2011/EPWG/WKSP/020 Session 4 Outreach and Partnerships for Promoting and Facilitating Private Sector Emergency Preparedness Submitted by: Australia Workshop on Private Sector Emergency Preparedness Sendai, Japan 1-3 August 2011
APEC Private Sector Emergency Preparedness Workshop August 2011 Session 4 Outreach and Partnerships for Promoting and Facilitating Pi Private Sector Emergency Preparedness Campbell Darby Director General Emergency Management Australia Federated system shared responsibility Under Australia s constitutional arrangements, state t and territory governments have responsibility for emergency management within their jurisdictions Australia s emergency management arrangements are based on partnerships between: the Australian Government state, territory and local governments business and industry, and the community. 1
The National Strategy for Disaster Resilience In February 2011 the Council of Australian Governments endorsed the National Strategy for Disaster Resilience. The Strategy: outlines a whole-of-nation resilience-based approach to disaster management. emphasises the importance of partnerships in contributing to disaster resilience. encourages and empowers governments, businesses and communities at the state and local level to build resilience by providing: a greater understanding of the disaster risks that they face, and the practical steps they can take to better prepare themselves. National Strategy for Disaster Resilience (cont.) Strategy implementation: Long-term evolving process to deliver sustained behavioural change and enduring partnerships between governments, communities, businesses and individuals. Involves a broad range of initiatives. Disaster resilience is a shared responsibility amongst all sectors of society. Success will be dependent on the ability of the various stakeholders to work together, and to understand and manage their own risks. 2
Critical Infrastructure Australia has shifted from protection to resilience Retains all hazards, non-regulatory approach, risk management Additional emphasis on capacity building for organisational resilience Business-Government partnerships enhance CI resilience The TISN provides opportunities for information sharing and to develop strategies and solutions to mitigate risk within and across sectors Resilience is good for the community and good for business Continuity of supply of essential services in adverse circumstances helps to enhance the community s resilience to disasters Truly resilient organisations can improve their overall performance by the way they respond to challenges and adversity 5 Critical Infrastructure Resilience Strategy Aim (The) continued operation of critical infrastructure in the face of all hazards, as this critical infrastructure supports Australia s s national defence and national security and underpins our economic prosperity and social wellbeing 6 3
Business Government Partnership A key strategic imperative A significant proportion of Australia s critical infrastructure is privately owned or operated Critical infrastructure resilience cannot be achieved by either Government or Industry alone Partnership required to share information, raise awareness of dependencies and vulnerabilities, and to facilitate collaboration to develop security solutions and address any impediments 7 Business Government Partnership A key strategic imperative The Trusted Information Sharing Network (TISN) for Critical Infrastructure Resilience. A forum in which the owners and operators of critical infrastructure work together to share security and resilience information (underpinned by corporations law). The TISN operates on an all hazards basis, including terrorism, natural disasters, pandemics, accidents, cyber attack, criminal i activity and negligence. 8 4
Trusted Information Sharing Network (TISN) Sector Groups: Banking and Finance Communications Energy Food Chain Health Transport Expert Advisory Groups: IT Security Resilience Organisational resilience A key strategic imperative Many organisations are realising that traditional corporate strategies are not protecting them from an unexpected event. Organisational resilience - a broader approach than the formal risk management processes and business continuity planning. Recognise the need to develop and promote a common understanding of, and body of knowledge about, organisational resilience. Attributes of organisational resilience need to be better understood and integrated into an organisation s everyday life, philosophy and culture. 10 5
Critical Infrastructure Program for Modelling and Analysis (CIPMA) Modelling, simulation and analysis of critical infrastructure disruptions Informs emergency preparedness by: Identifying and quantifying risks Assessment of investment options for different mitigation measures Testing business continuity plans. Aim - to promote awareness and collaboration across business sectors QUESTIONS? 6