HBB Business Continuity Plan - Major Incident Response PDF

HUMBER BRIDGE BOARD
Business Continuity Plan
MAJOR INCIDENT
Version 1.0
Implemented:
Last updated:
Review date:
Humber Bridge Board Business Continuity Plan

Version 1.0 21 February 2013
1
Business Continuity Plan
Contents
Page
Distribution List 3
Introduction 4
Activation of Plan 5
Key Staff Contacts 6
Designated Recovery Site 7
Emergency Contacts 8
Staff Contact Numbers 9
Board Contacts 10
Supplier Contacts 11
Other Important Contacts 12
Corporate Business Interruption Communication Strategy 14
Media Contacts 15
Resources Required for Recovery - first 24 hours 16
Resources Required for Recovery - 24 48 hours 18
Equipment Requirements 19
Critical Function Priority List (Business Impact Analysis) 20
Risk Register Spreadsheet 26
Risks 28
Emergency Responses Checklist 49
The First Few Hours (Checklist of Actions) 50
Log Sheet 52
Incident Assessment Form 53
Incident Timeline 54
Building Plan 55

2
Distribution List
Copy Number Name

001 Peter Hill
002 Neil Marshall
003 John Williams
004 Nadine Allen
005 Julia Kurring
006 Tessa Williams
References and related documents
Document Title
Health and safety policies/procedures
Building evacuation procedures
Other emergency procedures
Insurance policies

3
Introduction
It is very difficult, if not impossible, to formulate Business Continuity Plans for all eventualities. Several
risks have been identified and these have been mitigated as far as possible and practical (see pages
20 and 21).
The main objective of Business Continuity Management is to provide a planned approach to the
recovery of a business which has been affected by a business interruption and to help minimise the
impact on employees, customers and the company reputation.
This document is intended to assist in the recovery of key business functions in the event of a major
incident at the bridge such as an explosion in the Administration Building, a significant road traffic
accident, a dangerous structural failure or significant incident on the toll plaza.
Key to the success of recovery from such incidents is the immediate response of the Business
Continuity Team and the formulation of plans to restore critical business processes.
The nature of the incident will have a direct impact on the teams ability to respond immediately as the
Emergency Services will almost always take the lead in incident responses, with the Business
Continuity Team liaising with the Emergency Services and providing information until the incident has
been cleared. At this point plans for the restoration of critical business functions can be put into action.
Cases of structural failure not involving damage and/or injury to HBB employees or third parties will not
normally involve the Emergency Services other than the Police assisting the Board with closure of the
bridge by setting up diversionary routes and signage.
Aim of this Plan
To put in place a structure by which the Board is able to cope with the effects of a major incident and
restore critical business processes as soon as practicable.

4
Activation of Plan: (The Golden Hour)
Notification of a business interruption may originate from a variety of sources. However nearly all
notifications will come from HBB staff as the building is staffed 24 hours a day.
At all times the General Manager and the Business Manager will be the first points of contact and it is
they who will activate the Business Continuity Plan. If neither are available then the Maintenance
Manager should be contacted.
They will ensure the members of the Business Continuity Team are contacted as soon as possible.
The following activation sequence will normally be used when informing HBB staff of the activation of
this plan:
Standby phase
Implement phase
Stand Down phase
Standby will be used as an early warning of a situation which might at some later stage escalate and
thus require implementation of this plan. A Standby allows key officers time to think, brief staff, start a
business interruption log and prepare for the deployment of resources should an Implement message
be received. This is particularly important if an interruption occurs towards the end of office hours and
staff may need to be asked to stay at work until the situation becomes clear. Resources are not
normally deployed at this stage (although this will largely depend upon circumstances) and a Stand
Down may follow this type of alert.
Implement will be used to request the immediate utilisation of the HBB staff and resources in
activation of the plan.
Stand Down will be used to signify the phased withdrawal of any services provided due to activation
of the plan.

5
Key Staff Contacts
Business Continuity Project Manager
Neil Marshall
Office: (01482) 350560

Mobile: 07789 643640
Home: (01482) 647774
The maintenance of this document is the responsibility of the Business Continuity Project
Manager. This plan will be updated on a regular basis and includes the key details and actions
needed to continue all business operations.
Business Continuity Team
This team will comprise the key decision makers in the organisation. Ideally they should
congregate in a pre-designated location. They will be in close contact with the Business
Continuity Manager and will authorise any variations to the recovery plan.
Peter Hill Office: (01482) 350561

General Manager Mobile 07789 643641
Home 01302 536325
Neil Marshall Office: (01482) 350560

Business Manager Mobile 07789 643640
Home (01482) 647774
John Williams Office: (01482) 350564

Maintenance Manager Mobile 07802 375163
Nadine Allen Office: (01482) 350565

Administration Manager Mobile 07595 071404
Julia Kurring Office: (01482) 350569

HR Manager Mobile 07730 529138
Tessa Williams Office: (01482) 639208

Finance Manager Mobile 07789 643643

6
BUSINESS CONTINUITY PLAN
Major Incident
This document is intended to assist in the recovery of key business functions following a major incident
at the bridge such as an explosion in the Administration Building, a significant road traffic accident, a
dangerous structural failure or significant incident on the toll plaza.
This plan can be adapted for less severe incidents as all the tasks appropriate in the worst case
scenario might not always be needed.
Alert the Business Continuity Team who will establish immediate business needs and necessary
actions
Advise relevant staff to report to the designated recovery site at appointed time
Consider shift patterns and overtime
Advise remaining staff who are not required immediately to remain at home until contacted
Notify critical contacts (e.g. customers & suppliers)
Establish operations at Designated Recovery Site
Maintain a log of actions taken
Refer to the telephone directory of all employees (includes work and home telephone numbers)
Designated Recovery Site
Hallmark Hotel
Ferriby High Road
North Ferriby
East Yorkshire
HU14 3LG
Tel: (01482) 645212
Web: www.hallmarkhotels.co.uk/our_hotels/hull
This is available 24/7 all year.

7
Emergency Contacts
Emergency Services initial call to 999
Police control room: 01482 568899
Electricity
Problems with supply should be directed to:
Yorkshire Electricity Distribution Ltd 0800 375 675

Customer Relations
Manor House, Station Road
New Penshaw, Houghton-le-Spring
DH4 7LA
We have three supplies:
Main supply through; Scottish Power A/C No. 409794302
A15 Roadway through; Npower A/C No. 28450003
Feeder Pillar No Npower A/C No. 7951 73517 50

NEL;A15/DN35 8LN
South Bank (Far Ings Road) Scottish Power A/C No. 409794508
A15 Northbound/M180 J4 Npower A/C No. 7975 28841 10

DN20 9RE
Gas
Problems with supply should be directed to:
Northern Gas Networks 0800 111999

National Gas Emergency Service
We have only supply through:
Gazprom A/C No. 10005710
Health and Safety Executive
Incident Contact Centre: 0845 300 9923
Foundry House, 3 Millsands

Riverside Exchange
Sheffield

8
Staff Contact Numbers
To be added when document is finalised

9
Board Contacts

10
Supplier Contacts

11
Other Important Contacts
Kingston Communications to switch phone lines to alternative number.
Telephone Kingston Communications Business Team on 01482 602900
Mon-Fri 8.00am to 6.00pm

Sat 9am to 5pm
There is also a 24 hour fault reporting line: 01482 602151
Alternatively contact Cobus Communications on 01482 225666
Virtual Networking.
Telephone Scott Clark on 07930 133266 or Dean Bullfield on 07971 375000
Siemens - re toll system
0845 1930005 A/c No. 5000541214
Insurance Company:
Zurich Municipal Tel: 0870 2418050

Zurich House
2 Gladiator Way
Farnborough
GU14 6GB
Policy Number: XAO-272037-4933
Hull City Council Insurance Section
Corporate Claims Management Jo-anne Sissons 01482 613565

City Treasury joanne.sissons@hullcc.gov.uk
Guildhall Road
Hull Karen Hastings 01482 613850
HU1 2AB karen.hastings@hullcc.gov.uk
Payroll Services
Arvato Government Services Payroll Manager - 394331

Payroll Section Assistant Payroll Manager - 394328
Council Offices Payroll Assistant - 394321
Church Street
GOOLE
East Yorkshire
DN14 5BT

12
Other Important Contacts (continued)
Traffic Link (for broadcast to local radio stations)

i.e. Radio Humberside, Viking Radio, Magic, 0161 929 3636
BBC Lincolnshire
Highways Agency 01924 243700
Yorkshire Ambulance Control 01904 666030
Lincolnshire Ambulance Control 01522 781891
Fire and Rescue Control 01482 565333
01482 219875 (05:30 00:00)

East Yorkshire Motor Services (EYMS)
01482 327142 (00:00 05:30)
Stagecoach 01472 358646
Green Pea Company

01652 621621
(for the pea season)
Tourist Information Centre 01482 640852
Focus Counselling Services 01482 891564
01430 861886
Farmers Market Manager Hannah Dowson
07814 702607
Humber Rescue 01482 648200
Bluestorm Design and Marketing 01482 649343
Country Park Inn 01482 640526
Cascade HR Software
101A 103 New Pudsey Court
Pudsey 0113 255 4115
Leeds
LS28 6AT

13
Corporate Business Interruption Communications Strategy
During the response to a business interruption it is important that HBB staff are kept fully informed of
progress. HBB staff directly affected by a business interruption will obviously be very concerned about
the impact upon them personally. HBB staff not directly affected by a business interruption also need
to be kept informed of progress as they may be impacted upon, e.g. they may need to take on
additional work, be relocated to alternative accommodation, etc. A clear, concise and accurate flow of
information is essential; it will ensure that all staff are fully aware of developments and can work
together to ensure that the Board overcomes the interruption. The severity of the business interruption
will influence the level of detail and amount of information which needs to be issued to staff.
During the response to a business interruption, internal and external communications will be managed
through the General Manager and Bridgemaster by:
Establishing robust systems of internal communication to ensure HBB staff and Board Members
are kept fully up to date with progress in the recovery
Dealing with all incoming press enquiries
Co-ordinating the issue of press statements and arranging media briefings/interviews as

necessary, with the Emergency Services
Establishing a comprehensive record keeping system recording all internal and external
communications and monitoring all incoming/outgoing media related material in whatever format
to ensure rapid retrieval as required
Recording and retaining all interviews with the media if appropriate
Ensuring the Boards website is kept current
Reviewing the effectiveness and appropriateness of the communication strategy once the
incident has been closed and recovery is complete
Bluestorm Design and Marketing may be recruited to assist in this process.

14
MEDIA CONTACTS
Newspapers
Hull Daily Mail Grimsby Telegraph
Tel: 01482 327111 Tel: 01472 323990

Fax: 01482 584353 Fax: 01472 372257
Email: news@mailnewsmedia.co.uk Email: newsdesk@grimsbytelegraph.co.uk
Scunthorpe Telegraph Yorkshire Post
Tel: 01724 273273 Tel: 0113 238 8736
Email: newsdesk@scunthorpetelegraph.co.uk Email: yp.newsdesk@ypn.co.uk
Television
BBC Look North (Hull) Calendar, Yorkshire TV
Tel: 01482 323232 Tel: 0113 243 8283

Fax: 0113 243 9387 Fax: 0113 243 3655
Email: looknorth@bbc.co.uk
Radio
Viking FM Lincs FM
Tel: 01482 325141 Tel: 01522 549977

Fax: 01482 593067 Fax: 01522 549911
Email: reception@vikingfm.co.uk Email: studio@lincsfm.co.uk
Radio Humberside KCFM
Tel: 01482 323232 Tel: 01482 333999

Fax: 01482 226409
Email: humber.online@bbc.co.uk Email: news@kcfm.co.uk
WHCR (West Hull Community Radio)
Tel: 01482 594353
Email: contact@whcrfm.com

15
Resource Requirements for Recovery:
First 24 Hours:
No. of staff Purpose Location Resources required

Business Continuity Co-ordinate emergency On/near site if Business Continuity
Team (6) effort possible Plan
Deal with PR/media Telephones/Mobiles
Liaise with emergency or Radios
services Fax machine
Formulate plans for Hallmark Hotel Tel directories
recovery and assign North Ferriby Phone chargers
roles and responsibilities. Computers
Determine priority Wireless network
business functions to be Incident log
recovered Stationery
Depends on the Immediate assessment Wherever its safe Notebook

incident and the of damage and staff are Pens
instructions of the allowed to go Telephones/Mobiles
Emergency Services ASSUME NO Radios
ENTRY Camera
24 Erect signs re bridge Vehicles and keys

closure Signs
Activate VMS PPE
Cones
Computer access
24 Provide information to Bridge closure Radios

bridge users at bridge points Correct information
closure points Relief staff
PPE
24 Contact staff/next of kin On/near site if Business Continuity

possible Plan
or Telephones/Mobiles
Hallmark Hotel Radios
North Ferriby Tel directories
Phone chargers
Computers
Wireless network
Incident log
Stationery
24 Further assessment of Notebook

HBB or Emergency damage Pens
Services Telephones
Radio

16
24 To arrange temporary Wherever possible Telephones
resources Tel. numbers
Temporary buildings Stationery
Equipment
IT
Toilets
Telephones
Generators
Relocation of cash vault
Access to money
Access to purchase
orders
Skips/diggers etc.

17
Resource Requirements for Recovery:
24 48 Hours:
The number of staff and resources required will depend upon the level of damage to the building and
whether the bridge can re-open safely
No. of staff Purpose Location Resources required

Business Continuity Co-ordinate emergency Hallmark Hotel Telephones/mobiles
Team (6) effort or Radio
Deal with PR/media Admin building? Computer/internet
Liaise with emergency Telephone numbers
services
Continue to formulate
plans for recovery and
assign roles and
responsibilities.
Continue to prioritise
business functions to be
recovered
Bridge Officers and To man the toll booths Toll booths Stationery
Toll Collectors. (If and when we are Cash bags
As many as needed permitted) Basically, their normal
depending upon how equipment
many are available
and how many booths
we can use

18
Equipment Requirements
Temporary Buildings Power

Furniture
How many? Telecoms
Admin IT
Maintenance
Operations
Location?
Generators
Lighting
Signs
Cones
PPE
Vehicles Owned or hired
Telephones
Mobile phones Phone chargers
Radios Radio chargers
Means of payment Company cheque book
Company credit card
Can our credit limit be increased?
Stationery Notebooks
Pens/pencils/paper
Clipboards
Telephone books
Whiteboards
Markers
Flip charts and pads
Map of the region
First aid equipment First aid kits

Additional equipment
Electrical Photocopier
Extension leads
I.T. Computers
Printers
Cascade HR

19
Critical Function Priority List (Business Impact Analysis)
Priority Critical Description Priority Impact of Loss Recovery

Business Time
Low
Activity Medium Objective
High (RTO)
Unforeseen structural Loss of toll income

Keeping the failure, RTA or other Reputation damaged
1 bridge open to major event could lead to HIGH if not resolved quickly < 24 hours
all traffic bridge closure for several (if the problem was
hours or longer on our property)
Resilience measures are
in place should there be
a major failure of the toll Integrity and
system. auditability of toll
2 Toll Collection HIGH < 48 hours
income would be
Manual system would be compromised
initiated for a total system
failure.
Many staff rely on
computers and
applications. Short-term Loss of reputation if
Computer outages are not resolved quickly
3 HIGH < 24 hours
Network inconvenient. as customer service
would be affected
Key staff have laptops so
key priorities can be met
Staff levels need to be
maintained to ensure Loss of reputation if
Staff delivery of service. not resolved quickly
4 HIGH < 24 hours
Availability Reliance on overtime and as customer service
agency workers to fill would be affected
gaps
Impact of Loss - describe losses in terms of financial, staffing, loss of reputation etc.
Recovery Time Objective (RTO) - critical period before business losses occur
This list can be used during an emergency to assist your decision making when compiling an Action
Plan as to which function needs to be reinstated first.

20
Business Impact Analysis
1A Critical Business Activity: Keeping the bridge open to all traffic
Description: Unforeseen structural failure could lead to bridge closure for several
hours or longer.
Priority LOW MEDIUM HIGH
Impact of Loss: Loss of toll income.

Financial loss for costly structural repairs.
Reputation damaged if not resolved quickly.
Recovery Time Objective: Less than 24 hours
Resources Required for Resumption and Recovery
Personnel: General Manager

Heads of Service
Inspectors
Traffic management staff
Other staff at the scene as appropriate
Relief staff
Staff to take telephone calls
Outside Provider(s)/Agencies : Consulting firms as appropriate

Appropriate business suppliers
Police
Key Contact(s): General Manager

Head of Infrastructure
Equipment: Vehicles and keys

Radios
Mobile phones
PPE
Traffic management vehicles, signs, cones etc
Camera
IT hardware and software: None
Records (electronic or paper): Paper and photographs
Medical equipment: None (assuming no injuries)
Medical supplies: None (assuming no injuries)
Facility/office space: None
Plan for closure > 4 hours: Convene the Business Continuity Team
21
1B Critical Business Activity: Keeping the bridge open to all traffic
Description: Road traffic accident or other major incident could lead to bridge
closure for several hours or longer.
Impact of Loss: Loss of toll income.

Financial loss for costly repairs until settlement of insurance claim
Reputation damaged if not resolved quickly.
Personnel: Heads of Service

Staff to liaise with Emergency Services
Traffic management staff
Other staff at the scene as appropriate
Relief staff
Staff to take telephone calls
Outside Provider(s)/Agencies : Emergency Services as necessary

Appropriate business suppliers
Key Contact(s): Head of Infrastructure
Equipment: Vehicles and keys

Radios
Mobile phones
PPE
Traffic management vehicles, signs, cones etc
Camera
Records (electronic or paper): Paper and photographs
Medical equipment: None (assuming this is dealt with by Ambulance Service)
Medical supplies: None (assuming this is dealt with by Ambulance Service)
Plan for closure > 4 hours: Convene the Business Continuity Team
22
2 Critical Business Activity: Toll Collection
Description: Resilience measures are in place should there be a major failure of the
toll system. Manual system would be initiated for a total system failure.
Impact of Loss: Integrity and auditability of toll income would be compromised.
Personnel: Head of Operations and HR
Outside Provider(s)/Agencies : Siemens
Key Contact(s):
Equipment: Recovery manual
Records (electronic or paper): Paper
Medical equipment: None
Medical supplies: None
Plan for disruption beyond 24 hours: Heads of Service to meet
23
3 Critical Business Activity: Computer Network
Description: Many staff rely on computers and applications. Short-term outages are
inconvenient.
Key staff have laptops so key priorities can be met
Impact of Loss: Loss of reputation if not resolved quickly as customer service would be
affected.
Personnel: Head of Resources
Outside Provider(s)/Agencies : Virtual Networking
Key Contact(s): Scott Clark

Dean Bullfield
Equipment:
24
4 Critical Business Activity: Staff Availability
Description: Staff levels need to be maintained to ensure delivery of service.

Reliance on overtime and agency workers to fill gaps
Impact of Loss: Loss of reputation if not resolved quickly as customer service would be
affected.
Personnel: Head of Operations and HR
Outside Provider(s)/Agencies : Recruitment agencies
Key Contact(s): Head of Operations and HR
Equipment: Telephone
Plan for disruption beyond 7 days: Heads of Service to meet
25
Risk Register Spreadsheet
A number of business risks have been identified and are summarised in this section, and detailed in the
next section.
Each of the risks has been mitigated as far as practicable resulting in a reduction in the likelihood and
impact of those risks.
They are provided in this plan for information/reference.

26
Humber Bridge Board - Risk Register
Description
Likelihood
Change in
risk rating
Reviewed
Reviewed
Risk No
Impact
Owner
Score
Date
Risk
Risk
by
Political pressure to remove toll
1A PH 3 1 3 10/2012 PH
charges
Stakeholder pressure to waive
1B PH 1 3 3 04/2012 PH
charges for specific users
Failure to modernise operations and
2 PH 3 3 9 11/2012 PH
practices
3 Structural failure PH 4 3 12 04/2012 PH
Terrorist attack resulting in serious
4 NM 3 2 6 03/2012 NM
damage
5 Toll system failure NM 2 2 4 03/2012 NM
Failure of major maintenance
contracts to fulfil the contract (in terms
6 PH 2 1 2 11/2012 PH
of completion, cost, timeliness or
quality)
Inability to fill specialist and skilled
7 NM 2 3 6 03/2012 NM
posts
8 Operational Inertia PH 2 3 6 04/2012 PH
9 Malfunction of telephone system NM 3 3 9 07/2012 NM

Routine maintenance programme
10 JW 2 2 4 02/2012 JW
does not deliver Value for Money
Severe injury or harm to a member of
11 the public caused by bridge structure, JW 4 1 4 02/2012 JW
working practices etc.
Severe injury or harm to a member of
12 JW 2 3 6 02/2012 JW
staff
13 Negative media coverage PH 2 5 10 11/2012 PH
Business continuity plans are
14 NM 4 4 16 08/2012 NM
ineffective
15 Theft, fraud and corruption NM 3 3 9 03/2012 NM
Claims against HBB by participants
16 NM 3 3 9 03/2012 NM
and observers of large events
Administration computer file server
17 NM 2 2 4 03/2012 NM
failure
18 Pandemic NM 3 2 6 08/2012 NM
19 Failure of cold water storage facilities PH 4 3 12 11/2012 PH
27
Risks

28
HUMBERBRIDGEBOARDREVIEWOFRISKREGISTER

RiskOwner PETERHILL Position GeneralManagerandBridgemaster RiskNo: 1a

RiskIdentified Politicalpressuretoremovetollcharges Type/Category STRATEGIC

PotentialforGovernmenttofollowthepolicyintroducedinScotlandortointroduceaschemeofnationalroadchargingbutunlikelybecauseof
RiskDescription
financialconsequencesondebtrepayments.Impactwouldfallonstaffandchangethenatureofthebusinessobjectives.
AnalysisofGross
Impact 2 Likelihood 1 GrossRisk 2
InherentRisk
KEYCONTROLSCURRENTLYIMPLEMENTED MonitoringResponsibility EffectivenessofControls

Providename/roleofperson AssessasStrong(S),
Providedescriptionofthekeycontrolsthatarecurrentlyinplace
whomonitorsthecontrols Medium(M)orWeak(W)
1. Contactwithstakeholders/otherbridgeauthoritiestomaintainawarenessofissueonpolitical
PHill W
agenda
2.
3.
4.
5.
6.
7.
8.
AnalysisofRisk Impact 2 Likelihood 1 Net/ResidualRisk 2
Takingintoaccountcontrolscurrentlyimplemented
AdditionalRiskControlMeasures
Providenameofpersonwho
Providetargetdatefor
Providedescriptionoftheadditionalriskcontrolsthathavebeenproposed willberesponsiblefor
implementation
implementingthecontrols
1.
2.
3.
4.
5.
AnalysisofTargetRisk Impact Likelihood TargetRisk
Provideanassessmentofthetargetriskonceadditionalmeasuresimplemented

KeyforRiskCategories

AlmostCertain 5 10 15 20
Likely 4 8 12 16
Possible 3 6 9 12
Unlikely 2 4 6 8
VeryUnlikely 1 2 3 4

Likelihood
Low Medium High Extreme
Impact

ReviewedBy: Date:

Signed: DateOfNextReview: April2013
29

RiskOwner PETERHILL Position GeneralManagerandBridgemaster RiskNo: 1b

Stakeholderpressuretowaivechargesforspecificusergroups
RiskIdentified Type/Category STRATEGIC

RiskDescription Theimpactonincomeofdiscreetgroupsunderconsiderationwouldbeslight.
AnalysisofGross
InherentRisk

1. AwarenessofBoardinterestintollexemption/usergroups PHill M
2. Costimplicationfortollfreeusergroupsareknown PHill W
3. PreviousPublicInquiryInspectorshaveconfirmedthatitisnottheBoardsplacetofundtoll
PHill W
exemptionforusergroups,i.e.hospitalvisitors
4. Significantreducedtolllevels PHill M
5.
6.
7.
8.
implementation
1.
2.
3.
4.
5.


Likely 4 8 12 16
Possible 3 6 9 12
Unlikely 2 4 6 8

Likelihood
Impact

ReviewedBy: Date:

Signed: DateOfNextReview: August2013
30

RiskOwner PETERHILL Position GeneralManager&Bridgemaster RiskNo: 2

Failuretomoderniseoperationsandpractices(tollcollectionand

RiskIdentified workingpractices) Type/Category
STRATEGIC

Tollboothsrepresentacollisionriskforcustomersandstaff.Automatedcollectionismorelikelytomaximiseincomethanmanualcollection.
RiskDescription
Inefficientpublicperceptionandimageofthebridge.Likelihoodsignificantuntilamodernisationprogrammeisagreed.
AnalysisofGross
InherentRisk

1. Boardawareofchangesdeemednecessary. PHill M
2. Workingpractices(Maintenance)reviewedandchangesimplemented. JCooper/NMarshall S
3. Financialimpactestimatedandfundsavailable. PHill M
4.
5.
6.
7.
8.
implementation
1. Contractunderevaluationtoupdatesystemandequipment
PHill April2014
2.
3.
4.
5.
AnalysisofTargetRisk Impact 2 Likelihood 1 TargetRisk 2

Likely 4 8 12 16
Possible 3 6 9 12
Unlikely 2 4 6 8

Likelihood
Impact

ReviewedBy: Date:

Signed: DateOfNextReview: March2013
31


Structuralfailure

Otherbridgesofthesameconstructiontypebutolderareexperiencingpreviouslyunexpectedformsofdeterioration.Lessonscanbelearned
RiskDescription
fromtheirexperiencesbutmitigationcannotbeguaranteed.
AnalysisofGross
InherentRisk

1.Inspectionprogramme PHill M
2.Fundedmaintenanceprogramme PHill S
3.Nationalandinternationalpeerdiscussions PHill S
4.
5.
6.
7.
8.
implementation
1.Riskbasedinspectionprogramme PHill 2013
2.
3.
4.
5.


Likely 4 8 12 16
Possible 3 6 9 12
Unlikely 2 4 6 8

Likelihood
Impact

ReviewedBy: Date:

Signed: DateOfNextReview: July2013
32

RiskOwner NEILMARSHALL Position BusinessManager RiskNo: 4

Terroristattackresultinginseriousdamage

Becauseofthestructuralnatureofthebridgeavehicleorindividualexplosionisunlikelytobebusinesscriticalbecauseaterroristwouldneed
specialistexplosivesknowledgeandanextendedperiodoftimetoplacetheexplosives.Whilsttheimpactmayberelativelylowthereisstill
RiskDescription verylikelytobedisruptiontoservice.Anunexpectedairborneattackhoweverwouldhaveamuchgreaterimpact,althoughnotbeingan
organisationofnationalimportanceorprominencemakesthisunlikely.
ThelikelihoodscorewilldependuponadvicefromGovernmentandotheragencies.
AnalysisofGross
InherentRisk

1. ExtensiveCCTVsystemwithrealtimerecordingfacility.Camerastiltandzoom.Maintenance
MaintenanceManager S
contract
Macriticalalertdoesnt
2. AlertfromtheGovernmentandotheragencies GM&B automaticallymeanHBB
willbeattacked
Wasthepublic(esp
3. Alertsfrommembersofthepublic LineManagers drivers)mightnotnotice
suspiciousactivity
Mbutwouldbestrong
4. Awarenesstrainingforstaff LineManagers withmorestructureto
training.
5. Documentedandtestedemergency/evacuationprocedures H&SManager S
6. Staffvigilance LineManagers S
7. CivilAviationAuthority500feetexclusionzonearoundthebridge(excludesmilitaryaircraft) GM&B S
implementation
1. None

2.
3.


Likely 4 8 12 16
Possible 3 6 9 12
Unlikely 2 4 6 8

Likelihood
Impact

ReviewedBy: Date:

Signed: DateOfNextReview: JANUARY2014
33


Tollsystemfailure
RiskIdentified Type/Category OPERATIONAL

Impactwouldnotbehighbecausetollboothscanoperateindependentlyfromthemaintollcomputer.Tollscanstillbecollectedmanuallyin
theeventofatotalsystemfailurealthoughthereisnodocumentedprocedure/systeminplaceforthis.Thehardwareiscoveredbya
RiskDescription
maintenancecontractbutthesoftwareisdatedandmaintainedbysingleindividual.Thelikelihoodofincidenceincreasesovertime.Impact
andlikelihoodwouldbegreaterwithoutcontrolsinplace.
AnalysisofGross
InherentRisk

Providename/roleofperson AssessasStrong(S),Medium(M)
whomonitorsthecontrols orWeak(W)
Masashortcomingwasfoundin
1. TollsystemiscoveredbyUPS MaintenanceManager theUPSbatteriesinthattheyonly
lastforonehour,noteight.
MforboothequipmentasHBB
holdspares
2. MaintenancecontractforhardwareprovidedbySiemens MaintenanceManager Winrelationtotollcomputer
systemassomepartsaredifficultto
source
MaintenanceManager Wonlyonepersonatthe
universityknowsthesystemand
3. SoftwaresupportprovidedbyHullUniversitythroughSiemens
thereislimitedknowledgeat
Siemens
MaintenanceManager
4. Tollboothscanrunindependentlyofthetollcomputersystemfor10days S
MaintenanceManager
5. TollboothsandtollcomputersystemcoveredbyUPS S
6. Seniormanagersoncallinthefirstinstance BusinessManager S
7. DocumentedprocedureinplaceIeventoftollboothfailure BusinessManager Msystemnottestedforreal.

Net/Residual
AnalysisofRisk Impact 2 Likelihood 2 4
Risk
implementation
1. TollresiliencestudyhasbeenundertakenbyIBI.Recommendationsstilltobeauctioned,but
willnotbeinplaceuntilthenewtollsystemreplacementcontractislet. BusinessManager 12months+/
Decisionnottomeddlewiththeexistingsystemasthisiswhenfailureismorelikelytooccur.


Likely 4 8 12 16
Possible 3 6 9 12
Unlikely 2 4 6 8

Likelihood
Impact

ReviewedBy: Date:

Signed: DateOfNextReview: January2014
34

RiskOwner PETERHILL Position GeneralMangerandBridgemaster RiskNo: 6

Failureofmajormaintenancecontracttofulfilthecontract(in
termsofcompletion,cost,timelinessorquality)

Majorcontractsaregenerallysourcedfromspecialistprovidersknownintheindustry.Thereisarigorousselectionprocessandaproventrack
RiskDescription
recordofsuccesswithmajorcontracts.Specialistconsultantsassistwithcontractsupervision.
AnalysisofGross
InherentRisk

Providename/roleofpersonwhomonitorsthe AssessasStrong(S),Medium
controls (M)orWeak(W)
1. Bondprovidedbycontractortocompleteworks PeterHill MwouldbeSifformalised
PeterHill
2. Managedthroughspecialistconsultants S
PeterHill
3. Contractspecification S
PeterHill SRulesarerestrictiveinterms
4. ContractProcedureRules
ofdelegationandfinanciallimits
PeterHill
5. Contractmonitoringarrangements S
PeterHill SAloneorinconjunctionwith
6. SupervisionofcontractorsbyHBBstaff
consultantssupervision
PeterHill
7. PQQprocedureaugmentingselectlist WM
8.
implementation
1.
2.
3.
4.


Likely 4 8 12 16
Possible 3 6 9 12
Unlikely 2 4 6 8

Likelihood
Impact

ReviewedBy: PETERHILL Date:

Signed: DateOfNextReview: November2013
35


Inabilitytofillspecialistposts

LimitednumberofspecialistsinthemarketplaceasevidencedbydifficultyinrecruitingMajorProjectsManagerandotherengineeringposts.
RiskDescription
Principalissuewithskilledmaintenancestaffwouldnotbeskillsbutlackofsiteknowledge
AnalysisofGross
InherentRisk

1. Awarenessofcurrentmarketvalueofspecialistposts GM&B S
GM&B
2. Goodrelationshipwithspecialistengineeringorganisations S
GM&B
3. Accesstospecialistknowledgethroughconsultancyfirms S
GM&B
4. Accesstospecialistknowledgethroughrecruitmentagencies S
GM&B
5. Abilitytotakeonplacements/secondments S
6.
7.
8.
implementation
1. Boardcouldconsiderreviewingtheremunerationpackage Whenallotheroptions
GM&B
havebeenconsidered
5.


Likely 4 8 12 16
Possible 3 6 9 12
Unlikely 2 4 6 8

Likelihood
Impact

ReviewedBy: Date:

36


Operationalinertia

RiskDescription Lackofprogressordevelopmentleadingtonottakingadvantageofopportunitiestoimproveefficiency
AnalysisofGross
InherentRisk

1.Staffconsultation PHill M
2.Communicationstrategy PHill M
3.
4.
5.
6.
7.
8.
implementation
1.
2.
3.
4.
5.


Likely 4 8 12 16
Possible 3 6 9 12
Unlikely 2 4 6 8

Likelihood
Impact


Signed: DateOfNextReview: APRIL2013
37
HUMBERBRIDGEBOARDRISKREGISTER


RiskIdentified Malfunctionoftelephonesystem. Type/Category STRATEGICOROPERATIONAL

TelephonesareusedwidelyforcommunicationbothinternallyandexternallyandanyperiodsofdowntimewouldaffecttheBoardsabilityto
RiskDescription provideitsnormallevelofservice.Nofinancialrisk;moreaninconveniencealthoughprolongeddowntimewouldbehighlyinconvenientand
haveanegativeimpactoncustomerservicedelivery.
AnalysisofGross
InherentRisk

MaintenancecontractwithCobusCommunications
JohnWilliams S
Afulltelephonesystemfailurecouldberecoveredwithin24hours
TelephonesystemisontheHBBUPSsystem JohnWilliams S
TelephonesystemhasitsownUPSsystemwhichalsoprotectsagainstpowersurges JohnWilliams/Cobus S
Cobuscoverlinefaults,throughKingstonCommunications S
Cobuscanremotelydivertcallstoothernumbers(e.g.mobiles) S
Keystaffhavemobilephonessoalloutsidecontactisnotlost S
Internalcommunicationsstillpossiblewithradiosandmobiles S
implementation
1.FaxescanbedivertedtoemailusingMyFaxorsimilarsoftware NeilMarshall Asrequired
2.Systemreplacementplannedaspartofthetollsystemupgrade,whentherewillbetheopportunityto
NeilMarshall December2013
reviewtherelationshipwiththeservercabinet.


Likely 4 8 12 16
Possible 3 6 9 12
Unlikely 2 4 6 8

Likelihood
Impact

ReviewedBy: Date:

38

RiskOwner JOHNWILLIAMS Position MAINTENANCEMANAGER RiskNo: 10

RiskIdentified Routinemaintenanceprogrammesdoesnotdelivervaluefor Type/Category STRATEGIC
money.
Contractorsreviewedandworkssubjecttotender.Recentimprovementtooptionsconsidered(contractout,retaininhouse)andmaintained
RiskDescription
workingpractices
AnalysisofGross
InherentRisk

1. Frequencyofcontractreviews JWilliams M
2. CPRs JWilliams S
3. Valueformoneytestoninhousework JWilliams M
4. Maintenancecostsbenchmarking? JWilliams M
5. Routinemaintenanceprogrammereview JWilliams/JMilne M
6. Contractmonitoring/KPIs JWilliams S
7. Subjecttoperiodicaudittesting JWilliams M
8.
implementation
1.
2.
3.
4.
5.


Likely 4 8 12 16
Possible 3 6 9 12
Unlikely 2 4 6 8

Likelihood
Impact

ReviewedBy: JOHNWILLIAMS Date:

39

RiskOwner JOHNWILLIAMS Position MAINTENANCEMANAGER RiskNo: 11

Severeinjuryorharmtoamemberofthepubliccausedbythe
RiskIdentified Bridgestructure,workingpracticesetc. Type/Category OPERATIONAL

RiskDescription Thereisnohistoricalevidenceofsuchinjuriesoccurring.FinancialimpactwouldbeminimalasHBBisinsuredagainstsuchanincident.
AnalysisofGross
InherentRisk

Providename/roleofpersonwhomonitorsthe AssessasStrong(S),
controls Medium(M)orWeak(W)
1. Safeworkingpractices JCooper,JWilliams,SPritlove S
2. Riskassessments JWilliams,JMilne,IAllenby M
3. Contactorriskassessments JCooper,JWilliams,JMilne,IAllenby M
4. WorksPermitSystem JMilne,IAllenby M
5. Maintenanceprogramme JWilliams,JMilne,IAllenby M
6. Signage JWilliams,JMilne,IAllenby M
7. H&Sinspections SPritlove M
8.
implementation
1.
2.
3.
4.
5.


Likely 4 8 12 16
Possible 3 6 9 12
Unlikely 2 4 6 8

Likelihood
Impact


40

RiskOwner JOHNWILLIAMS Position MAINTENACEMANAGER RiskNo: 12

Severeharmorinjurytomemberofstaff

AlthoughworkisriskassessedandcarriedoutinaccordancewithH&Sregulations/guidance,itisinthenatureofthestructureandthe
RiskDescription
maintenanceworkthatinjuriesmayoccur.Financialimpactismitigatedthroughinsurance.
AnalysisofGross
InherentRisk

Providename/roleofpersonwhomonitors AssessasStrong(S),
thecontrols Medium(M)orWeak(W)
1. Safeworkingpractices JWilliams,JMilne,IAllenby S
2. Stafftraining JWilliams,SPritlove,JMilne S
3. Employmenttermsandconditions JKurring M
4. Riskassessments JWilliams,AScullion,JMilne,IAllenby M
5. Signage JWilliams,JMilne,IAllenby W
6. H&Sinspections SPritlove,H&SExecutive M
7.
8.
Providenameofpersonwhowillbe Providetargetdatefor
Providedescriptionoftheadditionalriskcontrolsthathavebeenproposed
responsibleforimplementingthecontrols implementation
1.Closersitesupervisionofbothemployeesandcontractors JWilliams,AScullion,JMilne,IAllenby Spring2012
2.
3.
4.
5.


Likely 4 8 12 16
Possible 3 6 9 12
Unlikely 2 4 6 8

Likelihood
Impact


Signed: DateOfNextReview: July2013
41


Negativemediacoverage

Themediasometimespresentsnegativereportsasmoreengagingtothepublicleadingtoagenerallossofconfidenceinourprovisionof
RiskDescription
service.
AnalysisofGross
InherentRisk

1.GMBtoprovidemediacommentunlessotherwiseagreed PHill M
2.EnsureBoardreportsdonotpromotenegativecommentofspeculation PHill S
3.UseprofessionalPRcompaniestomanageexternalpromotion NMarshall M
4.
5.
6.
7.
8.
implementation
1.
2.
3.
4.
5.


Likely 4 8 12 16
Possible 3 6 9 12
Unlikely 2 4 6 8

Likelihood
Impact


Signed: DateOfNextReview: NOVEMBER2013
42

RiskOwner NEILMARSHALL Position BUSINESSMANAGER RiskNo: 14

RiskIdentified Businesscontinuityplansareineffective Type/Category OPERATIONAL

Businesscontinuityplansareimportantinhelpingtheorganisationdealwithmatterswhichaffecttherunningofthebusiness.
RiskDescription
Planshavenotbeenproduced,formulisedorsharedwithstaff.
AnalysisofGross
InherentRisk

1. Departmentalcontingencyplansareinplaceformanyeventualitiesbutthesearenotoften
LineManagers W
documented.
2. BusinesscontinuitydecisionsaretakenbyLineManagersorSeniorManagersdependingon SeniorManagersand/orLine
M
theissue. Managers
3. Somebusinesscontinuityplanshavebeendevelopedandotherswillbeconsideredand
BusinessManager M
developed.
4.
5.
6.
implementation
1. PresentationshavebeengiventothemanagementteambyAlanBraveyoftheHumber
EmergencyPlanningTeam,sincewhentheyhaveworkedontheirownBusinessContinuity
WorkongoingDecember
issues. BusinessManager
2012
ThesewillbebroughttogetherbytheBusinessManagerinduecourseinaBusiness
ContinuityPlan.
2.
3.
4.


Likely 4 8 12 16
Possible 3 6 9 12
Unlikely 2 4 6 8

Likelihood
Impact

ReviewedBy: Date:

Signed: DateOfNextReview: AUGUST2013
43


Theft,fraudandcorruption

ImpactandlikelihoodhavedecreasedasaresultoftheBoardadoptingrecommendationscomingfromrecentInternalAuditreports.Although
RiskDescription therearewellestablishedcontrolsforprocurement(CPRs),cashcollection,countingandbanking,ticketsalesetc.thereisalwaysthepossibility
ofcollusion.Securityofthevaultishigh.
AnalysisofGross
InherentRisk

1. Proceduresandcontrolsforincomecollection,cashcounting,bankingandsecurity BusinessManager S
BusinessManager
2. Ticketsalescontrols S
BusinessManager
3. Assetsecurity/inventorycontrols S
BusinessManager
4. ContractProcedureRules S
BusinessManager
5. Whistleblowingpolicyandprocedure S
BusinessManager
6. AntifraudandCorruptionPolicy S
BusinessManager
7. Personnelpolicies/timesheetcontrols S
8. SAGEaccountingcontrolsandprocedurescoveringpayments,purchaseinvoicesand BusinessManager
S
ordering.
9. AuditpackageprocuredandtestedfortheSAGEsystemasrequestedbyInternalAudit BusinessManager S
10. Annualauditplan GM&B S
11. Segregationofduties GM&B S
implementation
1. None



Likely 4 8 12 16
Possible 3 6 9 12
Unlikely 2 4 6 8

Likelihood
Impact

ReviewedBy: Date:

44
ClaimsforinjuryagainstHBBbyparticipantsandobserversof

largeeventstakingplaceonHBBproperty,wherespecificHBB
assistancehasbeenrequestedandgiven.

ManyeventsaresmallscaleandpermissionisgiventothesegroupstouseHBBlandandproperty,subjecttooperationalneeds.Nodirect
RiskDescription HBBinvolvement.LargescaleeventsneedHBBinvolvementintheplanning,organisationandsettingupofcones,managingtrafficetc.These
eventsposethegreaterrisk.
AnalysisofGross
InherentRisk

Providename/roleof
AssessasStrong(S),
Providedescriptionofthekeycontrolsthatarecurrentlyinplace personwhomonitorsthe
Medium(M)orWeak(W)
controls
1. Eventorganiserseekpermissiontoholdeventsinadvance GM&B S
GM&B
2. Eventbookingformhasbeenreviewedandguidancedocumentissuedtoorganisers S
GM&B MwouldbeSbut
3. KeyHBBstaffinvolvedineventplanningmeetingswithorganisers,ieHalfMarathon,HOG
meetingsdontalways
includingH&SManager.Minutestakencancirculatedtoallparties
includedutyinspector
GM&B
4. Cleardefinitionofrolesandresponsibilities S
5. EventorganisersconductriskassessmentsandprovidePublicLiabilityInsurance(copiedfor GM&B
M
HBB)
GM&B
6. EventorganisersarrangeFirstAidandliaisonwithEmergencyServices S
GM&B
7. EventorganisersmarshaltheeventHBBassistancekepttoaminimum S
GM&B
8. HBBhavedirectcontactwitheventorganisersontheday S
9. ExtensiveCCTVsystemtomonitorandrecordactivity MaintenanceManager S
GM&B
10. Posteventdebriefincl.HBBstaffweaknessesidentified S
GM&B
11. HBBcansuspendorcancelanevent S
implementation
1. NONE



Likely 4 8 12 16
Possible 3 6 9 12
Unlikely 2 4 6 8

Likelihood
Impact

ReviewedBy: Date:

45


Administrationcomputerfileserverfailure

Relianceoncomputerswithintheorganisationhasincreasedovertheyearstoanextentthatanyperiodsofserverdowntimeaffectsthe
RiskDescription Boardsabilitytoprovideitsnormallevelofservice.Nofinancialrisk;moreaninconveniencealthoughprolongeddowntimewouldbehighly
inconvenient.
AnalysisofGross
InherentRisk

1. ServerupgradedinApril2011toincludegreaterseparationofkeysystemsthusreducingthe
BusinessManager S
effectofanydowntimeonthewholeorganisation
2. 4hourmissioncriticalserverwarrantywithDellComputers BusinessManager S
3. HBBserverisontheHBBUPSsystembuthasitsownforifthemainUPSfails MaintenanceManager S
BusinessManager
4. ManagedserviceagreementwithVirtualNetworkingwith1to4hourresponsetime S
BusinessManager
5. AutomaticproactivemonitoringofHBBsystembyVirtualNetworkingandfaultreporting S
BusinessManager
6. RobustFirewalltopreventvirusattacks S
BusinessManager
7. VirtualBackupundertakeneverydayandrestorationtestingundertakenperiodically S
implementation
1. Anadditionalserveristobepurchasedwhichwillduplicatetheexistingserverandwhichcan
bebroughtintoservicequitequicklyintheeventthemainserverfails. BusinessManager Before31/02/2013


Likely 4 8 12 16
Possible 3 6 9 12
Unlikely 2 4 6 8

Likelihood
Impact

ReviewedBy: Date:

46


Pandemicresultinginhighlevelofstaffabsence

HighlevelsofstaffabsenceatanyonetimecanaffecttheBoardsabilitytoprovideitsnormallevelsofservice.Highstaffabsenceissupplier
RiskDescription
organisationscanaffecttheBoardfunction.
AnalysisofGross
InherentRisk

1. RemoteaccessavailabletoSMTandOMT BusinessManager S
2. Routineworkscanbedelayedorundertakenbyotheremployeesorcontractedin LineManagers S
3. HBBemployeeabsencecanbecoveredbyovertimeand/oragencyworkers LineManagers S
4. HBBisabletosourceproductsandservicesfromotherorganisation.CPRrulescanbe
GM&B S
suspended
Macriticalalertdoesnt
5. AlertsfromGovernmentandotherAgencies. GM&B automaticallymeanHBB
willbeaffected
6. AdditionalPPEcanbeprovidedtostaffi.e.gloves,gelsetc. LineManagers/H&SManager S
7.
implementation
1. Couldincreasethedeploymentofremoteaccesstoallowmorestafftoworkfromhome
BusinessManager Whennecessary
2. BusinessContinuityPlanstobeformalised
3. Awarenesstrainingforstaff
4.


Likely 4 8 12 16
Possible 3 6 9 12
Unlikely 2 4 6 8

Likelihood
Impact

ReviewedBy: Date:

Signed: DateOfNextReview: AUGUST2013
47

RiskOwner PETERHILL Position GeneralManagerandBridgemaster RiskNo: 19

RiskIdentified Failureofcoldwaterstoragefacilities Type/Category OPERATIONAL

TheprimarycoldwaterstoragetankissituatedabovetheControlRoomintheAdministrationblock.Ifthistankfailstherecouldbepotential
RiskDescription
leakageontocriticalcomputerequipmentinthecontrolroomandotheroffices.
AnalysisofGross
InherentRisk

1. Tankisbundedtoitsfullcapacity PHill S
PHill
2. Bundisdrainedtooutsideofbuilding S
PHill
3. Tankisofnoncorrosivematerial S
4. Materialisunlikelytosuffercatastrophicfailure(ieitwouldleakprogressivelyratherthan PHill
M
burst)
5.
6.
7.
8.
implementation
1. Annualvisualinspectiontoconfirmintegrityoftank
MaintenanceManager 12/2012
2. Proactiverenewalinlinewithmanufacturersrecommendedlifespanof30years(inst.2000)
GeneralManager 2030
3.
4.


Likely 4 8 12 16
Possible 3 6 9 12
Unlikely 2 4 6 8

Likelihood
Impact

ReviewedBy: Date:

Signed: DateOfNextReview:
48
Emergency Response Checklist
For use during an emergency
Convene your Response / Recovery Team:
Start a log of actions taken:
Liaise with Emergency Services:
Identify any damage:
Identify Functions disrupted:
Provide information to staff:
Decide on course of action:
Communicate decisions to staff and business partners:
Provide public information to maintain reputation and business:
Arrange a Debrief:
Review Business Continuity Plan:

49
Invocation Business Continuity Team
The First Few Hours (Checklist of Actions)
In the first 24 hours following a major incident and the implementation of the Business Continuity Plan a
number of actions will need to be completed.
No. Action Completed By
Decision taken to Implement the Business Continuity Plan

1 Decide on location of Control Centre. Call up other members of the
Business Continuity Team
2 Establish communications with the Emergency Services
3 Open up a record of events and incident log (page 26)
4 Agree plan with timescales, milestones and responsible person for

each action. Log decisions taken.
5 Consider activation of message for staff

Consider setting up a hotline for staff to call in on.
6 Decide when to review/update staff helpline message
7 Determine nature of incident and extent of impact on critical services

(Page 27)
8 Ensure you have identified the priorities, i.e. the critical services
affected, or likely to be affected, by the incident (refer to Business
Impact Analysis)
9 Identify the Recovery Time Objectives. Ensure you have identified

both the short term priorities (< 24 hours) and the longer term actions
(over days or weeks) refer to Business Impact Analysis
10 Identify not only the priorities for recovering mission critical services,
but also consider the unaffected mission critical services which may
need protecting/sustaining while effort is focused on recovery.

50
and thereafter (Checklist of Actions)
No. Action Completed By
12 Ensure costs are recorded. Log expenditure decisions
13 Consider communication to key stakeholders and any relevant

regulatory bodies
14 Consider temporarily diverting incoming calls to another number.

Consider providing a pre-recorded message giving brief details of the
event and providing an alternative telephone number
15 Agree monitoring process for plan and frequency of reports and

Business Continuity Team meetings
16 On conclusion of incident, stand down Business Continuity Team

and instigate Lessons Learned Review

51
Log Sheet
Date Time Information / Decisions / Actions Initials

52
Incident Assessment Form
This table is to be used for completing an initial assessment of which mission critical services have been impacted and the likely duration of the impact.
Priority
Accountability for
Order
Other Key Services & Likely

Mission Critical Service Mission Critical Nature of Impact Duration of
Functions Affected
Service impact
1 Keeping the bridge open to all traffic

2 Toll collection
3 Computer network
4 Staff availability
5
6
7
8
9
10
11
12
Note: Columns 2 and 3 should be populated from the Business Impact Assessment in advance of an incident.

53
INCIDENT TIMELINE
Incident
Overall recovery objective

Get back to normal as quickly as possible
Timeline
Incident Response
Business Continuity
Within minutes to hours: Recovery/Resumption - back to normal

Staff and visitors accounted for
Casualties dealt with
Damage containment/limitation Within minutes to days: Within weeks to months:
Damage assessment Contact staff, customers, suppliers etc Damage repair / replacement
Invocation of BCP Recovery of critical business processes Relocation to permanent place of work
Recovery of costs from insurers

54
Building Plan as at 23 August 2012

55

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HUMBER BRIDGE BOARD

Business Continuity Plan

Humber Bridge Board Business Continuity Plan

Key Staff Contacts 6

Designated Recovery Site 7

Staff Contact Numbers 9

Other Important Contacts 12

Corporate Business Interruption Communication Strategy 14

Resources Required for Recovery - first 24 hours 16

Resources Required for Recovery - 24 48 hours 18

Critical Function Priority List (Business Impact Analysis) 20

Risk Register Spreadsheet 26

Emergency Responses Checklist 49

The First Few Hours (Checklist of Actions) 50

Incident Assessment Form 53

Humber Bridge Board Business Continuity Plan

Copy Number Name

References and related documents

Humber Bridge Board Business Continuity Plan

Aim of this Plan

Humber Bridge Board Business Continuity Plan

Stand Down phase

Humber Bridge Board Business Continuity Plan

Office: (01482) 350560

Business Continuity Team

Peter Hill Office: (01482) 350561

Neil Marshall Office: (01482) 350560

John Williams Office: (01482) 350564

Nadine Allen Office: (01482) 350565

Julia Kurring Office: (01482) 350569

Tessa Williams Office: (01482) 639208

Humber Bridge Board Business Continuity Plan

Designated Recovery Site

Tel: (01482) 645212

This is available 24/7 all year.

Humber Bridge Board Business Continuity Plan

Emergency Services initial call to 999

Police control room: 01482 568899

Problems with supply should be directed to:

Yorkshire Electricity Distribution Ltd 0800 375 675

We have three supplies:

Main supply through; Scottish Power A/C No. 409794302

A15 Roadway through; Npower A/C No. 28450003

Feeder Pillar No Npower A/C No. 7951 73517 50

A15 Northbound/M180 J4 Npower A/C No. 7975 28841 10

Problems with supply should be directed to:

Northern Gas Networks 0800 111999

We have only supply through:

Gazprom A/C No. 10005710

Health and Safety Executive

Incident Contact Centre: 0845 300 9923

Foundry House, 3 Millsands

Humber Bridge Board Business Continuity Plan

To be added when document is finalised

Humber Bridge Board Business Continuity Plan

To be added when document is finalised

Humber Bridge Board Business Continuity Plan

To be added when document is finalised

Humber Bridge Board Business Continuity Plan

Kingston Communications to switch phone lines to alternative number.

Telephone Kingston Communications Business Team on 01482 602900

Mon-Fri 8.00am to 6.00pm