Identifying of risk when conducting risk management surveys on behalf of a customer is relatively straight-forward should the advisor have a sound history of operating within a security focussed 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 'oddities' are faced, as they more often than not are. Whilst there are countless books and courses offering all-encompassing resources on risk management, I firmly believe that first and foremost, experience has no equal in this area of expertise and when backed up by contemporary guidance and strategies, will result in a credible end-product, adding much value to the organisation's operations.
The consultant must be well read as a minimum regarding the area in which the task is focussed and have a reasonably good working understanding of the area. Planning for the task must take place some way in advance and should ideally include, as a matter of priority, a thorough statement of requirement from the customer. This will negate any misunderstandings regarding client expectations. The risk management specialist should make sure that induction and introductory briefings concerning the customer organisation is undertaken so that they completely understand the customer. As an absolute minimum I would recommend the following as essential prior to commencing work:
Understand the client and what they do. Understand where they operate, are looking to operate and the duration. Understand what assets the operation involves - staff, equipment, real-estate. Understand the customer's expectations - statement of requirement.
Awareness of the above will furnish the advisor with an exceedingly useful' Know Your Customer Folder' in order to plan and make initial preparations however more should follow. Research regarding the client organisation should also include any history of difficulties encountered during, or as a result of, previous operations and ventures. This is of significance when calculating the risks especially if hostile actions followed. An example being, if the population of an area may have objected to certain aspects of an operation inside their region or does the organization have a 'reputation' which has followed them and is the operation being undertaken by the organization controversial in any way?
The value of local knowledge is invaluable and having the opportunity to engage with informed locals often uncovers informaiton vital to the task that may otherwise be ignored. Take the opportunity, should it arise, to talk about matters with influential and prominent local members of the population. It has furnished me many times over with an accurate indication regarding future development of issues. Additionally, it results in relationship forming with local people and perhaps even local authorities like the Police which is very useful.
Be systematic and thorough in your risk management survey. Whereever feasible, prove the data you are handing over to your client. Take photographs, drive routes, visit areas and test, test, test! Your customer is paying for a service and expects credible and factual results and that includes furnishing him with any 'bad news' if and when necessary.
To summarise: A well-planned, well conducted and well presented risk management survey is potentially of extreme 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 regarding the area in which the task is focussed and have a reasonably good working understanding of the area. Planning for the task must take place some way in advance and should ideally include, as a matter of priority, a thorough statement of requirement from the customer. This will negate any misunderstandings regarding client expectations. The risk management specialist should make sure that induction and introductory briefings concerning the customer organisation is undertaken so that they completely understand the customer. As an absolute minimum I would recommend the following as essential prior to commencing work:
Understand the client and what they do. Understand where they operate, are looking to operate and the duration. Understand what assets the operation involves - staff, equipment, real-estate. Understand the customer's expectations - statement of requirement.
Awareness of the above will furnish the advisor with an exceedingly useful' Know Your Customer Folder' in order to plan and make initial preparations however more should follow. Research regarding the client organisation should also include any history of difficulties encountered during, or as a result of, previous operations and ventures. This is of significance when calculating the risks especially if hostile actions followed. An example being, if the population of an area may have objected to certain aspects of an operation inside their region or does the organization have a 'reputation' which has followed them and is the operation being undertaken by the organization controversial in any way?
The value of local knowledge is invaluable and having the opportunity to engage with informed locals often uncovers informaiton vital to the task that may otherwise be ignored. Take the opportunity, should it arise, to talk about matters with influential and prominent local members of the population. It has furnished me many times over with an accurate indication regarding future development of issues. Additionally, it results in relationship forming with local people and perhaps even local authorities like the Police which is very useful.
Be systematic and thorough in your risk management survey. Whereever feasible, prove the data you are handing over to your client. Take photographs, drive routes, visit areas and test, test, test! Your customer is paying for a service and expects credible and factual results and that includes furnishing him with any 'bad news' if and when necessary.
To summarise: A well-planned, well conducted and well presented risk management survey is potentially of extreme 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.