator
  • EHSMS Committee Member
  • Facility Manager
  • Global EHS Organization
  • Supervisor
  • Employee
  • Roles Responsibilities are defined in MSR-SR-10
    Document

19
Lessons Learned
  • Review primary and backup team members and where
    they are located
  • Update knowledge base on support.company.com for
    customers
  • Create playbook for Customer Action Teams (CATs)
  • Identify core contact for CATs
  • Redistribute generated power in key locations
    (BR)
  • Prepare scripts for hotline updates including
    date and time of last update
  • Work with Product Management to identify product
    offerings for customers
  • Work with IT to enhance IM so we can better track
    employee responses
  • Activate CATs earlier in process
  • Sales teams outside impacted region need to be
    engaged

20
Personal Preparedness SharePoint
21
BCP Tools and Platforms
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