The paper examines the use of operations planning and risk assessment in executive protection. It is based on a fictions case study of a CEO that is visiting a subsidiary in an Asian country where political and civil unrest have resulted in a significant decrease in company profits associated with workforce problems, such as staff intimidation, the infiltration of unions by militants, and the local 'requests' for money from groups offering the so called 'protection'. The situation is analysed suggesting a course of action to solve the problems.