"At Home Abroad", C. Richardson. (SM, Jan. 1997, p. 50) As more companies test opportunities in emerging nations, security managers must be ready to help employees operate safely in unfamiliar cultures.
"Designing Out Terrorism", (Sec, Vol 34, 4, p. 23)
"Diagnosis: Reduced Disability Costs", N. Hendler. (RM, Vol 44, 10, p. 14) Chronic pain, particularly back, neck and limb pain, is an expensive problem for business. New methods for diagnosing pain-related claims accurately can improve patients' recoveries and reduce employers' cost.
"Domestic Violence Seeps Into Workplace", (Sec, Vol 34, 3, p. 49)
"Emotional Rescue", J. Wills, J. Steinberg. (CPM, Vol 2, 5, p. 27) Employees feeling emotionally stable are going to get your business back up and running. Those unable to function at an optimal level are going to bring it back down.
"Fighting Back Against Workplace Violence", A. Hasbach. (WP, 1997, p. 14) Workplace violence cannot be eliminated, but a variety of methods can improve safety and reduce the probability of events occurring.
"IDing & Executive Protection Tasks", R. Oatman. (Sec , Vol 34, 8, p. 63)
"Making the Right Moves: Implementing Effective Ergonomics Management", D. Kysar, M. Hansen. (RM , Vol 44, 2, p. 50) Because the costs of dealing with workplace ergonomics injuries and illnesses continue to increase, companies need to better identify employees and environments at risk and implement and effective ergonomics management program.
"Managing Workplace Violence", (Sec, Vol 34, 9, p. 73)
"Preparing for the Increasing Threat of Terrorism", M. Keating. (DRJ, Vol 10, 1, p. 10) With the impending possibilities of different types of terrorism, it is important to review probable responses for a business exposed to such threats.
"Preventing Sexual Harassment: Risk Management Tools", J. Pearson. (RM, Vol 44, 1, p. 24) With the number of reported incidents and lawsuits rising, every company must develop policies and procedures for preventing and dealing with sexual harassment in the workplace.
"Sex, Lies, and Liability", E. McClain. (SM, Mar. 1997, p. 44) By effectively investigating and redressing sexual harrassment claims, a company can reduce, or shield itself from liability.
"Stress Mitigation for Volunteer Employee Emergency Workers", D. Riddell. (DRJ, Vol 10, 2, p. 60) People who survive traumatic events experience different reactions; the author indicates the most common response in individuals is termed dissociation, a psychological effect leaving people less emotional or less reactive than usual.
"The Fall of Terrorism", L. Johnson. (SM, Apr. 1997, p. 26) Public hysteria and pundits' rhetorics to the contrary, government data demonstrate that terrorism is on the decline.
"Threats From Customers", (Sec, Vol 34, 3, p. 50)
"Total Health Management: Linking Productivity and Employee Well-Being", J. Emery. (RM, Vol 44, 7, p. 23) Linking employee well-being to improved productivity may seem obvious, but the long history of managing workers' compensation and group health programs separately shows that significant change must occur before these programs can be integrated fully.

INSURANCE & LEGAL ISSUES

"Business Income Insurance", R. Papa. (DRJ, Vol 10 4, p.12) After detailing the elements that make up business insurance, this article reviews the importance of coverage for your established company.
"Contingency Planning as Asset Management-Legal Issues", J. Copenhaver. (DRJ, Vol 10, 2, p. 26) What measures can a 401-K investor take to protect themselves from the unforeseen? This article examines legal steps individuals must take in order to recover lost finances in the event an unexpected disaster wipes out a "nest-egg".
"Hotel/Fire Industries vs. Feds: Is Law's Intent Being Met?", K. Hodgson. (Sec, Vol 34, 6, p. 51) Red change surprises.
"Insurance…Do You Have What It Takes?", K. Rospond. (DRG, 1997, p. 29)
"Replacement Cost Coverage; Filling the Void That Actual Cost Cash Value Insurance Creates", R. Papa. (DRJ, Vol 10, 2, p. 52) The Author examines the differences and theories between property insurance's Actual Cash Value and Replacement Cost coverage.
"Solving the 'Expert' Dilemma", D. Lucrell. (DRJ, Vol 10, 4, p. 16) The manner in which property insurance claims are handled has changed over the years, resulting in serious crises for those affected by disasters. This article offers possible solutions to your insurance dilemmas.
"What Your Insurance Company Doesn't Want You to Know", P. Paisley. (DRJ, Vol 10, 2, p. 32) This commentary reviews the multi-faceted attitudes towards the insurance industry, from the government to the public individual.

PUBLIC & PRIVATE PARTNERSHIPS

"A Business Perspective: Government and Business Working Together", J. Copenhaver. (DRG, 1997, p. 7)
"Building Public/Private Partnerships in Emergency Management", J. Witt. (DRG, 1997, p. 3)
"Contingency Cooperatives", M. Keating. (CPM, Vol 2, 5, p. 24) While no one company or individual has all the information, resources, or perspective necessary for catch-all contingency planning, mutual support from private and public interests makes it manageable.
"Creating Disaster Resistant Communities", J. Witt. (DRJ, Vol 10, 4, p. 18) A growing project for the Federal Government is to unite businesses and industries to create Disaster Resistant Communities. The author outlines techniques and strategies for allowing further precautionary development across the nation.
"Public/Private Partnership", D. Smith. (DRJ, Vol 10, 3, p. 80) Viewing current governmental trends with private and public partnerships, this commentary focuses on concerns dealing with the privatization of the National Weather Service (NWS).
"Getting Ahead of the Headlines", R. Gardner. (SM, July 1997, p. 115) Don't let poor public relations turn an incident into a man-made media crisis.

PUBLIC RELATIONS/MEDIA RELATIONS

"Meet the Press", D. Bates. (CPM, Vol 2, 2, p. 12) Any business faced with media coverage of a crisis -- large or small, sudden or smoldering-needs a contingency plan: what to do when the feathers fly, what to do after they've settled. When the media come calling, they've already decided that you're news.
"Winning with the Media", S. Levine. (DRJ, Vol 10, 4, p. 28) Being confronted with television cameras can be intimidating for a company's spokesperson. Here are a few suggestions to consider if you are ever suddenly forced into the "limelight."

RESOURCES, Case Studies

"A Comparison of Computer Contingency Plans Enacted After Hurricanes Hugo & Andrew", M. Cerrullo, M. Cerrullo, R. McDuffie. (DRJ, Vol 10, 2, p. 72) Taking data from various surveys, the authors compare and contrast the results from the effects of two recent hurricanes which struck North America.
"CEO A Hero?", B. Vouglas. (CPM, Vol 2, 8, p. 8) Malden Mills CEO Aaron Feuerstein made good on his promise to rebuild his business and retain his employees after a devastating fire. But at what cost?
"Floods Can't Stop the Pressure in Grand Forks", L. Parker. (DRJ, Vol 10, 3, p. 50) Despite the Red River flood and the subsequent fire that hit North Dakota, the Grand Forks Herald managed to keep its operations in order. The author reviews the situation during the most crucial period of the disaster.
"Give Your LAN a Hand", J. Jackson. (SM, Aug. 1997, p. 44) Discover how the GMAC Mortgage Corporation developed a disaster recovery plan for its information and business operations.
"Helping 2.5 Million A Day Travel Safely", J. Scanlon. (DRJ, Vol 10, 2, p. 14) The London Underground has for many years served as a means of transportation for millions of people. Yet, it was only within the past 10 years that measures were taken to begin planning for the unpredictable disaster.
"Hurricane Bertha- A Contingency Planners Nightmare", J. Nevola. (DRJ, Vol 10, 1, p. 76) Reviewing the incidents surrounding Hurricane Bertha, this case study analyzes events of one of the worst storms to hit the Atlantic coast this year.
"Maintaining Momentum: How Lands' End Kept Packages Moving", (RM, Vol 44, 12, p. 34)
"Marquette Medical Systems", S. Goodman. (DRJ, Vol 10, 3, p. 87) When upgrades to an entire storage management solution are necessary, there are many options to be considered. Learn how one company managed the change and greatly improved their backup and recovery capabilities.
"NYC World Trade Center Marks Terror Potential", B. Zalud, D. O'mara. (S&S, 1997, p. 9) From imaging ID and Color Video Surveillance to Unique "Stopped-vehicle" Alarming, the World Trade Center is Proactive.
"One Bank's New View of Security", T. Slimick. (SM, Feb. 1997, p. 38) Barnett Bank was able to reduce fraud by 20 percent and save about $1 million annually by centralizing security operations.
"Partnering's the Vehicle for Auto Maker's Preparedness", B. Vouglas. (CPM, Vol 2, 7, p. 34)
"Red River Rising", M. Bennett. (DRJ, Vol 10, 3, p. 52) This article highlights events which happened in the city of Winnipeg, Canada and details how the rising waters were handled.
"Risk Assessment Can Add Value in Unexpected Ways", (Surv, Feb. 1997, p. 26) Case Study -- Police benefit from risk management approach.
"Security in its Element", T. Anderson. (SM, Aug. 1997, p. 31) Monsanto's security team helps improve the company's bottom line with a nontraditional approach to securing the global corporation.
"Sources Of Effective Outsourcing", R. Schiesser. (EMI, Vol 17, 1, p. 33) Find out about the many lessons learned from Twentieth Century Fox's recent experiences at outsourcing the processing of mainfram applications.
"Storming Success for New Flood Alert System", (Surv, Feb. 1997, p. 24) Case Study -- Warning system trial became a live test.
"The 97' Midwest Floods", D. Carlson. (DRJ, Vol 10, 3, p. 46) Reviewing details of flooding during the past few months, this article outlines events along the Red River's path in the United States.
"The Princess Diana Phenomenon", (Surv, Nov. 1997, p. 17) The death of Princess Diana raised some unique aspects of crisis management not only for the official agencies but also for businesses.
"When UPS Went Down", B. Vouglas. (CPM, Vol 2, 9, p. 8) Businesses nationwide were stalled by the United Parcel Service strike as workers for the country's largest shipping company turned their backs on shipments nationwide. It could happen again. What will happen to you?

RESOURCES, Reports & Surveys

"1997 Alternative Site Survey", (DRJ, Vol 10, 3, p. 63) Alternative site vendors who responded to our questionnaire are listed in an easy-to-read matrix form. Details about site location, hardware configurations, and communications are included.
"1997 Consultant Survey", (DRJ, Vol 10, 1, p. 65) DRJ's recent survey offers insight for DR planners.
"1997 Disaster Recovery Services", (DRJ, Vol 10, 2, p. 64) Disaster Recovery Journal publishes surveys on the subjects of alternative sites, PC software, and consultants. This issue our survey focuses on companies who provide services other than those already published.
"1997 Other Services Survey Addendum", (DRJ, Vol 10, 3, p. 62) Several additional companies are included in this listing of service providers. The survey is a follow-up to the published listing of the Spring 1997 issue.
"1997 PC-Based Software & 1997 Mainframe Surveys", (DRJ, Vol 10, 4, p. 57) Two recent surveys from DRJ list several options for your DR planning.
"Converging Tasks, Responsibilities, says SECURITY Survey", B. Zalud. (Sec, Vol 34, 2, p. 15) Info security survey: converging responsibilities.
"Dangerous Deliveries", S. Harowitz. (SM, May 1997, p. 38) Find out what companies are doing to deal with the threat of mail and package bombs as revealed in Security Management's latest industry survey.
"New Year, New Outlook on Business Crises", P. Curry. (CPM, Vol 2, 1, p. 1) Research findings indicate that the business crisis battlefield has shifted from hazardous industrial plants and environmentally sensitive regions to human resources departments and corporate boardrooms
"Planning Software Directory Facilitates Package Comparison", M. Simonelli. (CPM, Vol 2, 8, p. 40)
"Software Tools: More products take bigger 'bytes' of EH&S compliance", (ES , Vol 10, 4, p. S2) Despite the pervasiveness of computer-based information technology throughout all aspects of U.S. business, finding the right software to help manage a regulated facility's environmental, health and safety (EH&S) compliance obligations often is a hit-or-miss proposition.
"Standards: The American Way", M. Musson. (Surv, May 1997, p. 17) Mel Musson looks at the North American approach to standardization and the Committee on Disaster Management set up by the NFPA Standards Council.
"Survey -- Security Products and Services", (Surv, Feb. 1997, p. 43) Details of companies offering specialist Security Products and Services
"Washing Your 'Crisis' Linen in Public", (Surv, Nov. 1997, p. 24) Managing a country's rail network carries a special responsibility -- mistakes can be fatal.
"What Price Security?", A. Gnolfo. (SM, Oct. 1997, p. 36) A benchmarking study can turn up a wealth of cost information for the security manager.

RISK ANALYSIS & MANAGEMENT

"A CFO's View: 'Two-Feet-on-the-Ground' Risk Management", (RM, Vol 44, 9, p. 21) In a detailed interview, Mike Brown, chief financial officer of Microsoft, shares his views of risk and risk management.
"A Unique Balance: The Essence of Risk Management", M. Levin. (RM, Vol 44, 9, p. 37) By providing expertise in risk identification and financing, risk managers make important contributions to the success of their organizations.
"Assessing Utility Threats", D. Kunze. (SM, Feb. 1997, p. 75) To formulate an appropriate protection program for a specific utility, the security manager should establish a baseline threat statement for the company's assets.
"Bridging the Gap: Using Effective Communications to Improve Risk Management", R. Bieber. (RM, Vol 44, 2, p. 39) Risk managers can benefit from a broader understanding of the day-to-day activities of their companies' operations.
"Decreased Workforce, Increased Risk", T. Campbell. (CPM, Vol 2, 2, p. 22) A Corporate restructuring could affect not only overall performance and perspective, but also the ability to carry out business resumption responsibilities.
"Developing Standards for Transportation Risk", F. Clark, K. McGinn. (RM, Vol 44, 6, p. 50) Establishing a program to identify and correct a wide array of potential transportation hazards in a formal manner's crucial to managing transportation risk.
"Emergence of the Chief Risk Officer", J. Lam. (RM, Vol 44, 9, p. 30) A growing number of companies are recognizing the valuable role a chief risk officer position can play in implementing and managing comprehensive risk management programs.
"Emerging Issues in Global Risk Management", T. Pahl. (RM, Vol 44, 2, p. 29) A number of issues in the international arena are beginning to affect global risk management, prompting a need to understand how events at overseas operations can influence the risk management function.
"Exploring the Efficient Frontier: Global Risk Management Strategies", R. Herrick. (RM, Vol 44, 8, p. 23) When a business competes in the global market, its risk profile changes. New regulations, political risks and the sheer difficulty of maintaining operations over large distances may require new risk financing options.
"Intricate Opportunities: Infrastructure Risk Management", P. Haller. (RM, Vol 44, 7, p. 14) Infrastructure risk managers face formidable challenges in developing cohesive programs to address incidents such as political upheavals, property destruction and employee injuries.
"Limits on a Company's Ability to Manage Risk", S. Melzer. (RM, Vol 44, 1, p. 18) Should the risk management industry adopt profesional standards? Would such standards address relevant concerns about the practice of risk management or impose unnecessary restrictions on the profession?
"Making the Distinction: Risk Management or Exposure Management?", M. Levin, M. Schneider. (RM, Vol 44, 8, p. 36) Organizations should examine the distinctive roles of risk management and exposure management critically and determine the extent to which each is addressed.
"Moving Forward: Risk Management Meets the Information Age", S. Lange. (RM, Vol 44, 9, p. 43) Information and communications technology are profoundly reshaping the ways individuals and businesses interact and operate, and the forward march of technology will soon usher in significant change in the risk management community.
"Navigating the Global Market", E. Troy. (RM, Vol 44, 8, p. 14) Fundamental shifts in the characteristics of the global business environment have concurrently altered the concept of risk, offered possible new ways to control risk and provided innovative tools to manage risk.
"Partnering in a Complex Environment: Risk Managers and Actuarial Science", S. Visner, R. Carris. (RM, Vol 44, 3, p. 16) Given the importance of mathematics, probabilities and quantitative tools, casualty actuaries can add considerable value to the risk management process.
"Performance Anxiety: Electronic Products Errors & Omissions Coverage", D. Kerr. (RM, Vol 44, 10, p. 22) Product liability concerns have generally focused on physical harm, but computer hardware and software products are more likely to cause purely economic losses, which challenges the ability of traditional errors & omissions coverage to meet the high-tech demand.
"Prevent the Disaster and Forget the Recovery", B. Shorthouse. (DRJ, Vol 10, 1, p. 12) Taking an analytic view to chance and possibility, this article proposes a new approach towards DR planning structures is in order.
"Risk Management Awareness in Business Continuity Planning", R. Cottell. (Surv, Feb. 1997, p. 13) The need for greater awareness of routine events which might pose a serious threat to Business Continuity.
"Risky Business", M. Workman. (CPM, Vol 2, 9, p. 16) Involving the risk manager in business continuity planning makes sense. An inherent ally, the risk manager is a strong proponent of the planning process and a significant source of knowledge and resources.
"Systematic Disaster Planning: Part One", M. Jablonowski. (DRJ, Vol 10, 3, p. 18) In this two part article, the first of the series focuses on theories of probability and scenario-based analysis. The second piece will appear in the upcoming Fall 1997 issue.
"Systematic Disaster Planning: Part Two", M. Jablonowski. (DRJ, Vol 10, 4, p. 50) Part one of this series focused on theories of probability. The current piece displays how scenario-based risk analysis can be used in your planning process.
"Take the Risk Out of Risk Assessment Service Selection", P. Monaghan. (CPM, Vol 2, 3, p. 28)
"Taking Stock of Losses", P. Talbott. (SM, June 1997, p. 28) Discover how one retail conglomerate significantly reduced its shrinkage levels through a comprehensive loss prevention program.
"Technorisk: Who's Responsible?", M. Hughes. (RM, Vol 44, 11, p. 20) Technology-related business interruption risk requires expertise from an organizaiton's risk management and information systems departments.
"The Aim's the Same: Why Business Continuity Planning Should Be a Risk Management Priority", N. Courtney. (Surv, Feb. 1997, p. 21) A leading organization explains why business continuity planning should be a priority for risk managers.
"The Universal Language: 'Time and Money' Safety Benchmarks", D. Kysar. (RM, Vol 44, 11, p. 29) Traditional statistics measuring the effectiveness of safety programs are often inappropriate for specific facilities or operating units, but simple techniques allow risk managers to translate injury and accident data into the universal language of time.
"What is this Thing Called Risk Management", J. Schaming. (Surv, Feb. 1997, p. 17) A U.S. Risk Management executive defines the processes of risk management in a business environment.

TESTS & EXERCISES

"Disaster Recovery for Businesses", F. Ianna. (DRJ, Vol 10, 3, p. 39) During the month of April, AT&T conducted a week long simulated disaster. This article highlights details and results of their simulation.
"Full Scale Business Disaster Recovery Testing", P. Bergee. (DRJ, Vol 10, 1, p. 51) It is essential, when testing a business recovery plan, to take in account more than just your company's computer systems and employees.
"How to Choreograph a Crisis", W. Crandall. (SM, Apr. 1997, p. 40) A mock disaster drill can reveal your crisis management plan's strengths and weaknesses.
"Plan to Practice", G. Sikich. (CPM, Vol 2, 3, p. 12) Systematic drills and exercises, each with varying degrees of complexity, can reinforce even the strongest of "all hazards" crisis management programs.
"Staging Your Disaster Recovery Plan", M. Underwood. (DRJ, Vol 10, 1, p. 23) This article provides insight on how to produce a mock test of a DR plan.

YEAR 2000 ISSUES

"2000: A Business Oddity", J. Spear. (Surv, Aug. 1997, p. 11) Year 2000 is a Business Continuity problem -- introduction to the key issues surrounding the millennium
"Awareness, Identification and Compliance", A. Graham. (DRJ, Vol 10, 2, p. 54) The disaster recovery coordinator is a valuable team member for the Year 2000 Project Team ; yet, such an individual is often overlooked.
"Business Continuity Planning Challenges As We Approach 2000", P. Moore. (DRJ, Vol 10, 1, p. 44) This article pursues various issues dealing with the maintaining of business security and the correction of system problems which will develop within the approaching millenium.
"Business Impact Auditing for the Year 2000", P. Cross. (Surv, Aug. 1997, p. 18)
"Compliant or Complacent … Why the Millennium Is More Noah's Ark Than January Sales", P. Shields. (Surv, Aug. 1997, p. 20) Is your company compliant or complacent?
"Customer Dissatisfaction Beckons As Year 2000 Approaches But a Good Support Framework Could Save the Day", A. McCarthy. (Surv, Aug. 1997, p. 24) Customer dissatisfaction could result from millennium fall-out without proper support provision.
"Risk 2000", P. Baker. (RM, Vol 44, 4, p. 55) Is your company ready for the year 2000? With the new millenium comes the threat of a data programming error that could disrupt operations and result in millions of dollars in losses.
"Survive! magazine gets a mention as US Senate Sub-Committee Given the Facts on how Institutions will be affected", J. Jinett. (Surv, Aug. 1997, p. 15) The hard facts facing financial institutions are presented to a US Senate Sub-Committee, with a reference to Survive!.
"The Year 2000 Opportunity", J. Nicolet. (DRJ, Vol 10, 1, p. 32) Looking at the approaching millenium as an opportunity rather than an obstacle inspired the production of this piece.
"The Year 2000 Problem: Not Everyone Will Be Affected Equally", L. Stevens. (EMI, Vol 17, 1, p. 12) It may not scream from the pages of supermarket tabloids yet, but from computer publications to local news broadcasts, the year 2000 problem is making headlines.
"The Year 2000: Does It Compute?", R. LaChance. (EMI, Vol 17, 3, p. 41) The data center organization not only needs to understand the implications of the year 2000 changes, but also needs to take an active role in ensuring that the company is totally prepared.
"Year 2000's No Time for Businesses to Chance Faulty Fixes", B. Vouglas. (CPM , Vol 2, 7, p. 29)