Objective:

Development of Business continuity plan for operational level to include potential measure loss
scenarios, mitigation measures to reduce the risk of these scenarios occurring. Recovery plan
to minimize the impact of such event. Unspared equipments for inspection purpose may be the
part of control strategy.

1-Business Impact Analysis

To be carried out
2-Risk Assessment
New Recommendation 2018.01
3-Business Continuity Strategy

4-Policy, standard, Organization, Procedure, BCM SOP issued in 2014 and Draft BCP by F&A
Resources ,Roles &Responsibilities etc Division

Scope of Operational Level BCM includes the following locations for the
identification of single point failure:
1. NRL’s Keamari Storage Terminal.
2. Pipelines from/to Keamari Terminal to/from Refinery.
3. Refinery Process Units. (Fuel Refinery, Lube-I Refinery, Lube-II refinery, New Installed
Units)
4. Refinery Utilities. (Steam generation and distribution system, Cooling water system,
Fuel oil system, Fuel gas system, Refrigeration system, Instrument air system, Nitrogen
system).
5. Crude and Products Storage and dispatching systems.
6. Refinery Offsite.
7. Power Supply of ESS, flare, crude tanks, Boiler feed water etc
1. Development model of the site using key functions /Blocks:
These Include Block flow diagrams, Engineering Drawings of specific equipment’s and
their associated line ups

2. Development of business Impact Analysis for all key functions of the site for
identification of single point failure:
 For identification w.r.t Single point of failure, reference may be existing Updated and
latest PFDs/UFDs and P&IDs of all units/infrastructures, Existing Standard
Operating Procedures, Utility flow Diagrams, Piping and Instrumentation Diagrams,
operation and control manuals/procedures, HAZOP, HAZID, Risk Assessment ,Joint
Surveys with NRL representatives on site and drawings etc.
  Identification of Critical Processes and Scenarios:

Business critical processes to be identified and documented. Once the critical processes are
identified, an analysis of each made using the evaluation criteria. it include:

 Geological: Earth quake, tsunami at the keamari Terminal

 Meteorological: Flooding etc.
 Process Related: Explosion, fire, feedstock shortage, spill or release, equipment
failure
 Utilities: Utility interruption, disruption failure, national grid power shortage, crude or
water pipe rupture due to water hammer, excavation work or other, loss of boiler
feed water system (pipe rupture etc.) loss of electrical substation, loss of nitrogen
etc.
 Buildings: Fire Flooding
 Export: Export Pipeline rupture or unavailability, denial of access or blockage of the
port.

All the single point failure will be noted on the Pattern for business impact analysis and
their impact or severity will be assessed. Assessment of how a disruption could affect
your operations. Timeframe within which this key function becomes critical

Business Impact Analysis

Impact Severity Description of
S.# Loss of Key Function Time Scale
(Minor/ Moderate/ Serious.etc) Impacts
A few Hours
01 A few Days
>1 week

It determines the Recovery Time Objective: maximum length of time you can manage a
disruption to this key function.
Identify the Resources required to manage the disruption.

3. Risk Assessment:

Risk Assessment shall be carry out review of all credible hazards consequences with an
indication of their impact on the site key functions which includes severity, likelihood of
occurrence and suddenness.
The potential duration of all credible hazards consequences and recovery time/methods
shall be discussed with NRL and their inputs shall be incorporated. This shall be part of
the determination of level of risks and duration
 Establish risk evaluation criteria (i.e degree of severity ad likelihood) and define the risk
score of all possible hazards/loss scenarios. Will enable to prioritize the risk reduction
actions.

Risk Assessment
Key Functions Existing Recommendations/
S.# Hazards L C R
impacted controlMeasures/Safeguard Required safeguards

4. Prevention strategy Development for all key functions:

The prevention & Mitigation strategy shall be based on the results of hazard identification with
respect to single point failure & NRL s’ operational, inspection and maintenance experiences.

A BCP will include multiple strategies that address a variety of probable situations, including
the duration of the business interruption (short versus long term), the period in which it occurs
(peak versus low), and the extent of the interruption (partial versus complete). The selected
strategies must be:

 Attainable
 Highly probable to be successful
 Verifiable through tests and exercises
 Cost effective
 Appropriate for the size and scope of the organization.

Where the best possible prevention and mitigation strategies are not deemed sufficient to
prevent a major disruption, the following may be defined

 Use of stocks.
 Processes that must be maintained.
 Preservation measures.
 Temporary operating measures (in downgraded mode).
 Rental of temporary equipment.
 Alternative production, import or export Vendors.
 Vendors and Contractors supporting continuity.
 Activities required to recover and return to the same level of production as before
disaster.
3 T’s will be followed:

 Risk Elimination -Treat

 Risk Control and Mitigation -Tolerate
 Risk Transfer

5. Development Mitigation strategy for all key functions:

 Devise Mitigation Strategies:

 Cost effective mitigation strategies will be employed for all key functions to prevent or
lessen the impact of potential crises.

 Resources Needed for Mitigation:

 The various resources that would contribute to the mitigation process will be be
identified for all key functions. These resources, including essential personnel and their
roles and responsibilities, facilities, technology, and equipment should be documented
in the plan.

 Monitoring Systems and Resources:

 Systems and resources will be monitored continually as part of mitigation strategies for
all key functions. The resources that will support the organization to mitigate the crisis
should also be monitored continually to ensure that they will be available and able to
perform as planned during the crisis.

6. Development of emergency Response and crisis communication in accordance to

Business Continuity Plan :

 NRL ‘s Existing Emergency response systems & teams and their communication plans
shall remain applicable with some mutual reviews to close the gaps if any. Contact
information for personnel assigned to crisis management and response teams will be
included in the plans. Personal information such as unlisted phone numbers and home
addresses will be protected.

 Compliance audits will be conducted to enforce BCP policies and procedures. Policy and
procedures violations should be highlighted and accountability for corrective action
assigned in accordance with organizational governance regimes.
 7. Recovery plan:
To minimize the impact of such event if they do occur.

BCPs will be developed around a ‘‘worst case scenario,’’ with the understanding that the
response can be scaled appropriately to match the actual crisis. The following interests listed
in order of their priority:

 Save lives and reduce chances of further injuries/deaths

 Protect assets
 Restore critical business processes and systems
 Reduce the length of the interruption of business
 Protect reputation damage
 Control media coverage (e.g. local, regional, national or global)
 Maintain customer relations.

Prioritized classifications will be set up as relative indicators of the magnitude, severity, or

potential impact of the situation: