Threat Assessment and Monitoring

Unforeseen events can have a devastating effect on businesses. The rising number of natural disasters, communicable illnesses, and terrorist-related events has accentuated the need that businesses must be prepared to continue their critical business processes – under any circumstances.

Disasters, risks, and threats are increasingly a global concern. Disasters and actions in one region can have an immediate impact on risks in another. Despite growing understanding and acceptance of the importance of risk mitigation and increased disaster response capacities, disasters and in particular the identification, monitoring, and management continue to pose challenges to most organizations.

Threat Assessment

The best time to respond to a disaster is before it happens. Every physical area in the world is or will be subject to some type of disaster or hazard. Even though an area has never been damaged before, there is no guarantee that it will not happen tomorrow. It is a governance responsibility to identify the kinds of hazards and their impact that could affect your company both internally and externally before they occur.

The starting point for reducing disaster risk and for promoting a culture of disaster resilience lies in the assessment of the threats and vulnerabilities that most businesses face.

Business Continuity and Disaster Recovery Plans are designed to enable businesses to be well prepared to deal with identified potential disasters. These plans help minimize the potential damage to the business’ operation, image, employees, customers, and bottom line.

Monitoring

Once the potential risks have been identified, there is a need for methodology to monitor geographic or natural exposures, communicable illnesses, manmade disasters, or other risks. Knowing what needs to be monitored and how often is critical.

While some vulnerabilities and potential disasters are easy to monitor, such as winter storms, others can only to be measured with less direct methods, such as a pandemic or communicable illness. Predetermined triggers must be established to activate plans. For example, in the case of a pandemic, specific data to be monitored must be identified that can be utilized to create an imminent phase trigger. The advantage of identifying an imminent phase is to allow for a period of time to position operations, employees, and the organization for an emerging pandemic.

Early warning systems must be people centered. Warnings must be timely and understandable to those at risk, including guidance on how to act upon warnings, and support effective operations.