“HILF” events

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Why do all heads of state globally have personalised and dedicated day-to-day healthcare and emergency medical cover provided by professional healthcare practitioners who are onsite and readily available for their principal clients at all times? 

Yet all but a handful of the Globe’s (Ultra) High-Net-Worth business leaders—some with personal net worths larger than those of individual countries around the world (Source: Bloomberg / Worldometers)—and Fortune 500 Global companies’ C-suite executives have no dedicated medical professional within their inner circle close protection teams, especially when travelling outside of their familiar surroundings.

The central value proposition for adopting Executive Healthcare Ltd’s services would be to ensure that onsite medical and healthcare cover is always available for (U)HNWIs, C-suite Executives, Dignitaries and VIPs, thus limiting the time to accessing medical assistance expediently when needed – no matter what the health-related problem may be. In most cases, this will also reduce the necessity to expose the patient to any unplanned security risk implications or events by moving the patient outside the contained space and into a potentially uncontrolled and non-risk assessed environment to seek medical assistance, unless necessary due to onsite medical requirements being exceeded.

A High Impact – Low Frequency “HILF” events relate to incidents that occur rarely; however, the sequelae or impacts thereof may potentially be catastrophic. What is being alluded to here in the healthcare environment is the realistic short, medium, and long-term effects of a severe medical event on an (U)HNWI, C-suite Executive, Dignitary or VIP’s personal, family unit, and organisation’s (business) wellbeing as a result of no, or delayed, medical assistance being accessed in times of need.

The “HILF” concept is becoming a hot topic in the business resilience literature as the world experiences a level of disruption and business risk that has not been seen for generations. The literature identifies key resilience capabilities as redundancy, flexibility, agility, collaboration, and visibility. Some researchers see agility as a component of flexibility, arguing that speed of response is necessary for flexibility to pay off. 

Overall, resilience capabilities underpin strategies that can be adopted in advance of a disruption or to reduce the ramifications in response to a significant disruption.  Advance strategies are generally associated with redundancy, and response strategies are associated mainly with flexibility.  Both methods must ensure that capabilities and service delivery costs are determined and covered through advanced, appropriate, and adequate budgeting.

HILF medical and healthcare risk and planning pitfalls:

• often come with much uncertainty attached due to lack of understanding and experience and several misinformed assumptions being made;
• too often have decisions about identified but uncertain risks and needs delayed or ignored until it’s too late;
• need to have more open and informed conversations about the real possibilities that could and can occur (as they have happened elsewhere before), the needs, and costs/benefits of preparing to meet and mitigate these risks by implementing workable solutions in the best interests of the (U)HNWIs, C-suite Executives, Dignitaries and VIP’s health and wellbeing;
• do not change as times, needs, and circumstances change;
• thinking, experience, approaches and requirements in terms of manpower, training, skills, equipment, and execution;
• executive-level buy-in, support, and decision-making are critical for successful implementation, day-to-day execution, and longevity of services to be rendered.