Survey on Crisis Management in Complex Environments

8/12/2019 Survey on Crisis Management in Complex Environments

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Survey on Crisis Management in Complex Environments

1. IntroductionThe Survey on crisis Management was conducted on SurveyMonkey from the 20th to 31st October

2013. The survey has been advertised through various Medias, including several industry specific

websites, through LinkedIn Groups and commercial advertising on LinkedIn Profiles, on Google+,

Twitter and Facebook as well as distribution over email distribution lists and through ASIS chapter

chairs in Asia, South America and Africa.

The survey is composed of 4 individual sections:

A. Company Details (4 questions)B. Project Details (4 questions)C. Crisis Management Details (12 questions, later on 2 additional) D. Additional Details (2 questions)

Over the eleven days the survey was conducted, 61 valid responses have been provided and taken into

account. A large number of records which did not go beyond the first section (Company Details) have

not been taken into account and removed.

All responses have been anonymous and without details which allows privacy of individuals and

companies. Percentages in this report have been rounded to full integers and may result in totals

slightly below or above 100%.

Some questions allowed multi-choices and can be presented, in the present report, either with

percentages or total numbers.

For any questions regarding the survey or this report, please contact the author at

[email protected].

61 61

44

8

0

20

40

60

80

Section A (Company) Section B (Project) Section C (CrisisManagement)

Section D (AdditionalDetails)

Number of persons which completed each

section
mailto:[email protected]:[email protected]:[email protected]


2/11

2. Company DetailsMost of the companies who participated in this survey have been North-American (34%), followed by

European (25%), Middle Eastern (18%), Asian/Pacific (10%) and Australians (7%) which lies equally with

South Africans (Others, 7%).

Regarding the countries of Operations using a multi-choice question, 44% of companies stated that

they operate projects in Africa, equally to the 44% of companies operating in the Asia/Pacific Region.

26% of the companies surveyed operate in South America and 16% in the Middle-East. 11 companies

(18%) stated they operate globally or in other regions than those named (including North America and

Europe).

Regarding the size of companies surveyed, small (less than 500 employees), medium (500 to 5000

employees) and large (over 5000 employees) companies are presented almost equally as shown in

following chart :

Of those who participated in the survey, 38% locate themselves on the corporate/group level, 31% on

the Country level and 25% on Site and Facility Level. 4 persons (7%) are consultants or did not specify

their position.

37 %

26 %

19 %

11 %

7 %

7 %

Companies are...

North American

European

Middle-Eastern

Asian and Pacific

Australian

Others

2017

24

0

5

10

15

20

25

30

less than 500 employees 500 - 5000 employees over 5000 employees

Size of companies surveyed

27

27

16

10

11

0 10 20 30

Africa

Asia & Pacific

South America

Middle East

Other

...and operate in...


3/11

3. Project DetailsMost of the projects which have been assessed, eight (68%) are operational (Operation, Production).

40% are in preparation (Exploration, Construction) and 17% in post-operation (ramp down

decommissioning). 10 % of the responses do not fall into one of the above categories (defense and

security services) or do not provide specific details. During the survey, responders have been asked tosupply details on a specific project of the company.

Small projects are presented in the survey with 57% far above mid-size projects (26%) and large

projects with over 5000 personnel (16%). As the survey specified Remote and Hazardous

environments, security professionals from numerous sectors and industries participated. The sectors

start from Petrochemical (28%) and Mining (26%) and covers Security Services including defense, anti-piracy and peacekeeping (20%), Engineering and Construction (5%), Consulting (3%), Government,

NGOs and Diplomatic Missions (3%) and Power

and Water (2%). Others, which are presented

with 13%, include Research, other industries

and financial services as well as health sector

and medical services.

6

10

41

24

0 5 10 15 20 25 30 35 40 45

Other

Post Operation (Decommissioning, ramp-down)

Operation Phase (Production)

Pre-operation (Exploration, Construction)

The project assessed covers...

8

17

16

12

3

2

2

1

0 5 10 15 20

Others

Petrochemical

Mining

Security Services and

Defense

Engineering and

Construction

Consulting

Government, NGOs, Dipl.

Missions

Power and Water

Main activity of the

project is ...

57 %

26 %

16 %

0 %

10 %

20 %

30 %

40 %

50 %

60 %

less than 500

employees

500 - 5000

employees

over 5000

employees

Size of the Projectassessed


4/11

The survey continued by exploring whether a project has ever faced a crisis. The line between crisis,

emergency and incident has not been specified and a multitude of answers and replies have been

provided to this question which may not fall necessarily under crisis but which will be presented as a

fact of completeness of this survey. Additionally, another question (Has your Crisis Management

Team ever been activated other than for training purpose and regular meetings) provided also

valuable details which have been included into that chart. The reason why the questions Have you

ever faced a crisis and Has a crisis Management team been activated has been mentioned

separately, is based simply on the fact that some companies may deal, wrongly, with crisis outside the

CMT or simply do not have a crisis Management Team implemented. 9% of companies named other

crises as theft, hostile surveillance and drug cartels.

9 %

50 %

43 %

41 %

39 %

35 %

28 %

28 %

28 %

6 %

0 % 20 % 40 % 60 %

Others

Civil unrest

Armed Conflicts

Violent Labour uprising

Environmental crisis and Natural disasters

Terrorist Attacks, Bomb threats

Production related crisis

Financial related crisis

Kidnapping and Ransom, Piracy and Carjacking

Political issues and justice

Has your project ever faced a crisis ?


5/11

4. Crisis Management DetailsThe next questions have been more specific on Crisis management Teams focusing on the location of

the team, the composition and functioning.

Twenty-threeCompanies responded to the question: Does the Crisis Management Team has a specific

annual Budget allocation. This question has been added at a later date to the survey and 38 companies

did not participate in this question. Out of the collected responses, some companies stated that Crisis

management Budget comes under the security or Safety and Environmental Budget, some stated that

budget is shared between Departments.

2

19

24

20

0 5 10 15 20 25 30

Don't have a Crisis Management Team

on the Site/Facility Level

on the Country Level

On the Group/Corporate Level

Where is the CMT located ?

89 %

55 %

0 %

10 %

20 %

30 %

40 %

50 %

60 %

70 %

80 %

90 %

100 %

Yes, Project had faced at least one crisis Yes, had activated the CMT other than for

training and regular meetings

Comparaison of Projects affected by crises and

those who activated their CMT


6/11

The companies which have set up a Crisis Management Team stated that the Team meet every Month

(40 %), only in case of a crisis (21 %) or once a year (19 %). 7% of companies stated that they meet

quarterly. Another 12 % meet twice a year, weekly or in

irregular intervals, whenever required.

On the Question who is leading the Crisis Management Team, 41 % of the companies named the

Security Manager, 24 % a Business Continuity or Risk Manager and 12 % the Site and Facility Manager.

The remaining 24 % named the CEO, COO or a specifically appointed Crisis Manager. One Company

stated that the Corporate Crisis Management is led by the (Group) Security Manager and the Facility

Crisis Management by Site Managers.

40 %

21 %

19 %

7 %

12 %

0 % 10 % 20 % 30 % 40 % 50 %

Every Month

only in case of crisis

Once a year

Quaterly

Other

The CMT meets ...

17 %

40 %

24 %

7 %12 %

The Crisis Management Team is led by ...

Others

Security Manager

Business Continuity/Risk Manager

CEO/COO

Site/Facility Manager

57 %43 %

Does your Company

have an annualBudget allocation for

Crisis management

and Response ?

Yes No


7/11

Security Professionals have been asked to describe the main role of Crisis Management in their

company. No standard responses or choices have been given and below is a summary of over 42

replies.

Crisis Management is seen the same way as Project and Program Management.

It is a core fundamental of every aspect of the company and the project.

Respond to incidents, which require outside

resources, others than those available.

Decide the most appropriate course of

action under the available resources.

Provide strategic guidance for

operation.Protect the Organization and Stakeholder.

Lead. Limit harm to person. Mitigation of Risks and Response.

Ensuring safety and well-being of staff and

visitors.

Provide well-planned, well-resourced, multi-phased responses to incidents,

emergencies and crises.

Make appropriate decisions to safeguard

employees and project.

Stabilize the company and ensure

continuity of operation during crisis.

Working with all departments to keep

everybody informed.

Minimize impact on operations and

company reputation.

Determine and assist/support the

implementation of response plans.

Liaise with the group crisis management

and national authorities.

Coordination among all verticals. Giving advisories. Ensuring business continuity.

Prevent fatalities. Evaluate the situation. Manage return to daily business asap.

Detection early political and economic

crisis.

Respond to crisis and coordinate the

response.Scrupulous, diligent, assessing new threats.

Prevent or minimize losses as best. Consultation to Senior managers. Liaison with law enforcement

A support function, to provide security and

resources to reduce exposure to

reoccurrence.

Manage. Setup a Communication Plan.

Damage control. Return to normalcy asap.

Create Maintain and active a Crisis

management Plan.

Provide debriefs, lessons learned

and reorientation of procedures.

Deter activities with negative impact on

operation

Respond with appropriate measures

(mitigation, evacuation, relocation etc.)

Prepare and respond to crises at the

local/facility level

Provide procedures, training and

information to staff on appropriate response

to incidents

Set up a safe and stable environment for

operations.

Facilitate Management on the local

level.

Essential and vital planning, control and

mitigation.

The next question requested detail on who is classed as an ordinary member of a companys Crisis

Management Team. An interesting finding was that 83% of the companies who participated in the

survey state that the security Manager is part of the CMT. In other words, in 17% of the companies,

the Security Manager is not part of the CMT.


8/11

Others may include Engineering Managers, Corporate Communications Officers or other advisors. 86%

of companies surveyed stated they make provisions for Senior Staff and Expatriates. 69% also cover

Junior Staff, 64% Contractors and 40% Casual Labor. Included in other responses (14%) are anybody in

the impacted area, local communities and other stakeholders.

86 %

67 %

67 %

62 %

57 %

55 %

48 %

48 %

45 %

43 %

29 %

21 %

19 %

14 %

10 %

0 % 20 % 40 % 60 % 80 % 100 %

Security Manager

CEO / COO

Site/Facility Manager

HR Manager

Health & Safety, Environment Manager

Risk/Business Continuity Manager

Logistic Manager

Legal Manager

Finance Manager/Chief Accountant

Production Manager

Community Liaison Officer

Government Officials

Others

Repres. of Contractors

Community Representatives

Who is an ordinary Member of your CMT ?

86 %

69 %64 %

40 %

14 %

0 %

10 %

20 %

30 %

40 %

50 %

60 %

70 %

80 %

90 %

Senior Staff,Expatriates

Junior, NationalStaff

Contractors Casual Labour Others

The CMT makes provisions for ...


9/11

In response to the question, what does the Crisis Management provide, 86% of the companies named

Evacuation Planning and Execution, followed by Incident and Emergency Response (83%), Business

Continuity (79%), Public Relations and Media (64%), Supply Chain and storage of critical assets (60%).

Insurances and Medical Evacuation lay equally at 55%.

Sixty Percent of the companies who participated in the survey use a Warden system, on either thelocal/facility Level or the Group Level. 12% of those Companies without a Warden system, plan to

implement one or are in the process of doing so.

86 %

83 %

79 %

64 %

60 %

55 %

55 %

0 % 20 % 40 % 60 % 80 % 100 %

Evacuation Planning and Execution

Incident and Emergency Response

Business Continuity

Public Relation and Media

Supply chain and storage of critical

assets

Insurances (incl. Ransom Response and

Negotiations)

MEDEVAC Contracts and Execution

Your Crisis Management covers ...

Yes, on

Country/

Facility

Level; 48

%

Yes, on the

CorporateLevel; 12 %

No, but ongoing

implementation

of plan to do

so; 12 %

No; 29 %

Have you

implemented a

Warden System ?

Yes; 88 %

No; 12 %

Do you use a phased

alert system ?


10/11

A question which was also added at a later stage to the survey (and which received 23 responses)

investigated detailed and scenario based business continuity plans. 70% of companies, which

answered that question, have such plans in place, 26% do not and one reply stated that such plans

exist but are not accessible.

A surprising outcome has been noticed in theresponse to the question if government

officials and external experts should be part of

the Crisis Management Team. Even with the

fact of corruption and underperforming

governments in some remote parts of the

world, almost half of all companies surveyed

(48%) expect that those experts should be part

of the Crisis Management on full time and a

regular basis, including for training and

meetings. 38% of the companies are happy to

deal with government officials but only as part

of crisis response. 14% are against

participation. One answer included the

comment that government can sometimes be

part of the problem.

An open question, without standard answers

supplied, is the question exploring whether the Responders considers the Crisis Management prepared

and ready for a crisis. Out of the supplied full text answers, three main ideas have been identified:

Absolutely sure, Can improve or not ready yet and Not ready at all.

48 %

38 %

14 %

0 % 10 % 20 % 30 % 40 % 50 %

Yes, including on regular meetings and Training

Yes, but only as part of crisis response

No

Should external experts and Government

officials be part of the Crisis Management

Team ?

70 %26 %

4 %

Does your Company

have detailed/scenario-

based business

continuity plans ?

Yes No Others

69 %

17 % 14 %

0 %

20 %

40 %

60 %

80 %

Absolutly Could improve, not ready yet Not at all

Do you consider your Crisis Management

ready and prepared ?


11/11

5. Additional DetailsIn this part of the survey, responders could provide comments on the survey or the PCE Security

Council. Eight Companies have supplied such details.

One comment suggested an additional question about communication means between CMT

Members to activate and efficiently communicate. This reply included suggestions for video and

audio conferencing.

Another question suggested was specifically for contaminated environments (O2 deficient or

harmful/deadly gases). The question included if CMT members and other staff should be or have

been trained to operate in such environments.

Feedback from a very experienced security professional, suggests that advanced planning,

information collection, transportation and communication are the most critical factors for successful

operation.

Another reply stated that companies should not rely on government assistance in case of evacuation.

Crisis Management should also take into consideration that neighboring countries might refuse to

host company staff in case of evacuation from one country.

One participants perspective is that extraction plans need to be realistic and have to include several

options. He stated further that strategic change could happen rapidly even without inter-country

conflict as showed during the Arab-springs.

A question regarding the frequency of training and drill was also suggested in this part of the survey.

He/she also suggested different policies and procedures for specific events (such as gas leaks,

terrorist attacks). Comment: This question has been added to the survey requesting if companies

have detailed/scenario based business continuity plans.

A final comment highlights the importance of site-specific planning taking into account culture,

government capabilities, infrastructure and corporate planning.

6. ConclusionI want to thank all those who participated in the survey and who have mostly, except for a few, not

been afraid to share confidential information and even contact details. Thank you for the trust. I am

sure that this report proves that I respected the anonymity of all and look forward to future surveysand professional exchanges.

Furthermore, this survey has demonstrated that most companies identified best practices for

themselves but also portrayed that other companies may require guidance and improvement. The

data from this survey will be used in the new Security Guideline Operating in remote and Hazardous

environments which is currently under development by the Petrochemical, Chemical and Extractive

Industries Security Council.

David KLIMAS

01/11/2013

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Survey on Crisis Management in Complex Environments