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Wildfires a Reminder to Update Disaster Preparedness Plans

Raging across the country, threatening businesses and residences alike, wildfires are a reality, burning a reported 1.

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9 million acres in the U.S. so far this year. West of Santa Barbara, firefighters have battled an intense fire for almost a week. Wildfires are also burning in Arizona and New Mexico. In Canada, the Fort McMurray blaze burned for weeks and scorched some 2,400 square miles of land—more than 1.4 million acres. In five of the past 10 years, in fact, wildfires have ranked among the top 20 worldwide loss events.

Interstate2

Companies that haven’t already done so may want to assess the impact such a disaster could have on their business as well as what actions can be taken to mitigate damage.

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While most businesses believe they are prepared for a fire, especially if their building is equipped with fire alarms, fire extinguishers, smoke detectors and an evacuation plan, these measures may not be enough when stress and confusion take over, according to Interstate.

Organizations could face utility interruption, impacting gas and phone syDocument recovery3stems; they may have flooding from sprinklers, which, mixed with soot, can cause other complications; there may be smoke damage, which can by carried throughout a building through air conditioning systems; and there can be chemical residue from fire suppression systems.

There also may be asbestos hazards from older building materials, ceiling and floor tiles and pipe insulation.

Planning ahead for data loss resulting from damaged computers and burned paper documents is also advised.

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Interstate lists four questions companies need to ask in advance of such a disaster:
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Building a Better Continuity Plan for Hurricane Season

According to the Federal Emergency Management Agency, 40% of businesses do not reopen after a disaster and another 25% fail within one year. As September is not only the beginning of hurricane season, but also National Preparedness Month, the Insurance Information Institute and the Insurance Institute for Business & Home Safety have released a new infographic highlighting some of the crucial steps businesses should be taking to fortify against natural disasters.

“Businesses that plan for a disaster have the best chance of surviving, and that starts with identifying the potential risks,” said Loretta Worters, a vice president with the I.I.I. “Large businesses have risk managers, but small business owners have to be their own risk managers and, working with their insurance professional, determine the right type and amount of insurance to be able to recover from a disaster.”

“It is also critical for small business owners to create and/or update their business continuity plan and work with employees so they are prepared for the potential effects of a disaster,” said Gail Moraton, business resiliency manager at IBHS. “Taking time to do this now will save money and time later.”

hurricane preparedness business continuity

Risk Management and Business Continuity: Improving Business Resiliency

Preparing for and responding to negative events, from the mundane to the catastrophic, from the predictable to the unforeseen, has become a fact of life for businesses and governments around the world. We don’t have to look any further than the seemingly daily reports of cyberattacks on governments, corporations and individuals to comprehend the severity of the problem.

Tackling these risks requires an integrated and holistic framework with the capability to identify, evaluate and adequately define responses to the circumstances. For more and more organizations, this means adapting an enterprise risk management (ERM) model. ERM seeks to identify all threats—including financial, strategic, personnel, market, technology, legal, compliance, geopolitical and environmental—that would adversely affect an organization. This holistic approach gives organizations a better framework for mitigating risk while advancing their goals and opportunities in the face of business threats. But in order to implement and continuously manage this enterprise-wide model there is a critical need for closer integration of two typically distinct roles within the organization—business continuity management (BCM) and risk management. Together, these two vital elements make up a robust ERM plan and have a tremendous impact on an organization’s ability to contend with interruptions to the execution of organizational activities.

Put in the simplest terms, risk management is concerned with minimizing the probability of and destruction caused by negative events. Operational risk management, as the name implies, must cope with interruptions at the operational level. Recognizing that there are inherent imperfections in systems, people, facilities and general operational functions, the essence of operational risk management is to negate or reduce the probability of an incident occurring. Focusing upon incident-specific, site-specific analysis of potential causes of interruptions, risk managers seek to preclude incidents from occurring. If elimination of the risk is not possible, the focus moves to minimizing the results of the negative event.

For example, suppression systems reduce the risk of operational disruption caused by fire damage. Redundant equipment decreases the possibility of operational interruption resulting from machine breakdown and redundant communications help maintain connectivity. By analyzing past events and examining known hazards (defined flood plains, hurricane-prone areas, construction sites, earthquake areas and terrorism-prone areas) operational risk management seeks to avoid the occurrence of negative destructive events.

But creating strategies to minimize the probability that an event will impact an organization certainly will not prevent the incident from taking place. No degree of preparation can stop a tornado, tsunami or other massively destructive event.

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So understanding that every incident is not preventable, our other line of defense is to minimize the impact. That’s where BCM comes in. BCM is concerned with minimizing the impact upon the entity after an event occurs and restoring the organization to its normal operations and delivery of products and services as quickly and safely as possible. In short, BCM helps maintain the viability of an entity under duress.

Because it is event-neutral, BCM is able to categorize effects into four distinct categories:

  • Effects on facilities, making them inaccessible or unusable
  • Effects on operational capability, such as supply chain interruptions, processing errors or staff unavailability
  • Effects on technology
  • Effects on the organization itself, ranging from financial problems to intellectual property rights.

When an event inevitably does occur, the optimal goal is to make any business interruptions imperceptible to those outside the affected organization. Here’s an example of how risk management and business continuity management, working together, enabled an organization to achieve that goal:

One of the world’s most important foreign exchange dealers realized that, as an occupant of a high rise building, it could not control the consequences of all incidents that might impact its ability to service its customers, which were some of the largest financial institutions in the world. A review by the company’s risk manager determined that there was a likelihood of an interruption in service as a result of construction work in the surrounding area. To reduce the risk, it was recommended that they install redundant lines and route them through alternative conduits into the building. So they undertook building redundancy in their telecom network. In addition, the risk of server failure was similarly high and so mirroring was implemented to duplicate all transactions and ensure that no data would be lost in the event of a failure of the building’s infrastructure.

Despite all the precautions to reduce risk, what risk management couldn’t control was an East Coast blackout that terminated power to its operation.

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Recognizing the impact that a loss of power could have, including the loss of use of the facility, the business continuity professional determined that a robust contingency plan was required.

The business continuity plan included a strategy that automatically forwarded incoming calls to another facility outside the U.S. and also provided connectivity to its back-up technology center. When the blackout hit, the business continuity plan worked exactly as tested. Phones were switched, systems were accessible and, best of all, customers never knew the difference. The company was actually more prepared than many of its customers who failed to provide similar capabilities and had to cease trading.

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The combination of risk management and business continuity provides the level of resiliency that most organizations must achieve in light of the uncertainty that exists today. The blend will reduce uncertainty and promote a more stable operating environment.

Managing, Protecting and Recovering Critical Documents

(Rob Schmidt is business development manager at Rapid Refile, a document reprocessing company headquartered in Allentown, Pennsylvania.)

An often overlooked part of the massive losses suffered by businesses, academic institutions and other organizations as a result of fires, floods and other severe weather is the damage to critical records and documents. By not protecting and insuring these documents, organizations can face significant business continuity losses and compromised client services. There are several important steps that prudent risk managers can take to ensure that their critical documents are managed properly and protected as much as possible from a potentially damaging event.

1. Understand Document Retention Requirements and Dispose of Unnecessary Documents
Document retention requirements are determined by city, state and federal regulations, and can vary by document type. A general rule of thumb is that financial records should be kept for seven years. Health records for children must be retained for 25 years. Deeds and loan documents must be kept permanently. Establishing a consistent base volume of stored records and documents can help determine the necessary level of insurance coverage. The longer the retention period, the greater the risk so purging those documents that are not necessary to retain can reduce the risk that damage will occur.

2. Assess Document Exposure
Determining the level of document exposure depends on the answers to several questions. First and foremost, what is the volume of critical documents? The more documents stored, the greater the cost to insure them. The more densely they are stored, the greater the localized risk.

What type of recovery service is necessary? This answer will vary from business to business. If original documents are required, they will likely be returned after drying and cleaning with visible signs of damage, such as stains and bleeding of ink. This may be fine for archived files, but may cause problems for businesses such as medical facilities, law and accounting firms, and their clients. In another instance, a mortgage title company may likely want a drying, sterilization and cleaning option even when their documents are affected by Category III water (highly contaminated water such as sewage or floodwaters, also known as blackwater). Faced with the same dilemma, a medical facility is likely to prefer reproduction or imaging.

Is immediate access to documents important in the wake of a calamitous event? This will determine which of the two basic techniques for document drying is most appropriate. Vacuum freeze drying provides the best results for books and clay-coated paper. However, capacity is limited by the size of the drying chambers and backlogs can quickly develop if a document recovery specialist relies solely on this method. Desiccant drying effectively processes large quantities of documents, but causes wrinkling and requires trained technicians to avoid secondary damage to documents during the recovery process.

The information gleaned from the answers to these questions can be extremely useful in determining the potential cost of document and record restoration. However, there is no standard formula or computer model to generate cost estimates. Instead, the quantity of documents required for retention and the qualitative requirements of that retention are used to develop a hypothetical, industry-average cost estimate for a worst-case scenario loss.

It is important to remember, however, that any assessment of this kind cannot determine the cost of a total loss. Establishing the cost of drying 100 boxes of documents submerged in water for two days is doable. Understanding the cost of recovering those 100 boxes after they have been burned to ash is not.

3. Ensure Adequate Insurance Coverage
The cost of insurance is typically determined by the cubic feet of stored documents and records to be covered. A range of 0 to ,000 per cubic foot can provide a general low-to-high estimate of coverage needed.

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Depending on the potential needs within that range, the type of coverage is another critical consideration.

Many insurance policies will specifically exclude coverage for documents under the contents verbiage of the policy. Instead, insurers want customers to address specific coverage of documents under the valuable papers portion of the policy. Valuable papers coverage is often described in the policy as the time to research, verify, and recreate files or information that have been damaged in a loss. Valuable paper coverage is broad and often will address the issue of document reproduction or imaging.

Valuable papers coverage is a reasonable “extension of coverage” on insurance policies, with coverage amounts ranging from $25,000 for standard coverage to several million dollars for specialty classes of businesses. Standard limitations may be adequate for small losses, but most likely will not be adequate to cover a major loss that would require the treatment of large numbers of documents. Ironically, the rule of thumb in the document restoration business is that the average client is under-insured.

Often, the key variable is how the adjuster will interpret the policy. Some adjusters will allow drying and cleaning documents to fall under business personal property coverage because the documents are tools used for conducting business.

This enables the original documents to be dried and/or cleaned and returned to use. The argument is documents such as medical charts are not just valuable papers or papers per se.  The information on them is organized, regulated in how it can be amended or altered, and the charts must be bound in specific manner.

An important element of adequate insurance coverage is the quality of the claims handling process, which can be defined as the immediate response to the loss.

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Specific wording to this effect in the insurance policy will help, as will periodic meetings among the insured customer, insurance professional and document restoration firm over the course of the policy period.

4. Preselect the Right Document Recovery Firm
There are only a handful of qualified document recovery firms in the United States.  Preselecting one of them is not a process that should be taken lightly. Risk managers, who are serious about defining their exposure, should conduct in-person interviews with key document specialists — as opposed to area representatives or sales people — from the firms they are considering.

There is no standard pricing in the document recovery industry.

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Basic services are typically measured by the cubic foot. However, one firm may charge $40 per cubic foot for drying and $35 per cubic foot for labor, handling and packaging, while another will charge an all-inclusive $72 per cubic foot for these services.

There are a number of differentiators among these firms in addition to price. Do they have the capability to handle a document restoration project on-site if necessary? What security measures do they employ — both on-site and in their plant? How quickly can they respond to a loss and provide a complete quote for the work? What is their backlog? Can they provide access to documents during the recovery process? Do they do the work in-house, which is preferable to ensure a timely response and open lines of communications between client and document recovery firm, or do they subcontract to another vendor? Do they itemize invoices, including all services and supplies? Are they appropriately insured, including sufficient pollution coverage?

Lastly, there are a number of external signals about a document recovery firm’s qualifications. Firms that are preferred vendors with well-known national insurance carriers have qualified on the basis of security, financial stability, quality control and accountability. Letters of recommendation from previous clients is also a good indicator of past performance.