Disaster Planning (CONT’D FROM PAGE 1)
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goodwill with customers,” said Justin Kates, an emergency management consultant. Recovery procedures must be tailored for each opera- tion. “It’s tempting to download a boilerplate plan from the Internet and call the job done,” said Kates. “But a general, all-purpose plan reflects neither the risks specific to an en- terprise, nor the special mix of available resources.” Conversely, a tailored plan will ensure that employees make the right moves when disaster strikes. That’s import- ant, because the emotional impact of a serious event can make it hard to think clearly. “People often become para- lyzed when disaster strikes,” said Rebecca Rice, an assis- tant professor of crisis communications at the University of Nevada. “Too often, they have no idea what to do.” Assess Risks A successful recovery plan starts with a thorough risk assessment that identifies a company’s unique vulnerabil- ities. What hazards are most common in the area? Is the
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Source: FEMA and US Department of Labor.
company facility located in a floodplain? Near a local high- way where trucks with hazardous materials go by? In a fire-prone region? Help with identifying local risks is available from the Federal Emergency Management Agency (FEMA). “A good, free and easy tool for doing a basic risk assess- ment for your location is FEMA’s National Risk Index,” said Kates. “You can search your address online and assess your area’s overall disaster risk level, as well as the most likely categories of events.” (An online search tool is at www.fema.gov. An interactive risk index map is available at hazards.fema.gov/nri/map ). Businesses can also seek advice from their county or city offices of emergency management, which often post lists of a region’s salient threats. “Local agencies often have area-specific emergency management plans that highlight issues otherwise overlooked,” said Rice. “They can serve as useful starting points.” When identifying common risks, it’s wise to look be- yond the walls of the enterprise and consider how dam- age to suppliers can trickle down to local operations. “It’s important to consider how your business will be affected by transportation and supply chain interruptions,” said Bornemann. CONTINUED ON PAGE 24
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