Fire Strategy for New Builds

1. Fire Strategy for New Builds Peter Wilkinson

2. Business continuity planning; How it can influence resilient building design Peter Wilkinson

3. Agenda • Performance-based fire safety design • Business Continuity Planning • Business Impact Analysis • BIA in QDR

4. ‘If you aren't fired with enthusiasm, you will be fired with enthusiasm.’ Vince Lombardi, US football coach (1913 - 1970)

5. ‘If you aren't fired with enthusiasm, you will be fired with enthusiasm.’ Vince Lombardi, US football coach (1913 - 1970) • ‘Give a man a fire and he's warm for the day. But set fire to him and he's warm for the rest of his life.’ Terry Pratchett.

7. Performance Based Design Performance based design is a practice that provides a framework for developing rational methodology for the design of buildings based upon the application of scientific and engineering principles to achieve stated and agreed objectives

8. Definition What is fire engineering? Application of scientific and engineering principles, rules, and expert judgement, based on an understanding of the phenomena and effects of fire and the reaction and behaviour of people to fire, to protect people, property and the environment from the destructive effects of fire. Institution of Fire Engineers

9. Definition What is fire engineering? Use of engineering principles for the achievement of fire safety. PD7974-3:2003

10. Development of prescriptive rules • Reaction to disaster

11. Fire engineering origins

12. Fire engineering origins

13. Development of a fire engineering code • DD 240

14. Development of a fire engineering code • BS 7974

15. Development of a fire engineering code • BS 7974 • PD 0: Design framework • PD 1: Initiation and development of fire within the enclosure of origin; • PD 2: Spread of smoke within and beyond the enclosure of origin; • PD 3: Structural response • PD 4: Detection of fire and activation of fire protection systems; • PD 5: Fire service intervention; • PD 6: Evacuation; • PD 7: Probabilistic fire risk assessment.

16. Fire engineering today • Allows innovative design

17. Fire engineering today • Allows innovative design • New applications • Super tall buildings • Sustainable buildings

18. Fire engineering today • Allows innovative design • New applications • Super tall buildings • Sustainable buildings • Concerns • Data • Motivations • Life safety objectives only

20. The insurer’s role • Not often active participants in QDR • Not identified at design stage • Not invited • Do not contribute • Contract works insurers • Brokers • Commercial considerations

22. What is Business Continuity? The ability to maintain continuity of business in the event of a disruption to normal operations • An integral part of an organisation’s risk management programme • Often (wrongly) perceived to be all about (and owned by) IT • But also falls within remit of HSE, Facilities, Finance, Risk, etc. • Includes emergency response, incident management and other recovery plans • Focuses on effect of an incident rather than cause • Ultimately helps to achieve business resilience.

23. Why We Need BCM To be able to counteract the negative impacts arising from a disruption

24. The BCM Lifecycle Embedding BCM in the Organisation's Culture Understanding the Organisation The Business Continuity Management Process: Source BS 25999 BCM Programme Management Exercising, Maintaining & Reviewing Determining BCM Strategy Developing and Implementing BCM Response

25. BCM Programme Management • Define business continuity scope, policy, aim & objectives • Assign pre-incident roles & responsibilities • Assign budget and resource to the programme

26. Understanding the Organisation • Identify current level of BC preparedness • Carry out scenario-focused business impact analysis discussions involving select business representatives • Define recovery times for all critical activities • Obtain views on implications of an incident based upon current preparedness • Produce a “shopping list” of minimum resource requirements • Conduct Risk Assessment for resources required by critical activities and act on findings

27. Determining BCM Strategies • Identify Required versus Achievable gaps • Develop cost effective recovery strategies • Present options to management in a form that will allow them to decide upon appropriate solution and acceptable level of residual risk

28. Some Solutions • Make what the organisation has as robust as possible • Buy more time with contingencies & workarounds • Take advantage of advances in technology • Third party supplier solutions can help keep it simple • Improve data backups and off site storage • Buffer management for supplies • Find alternative suppliers • Improve supply lead times or contracts • Reciprocal arrangements with other companies • Implement manual workarounds • Do nothing! – organise post incident.

29. Developing & Implementing BCM Response – The Plan • Define incident management & recovery organisation • Document clear and concise plans • Incorporate all pre-incident actions within BC Actions Log and monitor progress

30. Worst Case Focus Plan for the worst case scenario i.e. where a single incident would have the largest impact on the organisation, regardless of the probability e.g. complete, destructive loss of premises and contents Lesser scenarios should therefore be covered by the planning

31. Exercising, Maintaining & Reviewing • Carry out tabletop exercises for people and plans • Carry out technical recovery exercises for IT, telephony and data communications • Define maintenance & review responsibilities

32. Embedding BCM in the Organisation’s Culture • Initial & ongoing BC awareness activity • BCM to become an integral part of future projects, business change discussions & supplier contract negotiations • Ongoing expansion of scope to respond to potential threats

33. 10 Benefits of BCM • Be in control post-incident • Help safeguard human life • Stand out from competitors • Improve insurance terms • Understand and accept risk exposure • Keep impacts within acceptable levels • Maintain critical activities • Protect jobs • Protect reputation • Sleep at night….

34. ROBUST • Developed by FPA and RISCAuthority • Backed by UK insurers • Free of charge https://robust.riscauthority.co.uk

35. Start Qualitative design review (QDR) Quantitative analysis of design Assessment against criteria Un- satisfactory Satisfactory Reporting and presentation of results End Fire engineering process

36. Fire engineering process • Qualitative design review (QDR) • Quantitative analysis • Assessment against criteria

37. Business continuity planning • Business impact analysis (BIA)

38. Business continuity planning • Business impact analysis (BIA) • Identify critical activities • Identify resources to support activities • Identify fire safety objectives to protect resources.

39. Business continuity planning

40. BIA within QDR

41. BIA within QDR

42. British Standard

43. British Standard • Part 8: Property protection, mission continuity and resilience • DPC early 2012

44. Conclusion • Architects and engineers will be able to ask their clients the right questions • Interpret existing BIA information • Facilitate a BIA • Define the most appropriate fire safety objectives • Design appropriately resilient buildings

45. I violated the Noah rule: Predicting rain doesn't count; building arks does. Warren Buffett

46. Contact Peter Wilkinson Associate Director Fire Protection Association pwilkinson@thefpa.co.uk