Identifying of risk when conducting risk management surveys for a client is relatively straight-forward should the advisor have a sound history of operating in a security focused organisation and having conducted an array of both planned and dynamic assessments. Experience gained will build up versatility and a knowledge-base to draw on when 'the out of the ordinary' are found as they more often than not do. Whilst there are numerous publications and courses offering complete resources pertaining to risk management, I firmly believe that first and most importantly, experience has no equal in this area and when backed up by up to date guidance and methods, will result in a credible end-product, adding much value to the organisation's operations.
The consultant must be well read as a minimum about the area in which the task is focused and have a pretty good working knowledge of the area. Planning for the task must happen some way in advance and ought to include, as a matter of priority, a thorough statement of requirement from the client. This should negate any misunderstandings concerning expectations. The expert should make sure that induction and introductory meetings involving the customer organisation is undertaken so that they understand the client. As a minimum I would suggest the following as essential prior to starting work:
Know the customer and what they do. Know where they operate, are aiming to operate and the duration. Know what assets the operation involves - people, equipment, real-estate. Understand the organisation's expectancies - statement of requirement.
Knowledge of the above will furnish the risk management specialist with a useful' Know Your Customer Folder' so as to plan and make initial preparations however much more should follow. Research regarding the customer organisation should include any history of issues faced during, or resulting from prior operations and ventures. This is of relevance when calculating the risks especially if hostile actions followed. As an example, if the population of a region might have objected to certain aspects of an operation inside their area or does the organization have a 'reputation' that has followed them and is the operation being undertaken by the customer controversial in any way?
The value of local information is invaluable and having the chance to engage with informed locals often provides data critical to the task which may otherwise be missed. Take the opportunity, should it present itself, to discuss matters with influential and well placed local members of the population. It has furnished me many times with a precise indication regarding future development of issues. Additionally, it leads to the formation of valuable relationships with local people and possibly even local authorities like the Police which is invaluable.
Be systematic and thorough in your risk management survey. Whereever possible, prove the data that you are handing over to your customer. Take photos, drive routes, visit areas and test, test, test! Your customer is paying for a service and expects convincing and factual results and that of course includes furnishing him with any 'bad news' if and when it is highlighted.
To summarise: A well planned, well conducted and well-presented risk management survey is potentially of critical importance to your client. Failing to plan is planning to fail and your paying client deserves the best from his consultant's endeavours.
The consultant must be well read as a minimum about the area in which the task is focused and have a pretty good working knowledge of the area. Planning for the task must happen some way in advance and ought to include, as a matter of priority, a thorough statement of requirement from the client. This should negate any misunderstandings concerning expectations. The expert should make sure that induction and introductory meetings involving the customer organisation is undertaken so that they understand the client. As a minimum I would suggest the following as essential prior to starting work:
Know the customer and what they do. Know where they operate, are aiming to operate and the duration. Know what assets the operation involves - people, equipment, real-estate. Understand the organisation's expectancies - statement of requirement.
Knowledge of the above will furnish the risk management specialist with a useful' Know Your Customer Folder' so as to plan and make initial preparations however much more should follow. Research regarding the customer organisation should include any history of issues faced during, or resulting from prior operations and ventures. This is of relevance when calculating the risks especially if hostile actions followed. As an example, if the population of a region might have objected to certain aspects of an operation inside their area or does the organization have a 'reputation' that has followed them and is the operation being undertaken by the customer controversial in any way?
The value of local information is invaluable and having the chance to engage with informed locals often provides data critical to the task which may otherwise be missed. Take the opportunity, should it present itself, to discuss matters with influential and well placed local members of the population. It has furnished me many times with a precise indication regarding future development of issues. Additionally, it leads to the formation of valuable relationships with local people and possibly even local authorities like the Police which is invaluable.
Be systematic and thorough in your risk management survey. Whereever possible, prove the data that you are handing over to your customer. Take photos, drive routes, visit areas and test, test, test! Your customer is paying for a service and expects convincing and factual results and that of course includes furnishing him with any 'bad news' if and when it is highlighted.
To summarise: A well planned, well conducted and well-presented risk management survey is potentially of critical importance to your client. Failing to plan is planning to fail and your paying client deserves the best from his consultant's endeavours.
About the Author:
Craig Jones is the M.D. of Advanced Training and Security Solutions Limited, an independent company established to provide a bespoke security and resilience service. Craig has worked for several organizations in a variety of roles. ATSS are based in Cheshire, U.K. with a presence in London and a worldwide reach. They have experience with working in the Middle East, North Africa and Eastern Europe. Graig is a keen author of articles concerning risk assessment, emergency planning, business continuity and security management.
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