Transmission Disaster Management Plan Version2.1
Transmission Disaster Management Plan Version2.1
Transmission Disaster Management Plan Version2.1
Disaster Management
&
Business Continuity Plan
Sign
AJG PDG RS
Pravin D Gaikwad
Name Pravin D Gaikwad Sheth Rajan
Anil J Gajare
R 2.1 Prepared by Checked by Approved by
The Tata Power Company Ltd Disaster Management &
Business Continuity Plan
Page No. 2 Version – R 2.1
Sign
AJG PDG RS
Pravin D Gaikwad
Name Pravin D Gaikwad Sheth Rajan
Anil J Gajare
R 2.1 Prepared by Checked by Approved by
The Tata Power Company Ltd Disaster Management &
Business Continuity Plan
Page No. 3 Version – R 2.1
Sign
AJG PDG RS
Pravin D Gaikwad
Name Pravin D Gaikwad Sheth Rajan
Anil J Gajare
R 2.1 Prepared by Checked by Approved by
The Tata Power Company Ltd Disaster Management &
Business Continuity Plan
Page No. 4 Version – R 2.1
Sign
AJG PDG RS
Pravin D Gaikwad
Name Pravin D Gaikwad Sheth Rajan
Anil J Gajare
R 2.1 Prepared by Checked by Approved by
The Tata Power Company Ltd Disaster Management &
Business Continuity Plan
Page No. 5 Version – R 2.1
Sign
AJG PDG RS
Pravin D Gaikwad
Name Pravin D Gaikwad Sheth Rajan
Anil J Gajare
R 2.1 Prepared by Checked by Approved by
The Tata Power Company Ltd Disaster Management &
Business Continuity Plan
Page No. 6 Version – R 2.1
Sign
AJG PDG RS
Pravin D Gaikwad
Name Pravin D Gaikwad Sheth Rajan
Anil J Gajare
R 2.1 Prepared by Checked by Approved by
The Tata Power Company Ltd Disaster Management &
Business Continuity Plan
Page No. 7 Version – R 2.1
FOREWORD
Business entities today exist in a highly competitive world. They are constantly innovating
to meet their business objectives of providing essential and unique services to their
customers. Technology advances have enabled them to achieve their varied strategies.
And yet, the threats of disruptive incident, on account of business interruption, are not
extinct – in fact, they have also evolved along with the technology. Business interruption
does happen – but what is of significance is, how much of the consequences of such
interruptions can the business affords?
Business Continuity Planning is the act of proactively working out a way to mitigate /
reduce and manage the consequences of a disruptive incident, limiting it to the extent that
a business can afford.
An effective Business Continuity Plan serves to secure business critical operations which
lead to financial disruption. The bonus accrues customer satisfaction, enhanced
corporate image and no dip in the market share.
A business continuity plan is a plan for the fast and efficient resumption of essential
business operations by directing the response and recovery actions of specified recovery
teams.
Even though Business Continuity Planning appears to primarily deal with vital installations
and technology, it is equally associated with business. It includes activities in risk
management, crisis management, identification of business processes, business impact
analysis, cost benefit analysis, storage management, network management, continuity
planning, recovery planning, training, communication and coordination. In view of this, it
was ensured that the team involved in business continuity planning was a cross-
functional team with adequate domain knowledge, expertise in system and recovery
management and skills in planning.
Planning for business continuity is about being prepared for the consequences of events
that one hopes should never happen; and the truth is, it is always better to be safe than
sorry.
Rajan Sheth
Chief Transmission
Sign
AJG PDG RS
Pravin D Gaikwad
Name Pravin D Gaikwad Sheth Rajan
Anil J Gajare
R 2.1 Prepared by Checked by Approved by
The Tata Power Company Ltd Disaster Management &
Business Continuity Plan
Page No. 8 Version – R 2.1
Version Chart
Sign
AJG PDG RS
Pravin D Gaikwad
Name Pravin D Gaikwad Sheth Rajan
Anil J Gajare
R 2.1 Prepared by Checked by Approved by
The Tata Power Company Ltd Disaster Management &
Business Continuity Plan
Page No. 9 Version – R 2.1
INDEX
A Version Chart 4
C Distribution List 6
D Foreword 7
F Management Approval 12
G Abbreviations 13 – 14
H Executive Summary 15
1 Introduction 17
4 Risk Analysis 37
8 Performance Evaluation 72
Sign
AJG PDG RS
Pravin D Gaikwad
Name Pravin D Gaikwad Sheth Rajan
Anil J Gajare
R 2.1 Prepared by Checked by Approved by
The Tata Power Company Ltd Disaster Management &
Business Continuity Plan
Page No. 10 Version – R 2.1
ANNEXURES
(ATTACHED SEPARETELY)
Annexure No Details
1 Glossary
1-a Definitions (as given in Standards)
1-b Organization and its context (Interested parties)
1-c Organization and its context (Risk Appetite)
1-d List of applicable Legal, Regulatory & other requirements
2 Contact List ( General )
2-a Business Continuity Management Team
2-b Damage Assessment Team
2-c Technical Team
2-d Operations Team
2-e Incident Management Teams
3 Risk Analysis
3-a Vital Installations and Technology
3 -b Vital Data
3- c Vital Positions
3-d Risk Analysis
3 - d (i) Criteria for Risk Rating
4 Business Impact Analysis
4-a Statement of Business Impact
4 - a (i) Classification of Function
4 - a (ii) Criteria for Recovery Priorities
4-b BIA Questionnaire
5 Business Continuity Management System
5-a Statement of Preventive (Mitigation) Measures
5 - a (i) Internal Resources
5 - a (ii) External Resources
5 - a (iii) Training for Competency development
5 - a (iv) Training for Awareness development
5-b Notification List
5-c Notification Process (Flow Chart)
5 - d (I) DMP / BCP Invocation Criteria
5 - d (ii) Incident Management Plan
5 - d (iii) Emergency Evacuation Map
Sign
AJG PDG RS
Pravin D Gaikwad
Name Pravin D Gaikwad Sheth Rajan
Anil J Gajare
R 2.1 Prepared by Checked by Approved by
The Tata Power Company Ltd Disaster Management &
Business Continuity Plan
Page No. 11 Version – R 2.1
Sign
AJG PDG RS
Pravin D Gaikwad
Name Pravin D Gaikwad Sheth Rajan
Anil J Gajare
R 2.1 Prepared by Checked by Approved by
The Tata Power Company Ltd Disaster Management &
Business Continuity Plan
Page No. 12 Version – R 2.1
The controlled copies of Business Continuity & Disaster Management Plan of “The TATA
Power Company Limited, Transmission Division” are distributed to the relevant personnel
listed below –
This Document is a controlled version and shall not be handed over or parted with
or without written permission of the BCMS Team Leader / Head of the Unit.
Sign
AJG PDG RS
Pravin D Gaikwad
Name Pravin D Gaikwad Sheth Rajan
Anil J Gajare
R 2.1 Prepared by Checked by Approved by
The Tata Power Company Ltd Disaster Management &
Business Continuity Plan
Page No. 13 Version – R 2.1
PREFACE
In keeping with the paradigm shift in its approach to disaster management brought about by
the Government of India and the recurring phenomenon of natural disasters impacting all
sectors of socio-economic life, including the corporate sector and inflicting heavy economic
losses, focused attention has been given to risk mitigation endeavours to systematically
reduce the vulnerabilities. The new approach stems from the premise that development in
any sector, more so in the corporate world cannot be sustainable and viable unless risk
reduction and mitigation measures are built into the development processes and that
investment in mitigation is much more cost-effective than expenditure on relief, rehabilitation,
reconstruction, and redevelopment.
After the incident of Bhopal gas disaster, the Factories Act, 1948 has been amended and a
new chapter i.e. Chapter IVA – provision relating to hazardous processes has been added to
the Factories Act. Under the provision of Sec 41B (4) every occupier shall with the approval
of the Chief Inspector of Factories draw up an On-site Emergency Plan and detailed disaster
control measures for his factory and make known to the workers employed therein and to the
general public living in the vicinity of the factory the safety measures required to be taken in
the event of an accident taking place. Further, the Disaster Management Act, 2005 has
added new dimensions to the emergency handling. Under 2(h), 32 and 41 of the said act, it is
mandatory for “Local Body by whatever name called for rendering essential services” to have
a Disaster Management Plan which would cover the Natural and Man-made Disasters. This is
the statutory provision laid down in the Act for preparation of Disaster Management Plan to
control disaster in the factories. Major accidents may cause emergency and it may lead to
disaster, which may cause heavy damage to plant, property, and harm to persons and create
adverse effects on production. Therefore such situations and risks should be thought,
visualized and assessed in advance and it should be planned beforehand to tackle them
immediately and control them within the shortest time.
Emergencies can arise at any time and do not have to be caused by a spectacular
occurrences, such as nuclear attacks or cyclones, in fact, serious personnel injuries and
property losses can result from basic causes like work accidents, fire, explosions, flood ,
earthquakes, hurricanes, tornadoes, civil strife and communal riots etc. Often when disaster
strikes, all personnel are affected, their lives are in jeopardy and their jobs are threatened.
Major considerations in planning for disaster control must take into consideration natural and
manmade disasters to include terror attacks. All necessary provisions for protecting
personnel, evacuating both injured, uninjured and care of the incapacitated must be given
adequate consideration.
The Tata Power Company Limited–Transmission has developed Emergency Response Plan
for the Unit which includes the organising and training of small groups of people to perform
specialised services, such as rescue, fire-fighting, first aid etc. and to restore the Unit’s role in
maintaining Power supply to consumers. Small, well trained groups can serve as a nucleus to
be expanded to any size needed to meet any kind of emergency.
Sign
AJG PDG RS
Pravin D Gaikwad
Name Pravin D Gaikwad Sheth Rajan
Anil J Gajare
R 2.1 Prepared by Checked by Approved by
The Tata Power Company Ltd Disaster Management &
Business Continuity Plan
Page No. 14 Version – R 2.1
Vision
To preserve human life , environment and minimize economic losses of Unit
with implementable Business Continuity & Disaster Management Plan (BCDMP),
which has five components namely, Prevention (Mitigation), Response,
Resumption, Recovery and Restoration.
Mission
Rajan Sheth
Chief Transmission
Sign
AJG PDG RS
Pravin D Gaikwad
Name Pravin D Gaikwad Sheth Rajan
Anil J Gajare
R 2.1 Prepared by Checked by Approved by
The Tata Power Company Ltd Disaster Management &
Business Continuity Plan
Page No. 15 Version – R 2.1
MANAGEMENT APPROVAL
-------------------------------------------------------------------
------------------------------------------------------------------
Sign
AJG PDG RS
Pravin D Gaikwad
Name Pravin D Gaikwad Sheth Rajan
Anil J Gajare
R 2.1 Prepared by Checked by Approved by
The Tata Power Company Ltd Disaster Management &
Business Continuity Plan
Page No. 16 Version – R 2.1
ABBREVIATIONS
Sign
AJG PDG RS
Pravin D Gaikwad
Name Pravin D Gaikwad Sheth Rajan
Anil J Gajare
R 2.1 Prepared by Checked by Approved by
The Tata Power Company Ltd Disaster Management &
Business Continuity Plan
Page No. 17 Version – R 2.1
PI Plant Information
PM Preventive Maintenance
RCA Root Cause Analysis
RDBMS Real Time Database Management System
RMC Risk Management Committee
ROI Return on Investment
RPO Recovery Point Objective
RTO Recovery Time Objective
SANGAM Intranet Portal of Tata Power
SAP Enterprise Resource Planning Software
SCADA Supervisory Control and Data Acquisition
SCoE SAP Center of Excellence
SLA Service Level Agreement
SMS Short Message Service
SOP Standard Operating Procedure
SPLA Standard Performance Level Agreement
SPOC Single Point of Contact
TPCL Tata Power Company Limited
VC Video Conferencing
VPN Virtual Private Network
WAN Wide Area Network
Sign
AJG PDG RS
Pravin D Gaikwad
Name Pravin D Gaikwad Sheth Rajan
Anil J Gajare
R 2.1 Prepared by Checked by Approved by
The Tata Power Company Ltd Disaster Management &
Business Continuity Plan
Page No. 18 Version – R 2.1
Executive Summary
The Disaster Management Act, 2005 under section 2 (h), 32 (a) and 41 make it
mandatory for every organization to prepare a Disaster Management Plan. For this
purpose the Government of India through National Disaster Management Authority
(NDMA) has issued various Guidelines (NDMA Guidelines).
At The Tata Power Company Limited, Transmission Unit it has been decided as a
policy to have a comprehensive document which will cover the requirements of the
Disaster Management Act, 2005 and also the ISO 22301:2012 requirement, to be called
as “Business Continuity and Disaster Management Plan (BCDMP)”.
The following are the salient features of the BCDMP for this Unit –
Chapter 1 – It gives brief description about the Organization, its context, risk appetite and
need of business continuity & disaster management planning.
Chapter 2 – It describes the Objectives and Scope of BCDMP. It also includes the
Corporate Policy on Business Continuity as approved by Top Management. The
assumptions and limitations of the plan are also incorporated in this chapter.
Chapter 3 – It describes the Organizational Structure for Business Continuity & Disaster
Management and the roles & responsibilities of each designated Officer during pre-
incident stage as well as post-incident stage till full normalization of activities.
Chapter 4 – It describes about the Vital Installations & Technology, Vital Data and Vital
people for post-incident management. This BCDMP is limited to Operational Risks.
Hence this chapter covers the details of critical operational risks faced by the Unit.
Sign
AJG PDG RS
Pravin D Gaikwad
Name Pravin D Gaikwad Sheth Rajan
Anil J Gajare
R 2.1 Prepared by Checked by Approved by
The Tata Power Company Ltd Disaster Management &
Business Continuity Plan
Page No. 19 Version – R 2.1
Chapter 5 – It includes the classification of functions, Business Impact Analysis for any
disruptive incident and the system of calculation of BIA, including MTPD – Maximum
Tolerable Period of Disruption and RTO – Recovery Time Objective and their co-relation.
Chapter 6 – It includes the various strategies for dealing with post-incident scenarios
covering criteria for deciding Levels of Emergencies, Principles of BCDMP, various Plans
under BCDMP viz Mitigation Plan, Response Plan including Warning procedure about
impending incident, Evacuation Plan, Incident Management Plan, Casualty Management
plan, Resumption Plan, Recovery Plan (Business Continuity Plan), Restoration Plan
and Notification process. It also includes the various acceptable timeframes viz MTPD –
Maximum Tolerable Period of Disruption, MBCO – Minimum Business Continuity
Objectives and RTO – Recovery Time Objective and their co-relation.
********
Sign
AJG PDG RS
Pravin D Gaikwad
Name Pravin D Gaikwad Sheth Rajan
Anil J Gajare
R 2.1 Prepared by Checked by Approved by
The Tata Power Company Ltd Disaster Management &
Business Continuity Plan
Page No. 20 Version – R 2.1
CHAPTER – 1
INTRODUCTION
1. a – Introduction
The Tata Power Company Limited, Transmission unit is located in Mumbai and it forms
Power Transmission unit of the organization. Office of the Transmission Unit is located at
Dharavi Receiving Station, Matunga, Mumbai – 400019.
Tata Power's Transmission network in Mumbai License Area has spread from Colaba in
South Mumbai to Basin Creek in North Mumbai, Panvel in Navi Mumbai and to Vikhroli in
North-East Mumbai. Transmission Division forms the vital link between the Generating
stations and load centres for distribution of Electric power to the consumers. Tata Power's
transmission division has an installed transformer capacity of 8945 MVA in 21 Receiving and
Sub Stations with 993.26 km of overhead EHV transmission lines and 141.22 km of
underground EHV cables.
Electrical Power is being received at 220 kV & 110 kV voltage levels. After stepping down
using ICTs & Power transformers, the Receiving Stations and Sub Stations transmit this
power to various Receiving stations & Sub Stations of BEST, BPT, TCP-D and Central
Railways at 110 kV, 33 kV, 22 kV, 11 kV & 6.6 kV voltage levels on a continuous basis.
Installed
No. Station Name Address
Capacity
Murbad Road, Varap, Taluka Kalyan, Dist.
1 Ambernath Receiving station 192.5 MVA
Thane -421 301
148, Lt Gen J Bhonsle Marg, Nariman
2 Backbay Receiving Station 500 MVA
Point, Mumbai-400 021
Tata Power house road, Borivali (East)
3 Borivali Receiving Station 1140 MVA
Mumbai-400 066
Corporate Center A, 34 Sant Tukaram
4 Carnac Receiving Station 1065 MVA
Road, Carnac Bunder, Mumbai-400 009
RCF Premises, Near Gate-2, Chembur,
5 Chembur Receiving Station 417.5 MVA
Mumbai- 400 074
Matunga, Near Shalimar Industrial Estate,
6 Dharavi Receiving Station 1540 MVA
Mumbai 400 019
Installed
No. Station Name Address
Capacity
Sign
AJG PDG RS
Pravin D Gaikwad
Name Pravin D Gaikwad Sheth Rajan
Anil J Gajare
R 2.1 Prepared by Checked by Approved by
The Tata Power Company Ltd Disaster Management &
Business Continuity Plan
Page No. 21 Version – R 2.1
14 Salsette Receiving Station Lake Road, Bhadup, Mumbai 400 078 780 MVA
Sign
AJG PDG RS
Pravin D Gaikwad
Name Pravin D Gaikwad Sheth Rajan
Anil J Gajare
R 2.1 Prepared by Checked by Approved by
The Tata Power Company Ltd Disaster Management &
Business Continuity Plan
Page No. 22 Version – R 2.1
Transmission Unit performs various activities as well as serves various Interested Parties
as enshrined in the BCMS standard including various Suppliers, Partners and Vendors
associated with this unit.
The Unit has determined external and internal factors that are relevant to establishing,
implementing and maintaining the Unit’s BCMS and assigning priorities.
The Unit has evaluated and understood the factors that are relevant to its purpose and
operations. This information has been taken into account when establishing,
implementing, maintaining and improving the BCMS.
Evaluating the Unit's external context includes, where relevant, the following factors:
the social and cultural, financial, technological, economic, natural and competitive
environment, whether international, national, regional or local;
key drivers and trends having impact on the objectives and operation of the
organization; and
relationships with, and perceptions and values of interested parties outside the
organization.
Evaluating the Transmission Unit's internal context includes, where relevant, the
following factors:
Sign
AJG PDG RS
Pravin D Gaikwad
Name Pravin D Gaikwad Sheth Rajan
Anil J Gajare
R 2.1 Prepared by Checked by Approved by
The Tata Power Company Ltd Disaster Management &
Business Continuity Plan
Page No. 23 Version – R 2.1
policies and objectives, and the strategies that are in place to achieve them;
Standards and reference models adopted by the organization and structures (e.g.
governance, roles and accountabilities).
When establishing BCMS, the Unit has ensured that the needs and the requirements of
Interested Parties are taken into consideration. It is important for the Unit to identify not
only obligatory and stated requirements but also any that are implied.
Details of the activities, functions, their classification, services, partners, suppliers and
Interested Parties with identified needs of interested parties is given in Annexure 1b.
Sign
AJG PDG RS
Pravin D Gaikwad
Name Pravin D Gaikwad Sheth Rajan
Anil J Gajare
R 2.1 Prepared by Checked by Approved by
The Tata Power Company Ltd Disaster Management &
Business Continuity Plan
Page No. 24 Version – R 2.1
The Transmission Unit's risk assessment approach addresses the following concepts:
Specific threats are described as events at some point, cause an impact to the
resources, e.g. threats such as fire, flood, power failure, staff loss, computer
viruses and hardware failure; and
Vulnerabilities which occur as weaknesses within the resources and may, at some
point be exploited by the threats, e.g. single points of failure, inadequacies in fire
protection, electrical resilience, IT security and IT resilience.
Further, this Unit has considered the Risk Appetite as the amount of risk, on a broad level
that Unit is willing to take on, in pursuit of value OR in other words, the total impact of risk
the Unit is prepared to accept in the pursuit of Unit’s strategic objectives. Factors such as
the external environment, people, and business systems and policies will all influence the
Unit’s risk appetite.
The summary of Risk identified, its context, including Risk Appetite is given in Annexure
1c.
The Unit has reviewed statutory and regulatory requirements in respect of Hazards, Risk,
Incident Response and Business Continuity.
List of the “Applicable Legal, Regulatory and other requirements” is given in Annexure 1
d which will be kept up-to-date.
Sign
AJG PDG RS
Pravin D Gaikwad
Name Pravin D Gaikwad Sheth Rajan
Anil J Gajare
R 2.1 Prepared by Checked by Approved by
The Tata Power Company Ltd Disaster Management &
Business Continuity Plan
Page No. 25 Version – R 2.1
Under the provision of Sec 41B (4) every occupier shall with the approval of the Chief
Inspector of Factories draw up an On-site Emergency Plan and detailed disaster control
measures for his factory and make known to the workers employed therein and to the general
public living in the vicinity of the factory the safety measures required to be taken in the event
of an accident taking place.
Further, the Disaster Management Act, 2005 has added new dimensions to the emergency
handling. Under 2(h), 32 and 41 of the said act, it is mandatory for “Local Body by whatever
name called for rendering essential services” to have a Disaster Management Plan which
would cover the Natural and Man-made Disaster. This is the statutory provision laid down in
the Act for preparation of Disaster Management Plan to control disaster in the factories.
Major accidents may cause emergency and it may lead to disaster, which may cause heavy
damage to plant, property, harm to persons and create adverse effects on production.
Therefore such situations and risks should be thought, visualized and assessed in advance
and it should be planned beforehand to tackle them immediately and control them within the
shortest time.
An important element of any system for the prevention of major incidents is the establishment
of a facility-specific emergency plan. Disaster Management planning seeks to minimize the
effect of an incident both inside and outside a facility, and requires the timely application of
defined procedures by people with adequate training and resources. For this to occur, plans
and procedures specific to relevant activities at the facility must have been developed,
documented and tested prior to the occurrence of an event. Disaster Management plan is
intended to limit the magnitude and severity of the health and safety consequences of an
incident, including all major incidents, both on-site and off-site.
A disaster management plan may also be aimed at limiting or managing the effects of
consequences on property or the environment. Further, emergencies may occur that are not
associated with hazardous processes, such as those arising from natural events (e.g. flood or
fire). It is advisable that a facility shall not have multiple plans—a single plan facilitates rapid
response and avoids confusion about which plan should be executed in the event of a
particular type of emergency.
Sign
AJG PDG RS
Pravin D Gaikwad
Name Pravin D Gaikwad Sheth Rajan
Anil J Gajare
R 2.1 Prepared by Checked by Approved by
The Tata Power Company Ltd Disaster Management &
Business Continuity Plan
Page No. 26 Version – R 2.1
The complete disaster management cycle includes the shaping of policies and plans that
either modify the causes of disasters or mitigate their effects on employee, property, and
infrastructure.
The mitigation and preparedness phases occur as disaster management improvements are
made in anticipation of a disaster event. Developmental considerations play a key role in
contributing to the mitigation and preparation of a community to effectively confront a
disaster. As a disaster occurs, disaster management personnel, in organizations become
involved in the immediate response and long-term recovery phases. The four disaster
management phases do not always, or even generally, occur in isolation or in this precise
order. Often phases of the cycle overlap and the length of each phase greatly depends on the
severity of the disaster.
Sign
AJG PDG RS
Pravin D Gaikwad
Name Pravin D Gaikwad Sheth Rajan
Anil J Gajare
R 2.1 Prepared by Checked by Approved by
The Tata Power Company Ltd Disaster Management &
Business Continuity Plan
Page No. 27 Version – R 2.1
There are various threats and vulnerabilities to which business today is exposed. They
could be:
Some of them come unwarned. Most of them never happen. The key is to be prepared
and be able to respond to the disruptive incident when it does happen, so that the
organization survives; its losses are minimized; it remains viable and it can be “business
as usual”, even before the customers feel the effects of the downtime.
Critical decisions made during a disruptive incident possess a high risk of being wrong,
ineffective, and costly. Although the likelihood of a disruptive incidents occurring at a
specific property is low, it could, and does, happen at any time. The problem faced by
departments in incident affected location is; what to do when their premises are left
unusable for an unacceptable length of time.
The intention of this Business Continuity Plan (BCP) is to restart critical and essential
operations with a minimum delay within an acceptable length of time, probably with a
reduced capacity at same site or at alternate site. The BCP has been drafted in which
each Department and the respective Officers in particular, know what is expected from
them during and immediately after a disruptive incident, before full restoration of existing
facilities.
Sign
AJG PDG RS
Pravin D Gaikwad
Name Pravin D Gaikwad Sheth Rajan
Anil J Gajare
R 2.1 Prepared by Checked by Approved by
The Tata Power Company Ltd Disaster Management &
Business Continuity Plan
Page No. 28 Version – R 2.1
CHAPTER – 2
OBJECTIVES, SCOPE AND POLICY
2. Objectives, Scope and Policy of Business Continuity Plan
2. a - Objectives
This Business Continuity Plan (BCP) identifies and reduces the risk exposures and
proactively manages the contingency. As defined in ISO Standard, the Disruptive
Incidents Recovery management is integral part of BCP.
1. b - Scope
The scope of this Plan includes all the risks identified for the Transmission unit which may
result into any one of the following:
- Loss of human life
- Damage to surrounding environment
- Damage to Vital installations
- Loss of data / data security
- Business disruption
Sign
AJG PDG RS
Pravin D Gaikwad
Name Pravin D Gaikwad Sheth Rajan
Anil J Gajare
R 2.1 Prepared by Checked by Approved by
The Tata Power Company Ltd Disaster Management &
Business Continuity Plan
Page No. 30 Version – R 2.1
This Unit shall strive to manage the disruptive incident with utmost care and maximum
speed with focus on saving human life followed by environmental damage and then
addressing the economic loss.
NGOs associated with this Unit shall play an active and important role in addressing
disruptive incidents and can allocate maximum resources to the affected site for support
and help. The list of outside premises organizations and government establishments with
their contact details are mentioned in Chapter 3 of the DMP. They are fully equipped to
aid the incident management process in case of a disruptive incident.
Sign
AJG PDG RS
Pravin D Gaikwad
Name Pravin D Gaikwad Sheth Rajan
Anil J Gajare
R 2.1 Prepared by Checked by Approved by
The Tata Power Company Ltd Disaster Management &
Business Continuity Plan
Page No. 31 Version – R 2.1
CHAPTER – 3
ORGANISATION AND STRUCTURE
3. Organization and Structure of Business Continuity Management
The unit shall have the Business Continuity Management Structure, under the leadership
of the Unit Head, as under -
Business
Local Business Continuity Continuity
Coordinator / Site Controller Administrator
Contact details of the individuals associated with business continuity including associated
Consultants and important vendors are given in the Annexure 2. The contact details of
Unit’s Business Continuity Management Team are given in Annexure 2 a.
The Business Continuity Coordinator-Overall has overall responsibility for the design,
development, coordination, implementation, administration, training, awareness
programs, and maintenance of the Business Continuity Plan. The BCC is the most
knowledgeable person on the details of the BCP.
Every Zone of the transmission Unit will have one Local Business Continuity
Coordinator (LBCC). Local BCC has responsibility for the coordination, implementation,
administration, training, awareness programs, and maintenance of the Business
Sign
AJG PDG RS
Pravin D Gaikwad
Name Pravin D Gaikwad Sheth Rajan
Anil J Gajare
R 2.1 Prepared by Checked by Approved by
The Tata Power Company Ltd Disaster Management &
Business Continuity Plan
Page No. 33 Version – R 2.1
Continuity Plan at Nodal level under the designated zone in line with central level
Business Continuity Plan.
The Local BCC shall initially be act as Site Controller as designated in the DMP -
Disaster Management Plan and when BCP is invoked assume the role as Local BC
Coordinator.
Sign
AJG PDG RS
Pravin D Gaikwad
Name Pravin D Gaikwad Sheth Rajan
Anil J Gajare
R 2.1 Prepared by Checked by Approved by
The Tata Power Company Ltd Disaster Management &
Business Continuity Plan
Page No. 34 Version – R 2.1
The Damage Assessment Team is among the earliest (along with the management) to be
notified of the event. They would be required at the site at the earliest to evaluate the
extent of the damage inflicted to people and to plant & machinery. In case the site itself
has been subject to damage, then they should start their work as soon as an entry is
allowed.
The assessment should be done against a plan that is closely related to the business
continuity priorities. This means that they should be aware of the area in the site and
processes that are crucial to the business. This would help them prioritize their
examination and also focus adequately on the critical areas.
While the Damage Assessment Team and Technical Team are working, the rest of the
BCP team is placed on alert for a possible activation of the continuity plan. The type and
extent of the disruptive incidents declared would indicate which portions of the BCP need
to be implemented. Accordingly, the BCP team shall be notified and resumption activities
are started.
Operations Team apart from direct employees working for disruptive incidents recovery
also has employees handling logistics / transportation; PR / Communication; Security;
Accounting; Telecommunication; and Information Technology.
Sign
AJG PDG RS
Pravin D Gaikwad
Name Pravin D Gaikwad Sheth Rajan
Anil J Gajare
R 2.1 Prepared by Checked by Approved by
The Tata Power Company Ltd Disaster Management &
Business Continuity Plan
Page No. 36 Version – R 2.1
4. Summon agencies line Local Fire Brigade, Police etc. as required to control the
situation.
5. Summon help from Security to cordon off the affected area and to restrict entry
of personnel.
6. Evaluate emergency requirement with location EOCs and arrange necessary
logistics.
7. Ensure that all communication facilities are in good order.
8. Arrange to establish Shadow Emergency Control Centre in the event EOC
being (directly affected by emergency condition) rendered non-Operational.
9. Arrange emergency repairs and Maintenance to keep the Unit Operational
during the emergency.
10. Arrange and provide necessary tools and tackles (welding/ cutting sets, chain
pulley blocks, ropes, water pumps, diesel generators etc.) and personnel to
operate the same.
11. Ensure availability / restoration / isolation of power supply in the affected areas
as required.
12. Make arrangements for temporary/ permanent connection for emergency Lights/
streetlights, other equipment, shelters, relief areas etc.
13. Arrange for additional personnel as may be required for carrying out civil,
mechanical and electrical jobs, Site cleaning and debris clearance.
14. Make arrangement for shelter in relief area.
Sign
AJG PDG RS
Pravin D Gaikwad
Name Pravin D Gaikwad Sheth Rajan
Anil J Gajare
R 2.1 Prepared by Checked by Approved by
The Tata Power Company Ltd Disaster Management &
Business Continuity Plan
Page No. 38 Version – R 2.1
1. Guide all employees, contractor staff and visitors to assemble at Safe Assembly
Area in an orderly manner.
2. Ensure that Floor Wardens carry out head count for the area they are responsible.
3. Compile the information and report to Site Controller through EOC the number.
4. Make efforts to ascertain the number of people missing
5. On getting “All Clear” signal allow the people to disperse in orderly manner.
1. Will be in-charge of all QRTs – Rescue & Fire Fighting Teams, First Aid Team and
Security Teams.
2. He will restrict entry only for authorized personnel and authorized rescue vehicles.
3. Will assign the responsibilities to each QRT Leader.
4. Will ensure that all casualties are transported to Casualty Collection centre and are
handed over to the Medical / First Aid Team.
5. All External Agencies shall report to him.
6. Will assign the responsibilities to each external Team depending on their expertise
and equipment brought by them.
7. Will ensure safe working conditions at all times.
Sign
AJG PDG RS
Pravin D Gaikwad
Name Pravin D Gaikwad Sheth Rajan
Anil J Gajare
R 2.1 Prepared by Checked by Approved by
The Tata Power Company Ltd Disaster Management &
Business Continuity Plan
Page No. 39 Version – R 2.1
1. Senior Medical Officer / Medical Officer available at Unit / Office who can be called
within short notice.
2. Will establish Medical Centre / First Aid Posts during the emergency conditions, in
addition to the existing facility.
3. Organize medical supplies, ambulance services, treatment and hospitalization of
the affected personnel keeping in mind the TRIAGE Principles give in appropriate
Chapter.
4. Organize additional help through Medical Officers from other Divisions of TPCL.
5. Organize help of other professional, if required.
6. Contact blood bank for blood supply.
Sign
AJG PDG RS
Pravin D Gaikwad
Name Pravin D Gaikwad Sheth Rajan
Anil J Gajare
R 2.1 Prepared by Checked by Approved by
The Tata Power Company Ltd Disaster Management &
Business Continuity Plan
Page No. 40 Version – R 2.1
1. Will arrange to mobilize all vehicles within the Unit for emergency response
activity.
2. Will arrange to mobilize additional vehicles as directed by the “Over-all In-charge”
or “Site Controller”.
3. Shall assist “Medical Controller” in mobilizing Ambulances to transport casualties.
4. Shall maintain record of the utilization of the transport / vehicles.
5. Will arrange to keep the stores manned and open continuously during the
emergency to provide all material and equipment necessary for controlling the
situation.
6. Arrange for emergency procurement of materials at short notice, required for
emergency control from all available sources and ensure that sufficient supply is
available.
7. Extend any other help required.
Sign
AJG PDG RS
Pravin D Gaikwad
Name Pravin D Gaikwad Sheth Rajan
Anil J Gajare
R 2.1 Prepared by Checked by Approved by
The Tata Power Company Ltd Disaster Management &
Business Continuity Plan
Page No. 41 Version – R 2.1
The details of Incident Management Team for this Unit are annexed in Annexure 2e.
CHAPTER - 4
RISK ANALYSIS
4. Risk Analysis
The Transmission Business unit has common Risk Management System in place as
designed and developed for Tata Power Group. In order to facilitate identification of
Risks, the Vital Installations and Technologies, the Vital Data and the Vital People for the
Unit have been identified and documented.
Vital installations and Technologies that would be affected in case of disruptive incidents
are identified and are listed in Annexure 3a.
Sign
AJG PDG RS
Pravin D Gaikwad
Name Pravin D Gaikwad Sheth Rajan
Anil J Gajare
R 2.1 Prepared by Checked by Approved by
The Tata Power Company Ltd Disaster Management &
Business Continuity Plan
Page No. 42 Version – R 2.1
Vital data critical to the business which is in Soft and Hard Formats and which needs
urgent backup or recovery in case disruptive incidents are identified and listed in
Annexure 3b. In case of Soft Formats the information includes the size of data, back up
process, back up frequency and back up site.
In case of the Vital Data in Hard Formats, the process of Protecting Data is included in
the column titled “back up process”. Only Critical Vital Data in Hard Copies is included in
this chart.
The Vital Positions for Business Continuity Management in the Unit are identified and are
listed in Annexure 3c.
The contact details of these Officers are included in the Annexure 2 or 2a and hence only
the positions are identified.
Risk assessment is the exercise of identifying and analyzing the potential vulnerabilities
and threats. The sources of risks could be:
Sign
AJG PDG RS
Pravin D Gaikwad
Name Pravin D Gaikwad Sheth Rajan
Anil J Gajare
R 2.1 Prepared by Checked by Approved by
The Tata Power Company Ltd Disaster Management &
Business Continuity Plan
Page No. 43 Version – R 2.1
Each of these areas is looked at in the light of the business and the exact possible source
located and for each source the following points are identified -
Risk analysis for the Business Unit & its critical processes is done and prioritization / risk
rating of the risks in terms of Loss of Human Life, Damage to Environments, MTPD and
Financial Loss is done as shown in Annexure 3d. Further the corresponding impacting
processes are also identified for initiating appropriate actions for impacting processes.
The Risks levels are classified as Catastrophic, Critical. High, Medium and Low. This Risk
Rating is done through identified parameters as given in Annexure 3d (i).
CHAPTER – 5
BUSINESS IMPACT ANALYSIS
5. Business Impact Analysis and Risk Management
5.a - Classification of Business Functions
Before undertaking Business Impact Analysis, it is required to rank them from recovery /
restoration point. For ranking the functions for deciding priority for recovery / restoration,
in this BCP the business functions are classified as under:
b) Essential functions – Those functions, whose loss would seriously affect the
organization’s ability to function for long.
Sign
AJG PDG RS
Pravin D Gaikwad
Name Pravin D Gaikwad Sheth Rajan
Anil J Gajare
R 2.1 Prepared by Checked by Approved by
The Tata Power Company Ltd Disaster Management &
Business Continuity Plan
Page No. 44 Version – R 2.1
For classification of Functions, parameters are laid down with emphasis on MTPD –
Maximum Tolerable Period of Disruption, impact on business objectives and legal &
regulatory requirements, keeping in mind the needs of the Interested Parties. The detail
information on Classification of Functions is included in the Annexure 4a (i).
Further Recovery Priorities are decided considering the adverse impact on business
objectives, environment, and needs of interested parties. Parameters have been defined
and the information is documented and is given in Annexure 4 a(ii).
Business Impact Analysis (BIA) is essentially the process of identifying the critical
business functions and the losses and effects if these functions are not available.
As a best practice to conduct a Business Impact Analysis all the HODs were called upon
and told to contribute to making the same before the Business Continuity Plan. The
most vital data obtained from them for the BIA such as the Process Description, Function
handling Process, Responsible Manager, Recovery Priority, Minimum Business
Continuity Objectives (MBCO), Recovery Time Objective (RTO) from the angle of
“Interested Parties & Business”, estimated daily financial losses in case of interruption, is
compiled.
Sign
AJG PDG RS
Pravin D Gaikwad
Name Pravin D Gaikwad Sheth Rajan
Anil J Gajare
R 2.1 Prepared by Checked by Approved by
The Tata Power Company Ltd Disaster Management &
Business Continuity Plan
Page No. 45 Version – R 2.1
The Business Impact Analysis (BIA) is not a one-time project because of business
changes and growth as stated in the previous section. Hence, the BIA Statement shall be
revisited whenever a major business change occurs or half yearly, whichever comes first.
The BCP Team comprising of HODs was formulated for BIA and through their interaction
the Statement of Impact as given in Annexure 4a was developed considering “Process”
as the point of reference.
While undertaking BIA, it was possible to define in detail the resource requirements for
making a business function operational after disruptive incident. This included
infrastructure, manpower, documents, records, machines, phones, fax machines etc, with
complete specifications. These details are important, since in the event of disruptive
incident, there is bound to be some amount of panic and it may not be possible to come
down to such details. Hence this information was included in the BIA Statement.
The findings of the business impact analysis must also be expressed in business terms.
Quantifying the impact, possibly in terms of money, will catch the attention of the
management. Stating the impact in terms of time will help in proposing concrete recovery
goals. Stating the requirements in technical terms will help planning the recovery
strategies. Ultimately, the business impact analysis must justify the continuity plan and
aid selection of the best possible recovery strategy within the budget.
BIA helps define the recovery objectives. In the course of this study, it was realized that
restoring some of the functions/ processes may require few days / weeks / months,
disrupting the functions of other organizations / the “interested parties’. This would trigger
a chain of inconvenience for the entire society / community.
While analyzing the BIA Statement it was realized that, after a disruptive incident, it is
possible to recover critical functions at every affected node to a limited capacity, i.e. it is
possible to recover 50 % of the usual workload within 2 hours.
MBCO shall be decided on the basis of (i) needs of interested parties, (ii) applicable legal
& regulatory requirements and (iii) availability of resources to implement them.
Sign
AJG PDG RS
Pravin D Gaikwad
Name Pravin D Gaikwad Sheth Rajan
Anil J Gajare
R 2.1 Prepared by Checked by Approved by
The Tata Power Company Ltd Disaster Management &
Business Continuity Plan
Page No. 47 Version – R 2.1
The Relationship of MBCO, RTO and MTPD can be well understood through the figure
below.
Sign
AJG PDG RS
Pravin D Gaikwad
Name Pravin D Gaikwad Sheth Rajan
Anil J Gajare
R 2.1 Prepared by Checked by Approved by
The Tata Power Company Ltd Disaster Management &
Business Continuity Plan
Page No. 48 Version – R 2.1
The “Assumptions and Limitations” for RTO calculations are listed in Annexure 5j
Sign
AJG PDG RS
Pravin D Gaikwad
Name Pravin D Gaikwad Sheth Rajan
Anil J Gajare
R 2.1 Prepared by Checked by Approved by
The Tata Power Company Ltd Disaster Management &
Business Continuity Plan
Page No. 49 Version – R 2.1
CHAPTER – 6
BUSINESS CONTINUITY STRATEGIES
6 . Business Continuity Planning Strategies
Level -1:
The emergency situation arising in one plant / areas which has the potential to cause
injury or moderate damage to plant & can be controlled by Unit’s emergency services is
Level 1 emergency. In this case only DMP is invoked.
Level -2:
The emergency situation arising in plant / area which has the potential to cause injury,
death or major damage to one or more plants/areas or environment & can be controlled
only by utilizing full Unit’s emergency services and mobilizing Mutual Aid Response
Teams is Level 2 emergency. In this case BCP is invoked and Top Management is
informed.
Level 3:
Sign
AJG PDG RS
Pravin D Gaikwad
Name Pravin D Gaikwad Sheth Rajan
Anil J Gajare
R 2.1 Prepared by Checked by Approved by
The Tata Power Company Ltd Disaster Management &
Business Continuity Plan
Page No. 50 Version – R 2.1
The disaster situation arising in one or more Unit areas which has a serious potential to
cause damage to personnel/property and environment and which cannot be controlled
with available resources and needs mobilizing the necessary resources from external
sources such as Mutual Aid Response Group, Local Fire Brigade & other Government
Agencies is Level 3 emergency and is generally called as disaster. In this case too,
BCP is invoked and Top Management is informed.
The Risks identified during the BIA process, need to strategize in the order for Mitigation
(Prevention), Response, Resumption, Recovery and Restoration of business. The
Mitigation Plan is being implemented continuously & concurrently and certain proposed
measures shall be implemented on being approved by Management.
The National Disaster Management Policy, 2009 enshrines the formulation of three
Plans viz. Mitigation Plan, Response Plan and Resumption Plan. The Factories Act,
1948 (as amended from time-to-time) and the Disaster Management Act, 2005 calls this
as Disaster Management Plan, which replaces earlier framed “On-site & Off-site”
Emergency Plan/s.
has strictly adhered to NDMA Guidelines. Hence Mitigation Plan, Response Plan and
Resumption Plans are fully compliant with NDMA Guidelines as well as the ISO
Standard 22301 for BCMS.
During Level “L 1” disruptive incidents, the Unit shall be able to resume operations after
following steps mentioned in Disaster Management Plan (which includes mitigation,
response and resumption plans).
However, during Level “L2 & L3” disruptive incidents it may take a longer time to resume
the activities and hence the interested parties may be badly affected. Hence, this
Unit has prepared two more plans viz. Recovery Plan and Restoration Plan. These
two plans are a part of “Business Continuity Plan”.
Sign
AJG PDG RS
Pravin D Gaikwad
Name Pravin D Gaikwad Sheth Rajan
Anil J Gajare
R 2.1 Prepared by Checked by Approved by
The Tata Power Company Ltd Disaster Management &
Business Continuity Plan
Page No. 52 Version – R 2.1
3. Internal communication between the various levels and functions within the
organization;
10. Recording of vital information about the incident, actions taken and decisions
made; and
The Transmission Unit has well defined “Siren Codes” for conveying warning to as
listed below –
1. Emergency: For emergency situation, the siren shall be wailing sound 3 times
for 30 seconds with a gap of 5 second after every 30 seconds
2. DISASTER : For emergency situation, the siren shall be wailing sound 5 times
for 30 seconds with a gap of 5 second after every 30 seconds
Sign
AJG PDG RS
Pravin D Gaikwad
Name Pravin D Gaikwad Sheth Rajan
Anil J Gajare
R 2.1 Prepared by Checked by Approved by
The Tata Power Company Ltd Disaster Management &
Business Continuity Plan
Page No. 53 Version – R 2.1
3. ALL CLEAR: For all clear situation, the siren shall be straight run sound for 2
minutes.
5 Seconds 5 Seconds
Continuous 2 minutes
15 seconds
Sign
AJG PDG RS
Pravin D Gaikwad
Name Pravin D Gaikwad Sheth Rajan
Anil J Gajare
R 2.1 Prepared by Checked by Approved by
The Tata Power Company Ltd Disaster Management &
Business Continuity Plan
Page No. 54 Version – R 2.1
DURING AN EARTHQUAKE :
1. Stay in the building. Do not evacuate.
2. DROP, and take shelter under tables, desks, in doorways and similar
places. Keep away from overhead fixtures, windows, filing cabinets and
bookcases. COVER your head and neck with your arms. HOLD the position
until the ground stops shaking.
3. Assist any disabled persons in the area and find a safe place for them.
4. If you are outside, stay outside. Move to an open area away from buildings,
trees, power lines, and roadways.
Sign
AJG PDG RS
Pravin D Gaikwad
Name Pravin D Gaikwad Sheth Rajan
Anil J Gajare
R 2.1 Prepared by Checked by Approved by
The Tata Power Company Ltd Disaster Management &
Business Continuity Plan
Page No. 55 Version – R 2.1
AFTER AN EARTHQUAKE :
1. Check for injuries. If qualified, give first aid; otherwise, seek help.
2. Check for safety hazards: fire, electrical, gas leaks, water supply, etc.
Coordinate with your supervisor and begin turning off all potentially hazardous
equipment such as gas and electric appliances.
3. Do not use telephones, including cellular/mobile phones, or roads unless
necessary. Keep them open for emergency use.
4. Be prepared for aftershocks.
5. Cooperate, keep informed and remain calm.
6. DO NOT RETURN to a building unless told to do so by evacuation personnel.
IF EVACUATION IS ORDERED:
1. Seek out any disabled or injured persons in the area and give assistance.
Exit using the stairway. Do not use elevators.
2. Beware of falling debris or electrical wires as you exit.
3. Go to an open area away from buildings, trees, power lines and roadways.
4. Wait for further instructions from emergency personnel.
Prevention aims at lessening the chances & impact of the disruptive incident happening.
Strategies for prevention would include both deterrent and preventive controls.
Planning for prevention is an exercise that must be done carefully. It has to ensure that
the mechanisms used are neither very restrictive, nor would they constitute a bottleneck,
nor cause an availability problem, nor allow undesirable / easy access and usage.
Sign
AJG PDG RS
Pravin D Gaikwad
Name Pravin D Gaikwad Sheth Rajan
Anil J Gajare
R 2.1 Prepared by Checked by Approved by
The Tata Power Company Ltd Disaster Management &
Business Continuity Plan
Page No. 56 Version – R 2.1
The Statement of Preventive Measures for all risks identified for Unit is attached
herewith as Annexure 5a. Some of them are proposed measures, when implemented it
will result in reducing “RTO” and speeding up the implementation of “Recovery Plan”.
6.e – Resources
The BCP includes various plans for operational purposes. However, for implementing
these plans Resources in terms of Manpower, Equipment, Machinery & Tools, and
Vehicles & Appliances are required to be mobilized. Easy access to the information about
the “Internally Available” Resources shall be very useful and hence the same is compiled
and is given in Annexure 5 a(i).
In addition, the Unit may require assistance from the neighboring Units as well as
Government agencies. It is therefore essential to have their contact details as well as
know their capability to provide assistance. Hence the information about “Externally
Available” Resources is compiled and is given in Annexure 5a(ii).
The competency of various Teams for speedy and appropriate actions is required to be
developed. For this purpose Training Modules are devised at Corporate level shall be
followed and details of the “Competency Training” undertaken so far have been given
in the Annexure 5a (iii). This Unit endeavors to develop the level of competency of all
key Business Continuity personnel in next one year.
Further, for developing internal resources the “awareness” among the employees on the
Business Continuity vis-à-vis Business Continuity Plan is essential. The involvement of
each employee in implementing the BCP shall play a key role in ensuring speedy
recovery after any disruptive incident. The Awareness Training Module as framed at
corporate level shall be followed and the details of the “Awareness Training”
undertaken so far have been included in Annexure 5 a (iv). This Unit endeavors to train
100 % employees in next one year.
Response is the reaction when the disruptive incident occurs. It must stem further
damage, assess the extent of damage, salvage the business entity’s reputation by
providing appropriate communication to the external world and indicate a possible
recovery timeframe.
Sign
AJG PDG RS
Pravin D Gaikwad
Name Pravin D Gaikwad Sheth Rajan
Anil J Gajare
R 2.1 Prepared by Checked by Approved by
The Tata Power Company Ltd Disaster Management &
Business Continuity Plan
Page No. 57 Version – R 2.1
The Response phase may last from a few minutes to a few hours after the disruptive
incident. It will start near the end of, or after, the Crisis Phase if there has been one, or
when a potentially threatening situation is identified & pre-warning is received.
During the Response Phase the Disaster Management Team shall be activated and shall
deal with the situation urgently. They will ensure “life safety” and shall help the casualties,
if any. They will also ensure “safe atmosphere” for other Teams to work. Thereafter the
Business Continuity Team (BCT) will assess the situation and decide on Invocation of
BCP
A Crisis Phase may not actually have occurred but a potentially threatening situation may
have been identified which would warrant calling out the Disaster Management Team to
monitor events, for example a fire in the building next door which, if not brought under
control quickly, may damage Unit premises and will certainly require evacuation
procedures to be invoked.
The detail plan for Transmission Unit has been prepared under the caption Disaster
Management Plan (DMP). The DMP has been drafted as per the Guidelines issued by
the National Disaster Management Authority (NDMA) and the procedure laid down
therein is being rehearsed regularly at the Unit level as stipulated in the DMP. The DMP
for this Unit is appended herewith separately for reference.
The gist of activities for each risk is listed under the caption “Incident Management
Plan” and is given in the Annexure 5d (ii).
For Incident Management the Business Continuity Coordinator (BCC) shall act as “Site
Controller” and in case it is decided to activate BCP, he will assume the charge as
“Business Continuity Coordinator”.
Sign
AJG PDG RS
Pravin D Gaikwad
Name Pravin D Gaikwad Sheth Rajan
Anil J Gajare
R 2.1 Prepared by Checked by Approved by
The Tata Power Company Ltd Disaster Management &
Business Continuity Plan
Page No. 58 Version – R 2.1
On hearing the warning (Siren, PA system), the persons should quickly move to the
designated safe assembly area / shelter in an orderly manner. In case of emergency
near the safe assembly area / shelter area, they should listen to PA system for
alternate safe assembly area / shelter. The Floor Safety Wardens or Warden shall
help physically challenged personnel in reaching the shelter.
While in many cases evacuation is a life saving measure, however it is not always
practical. Lack of time is often the single most important limitation on the effectiveness.
Large evacuation takes very long time to execute even if they are well planned in
advance. Keeping this in mind, according to the type of disaster, area & people
affected by the disaster, the EOC will make suitable amendments in the plan and
communicate these instructions to the personnel through PA System.
Sign
AJG PDG RS
Pravin D Gaikwad
Name Pravin D Gaikwad Sheth Rajan
Anil J Gajare
R 2.1 Prepared by Checked by Approved by
The Tata Power Company Ltd Disaster Management &
Business Continuity Plan
Page No. 59 Version – R 2.1
Requirements of Shelter
The Shelter shall be a big space with over-head protection in the plant area or vicinity
of plant area, identified well before the emergency occurs. The Shelter shall have
sitting facilities, drinking water facilities, sanitation facilities and First Aid facilities as the
personnel will be displaced there temporarily for a short duration.
Locations of the Identified safe assembly areas / shelters are mentioned in Annexure
5a (i).
All of these shelters have strong structures with ample space to house a minimum of
10 personnel with facilities of Toilet , water , ventilation, telephone , first aid kit and
transportation if need be.
Sign
AJG PDG RS
Pravin D Gaikwad
Name Pravin D Gaikwad Sheth Rajan
Anil J Gajare
R 2.1 Prepared by Checked by Approved by
The Tata Power Company Ltd Disaster Management &
Business Continuity Plan
Page No. 60 Version – R 2.1
Headcount In-charge shall liaison with Security in-charge to get information relating to
persons in the plant premises at the time of emergency. On receiving the information,
Floor wardens will carry out the head count of the personnel assembled in the shelter.
He will cross verify the data received with the available list and make sure no one is
trapped in and around the disaster area. Follow the same procedure in counting the
visitors and contractors present in the plant.
Rehearsal
An essential element of any disaster management plan is the emergency evacuation
drill. The evacuation drills should be carried out on bi-monthly basis to train and
rehearse employees on their responsibilities and actions in case of any emergency.
The Emergency Evacuation Plan for this Unit is given in the Annexure 5d (iii).
First aiders:
This Unit has trained first aiders who are capable of providing necessary first aid to the
patients at the time of emergency. To increase the competency and to increase the
number of first aiders, first aid training is being given on regular basis.
Sign
AJG PDG RS
Pravin D Gaikwad
Name Pravin D Gaikwad Sheth Rajan
Anil J Gajare
R 2.1 Prepared by Checked by Approved by
The Tata Power Company Ltd Disaster Management &
Business Continuity Plan
Page No. 61 Version – R 2.1
Triage:
The term "triage" refers to a sorting of injured or sick people according to their need for
emergency medical attention. Used to determine priority for whom to get care first, triage
may be performed by anyone from emergency medical technicians (EMTs) to emergency
room gatekeepers, from soldiers on a battlefield to anyone with knowledge of the system
who finds himself or herself in an unusual emergency situation.
Triage is used when the medical-care system is overloaded, meaning there are more
people who need care than there are available resources to care for them. There may be
mass casualties in a war zone or in an earthquake or other natural disaster that results in
many injuries.
Triage systems run the gamut from verbal shouting in an unusual emergency to well-
defined coloured tagging systems used by soldiers and EMTs when they arrive on the
scene of a mass casualty accident or a battlefield with many wounded soldiers.
Sign
AJG PDG RS
Pravin D Gaikwad
Name Pravin D Gaikwad Sheth Rajan
Anil J Gajare
R 2.1 Prepared by Checked by Approved by
The Tata Power Company Ltd Disaster Management &
Business Continuity Plan
Page No. 62 Version – R 2.1
The most common triage systems use colour coding that works similar to this:
• Yellow: In some systems, yellow tags are transported first because they have a
better chance of recovery than red-tagged patients.
Identification Procedure:
The Triage Tag is used as the identification tag during a disaster situation.
Sign
AJG PDG RS
Pravin D Gaikwad
Name Pravin D Gaikwad Sheth Rajan
Anil J Gajare
R 2.1 Prepared by Checked by Approved by
The Tata Power Company Ltd Disaster Management &
Business Continuity Plan
Page No. 63 Version – R 2.1
Sign
AJG PDG RS
Pravin D Gaikwad
Name Pravin D Gaikwad Sheth Rajan
Anil J Gajare
R 2.1 Prepared by Checked by Approved by
The Tata Power Company Ltd Disaster Management &
Business Continuity Plan
Page No. 64 Version – R 2.1
Sign
AJG PDG RS
Pravin D Gaikwad
Name Pravin D Gaikwad Sheth Rajan
Anil J Gajare
R 2.1 Prepared by Checked by Approved by
The Tata Power Company Ltd Disaster Management &
Business Continuity Plan
Page No. 65 Version – R 2.1
The first reaction to an interruption would be to inform all the relevant people about the
interruption. If it is an impending interruption about which there is a prior warning, then
this notification can be done in advance.
Timely notification is important, since it may provide an opportunity to stem any further
damage. In a situation where there is adequate time to perform a shutdown, a switchover
or an evacuation, it may even completely prevent damage. This, however, requires the
presence of diagnostic or detective controls. Such controls either continuously scan
themselves for a symptom of interruption (network, servers) or collect such information
from external sources (natural calamities, accidents & fires in neighboring Unit).
Sign
AJG PDG RS
Pravin D Gaikwad
Name Pravin D Gaikwad Sheth Rajan
Anil J Gajare
R 2.1 Prepared by Checked by Approved by
The Tata Power Company Ltd Disaster Management &
Business Continuity Plan
Page No. 66 Version – R 2.1
Notification List for this Unit has been finalized and is given Annexure 5b. The list
includes “back-ups” for each contact. In case the primary person is not available or
contactable, the backup person is to be notified. Notification shall be done using various
tools: pager, SMS, phone, and email with emphasis on use of SMS. The team is
equipped appropriately. The list also includes the “Escalation Mechanism” to ensure
timely updates to the management.
Also, the notification procedure is given through a Flow Chart in Annexure 5c.
The procedure for transition from the emergency response to business resumption is
given here. The process starts with damage assessment and is followed by process of
making decisions regarding operations, concerning where and whom they would deploy,
and the activities to be performed and to what extent, are described. Activities are
assigned to the different sub-units in the BCP team and each group performs its assigned
tasks.
This part of the plan is also called the Business Resumption Plan (BRP).
The focus shifts to the EOC, where the decision to invoke BCP is taken. The first decision
to be taken is whether the critical operations can be resumed at the normal business site
or are required to be shifted to an alternate site. In situations when access to the primary
Sign
AJG PDG RS
Pravin D Gaikwad
Name Pravin D Gaikwad Sheth Rajan
Anil J Gajare
R 2.1 Prepared by Checked by Approved by
The Tata Power Company Ltd Disaster Management &
Business Continuity Plan
Page No. 67 Version – R 2.1
site is denied or the site is damaged beyond use, the operations could move to an
alternate site.
The most essential aspect of the Business Continuity Plan is the “Recovery Plan”. When
the activities cannot be resumed after any disruptive incident and it is realized that the
restoration time would cause inconvenience to the “Customer / Stake-holder / Interested
Parties”, as an interim action, a pre-defined procedure of providing “temporary and
partial” service shall be followed in this Unit. This procedure is called the Recovery
Plan / Business Continuity Plan.
Identification of alternate sites in the vicinity for resuming operations “Temporarily and
Partially” during the interim phase is very essential and identification process is required
to be done in pre-crisis phase.. The “Alternate Sites” for the Unit are identified and are
listed in Annexure 5f.
The BC Team has formulated the Recovery Strategies to address disruptive incidents
within optimum time and resources. While deciding recovery strategies, “Minimum
Business Continuity Objectives (MBCO)” has been decided keeping in mind the
“Maximum Tolerable Period of Disruption (MTPD)”.
Tata Power Company Limited, Transmission unit, has decided MBCO as 50%. In some
cases MBCO shall be 80 % also. Accordingly, the method of implementation is decided.
The “Business Continuity Strategies” for this Unit keeping in mind MTPD & MBCO are
identified and listed in Annexure 5 g.
Based on the identified and listed recovery strategies, MBCO and RTO, Recovery Plan
(Business Continuity Plan) is developed as per Annexure 5h.
In order to facilitate recovery process in optimum time and resources, the following points
are addressed / pre-defined in the Recovery Plan:
Sign
AJG PDG RS
Pravin D Gaikwad
Name Pravin D Gaikwad Sheth Rajan
Anil J Gajare
R 2.1 Prepared by Checked by Approved by
The Tata Power Company Ltd Disaster Management &
Business Continuity Plan
Page No. 68 Version – R 2.1
The Business Continuity Management Process Flow Chart, including the Incident
Management Process, is given in the Annexure 5 h (i).
Restoration is the process of repairing and restoring the primary site. At the end of this,
the business operations are resumed in totality from the original site or a completely new
site, in case of a catastrophic disruptive incident.
This phase restores conditions to normal. It will start with a damage assessment, usually
within few hours or so of the disruptive incident, and may identify any need for
refurbishment or even replacement of the premises. This phase will not occur if physical
damage does not happen. During the Restoration Phase any damage to the premises
and facilities will be repaired.
The Restoration Plan for this Unit is prepared and is given in the Annexure 5 i.
Sign
AJG PDG RS
Pravin D Gaikwad
Name Pravin D Gaikwad Sheth Rajan
Anil J Gajare
R 2.1 Prepared by Checked by Approved by
The Tata Power Company Ltd Disaster Management &
Business Continuity Plan
Page No. 69 Version – R 2.1
CHAPTER - 7
EXERCISING AND TESTING
7. Conduct of Disaster Management Exercises
7.1 Need
7.1.1 Practice is an important aspect of the preparation process. Experience and data
show that exercises are a practical, efficient and cost effective way to prepare for disaster
response and recovery. Exercises identify the areas where individuals & organization are
proficient and those that need improvement. Lessons learned from exercises can be used
for Corrective Actions in DMP and provide basis for imparting knowledge and developing
skills.
7.1.2 An exercise is a focused practice activity that drives them through a pre-decided
scenario and requiring them to function in the capacity that would be expected of them in
a real event. Its purpose is to promote preparedness by testing operational plans and
training personnel.
Sign
AJG PDG RS
Pravin D Gaikwad
Name Pravin D Gaikwad Sheth Rajan
Anil J Gajare
R 2.1 Prepared by Checked by Approved by
The Tata Power Company Ltd Disaster Management &
Business Continuity Plan
Page No. 70 Version – R 2.1
7.3.2 During Team Exercise the QRTs are expected to use the equipment, PPE as well
as functional, which they would normally require to use in case of any emergency.
Whenever, any new equipment is introduced it is essential to organise the Team
Sign
AJG PDG RS
Pravin D Gaikwad
Name Pravin D Gaikwad Sheth Rajan
Anil J Gajare
R 2.1 Prepared by Checked by Approved by
The Tata Power Company Ltd Disaster Management &
Business Continuity Plan
Page No. 71 Version – R 2.1
Exercises so that the individuals would be aware of the system of operation. A Senior
Officer and 1-2 In-house Trainers should be nominated to supervise the Team Exercises.
7.3.3 Some of the Team Exercises are listed below –
1) Evacuation Drill ( For Warden & Welfare QRT)
This list is not exclusive list. The Officer nominated as “Site Controller” should devise his
own model and implement it. However, he should devise his own periodical cycle for
development of skills / competency building.
7.4.2 A senior officer well conversant with DMP is nominated as “Facilitator”. There is
minimal attempt at simulation in a Tabletop Exercise. Equipment is not used and
resources are not deployed. The Exercise begins with the reading of a short scenario
narrative, which sets the stage for the hypothetical emergency. Thereafter, the Facilitator
leads the discussion. Since the scenario is known, the discussion should be focused on
the roles, resources, strategic plan and co-ordination.
Generally, site maps, charts and map markers & pinning material are used during the
discussion. At the end of the discussion, the participants should work out “line of action”
Sign
AJG PDG RS
Pravin D Gaikwad
Name Pravin D Gaikwad Sheth Rajan
Anil J Gajare
R 2.1 Prepared by Checked by Approved by
The Tata Power Company Ltd Disaster Management &
Business Continuity Plan
Page No. 72 Version – R 2.1
for the given narrative. They should keep in mind that their suggested “line of action”
should be as per principles listed in DMP and shall be implemented during “Functional” or
“Full Scale” Exercise by the QRTs at a later date / time.
c) It provides an opportunity for key personnel to be acquainted with their roles and
responsibilities.
d) It provides a good preparation for “In-house Mock Drill” and “Full Scale” Exercise.
7.4.3 Officer nominated as “Site Controller” should ensure that every month at-least
ONE Table Top Exercise for DMP is organized and 3 to 4 scenarios are discussed
through formation of groups among the participants.
7.5.1 In-house Exercise (Mock drill) is a fully interactive exercise that tests the capability
of an organization to respond to a simulated but likely perceived scenario. Mock drill tests
multiple functions of the organization’s operational plan. It is a coordinated response to a
situation in a time-pressured, realistic scenario. In-house Exercise focuses on
coordination, integration and interaction of organization’s policies, procedures, roles and
responsibilities before, during or after the simulated emergency.
Sign
AJG PDG RS
Pravin D Gaikwad
Name Pravin D Gaikwad Sheth Rajan
Anil J Gajare
R 2.1 Prepared by Checked by Approved by
The Tata Power Company Ltd Disaster Management &
Business Continuity Plan
Page No. 73 Version – R 2.1
e) Equipment utilisation
f) Actual resources and personnel allocation.
7.5.4 Assignment
The following persons shall be nominated for conduct of In-house Exercise –
i. Controller – Manages and directs the In-house Exercise
iv. Safety Marshal – Ensures Safety of Participants and Plant and shall intervene and
stop the proceedings if problem arises.
Step 1: Design the In-house Exercise - The key components of designing the In-house
Exercise are: details of the simulation and a timeline for how the events will unfold clear
objectives to use to evaluate the drill’s success and equipment to make the drill realistic.
Step 2: Assign roles for all the participants to play at a pre-exercise briefing.
Appoint a Safety Marshal who is responsible for implementing a medical safety
plan and shutting down the exercise if a real danger occurs.
Step 3: Initiate the In-house Exercise by introducing the prepared mock situation that
mimics a potential real hazard or vulnerability. Instruct everyone to follow the procedures
that are outlined in your existing DMP. Deliver the scripted messages to test the players’
reactions according to the timeline you developed.
Step 4: Evaluate the In-house Exercise to assess the effectiveness of your written
procedures and address any shortcomings. Attain feedback from the designated
observers on the performance of the participants and the fulfillment of the exercise
objectives. Document all lessons learned through the In-house Exercise (Mock drill) for
Corrective Actions.
7.5.6 The In-house exercise should be organized on “Bi-monthly” basis with different
scenarios being tested every time.
7.6.1 Full Scale Exercise simulates a real event as closely as possible. It is an exercise
designed to evaluate the operational capability of response system in a highly stressful
environment that simulates actual response conditions. To accomplish this realism it
requires the mobilization and actual movement of QRTs, equipment and resources,
including external resources. Ideally, the Full Scale Exercise should test and evaluate
most functions of the DMP.
7.6.2 Full Scale Exercise is an extension of In-house Exercise and the aims and
assignments as listed in Para 7.5.2 and 7.5.3 above are same.
7.6.3 Steps
The following FIVE steps are required for success Full Scale Exercise –
Step 1
Design the Full Scale Exercise. The key components of designing the Exercise are:
details of the simulation and a timeline for how the events will unfold, clear objectives to
use to evaluate the drill’s success and equipment to make the drill realistic.
Step 2
Identify key External partners and invite their representatives to participate in the
exercise with appropriate QRTs. Since an effective exercise simulates damage and
injuries, the presence of mutual aid group helps the exercise to be realistic. In addition,
working with the mutual aid group during an exercise will build relationships that will make
you both more effective during an actual disaster.
Step 3
Assign roles for all the participants to play at a pre-exercise briefing.
Step 4
Initiate the Full Scale Exercise by introducing the prepared mock situation that mimics a
potential real hazard or vulnerability. Instruct everyone to follow the procedures that are
Sign
AJG PDG RS
Pravin D Gaikwad
Name Pravin D Gaikwad Sheth Rajan
Anil J Gajare
R 2.1 Prepared by Checked by Approved by
The Tata Power Company Ltd Disaster Management &
Business Continuity Plan
Page No. 75 Version – R 2.1
outlined in your existing DMP. Deliver the scripted messages to test the players’ reactions
according to the timeline you developed.
Step 5
Evaluate the Full Scale Exercise to assess the effectiveness of your written procedures
and address any shortcomings. Attain feedback from the designated observers on the
performance of the participants and the fulfillment of the exercise objectives. Document
all lessons learned through the Full Scale Exercise for Corrective Actions.
7.7 The Full Scale exercise should be organized on “Half Yearly” basis with different
scenarios being tested every time.
7.8.2 After every Exercise a de-briefing session shall be arranged and the feedback
from the designated evaluators on the performance of the participants and the fulfillment
of the drill objectives shall be recorded. Document all lessons learned through the
exercise for Corrective Actions.
7.9 The Site Controller/ Nodal head / Local Business Continuity Coordinator is
responsible for conducting periodic exercises of the Disaster Management Plan as
documented.
Sign
AJG PDG RS
Pravin D Gaikwad
Name Pravin D Gaikwad Sheth Rajan
Anil J Gajare
R 2.1 Prepared by Checked by Approved by
The Tata Power Company Ltd Disaster Management &
Business Continuity Plan
Page No. 76 Version – R 2.1
It is important to test the business continuity plan every time the plan is revised, a system
is added to the production, a system in production is changed, a scheduling change
occurs in the business activities, a process falls in the scope of the plan changes, a
requirement arises for reporting on the adequacy of the plan, or when reporting on the
preparedness of the business continuity team.
Testing the BCP is the only way to see if the goals set have been met. These tests will
throw up inconsistencies, incorrect information (if any) and points where the actual and
expected results differ. The team shall brainstorm on the gaps found and revise the plan
accordingly. This would lead to yet another test cycle.
The exercise of testing the plan also serves as competency building for the team. It is
possible that at the time of disruptive incident, the team may not be able to refer to the
plan. Moreover, there would be panic and human response could be affected. At such
moments, the earlier “drills” would serve to remind them of their activities and provide
some level of confidence.
Test Objectives
Test Scenario
Test Activities, including Participants and
Expected Results.
7.10.2 The test exercise can be a Table Top Exercise or a Tactical Exercise.
a) Table Top Exercise involves a structured walkthrough. The team comes together
with a prior knowledge of the test scenario. Each member plays a designated role
and walks-through the activities assigned to him/her in the business continuity
plan. The Table Top Exercise shall be organized on “Monthly” basis and at-least
2 to 3 scenarios leading to “BCP Invocation” shall be discussed every time
b) Tactical exercise involves an actual simulation. There will be a coordinator for each
test, who will announce the intermediate events for the scenario, as if they were
happening. The team goes through the entire plan, performing all the activities,
from notification to restoration. If this exercise is a planned or notified exercise,
then it will be generally designed in such a way that the activities of the entire team
Sign
AJG PDG RS
Pravin D Gaikwad
Name Pravin D Gaikwad Sheth Rajan
Anil J Gajare
R 2.1 Prepared by Checked by Approved by
The Tata Power Company Ltd Disaster Management &
Business Continuity Plan
Page No. 77 Version – R 2.1
7.10.3 Surprise simulations shall also be performed. It is usually the best type of exercise
in the testing of the continuity plan and gives a picture of the actual preparedness of the
team.
7.10.4 In short, while testing the BCP, the following activities are performed.
Preparing a test plan, choose the test scenario(s) and state the expected results
Executing the plan
Documenting the test results
Reviewing the actual results and report gaps and/or slippages
Circulating the results and the report among the team
Identifying the changes that are to be made to the BCP to cover gaps and
overcome observed slippages
7.10.5 The BCP Test Plans for this Unit are given in the Annexure 6a. The Test results
and gaps are all captured in Plan vs. Actual in Annexure 6b.
Sign
AJG PDG RS
Pravin D Gaikwad
Name Pravin D Gaikwad Sheth Rajan
Anil J Gajare
R 2.1 Prepared by Checked by Approved by
The Tata Power Company Ltd Disaster Management &
Business Continuity Plan
Page No. 78 Version – R 2.1
CHAPTER 8
PERFORMANCE EVALUATION
8.a – Disruptive Incident Analysis
It is essential to document every disruptive incident which necessitates Invocation of
BCP, as it may point out the deficiencies in the BCP. As in case of BCP Testing, there is
a lot learning from the actual disruptive incidents.
The post-incident review by the Business Continuity Management team should cover the
gaps in (a) Timelines, (b) Resources, (c) Manpower requirements, (d) Vendor selection &
his performance and (e) Recovery / Restoration activities. Further, the review has to be in
the context of promoting continual improvement.
This Unit has laid down a format for documenting the disruptive incident analysis which is
given as Annexure 7 a. Whenever disruptive incident occurs learnings will be shared with
other similar sites for avoiding future such incidents elsewhere.
This Unit accepts gaps in planning as a visible symptom and shall proceed to identify and
fix the problem. The gaps shall be identified and dealt with in a timely manner as should
Sign
AJG PDG RS
Pravin D Gaikwad
Name Pravin D Gaikwad Sheth Rajan
Anil J Gajare
R 2.1 Prepared by Checked by Approved by
The Tata Power Company Ltd Disaster Management &
Business Continuity Plan
Page No. 79 Version – R 2.1
the corrective actions that address them. The Corrective Action Plan should originate
from a well-defined statement that clearly states the problem and is understood.
The Corrective Action Plan shall be designed to mitigate consequences and identify
changes to be made to correct the situation, restore normal operations and eliminate the
cause(s) in order to prevent the problem from recurring. The nature and timing of actions
should be appropriate to the scale and nature of the gap identified and its potential
consequences.
Potential problems may be extrapolated from corrective actions for actual gaps, identified
during the internal BCMS audit process, analysis of industry trends and events, or
identified during exercise and testing.
Corrective actions that result in changes to the BCMS shall be reflected in the
documentation. They shall also trigger a revisit of the risk assessment and impact
analysis in order to evaluate their impact on business continuity procedures and training
needs.
The Transmission Unit has decided to document the gaps in the planning process
identified during BCP Exercising & Testing, Internal audit, and Actual disruptive incidents
and prepare “Corrective Action Plan”. The format of the CAP is given in Annexure 7b.
It is also essential to review the status of corrective actions periodically. The BCMS Team
shall be responsible for the periodic review and documenting the review. This Unit shall
submit the review report about the status of Corrective Actions in the format given in
Annexure 7b (i) to the Management.
It is essential to conduct internal audits of the BCMS to ensure that the BCMS is
achieving its objectives, that it conforms to its planned arrangements and has been
properly implemented and maintained, and to identify opportunities for improvement.
Internal audits of the BCMS shall be conducted at half-yearly intervals to determine and
provide information to top management on appropriateness and effectiveness of the
BCMS as well as to provide a basis for setting objectives for continual improvement of
BCMS performance.
Sign
AJG PDG RS
Pravin D Gaikwad
Name Pravin D Gaikwad Sheth Rajan
Anil J Gajare
R 2.1 Prepared by Checked by Approved by
The Tata Power Company Ltd Disaster Management &
Business Continuity Plan
Page No. 80 Version – R 2.1
The Company’s, internal audit programme shall be based on the full scope of the BCMS,
however, each audit need not cover the entire system at once. Audits may be divided into
smaller parts, so long as the audit programme ensures that all organizational units,
functions, activities and system elements and the full scope of the BCMS are audited in
the audit programme within the auditing period.
The results of an internal BCMS audit shall be documented in the format given at
Annexure 7 c and 7 c (i).
The evaluation shall be taken in the form of self-assessments, which shall be undertaken
on “bi-monthly” basis. The evaluation of the organization’s BCMS shall be undertaken
against the following parameters –
1) Contest of Organization
2) BCMS Planning Evaluation
3) Resilience
4) Communication Procedure
5) Response Plans
6) Exercising & testing
7) Performance Evaluation & Management review
The scoring methodology is defined in the BCDMI (Business Continuity and Disaster
Management Index) and is given in Annexure 7 d.
Sign
AJG PDG RS
Pravin D Gaikwad
Name Pravin D Gaikwad Sheth Rajan
Anil J Gajare
R 2.1 Prepared by Checked by Approved by
The Tata Power Company Ltd Disaster Management &
Business Continuity Plan
Page No. 81 Version – R 2.1
The Management Review shall be undertaken in the second week of January and July of
every year and immediately after any disruptive incident. The minutes of the Management
Review Meeting shall be recorded in the format given in Annexure 7e.
The Business Continuity Coordinator shall coordinate the Management review and
shall ensure that the history of the revisions of BCP is maintained in the “version Chart”.
Sign
AJG PDG RS
Pravin D Gaikwad
Name Pravin D Gaikwad Sheth Rajan
Anil J Gajare
R 2.1 Prepared by Checked by Approved by
LIST OF BCP ANNEXURE
Annexure Details Clause No of the
No Standard
1 Glossary
1-a Definitions (as given in Standards) 3
1-b Organization and its context 4
1-c Risk Identified 4
1-d List of applicable Legal, Regulatory & other requirements 4
2 Contact List ( General )
2-a Business Continuity Management Team 5
2-b Damage Assessment Team 5
2-c Technical Team 5
2-d Operations Team 5
2-e Incident Management Teams 5
3 - Risk Analysis
3-a Vital Installations and Technology 4
3 -b Vital Data 4
3- c Vital Positions 4
3-d Risk Analysis 4+6+8
3 - d (i) Criteria for Risk Rating 4+6+8
4 - Business Impact Analysis
4-a Statement of Business Impact 4+6+8
4 - a (i) Classification of Function 4+6+8
4 - a (ii) Criteria for Recovery Priorities 4+6+8
4-b BIA Questionnaire 4+6+8
5 - Business Continuity Management System
5-a Statement of Preventive (Mitigation) Measures 7+8
5 - a (i) Internal Resources 7
5 - a (ii) External Resources 7
5 - a (iii) Training for Competency development 7
5 - a (iv) Training for Awareness development 7
5-b Notification List 7+8
5 - b(i) BLUE SKY REPORT 7+8
5 - b(ii) NOTIFICATION FORMAT FOR INVOCATION OF BCP 7+8
5-c Notification Process (Flow Chart) 7+8
5 - d (I) DMP / BCP Invocation Criteria 7+8
5 - d (ii) Incident Management Plan 8
5 - d (iii) Emergency Evacuation Map 8
5 - d (iv) ACTION TAKEN REPORT BY OPERATIONS TEAM 8
5 - d (v) INCIDENT REPORT 8
5 - d (vi) REPORT BY INCIDENT CONTROLLER AND ACTION BY SITE CONTROLLER 8
5 - d (vii) SITUATION REPORT BY INCIDENT CONTROLLER 8
5 - d (viii) INCIDENT CLOSED REPORT AND SUBSEQUENT ACTION PLAN 8
5 - d (ix) DAMAGE ASSESSMENT REPORT 8
5-e Resumption Plan 8
5-f Alternate Sites 8
5-g Business Continuity / Recovery Strategy 8
5-h Business Continuity / Recovery Plan 8
5 - h (i) BCM Process Flow chart 8
5 - h (ii) ACTION PLAN BY TECHNICAL TEAM 8
5 - h (iii) REPORT TO HIGHER AUTHORITIES BY B C CO-ORDINATOR 8
5 - h (iv) ACTION TAKEN REPORT BY OPERATIONS TEAM 8
Annexure Details Clause No of the
No Standard
5-i Restoration Plan 8
5 - i(i) ACTION COMPLETED REPORT BY B C CO-ORDINATOR 8
5-j Statement of acceptable level and timeframes 8
6 - Exercising and Testing
6-a Test Plan 8
6 -b Test Results 8
7 - Performance Evaluation
7-a Disruptive Incident Analysis report 10
7-b Corrective Action Plan - Test Report / Audit Report / Disruptive Incident 9 + 10
7 - b (i) Review of Corrective Actions 9
7-c Internal Audit Report 9
7 - c (i) Document Checklist 9
7-d Performance Evaluation 9
7-e MRM minutes Format 9
Annexure 1 – Glossary
Unit. For example, the Accounting Business Unit in a smaller organization may include
accounts payable and accounts receivable as Business Functions while a larger
organization may have separate business units that perform these Business Functions.
Business Impact Analysis (BIA) – The process of analysing activities and the effect that a
business disruption might have upon them. It is the process of developing and distributing a
questionnaire to determine the Financial Impact and Operational Impact on an organization
if it’s business offices and/or data center facilities are not available for an extended time
(usually at least one month). The objective of the BIA is to provide a management-level
Business Unit – A separate, discrete organizational entity that performs a specific business
function or process. A Business Unit may be as small as two people or as entire company.
Contact List – A list of all team members and their phone numbers (home, work, cell,
pager, etc.) on a Team for the Business Continuity Plan .
Cold Site – An Alternate Site consisting of space that can be configured to support
business unit recovery and/or data center recovery operations. A Cold Site is basically “four
walls” with access to Voice Communications and Data Communications circuits and
sufficient available electrical power and HVAC to support the recovery operations. A Cold
Site may or may not have raised floor, and ALL furniture and hardware must be delivered,
Competence
Ability to apply knowledge and skills to achieve intended results.
Correction
Action to eliminate a detected nonconformity.
Corrective action
Action to eliminate the cause of a non-conformity and to prevent recurrence.
Controls – A term usually associated with Auditing and defined as procedures or other
measures designed to ensure that plans and systems function correctly.
Crisis – An event that threatens the security, integrity or facilities of an organization and/or
the safety of its employees. A Crisis may range from a building evacuation due to a bomb
threat to a full-scale, easily recognized disasters. For planning purposes, a Crisis includes,
but is not limited to, severe weather threats or occurrences (snow, tornadoes, etc.), senior
management succession planning, power and communications outages, medical
management team that activates the Crisis Management Plan (CMP) in response to a
Crisis .
Customer List – An inventory list of all primary customers –including name, address,
telephone number, and contact (if required)– that must be notified during the recovery of a
business unit or an entire company. The Customer List is an essential part of an
organization’s Business Continuity Plan . It is a best practice to have a complete inventory
geographically separate locations via public and/or private electrical or optical transmission
systems. Contrast with Voice Communications .
Declaration Fee – A one-time charge normally paid to a commercial vendor who provides
an Alternate Site (usually a Hot Site ) facility at the time a disaster is officially declared.
Department – A separate, discrete entity defined by each organization or company. A
department usually performs a specific business function or process.
Disaster Mitigation – Actions, plans, and activities to reduce or eliminate the effects of a
disaster on business and/or data center operations.
disaster that are used to support and enhance mitigation, response, and recovery to
disasters.
Disaster Recovery – Archaic term for Business Continuity but still occasionally used in
reference to a data center’s Business Continuity Plan . See Business Continuity .
used in reference to a data center’s Business Continuity Plan . See Business Continuity
Plan .
Document
Information and its supporting medium.
Documented information
which it is contained.
Effectiveness
Extent to which planned activities are realised and planned results achieved.
Emergency Response – The initial activities and plans designed to address and mitigate a
disaster’s immediate and short-term effects.
Exercise
Process to train for, assess, practice, and improve performance in an organization.
from the unavailability of an organization’s business office and/or data center facilities.
Financial impacts are usually reported during a Business Impact Analysis (BIA) and are
typically estimated on a daily basis. See also Operational Impact .
Hot Site – An Alternate Site consisting of designated office space and/or a data center
facility that is equipped with sufficient workstations (including desks, chairs, telephones,
etc.), voice and data communications hardware and connectivity, power, raised floor,
computer hardware (including workstations if required), and appropriate heating, ventilating,
and air conditioning capacity. Commercial vendors typically provide separate
affected by a disaster. Hot sites vary depending on the type of facilities offered (such as
data processing equipment, communications equipment, electrical power, etc.).
person’s home, where all designated team leaders and members can meet if the
organization’s business offices and/or data center are not accessible for any reason. See
also Emergency Operations Center (EOC) .
Interested party
affected by a decision or activity.
Invocation
Act of declaring that and organisation’s business continuity arrangements need to be put
into effect in order to continue delivery of key products or services.
Inventories – Specific lists of items required for the Business Continuity Plan which
includes the Customer List with contact information, Equipment List (with Vendor List and
contact information), Supplies List (with Vendor List and contact information), Software List
(with Vendor List and contact information), Telecommunications List (with Vendor List and
an organization. The basic supporting installations and facilities upon which the
continuance and growth of a community depend, such as power plants, water supplies,
transportation systems, and communications systems, etc.
LAN – Acronym for Local Area Network .
computers, and peripherals under a standard topology, usually within one building or a
group of buildings. A LAN does not use public carriers to link its components, although it
may have a “gateway” outside the LAN that uses a public carrier. See also Wide Area
disaster. Such losses may include loss of life, revenue, market share, competitive stature,
public image, facilities, or operational capability. See also Financial Impact and
Operational Impact .
Vital Records and critical documentation may be stored for emergency use during the
execution of an organization’s Business Continuity Plan .
Performance
Measurable result.
Performance evaluation
Process of determining measurable results.
Policy
Intentions and direction of an organisation as formally expressed by its top management.
Prioritised activities
Activities to which priority must be given following an incident in order to mitigate impacts.
and follow documented responsibilities for the design, development, and implementation of
a Business Continuity Plan .
business processes and/or data processing hardware that allows one organization to
continue business operations for the other in case of disaster.
Record
Statement of results achieved or evidence of activities performed.
Recovery Time Objective
Period of time following an incident within which Products or service must be resumed, or
Activity must be resumed, or Resources must be recovered.
Recovery Point Objective (RPO) – Point to which the information used by an activity must
be restored to enable the activity to operate on resumption. The measure how much data
loss, in hours or days, is acceptable to an organization. The point in time at which backup
data (e.g., backup tapes) must be restored and synchronized by IT to resume processing.
Most IT organizations usually have an RPO of at least –1 day (–24 hours) because
backups are usually performed daily (usually at night) and transported to Offsite Storage
early the following day. The best RPO is zero (0) which basically means as example that
plan and equipment), and suppliers and information (whether electronic or not) that an
organisation has to have available to use, when needed, in order to operate and meet its
objective. These are required for the recovery of a business unit or an entire company as
documented in the Business Continuity Plan .
Requirement
Need or expectation stated, generally implied or obligatory.
Resilience
achieve the organizations objectives.
man-made or natural, are constant throughout our daily lives. The potential is usually
measured by its probability in years.
Risk appetite
Amount and type of risk that an organisation is willing to pursue or retain.
for the recovery of a business unit or an entire company. Supplies includes, but is not
limited to, forms (e.g., check stock), special rubber stamps, pens, pencils, paper, paper
clips, staplers, etc. The Supplies List is an essential part of an organization’s Business
Continuity Plan. It is a best practice to have a complete inventory list of ALL existing
completed Business Continuity Plan . The exercise includes a disaster scenario and
exercise moderator who observes one or more team leaders verbally walk through each
step of their BCP to confirm its viability and identify omissions, gaps, bottlenecks, or other
the Business Continuity Plan . A Team consists of a Team Leader, Alternate Team Leader,
and Team Members. The Team Leader is responsible for the successful completion of all
tasks assigned (See Task List) to a team.
vendor, in which the IT and Telecommunications teams verify that computer systems and
telecommunications can be successfully restored to operational status.
Testing
something.
natural phenomena such as tornadoes and earthquakes and man-made incidents such as
terrorist attacks, bomb threats, disgruntled employees, and power failures.
telephone number, and vendor representative (if required)– that provide an essential
service or product required for the recovery of a business unit or an entire company. The
Vendor List is an essential part of an organization’s Business Continuity Plan. It is a best
practice to have a complete inventory list of ALL existing vendors compiled and used by an
organization’s business operations. This may include employee information, financial and
stockholder records, business plans and procedures, and the Business Continuity Plan.
Vital records may be contained on a wide variety of media including, but not limited to,
electronic (including tape, disk, and CD-ROM), hard copy (normally paper), microfilm, and
records (see Vital Record ) required for the recovery of a business unit or an entire
company. The Vital Records List is an essential part of an organization’s Business
Continuity Plan.
Warm Site – An Alternate Site consisting of designated office space and/or data center
space that has installed voice and data communications access and is partially equipped
with telecommunications interfaces, such as a PBX and/or a router. A Warm Site is usually
pre-wired for Voice and Data Communications so that telephones, PCs, and other computer
campus, or local area networks across greater distances, usually accomplished using
common carrier lines. See also Local Area Network .
Workstation – A single-person work area which usually includes office furniture (e.g., a
desk), computer equipment (e.g., a PC), a telephone, and a wastebasket.
Annexure 1a - Definitions as per Clause 3 of ISO 22301:2012 Standard
3.1 Activity
Process or set of processes undertaken by an organization (or on its behalf) that produces or supports one or
more products and services.
EXAMPLE - Such processes include accounts, call centre, IT, manufacture, distribution.
3.2 Audit
Systematic, independent and documented process for obtaining audit evidence and evaluating it objectively
to determine the extent to which the audit criteria are fulfilled.
NOTE 1 - An audit can be an internal audit (first party) or an external audit (Second party or third party), and
it can be a combined audit (Combining two or more disciplines).
3.12 Correction
Action to eliminate a detected nonconformity
3.14 Document
Information and its supporting medium
NOTE 1 - The medium can be paper, magnetic, electronic or optical computer disc, photograph or master
sample, or a combination thereof.
NOTE 2 - A set of documents, for example specifications and records, is frequently called “documentation”.
3.16 Effectiveness
Extent to which planned activities are realized and planned result achieved.
3.17 Event
Occurrence or change of a particular set of circumstances.
NOTE 1 - An event can be one or more occurrences, and can have several causes
NOTE 2 - An event can consist of something not happening
NOTE 3 - An event can sometimes be referred to as an “incident” or “Accident”.
NOTE 4 - An event without consequences may also be referred to as a “near miss”, “incident”, “near hit”,
“close call”.
3.18 Exercise
Process to train for, assess, practice, and improve performance in an organization.
NOTE 1 - Exercises can be used for : validating policies, procedures, training, equipment and inter-
organizational agreement; clarifying and training personnel in roles and responsibilities; improving inter-
organizational coordination and communications; identifying gaps in resources; improving individual
performance; and identifying opportunities for improvement, and controlled opportunity to practice
improvisation.
NOTE 2 - A test is a unique and particular type of exercise, which incorporates an expectation of a pass or fail
element within the goal or objectives of the exercise being planned.
3.19 Incident
Situation that might be, or could lead to, a disruption, loss, emergency or crisis.
3.20 Infrastructure
System of facilities, equipment and services needed for the operation of an organization.
NOTE - This can be an individual or group that has an interest in any decision or activity of an organization.
3.23 Invocation
Act of declaring that an organization’s business continuity arrangements need to be put into effect in order
to continue delivery of key products or services.
3.27 Measurement
Process to determine a value.
3.29 Monitoring
Determining the status of a system, a process or an activity.
3.32 Objective
Result to be achieved.
NOTE 1 - An objective can be strategic, tactical or operational.
NOTE 2 - Objectives can relate to different disciplines (such as financial, health and safety and environmental
goals) and can apply at different levels (such as strategic, organization-wide, project, product and process).
NOTE 3 - An objective can be expressed in other ways, e.g. as an intended outcome, purpose, an operational
criterion, as a societal security objective or by the use of other words with similar meaning (e.g. aim, goal, or
target).
NOTE 4 - In the context of societal security management systems standards, societal security objectives are
set by the organization, consistent with the societal security policy, to achieve specific results.
3.33 Organization
Person or group of people that has its own functions with responsibilities, authorities and relationships to
achieve its objectives.
NOTE 1 - The concept of organization includes, but is not limited to, sole-trader, company, corporation, firm,
enterprise, authority, partnership, charity or institution, or part or combination thereof, whether
incorporated or not, public or private.
NOTE 2 - For organizations with more than one operating unit, a single operating unit can be defined as an
organization
3.35 Performance
Measurable result.
NOTE 1 - Performance can relate either to quantitative or qualitative findings.
NOTE 2 - Performance can relate to the management of activities, processes, products (including services),
systems or organizations.
3.37 Personnel
People working for and under the control of the organization.
NOTE - The concept of personnel includes, but is not limited to employees, part-time staff, and agency staff.
3.38 Policy
Intentions and direction of an organization as formally expressed by its top management.
3.39 Procedure
Specified way to carry out an activity or a process.
3.40 Process
Set of interrelated or interacting activities which transforms inputs into outputs.
3.43 Record
Statement of results achieved or evidence of activities performed.
3.46 Requirement
Need or expectation that is stated, generally implied or obligatory
NOTE 1 - “Generally implied” means that it is a customary or common practice for the organization and
interested parties that the need or expectation under consideration is implied.
NOTE 2 - A specified requirement is one that is stated, for example in documented information.
3.47 Resources
All assets, people, skills, information, technology (including plant and equipment), premises, and supplies
and information (whether electronic or not) that an organization has to have available to use, when needed,
in order to operate and meet its objective.
3.48 Risk
Effect of uncertainty on objectives.
NOTE 1 - An effect is a deviation from the expected – positive or negative
NOTE 2 - Objectives can have different aspects (such as financial, health and safety and environmental goals)
and can apply at different levels (such as strategic, organization-wide, project, product and process). An
objective can be expressed in other ways, e.g. as an intended outcome, a purpose, an operational criterion,
as a business continuity objective or by the use of other words with similar meaning (e.g. aim, goal or target).
NOTE 3 - Risk is often characterized by reference to potential events and consequences or a combination of
these.
NOTE 4 - Risk is often expressed in terms of combination of the consequences of an event (including changes
in circumstances) and the associated likelihood of occurrence.
NOTE 5 - Uncertainty is the state, even partial, of deficiency of information related to, understanding or
knowledge of, an event, its consequence, or likelihood.
NOTE 6 - In the context of the business continuity management system standards, business continuity
objectives are set by the organization, consistent with the business continuity policy, to achieve specific
results. When applying the term risk and components of risk management, this should be related to the
objectives of the organization that include, but are not limited to the business continuity objectives.
3.52 Testing
Procedure for evaluation; a means of determining the presence, quality, or veracity of something.
NOTE 1 - Testing may be referred to a “trial”.
NOTE 2 - Testing is often applied to supporting plans.
3.54 Verification
Confirmation, through the provision of evidence, that specified requirements have been fulfilled.
1 - Partnerships
Name Address Contact Numbers Nature of partnership
Sr. No.
NA
2 - Supply Chain
Sr. No. Name Address Contact Numbers Material being supplied
The Tata Power Co. Ltd
Trombay Thermal Plant, 022-67171000
1 TPC-G Electric Power
Mahul Road, Chembur 022-67175114
Mumbai-400074
Maharashtra State Electricity Generation
022-22619100
Company Limited.
2 MSEGCL 022-22619200 Electric Power
Hongkong Bank Building,
022-22619300
M.G. Road, Fort, Mumbai-400001.
3 - Interested parties
Sr. No. Name Address Contact Numbers Needs / Expectations of Interested Parties
Sr. No. Name The Tata Power Co. Address
Ltd Contact Numbers Needs / Expectations of Interested Parties
Distribution Consumer Services
Dharavi Receiving Station, Power supply with MTPD = 4 Hrs.
1 TPC-D 2267172090
Near Shalimar Indl. Estate
Matunga,Mumbai-400019
The Brihanmumbai Electric Supply & Transport
Undertaking (Of the Brihan Mumbai
022-22856262
Mahanagarpalika) Power supply with MTPD = 4 Hrs.
2 BEST 022-22856395
Electric House, New Administrative Building,
022-22856396
BEST Marg, SV Road, Colaba,Mumbai- 400001,
Maharashtra
Reliance Infrastructure Limited
RNA Corporate Park, Old Kalamandir, Near Power supply with MTPD = 4 Hrs.
3 R-INFRA-D 1800-200-3030
Collector's Office, Rd Number 13, Bandra East,
Mumbai, 400051
Chief Fire Officer / Electrical Office of Chief Firer Officer / Electrical Information of Fire / catastrophic failure of
8
Inspectorate Inspectorate - Chembur, Mumbai electrical equipment
Sr. Risks identified for BCP Type of context Impact of disruptive incident Risk Appetite Risk Management Remarks
No. (As per BC Policy & Process document) (Internal, External, Impact or consequence of risk Impact on (Rs. Cr) Strategy
Natural) Needs of Interested Parties due to (as calculated by (Terminate, Transfer,
occurrence of risk RMS) Treat, Tolerate)
1. Equipment damage
Major threats to stations from
1 External 2. Human loss Power supply interruption 0.76 Treat, Transfer
terrorism / sabotage
3. Power supply interruption
1. Equipment damage
Natural disasters likeflood, draught,
2 Natural 2. Human loss Power supply interruption 0.74 Treat, Transfer
storm, earthquake
3. Power supply interruption
1. Fire in ICT / Transformer,
2. Fire in Control room
3. Fire in cable basement,
4. Fire in switchgear room,
3 Risk of Fire Internal Power supply interruption 0.04 Treat, Transfer
5. Fire in relay / auxiliary room,
6. Fire in Office
7. Human Loss
8. Power supply interruption
1. Power supply interruption
2. Failure of connected equipment or
Major Operational/catastrophic
equipment in vicinity
4 failures of critical equipment Internal Power supply interruption 0.02 Treat, Transfer
3. Fire
4. Accidents
5.Human Loss
Transformer explosion, Blast,
shattering,
Accidents due to activity in
5 Internal Flashover in Switchyard equipment Power supply interruption 0 Treat
operations area
3. Power supply interruption
4. Human Loss
Strike\ Riots \ Picketing \ Curfew 1. Manning of plants
6 External Power supply interruption 0.01 Treat
affecting manning of plant 2. Shortage of food and water
Exposure to operation from 1. Manning of plants
7 External Power supply interruption 0 Treat
neighbours (Gas leakage) 2. Human Loss
Annexure 1d - Legal, Regulatory and Other Requirements
Sr. No. List of Rules and Regulation Compliance Frequency Remarks
Monitoring System
1 Industrial Safety and Health Legatrix system Monthly
2 Shop and establishment Act 1948 Legatrix system Monthly
3 MERC Regulation 2015 Legatrix system Monthly
4 STU ( State Transmission utility) rules Legatrix system Quarterly
5 Statutory requirements Legatrix system Monthly
6 Electricity Act Legatrix system As per Regulation
Annexure 2 – Contact List (General)
Sr.
Name of the officer Position E-mail address Office No Mobile No.
No.
3 Maj. Sajal Sen Group Head - Security (T&D) [email protected] 02267172550 9810099189
5 Mr. P D Gaikwad Group Head - MIS & Capex [email protected] 02267172404 9223220837
8 Tomar Yogendra Lead Engineer - Fire & Safety [email protected] 02267172412 7208676126
24 Mr. Ganesh S Tawre Group Head - Chembur Node [email protected] 02267174211 9224582184
Sr.
Position Name of the Officer Designation E-mail Address Landline No. Mobile No.
No.
BC Team Leader-North Zonal Head - North [email protected]
1 Mr. K K Rao 02267173501 9223276273
BC Team Leader-Central Zonal Head - Central [email protected]
2 Mr. P S Sawant 02267172422 9223360216
BC Team Leader-South
3 Mr. T Muraleedharan Zonal Head- South [email protected] 02267172141 9223550706
BC Team Leader- Trans. Zonal Head- Trans. Lines
4 Lines Mr. S Bhangaonkar [email protected] 02516459030 9223311429
BC Team Leader- EHV Zonal Head- EHV Cables
5 Mr. N R Sirdesai [email protected] 02267172223 9223311454
Cables
Site Controller -Borivli Mr. K K Datar Nodal Head - Borivli [email protected] 02267173611 9223501578
Site Controller-Saki Mr. D Ravikumar Nodal Head-Saki [email protected] 02267173300 9223316591
Site Controller-Salsette Mr. K G Rane Nodal Head-Salsette [email protected] 02267174312 9223307197
Site Controller-Carnac Mr. S K Vetcha Nodal Head-Carnac [email protected] 02267171901 9223311480
Site Controller-Parel Mr. S D Shitut Nodal Head-Parel [email protected] 02267172111 9223582856
Site Controller-Dharavi Mr. V M Bhondve Nodal Head-Dharavi [email protected] 02267172421 9223305164
Site Controller-Vikhroli Mr. M D Dias Nodal Head-Vikhroli [email protected] 02267174251 9223503884
Site Controller-Kalyan Mr. K K Sajivan Nodal Head-Kalyan [email protected] 02267174513 9223306186
Site Controller-Chembur Mr. G S Tawre Nodal Head-Chembur [email protected] 02267174211 9224582184
Site Controller- Trans.
7 Mr. H A Atre Nodal Head-Trans. Lines [email protected] 02267184512 9223311432
Lines
Over-all In-charge Mr. Sheth Rajan K Chief - Transmission 02267172401 9223220825
8 [email protected]
BC Coordinator Mr. Gaikwad Pravin D Group Head - MIS & Capex 02267172404 9223220837
9 [email protected]
Sr.
BC Position Designation Name of the Officer E-mail Address Mobile No. Landline No.
No.
1 DA Team Leader Respective Nodal Head
5 DA Team member Lead Engineer - EHV Cable Mr. Mohan Sandeep [email protected] 9223501566 02267172243
6 DA Team member Lead Engineer - SCADA Mr. Madne Sandeep [email protected] 9223553174 02267172348
Annexure 2 c – Technical Team
Note : The team members will be called as suggested by Chief- Transmission, as & when required.
Sr.
Position Name of the Officer E-mail Address Landline No. Mobile No.
No.
1 Chief - Transmission Mr. Sheth Rajan K [email protected] 02267172401 9223220825
2 Head - PSCC Mr. Bhaskaran Thatra K [email protected] 02267175371 9223550622
3 Respective Zonal Head
4 Respective Nodal Head
5 Head - Trans. Automation Ms. Pisolkar B S [email protected] 02267173225 7208032494
6 Group Head - Financial Concurrence Group Ms. V O Mehta [email protected] 02267173225 7208032494
7 Head-Employee Services & Administration Mr. M B Mehta [email protected] 02267171444 9223176177
8 Head-Electrical Testing (Western Region) Mr. T Murlikrishna [email protected] 02267175303 9223327501
9 Group Head - Transmission Stores Mr. Khadse Arun D [email protected] 02267174321 9223552522
10Group Head - MIS & Capex Mr. Gaikwad Pravin D [email protected] 02267172404 9223220837
11Head - Material Management Mr. Vepul Jain [email protected] 02267173206 8097001071
Group Head - Electrical Engineering
12 Mr. Mujumdar Sachin R [email protected] 02267173817 9223581607
(Project Engineering)
13 Representative of Central Civil, Constn & CEO-CTTL 02267175751 9223999171
Annexure 2d – Operations Team
Sr.
BC Position Designation Name of the Officer E-mail Address Mobile No. Landline No.
No.
750
750
750
550
900
900
550
750
1872
1872
550
550
900
900
550
550
900
1100
1800
1800
800
550
550
550
900
550
900
550
750
750
550
900
750
900
900
750
550
900
1872
1872
900
900
750
750
1100
1100
1800
1800
550
900
900
900
900
900
900
900
1800
1800
900
900
550
900
900
Annexure 3b - Vital data
Sr. Data base
Back up Back up
No. Critical Databases Restoration time Back up site Remarks
process frequency
(Hrs)
PSCC, Independent BCP is
1 SCADA database Manual Daily 10 Hrs
Trombay generating station prepared for SCADA
1. Project Engineering,
2 Engineering drawings Manual Ánually 10 Hrs Technopolice Andheri, Mumbai.
2. TEC - Vikhroli
1. Project Engineering,
Electrical Inspectors
3 Manual Ánually 2 Hrs Technopolice Andheri, Mumbai.
approvals
2. Respective Node (Maint. Dept)
1. PSCC, Trombay
4 Operation Manual Manual Ánually 1 hour 2. Respective Node, Control
Room
Annexure 3c - Vital Positions (Internal)
Sr.
Position Name of the Officer Office No Mobile No.
No.
1 Chief - Corporate Operations(T&D) Mr Ganesh Srinivasan 02267172802 9820132283
2 Chief - Transmission Mr. Sheth Rajan K 02267172401 9223220825
3 Chief - Transmission Projects Mr Arvind Singh 02267173401 9223307618
4 Group Head - Security (T&D) Maj. Sajal Sen 02267172550 9810099189
Group Head - MIS & Capex
5 Mr. Gaikwad Pravin D 02267172404 9223220837
Overall BCP Coordinator
6 Head - Maint Planning Group Mr. D Sequeira 02267172001 9223581599
7 Group Head - Safety Mr. P K Khawadkar 02267172410 9223501570
8 Group Head - Medical Dr. P R Lingayat 02267172551 9223348976
9 Group Head - Medical Dr. Dabholkar Manoj B 02267172551 9819606735
10 Head - Trans. Automation Ms. Bhagyashree S Pisolkar 02267172541 9223553185
11 Group Head- Performance Assurance Mr. Sanvatsarkar Suresh P 02267172403 9223550619
12 Head - North Zone Mr. K K Rao 02267173501 9223276273
13 Head - South Zone Mr. Muraleedharan T 02267172141 9223550706
14 Head - Transmission Lines Mr. S G Bhangaonkar 02516459030 9223311429
15 Head - Central Zone Mr. P S Sawant 02267172422 9223360216
16 Head - MO EHV Cable Group Mr. N R Sirdesai 02267172223 9223311454
17 Group Head – Borivali Node Mr. S V Shetye 02267173511 9223303118
18 Group Head – Saki Node Mr. D Ravikumar 02267173300 9223316591
19 Group Head – Salsette Node Mr. K G Rane 02267174312 9223307197
20 Group Head – Carnac Node Mr. S K Vetcha 02267171901 9223311480
21 Group Head – Parel Node Mr. S D Shitut 02267172111 9223582856
22 Group Head – Dharavi Node Mr. V M Bhondve 02267172421 9223305164
23 Group Head - Vikhroli Node Mr. M D Dias 02267174251 9223503884
24 Group Head - Chembur Node Mr. Ganesh S Tawre 02267174211 9224582184
25 Group Head – Kalyan Node Mr. Sajivan K K 02516459030 9223306186
26 Group Head - Transmission Stores Mr. Khadse Arun D 02267174321 9223552522
27 Group Head – Admin Mr. Nair Pradeep T 02267172481 9223358407
Annexure 3 d - Risk Analysis
Sr. Risk considered for BCP Sub- Risk or Likely scenarios Level of Maximum Probability Risk Rating Impacting Impacting Process Risk Owner
No. incident Inherent Impact on Impact on Risk Tolerable (From Processes Description
(L1 or L2 Value Human life Environment Appetite Period of Annex 3d(i)) EPM No
or L3) (Rs. Cr.) (Yes / No) (Yes / No) (Rs. Cr) Disruption
(MTPD)
Major threats to stations (hrs)
1 Medium
from terrorism / sabotage
Equipment damage (Transformers,
1a switchgear, Lines, Towers, control L2 Y Y 4 Hrs L Medium 15.02.01 Receiving Station Operations Mr. Sheth Rajan K
6.04 0.76
room, building, lift )
1b Human loss L3 Y N 4 Hrs L Medium 15.02.01 Receiving Station Operations Mr. Sheth Rajan K
1c Power supply interruption L2 Y N 4 Hrs L Medium 15.02.01 Receiving Station Operations Mr. Sheth Rajan K
Criteria Criteria
Impact on Unit's Impact on Impact on Statutory, Legal Impact on Impact on Score
Objectives Interested Environment and Regulatory Reputation Revenue (A+B+C+D
Parties Impact (Mainly from +E+F)
Sr. No. Risk Sub-Risk grid availability) Risk Rating Assumption / Remarks
A B C D E F G
Non-availability of people
for supply resumption
2b Human loss / Injury 2 2 1 1 2 2 10 Medium
operations locally.
Expenditure on casulties.
DISCOMS able to shift
their max. load to other
2c Power supply interruption 3 3 1 1 2 1 11 Medium
network.Remote
operations performed.
DISCOMS able to shift
3 Fire Power supply interruption due High their max. load to other
to : network
Non-availability of
3d Fire in switchgear room 3 3 3 3 3 2 17 High
equipment / lines / feeders
Non-availability of people
for supply resumption
3g Human loss / Injury 2 3 1 3 3 2 14 Medium
operations locally.
Expenditure on casulties.
To avoid tripping /incident
3h Fire below transmission line 3 3 3 3 3 2 17 High due to melting, Lines
required to open.
Failure of connected
4c equipment or equipment in 4 3 3 1 4 2 17 High
vicinity
4d Fire 3 3 3 3 4 2 18 High
Vehicles/crane, fall of
4e Accidents 2 3 1 3 4 2 15 Medium
objects, human error
Power supply
1c 2 2 1 3 1 9 3
interruption
Natural disasters like
2 flood, storm &
earthquake
Equipment damage
(Transformers ,
2a switchgear, Lines, 4 2 3 1 2 12 2
Towers, control room,
building, lift )
2b Human loss / Injury 2 2 1 1 2 8 3
Power supply
2c 3 3 1 1 1 9 3
interruption
Power supply interruption
3 Fire due to :
Strike\ Riots \
6
Picketing \ Curfew
6a Shortage of Manpower 1 1 1 1 1 5 4
Shortage of food and
6b 1 1 1 2 1 6 3
water
Exposure to operation
of neighbours
7 Human Injury 2 1 1 1 2 7 3
(Exposure to Gas
leakage)
Annexure – 4b Business Impact Analysis Questionnaire (1)
Breakdown maintenance
Process Description of lines and towers
People
Machineries
Normal Critical
Operations Situations
1 NA
Software
Type Quantity
1 NA
Documents
Business Impact
1 Low
Annexure – 4b Business Impact Analysis Questionnaire (2)
Breakdown Maintenance
Process Name Receiving Stations
Repairs of damaged
Process Description equipment
People
Normal Critical
Operations Situations
1 Receiving station As per station layout All (N) N-1
equipments
Software
Type Quantity
1 NA
Documents
Business Impact
People
Normal Critical
Operations Situations
1 NA
Software
Type Quantity
1 NA
Documents
Business Impact
Sr. Mitigation Measures which have been implemented * Mitigation Measures (Under implementation or proposed)
No. Risk Rating (Regular or onetime)
Risk Sub-Risk Risk Owner
(As per 3d (i)) Measure Frequency Responsibility Measure Impact of measure Target Date Estimated Cost Responsibility
(High / Medium/Low)
Annexure 5 a (i) - Internal Resources
Manpower
Contractor
Category Employees * As & when
Workforce*
Carnac 24 -
Parel 24 -
Dharavi 250 -
Vikhroli 24 -
Chembur 24 -
Salsette 24 -
Saki 24 -
Borivli 24 -
Kalyan 118 -
Transport
Sr. No. Type Number required Number Available Gap
1 People-SUV 2 2 NIL
4 People-BUS 2 2 NIL
Personal Protective Equiment - PPE (Standard at all locations)
Additional spare
Sr. No. Type Number required Number Available Gap
available
1 Helmet 5 5 NIL 4
Shelter
Capacity
Sr. No. Location
(Nos. of people)
1 Tata Power Dharavi Colony 100
2 Tata Power Salsette Colony 25
3 Tata Power Kalyan Colony 100
4 Tata Power Borivli Colony 50
2 Backbay R/S.
Cuffe Parade Police Station 022-22183225, 022-22188009, 022- 1 10 Minutes
22180588
3 Borivali R/S.
Near Railway Station, Kasturba 022-28651477, 022-28657919 0.5 10 Minutes
Marg, Borivali East
4 Carnac R/S.
Pydhonie Police Station 022-23465333 / 022-2346114 2 5 -10 Minutes
5 Chembur R/S.
Chembur Police Station 022-25221613 /022- 2522 7563 2 10 Minutes
6 Dharavi R/S.
Police Station - Dharavi, 90 Feet 022-2407 4368 1 5 Minutes
Road
7 Kalyan R/S.
Manpada Police station 0251-2470104 3 20 - 25 Minutes
8 Kolshet S/S.
Vartaknagar Police Station 022-25853576 1 5 -10 Minutes
9 Mahalaxmi S/S.
Kala chowki Police Station 022-23754128 3 15 – 20 Minutes
10 Malad S/S.
Malwani Police station 022-28821319 / 022-28822557 3 20 - 25 Minutes
11 Mankhurd R/S.
Mankhurd Police Station 022-22926006 1.5 15 Minutes
12 Parel R/S.
Kala chowki Police Station 022-23735804 / 022-23757357 2 5 -10 Minutes
13 Saki S/S.
Powai Police Station 022-25702690, 022-25702492 2.3 5 -10 Minutes
14 Salsette R/S.
Lake Road, Bhandup 022-25952171 < 1.0 5 Minutes
15 Versova S/S.
Amboli Police station 022-2676 2001 5 30 Minutes
16 Vikhroli S/S.
Kannamwar Nagar Police Station 022-25782240 1.5 10 Minutes
(Vikhroli)
2 Backbay R/S.
Parsi Ambulance 022-22621666, 022-22620401 3 10 Minutes
3 Borivali R/S.
Ambucare Cardiac Ambulance
service 022-2898 2564 4 25 Minutes
Bhagwati Hospital 022-2893 2461 4 25 Minutes
Vibha Care Home 022-2833 3331 3 20 Minutes
4 Carnac R/S.
Parsi Ambulance 022-22621666 &022-22620401 2 10-15 Minutes
Saifee Ambulance 022-234665201 & 022-23471189 2 15-20 Minutes
5 Chembur R/S.
1286/4444/
RCF Ambulance 2183 (RCF intercom) < 1.0 5 – 10 Minutes
Jeevan Ambulance service 9821555528 10-15 Minutes
Tata Power, Trombay 022-67175990 3 20 Minutes
6 Dharavi R/S.
022-22014295 , 022-22018175, 022-
BOMBAY CITY AMBULANCE 23076111 13 30 – 45 Minutes
022-24465895, 022-7738289963,
Salvation Ambulance 022-9930628712 2.5 10 – 15 Minutes
7 Kalyan R/S.
AIMS Hospital, Dombivli 0251 - 2475000 / 2475001 4 30 Minutes
ICON Hospital, Dombivli 0251-2444747 5 30 Minutes
AJIT Scanning Centre, Kalyan 0251-2213531 6 30 Minutes
10 Malad S/S.
Ambulance Mobile Critical Care 022-28821828, 022-28823903 < 1.0 5 – 10 Minutes
11 Mankhurd R/S.
022-25563137,
BARC Hospital, Anushakti Nagar 022-25598000 15 -20 Minutes
Jeevan Ambulance service 9821555528 10-15 Minutes
12 Parel R/S.
KEM Hospital 022-24136051 &022- 24131763 3 10 Minutes
Sion Hospital 022-24076380 & 022-24076381 12 30 - 45 Minutes
13 Saki S/S.
Abhay Nursing home 022-2851 7498 3.3 10 -15 Minutes
Shagun Hospital 1 10 Minutes
14 Salsette R/S.
Harishrai Jakhand Ambulance
services, Bhandup west 022-25601634 1 5-10 Minutes
15 Versova S/S.
Kokilaben Dhirubhai Ambani
Hospital 022-3099 9999 3 10-15 Minutes
Ambuline Ambulance services 022-61639443 4 30 Minutes
16 Vikhroli S/S.
Godrej Memorial Hospital 022-67967100 / 022-67967052
022-67967031
1.5 5-10 Minutes
Bombay City Ambulance 022-22014295 ,022-22018175 20 Minutes
Annexure 5 a(iii) - Training for Competency Development
Vikhroli Node 24
Central Zone Chembur Node 17
Dharavi Node 23
Salsette Node 36
North Zone Borivli Node 29
Saki Node 22
Carnac Node 25
South Zone
Parel Node 32
Zone 1 (South) 36
Cable Dept Zone 2 (Central) 5
Zone 3 (North) 5
Kalyan Node 23
Kalyan Node
Transmission Line 105
Number of employee
covered in
Gap
Awareness Sessions
(To be covered in
conducted in 2014-15
2017-18)
2015-16 &
2016-17
20 4
7 10
21 2
36 0
25 4
12 10
16 9
26 6
6 30
3 2
2 3
23 0
40 65
237 145
Annexure 5 a(iv) - Training for Awareness Development
No. of Gap
Number of
Sr. No. Name of the Department - Transmission Employees (ALL EMPLOYEES TO
Employees
Trained BE TRAINED)
1 MD Mr Anil Sardana 9223333033 Executive Director Mr Ashok Sethi 9223364750 Phone & Email Chief - Transmission MD
2 Executive Director Mr Ashok Sethi 9223364750 Chief Corp Opn. (T&D) Mr Ganesh Srinivasan 9820132283 Phone & Email Chief - Transmission ED
Ms Fallahzadeh Ketayun
3 Chief-IA & RM & Chief Ethics Counsellor Mr Parshuram Date 9223588035 Group Head -RM & BC 7506022030 Phone & Email Chief - Transmission MD
K
4 Head-Corporate Communication Ms Singh Shalini 9223336815 Group Head - Comm. Ops. & Exec Mr Doshi Rajendra N 9223398190 Phone & Email Chief - Transmission MD
5 Chief - Corporate Operations (T&D) Mr Pillai Ramachandran 9223399174 Dy.Chief - Corp. Operations(T&D) Mr Ganesh Srinivasan 9820132283 Phone & Email Chief - Transmission ED
6 Chief - Transmission Mr. Sheth Rajan K 9223220825 Head – MIS & Capex Mr. P D Gaikwad 9223220837 Phone & Email Zonal Head Chief - Corporate Operations (T&D)
10 Head – Transmission Automation Mrs. B. Pisolkar 9223553185 Head – MIS & Capex Mr. P D Gaikwad 9223220837 Phone & Email Zonal Head Chief - Transmission
12 Head - Performance Assurance Mr Sanvatsarkar Suresh P 9223550619 Nodal Head Chief - Transmission
13 Head - PSCC Mr Bhaskaran Thatra K 9223550622 Head - Grid Operations Mr Gadave Prakash R 9223553341 Phone & Email Nodal Head ED
Mr Lingayat Prabhunath
14 Chief Medical Officer Mr Chakraborty Utpal R 9223276270 Medical Officer (T) 9223348976 Phone & Email Nodal Head Chief - Transmission
R
15 Chief – Corporate Safety Mr Chourey Vijay K 9223276279 Group Head - Safety (Transmission) Mr Khawadkar Praveen K 9223501570 Phone & Email Nodal Head Chief - Transmission
16 Head Fire & Safety Mr Kale Sanjay V 9223220813 Lead Engineer - Fire & Safety Mr Tomar Yogendra 7208676126 Phone & Email Nodal Head Chief - Transmission
TATA POWER COMPANY LIMITED
Annexure 5b(i) - BLUE SKY REPORT
Message Format
XXXX (Location) UNIT - BLUE SKY REPORT - DDMMYY AT 16OO HRS
Notes:-
1) This REPORT is required to be sent EVERY DAY at 1600 hrs without fail to MD (All
Units) + ED (All Units) + CCOT (Respective Units only) + CC T&D (Respective Units
only) + BCEO (All Units) + Division Head (Respective Units only) by UNIT HEAD
4) In case of any incident the "Notification Process" as mentioned in the DMP for L
1 Incident and BCP Annexure 5 b for L 2 & L 3 Level Incidents should be followed
Notification for Invocation of BCP
Message Format
XXXX (Location) UNIT - BCP INVOKED - DDMMYY AT NNNN HRS -
DUE TO AAAAAAAAAA (Mention the Incident) - LEVEL 2 / 3
FROM - B C CO-ORDINATOR / B C TEAM LEADER
(select appropriate authority)
INCIDENT
NUMBER
Notes:-
1. BCP Invocation Notification to be communicated to all officials / Persons
mentioned in BCP Annexure 5 b.
OVERALL INCHARGE
SITE CONTROLLER
EXTERNAL
INCIDENT COMMUNICATION & INTERNAL
LIAISON COORDINATOR COMMUNICATION
FIRST AID & FIRE & RESCUE SECURITY UTILITY & CIVIL
MEDICAL CONTROLLERSAFET CONTROLLER SUPPLY
COORDINATOR
SAFETY CONTROLLER
AMBULANCE FIRE
GROUP/BRIGADE
Annexure 5d(i) – DMP / BCP Invocation Criteria
DMP Invocation
Note:
1. Disasters of L1 level will lead to invocation of DMP
2. Disasters of L2 & L3 will lead to invocation of BCP
Sr. No Conditions to declare Disaster ( L1) DMP Invocation Criteria Plan Activator
BCP Invocation
Sr. No Conditions to declare Level (L2 or L3) BCP Invocation Criteria Plan Activator
1 Disaster
Serious damage to equipment such
Serious damage to equipment L2 Site Controller
as power transformers or GIS
Mode of
Time Report Action Taken Instructions by
Communication
TATA POWER COMPANY LIMITED
Annexure 5d(v) - INCIDENT REPORT
Date Time of Name of person reporting Mode of Initials of
Receipt of Communication Recipient
Information
Incident Type of
Location Incident
Security Threat
ASSISTANCE REQUIRED
Fire Fighting Teams First Aid Teams Ambulances Security Teams
INCIDENT
NUMBER
SITUATION REPORT s
DAMAGE ASSESSED
Fire Trapped Persons Casualties Dead, if any
Security Threat
SERVICES ON THE SPOT
Fire Fighting Teams First Aid Teams Ambulances Security Teams
INCIDENT
NUMBER
Note:-
TATA POWER COMPANY LIMITED
Security Threat
SERVICES ON THE SPOT
Fire Fighting Teams First Aid Teams Ambulances Security Teams
INCIDENT
NUMBER
Name Contact
Notes;-
1. On completion of "Incident Management" Incident Controller shall send this Report to EOC
2. Site Controller in consultation with "Over all In-charge / Station Head" shall declare "incident Closed".
3. Site Controller shall direct "Damage Assessment Team" to proceed to the Incident site for assessing the damage
TATA POWER COMPANY LIMITED
Annexure 5d(ix) - DAMAGE ASSESSMENT REPORT AND ACTION AT EOC
INCIDENT
NUMBER
3. NOTIFICATION TO BE ISSUED.
Annexure 5e – Resumption Plan
Sr. Risk / Crisis / Disaster Sub-Risk Damaged Business List of Resumption activities to Timeline (Hrs) Resources required Responsibility
No. Asset be performed (Trained manpower, list of
tools & equipment etc.)
Major threats to stations from Transformers , Attend the equipment by Head - PSCC
1
terrorism / sabotage switchgear, Lines, Arranging breakdown Respective Nodal Head
Towers, control rooms, maintenance
Annexure 5g – Recovery Strategies
Sr. No. Risk Sub-Risk Maximum Minimum Recovery Strategies Recovery Time Method
Tolerable Business (Define Broad strategies which will Objective (RTO) (Used for implementing the
Period of Continuity be used to identify associated identified strategy)
Disruption Objective activities in Annex 5h)
(MTPD) (MBCO)
Major threats to stations from 1. Medical First aid 2 Hrs Emergency operating procedures
1
terrorism / sabotage 2. Arrange alternate source
Equipment ( Transformers , switchgear , Lines, 3. Breakdown maintenance
1a 4 Hrs 50%
Towers, control panels ) damage
1b Human loss / inury
1c Power supply interruption
Natural disasters likeflood, draught, 1. Medical First aid 2 Hrs Emergency operating procedures
2
storm, earthquake 2. Arrange alternate source
Equipment ( Transformers , switchgear , Lines, 3. Breakdown maintenance
2a 4 Hrs 50%
Towers, control room, building, lift ) damage 4. Arrange for Shelter, food and
2b Human loss water
2c Power supply interruption
3 Risk of Fire 1. Medical First aid 2 Hrs Emergency operating procedures
3a Fire in ICT / Transformer, 2. Fire fighting & summon Fire
3b Fire in Control room brigade
3. Arrange alternate source
Annexure 5f – Alternate Sites
Sr. Contact Details
Location Site Address Type of Site
No. Name Number
MEOC Alternate to MEOC
Dharavi Receiving Station, Near Shalimar Salsette Receiving Station, Lake
1 Industrial Estate, Matunga, Mumbai 400 Road, Warm site Mr. P S Sawant 9223360216
019, Maharashtra, India Bhandup, Mumbai 400 078,
Maharashtra, India.
Salsette Receiving Station, Lake Road, Dharavi Receiving Station, Near
Bhandup, Mumbai 400 078, Shalimar Industrial Estate,
2 Warm site Mr. K G Rane 9223307197
Maharashtra, India. Matunga, Mumbai 400 019,
Maharashtra, India
Carnac Receiving station Parel Receiving station
3 34 Sant Tukaram Road Carnac Bunder, Parel tank Road Warm site Mr. S K Vetcha 9223311480
Mumbai- 400009 Mumbai-400033
Parel Receiving station Carnac Receiving station
4 Parel tank Road 34 Sant Tukaram Road Carnac Warm site Mr. S D Shitut 9223582856
Mumbai-400033 Bunder, Mumbai- 400009
Saki Sub station Borivli Receiving station
42 Saki Vihar Road Andheri (East) Tata power house Road,
5 Warm site Mr. D Ravikumar 9223316591
Mumbai-400072 Borivli (East),
Mumbai-400066
Borivli Receiving station Saki Sub station
Tata power house Road, 42 Saki Vihar Road Andheri (East)
6 Warm site Mr. S V Shetye 9223303118
Borivli (East), Mumbai-400072
Mumbai-400066
Vikhroli sub station Chembur Receiving station
Godrej Soap premises PO Box HO 18801, RCF Premises ,
7 Warm site Mr. M D Dias 9223503884
Vikhroli (East) Gate No.2, Chembur, Mumbai-
Mumbai-400079 400074
Chembur Receiving station Vikhroli sub station
PO Box HO 18801, RCF Premises , Gate Godrej Soap premises
8 Warm site Mr. V B Gawali 9223500434
No.2, Chembur, Mumbai-400074 Vikhroli (East)
Mumbai-400079
Kalyan Receiving Station
shill Road, Netivali, Kalyan Salsette Receiving Station, Lake
9 Dist- Thane Road, Warm site Mr. K K Sajivan 9223306186
PIN- 421301 Bhandup, Mumbai 400 078,
Maharashtra, India.
Note:
Provide details of the alternate sites which can provide part or full support in case of BCP is invoked for the main plant
Annexure 5h – Business Continuity / Recovery Plan
Sr. No. Risk Sub-Risk Description of Incident / Maximum Tolerable Period of Disruption Minimum Business Continuity Activities to be performed for Business Dependencies Site for Recovery Recovery Time Resources Responsible
Scenario (MTPD) Objective Continuity / Recovery among activities Objective required Recovery Team
(MBCO) (RTO)
Annexure 5h(i) – Business Continuity Process Flow Chart
Incident
BCP Cordinator(Site
controller)
Consult BC Team
Technical team leader
Activate Recovary
plan Declare activation of BCP
Activate
Restoration plan
TATA POWER COMPANY LIMITED
Annexure 5h(ii) - ACTION PLAN BY TECHNICAL TEAM
Level of Incident L 2 or L3
ACTION PLANNED
ACTION Equipment Required Vendor Support Requisitioned
Operations to Operations to be
commence At completed by
INCIDENT
NUMBER
For Record Only
TATA POWER COMPANY LIMITED
Annexure 5h(iii) - REPORT TO HIGHER AUTHORITIES
Level of Incident L 2 or L 3
Casualties No of persons
No of persons Rescued
Hospitalized Dead, if any
Probable Financial Loss
DAMAGE ASSESSMENT REPORT
Equipment Damaged Severity Action Proposed
e.g. Replacement of part
e.g. Repairs can be undertaken
e.g. Cablelling to be done
INCIDENT
NUMBER
For Record Only
Action Taken report by Operations Team
Level of Incident L 2 or L 3
ACTION TAKEN REPORT
ACTION AS DECIDED BY Equipment Used Vendor Support
TECHNICAL TEAM Requisitioned
Operations Operations
commenced At completed At
INCIDENT
NUMBER
For Record Only
Annexure 5i – Restoration Plan
Expected Plan Resources
performance Parallel run with
Responsible Plan Time for
Sr. No. Risk Sub-Risk Supporting Vendor parameters from Alternate Site /
Team completion (days)
Vendor standards
Major threats to stations from Respective nodal OEM (Toshiba / ABB 1] Repairs as per PO. No 1-2 Months in case 1] Budget.
1 NMMC / Siemens/ CGL etc), 2] Commissioning of repairs; 2] Internal skilled manpower
terrorism / sabotage
Equipment ( Transformers , switchgear , Lines, Aditya Vidyut, services as per pre set for erection, commissioning,
1a Bhushan Steel etc standards. 6-9 Months for testing.
Towers, control panels ) damage
replacement. 3] OEM services
1b Human loss / inury 4] External services for lifting,
1c Power supply interruption shifting.
Natural disasters likeflood, draught, Respective nodal OEM (Toshiba / ABB 1] Repairs as per PO. No 1-2 Months in case 1] Budget.
2 NMMC / Siemens/ CGL etc), 2] Commissioning of repairs; 2] Internal skilled manpower
storm, earthquake
Aditya Vidyut, services as per pre set for erection, commissioning,
Equipment ( Transformers , switchgear , Lines, Bhushan Steel etc standards. 6-9 Months for testing.
2a
Towers, control room, building, lift ) damage replacement. 3] OEM services
4] External services for lifting,
2b Human loss shifting.
2c Power supply interruption
3 Risk of Fire Respective nodal OEM (Toshiba / ABB 1] Repairs as per PO. No 1-2 Months in case 1] Budget.
3a Fire in ICT / Transformer, NMMC / Siemens/ CGL etc), 2] Commissioning of repairs; 2] Internal skilled manpower
Aditya Vidyut, services as per pre set for erection, commissioning,
3b Fire in Control room
Bhushan Steel etc standards. 6-9 Months for testing.
3c Fire in cable basement,
replacement. 3] OEM services
3d Fire in switchgear room, 4] External services for lifting,
3e Fire in relay / auxiliary room, shifting.
3f Fire in Office
3g Human loss / inury
3h Fire below transmission line
Major Operational/catastrophic Respective nodal OEM (Toshiba / ABB 1] Repairs as per PO. No 1-2 Months in case 1] Budget.
4 NMMC / Siemens/ CGL etc), 2] Commissioning of repairs; 2] Internal skilled manpower
failures of critical equipment
Equipment ( Transformers , switchgear , Lines, Aditya Vidyut, services as per pre set for erection, commissioning,
4a Bhushan Steel etc standards. 6-9 Months for testing.
Towers) damage
replacement. 3] OEM services
4b Power supply interruption
4] External services for lifting,
Failure of connected equipment or equipment in shifting.
4c
vicinity
4d Fire
4e Accidents
4f Human Loss
Respective nodal OEM (Toshiba / ABB 1] Repairs as per PO. No 1-2 Months in case 1] Approved budget.
5 Accidents due to activity in NMMC / Siemens/ CGL etc), 2] Commissioning of repairs; 2] Internal skilled manpower
operations area Aditya Vidyut, services as per pre set for erection, commissioning,
Bhushan Steel etc standards. 6-9 Months for testing, cable termination,
5a Fearful employees replacement. cable jointing.
3] OEM servoces.
5b Riots
4] External services for lifting,
5c Human injury / disability shifting.
Location of Incident
Type of Incident
OPERATIONS COMPLETED.
ALTERNATE SITE/S CLOSED. SITUATION NORMAL
INCIDENT
NUMBER
For Record Only
Annexure 5j – Statement of Acceptable Levels and Timeframes
Notes -
MTPD - Maximum Tolerable Period of Disruption
MBCO - Minimum Business Continuity Objective
RTO - Recovery Time Objective
No. Risk Risk type Year -2016 - 17
(Critical/ High/
Medium/low) Test 1 Test 2 Test 3
(Mock drill /
table top)
Imaginary situation of Fire to Transformer Communication, Response,
/ LT switchgear with Casualties RTO, MBCO,
Mock drill / table MTPD,
Top Preparedness of organisation,
Capacity building
RTO ≤ 2 Hrs
About 30 MBCO ≥ 50%
MTPD ≤ 4 Hrs
Expected timeframe
Responsibility of Other participants
for the activity
activity for the activity
Security,
1.5 Hour Nodal Head Other business Unit,
if any.
Security,
1.5 Hour Nodal Head Other business Unit,
if any.
Security, other
receiving station if
1.5 Hour Nodal Head planned,
Other business Unit,
if any.
Annexure 6 b - DMP & BCP Exercise & Testing Report
THE TATA POWER COMPANY LTD DMP & BCP TESTING REPORT 6b
Scenario including number and Suspected parcel found near scrap yard at Borivali Receiving station. Type of casualties
type of casualties , Type of Fire Nil. There was no fire. Head count procedure carried out by respective safety wardens.
and Head count procedure
Operational Details
List of expected activities to be Expected Response Time in
Performance
carried out Minutes
(From 6a) Actual sequence of activities Actual Time Actual
Response
Time
Suspected item detected NA Suspected parcel detected 1015
01 Minutes Emergency siren blown 01 Minutes
Emergency siren to be blown
1016
Security control room 01 Minutes Security control room and Kasturba Police station 01 Minutes
Dharavi and Police control informed
room to be informed 1017
First person to reach safe 03 Minutes First person arrived at safe assembly area 02 Minutes
assembly area 1019
Last person to reach safe 04 Minutes Last person arrived at safe assembly area 04 Minutes
assembly area 1023
Site Inspection to be carried 10 Minutes Area Inspection by ATS team 11 Minutes
out 1034
Neutrlaising of Suspected 120 Minutes Suspected parcel checked and no explosive found. All 05 Minutes
parcel clear signal given. 1039
Briefing by Police/ Security 07 Minutes Briefing by Police Inspector Rajendra Vittal Mandare 07 Minutes
expert 1046
05 Minutes Mr.Shetey Suhas V 05 Minutes
De Briefing by Site controller
1051
Requirement of Resources
Description of NC or
Plan Actual Gaps Identified Observation during Disruptive
Incident
Activities undertaken
Description of NC or
Plan Actual Gaps Identified Observation during Disruptive
Incident
Annexure 7 b - Corrective Actions Plan
Date Type: BCP Testing / Audit / Ref. Number - Description of NC or Clause No Root Cause
Gaps Identified Corrective Actions Plan
Distruptive Incident NC (N/__) / Observation during and its Learnings
Observation BCP testing / audit / DA BCP Resources Activities requirement Activities Target Responsibility shared with:
(O/___) Disruptive Incident Timeline Invocation Date Remarks
(name of
(From 6 (b) or 7 (a) Timeline unit)
or 7(c)
Report No.:
Location:
Auditor :
Audit Date :
2 Corrective action for 1) Have the corrective actions for non- Clause Annexure 7 b
Non conformity / conformities and observations been identified 10.1 & 10.2 and 7 b (i)
Observations and implemented in the BCMS and is reported
at Management review?
7 Additional Documents Check the "Additional Documents" prepared Clause 7.5 Check List
by the Unit / Location. Check whether they are
"really required" for the Location / Process
1. Remarks of Auditor:
Annexure 7d - Performance Evaluation (Excellarator) As on:
2 Performance Develop and establish business continuity 5+6 Half yearly 1) BCP Text Yes - 5 Points
Evaluation (BCMS) policy, objectives, targets, controls, (Review in Jan & 2) Ann - 3 d No - NIL
processes and procedures for managing July) 3) Ann - 4 a
disruptive incidents that affects the 4) Ann - 5 a
organization's overall policies and objectives 5) Ann - 5 g
6) Ann - 5 h
7) Ann - 5j
3 Resilience Determine and provide the resources 7 Half yearly 1) Ann 5 a (i) Yes -10 Points
needed for the establishment, (Review in Jan & 2) Ann 5 a (ii) No - NIL
implementation, maintenance and July)
continual improvements of the BCMS
Provide appropriate 7.2 + 7.3 Bi monthly a) Ann 5 a (iii) (a) Yes - 5 Points 20
(a) Competency Training and (Review in Jan, No - NIL
(b) Awareness Training of the BCMS to Mar, May, July, b) Ann 5 a (iv) (b) Yes - 5 Points
further develop the business continuity Sept, Nov) No - NIL
culture.
4 Communication Determine proactive measures, including 8 Half yearly (1) Ann 5 b & 5 c (1) Int Commn
warning communication procedure that (Review in Jan & Procedure
shorten the period of disruption July) Yes - 5 Points
(2) Ann 5 h (i) No NIL 10
(2) Ext Comm Pro
Yes - 5 Points
No - NIL
5 Response Develop appropriate plans mentioning 8 Half yearly 1) Ann 5 d (i) Yes - 15 Points
critical decisions and steps with an (Review in Jan & 2)Ann 5 d (ii)
escalation mechanism for Incident July) 3) Ann 5 d (iii) No - Nil
Response, Resumption, Recovery and 4) Ann 5 e 15
Restoration to manage a disruptive incident, 5) Ann 5 f
including procedure for invocation of the 6) Ann 5 h
BCP 7) Ann 5 i
6 Exercising Exercise and test business continuity 8.5 + Bi monthly 1) Ann 6 a (a) Every Bi- monthly
procedure 10 (Review in Jan, 2) Ann 6 b Exercise - 2.5 Points
(a) to ensure its consistency with business Mar, May, July, 3) Ann 7 b each
continuity objectives and review Sept, Nov) Max -15 Points
(b) the outcomes within the context of (b) Review after each 20
promoting continual improvements exercise -
Yes - 1 Point for each
review
No - NIL
7 Performance Review the BCMS at planned intervals to 5.2 + Half yearly 1) Ann 7 b (i) Yes - 5 Points
Evaluation & ensure its continuing suitability, adequacy 9.3 + (Review in Jan & 2) Ann 7 c No - NIL
Management Review and effectiveness to achieve improvement 10.2 July) 3) Ann 7 d 5
in BCMS performance.
TOTAL 100
Note:
This sheet is to be filled by Internal Auditor
Annexure 7 c(i) - Check List of Mandatory Documents
Report No.:
Location:
Auditor :
Audit Date :
MANDATORY DOCUMENTS
Documents and records ISO 22301 Checklist Yes / No
clause no
Determining the context of the organization 4.1 BCP Annexure 1b / 1c/ 3a / 3b/ 3c / 3d and 4a
List of legal, regulatory and other requirements 4.2.2 BCP Annexure 1d
Scope of the BCMS (Business Continuity 4.3 BCP Text
Management System) and explanation of exclusions
Business Continuity Policy 5.3 BCP Text
Business Continuity Objectives 6.2 BCP Text
Competences of personnel 7.2 BCP Annexure 5 a (iii)
Communication with interested parties 7.4 BCP Annexure 5 b and 5 c
Procedure for control of Documented information 7.5 BCP Text
Process for business impact analysis and risk 8.2.1 BCP Annexure 4 b
assessment
Results of business impact analysis 8.2.2 BCP Annexure 4 a / 4 a (i)
Results of risk assessment 8.2.3 BCP Annexure 3 d / 3 d (i)
Business Continuity procedures 8.4.1 BCP Annexure 5 d(ii) / 5 e / 5 h / 5 j
Incident Response Procedures 8.4.2 BCP Annexure 5 d (ii)
Decision whether the risks and impacts are to be 8.4.2 BCP Annexure 5 d (i)
communicated externally
Communication with interested parties, including the 8.4.3 BCP Annexure 5 b + 5 c
national or regional risk advisory system
Records of important information about the incident, 8.4.3 BCP Annexure 7 a
actions taken and decisions made
Procedures for responding to disruptive incidents 8.4.4 BCP Annexure 5 d(ii) / 5 e / 5 h / 5 j
Procedures for restoring and returning business from 8.4.5 BCP Annexure 5 i
temporary measures
Business Continuity Exercises / Testing 8.5 BCP Annexure 6 a
Post-exercise reports 8.5 BCP Annexure 6 b
Data and Results of Monitoring and Measurement 9.1.1 BCP Annexure 7 d
Result of post-incident Review 9.1.2 BCP Annexure 7a
Results of Internal Audit 9.2 BCP Annexure 7 c and 7 c (i)
Results of Management Review 9.3 BCP Annexure 7 e
Nature of Non-conformities and action taken 10.1 BCP Annexure 7 b and 7 b (i)
clause no
Date
Venue Salsette Conference Room
23-12-2015
Mr. Arvind singh
M/s K K Rao, Muraleedharan T, Dhapare Suhas C, Pisolkar
Bhagyashree S, Sequeira Donald, Sirdesai Narayan R
Attendees M/s Gaikwad Pravin D, Atre Hemant A, Bhangaonkar Shrikant
G, Nene Mahesh V,Rane Krishna G, Ravikumar D, Sajivan
Kanattil Karunan, Sanvatsarkar Suresh P, Shetye Suhas, V,
Shitut Suhas D, Vetcha S K, Dandekar Vijay R
Signature: