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by: Guest Blogger - Wednesday, August 11, 2010

By Johnny Lee, Peace at Work

With the tragic massacre at the beer distribution plant in Connecticut earlier this month, the fear of workplace violence has reared its head again. While these cases are rare overall, it does comes on the heels of another workplace shooting when a former employee killed two and wounded others at a manufacturing plant in Albuquerque, NM. However, in this case, the motive did not appear to be due to his dismissal from his employer but rather his girlfriend. While much attention is given to screening applicants and managing termination issues, the threat of violence from employees intimate relationships can be just as great.

How does a domestic violence situation become a workplace hazard? After all, by definition, the violence is something that relates to home life. Unfortunately, especially for many women, the danger is very real. After leaving an abusive partner, they may be staying at a women's shelter or otherwise undisclosed location, but the abuser knows just where they can find them, Monday through Friday, 8 am to 5 pm. Particularly in service and retail occupations, the workplace may be one of the most exposed aspects of their lives.

In a comprehensive study conducted in North Carolina, it was found that 75 percent of women killed at work were murdered by their ex-partners, excluding robberies. Therefore, when we are talking about workplace violence, a woman’s main fear is not a fired employee or a disgruntled client, but rather someone who has intimate knowledge of work habits. The Emcore shooting in Albuquerque mentioned above occurred just when the victim was taking her smoke break outside.

However, statistics only confirm what experience already knows. Almost all veteran security professionals can relate a string of cases that involved an estranged husband or boyfriend threatening a female employee. In one quote from the Personnel Journal, 94 percent of corporate security directors rank intimate partner violence as a high security problem.

And we are not just talking about employees. Clients often bring with them security concerns. Hospitality, health care and education all have high incident rates of patrons or patients whose personal troubles become the security director’s responsibility. In an example that also shows how sometimes the male can be the victim, a woman shot her husband last summer as he lay in intensive care at West Virginia’s Charleston Area Medical Center. The wife had allegedly been arguing with her spouse before she was made to leave. She returned later in the day with a handgun and shot him in the head before passing the pistol to a doctor and waiting for security to seize her.

This single-minded focus on the homicide is not only common but also has implications for security planning. In Peace@Work’s 2009 study of 500 domestic violence assaults that occurred in the workplace, almost 10 percent of the assailants waited to be arrested or actually called the authorities themselves. Add this to the third that attempt or commit suicide and security planning needs to incorporate the fatalistic character of the assailants. Simply put, security cameras may only provide forewarning if continually monitored but would not act as any deterrence. In fact, there were only a few cases where the perpetrator tried to evade capture or identification.

Perhaps the most valuable finding was the parameters around the event. The most common situation for the assault (20 percent) was in the parking lot, at the beginning of the shift. When planning the assault, the workplace was where he was certain to find her next. Additionally, the parking lot was the most frequent location of the assault (42 percent), perhaps due to the exposure but often because the victim went outside for privacy when the abuser showed up at work and the argument ensued. Understanding these risk areas has clear implication in security planning as to where to put your resources.

While every situation needs to be thoroughly assessed, a few prevention ideas to consider are to offer the most protected parking location, request patrol presence at the beginning and end of shift, and even have them use a different car, if possible. Obtain a copy of any restraining orders and consider taking one out as the property owner. As harassment and threats are common, change the victim’s phone extension, screen calls and remove them from any exposed positions or duties. One case that I know of involved a woman who worked in one of those little parking booths at the lot entrance. Naturally, re-assignment was an immediate measure. For more dire situations, moving to another location, site or even remote working are other options to consider, along with hiring an off-duty officer.

Prepare for the worst and have an action plan established should he arrive, provide them a means to summon support or even a code word if captured. Do not forget security planning for their off-duty situation as well; your local domestic violence shelter can be great assistance (or call the National Hotline at 1.800.799.7233). However, all of these measures may be received differently from an executive threatened by a laid-off worker.

There are complex issues that often frustrate security directors who work with the targeted victim. All too often, the case is red-lined to take precedence with multi-departmental meetings and resources engaged only later to have the victim fail to follow up or worse yet, return to the abuser. Combined with the fact that the victim employee will most likely have serious attendance and performance issues, it all lends towards “letting the employee go”. This would not only maintain employee discipline consistency but would also remove the potential threat. After all, in 42 percent of the 500 cases, co-workers, clients, managers and even security personnel were also assaulted or even killed. In the worst case, in March 2009, Robert Stewart murdered seven elderly residents and one nurse in a Carthage, N.C. retirement home where his wife was working.

However, simply firing the victim could also be the most dangerous tactic. While you may “resolve” the current threat, this action will discourage the disclosure of other threats from victims and co-workers. With some studies showing 1 in 5 women experiencing violence at some point from a partner, it is likely that any large employer will have multiple potential domestic situations, if not current, certainly pending. If you fire an employee for just being a victim, you may not know about the next potential threat till it comes bursting through the door with a fully loaded clip.

As always, early prevention is best and that means creating an environment and workplace culture where the victim feels safe and supported when they disclose their extremely embarrassing and personal situation. Ensure that management provides administrative support such as time off or changing personnel information (beneficiary, emergency contact, wage allocation). An Employee Assistance Program should be connected with community resources. Post flyers in the women’s bathroom and provide training or brown bag luncheons. But most importantly, when the victim or a co-worker comes forward with a concern, confirm that they did the right thing by responding confidentially, with support and with a focus on safety for all. For real, long term prevention, it is the atmosphere for support and care of employees that encourages the disclosure of potential threats.

Johnny Lee is founder and director of Peace at Work, an agency that has been working to stop violence in and throughout the workplace since 2003. He wrote Addressing Domestic Violence in the Workplace in 2004, published by HRD Press. He was the former Workplace Violence Specialist for the N.C. Office of State Personnel and is also the creator of the ePanic Button, a duress alarm software program.

by: Guest Blogger - Thursday, July 29, 2010

By Fredrik Nilsson, General Manager of the Americas for Axis Communications

There were 900 exhibitors reported on the show floor at ISC West 2010 last March. At October’s ASIS International in Dallas, organizers expect more than 700 booths to be filled. Rest assured, if you asked any one of the thousand polo-clad sales and marketing reps if their solution is the best, you can bet that you’d hear a resounding, “Yes, of course!” It’s tough to find an unbiased opinion on show floor products.

Opting to skip the events and research on your own can be equally frustrating – if not more so. A quick Google search of video+surveillance yields “about 9,470,000 results in .33 seconds.” It’s an understatement to say that the surveillance market is saturated with vendors and their many products. While this is good for the economy, it’s not so good for your peace of mind as a security decision maker.

If you’re one of the lucky few with a budget to hire a security consultant to recommend a solution, then you have a leg up on your industry colleagues. But if the decision to secure the organization is yours and yours alone, here are some basic tips for cutting out the vendor fat and evaluating a new security solution:

Is the vendor in good financial shape?
This is an especially important question to ask nowadays. You’ll be left in a terrible position if your vendor of choice goes out of business in the middle of your project or during your product warranty period. It’s prudent to work with an established market player as opposed to an emerging vendor with a brand new solution that is relying on investment dollars to survive. A profitable and growing company is typically one with solid products, experienced management and excellent partners – all of which are characteristics you should leverage before, during and after the install.

• Is the solution open? Will this product work in a best-of-breed system?

By selecting products and software that can run in an open ecosystem – meaning that they can integrate with different products from different companies (even competitors) – you will typically be guaranteed the lowest total cost and best performance for your specific needs. Additionally, you’ll avoid locking your company into one vendor, which is important when considering the scalability of your system. Ask to see a list of the vendor’s partners, and then ask those partners if the vendor you’re considering is their product-of-choice for your application.

Be wary of sticker shock. Instead, consider the Total Cost of Ownership (TCO) and Return on Investment (ROI).
Every industry has companies who survive solely on a low price point, and security is no different. These vendors will explain how much money you’ll instantly save by buying their product. But security investments are for now and the future. Ask the vendor for information on TCO and ROI, which should include scalability, quality, false alarm deterrence, product warranty, and business intelligence.

References, references, references.
All datasheets look nice and glossy, and many competing products offer similar features, at least on paper. To put a tangible slant on your potential purchase, ask for several references from other end users who can attest that the technology is as good as promised. Word-of-mouth is still the best and most reliable advertising.

Confirm that the technology is mature.
Again, this goes back to tangible, real-life results. Find out how many units are installed globally, nationwide and in your region before making the purchase. No matter what you’re buying – from video surveillance, to access control, to alarm systems, to analytics – you want to make sure that you’re not the de facto Beta tester.

Check the support after warranty.
The product warranty is an important failsafe when buying a new security solution. But after the warranty expires, will the vendor still stand behind its product with great customer and technical support? If your system goes down unexpectedly, you’ll suddenly be very interested in how long it takes to get someone live on the phone or to receive a response via email. It’s better to research this information before you have a problem. Here’s a tip: Try calling the support line and see how long it takes for a live person to pick up the phone.

• Local partnerships and training will be invaluable.

Does the vendor have a list of qualified integrators in your area who you can leverage for both installation and expertise? To that end, does it provide certification training to those integrators to guarantee the quality of service and know-how? Both factors will be important not only for the initial install, but also for maintenance and upgrades to your system.

Does the vendor invest a substantial amount in R&D to keep up with new requirements?
Today, especially when installing network-based surveillance equipment, the best systems are designed with the future in mind. Ask any potential vendors to provide a roadmap so you can verify how many new products have been launched the last 12 months. This will give you an idea if they too have their eyes on your future.

While the security landscape is a vast – and perhaps at times overgrown – one, there are many well-educated vendors, integrators and consultants who will happily spend time to answer all your questions. While you’re likely to encounter different viable opinions on what products are best for your installation, if you show up to the next tradeshow armed with a checklist of your questions and qualifications, you can cut through the marketing hype and narrow the vendor pool down to the ones worth following up with.

Fredrik Nilsson is General Manager of the Americas for Axis Communications and author of the book Intelligent Network Video. He has authored numerous articles about networked video surveillance systems and cameras.

by: Guest Blogger - Tuesday, July 20, 2010

By Bennie G. Thompson (D-MS), U.S. Committee on Homeland Security Chairman

As policymakers analyze and evaluate ways of preventing terrorism, looking at past practice to determine future outcome is expected. However, this evaluation should employ accuracy and accountability. Stewart Baker’s accusations (See SDN's story: Are privacy groups making Americans less safe?) that civil libertarian groups prevented government agencies from implementing adequate screening technology are neither accurate nor does it hold the Department of Homeland Security and other agencies accountable.

Since September 11, the federal government has taken several massive measures in the interest of aviation security. Steps taken by the federal government, including the establishment of the Transportation Security Administration, have been no easy task. There is no doubt that we are better served by aviation security measures today than prior to 9/11. Some of these measures, however, can seem to erode privacy and civil liberties, and civil libertarian groups have the Constitutional right to speak against these measures. Mr. Baker should remember when he was first appointed Assistant Secretary for Policy at the Department of Homeland Security, though, the agency did not have a required mechanism to determine whether or not proposed technologies impacted privacy and civil liberties. Henceforth, civil libertarian groups were left to evaluate and protest these practices from afar.

Accountability factors were implemented in the 2007 9-11 Act with requires the Department of Homeland Security to conduct privacy and civil liberties impact assessments on all measures—including those that are classified—that could possibly affect privacy and civil liberties. Additionally, the 9-11 Act established an independent, executive branch agency—the Privacy and Civil Liberties Oversight Board—that would evaluate these policies and determine whether or not these would infringe on Americans Constitutional rights. Unfortunately, this Board is currently unstaffed, and appointments should be made immediately.

by: Guest Blogger - Thursday, July 15, 2010

Sam Elrom, President & CEO, Star Night USA

Local, somewhat remote, airports often carry an uncontested charm; cozy and familiar, they radiate warmth and create a desire to return there for your next trip. Among other reasons, there is no need to arrive three hours before departure, there is enough parking space, and there are no long lines of agitated people waiting for the embarrassing, sometime degrading security check; on the contrary, the atmosphere is calm and friendly. Security wise though, small airports are an open invitation to be attacked, either taken over by terrorist or be used as the launching pad for a sequential airborne attack elsewhere. In other words, they are a disaster waiting to happen. Some local airports don’t even have a perimeter fence and security personnel are minimal, if at all. Nearly 20,000 small airports housing more than 220,000 private aircrafts of all types and makes, poses an indisputable, hard to miss, national security problem. Nevertheless, in spite of the disturbing facts, the danger is still underestimated. In fact, those airports are today the national aviation’s weakest link.

I blanch at the notion that TSA officials and other anti-terror watch dogs don’t grasp the urgency of the situation, which is in dire straits since long before 9/11. They are able to envision the potential danger that the lack of security in small airports creates, but do not believe that the threat is eminent. TSA has put the task of “improving small airport security” on their “to do” list, but actually it is still a medium-low priority. De-facto, it is a highly divisive topic, which has not been given proper attention, because no catastrophic event has occurred yet. Resistance to costly improvements by the general aviation business community and small airports’ management, help minimize the real danger as well.

In recent years, as ground facilities and aviation security at major airports has tightened, compared to regional and small airports, there is growing evidence that Jihadi terrorists marked them as an easier target. What draws their attention is the lack of security means and measures, and the still persisting openness, coupled by a stubborn resistance to changes which requires self-sustained investments in security, because TSA is not ready to step in and take over. Security authorities are aware of the fact that numerous aircraft housed in local airports have similar capacity to jets used by airlines at international and commercial airports. Yet major airports and carriers are treated at a special security level than small airports. There is definitively a discriminating policy regarding the national carriers vs. the private sector. Being a big organization in a busy, international environment is the defining factor as to how security budgets are allocated. A scenario in which terrorists take over a small and unprotected airport and fly small aircrafts they loaded with explosives, attacking multiple targets simultaneously doesn’t seem to bother TSA, because they believe that the probability is lower than an attack at JFK airport for example. Since small airports are left naked security wise, the ensuing conclusion would be that sooner than later, small aircraft will become, if they aren’t already, an easy to reach terror weapon. And as we keep painfully learning, terrorists are very instrumental in adapting methods and means.

Operation-wise, terrorists would refrain from repeating a 9/11 type of attack, mainly because air traffic and ground facilities have strengthen security many folds. This leaves an alternative way to achieving the same goals in a new tactical setting. Small airports provide this alternative by the way they’re treated by TSA.

If these reasons are not convincing enough, there are more visible reasons why small airports are an attractive option:
• None, or very limited, perimeter security (many airports don’t have a real fence at all)
• Lack of basic security and standard protection procedures
• Very limited security and professional personnel (many retirees)
• Minimal or no physical aircraft protection or around it, and easy access to hangars
• Easy entry and penetration into the air space over larger airports once the aircraft was identified, using the aircraft as a proxy to facilitate approach and landing
• Simple, and easy registration and membership. None invasive questionnaire for those who want to keep their aircraft at the airport and use its facilities
• Typical low key activity with none or minimal supervision and monitoring (e.g. how many local airports have received operation funding from special allocations by the congress, although activity is close to null)
• Certain behavior which elsewhere may raise suspicions will not be observed, or disregarded, if only the aircraft is registered with that airport and dues are paid in time. This reality is an encouraging factor for terrorists to use small aircrafts, because they remain undetected.

How dangerous a single-engine aircraft can be, one may ask? The simple answer is: As destructive as the impact of 500-650 lbs of a highly explosives flying bomb hitting a sensitive target is; and this is very dangerous. This is the approximate quantity of explosives that a terrorist could pack in a small aircraft when seats are removed from the cabin. Such a quality payload may be equivalent to the effect of a cruise missile, or stronger, depending on the target. The impact would undoubtedly be devastating, whether the target is a nuclear electric plant, a chemical plant, or an international airport main terminal. Skeptics who doubt and mock such threat assessments calling it artificially hyped or “panic games”, should be reminded that many of the aircraft using general aviation airports are as large as those using commercial airports. For example, of more than140 planes at the Atlanta metro Fulton City Airport-Brown Field, 60% are jets. Of course, the higher the payload the more devastating the results would be. So the argument that small airports’ lack of security does not posse a real threat is grossly underestimated and misread.

Surprisingly though, more than once in the past, TSA reiterated their views stating that “…small planes leaving the airports pose less of a security risk than Boeing 747s filling the skies above major metropolitan areas, because they carry less fuel and fly at slower speeds than the big jets..” (The Washington Post 03/09/2004). I wonder whether this incredible unprofessional argument has any merit, if only we consider the destruction that a small aircraft carrying 600 lbs of a liquid chemical compound crashing into a federal building would create. This typical view is troubling, because it shows a very narrow, out-of-focus look at the real world (as if saying you fly slower and carry less fuel, so I can catch you any time, hence, end of problem). Disturbing even more is the fact that we hear it from the authority in charge with aviation security. And in spite of new plans and changes, there is little proof that this out of touch view has changed.

The majority of small airport managers still don’t see the situation as critical enough to force them invest their own money in security. Obviously, TSA wasn’t able to make the case why they need more security, maybe because they aren’t convinced themselves that it’s needed. This is how a small airport CEO concludes their stand point: "When there are more TSA people than passengers, you have to ask yourself, does that make sense?" and, "There comes a point where you have to apply at least some concept of cost-benefit analysis and determine whether having full-time security" is worth it”. To that I would add that if you are not convinced that a real threat exists, then why you would want to spend out of pocket big moneys. This is emphasized by the situation where as an owner you know that you’ll not get any additional security added unless you pay for it. In addition, while TSA tells you that security is important for you as an operator, they don’t do anything to convince you that it’s true; and you see all the budgets being poured into big international airports and carriers. They have more reasons against imposing a new security policy on general aviation:

• In corporate flight business, contrary to commercial aircraft, which carry hundreds of thousands of unknown passengers, general aviation is a tight-knit network. Pilots know each other as they do most of the passengers they frequently fly.
• Time value is the single, most crucial element that corporate flights bring to the business executive community. Enhanced security adds significant delays, thus undercutting the very reason of such flights, which is time saving and no hassle
• Also, corporate executives would have to deal with the pesky security hassle
• Restrictions of carrying onboard certain items, similar to commercial airlines
• Background checks on flight crews (pilots undergo such procedure already)
• Audits and activity monitoring, which means scrutinizing a private industry that likes to keep flying “under the radar’
• Operators would have to appoint security coordinators and train them in compliance with TSA programs, then train the flight crews accordingly.

All this, which translates into spending money on issues which they are not concerned with, created this improbable alliance between owners and TSA, where the latter asks them to make changes but doesn’t support them neither by allocated budgets, nor by providing equipment, while the owners do their utmost to preserve their clientele, by not rocking the boat.

TSA has released their “Large Aircraft Security Program, Other Aircraft Operator Security Program, and Airport Operator Security Program”. It is actually their painful partial recognition that lack of basic security tools at small airports and aircraft, posse indeed a growing problem. Still, this plan, even if implemented at full, is a compromise because it applies only to aircrafts with a maximum takeoff weight (MTOW) of over 12,500 lbs, leaving out the rest of aircraft and not mentioning any specifics regarding airports perimeter and premises security. This plan underscores the regrettable truth that TSA officials have subscribed to the false idea that it is possible to define threat levels by aircrafts’ total payload capacity only. Moreover, TSA continues to overlook other indicators that point to weak security at small airports and aircraft:

• As a whole, this entire industry represents a significant threat to national security by its very business practices, because it was not built to operate under enhanced security measures, on the contrary
• Reluctance to implement new security measures are due to real and perceived obstacles, lack of cooperation and refrain from implementation of basic security procedures, because of uncovered expenses and scarce financial sources. This has added more doubts and unanswered questions
• The ability of small aircrafts to literally fly undetected under the radar raises many unanswered questions
• Supervision and restrictions regarding flight lessons, and obtaining a pilot license, is still limited, especially for American citizens. This is underscored by reliable information that terror organizations invest special efforts in recruiting non-Muslims, especially Americans, which eases the process and raises less suspicions when asking to obtain a pilot license
• Small aircrafts are easy to steal and simple to fly, and can takeoff from temporary runways, such as an open field in a remote location
• A multi small aircraft attack remains a viable scenario to be seriously considered.

TSA asked general aviation to create a matching passengers watch-list. It would require aircraft operators “to request and obtain certain passenger information from every passenger on each flight operated by the aircraft operator, and transmit the information to an entity approved by TSA to conduct watch-list matching”. This is another hard to swallow request for the private aviation, and those timid efforts to engage the general aviation industry into strengthening airport and aircraft security, creates still a lot of antagonism. The National Business Aviation Association (NBAA) considers this a hot topic and has repeatedly stated, “operators continue to push back against TSA’s security proposal”. On the political arena nonetheless, to stress even more the disconnect between law makers and general aviation industry, the new Congress, in January this year, approved a total of 3.5 billion dollars for explosive detection systems and airport improvements projects, as part of the economic stimulus package. However, it still doesn’t include provisions or allocations to enhancing security at vulnerable small airports, or boosts efforts to engage operators and pilots in making necessary changes neither.

The private aircraft industry, with the exception of charter aircrafts, is still unregulated by TSA, in spite of repeated warnings and wakeup calls from aviation security professionals. More than anything else, two aspects drive the anti-regulation movement: the additional costs that the private industry is asked to bare without federal support; and a sense of discrimination between them and major carriers and national airports. No wonder thus, why close to ten thousand pilots and operators are against the TSA recently released security program. But more importantly, even if the industry follows TSA’s program, it will take years before an efficient layer of security is actually in place and operational. If this lame process to enhance general and aviation security effectiveness is to be used as an indicator, then general aviation security is still at its pre-natal phase. We only need to take a look at the billions of dollars worth of useless EDS and ETD machines catching rust in TSA warehouses, to get a real sense of the contradictory processes, the inaptitude, and ineffectiveness of this system to understand why the problems are growing manifold.

For instance, in GAO-06-795 report to Congressional Committees in July 2006, GAO wrote: “… TSA obligated almost $470 million from fiscal years 2002 through 2005 for EDS and ETD maintenance, according to TSA budget documents. In fiscal year 2006, TSA estimates it will spend $199 million and has projected it will spend $234 million in fiscal year 2007. TSA was not able to provide GAO with data on the maintenance cost per machine before fiscal year 2005 because, according to TSA officials, its previous contract with Boeing to install and maintain EDS and ETD machines was not structured to capture these data...” and also, “…TSA's acquisition policies and GAO standards for internal controls call for documenting transactions and other significant events, such as monitoring contractor activities. The failure of TSA to develop internal controls and performance measures has been recognized by other GAO and DHS OIG reviews”. And one more: “…in 2002, the federal government created an enormous bureaucracy charged with domestic protection. The DHS is now the third largest agency in the federal government. But the push to improve homeland security has been plagued by wasteful spending, poor contracting decisions, and a lack of oversight and accountability...” (Project On Government Oversight).

To be fair to TSA, not everything is as dark as it looks but nonetheless, the situation is very much murky. There are no other plausible answers to ease the pain, and the above quote lays the underlying reasons. We expect that eight years after its creation, TSA should be able to present much better credentials, beside showing signs of becoming yet another bureaucratic dinosaur. This is not a personnel problem; it’s the leadership, the doctrine, or lack of, the limited to non-existent cohesion and cooperation with other security organizations, and the influential external political and economic interferences. My view on this issue is not to just to criticize for the sake of the debate. The arguments are based on evidence showing that the concepts, the strategy and the implementation are questionable and inefficient. I have my doubts though that TSA may suffer from the “confirmatory bias syndrome” a phenomenon defined as “decision makers actively seeking out and assign more weight to evidence that confirms their hypothesis, and ignore or underweight evidence that could disconfirm it”.

As a rule of thumb, if general aviation is to be regulated relying on the existing principles, then we should expect the same problems, similar questionable results and the same unrealistic expectations seen in the way security at international airports is dealt with.

If despite of variations, use of unpractical systems and perfectly drafted regulations and policies, the record shows scoreless incidents where people, journalists and TSA inspectors, were able to easily bypass or outsmart the entire system and smuggle mock explosives, guns and other deadly instruments on board, then the problems are still there. It’s not a new aviation bureaucracy that we need, but a system that learned to be flexible and is quick in adapting to changes. There is no need for more machines than people, rather we need professional personnel that is aided by few machines. Intel, human senses and trained intuition and understanding of the human nature, are the essential elements still missing. As part of this recognition, what is also needed is a true comprehension that small airports and aircraft are as dangerous as “the big ones”, a conscientious discovery that should translate into immediate action, before it’s too late. At least the process of change should start.

There are proven facts why we see so many pilots, ground security managers, and Intel professionals, repeatedly warning against TSA’s policies and practices. Regulations are the ultimate retaliating answer that a bureaucratic system comes up with every time they can’t provide viable answers to critical problems. Although it may work when the immediate goal is to cover their own bases while preparing the defensive for the next GAO report, it would be more effective to concentrate a special effort in preparing to prevent the next probable terror attack, which may start from a remote small airport.

Sam Elrom's expertise relies on a long professional career in the military, intelligence and business communities. He served as a special adviser to the President of Cameroon, in charge with the Presidential Elite Guard Battalion training, and the development and training of a Anti-Terror Unit. He is an Airborne Ranger and Intel Services retired Lieutenant Colonel.

by: Guest Blogger - Thursday, July 1, 2010

By Mike Jagger, president of Provident Security

The Container Store sells shelving and plastic containers. There isn’t anything inherently amazing about what they do. It actually sounds quite boring... certainly the prospect of working in a store that sells shelving doesn’t immediately sound as glamorous as other opportunities might to a prospective employee. (A little like the prospect of working as a security guard for many people).

Nevertheless, The Container Store has quietly become one of America’s great retail success stories since its inception in 1978. Even more impressive is the fact that The Container Store has consistently been ranked by FORTUNE Magazine as one of the very best places to work in America for 11 years running, two of those for being the number one place to work. That’s no small feat and their story offers a lot of lessons for anyone in the security business. It certainly has for our firm.

One of their core values (they call them their ‘Foundation Principles’) that has been responsible for much of their impressive growth, and certainly in their repeated recognition as a great place to work, is that 1=3.

In 2004 I had the opportunity to meet Garrett Boone, one of The Container Store’s co-founders, and heard first-hand the incredible value that 1=3 has delivered to their company. 1=3 really struck a chord with me and had an immediate impact on how we recruit and train our team members at Provident Security. And we’ve been doing our best to emulate the 1=3 philosophy ever since.

Garrett explained to me that 1=3 means that one great person equals three good people. When you have a great employee, you get three times the productivity and can afford to extensively train them, communicate to them and pay them much more than what a competitor could afford to pay. Garrett argued that if you’ve hired appropriately, you could pay your people double what they’d get somewhere else while still keeping the overall payroll numbers consistent with, or lower than, competitors. Dead weight is expensive.

While the concept itself made sense and seemed almost obvious (there was no question in my mind then that our best employees were at least three times as productive, motivated and engaged than our team members who were simply ‘good’), we were still repeating the same hiring mistakes. Our problem was that we still had too many ‘good’ people… which kept us from being able to take care of our ‘great’ people properly. As a result, we’d been unable to take advantage of the efficiencies that 1=3 could offer.

It turned out that our problem was that we were too focused on trying to hire for ‘skill’ rather than hiring for ‘fit’.

There are many people out there with security experience. Certainly at the entry guard level, there is no shortage of applicants who have ‘experience’. The problem was, ‘experience’ often translated directly to ‘baggage’ and we had a difficult time trying to re-train all of those experienced people for how we did things at Provident, and most importantly, what our clients expected.

We found that once we re-focused our entire recruiting effort to revolve around looking for alignment with our core values, rather than security skills that we could easily teach after hiring, we became much more successful in picking the ‘great’ from the ‘good’… and especially from the ‘average’ or ‘terrible’.

Our biggest challenge was that while we were able to make changes internally so we could hire great people, spend more time on their training, and really focus on being a great place to work in some areas, it wasn’t universal. 1=3 worked perfectly in our central monitoring station as well as with our installation, alarm response, sales, finance and management teams. The only area where we were restricted from making the same adjustment was with our guard teams, due to contract requirements where body count was still paramount.

If a client needed six guards, that’s what was needed. And as a result, they could only pay what the budget allowed. Rates and parameters were fixed. We were stuck.

We made a tough decision. We decided that if the economics and physical realities of the guard industry would not allow us to take advantage of 1=3, we’d have to get out of the business. So we did… mostly.

We went to many of our guard clients and explained our position. We explained that we needed to hire based on our core values and it was important to us to have great people working on our team. As a result, we fired ourselves from several large contracts and helped our clients transition to other providers. In some cases, the fact that we raised our rates to accommodate our 1=3 goals helped make the decision for some clients to move on much easier.

The net result was that we quickly reduced our guard team to less than half of its original size and became incredibly selective about what projects, just like what prospective team members, would be a great fit with us.

Looking back, terminating contracts and turning down millions of dollars of guard revenue has ended up being one of the best business decision that we ever made. It has allowed us to be more focused on the clients we kept, more focused on the great team members that we have and has even improved profitability. It turns out that great people are much simpler to manage. They’re also a lot more fun to be around.

One of the most exciting changes in the security industry is that new security technology is finally allowing us to leverage human talent in a way that has never before been possible.

With the appropriate implementation of CCTV systems, video analytics and video alarm verification, facilities that use to require six, eight or however many security guards now have the very real opportunity to cut those numbers back. In some cases, way back.

That’s a huge opportunity.

Of course, most companies will miss the mark completely and see this as a chance to pay fewer guards the same rates they were paying before. At least they’ll be fewer HR nightmares by cutting the workforce… but it will miss the huge opportunity to finally implement a 1=3 hiring philosophy into the guard industry.

With increased reliance on technology, the need for the front-line security guards operating those systems (or at the very least being told what to do by them) to be more than simply ‘good’ has never been more important. Technology is helping to eliminate the need for the automatons that security guards are typically portrayed as in the movies. Instead, the need for more professional, better trained (and as a result better paid) versions has never been higher.

‘Guard Replacement’ technology stands to replace the need for ‘good’ guards. It certainly will soon eliminate the need for average ones. The opportunity is to start recruiting and developing the great ones.

Jim Collins argues in his book ‘Good to Great’, that “Good is the enemy of great”. That’s never been more relevant to the security industry than it is right now.

by: Guest Blogger - Thursday, June 3, 2010

By Eric White, Wren

As hurricane season approaches, it’s a great time for retailers to take stock of their emergency preparedness. This may seem like an overwhelming task, and certainly the more sophisticated the plans and training, the greater the effort required. However, the foundations of a strong emergency preparedness plan begin with a few, simple tenets, which are relatively easy for any retail organization to put in place, with the enormous payoff of being better prepared. This top-three list is a great place to start.

Communicate the priorities
The top priorities should be two to four simple statements, in order of priority, that reflect the directive of the company and can be a basis for sound decision-making from anyone from the CEO all the way down to the part-time cashier. These simple messages may seem obvious to some, but by ingraining them in every single employee, the retailer sets clear expectations and provides a basis for every associate to gut-check their decisions against the company’s message.

The top three list may look something like this:
1) The safety of people ALWAYS comes first
2) Return to operations as quickly as possible
3) Promote welfare of the community

There may be some variation to this list, depending on the corporate culture and priorities. However, safety of employees and customers should always come first. These primary messages will guide every decision made. For example, if a local store manager is questioning how he should respond to employees contacting him after the hurricane asking when they are expected to report to work, he will think back to the priority list and provide an answer based on: “the safety of people always comes first.” He will notify associates that they need only report to work if it is safe to do so. Or, judging the situation on-site to be too dangerous, he might make the call not to open the store at all. And he can feel confident in the decision, knowing that life safety is always the priority.

Plan in Advance
Loss prevention professionals are extremely good at planning. And nowhere is planning more critical than prior to an emergency. Contingency planning, specifically, is needed because by definition, an emergency will result in disruptions to all normal operations, processes and circumstances. However, the specific nature and extent of disruption is unknown until after the fact. Think about the situation following a hurricane – power lines, communications and other technologies are down, greatly hindering communications. With some advanced planning, the loss prevention team can help the retailer get on their feet as quickly as possible. Every aspect of the business will be impacted and should be involved in planning prior to the hurricane to secure the best possible outcome and speediest possible recovery. Procurement can predict the types of goods that will be most needed after a hurricane and order extra provisions to be stored in local area warehouses for quick and easy access following the emergency. Human resources can set up support networks and communication lines for employees in the impacted areas to report their condition and communicate needs for them and their families following the disaster. Loss prevention can contact local law enforcement and discuss collaboration after the disaster and how they can exchange information. Corporate can establish fund-raisers to support the devastated area. This planning can help the retailer return to operations as quickly as possible.

Empower people
Empowering people goes hand-in-hand with good communications and planning, but it also relies on good management, training and good corporate culture. Normal decision-making processes are turned on their head in an emergency. There is neither the time nor the means for those on the ground in a hurricane-hit area to communicate with corporate to make split decisions on how to get the store up and operating, how to respond to urgent local needs, or how to guide the efforts of local employees. Retailers that empower their people with confidence and training have the best results.

Following Katrina, Walmart employees demonstrated the impact of empowered employees. A Kenner, Louisiana employee used a forklift to knock open a warehouse door to get water for a local retirement home. In Marrero, Louisiana employees allowed local police officers to use the store as a headquarters and a sleeping place as many had lost their homes. These are just two examples of retailers’ associates responding effectively when directed and empowered to do so prior to the event.

By taking steps to put these three small efforts in place, retailers can ensure their organization is better prepared to deal with a hurricane or other disaster. With so many unexpected events marking our time, this effort should be a priority as opposed to an afterthought. It can happen to you.

Eric White serves as director of retail strategy for Wren, providers of physical security solutions used by some of the world’s most innovative and respected retailers including Walmart, The Home Depot and Target.  White has 20 years of experience in loss prevention, asset protection and physical security. 

by: Guest Blogger - Thursday, May 20, 2010

By Michael Soper, director of security, Radisson Hotel Boston

During the mid-morning of Saturday, May 1 the municipal drinking water distribution system that serves nearly two million customers in the metropolitan Boston area, more than 30 cities and towns in total, suffered a catastrophic failure. A ten-foot aqueduct carrying water from central Massachusetts suddenly failed, spewing an estimated eight million gallons of drinking water per hour into the nearby Charles River.

The result was an almost immediate “Boil Water Order” issued by the Massachusetts Water Resource Authority as they were forced to activate rarely used emergency reservoirs across the region that had been taken off line about a decade ago. The news of this unprecedented event traveled quickly, and the message was clear. The water was not safe to drink. The fear – potentially contaminated water from the emergency reservoirs was now being pumped into the water supply and would reach consumers in short order.

Boston’s hotels, nearly all of which are members of a public-private partnership, managed by the Boston Chapter of the International Lodging Safety and Security Association (ILSSA Boston), received an email notification from the Boston Regional Intelligence Center at Boston Police Headquarters over its intelligence sharing platform known locally as the ILSSA IntelNet, notifying the lodging industry of the incident that had occurred and of the Boil Water Order. Blackberry’s carried by most hotel security directors began to buzz, and the message was clear, “This was not a drill.”

The timely notification of the developing crisis was critical to allowing hotels to enact their crisis plans and quickly assess their individual readiness to deal with the situation at hand. Notification of all guests was the first priority. Relying on pre-written crisis notification templates, letters to hotel guests were quickly but carefully written notifying them of the crisis and what steps the hotels were taking to continue to meet the guest’s needs.

While employees rushed to deliver notices to each guestroom, maintenance personnel began the task of shutting down and emptying the dozens of ice machines in each building and posting notices on each machine. Food and Beverage employees across the city scrambled to inventory the bottled water on hand and determine their needs for the coming days. Fountain soda machines could not be used, coffee brewers tied into the water supply were turned off, and basic food preparation procedures were immediately altered to avoid use of the potentially contaminated water. Housekeepers placed hand sanitizer in all public bathrooms as recommended by the state. Fortunately, most had ample supply already on-hand from H1N1 flu preparedness measures.

The first outbound calls from most hotels were to their spring water suppliers, or food service suppliers, ordering hundreds of cases of bottled water and as many five gallon jugs as could be delivered. The second calls were to only a small handful of ice suppliers, ordering hundreds of pounds of clean, safe ice for use in beverage operations.

The prognosis was not good – the state was estimating that the repair to the aqueduct would take days, if not weeks to repair.

By late afternoon or early evening, most hotels had begun to receive their emergency orders of water, ensuring that guests would have water to drink, make coffee in their rooms, and have water to brush their teeth. Food service operations had fully converted to food preparation and cooking with bottled water, and serving sodas from bottles, and ice from a safe source. The crisis plans were in full operation. Disruption to guests was minimal. But how long would this last?

The waiting game was on. Media outlets were speculating that the failure was so catastrophic that repair could take weeks. Community’s set up water distribution centers staffed with members of the National Guard, and in some cases, Boy Scouts, handing out cases and bottles of water. By all accounts, 24 hours into the crisis, communities and businesses were preparing for the long haul. Press conferences held by the state would not commit to a repair timeline. This was the real deal. Reports of bottled water shortages and empty store shelves fueled the public’s fears. Additional calls would be placed to suppliers. The message was the same - Keep the water coming.

The wait, however, would be shorter than expected. Just 59 hours after the crisis began, the aqueduct was repaired and clean safe water was fully restored to homes and businesses. A collective sigh of relief could be heard as the governor held an early morning press conference lifting the Boil Water Order.

By the time the order was lifted, it had become one of the largest boil water orders in recent U.S. history.

In the aftermath of the crisis, word had come down from the state - that the water we had all been told not to drink over the weekend was in fact “perfectly drinkable”. Tests conducted during the course of the crisis confirmed that the water was as clean as any normal day.

In the days following the crisis, guest satisfaction survey results would arrive and in nearly every case, guests expressed appreciation for the efforts undertaken by the hotels, many calling the crisis a “minor inconvenience”. So for now, the crisis plans are back on their shelves, waiting for the next challenge, ready to be put to the next test.

Michael Soper, has more than 20 years experience in security and is a member of ASIS International – Boston Chapter, Private Officer International, and is the Chairman of the Boston Chapter of the International Lodging Safety and Security Association. He is a Certified Lodging Security Director, and a Certified Asset Protection Professional and is employed by the Boston-based JPA Companies as the Director of Security for the Radisson Hotel Boston, a full-service hotel located in downtown Boston’s Theater District.

by: Guest Blogger - Wednesday, May 5, 2010

by Mark Leto, Jr., Inner Parish Security Corporation

The Transportation Worker Identification Credential program is a security measure enforced at ports nationwide by the U.S. Coast Guard to ensure that individuals who have unescorted access to secure areas of port facilities/vessels have received a thorough background check. More importantly, the TWIC program ensures that an individual is not a security threat. Individuals who meet TWIC eligibility requirements will be issued a tamper-resistant credential, which includes a photograph, bar code, pin number, and fingerprint scan to allow for a positive link between the card and the cardholder.

Why TWIC?

Prior to the TWIC card, ports across the United States tried to police themselves as best as possible. There were just far too many documents and credentials needed in order to keep track of authorized and unauthorized personnel. It was even more difficult for law enforcement officials and the Coast Guard to know who and what was entering these highly sensitive areas on a daily basis. After September 11th, the issue became even more sensitive; thus, TWIC was mandated and policed by the Coast Guard and was written into the Maritime Transportation Security Act (MTSA). Through the MTSA, Congress directed the federal government to issue a biometric security credential to individuals with unescorted access to secure areas of facilities and vessels and all mariners holding Coast Guard-issued credentials or qualification documents.

Originally, the Transportation Security Administration estimated 750,000 people would need to enroll in the program; however, according to the U.S. Department of Homeland Security, already 1,518,821 workers had been enrolled by mid-March of this year.

Naturally, areas surrounding ports are going to have a larger distribution of TWIC cards. For instance, Baton Rouge has one of the largest TWIC distributions in the United States. Baton Rouge and the surrounding areas are densely populated with maritime industry workers; and because of refineries, ports and the feeder industries that support those entities, this port has become a monster for TWIC enrollments. Also, keep in mind that every person that enters the designated areas of TWIC has to be enrolled and carry a card.

Problems with TWIC

One of the major problems with the implementation of the TWIC program is that ports and compliant industries have yet to install card readers to scan the TWIC cards. It would be hard to determine if there have been any issues until these card scanners are available. If anyone were to try and access an unauthorized area with a falsified TWIC card, it would be a federal crime. In reference to the scanners, some of the compliant industries are making a real push to install the card scanners as the Coast Guard will be issuing a mandate on the installation soon.

How to Make the Enrollment Process More Efficient

In order to receive a TWIC card, an applicant must go through a strict enrollment process. Applicants can save time by pre-enrolling online or via phone. Applicants are required to bring identity documents to the enrollment center, and upon visiting they will (1) complete a TWIC Disclosure and Certification Form, (2) pay the enrollment fee ($132.50), (3) provide biographic information (if applicant did not pre-enroll), (4) complete a set of fingerprints; and (5) take a digital photograph. Applicants will be notified by email or phone, as specified during enrollment, when their TWIC card is available for pickup at the enrollment center. Applicants must return to the center at which they enrolled to pick up their TWIC (unless they specify another enrollment center at the time of enrollment). TWIC cards will be issued to applicants 6–8 weeks after enrollment, and they can check the status of their card and schedule a pick-up appointment via the official TWIC Web site.


In terms of efficiency, the most important aspects of an operation like TWIC are time management and the ability to multitask and, most importantly, communication with your customer. Typically, about 60 percent of TWIC applicants are walk-ins and approximately 100 TWIC cards are processed daily at each enrollment center. Applicants can help facilitate the enrollment process by enrolling ahead of time on the Internet. As stated earlier, with so many walk-in clients, applicants who pre-enroll online and set his or her appointment are able to be slated in at a set time slot, and can usually cut their wait time in half. The average wait time is about thirty to forty minutes; however, if you pre-enrolled and have an appointment, the wait time drops to ten to twenty minutes.

Ineligible Applicants

Applicants who might have trouble obtaining a TWIC card include criminals and those who might not pass a background check. Certain serious criminal offenses will preclude one from receiving a card, or minor offenses, such as unpaid traffic tickets or taxes, could cause delays in its issuance.  When the TWIC program first started, there were delays as long as a month or two because of the volume of applicants, but that has subsided and the wait time has become much shorter.

What’s Next?

In all cases, private security should play a major role in the inspection and verification of whom and what is entering and exiting the unauthorized areas. If your company or port is mandated to have TWIC cards, be sure to install the scanners for verification, and have a private security firm scan the TWIC cards and control what personnel comes in and out of the unauthorized areas. Controlling access to secure areas is the key factor in enhancing port security. Individuals will continue to enroll and receive their TWIC cards, and ports must make it a priority to install the scanners in order to read the cards. In terms of security, if there are no scanners then the credential is meaningless. An announcement should come soon mandating the installation of the scanners; until then, TWIC holders will be wondering, “Why did I have to get this card?”

by: Guest Blogger - Wednesday, April 21, 2010

by Keith M. Jones, U.S. Water Safe

Most Americans assume that their drinking water is safe from health threatening or even lethal toxicity. If any thoughts on drinking water safety exist, they are that potable water is safely locked away in a huge treatment plant, protected by fences, alarms and many government dollars. The factor of distribution is rarely considered…the hundreds of miles of pipeline carrying the treated water to homes, businesses and fire hydrants. Much less does it occur to the average citizen that if city workers, contractors or firemen could access this treated water through the hydrant, so could those with ill intent. Big deal. It would take huge quantities of a toxic substance to do harm, right? The treated water would surely dilute any substance until it was no longer a threat, right? Backflow, what is backflow? Fire hydrants, a threat? Please, hydrants are useful tools, they are there to protect us, to help in a time of great need. America’s blissful ignorance is becoming, forgive the pun, hard to swallow.

Glenn Cannon, Director for the Response Division of the Department of Homeland Security’s Federal Emergency Management Agency (FEMA), spoke recently at the National Emergency Management Summit in New Orleans, LA. With his permission I borrowed the sub-title of this article. He stated, “The consequences of complacency, how many times over and over you hear, I just didn’t think that it could happen here.”

In 2004 the General Accounting Office convened 43 nationally recognized water experts and asked them to identify serious vulnerabilities of our drinking water systems. In their report GAO-04-29 to the United States Senate Committee on Environment and Public Works the GAO stated that those experts identified the distribution system as the most vulnerable component of our drinking water systems and specifically referenced fire hydrants as a top vulnerability. The report states that: “Such concerns were greatly amplified by the September 11, 2001, attacks on the World Trade Center and the Pentagon and then by the discovery of training manuals in Afghanistan detailing how terrorist trainees could support attacks on drinking water systems.” In vulnerability assessments, ordered by The Public Health Security and Bioterrorism Preparedness and Response Act of 2002, and conducted by all water systems with 3300 or more subscribers, fire hydrants are continually ranked among the top concerns by water authorities nationwide. U.S. EPA Region I rank hydrants number seven (7) in their top ten lists of all vulnerabilities to water systems. According to the GAO report “…the distribution of a chemical, biological or radiological agent via the distribution system could be difficult to detect until it is too late to reverse any harm done.”

So what can be done to mitigate this very real risk? How can water utility companies, many with limited resources, provide security for what may be thousands of hydrants in their city or county?

A visit to the U. S. Environmental Protection Agency website produced several documents on drinking water safety; the first “Potential Contamination Due to Cross-Connections and Backflow and the Associated Health Risks” produced pages of information regarding the risks associated with backflow including some descriptions of illnesses which could be caused by backflow or cross-connection contamination, however, a search for fire hydrant backflow prevention yielded no results. Another report on the EPA site “Cross-Connection Control: A Best Practices Guide” offered the following recommendation: “Ensure that construction contractors or anyone using a hydrant to fill a tank intended to carry potable water exercises safe fire hydrant connection procedures to prevent backflow.” Good idea if all the hydrants are in site to be monitored by someone aware of the threat.

Digging deeper on the site the U. S. EPA Water and Wastewater Security Product Guide contains a section on Fire Hydrant Security Devices. The EPA sites two security options, intermittent access protection and continuous protection. In light of the numbers of hydrants installed on the American landscape as well as the remote locations of some, continuous protection seems the best bet. There were two primary options under Continuous Protection: Hydrant Locks and a Backflow Prevention Device.

Hydrant locks are some type of locking device which is installed externally on the hydrant to prevent unauthorized operation of the hydrant or to prevent removal of the hydrant cap. According to the EPA the locks can be easily installed and are inexpensive. The EPA also states one drawback associated with the locks is the need of a special tool to operate the hydrant or remove the locking device. The extra step may negatively impact firemen’s response time and loss of the tool could result in severe response time loss.

The other solution a backflow prevention device on the hydrant presented two other products:

A vault check valve installed directly in a main distribution line or a pipe directly connected to the fire hydrant. The EPA states that while this is a highly effective method of protecting the water distribution system it can be cost prohibitive unless included in water distribution plans on new construction sites. Retrofitting hydrants with such a device would necessitate digging up each hydrant in the system an unlikely choice for budget-conscious utility managers.

The final product mentioned by the EPA is an internal hydrant valve. This device can be installed internally on a hydrant and prohibits anything from going into the hydrant. The EPA states that when installed properly inside a fire hydrant, the device is not visible when the hydrant cap is open , and, thus, potential intruders will not know that the hydrant is protected. In addition, the device should not impact access to the fire hydrant, and it may even improve response time because the hydrant does not need to be flushed out before use to remove potential debris in the barrel.

So what are real water authorities doing?

Jimmy Matthews, Georgia Rural Water Association said that the threat is real and on everyone’s radar. “There were two news stories on television last week which is frightening because the knowledge of the risk has been closely guarded until now. I’m glad Tom Davidson has addressed the hazard with a real solution, the Davidson ATV. I know several Georgia cities are installing the internal hydrant check valve which when activated by water pressure automatically allows water to flow for the firemen, yet prevents addition of any foreign substance to the potable water. But we cannot rest easy until all hydrants are protected.”

The Davidson ATV was developed and patented by Tom Davidson a water utility contractor from Sunnyside, Georgia. Davidson’s original intent was to prevent vandalism (such as insertion of rocks) of fire hydrants. Davidson said, “I was inspired to invent the device in the early 1970s to prevent routine vandalism of hydrants. After the events of September 11, I realized the huge threat hydrants represented to large masses of people and decided that I needed to give legs to my invention.”

Michael Walden, President of Windsor Technologies, Inc., the exclusive marketing agent of the Davidson ATV said finding a solution to hydrant security has been difficult until now. “With increasing awareness of available solutions, several states, including West Virginia, Georgia, Florida and Alabama are beginning the process of addressing the problem through state law, mandates and water policy,” he observed. “Since the Davidson ATV is available for retrofit of existing hydrants and can be purchased in new hydrants, we can now close this very large hole in our water distribution systems. The device is affordable and can be installed in most hydrants in 20 to 30 minutes.”

The sinister atmosphere in today’s world makes us all susceptible to our worst fears. Water is absolutely vital to sustain life and ours must be protected. The tendency to ignore the problem and hope it doesn’t happen to us demands a cost too immense; nationwide panic, loss of confidence in infrastructure and management and above all human lives. We must all admit the consequences of complacency are too vast. The cost too dear.

Keith Jones spent 25 years in the drinking water industry and currently conducts lectures on the issues related in the article at no charge. He is a founding member and director of the American Institute of Infrastructure Security, a 15 year member of the American Water Works Association, and the National Rural Water Association.

Disclaimer: The information provided in this guide does not constitute an endorsement by the Environmental Protection Agency of any non-Federal entity, its products or its services. In addition, EPA does not endorse the vendors and products listed on this site.

by: Guest Blogger - Tuesday, April 6, 2010

By Eric White, Wren

Along with April showers and May flowers, spring ushers in a flood of seasonal merchandise as well as – unfortunately – potential losses. As the snow melts and the weather warms, retailers beckon customers to the store with feel-good, summery merchandise prominently displayed both outside and inside the building. From plants to pool accessories, lawn mowers to lounge chairs, seasonal merchandise brings revenues and profitability, but also challenges and great potential for loss.

In order to reap the maximum benefit and minimum downside when it comes to offering seasonal merchandise, loss prevention professionals should recognize the risks and build programs to manage error out of the process and reduce the risk of loss.

Operational challenges
Due to limited space inside stores and the large size of many seasonal items, often spring/summer merchandise is both received and displayed outdoors. These items may be delivered to and processed in areas other than the receiving dock. This anomaly in the receiving process may result in the inaccurate verification and processing of shipments. Employees trained in receiving merchandise may not be immediately available or even aware of the shipment’s arrival, leaving untrained employees in charge of this critical process. These employees’ lack of knowledge of correct procedures can result in loss-causing problems such as inaccurate number of products delivered, the delivery of damaged goods, or the receipt of incorrect items.

For retailers that carry plants, their perishability can present an entirely new and unfamiliar challenge. Losses can pile up from failure to properly care for plants. Employees may not be familiar with the merchandise because it is inventory that is carried for only a short time each year and can change dramatically with each new merchandising plan. Plants may look alike, but be priced differently and every incorrectly keyed or scanned SKU can cause loss. These operational challenges are a natural consequence when processes stray from the normal pattern and untrained employees are left to improvise.

Security challenges
Storing merchandise outside of the building always presents a security challenge. Perimeter security such as fences - if present at all – are often easy to breach, leaving merchandise out in the open air for the most part. Integrating alarms, security cables and other protection tools used on merchandise inside the store is often difficult with outdoor merchandise such as grills, mowers, and plants. Some retailers have deployed outdoor storage trailers, but these may require permits, must be properly secured, and generally bring with them a litany of problems and administrative work. Storage facilities create an additional operational challenge of requiring associates to move the items in and out of storage daily, which often results in errors, damage to merchandise, or simply failure to display merchandise, which makes purchase impossible.

Outdoor merchandise is also an easy target for shoplifting or employee theft. There is generally limited video coverage of outdoor areas, often the area is under-staffed or not staffed at all, and there is easy access to get-away transportation. These security challenges call for creative solutions and special work-arounds.

Safety challenges
Often, seasonal merchandise means cluttering otherwise clear walking areas with potential obstacles or tripping hazards. Plants stored outside may be regularly watered, creating slippery walkways. In addition, water runoff from enhanced soils, chemicals, and cleaning processes is regulated in several states. Runoff from plant watering or any cleaning processes must be carefully maintained and documented to meet compliance, where required. Other safety hazards could include potential risk to employees working outdoors who may be at greater-than-usual risk for robbery or assault by shoplifters.

When risk abounds, retailers must take deliberate steps to prepare for and successfully manage spring merchandise.

Train employees

The first step is acknowledging the problems. Each retailer is aware of the types of seasonal merchandise they do and don’t carry. With that in mind, they should identify likely problems based on experience from years past, and conduct a session to make all employees aware of those issues. For example, associates assigned to assist customers with seasonal merchandise may be cross-trained on receiving processes so that they can properly process receipts when they are delivered to the front of the store. They should also be trained to ensure that cleaning and watering be done at off-peak hours or at store closing to avoid creating safety hazards. Product training across the store may also be necessary to ensure that items are not confused and rung up incorrectly at the register, an enormous potential loss-causing problem. Cashiers play a particularly important role and familiarity with the merchandise and an understanding of the cash register operations - especially hand-keyed transactions and quantity key usage - is critical for them to understand.

Get creative
Other creative tricks can help employees handle seasonal merchandise with care. For example, consider color-code tagging seasonal merchandise; mark store-owned plants with a red dot and vendor-owned with a blue dot. If a plant dies, the employee knows to take all red dot plants and enter the markdown for proper recording in the books, and to set all blue-tagged plants aside to return to the vendor. This small step helps reduce shrink that occurs when losses are not properly recorded.

Consider also a loss prevention incentive program offering a small prize or bonus to employees who successfully minimize the causes of shrink during this particular season.

Audit often
Audit everything from returns, to receiving, to pricing, inventory and sales. By keeping an eye on the numbers, LP professionals can spot loss trends quickly and early, before losses mount. If merchandise is counted weekly and items are showing up unaccounted for, it’s a sign that processes need to change – and quickly! If items are being lost overnight, it may be necessary to identify a storage space indoors and put in place a policy to move merchandise in each night and out each morning. If markdowns are up on plants, investigate the reasons why. If they are dying too quickly, establish if they are being cared for or if their location is unsuitable and change it. If things are disappearing from storage, start building a trail. Add access control and video surveillance to monitor storage areas to determine if people are going in and out. Cameras tell the whole story and a small investment this year can pay off for several years to come.

Watch out for problems
Monitor the area and address problems early. If there is after-hours activity in the parking lot, then hire security guards or ask for police patrols to keep unwanted traffic out of the area. Protecting people requires particular focus at this time of year. Crimes against persons, such as assault and muggings along with property and violent crimes like vandalism and robberies all increase as the weather heats up. Think through work schedules and never leave an employee alone as an easy target and train people how to respond if they do become a victim. If items are being taken in broad daylight, assign more associates to occupy the area. If accidents occur due to trip and falls, consider relocating merchandise or post signage directing traffic. The important thing is to address issues quickly and effectively.

With these tips in mind, LP managers can sit back and enjoy the fruits of their labor.

Eric White serves as director of retail strategy for Wren, providers of physical security solutions used by some of the world’s most innovative and respected retailers including Walmart, The Home Depot and Target.  White has 20 years of experience in loss prevention, asset protection and physical security.  White can be reached at eric.white@wrensolutions.com.  To learn more about Wren’s solutions, visit www.wrensolutions.com.  

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