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How to... BUILD A TRAVEL SECURITY PROGRAMME


Follow our step-by-step guide to develop a travel security programme that covers all issues relating to duty of care issues and helps mitigate any unforeseen risks


Paul Moxness VICE PRESIDENT, CORPORATE SAFETY AND SECURITY, THE REZIDOR HOTEL GROUP Paul has been with The Rezidor Hotel Group since 1987, with his work taking him to over 50 countries on four continents. Since 1998 he has led development of the safety and security programme and guidelines for Rezidor and its brands across Europe, Middle East and Africa. In 2011 Paul’s responsibilities were expanded to lead a joint effort between Rezidor and Carlson Companies to further develop and align the safety and security programmes globally for the Carlson-owned brands.


MANY companies use extensive checklists to document their duty of care when developing travel security programmes. Similarly, service providers are required to tick a lot of boxes in order to secure business. The question is, can a list of ticked boxes guarantee that no incidents will occur? How many incidents are due to unticked boxes on checklists versus those due to ignorance or negligence? The Rezidor Hotel Group developed


the TRIC=S formula in 2007 to deal with this. It stands for Threat assessment + Risk mitigation + Incident response capability + Crisis management, communication and continuity = Safe and secure hotels. TRIC=S allows for a consistent and dynamic approach that can be applied in any business unit anywhere, and it can work for you too. Read on for further detail.


Step 1 Review the threat


“A one-size- fits-all checklist misses the point that security threats are not the same in every location or for every traveller”


assessment. A one-size-fits-all checklist misses the important point that threats are not the same in every location for every traveller. A good travel security programme provides access to threat


assessments both for the company in the regions they travel to, and to individual travellers with threat assessments that are tailored to their specific travel. Threats change over


time, so if a major event is occurring this could have security implications, but it wouldn’t necessarily show


up during the RFP process. The box- ticking exercise won’t take into account


Step 3 Incident Response. It is


important to understand, accept and plan for the fact that incidents can and will occur. Having a simple, practical plan and procedure in place can help ensure that a minor incident doesn’t develop into a major problem. The traveller needs to have alternative helpful numbers (company and embassy contacts) that can be called in an emergency. It may be an idea to have a communications check in place where failure to call at an agreed time is equal to sending an emergency message. During the disruption that followed


the volcanic ash cloud in 2010, we were able to gather people together who were independently travelling but at the same destination. This eased the


that there may be certain threats to certain travellers due to their nationality or appearance, for example. In June 2009, the TRIC=S programme,


as part of its monthly reporting function, advised our hotels to prepare for a World Health Organisation statement regarding a pandemic, something which would trigger certain extra activities in some countries.


Step 2 Risk Mitigation. Another


weakness of the RFP process is that it may show that providers do not meet the required standards of your pro- gramme. You must use the knowledge gained from a threat assessment to educate your travellers and mitigate risk as much as possible. For example, by avoiding certain areas, only travelling during daylight hours and being able to behave and conduct business appro- priately for the environment they are in.


process and saved money when moving them on as they could travel together in rental cars, etc.


Step 4 Crisis Management. This


means preparing for the worst. Natural disasters and 'black swan events' can seemingly come out of nowhere and strike without warning. Again, communication is key. The sooner you report, the sooner we can support. Support is dependent on having a plan in place that can be implemented immediately and that means having thought through scenarios and planned what your company would do if certain events become reality. You should have educated your employees to know procedure, so if a crisis occurs they know that the company is prepared and will be working to ensure their safety, even if communications are cut off and they have no contact. During the unrest in the Middle East


last year we quickly established a simple daily reporting system so hotels could let us know their situation, including the status of guests and staff, and access to food, water etc. The report allowed the hotels to concentrate on taking care of themselves and their guests without too much disruption from head office. In summary, while ticking boxes may


seem like a good idea to cover all the duty of care bases you think you need, in reality a formula such as TRIC=S may give you better coverage. This should include working together with your travel suppliers to find a swift and safe resolution.


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