Ladies and gentlemen, thank you for joining us. Welcome to the crisis management training segment of the 2014 Global Congress on Travel Risk
Management. Today, we will immerse you in an alternate reality, with fictional countries, notional corporations, and hypothetical events.
The year is 2015, crises are popping up all over the globe, and key players in the oil and gas industry have mobile employees in the thick of it. You, and your seven teammates sitting around you, compose an elite and versatile crisis management team. Today, you will be challenged with two crisis scenarios: One involves a violent coup d’état, and the other a devastating tsunami. In both cases, you represent a large corporate entity with personnel on the ground. You must respond to these crises with careful, pragmatic decisions, made within a very limited timetable, and then generate sound policies based on the outcome of your efforts to handle the crises themselves.
On your tables, and on screens located around this room, are materials that comprehensively define the situation at hand. As of this moment, it is July 2015,
Tierra Linda and Jaeson Island are real nations, and Valtrona Oil and Hudson
Shipping and Engineering are real corporations. Throughout the course of this exercise, every decision you make will have a concrete effect on the world laid out in front of you; part of your challenge is to find the crucial facts in these guides and use them to anticipate the outcome of a given decision.
This morning, you will engage the tsunami that strikes Jaeson Island in the East
China Sea. Under the employ of Hudson Shipping and Engineering, you will face a disaster management situation of the first order, with thousands of personnel and billions of dollars at stake. Then, in the afternoon, you will engage the coup d’état in Tierra Linda. Under the employ of Valtrona Oil, you must decide what to do with several hundred employees located on and offshore that are right in the middle of a full-scale civil war.
Each scenario will involve three phases. During the first phase, you will choose initial steps to take upon the outset of the crisis. Then, during the second phase, you will have to adapt to rapidly changing circumstances that radically alter the

situation. Finally, during the third phase, you will use the outcome of the first two phases to generate clear and effective policies for the future.
Each team of eight assembled in this room is composed of professionals from every corner of the duty of care world: Compliance, HSE, human resources, legal, lodging, risk, security, and transportation.
Our facilitators, each hailing from one of these eight disciplines, stand ready to assist you while you work on solutions to our scenarios. If you consult the laminate at your table entitled How to Summon a Facilitator, you will learn how to bring a facilitator directly to your table using your personal mobile device or one of the designated kiosks to my left and right.
Our facilitators aren’t just here to answer questions, however. They will also evaluate your team’s plan to handle the situation at hand. During each phase, you must work together to come up with a cohesive, effective plan, and then use the answer sheets in the team binder located on your tables to record your plan for the facilitators. When you finalize your plan for a given phase and finish filling out the answer sheets, drop off your team binder at one of the two binder collection points, which are located near the facilitator tables and marked by a green arrow pointing downwards.
Facilitators will evaluate and score your plan for each phase, and your team will accumulate points throughout both scenarios. We will keep our dedicated event monitor against the middle of the back wall updated with the five highest scores for the scenario in progress, and also the five highest scores overall. At the end of the day, we will give out awards to the teams who score highest overall and in each respective scenario. These teams will also have the opportunity to briefly describe the solutions they came up with to the rest of us.
For those of you here as spectators, please feel free to move around the room and soak in as much of the proceedings as you can. When you aren’t busy listening in as teams work against the clock to come up with solutions to these crises, you can check out the kiosks and monitors located against the sides and back of this room for more info about these scenarios and the event in general.

The first scenario will begin in ten minutes. During the interim, I’ll be taking initial questions from our participants. If you have a question, please raise your hand, and one of our volunteers will bring a microphone to your table.
Jaeson Island lies just south of Korea, about 500 kilometers off the western coast of Japan, in the middle of the East China Sea. Ever since the 1984 discovery of the
Hasawa oil field 300 kilometers southwest of the island, Jaeson Island has served as a major international oil-and-gas hub. In January 2015, Forbes estimated foreign asset value on Jaeson Island to equal approximately $70 billion dollars.
The most prolific corporate entity on the island is Hudson Shipping and
Engineering, the largest oil-and-gas manufacturing company in the world. HSE operates four major facilities on Jaeson Island, representing $10 billion in assets and requiring 400 employees to maintain. The company also hosts approximately
1,000 contractors from other firms operating out of its facilities.
Early this morning, July 15, 2015, a massive earthquake rocked the seabed just 300 kilometers from the southern coast of Jaeson Island, causing major infrastructure damage to the island. Less than thirty minutes later, a twelve meter-high wave struck the island’s southern coast, a direct hit on its largest population center.
Communication with Jaeson Island is intermittent at best, and isolated to northern areas of the island. The status of many crucial facilities and infrastructure points is unknown. Chinese, Japanese, Korean, and Taiwanese military forces are completely occupied with extensive damage control within their own respective borders, and American forces under U.S. Pacific Command based in and around
Japan are struggling to prepare a rescue effort for U.S. nationals located on Jaeson
Island.
You are part of an eight-person crisis management team employed by HSE. CEO Bill
Comstock gathers you together in the early morning hours of July 17 and gives you a crucial mission: “Determine the status of our personnel. I want to know who was there and their current status. Next, we keep the survivors safe, no matter what has to be done. Lastly, we ‘ve made a huge investment in this region; I want to know the operational status of all our resources.”

You have a considerable array of assets at your disposal: HSE employs, among others, an air-based extraction firm in Miyazaki, Japan, and a sea-based extraction firm in Mokpo, South Korea. The U.S. Embassy has stated that U.S. Pacific
Command is preparing to conduct humanitarian assistance operations, however, these efforts are secondary to securing U.S. military assets and may take several days before any assets become available.
Every major aspect of the crisis must be addressed, from securing surviving employees and contractors to developing effective polices after the fact that seal any gaps the situation uncovers.
I’ll now orient you to the printed and audio-visual materials you have on hand to aid you in your efforts. On your table, you’ll see the follow items: A detailed narrative of the current scenario, an asset manifest, a facility information sheet, a quick facts sheet, a regional map, a national map, and a guide to the rules of this world. The narrative will give you in-depth details about Jaeson Island, Hudson
Shipping and Engineering, and the crisis at hand. The asset manifest will list in detail the types and characteristics of land vehicles, aircraft, and watercraft that are potentially at your disposal. The facility information sheet will list all ports and airfields on Jaeson Island, and give you both the last known operational status of each facility and key information regarding transportation assets that the facilities can support. The quick facts sheet offers you at-a-glance information about Jaeson
Island’s people, terrain, geology, and history. The regional and national maps provide a macro and microscopic bird’s-eye view of the situation. Finally, the world rules guide outlines some of the limitations and boundaries of the world you are about to take on; if your plan ignores or violates these rules, your score will be penalized.
If time permits, you can also visit the designated kiosks to my left and right and learn about Jaeson Island from the video presentations; however, as that information is readily available in the documents in front of you, using the kiosks for information during an exercise is not recommended.
In this phase, we recommend you focus on your initial plan for either evacuating affected personnel or sheltering them in-place. If you choose evacuation, the ideal answer consists of (1) a contact and communication plan, (2) the assets used, (3) a basic timetable, and (4) a risk overview. If you choose a shelter in-place plan, the

ideal answer consists of (1) a contact and communication plan, (2) the locations/facilities used, (3) assets deployed to increase security (if any), (4) a risk overview, and (5) a shelter and sustainment plan. During this phase, note as many details as you can regarding your course of action in each discipline, including potential obstacles you may face in the near future. You’ll have a lot of questions, and you won’t be given the answers yet.
You have forty-five minutes to come up with a plan. Your time starts now.
Welcome back. Since you stepped out, the situation on Jaeson Island has developed.
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Hudson Shipping and Engineering security personnel at all four facilities have been able to report into company headquarters via satellite phone. Each of the four facilities is designated as the primary rally point for all employees assigned to that facility; the port or airfield nearest to the facility is designed as the alternate rally point. Search-and-rescue teams at each facility are ready to search for missing employees; they can be deployed using the onsite transportation assets at each of the respective facilities. o Facility 1 in Yuri has accounted for 40 out of 50 assigned employees and 100 out of 125 contractors. Many have sustained minor injuries, and at least 10 employees and 25 contractors are in need of immediate medical attention. o Facility 2 in Mewopi has accounted for 115 out of 150 assigned employees and 300 out of 375 assigned contractors. Most have sustained injuries, and at least 25 employees and 60 contractors are in need of immediate medical attention. o Facility 3 in Pyra has accounted for 80 out of 100 assigned employees and 200 out of 250 assigned contractors. Most have sustained injuries, and at least 15 employees and 40 contractors are in need of immediate medical attention. o Facility 4 in Eto has accounted for 100 out of 100 assigned employees and 190 out of 200 contractors. A small percentage has sustained minor injuries, and no personnel are in need of immediate medical attention.

o Onsite administrators have identified the hotel locations for 35 missing employees; the other 30 employees reserved rooms outside of the company’s standard booking process. o Search-and-rescue teams at each facility are ready to search for missing employees; they can be deployed using the onsite transportation assets at each of the respective facilities.
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Extensive looting has erupted in Mewopi and Pyra, with no functional law enforcement and no military presence to combat the looters. Gangs of looters armed with automatic weapons are targeting hotels where foreign nationals may likely be staying.
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Major fires are spreading throughout Mewopi, causing severe damage to many taller buildings, including hotels.
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Port 1 in Yuri has been confirmed navigable for watercraft with a draft no greater than 2.5 meters.
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Joson Airfield has been confirmed operational.
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Goya Airfield is reporting that an Airbus A380 experienced an engine malfunction just after taking off and executed a hard landing on the airfield’s main runway. No fixed-wing aircraft can land there until further notice.
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Two Gulfstream jets collided while taxiing on the main runway of Eto
Airport. The facility reports that it is now off-limits to aircraft that require more than 1,750 meters of take-off field length until further notice.
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Route 1225 into Yuri has been hastily repaired to allow access to Port 1 from the north. Travel by vehicle is risky but possible.
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Three U.S. Navy Littoral Combat Ships (the USS Tampa Bay, USS Killeen, and
USS Helena) just arrived off the eastern coast of Jaeson Island. Their standing orders are to render assistance where needed, with securing
American nationals as a priority.
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Three U.S. Air Force C-130 aircraft from Kadena Air Base have landed at Osa
Airfield. Their standing orders are to evacuate foreign nationals on a firstcome, first-served basis.
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One hour ago, an HSE executive who just arrived at Facility 2 reported that he was forced to abandon his company laptop at in his hotel room during the evacuation. Now, HSE Information Technology is reporting multiple breaches in server security; techs believe that some facility schematics and personnel info may be compromised.

During this phase, be sure to account for facilities that are now offline or online and assets that have become available or unavailable. You have thirty-five minutes to adapt your plan accordingly. Your time starts now.
Your plan from the last two phases has been implemented, and the crisis on the ground is over. Now, several weeks after the events of July 15, 2015, you come together again to discuss the way forward for Hudson Shipping and Engineering.
The aftermath of the incident on Jaeson Island has far-reaching legal and compliance implications, as well as health and family member concerns. It also shed light on Hudson’s need to refine its travel and debriefing policies. The CEO has tasked you to generate a plan that addresses all these items and leaves
Hudson Shipping and Engineering more prepared for the future. In this phase, you should generate an effective travel policy and evaluate and solve potential legal, health, and family complications that may arise from the events in the scenario.
This is your opportunity to assess any mistakes you may have made in previous phases and mitigate losses with sound remedial actions.
You have forty-five minutes to come up with a plan. Your time starts now.
Tierra Linda is located in the southern part of Central America, bordered to the west by Honduras, the south by Nicaragua, and to the north and east by the
Caribbean Sea. This nation has a history that includes strong ties with Communist
Cuba, sustained but controlled civil unrest, and human rights abuses. Recently, it has transitioned into a democratic republic and taken a more active role in the global community.
After negotiations with President Hernando Cierra Marquéz in December 2014,
U.S. oil giant Valtrona began construction on an offshore oil rig just off the coast from Botilla, the capital city of Tierra Linda. Valtrona now has anywhere from 500 to 550 personnel in Tierra Linda at any given time; this typically consists of 150

personnel on the offshore construction site and 400 based onshore in various supporting roles.
Today is August 16, 2015. Yesterday afternoon, an unidentified gunman assassinated President Marquéz at a political rally. Immediately afterwards, the
Tierra Lindan military seized control of all government buildings in the capital city of Botilla and arrested all members of the current administration.
Just hours later, Marquéz supporters began protesting the streets of towns and cities. As the protests escalated and the military stepped in to reinstate order, a group of rebels attacked several military installations throughout Tierra Linda. The military then instated a nationwide draft for all males of military age. Today, less than twenty-four hours after the president’s assassination, Tierra Linda is in a state of civil war.
Also, just hours after hostilities erupted, an eco-terrorist group called Blue Shield launched a cyber-attack on Valtrona’s headquarters mainframe. Before Valtrona IT was able to seal the security breach and remove them, Blue Shield’s hackers managed to access files that included the locations of key personnel in Tierra
Linda.
You are part of an eight-person crisis management team employed by Valtrona.
CEO Mark Hubble gathers you together in the early morning hours of August
16 and gives you a crucial mission: "First and foremost, we develop a plan to keep our personnel safe until we can return them to Houston. Bringing our folks home safely is your number-one priority. Second, we have a tremendous number of assets in this region; I want to know their current operational status and risk profile, including which ones we can and are protecting, which ones are at risk of being lost, and lastly, which ones have we lost."
"From our existing plan, we have a considerable array of assets at your disposal.
Valtrona employs, among others, an air-based extraction firm in Oaxaca, Mexico, and a sea-based extraction firm in San Juan, Puerto Rico. Additionally, U.S.
Southern Command, in conjunction with the Department of State, is planning a
Non-Combatant Evacuation Operation for an Uncertain Environment. U.S. Navy vessels are currently stationed just outside Tierra Lindan coastal waters, but have orders to avoid engaging either military or rebel forces unless absolutely necessary.”

Every major aspect of the crisis must be addressed, from securing employees and contractors to developing effective polices after the fact that seal any gaps the situation uncovers.
I’ll briefly reorient you to the printed materials you have on hand to aid you in your efforts. On your table, you’ll see the follow items: A detailed narrative of the current scenario, an asset manifest, a facility status card, a quick facts sheet, a regional map, a national map, and a guide to the world rules.
Again, in this phase, we recommend you focus on your initial plan for either evacuating affected personnel or sheltering them in-place. If you choose evacuation, the ideal answer consists of (1) a contact and communication plan, (2) the assets used, (3) a basic timetable, and (4) a risk overview. If you choose a shelter in-place plan, the ideal answer consists of (1) a contact and communication plan, (2) the locations/facilities used, (3) assets deployed to increase security (if any), (4) a risk overview, and (5) a shelter and sustainment plan. Again, during this phase, note as many details as you can regarding your course of action in each discipline, including potential obstacles you may face in the near future. You’ll have a lot of questions, and you won’t be given the answers yet.
You have forty-five minutes to come up with a plan. Your time starts now.
Welcome back. Since you stepped out, the situation in Tierra Linda has developed.
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The city of San Pedro is now part of an engagement zone.
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An engagement between rebels and military forces has damaged all four runways at the San Pedro Airport, rendering the facility unusable until further notice.
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A group of heavily-armed rebels in San Pedro have gone rogue and begun looting banks and hotels in the city, killing bystanders indiscriminately in the process.
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Engagements between rebels and military forces have created a high-risk zone on Routes 3 and 4 between San Pedro and Puerto Luz.
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The Tierra Lindan Air Force has offered to allow two fixed-wing and two rotary-wing contractor aircraft to land at Vega Garcia Airbase in Ibito for the

purpose of evacuating foreign nationals from the country. Officers in charge have made it clear that these services will cost a substantial amount of cash.
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Rebels are broadcasting an offer via radio: If foreign entities decline any and all assistance from the Tierra Lindan military, the rebels will allow ships to evacuate anyone who wants to leave from Puerto Luz without incident.
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Two Zumwalt-class U.S. Navy guided missile destroyers have taken up a position 15 kilometers off the coast, to the northwest of Botilla. They are offering to either protect—but not evacuate—American nationals attempting to evacuate Botilla via watercraft, or assist with evacuations on the offshore oil rig.
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Valtrona security personnel in Tierra Linda have reported receiving critical intelligence from contacts within the Tierra Lindan military. A captured squad of rebels, after being interrogated, revealed that the eco-terrorists known as Blue Shield have placed a bounty on Valtrona personnel taken dead or alive. Interested parties have been supplied via the internet with intelligence on the employees’ respective locations.
During this phase, be sure to account for roadblock updates, shifting engagement zones, and assets that have become available or unavailable. You have thirty-five minutes to adapt your plan accordingly. Your time starts now.
Your plan from the last two phases has been implemented, and the crisis on the ground is over. Now, several weeks after the events of August 15, 2015, you come together again to discuss the way forward for Valtrona Oil.
The aftermath of the coup in Tierra Linda has far-reaching legal and compliance implications, as well as health and family member concerns. It also shed light on
Valtrona’s need to refine its travel and debriefing policies. The CEO has tasked you to generate a plan that addresses all these items and leaves Valtrona more prepared for the future. Again, in this phase, you should generate an effective travel policy and evaluate and solve potential legal, health, and family complications that may arise from the events in the scenario. This is your opportunity to assess any mistakes you may have made in previous phases and mitigate losses with sound remedial actions.

You have forty-five minutes to come up with a plan. Your time starts now.