Clear communication is essential to surviving overseas crises, says Mike Penrose.

Taking a business overseas can be a pivotal objective in any corporate growth strategy, increasing the potential to reap windfalls in previously untapped markets.

It may also prove to be a real headache or, worse, the death knell for any mid-tier company if it is unprepared.

As a business expands its range of international sites, the odds of branches encountering security risks may increase.

Therefore, management must have the ability to ensure its security and contingency strategies keep up with this rate of expansion.

The key to business continuity following a security breach is clear communication.

For example, should a call centre be shut down as a result of environmental disaster, siege, or conflict outbreak, how can management ensure they remain in contact with personnel and, at the same time, keep operations running smoothly?

This process must begin when researching or considering international expansion.

While a company may be focused on potential profits and prospects when looking at a suggested overseas location, it is vital for health and security issues to remain a top priority.

Contingency plan 

Establishing communication with a local, reputable source on the ground is invaluable.

Through these lines, management can paint a picture of the environment they may wish to enter, in terms of socio-political and health risks and the likelihood of a natural disaster.

From this information, it is possible to devise a contingency plan covering all eventualities, which should include a range of scenarios and not assume anything is general knowledge.

It is important to remember there should never exist a ‘one-size-fits-all’ strategy applied across international sites, as the nature and severity of risks between countries will differ considerably.

While there are common security factors a business must take into account before conducting a move overseas, it is ill-advised to generalise or pre-suppose risks.

Inadvertent offence 

Security, in particular, requires a different approach between regions and can often be gauged by the customary behaviour or prevalent religious beliefs found therein.

This is particularly the case in Middle Eastern regions, where there are many ways Western workers can inadvertently cause offence, placing them at risk.

Following a move overseas, a consistent and highly operational standard of communication must be maintained across the entire network of sites.

At this stage, a business may employ higher volumes of travelling or expatriate staff with the challenge of keeping track of individuals becoming a disproportionate one. Having this ability is the crux of international operations, however, and must never be under estimated.

Should a foreign operation be located near the centre of an escalating threat, such as natural disaster or military action, complete evacuation of the site may be a necessity.

Breach in security 

The task then, is for head and regional offices to keep track of the whereabouts and wellbeing of staff to ensure they remain safe.

Alternatively, employees must be briefed to contact international offices, to keep management informed as to their whereabouts.

To allow business processes to continue smoothly following a breach in security, the operations of an affected site must be transferred to another location until the branch can resume as normal.

Should a call centre be rendered inoperable following an environmental disaster, for example, management must have a strategy in place to perhaps, re-direct any incoming traffic to another office or spread them out across several.

It falls on a business to ensure functionality does not waver in the event of a crisis and for this to be accomplished at speed.

While insuring a business survives a crisis, however, the safety of workers must never take a back seat.

Knock-on effect 

The Indian Ocean earthquake of 2004 is a stark reminder of how easy it is for a business to lose a large proportion of its workforce.

The quake had a knock-on effect, triggering many tsunamis along the coast, killing roughly 230,000 people in 11 countries.

With many companies looking to establish operations in India, this is a very real threat which must be thoroughly considered before making a move.

Setting up shop in untapped markets may be seen as an attractive proposition, but requires in-depth planning and focus.

The real task is making sure the consistency of communications between regional offices is well maintained, so in the event of a security breach anywhere in the world, a business can survive with minimal disruption and harm to employees.

Mike Penrose is a Regional Director for International SOS, the world’s leading international medical and security assistance company.

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