Assuring duty of care for meetings and events presents its own set of problems and protocols
Safety and security for meetings and events pose unique concerns for risk managers. Constrained by limited budgets and time, many risk managers don’t pay enough attention to what risks may impact their traveler at a meeting or event. Instead, they are preoccupied with the ‘big picture’ – that is, getting the business traveler safely from Point A to Point B. Meeting planners have their own ‘big picture’ list, down to such details as the types of meals served, or the ambience and décor of the site. Consequently, safety and security risks at the scene tend not to be top of mind. Likewise, traveling employees often get caught up in the execution of business and its accompanying social interactions, and become less aware of potential hazards. However, just because a meeting is conducted at an attractive destination, doesn’t mean it’s safe.
Step One: Assess RiskAssessing risk is the first step. There are several factors that could lead to gaps in security at a meeting or event, such as hotel safety, neighborhood crime rates, local health risks, or even cultural and linguistic barriers.
In order to ascertain possible hazards, risk managers must carefully consider what kind of event is being planned, the layout of the facilities and how many people are expected to attend. “Risk should be continuously monitored for threat, vulnerability, probability and consequence. Factors such as the time (hours/days/ date/season of the year), weather, size, scope and location dictate risk thresholds,” explains Michael Payne, security operations manager at iJET, a leading intelligence-driven provider of operational risk management solutions in Annapolis, MD. “Also, risk managers must ask themselves: what is the event type and what are the affiliations of those attending? What is the potential for natural hazards? What is the potential for human- and technological-caused events (both accidental and intentional)? All these questions must be answered before a thorough assessment of risk can be completed.”
It’s essential to take into account the historical or symbolic value of the venue. If the meeting is being held at a site which is noteworthy for certain religious or political groups, then risk managers may consider taking additional security protocols to prepare for any unforeseen happenings. Many subversive groups mark the anniversary of certain dates that occurred at significant sites with rallies, strikes, protests or in extreme cases, violence.
Violent disruptions are more likely around crucial national or international events such as sporting events or elections; in May 2013, almost 30 people were killed in election day bombings throughout Pakistan, and many are concerned about security at the upcoming Sochi Olympics in Russia and World Cup in Brazil.
The profile of attendees is also crucial to know, especially if there are VIP’s, high level executives, or celebrities attending. For example, at a July 2013 meeting at the University of California in San Francisco, hecklers disrupted proceedings in protest of outgoing Homeland Security Secretary Janet Napolitano’s bid for university president, while demonstrators in June 2013 attempted to stop the G4S annual meeting in London. The presentation of sensitive topics and/or proprietary information may also increase risk. If this is the case, attendees are often required to display their badges, while the use of recording devices and cell phones can be prohibited.
Risk managers must evaluate all these details, determine mitigating actions, and educate their employees on associated risks before travel commences. Where there are likely to be multiple professional protection details, risk managers should consider the services of a security coordinator to address organizational needs and allay any potential for embarrassment.
It’s also important to understand that sending groups to meetings carries just as much risk as sending individuals, if not more. Many government agencies as well as corporations do not allow more than a few senior executives to travel together on the same airplane. By extension, travel policy should clarify how many executives or middle managers are permitted to stay at the same hotel, and/or attend the same event; this step should align with an organization’s succession planning.
Step Two: The Vetting ProcessAfter a thorough risk assessment, the next step is to vet providers and the venue. “It’s important to know the track record of the providers to see if patterns of negligence or competence exist,” says iJET’s Payne. “It is also helpful to know what national and international standards the property is aligned with, and how they stand with international certifying bodies.”
Part of the vetting process includes on-site assessments. “One of the first things to do in an on-site assessment is to conduct a review with the facilities/life safety manager(s) for compliance with applicable building codes, fire and life safety requirements. Also, one should investigate for historical events of incidents at the facility, and any facilities that may be similar in design and function,” explains Payne.
Site visits should be conducted beforehand to make sure the location has sufficient fire safety exits and that evacuation plans are in place for natural disasters. “On-site personnel should be briefed in advance of the trip regarding the property’s disaster plans and be trained on the protocols that must be followed in case of emergency,” says Laura Shelton, senior director, premium products and services, global product management at Carlson Wagonlit Travel in Minneapolis, MN.
Often times, travelers who attend meetings and events will take excursions; safety for these off-site ventures should also be taken into consideration. “Our operations staff takes time to meet with all local security personnel and personally visits each excursion site guests will visit, in order to understand the lay of the land and put an emergency plan in place in case it is needed. All operations staff is trained on specific crisis management protocol as well as CPR and basic medical skills,” Shelton explains.
Preparing for the WorstWhile small scale events and meetings are manageable, risk managers must be highly vigilant when it comes to large scale venues. Whether small or large, they should engage in detailed event risk management planning, and also provide appropriate training to employees, who often enjoy a false sense of security during travel.
“Risk cannot always be controlled, as we saw in the Boston Marathon bombings,” states iJET’s Payne. The best way to avoid being caught in a large scale attack or disruption is to develop a sense of personal responsibility and awareness. “As seen in Boston, well-planned events cannot offset residual risk; this makes situational awareness training (beyond those responsible for security) an essential life skill regardless of stature or function,” he emphasizes.
Companies should provide training to employees on how to develop situational awareness. For example, upon entering a venue, employees should be taught how to scan the property or hotel, and ask themselves: is access to the event open or controlled? Are VIP and media areas protected? Are fire exits clearly marked? Are parking lots well lighted? Is there a demonstrable security presence? “These simple observations lead to a reduced risk profile when traveling, and the increased awareness also provides a return in the conduct of business,” Payne continues.
Companies such as iJET provide customized trainings to organizations interested in empowering their travelers to become more self-aware. They also assist in the creation or review of emergency response plans, physical security programs and proper training for on-site staff. “Collaborating with strategic partners on these issues can save a company time, money and liability,” notes CWT’s Shelton. “Through our partnership with iJET, we can provide on-going reporting on key destinations throughout the world and specialized destination intelligence reports by request for locations that may not be covered on an ongoing basis.”
Safe Havens
All companies have a duty of care to protect their employees from risks during the course of business, which includes attendance at a meeting or event, local or international. At the end of the day, it is the company’s moral and legal responsibility to ensure the wellbeing of employees. Although almost all meetings occur in places deemed safe, security incidents can occur anywhere, and depending on the level of visibility, any meeting could carry increased risks. Risk managers and meeting planners must conduct due diligence by thoroughly researching the venue and communicating risks and response plans clearly to employees.
For a meeting or event, risk managers should take the following action steps:
• Conduct a planning session in which everyone’s responsibilities are specified, and then follow up this session with a hands-on drill. Repeat and update the drill periodically as necessary.
• Employ traveler tracking - whether the meeting is domestic or international.
• Provide training and education to employees so they have the capability to make prudent decisions in case of disruptions at meetings or events.
• Consider an onsite hotel assessment, and conduct individual meetings with hotel management in advance if possible.
• Plan for a medical emergency and/or evacuation, and identify employees with health risks in advance.
• Employ a flexible emergency response plan in order to respond to changing circumstances. Consider alternative destinations and/or facilities. Make sure there is ample coordination with local authorities in case of an emergency.
• Use a checklist and document your efforts. Many insurance carriers will lower rates if they are provided documentation demonstrating the venue is safe or that certain precautions have been taken.