CHAPTER 7: SAFE BUSINESS TRAVEL

7.1 Context

“To travel is to discover that everyone is wrong about other countries.” – Aldous Huxley, English writer and philosopher.

The world is a strange place. Millions of CCTV cameras scan and record much of our movement. PIN numbers and ATM cash machines track each and every money transaction; sometimes in order to prohibit fraudulent access of our bank accounts. Digital media devices report many of our movements, record our photos to an iCloud, and publish our GPS position to whomever, or whatever, wishes to know. We can use mobile phones on civilian aircraft. We can take our pets around the world as our travel companions and they are entitled to their own biometric passport. We can check out possible holiday locations using satellite imagery. Parish councils use Google Earth nowadays to check that planning applications by residents to alter their homes were submitted accurately, or that garden trees were not unlawfully felled in a family’s private garden to create the space for a building extension. When we travel, visas are often requested that demand a whole range of personal contact details, to be processed by in-country consular services and embassies.

How is it then that so many business travellers continue to suffer difficulties when they travel overseas?

Although growth of digital media and VOIP platforms, such as Skype and Jitsi (formerly SIP Communicator), have provided far greater and cheaper facilities for telephone conferencing, business travel volume does appear to have significantly increased since the millennium. The World Travel and Tourism Council report that business-related travel does yield a return on investment worth ten times the initial investment (1). One hotel sector online news blog stated that the business travel sector was worth around $1.2tn and had expanded during the latest global recession (2). As most world markets become more accessible, and traditional markets decline, the opportunity to identify and develop investment strategies within emerging markets (that may have more volatile security situations) has driven a surge of corporate protective security work. Those security management companies that have the foresight and local knowledge to exploit the fundamental global economic changes that we visited in Chapter 1, will surely lever themselves into a position of competitive advantage over those companies that sit tight in traditional markets waiting for the phone to ring.

One growth area for protective security practitioners is around the provision of security and safety-related services for net-high-worth business travellers to medium or higher security risk environments. Such jobs are, sometimes, more akin to executive chaperoning: being the eyes and ears on the ground. Typical environments might once have been fraught with dangers, so much so that they may have dissuaded potential investors. But now they have picked themselves up, offering more opportunities than threats. Nevertheless, there will still remain a strong reason to carry out detailed planning before travel is undertaken. This should include the conduct of a risk assessment beforehand, to establish whether protective security personnel should accompany the individual or group. Some common errors crop up time and again in news reports and case studies of business travel itineraries which ended in a horror story. This chapter is therefore designed to outline basic support and planning techniques available to those tasked with securing the safe and enjoyable passage of colleagues to either overseas or home country domains which can pose risks to travellers from a plethora of security, legal or culturally-related causes.

7.2 Government help and basics

Passports

Keep your passport valid for at least six months well in advance of your travel. Those applying for a passport for the first time need to leave at least six weeks, for enhanced security checks and possible face-to-face interviews.

You can renew your passport at any time before it runs out, and the UK Identity and Passport Service (IPS) will carry over up to a maximum of nine months validity from your existing passport. Allow up to three weeks for posted standard renewals. Businesses sometimes pay for a fast-track service (up to one week, including appointment; current cost: £112.50) or for a one-day premium service including an appointment (current cost: £129.50) in an emergency.

Make sure your next of kin is up to date and clearly articulated on your passport.

Make a note of your passport number, date, place of issue and nominated next of kin. Keep these records separately and/or take a photocopy.

If you lose your passport on location, please report it to the local police immediately, followed by the local British Consulate (3).

Money

Before you leave, make a note of bank card details, or take photocopies, and leave them at home. Check that your bank and credit cards are well within their dates of validity.

Always try to keep a few banknotes and coins easily accessible in your pocket, rather than visibly rummaging through areas on your person where you may store valuables.

In the developing world, US dollars to hand are almost always useful, particularly in emergencies.

European Health Insurance Card (EHIC)

If you are going on a business trip, you should apply for the EHIC card (a replacement of the old E111) which entitles you, a spouse and siblings, if you register them also, for reduced cost or free medical care within the European Union and Switzerland. This should not prevent you from taking out sensible business travel insurance.

The online application for EHIC takes just under five minutes but the coverage lasts for five years. The EHIC card must be presented before, or shortly after, medical treatment for full entitlement to be recognised.

Register with EHIC, keep your card with you, but take a photocopy and leave with friends/family.

According to the UK National Health Service, the following healthcare is covered:

•   It will cover any medical treatment that becomes necessary during your stay because of either illness or an accident.

•   The card gives access to reduced cost or free medical treatment from state healthcare providers.

•   It allows you to be treated on the same basis as a resident of the country you are visiting. Therefore, you may also have to pay a patient contribution, also known as a co-payment. For UK citizens, you may be able to seek reimbursement for this when you are back in the UK, if you are not able to do so in the other country.

•   It includes treatment of a chronic or pre-existing medical condition that becomes necessary during your visit.

•   It includes routine maternity care (not solely illness or accident), provided the reason for your visit is not specifically to give birth. However, it does cover the cost of all medical treatment, for mother and baby, which is linked to the birth where that occurs unexpectedly.

•   It includes the provision of oxygen, renal dialysis and routine medical care.

What won’t the EHIC cover me for?

•   The EHIC is not a substitute or replacement for private travel insurance. You should always take out an appropriate private policy in addition to carrying your EHIC.

•   It will not cover the costs of private healthcare or services that are not part of the state healthcare system.

•   It will not cover the costs of being brought back to the UK.

•   It will not allow you to go abroad to specifically receive treatment, including going abroad to give birth.

•   The card may not be used in some regions, as there may be no state provided healthcare available (4).

Foreign and Commonwealth Office alerts

The UK Foreign and Commonwealth Office (FCO) publish lots of advice online to link UK nationals to consular crisis services and regional information alerts in the event of a major incident overseas. A prior system known as ‘LOCATE’, whereby UK nationals registered their email and phone details, so that they could be located in a crisis, was dropped in 2013 after poor take-up (5). Nevertheless, travellers can register via the FCO website for regional and social media updates (6). Select the country or places that you are travelling to on the FCO website, click on ‘Email Alerts’ and enter your email address. A small but dedicated team within the FCO and the Trade and Investment Department (UKTI) have formed a joint enterprise to provide an overseas business risk service for UK-based business heading overseas. According to its increasingly informative website, this service aims to provide “British business with information relating to the security related risks which companies face when operating overseas” (7). Online guidance from this service includes briefings on: bribery and corruption; businesses operating in high-risk environments; protecting your intellectual property abroad; crime and fraud prevention; and emergency assistance measures provided to UK nationals caught up in terrorist attacks. This is particularly important because many UK travel insurance policies fail to cover terrorist incidents. Security practitioners are advised to double-check travel insurance provisions of themselves and clients well before any planned travel.

Overseas Security Advisory Council

The US State Department, Bureau of Diplomatic Security, runs OSAC, perhaps the most comprehensive and successful government-administered travel safety forum on the planet. OSAC was established by the 1985 Federal Advisory Committee Act to “promote security cooperation between American private sector interests worldwide and the US Department of State,” which leads on federal government foreign relations (8). Various services include:

•   Daily newsletter, covering geo-political issues, protests, evacuation ‘warden’ message alerts, security incidents and information security risks

•   Daily afternoon digest that covers all of the above and constituency invites to chapter meetings

•   Crime and safety reports covering all manner of countries and cities, and providing insightful briefings on street-crime and safety issues, terrorism, kidnappings and other serious, organised crime, natural hazards, industrial accidents, public transportation disruptions, driving conditions, inter alia

Although much OSAC information is from open sources, its written briefings are succinct and logically structured. It is therefore well worth taking the time to subscribe and attend in-country chapter meetings, should your company or organisation satisfy the registration criteria. However, it is well worth corroborating any governmental advice with online travel forums, such as TripAdvisor, which has a travel forum blog section for most conceivable travel locations that routinely discuss crime and safety concerns (9). Moreover, expat forums in-country, such as InterNations can provide crucial travel security information (10). Do bear in mind though, that any information you might post, is also likely to be scanned in some quarters by those who do not necessarily have the best interests of your personal security at heart!

Consular help

Government embassies or consulates are often deluged with hundreds or thousands of requests for assistance, so it is right only to make contact in emergency or potentially very serious circumstances. If travellers get into dire straits, consular services can often – although, not always – assist with the following:

•   Replacement passports

•   Provide information about transferring funds to you/family

•   Provide details of local lawyers, interpreters, doctors, hospitals (do not guarantee quality)

•   Attempt to contact you within 24 hours of being told you are detained

•   Contact friends and family for you

•   Offer support in a range of traumatic cases, such as abductions, deaths and missing people

•   Make special arrangements in cases of terrorism, civil disturbances or natural disasters

Consulates cannot, and do not tend to, provide the following help:

•   Get involved in private disputes over property, employment or other matters

•   Get you out of prison, better conditions in prison, or prevent deportation

•   Investigate crimes or give you legal advice

•   Help you enter a country or interfere with another country’s immigration procedures

•   Get you better treatment in hospital or prison unless international standards are undermined

•   Pay bills for you, or any money from the public purse

•   Make travel arrangements for you, or find you accommodation

•   Provide compensation if you are affected by a major catastrophe or terrorist attack (11)

7.3 Before you go: Safety and security tips

Before undertaking business travel, the FCO and other security advice groups, such as CSARN and ASIS, recommend that all employees carry through several elementary health, well-being and security preparations. According to CSARN CEO, Brett Lovegrove, who is a retired head of counter-terrorism for the City of London Police, health, well-being and basic pre-planned security measures should be absorbed into “the corporate muscle memory because it should be ‘business as usual’ for employees and responsible companies who travel overseas for work purposes” (13).

Health and well-being tips

Dehydration: it is important to drink six to eight glasses of water per day to ensure that you stay hydrated and help your body get rid of toxins. If you are exercising, or the weather is warm, you will need to drink more and include an isotonic drink (e.g. Lucozade Hydro Active).

Eat breakfast: ‘break the fast’ as you’ve just gone for six-eight hours without food and liquid. A solid breakfast, with clean water, gives you extra energy needed to catch-up and begin the day productively.

Tiredness>disorientation>vulnerable; the more fatigued that you become, the more absent minded and disoriented you can become, which increases your vulnerability to crime, poor ‘activation’ in an emergency, and more commonplace mistakes, such as misplacing keys, wallets, phones and even hotel locations!

Medication: keep original packaging and copies/photocopies of doctor’s note/s.

Hygiene: use hand wipes, wash your hands regularly, especially after handling money.

Alcohol and ice: steer clear wherever possible of alcohol or simultaneously hydrate with bottled water. Remember local ice cubes are usually sourced from local water taps, so avoid ice in areas where tap water may be disagreeable.

Drugs: almost half of all UK nationals detained abroad are imprisoned on drugs-related charges. Most EU countries fix severe penalties for offences (particularly Greece). Many developing countries impose extremely severe penalties for possession. China, Vietnam, Thailand, Malaysia, Singapore, Indonesia and Iran can impose the death sentence for some drugs charges. Drugs related incidents are likely to invalidate insurance and deter Consular help.

Vaccinations and anti-malarials: check what vaccinations you will need with your GP at least six weeks before travel. Cases of Malaria in people living in Britain have risen by almost a third in two years, reported the UK Health Protection Agency in April 2011 (14). High risk areas are North Latin America, Sub-Saharan Africa, South and South East Asia.

Symptoms of malaria: Flu-like including a high temperature, sweats, chills and aches. As in the case of pop star Cheryl Cole, who did take anti-malaria pills before she visited Tanzania, malaria can still develop. Therefore, if you suffer these symptoms after travelling to at-risk malaria regions, please inform and visit your GP immediately.

The charity Medecins Sans Frontieres International provides some comprehensive advice online in relation to particular health risks prone to specific locations (15).

Security planning

The International Federation of Journalists is a non-profit organisation that publishes a lot of useful information in relation to safety and security for reporters and support crews who regularly travel to the world’s least desirable hotspots, often when organisations are fleeing in the opposite direction. Nonetheless, several years ago, the IFJ produced an excellent pamphlet entitled: Danger: Journalists at Work, supporting the safety of news hacks on their travels. Some of their tremendous advice is provided below:

Before

Understand the region: ask who hates whom and why?

Research country/region/area thoroughly

Access and print off maps and transport maps

Learn the basic language

Keep cover letters with you

Leave controversial docs at home

Carry out a wallet purge of any perceivably offensive material

If necessary, hire an interpreter – but carry out lots of due diligence around the person first

On location

Stay in contact (leave details)

Comply if violently confronted: not worth you/your colleagues’ life

Leave if threatened

Think about clothing: colours, legends and labels

Avoid bias

Avoid crossing sides

Hold conversations first/notes on permission

Permission for photos

Avoid interest in police and military equipment and sites. Be aware of everything that is in the photo before you click away

Satellite phone

Spare cash

Neighbouring countries visas

Full tank of fuel (16)

7.4 Reporting and responding to crime in-country

Report crime and lost passports: to local police and obtain a written statement and reference from them for insurance and consular purposes. Then report lost passports immediately to your national consulate/embassy.

Sexual assaults: should be reported in-country and as soon as possible afterwards, as many countries will not open an investigation in the longer term. It is the remit of in-country national authorities where the crime occurred to investigate suspected offences. Nevertheless, the UK police can link victims to specialist experts on their return. The Metropolitan Police Service run Project Sapphire aimed at improving rape investigation and victim care (17). Project Sapphire can at least put you in touch with local police and support services back home.

Advice in a violent scenario

•   ‘Activate’ – don’t be inert, your best chance to escape is immediately (18)

•   Stick close to walls and barriers; head down

•   Do as you are told by armed person

•   Be polite and respectful

•   Attempt to shake your brain into a functional, non-emotional mode. The fact they haven’t killed you means that they prefer to keep you alive and want something from you

•   Try to obtain written receipt when handing over equipment

•   Memorise potential access points or egress routes with good cover (19)

Preventing harassment: Lone or at-risk travellers

CSARN, the FCO, IFJ and other organisations, offer the following tips around lone business travel, which could also be practical for lone females:

•   Wear sunglasses – avoid unnecessary eye contact

•   Wear a pseudo wedding band

•   In a group taxi, get dropped-off first and send follow-up text to nominated person

•   Caution around ‘announcing’ or publicising travel plans and accommodation, particularly in cafés, bars, hotel foyers and online

•   Avoid going anywhere with a stranger/unknown quantity

General security tips

•   Orientate – print off maps, key locations and transport maps for days out or new locations

•   Avoid political demonstrations

•   Tune in and/or read BBC World Service (20)

•   Beware of unattended bags

•   Sit well away from glazing or behind a protective wall

•   Take seating with views and exits

•   Research scams – don’t trust easily, see Safe from Scams website (21)

•   Research known quantities – don’t trust easily (tip: research the case study of journalist Tony Lloyd, who was betrayed and kidnapped by his trusted minder in Syria)

•   Taxis – don’t allow for more than one driver or passenger

•   Stay in regular and scheduled contact with home or point of contact

•   Give copy of planned itinerary to friends or family

•   Beware of cultural faux pas – see case studies from Detained in Dubai website, below (22)

7.5 Business travel insurance

A whole host of medical and insurance companies provide business travel related insurance premiums. The fact that many list among their headline benefits emergency medical and evacuation benefits is telling: it tells us that many don’t! Even when they claim to, check the small print carefully. For example, one major online insurer does reassure us that “in the unlikely event that you fall victim to a terrorist act, our insurance includes emergency medical treatment, personal accident and hospital benefit at no extra cost” (25). Nevertheless, on further reading, so-called general exclusions do mean that a customer is not covered by disturbances that are “caused by a nuclear, chemical or biological attack”, or events that are “underway at the beginning of your trip” (26). Often major events, such as coups and insurgent attacks, can take several months or years to come to fruition, so it really is worth reading insurance policy definitions and terms and conditions. Alternatively, phone a broker, or company, for clarifications that are relevant to the operating environment into which you are travelling. Moreover, at the time of writing, authorities in the UK and US were mooting the placement of restrictions, or a complete ban, on companies based in those domains being able to pay out kidnap for ransom insurance (27). The overriding rule-of-thumb for security practitioners is to double-check policy inclusions and exclusions once you have carried out a country risk analysis (CRA), then to apply treatment to each gap in insurance coverage. Several of the larger private sector risk consultancy companies, and most large insurance houses, specialise in supporting insurance provision and contingency planning for larger companies that regularly send dozens of employees and invest heavily in medium-to-high risk environments. Clients may not expect their security contractors to deploy a personal army at times of crisis but they will fairly expect that all security practitioners possess at least some live contacts on speed-dial within larger risk consultancy companies and specialist insurance houses.

General advice

Keep a copy of your travel insurances and email to next of kin/family/friend.

Be realistic and do the maths beforehand. Some easy-to-access online travel insurance policies generally offer very low levels of cover in relation to the overall costs of a major incident.

Get the basic requirements right. For example, it is little use buying cover for expensive medical treatments overseas, if the insurance cover excludes certain ‘disruptions’, such as acts of terrorism or suspected kidnap scenarios.

In summary, security planners are advised to be realistic and to actively consider worst possible scenarios when advising clients in relation to business travel insurance. A cheap and easily accessible premium can be a much more costly option in the longer run. For instance, if an executive is caught up in an armed attack while away visiting another hemisphere, and they then require significant surgery, followed by weeks of convalescence, then an escorted flight home, as did happen with several survivors of the 2008 Mumbai terrorist attacks, the very last thing a survivor and/or employer needs is the added impact of severe financial loss, as they attempt to rebuild their lives.

Thus, before beginning any work trip, check that the company’s business travel insurance covers the following:

•   Acts of terrorism and political violence

•   Non-business related activities, such as outdoor pursuits, excursions, during or after the business trip

•   Kidnap for ransom, hijacking, carjacking, employee detention and extortion

•   Specialist and tailored insurance needs that cover pre-existing medical conditions

•   Property and intellectual property loss

•   Liability cover – you and your company may be accused of, or proven to have caused, harm to another party while overseas

It may be that a company cannot reasonably provide comprehensive travel insurance, or they are not required to do so under domestic laws. In most domains, companies do tend to provide insurance because they are held to be legally responsible for incurred expenses if an employee is injured or falls ill, while carrying out work assignments (28). If a company does not wish, or cannot provide insurance cover for the entire trip (perhaps because the employee is working for a few days, then taking leave while on the same trip), then a clear understanding of personal and company insurance cover should be established between both parties. Otherwise, in the event of an emergency, a legal quagmire beckons. It is also not unusual for some employees to keep existing medical conditions hidden from employers, for a variety of understandable reasons. Again, this can provide some jeopardy to any responsible employer who acts reasonably to provide insurance cover to all travelling staff. Security practitioners can add tremendous value by acting as a bridge between employees and management on such sensitive issues. Some security functions in major corporates have run drop-in centres for concerned employees and have also carried out an audit of corporate travel arrangements and personal employee profiles in order to ensure that all identified risks (whether around people, property or assets) are covered by a suitable insurance provider and portfolio of inclusions (29).

7.6 Kidnap for ransom, kidnap and countermeasures

Kidnap and ransom scenarios (K&R) may appear too farfetched to consider for many companies spreading their operations internationally, but are an increasing risk beyond the traditional kidnap hotspots of, principally, Latin America, Nigeria and South East Asia.

It is still likely that most K&R cases do not make it into the wider public domain. Certainly, this was the case before the social media revolution when the Wall Street Journal reported back in 2002 that up to 90% of kidnappings remained unreported (31). According to Aon Insurance, an estimated 70% of overseas business kidnap cases led to some form of litigation taken out by the victims and their families against employers who sent them abroad in the first place (32).

The human factor: Kidnap for ransom

Julie Mulligan, a Canadian national, visited Nigeria to carry out humanitarian work, but was kidnapped by armed gunmen as she returned to her accommodation. A machine gun was held against her back and a pistol to her head during the abduction. They dragged her to a car, pushed a gun into her back, and took her to an unfamiliar city. She was held for two weeks during Spring 2009 by a group of five and her two permanent guards were aged 19 and 22. A ransom of some $880,000 was demanded. Mrs Mulligan chose to get along with her captors –helping to clean the house and by attempting to form a bond with those holding her. “I knew it was for my own good – and partly because I just needed to.” She slept on a board outside the house, kept to a diet of white rice, and remained free of malaria and disease, despite receiving bites from mosquitoes and bugs. Mulligan was eventually found by Nigerian secret service agents after one of the kidnappers was apprehended (35).

Our second case will be of keen interest for security practitioners who keep a keen eye on industrial relations. Eclipsed by a period of relative calm in France’s industrial sectors, the ‘boss-knapping’ of Luc Rousselet, the director of 3M’s French operations, was met by mirth by much of the media.Mr Rousselet was held for two days and nights by angry workers who were fighting redundancies. “It is our only remaining bartering tool”, one union leader said. During the 1960s and 1970s boss-knapping became frequent; chief executives were barred from leaving the premises until they wilted under the pressure of demands. In Rousselet’s case, militant staff soon softened, bringing him trays of beverages, plates of mussels and chips, and permitting him regular toilet breaks (36).

Our third case used a scam to lure a Brazilian businessman to South Africa. Although the businessman survived, he was held captive and tortured, during the summer 2010 period when South Africa hosted the FIFA Football World Cup, by a Nigerian gang, in the Johannesburg suburb of Kensington. The businessman ran an international timber company, and became the second known victim to fall into the gang’s clutches. Prior to that, a South Korean businessman, and president of an international shipping company, was released only after his company paid a ransom fee to his captors under the guise of a business deal. “He was badly burnt on his stomach, chest and feet by his captors, who used a hot iron to inflict the pain. He believed his days were numbered and his captors threatened to kill him”, said an investigator with South Africa’s Hawks, a specialist priority crime directorate. “These men thought they were coming here to conclude legitimate business deals. The man from South Korea thought that he would be meeting with another businessman to ship concrete to Iraq”, he said. Other businessmen swindled by business scams in South Africa include the 2008 case of Osamai Hitomi who was lured under the false impression that he would become a partner of a fake investment company called Jeffdon Properties. Hitomi was robbed and held hostage, and his captors demanded a $5 million ransom. Seven people were arrested, six were Nigerian and one South African. The modus operandi is to establish a front company to lure the men to the country. Once in South Africa, they are kidnapped, tortured and held for ransom (37).

Our final case to note is that of a 39-year-old Israeli businessman who was abducted from his home in the Nigerian city of Port Harcourt, during August 2008. No group claimed responsibility for the Israeli’s abduction. The kidnapping occurred just days after Nigeria’s Counter Terrorism Bureau issued a rare worldwide travel advisory warning of possible attempts by armed group, Hizbullah, to kidnap Israelis abroad, in revenge for the assassination of Imad Mughniyah in Damascus, Syria (38/39).

Escape and evasion: Tips to prevent kidnappings

Kidnap prevention advice can be some of the most fun, but important, security training for employees. It is well worth practicing some of the following training drills for all employees that travel to medium and high risk kidnap environments. Some of the best practice advice was published by the Police Service of Northern Ireland (PSNI), in order to assist at-risk individuals to carry out their own prevention techniques against so-called ‘Tiger kidnappings’ (short-term hijacking to access cash and valuables), or terrorism:

Vehicle travel

•   Be alert, especially when leaving or entering your home/premises

•   Vary your routes and times of journeys

•   Travel with company where possible

•   Report any suspicious vehicles or people

•   If you think you are being followed, contact police immediately and avoid becoming isolated

•   Be suspicious of anyone trying to get you to stop or leave your vehicle

•   If possible, keep windows closed and doors locked

•   When stopping, do not allow yourself to be boxed in, leave enough room to manoeuvre

•   When parking, do not leave anything in your vehicle that may identify you or your business

•   Try to avoid parking anywhere that may become dark or isolated before your return

•   Keep a full tank of fuel and limit your fuel stops in riskier locations (40)

Walking and jogging

•   Keep to busy, brightly lit areas where possible

•   Avoid short cuts across waste ground, deserted parks, underpasses and alleys

•   Be alert to your surroundings

•   Approach and have a good view of your destination, from the opposite side of the path/road, to give a wider viewing angle. Approach accommodation or meeting points behind any useful cover. For example, use vehicles or wear a ‘hoody’, or cap and sunglasses, to block a view of your face

•   Be aware of vehicles, particularly parked vehicles, with people inside, near to you and your destination (41)

Reading people and personalities

Be mindful of some of the following red flag warnings from prior kidnapping cases which, when taken in isolation, may not confirm a high-risk scenario. Nevertheless, when the overall pattern of the entire business engagement process is considered, the following traits may point us to heightening our awareness and caution. Some clues could be:

•   Person provides inconsistent information about age, interests, appearance, marital status, profession, employment, inter alia

•   Person appears anxious – possibly looking around a lot, or studying clocks/watches

•   Person demonstrates a particular keenness to meet in a remote, strange, or quiet location with few external witnesses

•   Person appears disoriented themselves, because they may not be quite as local as they pretend

•   You become quickly and inexplicably outnumbered and harassed or cajoled into visiting a new or one specific location

•   Your contact appears significantly different in person from his/her online persona

•   The person never introduces you to close professional associates or family members

•   If you meet more than person, the personal chemistry may not be developed well between the other parties which suggests that their relationship is new or stage managed

•   Be careful with what you say. Do you feel that the person is trying to lure or trick you into saying something embarrassing, perhaps overtly political or critical? If so, be aware with smartphone and micro-camera equipment, that you may be being recorded, scammed or being made susceptible to blackmail

Meet in a safe place

•   When you choose to meet, always tell somebody precisely where you are going and when you will return. Better still, ask somebody to accompany you

•   Leave your meeting contact’s details and telephone number with your friend or colleague

•   Provide your own transportation. Meet in a public place – such as a popular café, restaurant or hotel – during a time when many people will be around

•   When the meeting is over, find an excuse to leave on your own

•   If you decide to move to another location, take your own car

Accommodation

•   If you are flying in from another city, arrange for your own car and hotel room

•   Change your hotel room, or hotel location, after a couple of days

•   Do not disclose the name of your hotel and don’t allow your new business contact to make the arrangements for you

•   Hire a taxi or car at the airport and drive directly to your hotel. In medium to high risk areas, your hotel or security agent should pick you up

•   Call your meeting contact from the hotel, or meet at the location you have already agreed to. If the location seems inappropriate or unsafe, go back to your hotel and make an excuse

•   Always make sure a friend or family member knows your plans and has your contact information. Carry a fully charged cell phone, and a small, fully charged back-up, in a secreted location on your person, at all times

Escape and evasion

Never do anything you feel unsure about. If you have gotten yourself, or your client, into a position or location that you feel uncomfortable about, then don’t hesitate to activate and evacuate.

Good excuses for quick movement include:

•   Feigning illness and leaving instantaneously while you apologise

•   Receiving an important SMS message about a work or family emergency and departing instantaneously, while you apologise

•   Embarking on a conversation with the waiter or establishment staff member, then follow them away from the table in continued conversation, while signalling to your guests that you will return in a moment. One good excuse may be that you are concerned that you’ve left your jacket or wallet elsewhere in the premises

•   Pretending to see a colleague pass by the window. Rush into the street to say ‘hello’, then quickly moving away from the scene

•   Pretending to see a temporary situation on the street outside, such as somebody who may need assistance. Rush out but signal you will come back

Golden rule to remember: Never, ever feel embarrassed about quickly disengaging from a threatening situation. Activate immediately, and if necessary, apologise later. Your safety is much more important than what an unknown group of people might think of you.

Wrap-up: Lessons from K&R cases

•   Fixed accommodation locations provide extra vulnerability

•   Beware of wider events and news stories that might impact your locality/region

•   Thoroughly vet and research potential new business acquaintances and partners

•   Carry out reconnaissance on meeting locations, noting exits and emergency routes, and take the initiative to suggest neutral and safer venues

•   Recommend the use of travel tracking and panic-alarm technology for employees, but be aware that if Bluetooth is enabled, your location, movements and messages may be hacked by adversaries

•   Do not at any point publish your travel plans on social media, or allow others to

•   Beware of the legal consequences for employers if it can be proved on the balance of probabilities (civil case) or beyond all reasonable doubt (criminal case) that they were insufficient in their duty of care

7.7 Corporate liability laws and business travel

To be found guilty of a gross breach, the organisation’s conduct must have fallen far below what could have been reasonably expected. This is an opportunity for employers to think again about how risk management, or the lack of it, can be interpreted by a legal system. For consistency, we have again used the British legal domain to illustrate examples of legislation. Although, to an extent, the following passages do reprise some content of Chapter 3: Security Legislation and Regulations, it is important to take a fresh look at some laws in relation to corporate litigation, in order to discuss how they might be applied to the process of delivering security management for business travellers. The Health and Safety at Work Act (1974) states that if a health or safety offence is committed with the consent or connivance of, or is attributable to any neglect on the part of, any director, manager, secretary or other similar officer of the organisation, then that person (as well as the organisation) can be prosecuted under section 37 of the Act.

Recent case law has confirmed that directors cannot avoid a charge of ‘neglect’ under section 37 by being ‘ignorant’, or arranging themselves to be ignorant, of circumstances which would trigger their obligation to address health and safety breaches. This includes the deployment of direct employees and contractors overseas. Those found guilty are liable for fines and, in some cases, imprisonment. In addition, the Company Director’s Disqualification Act 1986, section 2(1), empowers the court to disqualify an individual convicted of an offence in connection with the management of a company (42). Gross negligence manslaughter (criminal) is proved when individual officers of a company (directors or business owners), by their own grossly negligent behaviour, cause death. This offence is punishable by a maximum of life imprisonment.

The Corporate Manslaughter Act 2007 replaced weaker laws from the 1960s which lacked the teeth to prosecute senior organisational decision makers for the death of an employee. Hugh Martin, travel security expert, and Founder of Boiling Frog travel app, suggests: In large organisations there is sometimes the belief that no one person can really be blamed for events or accidents that lead to an employee being injured or killed. However, the new act has been phrased in such a way that the head of HR in a large company may be just as culpable as the owner of a small private company – both can be sent to prison and/or fined (43). The act’s first prosecution occurred in Gloucestershire in February 2011, when a junior geologist was inspecting a pit which collapsed on top of him. He suffocated and died. The company, Geotechnical Holdings Ltd, was prosecuted and fined £385,000. An individual director was also charged with common law ‘gross negligence manslaughter’ and another offence under section 37 of the HASAW Act (44). London Law Company, Eversheds, point out that the act has, at its core, the concept of a ‘gross breach of a duty of care by senior management’, and covers business, public sector organisations, and also third sector employers too, including partnerships and trade unions (45). An organisation to which this section applies is guilty of an offence if the way in which its activities are managed or organised – (a) causes a person’s death, and (b) amounts to a gross breach of a relevant duty of care owed by the organisation to the deceased (46). Only in defined situations of ‘emergencies’ does the act not cover first responders, the military, and other crown authorities. Nevertheless, overall in relation to everyday business activities, all organisations, particularly boards and senior managers, appear to be responsible under the act for their employees, property, equipment, and the processes of supplying their goods and services (47). Part of the Corporate Manslaughter Act gives courts the power to issue an additional publicity order that requires a guilty organisation to publish that it has been convicted, the specified particulars of any case, and legal penalties imposed upon them. In addition, companies then could be liable to prosecutions in the country where an incident occurred, or back in the UK for ‘manslaughter on the grounds of gross negligence’.

Employer in the dock

Mark Scoggins is a Solicitor Advocate and London-based environmental law barrister, called to the Bar in 1983. His principal practice is the defence of individuals and organisations in the construction, chemical, transport, waste and water sectors in regulatory and civil cases, particularly in health and safety, corporate manslaughter and environmental domains (50). Scoggins is a popular and entertaining presenter for the Terrorist Information New York Group (TINYg), a leading corporate and law-enforcement networking forum. Mr Scoggins outlined seven major lines of inquiry for companies that may find themselves in court accused of breaches of health and safety-related laws. These are:

What was your job on the day?

Were you relevantly trained to do it?

Did you have a clear plan and procedures?

Did you exercise such emergencies regularly?

Did you get all the support and resources you needed?

Did you do your job properly?

Can you prove it? (51)

Tips for responding to an official investigation

•   Make an assumption that you cannot, and should not, hold anything back. It will be found eventually. Moreover, legal delays cost more. You could also be accused of ‘contempt of court’, which could scupper your case and reputation.

•   Media criticism around a slow response can be particularly virulent. It shows that – perhaps – you or your company have something to hide. Excessive caution can also lead to further civil claims or prosecutions, and will certainly demoralise other employees, clients and stakeholders.

•   During and after a major incident, do ensure that all actions and responses are recorded and officially logged. Keep logs and charts of actions taken and alternatives rejected. Keep them in a safe and retrievable place.

•   There can be no excuse for lack of preparation; if something goes wrong, excuses won’t make a reasonable defence. Contact the HSE if you have any questions or require any clarification (52).

•   According to travel safety expert, Hugh Martin, “Employees should be given simple procedures to follow from the moment planning a trip starts, right through to whenever they return home. They then have a duty to follow those procedures to ensure that contingency plans work in times of crisis” (53). Enough said.

7.8 Protective security approaches to travel security

Not all security executives that are tasked with providing travel safety measures will have formal close protection training. Moreover, not all companies will employ security practitioners to manage staff travel plans. This is even the case when companies are organising major events, such as annual general meetings, in new and riskier locations. We have therefore outlined some of the basic principles of safe travel management in this subsection, for those organising such activities to consider. The following advice has been compiled from analysis of various terrorist and natural disasters that have befallen overseas business travellers. The recommendations are geared principally to security practitioners and organisations that may be taking groups overseas, or running events abroad. But, equally, lone travellers would also benefit from some or all of this preparation.

Routes and transport

Carry out a risk assessment on the location/s beforehand: what is the crime data showing? What are the safer or riskier districts and why? What natural hazards have occurred in the past? What is the road traffic accident rate?

Airports protocol: make sure that the pick-up and/or taxi drivers are NOT holding up executives’ or organisational names – agree a different moniker beforehand.

Rehearse primary, alternative and other emergency evacuation routes. Vary routes if you have VIPs or at-risk groups in transit.

Carry out lots of due diligence and vetting on contract staff, such as in-country drivers and chaperones.

If you are responsible for travel safety, arrive into your location a few days early. Orientate by walking around or taking over-ground transport. Read in-country newspapers to catch daily news and social context. Make a note of, and visit, any medical facilities that you may need to use. Check that they still exist.

As you travel about, make a record of landmarks and potential safe havens.

If you are self-driving, always keep as full a tank of fuel as possible.

Collect business cards of trusted and untrusted individuals.

Accommodation and hotel security

Due diligence: has the hotel been named as a target before? Who runs it and where is the parent company based? Does it have fire ‘sprinkler’ systems? Does it have clearly articulated and practical emergency plans?

Room position: in medium to high risk terrorism environments, consider using a hotel room above the first and second floor level, or above a hotel foyer.

Evacuation and emergency planning: after you check in make yourself and all team members familiar with functioning entrances, exits, and potential evacuation routes, as well as secure internal positions known as invacuation points. Agree a safe and sensible muster point well beyond the location’s periphery, in case of an emergency. Wear clothes suitable for an evacuation scenario at all times, or keep them with you. (Trainers/sneakers will be much more useful than flip-flops in an emergency evacuation.)

In room: lock your door with all possible bolts. Lock your windows and all external doors, particularly if you are on the ground and first two floors, or if you have a balcony.

Social life: be aware of honey traps or people who may try to entice you into a vulnerable situation or location. Be cautious around leaving your drinks unattended in a bar or accepting drinks from a stranger.

Connectivity: keep a fully-charged working mobile phone with you at all times. Consider the benefits of switching off Bluetooth and location trackers in a suspected terrorist or siege scenario.

Information security: leave laptops, mobile phones and work bags fully clean of sensitive data, particularly if you are going to leave them in your hotel room safe.

Counter-terrorism: conduct meetings well away from unprotected glazing. Move away from suspicious groups, individuals or unattended bags, as soon as possible.

Situational awareness: try to sit away from the entrances of bars and restaurants, but retain them in view. Make yourself actively aware of all evacuation points in cafés, bars and restaurants, as soon as possible.

Event and venue security

Reconnaissance: physically visit and check out your visit locations. Verify and decide your movements and routes on the sites beforehand. Be aware of the GEEBS! Avoid being near to unprotected glazing; draw room plans, record and physically test entrances and exits and other evacuation points. Know the whereabouts of bathrooms and holding rooms.

Holding rooms: these are separate rooms for special guests, such as speakers, event chairpersons or other VIPs. They should usually be opaque and not be visible to passing delegates or hotel guests. Ensure that these have ease of access to an evacuation point.

Room bookings: conference, meeting and bedrooms can be booked out a day or two before to seal your location. If you are nervous that your organisation booking rooms may cause undue attention, it is always worth booking the room under another brand name, especially if the audience is by invite only.

Prior notification to the outside world: is it really necessary to tell various adversaries that several dozen wealthy industrialists are going to be bobbing about at a specific public venue (such as a hotel conference centre) at a particular date and time? If you face any sort of risk, consider whether you really do need to publicly advertise your event beforehand? Perhaps let modesty prevail and carry out the great publicity work afterwards.

Empathise with local adversaries: set into the shoes of a local militant group. How do they view your presence? Moreover, is there anything about your company or senior executives’ approach that might have antagonised any local groups? Think laterally. For example, has anybody at the company ever said or written anything that could be construed as offensive in the area that they are visiting? Is their private life likely to increase their risk in this area?

Use technology to assist: Google Earth is an interactive, virtual globe that enables you to find and explore just about any location on our planet and beyond.

7.9 Due diligence

A number of legal background checks are available for security practitioners and all employers, in order to establish the credentials of support staff that they may be wishing to recruit. In the UK, a Standard level Disclosure and Barring Check (formerly known as a Criminal Records Bureau or CRB check) will detail every conviction, including spent convictions, cautions, warnings or reprimands that have been recorded in central police records; or it will state that there is no such information held. An enhanced level check will detail all criminal information, as above, as well as any information which, in the opinion of a Chief Police Officer, might be relevant for the purpose and ought to be included in the certificate. Additionally this level of disclosure will provide clarification as to whether the applicant is banned from working with children or vulnerable adults (54). International criminal checks can also be conducted, usually within three weeks. Costs are a little more expensive, usually between £100 and £200 per case (55). Driver reports are available from the DVLA for a small cost at the time of writing (56). Some companies can be employed to carry out further background checks, perhaps in order to establish enhanced levels of vetting for security operators that may become hired to protect at-risk facilities or persons. Security and counter-terrorism clearance can take around one month to process and may be a requirement for some security sector jobs. The Baseline Personnel Security Standard (BPSS) is defined by HMG, Cabinet Office. “The standard covers Civil Servants, Armed Forces, temporary staff and government contractors”, writes the UK Cabinet Office (57). The BPSS level of screening is required before an individual may be submitted for further CTC, Security Clearance or Developed Vetting. The British Standard for vetting staff who work within the security industry was the BS 7858:2006 but this was replaced by the Security Screening of Individuals Employed in a Security Environment, BS 7858:2012 (58).

IPS’ Passport Validation Service (PVS) began in 2006 to support the business community in preventing fraud. The service is now widely used. According to its website: “Financial services organisations and government departments have benefited significantly from PVS. The service has prevented many fraudulent transactions since its inception and the saving to business has been millions of pounds. It is now a business-critical tool for any organisation where UK passports are presented as proof of identity”. To give some context around the scale of the problem, in 2007, some 290,996 UK passports were reported stolen. PVS is offered to government and private sector organisations that require definite proof of identity. The PVS customer base in the private sector includes high street retail banks, insurance services and mortgage intermediaries (59). Other useful data is freely available online: the US Transport Security Administration produces a long list of several thousand passengers barred from flying on civilian aircraft due to terrorism concerns under a published No Fly List (60).

Chapter 7: Wrap-up

In closing this chapter on Safe Business Travel, we reflect on some of the approaches and attributes that will help your company gain the competitive edge. These include:

1.   Although growth of digital media and VOIP platforms has provided far greater and cheaper facilities for telephone conferencing, business travel volume does appear to have significantly increased since the millennium. This provides excellent new prospects for security entrepreneurs to offer chaperoning, travel management and advisory services.

2.   Clients may not expect their security contractors to deploy a personal army at times of crisis. But they will fairly expect that all security practitioners possess at least some live contacts on speed-dial within larger risk consultancy companies and specialist insurance houses.

3.   Ensure that clients are fully aware of the range of legal inquiries, sanctions and penalties that are now in place to punish those employers who do not offer a ‘duty of care’ approach to staff who travel overseas on business.

4.   Provide briefings and advice drawn from prior lessons of business travel incidents, in order to inform clients about the tangible risks of business travel, and various risk mitigation options open to them.

5.   Familiarise yourself with the vast array of decent quality FREE open-source information from government websites, trade bodies and private sector experts, to help your own organisation’s bottom line.

References

1)   Newman, R., (2014), ‘THE RISKS FACING INTERNATIONAL BUSINESS TRAVELLERS AND THEIR EMPLOYERS; IN PARTICULAR, WHETHER BUSINESS TRAVELLERS SHOULD BE TRACKED’

2)   Ibid.

3)   HMG Passport Office online was accessed on 10/03/2015 at: www.gov.uk/renew-adult-passport

4)   EHIC online was accessed via the UK NHS online on 10/03/2015 at: www.nhs.uk/NHSEngland/Healthcareabroad/EHIC/Pages/about-the-ehic.aspx

5)   Wanderlust Travel Magazine online (30/04/2013), ‘British FCO to drop Locate service’, accessed and downloaded on 10/03/2015 at: www.wanderlust.co.uk/magazine/news/fco-to-drop-its-locate-service

6)   FCO online ‘Travel Abroad’ section was accessed on 10/03/2015 at: www.gov.uk/foreign-travel-advice

7)   FCO and UKTI Overseas Business Risk website was accessed on 10/03/2015 at: www.gov.uk/government/collections/overseas-business-risk

8)   OSAC’s website was accessed on 10/03/2015 at: www.osac.gov/Pages/Home.aspx

9)   Tripadvisor, Moscow Travel Forum, was accessed and downloaded on 10/03/2015 at: www.tripadvisor.co.uk/ShowForum-g298484-i718-Moscow_Central_Russia.html

10)   InterNations, Expat Guide Moscow for working and living in Moscow was accessed on 10/03/2015 at: www.internations.org/moscow-expats/guide

11)   FCO (2014), ‘Support for British Nationals Abroad’, accessed and downloaded on 10/03/2015 at: www.gov.uk/government/uploads/system/uploads/attachment_data/file/317474/FCO_Brits_Abroad_2014.pdf

12)   Jeremy Browne MP (2011), Speech accessed and downloaded on 10/03/2015 at: www.publications.parliament.uk/pa/cm201011/cmhansrd/cm110330/wmstext/110330m0001.htm

13)   Interview with Brett Lovegrove, CEO of CSARN, undertaken by the author on 10/03/2015 via email

14)   Cited in Patient.co.uk, accessed and downloaded on 10/03/2015 at: www.patient.co.uk/doctor/malaria-pro

15)   Médecins Sans Frontières (MSF) online was accessed on 10/03/2015 at: www.msf.org.uk/

16)   International Federation of Journalists (n.d): ‘Danger: Journalists at Work’: Provides advice to reporters around global hotspots, personal safety and crisis responses. Website accessed on 12/04/2012 at: www.ifj.org

17)   Project Sapphire - the Metropolitan Police Service run Project Sapphire aimed at improving rape investigation and victim care. Project Sapphire can put you in touch with local police and support services back in the UK: www.met.police.uk/sapphire

18)   Author interview with Dr Nicole Lipkin, CEO of Equilibria, Philadelphia, on 16/09/2014

19)   Op. Cit. IFJ

20)   BBC World Service programmes can be accessed at: www.bbc.co.uk/worldservice/programmeguide/

21)   Safe from Scams website (2013) was accessed on 13/04/2013 at: www.safefromscams.co.uk/TravelScamsCategory.html   and: www.safefromscams.co.uk/NigerianScamsCategory.html

22)   Detained in Dubai, support group for alleged victims in the UAE: www.detainedindubai.org

23)   Telegraph online (09/06/2009), ‘British engineer’s daughter jailed in UAE for sleeping with boss’, accessed and downloaded on 10/03/2015 at: www.telegraph.co.uk/news/worldnews/middleeast/unitedarabemirates/5486730/British-engineers-daughter-jailed-in-UAE-for-sleeping-with-boss.html

24)   Open Australia online (19/09/2012), accessed and downloaded on 10/03/2015 at: www.openaustralia.org.au/senate/?id=2012-09-19.67.1

25)   EssentialTravel.co.uk, accessed on 10/03/2015 at: www.essentialtravel.co.uk/travelinsurance/terrorism-travel-insurance/

26)   Ibid.

27)   Commercial Risk Europe (27/11/2014), ‘UK government plans to ban kidnap insurance and ransom payouts’, accessed and downloaded on 10/03/2015 at: www.commercialriskeurope.com/cre/3799/15/UK-government-plans-to-ban-insurance-kidnap-and-ransom-payments/

28)   Insurance QnA online (2015), ‘Does my employer have to provide travel insurance?’, accessed and downloaded on 10/03/2015 at: www.insuranceqna.com/travel-insurance/does-my-employer-have-to-provide-travel-insurance.html

29)   Interview with anonymised corporate security director at a global investment bank conducted in the City of London on 23/10/2014 by this author

30)   City Security and Resilience Networks (CSARN) ‘Security Risk Monitor’, can be accessed via subscription at: www.csarn.org   and FCO booklet ‘Support for British National Abroad’

31)   Reuters (2011), ‘Kidnap and ransom: negotiating lives for cash’: interview with John Chase at AKE, risk advisory firm in London, accessed and downloaded on 13/04/2015 at: www.reuters.com/article/2011/02/17/us-crime-kidnap-ransom-idUSTRE71G3U520110217

32)   Cited by AON Insurance speaker at CSARN Safer Business Travel Briefing in City of London on 04/11/2010, accessed and downloaded on 10/03/2015 at: www.csarn.org/nov4saftrv.html

33)   Perlberg, S., (12/12/2013), ‘The 20 Countries Where People Get Kidnapped The Most’, Business Insider online, accessed and downloaded on 10/03/2015 at: www.businessinsider.com/top-20-countries-by-kidnapping-2013-12

34)   Havoscope Black Market database: kidnap and ransom, accessed and downloaded on 11/12/2012 at: www.havocscope.com/black-market/human-trade/kidnap-and-ransom/

35)   Interview with kidnapped Canadian businesswoman Julie Mulligan, accessed and downloaded on 10/03/2015 at: www.journalpioneer.com/Living/People/2009-08-17/article-1382758/Despite-ordeal,-Julie-Mulligan-believes-in-Rotary-mission/1

36)   The Guardian (27/03/2009), Desperate French workers resort to kidnapping bosses to force redundancy negotiations’, accessed and downloaded on 10/03/2015 at: www.guardian.co.uk/world/2009/mar/27/bossnapping-france-workers-fight-layoffs

37)   News story was accessed and downloaded on 10/04/2012 at: www.nairaland.com/nigeria/topic-459085.0.html

38)   InfoLiveTV (27/08/2008), ‘Israeli Businessman Abducted at Gunpoint in Nigeria’, accessed and downloaded on 10/03/2015 at: www.youtube.com/watch?v=Zy1ElIQX

39)   USA Today (27/08/2008), ‘Israeli businessman kidnapped in Nigeria’, accessed and downloaded on 01/03/2015 at: http://usatoday30.usatoday.com/news/world/2008-08-27-9814701_x.htm

40)   PSNI (2012): Kidnap prevention advice from the Police Service of Northern Ireland, accessed and downloaded on 12/04/2012 at: www.psni.police.uk/advice_tiger_kidnap.pdf

41)   Ibid

42)   Health and Safety Executive and IOD: ‘Leading Health and Safety at Work: leadership actions for directors and board members’, accessed and downloaded on 12/04/2012 at: www.hse.gov.uk/corpmanslaughter/about.htm

43)   Martin, H., (2012), ‘The Corporate Manslaughter Act’, accessed and downloaded on 12/04/2012 at: www.apbusinesscontacts.com/the_people_bulletin-pb_4/disaster.aspx

44)   Eversheds (2011), ‘Gloucestershire firm fined £380,000 over trench death’, accessed and downloaded on 12/04/2012 at: www.eversheds.com/uk/home/articles/index1.page?ArticleID=templatedataEvershedsarticlesdataenIndustrial_engineeringCotswold_Geotechnical_Holdings_Limited_sentenced

45)   Ibid.

46)   Ibid.

47)   Ibid.

48)   Birds Solicitors online (2012), ‘Gross Negligence Manslaughter’, accessed and downloaded on 12/04/2012 at: www.birds.eu.com/serious_crime/corporate_manslaughter

49)   Health and Safety Executive online

50)   Fisher, Scoggins, Waters online (2015), ‘Mark Scoggins, Leader in Health and safety and Environmental law’, accessed and downloaded on 13/03/2015 at: www.fisherscogginswaters.co.uk/about-the-team/mark-scoggins

51)   Cited from Mark Scoggins speech to TINYg conference, London, on 08/10/2012, agenda can be accessed and downloaded at: www.tinyg.info/Tinyg%20London%20brochure%202012%20small%20(8).pdf

52)   HSE can be contacted at: www.hse.gov.uk/contact

53)   Op. Cit., Martin, H.

54)   CRB Screening was accessed and downloaded on 12/04/2015 at: www.cbscreening.co.uk/enhanced-crb-check

55)   CRB international criminal checks was accessed and downloaded on 12/04/2015 at: www.cbscreening.co.uk/international-criminal-checks

56)   DVLA Reports are available from: www.cbscreening.co.uk/dvla-reports

57)   HMG (2014), ‘Baseline Personal Security Standard’, accessed and downloaded on 15/03/2015 at: www.gov.uk/government/publications/government-baseline-personnel-security-standard

58)   Agenda Security Services (2013), BS7858 has changed’, accessed and downloaded on 16/03/2015 at: www.agendasecuritynews.co.uk/bs-7858-has-changed-are-you-aware/

59)   HM Passport Office website was accessed and downloaded on 16/03/2015 at: www.ips.gov.uk/cps/rde/xchg/ips_live/hs.xsl/563.htm

60)   Transport Security Administration (2015, ‘No Fly List’, was accessed on 16/03/2015at: www.no-fly-list.com/index.php