2015.10.06 international travel and safety
TRANSCRIPT
International Travel and Safety
LIVING ANDWORKING IN ARISKIER WORLDPROFESSION – INNOVATION – DIVERSITY
BRUSSELS, 20-21 October www.ferma.eu
FORUM 2015Venice, Italy 4-7 October
International Travel and Safety / Duty-of-Care: The Falck Group approach
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BRUSSELS, 20-21 October www.ferma.eu
FORUM 2015Venice, Italy 4-7 October
Speaker presentation:Morten Poulsen-Hansen
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New Business Development• Fortune 500 / FTSE 100
company value chains / business models
• Key challenges and risks• Mapping of best practices• Project management• Stakeholder management
Experience
Postgraduate degrees in political science, history, war and strategy• Historical analysis• Quantitative and qualitative
methodology• Strategy
Experience
Interrogation, liaison, and intelligence officer• Interrogation techniques• Intelligence collection and
analysis• Scenario building• Practical business
continuity management
Experience
2001-2008, Washington DC & London
1989-2000, Denmark, former Yugoslavia, UN and NATO1994-2000, Copenhagen & London
2008-, Copenhagen
Enterprise Risk Management• Production, shipping and
service value chains• Listed and privately-held
businesses• Bottom-up ERM process• Alignment with ISO31000
Experience
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AssistanceEmergency
Falck: “Always there”
Falck is the leading international private provider of emergency services and the only inter-continental ambulance provider.
Safety Services
Falck is the leading global provider of offshore and maritime safety training.
Healthcare
Falck is the leading Nordic provider of private healthcare services.
Falck is the leading Nordic provider of auto and home assistance services.
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For more than 100 years, it has been Falck’s mission to prevent accidents, disease and emergency situations, to rescue and assist people in emergencies quickly and competently and to rehabilitate people after illness and injury.
• 2014 revenues ~2 EUR billion• Revenue CAGR 04-13: 12.8%• Strong organic CAGR 05-13: 6.7%• >60 acquisitions since 2005• Strategic expansion into US, Latin
America and Australia in 2010, 2011 and 2013
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Falck: ever-expanding demand-driven global presence
• Emergency & Clinics
• Assistance• Healthcare• Safety Services
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Why Travel Risk Management &Duty-of-Care?
A simple diagnostic: Four forces determine Falck Group’s need for Travel Risk Management & Duty-of-Care
Risk Tolerance
Global Operations
Dependency on Scarce Talent
Stakeholder Expectations
Low High
Low High
Low High
Low High
Falck never says no. Part of our DNA. We have to make it work, irrespective of risks. Across Pre-hospital, Firefighting, Training, Consulting services.
Presence in 45 countries going on 180. Africa, Middle East, LatAm, Asia.
Technicians, engineers, doctors, paramedics, nurses, group staff (business developers, auditors, controllers).
Public opinion very vocal; numerous government clients and top-tier global and local companies.
If you are sliding the gauge towards the right hand side on three or all four dimensions, you should at least consider implementing a duty-of-care infrastructure. It could have net benefits to your company. And perhaps save your employees.
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Duty-of-Care Components• Falck’s and employees’ obligations.• Information easily accessible.• Introduces risk-based approach to
business travels (training required, preparation before trip, and behaviour/support during trip, and post-travel debriefing).
• Employees are enrolled in baseline training based on historical and likely future travel patterns, and level of experience.
• Travel safety and first-aid training.
Travel Policy / Duty-of-Care portal Baseline and refresher training
• Access to security manager or medical staff at FGA for pre-travel advice if travelling to Medium Risk, High Risk, and Extreme Risk destination.
• Access to detailed and up-to-date intelligence reports through portal.
• Mitigating actions during trip, e.g.:– Vetted driver/close protection– Helicopter on high readiness– Satellite phone, tracking devices– Daily contact with FGA Operations– Immediate notification of traveller in
case of increased risks– Local safe house or evacuation
Pre-travel advice / Intelligence Mitigating actions during trip
• Risk-based approach to enforcement of mandatory installation of travel tracker, or manual upload of itinerary to travel tracker engine.
• Vast majority of trips captured today.
Travel tracking
• If incident occurs, FGA is able to respond due to pre-trip planning, existing assets and global network.
• Group Crisis Management Committee is convened together with regional and local incident management teams, if required by the nature of the incident.
Response capability if incident
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Duty-of-Care Portal
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Risk Levels
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Guidelines
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Training
Thanks for your support !
International Travel & Safety
Tim WillisInternational SOS / Control Risks
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FORUM 2015Venice, Italy 4-7 October
Integrated Travel Risk Management Process• Assess
Company Risks
• Plan Strategically
• Develop Policies &
Procedures
• Manage Global
Mobility
• Communicate, Educate,
Train
• Track & Inform
• Advise, Assist,
Evacuate
• Control & Analyse
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• Crisis Management
• Emergency Response
• Business Continuity
Embedding resilience
• Time
• Incident• Prepare Respond Recover
• Exercise Audit Review
• Develop Policies & Procedures
• Business Analysis & Strategic Planning
• Communicate, Educate, Train
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Crisis characteristics
Element of surprise Perceived or real loss of control No immediate obvious solutions Shortage of time Events outpace responses (especially in early stages) Escalating flow of events Insufficient information Lack of resources Key players adopt ‘siege’ mentality Regular decision-making processes are disrupted Promote short-term management focus
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• P eople• E nvironment• A ssets• R eputation• S takeholders
• Crisis management – imperative
• What should we be trying to protect in a crisis?
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Companies will not be blamed for the events that lead to an evacuation…
…but they will certainly be measured and held accountable for their level of preparedness and results: Duty of Care!
• Why plan for Evacuations ?
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FORUM 2015Venice, Italy 4-7 October
Corporate• What is the
level of preparedness across all our
business locations?
Country Manager
Employee
• Considerations
• What should I do and what
are my responsibilities?
• How do I communicate
with my company
during this situation?
• What will my company do
to support me and my
dependants?
• What are our options and
plan of action for evacuation, who is doing
what?
• How do I ensure the
safety of my employees,
who & where are they?
• How do we keep updated
about the situation?
• How do we support our businesses and what
decisions are needed?
• How do I minimise the impact on my
business operations?
BRUSSELS, 20-21 October www.ferma.eu
FORUM 2015Venice, Italy 4-7 October
• Preparation
• Action• Return to
Normality
• Preparation
• Action• Return to
Normality• Complian
ce & Validation
• Analysis &
Mitigation
• Crisis
• Crisis
Your priority will be to safely carry on essential business functions and / or get back to normal operations as quickly as possible.
• Why plan for Evacuations ?
BRUSSELS, 20-21 October www.ferma.eu
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• Lack of reliable info & intelligence• Over-dramatised media reports• Collapse of infrastructure• Service providers drop out• Poor communications• Opportunity crimes• Embassies overstrained
• No visibility on employees• No situational awareness • Sympathetic pressures –
everyone else is leaving• “Something must be done!”
• External Context • Internal Context
• Why plan for Evacuations ?
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Objectives
Define your objectives and priorities:
• Corporate Objectives• Regional Aims• Business Unit Guidelines• Need for agreed common approach• Communicated to all managers
These must be clearly defined and understood. Objectives might include:
• Ensure safety of staff• Safeguard business interests and assets• Retain goodwill of host government• Allow for the option to return• Relationship with other partners, such as suppliers and subcontractors• Defining company policy on who is covered – staff, partners, sub-
contractors, extended families and family staff
BRUSSELS, 20-21 October www.ferma.eu
FORUM 2015Venice, Italy 4-7 October
• Essential personnel – by business analysis ...!
• Non-essential personnel – travellers, families, medical cases?
• Local nationals – what is your policy, especially vis-à-vis practical issues?
Objectives
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Implementation of objectives
Each level of the plan must state the objective for that level of management
All objectives must be agreed by the overall management structure and the management teams at all levels
Irrespective of objectives, the principles of a successful evacuation remain constant:
Timely Preparation Timely Decision Making Centralised Control Secure Movement
Good communication underpins all of this
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Why Evacuate?
External Conflicts/War
Terrorism/Civil War
Political Instability
Economic Problems
Health Epidemics
Natural Disaster
Diplomatic Relations
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Risk Indicators
Disease Should be defined in evacuation plans, however information should be derived from various sources such as Specialist Risk Consultancies, Government advisories
Violent Crime/ Kidnapping/Extortion
Civil Unrest
Terrorism
War
Politically Motivated Violence
Triggers
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• Concept of Operations
• Local Assem
bly Areas
• Evacuee
Assembly
Area
• Port of Depart
ure
• Safe Haven
• Homes / Workpla
ces
• Local Assem
bly Areas
• © 2013 Travel Security Services, Ltd. All Rights Reserved.
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• Concept of Operations – STAND FAST
• Local Assem
bly Areas
• Evacuee
Assembly
Area
• Port of Depart
ure
• Safe Haven
• Homes / Workpla
ces
• Local Assem
bly Areas
BRUSSELS, 20-21 October www.ferma.eu
FORUM 2015Venice, Italy 4-7 October
• Evacuation planning is important, but rarely urgent – until it is too late.
• Consider only the (travel) risk rating of a country, rather than volatility and exposure (e.g. Burundi May 2015, Burkina Faso September 2015).
• Barriers to Good Evac Planning
• Evacuation plans require rehearsal & regular review.
• Connect local evacuation plan with regional or corporate crisis management plans.
• Risk Psychology – esp. the “Frog in Boiling Water”.
Thanks for your support !
Questions?
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