Risk Management for International Meeting Planners I am pulling together material for the presentation and wanted to get guidance – there is a lot of material that can be covered. Wanted to know if I should cover some of the basics from 2010 and add a few more advanced topics or not repeat any from 2010. Basic Outline “The Setup” – state of the world, trends, personal experiences and other major events – why they should care and what they should get out of the talk “The Problem” – Detail out the problem and challenges for meeting planners “The Solution” – Provide a roadmap to a better future :) Also, thinking about Boston as a good case study to structure my Setup remarks even though it is a US city. Major event drawing groups to the city. Incident locking down 15 blocks, access to hotels impacted, potential attendee injuries, communications issues around contacting everyone, crisis management around cancelling the meeting, logistics getting people home, etc. Bruce McIndoe, CEO iJET International, Inc. Bruce@ijet.com

Session Abstract Participants will learn: Megatrends driving frequency of incidents Need to apply risk management to meetings & events How to take a systematic, risk management approach The components of a risk-management program for meetings & events. Importance of location and venue selection Need for an Emergency Plan & Training How to handle emergencies that occur during a meeting

The Most Dangerous Place in The World??

Escalating Global Threats SOURCES: Georgia Institute of Technology. National Center for Atmospheric Research. The Rand Corporation. The World Health Organization. Over the past 40 years, while the total number of hurricanes worldwide has remained relatively consistent, the number in the North Atlantic has doubled. What's worse, the global number of Category 4 and 5 hurricanes has nearly doubled in number, from roughly 100 per decade in the 1970s to about 180 in the 2000s. [Source: Georgia Institute of Technology and National Center for Atmospheric Research in the US.] Incidence of terrorist attacks on hotels has grown steadily over the past 4 decades. 76 incidents so far this decade (through 2005), and total is predicted to double by 2010. Severity/damages have increased as well. [SOURCE: Rand Corporation. Brian Jenkins]. Not only have new infectious diseases, such as SARS and H5N1 avian influenza, appeared – but diseases once thought to have been wiped out are re-emerging. For example, a systematic eradication program in the 1950s and 1960s largely eliminated dengue in the Americas by the 1970s; once the program was discontinued, dengue came back stronger than ever. In the last 50 years, the reported incidence of dengue worldwide has increased 30-fold. (Estimates of unreported cases are much higher). [SOURCE: World Health Organization, “Impact of Dengue,” http://www.who.int/csr/disease/dengue/impact/en/index.html. Last login 12/10/2008.]

Boston Bombings

Behind the Headline Issues Infectious Diseases (Avian Flu, Norovirus) Weather Issues – (flooding, ash clouds ) Strikes (airline, hotel, transport) Local Crime (assaults, robbery, etc.) Major Events – Sports, Demonstrations, etc.

Optimal Response Time The longer it takes an organization to respond to an incident or opportunity, the greater the risks and costs. Optimal Response

Preparedness Impacts Response Time Planning Mitigation Communication Exercises/Drills PREPAREDNESS

Travel & Meetings Risk Management Program Proactive Planning Reactive Training Incident Response 24x7 Monitoring Feedback There are two strategies to mitigating risks in travel risk management: Proactive and Reactive. Proactive strategies encompass 4 stages: Planning and training of human assets (employees, travelers, and expats); Real time (24 X 7 X 365) monitoring of global situations and cultivating the intelligence of impacted destinations; Locating impacted travelers, employees (assets); Communicating with impacted traveler, employees (assets). Incident Response is identified in the Reactive strategy. Finally, when a reaction is required (i.e. incidence response), it becomes the new baseline that feeds planning and training. Any effective system incorporates feedback to provide the input to improve and change future behaviors and outcomes. 9

Cross-Organizational Integration

10 Key Process Areas Policy/Procedures Training Notification Overarching KPAs Management KPAs Infrastructure KPAs Training Risk Assess-ment Risk Disclosure Risk Mitigation Risk Monitoring Response Notification Data Management Communication

Measuring your Program Maturity Level Optimized (5) Program integrated throughout organization. Metrics collected and reviewed. Cross-organization support. Managed (4) Proactive (3) Consistent execution of travel risk management processes. Basic travel risk management policies defined and documented. Primary focus on incident response. Defined (2) Ad hoc. Few policies. Chaotic in the event of an emergency. Reactive (1)

Venue and Site Selection Higher Risk Area - Conduct Assessment What other events will be in the area? What other groups will be at the venue? Major political or social events? Transportation safety/security? Health concerns/infrastructure?

Hotel Selection Fire and General Safety is Key Higher risk area - conduct assessment Focus on crime around the hotel Avg length of employee service? How long has GM been at the property? Get References Image courtesy of Salvatore Vuono at FreeDigitalPhotos.net

Health and Safety Ensure the health and welfare of all individuals involved in or in attendance at the event. Fire and life safety Occupational safety Crowd control policies and procedures Fire and life safety Occupational safety Crowd control policies and procedures

Security Sourcing, selection, and deployment of the personnel and equipment to be used to provide protective services and support Implementation and supervision of the appropriate command and control systems Sourcing, selection, and deployment of the personnel and equipment to be used to provide protective services and support for the event. Implementation and supervision of the appropriate command and control systems

Emergency Management Acquisition and/or development of plans and procedures Identification and notification of the proper authorities, medical services, and other emergency responders.

Handling Emergencies Preparation and Resources Training Communications (event team & participants)

Emergency Preparedness Plan Outlines a basic action plan to address and respond to emergency situations. Outlines the chain of command internally/externally. Priority is human safety at all times. Emergency Plans are not the sole solution to all emergencies but aid in minimizing the confusion and indecision that often accompany emergency situations. Emergency Plans are not the sole solution but aid in minimizing confusion and indecision

Include in the Plan Limited or Loss of Communication Flood Earthquake Evacuation/Relocation Fire Medical Power Outage Bomb Threat/Terrorism Social Disturbance Civil Unrest Missing Attendee Flood Earthquake Tornado Hurricane Structure Collapse Toxic/Chemical Spill Infectious Disease Air Travel Disruption Information Breach Intruder

Supporting Documents – Event Specific Venue floor plan Vicinity map Attendee list with mobile phone numbers Emergency Contacts Special Needs Arrival/Departure manifest and Fly/Drive report Rooming list with room numbers Off-site activity reports

Plan Communication Meeting/Event Owner Home Office Emergency Response Team/Security Team On-Site Staff and On-Site Security Attendees “While Away” contact information 24 hour emergency contact while in transit and while on-site Air travel emergency contact direct dial Indoor relocation area & outdoor evacuation area Nearest Exit for all meeting rooms Evacuation route from guest room Pharmacy and Hospital information Hotel/Venue and Vendors

Emergency Preparedness Training Train to avoid confusion in uncertain situations. Web based tutorials Intranet links to forms and reference material Quick reference card Regular reminders/updates Scenario based training Provide the knowledge that fosters control and a comfort level in the face of adversity.

What to take away…

iJET Intelligent Risk Systems Resources Bruce McIndoe, CEO iJET Intelligent Risk Systems Bruce@iJET.com