|
| |
| Analysis |
| Jan Consulting |
The Future of Extremism in Pakistan: A Twenty Year Forward Look |
| The Washington Post |
| A Bad Deal for Pakistan |
September 6, 2007; Page A20
Far from offering "the best chance to check extremism and mounting instability" in Pakistan ["The General's Best Chance," editorial, Aug. 29], a deal between Gen. Pervez Musharraf and Benazir Bhutto may derail the prospect of democracy.
An agreement that provides Mr. Musharraf a new presidential term and Ms. Bhutto another chance as prime minister can be guaranteed by the current parliament reelecting Mr. Musharraf only with the support of Ms. Bhutto's party. The quid pro quo would probably be a rigged parliamentary election to ensure that Ms. Bhutto becomes prime minister.
Mr. Musharraf faces a crisis of legitimacy. Subverting democracy through deals would further damage the credibility of state institutions and might unleash protests across the country.
A free and fair election would probably reduce the religious parties' influence to historic, single-digit levels and strengthen the forces of moderation. Pakistan's stability can best be ensured by strong institutions and a legitimate government. The only "deal" worth supporting is one that guarantees Pakistanis a truly democratic future.
AMEEN JAN
London |
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| FDI: Foreign Direct Investment (A Financial Times Group publication) |
December 2006/January 2007
Crisis Management: Best Practice
|
| Crisis Management: Best Practice Plans that pay off |
December 2006/January 2007
Evacuation planning requires a small investment and can have huge pay-offs in terms of saving lives and businesses.
By Ameen Jan.
Civil unrest in Lebanon; kidnap and murder of expatriate employees of an oil company in Nigeria; hurricanes causing devastation to life and property in the Gulf of Mexico: these are examples of crises that can affect multinational companies and their employees in countries where they operate. While the need for crisis management planning tends to be mainly associated with companies operating in volatile environments, any organisation with employees working in different countries needs to consider how it will protect or repatriate its employees and assets when faced with an emergency.
Acts of terrorism, widespread civil violence, and natural or man-made environmental disasters can affect a wide range of companies, and not just those that are operating in the highest risk places. A hallmark of high-performing organisations is their ability to manage potentially disruptive events that prevent them from escalating into crisis or, if prevention fails, to respond rapidly and effectively so as to return to normal life as soon as possible. Ensuring a comprehensive evacuation plan is in place and determining the events that will trigger it is an essential part of effective crisis management.
Response outcomes
Two examples highlight the impact that a well-prepared or ill-prepared response to emergency can have. In the US, more than 1800 lives were lost in the aftermath of Hurricane Katrina in 2005. A subsequent US Congressional investigation blamed all three levels of government – federal, state and local – for the human cost of the disaster, and in particular the failure to evacuate residents of New Orleans in time. In contrast, the mass evacuation by the UN and French government from Cote d’Ivoire during civil unrest and anti-Western riots in November 2004 enabled more than 5000 foreign nationals to leave the country within days.
Although every crisis will present a unique combination of problems, organisations should plan for two types of crisis. The first type can be described as a ‘slow onset’ crisis and may cover eventualities such as health pandemics or civil unrest, signs of which may be detected months in advance. The second type is a rapid deterioration in a country, sparked by incidents that radically change the operating environment in a short time – for example, a terrorist attack, industrial accident or natural disaster. Planning for both of these requires strengthening preventive measures (such as stockpiling life support supplies and enhancing the security of facilities) and response capability, including evacuation planning.
Risk thresholds
Companies, like people, will have different risk thresholds. One key to formulating an appropriate evacuation plan is identifying what level of risk is acceptable. For example, if employees are restricted from working in a city centre office for a period of time for security reasons but can continue to work effectively from home, is that a sensible compromise or an unnecessary and unacceptable risk? If the situation in a capital city has deteriorated, do all employees need to leave the country or can they be moved to work in other sites and remain in the country? At what point should a decision to evacuate be made?
An effective policy for emergency evacuation needs to consider and have answered several questions in advance. For example, who will be evacuated: all employees or expatriates only? What is the priority for evacuation of senior and junior employees and their families? Which assets will be secured and/or evacuated?
Putting policy into practice must include at least three elements: a risk assessment process, coupled with clearly identified alert levels, and clarity on organisational roles and responsibilities. Regular risk assessments, not just in each country of operation, but also on the specific city or site of work, are essential to determine the nature and degree of threat posed to a company and its employees.
Once potential threats, and unacceptable levels of exposure to them, are identified, companies need to set in place a risk-monitoring system, using pre-identified trusted sources of information. Depending on the nature of risks faced, some companies may find it valuable to employ a range of services – for example, business intelligence or website monitoring – that can track targeted threats. Companies may find it useful to set up a relatively simple system of alert levels, such as a traffic lights system using red, amber and green to indicate risk, with clearly identified parameters for each level and reasons for moving between them.
Evacuation decisions
Clarity on who makes the decision to evacuate can translate good analysis into effective and early action. Global companies that take crisis preparedness seriously may find it useful to distinguish crisis decision making at three levels: strategic (gold), operational (silver) and tactical (bronze). The gold level needs to involve the leadership of the business because it will take the business-critical decisions, such as whether and when to evacuate. To make a good decision, the top leadership needs to have sound guidance from the operational level. This specialist level is responsible for monitoring the evolving situation, marshalling resources to support local response efforts, and advising decision makers on what to do based on clear, pre-agreed criteria. And, because a crisis may occur at a location that is remote from either strategic or operational level decision makers, there is also a need for local, front-line capability to manage incidents.
Testing the plan
Any evacuation is likely to be carried out under highly emotional and stressful conditions. It is critical that evacuation procedures and priorities are well documented and rehearsed in advance, so that nothing is missed in the heat of the moment. Companies that are skilled at crisis management will have not only defined their organisational roles and responsibilities, but also exercised them so that those who need to act in a crisis are not doing it for the first time. Realistic simulation exercises are a key mechanism to enable staff and planners to understand what additional problems they could face, how they will react in the situation and what details may have been overlooked.
As many people in the southern states of the US discovered in 2005, when they put immaculate home-evacuation plans into action, instead of being trapped in their houses, they were stuck in vehicles on 100-kilometre-long tailbacks as they and the other residents of their cities tried to head for higher ground.
Best-in-class simulations will be engaging, realistic and lead to actionable next steps that focus on improving a company’s capabilities.
Professional team
Preparing for and undertaking an evacuation is a complex and specialised task. In an extremely demanding situation in which a company must rapidly remove its employees, the difference between floundering and acting calmly and purposefully can be huge. The cost of being ill-prepared is potentially enormous and may include the loss of lives and assets, as well as damage to business operations and reputation. A professional team that knows what it is doing and can support a company in managing its entire evacuation operation successfully, from strategic planning to execution, is an investment that will pay dividends many times greater.
The operational details of an evacuation are far from straightforward. Being prepared to evacuate from a particular location will involve setting in place detailed operational plans in advance. These will include the following aspects, among others:
- liaising with the relevant embassies of the employees who would be evacuated to ascertain their policy for evacuating all nationals;
- ascertaining the footprint and effectiveness of the local security forces;
- identifying and establishing arrangements with logistics providers, such as chartered air operators and local security providers;
- identifying relevant routes from the work sites and employees’ homes to the extraction points or marshalling area;
- confirming all in-country communications systems and investing in back-up private systems if needed.
While people will be the priority for evacuation, companies need to consider what assets they may also want to take out of the area or country, especially in slow-burn situations, where critical documents or other high-value items can be shipped out ahead of a full-scale evacuation. As the removal or protection of all company computer hardware is usually impractical in these situations, a comprehensive IT security solution should be in place to allow employees on the ground to protect or erase company information.
Protection policy
Alongside considering when and how to evacuate, companies need to look at how to protect the people and assets left behind. This could include upgrading security on existing office space and identifying alternate work spaces. Facilities security can be significantly enhanced through use of technology – for example, security and access control systems, area-wide cordon networks, intelligent-building systems, intruder detection systems, perimeter intrusion and fencing systems, and ballistics protection. Companies may also want to invest in tracking solutions, using, for example, GMS and high-sensitivity GPS networks that enable them to identify precisely, and on a continuous basis, the location of the assets they have left behind.
The central message to companies that are serious about preparing for emergencies is to invest their time and resources well in advance, before being faced with a crisis that they are ill-prepared to handle. |
|
| UK Prime Minister’s Strategy Unit |
| Countries at Risk of Instability |
| |
December 2006/January 2007
Crisis Management: Best Practice
Plans that pay off
December 05, 2006
Evacuation planning requires a small investment and can have huge pay-offs in terms of saving lives and businesses.
By Ameen Jan.
Civil unrest in Lebanon; kidnap and murder of expatriate employees of an oil company in Nigeria; hurricanes causing devastation to life and property in the Gulf of Mexico: these are examples of crises that can affect multinational companies and their employees in countries where they operate. While the need for crisis management planning tends to be mainly associated with companies operating in volatile environments, any organisation with employees working in different countries needs to consider how it will protect or repatriate its employees and assets when faced with an emergency.
Acts of terrorism, widespread civil violence, and natural or man-made environmental disasters can affect a wide range of companies, and not just those that are operating in the highest risk places. A hallmark of high-performing organisations is their ability to manage potentially disruptive events that prevent them from escalating into crisis or, if prevention fails, to respond rapidly and effectively so as to return to normal life as soon as possible. Ensuring a comprehensive evacuation plan is in place and determining the events that will trigger it is an essential part of effective crisis management.
Response outcomes
Two examples highlight the impact that a well-prepared or ill-prepared response to emergency can have. In the US, more than 1800 lives were lost in the aftermath of Hurricane Katrina in 2005. A subsequent US Congressional investigation blamed all three levels of government – federal, state and local – for the human cost of the disaster, and in particular the failure to evacuate residents of New Orleans in time. In contrast, the mass evacuation by the UN and French government from Cote d’Ivoire during civil unrest and anti-Western riots in November 2004 enabled more than 5000 foreign nationals to leave the country within days.
Although every crisis will present a unique combination of problems, organisations should plan for two types of crisis. The first type can be described as a ‘slow onset’ crisis and may cover eventualities such as health pandemics or civil unrest, signs of which may be detected months in advance. The second type is a rapid deterioration in a country, sparked by incidents that radically change the operating environment in a short time – for example, a terrorist attack, industrial accident or natural disaster. Planning for both of these requires strengthening preventive measures (such as stockpiling life support supplies and enhancing the security of facilities) and response capability, including evacuation planning.
Risk thresholds
Companies, like people, will have different risk thresholds. One key to formulating an appropriate evacuation plan is identifying what level of risk is acceptable. For example, if employees are restricted from working in a city centre office for a period of time for security reasons but can continue to work effectively from home, is that a sensible compromise or an unnecessary and unacceptable risk? If the situation in a capital city has deteriorated, do all employees need to leave the country or can they be moved to work in other sites and remain in the country? At what point should a decision to evacuate be made?
An effective policy for emergency evacuation needs to consider and have answered several questions in advance. For example, who will be evacuated: all employees or expatriates only? What is the priority for evacuation of senior and junior employees and their families? Which assets will be secured and/or evacuated?
Putting policy into practice must include at least three elements: a risk assessment process, coupled with clearly identified alert levels, and clarity on organisational roles and responsibilities. Regular risk assessments, not just in each country of operation, but also on the specific city or site of work, are essential to determine the nature and degree of threat posed to a company and its employees.
Once potential threats, and unacceptable levels of exposure to them, are identified, companies need to set in place a risk-monitoring system, using pre-identified trusted sources of information. Depending on the nature of risks faced, some companies may find it valuable to employ a range of services – for example, business intelligence or website monitoring – that can track targeted threats. Companies may find it useful to set up a relatively simple system of alert levels, such as a traffic lights system using red, amber and green to indicate risk, with clearly identified parameters for each level and reasons for moving between them.
Evacuation decisions
Clarity on who makes the decision to evacuate can translate good analysis into effective and early action. Global companies that take crisis preparedness seriously may find it useful to distinguish crisis decision making at three levels: strategic (gold), operational (silver) and tactical (bronze). The gold level needs to involve the leadership of the business because it will take the business-critical decisions, such as whether and when to evacuate. To make a good decision, the top leadership needs to have sound guidance from the operational level. This specialist level is responsible for monitoring the evolving situation, marshalling resources to support local response efforts, and advising decision makers on what to do based on clear, pre-agreed criteria. And, because a crisis may occur at a location that is remote from either strategic or operational level decision makers, there is also a need for local, front-line capability to manage incidents.
Testing the plan
Any evacuation is likely to be carried out under highly emotional and stressful conditions. It is critical that evacuation procedures and priorities are well documented and rehearsed in advance, so that nothing is missed in the heat of the moment. Companies that are skilled at crisis management will have not only defined their organisational roles and responsibilities, but also exercised them so that those who need to act in a crisis are not doing it for the first time. Realistic simulation exercises are a key mechanism to enable staff and planners to understand what additional problems they could face, how they will react in the situation and what details may have been overlooked.
As many people in the southern states of the US discovered in 2005, when they put immaculate home-evacuation plans into action, instead of being trapped in their houses, they were stuck in vehicles on 100-kilometre-long tailbacks as they and the other residents of their cities tried to head for higher ground.
Best-in-class simulations will be engaging, realistic and lead to actionable next steps that focus on improving a company’s capabilities.
Professional team
Preparing for and undertaking an evacuation is a complex and specialised task. In an extremely demanding situation in which a company must rapidly remove its employees, the difference between floundering and acting calmly and purposefully can be huge. The cost of being ill-prepared is potentially enormous and may include the loss of lives and assets, as well as damage to business operations and reputation. A professional team that knows what it is doing and can support a company in managing its entire evacuation operation successfully, from strategic planning to execution, is an investment that will pay dividends many times greater.
The operational details of an evacuation are far from straightforward. Being prepared to evacuate from a particular location will involve setting in place detailed operational plans in advance. These will include the following aspects, among others:
- liaising with the relevant embassies of the employees who would be evacuated to ascertain their policy for evacuating all nationals;
- ascertaining the footprint and effectiveness of the local security forces;
- identifying and establishing arrangements with logistics providers, such as chartered air operators and local security providers;
- identifying relevant routes from the work sites and employees’ homes to the extraction points or marshalling area;
- confirming all in-country communications systems and investing in back-up private systems if needed.
While people will be the priority for evacuation, companies need to consider what assets they may also want to take out of the area or country, especially in slow-burn situations, where critical documents or other high-value items can be shipped out ahead of a full-scale evacuation. As the removal or protection of all company computer hardware is usually impractical in these situations, a comprehensive IT security solution should be in place to allow employees on the ground to protect or erase company information.
Protection policy
Alongside considering when and how to evacuate, companies need to look at how to protect the people and assets left behind. This could include upgrading security on existing office space and identifying alternate work spaces. Facilities security can be significantly enhanced through use of technology – for example, security and access control systems, area-wide cordon networks, intelligent-building systems, intruder detection systems, perimeter intrusion and fencing systems, and ballistics protection. Companies may also want to invest in tracking solutions, using, for example, GMS and high-sensitivity GPS networks that enable them to identify precisely, and on a continuous basis, the location of the assets they have left behind.
The central message to companies that are serious about preparing for emergencies is to invest their time and resources well in advance, before being faced with a crisis that they are ill-prepared to handle. |
|
27 December 2007
Supporters and rivals alike of Benazir Bhutto, the Pakistani opposition leader, have condemned the gun and bomb attack that claimed her life at an election rally in the city of Rawalpindi.
Bhutto, who became the first female prime minister of a Muslim nation when she was first elected the prime minister in 1988, died from her wounds in hospital in Rawalpindi on Thursday.
She became the prime minister for a second time in 1993.
Rehman Malik, an official with Bhutto's Pakistan People's Party, announced Bhutto's death to supporters: "She has been martyred."
Nawaz Sharif, the Pakistani opposition leader, vowed to continue Bhutto's work after the assassination and said he shared the grief of "the entire nation".
Speaking outside the hospital where Bhutto died he said: "I assure you that I will fight your war from now on," he told Bhutto's supporters. "I share your sorrow and grief along with the entire nation."
"Benazir Bhutto was also my sister, and I will be with you to take the revenge for her death," he said.
Pervez Musharraf, the Pakistani president, appealed on state television for the nation to remain peaceful "so that the evil designs of terrorists can be defeated".
International reaction
George Bush, the US president, said: "The US strongly condemns this cowardly act by murderous extremists who are are trying to undermine Pakistan's democracy."
"We stand with the people of Pakistan in that struggle against the forces of terror and extremism. We urge them to honour Benazir Bhutto's memory by continuing with a democratic process."
Ban Ki-moon, the UN Secretary general, said: "I strongly condemn this heinous crime and call for the perpetrators to be brought to justice as soon as possible."
Manmohan Singh, India's prime minister, said:"I was deeply shocked and horrified to hear of the heinous assassination. In her death, the subcontinent has lost an outstanding leader who worked for democracy and reconciliation in her country."
"In targeting Benazir Bhutto extremist groups have in their sights all those committed to democratic processes in Pakistan. They cannot and must not succeed"
David Miliband,
British foreign secretary
David Miliband, the British foreign secretary, said: "I am deeply shocked by news of the latest attack in Rawalpindi which has claimed the life of Benazir Bhutto and killed at least 15 other people ... All those committed to a stable future for Pakistan will condemn without qualification all violence perpetrated against innocent people.
"In targeting Benazir Bhutto extremist groups have in their sights all those committed to democratic processes in Pakistan. They cannot and must not succeed."
Qin Gang, China's foreign ministry spokesman, said China was "shocked at the killing of Pakistan's opposition leader Benazir Bhutto" and that strongly condemns the terrorist attack," Xinhua news agency said.
Romano Prodi, the Italian prime minister, said : "I express my sadness and that of the whole [Italian] government following the tragic death of Benazir Bhutto, a woman who wanted to fight her battle until the end with just one weapon - that of dialogue and political discussion."
The Vatican called the assassination "terrible and tragic."
"This attack shows how extremely difficult it is to pacify a nation so wrought by violence," Father Frederico Lombardi, the Vatican spokesman said. "We share the sadness of the Pakistani population."
Analysts' comment
Ameen Jan, a London-based political analyst, told Al Jazeera: "Removing Benazir Bhutto from the political scene, there would be many beneficiaries of that ... Having said that it would be difficult to imagine that the perpetrators behind such a violent attack, leading to her death, would be one of the political parties."
"There are a whole set of actors outside of the mainstream political parties which are the various extremist groups, and it would seem more than likely that there would be some elements within those groups that would have an interest in destabilising the political system," he said.
General Talat Masood, a military analyst in Islamabad, speaking to Al Jazeera, said: "It's a great shock for the nation and its a great set back to the democratic forces and to politics in Pakistan. Her party [the PPP] was one of those that was spearheading the political process ... and this party was very leader-centric. They really adored and loved her despite all her weaknesses ... neither the militants nor those in power ever like a person of her calibre."
"You could see the crowds she was drawing and the likelihood of her party doing extremely well, that was there. But it also shows that when the US intervenes it always has a negative fallout on countries."
Jennifer Harbison, head of the Asia Desk at Control Risks in London, said: "I think this is anticipated. It is well within what we expected might happen ... It does cast a shadow over the election and it raises some concerns over how the government might deal with any popular reaction to this."
Khaled Rahmen, director general of the Institute of Policy Studies in Islamabad, told Al Jazeera: "It's a very sad incident ... and such a big incident would definitely impact the elections. There are apprehensions that this might result in some kind of postponement. If that happens ... its going to create more instability."
Max King, London-based investment strategist with Investec Asset Management, said: "This is an absolute disaster for Pakistan. Pakistan is clearly turning into one of the failed states in Asia." |
|
December 2006/January 2007
Crisis Management: Best Practice
Plans that pay off
December 05, 2006
Evacuation planning requires a small investment and can have huge pay-offs in terms of saving lives and businesses.
By Ameen Jan.
Civil unrest in Lebanon; kidnap and murder of expatriate employees of an oil company in Nigeria; hurricanes causing devastation to life and property in the Gulf of Mexico: these are examples of crises that can affect multinational companies and their employees in countries where they operate. While the need for crisis management planning tends to be mainly associated with companies operating in volatile environments, any organisation with employees working in different countries needs to consider how it will protect or repatriate its employees and assets when faced with an emergency.
Acts of terrorism, widespread civil violence, and natural or man-made environmental disasters can affect a wide range of companies, and not just those that are operating in the highest risk places. A hallmark of high-performing organisations is their ability to manage potentially disruptive events that prevent them from escalating into crisis or, if prevention fails, to respond rapidly and effectively so as to return to normal life as soon as possible. Ensuring a comprehensive evacuation plan is in place and determining the events that will trigger it is an essential part of effective crisis management.
Response outcomes
Two examples highlight the impact that a well-prepared or ill-prepared response to emergency can have. In the US, more than 1800 lives were lost in the aftermath of Hurricane Katrina in 2005. A subsequent US Congressional investigation blamed all three levels of government – federal, state and local – for the human cost of the disaster, and in particular the failure to evacuate residents of New Orleans in time. In contrast, the mass evacuation by the UN and French government from Cote d’Ivoire during civil unrest and anti-Western riots in November 2004 enabled more than 5000 foreign nationals to leave the country within days.
Although every crisis will present a unique combination of problems, organisations should plan for two types of crisis. The first type can be described as a ‘slow onset’ crisis and may cover eventualities such as health pandemics or civil unrest, signs of which may be detected months in advance. The second type is a rapid deterioration in a country, sparked by incidents that radically change the operating environment in a short time – for example, a terrorist attack, industrial accident or natural disaster. Planning for both of these requires strengthening preventive measures (such as stockpiling life support supplies and enhancing the security of facilities) and response capability, including evacuation planning.
Risk thresholds
Companies, like people, will have different risk thresholds. One key to formulating an appropriate evacuation plan is identifying what level of risk is acceptable. For example, if employees are restricted from working in a city centre office for a period of time for security reasons but can continue to work effectively from home, is that a sensible compromise or an unnecessary and unacceptable risk? If the situation in a capital city has deteriorated, do all employees need to leave the country or can they be moved to work in other sites and remain in the country? At what point should a decision to evacuate be made?
An effective policy for emergency evacuation needs to consider and have answered several questions in advance. For example, who will be evacuated: all employees or expatriates only? What is the priority for evacuation of senior and junior employees and their families? Which assets will be secured and/or evacuated?
Putting policy into practice must include at least three elements: a risk assessment process, coupled with clearly identified alert levels, and clarity on organisational roles and responsibilities. Regular risk assessments, not just in each country of operation, but also on the specific city or site of work, are essential to determine the nature and degree of threat posed to a company and its employees.
Once potential threats, and unacceptable levels of exposure to them, are identified, companies need to set in place a risk-monitoring system, using pre-identified trusted sources of information. Depending on the nature of risks faced, some companies may find it valuable to employ a range of services – for example, business intelligence or website monitoring – that can track targeted threats. Companies may find it useful to set up a relatively simple system of alert levels, such as a traffic lights system using red, amber and green to indicate risk, with clearly identified parameters for each level and reasons for moving between them.
Evacuation decisions
Clarity on who makes the decision to evacuate can translate good analysis into effective and early action. Global companies that take crisis preparedness seriously may find it useful to distinguish crisis decision making at three levels: strategic (gold), operational (silver) and tactical (bronze). The gold level needs to involve the leadership of the business because it will take the business-critical decisions, such as whether and when to evacuate. To make a good decision, the top leadership needs to have sound guidance from the operational level. This specialist level is responsible for monitoring the evolving situation, marshalling resources to support local response efforts, and advising decision makers on what to do based on clear, pre-agreed criteria. And, because a crisis may occur at a location that is remote from either strategic or operational level decision makers, there is also a need for local, front-line capability to manage incidents.
Testing the plan
Any evacuation is likely to be carried out under highly emotional and stressful conditions. It is critical that evacuation procedures and priorities are well documented and rehearsed in advance, so that nothing is missed in the heat of the moment. Companies that are skilled at crisis management will have not only defined their organisational roles and responsibilities, but also exercised them so that those who need to act in a crisis are not doing it for the first time. Realistic simulation exercises are a key mechanism to enable staff and planners to understand what additional problems they could face, how they will react in the situation and what details may have been overlooked.
As many people in the southern states of the US discovered in 2005, when they put immaculate home-evacuation plans into action, instead of being trapped in their houses, they were stuck in vehicles on 100-kilometre-long tailbacks as they and the other residents of their cities tried to head for higher ground.
Best-in-class simulations will be engaging, realistic and lead to actionable next steps that focus on improving a company’s capabilities.
Professional team
Preparing for and undertaking an evacuation is a complex and specialised task. In an extremely demanding situation in which a company must rapidly remove its employees, the difference between floundering and acting calmly and purposefully can be huge. The cost of being ill-prepared is potentially enormous and may include the loss of lives and assets, as well as damage to business operations and reputation. A professional team that knows what it is doing and can support a company in managing its entire evacuation operation successfully, from strategic planning to execution, is an investment that will pay dividends many times greater.
The operational details of an evacuation are far from straightforward. Being prepared to evacuate from a particular location will involve setting in place detailed operational plans in advance. These will include the following aspects, among others:
- liaising with the relevant embassies of the employees who would be evacuated to ascertain their policy for evacuating all nationals;
- ascertaining the footprint and effectiveness of the local security forces;
- identifying and establishing arrangements with logistics providers, such as chartered air operators and local security providers;
- identifying relevant routes from the work sites and employees’ homes to the extraction points or marshalling area;
- confirming all in-country communications systems and investing in back-up private systems if needed.
While people will be the priority for evacuation, companies need to consider what assets they may also want to take out of the area or country, especially in slow-burn situations, where critical documents or other high-value items can be shipped out ahead of a full-scale evacuation. As the removal or protection of all company computer hardware is usually impractical in these situations, a comprehensive IT security solution should be in place to allow employees on the ground to protect or erase company information.
Protection policy
Alongside considering when and how to evacuate, companies need to look at how to protect the people and assets left behind. This could include upgrading security on existing office space and identifying alternate work spaces. Facilities security can be significantly enhanced through use of technology – for example, security and access control systems, area-wide cordon networks, intelligent-building systems, intruder detection systems, perimeter intrusion and fencing systems, and ballistics protection. Companies may also want to invest in tracking solutions, using, for example, GMS and high-sensitivity GPS networks that enable them to identify precisely, and on a continuous basis, the location of the assets they have left behind.
The central message to companies that are serious about preparing for emergencies is to invest their time and resources well in advance, before being faced with a crisis that they are ill-prepared to handle. |
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