an airline integrated emergency & business continuity ...c.ymcdn.com/sites/ an airline...
TRANSCRIPT
1
An Airline Integrated
Emergency & Business Continuity
Management Solution
Continuity Forum Conference
September 2010
Peter Halliwell, Senior Business Continuity Management Advisor
Outline
• The Airline
• About Us
• Our Systems
• The Last 10 years
• Next Steps
2
The AirlineAuckland
• Main Hub & Head Office
• Critical Infrastructure
• Worldwide Call Centres
• Wide Body Maintenance
Christchurch
• Narrow Body Maintenance
• Pratt & Witney Engine Centre
Subsidiary Airlines / Companies
• Mt Cook Airlines, Air Nelson, Eagle Air
• TAE, Safe Air, TXNZ, Altitude Aerospace Interiors
100 Aircraft26 Domestic Airports26 International Airports17 Countries
Our Network
3
Emergency & BCMOperational Risk & BCM
History of BCM
Group Safety & Security
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
Airline Operations& Safety
InternalAudit
Property &Facilities
Risk & BCM
Business ContinuityRole established
Manager, Emergency Planning
Emergency Planning Coordinator
Senior BCM Advisor
About us
GM Airline Operations
and Safety
CEO
4
The Air New Zealand Group
• Aims to be resilient to all internal and
external shocks.
• Has policies, strategies, programs and the capability to plan for,
respond to, and recover from these
shocks.
• Has integrated it’s emergency and
business continuity management processes and systems.
A Resilient Airline
Is to;
Ensure the Air New Zealand Group maintains a high level of
preparedness in order to respond to, and recover from, any type of emergency or business interruption event that may
impact our people, our assets or our customers.
Our Department’s Role
This is achieved by
Implementing
frameworks
Providing
advice
Having effective
plans
Providing
training &
workshops
Managing
supporting systems
& facilities
Monitoring
threats
Reporting on
preparedness
5
Our Systems
Documentation Trained PeopleFacilities/Systems
Policies
Plans
Checklists
Group
Emergency Control
Centre
Alternative
sites
IT and
communications
equipment
Training
courses
Exercises
Participation
in events
Are;
• Designed to meet our own business needs
• Aligned with airline Industry BCM best practice
• Aligned with other Industry best practice
• Aligned with Industry standards and regulations
Our Business Continuity Management Systems
6
Are;
• Designed to provide support and care to
those affected
• Designed to aid an effective response
• Established to enable the business to
quickly establish a platform from which to
continue
• Required to meet legislative requirements
Our Emergency Management Systems
Our Group Plan
Aim
• To outline policies, organisational structures and
procedures to be used for emergency management
within the Air New Zealand Group.
Objective
• To outline measures and detail responsibilities to ensure readiness.
• Details responsibilities and actions required to aid an effective
response.
• Outline measures and responsibilities instrumental to an effective
recovery from emergency events.
7
Pandemic
Response
Plan
Pandemic
Response
Plan
Business
Continuity
Plans
Business
Continuity
Plans
Other Plans and Handbooks
Local
Airport
Emergency
Response
Plans
Local
Airport
Emergency
Response
Plans
Supplementary
Handbooks
Supplementary
Handbooks
Group
Business
Interruption
Response
Plans
Group
Business
Interruption
Response
Plans
What We Do
Response
• Monitor any potential threats or emergency situations
• Initiate the Group Emergency Management or Business Interruption
Management Systems
• Manage the business interruption event or emergency situation
Recovery
• Ensure the business is focusing on continuing business / operations
• Assist with development and implementation of alternative processes
• Support people through the event
• Review and report post the event
8
An Emergency is?
• When lives are severely threatened or lost
• When property/assets may be damaged or destroyed
• Where normal activity will be significantly disrupted
Four general categories;
Operational Security Medical Other
Initial Assessment Team
Full ActivationPartial Activation
EVENT
Monitor
Assessment & Response
Airline Operations
Duty Controller
Standard Operating
Procedures
Group Emergency
Management Plans
Group Business
Interruption
Response Plans
Business Area
Business Continuity
Plans
9
Full Activation – Response Levels
Strategic
Tactical
Operational
Senior Executive GroupSenior Executive Group
SiteSite
Group Emergency
Control Centre
Group Emergency
Control Centre
The Boardroom - Senior Executive Group
10
Group Emergency Management Team
Senior Executive
Group
Emergency Management Structure
Group Emergency Control Centre
Local Control Centre
Regional Coordination Centre
Media Operations Centre SAT Operations Centre
Immediate Response and Investigation Team
Family Assistance Centre
11
People
• Continual training requirement
• Roles need to be understood and practiced
• Staff being familiar with procedures
• Passenger makeup – diversity, cultures, languages
Systems
• Ensuring systems and facilities are operationally ready at all times
Other
• Overseas operating environment
• Ever changing environment – Ground handlers, suppliers, new ports
• Security environment – increased threats against airlines
Challenges
2001 2002 2003 2004 2005 2006 2007 2008 2009 20102001 2002 2003 2004 2005 2006 2007 2008 2009 20102001 2002 2003 2004 2005 2006 2007 2008 2009 20102001 2002 2003 2004 2005 2006 2007 2008 2009 20102001 2002 2003 2004 2005 2006 2007 2008 2009 20102001 2002 2003 2004 2005 2006 2007 2008 2009 20102001 2002 2003 2004 2005 2006 2007 2008 2009 20102001 2002 2003 2004 2005 2006 2007 2008 2009 2010
The Last 10 Years
12
Next Steps
• Continue to review and enhance our systems
• Implement a web based crisis information management
software solution
• Continue to promote risk management / business continuity awareness across the Air New Zealand Group
• Continue to promote external organisation preparedness
campaigns across the Air New Zealand Group
• Continue to build people capability through training and exercise programmes
Summary
Through;
• Air New Zealander’s trained for specific roles and responsibilities
• Ensuring our plans meet our own needs and any external requirements
• Building and maintaining relationships with other agencies and airlines
• Having systems and facilities designed to support our processes
An integrated emergency and business continuity management solution enables an effective response and recovery
13
Questions
Peter Halliwell, Senior Business Continuity Management Advisor,
An Airline Integrated Emergency & Business Continuity
Management Solution