1. Fire Strategy for New Builds
Peter Wilkinson

2. Business continuity planning; How it can influence resilient building design
Peter Wilkinson

3. Agenda Performance-based fire safety design
Business Continuity Planning
Business Impact Analysis
BIA in QDR

4. ‘If you aren't fired with enthusiasm, you will be fired with enthusiasm.’
Vince Lombardi, US football coach ( )

5. Vince Lombardi, US football coach (1913 - 1970)
‘If you aren't fired with enthusiasm, you will be fired with enthusiasm.’
Vince Lombardi, US football coach ( )
‘Give a man a fire and he's warm for the day. But set fire to him and he's warm for the rest of his life.’
Terry Pratchett.

7. Performance Based Design
Performance based design is a practice that provides a framework for developing rational methodology for the design of buildings based upon the application of scientific and engineering principles to achieve stated and agreed objectives

8. Definition What is fire engineering?
Application of scientific and engineering principles, rules, and expert judgement, based on an understanding of the phenomena and effects of fire and the reaction and behaviour of people to fire, to protect people, property and the environment from the destructive effects of fire.
Institution of Fire Engineers

9. Definition What is fire engineering?
Use of engineering principles for the achievement of fire safety.
PD7974-3:2003

10. Development of prescriptive rules
Reaction to disaster

11. Fire engineering origins

12. Fire engineering origins

13. Development of a fire engineering code
DD 240

14. Development of a fire engineering code
BS 7974

15. Development of a fire engineering code
BS 7974
PD 0: Design framework
PD 1: Initiation and development of fire within the enclosure of origin;
PD 2: Spread of smoke within and beyond the enclosure of origin;
PD 3: Structural response
PD 4: Detection of fire and activation of fire protection systems;
PD 5: Fire service intervention;
PD 6: Evacuation;
PD 7: Probabilistic fire risk assessment.

16. Fire engineering today
Allows innovative design

17. Fire engineering today
Allows innovative design
New applications
Super tall buildings
Sustainable buildings

18. Fire engineering today
Allows innovative design
New applications
Super tall buildings
Sustainable buildings
Concerns
Data
Motivations
Life safety objectives only

20. The insurer’s role Not often active participants in QDR
Not identified at design stage
Not invited
Do not contribute
Contract works insurers
Brokers
Commercial considerations

22. What is Business Continuity?
The ability to maintain continuity of business in the event of a disruption to normal operations
An integral part of an organisation’s risk management programme
Often (wrongly) perceived to be all about (and owned by) IT
But also falls within remit of HSE, Facilities, Finance, Risk, etc.
Includes emergency response, incident management and other recovery plans
Focuses on effect of an incident rather than cause
Ultimately helps to achieve business resilience.
In layman’s terms

23. Why We Need BCM
To be able to counteract the negative impacts arising from a disruption

24. The Business Continuity Management Process:
The BCM Lifecycle
Embedding BCM in the Organisation's Culture
Understanding
the Organisation
The Business Continuity Management Process:
Source
BS 25999
BCM
Programme
Management
Exercising,
Maintaining
& Reviewing
Determining
BCM
Strategy
Developing and
Implementing
BCM Response 24

25. BCM Programme Management
Define business continuity scope, policy, aim & objectives
Assign pre-incident roles & responsibilities
Assign budget and resource to the programme

26. Understanding the Organisation
Identify current level of BC preparedness
Carry out scenario-focused business impact analysis discussions involving select business representatives
Define recovery times for all critical activities
Obtain views on implications of an incident based upon current preparedness
Produce a “shopping list” of minimum resource requirements
Conduct Risk Assessment for resources required by critical activities and act on findings

27. Determining BCM Strategies
Identify Required versus Achievable gaps
Develop cost effective recovery strategies
Present options to management in a form that will allow them to decide upon appropriate solution and acceptable level of residual risk

28. Some Solutions Make what the organisation has as robust as possible
Buy more time with contingencies & workarounds
Take advantage of advances in technology
Third party supplier solutions can help keep it simple
Improve data backups and off site storage
Buffer management for supplies
Find alternative suppliers
Improve supply lead times or contracts
Reciprocal arrangements with other companies
Implement manual workarounds
Do nothing! – organise post incident.

29. Developing & Implementing BCM Response – The Plan
Define incident management & recovery organisation
Document clear and concise plans
Incorporate all pre-incident actions within BC Actions Log and monitor progress
Plans = BC, DR and IM

30. Worst Case Focus Plan for the worst case scenario
i.e. where a single incident would have the largest impact on the organisation, regardless of the probability e.g. complete, destructive loss of premises and contents
Lesser scenarios should therefore be covered by the planning

31. Exercising, Maintaining & Reviewing
Carry out tabletop exercises for people and plans
Carry out technical recovery exercises for IT, telephony and data communications
Define maintenance & review responsibilities

32. Embedding BCM in the Organisation’s Culture
Initial & ongoing BC awareness activity
BCM to become an integral part of future projects, business change discussions & supplier contract negotiations
Ongoing expansion of scope to respond to potential threats

33. 10 Benefits of BCM Be in control post-incident
Help safeguard human life
Stand out from competitors
Improve insurance terms
Understand and accept risk exposure
Keep impacts within acceptable levels
Maintain critical activities
Protect jobs
Protect reputation
Sleep at night….
Emphasis on being in control

34. ROBUST Developed by FPA and RISCAuthority Backed by UK insurers
Free of charge

35. Fire engineering process
Start
Qualitative design review (QDR)
Quantitative analysis of design
Reporting and presentation of results
Un- satisfactory
Satisfactory
End
Assessment against criteria

36. Fire engineering process
Qualitative design review (QDR)
Quantitative analysis
Assessment against criteria

37. Business continuity planning
Business impact analysis (BIA)

38. Business continuity planning
Business impact analysis (BIA)
Identify critical activities
Identify resources to support activities
Identify fire safety objectives to protect resources.

39. Business continuity planning

40. BIA within QDR

41. BIA within QDR

42. British Standard

43. British Standard
Part 8: Property protection, mission continuity and resilience
DPC early 2012

44. Conclusion
Architects and engineers will be able to ask their clients the right questions
Interpret existing BIA information
Facilitate a BIA
Define the most appropriate fire safety objectives
Design appropriately resilient buildings

45. I violated the Noah rule: Predicting rain doesn't count; building arks does.
Warren Buffett

46. Contact
Peter Wilkinson Associate Director Fire Protection Association