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Hostages and Repatriation

Although hostage situations are emotional and stressful events, appropriate training and practice can reduce the risk and trauma for a hostage and involved people. Martyn Carruthers

Objectives

  1. How to recognize and avoid hostage situations
  2. How to ensure hostage safety
  3. How to repatriate hostages

Avoid Hostage Situations

  1. Identify where employees and stakeholders risk becoming hostages
  2. Provide training on how to avoid hostage situations
  3. Provide training on appropriate actions in the event of being taken hostage

Potential Hostage Situations

Hostages may be taken:

  • kidnapping for ransom
  • during or following a crime for protection
  • during riots or civil unrest for intimidation
  • building, vehicle, ship or airliner seized by terrorists
  • prisoners of war (POWs)

Ensure Hostage Safety

Coordination and participation is essential for successful hostage repatriation and recovery.

  • Create and exercise contingency plans for hijacking and hostage taking
  • Report information about hostage taking to senior managers immediately
  • Only high level managers should make public or media statements

If Taken Hostage

  • Do whatever an armed hostage taker wants
  • Be especially courteous and compliant during the first ten minutes
  • Speak only when spoken to; do not offer jokes, sarcasm or philosophy
  • Show passive compliance: act relaxed and sit down if allowed
  • Don't turn your back and reach down unless so instructed
  • Try to maintain eye contact without staring
  • Weigh any chance to escape carefully
  • Be patient and trust your negotiators

Reporting a hostage situation

  • overall situation and exact location
  • numbers, genders and ages of hostage-takers and hostages
  • numbers and types of weapons
  • specific demands or threats
  • locations of people controlled by the hostage takers

Let Experts Negotiate

  • Stay calm and immediately request trained assistance (police or security)
  • Do not follow orders given by a hostage taker, except to save lives
  • Leave negotiations for skilled negotiators
  • Leave critical decisions for skilled negotiators
  • Delay decisions with "I'll ask ..."
  • Answer demands with "I'll do my best ..."
  • Attempt to find people who may positively influence the hostage takers

Public or media statements

Trained staff should liaise with reporters and media personnel to minimize risk, confusion and damage.

  • Contact trained staff to liaise with reporters and media personnel
  • Confirm a hostage-taking event without details
  • Confirm primary concern for hostage safety, unless the site is threatened
  • Confirm co-operation with law enforcement and security experts

Emergency Coaching

Martyn Carruthers was a medical technician and served on Royal Navy nuclear submarines during the Cold War. He was health physics and safety officer at English and Canadian nuclear power stations, and Radiation Protection Officer for the Canadian government, where he worked with Public Health and Emergency Measures organizations. Martyn also founded Soulwork Solutions, a complete system of coaching and mentorship.

 


Emergency Training

Hostage Repatriation

  • Emergency Preparedness
  • Contingency Exercises
  • Crisis Management
  • Dealing with Trauma and PTSD
  • Refugee Management
  • Medical attention for injuries or disease
  • Stress control to minimize trauma / PTSD
  • Therapeutic critical event debriefing
  • Assist family reunion
  • Prepare for media interest

Systemic Solutions for Relationship Management and Strategic Planning


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  • All material on this website is copyright © 2001-2006 by Martyn Carruthers. All rights reserved. Commercial use is prohibited. Reproduction in whole or in part in any form or medium is permitted with the express written permission of Martyn Carruthers. This material may be freely linked to by other electronic text. For more information, contact Jan Sikorski at +48 (22) 733 0357