Csms New Book

CERTIFIED SECURITY MANAGEMENT SPECIALIST (CSMS)
TABLE OF CONTENTS
SUBJECT PAGES
Management / Leadership 3-6
Legal Aspects/Labor Relations & Other Issues 7-21
Security Force Management 23-27
Business Principles & Practices 29-42
Security Principles & Practices 43-69
Personnel Security 71-83
Physical Security 85-97
Emergency & Disaster Planning 99-117
Ultimate Security Survey 119-128
Investigation 129-159
Guard Force Administration 161-172
Crisis Management 173-179
Disaster Planning & Management 181-195
Executive Protection 196-205
MANAGEMENT /
LEADERSHIP
Outline of Presentation
• Critical Factors in the Operation & Management of a Security Agency.
• Managing a Security Agency: Finance Issue.
• Undermining Existing Security Contract: Ethical Issue.
• Pertinent Legal Provisions of the Labor Code.
• Department of Labor & Employment (DOLE) Matters.
• Public & Private Bidding Ideas & Issues.
• Important Features of Service Contract Agreement.
• Pertinent Laws & Related Issuances.
Critical Factors in the Operation & Management of a Security Agency
• Technical Know-How.
• Managerial Expertise.
• Financial Capability.
• Effective Marketing Strategies.
• Human & Public Relations.
Managing a Security Agency: FINANCE ISSUE

• Principle of Cost-Benefit-Analysis
• Revenue Management Circular 39 - 2007
• Capital & Labor Intensive
Undermining Existing Security Contract: ETHICAL ISSUE

TWO MODES OF CUT THROAT COMPETITION
• Undermine existing contract rate regardless of existing contract.
• In an actual bidding when the Terms of Reference mandates which the law will govern the bidding proceedings.
Pertinent Legal Provisions of the Labor Code

• Article 106 - Jointly and Severally Liability of the Principal Client. • Article 279 – Security of Tenure (Guards)
• Article 286 – Floating Status when the Contract is; • Article 281 – Probationary Employment
– (1) pre-terminated, and • Article 289 – Who are Liable when Committed by other than Natural
– (2) expired and not renewed Person
• Article 291 – Money Claims
MANAGEMENT / LEADERSHIP 5
Department of Labor & Employment (DOLE) Matter
1st in
the
Industry
Private Security
Industry Tripartite
Council
Public & Private Bidding: Ideas & Related Issues

Three Bidding Mechanism
• Public Bidding: Republic Act. 9184 Government Procurement Reform Act
• Department Order 18-A
• PADPAO Rate
Important Features of Service Contract Agreement
• Define the Scope and Extent of the Contractual Obligations.
• Physical Inventory of the Property upon Assumption.
• Investigation: Liability Issue
• Special Provisions
• Termination Clause
Pertinent Laws & Related Issuances

Provisions of Republic Act 5487, as amended
Presidential Decree 1919 – specially on accumulation of 200 guards in 2 years time.
Important Features of Republic Act 10591 – Comprehensive Law on Firearm & Ammunition
Standard Operating Procedures in the Deployment of Security Personnel on Properties/Establishments with Conflicting Claims, Ownership,
Management or Administration.
6 MANAGEMENT / LEADERSHIP
LEGAL ASPECTS
/ LABOR RELATIONS
& OTHER ISSUES
MANAGEMENT RIGHTS IN GENERAL
Except as limited by special laws, an employer is free to regulate according to his own discretion and judgment all
aspects of employment, including hiring, work assignments, working methods, time, place and manner of work,
tools to be used, processes to be followed, supervision of workers, working regulations, transfer of employees, work
supervision, lay-off of workers and the discipline, dismissal of workers.
Every business enterprise endeavors to increase its profits. In the process, it may adopt or devise means designed
towards the goal. Even as the law is solicitous of the welfare of the employees, it must also protect the right of an
employer to exercise what are clearly “MANAGEMENT PREROGATIVES”.
( San Miguel vs. Ople)
THE RIGHT TO DISCIPLINE

The employer has the prerogative to instill discipline in .His employees and to impose reasonable penalties,
including dismissal , on erring employees pursuant to company rules and regulations. ( San Miguel vs. NLRC)
THE RIGHT TO TRANSFER EMPLOYEES

In some cases, the Court has upheld and recognized the prerogative of management to transfer an employee
from one place to another within the business establishment, provided that there is no demotion in rank or
diminution of his salary, benefits and other privileges.
The requisites of a valid transfer :

1.Not unreasonable
2.Not inconvenient
3.Not prejudicial to the employee
4.Does not involve a demotion in rank or
diminution of his salaries and other privileges
(PT&T Corp. vs. NLRC)
LEGAL ASPECTS / LABOR RELATIONS & OTHER ISSUES 9

THE RIGHT TO DISMISS
No employer may rationally be expected to continue in employment a person who lack of morals, respect and
loyalty to his employer, regard for his employer’s rules and appreciation of dignity and responsibility of his office.
(Makati Haberdashery Inc. vs. NLRC)
BUT THE POWER TO DISMISS IS NOT ABSOLUTE

The power to dismiss is the normal prerogative of the employer. An employer, generally, can
dismiss or lay-off one employee for just and authorized causes Enumerated under Art. 282 and Art. 283 of
the Labor Code.
JUST CAUSES FOR TERMINATION

Art. 282 Termination by Employer
An employer may terminate an employment for any of the following causes:
A. Serious misconduct or willful disobedience by the employee of the lawful orders of his employer or
representative in connection with his work;
B. Gross and habitual neglect by the employee of his duties
C. Fraud or willful breach by the employee of the trust reposed in him by his employer or duly authorized
representative;
D. Commission of a crime or offense by the employee against the person of his employer or any
immediate member of his family or his duly authorized representative
SERIOUS MISCONDUCT
Misconduct is improper or wrong conduct. It is the transgression of some established and definite rule of action,
a forbidden act, a dereliction of duty willful in character, and implies wrongful intent and not mere error of
judgment.
The misconduct must be :
1. Serious, grave, aggravated in character
2. Work related
Examples : sleeping in post, gross insubordination, dereliction of

duty and challenging superior officers to a fight are grave offenses, considering the function of a security guard
which is to protect company property from pilferage or loss.
10 LEGAL ASPECTS / LABOR RELATIONS & OTHER ISSUES

WILLFUL DISOBEDIENCE
In order that the willful disobedience by employee may constitute a just cause for terminating his employment, the
order, regulations or instructions of the employer / representative must be:
A. Reasonable and lawful
B. Sufficiently known to the employee
C. In connection with the duties which the employee has been engaged to discharge
D. The disobedience must be willful, intentional, perverse
Neglect of duty
Must be gross or habitual neglect.
To justify the dismissal of an employee for neglect of duty, it is not necessary that the employer show that he has
incurred actual loss, damage, or prejudice by reason of the employee’s conduct. It is sufficient that the gross and
habitual neglect by the employee of his duties tends to prejudice the employer’s interest since it would be
unreasonable to require the employer to wait until he is materially injured removing the cause of the impending evil.
Gross negligence is defined as absence of or failure to exercise slight care or diligence, or the entire absence or
care.
Abandonment
To constitute abandonment, 2 elements must
concur:
1.The failure to report for work or absence without valid or justifiable reason;
2.Clear intention to severe the employer-employee relationship with the second element as the more determinative
factor and being manifested by some overt facts.

Mere absence is not sufficient. It is the employer who has the burden of proof to show a deliberate and unjustified
refusal of the employee to resume his employment without any intention of returning.
The immediate filing of complaint for illegal dismissal against the employer with a prayer for reinstatement shows
that the employee was not abandoning his work.
(Labor vs. NLRC)
Tardiness and Absenteeism, like are form of neglect of duty.
DISHONESTY
To constitute a just cause for terminating the employee’s service, the fraud must be committed against the employer
or representative and in connection with the employee’s work.
LOSS OF CONFIDENCE
Loss of confidence should not be simulated in order to justify what would otherewise be, under the provisions of law,
an illegal dismissal. It must be genuine, not a mere afterthought to justify an earlier action taken in bad faith.
(Norma Mabeza vs. NLRC)
LOSS OF CONFIDENCE
Loss of confidence should ideally apply only to
1.Cases involving employees occupying position of trust and confidence (managerial)
2.To those situations where the employee is routinely charged with the care and custody of the employer’s
money/property.
Cashiers, auditors, property custodians, etc. – those in the normal and routine exercise of their functions, regularly
handle significant amounts of money/property. In Marine Port Service, Inc. vs. NLRC (91), a security guard is not
holding a position of trust and confidence. He is entrusted only with the physical task of protecting property.

GUIDELINES FOR APPLYING THE DOCTRINE OF LOSS OF CONFIDENCE ARE :
1) Loss of confidence should not be simulated

2) It should not be as a subterfuge for causes which are improper, illegal, or unjustified
3) It may not be arbitrarily asserted in the face of overwhelming evidence to the contrary
4) It must be genuine, not a mere afterthought to justify earlier action taken in bad faith
5) The employee involved holds a position of trust and confidence
COMMISSION OF A CRIME OR OFFENSE

An employer may dismiss an employee for breach of trust in the handling of funds in spite of his having been
acquitted in the course of criminal prosecution.
Conviction for a crime involving the loss of such funds is not necessary before the employee may be dismissed.
There is more reason for dismissal where the acts of misconduct and willful breach of trust are repeatedly
committed by an employee.
(Piedad vs. Lanao del Norte Electric Cooperative)
AUTHORIZED CAUSES OF TERMINATION

Art. 283 . CLOSURE OF ESTABLISHMENT AND REDUCTION OF PERSONNEL
The employer may also terminate the employment of any employee due to the installation of labor-saving devices,
redundancy, retrenchment to prevent losses or the closing or cessation of operation of the establishment or
undertaking unless the closing is for the purpose of circumventing the provisions of this Title, by serving a written
notice on the worker and the Department of Labor and Employment at least one (1) month before the intended
date thereof. In case of termination due to the installation of labor saving devices or redundancy, the worker
affected thereby shall be entitled to a separation pay equivalent to at least his one (1) month pay or to at least one
(1) month pay every year of service, whichever is higher.
In case of retrenchment to prevent losses and in cases of closures or cessation of operations of establishment or
undertaking not due to serious business losses or financial reverses, the separation pay shall be equivalent to one
(1) month pay or at least one-half (1/2) month pay for every year of service, whichever is higher. A fraction of at
least six (6) months shall be considered as one(1) whole year.

Art. 284 . DISEASE AS GROUND FOR TERMINATION
An employer may terminate the services of an employee who has been found to be suffering from any disease
and whose continued employment is prohibited by law or is prejudicial to his health as well as to the health of his
co-employees : Provided, that he is paid separation pay equivalent to at least one (1) month salary or to one-half
(1/2) month salary for every year of service, whichever is greater, a fraction of at least (6) months being
considered as one (1) whole year.
REQUIRED NOTICE
To effect termination of any employee based on authorized causes, the employer must serve a written notice on the worker
and the DOLE at least (1) one month before the intended date thereof. The purpose of such previous notice to DOLE is to
enable it to ascertain the verity of the cause of termination of employment.
( International Hardware, Inc. vs. NLRC)
Introduction with Labor-Saving Device

Reduction of the number of workers in a company’s factory made necessary by the introduction of machinery in the
manufacture of its product is justified. There can be no question as to the right of the manufacturer to use new labor-saving
devices with a view to affecting more economy and efficiency in its method of production.
Philippine Sheet Metal Worker’s Union vs. CIR)
REDUNDANCY
Redundancy exists where the services of an employee are in excess of what is reasonably demanded by the actual
requirements of the enterprise. Succinctly put, a position is redundant where it is superfluous, and superfluity of a position
or positions may be the outcome of a number of factors, such as overhiring of workers, decreased volume of business, or
dropping of a particular product line or service activity previously manufactured or undertaken by the enterprise.
The employer has no legal obligation to keep in its payroll more employees than are necessary for the operation of its
business.
(Wiltshire File Co., Inc. vs. NLRC)

RETRENCHMENT
Retrenchment is one of the economic grounds to dismiss employees. It is resorted to by an employer
primarily to avoid or minimize business losses. However, the employer bears the burden to prove his
allegation of economic or business reverses. The employer’s failure to prove it necessarily means that the
employee’s dismissal was not justified.
(Precision Electronics Corporation vs. NLRC)
Standards which justify retrenchment:
1) The losses expected should be substantial and not merely minimal in extent
2) The substantial loss apprehended must be reasonably imminent
3) The retrenchment must be reasonably necessary and likely to effectively prevent the expected losses
4) The employer must have taken other measures prior to or parallel to retrenchment to forestall losses
5) Alleged losses if already realized, and the expected imminent losses sought to be forestalled, must be
proven by sufficient and convincing evidence.
(Lopez Sugar Corp. vs. Fed. Of Free Workers)
CLOSURE OF BUSINESS
The Labor Code allows an employer to terminate the services of his employees in case of closure of business
not due to serious financial losses.
Requirements:
1. Service of a written notice to the employees and to the DOLE at least one (1) month before the intended
date thereof:
2. The cessation of or withdrawal from business operations must be bona fide in character
3. Payment to the employees of separation pay

AILMENT OR DISEASE
If the employee suffers from a disease and his continued employment is prohibited by law or prejudicial to his
health or to the health of his co-employees, the employer shall not terminate his employment unless there is a
certification by a competent public health authority that the disease is of such nature or at such stage that it
cannot be cured within a period of six months even with proper medical treatment.
(Sec. 8 Rule 1, Book VI, Rules and Regulations Implementing
the Labor Code)
Procedure to Terminate Employment

Under Philippine law the person for terminating one’s employment is as important as the manner it is done. Both
reason and the manner must be appropriate, otherwise, the termination itself is gravely defective and may be
declared unjustified. This is because a worker’s job is considered property and the Constitution commands that
“no person shall be deprived of life, liberty or property without due process of law, nor shall any person be denied
the equal protection of the laws.” Since one’s job is property, one cannot be deprived of it without observance of
proper legal procedure.
Standards of Due Process

The Implementing Rules of Book V prescribe the standards of due process, varying according to the cause of the
termination. In all cases of the termination of employment, the following standards of due process shall be
substantially observed:
I. For termination of employment based on JUST CAUSES as defined in Article 282 of the Code:
a. A written notice on the employees specifying the ground or Grounds for termination, and giving to said
employee reasonable opportunity within which to explain his side;
b. A hearing or conference during which the employee concerned, with the assistance of counsel if the
employee so desires, is given the opportunity to respond to the charge, present his evidence or rebut the
evidence presented against him; and
c. A written notice of termination served on the employee indicating that upon due consideration of all the
circumstances grounds have been established to justify his termination. In case of termination, the
foregoing notices shall be served on the employee’s last known address.

II. For termination of employment based on AUTHORIZED CAUSES defined in Article 283 of the Code, the
requirements of due process shall be deemed complied with upon service of a written notice to the employee and
the appropriate Regional Office of the Department of Labor and Employment at least thirty days before the
affectivity of the termination, specifying the ground or grounds for termination.
III. If the termination is brought about by the completion of the contract or phase thereof, no prior notice is required.
If the termination is brought about by the failure of an employee to meet the standards of the employer in the
case of probationary employment it shall be sufficient that a written notice served the employee within a
reasonable time from the effective date of termination.
Due Process; Ample Opportunity To Be Heard

If the employee committed an act which was a lawful cause or justification for his dismissal, the employer should not be
an outright termination of the services of the employee without affording him due process. Otherwise, it will be a
violation of his right to security of tenure.
(Robusta Agro Marine Products, Inc. vs. Gorombalem)
Burden of Proof
In termination cases, the burden of proof rests upon the employer to show that the dismissal is for just and valid cause.
Failure to do so would necessarily mean that the dismissal was not justified and, therefore, was illegal.
(Royal Crown Internationale vs. NLRC)
Proof Required
Proof beyond reasonable doubt of the employee’s misconduct is not required, it being sufficient that there is some basis
for the same or that the employer has reasonable ground to believe that the employee is responsible for the misconduct
and his participation therein renders him unworthy of the trust and confidence demanded by his position.
(Riker vs. Ople)

Substantial Evidence
It is true that in administrative proceedings, the guilt of a party need not be shown by proof “beyond reasonable
doubt” required by our penal laws, yet, there must be substantial evidence to support it. In this connection.
“substantial evidence” has been defined as follows:
Substantial evidence is more than a mere scintilla. It means such relevant evidence as a reasonable mind might
accept as adequate to support a conclusion.
(Anscor Transport vs. NLRC)
Preventive Suspension
The authority of an employer to place an employee Under preventive suspension is found in the Implementing
Rules of the Code, specifically Book V, rule XXIII:
Section 8. Preventive suspension – The employer may place the worker concerned under preventive suspension
if his continued employment poses a serious imminent threat to the life or property of the employer or of his co-
workers.
Period of Suspension
Preventive suspension, being only an intermediate Protective measure, cannot last for an indefinite period. The
Code’s Implementing Rules provides that no preventive suspension shall last longer than thirty (30) days. After that
period, the employer shall reinstate the worker in his former position or in a substantially equivalent position, or the
employer may extent the period of suspension, provided that during the period of suspension, he pays the wages
and other benefits due to the worker. In such case the worker shall not be bound to reimburse the amount paid to
him during the extension if the employer decides, after completion of the hearing, to dismiss the worker.

Suspension of Operations; “ Floating Status”
Under Article 286 of the Labor Code, the bona fide suspension of the operation of a business or undertaking for
a period not exceeding six months, or the fulfillment by the employee of a military or civic duty does not terminate
employment. Under this provision, when the bona fide suspension of the operation of a business or undertaking
exceeds six (6) months, then the employment of the employee shall be deemed terminated.
(International Hardware, Inc. vs. NLRC)
The so-called “ floating status” of an employee should last only for a legally prescribed period of time. When that
“floating status” of an employee lasts for more than six months, he may be considered to have been illegally
dismissed from the service. Thus, he is entitled to the corresponding benefits for his separation.
(Valdez vs. NLRC)
When the “floating status” of the employee lasts for more than six (6) months, they may be considered to have
been constructively dismissed from the service. Thus, they were entitled to the corresponding benefits for their
separation.
(Agro Commercial Security Services Agency, Inc. vs. NLRC)
.
Other Important Provisions of the Labor Code
Art. 289. WHO ARE LIABLE WHEN COMMITTED BY OTHER THAN NATURAL PERSON
If the offense is committed by a corporation, trust, firm, partnership, association or any other entity, the penalty
shall be imposed upon the guilty or officers of such corporation, trust, firm, partnership, association or entity.
Art. 291. MONEY CLAIMS

All money claims arising from employer-employee relations accruing during the effectivity of this Code shall be
filed within three (3) years from the cause of action accrued; otherwise they shall be forever barred.
Action for Reinstatement Prescribes In Four Years

The period of prescription mentioned under Article 291 of the Labor Code refers to and is “limited to money
claims,” all other cases of injury to rights of a working man being governed by the Civil Code. Hence, an action
for reinstatement or illegal dismissal prescribes in four years, for the injury to the employee’s rights provided
under Article 1146 of the Civil Code.

Labor Relations & Other Issues
• Pertinent Legal Provisions of the Labor Code
 Article 106 – Joint and Severally Liability of the Principal Client
 Article 2006 – Floating Status-when the contract is (1) pre-terminated,
and (2) expired and not renewed.
 Article 279 – Security of Tenure (Guards)
 Article 289 – Who are liable when committed by other than natural
person.
 Article 291 – Money Claims
• NLRC & DOLE Cases & other Jurisprudences
 DOLE Matters
1. Private Security Industry Tripartite Council
• Bidding for Public: R.A. 9184 – Government Procurement Reform Act,
PADPAO Rate and Department Order 18-A
• Bidding for Private: PADPAO Rate and Department Order 18-A
• Important Features of Service (Level) Contract Agreement
 Define the scope and extent of the contractual obligations
 Physical Inventory of the property upon Assumption
 Investigation: Liability Issues
 Special Provisions
 Termination Clause

• Pertinent Laws
 Provisions of R.A. 5487, as amended
 Presidential Decree 1919 – specifically on accumulation of 200 guards
in 2 years time
• Firearms & Explosive Division (FED) & SOSIA Issuances & Directives
 Important Features of R.A. 10591
 Standard Operating Procedure Agencies in the Deployment of Security
Personnel on Properties/Establishments with Conflicting Claims,
Ownership, Management or Administration

SECURITY FORCE
MANAGEMENT
Administration
Operation
Technical
ADMINISTRATION OPERATIONS TECHNICAL
Screening & Recruitment  Deployment of men &  Security Investigation

resources
 Training & Career  Definition of roles  Report Writing
Development
 Upliftment of morale,  Patrols, search & rescue  Collection of Critical
welfare & benefits Information
 Finance, accounting,  Executive Protection  Electronics Security
payroll, budgeting
 Logistics sourcing, supply  Enforcement of rules  Security Survey & Review
management
 Performance evaluation  Access Control  Risk & Vulnerability
Analyses
 Inspectorate & post Audit  Hazards Identification
Description
SECURITY FORCE MANAGEMENT 25
WHY YOUR
SECURITY AGENCY
EXIST?
WHAT IS YOUR
PRIMARY OBJECTIVE
26 SECURITY FORCE MANAGEMENT

Situation
• The business operations of a “valuable” client has taken over by the
3rd generation of the family. The new breed of managers wanted to
understand the competency, the standards and processes and the
tools and technology currently in place specifically by the security
service provider as an essential partner in asset protection and loss
prevention. To fully appreciate the capability of your organization,
they required your team to submit a cost-effective Security
Management Plan for their company to ensure that you would be an
ideal business partner in their expansion and growth plans. You were
given 5 days to submit. HOW DO YOU START?

BUSINESS
PRINCIPLES &
PRACTICES
Management & Leadership
SECURITY
SECURITY MANAGEMENT LEADERSHIP
• Develop meaningful policies & procedures. • Educate and sell ideas to do security.
• Implementing action plans • Creating strategies
• Executes existing directions. • Promotes new directions.
• An on-going role • An occasional acts
Asset Protection Loss Prevention
• Legal Management • Crime Prevention
• Components of Security • Budgeting
• Integrated Security System • Internal Audit
• Workplace Violence • Insurance
• Risk Exposure • Risk Management
• Emergency / Disaster Planning • Guard Force Administration
• Behavioral / Screening of Applicants • Safety & Environment
• Executive Protection • Data Processing
• Physical Security
• Security Management
• Substance Abuse Policy
EXPENSE or INVESTMENT?
WHAT IS THE VALUE OF SECURITY IN YOUR ORGANIZATION?

32
EXPENSE INVESTMENT
 Corporate management  Corporate believes that security
believes that the security is an investment towards future
profits. They believe that
effort should be kept to a security operations will provide a
minimum as they see it financial return on their
purely as an expense. When investment of a similar order so
that should it have been invested
pressures rise on expenses, in other areas. In this instance it
security is one of the first is important that security
areas where savings are management are able to justify
sought. this.
Two Essentials Viewpoints

How To Measure and Justify the
Effectiveness of Security?
Refers as data
driven security using
SECURITY metrics and data to
OPTIMIZATION drive security
program and reduce
risks in a cost
effective way.

• BUSINESS ACUMEN
– Demonstrating security’s value in key financial terms.
– Understanding balance sheet
– Demonstrating leadership by controlling interruptions
• STRATEGIC CAPABILITIES
– The ability to communicate clearly how security contributes to
the business goals.
– Expenses are managed and measured by program.
• ENTREPRENURIAL MINDSET
– Driving creativity, innovation and accountability.
– Manage performance and develop stretch action plans
The Biggest Skill Gaps

“Learn how to become a business leader not just a security leader”

• WHAT management wants them to do =
1 POLICY
• WHY management wants them to do it

2 = OBJECTIVE
• HOW management wants it done =

3 PROCEDURE
Developing Policies & Procedures

“Security measure can only be effective when enforced”

Budget, Accounting, Audit
Check historical data for minimum of

3 years
Monitor and record monthly regular

and extra duties
Counter-check budget to actual

expense

People Management
The Most important Asset
Hiring & Training
Discipline
Motivation & Morale
Promotions
Communications

Mandatory Training
Reinforcement Training
Enhancement Training
Training Management
“Liability decreases as training standards increase”

Training
• It is the “WHAT” process in instructional
management as the tool for the introduction of
concepts and practices.
Education
• It is the “WHY” that explains the process on the
importance of achieving the desired result.
The T.E.A.M. Model for Training

“Security Awareness as a Tool for Loss Prevention”

Awareness
•It is the process of developing the
mindset in others or the “OH!”
Motivation
•It is the creation or buy in overcoming
efficiency “JUST DO IT”

1. Job Description 1.
Performance Appraisal
2. 2.
3. 3.
4. 4.
5. 5.
6. 6.
COMPARISON
Strong Points Weak Points
1. of Performance 1. of Performance
2. 2.
3. 3.
4. 4.
Non Training Training Training

1.
2.
Solution 1.
2.
Solution 1.
2.
Needs
3. 3. 3.
Job Needs Analysis

“As challenges change capabilities should be transformed”

“Why Should We Consider Your
Company?”
Assist the company in strengthening organization thru

security leadership.
Grow the business by containing business losses and

interruptions.
Maintain integrity, honesty and loyalty to organization and

its leadership.

SECURITY
PRINCIPLES &
PRACTICES
Risk Assessment
“A security plan begin with a realistic assessment of the property and the surrounding”
Loss Event
Profile
DEFINING A
PROBLEM
“the art of
priotization”
Loss Event Loss Event

Probability Criticality
SECURITY PRINCIPLES & PRACTICES 45

Likelihood Percentage of Impact
• 0.999 Virtually Certain • 100% - Fatal
• 75% - Very Serious

• 0.75 Very Probable
• 50% - Average
• 0.50 Average Probability
• 25% - Less Serious
• 0.25 Less Probable
• 0% - Unimportant
• 0.001 Very Improbable
Mathematical & Financial Statements:

“Probability & Criticality”
46 SECURITY PRINCIPLES & PRACTICES

Methods for Handling a Risk
“Risk is inherent in everything we do. We manage risk continuously”
Eliminate Reduce Risk Reduction is

the concern of
Security
Professionals
Transfer Spread
Avoid

Risk Management
“Refers to Architecture – principles, framework, and process to manage risk effectively”
Vulnerability
PML &
Probability
ALE
Criticality
Possible Maximum Loss
Probable Maximum Loss
Annual Loss Exposure/Expectancy

Survey vs. Audit
Diagnostic Phase
• Identify, Analyze, Assess, Recommend
Remedial Phase
• Review, Reason, Reinforce, Test

SECURITY CORPORATE
INVESTIGATION INVESTIGATION
• Is the process of determining • Is a due diligence process
the circumstances and the aims to protect the interest of
essential elements of an the company and its
unusual event that has stakeholders from dishonest
caused harm, loss, or damage employees and fraudulent
to person or properties. It is business partners to legal and
initiated when any or some financial exposures, and other
of the elements of an event form of criminal activities. It
are not answered in the is usually initiated even
incident report. before an incident is
reported.
Investigation / Inquiry
Security Design
“To be proactive & predictive, create to-do-list everyday”
How much is required to a

Security solution is fit to: project;
• Purpose of the facility • Size

(Vision & Mission) • Use
• Proportionate to the • Function,
risk identified • Type of occupant
• Balanced with other • Capacity of the venue
development • Stakeholder
objectives requirements
• Surrounding context

7 Deadly SINS of Building Security
“Security is not a one-size-fits-all proposition, it’s a tremendous balancing act”
• Creating post • Placing aesthetic

orders without over security
advanced analysis.
• Allowing
• Neglecting to management to
properly secure ignore security rules
certain entrances
• Failing to secure
• Failing to take time critical areas inside
to understand your the building
technology

• Overdoing
security
Security measure should be within the boundary of customer service

Forging Public-Private Partnership
“A linking up or connecting of the parts of a whole in order to bring about proper coordination”
PREVENTION
RESPONSE
RECOVERY

Tasks Differentiator
“Each assume a different but complementary responsibilities”
LAW ENFORCERS SECURITY
Corporate Presence
Community Presence
Rules Implementation
Law Enforcement
Corporate Inquiry
Criminal Investigation
Endorsement Acts of
Treatment of Offenders
Dishonesty
Re-integration Program
Counselling Program
Crime Analysis
Loss Assessment
Crime Prevention
Loss Prevention

Crime & Loss Prevention
“The future of crime prevention is VISIBILITY”
Law Enforcement Corporate Security

• Understanding the reasons and • Placing series of barriers to
elements of crime. prevent act of intrusion.
• Evaluating the behavior • Implementing security

attached to the development of processes to reinforce
crime. protection of assets.
• Assessing the impact of crime to • Strengthening procedures with

the community. the use of technology.

Developing Synergy
“People will always try to find ways to breach or infringe security procedures in place”
Area of Overlap
Law Enforcement SECURITY

HUMAN
ASSET
Protection of Life
and Property Protection of
Maintenance of Company Assets
Peace and Order Reduce Business
Community & Interruptions
Corporate Protection
Based- Concept

The Future of Law Enforcement & Corporate
Security is...
PREVENTION
CRIME
LOSS
PREVENTION RISK
MANAGEMENT PREVENTION
A peace officer with A private person

police power deriving authority from
employer
CONVERGENCE
?
Demonstrate....Prevention?
RISK ANALYSIS CRIME & INCIDENT ANALYSIS
Analyze activity Assessment of

from start to finish Risk
Determine Determine
Possibilities Vulnerabilities
Make
Recommendations
Identify Threats

Prevention & Countermeasures in
Physical Form
• Environmental (Urban) Design
– Approach in preventing crime in residential and
commercial areas by limiting criminal opportunity
through the use of physical barriers.
– Recognizing the benefits of Crime Prevention through

Environmental Design (CPTED) - defensible space
principle.
– Application of Architectural Security concepts.

• Environmental Security
– Urban planning and design process that integrates
crime prevention with neighbourhood design and
urban development.
– Improve the opportunities for apprehension, by:

• Increasing the preparation time needed by the
criminals.
• Increasing the speed of detection by enhanced
lighting and landscaping.
• Decreasing the crime reporting time as there is a
better over-all observation by more people.

“prevent what can be prevented and be ready to respond to what cannot be
prevented”
• Crime Analysis
– It is the systematic approach to studying crime
problems, by collection, categorization and
dissemination of accurate, timely and useful
information to the community and workplace
environment.
– Crimes happen when four things come together;
• Law
• Offender
• Victim/Target
• Place/Environment
The Politics of Protection
“Often the greatest threat to a company is not the external foe, but the destructive forces from within”
• Control is the point of argument.

CONTROL • Difficulties is convincing employees to comply.
• Besieged with power courtesy of ranks and position.

POWER
• Protection of reputation or brand of the company

IMAGE

Crisis…..Common Causes
“Crisis management must not be viewed as a substitute for failed strategy instead it is a very
important aspect of strategy”
Issues
Emergencies Accidents

Fusion of Security & Safety
Area of
SECURITY Overlap SAFETY
• Prevent Loss of Life &

Property •Prevent Injuries
• Minimize Business •Minimize Outages
Interruptions HUMAN
ASSET
Incident Accident
Investigation Investigation
Synergy???

Security as a...
occupation
profession

Security as a Profession
Income Mobility Autonomy
Self-
Competence Licensing Regulation
Institutional Ethical
Training Standards
Professional
Career
Association

References
• CPP Study Guide Copyright @ 2005 by ASIS International
• CSP Advance Security Management Professional Development Program
• Seven Deadly Sins in Building Security, CSO Publication Joan Goodchild
• The Politics of Protection, Erick G. Harne, CPP
• Crisis Management, Harvard Review Magazine
• Security by Design, Hunter R. Burkall, PSP
• A Textbook in Security & Safety Management, 2nd Edition, Estelito A.
Dela Cruz Jr.

Be Honest. Be Kind. Be Safe.
• Certified Protection Professional
• Certified Security Professional
• Certified Security Management Specialist
• Certified Mall Protection Professional
• Certified Security Trainer
• Certified Criminalistics Specialist
• Accredited Security Director
• Accredited Investigator
• Qualified TVET Trainer & Assessor
• Commissioned Officer PA-AFP
• Registered Criminologist
• Master in Business Administration
(International Academy of Management & Economics)
• Master of Science in Criminal Justice
(De La Salle University-Dasmarinas)

PERSONNEL
SECURITY
PURPOSE AND FUNCTIONS
The main purpose of personnel security program is to:
1. Insure that the company employs only those people best suited to assist the company in achieving it’s
goals, and
2. After employment to assist in providing the necessary security to staff while they are carrying out their work.
It is said that vulnerability to losses caused by employees is measured in part by:

• The character of the individual;
• Their awareness of the assets protection requirements; and
• Their motivation to become part of and co-operate in the asset protection programmed.
In implementing an assets protection programmed, one primary objective should motivate all employees to become
part of the protection programmed.
The three key security process used to provide comprehensive protection for a business are:
* Personnel Security
* Information Security
* Physical Security
To protect the organization from undesirable persons the personnel security process requires the following
main elements:
1. An appropriate recruitment and hiring policy.

2. The use of screening devices to assist in applicant selection process.
3. A background investigation of applicants.
4. The carrying out investigation into activities of current employees suspected of violating company rules.
5. Assisting employees to protect themselves through security awareness and educational program.
6. The protection of employees from discriminatory hiring or terminating procedures, as well as unfounded
allegations of illegal or unethical activities and conduct.
PERSONNEL SECURITY 73
A comprehensive personnel security program should
include the following elements:
1. Adequate job specification and performance standards.

2. Appropriate recruitment and selection criteria
3. Background applicant screening procedures and standards.
4. Background investigation standards.
5. Truth verification standards.
6. Criteria for employee conduct.
7. Investigation of questionable employee conduct.
8. Disciplinary procedures.
9. Termination procedures.
SCREENING APPLICANT
The most effective tools available in the most effective tools available in employee selection are the application
form, and the interview. This verifies the accuracy and completeness of the subject’s application form and can
also develop additional relevant information. - the governing standards are the needs of the company and the
fairness to the applicant.
Applicant rejection should be decided on the basis of pre-defined standards which have been carefully worked
out with the Personnel Dept., and:
a) Such standards must be strictly adhered to, and

b) Reviewed regularly and updated where necessary.
74 PERSONNEL SECURITY
Things to look for during Screening Process
1. Sign of instability in personal relations
2. Indications of lack of job stability
3. Being over qualified for the post
4. A declining salary history
5. Inability to remember former supervisors
6. Gaps in residence details
7. Inadequate references
8. Use of ‘self-employed’ status to hide period of unemployment.
Common Omissions and Falsifications

Applicant Signature: Application signed
Application Date: As the applicant is only responsible for the information listed as of the date of the application.
Applicant’s Name: Questions about other names under which you may worked or attended school
applies to sexes
Education: Approximately 5% of all applicants falsify some aspect of their education background. Obtaining lists
of school, but omitting dates of attendance, or degrees lists and ‘diploma mills’. Lists fictitious schools, omitting
geographic location, lists recognized schools that he never ever attended, claims graduation or degrees from
school he did attend, but for a very short time, assumes the name and degree of a bona fide graduate.
Crime Records: The questioned is unanswered.
Employments Gaps: Applicant simply omits information, and if the interviewer fail to question the gaps then the
applicant has succeeded without actually falsifying anything.
Former Employers: The company may have been owned or operated by the applicant or his near relatives.
Personnel investigation can involve three general techniques:

- Background
- Positive vetting
- Profiling
THE BACKGROUND INVESTIGATION
1. To verify information on the application form;
2. To ascertain past employment experiences; and
3. To obtain other information pertinent to the

decision to employ, either positive or negative.
Investigative Coverage
1. Prior employment back at least seven consecutive years should be verified. You will need to get explanations
for gaps greater than one month.
2. Claimed residence for the period covered in employment and educational institutes should be verified.
Investigative Standards
1. Information sought should be relevant to the hiring decision.

2. Be reliable (i.e., have a good probability of being correct)
3. If unfavorable, be confirmed by at least one other source.
Investigative Review - all completed investigation should be reviewed by an responsible supervisory employee
so that all applicants are measured to the same standards.
Contract Investigation Agencies

- agencies should be advised in writing of:
a) The reason for the reports
b) The nature of the investigation to be undertaken
c) The time expected to spend on the investigation
d) The authorized cost expected to be charged
e) They shall not represent themselves as the hiring company when conducting investigation
f) The identity, address and telephone numbers of company personnel to whom the investigative reports are to be
made.
Positive Vetting
Vetting is defined by Webster’s Dictionary as the
process of inspecting or examining with careful
thoroughness.
The essence of vetting is:

1. A personal interview
2. Conducted under stress
3. The interview is based upon answers previously given by the applicant.
4. Other information is used during the interview which confirms or denies that given by the applicant.
The basic reason for an interview during ‘vetting’ are to:
1. Challenge the applicant on the basis of any false statement;

2. To observe the applicants behavior under stress;
3. To open areas for exploration which have up
until now been hidden; and
4. To provide new investigative leads.
Profiling- is the process whereby a subject’s reaction in a future critical situation is predicted by observing his
behavior, or by interviewing him, or analyzing response to a questionnaire.
Two Popular Intelligence tests are:

1. Stanford-Binet IQ test
2. Henman-Nelson IQ test
DECEPTION DETECTION TECHNIQUES

Devices to detect deception during interview fall
into three main types
1. Polygraph – sometimes referred to as a lie-detector, this records changes in blood pressure, breathing rate,
pulse and skin conductivity to electricity, and these changes are assessed by the examiner and therefore the
results are only as good as the skill of the examiner.
2. Psychological Stress Evaluator, which does not require any connections to the subjects body records and
analyze stress related components of the voice, and it may be used with or without the knowledge of the
subject being tested;
3. The Voice Analyzer also does not require attachment to the body and records sub-audible tremors in
speech on to a digital tape, where they are processed electronically and provide immediate results for a
single or multiple word answer to question.
FINANCIAL AND LIFE STYLE ENQUIRY

To gather basic information on income and the mode of living. Called Earning to Debt Ratio’. All employees subject
to this type of enquiry should be advised in writing at start of their employment of company policy regarding
this.
It is usually used on consideration for:

1. Promotion to a significantly more responsible job.
2. Assignment to significantly more sensitive duties.
3. Cyclical basis for staff in sensitive posts.
4. To establish whether certain employees are engaging in activities for which disciplinary action can be taken.
Subjects should be selected for review based on:

1. Specific position titles
2. By executive management submitting a confidential list of candidates
3. On the occurrence of specific events (e.g., a garnishment notice)
The source to be checked would include:

1. Security/Law enforcement agency files
2. Litigation records
3. Personnel and salaries debt records
4. Bank/credit agency files/sources
5. Inspection of residence
6. Real Property records
UNDERCOVER INVESTIGATION
Defined as the placement of an agent in a role in which the agent’s in a role in which the agent’s true identity and role
remain unknown, to obtain information for criminal prosecutions or for recovery or limitation of asset losses.
The objectives of an undercover operation are:

1.To obtain evidence of past or future crimes.
2.To identify persons engaged in theft, the methods employed, and/or the destination of diverted materials.
3.To identify contacts made by a target person.
4.To establish whether certain employees are engaging in activities for which disciplinary action can be taken
There are a number of potential problems with under-cover operations, such as:
1. Injury – the agent may be injured by employees trying to prevent discovery of what they are doing;
2. Exposure – if the agent’s true identity or purpose is exposed it will undoubtedly impact on employee moral, customer
and supplier relationships, employee and contract labor support, and possible consequences of impact on efficient
distribution of finished goods.
3. Unfair labor practice - there may be claims of ‘unfair labor practice’ if the operation interferes, retrains or affects
employees in exercise of collective bargaining rights.
4. Civil Action for Damages – there may be civil action for damages, because an intrusion at a time and place where
there was an expectation of privacy or by public disclosure of private facts about an employee.
5. New Bargaining Issue – finally it may initiate a new bargaining issue, because any disciplinary action might cause
grievance and an allegation that the investigation was a contract violation.
REQUIREMENTS FOR UNDERCOVER INVESTIGATION
1. INVESTIGATOR- the investigator should not be known to the target population, and be a ‘logical’ fit. He
must know:
a. the identity of the control person
b. the means of contact with control
c. actions that are forbidden
d. the real purpose of the operation
e. have a good cover story
f. the working environment
2. COVER STORY – it should be a) explain qualifications for the job b) explain how the agent got the job c)
cover agents past life.
3. PLACEMENT TECHNIQUE – it should be a) well thought out and the job should cover the area involved in
the investigation; and b) have as few controls as possible to allow the agent to appear ordinary
4. CONTROL SCHEME – the ‘control scheme’ is made up of a control contact and a control plan.
4.1 CONTROL PERSON PROVIDES:

a) Instructions
b) Evaluates reports
c) Redirects activities as necessary, virtually a 24 hour basis.
4.2 CONTROL PLAN SHOULD INCLUDE:

a) The names of the contact(s)
b) Means and frequency of contact
c) Contingencies (for illness, injury, compromise)
d) Law enforcement relations
e) Support resources (e.g., concurrent surveillance operations)
f) The termination of the investigation
5. Communication – need to be carefully organized
a) Ensure there are no “give-away”
b) Agents call is always answered, and recorded
c) Daily calls are ideal but not always possible
d) A ‘drop’ must be reasonably accessible, unlikely to be disturbed, and where the material will not be affected by
the weather.
6. Law Enforcement Relations – it is important to decide what involvement there will be with the law
enforcement agencies.
7. Confidentiality Within the Organization – it is vital that the operation is kept strictly confidential within the
organization, and no routine management briefings are given.
8. Terminating the operation – terminating the operation can be as difficult as initiating it, particularly in view
of the need to maintain the identity of the secret agent, and it is important to ensure that no other members of
staff are alerted to the operation.
8.1 Planned Termination – the plan should consider:

a) if the investigation will ever be disclosed;
b) how to withdraw the agent without creating question; and
c) how to use the result without exposing the operation
8.2 Compromised Operation – if the operation is compromised the plan should address:
a) How to withdraw the agent immediately and safely
b) Salvaging of as much of the result to date as possible
c) Preparing explanations, defense, or position as needed.
9. Analysis- the investigators report will need to be analyzed to identify any shortcomings in the control of routine
operations of the company or any supervisory or communication weaknesses.
10. Cost – the cost undercover operations are high, there is the normal wages for the ‘employee’ agent (inc
payroll tax) and the fee paid to the agency
11. Summary
a) Use undercover operations where there is no

other alternatives
b) Define the purpose and objectives clearly
c) Select a suitably qualified agent
d) Prepare a plausible cover story
e) Devise an appropriate placement plan
f) Have effective controls and point of contact
g) Budget sufficient funds to fully resource the
operation
MISCELLANEOUS MATTERS
1.Personnel Dept, and security managers responsible for personnel clearance investigations should keep abreast of
changes in law by statutes or court decisions.
2. Remember an employee has the right his pre

employment investigation file and reasonably
challenge any findings.
3. In some countries criminal records are a matter of public record, felonies are filed in superior courts and
misdemeanors in municipal courts
4.An ‘exit-interview’ is a valuable tool because it:

a) gives the employee an opportunity to list grievances;
b) offers management the opportunity to learn of problems not previously known;
c) can help reduce losses when a check-list is employed to return company issued property;
d) the interview is also used to remind departing employees of their legal obligation to protect trade secrets or
confidential information.
5. Bonding is used by some firms, as a type of insurance, against loss where company controls prove
ineffective. Bonding should never be considered as an alternative to an effective security program
a) “Fidelity Bond” is the insurance on a person against that person’s dishonesty.
b) “Indemnity Bond” is an insurance contract designed to reimburse an individual or organization for possible
losses of a particulartype.
6. The Theft Triangle has as it’s sides Motive, Desire, and Opportunity/Motive, Opportunity and
Rationalization.
7. The Protection of Assets Manual defines the concept of Security Awareness as a primary state of mind, it
is not the same as either training or education but is definitely related to both. And goes on to define the
purpose and benefits of Security Awareness as:
a) to better understand the relationship between security and successful operations;
b) to know one’s personal obligations under the security program
c) to understand the connection between security program objectives and selected security measures
d) to be familiar with sources of help in carrying out personal and departmental responsibilities under the
security program
e) to comply with statutory or common law requirements of notice;
f) to comply with regulatory requirements;
g) to comply with contract obligations
8. The two major tools used in employees selection procedures are:

a) The application
b) The interview
PHYSICAL SECURITY
DEFINITION OF TERMS
SECURITY
• Freedom from fear or danger
• Defense against crime
(Security World Magazine, March 1973)
PHYSICAL SECURITY
• A system of barriers placed between the adversary and the subject of protection;
FACTORS THAT BRING ABOUT INSECURED CONDITIONS
THREATS
- an activity that could lead to a loss
HAZARDS
- a condition that could lead to a loss
VULNERABILITY
- a weakness that can be used to gain access to an asset
RISK
- a potential loss or damage to an asset
5 TYPES:
* Natural * Animal * Human * Structural * Energy
PHYSICAL SECURITY 87
PERIMETER BARRIER
(1st Line of Defense)
MAIN PURPOSE
To deny or impede access or exit of unauthorized person/s.
OTHER PURPOSE OF PERIMETER BARRIER
1. Defines the boundary of the property to be secured

2. Creates a physical and psychological deterrent to unauthorized entry
3. Delays intrusion, thus facilitating apprehension of intruders
4. Assists in a more efficient and economical employment of guards
5. Facilitates and improves the control of pedestrian and vehicular traffic
TYPES OF FENCING
1. SOLID
2. FULL-VIEW
* Chain link * Barbed wire * Concertina
CHAIN LINK FENCE

1. Must be constructed of 7-foot material
excluding top guard.
2. Must be of 9-gauge or heavier.
3. Mesh openings are not to be
larger than 2” per side.
4. Should be a twisted and barbed
salvage at top and bottom.
5. Must be securely fastened to rigid
metal or reinforced concrete.
6. Must reach within 2” of hard ground or paving.
7. On soft ground, must reach below surface deep e
nough to compensate for shifting soil or sand.
88 PHYSICAL SECURITY
BARBED WIRE FENCE
1. Standard barbed wire is twisted, double-strand, 12 ga. wire with 4 point barbs spaced an equal distant apart.
2. Barbed wire fencing should not be less than 7 feet high, excluding top guard.
3. Barbed wire fencing must be firmly affixed to posts not more than 6 feet apart.
4. The distance between strands must not exceed 6” and at least one wire will be interlaced vertically and midway
between posts.
THE TOP GUARD
1. A top guard is an overhead of barbed wire along the top of the fence, facing outward and upward at approximately a
45-degree angle.
2. Top guard supporting arms will be permanently affixed to the top of fence posts to increase the overall height of the
fence by at least one foot.
3. Three strands of barbed wire, spaced 6” apart, must be installed on the supporting arms.
CLEAR ZONES
1. A clear zone of 20 feet or more should exist between the perimeter barrier and
exterior structures, parking areas and natural or man-made features.
2. A clear zone of 50 feet or more should exist between the perimeter barrier and
structures within the protected areas except when a building wall constitutes part of the
perimeter barrier.
CLEAR ZONES
TYPES OF PROTECTIVE ALARM SYSTEM
a. Local Alarms Systems – protective circuits active a visual or audible signal in the immediate vicinity
of the protected object or area.
b. Auxiliary System – this system is one in which the installation-owned system is a direct extension of
the police and / or fire alarm system (regarded as the least effective system).
c. Central Station System – transmit alarms to a central station outside the installation from which
appropriate action is taken such as notifying the police of fire dept.
d. Proprietary System – similar to a central station system except it is owned by and located on the
installation, and response to alarms is by the on-site security or fire fighting staff.
There are three basic elements to an IDS:

a. Sensor or trigger (detector)
b. Circuit which transmit the change of condition
c. The signalling device, called the Annunciator
The function of alarms system are to:

a. Detect fire or intrusion;
b. Emergency notification; and
c. Monitoring equipment or facility conditions.
Between 95- 98% of all alarm activations are said to be false. The most common causes of false alarms
are;
a. user negligence;
b. poor installation or servicing; and
c. faulty equipment
PURPOSES OF PROTECTIVE ALARM SYSTEM
1. To economize.
2. To substitute in place of other security measures.
3. To supplement by providing additional controls.
BUILDING EXTERIORS
(2nd Line of Defense)
Wall, Doors, Windows, Roof Openings, Fire Escapes
INTERIOR CONTROLS
(3rd Line of Defense)
1. ID System
2. Entry
3. Exit
4. Restricted Area
5. Alarm Sensors
6. Communication Systems
a. Local Tel Exchange d. Call Boxes
b. Two-way Radio e. Intercommunications
c. Commercial Tel Svc f. Paging & RecallSystems
7. Guards
TRAFFIC CONTROL
1. Traffic controls include the following

a. Identification of employees and visitors
b. Directing Movement of Employees and visitors
c. Package control
d. Control of commercial and private vehicles
2. All visitors to the site must be:
a. Made to identify themselves
b. Be limited to predetermined unrestricted areas
c. The most effective method is by ID badges and cards
3. Identification badges should be:
a. Tamper resistant
b. Bear a clear and recent photograph of the holder (at least 1” sq. and updated every 2-3 years or when facial
appearance change.)
c. It must contain personal details such as:
I. Date of Birth
ii. Height
iii. Weight
iv Color of hair and eyes
v Sex
vi Both thumbprints
d. Should be laminated and or sturdy construction
e. Color coded where necessary
f. Signed by the holder
g. The design should be simple to allow for easy recognition at a distance
3.1 A badge system can only be effective if enforced.
3.2 A package control policy should be in place covering both receipts and dispatches, and widely
published.
3.3 Incoming packages should be in inspected; in most cases a spot check is sufficient.
3.4 Where practical vehicle parking areas should be away from the facility, and protected from intruders.
3.5 Employees and visitors when leaving the site should pass a check and control point manned by
security.
DOGS AND ASSET PROTECTION (K9)
1. Basic Instincts
a. Hunting, attack without fear
b. Pack, sees human as a member of his pack and will protect him
2. Primary Value
a. Sensor mechanism, 100X better than man
b. Hearing 2x that of man
3. Secondary Value
a. Attack/Pursue, attack/hold
4. Dog’s Senses
a. Smell
b. Hearing
c. Sight
d. Touch
5. Deployment
a. Without Handlers
b. With handlers
PROTECTIVE LIGHTING
MAIN PURPOSES:
To create a psychological deterrent to intrusion,
To enable detection
4 TYPES:
* Continuous
* Standby
* Movable
* Emergency
FACTORS INVOLVED IN DETERMINING THE NEED FOR PROTECTIVE LIGHTING IN ANY PLANT
1) Size, shape, character of the plant and type of products

2) Location of plant
3) Protective advantage of night lighting
4) Management policy
GENERAL CHARACTERISTICS OF PROTECTIVE LIGHTING

1) It is relatively inexpensive to maintain.
2) It will probably reduce need for security forces
3) It may provide personal protection for security forces by reducing the element of surprise by the intruder
4) It requires less intensity than working light.
PROPRIETARY GUARDS
ADVANTAGES
1.Generally of higher caliber as they receive higher wages;

2.Generally, they provide better service;
3.Can be trained to handle some of the more complex security duties;
4.Less turnover;
5.Are more familiar with facilities they protect;
6.Tend to be more loyal to the company.
PROPRIETARY GUARDS
DISADVANTAGES
1.Costs more
2.May be required to join a guard union
3.Problem of ensuring availability of back-up personnel
CONTRACT GUARDS
ADVANTAGES
1.Less expensive
2.Use is convenient
3.Administrative and personnel problems less
4.User is relieved of payroll-related responsibilities
5.Contractor assumes full responsibility for scheduling and supervising all guard personnel
6.Is able to obtain extra guards when needed Security firm (agency) usually accepts liability in civil suits
CONTRACT GUARDS
DISADVANTAGES
1.Lack of training
2.Low-caliber employee
3.No loyalty to company (client)
4.Project poor image
5.Large turnover
6.Not familiar with client’s premises
EMERGENCY
PLANNING
&
DISASTER
PLANNING
INTRODUCTION
Industry and Government share responsibility for protecting lives and property.
Preparedness helps to avoid loss of lives and property, and assures continuity of
production which is so important to the recovery of an area after a disaster, or to the
nation if they were attacked.
Every industrial facility should be prepared to cope with the hazards and disasters of
today’s complex world. Storms, fires, explosions, sabotage, civil disturbances, and
possible nuclear attack (US!) All pose continuing threats.
Co-ordinated planning with local civil preparedness director should assure provisions for
the fullest use of community resources; mutual assistance agreements with other
industrial facilities provide insurance for the use in emergencies.
These are both key to community preparedness. Helps to ensure continuity of

operations, get companies back into business. Get plans well circulated so everyone
know what is expected of them. Business recovery planning is very important.
Industrial preparedness is regarded as essential for peacetime safety and security.
Every industrial firm, regardless of size should establish an internal organization that will
be able to protect life and property in time of any emergency.
EMERGENCY & DISASTER PLANNING 101

DEFINITION OF TERMS
EMERGENCY
WEBSTER : An unforeseen combination of circumstances or the resulting

state that calls for immediate action.
READER’S DIGEST : Sudden juncture demanding immediate action.
ENGLISH-TAGALOG : Di inaasahang pangyayari
DISASTER
A sudden calamitious event producing a great material damage, loss and distress.
OBJECTIVE OF DISASTER CONTROL PLANNING

The objective is to focus on solutions to major problems, not to bring order out of chaos, and, to
prevent a disaster from becoming a tragedy. Each company has an obligation to employees and
shareholders to have a contingency plan.
Each industrial plant, bank, office building, institution, or other large facility must be evaluated in
terms of:-
1. Disaster most likely to occur

2. The effects of disaster upon the facilities
3. The facilities capacity to cope with and minimize those effects
4. The effects on dependent facilities wherever they may be located.
102 EMERGENCY & DISASTER PLANNING

PURPOSE OF DISASTER PLANNING
1. Anticipate
2. Provide protection to people and property
3. Return to normal operations as soon as possible
It was once said that a “tornado” is not a “disaster”. It is having no emergency plans that is the “disaster”.
The first step in preparing for a disaster operation is the establishment of an overall corporate disaster plan.
“Emergency (or Disaster) Readiness” means preparation has reached the point where you are ready to react promptly to
save the life and protect property if the plant is threatened or hit by a major emergency.
A disaster or major emergency differs from the routine emergencies dealt with by plant personnel each day is the need for
co-ordinated emergency operations.
DISASTER READINESS FACTORS

In analyzing and assessing the vulnerability of individual organizations the following major factors must be considered:
1. Environmental Factors
Physical/Social/Politics. Where are we located, what do we need to plan for, e.g. proximity to other plants, sea
or air port facilities and near coast, wooded areas, floods plain, earthquakes, etc.
2. Indigenous Factors
What can our buildings withstand, e.g. lightweight construction, use of hazardous processes or materials,
hazardous by-products, storage of combustible materials, use of highly critical equipment, critical skills of
employees, inadequate exits for rapid clearance of a building, lack of shelter or limited evacuation routes.
3. Economic Factors

Bottom line considerations, such as criticality of products, exclusiveness of product (i.e.
whether the plant is the only one of its kind), or levels of stockpiled or reserved materials.
These are the bases for:
1. Estimating the likelihood of damage, either by direct or by indirect effects resulting from
dependency on a plant damaged elsewhere.
2. Making plans for protective measures within individual plants or complexes of plants, to
minimize damage and casualties.
Any plant or facility is vulnerable to some extent; the analysis of a plant’s vulnerability to a disaster can
provide the basis for developing practical and workable emergency operations plan for the site.
There are two types of disasters – “Man-Made” and “Natural”
Natural Disasters
The natural disasters which must be planned for are:
1. Forest Fires
2. Hurricanes
3. Floods
4. Tornadoes
5. Winter Storms
6. Earthquakes

1. Forest Fires
Uncontrolled, is one of man’s most destructive forces. Responsibility for fire protection on Federal lands falls to:
Dept. of Agriculture, Dept. of Interior, and others such as Dept. of Defense.
2. Hurricanes
Highest in terms of wind force. The agency responsible for issuing warnings (advisories) is National Weather
Service. The purpose of the advisory is to tell where storms are located, intensity of winds, and speed and direction
of movement. A warning is issued when forecaster determines a particular section of coast will be hit with winds of
74 mph or greater. Hurricane categories;
Category 1 Winds 74-95 mph

Category 5 Winds greater than 155 mph
Two type of warning issued:
Hurricane Watch Indicates the possibility of hurricanes within 36

hours, stay tuned for additional advisories
Hurricane Warning Issued when a hurricane has been sighted, or is expected within 24 hours; if advised to
evacuate do so immediately
3. Tornadoes
Most violent and most destructive, with swirling winds that can reach from 200 mph up to 400 mph. Tornadoes have
a width from 200 yards up to a mile and can travel a distance of between 5-30 miles at a ground speed of between
30-70 mph.
4. Winter Storms
Blizzard Warning A Blizzard is the most dangerous of all winter storms; snow with cold winds in excess of 35
mph

5. Earthquakes
Generally, unpredictable, can strike without warning. Range in intensity from slight tremors to great shocks and
last from a few seconds to up to 5 minutes; and could repeat, in a series, over several days.
Can trigger landslides and tidal waves, and disrupt power lines, telecoms, and gas and water supplies, and
sewers.
Most injuries result from falling materials

Basic Rules to remember:-
1. During “Shaking”, if you are:
Indoors: Stay inside

Under cover e.g. sturdy furniture
Near the center of building
Away from glass windows and doors
Do not run through or near buildings
Outdoors: Stay Outside

Away from Buildings
Away from utility lines
2. After “Shaking” you should:
Stay out of damaged buildings, after shock can bring them down. Plant officials should check utilities, damage to
water or power should be isolated.
If gas leaks suspected, turn off at main valve, open windows and clear buildings.

Man-made Disasters:
The man-made disasters which must be planned for are:
1. Factory Fires
a) Importance of Mutual Aid Assistance (MAA) as we cannot all own our own fire brigade
b) Biggest single requirement are to:
- respond quickly with well-trained personnel
- Contain the fire
- Extinguish the fire
2. Chemical Accidents
Incident warning system include:
1. Outdoors warning sirens or horns
2. “All-call” Telephoning: an automatic system for sending recorded messages via telephone
3. Announcements over cable television
4. Residential Route Alerting: messages announced to residents via vehicles equipped with public
address system.
3. Transport Accidents
4. Public Demonstrations & Civil Disturbances
Planning is of prime importance, remember:
a. Intelligence from Police
b. You could be on route of the march
c. Sympathy from own employees
5. Bomb Threats
Bomb threats are serious for three reasons:
a. Danger of Injury/death
b. Damage to structures
c. Total Cost
REMEMBER 5% RULE: At lest 95% of all bomb threat calls are hoaxes.
6. Sabotage
Generally, agents, disgruntled employees, who commit sabotage for revenge, someone who has been
terminated, or individuals who are mentally ill, or duped by enemy propaganda.

Methods of sabotage are classified as:
• Chemical - The addition , or insertion of destructive or polluting
chemicals
• Electric or Electronic - Interrupting or interfering with electrical supplies or electronic
processes or power, and jamming comms.
• Explosive - Detonating explosive material, or damaging, or destroying by
explosives.
• Incendiary Devices - ignited by chemicals, electronic or mechanical means, or by
ordinary means of arson.
• Mechanical - breaking or omitting parts, using improper or inferior parts, of
failing to lubricate or maintain properly.
• Psychological - inciting strikes, boycotts, unrest, personal animosities, or
causing slow downs, or work stoppage by excessive spoilage
or inferior work.
7. Radiological Accident
Specific guidance is available from Federal Authorities the Atomic Energy Commission (AEC)
8. Strikes and Labor Disputes

Definition of a strike is the refusal by employees to work in an attempt to force an employer to meet certain
demands.
Two Types of strike are:

1. Economical Strike, more money or benefits. Require 60 days notice, and company can employ replacement
workers during the strike.
2. Unfair Lab our Practice Strike, no notice required, therefore you need good contingency plans before the event.
You must re-employ striking workers after strike, unless they break the law during the dispute.

CIVIL PREPAREDNESS
PLANNING FOR CONTINUITY OF INDUSTRIAL MANAGEMENT
Emergency/Disaster Organization
A new organization should not be developed to handle emergency situation, use the existing one. Establish an
emergency structure within the present company structure and appoint an emergency co-ordinator, assess the
capabilities of the site, and strengthen areas found to be weak.
Some needs to be given the authority to declare an emergency, they must be available (on call) all the times, and
there must be a deputy appointed.
In an industrial plant this authority is usually given to the plant manager, in other offices it could be the emergency plan
chairman or administrator.
You must ensure that the management succession list includes enough people to ensure that there is always
someone with the designated authority and executive powers during any emergency or crisis.
Emergency Plan –Staffing
Leadership and direction are necessary priority elements in the successful operation of all emergency
Program. It is therefore important that when developing the strategy that you plan for continuity of leadership by
establishing emergency line of executive succession.
Public Relations is a very important function during an emergency, and a senior executive, who is eminently
presentable, should be appointed the responsibility of dealing with all enquiries from the media. All other personnel,
who may be approached by the press or other media should be clearly aware of his function and be briefed to make
no comment and refer all inquiries to that office.

Ensuring Continuity of Operations
There are four key points to remember to ensure continuity of operations:
1. Ensure a functional board of directors
2. Establish lines of succession for key posts
3. Arrange for an alternate company headquarters
4. Take steps to preserve vital company records
It is important to have a base from which to run the company. The the primary purpose of the remote control center is
to bring together during an emergency the company’s policy-making skills, executive decisions and
communications necessary to maintain vital production in time of disaster; (see also vital records page 30 which
would be stored at the control center). The relocation plan should be tested at least one day per year.
Where a disaster leaves a large proportion of the members of the board dead or
injured, you may not be able to establish a legal quorum for board decisions.
The following actions may overcome this difficulty:
1. Developing the emergency organization

2. Developing the emergency plans
3. Taking preparedness measures
4. Supervising recruitment and training of personnel
The security director should be actively involved in emergency planning and the Emergency organizations should
ideally be built around the security department.
The director of the emergency plan should be a member of top-level management, be responsible for liaison with
outside agencies and mutual aid companies, and have the authority to declare a state of emergency.

Some of the responsibilities of the Director of the Emergency plan are:
1. Classifying the emergency and starting actions

2. Activating the emergency response teams
3. Ordering the shut down of the plant
4. Ordering the evacuation of the plant.
5. Making all necessary emergency announcements
6. Requesting mutual aid from co-operating companies
7. Co-ordinating the emergency actions
• Director will order shutdown but actual responsibility usually assigned to Plant Manager or plant engineering
department, or maintenance staff on all shifts is assigned specific responsibilities for emergency shutdown.
These plans must be written and tested by department managers.
• Evacuation order is given when a situation develops that is dangerous to personnel. Important points regarding
evacuation procedures are:
a. Advance training to prevent panic

b. Exit routes to be clearly marked
c. Wardens used for large site, could be security staff.
DISASTER/EMERGENCY PLANNING FACTORS
Principles of Emergency Planning
1. Co-ordinated
2. Mutual Assistance
3. Fully utilize community resources
Emergency Plans should be in writing, be precise and specific and thoroughly tested after being formulated.
A separate emergency plan should be written for each type of disaster anticipated i.e. result of a Risk Survey.
The most serious hazards facing industry are fire And explosion, and the most common emergencies have been fire,
bomb threat, and labor disputes.

Key Elements of an Emergency Plan:
1.What could go wrong (the hazard)?

2.What is to be done (the reaction)?
3.Who is to do it (the emergency/disaster team)?
4.What do they need to do it ( the emergency equipment)?
Remember for a Plan, to be effective it must:
1.Appoint Emergency Co-ordinating

2.Be in writing
3.Be simple
4.Clear responsibilities
It is vital that all executives, supervisors, managers, foremen, trade union representative, and section heads be
thoroughly acquainted with the emergency plan and give it their full support
Benefits of A Disaster Plan:
1.Provides a written record and means of communicating information throughout he organization.

2.Assures all procedures fit into an integrated plan.
3.Promotes uniformity
4.Assures a permanent records of decisions and acquired knowledge
5.Provides a means of orientation of new employees into emergency responsibilities
6.Permits managements to delegate specific authorities
7.Presents a public relation medium for communicating to employees, customers and stockholders.
•New employees should be made aware of the existence of the emergency/disaster plan(s) as soon as a they
begin their careers with the company.

Key Elements of the Plan
1. A policy statement
2. Risk assessment on the threats involved
3. Emergency/Disaster organization structure
4. Details, description, location of emergency facilities
5. List of emergency equipment and suppliers details.
6. List of all mutual aid agreements
7. Plants shut down procedures (where applicable)
8. Evacuation procedures (different emergencies, although FEMA suggest same routes for bomb and fire
but with different and distinctive signals).
The emergency operations plan should contain three main elements:
1. The Authority
2. The type of emergency covered, and
3. The execution details, including appendices covering:
a. Maps
b. Procedure charts
c. Call-up lists
d. Listing of local resources
e. Mutual aid agreements, and
f. Glossary of term used

SECURITY AND EMERGENCY PLANNING
Security has a number of important key responsibilities in emergency situation, some are:
1. Control access to the site

2. Traffic and pedestrian controls
3. Protection of life
4. Protection of property (especially in shutdown)
5. Prevention of the theft (from on-lookers)
6. Evacuation Control
7. Assistance in first aid and rescue
8. Protection of vital information
9. Controlling hazardouz areas
10. Fire fighting *
11. Set up communications with outside agencies
• Because fire is the greatest destroyer of property an emergency fire protection group should be organized and
regularly trained and tested.
VITAL RECORDS
A vital record are those necessary to insure the survival of the business and usually consists of no more than 2% of the
corporation’s records. Made up such fundamentals items as:
1. The incorporation certificate

2. The by-laws
3. Stock book records
4. Board of Directors
5. Minutes
6. Certain corporate finance records.

MUTUAL AID ASSOCIATIONS
Defined as the co-operation of local government, nearby Federal installations, industrial firms, businesses and other
organization united by a voluntary agreement to assist each other.
Purpose of Mutual Aid Association is to form workable organizations to minimize damage and ensure continued
operations or early recovery or restoration.
TERRORISM
Kidnapping is a classic act of terrorism, which falls into two categories, political and criminal.
When developing preventative measure a’ duress code’ should be agreed to signal that the caller is under duress by
captors.
Minimum of two bodyguards’ are recommended for close personal protection against kidnapping.
FIRE PROTECTION
“Fire loading” is the amount of combustible material that occupies the interior of a building. There are no fireproof
building only fire-resistant desings.
FOUR ELEMENTS OF FIRE

1. Heat
2. Fuel
3. Oxygen
4. Chemical Reactions
BY-PRODUCTS OF FIRE ARE:

1. Smoke
2. Gas
3. Heat
4. Expanded Air

FIRES ARE CLASSIFIED IN FOUR CATEGORIES:
1. Class A - Ordinary combustible material e.g. paper, furniture, etc.
2. Class B - Petrol, grease, oil or volatile fluids
3. Class C - Electrical Fires
4. Class D - Combustible Metal e.g. magnesium, sodium, and potassium
A NORMAL FIRE PROCEEDS THROUGH FOUR STAGES

1. Incipient (no smoke)
2. Smoldering (smoke begins to appear)
3. Flame (actual visible fire)
4. Heat (heat is intense and building up)
Toxic gases than cause more fire deaths by the fire itself.
FIRE ALARM SYSTEMS ARE MADE UP OF TWO PARTS:

Signaling Devices
Sensors
THE MAIN FIRE SENSORS ARE:

1. Lionization detector - useful for giving early warning
2. Photoelectric smoke detector - light source interrupted
3. Infrared Flame Detector - react to emissions from flame
4. Thermal detectors - operates on large change in temperature

WHAT IS A HOT SITE?
A hot site is a standby alternate site whose hardware and operating

software duplicate your own. It is operated by a third party who
rents backup service to many companies – often 100 to 200 of
them. Comparing the hot site with other back up site strategies is
like comparing a vacation cottage, even one shared with your
brother-in-law, with a room at the Holiday Inn.
If you have to use the hot site, you will have to move in with your
data files and application programs plus your whole operating crew.
For this reason, accessibility to transportation and communications
facilities is essential. If two hot site clients suffer a disaster in the
same time period, you might find no room in the inn.
Hot site back up is not cheap. If you choose it, you should arrange
for at least one recovery exercise to make sure designated
employees know what to do in a real emergency.

ULTIMATE
SECURITY
SURVEY
WHY THE NEED FOR A SECURITY PROFESSIONAL?
Losses due to all factors continue to represent problems of major proportions for business and industry. To the extent
that the services of a security professional can help in eliminating, preventing and controlling a company’s losses, he is
needed. In answer to this questions Charles Sennewald stated, at the “Security World” Expo 82 Conference on
Security Management, that:
Crime prevention, the very essence of a security professional’s existence, is another spoke in the wheel of total loss
control. It is the orderly and predictive identification, abatement, and response to criminal opportunity. It is a managed
process which fosters the elimination of the emotional crisis response to criminal losses and promotes the timely
identification of exposures to criminality before these exposures mature to a confrontation process.
The proper application of protection techniques to minimize loss opportunity not only promises the capability to
improve the net profits of business but also functions to reduce to acceptable level most disruptive acts, the
consequences of which often exceed the fruits of the crime.
HOW DO YOU SELL SECURITY TO MANAGEMENT

As mentioned earlier in this discussion, some managers, for a variety of reasons, are reluctant even to discuss the
subject of security. In the aftermath of an unsuccessful attempt to burglarize a bank vault, the bank operations
manager learned that the anti-intrusion system was ten years old and somewhat antiquate. “Why didn’t the alarm
company keep me advised of the necessity to upgrade my system as the state of the art improved?” he asked. The
answer he received was, “The alarm system functioned adequately for ten years with no problem. Would you or the
bank have authorized an expenditure of $5,000.00 to upgrade the alarm system before you had this attempted
burglary?” The bank representative reluctantly admitted that he would not.
This case is typical of what we call the “knee-jerk reaction” to security. One security consultant with whom this
speaker is acquainted describes it as locking the barn after the horse has been stolen. We all know that the only thing
this protects is what the horse left behind.
Nevertheless, it is no uncommon to find that management’s attention is gained only after a serious problem pointing to
the lack of adequate protection is brought to its attention. The first reaction is often one of overkill. The response
pendulum swings from complacency to paranoia when the facts indicate that a proper response should be somewhere
in between. Given this situation, an unscrupulous alarm salesman will prescribe an electronics system worthy of
consideration by the manager of the bullion vault at Fort Knox.
ULTIMATE SECURITY SURVEY 121

There are some things a security director or consultant can do to convince top corporate management that
security is worth spending some money to obtain. Some methods that have proven successful are listed below.
1. Establish a meaningful dialogue with the decision makers in the management hierarchy. First try to ascertain their
feelings about security. What do they really want a security program to accomplish for them, if in fact they want
anything? Do not be surprised to learn that some management personnel regard security as a necessary evil and
thus worthy of little attention (that is, money land manpower). Marshal the facts. Research the history of security
losses experienced by the company and use this information to develop trend projections
2. When collecting data to support your position, deal in principles and not personalities. Use the technique of no
attribution for all unpublished sources of information. With published sources, such as interoffice memos, excerpt
the pertinent data if possible. Avoid internecine power struggles at all costs. Maintain a position of objective
neutrality.
3. Be as professional about security as you can. The better you are at your job, the greater attention you will
command from your superiors. There are many avenues you can explore to develop the information you need,
such as developing contacts with other security professionals who share similar problems. Don’t reinvent the
wheel. Attend security seminars, purchase relevant books or if available borrow and do research.
4. In making a proposal to management, hit the highlights and make your proposal as brief as possible. Save the
details for later. In any proposal that cost money make certain you have developed the cost figures as accurately
as possible. If the figures are an estimate, label them as such and err on the high side.
5. It is a wise man who knows his own limitations. If you need outside help (and who does not from time to time) do
not be reluctant to admit you need assistance. Such areas as electronics, computers, and sophisticated anti-
intrusion alarm systems are usually beyond the capabilities of the security generalist. Do some study. Know
where to go to get the help you need.
6. Suggest that management hire an outside consultant. Competent security professionals have nothing to fear by
obtaining a “second opinion.” Often, the “expert from afar” has greater persuasion over management than
members of their own staff. More often than not the consultant will reinforce your position by reaching the same
conclusions and suggesting the same or similar recommendations.
122 ULTIMATE SECURITY SURVEY

7. Use the right timing to present your position. Recognize that management’s priorities are first and foremost
the generating of profit. In order to capture management’s attention, one should wait for the right time and
circumstances to present a proposal. It is difficult to predict when this may occur. Therefore, have your
facts developed and be ready at a moment’s notice to make your presentation. It will be too late to do the
research when you are called before the board of directors without notice to explain just how a breakdown
in security could have occurred and what you propose to do to solve the problem for the future.
8. Develop a program of public relations. Security represents inconvenience even under the best of
circumstances. Once you have management thinking favorably about your proposal you will need to sell it
to everyone in the organization in order for it to be successfully implemented. Most employees enjoy
working in a safe and secure environment. Use this technique to convince employees that the program was
designed as much for their safety and security as for the protection of the assets of the company.
Do your homework in a thorough manner and you can’t help but impress management of your capabilities as a
security professional. Remember, be patient. Few are those who have been able to sell 100 percent of their
security program to management the first time out of the starting blocks.

Exhibit 6-1. Loss to Sales (Profit) Ratio
If Company Operates at Net Profit of:
Actual
Loss of: 2% 3% 4% 5% 6%
These additional sales are required to offset an actual loss:
$ 50 $ 2,500 $1,666 $1,250 $1,000 $ 833

100 5,000 3,333 2,500 2,000 1,666
200 10,000 6,666 5,000 4,000 3,333
250 12,500 8,333 6,250 5,000 4,166
300 15,000 10,000 7,500 6,000 5,000
350 17,500 11,666 8,750 7,000 5,833
400 20,000 13,333 10,000 8,000 6,666
450 22,500 15,000 11,250 9,000 7,500
500 25,000 16,666 12,500 10,000 8,333

ULTIMATE SECURITY SURVEYS
1. Security Surveys are often called ‘RISK ANALYSIS SURVEYS’ or ‘RISK ASESSMENT SURVEYS’
2. A Security Survey is defined as the process of conducting an exhaustive physical examination of all
operational systems and procedures of a facility for the following purposes :
a. To determine existing state of security
b. Identifying weaknesses in defenses;
c. To determine the degree of protection required;
d. To produce recommendations for a total security system.
3. The survey should be undertaken by either suitably trained staff security personnel, or a fully qualified
independent security specialist.
4. No universal checklist can be applied to all sites for survey purposes, as no two facilities are alike.
5. Before commencing a security survey:
a. Written authority should be obtained from the site director;
b. Previous surveys should be reviewed;
c. An orientation tour should be made;
d. Photographs should be taken of things will be difficult to describe in a report.
(Only with authority)
6. After completing the survey an immediate review of the findings should be undertaken with the plant
supervisor so that urgent deficiencies can be addressed.
7. A follow-up survey should always be conducted to ensure improvements and recommendations have been
made.
8. Any survey report including lists of recommendations is incomplete without including a cost-benefit analysis,
which is ;
“ a direct comparison of the cost of operation of the security unit and all the existing security measures with
the amount of the corporate assets saved or recovered as well as reduction of losses caused by injuries and
lost production.”
9. No security measure should be recommended which is not cost effective.

10. Key stages in the risk assessment process are:
a. To determine the value, impact and cost of any asset should it be lost due to natural or man-
made forces;
b. To determine the degree of vulnerability of the facility to damage or attack by natural or manmade
forces; and
c. To determine the degree of probability that natural or man-made forces will strike any given facility.
11. The vulnerability of a facility to damage or attack may be determined in a number of ways:
a. By an inspection of the facility by an experienced inspector;
b. An examination of the facility’s record of losses ; and
c. Determining whether the high-value property or items are properly protected from theft by insiders.
12. Security surveys have a number of objectives:
a. To determine existing vulnerabilities to injury, death, damage or destruction by natural causes;
b. To determine existing vulnerabilities of corporate assets due to outside criminal activities;
c. To determine existing vulnerabilities to corporate assets due to criminal activities within the company:
d. To determine existing conditions of physical security regulations;
e. To measure effectiveness of current manning;
f. To measure compliance by employees to company security regulations;
g. To conduct an internal audit to determine fraud;
h. To inspect the overall condition within the facility which causes security problems;
i. To investigate environmental conditions in the community from a standpoint of interaction with the
facility.
13. There is a similarity between a physical security surveys and crime prevention surveys, but the primary
differences are;
a. Physical security measures are oriented more towards security of property and facilities whereas;
b. Crime prevention measures focus on the deterrence of criminal activity regardless of the physical
safeguards in place.

SECURITY SURVEY REPORT FORMAT
__________________
Date
To :
_______________________________
Subject :
_______________________________
From :
_______________________________

A. INTRODUCTION D. PERSONNEL SECURITY
1. Authorized for the survey 1. Data Concerning Key Personnel
2. Date and Hour Survey was made 2. Clearance Program
B. NAME AND MISSION OF INSTALLATION a. Situation as surveyed
1. Description of Surveyed Unit b. Recommendation
2. Mission of the Installation 3. Security Education Program
C. PHYSICAL SECURITY a. Situation as surveyed
1. Perimeter Barriers b. Recommendation
a. Situation as surveyed 4. Morale of Employees
b. Recommendation a. Situation as surveyed
2. Guard Force and Guard System b. Recommendation
a. Situation as surveyed 5. Absentee Rate and Labor Turn-over
b. Recommendation a. Situation as surveyed
3. Personnel Identification & b. Recommendation
Movement Control F. DOCUMENT AND INFORMATION SECURITY
a. Situation as surveyed 1. Rules and Regulations to Safeguard
b. Recommendation Sensitive Information
4. Protective Lighting a. Situation as surveyed
a. Situation as surveyed b. Recommendation
b. Recommendation Note : Discuss each items like:
5. Alarm and Communication System a. Classified system
a. Situation as surveyed b. Receipting System
b. Recommendation c. Storage of Sensitive Information
6. Restricted Areas d. Transmission System
a. Situation as surveyed e Reproduction System
b. ecommendation f. Destruction System
7. Utilities g. Preparation and Marking System
a. Situation as surveyed G. ENCLOSURE AND EXHIBITS
b. Recommendation (State the number and title of three
D. OTHER SITUATIONS AND enclosures / exhibits)
RECOMMENDATIONS
a. Situation as surveyed
b. Recommendation

INVESTIGATION
INVESTIGATION
TYPES OF INVESTIGATION
The Activities of investigators fall generally into the following categories:
1. An Applicant and Background checks.
2. Incident investigation of actual or suspected crimes , or company rule infringement.
3. Administrative inquiries which include everything else.
BACKGROUND INVESTIGATION
A complete list would include:
1. BACKGROUND CHECKS (including pre-employment during employment e.g. lifestyle and reliability checks).
Background Investigation should be complete prior to starting work and their purpose is to :
a) Verify the accuracy completeness of applicants statements:
- Gaps in employment
- Willful omissions of material facts
- Lies about education
b) Obtain any additional relevant information
c) Determine and Assess suitability for initial employment
d) Assess suitability for continued employment
2. CLAIMS CHECKS (including insurance, workers compensation etc.)
a. Employee Misconduct
b. Espionage Investigations
c. Explosive , Bombing and Arson Investigation (including bomb threats etc. )
d. Sabotage Investigation
e. Theft Investigation
f. Traffic Accident Investigations (including traffic, machine incident , injury etc.)
g. Undercover Investigations
INVESTIGATION 131
As a general rule, background checks should be carried out prior to the commencement of employment.
The completed application form is the most important information collecting tool; and questions are the
principle tools of interviews.
The completed Application Form should include a signed declaration as to accuracy and authority for
checks to be made, and acknowledgement that misstatements will lead to termination.
By careful design of the application from it can reveal important information pertinent to the investigation, for example:
a) Applicant’s full name and variations including aliases and married names
b) References to verify gaps in employment
c) Security clearances
d) Previous education , including full name and address of high schools and college attended, including
dates of attendance, graduation dates, degree or certificates awarded , and major course study.
e) Other certificates or specialized training received
f) Employment history, including full names and addresses or employers, dates of employment, title and
duties, final salary, full name and title of immediate supervisor and reason for leaving.
g) Friends and relative currently employed by the company
h) Persons to contact in cases of emergency
i) Records of criminal history
j) Organizational affiliation
k) Address history
132 INVESTIGATION
It is imperative that the applicant should sign a statement attesting to the veracity of the furnished information and
authorizing its investigation ; further, this statement should release the potential employer from any liability and also
contain a sentence authorizing a credit check.
Based on this information, and depending on the job requirement and the vetting budget, enquiries should be
conducted into:
a. The applicant’s employment history, including information from previous employers (including interviews with
former employees and work associates), and additional all employment gaps should be accounted for
b. All previous address including neighborhood investigations
c. All personal references
d. Education qualifications and attendance records
e. Civil and Criminal court records
f. The applicant’s credit history and financial status
Lifestyle (Financial) Investigation
In a lifestyle investigation , the most important action is the examination of “Earning to Debt Ratio”; can the person
afford the style of life apparent from the information received through enquiries and observation of the the home,
club, children‘s school etc. If not, where the funds coming from.
Remember there may well be a legitimate reason for the apparent wealth of the employee. Lifestyle checks should be
carried out for:
a. Employees who are being considered for promotion or transfer into responsible positions ( with permission ),
b. Employees who are suspected of crimes such as fraud, embezzlement etc.
c. Periodic checks, ( usually every eighteen months) for sensitive positions; accountants, purchasing staff, tenders,
board members etc.
Routine lifestyle checks should be conducted with permission, and should be a pre-requisite for the post. It is usual for
the applicant for the post to sign an agreement for the checks to be carried out at regular intervals, and to authorize
checks with banks, credit institutions etc.
INVESTIGATION 133
GENERAL INFORMATION
It is recommended that where possible/ practical tape-record lengthy interviews with interviewees permission . Where
the information is so important to the enquiry and it might be unwise to alert the suspect, then record it without their
knowledge.
This practice is not illegal as a general rule, as there is no statutory prohibition against simple surveillance.
Personal contact is preferred to telephone or mail inquiries because the interviewee can give so much away by non-
verbal language signs.
Checks of any available local security indices and law enforcement agency files have been severely limited to the
privacy laws.
SUMMARY OF POTENTIAL PITFALLS

a) Information obtained may be leaked to others
b) Claims of invasion of privacy
c) Claims of Unfair Labor Practice
CLAIMS INVESTIGATIONS
Accident and incident claim investigations in an organization are important for two main reasons:
1. To gather in all the information and present the facts to the company’s insurer; i.e. to be seen to be acting in a
proper and speedy manner; and
2. To provide such information which may limit the employing company’s liability, and identify false claims or claims
which might be exaggerated, for compensation.
The scope of the investigation will be determined by the nature and extent of the claim.
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Newspaper and other media reports along with report from expert such as vehicle and machine plant appraisers,
medical experts and doctors, laboratory scientists and forensic experts, and handwriting experts.
Visual aids such as diagrams, photographs, videos, movies, slides, x-rays and models, will be important, as will
documentary evidence from deeds, leases, and contracts; and details of any liens and subrogation claims applicable.
Lien: a right over another’s property to protect a debt charged on that property.
Subrogation: the substitution of one party for another as creditor, with the transfer of rights and duties.)
The Important Elements of a Claims Investigations are:

a. The report of the accident
b. All coverage information such as the identification of vehicles, premises and products.
c. Statements from all eye-witnesses and “fact” witnesses, insured claimant, and independent witnesses.
Other important information will come from “official” report sources such as Police, Federal, State, County and
Municipal Authorities, Motor Vehicle Inspectors, Fire Authorities, Hospitals, and such documents as death certificates,
birth records, marriage certificates and official weather reports.
Interviews are very important in these investigations and should result in the obtaining of statements either narrative
or question & answer.
It is recommended that all serious claims investigations should be handed through a personal contact type method of
investigation.
A claim report serves a number of purpose:
1.It provides a permanent record
2.It provides a summary of all claims ; and
3.It brings together the various parts of the file
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EMPLOYEE MISCONDUCT INVESTIGATION
These are conducted either to determine if company regulations have been violated, or to determine whether state or
federal laws have been violated. All internal investigations must be conducted in a discreet manner, and may utilize
some of the following techniques:
a) Interviews on a selected basis
b) Searches to locate and preserve physical evidence
c) Physical surveillance
d) Use of confidential sources
e) Photographic aids, and;
f) Checking of pertinent records
Gathering derogatory information about an employee for possible future use is not a legitimate purpose for
investigation.
COMMON SYMPTOMS OF ADDICTS ARE:
a.A peculiar glistening look in the eyes, trembling hands, sallow skin, and wan cheeks.
b.If the user sniffs drugs there will be signs of redness or ulcers in the nose.
c. If the user injects drugs then rashes on the skin develop from the use of the needles.
NARCOTICS AND ALCOHOL INVESTIGATION
Internal investigations into charges of use of narcotics should bear the following points in mind:
1) Drugs can be carried in a number of ways including prescription bottles, fountain pens, toothpaste tubes etc.
2) The best approach to questioning is to assume the suspect is innocent until proven guilty.
3) Chronic use of drugs is generally considered an indication of mental or emotional illness.
4) Drug abusers have common characteristics of feeling they cannot manage without drug support, and;
5) Drug abusers commonly have history of social maladjustment.
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A craving for the drug is normally shown by:
1. Runny nose and eyes;
2. Frequent yawning and sneezing ;
3. Continual itching of arms and legs; and
4. Dilation of the pupils.
With internal investigations into alcoholism the following should be noted:
1. Excessive use of alcohol is a growing concern of industry.
2. Alcohol Abuse is usually identified by:
• Drunkenness on the job
• Absenteeism
• Prone to accidents
• Arrest for drunkenness, and
• Reports from others
An investigator should consider the following checks for those suspected of alcoholism:
• Attendance records
• Credit
• Arrests
• Health and accident records;
• Nearby bars
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EMPLOYEE MISCONDUCT
Another area for internal investigation is employee misconduct, and some of the difficulties facing the investigator are that
other employees may be reluctant to talk, and many supervisors tend not to want to get involved.
The following steps should be considered:
1. An undercover operation
2. Co-operation with local, county or state law enforcement agencies
3. Use of scientific devices such as fluorescent powders
4. Use of concealed cameras
5. Use of fingerprint and handwriting experts to examine documentary evidence.
Investigations into alleged embezzlement should look into the employees:
a. extravagances
b. Heavy or chronic gambling
c. Living beyond their income, and
d. Undesirable associates
One of the most effective counter-measures against embezzlement is a disciplined environment with appropriate ‘checks
and balances’ and other precautionary safeguards.
Acts of fraud occur in a variety of forms, such as the falsification of:
a. Employees time-cards;
b. Application forms;
c. Injury claims’ and
d. Fraudulent accident claims (most difficult to deal with as no preventative measures can be effectively
instituted).
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When investigating white collar crime basic knowledge in accounting practices is necessary.
Account payable record is the most important document for ‘vendor’ investigations.
Records of travel and expenses are found in the accounting department.
Two important terms are:
1. ‘ACCOUNTS PAYABLE’ - money owed to suppliers, and
2. ‘ACCOUNTS RECEIVABLE’ - money owed by customers.
Counterfeiting of cheques an other documents has increased primarily because of sophisticated color copying
machines.
ESPIONAGE INVESTIGATION
Industrial or business espionage is a very real problem and a growing one. In simple terms it is the unethical
practice of one company to learn the secrets of their competitors.
The categories of information or data most businesses strive to keep confidential are:
Research and Development
Pricing
Product Promotion
Expansion or Relocation
Style Changes
Management Changes
Competitive Bidding
Finance
National Defense Matters
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Methods employed to conduct industrial espionage include:
Burglary
Infiltration
Electronic Methods (Bugging, wiretaps)
Bin Searches
Bribery
Blackmail
Listening to talkative employees
Internal information leaks can be minimized by use of the following practices:
a. Careful screening of prospective employees;
b. Screen subcontractors staff and outside personnel e.g. Cleaners, catering staff
c. Train and sell to employees the need to protect company’s secrets;
d. Employ a clean and locked desk policy, both after hours and during any periods of absence from the office.
EXPLOSIVES, BOMBINGS & ARSON INVESTIGATION
An explosion is defined as a sudden, violent and noisy eruption, outburst or discharge by materials acted upon with
force such as fire, shock or electrical charge, which cause the material, either solid or liquid, to convert into gas and
violently expand or burst.
An explosion is defined as a sudden bursting outwards whereas an implosion is a sudden bursting inward.
The Three (3) Basic rates of explosion are:
1.Flash fire
2.Explosions
3.Detonations
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FLASH FIRES usually occur in the open but if confined within a structure would probably be an explosion.
Detonations are multiple of compounded explosions.
The basic types of explosions are:
1.Boiler
2.Flammable Gas
3.Chemical
4.Dust
5.Nuclear
6.Sonic
There are two types of substances having detonation properties.
1. Low Explosives
Black powder, nitrocellulose, smokeless powder
2. High Explosives
Nitroglycerine, dynamite, nitro starch, TNT, picric acid (yellow coloured crystalline solid), mercury fulminate, tetryl,
lead azide nitromannite
Note*: Smokeless powder is NOT smokeless.
Under common law the crime of arson was ‘the malicious and wilful burning of the house or outbuilding of another
man’. Today the crime of arson by statute covers a wide variety of residential as well as commercial premises.
Some of the key motives of the crime arson are said to be:
a.Economic gain
b.Personal Satisfaction
c.Sabotage
d.Pyromania
e.A diversionary tactic to conceal the commission of other crimes
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Every fire regardless of size should be investigated. And there are a number of authorities charged with
that duty, for example:
The Fire Department
Local Police
Insurance Adjusters
Private Organizations
Bomb Threats are becoming an increasing problem and bomb threat plans should be in writing and circulated to
all management personnel.
The telephone operator plays a key role in handling bomb threat calls, and they should be provided with a
checklist which should cover the following points:
1.Date and Time of call
2.Caller identity (if possible, or sex and whether adult or child)
3.Origin of call (long distance, pay- phone, private residence, internal)
4.Exact message
5.Characteristics of voice (speech patterns, accent, grammar)
6.Background noises
Other investigative steps to be carried out away from the accident scene are:
1.Obtain medical reports
2.Complete interviews of drivers and witnesses
3.Notify next of kin
4.Notify owners of vehicles (if different from drivers)
5.Reconstruct accident
6.Prepare investigative report
7.Inform interested agencies of conditions
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Questions that should be asked by operator if information is not forthcoming are:
1. When will bomb go off?
2. Where is it located?
3. What kind of bomb?
4. Location of caller?
5. Callers name, address and phone number?
SABOTAGE INVESTIGATION
A definition of sabotage applied to industry would cover any wilful act designed to hinder or obstruct the purposes
for which a company operates. Sabotage does not necessarily mean the use of bombs or incendiary devices.
Some motivations for sabotage are:
Disgruntled employee
Union problems
Dissatisfied outside contractor
Penetration by organized crime
Foreign manipulation
Rioting
It is very difficult to identify and prove acts of sabotage. If sabotage is strongly suspected you should contact the
FBI, and other authorities, and preserve evidence
The most common method of sabotage is arson, because it is effective and destroys evidence.
THEFT INVESTIGATION
An effective loss control programme will do much to prevent internal theft, and to be effective it should include:
1.Carefully designed safeguards and preventative aids.
2.Prompt reporting of missing items.
3.Immediate action, to investigate, with a view to apprehend culprits and recover property.
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4. Prosecution ( a great factor in deterring others)
5. Remedial action (to stop loop hole that allowed loss to take place).
Some of the common vulnerable areas are:
a)Shipping and Receiving. Warehouses and other storage areas.
b)Stock rooms
c)Tool sheds
d)Fenced compounds
e)Car Parks.
Many experts feel that the reason a person steals is because the ‘opportunity’ was present. The term the ‘Theft
Triangle’ has as many definitions as there are security books. The most common is Means, Opportunity and
Desire (MOD); where Means includes Skill, Expertise, etc; and Desire includes Motive, Need, and Mental
Problems like Kleptomania etc. Another ‘Theft Triangle’ is “Means Opportunity Rationalization”
When conducting Theft Investigations the following points should be considered:
1.A complete description of missing items ( serial, model and other ID numbers, distinctive marks. Obtain all
shipping documents and value).
2.Ownership data
3.Date loss noted
4.Who loss reported to
5.Area in which loss occurred
6.If theft, note circumstances e.g. forced entry.
7.Extent of search
8.Internal Security measures which contributed to theft
Searching motor vehicles for contraband poses special problems because of the many hiding places, one which is
often overlooked are the ‘hub caps’.
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TRAFFIC ACCIDENT INVESTIGATION
The most frequent causes of traffic accidents are:
1. Speed
2. Indecisive behaviour
3. Delayed perception
4. Faulty evasive actions
In the event of an accident the first actions will consist of the following emergency items:
1. Care of the injured
2. Fire and other hazards brought under control
3. Locate drivers
4. Possible witnesses and helpers
5. Determine any existing traffic hazards
6. Locate and safeguard physical evidence.
After the emergency phase is under control, the police should consider the following actions:
1. Preliminary interviews with the drivers.
2. Gathering evidence for identifying any hit and run vehicles.
3. Interview any other witnesses.
4. Determine the conditions of drivers.
5. Detailed questioning of drivers regarding licensing, registration and their explanation of what
happened.
6. Determine and report the position and condition of the vehicles involved
7. Photograph and measure skid marks and location of vehicles.
8. Determine and report places where injured persons and damaged vehicles were taken after the
accident.
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Other investigative steps to be carried out away from the accident scene are:
1. Obtain medical reports
2. Complete interviews of drivers and witnesses
3. Notify next of kin
4. Notify owners of vehicles ( if different from drivers)
5. Reconstruct accident
6. Prepare investigative report
7. Inform interested agencies of conditions at scene of accident requiring attention
Measurements and maps play an important role during these investigations, and it is usual that an initial sketch is
drawn, to place vehicles and other items relative to each other at the scene, followed by detail measurements and
a scale drawing.
Investigators will need the following equipment readily available:
50’ tape measure
Pencil/coloured crayons
Paper/graph paper
Ruler
Clipboard
Torch
Camera (still 35mm and video)
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Photographs taken at scene are important to show position of vehicles at time of accident, damage incurred, angles
of collision, marks on road, paths of vehicles before, during and after impact, and overall condition of the scene as
viewed by drivers.
Reconstruction of an incident is only necessary where the cause cannot be determined by available evidence.
UNDERCOVER INVESTIGATIONS
Undercover work has in the past been known as “ Roping”
During these type of investigations, the investigator must be cautious not to engage in activities that may violate the
employees rights created by National Labor Relations Laws, particularly those pertaining to collective bargaining
activities.
The investigator should also be wary of actions which could constitute the basis for civil action for damages.
In particular the agent must know the law regarding entrapment, which is defined as the acts of Officers of the
Government in inducing a person to commit a crime not contemplated by them in order to initiate criminal
investigation. Entrapment is accepted as a legal defense.
To be successful, an undercover operation should have the following elements:
1.Qualified and resourceful operative, having initiative and good judgment. Be willing to do the job, be self-
confident,and patient.
2.A credible cover story (or background story of the agent). It is said to be the most important aspect of an
undercover operation.
3. A carefully thought out initial placement and extraction technique. This is also regarded as an important factor.
The greatest failure of undercover operations is through poor extraction techniques.
Under no circumstances should an undercover agent be permitted to engage in ‘Malum in Se’ crime such as
murder, burglary, rape, arson, robbery etc.or any unethical practices. Be cautious of any activities that might be
considered an invasion of privacy.
Knowing when to close an undercover operation is as important as knowing how to start and proceed. A
plausible extraction cover story is very important.
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INVESTIGATIVE RESOURCES
The most important tools are:
a. Vocabulary
b. Attitude and
c. Intelligence
During interviewing the most important tool is questioning.
Sources which are private and confidential should be identified in the file by a symbol or code name, and the
identity should be recorded in a separate and secure place.
However, reports of investigations and investigators under appropriate circumstances can be reached by
subpoena.
INFORMANTS
Informant is a term that can be applied to any source of information which is not readily available to the general
public, and is a very valuable resource to a private investigator.
However, the real motivation of the informant needs to be ascertained and understood, as does the reliability of
the source, by regular checks.
Understand their motives for giving information:
a. Greed
b. Fear
c. Hate
d. Revenge
e. Patriotism
f. Loyalty
A confidential informant is one who furnishes information on the expectations that their identity will not be
disclosed, but there is no statute which will requires this non-disclosure.
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Deciding whether to reveal an informants identity in court can be sensitive, agree with the informant first in all cases,
rash and ill-planned decisions can proved fatal for the informant and scare away future informants. Law suits and
harmful press coverage may follow.
Informants records: information about an informants identity should be kept separate from their other records, and
the informant’s true name should never appear in files giving a performance history. A code name or symbol is
sufficient. The confidential dossier of an informant must be absolutely secure.
General Treatments of Informants:
1.Avoid becoming over anxious; be patient and take as much time as needed in developing informants.
2.With all informants, seek answers to the six reliability questions: Who, What, When, Where, Why and How?
3.Be approximately non-committal about the value of the information an informant gives; at the same time express
appreciation for the fact that they gave it.
4. Obtain as much complete information as possible during each meeting with the informant; they may not be
available later for clarification.
5. Investigate all leads suggested by the informant’s data; the fact that a previous tip had no value is not an
indication of the value of subsequent information.
6. Arrive for appointments on time, even though the informant may not.
7. In conversation with the informant, avoid using derogatory terms when referring to other informants.
8. With informants of the opposite sex, take steps to protect against false claims of sexual involvement or abuse;
meeting in the presence of other investigators may be necessary.
9. Control the informants and the investigation.
10. Provide the informant with enough information to do their job, and no more. Do not become their informant.
The privacy concern: ‘Spying’ by the informant may be construed as an invasion of privacy, in which case the
usefulness of the information obtained will be lessened. Legal action against informants and his operator could
ensue. Know your legal requirements.
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PROPRIETARY RESOURCES
It is generally accepted that the staff of a private proprietary investigation unit should have acquired previous
investigative experience before joining the unit should have acquired previous investigative experience before
joining the unit.
The costs of investigative personnel and communications are the two largest expenses in the units budget.
Methods of Investigation:
The three most frequently used investigative techniques are:
1.Informants
2.Surveillance and;
3.Undercover operations
Collection of Evidence:
Examples of real or hard evidence are fingerprints, gun, tire prints,burglary tools, etc. and they should be handled
with real care.
In crime scene searches, the first thing for investigators to do is to provide any medical assistance that may be
required, and then to protect the scene.
The primary types of crime scene searches (logical process of searching for evidence) are:
a. Strip search/double strip
b. Zone and
c. Wheel
d. Spiral
The scene should be photographed or sketched before any articles are removed or touched, and the head
investigator should restrict handling of items to the absolute minimum number of persons to shorten the chain of
evidence.
Evidence should be marked clearly and distinctively, ideally on the item itself without obliterating anything, and
should include the date it was secured and the location where found.
With regard to the collection of evidence, ‘chain of custody’ is a chronological written record of those individuals who
have had custody of the evidence from its initial acquisition until its final disposition.
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PRESERVING EVIDENCE
To preserve evidence the investigator should make use of pill boxes, envelopes, bottles, vials and bags.
Blood stains should be allowed to dry before being shipped to laboratories that are far away. Submit all suspect seminal
stains to laboratories, and ensure victims and suspect articles do not come into contact.
When obtaining known specimens of hair from the victim or suspect, submit at least 50 hairs from various areas of their
head.
Never place loose fibred in a mailing envelope since they are difficult to locate and paper from which most envelopes
are made contain fibred.
If soil is firmly attached to some object, send the object itself to the lab.
In case of glass headlights, all glass remaining in the shell should be recovered. All paint samples from a car should be
scraped, by using a clean sharp knife.
Any volatile liquids should be poured into clean glass bottles and sealed tightly.
Bullets should be marked on the base. Cartridge casings should be marked in the inside of the open end. Unfired
rounds may be marked on the side of the cartridge near the end of the bullet.
A questioned specimen of handwriting should be placed in a clear cellophane envelope and sealed.
Charred documents, wherever possible should be delivered to the laboratory in person after placing the remains on top
of loose cotton wool in a box.
A ‘questioned document’ is a document whose bonafide origin is questioned, normally because of authenticity, age of
the circumstances under which the document was written.
An ‘exemplar’ is a document requested by the investigator which duplicates the text of a questioned document and is
known to be a product of a particular person or machine.
An interview is the questioning of a person who has or believed to have information of official interest to the investigator.
a.Victim
b.Willing witness
c.Background
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An interrogation is the questioning of a person suspected of having committed an offense, or a person who is reluctant
to make a full disclosure of information, which they have and is relevant to an investigation.
Questions are the principal tools of interviewing.
One of the most common errors made in the interrogation of a suspect, particularly in cases of theft, is the failure to
ask the suspect whether they actually stole the object.
Suspects who can be successfully interviewed should not be interrogated if they are ready, willing and able to tell the
truth; they should be allowed to do so in their own way.
An investigative interview has a number of purposes:

1.To gain information to establish facts.
2.To verify or tie with previous information received.
3.To identify additional witnesses.
4.To identify perpetrators and accomplices.
5.To secure additional evidence.
6.To develop background information on specific crimes/ offences
7.To eliminate suspects.
8.To discover details of other offences.
The techniques commonly used during an interrogation are:
a)A sympathetic approach and empathy
b)Logic and reasoning.
(‘Empathy’, which means to identify with the subject, understanding)
There are two main approaches used that of the indirect being exploratory in nature, and direct, where the guilt of the
suspect is reasonably certain.
‘Open-ended’ questions allows the subject to reply in a narrative fashion, whereas ‘close-ended’ questions restricts the
subject in the amount of information given during a reply.
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A friendly approach is considered to be the most productive in interviews.
As a general rule, the investigator does not take notes during interrogation in order to keep from disrupting
interrogator’s rhythm. Leading or suggestive questions which tend to influence the answers given by a subject should
be avoided while asking for original information.
When interviewing, the most effective means of resolving an issue is to have the questions converge on it by
progressing from the ‘general’ to the ‘specific’.
The place of an interview should be well-lighted, adequately ventilated, comfortably furnished with a minimum of
distractions.
All admissions or confessions must be voluntary.
DECEPTION DETECTION TECHNIQUES (LIE DETECTION)
Devices to detect deception during interview fall into three main types:
1.The Polygraph, sometimes referred to as a lie-detector. This test records changes in blood pressure, breathing rate,
pulse and skin conductivity to electricity, and these changes are assessed by the examiner and therefore, the results
are only as good as the skill of the examiner.
2.Psychological Stress Evaluator, which does not require any connections to the subjects body, records and analyses
stress related components of the voice and it may be used with or without the knowledge of the subject being tested.
3.The Voice Analyzer also does not require attachment to the body.
It records sub-audible tremors in speech on to a digital tape, where they are processed electronically and provide
immediate results for a single or multiple word answer to questions.
To a large degree the success of a polygraph examination depends upon the professional capabilities of the
investigator.
‘Control Questions’ are used in polygraph examinations to determine whether the person is a suitable subject for the
test, and whether capable of producing a specific physical response.
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SURVEILLANCE
Surveillance, which can be conducted either covertly or overtly, is the secretive and continuous process of
observing people, places or activities during the course of an investigation, and the results of such surveillance
can be admitted into evidence in accordance with `’rules of evidence’
It should be realized that surveillance operations are very costly. In fact the two most expensive items in an
investigators budget are personnel and communications.
The method s employed are either :
Carried out by people, or;
1. PHYSICAL SURVEILLANCE
2. TECHNICAL SURVEILLANCE
3. ‘BUGGING’ OR ‘WIRETAPPING’
By use of electronic equipment such as CCTV and other technical equipment, often referred to as
‘Surveillance’ is the covert (secret) observation of places, persons and vehicles for the purpose of obtaining
information concerning the identities or activities of subjects.
SURVEILLANT-The person carrying out surveillance
SUBJECT-The person being watched
Three kinds of surveillance:
1.Surveillance of plan
2.Surveillance of persons (tailing or shadowing)
3.Undercover investigations (roping)
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THREE CATEGORIES OF SURVEILLANCE
1. Physical Surveillance- what a person is doing or saying; includes tailing, eavesdropping, picture taking.
2. Psychological Surveillance- what a person is thinking. Lie detection, employment form, paper honesty
testing, personality test.
3. Data Surveillance- what a person has done or has thought. Use of records, educational and life history
documents.
Use of video surveillance without public knowledge is a difficult area, and some States do not permit its use.
The most difficult type of surveillance is when the subject is on the move, and there are three kinds of ‘moving
surveillance’.
1. Keeping the subject under observation regardless of whether you have been spotted, or ‘’made’
2. Carrying out discreet surveillance and discontinuing as necessary to prevent being ‘made’ and;
3. In such a manner as to keep subject under observation at all times without being made.
Surveillance logs should be maintained and may be submitted as evidence.
Where the number of the company’s own security staff are insufficient, or are untrained, the company should
consider the use of a professional outside agency.
Those selected to carry out physical surveillance should be able to blend into the environment with a normal
appearance.
One of the most important rules when conducting physical surveillance is ‘not to look the subject in the eye’.
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RESULTS AND REPORTS OF INVESTIGATION
REPORT WRITING
Use short paragraphs and sentences, simple words, be accurate, clear, ensure that confidential informants are
not identified and do not include personal suspicions or conclusions in the main body of the report.
Reports are more usually in a narrative style, and when reporting interviews include the name, address and any
other identifying information of the interviewee.
There is no specific format for the taking of notes during an investigation, although, concise accurate and
chronologically ordered notes assist in both report writing and as an aide memoir giving evidence.
As a general rule, sensitive investigative reports, such as undercover reports, should only be disseminated on a
‘need-to-know’ basis.
STATEMENTS AND CONFESSIONS
There is no prescribed format for confessions or statements but both must be made voluntarily.
The person giving the statement must be advised of their rights, and any waiver of these rights should be
recovered in writing.
If the person taking the statement has only citizen’s powers of arrest then they are not required by law to advise
the suspect of his rights prior to taking the statement .
It is good practice to have statements typed to aid legibility, and signed. However, unsigned statements may be of
some value, in fact, it is said that an oral confession as well as an unsigned written confession still have legal
value.
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Affidavit
Question/Answer Statement
Un-sworn Statements, and;
Memorandum of Interview
THE INVESTIGATIVE FILE
Preparing and maintaining an investigative case file is an investigator’s most important administrative duty. Not only it
is critical in the recording of investigative efforts, but it is also aids in the investigative process by indicating where the
investigator has been, what has been accomplished and what the next phase of the investigation should be. An
investigation cannot truly be considered closed until the file is completed.
The need for records: There are many reasons to create and maintain accurate and timely records of the investigative work,
some are:
A. The subject of the investigation may end up in court, the private sector investigator should be prepared to present
their findings in the event of civil or criminal litigation.
B. The file can protect the investigator from charges brought by disgruntled employees or others wishing to discredit
the investigation, by being able to demonstrate, with documented evidence, that the investigative process is, or
was properly carried out.
C. To enable the investigator to quantify their work product, aid in budget planning and rationalization.
D. Identification and labeling: Instituting a case file management system that aids location and maintains complete
records of the case. It is not recommended that the suspects’ name appears as part of the file title/label. (e.g. 01-
01-91 Theft of Product, ABC Division.
E. Case files should be maintained in a convenient yet secure location. It is important to protect and keep
confidential the information in the file for several reasons:
F. Risk of losing vital and sometimes irreplaceable information. Possibility of the file being stolen, tampered with,
destroyed, or otherwise compromised.
G. Ineffective security of the file could lead to improper disclosure or leakage as sensitive information; this could lead
to claims of defamation by individuals named in the file.
H. To establish a credible ‘chain of custody’. A ‘chain of custody’ refers simply to a traceable record of how evidence
was stored,
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Protected and transferred from the time of its acquisition by the investigator to its admission into any legal
proceeding. Maintaining accurate records of this process will minimize problems later during legal proceedings.
Record Retention and Disposal: a final consideration in investigative file maintenance is how long the files should
be maintained; most law enforcement agencies establish a record retention schedule that sets specific destruction
dates for each class of records; investigator in the private sector should establish a similar process. A primary
concern in setting the time limit should be any statutes of limitation, either civil, or criminal, that applies to the file. A
destruction date should always be set after the statute of limitation expires.
RECENT DEVELOPMENT
DNA Profiling
1.The ability to identify a person through the DNA Profile or DNA fingerprint.
2.Samples of hair, Blood and Semen are tested in laboratories.
LASER LATENT PRINT DEVELOPMENTS
The most positive means of identifying people is the fingerprint. Laser latent print developments allow fingerprints to
be extracted from objects (including skin) some considerable time after they were left.
ARTIFICIAL INTELLIGENCE (AI)
Computer driven logical processing also used in conjunction with Expert Systems.
OFFENDER PROFILLING
Looking at the profile of the offender from the evidence of the act. Can for example indicate whether the offender is
organized, or disorganized. It can also provide a personality assessment.
158 INVESTIGATION
TYPES OF STRIKES
The ‘Economic Strike’, is the most frequent type, it takes place when there is a vote to stop wok because a
satisfactory employment agreement has not been negotiated. The strike action must be preceded by at least 60
days notice that the union desires to modify the existing collective bargaining agreement. A strike without the 60 day
notice would be unlawful.
The ‘Unfair Labor Practices Strike’, takes place when workers strike to force discontinuance of an alleged
violation by an employer of the labor laws. It is a no notice strike and therefore does not permit effective planning by
security.
Also during this type of strike all striking employees who request to return to work, must be allowed to do so by the
employer.
Any improper actions by security could result in unfair-practices charges, and if proved, the striking employees are
guaranteed their jobs even if through permanent replacement have been hired.
Because of the possibility of allegations of unfair labor practice being brought by the unions against the company, it
is important that security only engage in recording and documenting illegal activities by the union and workers.
Certain routine duties or the documentation and recording of legal activities could be seen as attempting to interfere
with an employees rights during a strike period; for example handling access control duties; handling matters
relating to the distribution of union literature on company property and background investigations or investigations of
activities of employees.
It is recommended that background checks should not seek to obtain information concerning union activities and
undercover operations or surveillance type investigations should be avoided during intense union activity.
Investigative reports should not include information concerning union affiliations of applicants or employees. An
employer may not reject applicants who have union history and may not discriminate against employees because of
union affiliations
Documentation of illegal activities would be useful in the following instances;to support criminal charges, support for
injunctive relief, and support to defend against unfair labor practice complaints. It should be noted that when taking
statements from employees, Miranda warnings are not required among private parties
Before conducting any investigation, which involves clandestine searches of lockers or desks, it is good policy to
have a published rule covering the fact that lockers, desks, and the like are subject to no notice search by
management.
INVESTIGATION 159
GUARD FORCE
ADMINISTRATION
Objectives
• Acquaint with Functions & Responsibilities

• Develop Job Mastery
• Learn the Art of Leading Men
SECURITY FORCE ADMINISTRATION
Functional Areas
• Leadership & Command

• Operations
• Administrative
• Technical Service
GUARD FORCE ADMINISTRATION 163

Leadership & Command
• - is the art of winning men in order to accomplish the mission
• - Command. Is the authority to convey legitimate orders, exact
obedience and impose sanctions.
Functional Areas
Operations
– are tasks and initiatives that have direct impact on life, property and proprietary
rights.
Activities
- Deployment of men and resources
- Definition of individual and organizational roles
- Conduct of patrols, search, rescue and recovery
- Providing Executive Protection & Related Services
- Enforcement of Rules and Regulations
- Control people, vehicles and property movement
164 GUARD FORCE ADMINISTRATION
Functional Areas
Administration
- Activities and programs that has impact on the individuals
with respect to morale, proficiency, competence, skills,
discipline & integrity,among others.
Activities
- Screening & Recruitment of personnel
- Training & Career Development
- Upliftment of Morale, Welfare & Benefits
- Reward & Progressive Discipline
- Finance, Accounting, Payroll& Budgeting
- Logistics Sourcing & Supply Management
- Performance Evaluation
- Inspectorate & Post Audit

Functional Areas
Technical Services
- is a specialized skills derived from training,
experience and research, through the direct
output of the security officer.
Technical Skills
- Investigation & Report Writing
- Collection of Critical Information
- IT Security System Management
- Security Survey, Risk Assessment & Vulnerability
Analysis

Leadership Defined
- is the art of influencing and directing
people in such away as to obtain their
willing obedience, confidence, respect
and loyal cooperation to accomplish the
mission.
Purpose of Leadership
1. Accomplishment of the Mission
2. Looking for the Welfare of Men
Types of Leadership
a. Authoritative or Dogmatic – a leader who
obtains obedience by asserting authority and
superiority, or instills fear or punishment
b. Persuasive or Considerate – one who obtains
obedience and leads by compassion and
persuasion, and consider the “human factor’
in dealing with men

Principle on Authority & Responsibility
- Authority is inherent in the exercise of
leadership and command and may be
delegated.
- Responsibility is the reason for the grant of
authority. Under the “doctrine of ultimate
responsibility” it can never be delegated.

Leadership Traits
• Integrity • Dependability
• Knowledge • Bearing
• Courage • Endurance
• Initiative • Enthusiasm
• Decisiveness • Loyalty
• Tact • Unselfishness
• Justice • Judgment

Leadership Principles
 Keep your men properly
 Know yourself & seek self- informed
improvement
 Develop sense of
 Be technically& tactically responsibility in your
proficient subordinates
 Seek responsibility & take  Ensure that the task is
responsibility for your understood, supervised
actions and accomplished
 Make sound and timely  Train your men to work as
decisions a team
 Set the example  Employ your men in
 Know your men & look for accordance with their
their welfare capabilities

Leadership Indicators
• Morale
• Discipline
• Esprit d’Corps
• Proficiency
• Effective Unit

CRISIS
MANAGEMENT
WHAT CRISIS MANAGEMENT IS
Crisis – A wide variety of events that disrupt the normal activities of businesses, government
agencies and non-profit enterprises.
Crisis Management - “the management of issues,” or simply “issues management.”
Examples of a crisis situation:
1. Natural disaster such as earthquake, floods, devastation, etc
2. Man-made disaster such as a terrorist act, kidnapping, shortage of supplies, mechanical failure,etc`
3. Sociological such as a serious family problem
Advantages of Crisis Management
1. Systematic, non-chaotic response.

2. Permits the organization to continue its operation while the crisis is being managed.
3. Creates an early detection or warning system
4. Prevents more crises from happening or at least copes with effectively through early detection.
5. Allows the organization to capitalize on the expertise of personnel from various disciplines
6. Precludes the need for a large crisis management staff.
7. Team approach permits all crises to be coordinated through an effective and stable group of employees.
A Crisis Management Model
1. A crisis management model can be used as a crisis management guide.

2. It begins with the organization of a management structure and concludes with the management of the crisis.
3. The model consists of:
a) organizational design d) audit
b) personnel selection e) contingency planning
c) team development f) management of an actual crisis
Designing the Organizational Structure
1. Should be cost-effective for minimal economic burden for an organization

2. Should be composed of a lean, permanent staff augmented by experts from various functional divisions as
needed.
3. Should be inherently flexible and adapts quickly to changing conditions.
4. Once a crisis threat has been identified, the crisis manager can select from the various functional divisions
those personnel with the most appropriate skills and abilities to handle the crisis.
CRISIS MANAGEMENT 175

Selecting the Crisis Team
1. Selection of team members should be similar to those used normally in the organization for assigning people
to new jobs.
2. The members of the permanent crisis management team should:
a) decide what additional skills are needed
b) identify the divisions where individuals with these skills are currently assigned
c) decides from what level of management the representative should be selected
d) consider duration and nature of assignment
e) determine which key individuals will have the time to devote to managing a crisis.
Ideal Crisis Management Team
Team Leader
(CEO or GM)
Security Manager Finance Controller PR Manager Director of Operations Negotiator

Developing the Team
1. Develop the group into a cohesive, effective unit who will handle a crisis while others continue their routines
2. Team development is accomplished by analyzing :
a) goals, (where the team is going)
b) roles (who will be doing what), and
c) processes (how members will function as a team).
176 CRISIS MANAGEMENT

Designing and Conducting a Crisis Audit
1. The crisis audit is the foundation of the crisis management cycle.

2. For planning purposes, the audit assists managers in:
a) analyzing their environment
b) identifying potential threats
c) assessing the effects of each threat
d) determining each threat’s probability
e) setting threat priorities.
3. Weigh the probability of a threat occurring against the effect the act would have if it did occur.
4. Based on your assessment, specific threats can be divided into:
a) LEVEL 1 - would seriously affect a company’s ability to stay in business; the CEO must then be involved.
b) LEVEL 2 - might cause disruption but would not completely shut down operations; the CMT can ably handle
this Developing a Contingency Plan
5 Components:
1. Introduction – Contains the overview of the crisis and identifying the group presenting the threat, target
locations, and individuals and issues that might be affected.
2. Assumptions – Factors the crisis team planners cannot control but could cause concern if they do occur. The
assumptions laid out in the contingency plan must take these factors into consideration and alternate plans
must be established.
3. Objectives – Spell out the aims of the crisis management plan along with ways to achieve them. The final
objective should reflect the thinking of those at the highest levels in the organization.
4. Trigger mechanism - Acts as an alarm that activates the crisis plan. The mechanism must be carefully
constructed to prevent premature or delayed implementation. This mechanism can be designed so it
escalates the response by degrees. Although this response will vary from organization to organization, such
a system activates only those teams and resources needed to cope with the emergency at hand. Without
controls, each incident would require a full response, causing severe disruption of the organization’s day-to-
day operations.
5. Action steps - step-by-step sequence of events designed to accomplish the objectives.
Managing the Crisis
1. The CEO must develop some guidelines that will establish how the crisis will be managed and who will manage
it.
2. Ideally, the crisis team manager/leader shall handle the incident
3. Managing a crisis depends on the level of the crisis.
4. The most comprehensive yet cost-effective method of addressing the terrorist threat is through crisis
management.
PUBLIC RELATIONS :
DEALING WITH THE MEDIA DURING A CRISIS
1. A significant incident affecting the organization, such as a major accident or crime, will stimulate public
interest and consequently set the news media on the trail.
2. Two (2) critical tasks should be handled simultaneously:
a) deal with the crisis
b) communicate the facts
3. The Public - Target of communications set by the organization
4. The vehicles for getting to the target are television, radio and press agencies.
5. Designate authorized spokesman
6. Avoid getting the impression of not caring for public health and safety when company profit may be at risk.
INTERACTING WITH THE MEDIA
Anticipated Problems:
1. Access control at scene of the incident.
2. Disruption of business operations resulting from attempts by the media to acquire information
3. Unauthorized release of information from sources within the organization
4. Security manager will be sought after by the media.
Action Plan:
1. Media inquiries to be channeled to one office or person, typically called the Public Information Office or
PIO.
2. The PIO releases details that are both accurate and considerate of the organization’s view. that may be
harmful to the organization or its individual employees.
3. Refer all media inquiries to the PIO or the CEO. Employees should not give information to the media.
THE ROLE OF THE SECURITY MANAGER
1. Full responsibility during a major incident

2. Provide first-responder medical assistance
3. Establish access control at the incident
scene
4. Protect people and assets exposed to
continuing risk
5. Coordinates with many persons inside and
out of the organization
6. Interfaces with the PIO
178 CRISIS MANAGEMENT

Media Related Services of a Security Manager
1. Acccess Control - Prevents entrance to an unsafe incident scene by unauthorized personnel.

2. Handling Media Pesonnel - After an incident has been declared safe, the security manager may be involved in escorting
media representatives interested in taking pictures, making notes, and in some controlled situations, interviewing employees
at the scene.
3. Prevents close-in access to PIO representatives and senior managers at meetings with the press.
4. Prevents access to travel conveyances utilized by senior managers.
5. The security manager must understand and be prepared to support the important functions carried out by the organization’s
public information office during times of crisis.
6. Plans in advance the handling of public information
7. The quality of security support is examined, to the security manager’s credit or discredit, at the conclusion of a crisis when the
organization summarizes the lessons learned.

DISASTER
PLANNING &
MANAGEMENT
INTRODUCTION
Industry and Government share responsibility for protecting lives and property. Preparedness helps to
avoid loss of lives and property, and assures continuity of production which is so important to the
recovery of an area after a disaster, or to the nation if they were attacked.
When disaster strikes, the best protection is knowing what to do. Preparedness involves developing plans
for responding to out-of-course events, training personnel to perform their assigned function during the
response, and practicing that response before the event (exercising the plan).
Every industrial facility should be prepared to cope with the hazards and disasters of today’s complex
world. Storms, fires, explosions, sabotage, civil disturbances, and possible nuclear attack. All pose
continuing threats.
Coordinated planning with local civil preparedness director should assure provisions for the fullest use of
community resources; mutual assistance agreements with other industrial facilities provide insurance for
the use in emergencies.
These are both key to community preparedness. Helps to ensure continuity of operations, get companies
back into business. Get plans well circulated so everyone know what is expected of them. Business
recovery planning is very important.
Industrial preparedness is regarded as essential for peacetime safety and security.
Every industrial firm, regardless of size should establish an internal organization that will be able to
protect life and property in time of any emergency.
Mitigation is the cornerstone of emergency management. It is the ongoing effort to prevent, avoid, control
or lessen the impact out-of-course events have on people and property. Mitigation involves keeping
valuable records in fire proof cabinets, engineering buildings to withstand earthquakes, creating and
enforcing effective
building codes to protect people as they evacuate buildings during fires or hazardous material spills.
DISASTER PLANNING & MANAGEMENT 183

DEFINITION OF TERMS
EMERGENCY
WEBSTER : An unforeseen combination of circumstances or the resulting state that calls for
immediate action.
READER’S DIGEST : Sudden juncture demanding immediate action.
ENGLISH-TAGALOG : Di inaasahang pangyayari
DISASTER
A sudden calamitous event producing a great material damage, loss and distress.
OBJECTIVE OF DISASTER CONTROL PLANNING

The objective is to focus on solutions to major problems, not to bring order out of chaos, and, to prevent a disaster from
becoming a tragedy. Each company has an obligation to employees and shareholders to have a contingency plan.
Each industrial plant, bank, office building, institution, or other large facility must be evaluated in terms of:
1. Disaster most likely to occur

2. The effects of disaster upon the facilities
3. The facilities capacity to cope with and minimize those effects
4. The effects on dependent facilities wherever they may be located.
PURPOSE OF DISASTER PLANNING
1. Anticipate
2. Provide protection to people and property
3. Return to normal operations as soon as possible
It was once said that a “tornado” is not a “disaster”. It is having no emergency plans that is the “disaster”.
The first step in preparing for a disaster operation is the establishment of an overall corporate disaster plan.
“Emergency (or Disaster) Readiness” means preparation has reached the point where you are ready to react promptly to
save the life and protect property if the plant is threatened or hit by a major emergency.
A disaster or major emergency differs from the routine emergencies dealt with by plant personnel each day is the need for
coordinated emergency operations.
184 DISASTER PLANNING & MANAGEMENT
DISASTER READINESS FACTORS
In analyzing and assessing the vulnerability of individual organizations the following major factors must be considered:
1. Environmental Factors
Physical/Social/Politics. Where are we located, what do we need to plan for, e.g. proximity to other plants, sea or air
port facilities and near coast, wooded areas, floods plain, earthquakes, etc.
2. Indigenous Factors
What can our buildings withstand, e.g. lightweight construction, use of hazardous processes or materials, hazardous
by-products, storage of combustible materials, use of highly critical equipment, critical skills of employees,
inadequate exits for rapid clearance of a building, lack of shelter or limited evacuation routes.
3. Economic Factors
Bottom line considerations, such as criticality of products, exclusiveness of product (i.e. whether the plant is
the only one of its kind), or levels of stockpiled or reserved materials.
These are the bases for:
1. Estimating the likelihood of damage, either by direct or by indirect effects resulting from dependency on a
plant damaged elsewhere.
2. Making plans for protective measures within individual plants or complexes of plants, to minimize damage and
casualties.
Any plant or facility is vulnerable to some extent; the analysis of a plant’s vulnerability to a disaster can provide the basis
for developing practical and workable emergency operations plan for the site.

There are two types of disasters – “Man-Made” and “Natural”
Natural Disasters
The natural disasters which must be planned for are:
1. Forest Fires
2. Hurricanes
3. Floods
4. Tornadoes
5. Winter Storms
6. Earthquakes
1. Forest Fires
Uncontrolled, is one of man’s most destructive forces. Responsibility for fire protection on Federal lands falls to:
Dept. of Agriculture, Dept. of Interior, and others such as Dept. of Defense.
2. Hurricanes
Highest in terms of wind force. The agency responsible for issuing warnings (advisories) is National Weather Service.
The purpose of the advisory is to tell where storms are located, intensity of winds, and speed and direction of movement.
A warning is issued when forecaster determines a particular section of coast will be hit with winds of 74 mph or greater.
Hurricane categories;

Category 5 Winds greater than 155 mph
Two type of warning issued:
Hurricane Watch Indicates the possibility of hurricanes within 36

hours, stay tuned for additional advisories
Hurricane Warning Issued when a hurricane has been sighted, or is expected within 24 hours; if advised
to evacuate do so immediately

3. Tornadoes
Most violent and most destructive, with swirling winds that can reach from 200 mph up to 400 mph. Tornadoes have a
width from 200 yards up to a mile and can travel a distance of between 5-30 miles at a ground speed of between 30-70
mph.
4. Winter Storms
Blizzard Warning A Blizzard is the most dangerous of all winter storms; snow with cold winds in excess of 35 mph
5. Earthquakes
Generally, unpredictable, can strike without warning. Range in intensity from slight tremors to great shocks and last
from a few seconds to up to 5 minutes; and could repeat, in a series, over several days.
Can trigger landslides and tidal waves, and disrupt power lines, telecoms, and gas and water supplies, and sewers.
Most injuries result from falling materials

Basic Rules to remember:-
1. During “Shaking”, if you are:
Indoors: Stay inside

Under cover e.g. sturdy furniture
Near the center of building
Away from glass windows and doors
Do not run through or near buildings
Outdoors: Stay Outside

Away from Buildings
Away from utility lines
2. After “Shaking” you should:
Stay out of damaged buildings, after shock can bring them down. Plant officials should check utilities, damage to water
or power should be isolated.
If gas leak is suspected, turn off at main valve, open windows and clear buildings.

Man-made Disasters:
The man-made disasters which must be planned for are:
1. Factory Fires
a) Importance of Mutual Aid Assistance (MAA) as we cannot all own our own fire brigade
b) Biggest single requirement are to:
- respond quickly with well-trained personnel
- Contain the fire
- Extinguish the fire
2. Chemical Accidents
Incident warning system include:
1. Outdoors warning sirens or horns
2. “All-call” Telephoning: an automatic system for sending recorded messages via
telephone
3. Announcements over cable television
4. Residential Route Alerting: messages announced to residents via vehicles equipped with public
address system.
3. Transport Accidents
4. Public Demonstrations & Civil Disturbances
Planning is of prime importance, remember:
a. Intelligence from Police
b. You could be on route of the march
c. Sympathy from own employees
5. Bomb Threats
Bomb threats are serious for three reasons:
a. Danger of Injury/death
b. Damage to structures
c. Total Cost
REMEMBER THE 5% RULE: At lest 95% of all bomb threat calls are hoaxes.
6. Sabotage
Generally, agents, disgruntled employees, who commit sabotage for revenge, someone who has been terminated, or
individuals who are mentally ill, or duped by enemy propaganda.
Methods of sabotage are classified as:
• Chemical - The addition , or insertion of destructive or polluting chemicals\
• Electric or Electronic - Interrupting or interfering with electrical supplies or electronic processes or power, and jamming
commo.
• Explosive - Detonating explosive material, or damaging, or destroying by explosives.
• Incendiary Devices - ignited by chemicals, electronic or mechanical means, or by ordinary means of arson.
• Mechanical - breaking or omitting parts, using improper or inferior parts, of failing to lubricate or maintain
properly.
• Psychological - inciting strikes, boycotts, unrest, personal animosities, or causing slow downs, or work stoppage by
excessive spoilage or inferior work.
7. Radiological Accident
Specific guidance is available from Federal Authorities the Atomic Energy Commission (AEC)
8. Strikes and Labor Disputes

Definition of a strike is the refusal by employees to work in an attempt to force an employer to meet certain demands.
Two Types of strike are:

1. Economical Strike, more money or benefits. Require 60 days notice, and company can employ replacement
workers during the strike.
2. Unfair Labor Practice Strike, no notice required, therefore you need good contingency plans before the event.
You must re-employ striking workers after strike, unless they break the law during the dispute.

CIVIL PREPAREDNESS
PLANNING FOR CONTINUITY OF INDUSTRIAL MANAGEMENT
Emergency/Disaster Organization
A new organization should not be developed to handle emergency situation, use the existing one. Establish an emergency
structure within the present company structure and appoint an emergency coordinator, assess the capabilities of the site,
and strengthen areas found to be weak.
Some needs to be given the authority to declare an emergency, they must be available (on call) all the times, and there must
be a deputy appointed.
In an industrial plant this authority is usually given to the plant manager, in other offices it could be the emergency plan
chairman or administrator.
You must ensure that the management succession list includes enough people to ensure that there is always someone with
the designated authority and executive powers during any emergency or crisis.
Emergency Plan –Staffing
Leadership and direction are necessary priority elements in the successful operation of all emergency
Program. It is therefore important that when developing the strategy that you plan for continuity of leadership by establishing
emergency line of executive succession.
Public Relations is a very important function during an emergency, and a senior executive, who is eminently presentable,
should be appointed the responsibility of dealing with all enquiries from the media. All other personnel, who may be
approached by the press or other media should be clearly aware of his function and be briefed to make no comment and refer
all inquiries to that office.
Ensuring Continuity of Operations
There are four key points to remember to ensure continuity of operations:
1. Ensure a functional board of directors 3. Arrange for an alternate company headquarters

2. Establish lines of succession for key posts 4. Take steps to preserve vital company records
It is important to have a base from which to run the company. The the primary purpose of the remote control center is to bring
together during an emergency the company’s policy-making skills, executive decisions and communications necessary to
maintain vital production in time of disaster; (see also vital records page 30 which would be stored at the control center). The
relocation plan should be tested at least one day per year.

Where a disaster leaves a large proportion of the members of the board dead or
injured, you may not be able to establish a legal quorum for board decisions.
The following actions may overcome this difficulty:

1.Developing the emergency organization
2.Developing the emergency plans
3.Taking preparedness measures
4.Supervising recruitment and training of personnel
The security director should be actively involved in emergency planning and the Emergency organizations should ideally
be built around the security department.
The director of the emergency plan should be a member of top-level management, be responsible for liaison with outside
agencies and mutual aid companies, and have the authority to declare a state of emergency.
Some of the Responsibilities of the Director of the

Emergency Plan are:
1. Classifying the emergency and starting actions

2. Activating the emergency response teams
3. Ordering the shut down of the plant
4. Ordering the evacuation of the plant.
5. Making all necessary emergency announcements
6. Requesting mutual aid from co-operating companies
7. Coordinating the emergency actions
• Director will order shutdown but actual responsibility usually assigned to Plant Manager or plant engineering
department, or maintenance staff on all shifts is assigned specific responsibilities for emergency shutdown.
These plans must be written and tested by department managers.
• Evacuation order is given when a situation develops that is dangerous to personnel. Important points regarding
evacuation procedures are:
a. Advance training to prevent panic
b. Exit routes to be clearly marked
c. Wardens used for large site, could be security staff.

DISASTER/EMERGENCY PLANNING FACTORS
Principles of Emergency Planning

1.Coordinated
2.Mutual Assistance
3.Fully utilize community resources
Emergency Plans should be in writing, be precise and specific and thoroughly tested after being formulated. A separate
emergency plan should be written for each type of disaster anticipated i.e. result of a Risk Survey. The most serious hazards
facing industry are fire And explosion, and the most common emergencies have been fire, bomb threat, and labor disputes.
Key Elements of an Emergency Plan:
1.What could go wrong (the hazard)?

2.What is to be done (the reaction)?
3.Who is to do it (the emergency/disaster team)?
4.What do they need to do it ( the emergency equipment)?
Remember for a Plan, to be effective it must:

1.Appoint Emergency Coordinator
2.Be in writing
3.Be simple
4.Clear responsibilities
It is vital that all executives, supervisors, managers, foremen, trade union representative, and section heads be thoroughly
acquainted with the emergency plan and give it their full support
Benefits of A Disaster Plan:
1. Provides a written record and means of communicating information throughout he organization.

2. Assures all procedures fit into an integrated plan.
3. Promotes uniformity
4. Assures a permanent records of decisions and acquired knowledge
5. Provides a means of orientation of new employees into emergency responsibilities
6. Permits managements to delegate specific authorities
7. Presents a public relation medium for communicating to employees, customers and stockholders.
• New employees should be made aware of the existence of the emergency/disaster plan(s) as soon as a they begin their
careers with the company.

Key Elements of the Plan
1. A policy statement
2. Risk assessment on the threats involved
3. Emergency/Disaster organization structure
4. Details, description, location of emergency facilities
5. List of emergency equipment and suppliers details.
6. List of all mutual aid agreements
7. Shut down procedures (where applicable)
8. Evacuation procedures (different emergencies, although FEMA suggest same routes for bomb and fire but with
different and distinctive signals).
The emergency operations plan should contain three main elements:
1. The Authority
2. The type of emergency covered, and
3. The execution details including appendices covering:
a. Maps d. Listing of local resources
b. Procedure charts e. Mutual aid agreements, and
c. Call-up lists (Emergency Telephone Tree) f. Glossary of term used
SECURITY AND EMERGENCY PLANNING
Important key responsibilities in an emergency situation:
1. Control access to the site

2. Traffic and pedestrian controls
3. Protection of life
4. Protection of property (especially in shutdown)
5. Prevention of theft (from on-lookers)
6. Evacuation Control
7. Assistance in first aid and rescue
8. Protection of vital information
9. Controlling hazardous areas
10. Fire fighting *
11. Set up communications with outside agencies
* Because fire is the greatest destroyer of property an emergency fire protection group should be organized and
regularly trained and tested.
VITAL RECORDS
A vital record are those necessary to insure the survival of the business and usually consists of no more than 2% of the
corporation’s records. Made up such fundamentals items as:
1. The incorporation certificate

2. The by-laws
3. Stock records
4. Board of Directors
5. Minutes
6. Certain corporate finance records.
MUTUAL AID ASSOCIATIONS
Defined as the cooperation of local government, nearby government installations, industrial firms, businesses and other
organization united by a voluntary agreement to assist each other.
Purpose of Mutual Aid Association is to form workable organizations to minimize damage and ensure continued operations
or early recovery or restoration.
TERRORISM
Kidnapping is a classic act of terrorism, which falls into two categories, political and criminal.
When developing a preventive measure, a ‘duress code’ should be agreed to signal that the caller is under duress by captors.
Minimum of two bodyguards’ are recommended for close personal protection against kidnapping.
FIRE PROTECTION
“Fire loading” is the amount of combustible material that occupies the interior of a building. There are no fireproof building -
only fire-resistant designs.
FOUR ELEMENTS OF FIRE BY-PRODUCTS OF FIRE ARE:
1. Heat 1. Smoke
2. Fuel 2. Gas
3. Oxygen 3. Heat
4. Chemical Reactions 4. Expanded Air
FIRES ARE CLASSIFIED IN FOUR CATEGORIES:
1. Class A - Ordinary combustible material e.g. paper, furniture, etc.
2. Class B - Petrol, grease, oil or volatile fluids
3. Class C - Electrical Fires
4. Class D - Combustible Metal e.g. magnesium, sodium, and potassium
A NORMAL FIRE PROCEEDS THROUGH FOUR STAGES:

1. Incipient (no smoke)
2. Smoldering (smoke begins to appear)
3. Flame (actual visible fire)
4. Heat (heat is intense and building up)
Toxic gases than cause more fire deaths by the fire itself.
FIRE ALARM SYSTEMS ARE MADE UP OF TWO PARTS:
Signaling Devices
Sensors
THE MAIN FIRE SENSORS ARE:

1. Ionization detector - useful for giving early warning
2. Photoelectric smoke detector - light source interrupted
3. Infrared Flame Detector - react to emissions from flame
4. Thermal detectors - operates on large change in temperature
WHAT IS A HOT SITE?
A hot site is a standby alternate site whose hardware and operating software duplicate your own. It is operated by a third
party who rents backup service to many companies – often 100 to 200 of them.
If you have to use the hot site, you will have to move in with your data files and application programs plus your whole
operating crew. For this reason, accessibility to transportation and communications facilities is essential. If two hot site
clients suffer a disaster in the same time period, you might find no room in the inn.
Hot site back up is not cheap. If you choose it, you should arrange for at least one recovery exercise to make sure
designated employees know what to do in a real emergency.

EXECUTIVE
PROTECTION
EXECUTIVE PROTECTION PROGRAM
In the world of our today, individuals who wield power, either financial or political, have become attractive targets
for extremists, kidnappers and extortionists.
Many corporations, leery of exposing their vulnerability to the public have suppressed reports of successful
kidnappings.
Many security directors are focusing their attention on executive protection awareness and services.
This aspect of security is often different from the normal corporate security procedures but is becoming a necessary element in a
complete protection of assets strategy.
If a company needs a lot of executive protection, it may be worthwhile for them to hire an executive protection
specialist or to send their corporate security personnel for training.
KIDNAPPING CATEGORIES
1. Political Kidnapping. Kidnappers are aiming for greater propaganda impact.
a. Unintentional harm occurs due to a accident, sometimes when victim himself resisted.
b. Intentional harm are planned assassination though cannot be ruled out completely.
2. Criminal Kidnapping. Is usually motivated by personal gain and so will be involved in the more traditional
form of abduction – kidnapping for ransom.
3. Dimension – Passion. A jilted or jealous lover of somebody exacting vengeance will kidnap a person at the
spur of the moment. The victim may be harmed and the kidnapper may end up killing himself too.
PSYCHOLOGY OF ABDUCTION
1. VICTIM
Attitude of Victims
a. It can’t happen to me. It is common human trait for an individual not to want to face reality and instead to
take a position that an unpleasant will happen to someone else but not to him.
b. Nothing can be done about it. He feel that an event will occur regardless of what is done to prevent it
from happening because it is useless to attempt to interfere with fate.
199
1. VICTIM
Attitude of Victims
c. It will reflect on my reputation. Anything he may do to protect himself would damage the image he imagines he
presents. Also, he might feel that, because of his attitude, he cannot accept advise or suggestion concerning his
well-being from others in a lesser position that he occupies.
d. Fluctuation between agreement and disagreement with protective measures may be motivated by a
variety of persuasions.
2. KIDNAPPERS
a. Surprise is the most important psychological element the abductor has available to him and he will
usually make every effort to use it to his best advantage.
b. It will be his objective to accomplish his task quickly and escape before anyone really knows what is
happening.
c. A surprise attack will usually use confusion and disconcert everyone in the area to such an extent
they will become frightened and be able to make quick decisions or take effective defensive actions.
d. Careful planning by the kidnapper is essential if the element of surprise is to be exploited to
maximum extent.
e. The intelligent kidnapper will devote a great amount of time and effort to insure that he can surprise
the victim.
f. As a result he will learn as much about the intended victim as possible.
g. This will include his habits at his residence, the routes traveled to and from the work place and the
residence, the same modes of travel.
h. The victim will usually be closely observed over a period of time, so the kidnappers will be able to
readily identify the car he drives and will also become so familiar with the victim he will readily
recognizable in any situation.
i. The element of surprise can best be utilized so that the odds for the complete escape of the
kidnapper with the victim are greatest.
200
PREVENTION-ORIENTED PLANNING
CREATING AWARENESS OF POTENTIAL THREATS

1. Executive protection specialist must recognize and overcome the reluctance of executives to undertake
courses or training in executive protection program.
2. A total executive protection plan must be prepared for the target executive, his family and support personnel
to reduce the chance of becoming a victim.
3. In keeping this philosophy, the executive protection must cover;
a. prevention planning,
b. the kidnap attempt,
c. hostage survival,
d. vehicle security and defensive driving,
e. bomb threat/contingency planning,
f. duress code,
g. crisis management,
h. current dossiers of executives and the family, psychology and probability of abduction,
i. the pros and cons of escape attempts,
j. the risk factors involved and development of strategies to cope with the problem captivity.
EXECUTIVE PROTECTION PROGRAM

1. Not all companies would be considered primary targets for terrorists attacks, but all should have a program
for the contingency.
2. For each company accepting the credibility of the threat to the executives safety, fundamental questions
must be asked.
3. Have basic protection procedures been established and are they followed?
4. Who makes what decisions?
5. What provisions have been made for ransom demands?
6. These many other answers must be determined and evaluated before an incident occurs, NOT AFTER.
7. The planning development and execution of an executive protection program is normally the responsibility of
an executive protection specialist.
201
8. The present trend in the industrial or business establishment is the setting-up of crisis response team (CRT)
backed up by a working committee which may be termed the workhouse of the CRT.
THE CRISIS RESPONSE TEAM

• Do not have to be hostage in a kidnap/extortion for it to be a stress situation, because of your security
responsibilities, perhaps you must resolve the kidnapping.
• You do not have to “do it alone” and you should not try to do so, because special talents and responsibilities
you have, you may be required to join the crisis response team.
• Companies differ from one another just as a people to do, so plans and procedures differ in each organization
depending upon its needs.
• The team framework will probably be as outlined below.
SECURITY
The security executive will usually coordinate details of the plan of the organization-externally with the police and
internally with management personnel.
CHIEF OPERATING OFFICER OR OFFICIALLY DESIGNATED REPRESENTATIVE
• Overall company policy must be formally set at the highest level and conform with all legal requirements.
• The chief executive, or his appointed representative at the local level should be a member of the team.
TREASURY
• If the decision is to pay ransom has been made, fund must be available in specified denominations.
• Your organization financial representative must have access to the cash required.
• Recording of currency and inclusion of “bait money” will be his responsibility.
NEGOTIATOR
• An outside negotiator may be part of the CRT, free from personal ties to members of your organization.
• This is a tough, demanding job; and experience in contract or labor negotiation is valuable.
• Negotiators who have amassed expertise in kidnap bargaining are available, but the CRT team leader should
not wait until “that call” to contact them.
202
PUBLIC RELATION/MEDIA REPRESENTATIVE
• Policy should state that no information can be released by employees, management or the families and that all
releases are to be made by the appointed media representatives.
• You do not want publicity about kidnap/extortion, especially during sensitive early stages before recovery of
the hostages.
• Only a press representatives can successfully gain the cooperation of newsmen at critical times.
• Your organization must rely on him to control the flow of news.
• Depending upon the circumstances, he can see to it that now news is, indeed, good news.
Remember the four key elements to a successful Executive Protection Plan
1. Salesmanship
a. Sell need
b. Sell the program
2. Public relations
a. Promote your resource people-law enforcement and security executives.
b. The more validity they have, the more valid your plan will be in the mind of management.
3. Presentation
a. The “look” of a good program.
b. Is it neat? Colorful? Professional?
4. Follow through is essential

a. Update your program at least once a year.
b. If your top executives are cool toward personal protection, you can count on their families as allies.
Failure to coordinate plants –
Security between the two groups was never seriously discussed and coordinated despite the high frequency of
attacks against public personages in recent years.
Lack of professionalism –
No special training was given for their positions, and no special characteristics were considered for the men
selected – they were chosen at random.
Failure to follow good security procedures –
The written procedures should be review and rehearse.
203
24 Hours Protection Cycle
Phase I
Enroute to the office, country club, or other location routinely visited.

Phase II
Protection inside the facility housing of the executive offices.
• Access control to the facility.
• Access control to executive suite must include the office areas, conference rooms dining area and guest
areas, if they exist.
• Today’s sophisticated security hardware must be included in the protection plan.
• Custodial personnel who clean these areas must be thoroughly screened and entry controlled by security.
• Security officers should search all offices before the business day begins and any alarm system should be
tested at this time.
• Security of floors above and below the executive suite should be studied and the necessary access controls
established to endure that high explosive cannot be placed above or below the executive-occupied areas.
Phase III
Precautions during lunch period
• If walking to lunch, have plain clothes security personnel that have received special training perform the
function of a body guard.
• If lunch in private club, the protection plan is somewhat simplified since access control to the club is
established and the club is normally located in a remote, rather isolated part of the building.
• If a public restaurant is used, tables should be change.
• When lunch is completed, the action should be reversed.
Phase IV
In the Business office
The established procedures and protection already discussed under Phase II should be followed throughout the
work day.
Phase V
Enroute Home
A complete physical security survey of the route and residence should be conducted to establish the appropriate
security. 204
Phase VI
Social functions
Protection measures discussed in Phase III should be apply.

Phase VII
Stockholders Meeting
• Have executive arrive just before the meeting.
• Consider using emergency entrances, not those used by the general public.
• The use of contact security services for access control should be considered.
• Use uniformed guards at the public entrances.
• Access control must be established through the use of special invitation cards.
• Covert security personnel should be used throughout the stockholders seating areas.
• Corporate security personnel should be used at the more critical and vulnerable points and areas.
• Start protection long before the scheduled start of the meeting.
• News media presence often will incite protesters to use more extreme harassing tactics. Establish news room
as far from the public view as possible.
• Use police protection details that are offered.
• Change geographical locations of the meetings.
Phase IX
Corporate Air Travel
• The security established at the hangar and on the aircraft, should be similar and to the same degree as the
security established for business headquarters protection.
• Secure aircraft 24 hours and up until the moment that the embarkation doors are secured.
• Use cautions. Always search the guarded aircraft immediately prior to flights.
• Establish access control and even procedures to search pilot’s flight chart cases.
• If there is a possibility that the baggage of the executives has been compromised, the plan should include the
search of the baggage before it is placed on board or baggage check by X-ray through the use of commercial
airline x-ray equipment.
• If commercial aircraft is used for travel, times of departure and arrival should not be announced.
205
• If the situation dictates, escort executive personnel at least to the passenger screening point, the point form
which protection can be furnished by the armed police on duty.
• Again, if the situation dictates, a combination of corporate and commercial aircraft travel, may be necessary.
• Whether corporate or commercial aircraft is used, never place “all your eggs in one basket” – for large
groups, the use of 2 or 3 aircraft is necessary.
Phase X
Vacation Travel
• Maintain a low profile.
• Avoid certain countries if at all possible like the former Yugoslavia, Iraq, Columbia or Algeria. Considerations
should be given to the calculated risk being taken during the vacation travel stage.
• Only the immediate situation will determine what recommendations or actions should be initiated.
Phase XI
Protection of the Executive’s Family
• Protection of children moving to and from the schools they attend and while they are at the school.
• Examine thoroughly the wife’s social activity and brief her on the various precautions she should constantly
exercise.
• Use a personal data sheet pertaining to the executive and his family.
206

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CERTIFIED SECURITY MANAGEMENT SPECIALIST (CSMS)

Managing a Security Agency: FINANCE ISSUE

Undermining Existing Security Contract: ETHICAL ISSUE

Pertinent Legal Provisions of the Labor Code

Public & Private Bidding: Ideas & Related Issues

Pertinent Laws & Related Issuances

( San Miguel vs. Ople)

THE RIGHT TO DISCIPLINE

THE RIGHT TO TRANSFER EMPLOYEES

The requisites of a valid transfer :

(PT&T Corp. vs. NLRC)

LEGAL ASPECTS / LABOR RELATIONS & OTHER ISSUES 9

BUT THE POWER TO DISMISS IS NOT ABSOLUTE

JUST CAUSES FOR TERMINATION

Examples : sleeping in post, gross insubordination, dereliction of

10 LEGAL ASPECTS / LABOR RELATIONS & OTHER ISSUES

LEGAL ASPECTS / LABOR RELATIONS & OTHER ISSUES 11

Tardiness and Absenteeism, like are form of neglect of duty.

1.Cases involving employees occupying position of trust and confidence (managerial)

12 LEGAL ASPECTS / LABOR RELATIONS & OTHER ISSUES

1) Loss of confidence should not be simulated

COMMISSION OF A CRIME OR OFFENSE

AUTHORIZED CAUSES OF TERMINATION

LEGAL ASPECTS / LABOR RELATIONS & OTHER ISSUES 13

( International Hardware, Inc. vs. NLRC)

Introduction with Labor-Saving Device

Philippine Sheet Metal Worker’s Union vs. CIR)

14 LEGAL ASPECTS / LABOR RELATIONS & OTHER ISSUES

Standards which justify retrenchment:

(Lopez Sugar Corp. vs. Fed. Of Free Workers)

LEGAL ASPECTS / LABOR RELATIONS & OTHER ISSUES 15

Procedure to Terminate Employment

Standards of Due Process

16 LEGAL ASPECTS / LABOR RELATIONS & OTHER ISSUES

Due Process; Ample Opportunity To Be Heard

LEGAL ASPECTS / LABOR RELATIONS & OTHER ISSUES 17

18 LEGAL ASPECTS / LABOR RELATIONS & OTHER ISSUES

Art. 291. MONEY CLAIMS

Action for Reinstatement Prescribes In Four Years

LEGAL ASPECTS / LABOR RELATIONS & OTHER ISSUES 19

20 LEGAL ASPECTS / LABOR RELATIONS & OTHER ISSUES

LEGAL ASPECTS / LABOR RELATIONS & OTHER ISSUES 21

Screening & Recruitment  Deployment of men &  Security Investigation

26 SECURITY FORCE MANAGEMENT

SECURITY FORCE MANAGEMENT 27

SECURITY FORCE MANAGEMENT 31

Two Essentials Viewpoints

SECURITY FORCE MANAGEMENT 33

The Biggest Skill Gaps

34 SECURITY FORCE MANAGEMENT

• WHY management wants them to do it

• HOW management wants it done =

Developing Policies & Procedures

SECURITY FORCE MANAGEMENT 35

Check historical data for minimum of

Monitor and record monthly regular

Counter-check budget to actual

36 SECURITY FORCE MANAGEMENT

Hiring & Training

Motivation & Morale

SECURITY FORCE MANAGEMENT 37

38 SECURITY FORCE MANAGEMENT

The T.E.A.M. Model for Training