Business recovery at an arson damaged office

Russell Stewart

Journal of Business Continuity & Emergency Planning, 2010, vol. 4, issue 3, 207-215

Abstract: This paper is in the form of a case study that relates how KPMG's crisis management, business recovery and risk mitigation plans, methods and organisation were applied to ensure its clients’ services were not compromised following significant damage to a major office following an arson attack. The paper describes the firm’s overall business continuity management (BCM) approach and its key principles, drawn from established BCM, emergency services and psychology sources. The narrative element of the article tracks the event timeline and the firm's corresponding response. The overall management of the incident and its consequences were deemed successful, validating a lean BCM training and exercise regime. A significant learning point was the need to manage numerous stakeholders’ interests, engaging on several fronts in parallel, to engender consensus and to expedite decision making. The paper offers practical suggestions to help organisations manage the impact of crisis events on their employees and clients.

Keywords: crisis; recovery; protocol; communication; clients; reputation (search for similar items in EconPapers)
JEL-codes: M1 M10 M12 (search for similar items in EconPapers)
Date: 2010
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Persistent link: https://EconPapers.repec.org/RePEc:aza:jbcep0:y:2010:v:4:i:3:p:207-215

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