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This Disaster Planning Template can be used by any size of enterprise to recover from a catastrophe. The disaster planning template and supporting material have been updated to be Sarbanes-Oxley and HIPAA compliant.
Just as a disaster is an event that makes the continuation of normal functions impossible, a disaster recovery plan consists of the precautions taken so that the effects of a event will be minimized, and the organization will be able to either maintain or quickly resume mission-critical functions. Typically, this involves an analysis of business processes and continuity needs; it may also include a significant focus on disaster prevention.
With the template is a 3 page Job Description for the Recovery Manager.  The Disaster Recovery Plan Template PREMIUM Bundle contains 11 additional key job descriptions. Planning for employees, business partners and customers makes up the most critical aspect of business recovery planning, Janco Associates says.
The DRP template includes everything needed to customize the Disaster Recovery Plan to fit your specific requirement.
A best practice for disaster and business continuity is a technique, method, process, activity, incentive, or reward that is believed to be more effective at restoring the operation of an enterprise after a disaster or enterprise interruption event occurs. Focus on operations - people and process that drive the enterprise are the primary issues that DRP and BCP are controllable.
Train everyone on how to execute the DRP and BCP - People are the front line when it comes to supporting the enterprise.
Have a clear definition for declaring when a disaster or business interruption occurs that will set the DRP and BCP process into motion - There needs to be a clear processes for allocating resources based on their criticality and availability requirements.
Integrate DRP and BCP with change management - Changes are inevitable in any sizable environment. Focus on addressing issues BEFORE they impact the enterprise - When you are aiming to operate at the speed of business, after-the-fact fixes do not make the grade. Validate that all technology is properly installed and configured right from the start - a technology solution that is properly implemented in terms of its hardware, firmware, and software will dramatically reduce problems and downtime in the future.
Monitor the processes and people to know what critical - many of today’s enterprises are experiencing a capacity crisis as they reach the limits of reduced budgets, older facilities and legacy infrastructures. A major part of the disaster recovery planning process is the assessment of the potential risks to the organization which could result in the disasters or emergency situations themselves.
There are many potential disruptive events and the impact and probability level must be assessed to give a sound basis for progress.
In a survey of 253 enterprises that had to activate their recovery plans Janco has identified the reasons why recovery is not successful. The most common issue and occurring in 62% of all recovery plans are errors in the plan itself.
The DRP template is over 200 pages and includes everything needed to customize the Disaster Recovery Plan to fit your specific requirement. Work Plan to modify and implement the template.  Included is a list of deliverables for each task. Disaster Recovery Business Continuity Template (WORD) - comes with the latest electronic forms and is fully compliant with all mandated US, EU, and ISO requirements. Included with the template are Electronic Forms which have been designed to lower the cost of maintenance of the plan.
2.3 This plan does not address the coordination of national and international cyber incidents with other forms of crisis and emergency management. 2.4 This version of the plan requires departments to report IT incidents to the Government of Canada Cyber Threat Evaluation Center (GC CTEC) at the Communications Security Establishment Canada (CSEC) until such time as Shared Services Canada (SSC) is ready to assume the role of the Government of Canada Computer Incident Response Team (GC CIRT).
The occurrence of Information Technology (IT) incidents involving Government of Canada (GC) networks and infrastructure can have a significant impact on government operations, services delivered to Canadians and, consequently, confidence in government. The Government of Canada Information Technology Incident Management Plan (GC IT IMP) provides an operational framework for the management of IT security incidents and events that could have or have had an impact on the GC computer networks. In addition if the incident is considered a crime, particulars should be reported directly to the Royal Canadian Mounted Police or Military Police as applicable, and if considered of national security importance, details will be reported directly to the Canadian Security Intelligence Service.
During a serious incident, the timely engagement of senior government officials is key to a strong and effective response. Guidance provided by the committees and officials of the GC IT IMP governance structure will cover both short- and long-term activities for more serious incidents. The engagement of the following committees and officials will be based on the circumstances and gravity of each situation. This flow chart describes the governance model of the GC IT IMP of which identifies the senior management committees and officials who will be engaged when severity and trigger criteria are met. If non cyber in nature, the information will be passed to the Management Team directly, bypassing the CRU.
The responsibilities of departments related to incident management process are documented for each of the stages in the following sections.
The preparation stage involves incident handling planning and training activities designed to provide adequate capabilities to prevent and detect incidents. Ensure the response plan and communications procedures are well known and easily accessible to all IT personnel, and reviewed and updated (as required) both periodically and following an incident.
Identify their critical systems (Business and Operations) to better identify injury and impact levels when reporting an event or incident.
Integrate the processes of the GC IT IMP into their departmental Security, Business Continuity, IT contingency plans and Departmental Security Plan (DSP).
Ensure awareness and response training is available to all employees commensurate with, the current and emergent threat landscape. Ensure provision of appropriate training and awareness of incident identification, incident management policy, and procedures to IT staff, so that all individuals involved understand their role and responsibilities related to incidents.
Monitor and manage software, hardware and firmware configurations including versions numbers and patch level in a departmental database to ensure that departments are able to identify vulnerabilities and act accordingly. Take reasonable measures to ensure the preservation and protection of evidence (see Appendix C). The identification stage consists of the detection of an event suspected of being a cyber security incident, advising Information Technology representatives for the affected systems (who will perform the initial assessment to determine if it is an actual incident), and determining the impact, severity, and probable cause of the suspected incident.
Monitor information coming from GC CIRT or Government of Canada Cyber Threat Evaluation Centre (GC CTEC) (e.g.
The incident information must be reported to the GC CIRT no later than one (1) hour after the detection of an incident. If relevant, affected departments should attempt to correlate multiple incident reports to identify those that are related to a single incident.
If the GC CIRT or GC CTEC notifies the department of a significant event, departments will be requested to confirm if the event is in fact an incident. The GC CIRT may trigger the Incident Management process if they detect an incident involving one or more departments. Technical impact (current and future): The current negative effects of the incident and likely future effects.
Criticality of affected resources: The criticality of the Information system (IS) resources that are or could be affected by the incident.
Once an event is received from an affected department, partner, Public Safety or GC CTEC, the GC CIRT will send an acknowledgment of receipt. Based on the incident categorization (Appendix D), the incident will be handled accordingly as indicated below. The information will be logged and the circumstances monitored as an integral part of situational awareness.
If the incident is deemed to be non cyber in nature, the information will be provided to the management team for review and action if warranted. The information will be provided to TBS as to ensure the management of security incidents is effectively coordinated within departments and across government. The CRU's main goal is to provide mitigation advice to the affected department(s) and to alert other departments of the threat and how to protect against it.
If containment cannot be achieved at the department level, the GC CIRT will lead the containment effort as per established procedures.
At any time departments may update their incident report to provide additional information to the GC CIRT or to request further mitigation advice. Threat and vulnerability events will be escalated by the GC CIRT or TBS to the CRU when there is a high risk to the GC. Bottom up, Public Safety, Partners and affected departments report incident information to the GC CIRT.
Most incidents will necessitate recovery actions to restore systems and services to normal operations and preventative actions to avoid recurrence. The recovery process should align with internal departmental processes such as: Incident Management, Problem Management, Change Management, Configuration Management, and Release Management. If a department is unable to recover from the incident in a timely fashion, assistance may be available through SSC's IT-SIRT (IT-Security Incident Recovery Team) Footnote 1 and further with the Cyber Protection Supply Arrangement (CPSA). Prior to reconnecting affected systems or restoring services, incident handlers shall ensure that reinstating the system or service will not result in another incident. Provide situation report updates during the incident phases and provide a final notification to the GC CIRT when normal operations have resumed. Post analysis of incidents is vital for learning and continuously improving GC safeguards and response plans and procedures. TBS CIOB will close the post incident analysis phase of the GC IT IMP based on the implementation of mitigating measures and actions. This section identifies roles and responsibilities within departments relevant to the GC IT IMP.
Establishing reporting requirements for IT security incidents that align with the requirements established in the GC IT IMP as part of a coordinated approach to the management of departmental security incidents. Reporting on detected IT security incidents in accordance with the requirements established by the DSO. Responding to IT Security incidents in accordance with the processes and procedures established by the department.
Reporting real or suspected IT security incidents or other suspicious activity to departmental officials, in accordance with the processes and procedures established by the department.
The Government of Canada Computer Incident Response Team's (GC CIRT) role is to coordinate the identification, mitigation, recovery and post-analysis of IT incidents within the Government of Canada. Public Safety – CCIRC's role is to provide advice to the GC CIRT as government is identified as a critical infrastructure within CCIRC.
The CTU's role is to determine if an investigation by either Canadian Security Intelligence Service (CSIS) or the Royal Canadian Mounted Police (RCMP) is warranted or ongoing. An event is an observable change to the normal behaviour of a system, environment, process, workflow or person. Incidents are understood to be any event or collection of events which may affect the confidentiality, integrity, or availability of an information system including components, or an event or collection of events which may violate information system policies or the law.
Departments will develop and practice incident handling planning and training activities and exercises to enable identification and effective response.
Departments will ensure the response plan and communications procedures are well known and easily accessible to all IT personnel, and reviewed and updated (as required) both periodically and following an incident. Departments will identify their critical systems (Business and Operations) to better identify injury and impact levels when reporting an event or incident. Departments will integrate the processes of the GC IT IMP into their departmental Security, Business Continuity, IT contingency plans and Departmental Security Plan (DSP).
Departments will ensure awareness and response training is available to all employees commensurate with, the current and emergent threat landscape. Departments will ensure provision of appropriate training and awareness of incident identification, incident management policy, and procedures to IT staff, so that all individuals involved understand their role and responsibilities related to incidents.
Departments will ensure that standard measures are defined in advance for rapid implementation as required.
Departments will monitor and manage software, hardware and firmware configurations including versions numbers and patch level in a departmental database to ensure that departments are able to identify vulnerabilities and act accordingly. Departments will take reasonable measures to ensure the preservation and protection of evidence (see Appendix C). Departments will contact GC CIRT for assistance in characterizing potentially suspicious events.

Departments will, once it is determined that an event has the potential or has been confirmed to be an incident, send an initial departmental incident report to the GC CIRT (Appendix E) and when further information becomes available, submit an updated departmental incident report. Departments will respond to GC CIRT and GC CTEC electronic information products as requested. Departments will provide situation report updates during the incident phases and provide a final notification to the GC CIRT when normal operations have resumed. Ensure that the infected machine(s) is no longer accessible to non authorised personnel (i.e.
Ensure that no attempts are made to explore the content of the infected machine(s) or to recover data from it. Ensure that the infected machine(s) remains in a Live State so that the live memory can be collected.
Record all IP addresses and wireless connections to and from the infected machine(s) across the network. Preserve all traffic logs (firewall, IDS, IPS, HIDS, etc.) to and from the infected machine(s) across the network. When disconnecting the infected machine(s) from the network carefully monitor processes to ensure that the hard drive is not being erased. Prepare a network diagram with the IP addresses of all the infected machine(s) and all other relevant network nodes. Prepare, date and sign detailed notes on all actions taken during the course of the incident response. Incident handlers must ensure that they have the legal authority to collect and preserve all information gathered during the incident response process. The Government of Canada Cyber Threat Evaluation Centre (GC CTEC) within CSEC is the current GC CIRT for Federal Departments and Agencies.
The Chartered Management Institute (CMI) recently published its annual survey of disaster preparedness in the UK, and it doesn’t make good reading if you are a small business.
The good news is that high profile incidents like the Deepwater Horizon disaster in the Gulf of Mexico, and the ongoing Wikileaks saga have raised awareness of the need for proper business continuity planning.
More good news for those seeking justification to invest in business continuity planning: 84% of those who needed to activate their plans agreed that disruption was reduced as a result of having the plans in place and 77% said that the investment was offset by the business benefits that resulted from the planning process.
Less encouraging is the fact that few business have made plans for how to handle the media in the immediate aftermath of an incident. All businesses should establish a team of specialists to identify threats then plan to cope with them. Business Continuity should be integrated into the wider management strategy of the business so that the company’s improved resilience can be exploited to gain competitive advantage. Plans should be tested on a regular basis to ensure staff know how to react in a real emergency and to prove that the plans really work.
Key suppliers should be audited to ensure that they too have robust business continuity practices and plans. Network & Application SecurityIdentify risky applications early will generate maintenance cost savings before and after deployment.
Risk AssessmentThis is the practice of identifying all of the key assets in use by the organization and identifying vulnerabilities and threats against each asset.
Penetration TestingMinimize surface attack areas by hiring an Ethical Hacker to identify weaknesses the same way a BlackHat attacker does. Our Clients Love Us“As our business rapidly expanded so did service levels for availability and performance of our network, and the need for greater security. In a recent post, I highlighted a new Oracle white paper entitled, “Protecting the Electric Grid in a Dangerous World,” which describes how Oracle Identity Management solutions and the Oracle data security portfolio offer an effective, defense-in-depth security strategy to help meet this challenge, playing a key role in the North American Energy Reliability Corporation (NERC) Critical Infrastructure Protection (CIP) cyber security standards.
An Oracle colleague asked appropriately, What about the oil and gas industry?  Isn’t this part of the energy industry also considered part of the critical infrastructure in the United States?  Isn’t the oil and gas industry vulnerable to cyber attack?
The United States possesses both the world’s strongest military and its largest national economy. Critical infrastructures are those physical and cyber-based systems essential to the minimum operations of the economy and government. Terrorists seek to destroy, incapacitate, or exploit critical infrastructure and key resources across the United States to threaten national security, cause mass casualties, weaken our economy, and damage public morale and confidence. America’s open and technologically complex society includes a wide array of critical infrastructure and key resources that are potential terrorist targets. Critical infrastructure and key resources provide the essential services that underpin American society. While it is not possible to protect or eliminate the vulnerability of all critical infrastructure and key resources throughout the country, strategic improvements in security can make it more difficult for attacks to succeed and can lessen the impact of attacks that may occur. The Energy Sector envisions a robust, resilient energy infrastructure in which continuity of business and services is maintained through secure and reliable information sharing, effective risk management programs, coordinated response capabilities, and trusted relationships between public and private security partners at all levels of industry and government. The descriptions accompanying each diagram came from the National Infrastructure Protection Plan (Energy Sector). The petroleum segment entails the exploration, production, storage, transport, and refinement of crude oil. NERC’s CIPC has issued a summary of several electric power vulnerability assessment methodologies, including a variation of DOE’s Vulnerability and Risk Analysis Program methodology, in a suite of potential vulnerability assessment tools that electric power companies should consider using. Work toward resilient and secure cyber networks and SCADA systems to detect and respond to cyber attacks. The AGA, the Interstate Natural Gas Association of America (INGAA), and APGA worked together to develop and release Security Guidelines: Natural Gas Industry, Transmission and Distribution. Energy is the infrastructure that supplies the driving force in most of American life today. Recently the oil industry occupied the headlines, and the criticality of this infrastructure is not lost on terrorists.
Scenarios involving the oil fields themselves, a jetliner crashing into the Ras Tanura facility in Saudi Arabia could remove 10 percent of the world’s energy imports in one act.
Of course, the business of oil and gas production and distribution relies heavily on security information management systems, the systems which control energy production and distribution represent widely points of access for potential cyber attacks. Automated control has helped to improve the productivity, flexibility, and reliability of energy systems.
Securing control systems is a key element in protecting the Nation’s energy infrastructure.
Identification and documentation of the critical cyber assets associated with the critical assets that support the reliable operation of the [oil or gas distribution system]. An appropriate level of personnel risk assessment, training, and security awareness for personnel having authorized cyber or unescorted physical access to critical cyber assets, including contractors and service vendors.
Identification and protection of the electronic security perimeter(s) inside which all critical cyber assets reside, as well as all access points on the perimeter.
Defined methods, processes, and procedures for securing those systems determined to be critical cyber Assets, as well as the non-critical cyber assets within the electronic security perimeters. Identification, classification, response, and reporting of cyber security incidents related to critical cyber assets.
Recovery plans for critical cyber assets that follow established business continuity and disaster recovery techniques and practices. Access control to assure robust identification, authentication and authorization of system users. Privileged user access control, closely tied to separation of duties, allows administrators only that access required to perform their jobs. In addition, complementary products from other vendors can be combined with the Oracle suite of products to implement a Defense-in-Depth Critical Infrastructure Protection security strategy strategy for the oil and gas industries.
Thanks for getting this far!  If you have any input or suggestions, please submit a comment or drop me an email.
The views expressed on this blog are my own and do not necessarily reflect the views of my employer, Oracle Corporation, or any other person or organization. The Disaster Template comes as both a Word document and a static fully indexed PDF document. The first is putting systems in place to completely protect all financial and other data required to meet the reporting regulations and to archive the data to meet future requests for clarification of those reports. Depending on the nature of the outage, you may need to figure out how and where people can continue working. What happens if you don’t have local area network (LAN) or wide area network (WAN) connectivity for an extended period of time? The idea is that with proper processes, checks, and testing, a desired outcome can be delivered with fewer problems and unforeseen complications.
Implementing a planning and recovery environment is an ideal time to define an approach based on ITIL best practices that will address the process and people issues effectively.
A staff that has not been properly trained in the use of the DRP and BCP when an event occurs will we hindrance. This will define the “rules of the road” for who does what and when while minimizing the factors that can negatively impact enterprise operations. Proper initial configuration can also save time and reduce issues with upgrades, hot patches, and other changes. It is necessary to consider all the possible incident types, as well as and the impact each may have on the organization's ability to continue to deliver its normal business services. This is often due to the plan not being kept up to date (47%) and the unavailability or inaccurate passwords (34%).
It is not subject to the Government of Canada Web Standards and has not been altered or updated since it was archived.
It replaces the 2009 Government of Canada Information Technology Incident Management Plan (GC IT IMP). The governance model of the GC IT IMP identifies the senior management committees and officials who will be engaged when severity and trigger criteria are met. Short-term activities are event-driven and are carried out during the mitigation of a threat or vulnerability or the response to or recovery from an incident. From the Management team, the reporting continues to the Federal Coordinating officer, the ADM level committees (ADM EMC + GC CIO, CIOC and ADM NS Ops + GC CIO), followed by the DM committee and the Cabinet Committee. A summary of departmental responsibilities for all stages of the incident management process is summarized in appendix B.
The Incident Report Template located in Appendix D should be used as a guideline to categorize the level. Departments then must respond by reporting the incident using the Incident Report Template in Appendix E. Critical systems have been identified through the Business Impact Assessments (BIA) and other business continuity activities. The GC CTEC will proactively detect for incidents and requires confirmation of incident at the affected federal department. If the incident is of a cyber security nature, the GC CIRT will also provide this information to GC CTEC for analysis. If an investigation is deemed necessary by the RCMP or CSIS then GC CTEC and the GC CIRT will be informed immediately. Event is under control at the affected department And no further help required.) From the GC CIRT the information may go to GC CTEC and the CRU.
If further guidance is needed the information then goes up to the ADM level comities (ADM EMC +GC CIO, CIOC, ADM NS Ops + GC CIO, then DM Committee and finally the Cabinet Committee, also referred to as level 4 (No known  mitigation available or overwhelming response action needed.
In addition, if mitigation requires additional resources, the Management Team will be called upon to review the CRU's action plan and act accordingly. Recovery actions may include restoration of systems from original media or images, installation of patches and immediate mitigation actions to prevent reoccurrence.
Reviewing the incident recording of lessons learned, recommending changes in processes, procedure, and developing long-term capability improvement solutions are crucial for a successful preparation phase. TBS is responsible for ensuring the management of security incidents is effectively coordinated within departments and government-wide. With a circle identified as CCIRC (PS) and a bullet with National incident response coordination within this box.

The incident handler will be the contact person to GC CIRT throughout the incident life cycle.
Incidents can originate internally or externally and can be caused deliberately or accidentally. GC status reports, requests for information —RFI, GC incident reports, GC incident situation reports, warnings, threat assessments and GC situational awareness reports) and take appropriate actions. All incidents are to be reported to GC CTEC until Shared Services Canada (SSC) assumes the role of GC CIRT (October 2013). Unfortunately, even after these events and the experiences of the last year, only 49% of small businesses have plans in place that prepare them for unexpected emergencies that could disrupt their day-to-day operations. This is despite 61% of managers viewing Damage to Reputation as being more important than financial loss. 2Secure consultants were instrumental in assessing both our internal and perimeter security vulnerabilities and recommending and implementing solutions to address the threats.
Let’s explore a bit of history and discuss the focus of Information Security in the Oil and Gas Critical Infrastructure.
They include, but are not limited to, telecommunications, energy, banking and finance, transportation, water systems and emergency services, both governmental and private.
Bush, on December 17, 2003, served to amplify the focus and attention on Critical Infrastructure Protection. The majority of these are owned and operated by the private sector and State or local governments. The Nation possesses numerous key resources, whose exploitation or destruction by terrorists could cause catastrophic health effects or mass casualties comparable to those from the use of a weapon of mass destruction, or could profoundly affect our national prestige and morale.
In addition to strategic security enhancements, tactical security improvements can be rapidly implemented to deter, mitigate, or neutralize potential attacks.
The crude oil is refined into petroleum products that are then stored and distributed to key economic sectors throughout the United States.
The Energy Sector has rapidly responded to the increasing need for enterprise-level physical and cyber security efforts and business continuity plans. Energy of some kind heats our homes, moves us for one point to another and drives our businesses and industry. In mid-December 2004, Arab television aired an alleged audiotape message by Usama bin Laden in which he called upon his followers to wreak havoc on the U.S. Maritime attacks are also option for terrorists; on October 6, 2002 a French tanker carrying 397,000 barrels of crude oil from Iran to Malaysia was rammed by an explosive laden boat off of the port of Ash Shihr, 353 miles east of Aden.
However, energy control systems communicate with a multitude of physically dispersed devices and various information systems that can expose energy systems to malicious cyber attacks.
The second is to clearly and expressly document all these procedures so that in the event of a SOX audit, the auditors clearly see that the DRP exists and will appropriately protect the data. A disaster recovery plan describes how an organization is to deal with potential disasters. For a brief period of time, everyone may need to work remotely, but you will need to have these contingency plans ready, along with automatic notification to tell employees to work at home. National Fire Protection Agency, 35 percent of businesses that experience a major fire are out of business with three years. National Archives and Records Administration, 80 percent of companies without well-conceived data protection and recovery strategies go out of business within two years of a major disaster.
Otherwise, recovery plans can be easily derailed when new software and hardware is added or upgraded without testing the potential consequences of changes to business technology. Best practices can also be defined as the most efficient (least amount of effort) and effective (best results) way of accomplishing a task, based on repeatable procedures that have proven themselves over time for large numbers of people. It is important to identify risks across people, process, and technology so that appropriate countermeasures can be implemented.
If confirmed an incident, the information is then reported to the GC CIRT by the affected department. The GC CIRT will also provide a summary of incidents on a regular basis to TBS CIOB for situational awareness. This level is refereed to as level 2 (Mitigation needs to be coordinated in a timely fashion as part of normal operations. From this level the information may flow up to the Management team and the DG Comms WG, referred to as Level 3 (Mitigation is possible with significant resource allocation. TBS is also responsible for monitoring the implementation of the policy on government security, its directives and standards. In addition, 2Secure assisted in identifying system monitoring solutions for servers, services, and network components that would allow proactive remediation of issues enabling us to meet the demands of the business providing us peace of mind. This post is longer than most of my blog posts, but I felt the length was justified to give a good overview of the topic.
They are also increasingly reliant upon certain critical infrastructures and upon cyber-based information systems.
Many of the nation’s critical infrastructures have historically been physically and logically separate systems that had little interdependence. These critical infrastructures and key resources are both physical and cyber-based and span all sectors of the economy. In addition, there is critical infrastructure so vital that its incapacitation, exploitation, or destruction, through terrorist attack, could have a debilitating effect on security and economic well-being. Approximately 49 percent of electricity is produced by combusting coal (primarily transported by rail), 19 percent in nuclear power plants, and 20 percent by combusting natural gas. Key petroleum products include motor gasoline, jet fuel, distillate fuel oil, residual fuel oil, and liquefied petroleum gases. There are more than 448,000 gas production and condensate wells and 20,000 miles of gathering pipeline in the country.
Voluntarily conducted vulnerability assessments have not only improved sector security but have also demonstrated industry commitment to a secure and resilient Energy Sector. The industry security guidelines incorporate a risk-based approach for natural gas companies to consider when identifying critical facilities and determining appropriate actions, and are based on the DHS Homeland Security Advisory System (HSAS). The energy sector is critical to the well being of our economy, national defense and quality of life.
This level of reliability is made possible by the extensive use of Supervisory Control and Data Acquisition (SCADA), Distributed Control System (DCS), and other control systems that enable automated control of energy production and distribution.
A successful cyber attack could compromise control systems and disrupt energy networks and the critical sectors that depend on them.
So, if having everyone work at home is not the best option for your business, recovery vendors can provide interim workplaces such as prefabricated mobile offices or buildings designed specifically for use in times of crisis. Backup tape and storage testing services can help ensure that critical data will be available after a major outage.
In the worst-case scenario, your business may not have access to any of these vital services. That’s why experts like Janco Associates recommend routine system checkups, as well as longer-term business continuity and resilience planning services. This not only helps reduce downtime, it also delivers better performance and a faster ROI through better and wiser use of IT assets. You should also make sure that vendors provide an appropriate level of support including proactive features such as critical patch analysis and change management support. The main circle is identified as IT Incidents and GC CIRT with a bullet of Central coordination centre for GC incidents. The main circle is identified as IT Incidents and GC CIRT (SSC) with a bullet of Central coordination centre for GC incidents. As a result of advances in information technology and the necessity of improved efficiency, however, these infrastructures have become increasingly automated and interlinked. The remaining generation is provided by hydroelectric plants (7 percent), oil (2 percent), and by renewable (solar, wind, and geothermal) and other sources (3 percent).
Both crude oil and petroleum products are imported, primarily by ship, as well as produced domestically.
Gas is processed (impurities removed) at over 550 operable gas processing plants and there are almost 302,000 miles of interstate and intrastate pipeline for the transmission of natural gas.
Many asset owners and operators conduct self-assessments or contract with third parties to perform energy vulnerability assessments and implement protective programs at their facilities. The TSA, along with the PHMSA, is currently conducting onsite reviews based on these guidelines. Energy most travel often long distances from the site where it is obtained to the point where it is converted into energy for use, a catastrophic event at any of the sites or along its route can adversely impact the energy infrastructure and cause ripples in other infrastructures. These systems integrate a variety of distributed electronic devices and networks to help monitor and control energy flows in the electric grid and oil and gas infrastructure.
Ideally, says Janco Associates, backups should be performed off site, preferably at a facility far away from everyday operations. LAN and WAN contingency plans can include services such as remote data access so critical information can be managed and administered from any location. Within this circle is the other circle identified as Cyber incidents and GC CTEC (CSEC) and cyber incident focused.
These same advances have created new vulnerabilities to equipment failure, human error, weather and other natural causes, and physical and cyber attacks. Electricity generated at power plants is transmitted over 211,000 miles of high-voltage transmission lines. Electricity is required to operate and maintain homes, hospitals, schools, businesses and industrial plants; it is also necessary to refine oil.
The security of the pipeline in Alaska increases in importance as efforts are made to make America more independent on energy use. A fail over system for e-mail is also highly recommended, who note that keeping in touch with partners and customers can make all the difference in remaining in business. From the CRU, the flow of information continues to the Containment mitigation, recovery and lessons learned. Addressing these vulnerabilities will necessarily require flexible, evolutionary approaches that span both the public and private sectors, and protect both domestic and international security.
Voltage is stepped down at substations before being distributed to 140 million customers over millions of miles of lower voltage distribution lines. Finally, natural gas is distributed to homes and businesses over 1,175,000 miles of distribution pipelines. Disruption of electrical flow or a power grid would impact the economy and defense as well as response and recovery. These solutions can be activated in seconds, but keep in mind that these systems need to be in place prior to an outage.
The electricity infrastructure is highly automated and controlled by utilities and regional grid operators using sophisticated energy management systems that are supplied by supervisory control and data acquisition (SCADA) systems to keep the system in balance.
In the United States, there are more than 500,000 crude oil-producing wells, 30,000 miles of gathering pipeline, and 51,000 miles of crude oil pipeline.
The heavy reliance on pipelines highlights the interdependency with the Transportation Sector and the reliance on the Energy Sector for power means that virtually all sectors have dependencies with the Energy Sector. Terrorists conduct research as to the easiest point to damage the flow of oil or to the point where the most damage can be done.
There are 133 operable petroleum refineries, 116,000 miles of product pipeline, and 1,400 petroleum terminals.
Petroleum also relies on sophisticated SCADA and other systems to control production and distribution; however, crude oil and petroleum products are stored in tank farms and other facilities.
Oil’s infrastructure consists of five components: production, crude oil transport, refining, product transport and distribution, and control and other external support systems.
The thousands of miles of pipelines offer an endless list of targets for terrorist attacks, and during transport there are opportunities for impacting more than one critical infrastructure.

Wilderness survival priority list
National geographic cover shot 2014

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