Security Technology Executive

MAY-JUN 2018

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34 SECURIT Y TECHNOLOGY E XECUTIVE • May/June 2018 • www. C reating a world-class security pro- gram for a company in the industrial sector starts with staffing a team of highly trained people to support the security mission. While security is of paramount concern, safety is an equally dominant driver in building a physical security team in the industrial/manufac- turing sector. Why does safety sit alongside security as an equal partner? Unlike other areas, a safety incident can slow or possibly shut down production and signifi- cantly affect a company's bottom line. Accidents cost money with a loss of trained workers, reduced production, increased insur- ance premiums and the potential of attracting negative media attention. In many cases, employees are consid- ered among an organization's greatest assets, and when they are impacted by injuries, it can have a negative effect. For example, if the production lines of a major manufacturer go down due to a critical injury to an employee, the line stops until the cause is identified and rectified. Maintaining a safe work environ- ment in a manufacturing plant or other industrial institution is vital for employees' productivity and well-being , and the security team plays an integral role in cultivating a culture of safety and security. Companies should strive to avoid on-the-job injuries by putting in place proper safety measures, such as conducting regular job safety analysis checks. This will help to create a proactive method of keeping the safety of workers top of mind. Building a Culture of Safety & Security Safety and security need to be managed in the same manner as budget, production, sched- ule, etc. Every employee and contractor needs to understand and be involved in the organi- zation's safety and security culture. It is vital that all managers and supervisors have intimate knowledge of the safety and security pro- gram and its elements. Security team leaders must convey that everyone will gain more in the long-term by avoiding accidents that increase costs and slow production. Consider whether your company has the person- nel and knowledge to handle emergencies. Are job safety analyses for every post and every shift being implemented? Does your organization have solid relationships with organizations such as OSHA and keep up to date with their requirements and regulations? Inertia has no role in building and maintaining a safety and security culture. Most companies will have long periods of productivity without safety inci- dents, which can lead to inertia and the feeling that nothing "bad" will happen here. The security leaders should be well-versed about incidents where safety and security were compromised, whether inside or outside the organization so that these experiences can be shared and no one ever rests on their laurels. Consider an outbreak of E. coli bacteria at a beef processing plant in Alberta, Canada, a few years ago that left more than 2,200 workers without jobs and hundreds of consumers sickened. Or the mesh man- ufacturer cited by OSHA for violations after a worker How to Build a World-Class Manned Protection Force Organizations that thrive empower their security teams to be competitive, resilient and inspired By Kenneth Bukowski, Guy J. Hassf ield » Inertia has no role in building and maintaining a safety and security culture. « SECURIT Y MANAGEMENT

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