1. 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.

2. 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

3. The Most Dangerous Place in The World??

4. 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 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,” Last login 12/10/2008.]

5. Boston Bombings

6. 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.

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

8. Preparedness Impacts Response Time
Planning
Mitigation
Communication
Exercises/Drills
PREPAREDNESS

9. 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

10. Cross-Organizational Integration

11. 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

12. 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)

13. 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?

14. 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

15. 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

16. 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

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

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

19. 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

20. 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

21. 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

22. 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

23. 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.

24. What to take away…

25. iJET Intelligent Risk Systems
Resources
Bruce McIndoe, CEO
iJET Intelligent Risk Systems