Risk Management | Feature
Risk Management Preparing for operating in risky environments. And for when things go wrong.
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O
PERATIONS in conflict and postconflict environments can be inherently risky. Employees and the organization’s projects and assets can be exposed to all manner of risks, some sinister and others not. But regardless of the nature of the risk, organizations have a clear obligation to properly manage them. In dealing with security risks, much of the attention tends to fall on physical security, i.e., protecting people, places and things. After all, security can often be high profile and thus obvious. But often, some of the most important aspects of security ― physical and otherwise ― are less obvious. The Feature of this Journal focuses on some aspects of risk management that responsible organizations must bear in mind when operating in challenging environments. Physical security is unfortunately a necessity in many environments. But just as important as having that security is ensuring that the security provider is not going cause further problems for their clients through their conduct. Pete Dordal provides an overview of the key factors that clients should consider when seeking a security provider. After all, if a security provider fails in its duties, it can reflect badly on the client just as Journal of International Peace Operations
much as the provider itself. Getting to and from an area of operations is not as simple as hopping on Orbitz.com and booking flights. Jasbir Dhillon argues that it is critical for organizations to ensure that they have a robust policy for their employees that outlines how they may travel safely. Furthermore, organizations should ensure that their employees are properly trained before they travel, well monitored during their journey and that the employer have in place a comprehensive response strategy should anything go wrong. Safety and security however is not just confined to employees and operations. Another key consideration for organizations is at a very macro level: their own longevity. There must always be policies in place to rescue employees and assets when things go wrong - but what about rescuing the image and reputation of the organization itself? Adam Clampitt looks at how organizations can establish a strong reputation for corporate social responsibility, and how this track record can be critical during an internal crisis. Because when that does happen, the manner and tenor of the response can dictate how forgiving the media, public and even authorities will be ― and
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ultimately how the organization will survive those challenges. Our Feature on risk management also stretches into our Government & Legal Affairs section, with an in-depth analysis by Jonathan Rosen on legal compliance. With increasing attention from U.S. authorities, it is more important than ever that companies understand their legal obligations and the compliance structures they should have in place. Next issue, the Feature section will focus on Maritime Security.
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Volume 6, Number 1 - July-August, 2010