A pensions and life insurance company has a thriving internal Business Continuity Management structure which is involving all parts of the business in developing plans and strategies for responding to incidents.  The media team are setting up a battle-box at the off-site Incident Control Centre having been spurred into action by a being faced by a simulated crisis.  The business teams, including the call-centre are working out the logistics of moving to a large work-space recovery centre if the need should arise. 

A national NGO, always sensitive to costs due to central funding, has a mainframe recovery strategy that balances costs against its need to ensure survival of its commercial enterprises as well as to maintain its international reputation.

A Lloyds insurer is confident that they can maintain their claims and underwriting services and systematically rebuild their business after any conceivable damage to their City offices.

A computer service bureau, a long-time subscriber to a computer recovery service, has now reorganised its recovery to be management-led and focused on keeping its customers informed.

A housing association is planning to make temporary use of one of its sheltered housing buildings and its in-house messenger service as a low cost way of maintaining services to its tenants if its offices are inaccessible.

A major petrochemical installation was advised not to subscribe to a recovery service being offered to them (costing over £50,000 per annum) because it was inappropriate to their recovery needs. Procedures, costing under £3000 to develop, provided the solution.

A logistics organisation has ensured that its new computer system has a recovery strategy that will ensure resumption after a complete loss of facilities before the interruption to delivery operation becomes unmanageable.

A national museum has a logistically sound plan for evacuating the public and a plan to continue administrative functions in the event of an access denial

An automotive parts manufacturer now keeps spare moulds (with a lead-time of six months) off-site so they can be quickly air-freighted to their Italian counterpart to enable production to resume within days of a loss of the UK plant.

A property management company identified special billing stationery as the only stumbling block if they needed to relocate.  At minimal cost the printer maintains a stock for them.