Country Evacuation Planning Guidelines

Report No. 472

September 2012
(Version 1.1)

International Association of Oil & Gas Producers

ublications

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Country Evacuation Planning Guidelines

Report No: 472

September 2012

Revision history
Version

Date

Amendments

1.1

September 2002

Minor change to page 1, paragraph 3

1.0

September 2012

First release

International Association of Oil & Gas Producers

Acknowledgments
This document was produced by the OGP Security Committee.

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Country Evacuation Planning Guidelines

Contents
1 - Introduction

1.1 Responsibilities.........................................................................................................................................1
1.2 Local Staff..................................................................................................................................................1
1.3 Authority to Evacuate..............................................................................................................................1

2. Concept of Operations

2.1 Non-Essential Personnel..........................................................................................................................2

2.2 Evacuation Decision and Risk Assessment Process...............................................................................2

3. The Warden System

4. Emergency Evacuation (General)

4.1 Emergency Evacuation Strategy .............................................................................................................2

4.2 Phased Evacuation...................................................................................................................................2
4.3 Immediate Evacuation..............................................................................................................................2
4.4 Shelter in Place.........................................................................................................................................3
4.5 Assembly Points/Staging Areas..............................................................................................................3
4.6 Passports/Tickets/Essential Items.........................................................................................................3
4.7 Medical/First Aid......................................................................................................................................3
4.8 Missing Personnel.....................................................................................................................................3

5. Crisis Command Centre (CCC)

5.1 CCC Equipment ......................................................................................................................................4

6. Communications

7. Training/Briefing

8. Threat Levels

8.1 Triggers Points/Tripwires .......................................................................................................................7

9. Reception Arrangements

10. Post Crisis/Reviewing the Plan

10.1 Re-entry Triggers Points/Trip Wires....................................................................................................9

10.2 Plan Review.............................................................................................................................................9

11. Operational Aide-Memoire

Appendix A: Threat Level Example Aide Memoire

11

Stage One Low Threat Caution.......................................................................................................... 11

Stage Two Medium Threat Alert........................................................................................................12
Stage Three High Threat Emergency.................................................................................................13
Stage Four Operation Shutdown Crisis.......................................................................................14

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Country Evacuation Planning Guidelines

1 - Introduction
If a countrys situation deteriorates, for whatever reason, to a
degree where the safety and security of employees and their
dependants are endangered, it may become necessary to
implement additional security procedures. This may involve
suspending or curtailing normal operations, and may result
in the need to facilitate the evacuation of personnel out of
the country to a safe destination. It is envisaged that such a
deteriorating situation will manifest itself as either:
A Gradual Deterioration: Whereby Member
Company has sufficient time to conduct a gradual
and phased evacuation
A Sudden Deterioration: Little or no warning
whereby staff may have to remain in situ, assess the
situation and then respond accordingly.

Tasks may include, but should not be limited to:

Establish communication links with reliable, wellinformed sources of information. (The provision
of accurate and timely intelligence regarding
the situation is essential before informed decisions
can be made).
Evaluate the information and assess the nature and
degree of the threat to any employees, dependant
or assets.
Formulate and execute a suitable strategy, based upon
the evaluation made of all information to facilitate the
most appropriate course of action to take in response
to the situation.
Whilst maintaining the necessary flexibility, execute
the agreed strategy

Each set of circumstances will require a different response

in terms of evacuation planning. In addition any evacuation
plan must be flexible enough to adjust to the confusing and
changing circumstances inherent in such situations.

The CMT should always, if possible, be established early. It

should also be recognised that the process may be protracted
and may last many days. CMT planning should take this
into account.

This document is designed to provide guidance and

direction to management and personnel in the planning and
preparation required to manage an evacuation of personnel,
and/or approved dependents, from the impacted country.

1.2 Local Staff

As early as possible a policy and strategy for local staff during
an evacuation scenario should be developed. Local Staff often
play a pivotal role during an evacuation or crisis situation
and should always be included in Crisis Management teams
and discussions.

The Plan provides direction for various levels of emergencies,

from those requiring slight changes in routine to those
necessitating the complete evacuation of expatriates and
their dependents from the country.

1.1 Responsibilities

1.3 Authority to Evacuate

The evacuation process should be implemented and managed

by the Crisis Management Team (CMT), under the
direction of the Country Senior Manager or a nominated
deputy.

Authorisation to activate the evacuation plan should rest

with the Country Senior Manager, (Crisis Manager) or their
specific designee assisted by the CMT. This decision should
be done in conjunction with external senior management.

The key responsibilities of the CMT should ensure:

The safety and welfare of all personnel (Duty of Care)
Minimise the impact of any emergency situation on
assets and property
To maintain continuity of the business at all
stages of the evacuation, temporary living, and
repatriation process.
The planning and management of the
evacuation process

In the absence of both the Country Senior Manager and their

Deputy, the CMT (or other approved body) should assume
the lead and activate the evacuation plan. All decisions
should be supported by external senior management.
Local staff should be kept informed of all changes to the
security situation via a number of means, including a
Warden/Call Tree System.

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2. Concept of Operations
Member Companies should maintain contacts with all
relevant authorities and obtain information that may
assist in timely and accurate decision-making. They should
also regularly evaluate this information to ensure that the
appropriate level of awareness is maintained and they are in a
position to respond rapidly to changing events.

There are two separate scenarios to be considered:

Gradual Deterioration:

This scenario may require the phased repatriation of

personnel. This may be in the form of a pre-planned holiday
or voluntary exit from the country, or an unplanned exit
from the country as authorised by the Country Senior
Manager, and should primarily be by air using scheduled
airline services.

In all cases the decision to evacuate personnel should take

precedence over all other information, including information
from Home Country Embassies or Consulates, but only if
safe to do so.

Sudden Deterioration:

In the event that information is received which suggests that

the evacuation of personnel may be prudent, the Country
Senior Manager or their Deputy will activate the CMT, to
assist in the evaluation of the prevailing situation.

This scenario may require an immediate evacuation of

personnel, or a stand fast order until the situation can
be assessed. The preferred method of evacuation is by air
using commercial passenger airlines. If these means are not
available, alternatives will be sought.

Member Companies should consider operating a staged

security assessment process, which will assist and facilitate
in the preparation, planning and decision-making process for
the CMT regarding the need for evacuation. For the purpose
of this document, a four stage process is used.

2.1 Non-Essential Personnel

Non-essential personnel are those employees who have
been previously identified as having roles that are not
critical to maintaining the day to day business. These staff
and dependents should be pre-identified. Consideration
should also be given to health, age and family status when
considering non-essential personnel.

Within these two evacuation scenarios (gradual and sudden),

4 subsets are envisaged. These should be separate and distinct
from the general security country risk ratings. You may wish
to use 3 or 5 subsets, however the principle remains the same.

The primary evacuation destination will be to a place of

safety, or if possible, to the evacuees home country to live
at their own residences or with family. Where possible this
should be pre-designated

2.2 Evacuation Decision and Risk

Assessment Process
In order to ensure that the CMT responds appropriately to
prevailing or developing circumstances a number of factors
should be taken into consideration.

Level

Possible Action

One

Low

(Caution)

Evacuation Preparation

Two

Medium

(Alert)

Evacuate Dependants

Three

High

(Emergency)

Evacuate Non-essential
Personnel

Four

Operation
Shutdown

(Crisis)

Evacuate Essential
Personnel

The CMT should form and meet on a regular basis once

Security Stage 1 is reached.

Regular security advice should be obtained from a number

of sources. These should include but are not limited to:
Global Security
Regional Security
Government Security Agencies and
local security contacts
Local appropriate Embassies
Peer Companies
Open Source Material
All information should be vetted for reliability and
contextualised, trying where possible to assess the impact on
operations and staff.
2

Stage

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Country Evacuation Planning Guidelines

3. The Warden System

The Warden System is the method of communication with
employees and their approved dependants and visitors in the
event of any emergency situation, including evacuation. The
communication network should ensure that expatriates are
informed of significant events, cautions, and instructions
relating to security and safety.

The CMT is responsible for initiating messages through

the Warden System for onward communication. The Local
Security Manager (or other) should be charged with the
responsibility of maintaining the expatriates contact list,
appointing Warden Managers, explaining the system, and
keeping track of the expatriates presence in country as well as
any family guests Person on Board (POB) list. Accordingly,
each expatriate is responsible for advising the Local Security
Manager of travel plans or absences from country and any
guests present in their household.

Additionally, the Warden System is used for upward

communication of questions and concerns. Messages should
be passed primarily via SMS, e-mail and verbally. The Warden
System may also be extended to local national Employees,
although different information may be communicated.

The Warden System should be used to:

Communicate implementation of the evacuation plan
Account for all personnel
Notify personnel of critical information
Notify personnel of required actions
Track and control the movement of personnel
throughout the evacuation process

The Warden System is an official channel of communication

and it is important that the integrity of messages is maintained.
Messages should be relayed in their entirety, exactly as told
without the addition of speculative or rumored items and
without deletion of any part of the message.

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4. Emergency Evacuation (General)

The Country Senior Manager, in consultation with the
CMT, should decide if the evacuation will be phased
or immediate. Emergency evacuation of non-essential
personnel should be considered once Security Stage 2 is
reached. This decision should be supported by external
senior management.

In a Phased Evacuation, commercial airlines on scheduled

flights should be utilised.
Your Travel Department (or other responsible body) should
coordinate the booking of seats and the issuing round trip
tickets. Economy seating should be utilised if business travel is
unavailable, or only available on a later flight. Timing of travel
should take precedence over any class-of-travel concerns.

4.1 Emergency Evacuation Strategy

The Warden System should be used for notifying evacuees

of their departure details. Personal documentation and
possessions should be carried in accordance with distributed
guidelines. Phased evacuees should assume that a normal
amount of travel luggage will be allowed, unless told
differently through the Warden System.

All evacuation strategies should be based on a number of

possibilities as often the preferred method of evacuation,
which is usually air may not be available. Road and maritime
routes, if feasible, should also be explored.

Commercial Air

4.3 Immediate Evacuation

Commercial flights are the preferred method for evacuation

as long as they are functioning safely and there is an
acceptable level of risk in transporting evacuating personnel
to the airport(s). The CMT should work closely with the
Travel Department in the early stages of any evacuation
sequence to arrange all local and international travel.

If immediate evacuation is ordered, the Country Senior

Manager, or other authorised body, should decide if any
specific personnel or groups of personnel should be afforded
higher priority for evacuation. This decision should be
based upon an evaluation of risk and danger to any specific
employee group. The guiding principles of any phased
evacuation should be:
Higher-risk people leave first
First-available seating will be utilized, regardless of
class of travel.

Charter

Charter flights should not routinely be used for an

international evacuation. However if commercial aircraft
are unavailable, then this might become a necessity. A
number of commercial companies can provide for a single
point for assessing the availability of charter aircraft, and if
necessary arranging charter.

In an Immediate Evacuation, commercial airlines on

scheduled flights should be utilized. Should commercial
airlines not be available, alternative method of evacuation
should be considered.

Evacuation Providers

A number of commercial companies provide full evacuation

services. Commercial arrangements for these services
are drawn up prior to the possible evacuation and when
needed are invoked. Careful attention should be paid to the
contracted services and their actual provision.

The Travel Department (or other responsible body) should

coordinate the booking of seats and the issuing round trip
tickets.
The Warden System should be used for notifying evacuees
of their departure details. Personal documentation and
possessions should be carried in accordance with distributed
guidelines.

4.2 Phased Evacuation

The Warden System should be used for notifying

employees to prepare for immediate departure. Personal
documentation and possessions will be carried in accordance
with the guidelines.

If phased evacuation is ordered, the Country Senior

Manager, or other authorised body, should decide if any
specific personnel or groups of personnel should be afforded
higher priority for evacuation. This decision should be
based upon an evaluation of risk and danger to any specific
employee group. The guiding principles of any phased
evacuation should be:
Higher-risk/non essential people leave first,
consideration should be given to medical/health issues
First-available seating should be utilised, regardless of
class of travel.
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4.4 Shelter in Place

4.6 Passports/Tickets/Essential Items

In the event the security situation becomes untenable and

the determination is made that transporting personnel out
of the country places those personnel at unacceptable risk,
the Country Senior Manager and CMT may implement a
Shelter in Place or Stand fast strategy.

The following lists those items recommended to be available

at immediate notice; when required they should be placed
suitably sized soft bag or backpack. These items include, but
are not limited to:
Passports/Visas
Marriage Certificate (if applicable)
Birth Certificates (if applicable)
Insurance policies
Drivers license
Cheque books
US/UK/Euro currency (small amount)
Medical/Dental records
Immunisation records
Credit cards
Critical prescription medication
Personal hygiene items
General personal items
Cell Phone/charger (Sat phone if in your possession)
Water
Food (Energy Bars)
Torch
Change of clothing/waterproof

With the Shelter in Place strategy, the CMT via the

warden system should advise all personnel expatriates to
initially stay within their lodgings rather than risk exposure
by evacuating.
If dictated by imposed curfew or conditions in the street, all
personnel should remain in their residences and maintain
radio/phone communication with each other and the CMT.
Information about the situation in the country may be
available through local media outlets (Member Companies
are encouraged to provide in advance lists of known reliable
sources relevant for the region). It is advised that each
apartment should have a battery powered short wave radio
as back-up in case of extended power outage. Essential food
and water supplies should also be maintained particularly in
locations determined as High Risk.

4.5 Assembly Points/Staging Areas

In the event of an immediate evacuation it may be prudent
for all staff to muster at a single point, or a number of
points, prior to evacuation. These should be pre- identified,
international hotels can often be utilised for this function.
However the choice will be dependent on the security
situation, logistics and availability. Consideration should be
made when selecting popular hotels as other companies or
organisations may be doing the same.

Baggage per person should not exceed 1 x suitcase and cabin

baggage.

4.7 Medical/First Aid

Where possible there should be a medical/first aid capability
at all stages of the evacuation process

Route selection to and from the staging areas is an important

consideration, alternative routes should also be considered.

4.8 Missing Personnel

The CMT should report those persons who are unaccounted
for. Depending on the evacuation timing, the Country
Senior Manager and the CMT should make the final
decision to suspend the search and complete the evacuation,
it should be taken into consideration that missing personal
may be ill or injured. A strategy should be agreed for dealing
with staff which refuse to leave.

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5. Crisis Command Centre

(CCC)

6. Communications

In the event of a regional issue or incident a CMT should

operate, if possible, from a local CCC. The location of this
should be pre-determined and will depend on the local
security situation. The primary CCC should be used until
such time as it is considered unsafe for continued operation,
at which time the alternate CCC should be activated.

Where possible multiple communication methods should be

utilised. Examples would be:
Landline
Email
Cell/mobile phones (SMS and out of country SIMs)
Satellite Phones (differing models)
Fax machines
Data satellite links
Long & Short wave radios
Skype/VOIP
Access to social media sites

5.1 CCC Equipment

The CCC should be equipped, where possible, with:
Emergency plans and procedures,
The warden communication system,
Telephone directories,
A log book to record events,
Office stationery,
Copier,
Maps,
TV, am/fm radio,
Land lines,
Conference facilities,
Satellite phone,
Access to Member Companys network
Video equipment (if available)

Use multiple Communication methods:

Systems & Plans

7. Training/Briefing

Office Resources

Prior to deployment to at risk countries all staff should

be briefed as to the possibility of evacuation and their roles
and responsibilities if an evacuation becomes necessary. In
addition regular table top exercises, using various scenarios,
should be conducted with the CMT to ensure all are familiar
with the plan, the necessary equipment, and their various
responsibilities. Deputies should always be nominated and
exercised. This should be outlined in the evacuation plan.

Communication Tools

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Country Evacuation Planning Guidelines

8. Threat Levels
Threat level 2 Alert Medium Threat

The evacuation strategy involves defining threat levels based

on the growing seriousness of the situation starting with
threat level one.

Threat Level Two (2) Alert (Medium Level)

Example, include but are not limited to:

Each ascending threat level represents an escalation in the

situation. The Strategy should entail a phased evacuation
starting with dependants and ending with essential staff
based upon the level of threat.

Large scale movement of disgruntled and disaffected people

into urban areas.
Increased vulnerability of residential areas. Travel between
areas difficult and hazardous.
Power cuts, food and water shortages power disruptions
lasting for extended periods. Basic foodstuffs scarce.

An example would be:

Stage

Level

One

Low

(Caution)

Evacuation Preparation

Two

Medium

(Alert)

Evacuate Dependants

Three

High

(Emergency)

Evacuate Non-essential
Personnel

Four

Operation
Shutdown

(Crisis)

Evacuate Essential
Personnel

Business disrupted Nationalist protests, local and / or expat

staff suffers from intimidation.

Possible Action

Minorities (Westerners) targeted on an increasing scale.

Incidents becoming widespread and commonplace.
Increase in bomb threats/security incidents
Increased intensity of state sponsored demonstrations
Isolated incidents of local unrest
Unauthorised demonstrations take place challenging authority
Government warnings on TV & radio restricting movement
Advice from relevant Embassy to evacuate dependants

Normally the situation is expected to graduate in sequence

through the threat levels but it may be that the situation
escalates quickly to a higher level. If this occurs you should
carry out the specific duties for the appropriate threat level
and for all lower threat levels.

Threat Level 3 Emergency High Threat

Threat Level Three (3) Emergency (High Threat)
Example, include but are not limited to:

8.1 Triggers Points/Tripwires

Civil insurrection violence aimed at officials and

representatives of the government. Destruction of specific
government buildings. Riots and looting.

Establishing escalation indicators or Tripwires is an

important step in understanding the changes that are
occurring which may precipitate an evacuation. Your
own organisation risk appetite/tolerance will drive these
indicators. However examples could include:

Major natural disaster Cyclones, floods, fires, earthquakes,

crop-failure and outbreaks of disease.
Firearms used by and against security forces in urban areas.
Inability of the government to guarantee security.
Substantial desertions from security forces, lack of response
to emergency situations.
Dramatic crime increase aimed at the wealthy.

Threat level 1 Caution Low Threat

Minorities (Westerners) specifically targeted

(residences and businesses).

Threat Level One (1) Caution (Low Threat)

Large scale military mobilisation

Example, include but are not limited to:

Curfews and martial law implemented

Small-scale demonstrations and spontaneous violence within

the capital area.

Advice from relevant Embassy to evacuate non-essential personnel

One off serious security incidents

The perceived ability of authorities to control outbreaks quick
response to incidents and effective crowd control.

Threat Level 4 Crisis Operational Shutdown

Nationalist Propaganda - Government sponsored

Threat Level Four Crisis (Operation Shutdown)

Government approved demonstrations

Example, include but are not limited to:

Media/ Gov warnings regarding increased social disorder

Military hostilities factional infighting (coup detat). Civil war

or armed conflict

Acts of random violence and destruction of property

Hostile and dangerous environment. Travel around region very

difficult. Curfews and martial law enforced by security forces.

Embassies issue travel advisory warnings

Ethnic-Religious protests

Business continuation becomes impossible or unrealistic.

Advice from relevant Embassy to evacuate all personnel.
Embassies close down

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International Association of Oil & Gas Producers

9. Reception Arrangements
In order to ensure that all the needs of the evacuated
personnel are addressed, a reception plan should be compiled
outlining the reception process and the issues, which may
need addressing. This plan should be implemented in
the country/area receiving the evacuated personnel prior
to their arrival.

10. Post Crisis/

Reviewing the Plan
In the aftermath of a crisis, in cases where events have taken a
mental and physical toll on staff, the offering of professional
counselling should be considered.

10.1 Re-entry Triggers Points/

Trip Wires
Following evacuation the examining of reverse trigger
points should be considered, in general this involves looking
for events which will assist you in making a return decision.
It should be noted that the country may have changed
considerably during the evacuation process. Factors and
the decision that will influence your return should be
documented. The team involved in the decision to evacuate,
should be involved in the re-entry decision

10.2 Plan Review

At the earliest opportunity the evacuation plan should
be reviewed and amended based upon your experiences.
Other country evacuation plans should also reflect
your experiences.

11. Operational AideMemoire

When dealing with the operational planning of the run up
to, and the actual evacuation, an Aide-Memoire may prove
to be a useful planning aid, an example of which can be
found in Appendix A.

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Country Evacuation Planning Guidelines

Appendix A: Threat Level Example Aide Memoire

Stage One
Low Threat
Caution
Description: Political security
environment has deteriorated
and events have occurred,
which threaten the general
safety of foreign nationals.
Examples: Political instability,
civil unrest outside the capitol,
limited civil unrest within
the capital, such as peaceful
demonstrations,
limited
targeting of ethnic minorities,
degree of organisation behind
unrest, authorities in control
of situation.
CMT: The CMT should
engage in the planning process.
Actions to be considered:

Local Management

Crisis Management Team

Security Issues

Human Resources Issues

Communications Issues

Logistics /Transportation
Issues

All Employees &

Dependants

1. Liaise with the CMT

1. Meet to evaluate the

situation and review
the Evacuation
Response Plan

1. Review the physical

security of facilities,
offices, and
residences

1. Confirm data on
expatriate employees
and pass onto
Embassies and HQ

1. Contact transport
providers and ensure
they are available for use

1. Review residential and

personal security
arrangements

2. Contact factual
information sources,
i.e. security firms,
Embassy, locals,
other companies

2. Liaise with
information sources
and provide security
briefs to CMT on
current situation and
an assessment of
likely outcomes

2. Remind employees to
become familiar with
the Emergency Plan

1. Identify and source all

means of
communication
including -telephones,
hand-phones, E-mail,
Fax, Radios, Pagers,
Satellite phones,
runners

2. Assess privately owned/

leased and company
transport availability

2. Review Evacuation
Response guidelines

3. Identify alternative
transportation

4. Know contact details

and whereabouts of
other families within
your designated Safe
Haven group

2. Feasibility study to
prepare for reception
of evacuated
personnel
3. Arrange transfer of
emergency funds for
expatriates

3. Identify triggers for

escalating phases of
evacuation
4. Test the Warden/ Safe
Haven Communication
System
5. Update employees
and dependants on
current situation
6. Issues appropriate
advisories and
encourage feedback
7. Identify Hotels, Safe
Havens, Assembly
points, Embarkation
points and Reception
Points
8. Ensure company
records are categorised
according to
confidentiality,
backed-up and consider
data transfer to HQ
9. Categorise essential
and non-essential
personnel
10. Identify local nationals
to take over key roles

3. Brief dependants and

employees on general
security awareness
4. Identify reliable
security firm for
additional security
needs e.g. convey
escorts, guards etc
5. Co-ordinate the
distribution of up to
date maps to all
employees showing
Safe Havens,
Assembly Points and
Embarkation Points

3. Obtain updated
airline schedules
4. Confirm with
pre-arranged hotels
concerning
occupancy levels
5. Pre-arrange visas to
ensure staff can
depart to chosen
destinations
6. Compile list of
temporary expatriate
visitors and update
records
7. Liaise with HQ to
finalise reception
arrangements for
evacuees
8. Liaise with schools
to establish their
emergency plans,
obtain contact details
9. Liaise with schools
and brief dependants
on school closures
and openings

2. Co-ordinate the
distribution of
Communications
equipment
3. Ensure all are briefed
on the deployment and
correct use of the
Communications
equipment; including
correct radio
procedures and
discipline
4. Test all Communications
equipment and the
Warden/ Safe Haven
Communications
System Network
5. Throughout the crisis
period establish and
maintain
communications with:
H.Q., Embassies,
Schools, Residences,
Information providers
and service providers.
Obtain list of schools
attended by expatriate
children

Financial Issues
1. Ensure ready cash
source for purchase of
emergency supplies
and hotel
accommodation
funding
2. Distribute emergency
funds
3. Liaise with HQ

4. Ensure adequate fuel

supplies are obtained
and stored
5. Vehicles to be kept
refuelled
6. Distribution of emergency
supplies to residences
7. Ensure adequate food,
water and medical
supplies are assembled
and available for
distribution

3. Check Passport validity

5. Inform Safe Haven

Supervisors of any
change in
circumstance i.e.
contact details,
changing location for
w/end etc
6. Follow direction and
advice of the CMT
7. Pack & crate nonessential household
items of value for
storage / shipping
and upgrade
insurance policies if
necessary
8. Arrange for shipment
or boarding of
household pets
9. Be prepared to take
responsibility for
dependants and self if
the situation seriously
deteriorates

International Association of Oil & Gas Producers

Stage Two
Medium Threat
Alert
Description: There is clear
evidence that civil unrest
is escalating, or is likely to
escalate beyond the ability of
the authorities to keep under
control. Embassies may issue
evacuation recommendations
and schools may close.
Examples: Political situation
worsens civil insurrection,
large scale and more organised
protests resulting in violence,
minorities targeted by politically
motivated groups on a large
scale. Inadequate protection of
residential areas. Serious food
and water shortages.
CMT: The CMT should
consider evacuating dependants
at this stage if still in
country. In addition the
CMT can also consider
employees whose presence is
not essential can also depart
by commercial transportation.
Contact and determine refuge
country, update HQ and
relevant embassies.

Actions to be considered:

Local Management

Crisis Management Team

Security Issues

Human Resources Issues

Communications Issues

Logistics /Transportation
Issues

All Employees &

Dependants

1. Prepare for reception

of all expatriates

1. Update employees
and dependants on the
current situation

1. Implement additional
security measures of
facilities, offices and
residences and
deploy guards where
necessary

1. Liaise with Financial

co-ordinator for
provision of
evacuation benefits
and allowance to
employees

1. Maintain
Communications links
and establish new
contacts as needed

1. Provision of transport for

movement of evacuees
(dependants) from
residences to Assembly
Points and onto
Embarkation points

1. Co-operate with CMT

& follow instructions

2. Ascertain and brief

personnel on NOGO areas

2. Co-ordinate with
travel bureau for
departure itineraries
of evacuees

2. Provision of local drivers

and security escorts
3. Confirm reservations for
evacuation of nonessential personnel, if
necessary

3. Prepare a Grab Bag

per person to include
essential items,
documents, valuables/
money, medications
etc

4. Monitor emergency
supplies and make
necessary adjustments

4. Maintain Safe Haven

contact and inform on
any changes

5. Liaise with alternate

evacuation resources

5. Secure residence and

remaining belongings
in preparation for
evacuation

2. Receive accommodate
and arrange onward
travel of dependants
3. Liaise on a weekly
basis with the CMT

2. Restrict overseas
expatriate visitors to
essential personnel
only
3. Identify who and when
to evacuate. Consider
evacuation of
dependents and non
essential personnel
4. Consider
accommodating
essential employees in
Hotels, Safe Havens
closer to offices
5. Contact HQ and ensure
arrangements are in
place to receive
evacuees
6. Implement preferred
method of evacuation
for dependants
7. Implement the
alternative evacuation
means if necessary,
over land, sea routes
and liaise with service
providers
8. Inform Embassies of
evacuation
arrangements
9. Prepare for the
disposal, storage, and
transmission of
company assets and
proprietary information
10. Brief local staff on their
take over duties
11. Initiate plan and
procedures for possible
business termination /
resumption

3. Brief visitors on
security situation and
on Warden/ Safe
Haven
Communication
System Network
4. Arrange escorts for
evacuation of
dependants to
assembly and
embarkation points, if
necessary
5. Implement security
measures for vacant
residences of
evacuated personnel
6. Liaise with HR
co-ordinator

3. Liaise with HQ to
confirm reception
arrangements
4. Advise employees /
dependants of
departure travel
schedules
5. Update Warden/
Safe Haven
Communication
network to cover
departing personnel
6. Co-ordinate activities
at assembly and
evacuation points
7. Update HQ and the
embassy on
expatriate movements
8. Liaise with schools
and brief dependants
on school closures
and openings

Financial Issues
1. Monitor and assess
disbursement
requirements
2. Distribute additional
funds as and when
required

2. Implement predetermined plans for

pets, visitors,
domestics etc

6. Take all important

personal papers out of
country with you or
dependants
7. Keep passport with
you at all times
8. Prepare only one (1)
suitcase per person
(20kg)
9. Do not notify or
involve anyone other
than your dependants
on emergency plans

Country Evacuation Planning Guidelines

Stage Three
High Threat
Emergency
Description: The political /
security environment is such
that there is clear evidence
of a breakdown in law and
order to such a degree that
foreign nationals are in
danger. Embassies may issue
evacuation recommendations
Examples: Major natural
disaster, military hostilities,
extreme civil disorder, ethnicreligious crisis, inability of
host government to provide
security, dramatic increase in
crime directed at foreigners
and ethnic minority groups.
CMT: The CMT should
consider evacuating nonessential employees at this
stage and should commence
hand-over operations to local
staff. Sensitive documents
should be taken into custody
of
personnel
remaining
and abandon or destroy
the remainder.
Actions to be considered:

Local Management

Crisis Management Team

Security Issues

Human Resources Issues

Communications Issues

Logistics /Transportation
Issues

All Employees &

Dependants

1. Receive & arrange

onward travel of all
expatriate nonessential personnel

1. Update remaining
employees of current
situation

1. Enforce security
measures in
accordance with
CMTs decision
regarding the
protection of assets
and proprietary
information

1. Liaise with service

providers and
arrange
transportation of
non-essential
employees to depart
for safe havens /
overseas

1. Maintain
Communications links
and establish new
contacts as needed

1. Acquire alternative
evacuation resources if
needed

1. Remain in close
contact with CMT and
Safe Haven
Supervisors at all times

2. Provide security
escorts for evacuating
non-essential
employees to
assembly and
embarkation points

2. Liaise with Embassies

and provide them
with information on
remaining expatriate
employees

2. Liaise on a daily basis

with the CMT
3. Set up a hotline
service for
dependants
4. Initiate retrieval of all
proprietary
information

2. Implement primary
method of evacuation
for non-essential
employees
3. Implement alternative
evacuation routes if
necessary, over land,
sea routes and check
with service providers
4. Appoint local nationals
to cover for nonessential employees
5. Prepare for shut-down
of operation in
conjunction with HQ
6. Remain in close contact
with Embassies should
pre-arranged
evacuation methods
become untenable
7. Remove, transfer or
destroy all copies of
sensitive information

3. Update HQ on
expatriates
movements

Financial Issues
1. Provision of cash
funding for purchases
and facilitation
2. Arrange transfer of
company financial
assets

2. Follow all instructions

immediately and
precisely
3. Restrict movements to
work and residence
4. Non-essential
personnel to take only
one (1) suitcase per
person (20kg)
5. Bring two days of
ready-to-eat food and
water to the assembly
point
6. Check in with Safe
Haven Supervisors at
assembly points
7. Notify CMT of any
change in plan

International Association of Oil & Gas Producers

Stage Four

Local Management

Crisis Management Team

Security Issues

Human Resources Issues

Communications Issues

Logistics /Transportation
Issues

All Employees &

Dependants

Crisis

1. Oversee the retrieval

of all proprietary
information

1. Update remaining
essential personnel

Description: This is where

civil unrest appears to be
escalating to the point
where the complete fabric
of government and civil
order is breaking down.
Business continuation is
impossible and the remaining
essential staff is in immediate
danger. All foreign nationals
should consider immediately
evacuation, if they have not
already done so.

2. Receive and arrange

travel of remaining
essential expatriate
personnel

1. Secure offices in
accordance with the
Business Resumption
Plan

1. Update HQ and
Embassies on
evacuation of
remaining expatriates

1. Maintain
Communications links
and establish new
contacts as needed

1. Provision of transport to
sustain ongoing business
requirements or final
withdrawal of remaining
expatriate personnel

1. All expatriate
employees to evacuate
out of country if
situation allows and is
deemed necessary by
the CMT

Operation Shutdown

Examples: Foreign citizens

become the target of civil
unrest. Hostile and dangerous
environment. Ethnic-religious
crisis. Internal military conflict.
CMT: The CMT should
consider evacuating Essential
Personnel who are still in
country as soon as possible,
by the most appropriate predetermined means identified.

Actions to be considered:-

3. Liaise with
government agencies
to assess the political
situation in
preparation for return
to normal working
conditions

2. Determine whether to
continue operating or
pass on all key roles
to local nationals
3. Liaise with embassies
with regards to
evacuation of
remaining expatriates
4. Liaise with HQ regards
total expatriate
evacuation
5. Evacuate remaining
expatriate personnel if
necessary

2. Ensure local nationals

are in place, if
possible
3. Evacuate remaining
essential staff if and
when directed

Financial Issues
1. Liaise with HQ and
transfer any remaining
financial assets

For further information and publications,

please visit our website at

www.ogp.org.uk

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