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The misfortune of Mumbai city causing numerous natural or intentional disasters and
in past few years and in the recent past has impacted the corporate world. CEOs are
now dead serious about securing their prized assets, data, clients, manpower and
infrastructure. While concepts like Disaster Recovery (DR) aren't new, the issue of
Business Continuity (BC) has suddenly gained importance. We at Integreon have a
BCP plan that addresses all such risks and secures systems that are vital to business
operations.
While everyone stresses the importance of BCP and DRP, few Indian organizations
actually get down to documenting, implementing and testing it. Mumbai is a fairly
risk-prone city. We've had natural disasters but we've always recovered from these.
This attitude has been the same in the corporate world.
Scope
The following was the methodology for creating this Business Continuity Plan:
Assessments
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• Establish Maximum Tolerable Outage and Recovery Time Objectives for critical
business functions
• Document internal and external operational and site risks
• Document state of preparedness and mitigation opportunities
• Evaluate and document vulnerability to physical and/or data security
• Evaluate current contingency plans and document short-falls and
Recommendations
Evaluate and document technology backup considerations including alternative
sites, transport and telecommunications and transport requirements
Our BCP necessitates the provisioning for redundancies at all levels. This includes not
just servers, storage, networking equipment and connectivity links, but also other
infrastructure services like cafeteria, transport and power supplies. The plan will
cover all risks that could possibly affect our business and ensure business continuity
ranging for a few hours to days. The plan ensures continued availability, reliability,
and recoverability of resources and provides an enterprise-wide risk-based approach,
covering People, Processes, and Technology and Extended services to ensure
continuing availability of business support systems and minimize disruption risks.
Highest level of seriousness for business continuity is reflected to meet the stringent
requirements of our clients providing round-the-clock support, including the plan to
move employees to the BCP site and resume operations in the advent of an
emergency in a matter of hours.
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The disaster factors considered in the preparation of the BCP are:
POWER
Power Operation:
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The average consumption of power in terms of unit consumed for Andheri is
________ units.
The primary power supply’s main panel is located in the basement of our
premises along with switchover panel from primary power to DG set and
back. If the elevators are working the approx time taken to reach the panel
is 5 mins* (including waiting time for the elevator). The route is generally
avoided, by staircase it takes about 3 minutes (this route is the primary
route taken in case of a primary power failure.
There exists a visual mechanism at the security desk that indicates the primary
power failure. The housekeeping staffs along with the security guards are trained to
operate the DG set and to respond with utmost urgency switch it on DG set. This
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process normally takes about 5 to 7 mins. The UPS provides power to Servers,
Desktops, and printers as under:
The 125 Kva diesel generator set is located on an elevated platform (approx 4 feet
from the ground) with the building premises.
The diesel generator set is manually operated. The approx time taken to start the DG
set is about 6 to 7 mins. The entire house keeping staff and security staff is trained
to operate the DG Set. The DG set holds approx 125 liters of diesel in its tank and
additionally we store around 200 liters, this ensures smooth and continuous power
supply for about 12 hours.
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We have a Diesel Gas Station at about 700 meters from diesel set who supplies us
diesel on demand to feed the generator for longer haul.
Backup DG Set:
Incase, of Diesel Generator set failure, we have contracted with a vendor to supply
us with a mobile diesel generator set.
Manpower Planning
Every company has employees it considers "critical Assets" or "key Assets". What if
some of our employees refused to come to the office during an infectious disease
(ID) epidemic, claiming their jobs just weren't worth risking their lives--or the health
of their families?
A report says, inter-alia other findings, that most companies won't consider adjusting
employee compensation:
In the U.S., it was 39 percent; in the U.K. and Hong Kong, the rate was just 17
percent.
It can be assumed that's its 'whistling past the graveyard'. We have just not yet
experienced the real impact of a single human point-of-failure.
In order to tackle this problem and to put to rest the fears of our associates
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their report says, inter-alia, that most companies won't consider adjusting employee
compensation:
In the U.S., it was 39 percent; in the U.K. and Hong Kong, the rate was just 17
percent.
It can be assumed that's its 'whistling past the graveyard'. We have just not yet
experienced the real impact of a single human point-of-failure. We have rigidly
fought all emergencies head on.
It seems obvious that for functions that only one person knows how to do, or is the
only person authorized to do, or is the only one who will do, we will eventually say,
effectively, 'We'll do whatever you ask to get you to do the work. What do we have to
do?'
It wasn't compensation that employees were talking about during the SARS outbreak
in Asia in 2003. It was personal and family safety. It will be in a future epidemic, too.
Family Safety
Personal Safety
We offer a private car and driver to transport all our associates to and from work.
2. "Knobs, handles and buttons": the most common route of transmission for
influenza is touch. To inhibit the spread of disease, the cleaning crew uses alcohol
on door knobs, FAX machine keys, copier machine buttons, the coffee-dispenser
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buttons, faucet handles in the toilet, telephone handsets... you get the idea.
Cleaning is a continuous process at Integreon
Shift Scheduling:
The shift leads of all operating hubs, on an ongoing basis create their shift schedule
keeping the above model in consideration in anticipation of disruptive situation.
Hence, their talent mix is maintained to an optimum level ensuring proper availability
of associates to ensure business continuity.
Crisis Communication
Transport
We have at our disposal a fleet of 8 five seated Sumo’s that are available 24x7.
Additionally we have 2 buses plying 6 times between two stations (Andheri Station
and Kurla Station) providing station pickup and drops at the start and completion of
the three shifts.
In recent past, we have had situations the Mumbai city that tested the transport
service and the results have been satisfactory. The impact on transport services are
directly related to time and extent of the disruption. However, at any given time we
can have 5 vehicles at our disposal to encounter disruptive situations to home drop
or home pickup
We have indigenously devised a method which we apply in case the BCP is initiated.
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When the BCP is initiated the shift lead commences the task identifying associates
based on the above model and the transport services are pressed into service. We
have also contracted with the transport vendor to provide extra vehicles on demand
at a short notice. We had the opportunity in the recent past when we made this
demand and the results were satisfactory.
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Soap 15 Housekeeping Security
Hair Oil 2 bottles Housekeeping Security
Pulses and Cereal Sufficient Housekeeping Security
Blankets/Sheets 2 Housekeeping Security
Magi noodles 288 Cafeteria Cafeteria
Parle Biscuits 288 Cafeteria Cafeteria
Enough to
Sandwich Material make 75 Cafeteria Cafeteria
Sandwiches
Lunches/dinner Abundant Cafeteria Cafeteria
Resting/Sleeping Space Abundant Empty Hubs Security
Television 1 Cafeteria Security
The stocks of the above material is always maintained and checked for
expiration date on a weekly basis
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Introduction
The events of July 26th 2005, Mumbai deluge, and the Bird flu scare in Mumbai have
escalated a need for emergency preparedness, training and the need for a robust
program which expends the need for emergency preparedness and response training
in case of fire, floods, medical emergency and vulnerabilities in the face of natural
disasters and severe weather conditions.
It is Integreon’s responsibility to provide a safe place for all employees to work. The
objective of this document is to document procedures and equip and prepare
members of the Emergency Response Teams for emergency preparedness.
The area of emergency preparedness is extremely broad and includes the following
areas:
Fire
Natural disasters
Emergency preparedness can be divided into three categories: emergency
preparedness for businesses continuity and to secondly to take charge in event of an
emergency. In addition emergency preparedness is often known as emergency
planning, emergency response, or disaster response. Since emergency preparedness
is a broad subject area, this document will focus heavily on emergency preparedness
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as it applies to the workplace environment, as this has historically we have suffered a
few times since inception.
Fire
Identifying potential causes of fire lies at the heart of preventive measures we can
take to avoid a potentially volatile situation.
While much attention has been given to the health risks posed by smoking, its role
as a major cause of fire has rarely made it into the headlines. The countless
cigarettes and matches used by smokers in the smoking zones pose a substantial
threat this however can be easily minimized through education and simple office
procedures.
All these are potential causes that can either ignite or add to a fire situation.
CHECK LIST
Daily Checklist For Electrical Equipments Andheri Delivery Center
Date: -_______________ Time: -___________
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Smoke
Sr. Electrical Electrical Shredding
LOCATION Lights Detector / Air Conditions Remarks
No switches panels machine
Alarm
1 RRD
2 Customer Service
3 Application Development
4 Server Room
5 Empty Hub
6 RRD’s Manager’s Cabin
7 Staircase
8 IT Storage
9 Cafeteria
10 Men’s Room
11 Ladies Room
12 Electric Panel Room
13 Training Room 1
14 Conference Room
15 Training Hub
16 Training Room 2
17 Training Room 3
18 Housekeeping Storage
19 Reception Area
20 Staircase
21 Intralinks
22 IT Room
23 Finance
Smoke
Sr. Electrical Electrical Shredding
LOCATION Lights Detector / Air Conditions Remarks
No switches panels machine
Alarm
24 Empty Hub
25 Growthink I
26 Admin
27 Bloomberg Room
28 Growthink II
29 Bear Pres Graphics
30 Bear Research
31 HCM
32 KS-Analytics
33 Shared KS
34 Cabin 1
35 Cabin 2
36 Cabin 3
37 Cabin 4
38 Cabin 5
38 Cabin 6
39 Cabin 7
Security on Duty: -_________________
Name: -________________
INTEGEREON AUTHORISED SIGNATORY
Risk Assessment:
Hazard Who might Existing controls Relevant Risk Future actions
be harmed standards assessment
Fire Occupiers, Policies and Fire risk Low As
visitors, practices for assessments recommended
contractors • Fire detection carried out by by Continuous
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Hazard Who might Existing controls Relevant Risk Future actions
be harmed standards assessment
staff system Admin Improvement
• Evacuation
procedures
• Fire action
notices
• No smoking
policy
• Provision &
maintenance of
fire extinguishers
• Collection of
flammable waste
materials
• Electrical
maintenance
Any fire within the premises will be detected by fire and smoke detectors. The
following is the count of these detectors:
Smoke Alarm
LOCATION
RRD 5
Customer Service 1
Application Development 2
5th Floor Server Room 2
Empty Hub (Previously DCGS) 2
Application Development 2
RRD’s Manager’s Cabin 0
Staircase 0
IT Storage 0
Cafeteria 2
Men’s Room 1
Ladies Room 0
Electric Panel Room 0
Training Room 1 1
Conference Room 1
Training Hub 2
Training Room 2 1
Training Room 3 2
Housekeeping Storage 0
Reception Area 2
Staircase 0
Intralinks 0
IT Room 1
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Finance 1
Empty Hub (Previously Lehman) 2
Growthink I 1
Admin 1
Bloomberg Room 0
Growthink II 1
Bear Pres Graphics 1
Bear Research 1
HCM 1
KS-Analytics 1
Shared KS 2
Cabin 1 1
Cabin 2 1
Cabin 3 1
Cabin 4 0
Cabin 5 1
Cabin 6 1
Cabin 7 1
The audit reveals that Smoke and fire alarms needs to be installed in the following locations:
Smoke and Fire Alarm Sensors Qty
to be Installed Required
RRD’s Manager’s Cabin 1
Staircase 1
IT Storage 2
Ladies Room 1 & 2 2
Electric Panel Room 1
Housekeeping Storage 1
Intralinks 1
Bloomberg Room 1
Cabin 4 1
Passages on the 4 & 5th floors 5
With the recent reconstruction activity we are taking care of installation of these
smoke and fire alarms.
The Smoke detectors acting as early warning system will trigger the fire alarm, which
is and will be audible to all the occupants. Once the fire is detected the Emergency
Response Team “ERT” will swing into action to evacuate the premises.
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The ERT consists of the following:
ERT Members List - Andheri Delivery Center
Dept First Name Last name
RRD Bhavin Sangoi
Amit Patel
Somil Dharia
Abhishek Shetty
Harish Sharma
CS Prashant Warrier
Nevil Chedda
AD Samuel Suripogu
Ajish Kurian
Rahul Awacher
Intralinks Parag Shah
Sandeep Suryavanshi
Training Pradnya Patil
Ronak Mehta
Samit Mhatre
Growthink Aarti Dogra
Shared KS. Ashwin Poojari
Bishwjit Dadwal
Finance Mahadev Mulgir
Vicky Busa
Anup Varak
HCM Faizal Roshan
Mitual Parikh
Mitesh Shah
Arvind Ambekar
Security
IT Tarique Sheikh
Krishna Kumar Pillai
Santosh Lokhandne
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There two exits on the fourth floor (One main exit and an emergency exit).
The Hub Wise exit usage guide is as follows:
The members of the ERT will ensure orderly, smooth and chaos free evacuation of
the occupants to a designated area near Sony entrance which is a no parking zone
and can accommodate about 100 people outside the building (100mtrs away).
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Designated Area
Deactivation of the Access Server currently is a manual action, which will be initiated
by the on duty security personnel, which easily accessible so that the deactivation
takes place with in 5 seconds of the alarm.
Admin will coordinate with IT to look into the feasibility of automatic deactivation of
the Access Server.
Fire Control
We have outsourced (Usha Fire fighting Services – Mr. Nikhil (Mobile # 9322768033),
for the training and preparatory session for Emergency response team to be trained
in fire fighting and to conduct mock drills. Once this training is completed the ERT
will be equipped and ready to extinguish fire.
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We have 24 fire extinguishers strategically place to be used in case of fire. All these
extinguishers are serviced and validated for the next one year.
The 5th floor has 8 fire extinguishers, which are strategically placed; we are in the
process of drawing up the floor plan to indicate their locations.
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Inspection of the Damage & Continuity
After extinguishing the fire the team members will inspect the area for damage and
conduct a root cause analysis, Evaluate the extent of damage done, will evaluate if it
impact on business continuity, if yes then in how much time can it be restored. The
team will calculate time frame and decide if the restoration can happen without
affecting the SLA’s. The restoration process would include furniture, desktops, air-
conditioning, essential services like cafeteria, washrooms, communications etc. If the
restoration is not possible and would affect SLA’s the shift people to off site
Integreon – Powai and resume normal operations with 6 hours. The ERT will evaluate
whether it is safe for the employees to come into the building and resume normal
operations in all other areas and accordingly let them in.
Corrective actions
Based on the RCA, identify what corrective actions need to be taken to Prevent
recurrence of the incident. Implement the corrective actions and check its
effectiveness through periodic audits.
Barriers considered
In this BCP all barriers and obstacles were confronted, the primary one being
investment to meet the ultimate objective to create redundancies for almost all
systems. We have considered innovative alternatives to avoid exorbitant cost.
Once the designed BCP plan is approved the investment and commitment will follow.
Then the challenge is to implement it in phases.
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