Disaster Recovery Journal

I've been in this business for a tad more than 15 years.

I'm pretty good at what I do and I think, when I consider threats to an organization, I identify most most of them.

But sometimes things either get "missed" or given less attention than they deserve.

Continues at http://johnglennmbci.blogspot.com/2012/01/erm-bc-coop-value-of-sharing.html

In an article headed "TEPCO shareholders to sue utility's directors for 5.5 tril. yen",  42 shareholders of Tokyo Electric Power Co. may sue the directors on their own for 5.5 trillion yen.

The stockholders contend that TEPCO calculated in 2008 that a tsunami of 15.7 meters could hit the nuclear power plant if a magnitude-8.3 quake occurred off Fukushima Prefecture, the board members failed to take countermeasures such as raising the height of tsunami barriers protecting the plant.

The tsunami that damaged the Fukushima was the result of a 9.0 earthquake.

The stockholders said that if they prevail, they will use the funds to compensate victims of the crisis.

While the stockholders' action may have to play out in court - did the board have any reason to suspect a stronger earthquake possible in the region? - the lesson for risk management practitioners is simple:
Article continues at http://johnglennmbci.blogspot.com/2012/01/erm-bc-coop

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My email just delivered notifications that a version of the avian influenza - bird flu - is making the rounds.

In separate emails , I read that

*  A Chinese bus driver who tested positive for the H5N1 bird flu virus died Saturday in a city bordering Hong Kong, health officials said, in the country's first reported case of the disease in humans in 18 months.

*  The Ministry of Health and Population of Egypt has notified WHO of a case of human infection with avian influenza A (H5N1) virus.‪ The case is a 29-year-old male from Dakahlia Governorate. He developed symptoms on 8 December 2011 and was admitted to hospital on 15 December 2011, where he received oseltamivir treatment. He was in critical condition and died on 19 December 2011.
It's time to dust off those Pandemic Plans so carefully crafted in 2008 and start the update process.

If the organization really is risk conscious, it won't have a Pandemic Plan.

Blasphemy? Heresy?

Not really.

Continues at http://johnglennmbci.blogspot.com/2012/01/erm-bc-coop-dust-off-pandemic-plans.html

For most people, holidays are a time away from the workplace.

A time to focus on things other than "The Job."

For the risk management practitioner, holidays are a risk.

LOW LEVEL RISKS

Some risks are have a relatively low level impact if - rather "when" - they occur.

The most frequently occurring risk is absence of decision makers.

Article continues at http://johnglennmbci.blogspot.com/2011/12/erm-bc-coop-holidays-as-risk.html

The 1942 Pearl Harbor Congressional Report lists 25 deficiencies, many of which have value equally to business continuity and emergency management practitioners.

Perhaps you'll find something here you can use in your role preparing Americans for the worst.

Below are those 25 deficiencies - how far have we come?

Continues at http://johnglennmbci.blogspot.com/2011/12/erm-bc-coop-lessons-from-1942-for-erm.html

In a Wall Street Journal copyrighted article at http://tinyurl.com/88h2q2h, organizations learn that under certain circumstances angry employees can say almost anything they wish against their past or current employer with impunity.

If the employer acts against the employee, the organization may face charges from the National Labor Relations Board (NLRB).

Continues at http://johnglennmbci.blogspot.com/2011/12/erm-bc-coop-unsocial-media.html 

It's not the first time I have suggested that government - at all levels - should be considered a risk to the organization.

Usually we think of government making a rule that restricts the organization's business or adds additional regulations . . . and costs.

When most of us think of vendor risks we think of a vendor failing to meet its Service Level Agreement (SLA) with our organization.

The SLA can cover a product or a service.

Interestingly, the product or service might not be considered critical - until its needed "yesterday." (Forms for bills, for example, or checks to pay bills.)

Smart organizations ask critical vendors if they have business continuity plans. Very smart organizations ask the vendors to supply the plans or at least basic plan information.

Most of the time, the interest in the vendor ends here.

It should not.

Continues at http://johnglennmbci.blogspot.com/2011/11/erm-bc-coop-vendor-risks-more-than.html

The other day I was asked if I had done any plans for a specific industry.
I took the question at face value: have I done any plans for an industry, as in "industry association."
The question could have been less global and concerned with a specific organization in the industry (e.g., natural gas exploration) or a specific function of the industry's members (e.g., manufacturing mil-spec monel 16-inch 3-way valves with electronic control modules).
There are lots of ways I could have considered the question.
But in each case, the answer was the same: "Yes."
Continues at http://tinyurl.com/7zte6z4

JetBlue, the low cost airline, is facing stiff penalties for letting roughly 100 passengers sit in a plane on the ground for seven - 7 - hours.

The food and drinks apparently ran out and the bathrooms apparently were at capacity, so passengers were more than a little "uncomfortable."

The question is not "What happened?" but "Why was it allowed to happen?"

Continues at http://tinyurl.com/4y85mrs