by

Mr. Venkataram Arabolu,

Managing Director, BSI Management Systems India

In Association with PetroFed

Business Continuity Management for

Oil, Gas & Petrochemical Industries

September 16, 2008, New Delhi

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About BSI Group

• Founded in 1901, Royal Charter Company

• Clients in over 120 countries, BSI India Commenced operations in year 2000 and has over 3500 customers.

Independent assessment (third party & second party), certifications and training of management systems

Product testing Labs & services

The development of Management systems Standards such as BS 5750 (later became ISO 9001)

Integrated Management System software

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What is Business Continuity Management ?

Definition

Holistic management process that identifies potential threats to an organization and the impacts to business operations that those threats, if realized, might cause, and which provides a framework for building organizational resilience with the capability for an effective response that safeguards the interests of its key stakeholders, reputation, brand and value-creating activities

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A turning point-but not the least

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Disruptions that we are familiar with

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Heart of U.S. Oil and Gas Industries Shut Down as Storm Approached

About 23 percent of the nation's oil refining capacity lies along the Texas coast

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Hurricane IKE, Path, September 14th 2008

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Shallow water facilities that currently act as a hub

Deepwater facilities that currently act as a hub

Future deepwater facilities

Pipelines

Spread of Oil & Gas facilities covering Texas, Louisiana, Mississippi & Alabama

Oil & natural gas production has been shut (US major Oil refineries with capacity of 5 MMBBL which is about 30% of US capacity in the effected area)

Staff has been evacuated from 452 production platforms (63.0%) and 81 rigs (66.9%)

4.5 Million people with power outage,no water, no power and no gasoline.

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Disruptions in India

• Private Petroleum companies Shut retail outlets

• Oil spills threaten Gujarat marine park,

• Refinery fire & Explosion leading to shutdowns, affecting supplies & profitability etc

• Spurt in LPG imports due to unit interruption

BHN 5 BHN 5 after the fire

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Global Threats in Oil and Gas Industry

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Terrorism

Corporate

Culture

Learned helplessness

Acquisition

Unreliable supply

obsolescence

Resource nationalism

Global warming

Outsourcing

Emerging threats….

unexpected event

Regulation deregulation

Pandemics IT Security

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Marsh Report 2008

Type of Risk

Terrorism & Criminal Activities Availability of Oil and Gas Resources Energy price volatility Infrastructure & Development obsolescence Political/regulatory risk issues Risk of Natural Disasters Recruitment & retention of qualified work force Outbreak of Pandemic Environmental impact of operations Systemic financial risk Supply chain risk Increased internationalization ( partnership/JV risk) Global macro-economic risks

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Revisit - Business Continuity Management

Definition

Holistic management process that identifies potential threats to an organization and the impacts to business operations that those threats, if realized, might cause, and which provides a framework for building organizational resilience with the capability for an effective response that safeguards the interests of its key stakeholders, reputation, brand and value-creating activities

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Reality

• Nearly 1 in 5 businesses suffer disruption every year

Source BCI

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People risks , 34.51

Technology risk, 18.62

Process risk , 26.65

Data risk , 5.14

Supply Chain partner risk , 8.35

Collaboration w ith public authorities , 6.74

What do you think is currently the weakest link in your Business continuity strategy, planning and recovery efforts?

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BS 25999

• BS 25999-1:2006 Code of practice for

business continuity management

Published 28 November 2006

• BS 25999-2:2007 Specifications

Published 20 Nov. 2007

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What a BCMS achieves

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Business Continuity Lifecycle

Understanding the Organization

Determining BCM strategy

Developing and implementing BCM response

Exercising, maintaining and reviewing

BCM program Management

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Plan–Do–Check–Act (PDCA) Cycle

Interested Parties

Interested Parties

Interested Parties

Interested Parties

Business Continuity

requirements and

expectations

Managed Business Continuity

EstablishEstablish

Maintain and improve

Maintain and improve

Implement and operate

Implement and operate

Plan

Check

Act Do

Monitor and review

Monitor and review

Continual improvement of the Business Continuity Management System

Continual improvement of the Business Continuity Management System

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Why BCMS ?

• Minimize business disruptions

• Quickly recover to normal business operations

• Protect an organization’s value and reputation

• To meet shareholder commitments

national / legislative requirements

legal, regulatory and contractual commitments

moral and social responsibilities

• Demonstrate “best practice”.

• Reduce insurance liabilities.

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Board

CEO

CFOCRO

Business Unit

Business Unit

Business Unit

Treasurer's office

Seeks strategic dialogue about risk but must rely on intuition

Has narrow & siloed view of risk, often focusing on compliance

Lacks the knowledge & risk vocabulary to engage in dialogue with management

Understands the risks but has little influence on decision making

Uses sophisticated risk management tools, but only for short term risk

Lacks the sophistication to understand, much less measure, their own risks

Sample Organizational Risk Culture

Source HBR Sept 08

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Logical steps

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Risk matrix

Critical

Less critical

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Risk Impact versus control

Priority focus should be on the aspects with high risk and those with the largest gap between risk and control

IMPACT FACTOR VS STRENGTH OF CONTROL FOR ACTIVITIES

Vulnerability impact factor Strength of Controls

28BCM – the way forward

1. Top level commitment

3. Identify the Threats and Risks

2. Initiate the Management Process

8. Test, Exercise and Maintain the Plan

7. Developing and Implementing the Plan

6. Develop Strategies

5. Business Impact Analysis (BIA)

4. Manage the Risks as part of Risk Management

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Where BCM is going?• No longer just a fashion accessory, BCM is now an integral part of

managing the business

• Integrated across all business functions; no longer seen as an IT speciality

• Now being accepted as a strategic business imperative

• Progress towards independent auditable processes

BS25999-2

• Broader based agreement on what is best practice in the form of the a new standard, BS 25999-1

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Thanks

End of Presentation