7 Steps to a Disaster Resilient Workplace

Home , Disaster, Disaster response, Earthquake preparedness, Natural hazard

Second Edition 7 steps to a Disaster Resilient Workplace

Produced by: Earthquake Country Alliance We’re all in this together.

with major support from:

and additional support from:

TM © Copyright 2016 7 STEPS TO A SETTING THE Earthquake Country Alliance, FOUNDATION Southern California Earthquake Center DISASTER RESILIENT at the University of Southern California Reproduction by permission only. WORKPLACE Identify potential hazards. Which hazards pose risks to your organiza- Disclaimer: The suggestions, photos and Each step in this booklet will provide illustrations included in this document are tion, and how? In this step, you will identify intended to improve earthquake aware- you with a chance to identify areas in what may interrupt your operations tempo- ness and preparedness; however, they do your business that need strengthen- rarily or worse. The priorities you set here not guarantee the safety of an individual, organization, or structure. The writers, ing, training opportunities, and actions will help you in the other Steps. contributors, and sponsors of this hand- to be taken. They are designed so book do not assume liability for any injury, death, financial loss, property damage, that every step builds from the last. BEFORE… or other effect of an earthquake or other Customize each step to suit your disaster. business type and needs. STEP 1 7 Steps to a Disaster Resilient Workplace Secure Your Space (page 8) was prepared by the Earthquake Country Alliance (ECA) Business Committee While this booklet assists addressing Look at the priorities you just identified, in cooperation with the support from all hazards, we use an earthquake where your organization is vulnerable to members of the ECA and other partners interruption, and now choose how to mini- (see cover). Significant funding for the as our primary example. To get you mize these risks. As an example, earthquake preparation, design and printing of the started, here is a snapshot of the booklet was provided by the Federal shaking can move almost anything, even Emergency Management Agency (FEMA), 7 Steps. large or heavy items. Imagine your work- California Governor’s Office of Emergency place being picked up and shaken sideways Services (CalOES) and administered by FLASH. (2016 update). – what would be thrown around? Learn how to secure these items to prevent damage or Producer: injuries to employees. Mark Benthien, SCEC / ECA

Writer/Project Lead: Inés Pearce, Pearce Global Partners Inc.

Writers: Amgen Inc.: Chris Wright; NBC – Universal: Mike Ripley; Mathews Consulting: Nancy Mathews; Association of Contingency Planners (ACP) – Orange County Chapter: Rhonda Russell; CapitalSource Bank: Joe Jaramillo; Jill Ganon

Contributors and Supporters: NBC – Universal: Bob Cavaglieri; BICEPP/Caltech: Margaret Vinci; FLASH: Barbara Harrison; CalOES: Kate Long; ACP – Orange County Chapter: Monique Weiland; Bob Lee; and many other members of the Earthquake Country Alliance.

Special thanks to additional members of the Business and Industry Council for Emergency Planning and Preparedness (BICEPP) and the Association of Contingency Planners for their support.

Design: Denton Design Associates: Margi Denton, Elizabeth Burrill Photography: Ann Elliott Cutting

2 STEP 2 STEP STEP Plan To Be Safe (page 9) 4 6 Minimize Financial Hardships (page 11) Improve Safety (page 13) After you have identified the potential haz- Organize your important documents, Life safety is the top priority after an earth- ards and impacts to your business, it’s time strengthen your property, and consider quake or any disaster. Activate your own to create your plan and train employees! insurance—customized to cover your most trained personnel to find and help anyone Because disasters are highly unpredictable, needed items. Most businesses lease their injured, as outside help may not be coming. it is impossible to anticipate every situation space, so it’s essential to work with your Next, survey your building for damage or and impact. However, a Business Continuity owner and property manager on addressing other hazards to prevent further injuries or Plan can greatly reduce the risks and losses structural issues. If you own it, strengthen damage. Decide if safe to stay. your organization might face by guiding your those weaknesses. Either way, measures decisions yet allowing flexibility to adapt to taken now can help you keep your doors the unexpected. open. No access, no business. AND AFTER…

STEP STEP 7 3 DURING… Reconnect and Restore (page 14) Organize disaster supplies (page 10) Once life safety is being addressed, it’s After a disaster, organizations will need to STEP time to begin recovery activities to resume be self-sufficient as first responders will be 5 Drop, Cover, and Hold On (page 12) operations. Conduct an assessment for addressing high priorities such as hospitals The ground is shaking, what do you do? operational issues then repair damage. Use and schools. Determine what you need Everyone should know how to protect them- your plan to guide your actions and restore in the first days following an earthquake selves in any situation. Most often this will priority operations first. Communicate often including the basics like food, water and be to Drop, Cover, and Hold On, but this can with employees and key contacts. Docu- sanitation. depend on your location. Stay clear of any ment your lessons learned to determine objects that may fall and stay put until the priorities before the next event. shaking stops.

This booklet lists good resources within the content and on the back page. For additional information and details, please visit www. ResilientWorkplace.org

3 WORKING THROUGH DISASTERS

Earthquakes and other disasters can and will happen Great news — it doesn’t have to come to that. Here are in many parts of the United States while you are at work. 7 simple steps to guide your business or organization to While the actions described in the “Seven Steps to Earth- disaster resiliency by taking actions before, during, and quake Safety” (www.EarthquakeCountry.org/sevensteps) after the shaking occurs so you can recover more quickly. are focused on improving earthquake safety at home, This guide will focus on steps to prepare and protect this booklet provides guidance on creating a resilient you from earthquakes as a primary example but it will workplace – for any disaster. also discuss and help you prepare for all hazards anywhere in the U.S.. For specific earthquake hazard Every area of the country relies on their local businesses information, see the resources listed in the back for more and non-profit organizations to remain open after a information. No matter what your industry or the size of disaster in order for the community to recover quickly. your organization, you can start today. And remember… For this to happen, people need to prepare at home and at work. If your workforce is not ready at home, they may be we’re all in this together! dealing with tragedy and unable to return to their jobs — what will you do without employees? It is just as important to protect your physical building and the contents inside from damage, as well as train your employees on what to do when disaster strikes at work — without taking these actions, you may have work stoppages or worse.

4 IDENTIFY YOUR To begin, take a sheet of paper and make a list of your hazards. To simplify this, MY HAZARD LIST NEEDS AND here are examples of overall hazards that POTENTIAL HAZARDS can cause more specific disruptions from a small to a catastrophic scale: earthquakes, EARTHQUAKE fire, flood/water damage, tornado, hurricane, The information you gather here FIRE human error, power outage, theft, etc. Most will help you prioritize your planning internal/external hazards will fall under POWER OUTAGE process and create your foundation one of these. For more ideas of hazards to FLOOD to complete the Steps. In order consider on your list, please visit www.Re- to plan, you will need to recognize silientWorkplace.org. We will explain how to TORNADO actually address these hazards later. potential hazards and how they THEFT may interrupt a part or all of your To begin identifying your potential internal SECURITY RISK workplace. hazards, start by surveying your area. This is as simple as walking around your organiza- STORMS tion and neighborhood. Look for hazards both internal to your organization and external to your facility. Ask yourself a few questions to spark issues: What’s around me? What should I be concerned with that may interrupt my operations?

One of the most common disruption or loss to small organizations is a vulnerability of technology by not backing up computer data at all or only to the desktop, then something happens to the computer taking with it all the pertinent files and information. Here are a few more examples:

POTENTIAL INTERNAL HAZARDS: b Unbraced shelves located next to exits b Filing cabinets not bolted to the flooror wall studs b Heavy or breakable items on high shelves or bookcases

b Not backing up computer data and/or not storing back-ups off site b Utilities located in the basement or on the floor b b

POTENTIAL EXTERNAL HAZARDS: b Other businesses in your area who may experience a disaster which could impact you b Brick elements in your building structure or façade

b Near a railroad, airport, freeways b Near a water source, such as a river b

5 Identify Critical Assets CRITICAL BUSINESS ASSETS Now make a second list to identify your organizations’ most critical assets. These are the items that if they were taken away, would PEOPLE employees cause disruption in your workplace. To customers simplify identifying them, all your assets will vendors fall into one of the following six categories: suppliers people, building, equipment, data, inventory/ visitors products, and operations. Regardless of volunteers your type of business or organization, losing a critical asset may cause significant financial DATA documents loss. files The assets will differ from one organization to records another, although sectors and industries share server back-ups commonalities. Here are examples of assets in each of the categories.

OPERATIONS Look at your standard operating procedures Once you have your list of hazards and list or SOPs and think of a disruption to your of assets, you’ll be ready to assess where your revenue generating operations or the critical workplace is vulnerable to disruption. For each of your six categories, you will then services you provide. decide the level of impact each hazard will Accounts Receivable or Payable have. The exercise on the next page will Payroll assist you in prioritizing areas that need to Manufacturing be addressed. Mail Room Food delivery to at-home seniors Before you begin completing the table on the right, you will need to understand the Medical care for people with disabilities difference between the levels of impact. They or access and functional needs are listed in order of escalation.

INVENTORY Stock Negligible – limited to no organizational supplies disruptions or property damage raw materials Marginal – a hindrance that may effect operations without shutting down, you have no or minor damage, it may be an occurrence in neighborhood EQUIPMENT Computers (hardware & software) Critical – temporary disruptions of operations or servers major damage to the facility, impacts are to network community specialty equipment Catastrophic – a disaster that affects entire manufacturing machinery regional community causing workplace disrup- copiers tions and forces closure of building(s). This is an furniture event of large proportions. It can include complete destruction, multiple injuries or deaths, and a regional event that means limited or no outside resources available for some time. BUILDING(S) Physical structure storage unit On the right is a table to help you determine warehouse and prioritize your workplace risks. General main office types of events are listed in the left-hand store front column, but add your own in the blanks capital lease provided.

Begin with the first listed disaster event, earthquake. Circle the number in each asset area to score how the hazard would likely impact your organization.

6 RISK ASSESSMENT MATRIX

IMPACT TO CRITICAL BUSINESS ASSETS

PEOPLE DATA BUILDING INVENTORY EQUIPMENT OPERATIONS 1 = Negligible 1 = Negligible 1 = Negligible 1 = Negligible 1 = Negligible 1 = Negligible 2 = Marginal 2 = Marginal 2 = Marginal 2 = Marginal 2 = Marginal 2 = Marginal 3 = Critical 3 = Critical 3 = Critical 3 = Critical 3 = Critical 3 = Critical Type of Event (samples) 4 = Catastrophic 4 = Catastrophic 4 = Catastrophic 4 = Catastrophic 4 = Catastrophic 4 = Catastrophic SCORE Earthquake 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 Fire 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 Flood 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 Hurricane 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 Power Outage 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 Pandemic 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 Terrorism 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 Thunderstorm/Lightening 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 Tornado 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 Tsunami 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 Volcanic Eruption 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 Winter Storm 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 TOTALS PRIORITY

Complete the other rows then total your numbers for both columns and rows. As the last step, prioritize which areas should be addressed first, based on highest vulnerability, then assign each column with your priority number 1-6.

Most people know earthquakes are a real risk. If you haven’t already, refer to the U.S. Geological Survey seismic hazard maps as it may be a higher risk than you think.

Need another copy of this table? Please visit www.EarthquakeCountry.org/workplace and download it.

Congratulations, you have finished assessing your risks. If you haven’t involved others in this process yet, consult with personnel in your organization about the results to ensure you are considering the whole organizational picture. No one-person knows every facet to an organization, so ask for their thoughts and revise priorities accordingly.

7 If you are not sure where to begin, start on high impact and low-cost solutions such TASK 1 1 as moving heavy items to lower shelves. An important aspect to ensure success for the SECURE YOUR SPACE long-term is to be diligent with continuing the solutions. Moving heavy items back to Now that you have prioritized shelf-tops after six months saves no one and only adds to your organization’s vulnerability. where you are vulnerable, here Continue on the risk-reduction path by is how to minimize your risk. An reinforcing and rewarding the safe behavior example is a business choosing to of all employees, especially over time. protect specialty equipment, which The great news is that by addressing one is difficult or expensive to replace solution you may also be limiting the negative after earthquake damage. If you effects of multiple hazards. For instance, secure it, it can be saved. securing computers from earthquake damage can also protect them from theft, or strength- One of the questions that surfaces at this early ening a structure for earthquakes can also protect it in strong winds. Now you can begin stage is cost. Many solutions are low or no There are many easy-to-do items that cost. Others may be more complicated with a addressing those priority hazards. do not require technical personnel to higher price tag but when compared with pro- address. Put these tasks at the top of tecting employees’ lives, property, inventory, For great QuakeSmart checklists to secure and keeping the organization’s doors open, it space, systems, structure, staff and services; the list, as you will have many quick begins to balance out the decision. The benefit to get the simple, step-by-step plan-builder successes. Your employees will quickly for addressing hazards before the next disaster (DRB Toolkit®) that includes solutions for see a safer work environment emerg- is that you do not have to suffer the pain and multi-hazards; or other resources, visit ing. These solutions do not take a lot www.ResilientWorkplace.org high cost of damage repair and replacement. of time or money, and can create great If you add to all the post-disaster costs with momentum towards getting the larger the psychological toll and stress, the pre- In your foundation work, you identified tasks accomplished. Here are a few disaster solutions pay for themselves. A recent potential hazards to your organization, examples of these types of simple tasks study shared by the Natural Hazard Center determined your critical assets, and prioritized showed: for every dollar spent addressing the impacts. In Step 1 you identified solutions and which impact areas they address: to mitigate impacts. You are now ready to hazards pre-disaster, at least four dollars in > Move heavy items onto lower shelves. disaster losses are saved. begin Step 2. (people, operations, data, inventory, equipment) > Lock storage cabinets and file cabinets when not in use. (people, operations, Maya data) > Do not stack boxes or have open Manager, veterinary practice shelves near exits. (people, operations, “Dogs, cats, birds, you name it — inventory) none of our patients can fend for themselves during an earthquake. > Keep space cleared under your desk Between boarding, surgeries and so you can Drop, Cover, and Hold On. appointments, we can have twenty (people, operations) animals in the building. Talk about > Secure laptops or other items that can potential chaos! I see six earthquake hazards without even moving easily fall or be stolen. (people, opera- from my desk. I’m bringing it up at tions, equipment, data) the next staff meeting.” Note: These simple items are all internal to your building such as its contents. Ad- dressing building structural issues will be covered in Step 4.

8 a BASIC PLAN ELEMENTS

2 2 Every 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 you

PLAN TO BE SAFE TASK only include some basic elements in your plan, you will be ahead of the pack!

You have identified potential hazards b EMPLOYEE EMERGENCY b RECOVERY and impacts to your operations - time CONTACTS. It’s crucial to contact LOCATIONS. Can you to create a plan! Because disasters employees and their families during a recover from an alternate disaster such as if employees are injured, site? Do you have multiple are unpredictable, it is impossible to sick or unable to leave work. Also, if you locations or are you site anticipate every situation or impact. must share regarding the organization’s dependent? Consider However, a Business Continuity Plan status, where to go and what to do follow- setting up another site or can aid decision-making and commu- ing a disaster. Create call lists including creating an agreement to work, cell, home numbers, emails, social rent space in a disaster. nication in any crisis. media (contact info/link/pages/names) Can you co-locate with and the same for spouse or significant a neighbor, partner or Collaborate on Your Plan others. competitor? In disasters, first responders will be limited, focusing on priorities such as hospitals, b KEY CONTACTS LIST. Key contacts b LIFE SAFETY – EMERGENCY schools. Instead, work with neighbors and are vendors, suppliers, clients, customers, RESPONSE. As local first responders similar organizations to identify needs ahead etc. that you rely on to conduct operations may not be available, create your on-site of time, then help each other by sharing re- or may need to notify when you’ve been team of first responders and train them sources, supplies, locations, etc. impacted by a disaster such as property to help save lives using now/low cost management, utility companies, business resources. Conduct annual training and partners, board, or others. You will also drills such as: want to determine if they have been b Evacuations impacted and how that will affect you - b First Aid/CPR consider Service Level Agreements (SLA) b Fire Safety and Extinguishers to identify their responsibility to you. b Great ShakeOut Earthquake Drills: b CRITICAL BUSINESS FUNCTIONS. Train all employees to “Drop, Cover, and Identify and prioritize those in your Hold On” and participate in the annual operations that are critical for survival; drill at www.ShakeOut.org George are necessary to fulfill legal / financial obligations; and are necessary to maintain b PLAN EDUCATION. Educate employ- Owner, construction company cash flow and/or reputation. How long can ees on your plan, how it works, recovery “First aid situations come up in con- you be down and remain viable? How will strategies, call trees, etc., Also, provide struction, but earthquakes — I need you continue performing these functions information on individual/family prepared- training for myself and everybody who in disaster and who is relying on you for ness as employees ready at home will works for me. With products or services. promptly return to work and assist your crews and heavy organization. equipment out on b VITAL RECORDS. Identify those three or four jobs, essential to perform critical functions b MAINTENANCE AND TESTING. how can I expect such as employee data, payroll, inventory, Update the plan when a change in your my foremen to financial and insurance records, customer org impacts the information in the plan. manage their sites data, legal and lease documents. Are any Testing your plan is very important, as it’s during a disaster impossible to re-create, are copies stored the only way to know if your plan works unless I have offsite, or are they accessible online? disaster plans in and employees know what to do! place, and make b CRITICAL EQUIPMENT/ sure we all get MACHINERY. Determine what is For a simple, yet comprehensive, step-by- schooled. I put necessary to keep you operational. What step plan-builder to become a more disaster new people on if you lost critical equipment? Do you have resistant business (DRB) or organization all year long so spare parts or equipment stored offsite or get the DRB Toolkit® at www.Resilient- we need regular can you get replacements? Workplace.org, along with other great drills to keep things resources. calm if it starts shaking.”

9 3 Anna 4 Director, hotel building staff ORGANIZE DISASTER SUPPLIES “There’s ample opportunity for confu- MINIMIZE FINANCIAL sion on a good day at a big hotel. But staff and guests are most likely to rise HARDSHIP First responders and supplies may to the occasion when measures are be overwhelmed after an earthquake in place to meet their most basic food, In your foundation work and Step 1, or other disaster. Organizations safety, hygiene and communication needs. We keep food and water in you identified hazards most likely to should take basic measures to be self- our disaster supply kits current; and disrupt your organization and how to sufficient during the early phases we’re seeking expert address lower cost ones. Review the advice about stock- after disaster. Remember: food, piling medical analysis for any priority you chose to sanitation, etc., may not be available. supplies that will go reduce or eliminate the potential for Encouraging employees to be pre- beyond the medical injury, property damage or business capacity of the pared at home and work will also aid first aid kits we interruption. As the impacts can last in prompt resumption of your critical already have for weeks and months begin to mini- operations. on hand.” mize financial hardships by organizing important documents, strengthen- First Aid Kits vs. Disaster Supplies ing your property, and considering As outside resources will be very limited after an earthquake, organizations should Most businesses have a requirement to insurance. Structural hazards can stockpile some supplies in order to support furnish first aid kits in the workplace due to cause serious impacts and interrup- Occupational Safety & Health Administra- your employee base in the initial phases of tions your operations. Address any a disaster. Emergency and Disaster supplies tion (OSHA), state, or other regulations. First structural hazards, as the cost of not should be easily accessible, in protected aid kits are only one part of supplies needed locations, and easily dispersed. Keep track to support an employee base after a disaster. addressing them will be even higher. of perishable disaster supplies and replace As first aid kits are designed to handle only regularly. Also, employees should be encour- day-to-day minor injuries, organizations Organize important documents aged to keep a minimum three-day supply should consider stockpiling additional medical If you have to leave work quickly, due to a fire of personal medications at work, copies of supplies to handle a greater number and larger or other emergency, and not be able to return prescriptions, and extra glasses or contacts. type of injuries. Additional supplies should —what key info or documents do you need match the level of employees’ training. for decision-making (lease, legal agreements, emergency contacts, insurance policies, etc.)? Create a “grab-and-go” bag or case, that is DISASTER SUPPLIES secure and possibly waterproof, so it can go 3 A minimum 3-day supply should be kept on hand including: with you. TASK b FIRST AID KITS/MEDICAL SUPPLIES – cuts are most likely In identifying critical documents, make sure injury so have bandages, pads, wraps you protect your vital records. Back-up computer files on regular basis and store b FOOD – canned, packaged, ready to eat back-ups at an off-site location (e.g. the cloud, b WATER – enough for one gallon/per person/per day fire safe at home, off-site storage). Know that b LIGHTING – flashlight & extra batteries, lanterns, light sticks “auto backup” is only to that computer and not b COMMUNICATIONS – portable AM/FM radio and extra batteries, portable TV off-site. Stored data can include client history, inventory records, or other information b TOOLS – basic hand tools: hammers, screw-drivers, wrenches, etc. difficult to recapture or required to be b PERSONAL PROTECTIVE EQUIPMENT – hard hats, gloves, dust masks protected, such as grant documentation. b TARPS/PLASTIC SHEETING b FOOD PREPARATION – portable stoves/grills for outdoor use, can openers,mess supplies b HYGIENE AND SANITATION SUPPLIES b BACK-UP POWER – generator & extra fuel, batteries, uninterruptable power supply (UPS), and consider other sources: e.g. solar, hand-cranked b ADDITIONAL SUPPLIES to meet the training level of your employees: first aid, Community Emergency Response Team (CERT), EMT

10 The goal of all organizations is to continue Lee operations or restore them as quickly as possible following a disaster. Taking steps Store manager, clothing shop now will save much time, money and energy “I love working in a place that’s an ar- after disaster and will increase your ability to chitectural treasure. But is the ground remain operational. Consider getting involved floor of this hundred year old, four-story with organizations that connect tenants with building structurally sound? I have no owners,(e.g. Building Owners and Managers idea, so I sent an email to my boss, and Association (BOMA)). copied it to the owner of the building. We’re meeting next week to talk about possible hazards.” Consider insurance After Hurricane Sandy, we learned many small businesses/non-profits did not have any insurance or the right type, like flood insurance, to cover impacts. The lesson learned too late is to review your policy and make an informed decision to select the one that covers your most critical equipment or operations. Most organizations do not have reserves to address Strengthen your property Lease impacts such as damage repairs and recovery. While most organizations do not own their If you lease your building, contact your Consider cost of the deductible versus cost for building, it is essential to work with your owner/property manager and develop a all losses, then consult with an agent about op- owner and/or property manager on address- relationship with them now, before a disaster tions, such as business interruption insurance. ing structural issues (e.g. floor, ceiling, walls, occurs. If you uncovered a need to retrofit support columns). A good relationship can your building, work with your owner/manager assist you getting access to your property or to get various reputable, licensed, experienced inventory, while structural damage can keep retrofitters to give estimates and consider you from opening your doors. If you own strengthening options. Also, discuss how you your building, take the time to strengthen will communicate with each other following weaknesses, replace elements that may injure a disaster. Without connections in advance, people or keep you from reopening. Strength- tenants may not get access to their site after ening protects you, your employees and cus- an event. tomers, and allows you to return to operating more quickly. Learn about the other safety systems in place. Does the building have sprinklers? Does it Depending on the hazard, consider solutions have smoke and/or heat detectors? Does it such as earthquake retrofit, hurricane shutters, have emergency power? How has the build- elevating for flood or installing flood resis- ing and surrounding area been effected by tant doors. While retrofitting or elevating the disasters in the past? Asking these types of structure can be a significant cost, if you are questions now will help you with custom- reliant on that building to operate consider the izing your own disaster plan and emergency cost to mitigate versus not having a building. response procedures. No access, mean no business. Own Bring in expert advisors Organizations who own their buildings should Not sure where to start? Do some homework look to the expert guidance in addressing to determine which additional measures are identified vulnerabilities. Prioritize fixing needed to protect your workplace. Ideally do it weaknesses based on those that could most before you lease or purchase a facility. Learn significantly impact your ability to do oper- what damage might be expected to help you ate. If you know you need to strengthen your prioritize solutions. Structural engineers and building, consult with licensed, reputable, ex- local Fire Marshall may help you understand perienced retrofitters to discuss your options. the building code and how its application af- Home-based businesses are considered a high- fects your building. Depending on year built, risk group, since you have the potential of a building may be designed to not collapse, losing both your business and your home. We but still may not be operational following an recommend www.ResilientWorkplace.org for earthquake. Also, if needing to relocate, keep both structural and non-structural solutions. code issues in mind for the new site.

11 5 DROP, COVER, AND HOLD ON

When at work and the earth starts shaking — the critical initial step for life safety is to: Drop onto your hands and knees to avoid being knocked down by shaking. Cover your head with your arms (as best as possible), and Hold On to your neck with your hands. If you are near a table or desk, crawl under it and Hold On to your shelter with one hand. If needed, move with your shelter until the shaking stops. If there is no nearby shelter, crawl next to an interior wall (away When the ground is shaking, you need to pro- Hazards in Your Safe Places from windows and other hazards), tect yourself quickly from things that may fall While there are many safe places to Drop, keep holding your arms over your or are being projected across the room with Cover, and Hold On, there are potential head, and continue to Hold On to your great force. When you Drop onto your hands hazards that might keep you unsafe. Regular and knees your head should be lower than the practice, such has participation in annual neck with both hands. next highest surface such as a desk, table or Great ShakeOut Earthquake Drills, is a simple other sturdy furniture that will take the brunt way to educate all employees on what to do of the impact. If seated and unable to drop to and highlight issues that can be easily rectified the floor (or in a wheelchair, first Lock your such as: Sam wheels), bend as far forward as possible, Cov- > Boxes stored under desk Chef/owner, small restaurant er your head/neck with your arms, and Hold On to your neck with both hands. Your life > Not enough space “We’re doing a great lunch business. > Near windows So I was thinking, what if there was and the lives of your co-workers are of highest importance. As some people will panic, stand an earthquake? If we have customers Once the hazards are identified, the next step at—or under—every table, how do my frozen in place or run out of the building, they is to fix them immediately. When the ground employees protect themselves? I’m become a target for the dangerous objects that starts shaking, it is too late. If in a store, move bringing them all in to do a drill and are moving within and off of a building. The away from dangerous areas quickly then Drop, figure out how to best handle that rule earthquake-safe action is to Drop, Cover, and Cover, and Hold On. Look for items that may to drop, cover and hold on.” Hold On to ride out the shaking. provide protection, such as next to shopping Safe Places in An Office carts or clothing racks, or inside the ground level of product racks at warehouse stores to In your foundation work, you identified avoid falling objects, then hold onto the rack. possible hazards to your business and learned that earthquakes are a real threat. It is important to know what to do to protect you Educate Your Workplace Visitors Just like planning for the annual ShakeOut and your employees. Common safe areas drills, create actions and procedures to address and considerations for Drop, Cover, and visitors or customers. A simple step is to pres- Hold On are: ent emergency briefing information to all visi- > Under desk tors before each meeting, so they know what > Under a sturdy table to do during an earthquake. It is also helpful to > Away from windows have employees pre-identified to be respon- > Next to an interior wall sible to tell non-employees what to do. > Next to large furniture that won’t tip over, like a sofa, or an over-stuffed chair

12 Decide if evacuation is necessary INJURY AND DAMAGE 6 The first decision is whether to evacuate or ASSESSMENT stay put. Fire procedures are clearly to evacu- After an earthquake, your trained IMPROVE SAFETY ate, but in an earthquake, being outside of a employees can start to perform newer building may be more dangerous as it’s what they have learned. Once the shaking has stopped it is where there may be falling debris from other buildings. Training employees pre-disaster b Address life safety time to emerge slowly from your safe will help with good disaster decision-making. places, looking carefully for new If a tsunami is possible, evacuate to higher b Address exterior hazards or falling objects. Expect ground. building safety aftershocks and prepare to drop b Address internal Activate trained employees building safety again. Once up, decide if it’s safe to and help the injured b stay. If in a tsunami zone and shaking In an earlier step, you identified training for Perform more detailed building assessment lasted for more than 20 seconds move your employees, and this is where trained b quickly to higher ground or inland. employees go into action carrying out your Establish a hub response procedures. Life safety is the prior- Then check for injured people and ity at this stage of the disaster, especially if for serious damage. Take actions to you have limited personnel. Also activate the prevent further injuries or damage. “person in charge” or their designee as they may be absent or injured. This is the decision- maker for the organization but won’t necessar- Next, perform a more detailed facilities ily be the CEO during a disaster. inspection to assess utilities and specialized equipment — do they work? Use information Nadine Regardless of whether you evacuate or stay gathered to determine impacts on your ability to resume or continue operations. Look for Director, dialysis center put, you need to account for your employees. This is a basic check on the welfare of the damage to critical files and/or data. “If you’re a medical professional in employees and any visitors. If you do have earthquake country, employee train- people injured, work with trained staff to Establish a hub (location or person) to ing can make all the difference in manage their care, but only to the level that receive reports of damage and injuries the world to a patient’s well-being. matches their training. Even if no injuries are Depending on the scale of the earthquake Once the shaking stops, we put our or other disaster, it is important to establish training into action: first we see to present, treat for shock. If you need to move a centralized location, or hub, to manage our patients’ medical needs, then we people out of danger, make sure it is safe to do check for obvious structural damage so. For those that are more severely injured, information on life safety and building & or other hazards to help us figure contact 9-1-1 if available. If not available, use operations. This will help with key decision- out if we should stay put or begin to a radio or send a runner to locate a trained first making, tracking issues, documenting a pro- evacuate.” aid responder to assist them. gression of the disaster, and lessons learned. For a very small organization, the hub may Prevent further injuries or damage just be a person. Once immediate life safety is being addressed or stabilized, it is time to move to building This central location, or emergency opera- & operation needs. First, inspect the exterior tions center, can help communicate status with of your building for damage. Check for these employees such as whether it is safe to stay, potential hazards: where to relocate employees if not, when it is safe to leave, routes to evacuate and so forth. > Fire It also can become an easier way to document > Damage to utilities damage for insurance, public and customer > Leaking gas purposes, by centralizing disaster files, photos, > Chemical spill video, receipts, etc. as the disaster progresses. > Obvious structural damage > Falling hazards during aftershocks

If it appears safe, then inspect the interior structure. If at any time during inspection, inside or outside, you find a significant hazard, consider whether occupants need to be evacuated or relocated.

13 7RESOURCES? RECONNECT AND RESTORE One of the simplest but important communication is to let your customer/client base, or the Joe community at large, know when you are open. Manager, downtown bank Once all life safety concerns are If your surrounding area has been hard hit this may be more difficult, but banners and other “Understandably, people want and addressed, it is time to begin recov- need access to their funds in the ery activities to resume your opera- advertising will help you, as can the media. aftermath of an earthquake. I hope tions. Keep in mind some aspect of there’ll be no disruption to our busi- Also, encourage employees to talk to one- ness, but you just never know. My job your organization may never return another about what happened. Mental health is is to do my best to keep customers to “normal” after a disaster. To be a big part of the recovery, and not addressing continuously updated about access resilient is to be flexible to recover in can lead to poor performance, absenteeism, to our banking services, and their etc. money.” this changed environment and make the organization survive and thrive. Recovery Activities “Things to Consider” You can begin to restore daily life by How were your employees impacted at home? reconnecting with others, repairing Are they able to return to work? As you are working to restore interrupted services, damage, and rebuilding community. here are a few areas to consider that might have an impact on how or when you resume Detailed Assessment operations. You completed a facilities inspection, but now you need a more detailed assessment of op- > Temporary v. permanent relocation erational issues. Based on what you found in > Availability of resources your facilities inspection in Step 6, prioritize > Customer/client needs your findings by what is most important and > Staff availability then begin to create an action plan. If neces- > Infrastructure — what is occurring in the sary, conduct additional assessments, possibly surrounding neighborhood that may bringing in professionals such as structural impact you engineers. In your action plan, show how you will address these issues based on their criti- Full restoration of services/production cality to operations. At this point you need to work with your community and your partners to reconnect to your At this stage of the disaster it is important customers/clients as well as get help. Look to to look more thoroughly at daily operations. businesses and/or government for assistance What you find may impact the following ar- if you need it. Resources can be found at the eas: communications, recovery activities, and local, state, and national level. Use this time restoration of services and or production. to enhance existing relationships by keeping them in the communication loop and share Communications your available resources with them, especially First determine what communication is if it might assist your community. needed and how you can be successful. Consider your different target groups as each Lesson Learned must be handled differently. Communicate You are on the road to recovery, but it is still with employees, customers/clients, vendors, important to develop your list of lessons stakeholders, and key organizational partners learned before the memories fade. This will often. Consider alternate communications help you to implement changes to operations, methods in a disaster, such as your website, add to your plan, then circle back to Step 1 social media, telephone calls, news services and lessen future impacts. Since we cannot and publications, or if there is no power then stop earthquakes, or other disasters, from oc- utilizing the U.S. Postal Service. curring it is important that we take steps today to minimize loss of people and property.

14 YOUR CHECKLIST FOR A PREPARED WORKPLACE

SETTING THE STEP 3 STEP 6 FOUNDATION ORGANIZE DISASTER SUPPLIES IMPROVE SAFTETY b Understand first aid kits vs. disaster supplies b Decide if evacuation is necessary b Create My Hazard List b Disaster Supplies Kits (see page 10) b Activate trained employees and help b Identify potential internal hazards b First Aid Kits/Medical Supplies the injured b Identify potential external hazards b b Food and Food Preparation Prevent further injuries or damage b Identify critical business assets b Water • Inspect the building exterior for b Complete the Risk Assessment Matrix damage and/or hazards b Lighting • Inspect the building interior for damage b Communications and/or hazards b Tools • Perform a more detailed facilities BEFORE… b Personal Protective Equipment assessment of impacts to utilities, special equipment, etc. b Tarps/plastic sheeting STEP b Inspect the building exterior 1 b Hygiene and sanitation supplies SECURE YOUR SPACE for damage and/or hazards b b Back-up power b Begin addressing hazards by starting b Inspect the building interior for damage on no/low cost items with high impact Additional supplies and/or hazards b Consider benefits vs. loss of higher b Perform a more detailed facilities cost items STEP 4 assessment of impacts to utilities, special equipment, etc. b Be diligent in continuing solutions MINIMIZE FINANCIAL HARDSHIPS b Establish hub for communications b Reinforce & reward employees’ safe b Organize important documents behavior b b Strengthen your property Address priority hazards b Bring in expert advisors AND AFTER… b Actions if you lease STEP 2 b Actions if you own STEP PLAN TO BE SAFE b Consider insurance 7 b RECONNECT AND RESTORE Collaborate on Your Plan b b Complete Basic Plan (see page 9) Perform a more detailed assessment b of operational issues Employee Emergency Contacts DURING… b Communicate frequently with b Key Contacts List target groups b Critical Business Functions STEP 5 b Consider recovery activities b Vital Records DROP, COVER, AND HOLD ON b Fully restore operations/production b Critical Equipment/Machinery b Know how to Drop, Cover, and Hold On b Document lessons learned b Recovery Locations b Understand how to Drop, Cover, and Hold b Return to Step 1 to update plan b Life Safety — Emergency on—when you cannot Drop Response b Review safe places in an office b Plan Education b b Identify hazards in your safe places Maintenance and Testing b Educate your workplace visitors

15 WE’RE ALL IN THIS TOGETHER

EARTHQUAKE COUNTRY ALLIANCE READY BUSINESS www.ready.gov/business/ www.EarthquakeCountry.org Business Section – Information on how to create a plan for your business, Great information for how to get prepared to survive and recover after major training and awareness aids, downloadable information earthquakes, according to the Seven Steps to Earthquake Safety. This site also has useful information about earthquakes risk in California, a broad collection of earthquake science preparedness resources, and information CALIFORNIA GOVERNOR’S OFFICE about major activities of the ECA. OF EMERGENCY SERVICES https://www.caloes.ca.gov/businesses-organizations www.terremotos.org Businesses can do much to prepare for and lessen impacts of natural Earthquake preparedness information and resources in Spanish, including hazards, including earthquakes, floods, fires, tsunamis, and pandemics. the Spanish-language version of Putting Down Roots in Earthquake Country Cal OES offers information about training, materials and assistance to help respond to and recover from such disasters. QUAKESMART www.QuakesmartCommunity.org U.S. CHAMBER OF COMMERCE FOUNDATION A program of resources and recognition for organizations looking to secure www.uschamberfoundation.org/disaster-response-and- their space, systems, structure, staff and services for earthquakes. Great community-resilience guidance to complete steps and application for recognition The Chamber’s Corporate Citizenship Center (CCC) has great resources such as Preparedness & Recovery Quick Guides (printed and expanded DISASTER RESISTANT BUSINESS (DRB) TOOLKIT® online guides), as well as the National Disaster Help Desk that provides www.DRBToolkit.org assistance to organizations and communities struck by disaster—just Simple, yet comprehensive step-by-step application uses videos and call 1-888-MY-BIZ-HELP (888-692-4943) interactive content that’s 100% customizable for organizations to identify risk, prioritize operations, and train employees. Develop or enhance your U.S. SMALL BUSINESS ADMINISTRATION (SBA) continuity plan and program. Learn how to create exercises; get solutions 1-800-U-ASK-SBA (1-800-827-5722) for before, during, and after disaster; and make better decisions to keep E-mail: [email protected] your doors open www.sba.gov/services/disasterassistance Provides excellent information regarding types and how to apply for GREAT SHAKEOUT EARTHQUAKE DRILLS disaster assistance, and other resources www.ShakeOut.org Register here to join millions of people worldwide who practice self- www.preventionweb.net/files/3548_servdisprepplanningguide.pdf protective actions each year, in businesses, organizations, government, SBA’s “Expect the Unexpected: Prepare Your Business for a Disaster” schools, and other organizations. Comprehensive drill planning resources guide with tips and resources for multi-hazards are available for simple to advanced drills at any time. Many additional resources for what to do before, during, after are also available CENTER FOR DISEASE CONTROL (CDC) www.cdc.gov U.S. DEPARTMENT OF HOMELAND SECURITY (DHS) Emergency Preparedness and Response Section – Obtain information FEDERAL EMERGENCY MANAGEMENT AGENCY (FEMA) regarding specific health threats, how to plan for them and how to create www.dhs.gov / www.fema.gov a supply kit DHS/FEMA provide current National Terrorism Advisory Level, national security, preparedness and response programs, applying for disaster DISASTER RESOURCE GUIDE assistance, resources, and training www.disaster-resource.com A source for Business Continuity news, articles, trends, and a guide for additional resources

resilientworkplace.org Earthquake Country Alliance We’re all in this together.