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- Japanese EQ – What next? Focus on what is important.
- Insurance Recovery for Recent Earthquake and Tsunami- Related Losses in Japan
- When is Enough Planning Enough? Why Events Turn Into Disasters!
- Japan Earthquake and Tsunami
- Japan Earthquake and Tsunami Podcast
- The Japan EQ and Tsunami – A Strong Case for Preparedness
- Japan Earthquake and Tsunami: Facts and Figures
- The Great Japanese EQ – What we have learned already and what should you be thinking about before work on Monday
- Historic Quake Devastates Japan
- Lessons Learned: First Days
- Preparing for an earthquake
- Japan upgrades earthquake to 9.0; USGS keeps number at 8.9; Volcano erupts in the South of Japan; Rolling blackouts nine prefectures – Whew!
- The first supply chain shoe drops: no food, water, gas, electricity or body bags in Japan – the wealthiest Asian country dealt a major blow
- Disasters occur 24 hrs/day, 7 days/wk…where do you turn for info? What are some of the best sources for timely & accurate information?
- Special Reports of the 1995 Kobe Earthquake
- Initial Estimates of Claims from Japan Quake
- Covering the links broken in Japan’s supply chain
- Insurers Await True Picture of Japan Quake
- Japan: Disaster Pros Step up
- Gov't needs nuke and risk management expert to keep public informed
- Best 8 emergency preparedness maps: Nuclear fallout, Pa. earthquakes
- Japan's Earthquake, Tsunami and Nuclear Crisis: Some Considerations for Insurers
- Emergency Management and Health Physics
- Japan disaster: Recovery 'could take five years'
- Japan managers pass test in aftermath of earthquake
- Fallout of Japan nuclear crisis
- Earthquake Damages at the Japanese Port of Sendai
- Japan plant crisis hits close to home for U.S. nuclear workers
- And now it's time for the hard decisions
- After the flood: triage for disaster recovery
- JAPAN: Research cannot predict the worst - expert
- Airlines Change Course on Japan Travel
- Shock absorbers making buildings earthquake-proof
- Japan Catastrophe Should Cause USA to Re-Examine Policies and Standards
- Crisis in Japan: The Global Impact
- Japan's Crisis: What You Need to Know
- Companies Plan Evacuations in Japan
- Thinking About the Business Impact of the Crisis in Japan, Reluctantly
- Blackstone, BNP Evacuate Workers From Tokyo As Nuclear Crisis Worsens But Goldman And Citi Won't Leave
- Disasters’ Costs to Fall on Japan’s Government
- Climbing Numbers Offer Insight into Japan's Disaster Recovery
- Data centres face shut down in Japan
- Earthquake, tsunami and nuclear threats spur business contingency plans into action
- Japan's global firms strive for 'business as usual'
- Japan Earthquake Shows Business Reengineering Relies on Bogus Thinking Similar to Financial Engineering
- Japanese Earthquake (2011): Mother Nature Escalates the Worst Case Scenario
- Japanese EQ & Nuclear Plant Meltdown: Is this making you curious about radiation & ways to limit contamination? More than likely, yes.
- In Japan, the public bears most of the risk of earthquakes
- Official: U.S. safe from Japanese radiation
- From nukes to plastics — more economic effects of the Japanese quake, tsunami
- Many Japanese CE Facilities Damaged, Closed
- U.S. sends aid to Japan, reacts to deadly quake, tsunami
- Sensors detecting nuclear tests detect tsunamis, too
- Japan Quake Serves as Wakeup Call for IT Managers
- Hotel Crisis Management Needs Moving to the Next Level
- FEMA and Federal Partners Support States, Territories in Tsunami Response
- Expert Q&A: How Tsunami Warnings Work
When an 8.9 magnitude quake struck Japan on March 11, it triggered massive destruction and loss of life. The historic tremor was the strongest quake ever to hit Japan, and the fifth largest to strike any country since 1900. The country’s prime minister has said the crisis is the worst to strike Japan since World War II.
Recovery efforts began immediately to rescue thousands of citizens stranded in debris or swept away in the devastating tsunami that followed the quake. At last count, the death toll stood at 1800 confirmed deaths with an estimate of more than 9,000 still unaccounted for in the worst hit areas of the country. The tsunami brought waves of more than 23 feet in some regions.
Soon, the recovery efforts will move into the rebuilding stage. In the meantime, it is mind-boggling to watch as the country suffers such a blow. The images that reach us are heartbreaking. We watch as the photos and news coverage show entire towns destroyed, buildings crumbled like matchsticks, and villages washed away as a sea of rage sweeps through them.
The country’s problems are compounded by the damage to two nuclear reactors in Japan. Both stricken reactors were flooded with sea water as an emergency action to avoid full meltdowns of the nuclear cores. Japanese officials have said the release of radioactivity outside the plants has been modest, but still measures twice the level Japan considers safe. Massive evacuations of the areas surrounding the plants have continued for days since the tremor first struck.
The earthquake is estimated to be the most expensive quake in history. Early numbers say the total destruction is more than $100 billion. This includes more than $20 billion in damage to residences, $40 billion in damage to infrastructure and the rest comes from damage from fires and the tsunami.
The loss of life can never be recovered and many areas of Japan will never be the same. But as business continuity planners, we know there will be rebuilding and it will showcase numerous lessons learned for all of us around the globe.
In this special section, DRJ first wants to acknowledge the horrific loss of life and property that Japan has suffered. Secondarily, we are offering a place for information-sharing and an exploration of how disasters of this magnitude can affect a country on every level: humanitarian, economically, and environmentally.
Continue to check back over the next few days as business continuity experts from around the globe share their thoughts and ideas about the devastation in Japan. This is sure to be a fascinating look into a historic situation and the recovery process that follows.
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- Effective Preparedness through Strategic Exercise Programs
- Small Business Preparedness
- Growing Demand for Enterprise-Class Remote Replication and Disaster Recovery Strategies
- Disaster Recovery as a Service Becomes a Reality for Mid-sized Businesses
- Automating Data Protection, Disaster Recovery Creates Resilient Infrastructures
- The Future of Disaster Recovery as a Service
- A Culture of [Business] Continuity | Part II
- A Culture of [Business] Continuity | Part I
- Risk Management: What's in it for the Executive Suite?
- A rose by any other name
- Disaster Recovery: You Can Afford It
- The Advancement of Social Media
- Four Secure Remote Access Tips for Business Continuity Planning
- Homeland Security in America: Past, Present, and Future
- An Update on TC 223 and ISO 22301 (June, 2012)
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- Responding to Real-World Disasters
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- Business Continuity in Emerging Markets
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Directory (PDF)Questionnaire (Online Forms) 2014 Consultant Directory 2013 Form (Deadline: November 13, 2013) 2014 Emergency Notification Directory 2013 Form (Deadline: November 13, 2013) 2013 Other Services Directory 2013 Form (Deadline: February 14, 2014) 2013 Alternate Site Directory 2013 Form (Deadline: May 9, 2014) 2013 Software Directory 2013 Form, Mainframe Form (Deadline: August 8, 2014) * The information was compiled from results of a consultant questionnaire conducted by Disaster Recovery Journal. DRJ does not in any way endorse these companies or their services. All information included in the questionnaire was provided by the vendor. For further information on any specific information included here, contact the consulting company directly. Vendors who would like to be included in future directories should contact email@example.com
During much of the past 25 years, planners and consultants have proven their worth by producing documents – three-ring binders, Word files, Excel spreadsheets – to obtain a glorified checkmark from auditors to satisfy basic regulatory requirements and provide management a comfort level that “we’re covered.” In today’s fast-paced, hyper-competitive, global business environment, executives now ask a few questions: Does BCM make us money? Does BCM save us money? Does BCM benefit our customers? Is BCM only an elaborate satisfier of regulatory compliance? During tough economic times – when tax payers are the virtual owners of General Motors, AIG, Fannie Mae, and companies like Lehman Brothers, Bears Stearns, and Stelco no longer exist – executives are choosing not to fund BCM simply to meet regulatory requirements. They’re not interested in spending precious corporate funds to produce three-ring binders and documents in a SharePoint environment of dubious value. They refuse to spend a dollar more than
With 23 years of experience in software engineering Greg Povolny has developed technology for the Department of Defense, Pennsylvania's National Guard, and Florida's Department of Children and Families. He has seven patents for inventions with data interoperability. He is the founder of Mindshare Technology and the original architect of the SAMS technology and will use his experience and technology framework to deliver on state-wide solutions for emergency management and disaster preparedness. Phelan: What do you see as the needs of the not-for-profit sector that can be met with IT solutions? Povolny: From an IT perspective, the not-for-profit sector is left to its own devices with regard to emergency planning and disaster management. Often there is limited budget, lack of technology, limited or no standards and where technology solutions
Jeffrey M. Dato, MBCP Vice President, Risk Management and Corporate Real Estate Pinnacle Airlines Corporation Congratulations! By reading this, you are taking the first step along the journey to better understanding of how an effective business continuity program can affect (directly or indirectly) who you (as a company) are, how and with whom you do business, and which strategic direction to follow in order to minimize downside exposure to operational and reputational risk. The recent SEC ruling requiring companies to document risk management issues with their proxy statement underscores the scrutiny offices and directors are under with regards to managing their business in a prudent manner. That venue is an excellent opportunity to showcase the lengths your organization is going to ensure operational resiliency and how you value all stakeholders when considering strategic decisions. Your resiliency vehicle, business continuity management (BCM), is just one component of managing enterprise risk, typically tied to an enterprise risk management (ERM) program. As with ERM, linking BCM to your corporate mission statement
google.load("jquery", "1.3"); ADVERTISEMENT Do you know how much downtime costs your company every year? Most companies are shocked when they find out. A study by Infonetics Research* found that medium businesses (101 – 1,000 employees) are losing an average of 1% of their annual revenue, or $867,000, to downtime, with an average of nearly 140 hours of downtime every year. In addition to the financial losses, downtime creates a number of other risks including lost productivity due to idle employees, loss of customer confidence, liability and fraud due to lost records and data, and safety concerns due to no surveillance or critical communications. So what is 1 hour of network downtime worth to your company? Having a continuity of communications plan in place should minimize the risks of network downtime, and help organizations like yours focus on their core business. To be effective, it should meet some basic criteria: Provide cost effective broadband access for multiple applications Provide near 100% uptime per remote locations Establish an always on back
DRJ Proudly Presents In lean times, it is important to find low-cost solutions for your tough problems. DRJ has compiled material to assist you in finding information quickly and easily from industry experts. Service providers are an invaluable resource for low-cost solutions. We have assembled suggestions and recommendations from several vendors. These solutions offer an opportunity for you to view what is available and how it might help in your organization. For additional information on anything listed, please contact the vendor through the information provided. In addition, you will find a variety of articles from the DRJ archives. Each includes different tips and recommendations for cost-cutting, budgeting, reducing expenditures and more. "Appeared in DRJ's Winter 2009 Issue"