Since Sept. 11, the rules have shifted, creating a world where the most far-fetched threat can never be taken lightly. In the immediate aftermath and for several months thereafter, we witnessed frenetic activity as companies panicked over their lack of security planning and attempted to implement adequate security procedures.
Before September, most companies operated with an "It'll never happen to us" attitude that prevented them from implementing a sensible security plan. Since then, many companies have recognized the challenge and taken proactive steps toward controlling and mitigating risks.
What can we do?
To provide greater security to employees abroad, prevention is the key. It's easier and less costly - economically and emotionally - to avoid complications than to sort out a crisis. Unlike the investment committed to offshore safety, it's unnecessary to dedicate vast sums to improve security.
Awareness of inherent risks that exist at any destination before departing is half the battle. How these risks then are mitigated is critical. In spite of this, many employees are sent on their first mission abroad without much more than being advised to use common sense. They also may receive reports of past incidents in the region, but no guidance as to how to avoid them.
Clearly, common sense isn't enough, given the many environments in which employees are expected to work. Competency is one of the keys to avoiding accidents and incidents on, for example, a gas production site. By training employees to become competent in a technical task, the chances are reduced that they will do something to put themselves and others at risk. This kind of training provides a level of awareness that common sense alone could not provide. It is really no different when training employees to reduce risk when working or traveling in hostile regions.
A sense of security awareness - or security common sense - must be instilled, coupled with an adequate security policy and plan. The main point is to keep one step ahead of the perceived threat. Management, by applying a minimal investment in security awareness training, can deter criminals and deflect their interest toward another situation that is just as lucrative, but more accessible.
Some practical advice
To ensure that employees traveling abroad are familiar with threats and measures to avoid them, they should receive a security briefing prior to departure and upon arrival, with regular updates while in the country. A common post-9/11 criticism is that company emergency and evacuation plans existed, but were locked away, or shared only with a chosen few. All personnel should be fully aware of these plans.
A coordinated response to security-related incidents also should be in place. As criminals don't work from 9 a.m. to 5 p.m., Monday through Friday, it's paramount that a well-briefed company representative is available around the clock to traveling employees who may require assistance.
Traveling employees must understand the environment and local customs, as well as threats to their safety. They should know where to turn for help if a serious incident arises. Training and awareness remain the cornerstones of providing greater security. In keeping with the many forces at play, they must be redefined continually for every region in which the industry operates.
The future
The oil industry continues to expand into regions where its people are exposed to a host of new, unfamiliar dangers. The challenge lies in identifying a reasonable course of action and finding the discipline and resources to implement the security plan.

Kevin Keable, Kevin.Keable@control-risks.com, is business development consultant for Control Risks Group, London, England.

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