It’s difficult to fathom that it’s been 10 years since Katrina made landfall and wreaked havoc on New Orleans and the surrounding region.
Katrina heading toward the coastline on Aug. 28, 2005.
I’m sure you don’t need to be reminded of the devasting storm delivered to the region. But just in case, here’s a brief excerpt from the August 30, 2005 edition of the New York Times …
“Hurricane Katrina pounded the Gulf Coast with devastating force at daybreak on Monday, sparing New Orleans the catastrophic hit that had been feared, but inundating parts of the city and heaping damage on neighboring Mississippi, where it killed dozens, ripped away roofs and left coastal roads impassable.
Officials said that, according to preliminary reports, there were at least 55 deaths, with 50 alone in Harrison County, Miss., which includes Gulfport and Biloxi. Emergency workers feared that they would find more dead among people who had been trapped in their homes and in collapsed buildings.
Jim Pollard, a spokesman for the Harrison County emergency operations center, said many of the dead were found in an apartment complex in Biloxi. Seven others were found in the Industrial Seaway.
Packing 145-mile-an-hour winds as it made landfall, the storm left more than a million people in three states without power and submerged highways even hundreds of miles from its center.The storm was potent enough to rank as one of the most punishing hurricanes ever to hit the United States. Insurance experts said that damage could exceed $9 billion, which would make it one of the costliest storms on record.”
As we all know, the toll turned out to be a lot worse than those (and other) initial estimates—and, as Gary Rivlin makes clear in his new book Katrina: After the Flood (the release of which was obviously timed for the 10th anniversary), the impact, in many ways, continues to be felt today.
Of course, as far as employers are concerned, Katrina’s 10th anniversary raises the ever-important question, “From an employee and operational standpoint, are we better prepared to respond when a natural disaster strikes than we were 10 years ago?”
I’m not really prepared to address that question in this particular post, but figured it might be as good a time as any to dust off an article we posted in 2011 on HREOnline titled “Being Prepared When Disaster Strikes.” Written by Ann D. Clark, CEO and founder of ACI Specialty Benefits, an EAP and leading provider of student-assistance programs, and wellness, concierge and work/life services, the piece offers employers a road map for navigating natural disasters such as Katrina.
“Too many businesses wait until crisis strikes to act,” Clark wrote in 2011. So as Erika approaches Florida and the nation and world remembers Katrina 10 years later, here are a few of the pointers featured in Clark’s article.
“The Vulnerability Audit”
Before creating a response plan, first take a vulnerability audit or risk assessment. Remember, the workplace can be directly affected through actual physical damage in the event of an earthquake, tornado, tsunami or other natural disaster, and can also be adversely affected by employees having family members or friends impacted by a traumatic event … .
Creating a Plan
An effective plan is one that is well-rounded and capable of responding to any incident, regardless of size, scope or complexity. Make sure the plan addresses up-to-date evacuation procedures, property-damage protection, systems back-up, communication and business contingency.
HR professionals should also consider consulting with first responders and employee-program-assistance providers to ensure the plan effectively covers major areas of concern.
When preparing for an immediate threat such as a natural disaster, safety comes first.
Disaster Training and Communication
The next major step in disaster preparedness is adequate training and communication to ensure the workforce has all the tools necessary to respond and recover in times of crisis.
HR professionals should start by having a meeting focused on disaster preparedness where all of the important information can be disseminated to the entire workforce. At these meetings, topics such as where the emergency supplies are located, where the office safe area can be found and how to respond to each kind of respective emergency can be covered.
Preparedness in Action
In Florida, companies are often threatened by hurricanes and have learned first-hand how preparedness works.
Ruth’s Chris Steak House learned the communication plan was one of the most important pieces of its disaster planning when Hurricane Katrina struck. Without phone lines, the management team was able to locate all but three of 370 employees in affected areas within a few days using text messaging.
According to the Federal Emergency Management Agency, the company’s disaster plan also includes pre-hurricane-season tree-trimming around restaurants, an outline of items for each store’s disaster-supply kit and step-by-step instructions on ways to secure the building and food supplies before evacuations.
Turning to Professional Resources
A major part of disaster preparedness is knowing where to turn for resources and support. One of those crisis-response resources is the employer’s employee-assistance program.
When the tragic 2011 earthquake and tsunami hit Japan, there were a variety of U.S.-based companies with employees and family members in Japan who needed to be evacuated immediately. Some of ACI Specialty Benefits’ clients turned to the EAP resources for prompt support in ensuring these employees and family members were taken care of. …
In critical situations, EAP services can be invaluable in providing prompt and professional support to address a wide range of business and personal needs, including the provision of on-site counseling support to management and staff.
Advice well worth remembering, I would think, especially as the coast of Florida braces for Tropical Storm Erika, which could possibly make landfall as a hurricane early next week.
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