PMN607 – Assessment Item 2:

Risk management plan

&

Business Continuity Management

Report

Hammad

Registration No.

Complete University Name

Date: 12 August 2020

 Risk Management Report on Quaid-e-Azam Solar Park

Table of Contents

Executive Summary.................................................................................................3

1. Introduction.......................................................................................................4

1.1. Scope of Risk Management Plan.....................................................................................................6

1.2. Establishment of Context................................................................................................................7
1.2.1. Internal Context..................................................................................................................7
1.2.2. External Context.................................................................................................................7
1.3. Risk Analysis Criteria........................................................................................................................8

2. Development of Risk Register........................................................................11

2.1. Business/ Corporate Level Risk Events..........................................................................................11

2.2. Program Level Risk Events.............................................................................................................12
2.3. Project Level Risk Events...............................................................................................................14

3. Qualitative and Quantitative Risk Analysis.................................................15

3.1. Risk Assessment/ Analysis.............................................................................................................16

4. Risk Mitigation Strategy.................................................................................17

5. Risk Analysis procedure/ Suggestion............................................................18

6. Business Continuity Management Plan........................................................19

6.1. Introduction/ Asset management.................................................................................................19

6.2. Risk Identification..........................................................................................................................20
6.2.1. Risk assessment register................................................................................................................22
6.3. Business Impact Analysis...............................................................................................................23
6.4. Business Continuity Plan................................................................................................................23
6.5. Discussion.......................................................................................................................................24

References..............................................................................................................26

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 Risk Management Report on Quaid-e-Azam Solar Park

Executive Summary
This report evaluates the risk factor in a project undertaken by the company Quaid-e-Azam Solar
Power (Private) Limited which is public sector for-profit organization established in Pakistan. The
company has undertaken a project to build a solar power plant, Quaid-e-Azam Solar Park (“QSP”),
in the region near Bahawalpur and has conducted a feasibility study, site evaluation, probabilistic
performance analysis, and a study of possibility of public-private sector partnership on the project.
Based on these studies performed, in this report a risk management plan and business continuity
report has been consolidated to identify key risks involved in the project, the stakeholders affected
by these risks, and the existing and possible risk mitigation strategies to be employed that can
ensure success of the project.

Renewable energy is a growing trend in the world as the traditional energy sources such as oil and
its derivatives, coal etc. are depleting fast due to ever expanding demand. Pakistan, being a
developing economy, is already struggling to fulfill the energy and power supply demands of the
country and its population. Energy and fuel source being at the core of any economy’s development
and success, it is crucial for Pakistan to come up with projects for renewable energy in order to
provide sustainability to its economy. Since this is a project that involves public interest, requires a
significant amount of investment in the infrastructure alone, will have a positive impact on the
environment, and will play a pivotal role in the development of Pakistan and its standing and
performance in the region, it is also extremely important for the project to be successful and
profitable. This project is expected to add to the energy sector in three phases starting with 100
MW, then 300 MW and finally 600 MW. The project is expected to cost USD 150 million and will
be sourced 25% from equity by the project owners and 75% through debt financing.

This report will focus on key areas highlighting the risks involved in the planning, approvals,
financing, acquisitions, constructions, testing, commissioning, and operations of the project through
the stages.

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 Risk Management Report on Quaid-e-Azam Solar Park

1. Introduction
Pakistan is one of developing countries with estimated population of 22 Million [ CITATION Pak17 \l
1033 ]. The energy demand is increasing rapidly with the increase in the population. Pakistan is
mainly dependent upon on Hydel Power plants to meet its energy demands. The present energy
demand of Pakistan is around 18,908 Megawatts which is fulfilled by different power generation
methods. The share of different power generation modes is as follows:

Figure 1: Share of different sectors to fulfill Energy demand in Pakistan

[ CITATION Nat20 \l 1033 ]

In the present scenario, there is no substantial share of solar energy in fulfilling energy demand of
Pakistan, despite the fact that Pakistan has huge potential for renewable energy sources with an
average solar global insolation of 5–7 kWh/m2/day and average wind speed of around 6-8 m/s
[ CITATION MMe09 \l 1033 ] in coastal areas of Pakistan. In purview of this, a project is initiated after
keen deliberation and after carrying number of feasibilities to construct 1000 MW solar Park named
as Quaid-e-Azam Solar Park (QSP) in Cholistan desert, of district Bahawalpur of Punjab. It is to be
built on Public Private Partnership (PPP) mode in which 25 equity will be inserted by the

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 Risk Management Report on Quaid-e-Azam Solar Park

Government itself, while rest 75 % will be taken as load from a consortium of banks. The project is
planned to be executed in three phases, which are as follows:

 100 MW
 300 MW
 600 MW

In addition to this, other solar energy projects are also planned in the coming years with an aim to
shift towards renewable energy sources to fulfill around 30 % of the energy demand by 2030. The
Risk Management report aim to identify and propose a mitigation strategy for all the potential risks
which are likely to be encountered during different phases of the project. In order to identify risks,
all demographic related to projects are analyze to figure out different possible risk events. The risk
events are further categorized based on their sensitivity and chance of occurrence. Such risk events
are analyzed on the basis of predefined criteria. Further to this Mitigation strategy is formalized to
handle such risk events.

1.1. Scope of Risk Management Plan

The research is focused to the QSP Risk management plan which encompass all the risk factors
which are related to the different stages of the projects. In order to prepare an elaborative risk
management plan following scope is required to cover in this report:

 Project Scope – to provide risk management plan for solar park and its major milestones
including providing a detailed risk register consisting of business, program, and project level
risks.
 Context of the project – being a public sector project, the stakeholders of the project are far
and wide including the direct investors, the management staff, and employees being internal
stakeholders. While the Government of Pakistan, financial institutions lending for the
project, general public of Pakistan, direct potential customers, population surrounding the
site being external but direct stakeholders.
 Risk Analysis criteria - Risk events are required to be analyzed as per predefined criteria
which is dependent upon the nature of the project and interest of stakeholders. Risk analysis
criteria form the basis of parameters through which each risk events is to be analyzed in
terms of its severity and extent of occurrence.

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 Risk Management Report on Quaid-e-Azam Solar Park

 Risk Identification – Project milestones are studied and all the possible risk are identified.
There are three types of risks which may be associated to the project i.e. Business/ corporate
level risk, program level risk and project level risk.
 Risk Analysis – After identification of risk, they are analyzed for as per defined criteria. All
such risks are categorized and their impact on different stages of the project is figured out.
 Risk Mitigation – After risk analysis, the mitigation strategy is prepared to cater for the
effects of all types of risks.

1.2. Establishment of Context

It is important to understand the purpose of the Quaid-e-Azam Solar Park project to be able to
assess what risks are involved in the project. Often, the direct risks of the organization stem from
the purpose or goals that it tries to achieve. These goals will also define the milestones of the
project which help assess the completion stage and success of the organization or project. These
contexts can be internal as well as external and specific contexts related to QSP are discussed in
further detail below:

1.2.1. Internal Context

The internal contexts relevant to success of the project or the risks that arise from the internal
environment of QSP are:

 Governance structure
 The Investors
 Acquisition of land and materials
 HR policies
 Financial and operational audits
 Contractors
 Information technology

1.2.2. External Context

Concerning the establishment and operations of the QSP, following milestones or contexts are
deemed relevant to assess the associated external risks:

 Approval from the Government of Pakistan and relevant authorities.

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 Risk Management Report on Quaid-e-Azam Solar Park

 Availability of local talent or manpower to aid the project.

 Availability of external financing
 Logistics
 Environmental pollution
 Natural disasters

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 1.3. Risk Analysis Criteria
Risk
Risk Context Area of concern / Description Analysis Criteria
Appetite
Governance Involving public sector investors or politically  Independence of the governing body Low
Structure motivated individuals can skew the decisions and from political parties
governance of the project as per the current political  Public sector stake in the project
agendas. This can cause severe confusion in the  Existence of manual or procedures to
intended direction of the project and may result in be followed for decision and policy
hiring of unqualified individuals just to gain political making
advantage.  Clear defined goals and objectives of
the project and assessment criteria
that each policy or decision must
fulfill
Investors The investors will bring significant investments from  Continually reassessed profitability Medium
personal and other sources to fund the project up to  The risks taken and sources used by
25% of its estimated cost. There will be increased investors to bring capital
pressure to safeguard their personal interest and return
on investment.
Land and Acquisition of land and materials will come at a  Suitability of selected / allotted land Low
Materials significant cost because of the pre-approvals required, for the project
the area required for the project, the location of the  Cost for the land
project, and the transportation costs to and from the  Type of rights allowed for the land
site will add to the transportation costs. If required (full ownership / lease etc.)
 Risk Management Report on Quaid-e-Azam Solar Park

materials are locally not available, higher imports will  Availability of resources nearby the
also affect the balance of trade of the country and if the site
amount is very significant, the Government may  Existing infrastructure
impose restrictions or duties.  Nature of materials required (how
The allotted land may also require relocation of specialized are they)
residing locals.  Restrictions or duties by Government
on imports
 Relocation costs and public reaction
Human It is expected that such a project will generate a  Availability of local qualified Medium
Resources significant amount of employments however, whether professionals
management decides to hire locally (from Pakistan) or  Relocations costs
decides to hire foreign professionals can greatly impact  Life of the project and retention
the planned HR costs. It is also worthy to note that the policy after completion of project
planned site for the project is considered a remote area,  Literacy rate of the local population
even of the organization decides to hire locally,
majority of the professionals will be required to
relocate and the company will have to bear their
relocation costs
Financial and It is a common practice for projects the size of QSP to  Project cost management Low
operational undergo regular financial and operational audits to  Qualified project managers
Audits ensure that progress is on track and that there are no  Qualified auditors
financial or cost overruns. As such, it must be  Frequency and extent of audits
mandatory for QSP to establish an internal audit

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 Risk Management Report on Quaid-e-Azam Solar Park

department that performs these duties to keep the  Reporting structure of the audit teams
check and balance
Contractors The project is likely to be broken down into several  Contract awarding criteria Low
areas and each area will be assigned or allocated to  Company profiles and previous
different specialized contractors. Making sure that all success
contractors are performing tasks within allocated time  Previous experience
and budget will be crucial to the overall success of the  On-site supervision
project.
Information The software and other intelligent property developed  In-house / outsourced Low
Technology or purchased for the project may need to highly  Technical support in remote area
protected and patented to ensure integrity and  Structure and governance of team
safeguarding in the long run.  Investment in IT and IT protection
Another aspect to consider, it may not always be systems
feasible to hire uneducated or untrained staff to deal
and operate with heavy and specialized machinery.
Approval from Being a public interest project, it will require  Politically motivated decisions Low
the Government approvals from the Government and other relevant  Conditional approvals
of Pakistan and authorities to even undertake the project or to acquire
relevant the land required for it.
authorities
Availability of As the project intends to depend 75% on debt  Readiness of financial institutions Low
external financing. A project like QSP will require extensive  Projected profitability
financing financing for infrastructure alone, not mention a  Projected cash flows of the project
substantial amount for the working capital for staff

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 Risk Management Report on Quaid-e-Azam Solar Park

salaries and daily operations. This indicates that a  Government grants or subsidies
syndicate of banks may need to agree on the financing  Collaterals required
and may require substantial collaterals from the
investors and / or guarantee from the Government.
Logistics Since the project is located in the middle of a desert  Existing infrastructure Medium
with very limited infrastructure and resources readily  Distance from nearest port / airport
available, transportation of materials, communications,  Availability of local suppliers
medical facilities etc. can become a hassle.  Local fuel costs etc.

Environmental Although the project aims to deliver clean renewable  Government defined environmental Medium
Pollution and energy source, the methods employed for the pollution parameters
impact construction of the project can significantly pollute the  Recyclability of materials used
environment. For e.g. fumes from operation of heavy  Projected carbon emissions during
machinery, plastic waste from unpacking of materials, construction
natural waste from temporary lodgings for the workers
etc.
Natural Such as earthquakes, fires etc. that can impede the  Geology of the allocated site Medium
Disasters progress of the project or setback the timeline of the  Fire safety standards employed
project by causing damage to completed structures  Training of staff in dealing with
natural disasters and emergency
situations

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 Risk Management Report on Quaid-e-Azam Solar Park

2. Development of Risk Register

2.1. Business/ Corporate Level Risk Events
Enterprise risk management helps in the identification of specified events and instances that are linked with the objectives of the
organization. Based on the objectives of the organization, we can identify the risks that a specific objective may not be achieved:

S. No. Risk Event Risk Category Description Impact

Inability to Changes in the laws relating to allocation, ownership, transfer of
1 acquire the Legislative property may cause delays or may severely affect the planned cost of Severe
required land acquisition of land suitable for the project.
Pakistan has a relatively unstable political environment and any sudden
or unexpected changes may also result in changes in government
Changes in the
priorities and policies. Even if sudden changes are ruled out, QSP is
2 political Political Severe
expected to be a long term project and will take several years to
environment
complete. A new political party may not be as interested in the project
or may not support the project due to hostility to the predecessor party.
As the project is expected to continue over several years and
government proposes a budget every year, any changes in the tax,
Changes in the
duties, import/export, subsidies environment can affect the project
3 finance policy of Legislative Severe
viability or at the least the overall cost of the project. This may mean
the government
that management may have to adopt a completely different strategy if it
decides to move ahead with the project.
4 Climate change/ Environmental The viability of the project rests majorly on the exposure to sun the Severe
increasing infrastructure will receive. If climate change drives a cloudy weather
volatility of the towards the region, it may affect the output of the infrastructure and

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 Risk Management Report on Quaid-e-Azam Solar Park

weather hence the viability of the entire business.

During preliminary stages of the business, the key management may
have established business terms with suppliers or may have entered into
in-principal agreements for supplies from overseas to assess feasibility
Business
5 Political of the project and to assure suppliers that a sale will be conducted or Severe
Interruption
because some specialized equipment have very limited suppliers. A
volatile poiltical environment risks loss of these suppliers if due to any
political change sanctions or trade embargoes are imposed.
2.2. Program Level Risk Events
As briefly discussed before, the full implementation of the project will require sub-contracting to several different contractors
according to their area of specialization and their capacity. As such, all these activities will have to be meticulously coordinated and
planned so none of the projects are held up because of another or projects do not collide and become disorganized. Specific program
level risks include:

S. No. Risk Event Risk Category Description Impact

1 Design Error Design risks The QSP construction will require completion of several different Severe
sub-projects to reach finalization or actualization and due to the size
of the project it is also likely that one project will be divided into
several contracts. For e.g. construction of steel and concrete
infrastructure may be divided into four sections and each section be
awarded to different contractors. It is then realized how highly
important it is to have a coordinated effort on the design level of the
project so that all project line up when reaching finalization. This line

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 Risk Management Report on Quaid-e-Azam Solar Park

up includes the blueprints as well as the quality of the materials and

craftsmanship used.
Even though the initial design of the project will be ready and
approved by the time the acquisition takes place and th on-site
Research and activities are started, the world does not stop. The technologies keep
development in developing and these may significantly impact the QSP project.
2 Operational Severe
Information Introduction of new technology that better serves the purpose,
Technology oboletion and subsequent unavailability of technology required for
the designed project, or incompatibility between old and replacement
models will all affect the functional success of the project.
The viability and success of any project no matter how small or how
large greatly depends on its financial resources. A well planned
project will never see success if the finances are not handled
carefully. If banks pull out of the project, the financial market
3 Financial Crises Financial Severe
undergoes a crises, exchange rate sees a significant fluctuation, or
even if the planned interest rate of expected debt changes, the impact
on the finances of QSP will be huge due to the sheer size of the
project.
A project like QSP will employ hundreds of thousands of employees
from the inception till the day it becomes full occupational. The
Employee Management
4 Management will have to be very careful with health and safety Severe
Management Risks
procedures, compensation and benefits, insurance coverage, and
possible run-ins with labour unions.
5 Environmental Environmental As the world increasingly grows aware of the impact of human Severe

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 Risk Management Report on Quaid-e-Azam Solar Park

activity on our environment, there is also increasing pressure on

businesses to limit their pollution released into the environment. An
Pollution
assessed high impact may lead to issues with Conservation and other
departments, social workers, and awareness programs.

2.3. Project Level Risk Events

S. No. Risk Event Risk Category Description Impact
Lack of supervision or quality control measures lead to
Use of substandard Compliance / Quality the sub-contractors using sub-standard materials. This
1 Severe
material Control may lead to collapse or deterioration of infrastructure
even before the project is fully functional.
Due to remote location of the project, experience or
educated workforce may either be unavailable to may
2 Inexperienced work force Operational Severe
be unwilling to relocate from other locations. This may
lead to sub-standard quality of work performed.
The intricate planning and meticulous execution of the
entire project will depend hugely on the effectiveness of
communciation systems, and how well the different
3 Cyber attack Operational systems and softwares interact with each other. Any Severe
exposure may lead to virus attack or a hacker attack and
loss of confidential or critical data which may impede
progress or timely success.
4 Budget overruns Financial Improper use of resources, inadequate cash planning, Severe

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 Risk Management Report on Quaid-e-Azam Solar Park

delays in collection of receivables will all lead to

eventual shortage of cash and project will soon run out
of working capital to sustain daily operations.
Due to remote location and specialized nature of the
project, it is expected that the supply chain will be very
specific and time management will be crucial to timely
5 Supply chain disruption Operational Severe
completion of the project. Any disruption due to
inclement weather, disputes, miscommunication may
cause significant delays in completion timeline.

3. Qualitative and Quantitative Risk Analysis

The above risks will be assessed on their likelihood of occurence and consequence scale on a scale of 1 – 5. The combined score will
indicate the priority of action (P1 – P4). The assessment tables are as below:

5 10 15 20 25
4 8 12 16 20
3 6 9 12 15
Likelihood
2 4 6 8 10
1 2 3 4 5
Consequence
Red indicates Action Priority P1, Orange indicated action prority level P2, Yellow indicates action priority P3, while green indicates
Priority level P4

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 Risk Management Report on Quaid-e-Azam Solar Park

3.1. Risk Assessment/ Analysis

Risk Management Analysis is done while incorporating high level risks. Their likelihood and consequences are evaluated and their
overall score is calculated to have an impact on the overall health of the project.

Frequency of Quantitaive
S. Risk Likelihoo Conseque Action
Risk Event occurence Score Impact
No. Category d nce Prority
(USD mln)
Design Once in 6
1 Design Error 4 5 20 P1 150
risks months
Complian
Use of substandard ce / Once in a
2 4 5 20 P1 150
material Quality month
Control
Inexperienced work Operation Once in a
3 3 4 12 P2 6
force al month
Once in a
4 Budget overruns Financial 4 5 20 P1 5.6
month
Operation Once in six
5 Supply chain disruption 3 5 15 P2 6
al months

The results obtained will be utilized to workout futuristic approach for carrying out project in such a manner that it may not face any
hindrance due to these highlighted risks.

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 Risk Management Report on Quaid-e-Azam Solar Park

4. Risk Mitigation Strategy

Risk Mitigation strategy is prepared after risk evaluation and hence methods to overcome such risks are discussed.

Risk Action
S. No. Risk Event Mitigation Strategy
Category Priority
 Maintaining a core designing team.
 Maintaining centralization of all designing duties.
 All project managers to submit quality control and project
progress report on a timely basis. No tolerance policy for
1 Design Error Design risks P1
delays.
 Maintaing quality control standards as per applicable ISO.
 Maintaining regular material quality checks as per specific
criteria of the project.
 Purchasing only from approved supplier/vendors
Compliance /  Maintaining KYC of the suppliers
Use of substandard
2 Quality P1  Quality control checks at the dispatch facility
material
Control  Adequate storage and warehousing facility for dormant
material
 Regular trainings to staff
Inexperienced work
3 Operational P2  Adequate compensations to employees
force
 Careful hiring process with regular performance follow ups
 Regular budget variance analysis
4 Budget overruns Financial P1
 Hierarchy of approvals to be established

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 Risk Management Report on Quaid-e-Azam Solar Park

 Special approvals for any significant variances

 Maintaining spare stock
 Timely payment to suppliers to ensure regular service
Supply chain  Signed and approved documents for order confirmations
5 Operational P2
disruption and any necessary reports
 Regular review of approved vendors list
 Service, price, and quality evaluation of suppliers

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 5. Risk Analysis procedure/ Suggestion

Risk analysis is performed for the Quaid e Azam Solar Park to evaluate the possible risks which
project can encounter during different stages. Project is located in Pakistan and carried out by
QSP Pvt Ltd. It is funded by Government of Pakistan and the aim of the project is to encourage
the use of sustainable methods for energy generation. The projection is of 1000 MW, but initially
restricted to 100 MW in the first phase. The risk analysis is performed based on the data obtained
from the contract documents between QSP Pvt Ltd and the execution agency. In addition to this,
a number of research journals are consulted which highlighted different aspect of the project.
Other journals all across the globe related to solar energy are also consulted to have an idea of
risk and their mitigation techniques which are employed in such typer of projects.

Figure 2: Risk Evaluation Procedure

In order to evaluate, risks are to be identified encompassing all aspects of the projects. These
risks are then segregated into Program level risk, Project Level risks and corporate risks. Each
 Risk Management Report on Quaid-e-Azam Solar Park

type of risks have their own complications and hence must be dealth accordingly. The risk
analysis criteria is defined for each type of risks and likelihood/ consequences of each risk event
is worked out. In such a way, it is identified that how severaly a particular risk event can effect
the health of the project. Based on analysis, a mitigation strategy is proposed for high impact
risks so that it may not hinder the project during planning, execution and operation stage.

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 6. Business Continuity Management Plan
6.1. Introduction/ Asset management
Business Continuity Management (BCM) plan aims to guard a business and makes sure that it
runs smoothly without any interruption in the future. The main purpose of this plan includes
safety and regaining of a business operation, activity, or infrastructure in case of any severe
hazard or risk. The following plan for this project protects the infrastructure of Quaid-e-Azam
Solar Power (Private) Limited from several risks that can affect this project and can prove to be
hurdles on its way of accomplishing its goals. The below business continuity management plan
has the following parts:

1- Identification of business activities that need to be protected from risks

2- The decision of recovery time limits of each identified business activity
3- Identification of risks along with its consequences
4- Definition of strategies to be adopted in case of those risks

Recovery
Risk Management
Plan Plan
Impact
Response PlanAnalysis
 Risk Management Report on Quaid-e-Azam Solar Park

Figure 3: Visual representation of our business continuity management plan

The main objectives of this plan are to:

1- Identify the business activities that need to be protected from risks

2- Identify risks along with its consequences that can affect this project
3- Define the strategies to be adopted in case of those risks

This continuity plan will provide the strategies, SOPs, and standard rules to perform critical
business activities and operations to combat the risks by preventing, preparing, recovering, and
responding using AS/NZS 5050:2010 standards.

Critical Business activities include:

1- Solar light to be provided no-stop

2- Maintenance must be provided nonstop
3- Communication facility must be provided continuously

6.2. Risk Identification

For the identified critical business activities and operations, following are the identified risks.
Cyber-attack, natural hazards, terrorist attack, fire, short circuit, mechanical failure, continuous
rain pattern, cloudy weather, pandemic and workplace violence.

Scale for assessing likelihood is:

Description Symbol Rating

Highest IIII 1
High III 2
Moderate II 3
Low I 4

Scale for assessing consequences is:

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 Risk Management Report on Quaid-e-Azam Solar Park

Risk Matrix is:

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 Risk Management Report on Quaid-e-Azam Solar Park

Risk Rating is:

Severe Risk P1 Highest priority

Major risk P2 High priority

Moderate risk P3 Medium priority

Minor Risk P4 Low priority

Risk assessment register

Priority
S. No. Risk Event Likelihood Impact
Ranking
1 Cyber-attack III Loss of confidential data P3
2 Natural Hazards III Destructions and deaths P3
3 Terrorist Attack II Destructions, loss of data and P3
deaths
4 Climate change/ IIII The viability of the project rests P3
increasing majorly on the exposure to the sun
volatility of the the infrastructure will receive. If
weather climate change drives cloudy
weather towards the region, it may
affect the output of the
infrastructure and hence the
viability of the entire business.
5 Fire Explosion III Permanent loss of machines, P3
destruction, and deaths
6 Short Circuit IIII Permanent loss of machines, P1
destruction, and deaths
7 Mechanical III Temporary User service P3
Failure interruption until repaired

8 Pandemic II Environmental infection, Human P2

demise

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 Risk Management Report on Quaid-e-Azam Solar Park

9 Workplace II Poor Reputational, Personal harm, P2

Violence Property damage, disruption to
work, Fines, and Penalties.

6.3. Business Impact Analysis

As identified by the risk matrix, all the above risks need the following three activities
continuously:

 Repairing of machines and systems

 Maintenance of same
 Performance of safety checks

Min.
Non- Recovery
Critical Max. recovery
Scenario Loss Financial point
Functions outage time
Loss objective
objective
If not being 50 Factory 12 hrs 6 hrs One day
Solar light to be provided will Million outputs and
provided no-stop cause complete or household
shut down of the above works will be
plant delayed
If not being 50 Works will be 24 hrs 13 hrs Two days
Maintenance
provided will Million delayed
must be
cause a complete or less
provided
shutdown in case
nonstop
of damaged
parts.
Communication If not being 50 Major delays 2 hrs 25 10 hours
facility must be provided can Million in the minutes
provided lead to major or less maintenance
continuously accidents facility

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6.4. Business Continuity Plan

As identified above, the risk that a fire may occur has a very high business impact on the solar
plant project, resulting in financial and data loss and also causing an interruption in user services.
However, these risks also threaten to disrupt the business and cause downtime. In the case of the
occurrence of such a risk event, the continuity strategies are summarized below:

 It is recommended that on-site technical employees be provided training in ‘first response to

fire’ to contain the spread of the fire and limit damage and loss. (e.g. in a five-member team
2 members should be designated to operate fire extinguishers, 2 members should be allocated
to identify disrupted services and put alternate immediately in action, 1 member should be
designated to inform the local authorities and the management).
 Carefully placed and easily accessible fire extinguishers should be available
 The IT team should be divided into sub-teams with clearly defined roles and responsibilities
to save a business from any kind of cyber-attack or leakage of confidential information. (e.g.
in a five-member team 2 members should be designated to operate fire extinguishers, 2
members should be allocated to identify disrupted services and put alternate immediately in
action, 1 member should be designated to inform the local authorities and the management)
 For longer interruptions, in case of severe damage, an alternate should immediately be put in
action (in case of fire in a server, the load should be shifted to the back-up server)
 Post-event and restoration of services, an investigation should be performed to identify the
cause of the fire and the results should be formally documented to prevent future
reoccurrences
 Replacement equipment should be acquired as soon as possible and back up equipment
should not be relied on for the long term to make the continuity plan implementation in the
future (if entity continues using back-up server and back-up server catches fire, there won’t
be another back-up server)
 Evaluation, Plan execution, implementing strategy and communicate is the step followed in
the Business Response Plan

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 Risk Management Report on Quaid-e-Azam Solar Park

References
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