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A 21st Century Crisis: What Does It<br />

Look Like in the Real World?<br />

The threats and<br />

dangers we’re facing<br />

are developing and<br />

mutating at an almost<br />

inconceivable pace.<br />

It’s a paradox that, at<br />

a time when the world<br />

has never been safer,<br />

it has also never been<br />

in as great a danger.<br />

David Rubens focuses<br />

on six key areas of<br />

interest – among them<br />

pandemics and<br />

terrorism – before<br />

examining the<br />

implications for<br />

today’s practising risk<br />

and security<br />

management<br />

professionals<br />

Dr David Rubens DSyRM CSyP<br />

FSyI MSc: Managing Director of<br />

Deltar Training Solutions<br />

62<br />

www.risk-uk.com<br />

Every morning seems to bring to light a new<br />

crisis that’s bigger, more destructive and<br />

more expensive to fix than anything that<br />

came before it. Whether it’s hurricanes, cyber<br />

failures, pandemic scares or infrastructural<br />

breakdown, the impact those events have on<br />

both the local communities involved and global<br />

awareness is of a different level of intensity to<br />

that ascribed to what could be considered<br />

‘traditional’ crisis events.<br />

The question is whether this is just some<br />

anomaly, or whether the world is actually<br />

changing in terms of the threats we’re facing<br />

and the challenges they’re posing.<br />

Here at Deltar, we use the phrase ‘21st<br />

Century Crisis Management’ quite a lot,<br />

because in our minds there has been a<br />

significant change in the last 20 years between<br />

20th Century crisis events, which were<br />

relatively isolated, manageable and limited,<br />

and 21st Century crisis events. The latter are of<br />

a different order of magnitude in terms of their<br />

complexity and consequences and encompass<br />

much larger ‘footprints of destruction’.<br />

We’ve identified six areas of significant<br />

interest where there has been an important<br />

evolution in the nature of threats associated<br />

with those sectors, and the implications arising<br />

for strategic planners as well as emergency and<br />

crisis response managers. These are natural<br />

disasters, Critical National Infrastructure (CNI),<br />

pandemics, political and/or social unrest, cyber<br />

failures and terrorism. Let’s look at each in turn.<br />

Natural disasters<br />

Whether or not one accepts the reality of<br />

climate change, it’s clear that not only are high<br />

impact natural disasters – ie typhoons,<br />

tornadoes, floods, earthquakes and landslides<br />

– becoming more frequent and of a larger scale,<br />

but they’re also having a much larger impact on<br />

significantly large sections of the population.<br />

This is only going to increase as the developing<br />

‘mega cities’ are concentrated either on the<br />

coast or in coastal regions, which means that<br />

increasingly dramatic adverse weather events<br />

are going to have an effect on those areas and<br />

the populations living in them.<br />

By their very nature, natural disasters are<br />

‘long-tailed’ events, which have high levels of<br />

often catastrophic impacts not just on the<br />

communities they strike, but also on the<br />

surrounding infrastructure (eg roads, railways,<br />

power, communications and water purification).<br />

In the UK, CNI is officially listed as including<br />

chemicals, civil nuclear communications,<br />

defence, emergency services, energy, finance,<br />

food, Government, health, space, transport and<br />

water. However, from a strategic risk<br />

management perspective, these different<br />

sectors are increasingly becoming<br />

interdependent, with serious disruptions to one<br />

sector likely to have cascading impacts across<br />

the other sectors as well.<br />

An example of failure in CNI can be seen in<br />

the increasingly regular occurrence of power<br />

disruption across large areas, often<br />

transcending national boundaries and<br />

jurisdictions. The highly complex<br />

interconnectedness in power systems means<br />

that a relatively minor disruption in one part of<br />

the system can create almost instantaneous<br />

cascading failures across other systems which<br />

had no knowledge of – or control over – the<br />

original triggering event.<br />

The major power failure across Europe back<br />

in 2006 is a typical example. Following what<br />

was seen as a minor outage due to an<br />

unusually high power flow in a sub-station in<br />

Germany, 28 seconds later an electrical<br />

blackout had cascaded across Europe<br />

extending from Poland in the North East to the<br />

Benelux countries and France in the West,<br />

through to Portugal, Spain and Morocco in the<br />

South West and across to Greece and the<br />

Balkans in the South East.<br />

What about pandemics?<br />

It could be said that the last true pandemic was<br />

the influenza outbreak between 1918 and 1920<br />

that infected 500 million people across the<br />

world, including those in remote Pacific Islands<br />

and in the Arctic, and caused the death of<br />

between 50 million and 100 million people (up<br />

to 5% of the global population at the time).<br />

However, the growth of international travel<br />

combined with the return of previously<br />

declining diseases, not to mention the rapid<br />

expansion of urbanisation, means that many<br />

observers consider it only a matter of time until<br />

another global pandemic hits us.<br />

There have been increasing warnings of the<br />

impact a significant outbreak could have, with<br />

AIDS, SARS, Ebola, Swine Flu, Bird Flu and Zica

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