Threats, Coercion, and Intimidation Incident Management

Incident Management Guidelines

Coercion is the practice of compelling a person to behave in an involuntary manner either through action or inaction, by the use of threats, intimidation, or some other form of pressure or force. Extortion occurs when a person either unlawfully obtains money, property, or services from a person, entity, or institution through coercion or intimidation, or threatens a person, entity, or institution with physical or reputational harm unless they are paid money or property. Threats, coercion, or extortion of company staff or subcontractors can be detrimental to the safety and welfare of individuals, as well as to the productivity of the business activity as a whole. Critical personnel or entire workforces may not attend work if they perceive themselves to be at risk, and employees may feel forced to undermine the company by actively participating in illegal or unethical activities if they or their families are threatened.

In the event of a coercion incident occurring, the following points should be addressed:

✓ Action Points

1. Stand up the Incident Management and Crisis Response Teams using the SAD CHALETS system.
2. Establish which individuals or groups are at risk.
3. Establish who is the perpetrator or group that is threatening the individual, group, or organization.
4. Establish the perpetrator's agenda, motivation, and goals, and determine what implications these have on personnel, activities, and facilities.
5. Establish the nature and impacts of the risk, as well as the probability of occurrence:
   • Is it an empty threat?
   • Is it a real threat?
6. Take precautions to safeguard individuals, groups, and facilities while police and other response groups are mobilized.
7. Inform the police, providing as much detail as possible.
8. Establish whether other individuals, groups, or facilities might be at risk, and alert any at‐risk groups.
9. Collect any evidence of the threats made for investigation and possible prosecution.
10. Increase the security and safety posture in locations at risk.
11. Implement any associated IMP policies.
12. Provide an IMP Risk Assessment Report as soon as possible.

Key People to Call (see the IMP Communications Plan)

Group	Yes/No	Group	Yes/No
• Medical organization		• Organic QRF
• Military interface		• Crisis response team
• Embassy or consulate		• Security provider (vendor)
• Police, fire, or ambulance		• Other groups

Office, Facility, or Hotel Fires Incident Management

Incident Management Guidelines

Office block, facility, or hotel fires can present unique risks depending on the operating region in which they occur. In some countries, firefighting appliances cannot reach above the third floor of a structure, presenting additional risks to the occupants. In addition, the safety standards in different countries vary, increasing the risks of fires rapidly spreading and not being brought under control by water sprinklers or other fire‐retardant appliances. For companies operating in high‐rise buildings, the ability of personnel to safely evacuate from the higher floors may also present challenges; companies should develop pragmatic and rehearsed fire drills to ensure that personnel instinctively know how to respond to protect themselves during such a crisis event. Facilities may also have additional hazards that might be triggered by a fire, including combustible materials, toxic hazards, and serious structural risks that might occur.

In the event of an office, facility, or hotel fire incident occurring, the following points should be addressed:

✓ Action Points

1. Stand up the Incident Management and Crisis Response Teams using the SAD CHALETS system.
2. Alert the emergency services, and pass on details as to the nature of the emergency as well as details on personnel, materials, secondary hazards, and casualties.
3. Determine the nature, location, and scope of the fire.
4. Determine any secondary hazards that might be present (e.g., toxic, flammable, or explosive).
5. Muster personnel, and move them to a safe location upwind of the fire and outside of any explosive hazard area.
6. Cordon off the area and prevent spectators from blocking evacuating personnel or emergency response agencies.
7. Alert adjoining buildings or facilities of the risk, and support a local evacuation of the risk area.
8. Account for missing or trapped persons, and determine where they might be.
9. Manage any casualties; apply triage where necessary.
10. Determine whether any critical information or materials might be damaged, and alert emergency responders as to the nature and rationale for exposing responders to risks in retrieving such materials.
11. Determine any threats outside of the fire event, especially in hostile environments. Apply appropriate security and safety measures to mitigate peripheral risks.
12. Apply other elements of the IMP as required.
13. Provide an IMP Risk Assessment Report or postincident report as soon as possible.

Key People to Call (see the IMP Communications Plan)

Group	Yes/No	Group	Yes/No
• Medical organization		• Organic QRF
• Military interface		• Crisis response team
• Embassy or consulate		• Security provider (vendor)
• Police, fire, or ambulance		• Other groups

Family Liaison Incident Management

Incident Management Guidelines

Local or incident managers will not generally liaise with families following a crisis event, that being the responsibility of a crisis response team representative, typically those trained or experienced in dealing with sensitive or emotive issues. However, under some circumstances a trained or experienced family liaison representative may not be able to deploy to a family's location in a timely manner, requiring local incident managers to act in this capacity. The family of any victim may be shocked, distraught, confused, and under considerable stress. Families will require a clear and unambiguous briefing, and may also require emotional and financial support, as well as administrative assistance and specialist advice and counseling.

In the event of a family liaison incident occurring, the following points should be addressed:

✓ Action Points

1. Stand up the Incident Management and Crisis Response Teams using the SAD CHALETS system.
2. If approached by family members, seek authority and guidance from corporate offices on what information can be relayed, and in what format.
3. Ensure that any information passed to the family is accurate and has been confirmed (double‐check).
4. Be clear and unambiguous, avoiding words that could be confusing or misunderstood.
5. Do not make assumptions, and do not offer opinions, false expectations, or unwarranted hope: Be clear and concise, and only use facts.
6. Seek appropriate support if dealing with distraught family members; seek support from police agencies and counselors if passing on bad news.
7. Recommend that relatives or friends stay with the family to offer support.
8. Be aware of media interest and the risks and challenges it will pose—for both the company and the family.
9. Document any discussions, and relay the facts to the CRT.
10. Identify the family's needs and request support prior to making any commitments.
11. Provide an IMP Risk Assessment Report as soon as possible.

Key People to Call (see the IMP Communications Plan)

Group	Yes/No	Group	Yes/No
• Medical organization		• Organic QRF
• Military interface		• Crisis response team
• Embassy or consulate		• Security provider (vendor)
• Police, fire, or ambulance		• Other groups