Siemens process to manage travel security

Transcription

1 Siemens process to manage travel security Franz J.H. Polenz & Paul Howlett Page 1

2 Global presence Close to customers all over the world Germany 11.2 billion 114,000 15% 33% Share of total worldwide Europe (excluding Germany), CIS, Africa, Middle East 27.6 billion 36% 98,800 28% Share of total worldwide Americas 21.7 billion 73,500 29% 21% Share of total worldwide Asia, Australia Revenue by customer location Employees as of September 30, 2015 All figures refer to continuing operations. CIS: Commonwealth of Independent States 15.1 billion 61,500 20% 18% Share of total worldwide Page 2

3 Siemens A customer-oriented setup Power and Gas Dresser- Rand Business Wind Power and Renewables Energy Management Building Technologies Mobility Digital Factory Process Industries and Drives Healthcare (separately managed) Financial Services Power Generation Services Power Generation Power transmission and distribution Efficient energy application Imaging and in-vitro diagnostics Corporate Core Corporate Services 30 Lead Countries Page 3

4 Siemens Global Footprint & Risk Profile Page 4

5 Siemens Global Footprint & Risk Profile Page 5

6 Corporate Process for Travel Security a Balanced Approach Duty of Care Local Level: Receiving Unit In-country briefing Security incident management Local crisis management team Liaision with security providers & governmental authorities Ensuring travel security measures Local Level: Sending Unit Pre-deployment training Duty of care (country specific legal requirements) Unit specific processes Common country risk assessments and ratings Travel data tracking in emergencies via travel agencies Internal approval process for trips to high risk countries Web based training on travel security General awareness & information packages Global Level: Corporate Baseline Definition of country specific travel security measures Approval/ selection process for security providers & hotels Travel insurance incl. medical assistance / evacuation Liaison with governmental authorities Global crisis management team Page 6

7 UK Case Study: Duty of care Managing the risk The statutory Duty of Care is not necessarily widely appreciated by supervisors & managers, which is a potential organisational blind spot The statutory Duty of Care provides invaluable leverage to drive organisational change Routine Health & Safety risk management processes should be applied, including security, Health & Safety & cultural differences How are senior managers able to demonstrate that they are managing the Duty of Care e.g. what performance management information is produced? Link to established management processes e.g. ISO 9000 Quality Management Page 7

8 UK Case Study: Training Hitting the mark Understanding the different training requirements e.g. the general traveller in contrast to the regular traveller to higher risk destinations Completing a training needs analysis (TNA) i.e. what are the desired learning outcomes? Matching the output from the TNA to third party content Regular feedback & review Benefits include staff morale & evidence of discharging the Duty of Care Page 8

9 UK Case Study: Processes The weakest link People are the weakest link in any security systems. You can have the strongest technology in the world, but individuals will intentionally find a way to work around the security technology to make their lives easier. Processes for managing travel security need to be easily accessed & readily understood The availability of travel security information needs to be widely understood & easily accessed Processes for managing travel security need to be capable of audit & be the subject of regular reporting to senior managers Page 9

10 Questions? Franz J.H. Polenz Head of Travel Security Siemens AG Governance & Markets - Security Wittelsbacherplatz Munich, Germany polenz.franz@siemens.com Paul Howlett Regional Security Officer Western Europe Siemens plc Governance & Markets - Security United Kingdom paul.howlett@siemens.com siemens.com/answers Page 10