How to minimize negative impact when disaster strikes

How to minimize negative impact when disaster strikes

How to minimize negative impact when disaster strikes


“It won’t happen to us." Or, "All this preparation for something that may never happen takes time and money and we have important issues keeping us very busy.”

But tell that to the businesses affected by the natural disasters in Moore, Okla.; Boulder, Colo.; Sardinia, Italy; the Philippines; or Fukushima Japan. Or if you prefer man-made crises, tell that to the businesses impacted by chemical plant explosion near West, Texas; the fisheries impacted by the Honolulu molasses spill, or the three-county area impacted by the I-5 Skagit River Bridge collapse.

Oh, and tell that to their suppliers, their employees, their bankers, their customers and their communities.

A recent survey by APQC (American Productivity and Quality Center) found that 75 percent of large-company respondents had incurred a significant interruption to their supply chain within the most recent 12 months.

Maybe it won’t happen to you, but it could. Not all major supply chain interruptions make the front page.

Responsible leadership requires that you establish risk-management plans so that the most likely major negative events for your business have the impact of a temporary inconvenience rather than a permanent shutdown and destroyed lives.

The basics

1. Communication with those most directly impacted

  • Do you have contact information for your employees, suppliers and customers to keep them informed? Is that information available if your site is not accessible physically or electronically?
  • Can you contact your insurance company, bank, local government representatives, headquarters, board of directors, and PR firm (if you have one)?