departments. Admittedly, there are not enough joint training opportunities but the City Security Council exercise Iron Titon with joint service partners at Cannon Street in March this year was an excellent example. The more you can partner with the 999 services and practise JESIP (Joint Emergency Services Interoperability Programme) principles, the better.
Leadership and Team management: In crisis response this is vital; you will have all manner of people looking to you if you are responsible for the incident management. This is not easy, so if you cannot show confidence, manage diverse teams, and make decisions under pressure, then delegate roles and responsibilities to the available skillsets you have in your team. (Knowing your professional limitations, acknowledging these, and allowing others to assist you in this, is the height of professionalism.) It is vital that you can lead with transparency – a core traits for success.
Business continuity and Resilience planning: This is a simple but hugely important aspect. If you do not operate an ingrained and established Business Continuity Plan (BCP) and a Business Continuity Management System (BCMS), you will not be prepared to respond. This is essential for all organisational resilience.
In closing, crisis management and emergency response are indispensable components of modern security and risk management. Developing critical competencies as outlined in this brief article – leadership, situational awareness, communication, and adaptability – is essential for navigating today’s complex threat landscape.
The professional development, recognition, and support offered by institutions like the Security Institute (UK) and the International Strategic Risk Management (ISRM) are invaluable. They not only foster continuous learning but also
connect individuals with a global network of experts, enhancing preparedness, resilience, and strategic capability.
Remember, as the world becomes more interconnected and hypercomplex, the ongoing “wicked” problems we see almost daily will impact the locations we work in across the city and wider afield. We have to be more than security that stops at our front door or perimeter fence.
Understanding the wider implications, seeing the risks and threats, and preparing appropriate responses for our teams through available intelligence, we can turn this into effective response plans. This will increase your own state of readiness and demonstrate the demand for skilled, well- supported professionals in CMER will only continue to grow.
Jon Felix CIS Security
www.cis-security.co.uk
Crisis management & emergency response: Developing critical competencies
© CITY SECURITY MAGAZINE – AUTUMN 2025
www.citysecuritymagazine.com
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