Crisis Management

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Crisis Management

  1. 1. Crisis Management 2009 EEI Business Continuity Conference Dan Sadler, CBCP Program Manager – Business Continuity Constellation Energy 1
  2. 2. Agenda • Constellation Energy at a Glance • Background on ICS/NIMS g • Incident Command Structure, modified for Private Sector • Crisis Management Protocols & Team p • NERC CIP Implications • Crisis Management Tools • Case Studies for Major and Minor incidents j • Lessons Learned and Recommendations 2
  3. 3. Constellation Energy At A Glance • A leading supplier of energy products and services to wholesale and retail electric and natural gas customers. • A major generator of electricity with a diversified fleet of power plants strategically located throughout the United States. States • A regulated distributor – our Baltimore Gas and Electric utility – of electricity and natural g in Central Maryland. y y gas y • A FORTUNE 500 energy company headquartered in Baltimore, Md.
  4. 4. Constellation Energy At A Glance • Enterprise-Wide Business Continuity Program • Business Continuity Team, comprised of: 7 full-time employees 250 part-time Business Continuity coordinators in the business areas 400 Building Wardens Partnerships with various C P t hi ith i Corporate S t Support organizations t i ti • Strong Program Support from all Management Levels All Business Units have recovery plans that are drilled and maintained Team reports to the Chief Administrative Officer • Services: Provide “all-hazards” recovery planning all hazards Facilitate emergency preparedness Facilitate effective crisis management
  5. 5. Crisis Management Facilitate effective crisis management via incident command, crisis management protocols, crisis communications, incident tracking, procedures, allocation of resources, and internal/external partnerships. partnerships • Crisis/Incident Management (incident management, p procedures, roles/responsibilities, IM/WebEOC) , p , ) • Crisis Communications (procedures, devices, Notifind) • Logistics (vendors, recovery sites, equipment) • Situational Awareness (alerts, relationships) 5
  6. 6. Incident Command System (ICS) • ICS provides for coordinated response and a clear chain of command and safe operations • A standardized on-scene all-hazard incident management standardized, on-scene, concept. • Allows its users to adopt an integrated organizational structure to match the complexities and demands of single or multiple incidents without being hindered by jurisdictional boundaries. • ICS helps to ensure: – The safety of responders and others. – The achievement of tactical objectives. – The efficient use of resources. • Originally developed for the Fire Service in the 1970’s • Now used by all Emergency Personnel nation-wide Source: FEMA 6
  7. 7. National Incident Management System (NIMS) • ICS is a major component of the National Incident Management System (NIMS) • NIMS was introduced, following the events of September 11, 2001, via a Homeland Security Presidential Directive P id ti l Di ti • Goal = Improving coordination in response to incidents • Aligns Federal, State, local, tribal, private sector, preparedness, incident management, and emergency response plans into an effective and efficient national structure Source: FEMA 7
  8. 8. Incident Command System (ICS) For ICS Training: http://training.fema.gov/IS/NIMS.asp Source: FEMA 8
  9. 9. Constellation Energy Incident Command Constellation Energy utilizes a modified version of the Incident Command System, tailored to the needs of a private sector company 9
  10. 10. Emergency Response Organizations Incident Type Emergency Response Organization Loss of Building / Crisis g Business Continuity y Management Protocols Pandemic / Health Crisis Business Continuity / Health & Safety IT Outage IT Operations Center (ITOC) Cyber Security Incident Corporate Security Physical Security Incident y y Corporate Security p y Nuclear Generation Incident Nuclear Emergency Response Organization (ERO) Fossil Generation Incident Plant Emergency Response Organization (ERO) Severe Impact Storm BGE Storm Organization Natural Gas I id t N t l G Incident BGE Gas Emergency Team G E T 10
  11. 11. Incident Command – Activation Levels Activation Description Incident Command - Staffing Level Heightened alert related to a specific Incident Director assigned. Provide status updates, as Incident hazard appropriate Monitoring Maintain Situational Awareness / No Incident Command Center activation Stand-Ready Imminent event with pre-warning Incident Director assigned. Logistics Coordinator and Pre- Information Coordinator mobilized Preparatory actions taken to mitigate Positioning impact Potential activation of Incident Command Center A relatively minor adverse i l ti l i d impact t t to Incident Di t I id t Director assigned. I id t Di t may perform i d Incident Director f operations or life safety (e.g. additional ICC duties, or mobilize additional staff, as needed Minor minimal damage to property, Potential activation of Incident Command Center Incident incident of short duration, minor financial loss, non-life threatening Ongoing support typically provided during normal business injuries, etc. i j i t hours h A high impact to operations or life Incident Director assigned. safety (e.g. significant damage to Full activation of Incident Command Center, and supporting Major property, incident of extended functions across enterprise. Incident duration, duration major financial loss, loss of loss life, etc.) Ongoing support provided 24/7 during initial phase of the response and recovery effort 11
  12. 12. Crisis Management Protocols • To ensure the timely notification to leadership of an emergency event • Crisis Management Protocols established for each Business Unit • Senior Leadership, Corporate Security, and Business Continuity are authorized to activate • Leaders contacted via Notifind, and automatically transferred to a conference call bridge • Once on the conference call bridge, Business Continuity (On-Call Rep) g , y( p) facilitates call and coordinates response actions • Threshold emergency events include, but are not limited to: Fatality or significant injury Workplace violence civil disturbances or other significant security-related events violence, disturbances, Fires causing significant damage Hazardous materials release Environmental issues reportable to local, state, or federal authorities Negative site-related “newsworthy” events from media newsworthy Major IT network or system outages Natural events (earthquakes, hurricanes, ice storms, tornados, etc.) Major disturbance or unusual occurrence affecting the gas system, electric system, or generating facility 12
  13. 13. Crisis Management Team • Coordinated and mobilized by Business Continuity • Activated for events impacting continuity of operations and/or life f t lif safety • Includes representatives from key corporate support departments • Addresses emergency response, crisis communications, damage assessment, logistics, recovery, and restoration • Ensures effective emergency management, communication between all organizations involved in the response and recovery efforts, allocation of resources, incident tracking, and post-incident analysis
  14. 14. Crisis Management Call Recommendations • Countdown, allowing 1-2 minutes for all to join • Provide instructions for Mute / Un-Mute • Encourage participants to begin statements with their name • Conduct Roll Call (begin by asking for name of individual who initiated the protocol) • Ask for summary/status of the incident • Ask followup questions (use script / checklist) • Determine if reporting to third-party agencies is necessary • Repeat-back all major decisions and action items • Ensure action items are assigned • Determine time for next call, or declare “incident is closed” , • Summarize/document call, to include participants, incident status, and action items. • Distribute call summary to all stakeholders Save documentation stakeholders. • If subsequent calls are needed, reference previous call summary at opening of subsequent call
  15. 15. Crisis Management NERC CIP Implications • NERC reliability standard (CIP-001 – Sabotage Reporting) requires company to report disturbances or unusual occurrences, occurrences suspected or determined to be caused by sabotage, to the appropriate systems, governmental agencies, and regulatory bodies • Notification process will assist in making operational personnel aware of these incidents, and ensuring that appropriate incidents are reported • Notification process will assist with CIP-008 – Incident Reporting & Response Planning for Cyber Security incidents • Related training must be developed • Training and exercises must be documented
  16. 16. Crisis Management Tools NC4 & Other Tools Providing Situational Awareness (Sources from Government Media Industry) Government, Media,
  17. 17. Crisis Management Tools Notifind 17
  18. 18. Crisis Management Tools Incident Manager / WebEOC 18
  19. 19. Crisis Management Tools Incident Command Center 19
  20. 20. Case Studies • Non Incidents (i.e. minor medical event, facility maintenance issues, non-credible suspicious package) • Mi Minor I id t (i.e. small office fi workplace violence, b b Incidents (i ll ffi fire, k l i l bomb threat) • Major Incidents – Pre-Warning (i.e. hurricanes, health crisis) – Sudden Impact (i.e. water main break, datacenter outage) • E Every I id t i U i Incident is Unique, b t C but Common Th Themes exist i t • Emergency Response and Crisis Management Process must be Flexible and Agile
  21. 21. Case Studies Hurricane Isabel – Sep 2003 Hurricane Ike – Sep 2008 H1N1 Swine Flu – Apr-May 2009 Balto Water Main Break – Apr 2009
  22. 22. Lessons Learned / Recommendations • Establish Command & Control • Mobilize and Inform all appropriate Support Depts. pp p pp p • Launch Prompt, Accurate Communications • Establish Liaisons with Affected Business Units • Create Periodic Situation Reports • Leverage Government Interfaces / Liaisons • Assemble After-Action Report, and Followup • Improve Awareness of BC Plans from Top-Down Top Down
  23. 23. Lessons Learned / Recommendations • Test Tools to Ensure Readiness – Crisis Communications (Sat Phones, WPS, GETS) – Automated Emergency Call System (Vary Scenarios) – Command Center – Emergency H tli E Hotlines – Playbooks – Incident Manager / WebEOC • Conduct Periodic Exercises to Ensure Understanding of Roles & Responsibilities
  24. 24. Thank You for Your Interest! Dan Sadler, CBCP Program Manager - Business Continuity Constellation Energy 410-470-6182 (w) daniel.sadler@constellation.com d i l dl @ t ll ti

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