Strategies to build resilience in Australia’s national critical infrastructure

Following the recent Government announcement, there is a renewed focus on the ownership and resilience of Australia’s national critical infrastructure. A joint media release with Senator The Hon George Brandis QC stated:

“With increased privatisation, supply chain arrangements being outsourced and offshored, and the shift in our international investment profile, Australia’s national critical infrastructure is more exposed than ever to sabotage, espionage and coercion.

We need to manage these risks by adopting a coordinated and strategic framework. This challenge is not something the Commonwealth can address alone”.

The diverse number of threats and the need for an ‘all hazards’ approach presents significant challenges to owners and operators of critical infrastructure. In 2006 Janellis pioneered an integrated organisational resilience framework with critical infrastructure providers and key elements of the framework continue to be embedded in industries including: aviation; banking and finance; energy; transport; water and government agencies.

Areas of focus:

  • Clarity on the role of the Executive and Board in a crisis, including their role in ensuring the organisation is prepared for an incident, emergency or crisis.
  • Scenario-based planning at the Executive and Strategic level to uncover and mitigate against ‘catastrophic’ risks the organisation may face.
  • Crisis Communications and its effective integration within the crisis emergency and incident management framework.
  • Multi-agency Emergency Management Capability Awareness Programs providing multi-faceted resilience protection for key assets.
  • The effective use of decision support tools for Emergency and Crisis Management Teams to enhance integrated critical thinking and decision making.
  • Exercise development process to facilitate scenario-based exercises that build capability, highlighting areas for improvement and provide assurance to key stakeholders.
  • Resilience reporting to provide assurance to the Executive, Board and other key stakeholders.

The ‘all hazards’ approach to building resilience is growing in awareness and acceptance due to increasingly complex and unpredictable impacts. Developing and maintaining capability is a key requirement for critical infrastructure owners and operators and; non-critical infrastructure organisations who are operating in higher risk industries.

Greater levels of assurance are being sought by key stakeholders that teams and organisations have the capability to respond and resilience reporting is being used to assess the capacity and capability for specific assets and across the enterprise.

For more information on the Critical Infrastructure Resilience Assessment and Assurance Tools or the Organisational Resilience Framework, please email Harrison Orr – Harrison.orr@janellis.com.au

Organisational resilience in the face of a severe heatwave forecast

There are serious industry concerns New South Wales could be hit with blackouts from tomorrow afternoon due to record high energy demand, as the state grapples with some of the worst heatwave conditions that NSW has ever seen over the next three days.

The Australian Energy Market Operator (AEMO) has issued an alert predicting a tightening balance between supply and demand with forecast electricity demand to reach around 14,700 megawatts (MW), the highest ever demanded in NSW.

The AEMO said it was working to reduce the need for so-called “load shedding events”, like the one which saw 90,000 properties lose power in Adelaide on 8 February 2017. “Load shedding could occur instantly if the demand supply balance changed rapidly.”

Blackouts could happen instantly to protect supply. The resultant consequence for critical infrastructure owner/operators and other business though, could be catastrophic, resulting in widespread business and operating disruptions.

Business Resilience Advice

The key to effective business resilience in times of severe weather forecasts, such as the one NSW is facing over the next 72 hours is not to be REACTIVE. Organisations and businesses need to be PROACTIVE. Pre posture your readiness and response arrangements and activate your incident, emergency and crisis planning before the potential business impact.

The following key readiness initiatives have been provided to assist your organisational readiness in the face of this potential severe heatwave emergency;

1.    Avoid a delayed organisational response. Ensure relevant staff and managers are aware of your internal notification and escalation triggers and processes that will activate pre determined levels of response, as and if required.

2.    Ensure you have nominated and confirmed ‘on call’ membership of your incident, emergency and crisis teams, and that relevant contact details are current and tested.

3.    Conduct an Operational Readiness Check of both your automated incident/emergency notification systems and Incident Control Centres/Rooms.

4.    Situational Awareness. Convene a team briefing (face to face or virtual) with your IMT, EMT and/or CMT to establish situational awareness of potential environmental and business risks and threats. Develop and agree upon pre response plans to mitigate potential business impacts of excessive heat conditions.

5.    Staff and customer safety is priority. Ensure staff and customer welfare plans have been established to mitigate potential adverse health effects as a result of the forecast heatwave conditions. Reference state agency health alerts and warnings.

6.    Ensure key staff are aware of established business continuity plans and what their associated roles and responsibilities within these plans are.

7.    Reduce single supply point vulnerability. Seek assurance from key critical service providers that they have enacted operational and business readiness plans to ensure business continuity.

8.    Catastrophic bushfire forecast. For those businesses that have close proximity to, or are located on the bushland urban interface, ensure you maintain situational awareness via the accessing of the NSW Rural Fire Service website and Apps.

Finally, it is a lot easier to escalate and activate early, then de-escalate if not required, rather than explain to your key stakeholders why the impact of your business disruption may have been mitigated if only you had acted early.

If you require any assistance, advice or support relating to business readiness and resilience, please have no hesitation in contacting myself on 0498 853 736.

Holidays have no immunity to crisis

The festive season is now upon us, and many thoughts and planning will soon be turning from work to relaxation over the Christmas period. However, organisations need to remain cognisant that these holiday periods do not provide immunity for a crisis to either develop, or impact their business.

Having had to coordinate the response to numerous emergencies and crisis over the past 30 years, (many of these occurring during the holiday period) I acknowledge that it is during these times when organisational susceptibility to crisis events are amplified for a myriad of reasons, such as;

  • limited staff onsite
  • unavailability of staff to respond
  • decreased monitoring of risks
  • volatility of severe weather events (flooding, storms, fires).

If I were to provide a Christmas Wish List with just 6 key actions for organisations to implement to enhance their emergency and crisis preparedness and readiness for this festive period, and indeed ongoing readiness, they would be:

1. Awareness of Escalation Triggers:

Ensure that you will receive notification of an impending or actual crisis event. Confirm that those managers and senior staff who will either be remaining at work, or monitoring your business threats, are fully aware of what your agreed organisational incident, emergency and crisis management triggers are, and importantly, the requirement to escalate this to the Crisis Management Team.

2. Crisis Management Team (CMT) availability:

Ensure that you will be able to contact all the members of the CMT if a crisis is declared. Pre-plan and identify those members that will be available, and those that will not. Holiday periods with reduced staff is a good time to maximise your crisis management capability development and capacity by ‘standing up’ some of the alternate CMT members if required.

3. Accessible Crisis Management Tools:

Ensure that all the members of the CMT still remember where, and how to access the crisis management tools. Confirm that all the CMT members have access to, and know how to utilise the tools if required.

4. Updated Key Stakeholder contacts:

Ensure that previously identified key stakeholders, both internal and external to the organisation, will be contactable over the holiday period.  Seek clarification before the holiday break on what contacts will be available over this time and document and share this information.

5. Clarity of Key Stakeholder expectations:

Ensure that your CEO, Board and Regulators have the same expectations of the CMT during these holidays as they would during a normal business day. Seek clarity and confirmation on issues such as ‘when do they want to be contacted’, ‘how do they want to be contacted’, ‘for what reasons do they want to be contacted’. This can be a decisive readiness initiative that will protect reputations and brands.

6. Crisis Control Room Operational Readiness:

Ensure that if you are called in during these holidays, to coordinate a crisis response, that the designated Crisis Control Room is in a state of Operational Readiness. Seek assurance by conducting an operational readiness check of the facility to ensure the technology and supporting equipment is working, before the holidays begin.

If you require any additional crisis and emergency capability readiness assurance, now is the time to act.

Wishing every organisation, a very merry, safe and prosperous Christmas, and most importantly, emergency and crisis free!

PRESS RELEASE: 100 Resilient Cities and Janellis announce Global Platform partnership

Sydney, Australia100 Resilient Cities – Pioneered by The Rockefeller Foundation (100RC) is today announcing a partnership with Janellis, which will offer a critical emergency management support to 100RC member cities around the globe.

The emergency and crisis management tools will help align organisations and response agencies to be better prepared for city-wide emergencies and will be available to members of 100RC’s Network, as the cities design and implement comprehensive Resilience Strategies.

Janellis joins a prestigious group of other “Platform Partners” that have committed to helping cities around the world prepare for, withstand, and bounce back from the ‘shocks’ – catastrophic events like hurricanes, fires, and floods – and ‘stresses’ – slow-moving disasters like water shortages, homelessness, and unemployment – which are increasingly part of 21st century life. The Platform Partners are a vital component of 100RC’s efforts, both providing cities with tools they need to build resilience and influencing the market as other resilience tools are developed. Current Platform Partners represent a wide array of private sector, public sector, NGO, and academic community leaders.

“In an increasingly complex and challenging world, cities need partnerships with companies like Janellis to withstand the shocks and stresses of the 21st Century,” said Michael Berkowitz, President of 100 Resilient Cities.By providing emergency and crisis management tools to our network city, Janellis is leading by example, and is helping to build a global resilience movement at a critical time.”

Launching the Janellis 100RC Partnership

“At Janellis, we are driven by building capability in the areas of crisis and emergency management for organisations across the private and public sector; so that they are prepared to respond effectively to a range of potential disruptions. Partnering with 100RC and providing world class tools to member cities will harness our expertise in emergency and crisis management and enhance cities capacity to thrive when experiencing shock and stress.” said Natalie Botha, Managing Director of Janellis.

100RC is dedicated to helping cities become more resilient to the shocks and stresses that are a growing part of the 21st century. Each city in the 100RC network receives four concrete types of support:

  • Financial and logistical guidance for establishing an innovative new position in city government, a Chief Resilience Officer, who will lead the city’s resilience efforts;
  • Technical support for development of a robust Resilience Strategy;
  • Access to solutions, service providers, and partners from the private, public, academic, and NGO sectors who can help them develop and implement their resilience strategies; and
  • Membership of a global network of member cities who can learn from and help each other.

Platform partners are dedicated to providing 100RC network cities with solutions that integrate big data, analytics, technology, resilience land use planning, infrastructure design, and new financing and insuring products. Other 100RC Platform Partners include Microsoft, Swiss Re, the World Bank, MWH Global, Veolia, and Sandia National Laboratories.

 About 100 Resilient Cities—Pioneered by The Rockefeller Foundation

100 Resilient Cities – Pioneered by The Rockefeller Foundation (100RC) helps cities around the world become more resilient to social, economic, and physical challenges that are a growing part of the 21st century. 100RC provides this assistance through: funding for a Chief Resilience Officer in each of our cities who will lead the resilience efforts; resources for drafting a Resilience Strategy; access to private sector, public sector, academic, and NGO resilience tools; and membership in a global network of peer cities to share best practices and challenges. For more information, visit: www.100ResilientCities.org.

About Janellis

Janellis is an enterprise consulting firm working with leading organisations with specialist expertise in organisational resilience; risk, compliance and assurance; crisis and emergency management.

Janellis have developed www.cbdresponse.com.au, an emergency management collaboration between the NSW Government, response agencies and the private sector. The site is designed to help prepare communities within the Sydney CBD for a city-wide emergency.

The Janellis crisis management and resilience tools have been embedded in organisations across many industries in countries including Australia, Canada, China, India, Italy, Japan, New Zealand and the USA.

The 100 Resilient Cities Global Platform Partnership provides crisis management tools to member cities around the world. The tools are particularly valuable for cities with significant risks and vulnerable communities within those cities.

  • Janellis contact: Hayley Parker (Hayley.Parker@Janellis.com.au; +61 414 580 707)
  • 100 Resilient Cities: Andrew Brenner (ABrenner@100RC.org; +1 646-612-7236)

 

Is your organisation prepared for a CBD-wide emergency?


The need for CBD stakeholder groups to align and build a coordinated response capability has never been greater.

In 2015, the NSW Government updated the CBD-wide emergency management arrangements for organisations operating in the Sydney and North Sydney CBD.

These changes now demand that all CBD business leaders and property managers understand their new responsibilities – and crucial role – in responding to a city-wide emergency.

To help these groups interpret the new plan, and it’s impact on business, an online resource was launched jointly by Janellis and NSW Police www.cbdresponse.com.au in December 2015.

Leaders are now asking these questions with regards to a CBD emergency:

– Does everyone in the organisation understand their role in a CBD-wide emergency?
– Do we have confidence in our capability to respond?
– Are our plans aligned with the government’s and our property managers’ plans?
– Will we be able to coordinate our efforts in an effective way?
– Are we compliant with the Australian Standards and relevant regulations that underpin our response capability?
– Can we provide assurance to our key stakeholders and regulators that we have it covered?

Emergencies by their nature are challenging to respond to. CBD emergencies have additional levels of complexity including large numbers of people in high-rise buildings and a heavy reliance on transport infrastructure.

Dependencies between businesses, facilities managers, emergency services and property groups all need to be considered. Organisations must be confident that plans are aligned, CBD risks considered and teams responsible have the knowledge, capability and tools they need to be effective in their response. The need for these key CBD stakeholder groups to work together to build a coordinated capability has never been greater.

How can you be assured of your CBD Emergency Management capability?

To help businesses leaders answer their critical questions, build their CBD emergency management capability and provide assurance to key stakeholders Janellis have developed the City Resilience Capability Review for businesses.

The City Resilience Capability Review identifies gaps that require immediate attention, as well as ‘better practice’ approaches that can be applied more broadly across the business.

Our unique approach:

  • builds on investments already made in the areas of emergency management preparedness
  • creates alignment with specific CBD emergency requirements
  • ensures integration across all incident, emergency and crisis management planning; and
  • delivers confidence to all key stakeholders involved on their capability to respond.
CBD Response on multiple devices

CBD Response Digital Platform

We review a collection of relevant documents, conduct field inspections of CBD sites and have one-on-one meetings with nominated stakeholders. We specifically examine and assess the integration of the key requirements within CBD Response against your emergency management plans and procedures.

How have other businesses used this approach to create alignment?

By understanding the requirements set out in CBD Response and initiating a City Resilience Capability Review, businesses have gained confidence and assurance of their response capability in a city-wide emergency scenario.

The reviews have given them a roadmap to ensure that:

  1. Responses will be coordinated;
  2. People will be safe; and
  3. Impacts to the business are minimised.

Why Janellis?

  • Janellis are experts in the niche area of CBD emergency management and city resilience. We have specialised in this area for over 10 years helping complex organisations align, integrate, test and assure their emergency, crisis and organisational resilience capability.
  • In 2006, Janellis first developed the ‘CBD Emergency Management Guidelines for Businesses’ in collaboration with the NSW Government that received a State and National Award from the Attorney General’s Department.
  • In December 2015 Janellis partnered with Dexus Property Group to facilitate the launch of CBD Response with key representatives from NSW Police, NSW Police Media and Transport for NSW, held at the Sydney Chamber of Commerce.  The session was held to raise awareness of the new plans and the tools available for business leaders.
  • Janellis consultants have a diverse range of skills and experience across the spectrum of emergency and crisis management and all have over 15+ years experience in working with complex organisations and government agencies.

For more information on our capability and expertise in this area please follow the links below or contact Jonathan Durnall – Jonathan.durnall@janellis.com.au for more information.

Crisis teams harness shared thinking via new digital tools


Digital technology is a powerful enabler for collaborative critical thinking particularly where teams are mobile and need to make high-stakes decisions, often with very little notice and under time pressure.

Previously we have worked with executive leadership teams to help build their capability to respond to a range of known and unknown risks that the organisation face.

As with most leadership teams we work with, they already have an impressive and diverse range of skills and experiences.  These sessions again highlighted, that leadership styles may be unique and risks between organisations varied but the majority of executive leaders already have strong critical thinking capabilities.

Some leaders demonstrate their critical thinking skills in very direct and overt ways, clearly ‘cutting through’ to identify the key issues and making strong decisions. Others do this in more collaborative and subtle ways but; the majority of executive leaders and emerging leaders have critical thinking as a core competency.

Shared critical thinking

One of the challenges facing leaders who find their organisations in a crisis ‘scenario’ or real event is that their individual and collective critical thinking skills are put to the test.

Time is a key factor and information is often incomplete and key decisions need to be made under pressure. If an event has involved the media, often there is added pressure with a high degree of mis-information as well as vital information that needs to be verified.  Teamwork and leadership are essential and success relies on all members of the team operating effectively.

Some executives move from ‘business as usual’  into ‘crisis’ mode seamlessly and are able to operate intuitively and effectively, others feel like they have “a blank sheet of paper”, not sure how to blend their own style or approach into these high pressure and usually high-stakes situations.

Tools to enable critical thinking

To enable all members of the team to be effective under pressure we coach teams using a decision support tool that facilitates ‘shared critical thinking’.

Key elements include: identifying the facts and the assumptions of a situation; evaluating the information as a team; understanding the impacts across the organisation and considering a ‘most likely’ and ‘worst’ case perspective; prioritising, making decisions and developing an effective response strategy.

The tools enable the team to challenge assumptions, to ask the right questions and to hypothesise in a unified way that draws upon their combined experiences , to develop the best possible response strategies.

Embedding critical thinking using digital technologies

Whilst the concept of shared critical thinking is not new for Janellis we have recently taken our tools on-line and are training executive teams using a digital solution.  Teams are coached using  ‘experiential’ style training and this provides clarity on what critical thinking is, how to build it and how to measure it.

crisis management digital tools - checklists

Crisis management digital tools – online checklists

Having the the tools available in a digital format allows for a more interactive, dynamic and robust exchange of ideas in ‘real time’ as new information becomes available.  The team can review their progress and produce a ‘common operating picture’ that reflects their shared understanding of the situation, its impacts across the organisation and their agreed strategies.

The value of critical thinking more broadly

As the maturity in capability builds at the executive level it becomes clear that the effectiveness of the crisis management team is very likely to be dependent on individual and shared critical thinking capabilities of others within the organisation. The tool is particularly valuable for teams where the critical thinking skills are not yet ‘honed’ but where the discipline of verifying information, understanding consequences and developing solutions is essential.

Shared critical thinking will be a challenge for any team in a crisis situation and access to the tools creates alignment, builds confidence and provides assurance to key stakeholders.

If you are interested in critical thinking, crisis management coaching for executives or the digital tools, please contact us as this is an exciting area that continues to evolve.

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Building resilience in a city that never sleeps

“Where sustainability aims to put the world back into balance, resilience looks for ways to manage in an imbalanced world.”

In early January this year I was living and working in New York city, albeit briefly.  The main purpose of the work was to gain insights and share experiences related to organisational resilience and city-wide resilience.

Like many cities in the world New York has experienced a number of significant disruptions and continues to face a range of known risks and emerging threats.  Within a short time of being in the city it became clear that a ‘planning and preparation mindset’  has become a way of life for people living in the city and organisations operating in the city.

The preparation mindset has been enabled by bringing some of the brightest minds together and ensuring alignment between response agencies, private enterprise and individuals; all working together to ensure that they are prepared to respond to a range of risks.

Aside from being a landmark city, New York  is now one of the leading cities in the world committed to becoming more resilient.

Why build resilience?

Many  events have occurred within New York that could have been the catalyst for the city to shift the focus onto building resilience but it was Hurricane Sandy, that resulted in the death of 43 people and US$19Bn in damage, that brought the need to build resilience into the fore.

On November 15, 2012, Governor Andrew Cuomo convened the NYS2100 Commission to examine and evaluate key vulnerabilities in the State’s critical infrastructure systems, and to recommend actions that should be taken to strengthen and improve the resilience of those systems.  The findings were detailed in the NYC2100 Report.

I read the report at the time that it was released, as it was one of the first of its kind on city focused resilience around the world.  Another interesting article published in the New York Times at the time was called Learning to Bounce Back: Forget Sustainability its about Resilience.  The article peaked my interest as resilience was not yet a mainstream topic and sustainability had far greater awareness, investment and relevance than resilience.  The article has some great quotes including the one at the beginning of this article.

Developing a preparation mindset

Since the findings of the NYC2100 report were released, signification investments have been made and on June 11, 2013, the City released “A Stronger, More Resilient New York”, a 430 page document that seeks to learn from past events, understand the risks that the city faces as well as actionable recommendations both for rebuilding communities impacted and increasing the resilience of infrastructure and buildings citywide.

100 Resilient Cities 

Judith Rodin President of the Rockefeller Foundation was Co-Chair of the NYS2100 Commission.    In 2013 the Rockefeller Foundation pioneered the 100 Resilient Cities (100RC), dedicated to helping cities around the world become more resilient to the physical, social and economic challenges that are a growing part of the 21st century. 100RC supports the adoption and incorporation of a view of resilience that includes not just the shocks—earthquakes, fires, floods, etc.—but also the stresses that weaken the fabric of a city on a day to day or cyclical basis.

The 100RC began working with the first group of 32 cities in December of 2013. In 2014, they received 330 applications from 94 countries for the second cohort.   Sydney is now one of the 100 Resilient cities.

New York, like many cities in the world, is an enormously complex and vibrant city that is vulnerable to a range of potential disruptions but the preparation mindset, the alignment between individuals and organisations and the investments being made, all contribute to building confidence and resilience.

Back in Australia we have also had a number of resilience initiatives underway and the Federal Government has done a great deal in the area of resilience over the past decade, particularly with critical infrastructure providers.   Infact it was our  now Governor General, His Excellency General the Honourable Sir Peter Cosgrove AK MC (Retd) who said back in 2006 that “Australia has some of the best men and women leaders who can withstand business shocks standing on their feet” but that we needed to factor into our busy lives the “capability to deal with major disruptions and to develop a preparation mindset.”

If you are responsible for, or interested in building resilience I highly recommend reviewing the two reports and one article referenced in this post or you can contact me directly via natalie.botha@janellis.com.au.

Pass me those crisis glasses

In facilitating crisis management training with executive teams, it would be fair to say that their subject matter expertise, managerial and corporate disciplines are well honed and unquestioned. They are responsible for, and well attuned, in ensuring their ‘day to day’ vertical line management, their ‘pillars of excellence’, are effective and productive.

I have however, on more than one occasion, been asked by the CEO or the COO why then, do we see some of these astute businessmen and women falter and struggle in an environment of simulated crisis planning and response mode? My response is simply; “they just need to change the lens in their glasses.”

When these organisations are in Business As Usual (BAU) mode, these executives manage, lead and make decisions through a lens of governance, approvals, checks and balances, utilising complete and validated information and not dictated (in most instances) by the burden of immediacy of time“They have their business management lenses in.”

However, irrespective of the origin of the crisis, whether internal or external, once declared, the crisis leadership team convenes. Day to day vertical line management transitions into horizontal team management, a ‘beam’ of organisational leadership. The business management lens is removed and the crisis leadership lens is replaced. The ‘crisis response prism of lights’ is now refracted into a spectrum of clarity, objectives, and actions.

Through this new lens, crisis leaders should be able to resist the strong urge to reach into their organisations to provide tactical advice, which we often call ‘leadership compression’. Where before these executives required certainty of information and intelligence, now they will utilise incomplete and dynamic information filtered through the crisis lens to inform key actions and decisions. The 80/20 rule often becomes the principle of the moment. Stakeholders that would be interacted with in normal day to day business are now re-prioritised through this lens into a strategic crisis stakeholder hierarchy where escalation, notification and communication frameworks may be the key to reputational saviour, or catastrophe.

Situations and problems that in a normal environment would be addressed with an obvious and available technical solution, will now, looking through the crisis lens, demand adaptive approaches to problem solving and bold action to create opportunity in what can be an ambiguous environment.

I have found that these are the times, where business executives transitioning into the crisis management team, often have that cognitive difficulty in coping with complex, multiple and competing issues when under pressure. This is not a question of competence, but purely that the human brain is not wired for identifying the truth and pathway amongst all the ‘white noise’ in a time critical period. It needs a special tool; a Decision Support Tool, to help decipher the facts, evaluate the current and potential impact, and develop a strategy to mitigate or control the crisis.

This is where crisis and emergency management professionals can affectionately be termed organisational optometrists. They have been trained, postured and deployed wearing the lens of crisis and emergency response, utilising a decision support tool to execute their plans, bringing normality to uncertainty. These emergency management professionals essentially assist with the ‘fitting’ of crisis lenses.

The trick though is this. Business executives cannot be expected to wear these lenses day in day out in their normal functions and roles, however upon the declaration of a crisis, they should be confident and trained to reach into the top draw, and fit these lenses.


Janellis is an enterprise consulting firm working with leading organisations across many industry sectors and government agencies. We help organisations execute their strategy and are specialists in transformation and change management; organisational resilience; risk and compliance; crisis and emergency management and portfolio and program management.

CBD Response leads the way

Significant events have occurred within Sydney’s CBD Zones in recent years. They have highlighted the difficulties in moving large groups of people, the need for rapid communication and the reliance on key decisions to be made by business leaders.

If you work in the Sydney or North Sydney CBD and you are responsible for the safety of others, you have a role to play in preparing for a major emergency.

New Role for Business Leaders in CBD Emergency Management

In the event of an emergency in NSW a ‘significant and coordinated response’ will require businesses, government, critical infrastructure companies, service providers and the broader community to work together.

Organisations operating within the CBD cannot rely on emergency services agencies and building managers alone to ensure the safety of their staff and the continuity of their business.

In an emergency, business leaders may be faced with incomplete or conflicting information. The complexity of an effective response requires the most experienced and capable leaders to make decisions that could affect the safety of many people and the continuity of their business.

In order to successfully work together business leaders need to be aware of how the police, the other emergency services and the local authority will respond.

New challenges lead to a new plan and revised requirements for business

In June 2015, NSW Police published the new Sydney and North Sydney Central Business Districts Evacuation Management Subplan [Subplan]. You can view the full plan here.

The key changes to the plan are:

More than ever there is a need to ensure that organisations operating within these zones are self-reliant, that they understand the key components and concepts of the Subplan – at an executive level – and that they have exercised and tested their capability.

CBD Response helps organisations get prepared

CBD Response has translated the NSW Government’s plan specifically for businesses operating in the Sydney CBD Zones. It provides all the information and tools organisations need to get prepared and be assured on their readiness and ability to respond to a CBD-wide emergency.

It has been designed for business leaders, business response teams, property managers, building owners plus audit and risk professionals.

If you are unsure of how well aligned your capability is to these guidelines please use the Assurance Assessment Tools to check that your organisation has the ability to respond to a CBD-wide emergency.

If you work in the CBD and are not aware of your role in an emergency or the key concepts within this site we recommend you complete the Assurance Assessment for Business Leaders on that page and forward the results to the most appropriate person within your organisation.

For more information on CBD emergency management reviews and health checks please contact Janellis.

Creating a Business Resilience Vision for Qantas

Janellis were engaged by Qantas to begin a Resilience Improvement Program in 2007. Qantas were one of the first companies to fully embrace the concept of Organisational Resilience and to make major investments into improving their resilience capability.

Qantas selected Janellis on the basis of our Enterprise Resilience Model that incorporated four key areas of Risk, Readiness, Response and Assurance. The program objectives included aligning and embedding key tools across the business.

Qantas now has a resilience capability that has been robustly tested and applied as part of their ongoing business operations.
Qantas have won the Australian ‘Risk Enterprise of the Year Award’ recognising the enterprise that has most successfully integrated risk management to business partner status within their organisation, making it an integral part of organisation-wide strategy and process. Significant disruptions to their business have resulted in Qantas as now being regarded as having a world class capability in crisis management.

The Janellis tools that Qantas have been using for the past ten years are also embedded in a number of other complex organisations in other industries.

Chief Risk Officer, Qantas:

“I would like to thank Janellis who started this journey with us. We may not have been the easiest Client to have worked with but you stuck with us and we appreciate that. We are grateful for the opportunities to continue to build our resilience by working with our critical suppliers and other leading Australian companies”

For more information, please contact Harrison Orr at Harrison.orr@janellis.com.au