2011 Business Continuation Planner - Charleston by SC Biz News

Business Remote possibilities By Ashley Fletcher Frampton

aframpton@scbiznews.com

hen a storm hit Washington, D.C. this past winter, many offices were shut down, but the U.S. General Services Administration had about 60% of its employees operational, according to Elham Shirazi, a

telework consultant. The federal agency had tested and implemented a policy allowing employees to work from home, Shirazi said. When the snowstorm made commuting difficult, those employees knew what to do. “So for them, it was just another day of work,” said Shirazi, principal of the firm e-planning, speaking at a conference in Charleston. Shirazi advises businesses and government entities on setting up telework programs, but not just so that they can keep functioning in a natural disaster. In fact, she said the word “telework” has replaced

Preparing for disaster By Allison Cooke Oliverius aoliverius@scbiznews.com

or Sandy Stone of Island Realty, creating a business continuity plan has been an eye-opening experience. Island Realty is a property management company for which the busiest time of year is hurricane season, so it’s critical Stone and his employees have a plan in place to communicate with property owners and their guests in the event of an emergency. A business continuity plan is “a communication vehicle that allows as many people, employees, vendors,

clients and the public at large to know what has happened, or will happen ... The more we are able to stay in communication with all parties involved, the better and more relaxed everyone will be going in to the disaster and after the disaster,” Stone said. “Planning is key to this outcome.” Stone’s continuity plan is about 80% complete and has already provided a sense of relief heading into hurricane season. “By putting this plan together, it has really opened my eyes to the needs for the future and allowed us to work somewhat worry-free,” he said.

PLANNER 2011 Teleworking can lead to higher productivity and helps a business to keep functioning in a disaster “telecommute” because the benefits of working from home go beyond the avoided trek to the office. Businesses that enable employees to work remotely can realize higher productivity, as employees are freed from office distractions like co-workers stopping by to chat. Other potential advantages are improved morale, cost savings on office space and a smaller carbon footprint, Shirazi said.

Setting it up right

But in order to produce positive results, telework programs must be designed correctly, she said. For starters, giving employees the ability to work from home, even one or two days a week, should not be thought of as a benefit. While it might be attractive to some employees, calling it a benefit implies that it is available to anyone.

“Being in a creative field, I find that sometimes it’s easier to be creative in your own space. Also, I’m a night owl.” Kelly Tam marketing, public relations and event planning, Dennis Corp.

Businesses should approach telework as a strategic management strategy, used only for jobs that can be performed outside the office, she said. “It’s about jobs first, not who sits in those jobs,” Shirazi said. SeeTELEWORK, Page 13

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WELCOME The Association of Small Business DevelPeople, property, place and processes

Scott Cave, a certified planner with Atlantic Business Continuity Services in Summerville, has been working with Stone to create Island Realty’s business continuity plan. “We need to be aware of natural disasters, of course, and plan for them, but they don’t happen too often, thankfully,” Cave said. Far more common are IT failures, human error, power outage or illness of key personnel. “The point is, if you have a good See PLANNING, Page 15

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opment Centers reports that one in four businesses will experience a crisis at some point. Of those, 43% will never reopen and of those that do reopen, only 29% will still be open two years later. Becoming a statistic is avoidable if you take the time to examine the potential threats you and your company face and then create a plan to handle them. We hope the information within this year’s Business Continuation Planner will help you do just that. Sponsored by

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BUSINESS CONTINUATION PLANNER

June 20 - July 3, 2011

BUSINESS CONTINUATION PLANNER

June 20 - July 3, 2011 TELEWORK, continued from Page 11

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Next, businesses should evaluate whether the people who hold those jobs are self-motivated and performing well already. Another key is teaching managers to evaluate employees using performance measures, which should be the case whether the work is done inside the office or outside, she said. Technology is advancing in ways that enable more employees to get their work done outside of the office, Shirazi said. More people are accessing their work e-mail from home â&#x20AC;&#x201D; or constantly via smartphones â&#x20AC;&#x201D; and technology is becoming more secure. Often the systems and equipment that pave the way for teleworking are in place long before businesses make it a formal option for employees. â&#x20AC;&#x153;A lot of times the technology is ahead because weâ&#x20AC;&#x2122;re working nonstop,â&#x20AC;? Shirazi said.

Technologically savvy

Equipping employees with mobile technology has been a priority for Dan Dennis, president of Dennis Corp., an engineering, surveying and construction management firm based in Columbia. Investing in technology has an upfront cost, but it makes sense for a company that has half of its employees frequently working on job sites and in multiple offices around the state, Dennis said. â&#x20AC;&#x153;Weâ&#x20AC;&#x2122;re technologically savvy,â&#x20AC;? Dennis said. â&#x20AC;&#x153;Weâ&#x20AC;&#x2122;re engineers, so we have to be to stay ahead of our competition.â&#x20AC;? At Dennis Corp., each of the roughly 90 employees has a company-issued BlackBerry phone. Surveyors and inspectors have trucks with mobile laptop stations. Conference rooms are set up for Skype meetings with people in other offices or working off-site. Hours and expenses can be tracked and filed electronically from

Kelly Tam usually works from home providing marketing, public relations and event planning services for Dennis Corp. Photo/James T. Hammond

any location. Dennis, 42, said most of his employees are younger than he is; many have been computer-literate nearly their entire lives and do not identify with spending long days in the office. He leaves it up to his managers to decide how and where employees work. Sometimes, he said, you can get just as much work done on a BlackBerry as you can in the office. Dennis said that equipping employees to work from home, or wherever else they might be, does not come with an expectation that they work more hours. â&#x20AC;&#x153;Does technology make people work more? I donâ&#x20AC;&#x2122;t think so,â&#x20AC;? he said. â&#x20AC;&#x153;Itâ&#x20AC;&#x2122;s flexibility.â&#x20AC;?

Working from home

Shirazi said there are misconceptions about allowing employees to work from home, and one is that it is a day off. Another misconception is that telework is a good arrangement for child care if the employee is full time. However, caring for her children is one reason Kelly Tam, who does market-

ing, public relations and event planning for Dennis Corp., decided to go part time and work from her home. The fact that the company had the right technology and culture made it a no-brainer for her, Tam and Dennis said. When she started with the company in 2006 as a full-time employee, Tam worked about 20 hours in the office and 20 from home. Dennis Corp. has a virtual private network that allows employees to access their desktops and all files on the server from a laptop. Having a second child in 2008 was the impetus for Tam to scale back her hours and connect from home. But the strategy also fits with her personality and the work she does. â&#x20AC;&#x153;Being in a creative field, I find that sometimes itâ&#x20AC;&#x2122;s easier to be creative in your own space,â&#x20AC;? Tam said. â&#x20AC;&#x153;Also, Iâ&#x20AC;&#x2122;m a night owl.â&#x20AC;? Working late at night at the office is difficult, but working late on a laptop at home is not, she said. Because of her companyâ&#x20AC;&#x2122;s technology systems, some days Tam doesnâ&#x20AC;&#x2122;t even crack her laptop. Dennis Corp. has a server that immediately downloads emails sent from her BlackBerry into her email, making them searchable no matter how sheâ&#x20AC;&#x2122;s accessing them. â&#x20AC;&#x153;There are days that I literally solely work from my BlackBerry,â&#x20AC;? she said. While the arrangement fits Tam and her company well, Shirazi said remote working isnâ&#x20AC;&#x2122;t for everyone. Even if their jobs could be done at home, she said some employees need the structure of an office and daily face-to-face conversations with co-workers. For that reason, she said that mangers contemplating a telework policy should not expect that everyone will flee the office. cr bj

www.charlestonbusiness.com 13

SPONSOR WELCOME

s a company that works with clients to prepare for disasters and keep their data safe, Cantey Technology is pleased to be a sponsor of the 2011 Business Continuation Planner. This planner is important to us, because we understand how critical it is to have a full disaster recovery plan in place when a disaster strikes. From natural disasters to human error, we work with clients to make sure their data is backed up and safe and that their business continuity strategy is solid. Hurricane season is here. Is your business prepared to weather the storm? This planner is full of resources to help you prepare for the unexpected. We are happy to be a part of it and to be a resource for you and your company.

Willis Cantey, President of Cantey Technology

Reach Ashley Fletcher Frampton at 843849-3129.

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BUSINESS CONTINUATION PLANNER

www.charlestonbusiness.com

June 20 - July 3, 2011

Emergency Planning

our employees and co-workers are your business’s most important and valuable asset. You can put some procedures in place before a disaster, but you also should learn about what people need to recover after a disaster. It is possible that your staff will need time to ensure the wellbeing of their family members, but getting back to work is also important to the personal recovery of people who have experienced disasters. It is important to re-establish routines when possible. Two-way communication is crucial before, during and after a disaster. • Include emergency preparedness information in newsletters, on the company intranet, in periodic e-mails and other internal communication tools. • Consider setting up a telephone calling tree, a password-protected page on the company website, an e-mail alert or a call-in voice recording to communicate with employees in an emergency. • Designate an out-of-town phone number at which employees can leave an “I’m OK” message in a disaster. • Provide all co-workers with wallet cards detailing instructions on how to get company information in an emergency. Include telephone numbers or Internet passwords for easy reference. • Maintain open communication so coworkers are free to bring questions and concerns to company leadership. • Ensure you have established staff members who are responsible for communicating regularly to employees. • Identify co-workers in your organization with special needs. Talk to coworkers and employees with disabilities. Ask what assistance they would need in an emergency. • Engage people with disabilities in emergency planning. Ask about communications difficulties, physical limitations, equipment instructions and medication procedures. • Identify people who would be willing to help co-workers with disabilities and be sure they are able to handle the job. This is particularly important if someone needs to be lifted or carried. • Plan how you will alert people who cannot hear an alarm or instructions. • Frequently review and practice what you intend to do during and after an emergency with drills and exercises.

Emergency supplies

When preparing for emergency situations, it’s best to think first about the basics of survival: fresh water, food, clean air and warmth. Encourage everyone to have a portable kit customized to meet personal needs, such as essential medications. Other considerations:

• Whistle to signal for help. • Dust or filter masks, readily available in hardware stores, which are rated based on how small a particle they filter. • Moist towelettes for sanitation. • Wrench or pliers to turn off utilities. • Can opener for food, if kit contains canned food. • Plastic sheeting and duct tape to seal off rooms. • Garbage bags and plastic ties for personal sanitation.

Radio

Deciding to stay or go

• Have a National Oceanic and Atmospheric Administration weather radio with a tone-alert feature, if possible. You will be automatically alerted when a watch or warning is issued in your area (not available in some areas). The radio also will broadcast announcements from the Department of Homeland Security. • Have a battery-powered commercial radio, too, which is a good source for news and information from local authorities. • Include extra batteries.

Documents

Keep copies of important records such as site maps, building plans, insurance policies, employee contact and identification information, bank account records, supplier and shipping contact lists, computer backups, emergency or law enforcement contact information and other priority documents in a waterproof, fireproof portable container. Store a second set of records at an off-site location.

Emergency supplies

Talk to your co-workers about what emergency supplies the company can feasibly provide, if any, and which ones individuals should consider keeping on hand. Recommended supplies include: • Water. Amounts for portable kits will vary. Individuals should determine what amount they are able to store comfortably and transport to other locations. If it is feasible, store one gallon of water per person per day for drinking and sanitation. • Food. At least a three-day supply of nonperishable food. • Battery-powered radio and extra batteries. • Flashlight and extra batteries. • First aid kit.

Depending on your circumstances and the nature of the disaster, the first important decision after an incident occurs is whether to shelter in place or evacuate. Understand and plan for both possibilities in advance by developing clear, well-thought-out plans. • Have an evacuation plan and a plan for sheltering in place. • In any emergency, local authorities might or might not be able to immediately provide information on what is happening and what you should do. You should monitor TV or radio news reports for information or official instructions as they become available. • If you are specifically told to evacuate, shelter in place or seek medical treatment, do so immediately. • Use common sense and available information to determine whether there is immediate danger. For example, if your building is damaged, you would typically want to evacuate.

Fire safety

Fire is the most common of all business disasters. Each year, fires cause thousands of deaths and injuries and billions of dollars in damage. • Have your office, plant or facility inspected for fire safety. • Ensure compliance with fire codes and regulations. • Install smoke detectors and fire extinguishers in appropriate locations. • Consider an automatic sprinkler system, fire hoses and fire-resistant doors and walls.

• Establish a system for warning your employees. Plan how you will communicate with people with hearing impairments or other disabilities and those who do not speak English. • Put in place a process for alerting the fire department. • Plan and practice how people will evacuate in a fire.

Medical emergencies

Workplace medical emergencies vary greatly depending on the disaster, type of job and worksite. Heavy equipment operators face safety risks different from those faced by office workers or food service personnel. Regardless, there are steps that can give you the upper hand in your response to a medical emergency. • Encourage employees to take basic first aid and CPR training. Offer onsite classes for your co-workers. • Keep first aid supplies in stock and easily accessible. • Encourage employees to talk about medical conditions that might require support or special care in an emergency. • Keep employee emergency contact information on file and up-to-date. Store a copy with other vital records in your emergency kit and another copy at an off-site location.

Influenza pandemic

A pandemic is a global disease outbreak. An influenza pandemic occurs when a new influenza virus emerges for which there is little or no immunity in the human population. The virus begins to cause serious illness and then spreads easily from person to person worldwide. If a pandemic occurs, it is likely to be a prolonged and widespread outbreak that could require temporary changes in many areas of society, such as schools, work, transportation and other public services. An informed and prepared public can take appropriate actions to decrease the risk during a pandemic. To be prepared for such an emergen-

June 20 - July 3, 2011

BUSINESS CONTINUATION PLANNER PLANNING, continued from Page 11

cy, the U.S. Department of Health and Human Services encourages individuals, businesses and communities to do the following: • Talk with local public health officials and health care providers, who can supply information about the signs and symptoms of a specific disease outbreak and recommend prevention and control actions. • Adopt business and school practices that encourage sick employees and students to stay home, and anticipate how to function with a significant number of people absent because of illness or the need to care for ill family members. • Practice good health habits, including eating a balanced diet, exercising daily and getting sufficient rest. In addition, take common-sense steps to stop the spread of germs, including frequent handwashing, covering coughs and sneezes and staying away from others as much as possible when you are sick. • Stay informed about pandemic influenza and be prepared to respond. Consult www.pandemicflu.gov regularly for updates of national and international information on pandemic influenza. cr bj

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plan in place that deals with the fundamental things you need to cover, you will be well-prepared for pretty much whatever is thrown at your business — even the things you can’t conceive of,” he said. Cave, who was a founding member of the Charleston Metro Chamber of Commerce’s Business Continuity Planning Council and still serves on the committee, has created business continuity plans for private businesses and municipalities. He suggests focusing on the four P’s: people, property, place and processes. • People: Employees will help carry out the business continuity plan, so make sure they are well-informed. • Property: Your property includes all of your physical assets, including computers, backup hardware and software. Make sure these assets are adequately insured. • Place: Business owners should line up two alternative work sites. One location should be close and quickly accessible if something happens to your building or office space. The other location should be in another city in the event of an evacuation. • Processes: Make sure all processes are well-documented, that critical files are being backed up off-site and that employees are cross-trained to handle

a variety of jobs. “Flexibility and documentation can help you to continue operations with any level of staff at any given time,” Cave said.

Test and update

Whether you create the plan yourself or have someone do it for you, two key elements to making the plan a success are to test it and to update it. “One of the most difficult parts of the process is that once a company creates a plan, they tend to check it off their to-do list,” Cave said. “The biggest danger in creating one is thinking you are done with it. The plan needs to be tested and updated for it to remain effective. As your company changes and grows, if the plan hasn’t been looked at or touched, it may not be relevant by the time you need it. It’s an ongoing process that needs maintenance.” Randy Pierce, Seabrook Island’s town administrator, was one of nearly 300,000 in the South Carolina to participate in the 2011 Shakeout, a nationwide earthquake drill. Pierce said creating the town’s 220-page plan with Cave opened his eyes to other disasters for which he should be prepared. “You can imagine the responsibility of the mayor, Town Council and town administrator to have a plan — one that’s written and usable — and to practice the use of it and keep it current,” Pierce

www.charlestonbusiness.com 15

said. “The document is fluid and can be adapted to any of the situations we have identified and any unanticipated ones. Our action plan is based on the FEMA Incident Command format so that everyone knows what their responsibilities are and who is in command during the situation,” he said. By practicing the plan, Pierce said they “discover where our weaknesses are and look at ways to improve. Sometimes the weakness is a piece of equipment or some vital information that needs to be in the plan.”

Peace of mind

Once a plan has been created, “You don’t have to think of all the ‘what-ifs,’ ” Cave said. “If you just focus on the basics, it’s amazing to me how well-prepared a business can be. The key to resilience and long-term ability to survive is flexibility. These tools allow the business to be flexible and handle the disaster.” Cave adds that you can use your contingency plan as a marketing tool. “Let your customers know you have a plan in place to help avoid an interruption in business,” he said. “There is a lot of peace of mind in protecting your business.” cr bj

Reach Allison Cooke Oliverius at 843849-3149.

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BUSINESS CONTINUATION PLANNER

June 20 - July 3, 2011

Business succession planning By Allison Cooke Oliverius aoliverius@scbiznews.com

here comes a time when business owners must face the difficult task of deciding what will happen to their company when they retire or if something suddenly affects their ability to lead the company. “You have to have a succession plan in place for owners and for senior executives to make sure you have a way to continue the position of CEO or CFO, and other important positions, if that person does get hit by the proverbial bus,” said Scott Cave, a business continuation planner with Atlantic Business Continuity Services in Summerville. Bob Rogers, owner of Profit Associates, a business consulting firm in Charleston, said, “The first step is to determine what you want to do with the business. Do you want to sell it? Do you want to pass it on? Do you have anyone who can afford to take on the company? Is your family covered? These are difficult questions, but they must be answered.” In short, a business succession plan allows business owners and principals

to answer the “what-ifs” when everyone is happy, healthy and clear-headed. All aspects should be put on paper, and the first step should be to provide a clear outline of what the company leadership structure would look like, from vacancies in top positions down through several tiers of management. “No business should be in operation without an exit strategy for the owner,” Rogers said. He added that, although a business succession planner can help facilitate this process and ask the tough questions, especially when family is involved, an attorney will be needed in the end to draw up formal documents.

A few basic items to consider:

• Leadership. Who will fill the top spot and several tiers below? • Function. What are the key functions of your business and how will they be covered? • Buyout. If the business is owned in partnership and an inactive spouse becomes a large shareholder, is there enough insurance coverage to buy out the spouse, if that is his or her wish? • Temporary management. If an inactive spouse assumes responsibil-

•

• •

ity but wants to sell the business, is there enough money available to hire someone to manage the business and keep it running until it can be sold? Funding. Is enough money in the bank and/or insurance coverage sufficient for keeping the lights on, production running and employees paid? Is there a plan to sell equipment and/ or real estate to cover monthly operating expenses? Growth. Is there an opportunity to expand the company, perhaps by creating a new partnership with employees or by forming an alliance with another company? Protection. Are your data and financial information protected? Communication. Who should be made aware of your plan? Make a list, including the bank, attorneys and key staff members. Do the employees who will be asked to fill key roles know what their responsibilities will be?

Planning for the future

Although succession planning began as a practice for family-owned businesses, companies of all shapes and sizes are catching on to the proactive nature of formulating a plan.

Charleston-area Disaster Cleanup Cos. Ranked by No. of Local Employees Company

Phone Fax Website

ServiceMaster of Charleston 3228 Industry Drive North Charleston, SC 29418 DisasterCare by Carpet Care Services 403 E. Fifth North St. Summerville, SC 29483 Paul Davis Restoration & Remodeling of Greater Charleston 419 Jessen Lane, Suite B Charleston, SC 29492 Apex Carpet Care LLC P.O. Box 80095 Charleston, SC 29416 Catastrophe Services Inc. - CSI 2652 Bonds Ave. Charleston, SC 29405 Clean Masters Inc. 170 W. Boundary St. Summerville, SC 29485

843-760-0404 843-760-0559 www.smcharleston.com 843-871-9628 843-871-7793 www.disastercare.net 843-216-3331 843-216-3993 www.pdcharleston.com 843-769-7445 843-763-5719 www.apexcarpets.com 843-377-1800 843-554-8932 www.catastropheserv.com 843-821-1317 843-875-1011 www.cleanmasters911.com

Disaster Plus 1342 Chuck Dawley Blvd. Mount Pleasant, SC 29464

843-724-7247 843-849-8612 www.disasterplusnow.com

Feltmann Inc. 2416 Air Park Road North Charleston, SC 29406 Boss Disaster Restoration Inc. 1055 Chuck Dawley Blvd. Mount Pleasant, SC 29464 Concept Technologies Inc. 2290-A Technical Parkway North Charleston, SC 29406 Steamatic of Coastal South Carolina 2290-A Technical Parkway Charleston, SC 29406 Fabric Restoration Service Team of S.C. P.O. Box 2303 Mount Pleasant, SC 29465 CATCON Catastrophe Contracting Group 334 E. Bay St., Suite 165 Charleston, SC 29401

843-723-1555 843-723-1333 www.feltmann.com 843-884-2677 843-884-0677 www.boss247.com 843-881-1032 843-881-1476 www.concepttechnologies.org 843-881-9331 843-881-1476 www.steamatic.com/coastalsc 866-299-7767 843-849-0734 www.frsteam.com 888-210-5018 843-881-6770 www.catcon.com

What is your business worth? When considering your company for sale or transfer, business value includes several financial and nonfinancial considerations: • • • • • • • • • •

Cash and hard assets Receivables Contracts Employee agreements Company name and history Good will or other intangible value Trademarks Intellectual property Industry outlook Owner’s willingness or need to sell

It provides staff members with stability and a path for growth, and studies show it is growing as a strategic planning element for many corporations, because employees and customers feel secure that the business is here to stay. cr bj

These industry-specific lists appear in each issue of the Charleston Regional Business Journal. To update your company information or to be added to the list, call Clayton Wynne at 843-849-3114 or update online at www.charlestonbusiness.com/update_lists/.

Local Employees

Disaster Cleanup Specialties/Services

Top Local Official(s)/ Year Founded

Fire and water damage, mold remediation, full-service reconstruction, HVAC duct cleaning, residential and commercial carpet and upholstery cleaning, dry ice blasting, smoke and odor removal, thermal imaging, drying, commercial large loss

Lawton Hayes 1987

Water damage restoration, mold remediation, carpet cleaning, furniture cleaning, Oriental rug cleaning, emergency air conditioner rental

Al Bradham 1987

Water, fire, flood and wind emergencies; full-service restoration; water extraction; structural drying; emergency board-up; contents cleaning; contents handling; reconstruction

Larry W. Rice 1985

Water damage extraction and cleanup, smoke damage, upholstery cleaning, carpet and oriental rug cleaning; certified in crime scene and trauma cleanup

Robert A. Rogers 2005

10 10

Full-service restoration, structural drying, water extraction, smoke and fire damage cleanup, Scott E. McCutcheon, Fred J. McCutcheon residential and commercial cleaning and reconstruction, mold remediation, contents cleaning, lead Jr., Sean McCutcheon removal 1980 Fire and water damage, mold remediation, residential and commercial carpet and upholstery Rodney Faulling cleaning, soda blasting, blown insulation removal, thermal imaging, smoke and odor removal, 1990 14,000 square feet of climate-controlled storage Water damage cleanup; specialized drying services; mold remediation; emergency power and distribution; trauma; sewage biohazard cleanup; fire and smoke damage cleanup; moving and Fred K. Norris III, Tracy A. Norris storage; electronics cleaning and restoration; carpet, rug, and upholstery cleaning; deodorization 1986 services

Commercial and residential roofing, masonry, chimney relining, historic restorations

Dean A. Feltmann 1987

Water removal; fire damage cleanup; carpet, upholstery, tile and grout cleaning

Nicholas D. Runza 1992

Mold remediation, restoration, construction services, crawlspace restoration, crawlspace liners and vapor barriers, CleanSeal lifetime warranty against mold growth

J. Mark Ivey 1997

Water, 24/7 fire restoration, mold remediation, HVAC duct cleaning, carpet cleaning, upholstery cleaning, dehumidification, odor and smoke removal

J. Mark Ivey 2004

Textile restoration, including smoke damage removal from clothing, shoes, belts, leathers, furs, bedding, draperies

Robert H. Lloyd 1932

A successful reconstruction and restoration begins with an effective response strategy. CATCON offers the full range of general contracting services that will get your property restored as quickly and efficiently as possible.

Jim Clark INP

INP=Information not provided. NR=Not ranked. N/A=Not applicable. Because of space constraints, only the top-ranked companies are included in printed lists. For a full list of participating companies, find this list at www.scbiznews.com/data. Although every attempt is made to ensure the accuracy of lists, errors sometimes occur. Please send additions or corrections to List Research, 389 Johnnie Dodds Blvd., Suite 200, Mount Pleasant, SC 29464, fax to 843-849-3122 or go to at http://www.scbiznews.com/data and click on Add Data.

Researched by Clayton Wynne

June 20 - July 3, 2011

BUSINESS CONTINUATION PLANNER

www.charlestonbusiness.com 17

www.charlestonbusiness.com

BUSINESS CONTINUATION PLANNER

Earthquake Insurance Companies

Ranked by Dollar Amount of Premiums Written in South Carolina in 2009 Company Address State Farm Fire and Casualty Co. 1 State Farm Plaza Bloomington, IL 61701 United Services Automobile Association 9800 Fredericksburg Road San Antonio, TX 78288 Nationwide Property and Casualty Insurance Co. 1 Nationwide Plaza Columbus, OH 43215 Standard Fire Insurance Co. 1 Tower Square Hartford, CT 06183 Chartis Casualty Co. 175 Water St., 18th Floor New York, NY 10038 Nationwide Mutual Fire Insurance Co. 1 Nationwide Plaza Columbus, OH 43215-2220 Fireman's Fund Insurance Co. 777 San Marin Drive Sam Marin 2 Novato, CA 94998 Safeco Insurance Co. of America 10175 Berkeley St. Boston, MA 02116 USAA Casualty Insurance Co. 9800 Fredericksburg Road San Antonio, TX 78288 Phoenix Insurance Co. 1 Tower Square Hartford, CT 06183-6014 Liberty Mutual Fire Insurance Co. 175 Berkeley St. Boston, MA 02117 Owners Insurance Co. P.O. Box 30660 Lansing, MI 48909 Automobile Insurance Co. of Hartford Connecticut 1 Tower Square Hartford, CT 06183 Westport Insurance Corp. 5200 Metcalf Overland Park Overland Park, KS 66202

Phone/Fax Website

Premiums Written in S.C.

Market Share

309-766-2311 www.statefarm.com

$8,016,382

32.40%

210-498-2211 www.usaa.com

$2,053,325

8.04%

614-249-7111 www.nationwide.com

$1,400,317

5.49%

860-277-0111/860-277-7002 www.travelers.com

$1,360,335

5.33%

212-458-5000/212-770-0764 www.chartisinsurance.com

$1,338,732

5.24%

614-249-7111 www.nationwide.com

$1,313,569

5.15%

800-227-1700/415-899-2330 www.firemansfund.com

$790,359

3.10%

617-357-9500 www.safeco.com

$660,389

2.59%

800-531-8319 www.usaa.com

$653,889

2.56%

860-277-0111/860-277-7002 www.stpaultravelers.com

$575,471

2.25%

617-357-9500/617-574-5955 www.libertymutual.com

$539,881

2.11%

517-323-1200 www.auto-owners.com

$486,519

1.91%

860-277-0111/860-277-7002 www.stpaultravelers.com

$465,684

1.82%

913-676-5200/913-676-5380 www.swissre.com

$437,152

1.71%

Source: S.C. Department of Insurance Market Share Reports. This list represents the top earthquake insurance companies in South Carolina based on premiums written in 2009.

Researched by Elizabeth Feather

Federal Flood Insurance Companies

Ranked by Dollar Amount of Premiums Written in South Carolina in 2009 Company Address State Farm Fire and Casualty Co. 1 State Farm Plaza Bloomington, IL 61701 Standard Fire Insurance Co. 1 Tower Square Hartford, CT 06183 Fidelity National Property and Casualty Insurance Co. 4905 Belfort Road, Suite 110 Jacksonville, FL 32256 Harleysville Mutual Insurance Co. 355 Maple Ave. Harleysville, PA 19438 Selective Insurance Co. of the Southeast 40 Wantage Ave. Branchville, NJ 07890-0000 Hartford Insurance Co. of the Midwest 55 Farmington Ave., Suite 100 Hartford, CT 06105 Nationwide Mutual Fire Insurance Co. 1 Nationwide Plaza Columbus, OH 43215-2220 USAA General Indemnity Co. 9800 Fredeericksburg Road San Antonio, TX 78288 Allstate Insurance Co. 3705 Sandeers Road, Suite H1A Northbrook, IL 60062-7127 American Bankers Insurance Co. of Florida 11222 Quail Roost Drive Miami, FL 33157 Service Insurance Co. P.O. Box 9729 Bradenton, FL 34206 South Carolina Farm Bureau Mutual Insurance Co. PO Box 2124 Cayce-West Columbia, SC 29171-2124 Auto-Owners Insurance Co. P.O. Box 30660 Lansing, MI 48909 Liberty Mutual Fire Insurance Co. 175 Berkeley St. Boston, MA 02117

June 20 - July 3, 2011

Phone/Fax Website

Premiums Written in S.C.

Market Share

309-766-2311 www.statefarm.com

$14,104,776

13.09%

860-277-0111/860-277-7002 www.travelers.com

$12,648,245

11.73%

800-849-6140/888-333-3490 www.fnf.com

$12,245,885

11.36%

215-256-5000/215-256-3434 www.harleysvillegroup.com

$11,672,442

10.83%

973-948-3000/973-948-2629 www.selective.com

$9,741,738

9.04%

860-547-5000 www.thehartford.com

$8,281,533

7.68%

614-249-7111 www.nationwide.com

$7,048,028

6.54%

210-498-2211 www.usaa.com

$6,517,231

6.05%

847-402-5000 www.allstate.com

$6,377,690

5.92%

305-253-2244 www.assurant.com

$5,061,984

4.70%

941-746-4107/941-746-1792 www.serviceinsuranceco.com

$2,812,974

2.61%

803-796-6700/803-936-4673 www.scfbins.com

$2,481,552

2.30%

517-323-1200 www.auto-owners.com

$2,218,046

2.06%

617-357-9500/617-574-5955 www.libertymutual.com

$1,105,673

1.03%

Source: S.C. Department of Insurance. This list represents the top federal flood insurance companies in South Carolina based on premiums written in 2009.

Researched by Elizabeth Feather

BUSINESS CONTINUATION PLANNER

June 20 - July 3, 2011

Fire Insurance Companies

Ranked by Dollar Amount of Premiums Written in South Carolina in 2009 Company Address Auto-Owners Insurance Co. P.O. Box 30660 Lansing, MI 48909 American Security Insurance Co. 11222 Quail Roost Drive Miami, FL 33157 Factory Mutual Insurance Co. PO Box 7500 Johnston, RI 02919 Foremost Insurance Co. Grand Rapids, Michigan PO Box 2450 Grand Rapids, MI 49501 Liberty Mutual Fire Insurance Co. 175 Berkeley St. Boston, MA 02117 Allianz Global Risks U.S. Insurance Co. 225 W. Washington St., Suite 1800 Chicago, IL 60606 American Modern Home Insurance Co. P.O. Box 5323 Cincinnati, OH 45201 American Home Assurance Co. 175 Water St., 18th Floor New York, NY 10038 Travelers Property Casualty Co. of America 1 Tower Square Hartford, CT 06183 United Services Automobile Association 9800 Fredericksburg Road San Antonio, TX 78288 United Casualty Insurance Co. of America 12115 Lackland Road St. Louis, MO 63146 Meritplan Insurance Co. 3349 Michelson Drive, Suite 200 Irvine, CA 92612 Capitol Preferred Insurance Co. Inc. 2255 Killearn Center Blvd., Suite 101 Tallahassee, FL 32309 Nationwide Mutual Fire Insurance Co. 1 Nationwide Plaza Columbus, OH 43215-2220

www.charlestonbusiness.com 19

Phone/Fax Website

Premiums Written in S.C.

Market Share

517-323-1200 www.auto-owners.com

$12,788,427

10.25%

305-253-2244/305-256-7070 www.assurant.com

$12,625,682

10.11%

401-275-3000/401-275-3029 www.fmglobal.com

$6,991,426

5.60%

616-942-3000 www.foremost.com

$6,892,905

5.52%

617-357-9500/617-574-5955 www.libertymutual.com

$5,094,119

4.08%

312-224-3300/312-641-3797 www.aic-allianz.com

$3,596,956

2.88%

513-943-7200 www.midlandcompany.com

$3,574,390

2.86%

212-770-7000 www.aig.com

$3,291,624

2.64%

860-277-0111/860-277-7002 www.travelers.com

$2,677,469

2.14%

210-498-2211 www.usaa.com

$2,577,794

2.07%

314-819-4300 www.unitrin.com

$2,568,413

2.06%

949-222-8000/949-222-8716 www.balboainsurance.com

$2,555,087

2.05%

850-521-0742/850-521-0077 www.capitol-preferred.com

$2,461,625

1.97%

614-249-7111 www.nationwide.com

$2,401,593

1.92%

Source: S.C. Department of Insurance. This list represents the top fire insurance companies in South Carolina based on premiums written in 2009.

Researched by Elizabeth Feather

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SPECIAL REPORT: TOURISM ON THE WATERFRONT

SPA cruises ahead with terminal plans By Daniel Brock

Re-sort at the resort

dbrock@scbiznews.com

harleston is a city known for its history, and its decades-old passenger cruise terminal will soon be just that. The S.C. State Ports Authority announced earlier this month that it is moving ahead with a EXECUTIVE $25 million redevelopSUMMARY ment plan for its Union Charleston council Pier Terminal property. backs plans to build Cruise operations will passenger terminal. be relocated farther north to a massive onsite warehouse now used for automobile storage, among other tasks. The 100,000-square-

Charleston attorney Johnny Linton purchases Summervilleâ&#x20AC;&#x2122;s posh Woodlands Inn. Page 3

Down and out?

Some businesses might not recover from the economic downturn. Page 4

foot facility will receive an overhaul paid for by the authority, which has already invested $1.3 million in conceptual work. The southern end of the property, meanwhile, will be turned into public parks, open spaces and mixed-use development that will allow for new view corridors on Charleston streets, a waterfront ending for Market Street and natural shoreline. BMW Co.â&#x20AC;&#x2122;s Union Pier operations would be moved, in all likelihood to the Columbus Street Terminal, according to authority officials. Charleston Mayor Joe Riley has been a vocal supporter of the effort and the City Council See CRUISE, Page 5

Tourism on the upswing By Ashley Fletcher Frampton

aframpton@scbiznews.com

ruise ship passengers spending a few days in town before or after their trips are one of several factors helping Charlestonâ&#x20AC;&#x2122;s tourism market regain momentum this year after losing ground throughout 2008 and 2009, industry officials say.

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See TOURISM, Page 6

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In Focus: Agribusiness & Biotech

Local farmers are finding increasing success and financial stability through direct, advance sales of their harvests to consumers. Community supported agriculture programs, or CSAs, deliver up-front cash and reduce farmersâ&#x20AC;&#x2122; risks. More than peanuts Tony the Peanut Man sells his boiled and roasted goobers at a frenetic pace. Page 9

Inside: A new market for farmers. Page 10

At Work

Ikon-ic Isle of Palms mortgage firm experiences rapid growth. Page 41

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