Section 1
Executive Summary
This paper offers a management model for responding to a main incident, which has the probability of threatening the Health & Safety of the Airport’s community, or hinders its operations.
The Business Continuity Strategy setups an Emergency Response Team that organizes response schemes and offers resources so as to make sure that a serious incidence has limited outcome in terms of injuries on the Airport’s business activities.
The emergency responses are based Glasgow’s Airport emergency goals:
- Safeguarding life
- Securing the vital infrastructure and equipment.
- Resuming the normal running of the airport.
This paper has to connect with the airport’s precise emergency processes in terms of, emergency evacuation, handling the bomb threats and building shutdowns, adding to the departmental business strategies.
The ones in possession of the airport’s business continuity plan are noted in Appendix 1
The flow chart below show the varied phases on business continuity management and recovery.
This plan has been created to meet the needs of BS2599-1: 2006 Business Continuity Part 1 : Code of Practice and BS2599-2 : 2007 Business Continuity Management Part 2 : Specification.
This paper is an integrate of Glasgow’s Business Continuity Management Model.
Overview
This section gives information about the paper that is a written record of Glasgow Airport Business Continuity Plan.
- Introduction
Planning for a business continuity plan is a complex and an elaborate process. It entails preparation, response and recovery from the aftermath of a disaster affecting core functions of the organization such as the administrative units of the organization that requires supportive partnerships with functional sections within the organization to support the “business” of Glasgow Airport. The paper gives a plan that outline and synchronizes these efforts through an analytical and theoretical approach by various representatives from the organization. The paper use is in the event of a disaster, it identifies recovery facilities that have been designated for recoveries of the functional areas that are disabled. In addition, the paper helps in understanding the issues involved in planning for the continuity of various critical business functions at Glasgow Airport, as a checklist of the pre-task to be done, training of staff and recovery from the disasters.
- Action Task List
The business continuity plan is developed to address a major incident of a building destruction of the airport building. This can also be adapted to other less sever situations, in which it may not be deemed necessary to complete all the steps below:
- Inform key members of staff
- Agree with the key staff member of the activities that are required to be performed to implement the recovery plan
- Advice other staff member of reporting procedures
- Inform key contacts (suppliers and customers)
- Ascertain the immediate business needs
- Record all decisions, events and related action taken
- Consider the staff working arrangement
- Notify the insurance companies
- Inform IT administrators ( if required )
- Summary Chart
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Section 2
Introduction
The objective of the paper is co-ordinate the response of all departments within Glasgow Airport to ensure that all business critical function is restored as soon as possible; full recovery of all services is planned and implemented on step by step basis.
2.1 Purpose and Scope of this Plan
The Glasgow Airport Business Continuity Plan is related to business functions, preparedness, buildings, and response and recovery actions. The business continuity plan will be invoked when:
- Access to any Airport’s building, is part or totally denied due to a disaster
- The Airport’s business system are interrupted
- Safety and Health incidents affects staff and local community and environment
The plan applies to a number of emergency incidences and may be invoked for by the following:
- Total or partial loss of electricity to the building
- Total or partial loss of water supply to the building
- Total loss of gas supplies or gas leak in the building
- Explosion
- Flood
- Fire
- Release of hazardous materials
- Medical emergency
- Access denied to the building by external factors
The Airport’s Business Continuity Plan will be activated when an emergency incident that is likely to affect the business operations of the Airport. Members of the EMT will be alerted if the incident is deemed as a level 2 and should be ready to react should the incident require a level 3 response by the Emergency Committee.
The plan can also be invoked during externally occurring incidences that affect the normal business operations in the Airport.
Therefore, incidences that fall outside the prescribed parameters are deemed not to impact the Airport as a whole thus can be managed by localized departmental emergency units in accordance with their departmental emergency procedures.
2.2 Authority of this Plan
2.3 Objectives of this Plan
2.5. Stages of Activation of Business Continuity Plan
The activation of a business continuity plan is based on being ready for an eventuality of an incident taking place. The activation process is composed of a set of process that is meant to be applied so as to limit or regulate the incidence. This process calls upon all the relevant groups to take the appropriate steps to manage the situation. The activation plan varies form one firm to another one. This section gives the set of procedure that ought to be applied by the Glasgow Airport in case of an incidence.
In case of an accident affecting the operation of the Airport, these procedures will be applied so as to categorize a needed response.
In case of an accident the operation of the airport, these procedures will be applied so as to offer members of the EMT and ECOM enough warning of the activation of the plan.
Bronze – there is no spontaneous risk to safety and/or property of the airport though emergency instance has an influence on the tasks done on the buildings which may result to termination or slim occupancy/task of the building. This is bound to be activated by a first level response (as shown below).
Silver – this shows a threat to safety and/or property noticed though not instantaneous. It has a devastating influence on the management of the building that may bring about the closing down of the building. Employees as supposed to leave the building when instructed to do so by the ERT or authorities. This is bound to be activating by a second level response (as shown below).
Gold – this shows an instant danger to safety and property that needs managed evacuation and close down of the buildings as instructed by the ERT or authorities. There is instant activation of the business continuity strategy and notice to members of the EMT and assets to be organized. This is set to be activated using the third level response (as shown below).
Scale of Response
The level and form of business interruption needs varied responses:
For the objective of this plan, the following scales of business disturbance have been known. In every case, the Estates Department is to be informed and offered the necessary help and support as required.
Level 1 – business disturbance influencing several departments and operation, an instance of the accident may be local flooding or momentary damage to building services. Members of the EMT are to be informed immediately by the ERT so that they may get ready in case the accident spreads.
Level 2 – business disturbance influencing several buildings that lead to the temporary shutdown of buildings. For example all of the days of the week and will be solved by the appropriate departments applying their company’s departmental emergency response strategy backed by Estates Team. An instance of the accident would result to a complete loss of building services to a number of buildings. Associates to ECOM are to be informed.
Level 3- Business disturbance influencing the management of the airport. An accident of this form is bound to bring about instant activation of the airport business Continuity strategy. A good example of such an accident would a terrorist attack on the structure of the airport or the buildings close by, gas leaks, extensive fire or other issues. Associates to the ECOM are to be informed.
Notification of an incident
Please refer to Estates Department Emergency Response Strategy.
Out of Hours
Workplace employees are informed and get to the site where they undertake an investigation. It is seen, from prior analysis, that the accident may influence the work of the airport; the facilities manager; support managers and airport manager are to be informed. The information acquired will be assessed and spread to other relevant areas if need be.
The Estates contact details are accessible to the airport’s support staff. Refer to appendix 3 for details.
Emergency Operations Centers (ERC)
For application by ECOM
The Emergency Operations Centre will be located 7 miles from the airport which is located in Scotland. It will be close to Paisley town in the near the city center.
The centers will offer:
- A dedicated tool from the airport
- A location where contact details connecting to the business interruption and succeeding responses.
- A region for the visual display of all the details connecting to the business disturbance and succeeding responses.
In case of a serious accident, the centers will be accessible all the days of a week for a period of 24 hours, if need be.
Key Personnel
Details of the associates of the Emergency Committee are available in Appendix 2
Key duties to be handled by the members of the ECOM:
Life preservation
- Note all the employees that took part
- Assess the development of the recovery with constant updates to members of ERT.
- Successful and on time communications.
Media
Offer accurate and constant updates in the course of the accident.
Operation Resources – Media; employee IT Facilities
- Note the regions affected
- Note other added resources in the airport
- Note the resources external to the airport
Operation
- Note regions affected
- Note other options to manage the airport form inside
- Note other options to manage the airport form outside
- Note resources external to the airport.
- Maintain the airport’s facilities.
Recovery
- Work with the airport’s insurers and loss adjusters
- On time appointment of an autonomous loss adjuster to work for the airport
- Strategies on specialist recovery
- Strategies on repair operations
- Strategise on setting operations to be on normal course
- Maintain and hinder future destructions
Managing a major accident
The control of a serious accident influences several vital operations:
- Instant emergency response control
- Business continuity control
- Recovery control
The control measures need varied expertise and resources.
Look to the appendices 4, 5 & 6 response checklists
Immediate emergency response management
The airport’s advisor will be consulted in response to the health, safety and fire safety implications and matters.
The details below will be updated on the necessary step to be used:
- The Heads of Department
- Other Heads of Departments
- Insurance Manager
- Estates team
- Senior Management
It will be duty of the Estates Department Emergency response Team to inform the above teams through phone or notification.
If fast shut is needed, the airport’s escalation process, for the appropriate building, will be raised by the site supervisors, who will offer extensive guidance of the course to be used.
Should instant shutdown be unnecessary, the Estate Department Incident response team will go on to assess the case and report to the Emergency Response Team, as required. In all of the phases, the members of the employees noted in this process will be updated on level of the incident.
Summary
General Plan of Action
A business continuity plan is keen in limiting risks in the rise of major incidences, In regards to the staffs health and safety, operations continuity and reduction of financial effect caused by the temporary stoppage of operations.
As for the major disasters, every business may be influenced. A apart from the risk of human health and safety, the economic influence brought about by disaster, comprising of staff absenteeism or issues to deal with the disruption of supply and shifting chain is taken into consideration and extensive.
The application of the business continuity plan can develop the whole company’s efficiency and makes it possible for the noting of properties, employees and financial aspects on vital goods and services.
The method used by Glasgow Airport for airtrace is with regard to an assessed threat. A number of processes are used for a number of operations. With the help of the business continuity plan the company is able to make sure that it has the resources and data required to handle incidences.
Review of Tasks
In the occurrence of an incident at the Glasgow airport, there are a set of activities that are to be followed so as to restore the business back to normal operations:
- After the occurrence of the incidence, notification is the first step to relevant response teams that include the affected departments, recovery team, the HR manager, the staff and the media among others.
- The next step is the disaster notification and declaration procedures; declaration decisions, damage analysis and repairs.
- Lastly, there is the recovery management team that restores the business to normal operation; includes the service, sales, HR Team, finance and facility group.
Remarks
The business continuity plan is an all-inclusive plan that calls into action the involvement of the relevant departments, its objective being to restore the business to normal operation. The plan if done appropriately it will lead to successful results.
Appendix 1
Holders of Business Continuity Plan
Holders of the Airport business’ Continuity Plan
- Airport Manager
- Emergency Manager
- Air Carriers
- Air Traffic Control
- Aircraft Control
- Aircraft
- Insurance Manager
- Firefighting & Rescue
- Public Information/Media
- Emergency Medical Services
- Government Authorities
- Resource Support
- Airport Employees
- Communications Services
Appendix 2
Members of the Emergency Committee-Teams
Members of the Emergency Response Team:
The primary members of the emergency response team include:
- Airport Manager
- Director Emergency Response
- Medical Advisor
- Communications Director
- Flight operations manager
- Maintenance manager
- Security and facilitation
The secondary members that would step-in in the absence of the primary members include:
- Deputy Manager
- Deputy Director Emergency Response
- Deputy Medical Advisor
- Deputy Communications Director
- Deputy Security and facilitation
- Legal teams
- Human resource
- Finance Manger
Key responsibilities to be handled by member of the Emergency Committee:
Life Preservation
- To note all the employees affected
- Assess the development of recovery with constant communications with the ERT
- Constantly inform the employees of the progress of the incident.
Media
Issue accurate and constant updates in the course of the incident.
Operation Resources – Media; employee IT Facilities
- Note the regions affected
- Note other added resources in the airport
- Note the resources external to the airport
Operation
- Note regions affected
- Note other options to manage the airport form inside
- Note other options to manage the airport form outside
- Note resources external to the airport.
- Maintain the airport’s facilities.
Recovery
- Work with the airport’s insurers and loss adjusters
- On time appointment of an autonomous loss adjuster to work for the airport
- Strategies on specialist recovery
- Strategies on repair operations
- Strategise on setting operations to be on normal course
- Maintain and hinder future destructions
Appendix 4
Emergency COMMITTEE Team Checklist #1
- Details needed after the Emergency Committee has established:
- Are the emergency services available?
- What emergency services are available?
- Who is the main contact?
- Who is the airport’s contact in case of an accident?
- What is mode of communication?
- What is the number for communication?
- Have notifications been issued to the utilities organizations?
- Have heads of departments in relevant areas affected been notified of the accidents?
- Have heads of departments in relevant areas not affected been notified of the accidents?
- Has switchboard been informed?
- Is switchboard working?
- What is the form of the accident?
- Who has been affected?
- How does it influence the airport’s work?
- Building
- Systems failure
- Are there any BCP’s?
- How severe is the accident?
- Are they any casualties?
- Are there available staff lists? And where are they?
- Has the hotline been accessible?
- Has the media been notified?
- Have the employees been informed that the media contact is done by the nominated person?
- What emergency preservation actions been noted?
- Removal and recovery of destroyed materials
Appendix 5
Emergency COMMITTEE Checklist #2
Steps need after the extent of the accident has been set up:
- Set up the general effect on the business of the airport
- Set up a model for noting any victims and where they are
- Set up a model for noting the next of kin and issuing with the necessary details
- Set up a model for constant updating the airport’s hotline number
- Organize an appropriate statement for the press
- Set up log of choices and steps available
- Set up constant interactions updtaes with emergency services, media and HoDs in other areas.
- Inform insurance company
- Appoint independent loss adjuster to stand in for the airport
- Place specialist contractors on standby
- Removals
- Structure maintenance
- Mechanical & Electrical
- Salvage
- Waste disposal
- Cleaners
- Conservation experts
- Set up the model for informing employees impacted by the accident
- Set up a temporary housing
- Note the desire to hire temporary tools
- Note the business vital duties impacted
- Set up a priority program for vital and non-vital objectives
- Issue resources to get back business vital tasks
- Issue resources to get back non-business vital tasks
- Set up time for meetings and communication updates.
Appendix 6
Emergency COMMITTEE Checklist # 3
Steps that are needed to make it possible for the airport to recover from the accident:
- Organize specialist contractors
- Removals
- Building maintenance repair
- Mechanical & Electrical repair
- Salvage
- Waste disposal
- Cleaners
- Conservation/restoration specialists
- Note loss and update insurance firm
- Use independent loos adjuster to stand in for the airport
- Set up recovery costs
- Inform the employees of the intended changes
- Inform the suppliers and contractors of alterations
- Inform the airport associate agencies as need be
- Organize updated media statements
- Organize and assess the recovery program
- Organize and assess recovery costs
