Workplace Violence from Hurricanes and Other Disasters
October 2005
When we think of workplace violence, we typically
think of employees performing violent acts on other employees. But violence
can come from other sources as well, such as acts of terrorism or natural disasters,
and these acts can have a profound effect on a business's ability to survive.
by James
N. Madero, Ph.D. and David A. Smith
Violence Prevention
International
The terrorist attacks on September 11, 2001, and more recently Hurricanes
Katrina and Rita this year, have had a profound effect on just about every aspect
of American life. Thousands of newspaper stories, magazine articles, and television
and radio programs have brought the horror of these events into almost every
home in the country. To a certain extent, these events have served as wake-up
calls and have called into question the country's readiness to deal with terrorism
and disasters both at a personal and business level. The focus of this article
will be on America's businesses. Can they survive terrorism and other disasters,
or are they at the mercy of these horrible events?
Terrorist attacks are not limited to flying airplanes into high-rise office
buildings or setting off suicide bombs in crowded public places. It is important
to know that terrorists can have multiple targets and methods. Among the more
likely targets are the following.
- Airplanes and airports
- Bridges and dams
- Defense contractors
- Government buildings
- Malls and major shopping areas
- National and internationally recognized companies
- National icons
- National monuments
- Nuclear facilities
- Schools and schoolyards
- Ships, shipyards, and harbors
- Trains and rail yards
Methods of attack can include:
- Airplane crashes
- Biological viruses and bacteria
- Chemical agents
- Internet interruption and destruction
- Military type actions
- Rocket launchers and other weapons
- Sabotage
- Suicide bombers
- Vehicle bombs
Lessons Learned
Some valuable lessons were learned from the events of September 11, 2001.
Among these were the following.
- There can be significant numbers of causalities and damage to buildings
and infrastructures.
- Employers need up-to-date information about their medical needs and
how to contact designated beneficiaries.
- Heavy law enforcement involvement at the local, state, and national
level is critical.
- Medical and mental health resources in affected communities can be stretched
to their limits and even overwhelmed.
- Workplaces and schools may be closed for prolonged periods of time.
- Domestic and international travel may become severely restricted.
- Extensive media coverage and strong public fear may continue for a long
time.
- Employees and their families may have to evacuate the area.
- Cleanup may take many months.
In the years since September 11, 2005, the country has become aware that
terrorism is a real threat, it can take many forms, and every citizen's help
is needed to combat it. America's businesses have learned that terrorist acts
need to be part of a disaster preparedness and business continuation plan.
Natural Disasters
Hurricanes Katrina, Rita, and Wilma have shown that natural disasters are
of equal importance in a disaster planning and business continuation program.
Just as a terrorist act can interrupt or even destroy a business, so too can
a natural disaster. There are many types of natural disasters that could occur
in the United States. Among these are:
- Droughts
- Earthquakes
- Floods
- Hailstorms
- Heat waves
- Hurricanes
- Landslides
- Lightning strikes
- Mudslides
- Severe thunderstorms
- Tornadoes
- Tsunamis
- Wild fires
- Winter storms
- Volcanoes
From 1988 to 2002, the United States experienced 45 weather-related disasters
with total damages and costs of nearly $200 billion dollars. The damages resulting
from Hurricane Katrina may take years to determine, but present estimates include
hundreds of billions of dollars and many years before the recovery is complete.
Sadly, over 40 per cent of small businesses do not reopen after major disasters
such as floods, tornadoes, and earthquakes.
Just about every lesson learned from the September 11, 2005, terrorist attacks
is applicable to Hurricane Katrina.
Are We Ready?
Are there steps that can be taken by America's employers to enhance the continuation
and survival of their business? The answer is an overwhelming “Yes!” Businesses
and organizations can reduce future exposure by promoting awareness through
training and implementing proactive prevention initiatives.
Disaster Planning and Business Continuation
A comprehensive plan can go a long way to prevent and/or mitigate the effects
of a natural disaster. The components of such a plan can be quite extensive.
Presented below are many of the essential elements.
- Vulnerability analysis
- Facility and grounds evaluation
- Development and periodic reviews/updates of emergency plans
- Determination of special needs
- Creation and training of an Incident Response Team
- Creation and training of an alternate Incident Response Team
- Development of plans for the most likely disasters to effect the organization
- Development of business continuation plans, possibly at alternate sites
- Tabletop practice exercises
- Emergency drill practices and training for the most likely disasters
to affect the organization
- Establishment of interior and exterior Emergency Operations Centers
in at least two places in the country
- Identification of multi-hazard evacuation locations
- Staff awareness of the locations of emergency gas, water, electric,
and HVAC cut-off valves and lines
- Designated staff trained to shut down cut-off valves and lines
- Updated emergency information on all employees
- Emergency kits regularly checked for readiness
- Established relationship and plan for medical and mental health services
- Evacuation routes established
- Emergency communication methods developed
- Relationships established with law enforcement, fire department, and
emergency personnel
- Established procedure for assisting employees who are physically handicapped,
hearing/vision impaired, mentally handicapped, and in need of special medical
attention
- Maintain off-site employee records, including contact information and
phone trees
- Develop off-site backup systems for important company data
- Periodically test backup systems by retrieving data
This list is not all-inclusive. There are other components that may be needed,
some of which will be specific to the organization developing the plan. It is
also recommended that the plan be developed by a committee that includes at
least one member who is an expert in disaster planning and business continuation.
The failure to develop a plan can have disastrous consequences. Among the more
recent have been:
- An insurance company that incurred a six figure loss due to power disruption
- A bank that could not conduct business because of data loss
- A service organization nearly put out of business by a flood
- A metropolitan hospital that lost its pharmacy database
Time To Get Ready
The terrorist attacks on September 11, 2001, indicated the need to be prepared,
and many businesses and organizations either developed a disaster and business
continuation or upgraded their existing plan. For those businesses still in
need of a plan, Hurricane Katrina has presented a very dramatic second warning.
Disaster planning does work. It can save lives, provide needed supplies, improve
communication, lessen the disasters impact, and lead to a faster recovery.
David A. Smith contributed to this article. He is CEO of Professional Workplace Interaction,
Inc., in San Diego.
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not necessarily held by the author’s employer or IRMI. This article does not purport
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is needed, consult with your attorney, accountant, or other qualified adviser.