Calculating and managing risk
An Eurostar case study

Page 1: Introduction

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Eurostar is the high-speed rail service directly linking the UK to France and Belgium via the Channel Tunnel. It started operating in 1994, providing city centre to city centre services. The fastest London-Paris Eurostar journey time is just 2 hours 15 minutes. In 2007 the second section of the new UK high-speed rail line was completed. St Pancras International became the new Eurostar home and...
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Page 2: Business continuity

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[audio= continuity]

Eurostar exists solely for its customers. The culture of putting the customer first is embedded into everything it does. Therefore, Eurostar is very aware of the need to provide a safe, reliable, convenient and comfortable service. In order to ensure that this is the case, the company has established a business and service continuity department. The department ‘sets the pace’ and...
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Page 3: Benefits of business continuity

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[audio= of business continuity]

Eurostar’s emphasis on proactive management is highly important to the company’s ongoing growth. By continually identifying present risks and assessing possible future risks, the company has the ability to avoid problems as much as realistically possible. For example, passenger demand has risen by 4% over the first half of 2011 and Eurostar is already in the process of a major...
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Page 4: Calculating risk

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[audio= risk]

Each Eurostar department is asked key questions so that a relevant set of risks can be established. Examples of the risks considered range from losing the main offices due to fire (long-term) or a bomb scare (short-term) to a train derailment, a major financial catastrophe or the loss of one or more of the vital computer systems. Measuring risk The risk matrix that has been developed shows the...
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Page 5: Business continuity – Eurostar implementation

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[audio= continuity – Eurostar implementation]

The company has organised itself so that it has a business continuity department that will lead the process and set the scene. It is implementing a recognised business continuity model.However, one critical and distinctly important point is that responsibility for delivery is very firmly ‘in the line’ (the responsibility of departmental line managers). Each department has...
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Page 6: Conclusion

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Eurostar is demonstrating how seriously it is taking the whole question of business and service continuity. This is already paying dividends in raising the profile of the process to everyone in the company. It is generally acknowledged that Eurostar is more confident in its approach to its day-to-day business because the company has considered carefully what could go wrong and how to put it...
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