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.