This document discusses international travel safety and duty of care from the perspective of the Falck Group, a leading international provider of emergency services. It describes Falck's global operations across 45 countries and dependence on international talent. This exposes the group to various risks, making travel risk management and duty of care important. The summary describes some of Falck's duty of care components, including a travel policy portal, baseline training, pre-travel risk assessments, travel tracking, and emergency response capabilities.

1. International Travel
and Safety
LIVING AND
WORKING IN A
RISKIER WORLD
PROFESSION – INNOVATION – DIVERSITY

2. BRUSSELS, 20-21 October
www.ferma.eu
FORUM 2015
Venice, Italy 4-7 October
International Travel and Safety /
Duty-of-Care: The Falck Group approach
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3. BRUSSELS, 20-21 October
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Speaker presentation:
Morten Poulsen-Hansen
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New Business Development
• Fortune 500 / FTSE 100
company value chains /
business models
• Key challenges and risks
• Mapping of best practices
• Project management
• Stakeholder management
Experience
Postgraduate degrees in
political science, history,
war and strategy
• Historical analysis
• Quantitative and qualitative
methodology
• Strategy
Experience
Interrogation, liaison, and
intelligence officer
• Interrogation techniques
• Intelligence collection and
analysis
• Scenario building
• Practical business
continuity management
Experience
2001-2008, Washington DC & London
1989-2000, Denmark, former Yugoslavia, UN and NATO
1994-2000, Copenhagen & London
2008-, Copenhagen
Enterprise Risk
Management
• Production, shipping and
service value chains
• Listed and privately-held
businesses
• Bottom-up ERM process
• Alignment with ISO31000
Experience

4. BRUSSELS, 20-21 October
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AssistanceEmergency
Falck: “Always there”
Falck is the leading
international private
provider of emergency
services and the only inter-
continental ambulance
provider.
Safety Services
Falck is the leading global
provider of offshore and
maritime safety training.
Healthcare
Falck is the leading Nordic
provider of private
healthcare services.
Falck is the leading Nordic
provider of auto and home
assistance services.
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For more than 100 years, it has been
Falck’s mission to prevent accidents,
disease and emergency situations, to
rescue and assist people in
emergencies quickly and competently
and to rehabilitate people after illness
and injury.
• 2014 revenues ~2 EUR billion
• Revenue CAGR 04-13: 12.8%
• Strong organic CAGR 05-13: 6.7%
• >60 acquisitions since 2005
• Strategic expansion into US, Latin
America and Australia in 2010,
2011 and 2013

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Falck: ever-expanding demand-driven
global presence
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•Emergency & Clinics
•Assistance
•Healthcare
•Safety Services

6. BRUSSELS, 20-21 October
www.ferma.eu
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Why Travel Risk Management &
Duty-of-Care?
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A simple diagnostic: Four forces determine Falck Group’s need for Travel Risk Management & Duty-of-Care
Risk Tolerance
Global Operations
Dependency on Scarce Talent
Stakeholder Expectations
Low High
Low High
Low High
Low High
Falck never says no. Part of
our DNA. We have to make it
work, irrespective of risks.
Across Pre-hospital,
Firefighting, Training,
Consulting services.
Presence in 45 countries going
on 180. Africa, Middle East,
LatAm, Asia.
Technicians, engineers,
doctors, paramedics, nurses,
group staff (business
developers, auditors,
controllers).
Public opinion very vocal;
numerous government clients
and top-tier global and local
companies.
If you are sliding the gauge towards the right hand side on
three or all four dimensions, you should at least consider
implementing a duty-of-care infrastructure. It could have net
benefits to your company. And perhaps save your employees.

7. BRUSSELS, 20-21 October
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Duty-of-Care Components
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• Falck’s and employees’ obligations.
• Information easily accessible.
• Introduces risk-based approach to
business travels (training required,
preparation before trip, and
behaviour/support during trip, and
post-travel debriefing).
• Employees are enrolled in baseline
training based on historical and likely
future travel patterns, and level of
experience.
• Travel safety and first-aid training.
Travel Policy / Duty-of-Care portal Baseline and refresher training
• Access to security manager or medical
staff at FGA for pre-travel advice if
travelling to Medium Risk, High Risk,
and Extreme Risk destination.
• Access to detailed and up-to-date
intelligence reports through portal.
• Mitigating actions during trip, e.g.:
– Vetted driver/close protection
– Helicopter on high readiness
– Satellite phone, tracking devices
– Daily contact with FGA Operations
– Immediate notification of traveller in
case of increased risks
– Local safe house or evacuation
Pre-travel advice / Intelligence Mitigating actions during trip
• Risk-based approach to enforcement
of mandatory installation of travel
tracker, or manual upload of itinerary
to travel tracker engine.
• Vast majority of trips captured today.
Travel tracking
• If incident occurs, FGA is able to
respond due to pre-trip planning,
existing assets and global network.
• Group Crisis Management Committee
is convened together with regional and
local incident management teams, if
required by the nature of the incident.
Response capability if incident

8. BRUSSELS, 20-21 October
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Duty-of-Care Portal
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Risk Levels
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Guidelines
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Training
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12. Thanks for your support !
Questions?
risk@falck.com

13. Thanks for your support !
International
Travel & Safety
Tim Willis
International SOS /
Control Risks

14. BRUSSELS, 20-21 October
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Integrated Travel Risk Management Process
Assess
Company
Risks
Plan
Strategically
Develop
Policies &
Procedures
Manage
Global
Mobility
Communicate,
Educate, Train
Track & Inform
Advise, Assist,
Evacuate
Control &
Analyse

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•Crisis Management
•Emergency Response
•Business Continuity
Embedding resilience
•Time
•Incident
•Prepare Respond Recover
•Exercise Audit Review
•Develop Policies & Procedures
•Business Analysis & Strategic Planning
•Communicate, Educate, Train

16. BRUSSELS, 20-21 October
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Crisis characteristics
 Element of surprise
 Perceived or real loss of control
 No immediate obvious solutions
 Shortage of time
 Events outpace responses (especially in early stages)
 Escalating flow of events
 Insufficient information
 Lack of resources
 Key players adopt ‘siege’ mentality
 Regular decision-making processes are disrupted
 Promote short-term management focus

17. BRUSSELS, 20-21 October
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• P eople
• E nvironment
• A ssets
• R eputation
• S takeholders
•Crisis management – imperative
• What should we be trying to protect in a crisis?

18. BRUSSELS, 20-21 October
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Companies will not be blamed for the
events that lead to an evacuation…
…but they will certainly be measured and
held accountable for their level of
preparedness and results: Duty of Care!
•Why plan for Evacuations ?

19. BRUSSELS, 20-21 October
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Corporate
•What is the level
of preparedness
across all our
business
locations?
Country Manager
Employee
•Considerations
•What should I do
and what
are my
responsibilities?
•How do I
communicate with
my company
during this
situation?
•What will my
company do to
support me
and my
dependants?
•What are our
options and plan
of action for
evacuation, who is
doing what?
•How do I ensure
the safety of my
employees, who &
where are they?
•How do we keep
updated about the
situation?
•How do we
support our
businesses and
what decisions
are needed?
•How do I
minimise the
impact on my
business
operations?

20. BRUSSELS, 20-21 October
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•Preparation •Action
•Return to
Normality
•Preparation •Action
•Return to
Normality
•Compliance
& Validation
•Analysis &
Mitigation
Your priority will be to safely carry on essential business functions and / or get back
to normal operations as quickly as possible.
•Why plan for Evacuations ?

21. BRUSSELS, 20-21 October
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• Lack of reliable info & intelligence
• Over-dramatised media reports
• Collapse of infrastructure
• Service providers drop out
• Poor communications
• Opportunity crimes
• Embassies overstrained
• No visibility on employees
• No situational awareness
• Sympathetic pressures –
everyone else is leaving
• “Something must be done!”
•External Context •Internal Context
•Why plan for Evacuations ?

22. BRUSSELS, 20-21 October
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Objectives
Define your objectives and priorities:
• Corporate Objectives
• Regional Aims
• Business Unit Guidelines
• Need for agreed common approach
• Communicated to all managers
These must be clearly defined and understood. Objectives might include:
• Ensure safety of staff
• Safeguard business interests and assets
• Retain goodwill of host government
• Allow for the option to return
• Relationship with other partners, such as suppliers and subcontractors
• Defining company policy on who is covered – staff, partners, sub-
contractors, extended families and family staff

23. BRUSSELS, 20-21 October
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• Essential personnel – by business analysis ...!
• Non-essential personnel – travellers, families, medical cases?
• Local nationals – what is your policy, especially vis-à-vis practical issues?
Objectives

24. BRUSSELS, 20-21 October
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Implementation of objectives
 Each level of the plan must state the objective for that level of management
 All objectives must be agreed by the overall management structure and the
management teams at all levels
Irrespective of objectives,
the principles of a successful evacuation remain constant:
 Timely Preparation
 Timely Decision Making
 Centralised Control
 Secure Movement
 Good communication underpins all of this

25. BRUSSELS, 20-21 October
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Why Evacuate?
 External Conflicts/War
 Terrorism/Civil War
 Political Instability
 Economic Problems
 Health Epidemics
 Natural Disaster
 Diplomatic Relations

26. BRUSSELS, 20-21 October
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Risk Indicators
Disease Should be defined in evacuation plans, however
information should be derived from various
sources such as Specialist Risk Consultancies,
Government advisories
Violent Crime/
Kidnapping/Extortion
Civil Unrest
Terrorism
War
Politically Motivated
Violence
Triggers

27. BRUSSELS, 20-21 October
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•Concept of Operations
•Local
Assembly
Areas
•Evacuee
Assembly
Area
•Port of
Departure
•Safe
Haven
•Homes /
Workplaces
•Local
Assembly
Areas
•© 2013 Travel Security Services, Ltd. All Rights Reserved.

28. BRUSSELS, 20-21 October
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•Concept of Operations – STAND FAST
•Local
Assembly
Areas
•Evacuee
Assembly
Area
•Port of
Departure
•Safe
Haven
•Homes /
Workplaces
•Local
Assembly
Areas

29. BRUSSELS, 20-21 October
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• Evacuation planning is important, but rarely urgent – until it is too late.
• Consider only the (travel) risk rating of a country, rather than volatility and
exposure (e.g. Burundi May 2015, Burkina Faso September 2015).
•Barriers to Good Evac Planning
• Evacuation plans require rehearsal &
regular review.
• Connect local evacuation plan with
regional or corporate crisis
management plans.
• Risk Psychology – esp. the “Frog in
Boiling Water”.

30. Thanks for your support !
Questions?

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