Welcome Exercise Gold Dawn lessons learned Date 2 June 2004 The - - PowerPoint PPT Presentation

Welcome

Exercise Gold Dawn – lessons learned Date 2 June 2004

The talk

• The task & its

development

• Alternative drivers
• Exercise planning
• Style
• Scenario
• The exercise

conduct

• Umpiring
• Conclusion

ScottishPower

ScottishPower organisation PacifiCorp & PPM USA Infrastructure Energy Management Generation CS&S SPUK Corporate ITBS Shared Service Centre

Incident Management Organisation DRT (Departmental Recovery Team) CS&S BRT (Business Recovery Team) Corporate Crisis Management Team

The task

No Key Objectiv es Mileston es dates Measure s % Weightin g Progress Comment s Risks identified Paper produced Managem ent agreemen t Simulatio n 4 Live testing of the 3 key risks identified via business impact analysis Nov-03 30

Interpretation

• Carry out a major exercise involving live

working and customer calls at the Livingston Recovery Centre

Telephony set up & IT set up Business unit set up Incoming staff briefing Transport Substantial number of staff Plan Business Recovery Team Invocation of the plan / recovery centre Training Plan Writing Plan development workshops Departmental Recovery Teams Initial action after incident

Fitted together

Exercise A Exercise B Exercise C Exercise D

• Initial

response to an incident

• Set up DRT
• Implement

plans

• Carry out

notifications

• DIIA
• Initial

meeting

• Coordinate

response

• Executive

Briefing

• Invoke the

recovery contract

• Set up of IT &

Telecoms

• Application

testing

• Business unit

preparation

• Transport
• Reception
• Live working

14 April 19 April 26-27 April 28 April + Pre-exercise - Plan development & preparation

First 36 hours of an incident

Alternative drivers

• 1. Deadlines
• 2. Make people use

what they have given

• 3. Raise the profile
• 4. Link the exercises
• 5. DIY, cost and

impacts

• 6. CEO involvement

Exercise planning

• 1. Planning team

consisted of

• Chairman
• IT
• Telecoms
• Facilities
• Internal communications
• Umpires
• Other business units

involved

• 2. Started December
• 3. Meetings
• 4. Production of

documentation

• 5. Pre-event meetings
• 6. Plan development

&continuity planning

Exercise Style

• First attempt very little

pressure

• Live exercise but

minimum of inputs

• Day & outline scenario

known

• Compartmentalised
• Definite output & link to

the next exercise

• DIIA Exercise A
• Director briefing
• Executive Briefing

Live working

Scenario

• 1030
• Cathcart campus was evacuated at the request of the police and staff were taken to Spean Park.
• 1100
• Police inform all those evacuated:- A WWII bomb has been found in the area of the Datacentre while

a contractor was digging to repair a leaky water pipe. The Police have said that it will take them 3-4 days to defuse the bomb and in the meantime no staff will be allowed on to site.

• All staff have been evacuated to Spean Park and a roll call has been taken
• Five CS&S staff have not been accounted for. Staff has said that during the evacuation there was an

accident at the marble staircase where a number of staff fell down the stairs. There were some injuries and the staff were evacuated by ambulance.

• A decision will be made shortly to invoke business continuity plans, invoke Livingston and for the

DRTs to make their way to Hampden to start the implementation of their plans.

• 1200
• Additional information
• Information available on the casualties
• §

Broken leg (compound fracture and lost quite a lot of blood) –DCC Mrs X

• §

Broken Arm - Finance Mrs K

• §

Cut head - Call Centre Mr C

• §

Bruises – Settlements Miss A and Mrs B

• It is believed that there is another bomb in the area and so staff will not get into the building for 10 days.

What happened Exercise A

• Fire bell & DRT callout
• Police & Director briefing
• Executive callout &

briefing

• Bussed to Hampden
• Start work
• Update
• DIIA taken from them
• Plan leaders feedback
• 130 people

Lessons learned

• Concept worked

well

• Walk through as

well as exercise

• Lots of

interdependencies found

• Battleboxes –

contents & CDs

• Directors DIIA's
• Umpiring good

What happened Exercise B

• Met 2pm
• MD + first line

reports

• Meeting fixed

agenda

• Other two business

units met elsewhere

• Coordination

meeting

• Presentation to the

CEO

Lessons learned

• First time directors see their

plans

• DIIA sent back
• Provided the output
• Not enough time for

discussion

• No time for issues such as

communications & media

• CEO briefing not enough to

get their teeth into

• Follow on crisis

management exercise

• Feedback

What happened Exercise C

• IT & telecoms set up
• Plan Leaders set up

Lessons learned

• Application testing fine
• Read instructions
• Importance of a good

buffet

What happened Exercise D

• 122 bussed from

Hampden

• Reception briefing
• Plan Leader to floor
• Start work
• Site coordination

meeting

• Lunch
• Home

Lessons learned

• Concept worked

well

• Order in the busses
• Manage

expectations at centre

• Security guard
• Drives
• Feedback 83.3%

working successful

• Long term?

Umpiring

• Importance of feedback
• Exercise A
• Umpire observation

Results

Gold Dawn Exercise A Observation Results

0% 20% 40% 60% 80% 100% 120% C u s t

• m

e r R e l a t i

• n

s M a r k e t i n g & M R D B U S e t t l e m e n t s C r e d i t M a n a g e m e n t B u s i n e s s S a l e s G r

• u

p S a l e s Q u a l i t y & C

• m

p l i a n c e B i l l i n g C a l l C e n t r e D C C E n e r g y s e r v i c e s C R M C u s t

• m

e r E s t a b l i s h m e n t I & C B i l l i n g F i n a n c e Department Pe rcentage score

Umpiring

• Importance of

feedback

• Exercise A
• Umpire observation
• Plan leaders feedback
• Exercise B
• Exercise D
• Delegates
• Plan leaders

Conclusion

• Doesn’t need to cost lots in

time or money

• Live working as a first time

works

• Style important
• Tie it all together with definite
• utputs
• Involve senior management
• Cant lose

any questions