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Expect the Unexpected: Mitigating the Risks of Natural Disasters

As we’ve seen with the recent Kilauea volcanic eruption and last year’s catastrophic hurricane season, natural disasters are becoming more frequent and dramatically more powerful. In fact, NOAA recently reported that weather and climate disasters reached an all-time high in damage costs within the United States, exceeding $300 billion in 2017.

In the face of these increases, companies have a social responsibility to maintain a strong disaster recovery strategy. How can your company prepare to combat the risks from these seemingly unpredictable events? Implementing a proactive risk management approach can help companies better prepare themselves, their employees and their communities to minimize damage and loss in the face of these destructive events. But these strategies cannot simply be created when a natural disaster strikes. As with anything, careful planning before a catastrophe happens is vital to the continued health and success of a business.

When developing these strategies, it is imperative that both pre- and post-disaster planning is  included in the mix, as each plays a critical role in ensuring your ongoing operations.

Maintain a pre-event strategy
It’s important to remember that when natural disaster strikes, there are both direct and indirect costs to a company. How you plan and address these costs can either save or destroy your business.

With today’s technology, we have the ability to monitor most natural disasters and maintain a better idea of when and how hard they will hit. This isn’t always the case, however. While hurricanes can take time to form before making landfall, oftentimes tornadoes and wildfires happen overnight, making it critical to have disaster plans in place before a disaster strikes.

There are three main areas companies should consider when creating a preemptive disaster strategy: 1) supply chain, 2) employees and 3) business infrastructure.

Maintaining a timely and accurate risk strategy for your company and your employees is incredibly important to protect all of these assets. First, it can help protect your supply chain by providing time to divert your supply chain operations from problem areas.

Additionally, it is imperative to be mindful of conditions affecting your various suppliers and how their potential risks can affect your operations.

Armed with this knowledge, you can proactively develop supply chain diversion strategies to maintain efficiency and production. While you may not have the threat of a natural disaster, one of your largest suppliers might. So think ahead, make a back-up plan and monitor both your own operations and those of your supply chain.

As we all know, employees are central to each and every business. An established risk mitigation strategy will include notifying employees so they have time to protect themselves and their family. It can also help management decide if and when to send employees home to help keep them safe.

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Finally, a preemptive strategy needs to consider the effects of disaster on business infrastructure. How will you prepare your building and operations for the threat of a flood or tornado? Do you have access to the proper reinforcements and equipment to accomplish these preparations? A well-established pre-event risk management strategy can help with these issues and also minimize damage so that you are not left picking up the pieces of what could have been a protected building or warehouse.

Implement a proactive post-event strategy
When developing a post-event disaster plan, the best strategy is to think long-term, as short fixes are just that—short fixes.

Consider the upstream impact of the disaster. Damage to raw materials and supplier areas can amount to huge indirect costs. So how can you avoid this? One way is by ensuring your pre-event plan is efficiently put into effect and is able to redirect any necessary supplies. It is also imperative to have a successful remediation strategy in place to recover from the effects of a disaster for both your operations and those of your supply chain. Be prepared to re-establish your supply chain and be sure it is completely intact post-disaster.

Many disasters also have long-lasting impacts that cause companies to have a lengthy rebuilding process. Have a plan for secondary supply chain options to ensure ongoing operations in case a supplier is out of service for a longer period of time. The problems don’t end when the disaster ends, so be sure to build out contingency plans for your operations through the potential recovery months.

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Your post-event remediation strategies must also consider your physical office environment. Ensure there is a plan to check that equipment is operational and know how to repair or find replacement equipment to get operations up and running as soon as possible. Focus on rebuilding the business ecosystem from supply chain, to operations, to your employees.

Finally, consider how you will get your employees back to work, and not just for the immediate future. Invest in your employees, and they will invest in you. After natural disasters, your employees could be facing damaged or destroyed homes, the loss of loved ones and even personal injuries.

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Look at what the company can do to help ensure their well-being so that they are willing and able to return to work.

Inevitability doesn’t have to mean susceptibility
Regardless of location, natural disasters are going to occur that affect you and your business to some extent. That is a fact of life. But it doesn’t necessarily mean that your company is susceptible to the significant damages and costs associated with these disasters.

Maintaining open lines of communication with your leadership and employees will help you develop and implement a strategic plan before and after nature takes its course. As we face the upcoming hurricane season and other inevitable disasters, it is better to mitigate the risks and susceptibility so that your “in case” plan doesn’t become “we should have.”

Coastal High Tide Flooding Escalates, NOAA Reports

According to the third U.S. National Climate Assessment, “Global climate is changing and this is apparent across the United States in a wide range of observations.” Rising temperatures leading to increasingly high sea levels have changed coastal flood patterns, leading to more frequent high tide flooding, the National Centers for Environmental Information (NOAA) said in its National Climate Report’s 2018 Outlook of coastal flooding.

“As a whole, high tide flood frequencies during 2018 are predicted to be about 60% higher (median value) across U.

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S. coastlines as compared to trend values at the start of this century (i.e., year 2000),” NOAA said.
More than one quarter (27) of the 98 U.S. coastal locations examined tied or broke their individual records for high tide flooding in 2017. The NOAA report found that the Southeast Atlantic coast is now experiencing the fastest rate of increase in annual high tide flood days, with more than a 150% increase since 2000 predicted in 2018 at most locations.

The top five cities that broke records with the highest number of flood days across the United States were: Boston, Massachusetts; Atlantic City, New Jersey; Sandy Hook, New Jersey; Sabine Pass, Texas; and Galveston, Texas. “These cities faced the brunt of an active nor’easter and hurricane seasons and sea level rise, which has made these and other less extreme events more impactful,” NOAA said.

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According to NOAA:

  1. During the 2017 meteorological year (May 2017-April 2018), the U.S. average number of high tide flooding days was the highest measured at 98 NOAA tide gauges. More than a quarter of the coastal locations tied or broke their individual records for high tide flood days.
  2. Water reached a flooding threshold at NOAA tide gauges a record-breaking number of times in the Northeast and the Gulf of Mexico due to a combination of active nor’easter and hurricane seasons combined with sea level rise, making these events more impactful.
  3. The projected increase in high tide flooding in 2018 may be as much as 60% higher across U.S. coastlines as compared to typical flooding about 20 years ago and 100% higher than 30 years ago. This is due to long-term sea level rise trends and, in part, by El Nino conditions that may develop later this year.
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Implications of Flood Risk

Across the vast geography of the United States, flood is no stranger to any of the states. From the March 2018 Nor’Easters that slammed the East Coast to the numerous storms and hurricanes that have swept across the country, both coastal and non-coastal regions are all at risk of flood.

FEMA reports that 98% of the U.S. counties have been impacted by a flooding event in the past, and 2016 and 2017 are examples of both the frequency and severity that the peril poses. According to Munich Re’s Geo Risks Research, there were more floods in the U.S. in 2016 than any year on record. Hurricane Harvey, the eighth named storm in the 2017 Atlantic hurricane season, caused large flood losses and is reported as the second costliest hurricane in U.S. history after Hurricane Katrina. Major losses from Katrina were caused by flooding due to levee failure.

The National Flood Insurance Program (NFIP) was enacted by Congress with three main pillars: affordable insurance, floodplain management and flood mapping.  Since its inception, the program has helped thousands of home owners with total claims exceeding $65 billion. The NFIP’s role in aiding homeowners was evident during the weeks and months following Hurricane Harvey. According to FEMA, as of January 2018, more than 91,000 NFIP policyholders had filed claims for Hurricane Harvey, and FEMA has paid more than $7.6 billion in losses to those policyholders. the economic losses of Hurricane Harvey, however, are likely to reach $85 billion. Even after considering the commercial insured losses, the gap between the insured and economic losses, known as the “protection gap,” is huge.

Based on events like Hurricane Harvey and Superstorm Sandy it is likely that as many as 80% of the homes in Houston were not insured for flood. In fact, according to the Insurance Information Institute, only about 12% of the home owners in the United States purchase flood insurance; this statistic is even lower in inland states. The number of NFIP policies in the Mississippi River states (which excludes Louisiana) is about 5% of the total NFIP program. Using current building stock data from Homes.com, this would make the purchase rate for flood insurance in the Mississippi states at less than 2%.

Why is there such a large protection gap and why is it important to narrow this gap?

A Floodzonedata.us study by the New York University (NYU) Furman Center found that there are about 6.9 million housing units within the 100-year flood plain as defined by FEMA. According to a February 2018 scientific study in IOPscience, however, “Estimates of present and future flood risk in the conterminous United States,” the actual number of exposed houses could be as high as 15.4 million. In addition, a September 2017 audit by the Department of Homeland Security Office of Inspector General noted that, as of December 2016, only 42% of FEMA’s flood maps are up to date and valid. Both Superstorm Sandy and Hurricane Harvey demonstrated several instances of FEMA maps being inadequate to evaluate the extent of flooding.

Extreme events like Harvey should be viewed as an opportunity for resilience initiatives.  Jeffrey Heberg, Chief Resilience Officer for New Orleans, notes that the key to resilience is insurability. In fact, studies highlight the importance of high insurance penetration and the correlation to strong resilient countries.

The stark contrast in the insurance penetration between Chile, Haiti and New Zealand provides an example of the impact the insurance industry can have towards financing the losses from major catastrophes. Following earthquakes in 2010, New Zealand and Chile showed faster recovery due to high insurance penetration and thus the ability to absorb losses, whereas Haiti went through a very slow recovery process due to the lack of catastrophe (re)insurance.

While insurance is an important factor, financial resilience through insurance is not enough. There is a further need for a comprehensive approach to mitigate severe natural catastrophes. This is when public private partnerships (P3s) play a crucial role. In New Zealand, the government-owned earthquake commission, with reinsurance in the global market, resulted in insurance penetration of up to 80%. A similar example of P3 in the United States is the reinsurance protection sought by FEMA to reinsure the NFIP against extreme events.

Public private partnerships rely on the government’s ability to ensure adequate loss prevention, build physically resilient structures and implement forward-looking municipal planning (such as futuristic view of flood maps and flood plain management). If people reside in and build more resilient structures, not only can it help save lives, but the cost of insurance could be less, and the probability of loss and recovery time will be less for communities.

It is not only important to focus on building resilient communities to help protect them from natural catastrophes, it is now becoming a crucial requirement for cities and states.  Standard & Poor’s emphasizes the importance of disaster insurance arrangements on sovereign financial resilience. The September 2015 Standard & Poor’s Rating Report notes that a lack of insurance coverage for significant catastrophic events could negatively impact sovereign ratings resulting in a downgrade. As recent as November 2017, Moody’s reported the incorporation of climate change into its credit ratings for state and local bonds. This would mean that communities, cities and states may get downgraded unless they show sufficient adaptation and loss mitigation strategies.

The time for resilience is now. As geographic regions that were once sparsely populated are now filled with burgeoning cities there is so much more at risk from today’s extreme weather events. Insurance can play a role in helping communities recover. Insurance alone, however, is only a partial solution. We also need to build resilient communities to help mitigate the damage caused by flood.

Business Continuity Awareness Week Takes On Emergency Preparedness

Resilience is constantly on the minds of risk professionals. If last year taught us anything—between ransomware attacks, natural disasters, and pandemics, just to name a few examples—it is that businesses have unlimited reasons to plan for major disruptions.

To help professionals address emergency preparedness, the Business Continuity Institute (BCI) has initiated the annual Business Continuity Awareness Week (BCAW), May 14 through May 18. The online event will feature 29 webinars tackling a variety of issues under the resiliency umbrella, including crisis leadership, workplace recovery and data breaches that will be hosted by BCI members and organizations such as Amazon and Google. Additionally, BCI will host three onsite launches for its organizational resilience manifesto in London, Toronto and Sydney.

BCI uses the global event as a vehicle to raise awareness of the profession and demonstrate the value effective business continuity management can have to organizations of all sizes. The organization is also hosting a blog writing competition and a photo face cut-out contest with Amazon vouchers for prizes.

Other resources include BC24, an interactive roleplay game where you and up to five colleagues can test your responses in an emergency and tackle the challenge of recovering after an incident. The game is designed to encourage critical thinking about the importance of decisions made in a crisis and demonstrates how these decisions can impact the wider organization. There is free access to the game for the month of May only.

In an effort to bring BCAW awareness into the workplace, BCI advises risk managers to initiate campaigns in their companies, with suggestions including:

  • Run an exercise. You can use BC24 or devise your own exercise to ensure that employees and colleagues are informed on what to do during an incident.
  • Host Q&A sessions. These can be in-person or on social media channels. Asking your staff important questions relating to your incident response strategies can help in identifying your training needs.
  • Circulate your documentation. Does your staff know where to find your business continuity plans? Why not circulate them to everyone, asking for feedback or questions.
  • Hold competitions. You put some fun into learning by holding your own contests. Devise a quiz relating to your business continuity plan, or even send staff members on a scavenger hunt for clues relating to an incident.
  • Host a webinar. BCI will host webinars throughout BCAW, however, there may be a topic relevant to your organization or discipline that it does not cover. You can contact the BCI with questions on how to host a webinar and the best ways to engage your staff.
  • Publish white papers. Every organization approaches disaster recovery in a slightly different way. You can share your analysis with staff members by publishing white papers from various disciplines. This raises awareness about resilience and helps employees understand your organization in more depth. You can email yours to BCI here, and it may publish via its news channel through BCAW.
  • Social media. Social media campaigns will be running throughout the week, asking questions about business continuity and organizational resilience. Tweet BCI at @thebceye with your BCAW activities to inspire other organizations.