In this book, the authors analyse the causes of some of the major disasters from the last thirty years and explain what could have been done better, before and after the event. Unlike many titles on business continuity and disaster recovery, In Hindsight: A compendium of Business Continuity case studies does not build up from the theory of business continuity planning. Instead, it takes apart real events and reveals the themes that contributed to each disaster. Using these incidents as case studies, the authors demonstrate the potentially devastating results for organisations that have not planned for the worst. Crucially, the book proposes measures that could have helped to minimise the risks and consequences. By showing the potential repercussions of a badly thought-out disaster management and business continuity plan, this book helps you avoid making similar mistakes, reduce risks and enable faster recovery when things do go wrong.

• Cover
• Title
• Copyright
• Dedication
• About The Editor
• Contributors
• Foreword – Martin Caddick, LLB MBA MBCI MIOR
• Preface – Phillip Wood, MBE MSC FSYI CPP PSP AMBCI
• List of Figures
• Contents
• Chapter 1: Introduction – Robert Clark
• Chapter 2: The MV ‘Full City’ Incident – Norway’s Worst Ever Oil Spill – Jon Sigurd Jacobsen
  • The incident
  • The local response
  • The environmental damage
  • Supply chain issues
  • Insurance claims
  • Lessons learned
    • Was the incident preventable?
    • What went well
    • What could have been done better
    • What did not go well
    • Other observations
  • Conclusion
• Chapter 3: Barings Bank Collapse – Owen Gregory
  • Big Bang Day
  • Lessons learned
    • What could have been done better
    • What did not go well
  • Conclusion
• Chapter 4: Northgate Information Solutions, a Victim of the Buncefield Oil Depot Disaster – Robert Clark
  • Northgate’s reaction
  • Communications
  • Recovery of the Year
  • Lessons learned
    • What went well
    • What could have been done better
    • What did not go well
    • Other observations
  • Conclusion
• Chapter 5: The Love Parade: Dusseldorf 2010 – Tony Duncan
  • Duisburg 2010
  • Pre-event issues – contingency, safety and security planning
  • Risk management
  • Government and non-governmental agency/stakeholder engagement
  • Legal aspects
  • Communications
  • The finger of blame
  • Lessons learned
    • What went well
    • What could have been done better
    • What did not go well
  • Conclusion
• Chapter 6: Herald of Free Enterprise – Carl Dakin
  • Dealing with the media
  • Irreparable reputational damage
  • Absence of contingency arrangements
  • A disaster in waiting
  • Shutting the stable door
  • The birth of corporate manslaughter
  • Lessons learned
    • What went well
    • What could have been done better
    • What did not go well
  • Conclusion
• Chapter 7: The Aztec Chemical Explosion, the Biggest Blaze in Cheshire for 35 Years – Robert Clark
  • Your competitors can turn out to be your best friends in a crisis
  • Lessons learned
    • What went well
    • What could have been done better
    • What did not go well
    • Other observations
  • Conclusion
• Chapter 8: Piper Alpha and Alexander L. Kielland: A Comparison of Two North Sea Tragedies – Carl Dakin and Jon Sigurd Jacobsen
  • Piper Alpha
  • The Alexander L. Kielland
  • The common factors
    • What went well
    • What could have been done better
    • What did not go well
  • Conclusion – could tragedies of the PA and ALK magnitude reoccur?
• Chapter 9: Bhopal: The World’s Worst Industrial Disaster – Owen Gregory
  • Background
  • Circumstances contributing to the enormity of the tragedy
  • A disaster in waiting
  • The tragic human legacy
  • Effects on the local economy
  • Litigation
  • Lessons learned
  • Conclusion
• Chapter 10: The Devastating Effect of the SARS Pandemic on the Tourist Industry – Catherine Feeney
  • The tourist industry – fragility versus resilience
  • The economic importance of tourism in the emerging millennium
  • Typical health issues threatening the tourism industry
  • Background to managing crises in tourism
  • The SARS pandemic – a catalyst for change
  • The aftermath
  • Lessons learned
    • What went well
    • What could have been done better
    • What did not go well
    • Other observations
  • Subsequent improvements in tourism health crisis management
  • Conclusion
• Chapter 11: Toyota Vehicle Recall – Tony Duncan
  • Corporation background
  • The unfolding crisis
  • Crisis management
  • Communications
  • Regulator penalises Toyota
  • Supply chain management
  • Risk management failure
  • Strategic risk management
  • Reputational risk
  • External stakeholder engagement
  • Lessons learned
    • What went well
    • What could have been done better
    • What did not go well
  • Conclusion
• Chapter 12: The Gloucestershire Flooding, 2007 – Carl Dakin
  • Background
  • Flood impact
  • Acute shortage of potable water
  • Civil Contingencies Act
  • Flawed business continuity approach
  • The value of testing and exercising business continuity plans
  • Communications
  • Economic costs
  • Lessons learned
    • What went well
    • What could have been done better
    • What did not go well
  • Conclusion
• Chapter 13: Closing the European Airspace: Eyjafjallajökull and the Volcanic Ash Cloud – Robert Clark
  • Impact on the Icelandic community
  • Impact on airlines
  • Impact on business
  • Impact on tourism
  • Impact on independent travellers
  • Impact on climate change
  • Lessons learned
    • What went well
    • What could have been done better
    • What did not go well
  • Conclusion
• Chapter 14: The Åsta Train Accident, Norway, January 2000 – Jon Sigurd Jacobsen
  • Development of the Norwegian Railway Network
  • Norwegian rail travel safety record
  • Head-on collision
  • The unfolding disaster
  • Subsequent investigation
  • Trauma management
  • Corporate manslaughter
  • Insurance claims
  • Lessons learned
    • What went well
    • What could have been done better
    • What did not go well
  • Conclusion
• Chapter 15: A Tale of Three Cities: the Bombing of Madrid (2004), London (2005) and Glasgow (2007) – Neil Swinyard-Jordan, Tony Duncan and Robert Clark
  • Terrorism overview
    • Enter the suicide bomber
    • Terrorism and building design
    • Terrorist goals
    • Terrorist threat to transport
  • Madrid Train Bombings, 2004
  • London Underground and bus bombings, 2005
  • Glasgow Airport bombing, 2007
    • The day of the attack
    • Glasgow airport’s response
    • Media
    • Impact on travellers
    • The immediate aftermath
  • The economic cost of terrorism
  • Lessons learned
    • It could have been worse
    • What went well
    • What could have been done better
    • What did not go well
  • Conclusion
• Chapter 16: Hurricane Katrina – Owen Gregory and Neil Swinyard-Jordan
  • Birth of Katrina
  • Crossing the Gulf of Mexico
  • The impact
  • The response
  • Human impact
  • Mass exodus
  • Economic impact
  • Utilities
  • Emergency management
  • Media
  • Insurance
  • Operational factors
  • Technical factors
  • Lessons learned
    • What went well
    • What could have been done better
    • What did not go well
  • Conclusion
• Chapter 17: Arriva Malta: Business Continuity within a Change Management Programme – Robert Clark
  • The dawning of the Arriva era
  • One third of drivers never turned up
  • Choice changeover dates
  • Arriva website crashes
  • Passengers and drivers totally confused by new routes
  • Why can’t the buses stay on schedule?
  • It’s just not good enough!
  • Did the Arriva fiasco cause the government’s downfall?
  • Racism on the buses
  • The saga of the ‘Bendy-Bus’
  • It all ended in tears
  • The bankruptcy option
  • Reflection by Transport Malta
  • What does the future hold for Maltese public transport?
  • Lessons learned
    • What went well
    • Would could have been done better
    • What did not go well
    • Other observations
  • Conclusion
• Chapter 18: The Devil is in the Detail – Robert Clark
  • Have you considered the workforce?
  • Flooding
  • Information security
  • Employee fraud
  • Succession planning
  • Fire
  • Keeping your contact details up to date
  • Trauma management
  • The cyber threat
  • What did the press really say?
  • Your fiercest competitor could also be your best friend
  • Safety in numbers
  • Malicious damage
• Chapter 19: Concluding Thoughts – Robert Clark
• Glossary
• Works Cited
• ITG Resources