PLANNING & MANAGEMENT

BUSINESS INTERRUPTION AT A DISTRIBUTION WAREHOUSE

During the winter, part of the roof on a distribution warehouse collapsed. The warehouse was a steel on steel frame building. It contained clothing storage and supplied retail outlets in that part of the country. It was one of two such warehouses in the country.

Activities in the warehouse included receiving, sorting, pricing, staging, storage and shipment of garments. Each of the two warehouses was sized large enough to supply all of the retail stores. It was felt, therefore, that business interruption would be minimal in the event of a loss. When the loss occurred, it was learned that business could not go on as usual at the retail stores, after all. There was an impact on the retail business.

What can be learned from this?

•     Recognize that your distribution warehouses can have significant business interruption exposures in some instances. It can take time and effort to determine exactly what these are. Insure that all parties are talking the same language, or thinking about the same thing when we evaluate potential business interruption exposures at a storage site.

•     Consider whether or not your warehouse is treated as a profit center within the organization that generates income for your corporation. Will there be a loss of income if your warehouse is not operating?

•     Do your warehouses add value beyond simply storing products? Do they do things that will minimize work at the retail level? Things like pricing and ticketing of products, or tracking inventory levels and sales of individual items at the stores? How will the loss of operations at the warehouse effect the distribution of your goods? And how will this impact retail sales?

•     Are there guaranteed contracts, and what will the impact be if your warehouse cannot fill the orders? What would the added cost and ramifications be for stores to receive directly from your manufacturing site or the vendors?

•     Disaster recovery plans are essential to insure that the loss of a warehouse does not result in an interruption of goods at the retail level. Plans that cover loss not only from fire, but from natural disasters such as flood, earthquake and hurricane should be developed. Evaluate the above and minimize the risk of business interruption at your warehouse.

©2000 Factory Mutual Insurance Company. Reprinted with permission. For more information on this subject, visit www.fmglobal.com or for related publications call (877) 364-6726 or (781) 255-4681.

Determining values is nothing more than quantifying a loss before it happens. Doing so enables a company to take the most effective precautions possible to prevent a loss from happening and to plan accordingly in the event it does. Following are some basic guidelines for conducting an assessment of your company's insurable values:

•     Take an inventory of your company's assets. Involve accounting, operations people, and others throughout the organization.

•     Determine what should be insured. Take into account property damage, business interruption and contingent business interruption exposures.

•     Review your risk management program to confirm that values specified in your policy valuation clauses are consistent with the values you have determined.

Here are some other tips to keep in mind:

•     Establish a value base and update it regularly.

•     Cross-check values using outside experts.

•     Request and receive full-year values, even if you're planning coverage for only a couple of months.

•     Remember that seasonal issues affect values. Monitor accumulations of inventory.

Copyright2000 Factory Mutual Insurance Company. Reprinted with Permission. For more information on this subject, visit www.fmglobal.com   or for related publications call (877) 364-6726 or (781) 255-4681.

Lowe’s Home Safety Council has created "The Great Safety Adventure", an interactive traveling exhibit. This innovative exhibit teaches children (grades K-4) home safety and prevention skills such as fire and burn prevention, fall prevention, choking, suffocation and strangulation prevention and poison prevention.

The traveling exhibit will visit as many as 100 cities at elementary schools, childcare centers, festivals, and museums, reaching more than 70,000 children this year. The 1,200 square foot exhibit will travel in two tractor-trailer trucks complete with interactive

exhibits, animated videos, special effects and trained instructors (including Rover, the home safety hound) that take children on a learning journey through a virtual home.

For information about the Great Safety Adventure, log into www.loweshomesafety.com

PAHO VIRTUAL DISASTER LIBRARY

The Pan American Health Organization (PAHO) invites interested persons to take a look at their Virtual Disaster Library (VDL) at www.paho.org/english/ped/pedhome.htm. The VDL is an on-line collection of disaster publications that has:

•     More than 250 publications in English and Spanish on disasters and emergencies.

•     More than 25,000 pages of ideas, discussion, and solutions for disaster reduction.

•     A powerful yet simple search engine that helps a user to quickly locate information.

POST-DISASTER ENVIRONMENT PLANNING

The American Planning Association (APA) has published "Planning for Post-Disaster Recovery and Reconstruction," with funding from FEMA. The guidebook is the first to address planning issues in the post-disaster environment, says FEMA. Order copies of the 346-page book from the APA Planners Book Service at www.planning.org or call (312) 786-6344.

PROTECTING OUR KIDS FROM DISASTERS

The Institute for Business and Home Safety (IBHS) has developed a program to reduce the risk of natural disaster-related injury to children in approximately 93,000 childcare centers in the United States. Information on "Protecting Our Kids from Disasters" is available by calling (617) 292-2003 or visiting www.ibhs.org.

WHAT IS RISK MANAGEMENT?

Risk Management is a discipline which aims to protect the assets and profits of an organization by reducing the potential for loss before it occurs, and by financing, through insurance and other means, potential risks to catastrophic loss, such as natural disasters, human error or court judgments. The risk management process consists of four basic elements:

Risk Assessment – identifying and quantifying the exposures that threaten an organization's assets and profitability

Loss Control – reducing the frequency and/or severity of losses through preventive measures, such as sprinkler systems, improved housekeeping practices or preventive maintenance of key equipment

Risk Transfer – shifting the financial burden of loss so that, in the event of a catastrophe, an organization can continue to function without severe hardship to its financial stability

Risk Monitoring – continually assessing existing and potential exposures

Copyright 2000 Factory Mutual Insurance Company. Reprinted with Permission. For more information on this subject, visit www.fmglobal.com   or for related publications call (877) 364-6726 or (781) 255-4681

INFORMATION TECHNOLOGY & TELECOMMUNICATIONS

ARE YOU READY FOR HIPAA?

Thanks to the Health Insurance Portability and Accountability Act (HIPAA), the storage and transmission, and reporting of confidential employee records has come under the watchful eye of the US Government. Transferring these files electronically has raised concerns and issues regarding their security and the constitutional rights of their owner. The spirit of HIPAA is certainly honorable, as it ensures that US workers will continue to have healthcare benefits while they change employers and healthcare providers. However, the logistics of ensuring the full implementation of all HIPAA regulations can get somewhat confusing and introduces new requirements for both healthcare administrators and business continuity managers throughout the industry.

Courtesy of SunGard Planning Solutions. To read the brief on this topic, go to www.sungard.drexperts.com   and visit KnowledgeNet

COMMON GROUND IN BUSINESS CONTINUITY BLUNDERS:

There are some interesting similarities between the ERP environment and the traditional one. In comparing the two, the items typically overlooked by in-house planners are the same. Consider the following overlooked factors discovered in recent plan audits:

1.     Remembering to do an upfront, comprehensive risk analysis.

2.     Financial end-of-year snapshots for IRS records – so many companies overlook this, regardless of the details of their environment.

3.     Plan testing – equally overlooked in ERP and non-ERP situations – with detailed testing scripts.

4.     Basic logistics – although the dependency is higher in ERP environments basic activities, like reaching employees or consultants at 6 p.m. on a Friday, are problematic.

5.     Incorrectly sizing the length of the recovery window.

6.     Actual network needs turn out to be higher than recovery network subscribed to.

©1999 Sungard Planning Solutions

In 1995, minor electrical problems caused power outages at two different high tech manufacturing locations. In each case, the power for the plant was supplied by a single utility transformer located in an on-site substation.

In the first case, an electrical failure in the utility transformer tapchanger caused a plant outage that lasted for 13 hours. This site’s daily business interruption value was US$300,000. The outage also resulted in silicon crystal damage (damage to work in process) as well as damage to silicon furnaces. The final loss could reach US$1M.

In the second incident, a minor electrical outage of 1.25 hours occurred due to a bird causing a ground fault in the utility bus. The daily business interruption value at this plant was US$900,000. The power outage resulted in damage to various products in process from print cartridges to silicon wafers. The final loss could be half a million dollars.

What can be learned from this?

•     Review your electrical arrangements to identify whether a bottleneck exists within your electrical supply. Determine the best method to remove the bottleneck. One similar plant in the same area has installed a UPS system to carry the critical loads until installed IC engine driven generators can pick up the loads.

•     Identify how to limit or prevent damage to work in process and plant equipment when brief power outages can cause high dollar losses. With detailed discussions, your joint understanding of the process and associated hazards should reveal how any loss of services will impact operations and products in process.

©2000 Factory Mutual Insurance Company. Reprinted with Permission. For more information on this subject, visit www.fmglobal.com or for related publications call (877) 364-6726 or (781) 255-4681.

HELPFUL CHECKLIST FOR EXECUTIVES

Hitachi Data Systems has developed a useful tool entitled "Executive Quick Check of the Current State of Readiness in the Event of a Disaster". Included are three sections: Disaster Recovery, Data Availability, and Outages. For more information contact info@hds.com

INFORMATION CLEARINGHOUSE

Disaster Recovery Planning.ORG is an information clearinghouse maintained on the World Wide Web by independent consultant and author, Jon William Toigo. This site serves as a "living appendix" to Toigo’s latest book on Disaster Recovery Planning from Prentice Hall PTR. For original content, overview information, connections to contingency planning information groups, emergency management agencies and offices, and other informational resources on the web of use to planners, visit www.drplanning.org today.

ON THE WEB
SOME GOOD SECURITY ARTICLES

Got Security?
By Andy Briney

"The rapid growth of e-business has placed new demands on infosecurity. The 1999 Industry Survey shows that in many ways, we’re not equal to the challenge." More than 700 readers of Information Security magazines responded to this survey. To read the article, go to www.infosecuritymag.com/july99/cover.htm

Automated Crime
By Donn Parker

"Have you heard about the new tool that selects its victims automatically, steals their assets and erases all evidence before they can blink an icon? Get ready: It’s on the way...if it’s not already here." This article is part one of a two-part article on automated crime and security. To read the article, go to www.infosecuritymag.com/sept99/AutoCrime.htm  

Now What?
By Philip Jan Rothstein

This article tells how one systems manager learned all about incidence response – the hard way. The article discusses the costs incurred, mistakes made in incidence response as well as security implementation. To read the article, go to www.infosecuritymag.com/may99/feature.htm

Firewalls: Are We Asking Too Much?
By Frederick Avolio

This article discusses the challenges of allowing new service through a firewall while maintaining the same high level of security. To read the article, go to www.infosecuritymag.com/may99/cover.htm

Who’s Stealing Your Information?
By Dorothy Dennin

"In today’s enterprise, the answer is everyone. Here’s what (and who) to watch out for, and how you can better protect your company’s jewels." To read the article, go to www.infosecuritymag.com/apr99/cover.htm

The 8 Hurdles to VPN Deployment
By Christopher King

"VPNs can save you up to 60% over private networks and corporate modem banks. But be prepared to deal with these up-front issues first." To read the article, go to www.infosecuritymag.com/mar99/cover.htm

Technical Triage on Virus Risks
By Richard Jacobs

This article discusses the issues, an explanation of viruses, what enables them, the newest threats, and what managers can do to protect their company’s information assets. To read the article, go to www.securitymanagement/com/library/000727.html

Is Your Web Site a Hacker’s Delight?
By Michael Gips

This article addresses areas of vulnerability, detection tools, user controls. Included are eight policy pointers for developing a web security policy. Also a list of web security resources. To read the article, go to www.securitymanagement/com/library/000713.html

Tunnel of Secure Transmission
By Christopher Carlson

"VPNs can reduce networking costs and add flexibility, but security managers must learn the basics of VPNs before deciding whether they are worth the investment." The article discusses VPN types, their benefits and drawbacks and costs. To read the article, go to www.securitymanagement/com/library/000696.html

Using the Hacker’s Toolbox
By Bruce Middleton

"The most popular tools fall into several categories: password crackers, port scanners, war dialers, general network vulnerability scanners, and intrusion detection systems." To read the article, go to www.securitymanagement/com/library/000689.html

What Does IT Want from Security?
By Rudy Prokupets

Managers must know how to select systems that will pass muster with the IT department. To read the article, go to  www.securitymanagement/com/library/000626.html

Mapping A Network Security Strategy
By Bruce Middleton

The author details steps to ensure that the proper computer security policies and procedures are put in place and that all employees follow them. To read the article, go towww.securitymanagement/com/library/000727.html

Security Links on the World Wide Web

More than 300 links to security sites are included here in this helpful resource. To read the article, go to www.securitymanagement/com/library/000132.html

POTENTIAL FOR E-COMMERCE ABUSES HIGH

"We are seeing security problems characteristic of too many high-tech e-commerce ventures, I fear," states Robert P. Campbell, a pioneer in information security and recognized international authority. "Securing the electronic pathways between the virtual domiciles of the vendor and customer, which is what happens in most Internet credit card transactions - then leaving a back office door or window open - is not a winning e-commerce strategy."

Campbell says "However, the bigger issue is that once inside the e-business domain, sensitive information is transferred to less well-protected internal systems where an electronic intruder or disgruntled employee can more easily gain access." He warns that "too many organizations are letting this sensitive information out of their high security areas into more open, less protected systems for other uses (such as credit verification, order fulfillment, shipping, customer service). Often these back office functions may be performed in multiple geographic locations, or even outsourced, where the e-business may not have adequate control over its protection."

"The rush to e-business is fostering less than well-thought out security schemes that will continue to endanger highly sensitive consumer and other information. More attention has to be paid to overall security – the security architecture - within the e-business domain, where the real risks lie for both the business and customer. Many are eschewing more robust, end-to-end comprehensive security protection in favor of short-term expedients to get the product out the door."

"These issues are not insurmountable. They just haven’t been well thought out or properly addressed, which is not unexpected since security is generally not a core competence in many of these ventures. Consequently, they go for the spot fix - such as focusing primarily upon securing the B2C pathway – which as we are seeing, may leave many more areas inadequately addressed."

REGULATORY CHECKLIST
REGULATION
INDUSTRY
DESCRIPTION

Paperwork Reduction Act (44 U.S.C. Chapter 35 1995)
Federal Government
Creates security plan for Information Resources requiring contingency planning

Computer Security Act (1987)
Federal Government
Requires security plans for all federal computer systems to assure data integrity, availability, and confidentiality

FFIEC SR97-16 (SPE) (May 1997)
Banking and any related service providers
Sets objectives for Year 2000 projects with testing and contingency planning recommendations includes audit questions

FFIEC FIL-67-97; Stronger wording on client/server environment replacement for FFIEC FIL 82-96
Banking and any related service providers
Board of Directors is responsible for ensuring that a comprehensive business resumption and contingency plan has been implemented, to encompass distributed computing and external service bureaus

Consumer Credit Protection Act (CCPA) section 2001 Title IX (1992)
Cross-Industry
Outlines Due Diligence for availability of data in Electronic Funds Transfers including Point of Sale

FEMA FRPG 01-94 19947
Federal Government and associated contractors
All department and agency heads must formally plan for continuity of essential operations

Foreign Corrupt Practices Act (1977)
Cross-Industry
Management accountability through record keeping

Comptroller of Currency BC-177 (1983, 1987) superceded by FFIEC
Banking
Amended since original in 1983; requires banking institutions to develop and maintain Business Recovery Plans

Inter-Agency Policy from Federal Financial Institutions Examination Council (FFIEC - 1989, revised and made stronger 1997)
Banking and any related service bureaus, includes credit unions
Requires business wide resumption planning and extends regulation to require contingency plans from any service bureaus or outsourcing companies which service such banks

Federal Home Loan Bank Bulletin R-67 (1986) superceded by FFIEC
Banking
Follows intent of BC-177

IRS Procedure 86-19
Cross-Industry
Legal backup and recovery requirements for computer records containing tax data

Fair Credit Reporting Act
Credit Reporting Agencies
Ensure credit information is accurate and up-to-date and available

Clinical Laboratory Information Act (1988)
Healthcare
Require protection of critical laboratory data

JCAHO Accreditation Manual for Hospitals (1997)
Healthcare
Guidelines for information management established by JCAHO

Various State Dept. of Administrative Services Policies, e.g., Texas, (1 TAC 210.13(b)), Oregon’s Dept. of Information Resources (ORS 291.038)
State Government
Policies assigning responsibility for contingency planning within state agencies

BS7799 Section 9
Pan European Industry
British Standard Institute Code of Practice for Information Security Management, Requires Business Continuity Planning

GAO/IMTEC-91-56 Financial Markets: Computer Security Controls
Financial
Guidelines for stock markets

Courtesy of Sungard Planning Solutions
www.sungard.drexperts.com

STAGES IN THE EVOLUTION OF COMPUTER TECHNOLOGY

In his article, "Business Continuity Global Market Trends: Where Are You Aimed?", Ron Johnson noted the evolution of technology that impacts business continuity.

"The Gartner Group has noted four distinct stages in the evolution of computer technology:

1.    Mainframe/midrange: In the 70’s the focus was on the company’s back office functions.

2.    Client/server computing: The personal computer encouraged a large community of end users. Productivity became more prevalent.

3.    Internet/network computing: In the present era, the power of new technology allows people to communicate in ways that were never before possible. Networking changes the dynamics of business.

4.    Ubiquitous computing or pervasive computing: By the year 2005, a trillion devices, large and small, will be communicating with each other.

The article was published in CCEP’s E-Zine, January 23, 2000. For more information, contact Ron Johnson by email: prior@networx.on.ca

WHAT IS A STORAGE AREA NETWORK (SAN)?

A storage area network (SAN) is a dedicated, centrally managed, secure information infrastructure, which enables any-to-any interconnection of servers and storage systems.

A SAN:

• Facilitates universal access and sharing of resources.
• Supports unpredictable, explosive information technology growth.
• Provides affordable 24 x 365 availability.
• Simplifies and centralizes resource management.
• Improves information protection and disaster tolerance.
• Enhances security and data integrity of new computing architectures.

What Business Challenges Have Inspired the Move to Sans?

The move to storage area networks has been motivated by the need to manage the dramatically increasing volume of business data, and to mitigate its effect on network performance. Key factors include:

• E-business – securely transforming internal business processes and improving business relationships to expedite the buying and selling of goods, services and information via the internet.
• Globalization – the extension of IT systems across international boundaries.
• 'Zero Latency' – the need to exchange information immediately for competitive advantage.
• Transformation – the ability to continually adapt, while immediately accessing and processing information to drive successful business decisions.

This helpful information can be found at www.planetit.com

WHITE PAPERS ON THE WEB

How To Survive the Big One: Disaster Recovery Planning in Oracle Environments

This paper discusses why and how disaster recovery solutions can be justified. Best practices are outlined, along with their impact on implementation costs. Then, disaster recovery methods are contrasted with real-life situations. The most frequently used technologies are surveyed, including zero data loss configurations. Finally, the cost benefit tradeoffs of different methods are discussed. To read this 14-page paper go to www.comdisco.com

E-Business: The Essential Step to Building and Maintaining Customer Trust

The importance of e-business can no longer be ignored. Consumers are surfing the Net daily, in search of services and merchandise to purchase. However, these "surfers" aren't looking for the biggest wave. To read this 12-page white paper go to  www.sungard.drexperts.com/knowledgenet

ERP and Business Continuity: What the Experts Didn't Tell You

Finding the way through the torturous maze of technological and operational issues that ERP raises is a requirement, both for minimizing the vulnerability of the business and for maximizing its investment in such integrated systems. But it's no easy task. To read this 12-page white paper go to www.sungard.drexperts.com/knowledgenet

Healthcare and Disaster Recovery: The Critical Connection

The time is long past due for healthcare organizations to address the critical issue of disaster recovery - an issue that has enormous implications for both patient care and organizational survival. To read this 16-page white paper go to www.sungard.drexperts.com/knowledgenet

Restoring Your Lifeline: Mission-critical Internet Applications Require Unique Recovery Strategies.

This brave new marketplace is attracting businesses by the thousands, as each attempts to expand the reach of their information arteries to potential customers. But alongside the opportunity to prosper comes the equally critical need to protect. And the points of exposure are many. To read this 12-page white paper go to www.sungard.drexperts.com/knowledgenet

Enterprise Storage Area Networks: "Dating Wiring" the Enterprise

This white paper attempts to describe the major business and technology drivers that IT organizations are contending with today. It also looks at the implications of what happens when a number of major demands occur at the same time, and the effect this combined demand has on the existing IT infrastructure. Finally, the white paper looks at what options IT planners and managers are pursuing and how technologies like Storage Area Networks (SANs) can help meet these changing requirements. To read this and two other SANs white papers visit IBM’s website at www.storage.ibm.com/ibmsan/whitepaper.htm

WILL 2000 BE THE YEAR OF SANS?

Will SANs Aid in Disaster Recovery?

Go to www.planetit.com   for lots of good information on SANs technology. Be sure to read the report by Karen Schwartz. Here is an excerpt: "For years now, vendors, industry analysts and IT managers have been waiting with bated breath for a technology that will manage all an organization's data in an interoperable, shared storage system environment. For many organizations, the technology that holds the most promise of achieving this goal is the storage area network (SAN).

A study released by IBM stated that enough hurdles have been surpassed for SANs to enjoy more widespread adoption among companies during 2000. The study, done in conjunction with International Data Group, proclaims that the benefits of SANs are compelling enough for users to begin installing the technology now.

The assertions were based in part on a study of 216 IT professionals. It found that nearly 90 percent of respondents believe SANs offer improved manageability of data growth and provide an easier way to expand storage capacity. Nearly that many believe SANs to be a credible solution for improving data sharing and data access. Fewer respondents believe implementing SANs would result in lower costs and enable companies to better leverage existing server and storage investments.

The study also noted that an overwhelming majority of those polled believe SANs are credible in improving performance, could aid in disaster recovery, provide more centralized control of data and improve administration."

FACILITY ISSUES

FIRE HAZARDS

FM Global’s website has excellent information on each of the following subjects. Visit the Risk Management section of www.fmglobal.com

Aerosols – Some aerosols are more hazardous than other. Insecticides, for example, are more hazardous than hairspray.

Idle Pallets – The design of pallets allows air to flow freely. If the pallet is ignited, the design allows fire to spread quickly. Read where and how to store high-hazard commodities.

Nonwoven Materials – Manufacturing and warehouse personnel, at times, aren’t aware they are storing nonwoven materials. This page will help you recognize and protect these fire-prone materials.

Rolled Paper – Did you know that banding and wrapping rolled paper helps to decrease its fire hazard? Read tips on the proper storage and treatment of rolled paper on this page.

Flammable Liquids – Detached buildings with sprinkler systems are preferred for storing flammable liquids in plastic containers. Extra precautions like this one are highlighted.

Nonthermal Damage – Semiconductor clean rooms and telephone control centers are two industries at high-risk for nonthermal damage. Read to learn more about nonthermal damage and ways to prevent or minimize it.

©2000 Factory Mutual Insurance Company. Reprinted with Permission. For more information on this subject, visit www.fmglobal.com or for related publications call (877) 364-6726 or (781) 255-4681.

FLOOD RESPONSE PLAN

Months ahead of flooding season management should write and endorse a step-by-step flood emergency response plan for potential flood scenarios, providing specific responses and details of the training program for the emergency organization. It also provides procedures for:

•     Prioritizing salvage and cleanup activities

•    Moving critical equipment to safe areas, i.e., higher ground

•    Deciding work hours and number of personnel needed

•    Accessing names, addresses, phone and fax numbers, and e-mail addresses of vendors supplying business operations and salvage services

•    Obtaining supplies for pre-flood preparation and post-flood recovery: pumps, generators, sandbags, tarps, cleaning supplies

•    Assigning security and surveillance

•    Monitoring weather forecasting

Train Employees for Response...

Training includes instruction about all exposures and scenarios. Training will enable employees to:

•    Recognize signs of deterioration on the property that could impact flooding

•    Know how to install flood doors, flood windows and essential barriers

•    Provide proper means to elevate property or move it to higher ground

Consider the Following

•    What are the long-term weather predictions?

•    Have you made any construction changes to the property that might have lowered any land elevations?

•    Check temporary flood protection equipment and make sure it operates properly. Stockpile supplies for building temporary dikes, levees, or flood walls.

•    Identify equipment that will need anchoring. Provide flood protection procedures for equipment that cannot be elevated or moved to higher ground.

©2000 Factory Mutual Insurance Company. Reprinted with permission. For more information on this subject, visit www.fmglobal.com or for related publications call (877) 364-6726 or (781) 255-4681.

ON THE WEB

"Blast Design for Terrorist Mitigation"
By James Cohen

The new FAA Eastern Regional Headquarters was commissioned in 1996 by the US General Services Administration as a design/build/

lease/manage/operate facility. To mitigate the effects of possible terrorist attacks, the building was required to withstand the effects of a nearby explosion. Among the many problems faced to meet this criteria was in determining the size of blast to be resisted. It was ultimately decided that the building should be able to withstand the pressures resulting from 1000 lbs of TNT within 300 feet of the building and 50 lbs of TNT at 100 feet. Analysis indicated that short term dynamic pressures of over 500 pounds per square foot would result from these theoretical bombs. The final design included doorways, windows and associated glazing specifically selected to withstand these extremely high forces. Dynamic analyses confirmed the heavily reinforced concrete construction could resist the explosions in a ductile, non-brittle manner. Redundancy in design provided the assurance that progressive collapse would not occur.

CRISIS COMMUNICATONS & RESPONSE

HELPING YOUR EMPLOYEES RESPOND TO EARTHQUAKES

Your employees are your most valuable assets. Helping them to protect their families and property will be your most important step in post-disaster recovery.

WHAT TO DO – During An Earthquake

If Indoors:

Take cover under a piece of heavy furniture or against an inside wall and hold on. Stay inside. The most dangerous thing to do during the shaking of an earthquake is to try to leave the building because objects can fall on you.

If Outdoors:

Move into the open, away from buildings, street lights, and utility wires. Once in the open, stay there until the shaking stops.

If In a Moving Vehicle:

Stop quickly and stay in the vehicle. Move to a clear area away from buildings, trees, overpasses, or utility wires. Once the shaking has stopped, proceed with caution. Avoid bridges or ramps that might have been damaged by the quake.

WHAT TO DO – After an Earthquake

• Be prepared for aftershocks.

• Help injured or trapped persons. Give first aid where appropriate.

• Do not move seriously injured persons unless they are in immediate danger of further injury. Call for help.

• Listen to a battery-operated radio or television for the latest emergency information.

• Remember to help your neighbors who may require special assistance – infants, the elderly, and people with disabilities.

• Stay out of damaged buildings. Return home only when authorities say it is safe.

• Use the telephone only for emergency calls.

• Clean up spilled medicines, bleaches or gasoline or other flammable liquids immediately. Leave the area if you smell gas or fumes from other chemicals.

• Open closet and cupboard doors cautiously.

• Inspect the entire length of chimneys carefully for damage. Unnoticed damage could lead to a fire.

HELPING YOUR EMPLOYEES RESPOND TO FLOODS

WHAT TO DO – During A Flood

If Indoors:

Turn on battery-operated radio or television to get the latest emergency information. Get your pre-assembled emergency supplies. If told to leave, do so immediately.

If Outdoors:

Climb to high ground and stay there. Avoid walking through any floodwaters. If it is moving swiftly, even water 6 inches deep can sweep you off your feet.

If in A Car:

If you come to a flooded area, turn around and go another way. If your car stalls, abandon it immediately and climb to higher ground. Many deaths have resulted from attempts to move stalled vehicles.

During An Evacuation

If advised to evacuate, do so immediately.

Listen to a battery-operated radio for evacuation instructions. Follow recommended evacuation routes – shortcuts may be blocked. Leave early enough to avoid being marooned by flooded roads.

After the Flood

Flood dangers do not end when the water begins to recede. Listen to a radio or television and don't return home until authorities indicate it is safe to do so. Stay out of buildings if flood waters remain around the building. When entering buildings, use extreme caution.

• Wear sturdy shoes and use battery-powered lanterns or flashlights when examining buildings.

• Examine walls, floors, doors, and windows to make sure that the building is not in danger of collapsing.

• Watch out for animals, especially poisonous snakes, that may have come in with the flood waters. Use a stick to poke through debris.

• Watch for loose plaster and ceilings that could fall.

• Take pictures of the damage – both to the house and its contents for insurance claims.

• Look for fire hazards such as broken or leaking gas lines, flooded electrical circuits, submerged furnaces or electrical appliances, flammable or explosive materials coming from upstream.

• Throw away food – including canned goods – that has come in contact with flood waters.

• Pump out flooded basements gradually (about one-third of the water per day) to avoid structural damage.

• Service damaged septic tanks, cesspools, pits, and leaching systems as soon as possible. Damaged sewage systems are health hazards.

HELPING YOUR EMPLOYEES RESPOND TO HURRICANES

WHAT TO DO – During A Hurricane Warning

Listen constantly to a battery-operated radio or television for official instructions. If in a mobile home, check tiedowns and evacuate immediately. Store valuables and personal papers in a waterproof container on the highest level of your home. Avoid elevators.

If At Home

Stay inside, away from windows, skylights, and glass doors. Keep a supply of flashlights and extra batteries. Avoid open flames, such as candles and kerosene lamps, as a source of light. If power is lost, turn off major appliances to reduce power "surge" when electricity is restored.

If Officials Indicate Evacuation Is Necessary

Leave as soon as possible. Avoid flooded roads and watch for washed-out bridges. Secure your home by unplugging appliances and turning off electricity and the main water valve. Tell someone outside of the storm area where you are going. If time permits, and you live in an identified surge zone, elevate furniture to protect it from flooding or better yet, move it to a higher floor. Bring pre-assembled emergency supplies and warm protective clothing. Take blankets and sleeping bags to shelter. Lock up home and leave.

WHAT TO DO – After A Hurricane

• Stay tuned to local radio for information.

• Help injured or trapped persons. Give first aid where appropriate. Do not move seriously injured persons unless they are in immediate danger of further injury. Call for help.

• Return home only after authorities advise that it is safe to do so.

• Avoid loose or dangling power lines and report them immediately to the power company, police, or fire department.

• Enter your home with caution.

• Beware of snakes, insects, and animals driven to higher ground by flood water.

• Open windows and doors to ventilate and dry your home.

• Check refrigerated foods for spoilage.

• Take pictures of the damage, both to the house and its contents for insurance claims.

• Drive only if absolutely necessary and avoid flooded roads and washed-out bridges.

• Use telephone only for emergency calls.

HELPING YOUR EMPLOYEES RESPOND TO TORNADOES

WHAT TO DO – During A Tornado

If At Home:

Go at once to the basement, storm cellar, or the lowest level of the building. If there is no basement, go to an inner hallway or a smaller inner room without windows, such as a bathroom or closet. Get away from the windows. Go to the center of the room. Stay away from corners because they tend to attract debris.

Get under a piece of sturdy furniture such as a workbench or heavy table or desk and hold on to it. Use arms to protect head and neck. If in a mobile home, get out and find shelter elsewhere.

If At Work Or School:

Go to the basement or to an inside hallway at the lowest level. Avoid places with wide-span roofs such as auditoriums, cafeterias, large hallways, or shopping malls. Get under a piece of sturdy furniture such as a workbench or heavy table or desk and hold on to it. Use arms to protect head and neck.

If Outdoors:

If possible, get inside a building. If shelter is not available or there is no time to get indoors, lie in a ditch or low-lying area or crouch near a strong building. Be aware of the potential for flooding. Use arms to protect head and neck.

If In A Car:

Never try to outdrive a tornado in a car or truck. Tornadoes can change direction quickly and can lift up a car or truck and toss it through the air. Get out of the car immediately and take shelter in a nearby building. If there is no time to get indoors, get out of the car and lie in a ditch or low-lying area away from the vehicle. Be aware of the potential for flooding.

WHAT TO DO – After A Tornado

•     Help injured or trapped persons.

•     Give first aid when appropriate. Don't try to move the seriously injured unless they are in immediate danger of further injury. Call for help. Turn on radio or television to get the latest emergency information.

•     Stay out of damaged buildings. Return home only when authorities say it is safe.

•     Use the telephone only for emergency calls.

•     Clean up spilled medicines, bleaches, or gasoline or other flammable liquids immediately. Leave the buildings if you smell gas or chemical fumes.

•     Take pictures of the damage – both to the house and its contents – for insurance purposes.

•     Remember to help your neighbors who may require special assistance – infants, the elderly, and people with disabilities.

HOW TO SUBMIT EDITORIAL

We invite you to submit articles for consideration for the Online and the 2001 GUIDE.

WE ARE SEEKING ARTICLES IN THE FOLLOWING AREAS:

Planning & Management

Information Technology & Telecommunications

Facility Issues

Crisis Communications & Response

WHEN CHOOSING ARTICLES, WE LOOK FOR…

• Articles that are "meaty" and practical

• Articles that address the needs of the novice and/or the experienced planner

• Articles covering the "basics" as well as cutting-edge issues and technologies

• Articles that include statistics, reports and supplemental references

WHEN YOU SUBMIT AN ARTICLE FOR CONSIDERATION…

Include the following:

• The proposed topic and category

• A brief summary of the topic and an outline of the article

• The audience to whom you are writing

• The training and expertise which qualifies you to write the article

ARTICLE ACCEPTANCE

Articles will be accepted after a peer review of the topic and outline. Articles accepted for publication may be edited before being published. Articles should be written following the Manuscript Guidelines available in the Online GUIDE. For more information, call (714) 558-8940, fax (714) 558-8901 or you can e-mail your questions to webmaster@disaster-resource.com.

TIMELINE

Articles submitted exclusively for the Online GUIDE will be reviewed throughout the year. Articles submitted for the 2001 GUIDE should be submitted by July 1, 2000.

A SAFE SCHOOL

Prevention starts by making sure the school campus is a safe and caring place. Effective and safe schools communicate a strong sense of security.

Experts suggest that school officials can enhance physical safety by:

• Supervising access to the building and grounds

• Reducing class size and school size

• Adjusting scheduling to minimize time in the hallways or in potentially dangerous locations (Traffic flow patterns can be modified to limit potential for conflicts or altercations.)

• Conducting a building safety audit in consultation with school security personnel and/or law enforcement experts (Effective schools adhere to federal, state, and local non-discrimination and public safety laws, and use guidelines set by the state Department of Education.)

• Closing school campuses during lunch periods

• Adopting a school policy on uniforms

• Arranging supervision at critical times (for example, in hallways between classes) and having a plan to deploy supervisory staff to areas where incidents are likely to occur

• Prohibiting students from congregating in areas where they are likely to engage in rule-breaking or intimidating and aggressive behaviors

• Having adults visibly present throughout the school building (This includes encouraging parents to visit the school.)

• Staggering dismissal times and lunch periods

• Monitoring the surrounding school grounds including landscaping, parking lots, and bus stops

• Coordinating with local police to ensure there are safe routes to and from school

Reprinted from the U.S. Department of Education’s "Early Warning, Timely Response: A Guide to Safe Schools."

Visit the Online GUIDE for more school safety information.www.disaster-resource.com

SIGNALS OF POTENTIAL VIOLENCE

Dr. Larry Barton, internationally known author and crisis communications consultant, has identified 10 signals that can alert a supervisor of a potentially violent employee.

Watch for These 10 Signals:

•     Withdrawal from the previous routine events.

•     Heightened compulsive behavior.

•     Blank stares or dazed looks.

•     Phrasing escalates (heightened anger and repetition of aggressive phrases).

•     Deterioration of personal appearance and hygiene.

•     Passive/Aggressive patterns (big swings in moods and behaviors).

•     Increasing isolationist.

•     Communicates fears/concerns to internal/external groups.

•     Retaliatory threats, jokes, etc.

•     Biting sarcasm combined with high self-confidence.

TOP SECURITY THREATS FACING CORPORATE AMERICA

The most significant potential threats to corporate security are more likely to come from within the organization than from outside company walls.

This according to the sixth-annual Pinkerton survey, "Top Secret Security Threats Facing Corporate America". Of the top ten most important security threats identified by security directors of Fortune 1000 companies, the first six are employee-related concerns, as seen below:

1.     Workplace Violence
2.     Crisis Management/Executive Protection
3.     Fraud and White-collar Crime
4.     Employee Screening Concerns
5.     Computer Crime:Hardware/Software Theft
6.     General Employee Theft
7.     Computer Crime: Internet/Intranet Security
8.     Drugs in the Workplace
9.     Unethical Business Conduct
10.   Property Crime (external theft, vandalism)

Visit the company’s web site at www.pinkertons.com.

TAKING SHELTER FROM THE STORM

Taking Shelter From the Storm: Building a Safe Room in Your House is a publication from FEMA, whose safe rooms concept demonstrates that by building a wind resistant safe room in hurricane prone homes, lives can be saved. This book includes construction plans and cost estimates, and can be ordered from FEMA as part of its Project Impact campaign. To order, call FEMA Distribution Center (800) 480-2550.

SAFETY MESSAGE GUIDE

The National Disaster Coalition, composed of the American Red Cross, FEMA, NOAA, the National Weather Services, NFPA, USGS and others, has published a guide, "Talking About Disaster," that contains standard safety messages that should be used by any person or group disseminating disaster safety information.

The guide can be downloaded at
www.redcross.org/disaster/safety/guide.html