This report tracks the major market events including product launches, development trends, mergers & acquisitions and the innovative business strategies opted by key market players. Along with strategically analysing the key markets, the report also focuses on industry-specific drivers, restraints, opportunities and challenges in the Business Continuity And Disaster Recovery Solutions And Services market.
This report offers in-depth analysis of the market size, share, major segments and different geographic regions for the next seven years
This research report offers in-depth analysis of the market size (revenue), market share, major market segments and different geographic regions, forecast for the next seven years, key market players and industry trends.
The global disaster recovery solutions market size is expected to reach USD 26.23 billion by 2025, registering a strong CAGR of 36.5% during the forecast period. Top Companies in the Global Business Continuity And Disaster Recovery Solutions And Services Market: IBM, Microsoft, Sungard as, Iland, Infrascale, Bluelock, Recovery Point, NTT Communications, Amazon Web Services, Acronis, Cable & Wireless Communications, Tierpoin, Geminare… and others.
Roughly half of businesses in the UK (46%) are not confident their business continuity plans are up to date, according to fresh reports from Databarracks.
Polling businesses ahead of the Business Continuity Awareness Week (BCAW), the report says that organisations are being regularly exposed to potential business disruptions because of poor BC management. Databarracks’ managing director Peter Groucutt says organisations should be investing in resilience, but “this is not happening across half of UK organisations”.
He believes it is critical for organisations to tweak and test their BC plans on regular basis. A three-year old plan won’t be of much help, as it may refer to employees that retired or left the company in the meantime.
Extreme weather events are becoming more frequent, and more costly. According to one estimate, natural disasters caused about $340 billion in damage across the world in 2017. And insurers had to pay out a record $138 billion. The $5 trillion global insurance industry plays a huge role in the U.S. economy. Insurance spending in 2017 made up about 11 percent of America’s GDP.
Natural disasters cost the USA $91 billion in 2018, according to a new report from the National Oceanic and Atmospheric Administration.
The report’s findings are a sign that the changing climate and increasing numbers of extreme weather events are having a significant economic impact, even as the Trump administration continues to undo Obama-era climate regulations.
From Australian bushfires to Haitian earthquakes, social media platforms are proving to be flexible tools in spreading life-saving information about impending disasters and vital aid after an event, but how to use them wisely remains a vexed question.
Analysis finds users with small networks are critical in keeping their communities informed
A new study from the US focuses on the use of the online news and social networking platform Twitter during natural disasters and has found that average users with relatively small numbers of followers are more effective at spreading useful information than high-profile so-called “influencers” who boast massive numbers of followers.
Additionally, the research, published in the journal PLOS One, finds each type of natural disaster has its own unique pattern of social media use.
“Subduction-zone earthquakes operate on the…[principle that] one enormous problem causes many other enormous problems.” — Kathryn Schulz, The Really Big One
In her Pulitzer Prize–winning article “The Really Big One,” New Yorker staff writer Kathryn Schulz tells the story of the worst natural disaster in the history of North America. According to scientists, on or about January 26, 1700, a massive earthquake in the Pacific Northwest ripped a gash in the earth’s crust along a line from Vancouver Island in Canada south nearly six hundred miles into Northern California, causing massive devastation.
A massive earthquake in the Pacific Northwest ripped a gash in the earth’s crust, causing massive devastation
The geological record indicates that these “great earthquakes” (those with a magnitude of eight or higher) occur in this area of the Pacific Northwest about every five hundred years on average.
In “The Really Big One”, Schulz describes for us the implications of this revelation. When it comes, the next Really Big One could impact an area of 140,000 square miles and devastate major population centers like Seattle and Tacoma in Washington, and Portland, Eugene, and Salem in Oregon. Seven million people could be cast into this parallel universe, of which nearly 13,000 people could die and another 27,000 could be injured. When it happens, we would need to provide shelter for a million displaced people, and food and water for another two and a half million.
The following excerpt is what we call a worst-case scenario:
“When the Cascadia earthquake begins, there will be… a cacophony of barking dogs and a long, suspended, what-was-that moment before the surface waves arrive…
Soon after that shaking begins, the electrical grid will fail, likely everywhere west of the Cascades and possibly well beyond. If it happens at night, the ensuing catastrophe will unfold in darkness…
Anything indoors and unsecured will lurch across the floor or come crashing down: bookshelves, lamps, computers, canisters of flour in the pantry. Refrigerators will walk out of kitchens, unplugging themselves and toppling over. Water heaters will fall and smash interior gas lines. Houses that are not bolted to their foundations will slide off…
Other, larger structures will also start to fail… across the region, something on the order of a million buildings will collapse…
The shaking from the Cascadia quake will set off landslides throughout the region—up to thirty thousand of them in Seattle alone… It will also induce a process called liquefaction, whereby seemingly solid ground starts behaving like a liquid, to the detriment of anything on top of it… Together, the sloshing, sliding, and shaking will trigger fires, flooding, pipe failures, dam breaches, and hazardous-material spills. Any one of these second-order disasters could swamp the original earthquake in terms of cost, damage, or casualties—and one of them definitely will.
Four to six minutes after the dogs start barking, the shaking will subside. For another few minutes, the region, upended, will continue to fall apart on its own.
Then the wave will arrive, and the real destruction will begin.”
Never tell me the odds
The odds of a big Cascadia earthquake happening in the next fifty years are roughly one in three. The odds of the next Really Big One are roughly one in ten. Even those numbers do not fully reflect the danger—or, more to the point, how unprepared the Pacific Northwest is to face it.
We should pause for moment to take all of this in. The enormity of this breathtaking scenario makes it difficult to contemplate fully. But contemplate, we must.
And then, after we have contemplated for a while, somebody needs to get to work. I have an idea: how about we build a Pacific Northwest Cascadia Subduction Earthquake and Tsunami Response Plan? The PNCSETRP (as I like to call it) would be massive and unprecedented, nothing less than a comprehensive, proactive, integrated, and all-of-nation plan.
How about we build a Pacific Northwest Cascadia Subduction Earthquake and Tsunami Response Plan?
Although it sounds complicated, all you really need to do is to put all the people who would be responsible for a Pacific Northwest Cascadia subduction earthquake and tsunami response in the middle of an imagined Cascadia subduction earthquake and tsunami to figure things out ahead of time, instead of in the fog of war.
Thanks to Kathryn Schulz’s elegant scientific narrative we have an incredibly detailed imagined disaster to work with.
So, let’s do that now. Let’s imagine that it’s 2:35 p.m. on a rainy Saturday afternoon in March and the next Really Big One hits.
We need to think through exactly what that would look like
We need to quantify the unprecedented surge that the crisis will bring. We need to understand, in as much fine-grained, colorful detail as possible, that enormous problem that causes so many other enormous problems. We need to list all of the issues that we—the United States and the world—would be dealing with as that Saturday afternoon turns into a long Saturday night. We need to think about the people—the seniors, the individuals with disabilities, the children and families—who would be trapped inside that parallel universe.
Instead of trying to think through these things then, we need to do it now, so that we know what we will tell them about when we are going to reach them. About how we are working across 140,000 square miles of affected area to rescue people from collapsed buildings, pump out the water, get power and cell phone service back, and clear the streets. About how we are providing shelter for a million displaced people, and food and water for another two and a half million.
To be able to do these things then, we need to get to work now.
We must travel through the wormhole and into that parallel universe, to spend as much time as possible in the Pacific Northwest on that Saturday afternoon with those collapsed buildings, blocked roadways, stuck trains, trapped victims, dead and injured people, and debris in the streets. We must figure out everything we would have to do all at the same time, who is going to do it, and where we are going to get all of the stuff we will need to make it happen.
I hate to be the one to break it to you, but we are not doing this work today
Instead, in cities and states all over the Pacific Northwest, and the nation, disaster professionals sit around in small groups in carpeted conference rooms, using rational thought processes to write pieces of the plans about pieces of the job they think they own. And, by the way, these plans have been shown to work spectacularly well… in carpeted conference rooms.
Why do we instead sit in carpeted conference rooms with our cliques asking the same old questions?
There is no substitute for an integrated, all-of-nation planning process like the one described above. So why are we not doing it? Why do we instead sit in carpeted conference rooms with our cliques telling war stories, asking the same old questions, and speaking the same tired platitudes?
Why, instead of spending time trying to understand the enemy, do we clutter our minds with process and unrealistic expectations—so that we are surprised, caught off guard, when the realities that the crisis inevitably brings don’t fit our processes or expectations?
The government is preparing to test a disaster early warning system for the Asia-Pacific region using one of its quasi-zenith satellites later this year, a Kobe-based international organization said Sunday.
Preparations are underway for the first test overseas later this year in India and Papua New Guinea as Japan aims to expand its contribution to other Asian countries’ disaster prevention and potential impacts of natural disasters on Japanese manufacturers’ production and supply chains, according to the Asian Disaster Reduction Center (ADRC).
Maintain your critical operations at the level required for the survival of your organization, no matter what happens!
You are invited to join us in Atlanta, GA for the Certified ISO 22301 Lead Implementer training event.
The Certified ISO 22301 Lead Implementer training will enable you to support your organization in establishing, implementing, managing and maintaining a Business Continuity Management System (BCMS) based on ISO 22301. During this training course, you will also gain a thorough understanding of the best practices of Business Continuity Management Systems and be able to provide a framework that allows the organization to continue operating efficiently during disruptive events.
Natural disasters cost $155 billion this year, and several of them struck the United States particularly hard. Hurricanes Michael and Florence, the California wildfires and Hawaii’s volcano eruption are all on the list of the most expensive global disasters of 2018, according to the Zurich-based reinsurance company Swiss Re.
However, global insured losses are estimated at around US$79 billion, higher than the annual average for the previous 10 years. Natural disasters accounted for US$71 billion in insured losses, while man-made disasters accounted for US$8 billion.
“Like last year, the losses from the 2018 series of events highlight the increasing vulnerability of the ever-growing concentration of humans and property values on coastlines and in the urban-wildlife interface,” Swiss Re said of its report. “The very presence of human and property assets in areas such as these means extreme weather conditions can quickly turn into catastrophe events in terms of losses inflicted.”
These points were raised on Monday by Director of the Department of Emergency Management, Kerry Hinds, as the island joined the rest of the world in observing World Tsunami Awareness Day 2018 under the theme: Reducing Economic Losses.
Speaking during a seminar at the Folkestone Park and Marine Reserve, Ms. Hinds said the aim of the Technical Standing Committee on Coastal Hazards was to see Holetown, St. James designated as the first tsunami ready community in Barbados.
She explained that efforts to achieve this goal were being done by utilizing the Comprehensive Disaster Management (CDM) strategy which focused on four areas – institutional strengthening; research and knowledge management; mainstreaming disaster risk management in key economic sectors; and community resilience.
“Five frogs are sitting on a log.
Four decide to jump off.
How many are left?
Why? Because there’s a difference between deciding and doing.”
I recently attended the wedding of a friend in a private social club in the Gramercy neighborhood of Manhattan. And what a wedding it was. Beautiful and elegant, the guests were led seamlessly, almost effortlessly, through all of its various pieces-ceremony, after-ceremony and reception. When I mentioned to my wife how “it all seemed to come together” she gave me that I should be rolling my eyes right now look and said, “Yeah……no”
People who don’t know think that complex events just kind of “come together”. Nothing could be further from the truth.
People who don’t know think that complex events just kind of “come together”. Nothing could be further from the truth.
And the only people who really understand this are the unsung heroes who actually bring these complex events together. These are those unique people who plan, organize and execute; who “own” the events. They who take the headaches, herd the cats, deal with the thousands of little crises and do whatever it takes before, during and after the big day. Other than the bride (and a few wedding planners) few know these headaches, the long hours over late nights and just gritty hard work it takes to execute a seamless complex event.
Now stick with me because, believe it or not, I’m now going to draw a comparison between a wedding and a disaster (because, after all, some disasters are just big fat Greek weddings on steroids).
Lets start with the EOC. The biggest tool in the emergency managers toolbox, the emergency operations center is a multi-agency coordination center, or MACC, that is established at the operational, or agency, level of the response and provides situational awareness to decision-makers at the strategic level as well as information and logistics support to tactical assets in the field. It is an extraordinarily powerful tool that can manage every type of disaster.
But people who don’t know think that all you need to do when a disaster happens is turn it on.
But people who don’t know think that all you need to do when a disaster happens is turn it on. Simply activate the EOC (the thinking goes) and get the right people in the right seats. And good things will happen… organically, like magic. Sadly, with EOCs – as with weddings – nothing could be further from the truth.
And the only people who really understand this are those unique people who plan, organize and execute; who “own” the EOC. These are the people who herd the cats, deal with the thousands of little crises and do the gritty hard work over the long hours and late nights of the disaster to get it done. These people are the Emergency Managers. Emergency managers have one job: to coordinate. But that’s ok because that one job is everything.
The source of all failure during disasters is either lack of situational awareness or failure to act.
If you got all the way through the wedding story to this point you are probably ready to quit this article. Why? Because of that word. It’s one of those words like insurance or paradigm or variable annuity that is just… boring.
It is our job to make sure everybody knows what is happening along with the piece of the job that they own so that they have no excuse for failure to act.
The word, of course, is coordination. Now, we emergency managers know about coordination and we know that it’s kind of a big deal but at the same time it’s so boring that we don’t like to talk about it. So we don’t. When emergency managers talk they sit around carpeted conference rooms talking about what we do. But rarely do we talk about how we do it. Instead we tell ourselves: “Why spend a lot of time talking about it? We know how to do it.”
Now, I work in healthcare, and where I work the doctors spend a lot of time sitting around carpeted conference rooms talking about how they do what they do. Why? Because they know that the how is the key. To performance, to proficiency, to professionalism. How they do what they do is everything.
Even though we don’t talk about it, emergency managers, like wedding planners, know through hard experience that groups of people only accomplish things when we put energy into a chaotic system. It is our job to create a path forward in everybody’s head. It is our job to make sure everybody knows what is happening along with the piece of the job that they own so that they have no excuse for failure to act.
That is coordination. Coordination is the ‘how’ of emergency management. But because it is so boring we don’t talk about it. As if it was a secret. The emergency manager’s secret is that we make magic happen through coordination.
During disasters thousands, even millions, of people are impacted in the same way at the same time. Their feelings of comfort and sense of order are destroyed. They have so many questions to which nobody has any answers. Fear seeps in to replace the destroyed rhythm of daily life. They get a strange sensation that feels like the fabric of society unraveling. Many will do what they always do when faced with big decisions: they will freeze. They will hunker down and try to distract themselves until help comes along and someone tells them what to do, trapped in a parallel universe of suboptimal outcomes.
During disasters, coordination means putting the right people in the right conversations to answer every question. To do this, we create a real-time decision infrastructure – an instant bureaucracy – across the range of operations. That this the incident organization, and it is centered in the EOC.
The incident organization is a team of teams. It is composed of people and resources coming together to work a process—fast, flat, and flexible, combining transparent communication with decentralized decision-making.
Different aspects of the disaster
Some disasters require dozens of teams focused on different aspects of the disaster—search and rescue, damage assessment, evacuation, sheltering, logistics, debris removal, disaster assistance, fatality management, feeding, and on and on.
For new problems for which there is no plan, it gets more people in and creates new teams
Even though every team is empowered to feed and care for itself, for the days and weeks of a big response, the job of coordination is to get them whatever they can’t get for themselves. If a team needs leadership, it assigns it. It solves the problems they can’t solve and moves the obstacles they can’t overcome. It gets them the stuff—from industry experts to specialized vehicles or equipment—they need to do their job. If there is information or orders or approvals they can’t get, it will get them. For new problems for which there is no plan, it gets more people in and creates new teams.
Coordination creates trust—trust in the plan and confidence that we will not fail.
It doesn’t wait; it anticipates. It creates a collective dynamic that empowers teams to run at, not away from, problems. Coordination force them to think: “What is happening? What are we doing? What do we intend to do? What can we do now to get ahead of the curve?” Finally, coordination tells everybody what is going on: field teams to agency headquarters to city hall to the children and families trapped within the parallel universe. It tells them what life is like within the parallel universe, what we are doing about it, what we are not yet doing, and why.
People think that government has some innate ability to respond to disasters. Nothing could be further from the truth. Governments are slow-moving creatures of habit, ill-suited to the demands of the parallel universe. Coordination is the secret sauce, an instant bureaucracy that supercharges the government-led response.
During a disaster, coordination communicates a list of clear objectives for every operational period. At OEM we called those objectives Commander’s Intent. Everyone, at every level of the organization, is empowered to say yes to everything as long as it falls within the boundaries of Commander’s Intent. The message is, “Do what is right, not what you have a right to do”.
Everything that can go wrong
Coordination connects everything at all levels of the response. First, it connects agencies together in the EOC. Then these same agencies connect down to the boots on the ground and up to the Bosses. This last part is critical because in the parallel universe, everything that can go wrong will go wrong all at the same time. We need the Bosses to quickly make the decisions that only they can make and to resolve the issues that only they can resolve; otherwise, we cannot act in the moment. Mistakes and blunders are pervasive in the parallel universe.
Fortunately, we have an organizing system. ICS is the toolbox that disaster professionals bring into the parallel universe, and coordination, the best kept secret in the disaster business, is the most important tool in that toolbox.
Bad things happen: Natural or industrial disasters, fires, floods, power failures, telecommunications failures, data-processing malfunctions, hacking, malevolence, terrorism…
In a context of globalization ruled by “just-in-time” principles, organisations are in constant competition. The ability to deliver services and products to customers represents a major challenge.
A disruption to the operations, even for a short period of time, can threaten the market share and, even, the survival of an organisation. We believe it is of the greatest importance for all organisations, small or large, to develop a Business Continuity capability that enables facing all situations.
You are invited to join us for our upcoming Business Continuity Management training events in Calgary, AB, Canada in January.
The Business Impact Analysis (BIA) is the foundation on which to build an organisation-wide Business Continuity Management System. The instructor will walk you through all the steps associated to completing a BIA.
This course is designed around a tried and true BIA model providing you with the methodology, the associated tools and the confidence required to complete a thorough Business Impact Analysis.
The system will replace the traditional emergency siren and is similar to the system that exists in the US, which was tested recently.
According to the EU, the lack of early warnings around the time of the Westminster and Paris attacks, and the risk to public safety posed by unofficial and inaccurate communications, has prompted the decision.
The new European wide alert system, called Reverse112, has now been approved to be introduced in all member states in the EU, including Ireland.
Each state will have 42 months after the legislation comes into force to rollout the system and each government will be asked to work with mobile phone providers to help implement it.