Keeping the safety net intact
Written for Expatica - January 2004

Have you recently introduced any new security policies, and if so what are they? Marian Weston explores the kind of security procedures most companies do or do not have in place and finds that constant review, feedback, information sharing and the implementation of up-to-date policies is the only way forward.

With globalisation and modern technology today's expatriates are more knowledgeable and questioning than pioneers of the past and expect more of their employers. Company policies are not such closely guarded secrets and HR professionals are aware that, in this age of instant information and networking, the safety of the expatriate and his or her dependants is of equal priority to that of company profile and profit.

As world events take sudden turns and expatriate employment patterns fluctuate, it is only through sharing information, and individual policies with other companies, that HR will be able to keep one step aheadPaul Polman, President Western Europe for Procter and Gamble agrees, "We continuously review our policies to adapt to the situation and our employees' feedback. We are continually benchmarking with other companies, learning different situations and looking at community trends."

The horrific consequences of September 11 presented HR with the immediate challenge of becoming increasingly knowledgeable and sophisticated in monitoring global security and keeping company policies up-to-date.

RoseMarie LaCoursiere, previously Director of Sales, Marketing and Communications for relocation specialists Joyce Van Lines, has long been an American voice challenging companies to 'think global crisis management'. She believes that the greatest need in employee security measures isn't so much how to handle the urgency of safeguarding expatriates, but rather it is in safeguarding all employees regardless of their location against catastrophic events.

"Companies aren't quite ready to embrace the concept that something terrible could happen to their firm, and for matters of time, resources and cost, opt to look at this need as one driven by a small segment of the company; 'the expatriates'," says LaCoursiere who is now the president of corporate concierge company Ask Rosemarie.

"Executives around the world breathe a sigh of relief another 9/11 hasn't occurred and this is in part because they know they aren't prepared to launch a company back-up plan," says LaCoursiere.

"If a company is well prepared to protect, and come to the aid of a business arm of their company in a time of crisis, all of the necessary measures demanded to aid one, ten or hundreds of expatriates needs to be firmly in place. It's logical," she adds.

However, seasoned HR professional Carrie Shearer believes, "If anything, 9/11 and recent terrorist attacks have made HR more aware that the threat of danger is everywhere and not limited to 'hot spots'."

Whilst there is still no common benchmark which companies have to observe when sending expatriates abroad, in particular to areas of conflict, the normal expectation is that medical and personal insurance are basic provisions of the expatriate contract.

Shearer continues, "In my experience, companies either pay the entire cost or share the cost of medical insurance, life insurance and disability insurance for expatriates in conflict areas."

However caution should be exercised if these insurances are not forthcoming, as it could prove to be a reflection of a company's poor management and potential inability to react correctly in a critical situation.

With expatriate employment embodying such a huge diversity of professions and skills, and taking into account the growing popularity of short-term assignments, it is essential that HR professionals become more creative.

Personnel employed by multinationals often enjoy the protection of a much stronger safety net than those expatriates working for smaller companies, freelancing, or on short-term assignments.

Well known multinationals such as Procter and Gamble operate strict guidelines and, depending on the security situation, include the tightening of security at offices, manufacturing facilities and expatriate residential areas as well as the provision of guidelines for commuting, and eventual evacuation - initially of families, and, if necessary, the expatriates themselves - within their security procedures.

Valerie Scane an accompanying spouse, whose husband works for a multinational in SE Asia, which operates a strict security procedure similar to that of Proctor and Gamble, feels that their company has been 'exemplary' in it's recognition and pursuit of security for employees and their dependants.

"In times of potential hostility, our company can legally enforce the restriction of movement of personnel to areas of unrest, which can include the imposing curfew regulations," says Scane. "The company also reserves the right to restrict visitors. In times of high alert, all visitors, whether they are business visitors or family and friends, need to get official authorisation. In certain circumstances the company evacuates the entire household."

expatriates working for smaller companies, without the largesse and funding enjoyed by multinationals, have to be more independent and resourceful.

International schools and Embassy websites are a good source of information. Most international schools, as a matter of course, operate and publicise a strict security policy to their school communities. The policies, which are drawn up close liaison with embassies and companies, involve the issuing of phone trees, mobile phone contacts, and various levels of warning.

"Recently we provided technical assistance to some schools," says Proctor and Gamble's Paul Polman, confirming his company's commitment to supplying this kind of vital information.

Yvonne Parks, an accompanying spouse in Sri Lanka during the height of the Tamil conflict, volunteers several strategies which she discovered to be excellent coping mechanisms when the local situation became tense "I volunteered to be a warden with my embassy in Colombo, which provided me with first hand information about the current situation," says Parks. "Their valuable advice of 'getting out of the situation as quickly as possible' is one I will always bear in mind, and I still feel uneasy if I see a large gathering of people."

Parks also volunteered to be a contact on the international school tree. "It kept me busy and well informed of the local situation," she says. "Also, the provision of mobile phones to all members of the family, are very useful for allaying fears and updating travel information."

There are a number of organisations which provide Hostile Environment Training for the Media which include Pilgrims, which is used by the BBC www.pilgrims.co.uk, AKE www.akegroup.com, Centurion www.centurion-riskservices.co.uk and GRASP www.globalriskawareness.com. There are also associations with comprehensive websites whose information is specifically designed for freelancers within the media industry, International News Safety Institute (INSI), THE Rory Peck Trust and Rodney Pinder Trust

The provision of allowances, updating and implementation of evacuation and security procedures by companies, although essential, is both costly and timely and cost-avoidance is a likely explanation for out-dated policies.

Allowances and benefits available to expatriates fluctuate amongst companies. A mini survey, conducted in April 2003 amongst expatriates in Jordan during the Iraq conflict, came up with the following results:

Personnel employed by Embassies and the UN were well looked after during the evacuation process, their costs of housing, schooling and transport provided by respective employers. This provision enabled the families to view the evacuation experience in a more positive manner, while giving added reassurance to the spouse or partner left on assignment that their family was being well looked after.

Those working for smaller, less expatriate-orientated companies were less fortunate, experiencing more stress during evacuation. Whilst their companies did provide air fares, they were reliant on families and friends for hospitality and accommodation. The uncertainty of the evacuation period and dependence on family and friends proved difficult, as did the challenges of being evacuated in the middle of the academic year with teenagers who were at a critical stages in their secondary education. Resourcefulness was called for, and parents had to carry out a lot of research to find suitable temporary alternatives for their children's studies.

The increase in family expenses during evacuation, and loss of income from the wife working locally, were also cited as major difficulties.

One significant factor discovered by parents interviewed for the survey, was that, having contacted all international British/American schools in Western Europe, only two, the American school in The Hague, and one international school in Geneva were willing to accept evacuated children on an emergency basis. The other schools generally cited long waiting lists and costly application fees as reasons for non-entry.

The key to keeping abreast of the ebb and flow of the changing situation is to maintain open lines of communication between the expatriate and company. HR managers would be well advised to bear in mind the three R's as a useful aide-memoire, when reviewing policies relating to expatriate personnel.

	Response: Expatriates need to know that, in the event of an emergency, concise contingency plans are available, and the company will act swiftly.
	Reassurance: Expatriates need to feel that the company views their safety as paramount, and that they are being looked after.
	Responsibility: A two-way street, where expatriates have the responsibility to follow recommended guidelines and the company has ultimate responsibility for overall safety.

Whilst there are companies which are committed to the continual exploration and reinforcement of their policies, and who take responsibility for their expatriates. There are equally, many companies who do not give this issue the attention it demands.

According to Mercer's International Assignments survey for 2003, whilst most companies review their expatriate policies, there has been no significant change to these policies in recent years.

In the present climate of global terrorism and epidemic, this worrying trend in some sectors of non-change must be urgently addressed, and companies already giving these issues a high profile need to be presented as role models and reminders to HR that there is no room for complacency.

January 2004 (Updated July 2005)