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RISK ASSESSMENT MATRIXIMPACT TO CRITICAL BUSINESS NSType of Event (samples)1 Negligible2 Marginal3 Critical4 Catastrophic1 Negligible2 Marginal3 Critical4 Catastrophic1 Negligible2 Marginal3 Critical4 Catastrophic1 Negligible2 Marginal3 Critical4 Catastrophic1 Negligible2 Marginal3 Critical4 Catastrophic1 Negligible2 Marginal3 Critical4 234Hurricane123412341234123412341234Power 1234Volcanic Eruption123412341234123412341234Winter lete the other rows then total yournumbers for both columns and rows. As thelast step, prioritize which areas should beaddressed first, based on highest vulnerability,then assign each column with your prioritynumber 1-6.Most people know earthquakes are a realrisk. If you haven’t already, refer to the U.S.Geological Survey seismic hazard maps as itmay be a higher risk than you think.Need another copy of this table? Please visitwww.EarthquakeCountry.org/workplaceand download it.Congratulations, you have finished assessingyour risks. If you haven’t involved others inthis process yet, consult with personnel inyour organization about the results to ensureyou are considering the whole organizationalpicture. No one-person knows every facet toan organization, so ask for their thoughts andrevise priorities accordingly.7

1SECURE YOUR SPACENow that you have prioritizedwhere you are vulnerable, hereis how to minimize your risk. Anexample is a business choosing toprotect specialty equipment, whichis difficult or expensive to replaceafter earthquake damage. If yousecure it, it can be saved.One of the questions that surfaces at this earlystage is cost. Many solutions are low or nocost. Others may be more complicated with ahigher price tag but when compared with protecting employees’ lives, property, inventory,and keeping the organization’s doors open, itbegins to balance out the decision. The benefitfor addressing hazards before the next disasteris that you do not have to suffer the pain andhigh cost of damage repair and replacement.If you add to all the post-disaster costs withthe psychological toll and stress, the predisaster solutions pay for themselves. A recentstudy shared by the Natural Hazard Centershowed: for every dollar spent addressinghazards pre-disaster, at least four dollars indisaster losses are saved.MayaManager, veterinary practice“Dogs, cats, birds, you name it —none of our patients can fend forthemselves during an earthquake.Between boarding, surgeries andappointments, we can have twentyanimals in the building. Talk aboutpotential chaos! I see six earthquake hazards without even movingfrom my desk. I’m bringing it up atthe next staff meeting.”8If you are not sure where to begin, start onhigh impact and low-cost solutions suchas moving heavy items to lower shelves. Animportant aspect to ensure success for thelong-term is to be diligent with continuingthe solutions. Moving heavy items back toshelf-tops after six months saves no one andonly adds to your organization’s vulnerability.Continue on the risk-reduction path byreinforcing and rewarding the safe behaviorof all employees, especially over time.The great news is that by addressing onesolution you may also be limiting the negativeeffects of multiple hazards. For instance,securing computers from earthquake damagecan also protect them from theft, or strengthening a structure for earthquakes can alsoprotect it in strong winds. Now you can beginaddressing those priority hazards.For great QuakeSmart checklists to securespace, systems, structure, staff and services;to get the simple, step-by-step plan-builder(DRB Toolkit ) that includes solutions formulti-hazards; or other resources, visitwww.ResilientWorkplace.orgIn your foundation work, you identifiedpotential hazards to your organization,determined your critical assets, and prioritizedthe impacts. In Step 1 you identified solutionsto mitigate impacts. You are now ready tobegin Step 2.TASK1There are many easy-to-do items thatdo not require technical personnel toaddress. Put these tasks at the top ofthe list, as you will have many quicksuccesses. Your employees will quicklysee a safer work environment emerging. These solutions do not take a lotof time or money, and can create greatmomentum towards getting the largertasks accomplished. Here are a fewexamples of these types of simple tasksand which impact areas they address: Move heavy items onto lower shelves.(people, operations, data, inventory,equipment) Lock storage cabinets and file cabinetswhen not in use. (people, operations,data) Do not stack boxes or have openshelves near exits. (people, operations,inventory) Keep space cleared under your deskso you can Drop, Cover, and Hold On.(people, operations) Secure laptops or other items that caneasily fall or be stolen. (people, operations, equipment, data)Note: These simple items are all internal toyour building such as its contents. Addressing building structural issues willbe covered in Step 4.

PLAN TO BE SAFEYou have identified potential hazardsand impacts to your operations - timeto create a plan! Because disastersare unpredictable, it is impossible toanticipate every situation or impact.However, a Business Continuity Plancan aid decision-making and communication in any crisis.2aTASK2BASIC PLAN ELEMENTSEvery organization and their risks are unique, but basic plan elements apply to all.Determine which elements make sense and should be included in your plan. Even if youonly include some basic elements in your plan, you will be ahead of the pack!bEMPLOYEE EMERGENCYCONTACTS. It’s crucial to contactemployees and their families during adisaster such as if employees are injured,sick or unable to leave work. Also, if youmust share regarding the organization’sstatus, where to go and what to do following a disaster. Create call lists includingwork, cell, home numbers, emails, socialmedia (contact info/link/pages/names)and the same for spouse or significantothers.bKEY CONTACTS LIST. Key contactsare vendors, suppliers, clients, customers,etc. that you rely on to conduct operationsor may need to notify when you’ve beenimpacted by a disaster such as propertymanagement, utility companies, businesspartners, board, or others. You will alsowant to determine if they have beenimpacted and how that will affect you consider Service Level Agreements (SLA)to identify their responsibility to you.Collaborate on Your PlanIn disasters, first responders will be limited,focusing on priorities such as hospitals,schools. Instead, work with neighbors andsimilar organizations to identify needs aheadof time, then help each other by sharing resources, supplies, locations, etc.bGeorgeOwner, construction company“First aid situations come up in construction, but earthquakes — I needtraining for myself and everybody whoworks for me. Withcrews and heavyequipment out onthree or four jobs,how can I expectmy foremen tomanage their sitesduring a disasterunless I havedisaster plans inplace, and makesure we all getschooled. I putnew people onall year long sowe need regulardrills to keep thingscalm if it startsshaking.”bbCRITICAL BUSINESS FUNCTIONS.Identify and prioritize those in youroperations that are critical for survival;are necessary to fulfill legal / financialobligations; and are necessary to maintaincash flow and/or reputation. How long canyou be down and remain viable? How willyou continue performing these functionsin disaster and who is relying on you forproducts or services.VITAL RECORDS. Identify thoseessential to perform critical functionssuch as employee data, payroll, inventory,financial and insurance records, customerdata, legal and lease documents. Are anyimpossible to re-create, are copies storedoffsite, or are they accessible online?CRITICAL EQUIPMENT/MACHINERY. Determine what isnecessary to keep you operational. Whatif you lost critical equipment? Do you havespare parts or equipment stored offsite orcan you get replacements?bbRECOVERYLOCATIONS. Can yourecover from an alternatesite? Do you have multiplelocations or are you sitedependent? Considersetting up another site orcreating an agreement torent space in a disaster.Can you co-locate witha neighbor, partner orcompetitor?LIFE SAFETY – EMERGENCYRESPONSE. As local first respondersmay not be available, create your on-siteteam of first responders and train themto help save lives using now/low costresources. Conduct annual training anddrills such as:b Evacuationsb First Aid/CPRb Fire Safety and Extinguishersb Great ShakeOut Earthquake Drills:Train all employees to “Drop, Cover, andHold On” and participate in the annualdrill at www.ShakeOut.orgbPLAN EDUCATION. Educate employees on your plan, how it works, recoverystrategies, call trees, etc., Also, provideinformation on individual/family preparedness as employees ready at home willpromptly return to work and assist yourorganization.bMAINTENANCE AND TESTING.Update the plan when a change in yourorg impacts the information in the plan.Testing your plan is very important, as it’sthe only way to know if your plan worksand employees know what to do!For a simple, yet comprehensive, step-bystep plan-builder to become a more disasterresistant business (DRB) or organizationget the DRB Toolkit at www.ResilientWorkplace.org, along with other greatresources.9

3AnnaDirector, hotel building staffORGANIZE DISASTER SUPPLIES“There’s ample opportunity for confusion on a good day at a big hotel. Butstaff and guests are most likely to riseto the occasion when measures arein place to meet their most basic food,safety, hygiene and communicationneeds. We keep food and water inour disaster supply kits current; andwe’re seeking expertadvice about stockpiling medicalsupplies that will gobeyond the medicalcapacity of thefirst aid kits wealready haveon hand.”First responders and supplies maybe overwhelmed after an earthquakeor other disaster. Organizationsshould take basic measures to be selfsufficient during the early phasesafter disaster. Remember: food,sanitation, etc., may not be available.Encouraging employees to be prepared at home and work will also aidin prompt resumption of your criticaloperations.First Aid Kits vs. Disaster SuppliesTASK3As outside resources will be very limitedafter an earthquake, organizations shouldstockpile some supplies in order to supportyour employee base in the initial phases ofa disaster. Emergency and Disaster suppliesshould be easily accessible, in protectedlocations, and easily dispersed. Keep trackof perishable disaster supplies and replaceregularly. Also, employees should be encouraged to keep a minimum three-day supplyof personal medications at work, copies ofprescriptions, and extra glasses or contacts.10Most businesses have a requirement tofurnish first aid kits in the workplace due toOccupational Safety & Health Administration (OSHA), state, or other regulations. Firstaid kits are only one part of supplies neededto support an employee base after a disaster.As first aid kits are designed to handle onlyday-to-day minor injuries, organizationsshould consider stockpiling additional medicalsupplies to handle a greater number and largertype of injuries. Additional supplies shouldmatch the level of employees’ training.DISASTER SUPPLIESA minimum 3-day supply should be kept on hand including:bFIRST AID KITS/MEDICAL SUPPLIES – cuts are most likelyinjury so have bandages, pads, wrapsbbbbbbbbbbbFOOD – canned, packaged, ready to eatWATER – enough for one gallon/per person/per dayLIGHTING – flashlight & extra batteries, lanterns, light sticksCOMMUNICATIONS – portable AM/FM radio and extra batteries, portable TVTOOLS – basic hand tools: hammers, screw-drivers, wrenches, etc.PERSONAL PROTECTIVE EQUIPMENT – hard hats, gloves, dust masksTARPS/PLASTIC SHEETINGFOOD PREPARATION – portable stoves/grills for outdoor use, can openers,mess suppliesHYGIENE AND SANITATION SUPPLIESBACK-UP POWER – generator & extra fuel, batteries, uninterruptable power supply (UPS),and consider other sources: e.g. solar, hand-crankedADDITIONAL SUPPLIES to meet the training level of your employees: first aid,Community Emergency Response Team (CERT), EMT4MINIMIZE FINANCIALHARDSHIPIn your foundation work and Step 1,you identified hazards most likely todisrupt your organization and how toaddress lower cost ones. Review theanalysis for any priority you chose toreduce or eliminate the potential forinjury, property damage or businessinterruption. As the impacts can lastfor weeks and months begin to minimize financial hardships by organizingimportant documents, strengthening your property, and consideringinsurance. Structural hazards cancause serious impacts and interruptions your operations. Address anystructural hazards, as the cost of notaddressing them will be even higher.Organize important documentsIf you have to leave work quickly, due to a fireor other emergency, and not be able to return—what key info or documents do you needfor decision-making (lease, legal agreements,emergency contacts, insurance policies, etc.)?Create a “grab-and-go” bag or case, that issecure and possibly waterproof, so it can gowith you.In identifying critical documents, make sureyou protect your vital records. Back-upcomputer files on regular basis and storeback-ups at an off-site location (e.g. the cloud,fire safe at home, off-site storage). Know that“auto backup” is only to that computer and notoff-site. Stored data can include client history,inventory records, or other informationdifficult to recapture or required to beprotected, such as grant documentation.

The goal of all organizations is to continueoperations or restore them as quickly aspossible following a disaster. Taking stepsnow will save much time, money and energyafter disaster and will increase your ability toremain operational. Consider getting involvedwith organizations that connect tenants withowners,(e.g. Building Owners and ManagersAssociation (BOMA)).LeeStore manager, clothing shop“I love working in a place that’s an architectural treasure. But is the groundfloor of this hundred year old, four-storybuilding structurally sound? I have noidea, so I sent an email to my boss, andcopied it to the owner of the building.We’re meeting next week to talk aboutpossible hazards.”Consider insuranceStrengthen your propertyLeaseWhile most organizations do not own theirbuilding, it is essential to work with yourowner and/or property manager on addressing structural issues (e.g. floor, ceiling, walls,support columns). A good relationship canassist you getting access to your property orinventory, while structural damage can keepyou from opening your doors. If you ownyour building, take the time to strengthenweaknesses, replace elements that may injurepeople or keep you from reopening. Strengthening protects you, your employees and customers, and allows you to return to operatingmore quickly.If you lease your building, contact yourowner/property manager and develop arelationship with them now, before a disasteroccurs. If you uncovered a need to retrofityour building, work with your owner/managerto get various reputable, licensed, experiencedretrofitters to give estimates and considerstrengthening options. Also, discuss how youwill communicate with each other followinga disaster. Without connections in advance,tenants may not get access to their site afteran event.Depending on the hazard, consider solutionssuch as earthquake retrofit, hurricane shutters,elevating for flood or installing flood resistant doors. While retrofitting or elevating thestructure can be a significant cost, if you arereliant on that building to operate consider thecost to mitigate versus not having a building.No access, mean no business.After Hurricane Sandy, we learned many smallbusinesses/non-profits did not have any insurance or the right type, like flood insurance, tocover impacts. The lesson learned too late isto review your policy and make an informeddecision to select the one that covers yourmost critical equipment or operations. Mostorganizations do not have reserves to addressimpacts such as damage repairs and recovery.Consider cost of the deductible versus cost forall losses, then consult with an agent about options, such as business interruption insurance.Learn about the other safety systems in place.Does the building have sprinklers? Does ithave smoke and/or heat detectors? Does ithave emergency power? How has the building and surrounding area been effected bydisasters in the past? Asking these types ofquestions now will help you with customizing your own disaster plan and emergencyresponse procedures.OwnBring in expert advisorsNot sure where to start? Do some homeworkto determine which additional measures areneeded to protect your workplace. Ideally do itbefore you lease or purchase a facility. Learnwhat damage might be expected to help youprioritize solutions. Structural engineers andlocal Fire Marshall may help you understandthe building code and how its application affects your building. Depending on year built,a building may be designed to not collapse,but still may not be operational following anearthquake. Also, if needing to relocate, keepcode issues in mind for the new site.Organizations who own their buildings shouldlook to the expert guidance in addressingidentified vulnerabilities. Prioritize fixingweaknesses based on those that could mostsignificantly impact your ability to do operate. If you know you need to strengthen yourbuilding, consult with licensed, reputable, experienced retrofitters to discuss your options.Home-based businesses are considered a highrisk group, since you have the potential oflosing both your business and

7 STEPS TO A DISASTER RESILIENT WORKPLACE Each step in this booklet will provide you with a chance to identify areas in your business that need strengthen-ing, training opportunities, and actions to be taken. They are designed so that every step builds from the last.