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The Energy Security Gazette
Volume 2.1

Contingency Plans

Crisis Management and Emergency Plans both deal with identified risk events. The primary difference is that Crisis Management Plans identify extraordinary events. These events are defined by intensity, duration and by their impact on your organization.

Crisis Management deals with 'non - routine' emergencies. The intensity and duration of the identified crisis event generally exceed your organization's ability to respond and is the 'worst case scenario' identified in your Business Impact Analysis.

A crisis may threaten the continued existence of your organization. This threat may result from the loss of key leadership including a functioning board of directors or the loss of company operating locations and vital records. Negative media attention may erode shareholder and customer confidence.

The development of an effective Crisis Management program requires Senior Management support including the establishment and training of a Crisis Management Team. In our next issue we will explore the Crisis Management Team process. 

Travelling Overseas

Living and working overseas presents unique challenges for employees and their families.

One commonly overlooked item is the pre - travel briefing of spouses and families.

A professional briefing will introduce the new location in a non - threatening manner, discuss the local culture and present common sense security strategies. 

Streetproofing for Adults

This Issue's Tip:  Avoid discarding addressed envelopes and personally addressed 'junk mail' in public trash.

Pipeline Security Programs

Pipeline SecuritySecurity programs must address two critical operational challenges.

These challenges are the protection of existing networks and the prevention of losses during project construction.

This issue will address the area of new pipeline project construction.

The first step in any security program is to conduct a comprehensive risk analysis. This step may reveal potential loss events including fraud, theft and sabotage.

Fraud losses may be incurred during the acquisition of material and in provision of project related services.

A review of existing procedures may reveal opportunities for misuse of corporate funds and assets.

Theft and Sabotage losses can be caused to material including valve assemblies, compressors, metering equipment and pipe.

The theft of portable items including hand and power tools is often costly and always inconvenient. Deliberate damage to pipe, welding equipment or heavy pipeline equipment will delay projects and affect profitability.

Some areas of critical vulnerability include manufacturing facility material's storage, transportation of fabricated assemblies, pipe stockpile locations and assets on the project right of way.

In the next issue we will discuss some strategies to protect these areas.

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