Country Evac Guidelines

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Country Evacuation Planning Guidelines

I n t e r n a t i o n a l A s s o c i a t i o n o f O i l & G a s P r o d u c e r s

Report No. 472

September 2012

(Version 1.1)


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ublications

Global experience

Te International Association o Oil & Gas Producers has access to a wealth o technicalknowledge and experience with its members operating around the world in many differentterrains. We collate and distil this valuable knowledge or the industry to use as guidelinesor good practice by individual members.

Consistent high quality database and guidelines

Our overall aim is to ensure a consistent approach to training, management and bestpractice throughout the world.

Te oil & gas exploration & production industry recognises the need to develop consistentdatabases and records in certain fields. Te OGPs members are encouraged to use theguidelines as a starting point or their operations or to supplement their own policies andregulations which may apply locally.

Internationally recognised source of industry information

Many o our guidelines have been recognised and used by international authorities andsaety and environmental bodies. Requests come rom governments and non-governmentorganisations around the world as well as rom non-member companies.

Disclaimer

hilst every effort has been made to ensure the accuracy o the inormation contained in this publication,neither the GP nor any o its members past present or uture warrants its accuracy or will, regardlesso its or their negligence, assume liability or any oreseeable or unoreseeable use made thereo, whichliability is hereby excluded. onsequently, such use is at the recipients own risk on the basis that any useby the recipient constitutes agreement to the terms o this disclaimer. Te recipient is obliged to inorm

any subsequent recipient o such terms .

Tis document may provide guidance supplemental to the requirements o local legislation. othingherein, however, is intended to replace, amend, supersede or otherwise depart fom such requirements. nthe event o any conflict or contradiction between the provisions o this document and local legislation,

applicable laws shall prevail.

Copyright notice

Te contents o these pages are Te nternational ssociation o il & as roducers. ermission

is given to reproduce this report in whole or in part provided (i) that the copyright o GP and (ii) thesource are acknowledged. ll other rights are reserved . ny other use requires the prior writ tenpermission o the GP.

Tese erms and onditions shall be governed by and construed in accordance with the laws o nglandand ales. isputes arising here fom shall be exclusively subject to the jurisdiction o the courts ongland and ales.


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Report No: September 2012

Revision historyVersion Date Amendments

1.1 September 2002 Minor change to page 1, paragraph 3

1.0 September 2012 First release


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International Association of Oil & Gas Producers

OGP

Tis document was produced by the OGP Security Committee.

Acknowledgments


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Contents

- Introduction

. Responsibilities ........................................................................................................................................

. Local Staff .................................................................................................................................................

. Authority to Evacuate .............................................................................................................................

. Concept of Operations

. Non-Essential Personnel .........................................................................................................................

. Evacuation Decision and Risk Assessment Process ..............................................................................

. The Warden System

. Emergency Evacuation (General)

. Emergency Evacuation Strategy ............................................................................................................

. Phased Evacuation ..................................................................................................................................

. Immediate Evacuation .............................................................................................................................

. Shelter in Place ........................................................................................................................................

. Assembly Points/Staging Areas .............................................................................................................

. Passports/Tickets/Essential Items ........................................................................................................

. Medical/First Aid.....................................................................................................................................

. Missing Personnel ....................................................................................................................................

. Crisis Command Centre (CCC)

. CCC Equipment .....................................................................................................................................

. Communications

. Training/Briefing

. Threat Levels

. Triggers Points/Tripwires ......................................................................................................................

. Reception Arrangements

. Post Crisis/Reviewing the Plan

. Re-entry Triggers Points/Trip Wires ...................................................................................................

. Plan Review ............................................................................................................................................

. Operational Aide-Memoire Appendix A: Threat Level Example Aide Memoire

Stage One Low Threat Caution .........................................................................................................

Stage Two Medium Threat Alert .......................................................................................................

Stage Three High Threat Emergency ................................................................................................

Stage Four Operation Shutdown Crisis ......................................................................................


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I a countrys situation deteriorates, or whatever reason, to adegree where the saety and security o employees and theirdependants are endangered, it may become necessary toimplement additional security procedures. Tis may involvesuspending or curtailing normal operations, and may resultin the need to acilitate the evacuation o personnel out othe country to a sae destination. It is envisaged that such adeteriorating situation will maniest itsel as either:

A Gradual Deterioration:Whereby MemberCompany has sufficient time to conduct a gradual

and phased evacuation A Sudden Deterioration: Little or no warning

whereby staff may have to remain in situ, assess thesituation and then respond accordingly.

Each set o circumstances will require a different responsein terms o evacuation planning. In addition any evacuationplan must be flexible enough to adjust to the conusing andchanging circumstances inherent in such situations.

Tis document is designed to provide guidance anddirection to management and personnel in the planning andpreparation required to manage an evacuation o personnel,and/or approved dependents, rom the impacted country.

Te Plan provides direction or various levels o emergencies,rom those requiring slight changes in routine to thosenecessitating the complete evacuation o expatriates andtheir dependents rom the country.

. Responsibilities

Te evacuation process should be implemented and managedby the Crisis Management eam (CM), under thedirection o the Country Senior Manager or a nominateddeputy.

Te key responsibilities o the CM should ensure:

Te saety and welare o all personnel (Duty o Care)

Minimise the impact o any emergency situation onassets and property

o maintain continuity o the business at allstages o the evacuation, temporary living, andrepatriation process.

Te planning and management o theevacuation process

- Introduction

asks may include, but should not be limited to:

Establish communication links with reliable, well-inormed sources o inormation. (Te provisiono accurate and timely intelligence regardingthe situation is essential beore inormed decisionscan be made).

Evaluate the inormation and assess the nature anddegree o the threat to any employees, dependantor assets.

Formulate and execute a suitable strategy, based upon

the evaluation made o all inormation to acilitate themost appropriate course o action to take in responseto the situation.

Whilst maintaining the necessary flexibility, executethe agreed strategy

Te CM should always, i possible, be established early. Itshould also be recognised that the process may be protractedand may last many days. CM planning should take thisinto account.

. Local Staff

As early as possible a policy and strategy or local staff duringan evacuation scenario should be developed. Local Staff ofenplay a pivotal role during an evacuation or crisis situationand should always be included in Crisis Management teamsand discussions.

. Authority to Evacuate

Authorisation to activate the evacuation plan should restwith the Country Senior Manager, (Crisis Manager) or theirspecific designee assisted by the CM. Tis decision should

be done in conjunction with external senior management.

In the absence o both the Country Senior Manager and theirDeputy, the CM (or other approved body) should assumethe lead and activate the evacuation plan. All decisionsshould be supported by external senior management.

Local staff should be kept inormed o all changes to thesecurity situation via a number o means, including aWarden/Call ree System.


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Tere are two separate scenarios to be considered:

Gradual Deterioration:

Tis scenario may require the phased repatriation opersonnel. Tis may be in the orm o a pre-planned holidayor voluntary exit rom the country, or an unplanned exitrom the country as authorised by the Country SeniorManager, and should primarily be by air using scheduledairline services.

Sudden Deterioration:Tis scenario may require an immediate evacuation opersonnel, or a stand ast order until the situation canbe assessed. Te preerred method o evacuation is by airusing commercial passenger airlines. I these means are notavailable, alternatives will be sought.

. Non-Essential Personnel

Non-essential personnel are those employees who havebeen previously identified as having roles that are notcritical to maintaining the day to day business. Tese staffand dependents should be pre-identified. Considerationshould also be given to health, age and amily status whenconsidering non-essential personnel.

Te primary evacuation destination will be to a place osaety, or i possible, to the evacuees home country to liveat their own residences or with amily. Where possible thisshould be pre-designated

. Evacuation Decision and Risk

Assessment Process

In order to ensure that the CM responds appropriately toprevailing or developing circumstances a number o actorsshould be taken into consideration.

Regular security advice should be obtained rom a numbero sources. Tese should include but are not limited to:

Global Security

Regional Security

Government Security Agencies andlocal security contacts

Local appropriate Embassies

Peer Companies Open Source Material

All inormation should be vetted or reliability andcontextualised, trying where possible to assess the impact onoperations and staff.

Member Companies should maintain contacts with allrelevant authorities and obtain inormation that mayassist in timely and accurate decision-making. Tey shouldalso regularly evaluate this inormation to ensure that theappropriate level o awareness is maintained and they are in aposition to respond rapidly to changing events.

In all cases the decision to evacuate personnel should takeprecedence over all other inormation, including inormationrom Home Country Embassies or Consulates, but only isae to do so.

In the event that inormation is received which suggests thatthe evacuation o personnel may be prudent, the CountrySenior Manager or their Deputy will activate the CM, toassist in the evaluation o the prevailing situation.

Member Companies should consider operating a stagedsecurity assessment process, which will assist and acilitatein the preparation, planning and decision-making process orthe CM regarding the need or evacuation. For the purposeo this document, a our stage process is used.

Within these two evacuation scenarios (gradual and sudden),4 subsets are envisaged. Tese should be separate and distinct

rom the general security country risk ratings. You may wishto use 3 or 5 subsets, however the principle remains the same.

Stage Level Possible Action

One Low (Caution) Evacuation Preparation

Two Medium (Alert) Evacuate Dependants

Three High (Emergency) Evacuate Non-essentialPersonnel

Four Operation

Shutdown

(Crisis) Evacuate Essential

Personnel

Te CM should orm and meet on a regular basis onceSecurity Stage 1 is reached.

. Concept o Operations


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Te Warden System is the method o communication withemployees and their approved dependants and visitors in theevent o any emergency situation, including evacuation. Tecommunication network should ensure that expatriates areinormed o significant events, cautions, and instructionsrelating to security and saety.

Additionally, the Warden System is used or upwardcommunication o questions and concerns. Messages shouldbe passed primarily via SMS, e-mail and verbally. Te WardenSystem may also be extended to local national Employees,

although different inormation may be communicated.

Te Warden System is an official channel o communicationand it is important that the integrity o messages is maintained.Messages should be relayed in their entirety, exactly as toldwithout the addition o speculative or rumored items andwithout deletion o any part o the message.

Te CM is responsible or initiating messages throughthe Warden System or onward communication. Te LocalSecurity Manager (or other) should be charged with theresponsibility o maintaining the expatriates contact list,appointing Warden Managers, explaining the system, andkeeping track o the expatriates presence in country as well asany amily guests Person on Board (POB) list. Accordingly,each expatriate is responsible or advising the Local SecurityManager o travel plans or absences rom country and anyguests present in their household.

Te Warden System should be used to: Communicate implementation o the evacuation plan

Account or all personnel

Notiy personnel o critical inormation

Notiy personnel o required actions

rack and control the movement o personnelthroughout the evacuation process

. Te Warden System


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. Emergency Evacuation (General)

Te Country Senior Manager, in consultation with theCM, should decide i the evacuation will be phasedor immediate. Emergency evacuation o non-essentialpersonnel should be considered once Security Stage 2 isreached. Tis decision should be supported by externalsenior management.

. Emergency Evacuation Strategy

All evacuation strategies should be based on a number opossibilities as ofen the preerred method o evacuation,which is usually air may not be available. Road and maritimeroutes, i easible, should also be explored.

Commercial Air

Commercial flights are the preerred method or evacuationas long as they are unctioning saely and there is anacceptable level o risk in transporting evacuating personnelto the airport(s). Te CM should work closely with theravel Department in the early stages o any evacuationsequence to arrange all local and international travel.

Charter

Charter flights should not routinely be used or aninternational evacuation. However i commercial aircrafare unavailable, then this might become a necessity. Anumber o commercial companies can provide or a singlepoint or assessing the availability o charter aircraf, and inecessary arranging charter.

Evacuation Providers

A number o commercial companies provide ull evacuationservices. Commercial arrangements or these servicesare drawn up prior to the possible evacuation and whenneeded are invoked. Careul attention should be paid to thecontracted services and their actual provision.

. Phased Evacuation

I phased evacuation is ordered, the Country SeniorManager, or other authorised body, should decide i anyspecific personnel or groups o personnel should be affordedhigher priority or evacuation. Tis decision should bebased upon an evaluation o risk and danger to any specificemployee group. Te guiding principles o any phased

evacuation should be: Higher-risk/non essential people leave first,

consideration should be given to medical/health issues

First-available seating should be utilised, regardless oclass o travel.

In a Phased Evacuation, commercial airlines on scheduledflights should be utilised.

Your ravel Department (or other responsible body) shouldcoordinate the booking o seats and the issuing round triptickets. Economy seating should be utilised i business travel isunavailable, or only available on a later flight. iming o travelshould take precedence over any class-o-travel concerns.

Te Warden System should be used or notiying evacueeso their departure details. Personal documentation and

possessions should be carried in accordance with distributedguidelines. Phased evacuees should assume that a normalamount o travel luggage will be allowed, unless tolddifferently through the Warden System.

. Immediate Evacuation

I immediate evacuation is ordered, the Country SeniorManager, or other authorised body, should decide i anyspecific personnel or groups o personnel should be affordedhigher priority or evacuation. Tis decision should bebased upon an evaluation o risk and danger to any specific

employee group. Te guiding principles o any phasedevacuation should be:

Higher-risk people leave first

First-available seating will be utilized, regardless oclass o travel.

In an Immediate Evacuation, commercial airlines onscheduled flights should be utilized. Should commercialairlines not be available, alternative method o evacuationshould be considered.

Te ravel Department (or other responsible body) shouldcoordinate the booking o seats and the issuing round trip

tickets.Te Warden System should be used or notiying evacueeso their departure details. Personal documentation andpossessions should be carried in accordance with distributedguidelines.

Te Warden System should be used or notiyingemployees to prepare or immediate departure. Personaldocumentation and possessions will be carried in accordancewith the guidelines.


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. Shelter in Place

In the event the security situation becomes untenable andthe determination is made that transporting personnel outo the country places those personnel at unacceptable risk,the Country Senior Manager and CM may implement aShelter in Place or Stand ast strategy.

With the Shelter in Place strategy, the CM via thewarden system should advise all personnel expatriates toinitially stay within their lodgings rather than risk exposureby evacuating.

I dictated by imposed curew or conditions in the street, allpersonnel should remain in their residences and maintainradio/phone communication with each other and the CM.

Inormation about the situation in the country may beavailable through local media outlets (Member Companiesare encouraged to provide in advance lists o known reliablesources relevant or the region). It is advised that eachapartment should have a battery powered short wave radioas back-up in case o extended power outage. Essential oodand water supplies should also be maintained particularly in

locations determined as High Risk.

. Assembly Points/Staging Areas

In the event o an immediate evacuation it may be prudentor all staff to muster at a single point, or a number opoints, prior to evacuation. Tese should be pre- identified,international hotels can ofen be utilised or this unction.However the choice will be dependent on the securitysituation, logistics and availability. Consideration should bemade when selecting popular hotels as other companies ororganisations may be doing the same.

Route selection to and rom the staging areas is an importantconsideration, alternative routes should also be considered.

. Passports/Tickets/Essential Items

Te ollowing lists those items recommended to be availableat immediate notice; when required they should be placedsuitably sized sof bag or backpack. Tese items include, butare not limited to:

Passports/Visas

Marriage Certificate (i applicable)

Birth Certificates (i applicable)

Insurance policies

Drivers license

Cheque books

US/UK/Euro currency (small amount)

Medical/Dental records

Immunisation records

Credit cards

Critical prescription medication

Personal hygiene items

General personal items

Cell Phone/charger (Sat phone i in your possession)

Water Food (Energy Bars)

orch

Change o clothing/waterproo

Baggage per person should not exceed 1 x suitcase and cabinbaggage.

. Medical/First Aid

Where possible there should be a medical/first aid capabilityat all stages o the evacuation process

. Missing Personnel

Te CM should report those persons who are unaccountedor. Depending on the evacuation timing , the CountrySenior Manager and the CM should make the finaldecision to suspend the search and complete the evacuation,it should be taken into consideration that missing personalmay be ill or injured. A strategy should be agreed or dealingwith staff which reuse to leave.


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. Crisis Command Centre

(CCC)In the event o a regional issue or incident a CM shouldoperate, i possible, rom a local CCC. Te location o thisshould be pre-determined and will depend on the localsecurity situation. Te primary CCC should be used untilsuch time as it is considered unsae or continued operation,at which time the alternate CCC should be activated.

. CCC Equipment

Te CCC should be equipped, where possible, with:

Emergency plans and procedures,

Te warden communication system,

elephone directories,

A log book to record events,

Office stationery,

Copier,

Maps,

V, am/m radio,

Land lines,

Conerence acilities,

Satellite phone, Access to Member Companys network

Video equipment (i available)

. Communications

Where possible multiple communication methods should beutilised. Examples would be:

Landline

Email

Cell/mobile phones (SMS and out o country SIMs)

Satellite Phones (differing models)

Fax machines

Data satellite links

Long & Short wave radios

Skype/VOIP Access to social media sites

. raining/Briefing

Prior to deployment to at risk countries all staff shouldbe brieed as to the possibility o evacuation and their rolesand responsibilities i an evacuation becomes necessary. Inaddition regular table top exercises, using various scenarios,should be conducted with the CM to ensure all are amiliarwith the plan, the necessary equipment, and their variousresponsibilities. Deputies should always be nominated andexercised. Tis should be outlined in the evacuation plan.

Use multiple Communication methods:

Systems & Plans

Communication Tools

Office Resources


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. Treat Levels

Te evacuation strategy involves defining threat levels basedon the growing seriousness o the situation starting withthreat level one.

Each ascending threat level represents an escalation in thesituation. Te Strategy should entail a phased evacuationstarting with dependants and ending with essential staffbased upon the level o threat.

An example would be:

Stage Level Possible Action

One Low (Caution) Evacuation Preparation

Two Medium (Alert) Evacuate Dependants

Three High (Emergency) Evacuate Non-essentialPersonnel

Four OperationShutdown

(Crisis) Evacuate EssentialPersonnel

Normally the situation is expected to graduate in sequencethrough the threat levels but it may be that the situationescalates quickly to a higher level. I this occurs you should

carry out the specific duties or the appropriate threat leveland or all lower threat levels.

. Triggers Points/Tripwires

Establishing escalation indicators or ripwires is animportant step in understanding the changes that areoccurring which may precipitate an evacuation. Yourown organisation risk appetite/tolerance will drive theseindicators. However examples could include:

Threat level 1 Caution Low Threat

Threat Level One (1) Caution (Low Threat)

Example, include but are not limited to:

Small-scale demonstrations and spontaneous violence withinthe capital area.

One off serious security incidents

The perceived ability of authorities to control outbreaks quickresponse to incidents and effective crowd control.

Nationalist Propaganda - Government sponsored

Government approved demonstrations

Media/ Gov warnings regarding increased social disorder

Acts of random violence and destruction of property

Embassies issue travel advisory warnings

Ethnic-Religious protests

Threat level 2 Alert Medium Threat

Threat Level Two (2) Alert (Medium Level)


Large scale movement of disgruntled and disaffected peopleinto urban areas.

Increased vulnerability of residential areas. Travel betweenareas difficult and hazardous.

Power cuts, food and water shortages power disruptionslasting for extended periods. Basic foodstuffs scarce.

Business disrupted Nationalist protests, local and / or expat

staff suffers from intimidation. Minorities (Westerners) targeted on an increasing scale.

Incidents becoming widespread and commonplace.

Increase in bomb threats/security incidents

Increased intensity of state sponsored demonstrations

Isolated incidents of local unrest

Unauthorised demonstrations take place challenging authority

Government warnings on TV & radio restricting movement

Advice from relevant Embassy to evacuate dependants

Threat Level 3 Emergency High Threat

Threat Level Three (3) Emergency (High Threat)


Civil insurrection violence aimed at officials andrepresentatives of the government. Destruction of specificgovernment buildings. Riots and looting.

Major natural disaster Cyclones, floods, fires, earthquakes,crop-failure and outbreaks of disease.

Firearms used by and against security forces in urban areas.

Inability of the government to guarantee security.Substantial desertions from security forces, lack of responseto emergency situations.

Dramatic crime increase aimed at the wealthy.

Minorities (Westerners) specifically targeted(residences and businesses).

Large scale military mobilisation

Curfews and martial law implemented

Advice from relevant Embassy to evacuate non-essential personnel

Threat Level 4 Crisis Operational Shutdown

Threat Level Four Crisis (Operation Shutdown)


Military hostilities factional infighting (coup detat). Civil waror armed conflict

Hostile and dangerous environment. Travel around region verydifficult. Curfews and martial law enforced by security forces.

Business continuation becomes impossible or unrealistic.

Advice from relevant Embassy to evacuate all personnel.

Embassies close down


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In the afermath o a crisis, in cases where events have taken amental and physical toll on staff, the offering o proessionalcounselling should be considered.

. Re-entry Triggers Points/

Trip Wires

Following evacuation the examining o reverse triggerpoints should be considered, in general this involves lookingor events which will assist you in making a return decision.It should be noted that the country may have changedconsiderably during the evacuation process. Factors andthe decision that will influence your return should bedocumented. Te team involved in the decision to evacuate,should be involved in the re-entry decision

. Plan Review

At the earliest opportunity the evacuation plan shouldbe reviewed and amended based upon your experiences.

Other country evacuation plans should also reflectyour experiences.

. Post Crisis/

Reviewing the Plan

When dealing with the operational planning o the run upto, and the actual evacuation, an Aide-Memoire may proveto be a useul planning aid, an example o which can be

ound in Appendix A.

. Operational Aide-Memoire

. Reception Arrangements

In order to ensure that all the needs o the evacuatedpersonnel are addressed, a reception plan should be compiledoutlining the reception process and the issues, which mayneed addressing. Tis plan should be implemented inthe country/area receiving the evacuated personnel priorto their arrival.


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Appendix A: Treat Level Example Aide Memoire

Local Management Crisis Management Team Security Issues Human Resources Issues Communications Issues Logistics /TransportationIssues

All Employees &Dependants

1. Liaise with the CMT

2. Feasibility study toprepare for receptionof evacuatedpersonnel

3. Arrange transfer ofemergency funds forexpatriates

1. Meet to evaluate thesituation and reviewthe EvacuationResponse Plan

2. Cont act factualinformation sources,i.e. security firms,Embassy, locals,other companies

3. Identify triggers forescalating phases ofevacuation

4. Test the Warden/ SafeHaven CommunicationSystem

5. Update employeesand dependants oncurrent situation

6. I ssues appropriateadvisories andencourage feedback

7. Identify Hotels, SafeHavens, Assemblypoints, Embarkationpoints and ReceptionPoints

8. Ensure companyrecords are categorisedaccording toconfidentiality,backed-up and considerdata transfer to HQ

9. Ca tegorise essentialand non-essentialpersonnel

10. Identify local nationalsto take over key roles

1. Review the physicalsecurity of facilities,offices, andresidences

2. Liaise withinformation sourcesand provide securitybriefs to CMT oncurrent situation andan assessment oflikely outcomes

3. Brief dependants andemployees on generalsecurity awareness

4. Identify reliablesecurity firm foradditional securityneeds e.g. conveyescorts, guards etc

5. Co -ordinate thedistribution of up todate maps to allemployees showingSafe Havens,Assembly Points andEmbarkation Points

1. Confirm data onexpatriate employeesand pass ontoEmbassies and HQ

2. Remind employees tobecome familiar withthe Emergency Plan

3. O btain updated

airline schedules4. Confirm with

pre-arranged hotelsconcerningoccupancy levels

5. Pre-arrange visas toensure staff candepart to chosendestinations

6. Compile list oftemporary expatriatevisitors and updaterecords

7. Liaise with HQ tofinalise receptionarrangements forevacuees

8. Liaise with schoolsto establish theiremergency plans,obtain contact details

9. Liaise with schoolsand brief dependants

on school closuresand openings

1. Identify and source allmeans ofcommunicationincluding -telephones,hand-phones, E-mail,Fax, Radios, Pagers,Satellite phones,runners

2. Co -ordinate thedistribution ofCommunicationsequipment

3. Ensure all are briefedon the deployment andcorrect use of theCommunicationsequipment; includingcorrect radioprocedures anddiscipline

4. Test all Communicationsequipment and theWarden/ Safe HavenCommunicationsSystem Network

5. Throughout the crisisperiod establish andmaintaincommunications with:H.Q., Embassies,Schools, Residences,Information providersand service providers.Obtain list of schoolsattended by expatriatechildren

1. Cont act transportproviders and ensurethey are available for use

2. Assess privately owned/leased and companytransport availability

3. Iden tify alternativetransportation

4. Ensure adequate fuelsupplies are obtainedand stored

5. Vehicles to be keptrefuelled

6. Distribution of emergencysupplies to residences

7. Ensure adequate food,water and medicalsupplies are assembledand available fordistribution

1. Review residential andpersonal securityarrangements

2. Review EvacuationResponse guidelines

3. Check Passport validity

4. Know contact detailsand whereabouts of

other families withinyour designated SafeHaven group

5. Inform Safe HavenSupervisors of anychange incircumstance i.e.contact details,changing location forw/end etc

6. Follow direction andadvice of the CMT

7. Pack & crate non-essential householditems of value forstorage / shippingand upgradeinsurance policies ifnecessary

8. Arrange for shipmentor boarding ofhousehold pets

9. Be prepared to take

responsibility fordependants and self ifthe situation seriouslydeteriorates

Financial Issues

1. Ensure ready cashsource for purchase ofemergency suppliesand hotelaccommodationfunding

2. Distribute emergencyfunds

3. Liaise with HQ

Stage One

Low Threat

Caution

Description:Political securityenvironment has deterioratedand events have occurred,

which threaten the generalsaety o oreign nationals.

Examples:Political instability,civil unrest outside the capitol,limited civil unrest withinthe capital, such as peaceuldemonstrations, limitedtargeting o ethnic minorities,degree o organisation behindunrest, authorities in controlo situation.

CMT: Te CM shouldengage in the planning process.

Actions to be considered:


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1. Prepare for receptionof all expatriates

2. Receive accommodateand arrange onwardtravel of dependants

3. Liaise on a weeklybasis with the CMT

1. Update employeesand dependants on thecurrent situation

2. Restrict overseasexpatriate visitors toessential personnelonly

3. Identify who and when

to evacuate. Considerevacuation ofdependents and nonessential personnel

4. Consideraccommodatingessential employees inHotels, Safe Havenscloser to offices

5. Contact HQ and ensurearrangements are inplace to receiveevacuees

6. Implement preferredmethod of evacuationfor dependants

7. Implement thealternative evacuationmeans if necessary,over land, sea routesand liaise with serviceproviders

8. Inform Embassies ofevacuationarrangements

9. Prepare for thedisposal, storage, andtransmission ofcompany assets andproprietary information

10. Brief local sta ff on t heirtake over duties

11. Initiate plan andprocedures for possiblebusiness termination /resumption

1. I mplement additionalsecurity measures offacilities, offices andresidences anddeploy guards wherenecessary

2. Ascertain and briefpersonnel on NO-GO areas

3. Brief visitors onsecurity situation andon Warden/ SafeHavenCommunicationSystem Network

4. Arrange escorts forevacuation ofdependants toassembly andembarkation points, ifnecessary

5. Impl ement securitymeasures for vacantresidences ofevacuated personnel

6. Liaise with HRco-ordinator

1. Liaise with Financialco-ordinator forprovision ofevacuation benefitsand allowance toemployees

2. Co -ordinate withtravel bureau fordeparture itinerariesof evacuees

3. Liaise with HQ toconfirm receptionarrangements

4. Advise employees /dependants ofdeparture travelschedules

5. Update Warden/Safe HavenCommunicationnetwork to coverdeparting personnel

6. Co -ordinate activitiesat assembly andevacuation points

7. Update HQ and theembassy onexpatriate movements

8. Liaise with schoolsand brief dependantson school closuresand openings

1. MaintainCommunications linksand establish newcontacts as needed

1. Provision of transport formovement of evacuees(dependants) fromresidences to AssemblyPoints and ontoEmbarkation points

2. Provision of local driversand security escorts

3. Confirm reservations forevacuation of non-essential personnel, ifnecessary

4. Monitor emergencysupplies and makenecessary adjustments

5. Liaise with alternateevacuation resources

1. Co-op erate with CMT& follow instructions

2. I mplement pre-determined plans forpets, visitors,domestics etc

3. Prepare a Grab Bagper person to include

essential items,documents, valuables/money, medicationsetc

4. Maintain Safe Havencontact and inform onany changes

5. Secure residence andremaining belongingsin preparation forevacuation

6. Take all importantpersonal papers out ofcountry with you ordependants

7. Keep passport withyou at all times

8. Prepare only one (1)suitcase per person(20kg)

9. Do not notify orinvolve anyone otherthan your dependants

on emergency plans

Financial Issues

1. Monitor and assessdisbursementrequirements

2. Distribute additionalfunds as and whenrequired

Stage Two

Medium Threat

Alert

Description: Tere is clearevidence that civil unrestis escalating, or is likely toescalate beyond the ability othe authorities to keep undercontrol. Embassies may issueevacuation recommendationsand schools may close.

Examples: Political situationworsens civil insurrection,large scale and more organisedprotests resulting in violence,minorities targeted by politicallymotivated groups on a largescale. Inadequate protection oresidential areas. Serious oodand water shortages.

CMT: Te CM shouldconsider evacuating dependantsat this stage i still in

country. In addition theCM can also consideremployees whose presence isnot essential can also departby commercial transportation.Contact and determine reugecountry, update HQ andrelevant embassies.



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1. Receive & arrangeonward travel of allexpatriate non-essential personnel

2. Liaise on a daily basiswith the CMT

3. Set up a hotlineservice for

dependants4. Initiate retrieval of all

proprietaryinformation

1. Update remainingemployees of currentsituation

2. I mplement primarymethod of evacuationfor non-essentialemployees

3. I mplement alternative

evacuation routes ifnecessary, over land,sea routes and checkwith service providers

4. Appoint local nationalsto cover for non-essential employees

5. Prepare for shut-downof operation inconjunction with HQ

6. Remain in close contactwith Embassies shouldpre-arrangedevacuation methodsbecome untenable

7. Remove, transfer ordestroy all copies ofsensitive information

1. Enf orce securitymeasures inaccordance withCMTs decisionregarding theprotection of assetsand proprietaryinformation

2. Provide securityescorts for evacuatingnon-essentialemployees toassembly andembarkation points

1. Liaise with serviceproviders andarrangetransportation ofnon-essentialemployees to departfor safe havens /overseas

2. Liaise with Embassiesand provide themwith information onremaining expatriateemployees

3. Update HQ onexpatriatesmovements


1. Acquire alternativeevacuation resources ifneeded

1. Remain in closecontact with CMT andSafe HavenSupervisors at all times

2. Follow all instructionsimmediately andprecisely

3. Restrict movements to

work and residence4. Non-essential

personnel to take onlyone (1) suitcase perperson (20kg)

5. Bring two days ofready-to-eat food andwater to the assemblypoint

6. Check in with SafeHaven Supervisors atassembly points

7. Notify CMT of anychange in plan

Financial Issues

1. Provision of cashfunding for purchasesand facilitation

2. Arrange transfer ofcompany financialassets

Stage Three

High Threat

Emergency

Description: Te political /security environment is suchthat there is clear evidenceo a breakdown in law andorder to such a degree thatoreign nationals are indanger. Embassies may issueevacuation recommendations

Examples: Major naturaldisaster, military hostilities,extreme civil disorder, ethnic-religious crisis, inability ohost government to providesecurity, dramatic increase incrime directed at oreignersand ethnic minority groups.

CMT: Te CM shouldconsider evacuating non-essential employees at thisstage and should commence

hand-over operations to localstaff. Sensitive documentsshould be taken into custodyo personnel remainingand abandon or destroythe remainder.



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1. Oversee the retrievalof all proprietaryinformation

2. Receive and arrangetravel of remainingessential expatriatepersonnel

3. Liaise with

government agenciesto assess the politicalsituation inpreparation for returnto normal workingconditions

1. Update remainingessential personnel

2. Determine whether tocontinue operating orpass on all key rolesto local nationals

3. Liaise with embassieswith regards to

evacuation ofremaining expatriates

4. Liaise with HQ regardstotal expatriateevacuation

5. Evacuate remainingexpatriate personnel ifnecessary

1. Secure offices inaccordance with theBusiness ResumptionPlan

2. Ensure local nationalsare in place, ifpossible

3. Evacuate remaining

essential staff if andwhen directed

1. Update HQ andEmbassies onevacuation ofremaining expatriates


1. Provision of transport tosustain ongoing businessrequirements or finalwithdrawal of remainingexpatriate personnel

1. All expatriateemployees to evacuateout of country ifsituation allows and isdeemed necessary bythe CMT

Financial Issues

1. Liaise with HQ andtransfer any remainingfinancial assets

Stage Four

Operation Shutdown

Crisis

Description: Tis is wherecivil unrest appears to beescalating to the point

where the complete abrico government and civilorder is breaking down.Business continuation isimpossible and the remainingessential staff is in immediatedanger. All oreign nationalsshould consider immediatelyevacuation, i they have notalready done so.

Examples: Foreign citizensbecome the target o civilunrest. Hostile and dangerousenvironment. Ethnic-religiouscrisis. Internal military conflict.

CMT: Te CM shouldconsider evacuating Essential

Personnel who are still incountry as soon as possible,by the most appropriate pre-determined means identified.

Actions to be considered:-


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Internet site: www ogp org uk

Country Evac Guidelines

Documents

Transcript of Country Evac Guidelines