Energy Resilience. September Energy Resilience. Vision and Objectives

Transcription

1 Energy Resilience September 2017 Energy Resilience Vision and Objectives

2 Contents Team Overview How we identify and manage risk Energy Emergency Executive (E3) Emergency Response Case Study 105 Emergency Number Energy Resilience Vision and Objectives

3 Downstream Oil Resilience Energy Resilience and Emergency Response Team Michael Duggan Security & Resilience Policy & Response Cathy Alexander Deputy Director (SCS1) Mark Prouse Fuel Supplies Contingency Planning James Rose Emergency Response - Capabilities & Operations Vacant Team Responsibilities Energy Sectors Industry engagement Risk specific risk management strategies Contingency planning Response to emergencies and disruptive incidents and risk management follow-up Protective Security & CNI policy SIA and x-hmg engagement and policy for physical and personnel security for gas, electricity and oil sectors Energy sector CNI policy, and lead for x-hmg CNI policy engagement Risk Management / x-whitehall engagement Lead & coordinate BEIS input into National Risk Assessment / National Security Risk Assessment and National Resilience Planning Assumptions Owner of Energy Resilience risk management reporting Energy, Fuel & Chemicals Resilience lead for cross-cutting HMG resilience engagement Emergency Response & Preparedness Provides a central continuous focus for emergency response across whole of BEIS Horizon scanning of emerging risks across all sectors Training and exercising regime for the whole Department Energy Resilience Vision and Objectives

4 Risk Management The UK faces an ever diverse range of threats to our resilience that are difficult or costly to mitigate, including extreme weather. Across the UK these strategic risks are assessed through the Cabinet Office led National Risk Assessment (NRA), and National Security Risk Assessment (NSRA). The Energy Resilience team own 15 NRA energy related risks, and have interest in 11 others, which if manifested can impact energy supplies. Risk Identification Through the NRA process and engagement with industry to understand changing risk profiles and identify emerging risks. Risk Mitigation We work with industry and other stakeholders to address risks, identify and implement mitigation measures. Emergency Response Robust response arrangements are maintained to: Reduce the impact in the event of a disruption to gas, electricity or oil and fuel supplies Ensure recovery as soon as possible in the aftermath of any such incident or emergency Response plans are supported by Emergency Powers. Mitigation Recovery Prepare dness Response Energy Resilience Vision and Objectives

5 Energy sector risks include Flooding: Energy sector has invested significantly in flood protection for critical infrastructure since This has successfully protected against recent flooding and storm surge events. Cyber: DECC leads a major programme with the supply industry to assess and mitigate vulnerabilities to cyber threats, funded from the 5-year Cabinet Office programme. Official Sensitive Severe Weather: Winds > mph, snow & ice, lightening can all damage electricity distribution networks. DECC worked with industry to ensure learn lessons from winter 2013/14 storms and implement improvements, including on customer communications and support. A project to deliver a single emergency number for power cuts is on track to complete in April Threats from terrorism: DECC oversee a 1.2bn upgrade programme to enhance physical site and work to ensure personnel security arrangements are robust. Cyber security is also a current priority. Total National Power Disruption: The UK has never experienced this. Industry maintain Black Start recovery plans, and DECC work closely with industry and across Government to ensure response procedures are well defined and maintained. Fuel Supplies: DECC works closely with industry to ensure robust contingency plans are in place to maintain fuel supplies in the event of a closure of critical infrastructure for a range of reasons including industrial action. Downstream Oil: Developments in global oil markets have squeezed refinery margins in the UK and Europe. Following the recent closure of 3 refineries, there are now 6 remaining in the UK. DECC is working at national and EU levels to assess and relieve regulatory burdens, to analyse and develop plans to address pinch points in UK infrastructure and to build resilience across the fuel supply chain. Off-grid: DECC works with the supply industry to build protections for vulnerable consumers and to promote collective, timely buying of heating oil/lpg. 5

6 Energy Emergencies Executive E3 provides assurance to Ministers on energy resilience and preparedness Critical fora to deliver security and resilience improvement programmes Representation from across downstream gas and electricity industry, regulator and government Annual ministerial plenary held in April with CEOs of member organisations Energy Emergencies Executive (E3) Chair: BEIS Energy Emergencies Executive Committee (E3C) Chair: National Grid Electricity Task Group Chair: SSE Gas Task Group Chair: SGN Communications Task Group Chair: ENA Cyber Security Task Group Chair: National Grid Pandemic Steering Group Chair: SSE Security Task Group Chair: National Grid Black Start Task Group Chair: BEIS Operations Task Group Human Resources Task Group Retail Task Group ESRP intro May

7 What are the Government s overall objectives in an emergency? Protect human life and, as far as possible, property and the environment Alleviate suffering Support the continuity of everyday activity and the restoration of disrupted services at the earliest opportunity; and Uphold the rule of law and the democratic process. 7

8 Levels of Emergency National Coverag e Cross - Regio n Region Cross Force Single Scene Local Response with two-way information channel Local Response to Central Govt only Local Response Single Scene e.g. Major road traffic accident e.g. Volcanic Ash e.g. Industrial Action e.g. Nepal Earthquake Significant Level 1 Lead Government Dept leads response from its offices (COBR often called) e.g. Large Scale Fire e.g. Prison Riot e.g. Animal Disease Serious Level 2 Lead Government Dept leads response from COBR e.g. Pandemic Flu e.g. Ebola e.g. London Riots e.g. July Bombings Point of activation where terrorism is suspected Catastrophic Level 3 Central direction from COBR Minimal policy interest DCLG monitoring LGD actively involved Strategic challenge Overwhelming 8

9 What s BEIS got to do with it? BEIS is the Lead Government Department responsible for co-ordinating the response to major incidents affecting a number of important national services and industries that are vital to public safety: Energy, comprising Electricity, Downstream Gas, Downstream Oil and Upstream Oil and Gas (the latter through the Oil and Gas Authority); Civil Nuclear; Chemicals; Business; Postal services; and Space (through the UK Space Agency) There are also times when we are expected to respond but are not the LGD such as Terrorism (Home Office), Flooding (DEFRA), Pandemic Flu (Department of Health). 9

10 Planning for emergencies Conduct regular risk assessments of threats and hazards Build the evidence base for action Build relationships with stakeholders so that we understand risks, perspectives and capabilities better and can encourage action where we do not have any regulatory or legal levers Ensure that regulations and laws are fit for purpose Ensure that Critical National Infrastructure (CNI) assets are protected Collaborate with the Cabinet Office (Civil Contingencies Secretariat) and OGDs to share best practice and build a rounded view of the risks facing the country Develop emergency plans and processes Regularly test those plans and processes Recruit to the ERG and train staff! 10

11 What do we do? Gather information to make an effective assessment of the emergency. Provide a Situation Report (SitRep) to Ministers, CCS, other key stakeholders and COBR (if called). Ensure continual communication with industry, other stakeholders and the National Communications Centre (NCC) as required. Identify the consequences of the emergency (on the public, infrastructure, other Government Departments etc.). Understand immediate actions being undertaken and see whether further support is required. Determine longer-term actions required to manage the consequences and assist with recovery. Identify and understand the implications for the department s policies Maintain a robust audit trail - log actions and decisions made by BEIS officials and ministers Provide briefing so that Parliamentary questions and correspondence can be answered Additional questions come from ministers and COBR meetings that adds to the information the ERT is required to gather. Briefings and media lines Consolidate d Situational Picture BEIS Situation Report Policy Briefing Common Recognised Information Picture (CRIP) (produced by CCS for COBR meetings) Emergency Plans / Contingenc ies Other Government Departments Situation Reports 11

12 What are we expected to do? Ministers/COBR expect a Lead Government Department to demonstrate that it: Is on top of the facts (Sit Rep) Is prepared to make, and defend, judgements Has established reliable communications with local responders, industry and other stakeholders Has a convincing strategy and plan (and a backup plan) Can make specific and reasonable requests for support when needed Can correct or challenge Ministers/COBR/other stakeholders if required How BEIS fits into the national response structures OGDs - COBR (NSC (THRC) or Strategy Group) BEIS Industry & Cat 2 responders Operational Response GLT DCLG RED SCG STAC SAGE 12

13 Case Study - Winter 2013/14 Four major disruptive events: St Jude storm 26/28 October 850,000 customers disconnected East Coast Flooding 05/06 December 370,000 customers disconnected Christmas storms 23/24 December & December 920,000 customers disconnected Storms and Flooding 14 February 1 million customers disconnected State of response for 4 months

14 Single Emergency Number The severe storm events over the winter 2013/14 period highlighted the public was confused about who to call to report an electricity network supply issue high media coverage Through E3 a separate project was set up to deliver a Single Emergency Number (SEN) Deliver a live single emergency number that can accurately route callers to the appropriate Network Operator as soon as reasonably practicable and no later than spring Deliver a customer awareness campaign to the public of Great Britain for the single emergency number. Enhance the customer experience in the delivery of the SEN Service. The launch of the 105 Single Emergency Number has been considered a success eliminating the confusion on who to call during a power outage. Awareness of the number is rising all the time Plan to have another national winter readiness campaign to run over winter 2017/2018. Call 105 Tweet Volume 105 Launch Get ready for winter Storm Angus Storm Snowgate Barbara Storm Dorris

15 Thank you Any Questions