26.11.20, 9:00-9.45 | Virtual Event

Business continuity

Business continuity management during Hurricane Dorian and the COVID-19 pandemic

26.11.20, 9:00-9.45 | Virtual Event

Target group: people with operational responsibility, e.g. COOs, or finance responsibility, e.g. CFOs, primarily from medium-sized and large organisations; supply chain managers; security professionals; business continuity and preparedness specialists.

Equinor is an energy company headquartered in Norway. Equinor has 21,000 employees developing oil, gas, wind and solar energy in more than 30 countries. It is the largest operator in Norway and one of the world’s largest offshore operators, and a growing force in renewables.

It is key to Equinor that it is able to continue its business and operations during any type of incident, including a pandemic or adverse weather conditions.

In the first days of September 2019, the Hurricane Dorian hit the Bahamas where Equinor has a storage and transhipment terminal. The consequences of the hurricane were devastating, causing severe material damage and onshore oil spill. For these reasons, Equinor’s preparedness and response organisation were activated. As part of the response, Henrik (the speaker) was responsible for leading the engagement at the Bahamas, which included taking concrete actions and advising at all organisational levels throughout the period.

In the first quarter of 2020, the world was hit by the COVID-19 pandemic, which had consequences for many corporations, including Equinor. Henrik led the business continuity efforts globally, with assistance from Deloitte, and he will elaborate on the challenges and how to use external support in order to create most possible value in the critical hours and days after a crisis.

During this presentation, Henrik will not only talk about what happened during these incidents, but also share his many lessons learned and elaborate why it is vital for any organisation to have a robust business continuity and crisis set-up in place, including the importance of knowing your key suppliers before the crisis hits.

Key takeaways

Be sure that your business continuity and crisis set-up is robust.

Building organisational resilience can mean the difference between success and failure.

Train and exercise the individuals and the units in your preparedness and response functions.


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