Identification of risk when conducting risk management surveys on behalf of a client is relatively straight-forward if the advisor have a sound history of operating inside 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 'anomalies' are encountered, as they more often than not are. Whilst there are countless books and courses offering all-encompassing resources with regards to risk management, I firmly believe that above all, experience has no equal in this area and when backed up by relevant guidance and techniques, will result in a credible end-product, adding much value to the organisation's operations.
The advisor must be well read as a minimum regarding the area in which the task is focussed and have a fairly good working awareness of the region. Planning for the task must take place some way in advance and must include, as a matter of priority, an in-depth statement of requirement from the client. This should negate any confusion concerning client expectations. The risk management consultant should ensure that induction and introductory meetings involving the client organisation is undertaken in order to fully understand the customer. As a minimum I would suggest the following as necessary prior to commencing work:
Know the organisation and what they do. Know where they operate, are preparing to operate and the duration. Understand what assets the operation involves - employees, equipment, real estate. Understand the organization's expectations - statement of requirement.
An awareness of the above will furnish the risk management specialist with an exceedingly useful' Know Your Customer Folder' so as to plan and make initial preparations however more should follow. Research about the customer organisation should also include any history of problems encountered during, or as a result of, prior operations and ventures. This is of significance when calculating the risks especially if hostile actions followed. Eg, if the population of a region could have objected to certain aspects of an operation within their region or does the client have a 'reputation' that has followed them and is the operation being undertaken by the organisation controversial in any way?
The value of local data is priceless and having the opportunity to engage with informed local people frequently provides data critical to the task that might otherwise be ignored. Take the opportunity, should it come up, to talk about matters with influential and well placed local members of the population. It has furnished me many times over with a precise indication concerning future development of issues. Additionally, it leads to with local people and possibly even local authorities like the Police which is useful.
Be methodical and thorough in your risk management survey. Whereever feasible prove the information that you are handing over to your . Take images, drive routes, visit areas and test, test, test! Your customer is paying for a service and expects convincing and factual results and that obviously includes furnishing him with any 'bad news' if necessary.
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 advisor must be well read as a minimum regarding the area in which the task is focussed and have a fairly good working awareness of the region. Planning for the task must take place some way in advance and must include, as a matter of priority, an in-depth statement of requirement from the client. This should negate any confusion concerning client expectations. The risk management consultant should ensure that induction and introductory meetings involving the client organisation is undertaken in order to fully understand the customer. As a minimum I would suggest the following as necessary prior to commencing work:
Know the organisation and what they do. Know where they operate, are preparing to operate and the duration. Understand what assets the operation involves - employees, equipment, real estate. Understand the organization's expectations - statement of requirement.
An awareness of the above will furnish the risk management specialist with an exceedingly useful' Know Your Customer Folder' so as to plan and make initial preparations however more should follow. Research about the customer organisation should also include any history of problems encountered during, or as a result of, prior operations and ventures. This is of significance when calculating the risks especially if hostile actions followed. Eg, if the population of a region could have objected to certain aspects of an operation within their region or does the client have a 'reputation' that has followed them and is the operation being undertaken by the organisation controversial in any way?
The value of local data is priceless and having the opportunity to engage with informed local people frequently provides data critical to the task that might otherwise be ignored. Take the opportunity, should it come up, to talk about matters with influential and well placed local members of the population. It has furnished me many times over with a precise indication concerning future development of issues. Additionally, it leads to with local people and possibly even local authorities like the Police which is useful.
Be methodical and thorough in your risk management survey. Whereever feasible prove the information that you are handing over to your . Take images, drive routes, visit areas and test, test, test! Your customer is paying for a service and expects convincing and factual results and that obviously includes furnishing him with any 'bad news' if necessary.
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 Managing Director of Advanced Training and Security Solutions L.T.D, an independent company established to offer a bespoke security and resilience service. Craig has worked for a number of organisations in a variety of roles. ATSS operate from Cheshire, UK with a presence in London and a global reach. They have experience of working in the Middle East, North Africa and Eastern Europe. Graig is a prolific writer of articles concerning risk assessment, emergency planning, business continuity and security management.
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