Energy

Ontario Government Emergency Fuel Distribution Protocol
Appendix B - Best Practices for Critical
Infrastructure Owners and Operators
& Communities
As part of the emergency planning process, communities
and CIs should consider measures that can be
taken in advance to mitigate the potential effects of a
fuel shortage.
All communities and CIs should have a robust emergency
preparedness and response plan to deal with
threats.
Strategically located sources of auxiliary electrical
power generators with adequate capacity and on-site
fuel reserves can increase the robustness of continuity
of operations.
Ideally, communities and CIs should prepare to be
self sufficient for three days as prescribed by EMO
guidelines.
The development of a robust business continuity plan
(BCP) will enhance the operational resilience of organizations.
Business Continuity Plans
advance of and during a fuel supply disruption.
Ensure clear and concise pre-approved messages
are ready, as well as a means of communicating
them to key stakeholders.
Maintain emergency contact list of critical staff and
stakeholders.
Maintain an emergency operations centre and alternate
site.
Keeping a supply of critical parts / commodities to
ensure continuity of service.
Mutual aid, sharing resources and or expertise
with other organizations.
Keep details of alternative suppliers should primary
supplier fail.
Car sharing or alternative modes of transport for
essential staff.
Lodging facilities for critical staff.
Information technology plan / strategy.
Interdependencies with other CIs / organizations.
Incident management system.
Staff training and awareness.
Weather or seasonal patterns that may affect
BCP.
Review and exercise BCP regularly.
Recommendations regarding Stationary Emergency
Power Generators
BCP should consider and include the following:
Emergency management coordinator to develop
and maintain BCP.
Hazard identification and risk assessment.
Mitigation, preparedness, response and recovery
measures / strategies.
Identify all fuel supply vulnerabilities and prepare
for them.
Establish firm contract with fuel supplier and ensure
supplier has a robust contingency plan. This
could include backup power generators at retail
sites and distribution terminals.
Identify, prioritize and reallocate resources
(including staff) to deliver only critical services and
products.
Reducing fuel usage and conserving where possible.
Improving the resilience of service contracts and
supply chain management (not just fuel but other
supplies the organization needs to deliver its key
services and products).
Establish effective communication with staff, customers,
suppliers and other key stakeholders in
Generators should be properly maintained and
tested under load on a regular basis. Ensure fuel
quality and quantity level are maintained.
CIs and communities should have a firm contract
with a fuel supplier. They should ensure that their
supplier understands that CIs and communities
are a high priority in an emergency situation.
They should also ensure their supplier has a robust
contingency plan. The potential declaration
of a Provincial emergency and the use of force
majeure should be considered in contract discussions.
CIs and communities should consider diversifying
the fuel supplies for their life-safety emergency
and backup generation fleet by including continuously
piped natural gas from the gas utility whose
service is independent of the electrical grid. Retrofitting
existing diesel generators to operate on a
combination of diesel and natural gas, commonly
referred to as bi-fuel or dual-fuel, may be practical.
Its main advantage is to extend the run-time of the
stored diesel fuel inventory and thus increase
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