Resilience Review: Disaster VolunteersGP0|#28ae3eb9-d865-484b-ac9f-3dfacb4ce997;L0|#028ae3eb9-d865-484b-ac9f-3dfacb4ce997|Strategic Security;GTSet|#8accba12-4830-47cd-9299-2b34a43444652017-12-01T05:00:00ZMichael Noone; Reviewed by Khalid Al-Ghamdi, CPP, PSP<p>​Butterworth-Heinemann;; 140 pages; $39.95.</p><p>A practical guide for those interested in humanitarian volunteer work, <em>How to Become an International Disaster Volunteer </em>is straightforward and easy to understand. The author recounts his experience in the field of volunteer work and the challenges he had to face in his journey of helping others. The book presents a step-by-step plan to succeed in becoming a disaster volunteer, including self-evaluation, training, to-do lists, and case studies.</p><p>What makes this book unique is that the author endeavors to include everything an individual would need to know about international volunteering in one publication. Like a textbook, the book is organized by the stages a volunteer would go through, from deciding to become a volunteer to the psychological effects that remain upon returning from the mission.</p><p>The book does not address the role of security personnel during disasters, but it advises volunteers to be extra careful when traveling to disaster locations because they are always assumed to be less secure than usual—especially when there is civil unrest. The author discusses case studies in locations where volunteers faced security challenges and how they were overcome. Generally, security-related issues were only briefly discussed and in little depth.  </p><p>The author successfully creates a practical guide for current international disaster volunteers and those who are interested in becoming volunteers. This book is an easy read and concise. Although it doesn't contribute to the security body of knowledge, security practitioners would benefit from reading this book by gaining an understanding of disaster volunteering.</p><p><em><strong>Reviewer: Khalid Al-Ghamdi, CPP, PSP</strong>, is the head of security engineering and projects for Saudi Aramco. He serves on the ASIS Petrochemical, Chemical, and Extractive Industry Security Council and is vice chair of the Dhahran Chapter.</em></p>

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 You May Also Like... A Shift in Global Risk<p>​The quest to better understand the sources of global risk, and the effect those sources of risk may have on security, is of continuing importance to many practitioners of enterprise security risk management (ESRM). </p><p>And now, global risk has entered into a new era, with people around the world facing more political instability, more economic challenges, and the prospect that more national policy decision making will be driven by emotion rather than reason, a new study finds. </p><p>The study, The Global Risks Report 2017, is the 12th edition of one of the flagship reports issued annually by the World Economic Forum. The report postulates that the new era of risk began last year, a watershed time for instability when increasing economic populism and political polarization came to a head in unexpected election results and the disquieting rise of former fringe nationalist parties. </p><p>“The year 2016 saw profound shifts in the way we view global risks. Societal polarization, income inequality, and the inward orientation of countries are spilling over into real-world politics,” reads the study, which was conducted with the help of academic advisors from the University of Oxford, the National University of Singapore, and the Wharton Risk Management and Decision Processes Center at the University of Pennsylvania. </p><p>The report argues that five “gravity centers” will shape global risks moving forward, and it sketches out the challenges that will result from each of them.  First, continued slow economic growth, in tandem with high debt and demographic changes, will create an environment conducive to financial crises and growing inequality. Second, corruption and unequal distribution of the benefits of growth will convince a growing number of people that the current economic model is not working for them.</p><p>Third, the transition towards a more multipolar world order will put a greater strain on global cooperation. Fourth, the fourth industrial revolution—Internet-connected technologies—will continue to transform societies, their economies, and their ways of doing business. Fifth, more people will seek to reassert identities that have been blurred by globalization, so decision making and election choices will be increasingly influenced by emotions rather than reason.</p><p>There is no one silver bullet solution to these challenges. But the report argues that the problems “create the opportunity to address global risks and the trends that drive them.” In that spirit, the study sets out several actions that leaders should take to push forward in creating a more secure and stable world. </p><p>The report argues that political leaders need a deeper commitment to fostering inclusive development and equitable growth, on both a national and global scale, instead of allowing increasing economic inequality to further destabilize societies. And while the report praises innovation, it also argues for better management of technological change, so the growth of new uses for technology causes less disruption and leaves fewer behind. </p><p>Finally, at a time when multinational institutions like the European Union and NATO are under unprecedented attack, the report calls on leaders to redouble efforts to protect and strengthen systems of global collaboration. Destabilizing international events—which range from migration flows created by the Syrian war to major weather events that impact several countries to a potential global water crisis—all warrant more cooperation between countries.  </p><p>“It is ever clearer,” the report argues, “how important global cooperation is on the interconnections that shape the risk landscape.”</p>GP0|#28ae3eb9-d865-484b-ac9f-3dfacb4ce997;L0|#028ae3eb9-d865-484b-ac9f-3dfacb4ce997|Strategic Security;GTSet|#8accba12-4830-47cd-9299-2b34a4344465 Incidents That Shaped Crisis Management<p>​<span style="line-height:1.5em;"><strong>1. Deepwater Horizon. </strong>Eleven oil platform workers died and 5 million barrels of oil were released into the Gulf of Mexico when the Deepwater Horizon rig exploded off the Louisiana coast in 2010. BP’s attempt to blame other parties backfired, and the different organizations became adversaries. BP’s approach was seen as a refusal to take responsibility. Practice, practice, practice, especially with your partners. </span></p><p><strong>2. Exxon Valdez.</strong> Exxon Valdez’s 10-million-gallon oil spill in the Prince William Sound in 1989 continues to be a source of litigation and contention. The company initially declined media requests. When the chairman finally gave an interview, he was unprepared and unimpressive. Companies must have a bank of trained, prepared spokespeople to respond to inevitable media requests. Refusing to speak to the media is never an option. </p><p><strong>3. Piper Alpha.</strong> In July 1988, an explosion on Occidental’s Piper Alpha Platform in the North Sea killed 167 men. Occidental had no local response team, so the local police took the role of informing families about injuries as well as fatalities (under U.K. law, it is always the role of the police to inform families of fatalities, but not of injuries). Because the process was slow, the company was accused of not caring about employees or their families. Major incidents require a coordinated response. </p><p><strong>4. Pan Am.</strong> The bombing of Pan Am Flight 103 over the town of Lockerbie, Scotland, in 1988 killed 243 passengers, 16 crew members, and 11 people on the ground. Because the incident was a terrorist attack, Pan Am made a conscious decision that it was not going to communicate about the disaster because it was the “victim” not the “villain.” The media went to bereaved relatives instead. Pan Am’s silence ensured that it became the villain. Whatever the causes, companies need to take part in any rescue and response efforts. Companies cannot be victims.  </p><p><strong>5. Miracle on the Hudson.</strong> In 2009, US Airways Flight 1549 made an emergency landing on the Hudson River, allowing all 155 passengers and crew to be safely evacu­ated. The airline chose to focus on and leverage the heroic actions of the crew members and publicly praised their “five outstanding aviation professionals.” While the story may have been different had there been fatalities, the incident enhanced the company’s reputation. You can set the narrative for your crisis.  </p><p><em><strong>Andrew Griffin</strong> is the CEO of Global Crisis M​anagement Consultancy Regester Larkin</em><br></p>GP0|#28ae3eb9-d865-484b-ac9f-3dfacb4ce997;L0|#028ae3eb9-d865-484b-ac9f-3dfacb4ce997|Strategic Security;GTSet|#8accba12-4830-47cd-9299-2b34a4344465 Dangers of Protection: What Makes a Guard Firm Low- or High-Risk?<p>​<span style="line-height:1.5em;">Marijuana legalization for medical and recreational purposes has been analyzed endlessly in the media. But one impact of legalization has not been thoroughly discussed: an increased need for security guards.</span></p><p><span style="line-height:1.5em;">Marijuana dispensaries have become a prime target for robbery. Because of this, the dispensaries seek out guards—sometimes armed—to staff their storefronts and halt would-be robbers. But introducing armed guards into a high-risk environment has been shown to make a precarious situation even more volatile. </span><br></p><p><span style="line-height:1.5em;">When I’m asked to evaluate new security firm clients, it’s often for guidance on preventing problems with insurance rates and eligibility. For those purposes, we can think of firms as falling into two categories based on their risk appetites: some serve only low-profile risks—like office buildings—while others specialize in high-profile risks—like marijuana dispensaries.</span><br></p><p><span style="line-height:1.5em;">Each organization’s level of risk tolerance is unique. But when choosing to serve new industries, like the retail marijuana industry, security firms need to weigh the risks, potential costs, and insurance implications against the benefits of finding a new market for their services.</span><br></p><p><span style="line-height:1.5em;"><strong>What makes a high-risk guard firm?<br></strong></span><span style="line-height:1.5em;">High-risk guard firms work in spaces with large</span><span style="line-height:1.5em;">, public gatherings, such as sports arenas, shopping malls, music festivals, and even weddings. Any event or location that brings people together en masse and provides them with alcohol is risky for a guard firm.</span></p><p><span style="line-height:1.5em;">The logistics of these events and the proportion of people to guards creates an untenable situation. If a fight breaks out at a large sporting event and a guard is 30 rows away, he or she may not be able to reach the altercation before damage is done. However, the guard will certainly be drawn into a related insurance claim.</span><br></p><p><span style="line-height:1.5em;">High-risk guard firms also serve businesses that are a target for criminal activity. This is where marijuana dispensaries come in; large amounts of cash and, of course, inventory worth tens of thousands of dollars are held at these locations.</span><br></p><p><span style="line-height:1.5em;">There is not significant actuarial experience on which insurance companies can base pricing and coverage—the risk is too new—but there have been enough news reports of hold-ups, robberies, and shootings at these shops to raise red flags.</span><br></p><p><span style="line-height:1.5em;">The risk of high criminal activity also comes into play in some low-income housing facilities that see drug activity, assaults, and gang activity. Though guards’ jobs are usually to observe and report from a central location, they are often brought into claims stemming from incidents that happen elsewhere in the complex. </span><br></p><p><span style="line-height:1.5em;">For example, a 2006 shooting at a California apartment complex resulted in a <a href="" target="_blank">$55 million settlement </a>against a private security firm because the victim alleged that the security guard failed to protect him from a gang member who shot him.  </span><br></p><p><span style="line-height:1.5em;">Some guards serving late-night fast food restaurants are also considered high-risk. This is because when people have been out drinking at night, getting an order of greasy fries and a milkshake may be their final order of business. Crowds and alcohol do not mix, and adding an armed guard to the situation increases the risk of an adverse event.</span><br></p><p><span style="line-height:1.5em;"><strong>What’s wrong with being high-risk?<br></strong></span><span style="line-height:1.5em;">Guard firms serving clients in high-risk industries or areas may find it costly and difficult to secure insurance coverage. The experience of high-profile risks, like sporting events, concert arenas, and shopping malls, illustrates the point.</span></p><p><span style="line-height:1.5em;">Security firms guarding these venues are seeing insurance pressure, with increased rates and restrictions on available coverage. Security industry claims have long tails—meaning the effects are seen for many years—and as a result, firms are seeing their losses grow over time.</span><br></p><p><span style="line-height:1.5em;">Because of this, high-risk guard firms’ insurance options are limited to the “non-admitted” market. Non-admitted insurers are not regulated by states and do not pay into the state guarantee fund, so they can serve challenging risks. That means there is no protection for insureds in the event of insurance bankruptcy. Some contracts between security firms and their clients, however, will specify that the firm must be insured by an admitted carrier.</span><br></p><p><span style="line-height:1.5em;">Non-admitted carriers are more likely to put exclusions in their policies that should concern the guard firm, such as staffing guards at special events. Like most businesses, guard firms review their business insurance policies once a year when they come up for renewal. The firm may not think of existing exclusions when they are asked by a client to work an event. If something happens at the event that is excluded, the firm will not be covered for the insurance claim.</span><br></p><p><span style="line-height:1.5em;"><strong>How risky are armed guards?</strong><br></span><span style="line-height:1.5em;">The presence of firearms does not necessarily create a high-profile risk. It is acceptable and necessary for guards to carry them in certain settings where there is a high probability of an adverse event or the asset being protected is extremely valuable, such as banks and government contracts.</span></p><p><span style="line-height:1.5em;">But staffing a grocery store with an armed guard can appear to be a demonstration of excessive force when considered in the context of the asset being protected and the probability of an armed attack. Putting an armed guard at a fast food restaurant, school, or large event increases a guard’s exposure to the types of events that lead to insurance claims.</span><br></p><p><span style="line-height:1.5em;"><strong>How to keep a low-profile when it comes to risk?<br></strong></span><span style="line-height:1.5em;">Low-risk guard firms have minimal public exposure, working in settings like offices, high-end housing, government contracts, and industrial companies. In these settings, a guard is generally not responsible for large gatherings of people.</span></p><p><span style="line-height:1.5em;">But some firms do more to mitigate risk than choose safe clients. Careful pre-employment screening, supervision, a healthy pay scale, and ongoing training help reduce the risks associated with providing security services. Most states have standards for training and screening for security firms. Some firms meet these minimum requirements, but others go above and beyond.</span><br></p><p><span style="line-height:1.5em;">Government contracts tend to be low-risk for all of the reasons described above. They have strict built-in requirements for private security contractors and training requirements well-exceeding the state minimums. Having gone through extensive training and screening, they are at the higher end of the pay scale. And many guards for these contracts are retired law enforcement officers earning up to $50 per hour.</span><br></p><p><span style="line-height:1.5em;">This commitment to professionalism is a recipe for reduced risk in security services. We will have to wait to see how the burgeoning relationship between the legal marijuana industry and private security pans out, but high standards and training will reduce a security guard’s risk of incurring an insurance claim in any setting.</span><br></p><p><span style="line-height:1.5em;"><em>Tory Brownyard is the president of Brownyard Group, a program administrator that pioneered liability insurance for security guard firms more than 60 years ago. He can be reached at or 1-800-645-5820.  </em></span><br></p><p><br></p>GP0|#cd529cb2-129a-4422-a2d3-73680b0014d8;L0|#0cd529cb2-129a-4422-a2d3-73680b0014d8|Physical Security;GTSet|#8accba12-4830-47cd-9299-2b34a4344465