How planning for the worst can be the best thing for your business
This Pitney Bowes white paper provides insights into the Business Continuity Planning process, so other service organizations can learn from this event and take steps to safeguard and strengthen their own operations.
The unexpected can happen to any organization, at any time. While you cannot control the unexpected, you can control how you respond.
FEBRUARY 7, 2011. GRAND PRAIRIE, TX. 7:45 p.m.: Smoke detectors are tripped at a Pitney Bowes mail services presort facility as a fire that started in a nearby facility rapidly spreads. At 4:30 a.m., it grew to a four-alarm blaze and continued to rage through the night, damaging millions of dollars of equipment. By 9 a.m., the entire facility—where employees served hundreds of commercial customers—is totally destroyed.
In the case of the fire described above, the response had been drawn up months earlier. As a result, on the morning after the fire, trucks started their routes, picking up mail from customers throughout the Dallas/Fort Worth area. Mail was presorted at a second Pitney Bowes facility in the same vicinity as well as other sites in the region to maximize postal discounts; then barcoded, bagged, trayed and prepped to ensure rapid induction and delivery. In many ways, service continued without disruption.
