Multinational companies with offices in Europe and Latin America are becoming more prone to terrorist attack. Domestic companies must also be able to meet terrorist challenges such as bomb threats. It is imperative that the corporate security chief constantly review current security procedures to determine how they can be expanded to meet a terrorist threat. A first step in formulating an antiterrorist program is evaluation of terrorist risk, based on symbolic value of the company as a terrorist target, company involvement in controversial government programs, overseas offices in areas of increased terrorist activity, national publicity for corporate officers, and recent company action likely to bring terrorist retaliation. Second is an analysis of terrorist groups, relying primarily on contacts in the State Department, the CIA, FBI, and intelligence squads of metropolitan police forces, and also on private information gathering agencies. It is imperative to have up-to-date information on whom to call in an emergency. The third phase is a detailed planning process in three stages: policy formulation, resource identification, and emergency procedures. Crisis management must clarify team roles before a crisis exists and conduct rehearsals to evaluate emergency procedures. A workable crisis management team should have no more than three decision-making people plus special staff. Law enforcement liaison is the final phase in preparing antiterrorist plans. Good relations between the company and law enforcement agencies must be constantly maintained. Five footnotes are included.