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___________________________________________________________________________
2011/EPWG/WKSP/006 Session 1
Case Study: Private Sector Business Continuity Planning (BCP) - Suzuki Kogyo
Submitted by: Suzuki Kogyo
Workshop on Private Sector Emergency PreparednessSendai, Japan
1-3 August 2011
2011/8/1
1
APEC
Workshop on Private SectorWorkshop on Private Sector Emergency Preparedness
Suzuki Kogyo Co., Ltd.
Senior Managing Director: Suzuki Shinya
1
Presentation Outline
1. Profile of Suzuki Kogyo
2 Wh W E bli h d BCP2. Why We Established a BCP
3. BCP in Action
4. Impact of the 3/11 Earthquake
5 BCP Based Reconstruction5. BCP‐Based Reconstruction
6. Summary of Suzuki Kogyos’ BCP
Response2
2011/8/1
2
Suzuki Kogyo Co., Ltd.
URL http://www.suzukitec.co.jp
1.Overview of Suzuki Kogyo
■ 67 EmployeesFounded: July 15 ,1966Capital:JPY 60,000,000
■ Five Company Features45 f i b d t h i l k・45 years of experience, based on technical know-how
・Maintains intermediate treatment and recycling facilities
・Manages water supply treatment and sanitation facilities
・Received ISO certification (ISO9001/ISO14001)・Efforts for safety (placement of an external safety supervisor)
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■Locations of Suzuki Kogyo Offices and Factories
The Pacific Ocean
500mfrom coastline
C: Industrial Waste Intermediate Treatment
Facility“Eco Museum 21”
A: Headquarters B: Industrial Waste Recycling Center “Saiseikan” 4
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2.Why We Established a BCP
■Heard the car parts factory suffered damage from Niigata Chuetsu earthquake in 2007 so car parts supply and car manufacture were suspended
■Major earthquakes have struck offshore Miyagi Prefecture several times
□ From 1793 to 2008: 6 major earthquakes
□ Event probability = within 10 years 70% /within 20 years over 90%/within 30 years 99%
□ Expected magnitude in eastern Sendai City = 7.6 □ Expected height of Tsunami along the coastline = 2~3 meters
■Realized the necessity of preparing for the next big earthquake, and decided to develop an appropriate BCP
□ 2008.9.8 Established a BCP development team with 10 management members, with goal of completing development of BCP manuals
□ Held seminars five times so far, including simulation drills5
3.BCP in Action
■Our Key Operations ,Proactive Countermeasures, and Target Schedule
Division in Charge Responsibilities Schedule Prior Preparation and Countermeasures
Sales ①Emergency Management
1 Day *Contract and manifest safekeeping *Execution of Memo of understanding with business partners (MOU)
②C t ti C t 3 Dbus ess pa e s ( OU)
②Contacting Customers 3 Days
Business Operations ③Drain System Cleaning 3 Days *Secure alternative suppliers *Install generators for power *MOU
④Water Tank Cleaning 6 Days
“Eco Museum 21” Environmental Recycling
⑤Incinerator Countermeasures
6 Days *Earthquake Warning broadcast equipment*Secure access to crucial parts and equipment*MOU
General Administration
⑥Internal System Management
3 Days *Server backup system installation*Satellite telephone distribution (one in each plant)p a )
*Employee training (three times annually, five times in total)
Satellite Phone
Earthquake Warning Broadcast Equipment
Employee Training 6
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4. Impact of the 3/11 Earthquake
【Earthquake Timing】: Friday, March 3, 2011 2: 46 p.m.【Earthquake Scale】: Magnitude 9.0【Maximum Intensity】: Downtown Sendai - 6.0*, Miyagi Prefecture - 7.0*
Headquarters Recycling Facility Eco Museum 21
Employee Deaths/injuries
none
Facility Damage some damage (caused by earthquake)
some damage (caused by earthquake)
destroyed (by earthquake and 5 meter tsunami)
■Damage sustained by our company*Japanese Scale
Equipment Damage
majority of PCs, electrical equipment, etc.
some damage, such as cracked surfaces, missing shutters
extensive flooding and complete plant destruction
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□ Area Flooded by the Tsunami
Eco Museum 21
Headquarters
Saiseikan
(Recycle Center)
Red:Areas inundated by tsunami floodingBlue:Devastated residential areas
Headquarters
8
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■Headquarters Damage ■ Recycling Center Damage
Sales Department Branch Office
9General Administration Department Recycle Facility
■Photos of the Damage Sustained
□ Comparison of the area before and after the tsunami
coastline
Eco Museum 21Eco Museum 21
coastline
Pre-TsunamiPost-Tsunami
coastline
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■Eco Museum 21 Damage
Tsunami height
5 meters
Flooded Cleaner Truck
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100meter-runoff
the Vacant Lot of the Office Flowed Office
■ Eco Museum 21 Damage
Flooded Wheel LoaderFlooded Loading Shovel
12Flooded Incinerator Flooded Control Unit
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■Eco Museum 21 Damage
Flooded Incinerator Clashed Trailer to the Building
Flooded Inorganic Sludge Dehydration Facility Clashed car flooded inside of the Building
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5.BCP‐Based Reconstruction
Restoration Activities (1)
March 11 14:46 Earthquake hits Japan
15:30 Disaster prevention headquarters
established; BCP put into operation
・Begin safety and damage checkg y g
・Power restored using generators
(radios, televisions and satellite phones are distributed)
・Satellite phones used to ensure safety
・Arrangements made to secure large‐scale operational generators
22:00 All employees determined safe
March 12 ・Damage to headquarters and recycling plant confirmed
・Sales department reaches out to major customers
・Establish contact with incinerator manufacturer
・Procure additional food and fuel
March 13 ・Establish contact to assist customers
(letter of appreciation was received later)
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2011/8/1
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Restoration Activities (2)
March 14 ・Restore company’s internal systems
・Confirm damage sustained at Eco Museum 21
・Inspect the incinerator (by manufacturer)
・Establish BCP support contract with li d h tsuppliers and merchants
March 15 ・Request companies in other prefectures to cooperate, as outlined in the BCP
・Initiate a carpool to conserve fuel
March 17 ・Work with the companies in other prefectures to handle customer needs
March 19 ・Initiate a patrol of the area around EM21 to search for items dispersed by the tsunami
・Begin cleaning EM21 premises, for example by cleaning the equipment and premises of mud
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■Recovery Targets Compared to Actual Recovery Time
IMPORTANT WORK RECOVERY TIME
Day 1
Day2
Day 3
Day4
Day 5
Day 6
Day 37
Day 38
Emergency Measures
BCP Expected Recovery Time
Actual Recovery Time
Expected Recovery Time w/out BCP in place
3/11
Measures
Contact with Customers
Drain System Cleaning
Water Tank Cleaning
Incinerator Operation (for organic and inorganic sludge)
Internal System Management
Expected Recovery Time of 3 months
April 18 – Normal Operations Resumed
April 18 :Power supply and industrial water supply restored
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2011/8/1
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■Eco Museum Reconstruction Efforts
March April
111213141516171819202122232425262728293031 1 2 3 4 5 6 7 8 91011121314151617181920
Equipment Inspection
Heavy Runoff Collection
Instrument Inspectionand Overhaul
Generator Installation
Janitorial
Obtain Industrial Water
Temporary Office Setup
Begin Formal Operations(Organic Sludge Dehydration Facility)Begin Formal Operations
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(Inorganic Sludge Dehydration Facility)Access to Industrial Water
Electric Power
Truck Scale Installation
Begin Incinerator
Begin Production at EM21
■Reconstruction Efforts at Eco Museum
April 5 (Day 25): Recovering Inorganic Sludge at the Dehydration Facility
April 4 (Day 24): Recovery of Organic Sludge at the Dehydration Facility
April 18 (Day 38): Restoring the Recycling Center Incinerators
April 18 (Day 38): Truck Scale Restoration
18
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■Photos of the Reconstruction Efforts at Eco Museum
Operation with Reconstruction
Operation with Cleaning
19
Completed Reconstruction
Completed Reconstruction
6.Summary of Suzuki Kogyos’ BCP Response
(1)Although this disaster was more severe than assumed under the BCP, each employee recognized the aim of the BCP and responded to the disaster according to the established planto the established plan.
Necessity of conducting employee training during normal periods
(2)Recovery work began soon after the disaster because there were contingency agreements in place with other manufacturers, local electricity companies, and construction companies.
Necessity of building relationships with business partners and securing backup equipment that can be used in an emergency
(3)Portable generators successfully supplied electric power to radios, TVs, lighting and satellite telephones until larger generators could be installed. Access to the phones made communication with business partners in other areas and business continuity with customers possible.
Necessity of securing measures including telecommunications and transportation in an emergency
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