Managing risks, Energy Production & Energy Trading.
- The ERM exercise has shown that a pandemic is a substantial risk for which insufficient business contingency is foreseen.
- The potential impact is insufficiently clear and no plans have been drawn up for this specific scenario.
- Planning for a pandemic requires a specific approach.
- A pandemic is not geographically limited, and can occur in waves that last for several months and affect all suppliers and customers at the same time.
- Work sessions with all business units, both intra-business and inter-business, to analyze the strategic and tactical business impact.
- Based on a risk analysis, a contingency strategy and budget vision is proposed.
- Specific Business Continuity Plans (BCP) must be drawn up for each production unit (PU), for the head office (HQ) and for the IT service (ICT).
- The BCPs of the PU’s, HQ and ICT each require a specific approach. Workgroups are set up with a BCP downer at board level each time.
- A gap analysis indicates that ICT facilities need to be reviewed to take into account maximum homeworking and the strict regulations for certain activities.
- Proposals and restrictions are fed back to BCP-owners.
- Strategic outsourcing partners are involved in the exercise.
- For necessary on-site activities, protocols are developed, together with H&S management, to protect employees at work.
- A general BCP document is drawn up, with sub-plans for the different services.
- After approval, the plans are tested (table top & live testing).
- The BCP Pandemic has been approved by the management and works council.
- The Pandemic BCP is embedded in the daily operation of the organization, with annual exercises. Responsibilities to keep the plan up to date are indicated.
- The plans were successfully put into operation during the Covid-19 pandemic, 10 years after they were initially elaborated.