Background

The US has experienced few natural disasters on the scale of Hurricane Katrina in 2005: privately insured losses are estimated at $60-70 billion and federal disaster assistance could approach $100 billion. The scope of the disaster was enormous:

• at least 1,100 people died in Louisiana and at least 230 in Mississippi;
• it is estimated that, at the peak, 23,000 people were sheltered in the New Orleans’ Superdome: which contained personnel and supplies to care for about 1,000 people; and
• more than 16,000 federal personnel were deployed in the aftermath.

Following the breaking of the New Orlean’s Levee on 29 August, flooding 20% of the city, events unfolded quickly; by the next day, first reports of mass looting appeared; on 1 September, the Mayor issued his “desperate SOS” to federal officials; and the next day large numbers of federal law enforcement and out of state National Guard units deployed to the city to support the overwhelmed local law enforcement and National Guard forces.

ArmorGroup Actions

North America provided a comprehensive security response in support of numerous corporate clients during the Katrina crisis. We initiated our Crisis Response Planning Cell on 29 August to conduct initial mission analysis in order to establish asustainable supply chain system and identify the appropriate skill sets required to meet anticipated future requirements.

With a forward operating team in New Orleans reporting back real time intelligence on the conditions, we initiated our plan for dual-based operations and continued to gather information and plan for deployment.

The Crisis Response Planning Cell established the following framework for any future support operations:

• Crisis response forward operating base in Louisiana
• Logistics & supply-chain base in Texas; and
• Business support operations team in Virginia.

Due to this deliberate planning approach, when the first call for assistance came from one of our clients on the morning of 31 August, ArmorGroup teams were able to respond effectively and immediately. We were also able to sustain our capabilities for longer, allowing us to respond to multiple requests for assistance from other major organisations.

ArmorGroup’s support strategy evolved through four distinct phases, each requiring a different security specialisation:

• Pre-deployment – we focused strongly on information gathering and coordination as well as reviewing our standard operating procedures and support structures;
• Crisis – risk management and personal security details to protect our clients’ employees and assets, knowing the local ground rules, maintaining a professional approach and staying flexible were key to success in this phase;
• Local area recovery -from a barge on Lake Pontchartrain our teams provided vulnerability assessments, site security and personal security details;
• Stability and reconstruction - security advisory and integration services.

Results

ArmorGroup deployed to New Orleans on 1 September 2005 and we’re still there today supporting the recovery process.

In late 2006 the Group established ArmorGroup Gulf Coast Inc. to service ongoing reconstruction work in the region and to focus on future disaster recovery activities. It has already forged strong relationships with Government agencies and commercial organisations in the area.