TY  - JOUR
AB  - It is hard to find good news stories about disasters. Disasters seriously damage an organisation’s health. Of businesses that experience a disaster, 40 per cent never reopen and 30 per cent close within 2 years. Perhaps because of this, over 80 per cent of UK facility managers in a recent survey now report that they maintain a Business Continuity Plan which most of them review at least once a year. An increasing number, however, now find themselves responsible for a portfolio of international facilities spanning continents and time zones. This paper looks at some real life implications of global business recovery planning. In the wake of September 11th, one can hardly do less. This paper provides strategies and justifications for international emergency planning procedures and processes. Practitioners will gain valuable information from actual events and case studies to validate the concepts offered as a model. It may seem that some of the information and processes which are outlined in this paper are obvious; but that is the point. The obvious can be overlooked, and excuses can be made for the lack of implementation of emergency plans. But those excuses will not stand in the light of real disasters and cataclysmic events.
VL  - 2
IS  - 1
SN  - 1472-5967
DO  - 10.1108/14725960410808087
UR  - https://doi.org/10.1108/14725960410808087
AU  - Hardy Victoria
AU  - Roberts Phil
PY  - 2003
Y1  - 2003/01/01
TI  - International emergency planning for facilities management
T2  - Journal of Facilities Management
PB  - MCB UP Ltd
SP  - 7
EP  - 25
Y2  - 2024/04/24
ER  -