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BUSINESS CONTINUITY MODEL OF THE NPP ’ SYSTEM FOR REMOVING THE HEAT

With the financial support of the Prevention, Preparedness and Consequence Management of Terrorism and other Security-related Risks Programme. European Commission-Directorate-General Home Affairs. BUSINESS CONTINUITY MODEL OF THE NPP ’ SYSTEM FOR REMOVING THE HEAT.

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BUSINESS CONTINUITY MODEL OF THE NPP ’ SYSTEM FOR REMOVING THE HEAT

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  1. With the financial support of the Prevention, Preparedness and Consequence Management of Terrorism and other Security-related Risks Programme. European Commission-Directorate-General Home Affairs BUSINESS CONTINUITY MODEL OF THE NPP’ SYSTEM FOR REMOVING THE HEAT PROJECT: “DEVELOPMENT OF TOOLS NEEDED TO COORDINATE INTER-SEKTORAL POWER AND TRANSPORT CIP ACTIVITIES AT A SITUATION OF MULTILATERAL TERRORIST THREAT. INCREASE OF THE CAPACITY OF KEY CIP OBJECTS IN BULGARIA - HOME/2010/CIPS/AG/019” WORKSHOP: “Business Continuity Management (BCM) of the Nuclear Power Plant (NPP) System. Modeling and Procedures Development of Advanced System for Security and Water Channel Protection (ASSWCP) of the NPP” KOZLODUY NPP, 05 of JUNE, 2012 ASSOCIATED PROFESSOR KIRIL STOICHEV, PhD

  2. MODULE 1 BUSINESS IMPACT ANALYZE OF THE “KOZLODUY” NPP SYSTEM FOR REMOVING THE HEAT, ITS TRANSFORMING INTO KINETIC POWER OF THE STREAM TURBINE ROTATION AND INCREASING OF THE SYSTEM PROTECTION AGAINST TERRORIST THREATS TASK 2 BUSINESS CONTINUITY MODEL OF THE NPP SYSTEM FOR REMOVING THE HEAT

  3. PARTICIPANTS Project Manager: Associated Professor Kiril Stoichev, PhD - Institute of Metal Science, Equipment and Technology with Hydroaerodynamics Centre "Academician A. Balevski” (IMSETCHA- BAS). IMSETCHA-BAS: Assoc. Prof. Tsanka Kamenova, PhD, Asssoc. Prof. Todor Stoichev, PhD, eng. Dimitar Dimitrov. NATIONAL DEFENCE ACADEMY “G.S. RAKOVSKI”: Colonel Associated Professor Miroslav Dimitrov, PhD; Lutenant Colonel Nikolay Kotsev; Associated Professor Nikolai Denchev, PhD; Associate Professor Lyubomir Vitanov, PhD; Head Assistant Professor Lyubosvet Stoev. NPP “Kozloduy” PLC: Anelia Cvetkova, Sashka Nikolova, Emil Kichev, PhD, eng. Dimitar Popov, Vladimir Marinov. TASK DESCRIPTION The implementation of this task requires elaboration of Business Continuity Plan of the “Kozloduy” NPP System for removing the heat, its transforming into kinetic power of the Steam Turbine Rotation – further below presented as “the System”. Duration: 08.06.2011 – September 2012 г.

  4. INTRODUCTION The scope of the technological/business continuity processes comprises management activities and integrated plans that create conditions to maintain the continuity of critical for certain organization processes. This scope covers all aspects of an organization unit, which take part in the maintenance of the critical processes and they are: personnel; buildings; suppliers; technologies; data. Its determinative role particularly grows when the case in point is to guarantee the continuous operation of critical infrastructure objects and most of all those defined as such in power engineering.

  5. Methodology and Model of Business Continuity Management of Critical Infrastructure • Creating of unified Methodology and Model of Business Continuity Management of Critical Infrastructure will bring the following effects: • • Providing conditions of carrying out reliable assessment of the critical activities and processes and improvement of their viability which guarantee acceptable operation of the objects under conditions of impact on their performance and characteristics; • • Increase of the training efficiency of the officials in charge of the objects continuous operation; • • Providing conditions to improve the continuous operation good practices; • • Decrease of the expenditures for building Business Continuity Management Systems of critical infrastructures and objects; • Multiplication of the above said results in the critical infrastructures of power engineering and transport of the EU member countries.

  6. METHODOLOGY OF PLANNING THE INFRASTRUCTURE OBJECTS CONTINUOUS OPERATION The methodology will contain, but without being limited to, the following components: Terminology standardization; Identification of the major, minimum obligatory planning stages; Determination of the approaches to create Business Continuity policy and Strategy; Description of the obligatory preliminary analyses (such as for instance Business Impact Analysis), that should be performed in the stage of plan preparation with the purpose of determining the critical processes and the impact degree on them by the various kinds and types of threats; Determination of alternative decisions and priorities to secure continuous operation as well as approaches to their realization; Determination of the type of plans (Incident Response and Management Plan, Business Recovery and Resumption Plan, Communications&Media Plan, etc.); Determination and choice of different methods and manners to put the plans in operation with the purpose to obtain the best final results; Determination of adequate methods, forms and approaches of personnel training; Selection of approaches to create data bases and process automation; Development of mechanism for planning monitoring and realization of the activities for continuous operation maintenance.

  7. MODEL OF CRITICAL INFRASTRUCTURE BUSINESS CONTINUITY MANAGEMENT SYSTEM The Business Continuity Management is not only the preparation of plans. It is necessary, after the planning phase, to develop activities in support of the progress of the efforts in direction of permanent improvement of the planning and transformation of the accompanying processes in a part of the overall culture of the respective organization. For that purpose a Business Continuity Management System of the NPP “Kozloduy” System for removing the heat, its transforming into kinetic energy of the steam generator of reactor WWER- PWR typewill be developed. The base of the development isBS 25999 - 2:2007 and good practices at this area.

  8. The system scope will be defined which will include obligatory but will not limit to: Business Continuity Management Policy; Business Continuity Management Strategy; Business Impact Analysis; Risk Assessment; Business Continuity Management Plan; Corrective and preventive actions; Training.

  9. BUSINESS CONTINUITY MANAGEMENT POLICY The purpose of this policy is to formalize a program for continuity of the system and to define guidelines for developing, maintaining and exercising Business Continuity Plan. The policy sets out the basic principles and framework necessary to take adequate action in emergencies, sustained recovery and resumption of operations and activities of the System during and after the terrorist attacks. The scope of this Business Continuity Management Policyis limited up to the System elements and their location in the System.

  10. STRUCTURE 1. DESCRIPTION OF THE TASK 2. PURPOSE 3. SCOPE 4. STATEMENT OF THE POLICY: Policy intent; Policy objectives and principles. 5. POLICY COMPLIANCE 6. APPLICABLE INTERNATIONAL OR NATIONAL STANDARDS 7.KEY STAKEHOLDERS 8. APPROVAL DATES 9. POLICY SPONSOR 10. CONTACT PERSON

  11. BUSINESS CONTINUITY MANAGEMENT STRATEGY • STRATEGY GOALS AND ELEMENTS: • determined by the management executive officer responsible for BCM; • • provides strategic support from company management for BCM; • • identify other key roles and responsibilities; • • creates conditions that BCM program is aligned with strategic objectives of NPP KOZLODUY. • Main Results: • • providing strategic support at the highest level for the management of the entire BCM program; • • determining the framework for compliance with best practice set out in British Standard- BS 25999.

  12. RISK MINIGATION – Main strategies: • 1.1Provision of physical and perimeter security for NPP buildings; • 1.2 Detection systems of fire outbreaks and their suppression; • 1.3 Uninterruptible Power Supply(UPSsystems); • 1.4 Standing back up for electronic data; • 1.5 Reliable storage of critical documents on hard copy; • 1. 6 Records Management; • 1.7 Regular maintenance of emergency equipment and materials; • 1.8 Prior checking of staff before taking up employment; • 1.9 Secondment, leave the staff on holiday and the appointment of replacements; • 1.10 Providing multiple suppliers of critical products and services; • 1.11 Training of personnel for actions in different situations; • 1.12 Management succession.

  13. 2. IMPACT MITIGATION. 3. CRITICAL FUNCTIONS RECOVERING. 4. CONTINUITY STRATEGIES FOR CRITICAL FUNCTIONS 4.1 Alternative workplaces; 4.2 Communication tools; 4.3Equipment & Materials; 4.4Personnel.

  14. Business Continuity Plan • 1.1.1 Main Goals • Development of BCP management structure against terrorist threats that affect the System, respectively NPP Kozloduy; • Documenting the critical information needed to accomplish BCP; • Provide guidance to the growing development to NPP Kozloduyagainst terrorist threats which which could result in enforcement of thisBCP. • 1.1.2 Scope • The scope of the BCP is limited to those elements and their locations in the system.

  15. Business Continuity Plan 1.2 BUSINESS CONTINUITY PLAN POLICY 1.2.1Developing and Implementing a continuity plan; 1.2.2Business Continuity Planning Framework; 1.2.3 Testing, Maintaining and Re-assessing the Business Continuity Plan; 1.3 BUSINESSCONTINUITYPLANASSUMPTIONS 1.4 BUSINESS IMPACT ANALYSIS (BIA) SUMMARY 1.5 BUSINESSCONTINUITYSTRATEGY

  16. Business Continuity Plan • 1.6 PLAN DEVELOPMENT METHODOLOGY • 1.6.1 The plan contains, not limited, the following information: • Strategy for overcoming incident; • Minimum Recovery requirements for Business Continuity; • List of Team-members, rights and responsibilities and PoC; • List of off-site materials; • Activities grouping into phases.

  17. Business Continuity Plan • 1.6.2 Each activity describes: • What has to be done; • How it can be done; • Who can do it; • What is needed to do it; • Where it can be performed from; • When it can start; • How long it should last; • When it should end?

  18. Business Continuity Plan 6.3 The activities will be grouped in the following phases [1]: Phase 1 – Initial Response & Assessment; Phase2 – Interim Contingency Measures; Phase3 – Resource Provisioning; Phase4 – Operations Resumption; Phase5 – Return to Normal. [1]Phase:A phase is a grouping of activities used to provide a logical structure for each team’s plan.

  19. THANK YOU VERY MUCH FOR YOUR ATTENTION! INSTITUTE OF METAL SCIENCE, EQUIPMENT AND TECHNOLOGIES WITH HYDROAERODYNAMICS CENTRE BULGARIA, SOFIA, 1574, 67, SHIPCHENSKI PROHOD blvd., TEL.: + 359 2 46 26 200, FAX: + 359 2 46 26 300

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