Download - Session%204 prestes eduardo may 22 2014 0
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NATURAL DISASTERS, RISK MANAGEMENT &BUSINESS CONTINUITY PLANNINGThe Brazilian Experience
Eng. José Eduardo Prestes Alves, M.Sc.
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BRASIL MAJOR NATURAL CAUSES DISASTERS
Landslides, Floods, Inundations and Droughts
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The landmark of the Brazilian Natural disasters timeline was the Rio de Janeiro landslide of 2011
( 916 casualties and 345 people missing )
Local ordinary people still sees Brazil as a
“natural disasters free” country;
They relate Natural disasters only to big issues: They relate Natural disasters only to big issues:
Huracanes, Earthquakers, Tsunamis, active
Volcanos and Tornedos
Droughts, landslides and floods are
considered to be part of urban life, acceptable
and well known “familiar risks“.
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THE BRAZILIAN EXPERIENCE: The Civil Defense Role
•Natural Disasters : Focus on emergency short term priorities
People safety and security
Medical Care / Clothing / Fooding / Shelter
Protect and repair strategic publicinfrastructure assets (state owned)
Roads / Energy / Transportation / public buildings / Telecommunication / Water supply / sewage,etc.
CIVIL DEFENSE
Companies located in theaffected areas are “by their own”
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WHAT ABOUT THE WHAT ABOUT THE BRAZILIAN COMPANIESBRAZILIAN COMPANIES
AFFECTED BY NATURAL DISASTERSAFFECTED BY NATURAL DISASTERS??
Going from a Reactive Emergency Response Culture to a• Going from a Reactive Emergency Response Culture to a
Proactive Risk Management behaviour
•• Using BCP as a Business Risk Reducing tool
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THE RISK MANAGEMENT IN BRAZILIAN COMPANIES
Risk Analysis/Risk Map
What is important ?: “ Go back to Business, faster and safely” ( Back to Business ≠ Back to operations )
Emergency ResponseEmergency Response
Disaster recovery
( Back to operation )
Business Continuity
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Reducing Risk by practicing good Risk Management and Business Continuity Planning
World CupRisk Management
Planning
Risk Reduction:Risk Reduction:Petrochemical Sector
BCP
Risk Reduction:Energy sector
BCP
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FIFA World CUP & Brazil: Reducing Risks through Risk Management good practices ( case 1 )
US$ 1.170 billion budget to
Manage Safety Risks during
the World Cup. 30 days, 12 cities
and 600.000 tourists
Investments in intelligence,
27 MICCS ( Mobile IntegratedControl and command Systems) in
the 12 hosts cities and one ICC ( International Cooperation Center )
in Brasiia, the capital City
Investments in intelligence, technology, equipments and
training to get synergy among all policies and country armed
forces
Security forces of 177.000 men: 100.000 public forces, 20.000 private security and 57.000 army, navy and air
force soldiers
12 ICCS( Integrated Control andCommand Systems) in the 12
hosts cities
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Companies are Reducing Risk by practicing good Risk Management and Business Continuity Planning ( case 2 )
A thunderstorm ( ND ) struck a power station in a key trasmission line in
the northern part ofBrazil
41 companies located in thebiggest Petrochemicalbiggest PetrochemicalComplex of the south
Hemisphere suffered a Blackout
2 weeks to go fully back to operations. Heavy business
damages. Local Class associationis promoting RM / BCP
initiatives to reduce risks andbusiness losses
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NATURAL DISASTERS, RISK MANAGEMENT & BUSINESS CONTINUITY PLANNING
The Brazilian Experience
Local companies, indirectly affected by the ND, also have
financial losses due to important Business interruptions;
They are not yet part of the Brazilian authorities equation
(ND recovery = People + infrastructure care);
Brazilian companies: focus on Emergency Response and
Conclusions & Recommendations
production recovery, not on the business as a whole. Mentality
is changing;
Business is interrupted for companies located in the disaster
area, even if they are not physically affected;
Business Continuity Planning, as part of the
companies economical and social faster recovery
objectives ( after a ND ), is mandatory and shall be
promoted by government and international Institutions.