2015.10.06 international travel and safety

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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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

http://polsci.ku.dk/%20http:/polsci.ku.dk/

http://www.google.dk/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=GQVyMEqqJ9gHRM&tbnid=612zO7z_q2BO-M:&ved=0CAUQjRw&url=http://www.milhist.dk/soldaten/vikinger/vikinger.htm&ei=v4VAUdrsJ4mPtQbP5oDoCg&bvm=bv.43287494,d.Yms&psig=AFQjCNExIjJIaEuw3cvMZsv-9yh7MHEVrg&ust=1363269345702139



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


FORUM 2015Venice, Italy 4-7 October 5

Falck: ever-expanding demand-driven global presence

• Emergency & Clinics

• Assistance• Healthcare• Safety Services



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.



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



Duty-of-Care Portal



Risk Levels



Guidelines



Training

Thanks for your support !

Questions?

[email protected]


International Travel & Safety

Tim WillisInternational SOS / Control Risks



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



• 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



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



• P eople• E nvironment• A ssets• R eputation• S takeholders

• Crisis management – imperative

• What should we be trying to protect in a crisis?



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 ?



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?



• 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.




• 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




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



• 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



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



Why Evacuate?

External Conflicts/War

Terrorism/Civil War

Political Instability

Economic Problems

Health Epidemics

Natural Disaster

Diplomatic Relations



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



• 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.



• 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



• 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”.


Questions?



Don’t forget!Your evaluation and comments are the only way for FERMA to obtain information in order to improve the quality of the sessions

• Please fill in the documents given to you by our hostesses

Or• Use the mobile application and earn points for the

Leaderboard game!

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2015.10.06 international travel and safety

Education