A Real Estate Perspective BUSINESS CONTINUITY

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1 BUSINESS CONTINUITY

2 INTRODUCTION Comprehensive business continuity strategies, employee safety and physical plant management command the headlines, and demand the attention of real estate managers and CEO s. Post 9/11, there is a heightened awareness of risks from system failures, power interruptions, dislocation of employees and loss of data and information systems. This is not an urban issue alone. The blackout of 2003 demonstrated that suburban-based businesses are just as susceptible to interruption, and in the NY Tri-State area this appears especially acute. Careful planning for disaster recovery is not only a major corporate priority, it is in some cases a regulatory requirement. The focus for most real estate managers is on workplace agility and resilience to interruptions. THE BUSINESS VALUE OF REAL ESTATE PLANNING Given today's tight cost controls, the integration of real estate with overall continuity planning is a challenge. In the long term, however, effective space and facilities strategies can dramatically cut financial losses and disaster recovery time. Those organizations with "best in class" continuity programs will enjoy financial, operational and competitive advantages. PROTECTING PEOPLE AND PROFITABILITY A disaster or serious business interruption puts a company s most precious assets at potential risk. The safety of employees is foremost, of course, but also its facilities, data, brand and, ultimately, bottomline need to also be protected. Effective disaster recovery planning preserves physical assets, allows customer service to continue, assures regulatory compliance, and protects intangibles such as brand quality and a company s reputation. Nearly every aspect of business, from attracting qualified employees to achieving optimal financial results, benefits from a continuity strategy: HUMAN RESOURCES Employee safety has become the most serious concern for major corporations. Safety can be a selling point in recruiting, especially for companies located in central business districts. FINANCIAL PERFORMANCE Reducing overall business risk can favorably impact earnings, marketplace perceptions, stock performance, and more. INSURANCE COSTS According to Marsh & McLennan, insurance underwriting has drastically changed since 9/11. Second only to property value, the concentration of employees housed at a single location is one of the leading considerations in the underwriting process. Effective planning translates into lower insurance rates. CUSTOMER SERVICE Customers expect products and services to resume promptly, even in a disaster. Similarly, many corporate purchasers now require detailed business continuity plans and assurances from their main suppliers. Disaster recovery, if performed well, can minimize downtime in service delivery and ensure customer satisfaction. PAGE 1

3 TELECOMMUNICATIONS Diverse and secure telecom routing (both internal and external) and elimination of all potential single points of failure, allows businesses to minimize communication outages due to simple telco problems or large scale events. Maintaining communications with employees and customers is vital to effectively surviving a business interruption. The foundation of corporate continuity planning starts with real estate and facilities. This presents real estate decision-makers with the opportunity to play a leading role. ACCESS Past experience has demonstrated that a local or regional event can decimate transportation systems for days or weeks. Any business continuity solution needs to anticipate for transportation problems and plan for alternate means of transportation of personnel to the back-up facility. This transportation needs to be independent of mass transit and should have multiple modes and routes to avoid a failure of one or more planned transportation methods. REGULATORY COMPLIANCE A number of regulatory and government agencies have proposed guidelines. These include: Congress (The Gramm-Leach-Bliley Act, The Expedited Funds Availability Act), the Securities and Exchange Commission, and the Federal Reserve Board have drafted regulations for financial institutions. The Federal Communications Commission (FCC) has drafted network service continuity planning requirements for telecom service providers. The Environmental Protection Agency (EPA) has published and enforces regulations for business continuity for all providers of water and power services. The Office of Management and Budget (OMB) produces The Continuity of Operations Planning (COOP) directives for Federal, State and local government agencies. Developed in 2001, ISO is an international security standard that includes detailed Business Continuity Planning and Security requirements. (For more information, visit POWER SUPPLY Reliable power is one of the most critical concerns for businesses today. According to a recent KPMG / Contingency Planning & Management survey, over 71% of the companies surveyed experienced serious outages due to power failures; which is by far the leading cause of business interruptions. AN EXPANDED ROLE FOR REAL ESTATE MANAGERS "Location, location, location" takes on fresh meaning in the context of a disaster. The foundation of corporate continuity planning starts with real estate and facilities. This presents real estate decisionmakers with the opportunity to play a leading role in the development, implementation and maintenance of strategies. As active participants, they can align real estate strategies with corporate technical, logistical and business agendas. PAGE 2

4 To identify space solutions that support business continuity, real estate managers must collaborate with IT, HR and senior management. This planning requires a new level of expertise. As never before, real estate managers need to be well educated about IT, telecom, transportation, risk assessment, single points of failure, and other issues. BACKUP LOCATIONS: MANY OPTIONS Whether business continuity solutions are provided via outsourcing or in-house, a wide range of options is available. These include: As the supply of existing, abandoned data center stock tightens, corporate real estate managers are left with less options than were available two years ago. This requires a creative approach to finding a viable business continuity solution. Hot sites: fully equipped and operationally ready. Cold sites: empty, environmentally-conditioned computer rooms and office space ready for computer equipment to be moved in. Dual-use: utilization of existing or future back-office facilities as front office in the event of a disaster. Mobile sites: stand-alone units on mobile trailers. Porta-sites: transported to the facility and constructed on-site. Use of another company's data center: Space Swaps: Pre-arrangement with a non-competing business to swap space in the event of a disaster at either company. Dedicated Seats: the purchase of dedicated seats at a disaster recovery vendor's site; the most expensive option. Shared Seats: The purchase of seats on a first come, first served basis at a disaster recovery vendor's site. As the supply of existing, abandoned data center stock tightens, corporate real estate managers are left with fewer and fewer options. This requires a creative approach to finding a viable business continuity solution and involves a solid understanding of in-house and outsourced alternatives. OUTSOURCING SOLUTIONS Historically, business continuity involved contracting with one of several disaster recovery vendors. These service providers usually offer either a shared or dedicated solution at geographically dispersed hot or cold sites. Outsourcing options vary greatly in quality and cost, and require extensive due diligence to ensure that the service provider's offerings are in line with a company s needs. The spectrum of service providers is extensive, ranging from well-known "brand names" to lesser known value/niche-oriented operators. PAGE 3

5 IN-HOUSE SOLUTIONS To avoid entrusting business continuity to a third party, many companies are seeking cost-effective in-house solutions. Concerns about outsourcing include lack of operational control, separate security standards, cost, and (in the case of shared seats) unreliability in a major event. HOW FAR AWAY IS SAFE? A question often asked of business continuity planners is Where should a back-up facility be located? The answer depends on a company's continuity objectives. The more diverse and dispersed critical locations are, the higher the tolerance to local and regional events, including the most likely cause of interruption: power loss. While government regulators have focused much attention on the dispersion of financial institution facilities, most other industries are left deciding for themselves as to the most appropriate configuration for their operations, and the resulting distances between facilities. Aside from straight business continuity, the elements driving these decisions vary from company to company and certainly include personnel issues, cost, operations, and technology. Each of these elements requires careful study and evaluation in order to develop a workable solution. As corporations grapple with "the distance issue," some companies are making their move with a "near/far" solution. This approach combines direct lease and business continuity solutions with a physical facility within driving distance and a second facility at least 100 miles away. The financial and operational impact of these solutions varies from company to company, with each organization deciding the distance that best suits its specific business continuity objectives. Certain mandates are clear. Companies should evaluate their existing facilities in terms of power access, communication infrastructure, transportation reliability, and plan for contingency facilities. NEW IMPERATIVES FOR BUSINESSES Despite varying approaches to continuity planning, certain mandates are clear. Companies must evaluate their existing facilities in terms of power access, communication infrastructure, transportation reliability and related personnel driven issues, and have a contingency plan. Businesses cannot depend on a single power grid, telecommunications grid, or facility. They must reduce (to hours instead of days or weeks) the time it takes to return to full operation. CB Richard Ellis: Expert at aligning real estate and business continuity / critical facility strategies. We can help companies successfully integrate both business continuity and critical facility planning into a comprehensive real estate strategy. We assist corporate decision-makers in understanding the complex technical and operational issues in developing cost-effective continuity solutions that protect the entire business. Our critical facility evaluation process ensures that all technical aspects are identified and addressed, and our extensive transaction experience allows us to develop creative and, most importantly, cost-effective solutions for business continuity and critical facility challenges. A main component of our capabilities is our deep IT, telecom and infrastructure knowledge. Born directly out of the IT industry, our capabilities enable us to work pro-actively with a company's PAGE 4

6 specialized IT, telecom and business continuity departments, ensuring seamless integration between these units and the real estate function. CONTACT US FOR AN EVALUATION Does your company have an effective real estate strategy for disaster recovery? Is that strategy fully aligned with your overall business continuity plan? Let us provide you with a thorough audit and evaluation. If you have questions, or would like to schedule a consultation, please call Jeffrey Hipschman, Senior Vice President, at (jeff.hipschman@cbre.com) CB Richard Ellis, Inc. The information above has been obtained from sources believed reliable. While we do not doubt its accuracy, we have not verified it and make no guarantee, warranty or representation about it. It is your responsibility to independently confirm its accuracy and completeness. Any projections, opinions, assumptions or estimates used are for example only and do not represent the current or future performance of the property. The value of this transaction to you depends on tax and other factors which should be evaluated by your tax, financial and legal advisors. You and your advisors should conduct aareful, independent investigation of the property to determine to your satisfaction the suitability of the property for your needs. CB Richard Ellis Real Estate Services, Inc. PAGE 5

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