Code Red: Are You Prepared?
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• Dr. Robert Quigley, Professor of Surgery and Regional Medical Director and Vice
President of Medical Assistance, Americas Region, International SOS Assistance,
Inc.
Robert Quigley, M.D., D.Phil, Professor of Surgery, Regional Medical Director and Vie President of
Medical Assistance, Americas Region, is responsible for leading the delivery of high quality medical
assistance, healthcare management and medical transportation services. Prior to joining
International SOS, Dr. Quigley was a duke trained board-certified cardiovascular and thoracic
surgeon who directed two open heart programs within the Jefferson Health System in Philadelphia
where he was a professor of surgery at Jefferson Medical College. He is also board-certified in
general surgery and critical care, with a doctorate in immunology from Oxford University. The
author of more than 125 clinical and basic science articles Dr. Quigley is fluent in French. Dr.
Quigley’s opinions on issues pertaining to international healthcare have been featured in the New
York Times, USA Today, Huffington Post, International Travel Insurance Journal, Business Traveler
and Mobility Magazine.
• Pablo Weisz, Regional Security Manager, International SOS and Control Risks.
Pablo is the Regional Security Manager for the Americas for International SOS and Control Risks. He is
based out of the International SOS Los Angeles office and is responsible for enhancing clients
understanding and utilization of travel security membership services. Pablo provides advice and
assistance on the development of fully integrated travel security risk management programs as well
as planning and execution of successful security evacuations.
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What to Expect
Understand the risks your travelers and
expatriates can encounter.
Learn how to respond effectively.
Discuss how you can communicate this
pertinent information within your organization.
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Why This is Important: Duty of Care
* Dr. Lisbeth Claus, SPHR, GPHR, Professor of Global HR at
the Atkinson Graduate School of Management of
Willamette University in Salem, Oregon.
 “Managers who fail to pay attention
to employer’s Duty of Care
responsibilities, especially for their
employees crossing borders, are
failing in their commercial, fiduciary,
legal, moral and social responsibilities
as managers.
 The legal concept of Duty of Care
presumes that individuals and
organizations have legal obligations to
act toward others in a prudent and
cautious manner to avoid the risk of
reasonably foreseeable injury to
others.”
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Duty of Care Ownership
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Stakeholder Awareness
Risk Management
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Duty of Care and Risk Mitigation
Risk
Business
Legal
Moral
RISK
• Location
• Medical
• Security risk
• Black swans
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Code Red:
Are You Prepared?
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© 2013 AEA International Holdings Pte. Ltd. For permission to reprint contact International SOS.
Crisis Simulation Scenario |
Role Functions
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Chief Executive Officer
Business Continuity/Risk Manager
Human Resources Manager
Finance Manager
Sales/Marketing &
Communications Manager
Legal Officer
Compliance and Administration
Manager
Corporate Travel
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© 2013 AEA International Holdings Pte. Ltd. For permission to reprint contact International SOS.
Crisis Simulation Scenario | Team Sport
Risk/Continuity
Corporate
Travel
CEO
Compliance &
Admin
Crisis Management
Team
Sales,
Marketing &
Comms
Finance
Human
Resources
Legal
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© 2013 AEA International Holdings Pte. Ltd. For permission to reprint contact International SOS.
Crisis Simulation Scenario | Simulation Briefing
• There is no perfect solution.
• This simulation is no substitute for your own
internal training.
• Events are on a compressed timeline.
• All events are fabricated and do not resemble
persons or company specifically.
• Use all the resources at your disposal.
• Don’t get “tunnel vision/target fixation.”
• Maximize this opportunity.
• This is a team sport!
• Don’t be shy and benefit from the opportunity.
• Life is what happens when you are planning other
stuff!!
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© 2013 AEA International Holdings Pte. Ltd. For permission to reprint contact International SOS.
Crisis Simulation Scenario | The Intent
• Protect and preserve life.
• Preserve condition and prevent
damage to company assets.
• Maintain and preserve company
reputation.
• Protect the environment.
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© 2013 AEA International Holdings Pte. Ltd. For permission to reprint contact International SOS.
Crisis Simulation Scenario | Crisis Overview
1.
2.
3.
4.
5.
Immediate Response
Develop Plan of Action
Plan for Contingencies
Communicate and Consult
Recover and Review
Immediate Response
Develop Plan of
Action
Plan for
Contingencies
Communicate &
Consult
Recover & Review
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© 2013 AEA International Holdings Pte. Ltd. For permission to reprint contact International SOS.
Crisis Simulation Scenario 1: Stimulus #1
A business executive traveling in the evening from Rio to São
Paulo driving a flashy car is kidnapped and being held hostage.
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© 2013 AEA International Holdings Pte. Ltd. For permission to reprint contact International SOS.
Crisis Simulation Scenario 1: Stimulus #2
Local (Rio) office calls headquarters indicating person
from team has been kidnapped and held hostage.
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© 2013 AEA International Holdings Pte. Ltd. For permission to reprint contact International SOS.
Crisis Simulation Scenario 1: Status Check
 Is there anything we should have done to date?
 Is there anything we should do in response?
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© 2013 AEA International Holdings Pte. Ltd. For permission to reprint contact International SOS.
Did You Consider..?
• Policies:
− Rental car vs. hiring a driver;
• Security Awareness Training for travelers and expatriates
(dependents):
− K&R training;
− Safe travel times as well as locations (know environment);
− Understand profile (type of vehicle, perception).
• Travel Risk Management
− Is there an established protocol or management structure to handle 24/7?
− Who is speaking with the family or co-workers?
− Do you have K&R insurance?
• Insurance Policies
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© 2013 AEA International Holdings Pte. Ltd. For permission to reprint contact International SOS.
Crisis Simulation Scenario 2: Stimulus #1
Employee is in China for a business
meeting and suffers severe chest pains.
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© 2013 AEA International Holdings Pte. Ltd. For permission to reprint contact International SOS.
Crisis Simulation Scenario 2: Stimulus #2
 Call to hotel front desk asking for a hotel doctor and an ambulance.
 Call Insurer to ask for medical advise and choice of healthcare facility.
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© 2013 AEA International Holdings Pte. Ltd. For permission to reprint contact International SOS.
Crisis Simulation Scenario 2: Status Check
 Is there anything we should have done to date?
 Is there anything we should do in response?
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© 2013 AEA International Holdings Pte. Ltd. For permission to reprint contact International SOS.
Did You Consider..?
 Operating procedures inline and up-to-date with your assistance
provider:
− Is it clear: Who to call? How to call? When to call?
− Are there individual financial, medical and security approvers? Or are
they one in the same?
 Medical Response:
− Any assistance provider?
− Is your employee in a vetted/approved facility?
 RMR:
− Plan for RMR in context of location of death (Who are the decision
makers?)
− Assign one point of contact (HR most of the time)
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© 2013 AEA International Holdings Pte. Ltd. For permission to reprint contact International SOS.
Crisis Simulation Scenario 3: Stimulus #1
Moscow hotel bombings:
 At 9 a.m. Moscow time on a Saturday you are alerted about a
developing crisis situation.
 Two renowned hotels have experienced extensive damage
following coordinated bomb attacks that have killed 43 people.
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© 2013 AEA International Holdings Pte. Ltd. For permission to reprint contact International SOS.
Crisis Simulation Scenario 3: Stimulus #2
Moscow Hotel Bombings
 A faction of the Caucasus emirate, an Islamic separatist group, has claimed
responsibility.
 Russian security services are on high alert for further attacks.
 An initial scan of your exposure shows that you have four travelers in Moscow, one
traveler is your sister.
 One traveler has made contact. He has suffered minor wounds but informs you that
one colleague is dead.
 It’s unknown where the other two travelers are.
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© 2013 AEA International Holdings Pte. Ltd. For permission to reprint contact International SOS.
Crisis Simulation Scenario 3: Status Check
 Is there anything we should have done to date?
 Is there anything we should do in response?
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© 2013 AEA International Holdings Pte. Ltd. For permission to reprint contact International SOS.
Did You Consider..?
• Preparation/Pre-training for travelers and expatriates (dependents):
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Understand profile;
Know environment (hotel safe?);
Know what resources are in place to assist (takeaway to remember);
Compliance with policies (“I’m okay” policy).
• Tracking and Communication:
− Itinerary, date(s) for hotels, airline & flights;
− SMS/email right away.
• Internal crisis plan activation:
− Is there an established protocol or management structure to handle 24/7?
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© 2013 AEA International Holdings Pte. Ltd. For permission to reprint contact International SOS.
Crisis Simulation Scenario 4:
 Company Board Meeting being held in Bangalore
and the executives travel to Mysore to evaluate
a remote site for new plant
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© 2013 AEA International Holdings Pte. Ltd. For permission to reprint contact International SOS.
Crisis Simulation Scenario 4: Stimulus #2
 On return from visit to Mysore one of the vehicles is in an accident with
local farmer’s cart.
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© 2013 AEA International Holdings Pte. Ltd. For permission to reprint contact International SOS.
Crisis Simulation Scenario 4: Status Check
 Is there anything we should have done to date?
 Is there anything we should do in response?
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© 2013 AEA International Holdings Pte. Ltd. For permission to reprint contact International SOS.
Did You Consider..?
• Executive Travel Risk Management Planning (similar to air travel);
• Preparation/Pre-training executives:
− ERP (Medical and security component, Medical team, Evacuation plan, Security
assessment);
− Medical and Security Plans (i.e. Medical Team to travel with group);
− Transportation options need to be assessed when moving in remote sites;
− Communication Channels;
− Consider a contractor if don’t have a security team in place.
• Internal crisis plan activation:
− Is there an established protocol or management structure to handle 24/7?
• Operating procedures inline and up to date with your assistance provider:
− Is it clear: Who to call? How to call? When to call?
− Are there individual financial, medical, security approvers? Or are they one in the same?
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© 2013 AEA International Holdings Pte. Ltd. For permission to reprint contact International SOS.
Crisis Simulation Scenario 5: Stimulus #1
Company expatriate disrupting local
Chinese Parade with inappropriate
behavior.
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Crisis Simulation Scenario 5: Stimulus #2
Local authorities have confined the
executive to a mental health center.
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Crisis Simulation Scenario 5: Status Check
Is there anything we should have done to date?
Is there anything we should do in response?
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Did You Consider..?
• Preparation/Pre-training for travelers and expatriates (dependents)
− Pre-screening (medical issues—physical, psychological screening and mental) of expat and
family
− Security training
− Cross-cultural training
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Assistance and mental health capabilities (cultural considerations)
Local healthcare support for expat and family (i.e., Intl.SOS clinic)
Employee Assistance Program
Operating procedures inline and up to date with your assistance provider:
− Is it clear: Who to call? How to call? When to call?
− Are there individual financial, medical, security approvers? Or are they one in the same?
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Questions, Final Comments and
Contact Information
International SOS Assistance Center: +1-215-942-8226
General questions: 1-800-523-8661 (US) or +1-215-942-8000
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