cssp manual v2014!3!1

PHILIPPINE SECURITY AND SAFETY

PROFESSIONAL PRACTITIONERS ASSOCIATION http://commandersecurityagency.com/affiliations/pssppa/

4th flr, Commander Bldg, #133 15th Ave. Cubao, Quezon City

Tel # 709-9945 / +63 925 885 8100

CERTIFIED

SECURITY AND SAFETY

PRACTITIONER's

(CSSP)

MANUAL

Certified Security and Safety Practitioner

CSSP Manual - PSSPPA

Table of Contents

CHAPTER I ............................................................................................................................................. 8

INTRODUCTION TO SECURITY AND SAFETY ..................................................................................... 8

DEFINITION OF SECURITY .......................................................................................................................................... 8

THE RELATIONSHIP BETWEEN SECURITY AND SAFETY ........................................................................................................ 8

SECURITY HAZARDS ................................................................................................................................................. 9

THE SECURITY AND SAFETY FUNCTION DEFINED .............................................................................................................. 9

THE THREE DIMENSIONS OF SECURITY ........................................................................................................................ 10

LEGAL ASPECTS OF SECURITY ................................................................................................................................... 10

RA 5487 – The Private Security Agency Law .................................................................................................. 11

CHAPTER II .......................................................................................................................................... 12

RISK ANALYSIS & THE SECURITY SURVEY...................................................................................... 12

INTRODUCTION: APPRAISING THE RISK ....................................................................................................................... 12

DEFINITION OF RISK AND RISK ANALYSIS ..................................................................................................................... 13

Key Terms in Risk Analysis ............................................................................................................................ 13

Classification of Categories of Threat ............................................................................................................ 13

RISK ANALYSIS ..................................................................................................................................................... 13

Four Basic Tasks in Risk Analysis ................................................................................................................... 15

Benefits of Risk Analysis to Management ..................................................................................................... 15

Techniques In Developing Data For Risk Identification................................................................................... 15

Tools Necessary for Risk Identification .......................................................................................................... 16

THE SECURITY SURVEY ........................................................................................................................................... 16

TECHNIQUES IN MANAGING RISK .............................................................................................................................. 17

Risk Avoidance ............................................................................................................................................. 17

Risk Reduction or Control ............................................................................................................................. 17

Risk retention or acceptance ........................................................................................................................ 17

Risk Transfer ................................................................................................................................................ 18

Incorporating the Result of Risk Analysis to the Security Program ................................................................. 18

Review and evaluation of the plan ................................................................................................................ 18

LIMITATIONS........................................................................................................................................................ 18

CHAPTER III ......................................................................................................................................... 20

PHYSICAL SECURITY ......................................................................................................................... 20

INTRODUCTION .................................................................................................................................................... 20

PRINCIPLES OF PHYSICAL SECURITY ............................................................................................................................ 20

DEFINITION OF TERMS ........................................................................................................................................... 21

FACTORS THAT BRING ABOUT INSECURE CONDITIONS .................................................................................................... 21

THE FIVE TYPES PHYSICAL BARRIERS .......................................................................................................................... 21

REASONS FOR ESTABLISHING POSITIVE (MOVABLE) BARRIERS .......................................................................................... 21

PERIMETER BARRIERS............................................................................................................................................. 22



Types of Fencing .......................................................................................................................................... 22

The Top Guard ............................................................................................................................................. 23

Clear Zones .................................................................................................................................................. 23

TRAFFIC AND PARKING CONTROLS ............................................................................................................................. 23

WINDOWS AND DOORS .......................................................................................................................................... 24

Windows ...................................................................................................................................................... 24

Doors ........................................................................................................................................................... 24

LOCKS AND KEY CONTROL ....................................................................................................................................... 25

Locks ............................................................................................................................................................ 25

Electromagnetic Locking Devices .................................................................................................................. 25

Key Control .................................................................................................................................................. 26

FILES, SAFES AND VAULTS ....................................................................................................................................... 26

Files ............................................................................................................................................................. 27

Safes ............................................................................................................................................................ 28

PROTECTIVE LIGHTING............................................................................................................................................ 28

ALARMS: INTRUSION DETECTION SYSTEMS .................................................................................................................. 29

Alarms ......................................................................................................................................................... 29

Kinds of Alarm Protection ............................................................................................................................. 29

Alarm Sensors .............................................................................................................................................. 30

Types of Protective Alarm Systems ............................................................................................................... 31

THE IMPORTANCE OF BASIC HOUSEKEEPING IN SECURITY ................................................................................................ 31

ACCESS CONTROL ................................................................................................................................................. 31

Package Controls ......................................................................................................................................... 32

Vehicular Movement .................................................................................................................................... 32

Access routes ............................................................................................................................................... 32

Security passes ............................................................................................................................................. 33

Identification & Access Control ..................................................................................................................... 33

Criteria for Effective Identification ................................................................................................................ 33

Personal Recognition .................................................................................................................................... 34

Identification by Document .......................................................................................................................... 35

Detection of Weapons and Metals ................................................................................................................ 35

CCTV SURVEILLANCE ............................................................................................................................................. 35

Applications Of Security CCTV Systems ......................................................................................................... 36

Advantages of CCTV systems over Security Guards ....................................................................................... 37

Disadvantages of CCTV Systems ................................................................................................................... 37

GUARD FORCE ADMINISTRATION .............................................................................................................................. 37

Organizing the Security Department ............................................................................................................. 37

Leadership and Command ............................................................................................................................ 38

Records ........................................................................................................................................................ 39

Security Public Relations ............................................................................................................................... 39

CHAPTER IV ........................................................................................................................................ 40

PERSONNEL AND INFORMATION SECURITY ................................................................................... 40

INTRODUCTION .................................................................................................................................................... 40



SOME PRINCIPLES REGARDING INTERNAL THEFT ........................................................................................................... 41

PERSONNEL SCREENING .......................................................................................................................................... 41

BACKGROUND AND LIFESTYLE CHECKS ........................................................................................................................ 42

PERSONNEL SECURITY POLICIES ................................................................................................................................ 42

Search Policy ................................................................................................................................................ 42

Tips in Implementing a Search Policy: ........................................................................................................... 43

Nondisclosure of Proprietary Information Statement .................................................................................... 43

Non-Compete Agreements ........................................................................................................................... 43

Exit Interviews and Debriefing ...................................................................................................................... 43

DEVELOPING SECURITY AWARENESS AMONG EMPLOYEES ............................................................................................... 44

UNDERCOVER OPERATIONS ..................................................................................................................................... 44

PROTECTION OF SENSITIVE INFORMATION ................................................................................................................... 45

DEFINITION OF TERMS ........................................................................................................................................... 45

AREAS WHERE SENSITIVE INFORMATION MAY BE LOST: ................................................................................................... 46

POLICIES AND PROCEDURES REGARDING SENSITIVE INFORMATION .................................................................................... 46

CHAPTER V ......................................................................................................................................... 47

OCCUPATIONAL SAFETY & HEALTH ................................................................................................ 47

INTRODUCTION: THE IMPORTANCE OF SAFETY AND HEALTH............................................................................................. 48

LEGAL ASPECTS OF SAFETY ...................................................................................................................................... 49

Building Code ............................................................................................................................................... 49

R.A. 9514 Revised Fire Code of the Philippines Of 2008 ................................................................................. 50

Labor Code of the Philippines ....................................................................................................................... 50

The Occupational Health and Safety Standards (OSHS) ................................................................................. 50

Enforcement and Administration .................................................................................................................. 51

FUNDAMENTAL SAFETY CONCEPTS AND TERMS ............................................................................................................ 51

ACCIDENTS, INJURIES, AND COSTS ............................................................................................................................. 53

Types of Losses............................................................................................................................................. 53

Direct Versus Indirect Costs .......................................................................................................................... 53

Hidden Costs Associated with Incidents ........................................................................................................ 54

INCIDENT – INJURY RELATIONSHIPS ........................................................................................................................... 54

THE THREE E'S OF SAFETY ....................................................................................................................................... 54

RECORD KEEPING AND REPORTING ............................................................................................................................ 57

HAZARDS AND THEIR CONTROL ................................................................................................................................. 58

Sources of Hazards ....................................................................................................................................... 58

Four Steps to Achieve Hazard Control ........................................................................................................... 58

HOUSEKEEPING .................................................................................................................................................... 59

Signs of Poor Housekeeping.......................................................................................................................... 59

Accidents from Poor Housekeeping............................................................................................................... 59

Recommended Housekeeping Practices ........................................................................................................ 60

ACCIDENT INVESTIGATION ....................................................................................................................................... 60

Reasons for Accident/Incident Investigation ................................................................................................. 60

Types of Accident ......................................................................................................................................... 60

Accident Investigation Process...................................................................................................................... 61



Two Priorities in Managing the Accident Scene: ............................................................................................ 61

Who Should Investigate Accidents? .............................................................................................................. 61

Systematic Cause Analysis Technique (SCAT)................................................................................................. 61

DNV Loss Causation Model ........................................................................................................................... 63

Reasons for Poor Causal Identification .......................................................................................................... 63

Sources of Loss and Control (PEME) .............................................................................................................. 63

FIRE PREVENTION AND PROTECTION .......................................................................................................................... 65

Fire Statistics ................................................................................................................................................ 65

Fire Losses.................................................................................................................................................... 65

Important Terms .......................................................................................................................................... 65

Vulnerability to Fire ...................................................................................................................................... 66

The Nature of Fire ........................................................................................................................................ 66

Byproducts of Fire ........................................................................................................................................ 67

Classification of Fires .................................................................................................................................... 68

Elements of Fire Safety ................................................................................................................................. 68

Methods of Fire Extinguishment ................................................................................................................... 69

Classification of Fire Extinguishers ................................................................................................................ 69

Care & Maintenance of Fire Extinguishers..................................................................................................... 70

Education in Fire Prevention and Safety ........................................................................................................ 71

CHAPTER VI ........................................................................................................................................ 73

SECURITY INVESTIGATION ................................................................................................................ 73

INTRODUCTION .................................................................................................................................................... 73

TOOLS OF THE INVESTIGATOR (3 I’S) ......................................................................................................................... 73

INVESTIGATION PROCEDURES ................................................................................................................................... 75

THE REID TECHNIQUE'S NINE STEPS OF INTERROGATION ................................................................................................. 75

THE BASICS OF INTERNAL INVESTIGATIONS (FROM AN ARTICLE BY DEREK SLATER) ................................................................. 76

HOW TO INTERVIEW A SUSPECT ................................................................................................................................ 78

SOME INVESTIGATION TACTICS AND COMMON MISTAKES TO AVOID.................................................................................. 79

PROTECTION OF THE CRIME SCENE ............................................................................................................................ 79

Nine (9) Golden Rules/ Steps to be followed upon arrival at the Crime Scene ................................................. 80

Arriving at the Scene: Initial Response /Prioritization of Efforts ..................................................................... 81

KINDS OF PHYSICAL EVIDENCE ...................................................................................................................... 81

CHAPTER VII ....................................................................................................................................... 82

EMERGENCY PREPAREDNESS ......................................................................................................... 82

INTRODUCTION .................................................................................................................................................... 82

WHAT IS AN EMERGENCY? ..................................................................................................................................... 82

PREPARING FOR EMERGENCIES ................................................................................................................................. 83

Principles about Emergencies ....................................................................................................................... 84

Elements In Emergency Preparedness ........................................................................................................... 84

Priorities In Emergency Preparedness and Response ..................................................................................... 84

Tips on Developing Your Emergency Preparedness Plan (EPP) ....................................................................... 85

Ensuring Your Emergency Preparedness Plan Is Effective .............................................................................. 85



Functions of Security Personnel in Emergency Preparedness: ........................................................................ 85

THE EMERGENCY RESPONSE TEAM ............................................................................................................................ 86

Pre-Emergency Preparations ........................................................................................................................ 86

THREAT PHASES DURING EMERGENCIES/ CRISIS ........................................................................................................... 86

Things To Remember During An Emergency/ Crisis ....................................................................................... 86

Important Aspects AFTER an Emergency/ Crisis ............................................................................................ 86

Follow Up Procedure .................................................................................................................................... 87

CHAPTER VIII....................................................................................................................................... 88

PROFESSIONAL ETHICS AND PRESENTATION SKILLS .................................................................. 88

INTRODUCTION .................................................................................................................................................... 88

VALUES FORMATION FOR THE SECURITY PRACTITIONER .................................................................................................. 89

RULE X – PROFESSIONAL CONDUCT AND ETHICS ........................................................................................... 89

SECURITY GUARDS CREED ............................................................................................................................ 89

ETHICAL STANDARD ..................................................................................................................................... 89

CODE OF CONDUCT ...................................................................................................................................... 90

15 VITAL BUSINESS ETIQUETTE RULES (BY ROYALE SCUDERI)................................................................................... 91

DEVELOPING PRESENTATION SKILLS ........................................................................................................................... 94

Organizing the Presentation: Presenting the Talk.......................................................................................... 94

Introduction ................................................................................................................................................. 94

Main Body ................................................................................................................................................... 94

Stage Check ................................................................................................................................................. 94

Conclusion – Summary ................................................................................................................................. 94

What to Avoid While Presenting ................................................................................................................... 95

Use of Training Aids and Devices .................................................................................................................. 95

Pointers for PowerPoint Presentations .......................................................................................................... 96

11 EASY WAYS TO FINALLY OVERCOME YOUR FEAR OF PUBLIC SPEAKING .......................................................................... 97

HOW TO KEEP YOUR AUDIENCE FOCUSED ON YOUR PRESENTATION ............................................................................... 100

6 TIPS FOR TAKING CRITICISM GRACEFULLY ............................................................................................................... 102

SEVEN (7) HABITS OF HIGHLY EFFECTIVE PEOPLE ....................................................................................................... 103

Appendix A ........................................................................................................................................ 105

CONDUCTING A SECURITY & SAFETY SURVEY ............................................................................................................. 105

FORMAT OF A SECURITY VULNERABILITY SURVEY ....................................................................................... 106

Appendix B ........................................................................................................................................ 113

ACCESS CONTROL CHECKLIST ................................................................................................................................. 113

Appendix C ........................................................................................................................................ 114

MONTHLY SAFETY CHECKLIST ................................................................................................................................. 114

Appendix D ........................................................................................................................................ 115

ELECTRICAL SAFETY ............................................................................................................................................. 115

Appendix E ........................................................................................................................................ 118



FALL PROTECTION ............................................................................................................................................... 118

Appendix F......................................................................................................................................... 123

PERSONAL PROTECTIVE EQUIPMENT (PPE) ............................................................................................................... 123

Appendix G ........................................................................................................................................ 126

SAFETY INSPECTION ............................................................................................................................................. 126

Appendix H ........................................................................................................................................ 129

EMERGENCY PLANS ............................................................................................................................................. 129

FIRE ........................................................................................................................................................... 129

EARTHQUAKE ............................................................................................................................................. 131

BOMB THREAT AND INCIDENT .................................................................................................................... 134

POWER OUTAGE ........................................................................................................................................ 137

TYPHOONS AND SEVERE STORMS ............................................................................................................... 138

FLOOD ....................................................................................................................................................... 140

HAZARDOUS MATERIAL ACCIDENT ............................................................................................................. 141

CIVIL DISORDER AND DEMONSTRATIONS ................................................................................................... 142

TERRORISM ................................................................................................................................................ 143

MAJOR TRANSPORTATION ACCIDENT ......................................................................................................... 144



CHAPTER I

INTRODUCTION TO SECURITY AND SAFETY

Learning Objectives:

After studying this lesson, the learner shall be able to:

Understand the meaning of security and its relation to safety;

Understand and identify different types of security hazards;

Identify and enumerate the different security and safety functions and roles;

Identify the three major dimensions of security;

Understand the legal foundations of security and its implications to the rights and responsibilities of private citizens and organizations;

Definition of Security

Security - Freedom from danger or risk;

- Freedom from care or doubt; - Protection or defence

In today's businesses, the drive to maximize profit in the most efficient manner possible is always paramount in the minds of the owners and managers. Security is not exempt from this. In fact, security is really closely connected with the bottom-line, as it is only justified for so long as it provides a less expensive way to make money. To the conventional threats of theft, fire and damage have been added increased fraud and malpractice amongst employees, illegal obtaining of sensitive information important to profitability and the ever present threat of some form of terrorism or extortion. to limit the possibilities of these threats, a clearly defined set of rules and policies is need, to be strictly adhered to and impartially implemented whether it be implemented towards employees, company executives, customers, or outsiders. In commerce and industry, the original conception of security was that of protection of property; but the circumstances of recent years, the increasing professionalism and the demands of cost-effectiveness alike have created the need for the safeguarding of assets, personnel, and even the profitability of the organization against theft, fraud, fire, criminal damage, and terrorist acts. To achieve these objectives, formulation and implementation of strict rules and policies by employers are required.

The Relationship between Security and Safety

Security is connected with business profitability because one of the goals of security is

minimizing losses to the business or establishment. A type of loss is related injury or



harm to employees and visitors of the establishment. This is where we see the

relationship of security and safety. Safety is defined as the state of being free from

harm, danger, injury or damage. Creating a safe environment requires implementation

of security measures, such as restricting access to outsiders. In other words, safety is

part of the objectives of security, but while safety is about keeping people free from

harm or danger, security is more concerned with keeping the business free from losses

and it accomplishes this by protecting the business establishment’s personnel and

valuable property.

Security Hazards

Security hazards are conditions or factors that may expose a facility to risk or threats. The primary function of security is to either eliminate or, if not possible, to minimize security hazards within a facility. Security hazards vary from one facility to another. What may be a hazard for one facility may not be for another. For example, big companies usually require inventory lists and delivery receipts from their suppliers in order to have a basis or copy of everything that enters into their facility. The absence of a gate pass policy for these businesses would be considered a security hazard or risk. But this same requirement is not true for private residences or small shops dealing with long-time suppliers, where the relative volume of purchases and transactions are minimal, and will not require such a policy.

The Security and Safety Function Defined

The objective of security and safety is to furnish a service to the employers, which provides a positive contribution to the efficient, harmonious, and profitable running of the business. The role of security and safety normally involves the following:

1. Access control 2. Patrolling of premises 3. Fire prevention and control 4. Hazard Identification and control 5. Employee and vehicle searches 6. Traffic control 7. Supervision of electronic alarm and surveillance equipment 8. Administration of first aid, 9. Emergency Response and 10. Enforcement of rules and regulations.

The objective is to furnish a service that provides a positive contribution to the efficient, harmonious, and profitable running of the business.



These functions involve the following roles that the security department is expected to perform:

Arresting persons committing criminal acts against the company.

Designing and implementing physical controls of the facility.

Administering and conducting access control and identification of persons entering company premises.

Conducting pre-employment and post-employment screening.

Maintaining liaison with local law enforcement and other government units.

Monitoring controls of sensitive and proprietary information related to company operations.

Administering vehicular access and parking controls and securing the parking environment.

Implementing various security policies and programs of the company.

Administering company’s lock and key control program.

Conducting security education and training.

Investigating suspicious activities committed against company assets or within company premises.

Administering executive protection programs.

Conducting background investigations of employees, applicants, customers, and suppliers.

Coordinating special protection arrangements during strikes and other forms of civil disturbances.

Designing and conducting security surveys.

Contracting for and administering outside security services.

Providing emergency escort services.

Acting as adviser to senior management on all security-related matters.

The Three Dimensions of Security

Security has been traditionally divided into three major areas or dimensions. They are:

1. Physical Security 2. Personnel Security 3. Information Security

The reason that they were categorized as such is because there are certain approaches that differ among the three. On the other hand, the boundaries for the three dimensions are not clear-cut and hence, some aspects of security will overlap among them.

Legal Aspects of Security

The Philippine Constitution



Article II of the Philippine Constitution of 1987 provides, as a matter of national policy, that each individual should enjoy peace and order and the protection of life, liberty and property. In Article III, it further declares, as a matter of right, that everyone should be secure in their persons and houses.

In other words, it is a fundamental right of the individual to protect himself, especially within his home or personal property. Furthermore, because of liability of an owner when it concerns the safety and security of persons found within their property, the law further allows property owners to put adequate safety and security measures, including the posting of armed security personnel in its premises, to provide a safe and secure environment. Considering that armed security personnel also pose as a safety and security threat, by virtue of their use of firearms in the performance of their duty, a special law, known as the Private Security Agency Law (RA 5487), was enacted to govern the organization of private security agencies and the licensing of security guards who shall be authorized to use firearms while on duty. RA 5487 – The Private Security Agency Law

RA 5487 was enacted in 1967, and this the law governs the deployment of private security personnel and the operation of private security agencies. The PNP is the designated government agency mandated to implement the provisions of this law. The law limits private security personnel’ use of firearms to only low caliber weapons, such as .38 cal. Revolvers and 12 Ga. Shotguns. But today, the PNP allows the use of hi-powered firearms depending of certain circumstances. The law allows able-bodied individuals, age 18 – 51, to become security guards, although preference is given to retired/ former members of the PNP & AFP. In the case of safety, there are further laws that define the responsibility of property

owners and business establishments in ensuring the safety of personnel found within

their premises. These laws are discussed further in the module on occupational safety

and health.



CHAPTER II

RISK ANALYSIS & THE SECURITY SURVEY



Define what is the concept of risk in security;

Understand what risk analysis is all about;

Differentiate between a threat and a vulnerability;

Understand and apply the process of risk analysis

Explain the concept of criticality and probability and how it affects the risk analysis process;

Give examples of types of risk that businesses are concerned with:

Enumerate and apply the four basic tasks of risk analysis;

Explain the benefits of risk analysis to management;

Give examples of techniques and tools in developing data for risk identification;

Understand the objectives of the security survey and its role in risk analysis;

Conduct a simple security survey using the questions given in this module;

Explain the four categories of risk management and identify under what category the different techniques fall into;

Identify the key elements of a comprehensive security program;

Understand the limitations of risk analysis.

Introduction: Appraising the Risk

Once we understand that security is about preventing losses, we must now look at the organization and try to determine what situations will happen that would result in losses and what the likelihood is that this situation would happen. For example, a janitor who steals from the company is an example of a loss scenario, but what company property is vulnerable to theft by a janitor and what is the likelihood that such an attempt will happen? This kind of analysis is what we call risk analysis. Identifying the risk of losses is the first step to designing an appropriate defense or solution to the risk and then implementing such solutions as part of the company’s security plan. Reducing or overcoming risk may simply mean taking adequate steps in protecting and conserving assets and resources. But here we see that risk analysis is definitely a major component of corporate security.



Definition of Risk and Risk Analysis

In the context of risk management, risk is the uncertainty of financial loss or the variations between actual and expected results. There is a risk associated with any activity, but the probability that a loss will occur varies according to the situation. But losses, or decreases in value, are the end result of risk. Risk analysis is the process by which an entity identifies its potential losses. Once a risk is identified, the measurement, analysis and evaluation of risk are guided by the risk's frequency, severity variability. After those determinations are made, the optimum method of treating the risk can be chosen and put into effect. Risk analysis usually covers those areas which are covered by insurance. These include injuries suffered by employees, damage to company buildings, vehicles, etc., and other valuable properties that might be target of crime. Key Terms in Risk Analysis

Threats – Anything that could adversely affect the enterprise or the assets

Vulnerabilities – Weaknesses, flaws, holes, or anything that may conceivably be

exploited by a threat. Vulnerabilities may be identified by collecting information from interviews of persons working in the facility, field observation and inspection, document review, and conducting tests to expose weaknesses or flaws in the design or system. Classification of Categories of Threat

Natural;

accidents, or unintentional acts; and

intentional acts

Note that a threat may not immediately become a vulnerability. For instance, a company is located in a flood-prone area. So the occurrence of heavy rains would be considered a natural threat. A possible vulnerability of the company would be its level compared to the adjoining street or buildings. If the company is situated higher than its surroundings, its vulnerability to flooding is low, but if it is on the same level or even lower than its surroundings, then the vulnerability, and corresponding risk, is higher.

Risk Analysis

Risk analysis is a process of systematic identification and evaluation prior to making decisions on what to do about the risk. There are many ways to handle risk and so it is



important to define the risk so that the best decision will be made based on the available information. The most difficult part in the risk analysis process sometimes is how to convince senior management that a risk does exist and that action should be taken because of it. Before thinking of any corrective action to take, it is first necessary to make a thorough assessment of one's identifiable risk exposure. Three factors must be considered:

The types of loss or risk that affect the assets involved. Examples would be fire, burglary, robbery, or kidnapping.

The probability of occurrence. What are the chances that the identified risks

may become actual events?

Measuring the impact or severity of the risk (criticality) if in fact a loss does

occur or the risk becomes an actual event. There are two major components in risk analysis. Criticality is about the impact that an

event may have on the business. For example, if the warehouse of a company is destroyed by fire, what will be its impact on the business? The answer to this question will define the criticality of this incident. The second component in risk assessment is the probability that an event may occur. Probability refers to the likelihood or rate of

occurrence of an event. Going back to our earlier example, fire has a grave impact to the business, thus it has a high criticality value. But how likely is it that a fire will actually happen and totally destroy the warehouse. If the warehouse has fire suppression and fire alarm systems installed, the probability that fire will occur may be actually be very low. So, a high criticality does not make a possible event a high priority if the probability is low. On the other hand, a medium level of criticality (for instance a payroll robbery) that has a high probability of happening (maybe because the company is located in a high crime neighborhood) may actually pose a greater concern for the business firm. Some events or types of risk which businesses are concerned with are:

natural calamities (flood, earthquake, typhoon)

industrial disaster (explosion, structural collapse, fire)

civil disturbance (strikes, rallies)

bomb threats & terrorism

criminality (robbery, burglary, pilferage, embezzlement, fraud, industrial espionage, internal theft, and hijacking)

conflict of interest (kickbacks, trading on inside information, unethical business practices)

other miscellaneous risks (bookkeeping errors, unaccountable inventory losses or shrinkage, traffic accidents, substance abuse, absenteeism, gambling, payroll padding)

Business interruption and extra expense

Errors and omissions liability

Professional liability

Products liability and completed operations



Once risks have been identified, they must then be assessed as to their criticality or potential severity of loss and to the probability of occurrence. These quantities can be either simple to measure, in the case of the value of a lost building, or impossible to know for sure in the case of the probability that an intensity 7 earthquake will happen. Therefore, in risk analysis, it is important to make the best educated guesses possible in order to properly prioritize the implementation of the risk management plan. In business it is imperative to be able to present the findings of risk assessments in financial terms or in terms of how much it will cost the company if a threat situation happens. But for purposes of this course, it is enough that you are able to understand the principles of risk analysis and be able to evaluate the various sources of risk based on its criticality and probability. Four Basic Tasks in Risk Analysis

1. Identify the assets in need of being protected; 2. Identify the kinds of risks that may affect the assets involved; 3. Determine the probability of risk occurrence. This step depends on the personal

evaluation of the investigator. 4. Determine the impact or effect, if possible in peso values, if a given loss does

occur. Benefits of Risk Analysis to Management

Risk analysis provides management with information on which to base decisions. The eventual goal of risk analysis is to strike an economic balance between the impact of risk on the enterprise and the cost of protective measures. Some benefits of risk analysis are as follows:

1. The analysis will show the current security posture of the organization. 2. It will highlight areas where greater (or lesser) security is needed. 3. It will help to assemble some of the facts needed for the development and

justification of cost effective countermeasures (safeguards). 4. It will serve to increase security awareness by assessing the strengths and

weaknesses of security to all organizational levels from management to operations.

Risk analysis must be performed periodically in order to stay abreast of changes in mission, facilities, and equipment. It is also advantageous to perform risk analysis at the design phase of every system. Techniques In Developing Data For Risk Identification

Review company rules and regulations, policies and procedures

http://en.wikipedia.org/wiki/Risk_management_plan



Study organization and activities of each employee

Review insurance and risk-related files

Review claims and loss records

Interview department heads and managers

Conduct inspections and field observations Tools Necessary for Risk Identification

1. Ability to conduct interviews 2. Ability to conduct inspections and field observations 3. Ability to identify, obtain, and analyze pertinent records

The Security Survey

A security survey is an essential element in risk analysis. It is essentially an exhaustive physical examination of the premises and a thorough inspection of all operational systems and procedures. The objectives of the security survey are:

to determine the state of security of the facility or establishment;

to locate security weaknesses and vulnerabilities

to determine the degree of protection required; and

to lead to recommendations aimed at establishing a total security program. Below are some questions that one should ask when analyzing security risks:

1. Evaluate the state of the perimeter. How easy would it be for an intruder to cross the perimeter? Are the walls sturdy and high enough? Are there gaps or holes that an intruder could take advantage of? Are there areas on the perimeter that may be used for concealment, especially at night?

2. Examine the parking lot. Are vehicles adequately protected from theft or vandalism? Is it sufficiently lighted? Can the whole be observed at one strategic point?

3. How about adjacent buildings and structures? Can they be used to enter the facility?

4. Examine buildings and structures inside the perimeter. How secure are the windows and doors? Can they be easily opened from the outside? Are they vulnerable to damage? Are the roofs accessible from the ground or from adjacent structures?

5. Consider all areas containing valuables to be a security problem. Do these rooms have adequate alarms?

6. Consider off-hours. Is the facility as protected during operating hours as it is during off-hours and at night time?

7. Consider access control. How is access by persons, vehicles and packages controlled?

8. Consider fire and other safety considerations. How safe is your AOR? How likely will an accident happen in your AOR?



9. Evaluate lighting requirements. Is the facility adequately lighted? Are critical areas lighted well enough that the features of anyone found in the area can be clearly seen? How quickly can the bulbs replaced after they go out?

A more comprehensive security survey may be achieved by using the Security Survey Format found at the annex portion of your manual. .

Techniques in Managing Risk

Once risks have been identified and assessed, we now enter the risk management phase. When managing risks, there are four major categories:

1. Avoidance (eliminate) 2. Reduction (mitigate) or Control 3. Transfer (outsource or insure) 4. Retention or Acceptance

What technique to use will be influenced by a variety of factors and there is no single solution to the various risk situations that a company will face. Some techniques may actually be more financially advantageous but may not be considered due to certain organizational values or because of certain personal beliefs of the person making the risk management decisions. Risk Avoidance

This includes not performing an activity that could carry risk. An example would be not buying property or a business concern in order to not take on the liability that comes with it. Another would be not flying in order to not take the risk that the airplane will be hijacked. Avoidance may seem the answer to all risks, but avoiding risks also means losing out on the potential gain that accepting (retaining) the risk may have allowed. Not entering a business to avoid the risk of loss also avoids the possibility of earning profits. Risk Reduction or Control

Risk reduction Involves methods that reduce the severity of the loss or the likelihood of the loss from occurring. Putting up physical security measures or security barriers to a compound in order to minimize theft of company property is a risk reduction technique. Investing in firefighting equipment is another example of this technique. Risk retention or acceptance

Risk retention involves accepting the loss when it occurs. True self-insurance falls in this category. Risk retention is a viable strategy for small risks where the cost of insuring against the risk would be greater over time than the total losses sustained. For example, public transportation companies who use retread tires for their vehicles, which has a

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high risk of exploding or breaking down during a trip, is a form of risk retention. These companies simply accept the consequences should their vehicle develop a flat tire during the trip. Risk Transfer

Risk Transfer means causing another party to accept the risk, typically by contract. Insurance may be considered as one type of risk transfer, as it transfers the cost of replacement or recompense from the owner of the asset to the insurance provider. Another type of risk transfer is through sub-contracting, for instance, hiring a transport company who will now be liable for the goods while it is enroute from the company warehouse to the client’s. Liability among construction or other contractors is another example of risk transfer.

Incorporating the Result of Risk Analysis to the Security Program

After conducting a risk analysis and identifying the various risks that the business faces, the results will now incorporated in a security program that will address each type of risk. A comprehensive security program should contain the following: 1. Policies and Procedures. Statements of security goals and the required means of

achieving them. 2. Personnel. People to monitor, administer and implement the system. 3. Barriers. Access control devices or structures. 4. Equipment. Detection, alarm, communication and control systems. 5. Records. Past incident reports, access records and transaction logs. Review and evaluation of the plan

Initial security plans will never be perfect. Practice, experience, and actual loss results will necessitate changes in the plan and contribute information to allow possible different decisions to be made in dealing with the risks being faced. Risk analysis results and management plans should be updated periodically. There are two primary reasons for this: 1. to evaluate whether the previously selected security controls are still applicable and

effective, and, 2. To evaluate the possible risk level changes in the business environment. For

example, information risks are a good example of rapidly changing business environment.

Limitations

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If risks are improperly assessed and prioritized, time can be wasted in dealing with risk of losses that are not likely to occur. Spending too much time assessing and managing unlikely risks can divert resources that could be used more profitably. Unlikely events do occur but if the risk is unlikely enough to occur it may be better to simply retain the risk and deal with the result if the loss does in fact occur. Prioritizing too highly the risk management processes could keep an organization from ever completing a project or even getting started. This is especially true if other work is suspended until the risk management process is considered complete. In summary, risk analysis is important to identify what may threaten the security and of the business. Performing risk analysis correctly will allow the business to identify and prioritize the different risk situations. This will lead to a more educated approach to choosing the best risk management technique. Risk analysis should be performed regularly, but it should also be treated in context. While it could help business navigate its way towards financial success, it should not be given too much importance. It is a business tool, not a business objective, and therefore, should be used to further the business, not hamper it.



CHAPTER III

PHYSICAL SECURITY



Understand and apply the principles of physical security

Apply the appropriate physical security standards in recommending barriers to protect an establishment or facility;

Implement the principles of traffic and parking controls

Apply the appropriate access control procedures in package, personnel and vehicular control.

Understand the applications of security CCTV systems and its advantages and disadvantages when compared to security personnel;

Introduction

Physical security is considered the biggest dimension because it covers a lot of factors

that contributes to security. Physical security refers to a barrier or system of barriers

placed between the potential intruder and the matter to be protected. It is a protective

device against hazards, threat, vulnerability and risks. The barriers that can be used to

secure a person, place or property can vary from natural barriers to electronic barriers

and some barriers cannot be seen by the naked eye, but still provide some kind of

hindrance between an intruder and his target.

Principles of Physical Security

There are certain principles in physical security that one must understand in order to

properly evaluate the risk and the appropriate security countermeasures that needs to

be applied in order to properly secure the assets of an organization. These principles

are as follows:

An intruder must be able to acquire access to the property in order to benefit.

There is no such thing as an impenetrable barrier.

Each installation is different and will require its own unique physical security system.

The type of access will depend on the number of variable factors and may be achieved in a number of ways.



Security is built upon a system of defense in depth or accumulated delay time. Defense in depth means a series of barriers set up against outside intrusion.

Barriers provide both a psychological element against intrusion, and impacts on the number of security posts required.

Delays provide defense against surreptitious and non-surreptitious entry.

Definition of Terms

Physical – Any facility, equipment, material, building, or document

Security – Freedom from loss and damages

System – Defense plan or protective operating procedure

Physical Security System – Measures adopted to prevent unauthorized access to

facilities, equipment, material, and documents to safeguard them against, loss, damage,

and pilferage.

Barriers – Structures capable of restricting, preventing or delaying illegal access.

Positive Barriers – Barriers that allow entry into and out an enclosed area. Examples

include doors, and gates.

Factors That Bring About Insecure Conditions

Threat – Positive inimical acts.

Hazards – Passive inimical conditions.

Vulnerability

–

Measure of how open is an establishment to intrusion, attack or injury.

Risk – Probability of an event to happen that will lead to losses.

The Five Types Physical Barriers

1. Natural – rivers, cliffs, mountains 2. Human– security guards, secretaries, receptionists 3. Animal– dogs, ducks, etc. 4. Structural – manmade 5. Energy – sensors, electricity, security lighting

Reasons for Establishing Positive (Movable) Barriers



Positive barriers are movable barriers, such as gates, doors, and traffic bars. Positive

barriers are installed together with the traditional walls and fences because of the

following reasons:

Control of vehicular and pedestrian flow

Checking of identification of personnel entering or departing

Defines a zone for restricted areas

Reasons for Establishing Physical Security

1. Freedom from unauthorized intrusion. 2. Freedom from theft, damage and arson. 3. Freedom from outside interruption.

Perimeter Barriers

Perimeter – fence, wire, wood, brick, design, construction, etc.

Exit/ Entrance – description, quantity, location, fireproofing, locking devices, fire

protection,

precaution, safety measures, and vulnerable spots.

Offices/ Rooms – layout, location

Personnel – staff, visitors, contracted personnel, maintenance, ID system, etc.

Lighting – movable, emergency, stationary, standby.

Equipment/ Supplies – package control

Doors and Windows

Alarms – CCTV’s, detectors, etc.

Communication – telephones, radios, etc.

Internal Open Premises – structure, vulnerable spots, fire protection, etc.

Locks/ Keys – padlocks, electronic locks, combination locks, etc.

The main purpose of the perimeter barrier is to deny or impede access or exit of

unauthorized persons. It also has the following secondary purposes:

1. It defines the boundary of the property to be secured. 2. It creates a physical and psychological deterrent to unauthorized entry. 3. It delays intrusion, thus, facilitating apprehension of intruders. 4. It assists in a more efficient and economical employment of guards. 5. It facilitates and improves the control of pedestrians and vehicular traffic.

Types of Fencing

1. Solid – concrete walls, metal gates



2. Full-view - Chain link, Barbed wire, metal grills

The Top Guard

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. 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.

Three strands of barbed wire, spaced 6 inches apart, must be installed on the supporting arms.

Clear Zones

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. 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.

Traffic and Parking Controls

If you believe you might be at risk from a vehicle bomb, the basic principle is to keep all

vehicles at a safe distance. Those requiring essential access should be identified in

advance and checked before being allowed through. If possible, you should ensure that

you have proper access control, careful landscaping, traffic-calming measures and

robust, well-lit barriers or bollards. Ideally, keep non-essential vehicles at least 30

meters from your building.

Traffic control includes the following:

1. Identification of employees and visitors 2. Directing movement of employees and visitors 3. Package control 4. control of commercial and private vehicles

All visitors to a facility must:

1. Identify themselves 2. Be limited to predetermined unrestricted areas 3. Be issued ID badges in exchange for valid ID’s.



Windows and Doors

Windows

The first point of examination in determining inner defenses is, of course, the most

obvious access points, i.e. doors and windows.

Windows are vulnerable to illegal entry especially during times where there are no

people inside the building or facility. They are considered weak spots in the building’s

defense. In many cases, windows are installed with grills or damage-resistant glass to

protect against illegal entry.

One kind of window protection widely used in industrialized countries is call burglary-

resistant glass, which is also known as “safety glass”. Burglary-resistant glass resists

heat, flame, cold, picks, rocks and other tools that a burglar or robber may use. It is a

useful security glazing material because it is durable, weathers well, and is

noncombustible. On the other hand, it is heavy, difficult to install, and expensive.

Another material that enjoys wide use here is acrylic glazing material, otherwise known

as “Plexiglass”. It is not, technically-speaking, considered as burglar-resistant material;

however, it is much stronger than ordinary glass and has many useful window security

applications. It is lighter in weight and cheaper than safety glass, and is considered a

bullet-resistant barrier.

Doors

Whatever security measures may be required at any specific door will be determined by

the operations progress within or by the value of assets stored inside. Doors are

frequently much weaker than the surface into which they are positioned. Weak points

may exist in the following door parts:

Door panels or the door itself may easily be broken into.

Locks may be old and ineffective.

The door frame may be so constructed that a plastic card may be easily inserted between door and jamb to disengage the bolt in the lock.

The lock cylinder may be forcibly pulled out of the door, and then the lock operated through the hole left in its face.

The hinges may be exposed to the outside.



Good quality doors and windows are essential to ensure a building's security. External

doors should be strong, well-lit and have good quality locks. You may want to consider

alarms as well. Doors that are not often used should also have internal bolts and

remember that, if you have glazed doors, they are only as strong as their glazing. All

accessible windows should have good quality key-operated locks.

Many casualties in urban terrorist attacks are from flying glass, especially in modern

buildings, and glazing protection is an important casualty reduction measure. Extensive

research has been carried out on the effects of blast on glass. There are technologies

that minimize shattering and casualties, as well as the costs of re-occupation. Anti-

shatter film, which holds fragmented pieces of glass together, offers a relatively cheap

and rapid improvement to existing glazing. If you are installing new windows, consider

laminated glass.

Locks and Key Control

Locks

Although direct forcible assault is the method

generally used to gain entry, more highly skilled

burglars may concentrate on the lock. Picking the

lock or making a duplicate key are the methods

generally used. Thieves who employ these

methods will choose the time when they may be

undisturbed and unobserved for adequate periods

of times. These techniques do not show signs of

forced entry, and so, result in difficulty in claiming

against theft insurance.

The above is an example of a pin

tumbler lock mechanism.

Electromagnetic Locking Devices

You may already be familiar with locking devices that seem to be operated by remote

control. Such locking devices usually employ magnetism to hold the door closed.

Electromagnetic locks consist of an electromagnet and a metal holding plate. When the

electrical power is on, the lock can withstand a pressure of up to 1,000 pounds.

Problems will occur in the event of power failure. In most cases, these locks are

designed to open if the power is turned off, for safety reasons. But in high-security

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areas, these devices may be designed to stay locked in the event of loss of power. The

door can only open if power is restored.

Key Control

Every effort should be exerted to develop ways whereby keys remain in the hands of

security or management personnel. In those cases where this is not possible or

practical, there must be a system of inventory and accountability. Keys should only be

issued to those considered responsible people.

Keys should never be issued on a long-term basis to outside janitorial personnel.

Janitors and contractual personnel should be issued interior keys only after being

screened by the guard. Then they should return the keys before they leave the building.

It is also bad practice to issue entrance keys to tenants of an office building. A guard or

building employee should control entry and exit before and after regular building hours.

If keys must be issued to tenants, however, the locks in the entrance should be

changed every few months and new keys issued to authorized tenants.

A careful, strictly supervised record of all keys issued must be maintained by the

security department. This record should indicate the name, department where the

person belongs, as well as the date of issue.

A key depository for securing keys during non-working hours should be centrally

located, locked, and kept under supervision of security personnel. Keys issued on a

daily basis, or those issued for a specific one-time purpose, should be accounted for

daily. Keys should be counted and signed for by the security supervisor at the beginning

of each working day.

When a key is lost, the circumstances should be investigated and set forth in writing. In

some instances, if the lost key provides access to sensitive areas, locks should be

changed. Master keys should be kept to a minimum. Sub-masters should be issued only

to limited personnel especially selected by management. Careful records should be kept

of such issuance and should be reviewed periodically to determine whether all those

authorized should continue to hold such keys.

Files, Safes and Vaults



The final line of defense at any facility is in the high-security storage areas where

papers, records, plans, cashable instruments, precious metals, or other especially

valuable assets are protected. These security containers will be of a size and quantity

which the nature of the business dictates.

Every facility will have its own particular needs, but certain general observations apply.

The choice of the proper security container for specific applications is influenced largely

by the value and the vulnerability of the items to be stored in them. Irreplaceable papers

or original documents may not have any intrinsic or marketable value, so they may not

be a likely target for a thief, but since they do have greater value to the owners, they

must be protected against fire. On the other hand, precious jewels may not be in danger

from fire, but they would surely be attractive to a thief. They must therefore be protected

from him.

In protecting property, it is essentials to recognize that, generally speaking, protective

containers are designed to secure against burglary or fire. Each type of equipment has

a specialized function, and each type provides only minimal protection against the other

risk. There are containers designed a burglary-resistant chest within a fire-resistant

container which is useful in many instances, but these, too, must be evaluated in terms

of the mission.

Whatever the equipment, the staff must be educated and reminded of the different roles

played by the two types of containers. It is all too common for company personnel to

assume that the fire-resistant safe is also burglary-resistant, and vice versa.

Files

Burglary-resistant files are secure against most surreptitious attacks. On the other hand,

they can be pried open in less than half an hour if the burglar is permitted to work

undisturbed and is not concerned with the noise created in the operation. Such files are

suitable for nonnegotiable papers or even proprietary information, since these items are

normally only targeted by surreptitious assault.

Filing cabinets with a fire-rating of one hour, and further fitted with a combination lock,

would probably be suited for all uses but the storage of government classified

documents.



Safes

Safes are expensive, but if they are selected wisely, they can be one of the most

important investments in security. It is to be emphasized that safes are not simply safes.

They are each designed to perform a particular job to a particular level of protection.

Two types of safes of most interest to the security professional are the record safe (fire-

resistant) and the money safe (burglary-resistant). To use fire-resistant safes for the

storage of valuables —an all too common practice —is to invite disaster. At that same

time, it valuable papers or records, since, if a fire were to occur, the contents of such

safe would be reduced to ashes.

Safe are rated to describe the degree of protection they afford. Naturally, the more

protection provided, the more expensive the safe will be. In questions must be

considered. How great is the threat of fire or burglary? What is the value of the safe’s

contents? How must protection time is required in the event of a fire or burglary

attempt? Only then can a reasonable, permissible capital outlay for their protection be

arrived at.

Protective Lighting

Two Main Purposes of Protective Lighting

To create a psychological deterrent to intrusion.

To enable detection.

Four Types of Protective Lighting:

Continuous

Standby

Movable

Emergency

General Characteristics of Protective Lighting

It is relatively inexpensive to maintain.

It will probably reduce need for security forces.

It may provide personal protection for security forces by reducing the element of surprise by the intruder.

It requires less intensity than working light.

Factors Involved In Protective Lighting

Size, shape, character of the plant, and type of products.

Location of plant and type of surroundings.

Protective advantage of night lighting.

Management policy.



Alarms: Intrusion Detection Systems

Alarms

In order to balance the cost factors in the consideration of any security system, it is

necessary to evaluate the security needs and then to determine how that security can

be provided. Since employment of security personnel is costly, methods must be sought

to improve their efficient use and to extend their coverage as much as feasible.

Protection provided by physical barriers is usually the first area to be stretched to its

optimum point before looking for other protective devices. Since physical barriers can

only delay intrusion, security personnel are employed to inspect the premises

thoroughly and frequently. In order to further protect against entry, alarm systems are

frequently employed.

Such systems permit more economical usage of security personnel, and they may also

substitute for costly construction of barriers. They do not act as a substitute for barriers

a such, but they can support barriers of lesser impregnability and expense, and they

can warn of movement in areas where barriers are impractical, undesirable, or

impossible.

Kinds of Alarm Protection

Alarm systems provide three basic types of protection in the security system:

1. Intrusion alarms – signal the entry of persons into a facility or an area while the system is in operation.

2. Fire alarms – warn of fire or respond protectively, such as the automatic operation of a sprinkler system.

3. Special use alarms – warn of a process reaching a dangerous temperature, or warn against the presence of toxic fumes, or warn that a machine is running too fast. Although such alarms are not , strictly speaking, security devices, they may require the immediate reaction of security personnel for remedial action.

Alarms are of many types, but all have three common elements:

1. An alarm sensor – is a device which is designed to respond to certain change in conditions, such as, the opening of a door, movement within a room, or rapid rise in heat.



2. A circuit or sending device – which sends a signal about whatever is sensed to some other location. This may be done by an electrical circuit that transmits the alarm signal over a telephone, fiber optic lines, or even via radio waves.

3. An enunciator or sounding device – is used to alert someone when the alarm sensor detects a change in condition. The device may be a light, bell, horn, or a telephone dialer.

The questions that must be answered in setting up any alarm system are:

Who can respond to an alarm fastest and most effectively?

What are the costs of such response as opposed to a less efficient alternative?

What is the comparable loss factor between these alternatives?

Alarm Sensors

Electromechanical devices – are the simplest alarm devices used. They are nothing

more than switches which are turned on by some change in their condition. An example

of this is a magnetic contact switch attached to a window or door. If the window or door

is opened, the magnetic contact switch turns on and emits a signal.

Pressure devices – are sensors that are activated when pressure is exerted on them.

They are usually installed on floors or on the ground. If an intruder steps on the

pressure device, then the alarm is switched on.

Taut wire detectors – are usually used in perimeter defense, where they are stretched

along the top of the perimeter barrier in such a position that anyone climbing the fence

or wall would almost certainly disturb them. These devices may be used in roof access

protection or, occasionally in the closed area inside the perimeter barrier.

Photoelectric devices – use a beam of light transmitted as much as 500 feet to a

receiver. Should the beam be broken or intercepted, the alarm is activated. These

devices may also be used to protect doors and windows from opening.

Motion detection systems – operate with the use of radio frequency transmission or with

the transmission of ultrasonic waves. The system emits a wave pattern that if absorbed

or altered, as by the presence of an intruder, will trigger the alarm. Unfortunately, the

false alarm rate of these systems is very high, so must be used judiciously.

Vibration detectors – utilize a special type of contact microphone. When a wall or door is

attacked, this will emit some kind of sound that is picked up by the microphone, which in



turn, activates the alarm. These types of sensors are found in many bank vaults to

combat against bank robbers, such as the Acetylene gang.

Types of Protective Alarm Systems

Local Alarm System

Auxiliary System

Central Station System

Proprietary System

The Importance of Basic Housekeeping in Security

Basic good housekeeping reduces the opportunity for planting suspect packages and helps deal with false alarms and hoaxes. You can reduce the number of places where devices may be left by:

Keeping public and communal areas - exits, entrances, reception areas, stairs, halls, lavatories, washrooms - clean and tidy

Keeping the furniture in such areas to a minimum - ensuring that there is little opportunity to hide devices

Locking unoccupied offices, rooms and store cupboards

Ensuring that everything has a place and that items are returned to that place

Considering the removal of litter bins or replacing them with clear bags

Putting plastic seals on maintenance hatches

Keeping external areas as clean and tidy as possible

Pruning all vegetation and trees, especially near entrances, to assist in surveillance and preventing concealment of packages.

Access Control

Once the facility’s perimeter is secured, the next step in physical security planning is to

minimize or control access to the building’s interior. The extent of this control will

depend on the nature and function of the facility; the controls must NOT interfere with

the facility’s operation.

Certainly, no commercial establishment can be open for business while it is closed to

the public. A steady stream of outsiders, from customers to service personnel, is

essential to its economic health. In such cases, the problem of security is to control this

traffic.



Within any building, whether or not it is located inside a perimeter fence, it is necessary

to consider the need to protect against internal theft as well as against intruders.

Whereas the fence is primarily to keep out unwanted visitors, interior security must

provide some protection against the free movement of employees bent on pilferage, as

wells as establishing a second line of defense against the intruder.

Package Controls

A package control policy should be in place covering both receipts and dispatches, and

widely publicized.

Incoming packages should be inspected for controlled substances and/ or items such

as:

Concealed weapons

Bombs and explosive substances

Hazardous material

Illegal substances, such as drugs

The random screening of hand baggage is a significant deterrent and you have the right

to refuse entry to anyone who does not allow you to search their possessions. However,

body searches may be carried out only with the agreement of the person being

searched.

Vehicular Movement

Is employee parking within perimeter fence?

Are cars parked abutting interior fences?

Are cars parked adjacent to loading docks, building, entrances, etc.?

Do employees have access to cards during work hours?

Vehicle passes or decals?

Are guards involved in traffic control?

Access routes

An efficient reception area is essential to controlling access, with side and rear

entrances denied to all but authorized people. Keep access points to a minimum and

make sure the boundary between public and private areas of your building is secure



and clearly signed. Invest in good quality access controls such as magnetic swipe

identification cards or 'proximity' cards which are readable from a short distance.

Security passes

If a staff pass system is in place, insist that staff wear their passes at all times and that

their issuing is strictly controlled and regularly reviewed. Visitors should be escorted and

should wear clearly marked temporary passes, which must be returned on leaving.

Anyone not displaying security passes should either be challenged or reported

immediately to security or management. Consider introducing a pass system if you do

not have one already.

Identification & Access Control

An identification program has the basic purpose of determine a person’s identity.

Reasons for determining identity include the following:

To include or exclude the person as a member of a certain class or group (for instance, to determine whether a person is an employee or not).

To allow or deny entry to a place;

To issue or withhold material or information; and

to permit or deny or qualify in some way the person’s use of a privilege or right (for example, to determine if a person is allowed to drive a company vehicle out of the company premises.)

To increase or reduce the rate or density of movement to, from, or within a defined place (for example, the volume of vehicles entering a paid parking area);

To protect persons, materials, or information against unauthorized observation or removal;

To prevent injury to persons or damage to things. Criteria for Effective Identification

The following are the performance requirements of any trustworthy system of identification:

It is valid. This means that if, let us say, Mr. Juan dela Cruz enters the building, the system is able to determine that it is really Mr. Juan dela Cruz who enters the building and not a pretender.

It is reliable. This means that every time Mr. dela Cruz enters the building, the system will be able to validate his identity.

It is easy to use.

It should be resistant to tampering or counterfeiting.



It should be rugged and durable. Once set up, a system should remain functional over appreciable periods of time. ID’s should remain clear and readable for the duration of the life of the document.

Personal Recognition

Personal recognition is usually limited to situations where the one to be identified or admitted is personally known to the one controlling, based on a pre-existing acquaintance or relationship. Personal recognition requires the relationship to be adequate in duration or level of contact to support a judgment. It is not generally the number of judgments required that renders personal recognition systems unreliable but rather the circumstances under which the judgment must be made. For such a system to work well, the following conditions are required:

Prior familiarity. The guard or receptionist must have prior contact with the persons to be contacted. For instance, the guard must know the employees and the visitors of the place he is guarding in order for him to implement access control properly.

Opportunity to observe. There must be enough time and opportunity to identify a person. Therefore, density and frequency of movement must be regulated to permit it. For instance, if people are allowed to enter and leave an area simultaneously, then the guard on duty may have a problem identifying all those who entered or left the premises. This could also happen if a guard is tasked to monitor four CCTV cameras covering entry into a facility. The need to simultaneously monitor all four cameras might make the guard to neglect one, and allow the entry of unauthorized persons.

Controllable turnover. The person monitoring entry may not be the same person monitoring exit. For instance, a guest may have entered during the second shift. At 3pm, the second shift guard is replaced by the third shift guard. The system must allow the third shift guard to control access even though he did not process the entry of those entering during the second shift.



Identification by Document

There are two types of Identification by Document:

1. The document is submitted by the person being identified. For example, visitors are asked to submit an ID before being allowed to enter a facility.

2. The document is supplied by the organization requiring the identification. Examples of these are the company ID’s of employees of an organization.

Detection of Weapons and Metals

Metal detectors are commonly used when weapons or metals are to be detected when

carried on the person. Metal detectors are generally selected on the basis of the type of

material to be detected. If large objects such as weapons or tools are to be deducted,

weapon detectors are usually employed.

In airports, we are familiar with x-ray detection systems, where x-rays are used to reveal

whether a bag or package contains illegal items or not.

For detection of bombs and explosives, the more common means of detection is

through the use of specially-trained dogs. There are now available machines that can

detect the presence of explosives through vapor detection. Other types of equipment

use the principle of electron detection present in explosive materials to detect

explosives.

CCTV Surveillance

Many of us are already familiar with television, moving cameras, and the Internet. The

advantages of being able to monitor, via a television set, activities occurring some

distance away from where one is stationed, without having to move an inch, are

obvious. More so when such capacity allows an organization to reduce its required

manpower and maximize the effectiveness of its security personnel to better protect the

organization’s assets, and the advantages of knowing when such systems are effective

are further heightened.

Closed-circuit television (CCTV) is the use of video cameras to transmit a signal to a

specific place, on a limited set of monitors. It differs from broadcast television in that the

signal is not openly transmitted, though it may employ point to point wireless links.

CCTV is often used for surveillance in areas that may need monitoring such as banks,



casinos, airports, military installations, and convenience stores. It is used in traffic

management.

Applications Of Security CCTV Systems

Security cameras may be employed under the following instances:

When visual observations of a scene or activity will permit required actions to be taken at a place remote from the place observed.

When the natural environment of the scene or area to be observed presents hazards to life or health.

When the observations must be covert or clandestine, and there is opportunity to conceal the camera but not a person.

When the need for sustained observation exists but significant events or conditions are likely to be infrequent. This application is typified in situations, which combine a television observation with a motion detector or “scene change” type of alarm, and a video recording capability.

When multiple locations must be observed simultaneously by the same person or from the same vantage point. When an immediately available and permanent record of the observations is required.

There are two distinct uses of surveillance equipment.

1. The first is for general oversight of places and premises as deterrent to would-be intruders. This use, designed to enhance security at either private premises or in public places, is generally acceptable to, and even welcomed by, the public at large.

2. The second use is the targeting of people and their movements, actions and conversations. There is, of course, a good deal of “spying” conducted in the private sector, but this is rather more directed to gathering information for commercial advantage. In any case, there is growing clamor from the public for the need to regulate this use of surveillance equipment, based on the fear that it may be used for illegal and highly invasive purposes.

In industrial plants, CCTV equipment may be used to observe an environment that is

not suitable for humans, for example in an area where there are poisonous gases being

used in chemical processes. This purpose is not security-related, but more for safety

and operational reasons, and so shall not be tackled in this material.

CCTV systems are also now becoming more popular for use in traffic management and

surveillance of public areas, especially those considered as crime-prone. In more

developed countries, CCTV systems provide traffic control personnel with remote



control capabilities that, coupled with computer systems, allow them to automatically

control traffic with minimal human intervention. Traffic cameras can also be used to

measure the speed of the vehicles and report traffic violations. CCTV camera systems,

connected to digital video technology, can also be used to recognize “hot plates” and

assist police officers in apprehending stolen cars or cars using stolen license plates.

Advantages of CCTV systems over Security Guards

It is cheaper and more reliable than human observers.

It can be equipped with recording capability that allows for review of past events captured on camera. It does not forget (unless it is erased or the equipment is defective).

It does not sleep, blink or take breaks.

It can easily be disguised or hidden.

CCTV systems may operate continuously or only as required to monitor a particular

event. A more advanced form of CCTV, utilizing Digital Video Recorders (DVRs),

provides recording for possibly many years, with a variety of quality and performance

options and extra features (such as motion-detection and email alerts).

Disadvantages of CCTV Systems

It cannot respond to situations; it can only trigger an alarm and record the incident.

As in all electro-mechanical systems, it requires regular maintenance in order to maximize its performance.

It does not learn on the job or from its mistakes. This is simply an advantage MOST humans enjoy over machines (Of course, some humans also do not learn from their mistakes.)

It has a shorter service lifespan than humans. CCTV systems can be relied to perform reliably only in three to five years. Afterwards, it either experiences frequent breakdowns, or becomes technologically obsolete.

Guard Force Administration

Organizing the Security Department

The Security Department provides a protection program addressing itself to the security

needs of the company, based on the presence of known risks. The protection program

is comprised of many lesser programs, all somehow interrelated and coordinated to

form the entire protective blanket.



Because companies are dynamic entities, they constantly change, requiring security

programs to change also. Failure to adjust to the company’s constant shift and

movement puts the security efforts out of focus. The need to change is a fact of life.

With change come new risks, hazards that were not necessarily present to the change.

With change comes a need for new security programs.

The Security department usually has the following Operational Functions:

Deploying men and resources;

Defining the basic role and functions of the individuals in the security organization, his unit, and his post assignment;

Conducting patrols, searches, apprehension and recovery;

Providing VIP security and related protective services;

Enforcing rules and regulations;

Controlling access of persons, vehicles, and property.

The Administrative function has impact on the individual members of the unit, their

morale, proficiency, skills, discipline, welfare and integrity. This function includes the

following:

Recruitment and Screening of applicant security personnel

Training & development

Designing and implementing policies to improve employee morale, welfare and benefits

Implementing reward and discipline

Payroll and budgeting

Logistics and supply sourcing

The technical function of security includes the following:

Investigation

Report Writing

Collection of critical security information

Operation of security devices, such as intrusion alarms and CCTV camera systems

Security survey and risk analysis

Leadership and Command



Effective leadership is demonstrated by one’s ability to command the respect and

confidence of his men. The indications are morale, discipline, esprit de corps,

proficiency and effective unit.

Leadership is developed by one’s ability to influence others in such a way as to obtain

their loyalty, cooperation and willing obedience in order to accomplish assigned goals;

the leadership is effective if the security officer/ leader is able to achieve his mission

with the least cost, time, resources, and confusion.

Records

Records and the records maintenance program may appear to be relegated to a low

status, but in actuality, the whole record function is the lifeblood of a security and safety

organization. To put it another way, the records of a security department really

constitute the detailed diary or historical recordings of all security and safety related

events up to the present.

So that the reader may better appreciate the scope and importance of this function, the

following list represents a sampling of the types of records that may be found in a

security and safety records section:

1. Company arrest records.

2. Open investigation files on current employees.

3. Reports on all reported losses, fraud, counterfeit, sabotage or impostor incidents.

4. Security intelligence files

5. Files on training materials.

6. Memo reference files.

7. Correspondence files.

8. Equipment and resource files.

9. Contractor and supplier files.

10. Emergency procedures file.

11. Master indices (main index file).

12. Accident and safety-related incident reports.

Security Public Relations

The objectives of Security Public Relations are as follows:

To maintain and develop the goodwill of the public for the Security Force;

To obtain public cooperation.

To develop public understanding and appreciation for the services of the Security

Force.



To facilitate enforcement of rules, regulations and laws.

Scope of Public Relation

Every security guard is an agent of public relation.

All members of the security force, from the Chief Security Officer to the lowest

subordinates are public relation agents.

All officials and employees are agents of public relations.

Every word said and every act that is done within and outside of the establishment

reflects either good or bad public relations.

Public Relations is a way of life for all the members of the institution.

CHAPTER IV

PERSONNEL AND INFORMATION SECURITY



Identify the telltale indicators in personnel and information security;

Explain the principles of internal theft;

Recognize areas where sensitive information may be lost;

Implement the appropriate methods of background and lifestyle checks;

Identify the different kinds of classified or sensitive information;

Apply the appropriate security measures in protecting sensitive information; and

Understand the principles in creating an effective personnel security program.

Introduction

Personnel Security, as its name implies deals with people. It covers policies and

procedures that seek to manage the risk of people who have legitimate access to an

organization’s assets and possibly using those assets for unauthorized purposes. In

other words, personnel security is about securing a company or a firm from insiders or

employees who need access to the company’s equipment and facilities in order to do

their job. In the process, they too have access to steal from the company.

Personnel security is all about policies and procedures. It covers the following areas:

Personnel screening - Ensures only that staff who are unlikely to present a security concern are employed.

Background checks and lifestyle checks – to check whether current employees or staff exhibit suspicious behavior or unexplained increase in personal wealth that may be indicative of insider theft.



Security Education – where employees are educated about their role in protecting a company from theft. It includes whistleblower programs, employee surveillance, and employee loyalty programs

Security clearance system and the granting of specific authority to access official and classified material or sensitive sites.

Some Principles Regarding Internal Theft

Failure to focus on the laxity, carelessness or deliberate negligence is also a major threat to one’s business.

No security expert can anticipate all situations relating to internal losses. However, we can identify loss-producing situations, their effects, and finally, possible solutions.

One cannot be protect against everything, but, if attention is given to basics and details, then losses, and theft can be greatly hindered, if not minimized.

Personnel Screening

The objective of personnel screening is to prevent theft by employees. If all employees

would be convinced that if they would steal from the company, they would eventually be

caught, then security would be doing its job. Basic to the effectiveness of any personnel

security program is the cooperation of the employees.

The best place to start any personnel security program is the personnel office, where

bad risks can be screened out on the basis of reasonable security procedures.

Screening is the process of finding the best-qualified person for the job, in terms of both

skills and personal integrity. The process must include a basic check of the applicant’s

references and job history.

Rejection of job applicants with dubious characters, or those considered as “bad risks”,

must be on the basis of standards that been carefully established in cooperation with

the head of the personnel office. Once established, these standards must be met in

every particular case, and must not be applied only on a selective basis.

A careful, selective program may be more expensive, but it can pay for itself in reduced

losses, better people, and lower turnover. And the savings in crimes that never

happened, though unknowable, could have enormous value in terms of peace of mind.

When evaluating the background of applicants, be wary if the applicant:

Show signs of instability in personal relations;

Lack job stability;



Show a declining salary history, or are taking a cut in pay from the previous job;

Show unexplained gaps in employment history;

Are clearly overqualified;

Are unable to recall or are hazy about relevant information in the recent past, such as names of former supervisors, names of neighbors, etc.

Background and Lifestyle Checks

Many employees turn bad only once they are already employed. This means that

negative behavior will only appear after the employee has been connected a particular

job for some period of time. This is where lifestyle checks come in. A lifestyle check is a

system of checking the lifestyle of certain employees and to determine whether or not

changes in lifestyle are explainable by legitimate sources of income.

For example, let us take the case of a government employee who earns just a little

above minimum wage and supports a sizeable family. A check of his home shows that

he owns four (4) vehicles bought within a two-year period and all are fully paid. The

employee works in an agency that requires the employee to deal with private

corporations in terms of payment of government dues and fees. Now, wouldn’t this

information require further investigation as to how this particular employee could afford

to purchase four vehicles while earning only the minimum wage?

Continuous background check is important in order not only to keep tabs on an

employee’s personal information (residence, marital status, etc.), but also for purposes

of determining changes in lifestyle, that may be a result of illegal activities. Background

checks should also be done if an employee is a candidate for promotion to a more

responsible or sensitive position.

Personnel Security Policies

Search Policy

Theft is reduced if there is a possibility that people will be challenged and searched.

Management has a right to impose search policies within company premises.

Searches should be approached from a consensual point of view.

Company rules acknowledged in writing by each employee at the time of employment is clear-cut indication of the employee’s acceptance.

Make sure everyone is informed.



Tips in Implementing a Search Policy:

Check with your attorneys; make sure that the policy is in writing.

Make sure ALL employees are aware of the policy. Signatures may be required as evidence of notification.

Inform all visitors openly that a search policy exists and they are subject to it while on company premises. Vehicles are also subject to the same policy. NOTE: ALL EMPLOYEES, AT ALL LEVELS, including executives, are also subject

to this policy.

Check all incoming and outgoing hand-carried items, such as pocketbooks, briefcases, lunch boxes, etc.

Check all vans and autos with tinted glass which conceal interiors.

Conduct searches at unannounced, random times. Use different days, different times of the day, different locations.

Nondisclosure of Proprietary Information Statement

If your company has proprietary information or need to protect certain trade secrets that

may be accessible to vendors and suppliers, then it is good policy to have all concerned

individuals sign a non-disclosure agreement promising not to divulge proprietary

information. This practice sends a strong signal that your company would exercise all

legal means to protect its secrets.

Non-Compete Agreements

Having former employees sign non-compete agreements when they leave the company

is a good way to prevent former employees from using inside information to compete

against your company. Legally, non-compete agreements are generally considered to

have a limited duration of about two to three years from date of separation.

Exit Interviews and Debriefing

Exit interviews allow you to find out the real reason why employees resign. It also gives

you an opportunity to get information or feedback regarding how the company is run?

Exit interviews can be used to gather information of illegal practices being done within

the company.

The principle behind the use of exit interviews is the fact that employees who are set to

leave the company may have some residual loyalty to the company and have little to

lose if they reveal illegal activities being committed by other employees. While they are

still employed, they may have some concerns about revealing this information because

of fear of reprisals or being considered a “traitor” by their colleagues. The reasons for



not “squealing” are lessened because since they are already leaving the company, any

reprisals or ill feeling would be of no consequence to the departing employee.

Developing Security Awareness Among Employees

The vigilance of your staff (including cleaning and maintenance staff) is key to your

protective measures. They will know their own offices or work areas and should be

encouraged to look out for unusual behavior or items out of place. They must have the

confidence to report any suspicious, knowing that reports will be taken seriously even if

they turn out to be false alarms. Staff must also know who to report to and their contact

details. Training is therefore particularly important. Staff should be briefed to look out for

packets, bags or other items in odd places, carefully placed (rather than dropped) items

in rubbish bins and unusual interest shown by strangers in less accessible places.

Undercover Operations

In some cases, companies plant undercover agents within their organization who

observe the operations from within. The key to such an operation is the secrecy of the

agents’ true intentions and identity. This is best done if there is suspicion of large scale

theft occurring within the organization, as this type of operation would involve a lot of

personnel. More than one agent is usually employed for such an operation.

There are a lot of factors that make this kind of anti-theft operation difficult to conduct

successfully. One factor is the ability of the agent to successfully infiltrate the

organization without standing out. Most good agents are obviously over-qualified for the

job applied for by reason of experience and educational attainment. On the other hand,

employees with the correct qualifications are not competent enough to perform the

security aspect of the job of gathering information and identifying the ringleaders of the

illegal operation. This is why undercover operations are best done in companies with a

substantially large number of employees, so that the agent could easily blend in and

operate undetected.

Another factor to consider is the cost of the operation. Information-gathering efforts

usually take at least a month or more in order for the agent to avoid being burned out by

their targets. This is why undercover operations should only be considered if the losses

are significantly large enough to justify the cost of conducting such an operation.



Protection of Sensitive Information

Information security is all about protecting information that a company considers vital or

important to its business and not readily accessible by outsiders. Some of the basic

principles in information security are the following:

• Information need not be lost in order to be compromised or “stolen”. • Information needs to be known in order to be useful.

In business there are different kinds of information that needs to be protected.

Proprietary Information – Is information, which in some special way, is related to the

status, operations or activities of the possessor over which the possessor asserts

ownership.

Trade Secret – may consist of any formula, pattern, device or compilation of

information which is used in one’s business and which gives him an opportunity to gain

an advantage over competitors who do not know or use it. It may also involve a process

or device for continuous use in the operation of the business. A third definition of a trade

secret is any information including a formula, pattern, compilation, program, device,

method, technique, or process that: derives independent economic value from not being

generally known to by other persons who can obtain economic value from its disclosure

or use, and is subject to efforts to maintain its secrecy.

Definition of Terms

Information – Means any knowledge that can be communicated or documentary material, regardless of its physical form or characteristics that is owned by, produced by or for, is under the control of the classifying authority. Control – Means the authority of the agency that originates information, or its successor in function, to regulate access to the information. Classified information – Means information that has been determined pursuant to EO

12958 or any predecessor order to require protection against unauthorized disclosure and is marked to indicate its classified status when in documentary form. Unauthorized disclosure – Means a communication or physical transfer of classified

information to an unauthorized recipient.



Proprietary Information – Is information, which in some special way, is related to the status, operations or activities of the possessor over which the possessor asserts ownership.

Areas where Sensitive information may be Lost:

Fake proposals for mergers, joint ventures, etc.

Fake job interviews

Plant tours

Irresponsible sales reps

Areas where SI may be Lost

Suppliers

Consultants

Company in-house publications

Employees

Targets for Industrial Espionage

Romantic partners

Personnel who can be tempted to change careers

Unauthorized access

Trash cover

Connivance with insiders

Phishing

Social engineering

Policies and Procedures Regarding Sensitive Information

Pre-employment screening and employee interviews

Security awareness programs

Non-disclosure agreements.

Documented records of exposure.

Protective Countermeasures

Non-competitive agreements.

Physical security measures.

Notice to new employers of former employee access and responsibility.

Continuous and informed monitoring of routine activities.

Suggested Security Measures

Responsibility for information security must be defined, assigned and announced.

Security audits should be regularly performed, and where deficiencies are noted, corrected.

Employees should be continuously reminded of their continuing responsibility to protect the company’s SI.



CHAPTER V

OCCUPATIONAL SAFETY & HEALTH



Understand the importance of safety and health in business;

Understand the fundamental concepts and terms related to OSH;

Identify the relevant laws on safety and explain their relevance to business owners and administrators;

Explain the different fundamental safety concepts and terms;

Explain the relationship between accidents, injuries, and costs;

Differentiate between unsafe acts and unsafe conditions and explain their relationship with the incidence of accidents in the workplace;

Give examples of types of losses related to accidents;

Explain the three E’s of safety;

Understand how to set up a safety program;

Differentiate between an incident and an accident;

Understand the importance of record keeping and reporting in safety;

Understand hazard and hazard control;

Recognize the different sources of hazards;

Explain the importance of housekeeping in safety;

Recognize examples of recommended housekeeping practices;

Explain the purpose and objectives of conducting accident investigations;

Explain the accident investigation process;

Explain and implement the SCAT when conducting accident investigation;

Explain the DNV Loss Causation Model;

Recognize reasons for poor causal identification in accident investigations;

Enumerate the four sources of loss and control (PEME);

Identify various kinds of immediate causes of incidents;

Understand and recognize different kinds of basic causes that eventually lead to safety-related incidents;

Understand the fundamental principles and terms of fire prevention and fire protection;

Recognize the types of losses emanating from fire;

Understand the nature of fire and the different methods of fire extinguishment;

Differentiate the four major classes of fire; and

Apply the elements of fire safety when making a security and safety plan.



Introduction: The Importance of Safety and Health

Why is safety important? Why bother with it? There are several major reasons for

safety. Human society places high value on human life and welfare. This fact provides

the first and overriding reason for safety – humanitarianism. This is the moral basis for

safety.

Each person has a different degree of regard for others and uses different standards for

right and wrong. To minimize these differences, society formalizes standards of conduct

among people. This body of formalized standards, the law, provides a second reason

for safety.

Society's standards recognize that life and the ability to live it fully has worth. Property,

too, has worth. As part of an economic system, at times society must determine the

actual value of property, human capabilities, and life itself. The third reason for safety is

cost. Cost is measured in actual outlays, in avoidance of expenditures, or in the value of

lost abilities and property.

Accidents, illness and injuries have a detrimental economic cost to the company. The

total cost in lost wages, medical expenses, insurance, fire losses and other indirect

costs associated with work-related accidents is very high. These costs do not include

interruption costs.

It is important to emphasize the human aspect of occupational safety and emergency

protection. Losses often occur not from the failure or absence of physical safeguards,

but from human error – the failure to close a fire exit door, the failure to maintain

existing security systems in good working condition, the failure to inspect or report

hazards, and, at the management level, the failure to ensure, through continuous

employee education and training, that the organization remains prepared at any time for

any emergency.



Legal Aspects of Safety

Building Code

Republic Act No. 6541: The National Building Code of the Philippines

The National Building Code of the Phils. forms the backbone for safety and security practices in buildings and other forms of manmade structures. This law declares, as a matter of national policy, the following:

“It is hereby declared to be the policy of the State to safeguard life, health, property, and public welfare, consistent with the principles of environmental management and control; and to this end, make it the purpose of this Code to provide for all buildings and structured, a framework of minimum standards and requirements..”

The law goes on to state that any building or structure “… shall conform in all respects to the principles of safe construction, shall be suited to the purpose for which the building is designed, and shall, in no case contribute to making the community in which it is located at eyesore, a slum, or a blighted area.” Furthermore, adequate safeguards should be adopted to address any type of hazardous material, such as “… explosives, gas, noxious chemicals, inflammable compounds, or the like.” The law also requires that all parts of the building should be properly maintained, so as not to become a safety hazard. It defines dangerous buildings as those “… which are structurally unsafe or not provided with safe egress, or which constitute a fire hazard, or are otherwise dangerous to human life, or which in relation to existing use constitute a hazard to safety or health or public welfare, by reason of inadequate maintenance, dilapidation, obsolescence, fire hazard, or abandonment; or which otherwise contribute to the pollution of the site or the community to an intolerable degree.” This also includes structures that have been damaged by fire, earthquake or any other cause to such an extent that the structures become unsafe, and those that are manifestly unsafe for the purpose for which they are being used. Dangerous buildings must be repaired or demolished, and this shall the responsibility of the designated Building Official. This building official is usually the municipal engineer of city or municipality where the structure is located, or his duly designated representative. In view of this law, any addition or construction to be done must be covered by a building permit issued by the Office of the Municipal Engineer. After construction, the building shall then be inspected and issued a Certificate of Occupancy to certify that the structure is safe for human occupancy.



R.A. 9514 Revised Fire Code of the Philippines Of 2008

The Fire Code is an extension of the Building Code, but its focus is primarily about making buildings resistant or safe against fire. It also devotes a major portion of the law in the organization and management of the Bureau of Fire Protection (BFP). Section 2 of the Fire Code provides, “It is the policy of the State to ensure public safety and promote economic development through the prevention and suppression of all kinds of destructive fires and promote the professionalization of the fire service as a profession.”

Labor Code of the Philippines

As embodied in Article 162, Chapter 2 of Book Four of the Labor Code of the Philippines, “The Secretary of Labor and Employment shall by appropriate orders set and enforce mandatory occupational safety and health standards to eliminate or reduce occupational safety and health hazards in all workplaces and institute new and update existing programs to ensure safe and healthful working conditions in all places of employment.” The Occupational Health and Safety Standards (OSHS)

The Department of Labor and Employment (DOLE) issued the Occupational Safety

and Health Standards (OSHS) to inform business owners and administrators of their

legal responsibility in insuring that their establishments are healthy and safe. Generally

speaking, OSHS requires that an employer provide a safe and healthy place for

employees to work. This is spelled out in great detail in the act to clearly present the

legal liability of employers for any violation concerning safety and health in the

workplace.

Although provisions in the OSHS is oftentimes very technical, the thrust of the

ordinance is represented by what is called the “General Duty” clause which states that

each employer “shall furnish to each of his employees a place of employment that is

free from recognized hazards that causing or likely to cause death or serious physical

harm to his employees, and that, further, he shall comply will occupational and health

standards promulgated in said ordinance.

The OSHS was formulated in 1978 and was adopted through the democratic machinery known as tripartism, or a mutual agreement between three parties, namely:

1. The organized labor sector, composed of recognized labor unions; 2. The employers sector, which is represented by the Employers’ Confederation of

the Philippines (ECOP); and



3. The government sector, represented by the Department of Labor & Employment (DOLE).

The OSHS is considered a landmark in Philippine labor and social legislation, and is largely patterned from a similar law in the United States. In 1989, it was amended to provide establishments with better tools in promoting and maintaining a safe and healthful working environment. Enforcement and Administration

The DOLE is responsible for the administration and enforcement of OSH laws in the workplace. Local government units may be authorized by the DOLE Secretary to enforce safety and health standards within their respective jurisdiction. This function is usually performed by the municipal or city engineer’s office. The DOLE is empowered to conduct the following: technical safety inspection, general safety inspection, and general Labor Standards inspection. Labor inspection is lodged at the Labor Standards Enforcement Division of the DOLE Regional Office. And labor inspections are coordinated by the DOLE through the Bureau of Working Conditions (BWC).

Fundamental Safety Concepts and Terms

safety – Is the state of being free from harm, danger, injury or damage.

Risk – Is a measure of both the likelihood and the consequences of all hazards

of an activity or condition. It is a subjective evaluation of relative failure

potential. It is the chance of injury, damage, or loss.

Accident – is an unintended, unplanned single or multiple event sequence that is

caused by unsafe acts, unsafe conditions, or both and may result in

immediate or delayed undesirable effects.

Hazard – Is the potential for an activity, condition, circumstance, or changing

conditions, or circumstances to produce harmful effects. A hazard is an

unsafe condition.

Hazard control – is any means of eliminating or reducing the risk resulting from a

hazard.

Hazard recognition – is being aware that a hazard does or can exist.



Safety practice – Involves the recognition (and sometimes anticipation),

evaluation, and control of hazards and risk and management of

these activities.



Accidents, Injuries, and Costs

An accident is a happening or event that is not expected, foreseen, or intended, that

causes injury, loss or damage. The term accident usually evokes thoughts about

undesirable effects or consequences. The term also suggests immediacy between

event and effect. We tend to think of an accident as a sudden event and of short

duration. It also suggests that the event occurred by chance – it just happened.

This definition and many commonly held ideas associated with the term accident create

problems for the safety and health field. These difficulties are:

The idea of chance occurrence;

The relationships between accident events and consequences; and,

The duration of events

To the safety specialist, every accident has one or more identifiable causes. Chance

may play a role in bringing causes together. There are two fundamental types of

accident causes: unsafe acts and unsafe conditions. Accidents involve either of these

two causes or both. Recognizing that accidents are caused and are not just functions of

chance allows one to pursue accident prevention.

Types of Losses

Losses from incidents can take many forms. Besides injury, illness, disease, and death,

there are damage to property, equipment, materials, and the environment and the cost

of repair or replacement. Losses can include loss of time, production, and sales.

Incidents can result in the need to complete and submit forms. Incidents may result in

travel, record keeping, investigations, cleanup, legal and medical services,

hospitalization rehabilitation, and recovery of public image. All these cost money.

Direct Versus Indirect Costs

One way of classifying costs associated with incidents is to group them into direct costs

and indirect (or hidden) costs. Direct costs are those expenses incurred because of an

incident and ascribed to it. Direct costs typically include medical expenses and

compensation paid to an injured employee for time away from work and costs for repair

or replacement of damaged items.



Indirect costs are real expenses associated with incidents, but difficult to assess for an

individual case. The table below lists eleven (11) categories of indirect costs, which H.

W. Heinrich developed to point managers' attention toward accident prevention. Based

on his own investigation in 1926, he introduced the 4:1 ratio, which suggests that total

cost associated with accidents is generally four times higher than the obvious, direct

expenses.

Hidden Costs Associated with Incidents

The following are examples of indirect costs, costs that are not obvious or immediately

relatable to accidents that happen in the workplace:

1. Lost time of injured employee. 2. Time lost by other employees to assist injured coworker, to see what is going on,

and to discuss events. 3. Time lost by a supervisor to assist injured worker, investigate incident, prepare

reports, and make adjustments in work and staffing. 4. Time spent by company first aide, medical, and safety staff on case. 5. Damage to tools, equipment, materials, or property. 6. Losses due to late or unfilled orders, loss of bonuses, or payment of penalties. 7. Payment made to injured employees under benefit programs. 8. Losses resulting from less than full productivity of injured workers on return to work. 9. Loss of profit because of lost work time and idle machines. 10. Losses due to reduction in productivity of workers because of concern or reduced

morale. 11. Overhead costs that continue during lost work.

Incident – Injury Relationships

Heinrich introduced another important concept. He said that preventative actions

should focus primarily on accidents and their causes (unsafe acts and unsafe

conditions). Less attention should be placed on effects, like injuries and their immediate

causes. By focusing on preventing accidents and safety-related incidents, companies

avoid a lot of expenses and may end up saving money for their efforts in accident

prevention.

The Three E's of Safety

A concept for selecting preventive actions can be structured around the “Three E's of

Safety”: engineering, education, and enforcement.



Engineering – includes such actions as substituting less hazardous materials, reducing

the inventory of hazardous materials, designing out hazards, modify processes,

incorporating fail-safe devices, using warning devices, and prescribing protective

equipment.



Education – includes:

1. Training people in safe procedures and practices 2. Teaching people how to perform a job correctly and safely 3. Teaching users how to use a product safely 4. Teaching people what hazards exist in a product, process, or task and how to

take appropriate protective actions 5. Training engineers about hazard recognition, hazard evaluation, compliance with

safety standards, and legal responsibilities.

Enforcement – is achieving compliance with federal, state, and local laws and

regulations, with consensus standards and with company rules and procedures. Among

the three, enforcement is the least desirable because it only comes after something

happens. Enforcement includes the application of company disciplinary measures, such

as issuance of memoranda; suspensions, and even termination of services of

employees found to be committing unsafe acts or failing to address unsafe conditions

that might result in accident.

In setting up a loss control program, it is important to look at the concept of loss in the

broadest sense. While the effort is thought of purely as a safety program, the conclusion

is that it concerns only with accidents, or even more narrowly, with accidents resulting in

injury to a person or persons. Frank E. Bird, Jr., in his book, Management Guide to Loss

Control refers to any undesired or unwanted event that degrades the efficiency of the

business operation as an “incident.” Incidents could be anything from production

problems to bad inventory control, from serious injury to a breakdown in quality control.

An accident, on the other hand, is an undesired event resulting in physical harm to a

person or damage to property. Thus, an accident is an incident, but an incident is not

always an accident.

This distinction has very important implications to how events are reported by the

company. Property damage often result in hundreds of thousands of pesos in damage,

but if the incident did NOT involve harm or injury to a person, it is usually NOT reported

as an accident, but simply as a near-miss incident.

Such incidents may result in losses to the company in the form of building and

equipment damage, wages lost due to injury, clerical costs, cost of training workers, etc.

By controlling such incidents, the company’s profits are increased.



Record Keeping and Reporting

Very early in life people discover that a good way to learn is through experience. This

idea is carried into safety and health. Understanding what happened in an incident and

why it occurred can lead to preventive actions in a similar situation. The idea of

developing lessons learned from incidents that have happened and using those ideas

for preventive actions in the future is depicted in Figure 3-3. After an incident occurs, it

is investigated and data is compiled in a report. Data from the report, and possibly

related ones, are analyzed. Preventive actions are taken so that future incidents of the

same type will not occur. The idea of learning from past events and making changes is

a reactive approach.

Learning from incident experience is one reason for compiling records and reports.

Making use of that process and information derived from it is a management function.

The fact that laws and regulations require record keeping and reporting is another major

reason for such activity. There are many other reasons for maintaining records and

reports about incidents and other safety and health matters. Records and reports often

are needed to protect the legal rights of employers and employees. Records and reports

form the basis for measuring safety performance. They can help identify hazards, they

are used to establish or adjust insurance rates, and they may be used for legal

purposes.

Labor laws require that certain safety records be maintained and that certain reports be

submitted. For example, employers must keep records of job-related incidents. Building

owners must maintain records on maintenance and inspection of elevators.

Many companies have award programs based on the number of work hours completed

without an incident. Without records and reports, these programs would be impossible.

Statistics based on data compiled from records can be used by managers to develop

quantitative indicators of safety performance. A number of frequency and severity

statistics are used for decision-making in safety.

By collecting data on incidents and studying them, one can often establish that

particular hazards are involved. Knowing what contributing factors and hazards are

recurring provides the basis for specific corrective actions.



Hazards and their Control

When seeking to achieve safety, a major role for safety professionals is hazard

prevention. Prevention requires that safety professionals be able to recognize hazards,

to know available controls, and to apply them. All too often, safety practitioners do not

recognize hazards and factors that contribute to incidents. Therefore, appropriate

controls that are available to safety practitioners are not applied at or as fully as needed.

Sources of Hazards

There are many sources of hazards. Some hazards are introduced by people. All too

often hazards arise from engineering activities: planning, design, production, operations,

and maintenance. Hazards are seldom introduced deliberately; more likely, they are

created inadvertently, unknowingly, or unintentionally. Many factors may contribute to

the introduction of hazards: pressures to meet design or production schedules, job

stress, poor communications, and lack of knowledge may influence hazard recognition

and control. Also important are the lack of the following: instruction, personnel, funds,

management concern, and assistance from safety and health specialists.

Four Steps to Achieve Hazard Control

To minimize hazards, one must be able to:

1. Recognize them; 2. Define and select preventive actions; 3. Assign responsibility for implementing preventive actions; and, 4. Provide a means for measuring effectiveness.

A hazardous materials program. Particular types of businesses dealing with

hazardous substances should have a hazardous materials program. As a minimum, it is

necessary to:

1. Identify what hazardous materials you have and where.

2. Know how to respond to an accident involving hazardous materials.

3. Know how to deal with spills.

4. Set up appropriate safeguards.

5. Train employees in dealing with hazardous materials.

In the next page may be found a sample Monthly Safety Checklist that outlines the

different kinds of hazards that may exist in the workplace.



Housekeeping

When we talk of housekeeping in safety, we do not refer simply to the matter of

cleanliness, although cleanliness is a necessary aspect of safety. Housekeeping is

about creating an effective workplace organization, and cleanliness is just one aspect of

this. Housekeeping is all about eliminating workplace hazards, which lessens accidents

and related injuries and illnesses.

Signs of Poor Housekeeping

• Cluttered and poorly arranged areas • Untidy or dangerous storage of materials • Items no longer needed or in excess • Blocked aisles and exists • Dusty, dirty floors and work surfaces • Tools and equipment left in work areas • Overflowing waste bins and containers • Presence of spills and leaks • Overcrowded/disorderly shelves and storage areas • Presence of rusty and dirty materials and equipment

Accidents from Poor Housekeeping

• Being hit by falling objects • Tripping over loose objects on floors, stairs & platforms • Slipping on greasy, wet or dirty surfaces • Striking against projecting, poorly stacked items or misplaced material • Cutting, puncturing, or tearing the skin of hands or other parts of the body on

projecting nails, wire or steel strapping • Electrocution from exposed & unattended live wires • having skin burns from unexpected fires

Housekeeping serves an important function in the business organization. A safe business environment helps improve the company’s image. It actually contributes in generating savings by helping maintain inventory to a minimum. It also helps management configure the work space more efficiently. And a clean workplace is a comfortable and pleasant one. Housekeeping keeps it from becoming a dangerous eyesore. In the Appendix section of this manual may be found an example of a Monthly Safety Checklist that one can use to monitor the workplace and identify safety hazards.



Recommended Housekeeping Practices

• Keep work areas clean • Keep aisles clear • Keep exits and entrance clear • Keep floors clean, dry, and in good condition • Vacuum or wet sweep dusty areas frequently • Stack and store items safely • Store all work materials in approved, clearly-labeled containers in designated

storage areas only. • Use proper waste containers • Keep sprinklers, fire alarms, and fire extinguishers clear • Clean up spills and leaks of any type quickly and properly • Clean and store tools, items, and equipment properly • Fix or report broken or damaged tools, equipment, etc • Keep lighting sources clean and clear • Follow maintenance procedure

Accident Investigation

Reasons for Accident/Incident Investigation

To prevent recurrence

To comply with policies and regulatory requirements

To improve management program

To maintain awareness and convey importance of safe, health and work habits Types of Accident

1. Personal injury 2. Property damage 3. Combination of items 1 & 2 4. Near-miss (actually an incident)



Accident Investigation Process

1. Gather Information 2. Analyze the Facts 3. Make Recommendation

Two Priorities in Managing the

Accident Scene:

Care & treatment of the injured

Elimination or control of remaining hazards

Who Should Investigate Accidents?

Accidents may be investigated by the investigators or by the direct supervisor of the victim. It is actually recommended that accidents should first be investigated by the supervisor because of a number of reasons. One is that they have a better understanding and greater familiarity with the people involved and the type of operations. They also have a personal interest in the investigation because they would be the most concerned that the accident not be repeated. Systematic Cause Analysis Technique (SCAT)

Accidents usually have more than one cause. There are immediate causes and basic causes that result in accidents. The Systematic Cause Analysis Technique or SCAT

is a procedure wherein the different causes, both immediate and basic are determined through a series of questions or inquiry. The process is shown in the diagram below: SCAT

Systematic Cause Analysis Technique



For example, an accident happened that resulted in an employee breaking his leg. After providing medical attention to the victim and then insuring that no other person would be injured, the investigator now determines the cause of the accident. The first thing that the investigator determines is whether the accident was because of a hazardous act, hazardous condition, or both. Let us say, in this case, the employee injured his leg because he fell while using the second floor stairs going down. After asking the victim and looking at the accident site, the investigator finds out that the victim was carrying two large cartons of boxes that blocked his view. Thus, he failed to notice that that there was a puddle of lubricating oil on the stairs that caused him to slip when he stepped on it. Now, while the immediate cause has been determined, the investigator should not stop asking questions, such as, why was there a puddle on the stairs? Where did it come from? Why was the employee carrying two large cartons of boxes instead of only one, so that he could have clear view of where he was going and the condition of his path? If, going through the scenario, the investigator finds out that the puddle was a result of a leaking container that passed through the same stairs, the investigator should then push through with the investigation and ask why the container was moved even though it was leaking and why was the puddle only on the stairs and not elsewhere. Eventually, the investigation would result in identifying the basic cause. The first cause would be the employee’s actions. Either he should have carried the boxes one at a time, or he should have been assisted by another employee who could act as his lookout to insure that his path was safe. The second cause was the source of the puddle of oil and how it came to form on the stairs. This might have been the result of carelessness on other employees tasked to transport the material, or it could be due to defective containers that caused the container to leak. The investigator might even find out that the maintenance or cleaning personnel were also liable because of improper cleaning of the floor and stair area even though the puddle was already reported. In essence, what SCAT is saying is that the accident investigator must determine all the conditions and factors that led to the accident, so that the appropriate measures would be taken to remove any possibility for the accident to happen again.



DNV Loss Causation Model

The DNV Loss Causation Model shows the relationship between unsafe conditions

and unsafe acts that would lead to an incident occurring, which then may result in either accident or loss. Actually, when an accident investigation is conducted, it starts with the incident phase. Something happens, which results in an injury, and the investigator begins to investigate how and why the incident happened. The investigator now begins to work towards the left. He first determines the immediate cause, which is the result of a basic cause. Eventually, he reaches the “Lack of Control” phase where, because of inadequate systems, standards or compliance to such, the basic causes were created, which eventually led to the incident. The DNV Loss Causation Model shows that incidents are never simple. While immediate causes may be immediately determined, the more fundamental or basic causes, such as employee indifference, laxity in implementation of company procedures, etc., may only be determined if the investigator looks more deeply into the case. Definitely, in order to remove the possibility of incidents repeating, the basic causes should be determined and addressed, so that the area of lack of control is minimized, if not eradicated. Reasons for Poor Causal Identification

Failure to take enough time

Failure to use a systematic approach

Forgetting previous training

Improper motivation

Failure to do a good investigation

Lack of method for checking results

Sources of Loss and Control (PEME)

People

Equipment

Material

Environment



Fire Prevention and Protection

Although a variety of special perils might be of particular concern in a given situation,

the threat of fire is universal. Because it is also one of the most damaging and

demoralizing hazards, fire prevention and control must be a cornerstone of any

comprehensive loss prevention.

Fire Statistics

29 %: Survive 28 %: Fall within 3 years 43 %: Do not resume business

Fire Losses

Personal Injuries Property Loss

Deaths

Asphyxiation

Burns

Trampled upon by others

Non-Fatal injuries

Burns

Inhalation of fire gases

Direct – destruction and damage by fire,

water or smoke

Indirect – loss of jobs, income, business

failure

Important Terms

Fire Prevention is an engineering principle applied to prevent the starting of fire.

Fire Protection refers to the detection, extinguishment and control of spread after

the fire gas started.

Fire is a rapid oxidation accompanied by heat and light.

Flash Point is the lowest temperature at which a substance will give off flammable

vapors.

Ignition Temperature is the temperature at which a substance will ignite and continue to burn.

Combustible substance is a substance that can burn.

Flammable substance is a substance that can easily burn. It should be noted that defense against fire must be viewed in two parts. Fire

prevention, includes the control of the sources of heat and the elimination or isolation

of possible sources of fuel. The other part is fire protection, which includes not only the

equipment to control or extinguish fire, but also those devices which will protect the



building, its contents, and particularly its occupants, in the event of fire. Fire doors, fire

walls, smoke-proof towers, fire safes, nonflammable rugs and furnishings, fire detector

systems – all are fire protection matters, and are essential to any fire safety program.

Vulnerability to Fire

There are no fireproof buildings, only fire-resistant ones. But since even these are filled

with tons of combustible materials such as furnishings, paneling, stored flammable

materials, and so on, they can become an oven that does not itself burn but can

generate heat of sufficient intensity to destroy everything inside it. Eventually such heat

can even soften the structural steel to such an extent that art or all of the building may

collapse. By this time, however, the collapse of the building endangers only outside

elements, since everything inside, with the possible exception of certain fire-resistant

containers and their contents, will have been destroyed.

The degree of fire exposure in any fire-resistant building is dependent upon its fire-

loading – the amount of combustible materials that occupy its interior spaces. In the

case of multiple occupancies, such as large office buildings, no one office manager can

control the fire-loading. Hence the risk, since the safety of anyone’s premises is

dependent upon the fire load throughout the entire building, In such an environment,

new furniture, decorative pieces, drapes, carpeting, unprotected insulated cables, or

even volatile fluids for cleaning or lubricating are piled in every day. And the classic

triangle of fire grows larger with each such addition.

The Nature of Fire

In order to have a FIRE, three conditions must be present simultaneously. First, there must be FUEL in the form of combustible vapor. Second, there must be OXYGEN present in the proper concentration to support combustion. Third, there must be sufficient HEAT to ignite this vapor, and the amount of heat necessary varies according to the substance from which the vapor is given off. This can be more graphically explained if we state that each of these conditions represent one side of a TRIANGLE and all three portions must be present to make the triangle complete (Refer to the figure below.)



Byproducts of Fire

Contrary to popular opinion, flame or visible fire is rarely to blame for deaths resulting

from fire. These are usually caused by smoke or heat, or from gas, explosion, or panic.

Several such byproducts accompany every fire; all must be considered when defenses

are being planned.

Smoke will blind and asphyxiate – an in an astonishingly short time.

Gas, which is largely carbon dioxide and carbon monoxide, collects under pressure in

pockets in the upper floors of buildings. As the heat rises and the pressure increases,

explosions can occur.

Heat expands and creates pressure. It ignites more materials, and explodes gas.

Expanded air create by the heat creates fantastic pressure, which will shatter doors

and windows and travel at crushing force and speed down every corridor and through

every duct in the building.



Classification of Fires

Class A Fire – fire in ordinary combustible materials, such as wood, paper excelsior,

rags and general thrash or rubbish where the quenching and cooling effects of quantities of water or of solutions containing a large percentage of water are of first importance. Class B Fire – fire in flammable liquids, such as gasoline, oil, alcohol, greases or organic solvents, where a blanketing effect is essential. Class C Fire – fire in “live” electrical equipment or of electrical origin, where the use of

non-conducting extinguishing agent is of first importance. Class D Fire – fire in combustible metals. These are limited to few industries and require specialized control techniques. Elements of Fire Safety

Fire Prevention The best defense against fire is to prevent a fire from starting in the first place. You need to know what to do to keep fires from starting, as well as how to deal with emergency of an accidental fire. The following are elements of fire prevention

Fire safety engineering, design of building, operation, processes

Good housekeeping

Electrical safety

Proper storage of materials (combustible & flammable)

Safety practices Fire Protection

Because of the deadly danger of fire, it’s to your benefit to know how to size up a fire and how to respond in a fire emergency. The following are elements of fire protection:

Fire Detection

Fire Alarm

Fire locator

Fire Extinguishment

Evacuation

Rescue

First-Aid

Salvage



Methods of Fire Extinguishment

SMOTHERING – Removal or dilution of air or oxygen to a point where

combustion ceases. ISOLATION – Removal of fuel to a point where there is nothing remaining

to oxidize. QUENCHING – Cooling of the fuel to a point where combustible vapors are

no longer involved or where activation energy is lowered to the extent that no activated atoms or free radicals are produced.

INHIBITION – Interruption of the flame chemistry of the chain reaction of combustion by injection of compounds capable of quenching free radical production during their existence.

Classification of Fire Extinguishers



Care & Maintenance of Fire Extinguishers

Check the amount of extinguishing agent.

Check the pressure through the pressure gauge.

Check accessories (flexible hose, nozzle or discharge horn, pressure gauge, etc.)

Subject containers to hydrostatic testing, as follows: Carbon Dioxide – every five (5) years. Dry Chemical – every ten (10) years.

How to Use a Fire Extinguisher

If the fire can be contained or extinguished, a properly trained person should use the right extinguishers on the blaze. When using a typical extinguisher, follow the “PASS” method. Hold the extinguishers upright and

P - Pull the pin, stand back 8 to 10 feet A - Aim at the base of the fire S - Squeeze the handle S - Sweep at the base of the fire with the extinguishing agent

If you aim at the high flames, you won’t put out the fire. Remember, too, that most extinguishers have a very limited operation time, 8-10 seconds, so you have to act fast and spray correctly at the base of fire, not at smokes or flames. Time is the essence of firefighting. The smaller the fire, the easier it is to extinguish. Know the location of fire alarms and extinguishers. Know your nearest fire exit and proceed to it in an orderly fashion.



Education in Fire Prevention and Safety

Educating employees about fire prevention, fire protection, and evacuation procedures

should e a continuous program. Ignorance and carelessness are the causes of most

fires and of much loss of life. An ongoing fire safety program will inform all employees

and help to keep them aware of the ever-present, very real danger of fire.

Such a program would ideally include evacuation drills. Since such exercises require

shutting down operations for a period of time and lead to the loss of expensive man-

hours of productive effort, management is frequently cool toward them.

However, indoctrination sessions for new employees and regular review sessions for all

personnel are essential. Such sessions should be brief and involve only a small group.

They should include the following subjects as well any others that may have particular

application to the specific facility:

1. Walk to primary and secondary fire exits, and demonstrate how such exits are

opened. Emphasize the importance of closing exit stairwells. If possible, employees

should walk down these stairs.

2. Explain how to report a fire. Emphasize the need to report first before trying to put

out the fire.

3. Distribute a simple plan of action in the event of fire.

4. Explain the alarm system.

5. Explain the need to react quickly and emphasize the need to remain calm and avoid

panic.

6. Explain that elevators are never to be used as an emergency exit.

7. Point out the danger of opening doors. Explain that doors must be felt before being

opened. Opening a hot door is usually fatal.

8. Demonstrate available firefighting equipment, or conduct training on how to use

them according to manufacturers’ specifications.

9. Describe what should be done if escape is cut off by smoke or fire:

a. Move as far from fire as possible.

b. Move into building perimeter area with a solid door.

c. Remove readily flammable material out of that area, if possible.

d. Since expanded air exerts enormous pressures, barricade the door with

heavy, non-combustible materials.

e. Open top and bottom of windows. Fire elements will be exhausted through

the top while cool air will enter through the bottom.

f. Stay near the floor.

g. Hang something from the windows to attract firemen.



In the event of a fire, one should always consider the probability of evacuating people to

minimize casualties. One should not wait for the fire to get bigger before this is decided.

Evacuation plans must be based on a well-considered system and on thorough training

and continuous drills. Employees should be well-trained in the principles of fire safety,

stressing that they should be able to make their own way to the proper exit and leave as

quickly and calmly as possible.

In setting up plans for evacuation, it might be well to review and evaluate the

circumstances of a given facility and then ask the following questions:

1. Are routes to exits well-lighted, fairly direct and free of obstacles?

2. Are elevators posted to warn against their use in case of fire? Do these signs point

out the direction of the fire exits?

3. Are handicapped persons provided for?

4. Do corridors have emergency lighting in the event of power failure?

5. Who makes the decision to evacuate? How will personnel be notified?

6. Who will operate the communication system? What provisions have been made in

case the primary communication system breaks down? Who is assigned to provide

and receive information on the state of the emergency and the progress of the

evacuation? By what means?



CHAPTER VI

SECURITY INVESTIGATION



Identify the nature of the incident and accident to be investigated

Apply and understand the tools of investigation (3i's)

Apply and understand the Reid techniques' nine steps of Interrogation

Apply crime scene preservation procedure

Understand the purpose of interrogation and apply proper interrogation techniques

Apply the procedure on how to interview a suspect

Formulate investigation report using the investigative format

Introduction

Investigation is one of the primary functions of the security and safety practitioner. In our efforts

to discover what security and safety risks may befall a company, we must be able to apply the

principles of investigating to find the correct answers.

There is a difference between criminal investigation and security investigation. While the tools,

principles and procedures may be the same, the objectives and goals are not. Criminal

investigators are more thorough and more rigorous in their pursuit of evidences. They need to

gather enough evidence to prove guilt BEYOND REASONABLE DOUBT. The security

investigator, on the other hand, is interested merely in reliable information – information that will

help him improve or remedy the security situation.

With this difference in mind, let us proceed to present the fundamental concepts related to

security investigation.

Tools of The Investigator (3 I’s)

A carpenter uses tools to aid him in making something, be it furniture or some house fixture. In

the same manner, the Investigator has three (3) tools that he uses to determine the security

situation, assist him in making conclusions, and come up with possible recommendations to

remedy the security problem. These tools are sometimes referred to as the 3 I’s of investigation

and they are:

1. Information 2. Interrogation



3. Instrumentation

INFORMATION – This refers to the knowledge that the investigator gathers from other persons.

There are basically two kinds:

Information acquired from conscientious and public-spirited citizens, company records, and files of other agencies.

Information from cultivated sources, such as: paid informants, former criminals, or acquaintances.

INTERROGATION – This is the skillful questioning of witnesses and suspects. The success of gathering information depends on the intelligent selection of informative sources. The effectiveness of interrogation varies with craft, logic and psychological insight with which the investigator questioning a person who is in possession of information relevant to the case. The term interview refers to the method of eliciting information by means of simple questioning of a person who has no personal reason to withhold information and therefore, may be expected to cooperate with the investigator. The term interrogation, on the other hand, is used to describe the questioning of a suspect or other persons who may be expected to be reluctant to divulge information concerning the offense under investigation. The ability to obtain information by questioning is the most prized talent of the investigator.

INSTRUMENTATION – This tool refers to the use of instruments and methods of the physical

sciences to the detection of crime. Science already has photography and the other optical

methods of analysis. The sum of these sciences used in crime detection is referred to as

“criminalistics”. Their utility is associated mainly with physical evidence. By their means, a part

of the corpus delicti may be established in certain crimes, such as the cause of death in

homicide or the nature of the drug in a narcotics violation. They may be used to link the suspect

to the scene of the crime by showing that materials found at the scene possess the same

constituents as materials associated with the suspect.

Instrumentation also includes the technical methods by which the fugitive is traced and

examined. In general, the investigation is advanced. Thus, fingerprint systems, modus operandi

files, lie detectors, communication systems, surveillance equipment such as telephoto lens and

detective dyes, and other investigative tools are all contained within the scope of the term

instrumentation.

The most common method used in instrumentation is in connection with the physical evidence

in the case and the limitation of this tool of investigation are set by the clue materials and other

traces found at the scene. In a good percentage of cases, it will be found that there is no

physical evidence and that the instrument is relatively unimportant. Robbery, for example, is

usually committed without leaving physical evidence. Homicide, on the other hand, is usually

fraught with clue materials and other forms of physical evidence. The use of information and



interrogation are usually applicable in most investigative cases, but instrumentation is most

effective in cases where there are significant amounts of physical evidence available.

Investigation Procedures

1. Crime is reported. 2. Crime scene search is conducted.

a. Protect and preserve the crime scene. b. Photograph the crime scene. c. Conduct measurement and search. d. Search for evidence. e. Take down notes and statements of witnesses.

i. Witnesses after the crime occurred ii. Witnesses before the crime occurred

1. Scouts 2. Stalls 3. Pawn Shops 4. Second-hand Stores

iii. Check records. 1. Modus Operandi File 2. Rogues Gallery 3. Fingerprint records

The Reid Technique's Nine Steps of Interrogation

Step 1. Direct Confrontation. Lead the suspect to understand that the evidence has led to

the individual as a suspect. Offer the person an early opportunity to explain why the offense took place.

Step 2. Try to shift the blame away from the suspect to some other person or set of

circumstances that prompted the suspect to commit the offence. That is, develop themes containing reasons that will justify or excuse the crime. Themes may be developed or changed to find one to which the accused is most responsive.

Step 3. Try to discourage the suspect from denying his guilt. According to the Reid training

video: "If you’ve let him talk and say the words ‘I didn’t do it’, and the more often a person says ‘I didn’t do it’, the more difficult it is to get a confession."

Step 4. At this point, the accused will often give a reason why he or she did not or could not commit the crime. Try to use this to move towards the confession.

Step 5. Reinforce sincerity to ensure that the suspect is receptive. Step 6. The suspect will become quieter and listen. Move the theme discussion towards

offering alternatives. If the suspect cries at this point, infer guilt. Step 7. Pose the “alternative question”, giving two choices for what happened; one more

socially acceptable than the other. The suspect is expected to choose the easier option but whichever alternative the suspect chooses, guilt is admitted. There is always a third option which is to maintain that they did not commit the crime.

Step 8. Lead the suspect to repeat the admission of guilt in front of witnesses and develop corroborating information to establish the validity of the confession.



Step 9. Document the suspect's admission and have him or her prepare a recorded

statement (audio, video or written).

The Basics of Internal Investigations (from an article by Derek Slater)

Internal investigations must uncover the truth about misconduct or fraud without damaging

innocent employees. Internal investigations are a vital part of a security program. It's a serious

matter when an employee is alleged to be violating company rules. So-called 'insider threats'

can cause as much damage as thieves outside. These threats come in many different forms,

including:

Accounting fraud

Outright theft of physical assets

Unauthorized access, to manipulate data or to sell it

Threats, sexual harassment or other inappropriate forms of behavior or communication.

Internal investigations aim to uncover the truth about alleged misconduct within the

organization. But a good internal investigation must do so without compromising the relationship

with innocent employees or unnecessarily damaging anyone's reputation. That calls for good

planning, consistent execution, analytical skill, sensitivity, and a solid grasp of the legalities

involved.

Typical elements of an investigation include collection and examination of written or recorded

evidence, interviews with suspects and witnesses, and computer and network forensics. It may

also require consultation with managers, human resources and legal personnel, and potentially

also law enforcement. The exact players and actions will be ONLY those dictated as necessary

by the particular case at hand.

Some of the questions that you need to answer before undertaking an internal investigation are

the following:

What planning steps should be undertaken at the outset of an internal investigation?

Who should be kept informed about an investigation at each stage?

What departments or skills sets are likely to be required in an internal investigation?

Is it typically worthwhile to set up an employee hotline, allowing anonymous accusations or tips?

What about detecting and investigating financial fraud specifically?

What tools can help with the computer aspect of evidence-gathering?

If I need to confiscate the subject's computer, won't that tip them off that they are under investigation?

Can employees or outsiders successfully evade computer forensic tools?

How do I interview a suspect?

Is it reasonable to include hidden cameras in my surveillance effort?

What investigation tactics clearly should be avoided?



Attorney John Thompson notes that investigations are often lead by personnel other than

security. He offers the following fundamental to-do list in planning and executing an internal

investigation.

1. Have clear policies. A policy is helpful in several regards. It should dictate the

appropriate personnel and procedures for internal investigations at your

organization. A clearly written policy will help your arrive at a successful and

correct outcome, avoid common blunders, ensure that proper documentation

is kept (see next point), and keep your company out of legal hot water.

2. Document your work. This includes documenting your compliance with your

own policies. In the event that, for example, the subject of the investigation

files a lawsuit against your company, you will need to demonstrate to a

judge's satisfaction that you behaved responsibly and legally throughout.

1. Another key document is a confirmatory memorandum. You may determine this is necessary,

frequently the case when a verbal complaint or accusation is made. A confirmatory

memorandum clarifies the scope of the investigation for all parties involved, including the

complainant.

2. Minimize witness intimidation. "Certain witnesses to the investigation might feel intimidated by

the alleged wrongdoer, even by the simple fact that the alleged wrongdoer is in the workplace.

Even worse, the alleged wrongdoer (and even the complainant) might intimidate, harass, or

retaliate against witnesses in an attempt to influence the outcome of the investigation,"

Thompson writes. Keeping the investigation confidential is one step. Extreme circumstances

might require removing the suspect from the workplace via paid suspension.

3. Form an interview team and divide duties. Interviewing suspects one-on-one, unless recorded,

can create an opportunity for a plaintiff to challenge the interviewer's notes or recollection. In a

team interview, one person may ask questions while the other takes notes and records

observations.

4. Establish the time frame for the investigation. Quick and appropriate action can help head off

future legal challenges and also minimize negative impact on morale.

5. Collect documents and evidence. Thompson's list of things to consider obtaining includes:

personnel files, telephone records, expense account records, computerized personnel

information, appointment calendars, time cards, building entrance/exit records, computer/word

processing disks and hard drive, e-mail records and voice mail records.

6. Consider the need for special investigative techniques. These are almost always investigative

techniques that have a high legal risk and never should be discussed or implemented without

legal counsel. In fact, many of these techniques should require high-level approval before they



may be utilized, including the following: internal audit, physical investigaion (fingerprint,

handwriting, voice analysis), physical surveillance, polygraphs, searches of organization or

private property, and electronic monitoring or surveillance.

7. For each interview, you should prepare opening and closing remarks and a set of questions.

This does not preclude asking follow-up questions during the interview. However, it will increase

the precision of your communication to the interviewee and improve the quality of information

you are able to obtain. These question lists should be retained with your case documentation

after the interviews are completed, along with the notes or recordings of the interviews

themselves.

8. Written statements. "Written statements minimize the opportunity for interviewees to dispute the

investigators recollection of the interview or change their story. Statements also are a highly

persuasive form of evidence," writes Thompson.

Who should be kept informed about an investigation at each stage?

When conducting an investigation, only the fewest people necessary should be kept updated of

the investigation’s progress. Human resources is a likely candidate and should have a great

understanding of the level of confidentiality required. After that, the investigator should exercise

his personal judgment as to whom else to inform. Factors to consider include the severity of the

incident(s) under investigation, the place within the organization of any suspects, and the tasks

that will be required in gathering evidence.

You may need to interview other employees in the course of the investigation. Depending on the

nature of the incident, that does not necessarily require that you divulge to those interviewees

which individuals are under investigation. However, you may choose to let them know if they are

NOT under investigation as that may help them relax and provide more information.

All documentation needs to be locked up tight with strict protocol governing access.

What departments or skills sets are likely to be required?

Details of each individual case must dictate the selections. Each investigation should include the

necessary personnel and no others. See Investigations: Merge Ahead for more on this question.

A 2006 study of employee hotline calls (about ongoing internal theft incidents) found that 65

percent of the calls yielded information that warranted investigation, and that roughly half (46

percent) of the ensuing investigations resulted in corrective action of some kind.

How to Interview a Suspect



Proper interview techniques can help separate the guilty from the innocent. Here are practical

interviewing steps and tools from Nate Gordon, director and founder of The Academy for

Scientific Investigative Training in Philadelphia:

Icebreakers. An interview usually starts with some icebreaking chitchat unrelated to the

investigation. This allows the interviewer to get a sense of the subject's style: things like verbal

tics, amount of eye contact and physical mannerisms.

Non-verbal cues. When discussing the case, the interviewer looks for non-verbal behaviors. A

deceptive person will often put a hand to his eyes or mouth to obscure what he's saying. A

truthful person usually exhibits mannerisms that clarify what he's saying, like touching a hand to

his chest and making eye contact when stating his innocence.

Consistent questions. With multiple subjects, the interviewer should avoid accusatory

questions and ask each one the same set of questions, and should use a consistent reading

and writing style. The questions should either be all read off paper or all memorized. Every

response by the subject should be written down. (Selective recording invites a subject to

analyze the interviewer's behavior.) It may help to have one person record while the other

manages the interview.

Anyone else in the room must be silent. If a manager or an HR representative is present, that

person should sit behind the subject and stay quiet.

A critical point: Frequently internal investigations involve interviews with employees who are

NOT suspects. This is standard evidence-gathering technique. As noted earlier, Attorney John

Thompson says that you may (or may not) choose to let an interviewee know that she is not a

suspect—this may earn you more candid answers.

Some Investigation Tactics and Common Mistakes to Avoid

Intimidation. Any attempt to coerce information out of an interviewee is likely to backfire.

Failure to control information. Employees' reputations and relationship to the organization are

on the line in an investigation. Careless disclosure of information causes rumors, damages

productivity, and creates liability for the company and the investigator.

Protection of the Crime Scene

Definition

First Responder(s)- The initial responding law enforcement officer(s) and/or security personnel

arriving at the scene prior to the arrival of the investigator(s) in charge.



Initial Responding Officers – The first law enforcement officer(s) to arrive at the scene (Police)

Other responders – Individuals who are involved in an aspect of the crime scene, such as

perimeter security, traffic control, media management, scene processing, and technical support

as well as prosecutors, medical personnel, medical examiners, coroners, forensic examiners,

evidence technicians, and fire and rescue officers

CRIME SCENE – is an actual area in which a crime has been perpetrated and its vicinity.

WHAT CONSTITUTES A CRIME SCENE?

a) The crime scene can be understood to include all areas in which the criminal, any possible

victim, and any witnesses moved during the time when the crime was committed.

b) The boundaries must be established so that the entire crime scene can be effectively

preserved.

c) In some crimes, however, the crime scene may actually comprise several different sites.

Responsibility for protecting crime scenes

Preserving physical evidence

Physical evidence has potential to play critical role in overall investigation and resolution of a suspected criminal act

Recognize that all crime scenes are unique

INCIDENTS

An incident is an event that may or may not require police assistance. As the security officer

who responds to an incident, it is your call whether to call the police or to investigate the incident

on your own. A key factor that will influence your call is the existing procedures established by

either the client or the agency who employs the security personnel assigned at the client’s

premises.

THE FIRST RESPONDER

Know and follow Agency/Client Escalation Procedure

Cordon off crime scene with whatever available materials like ropes, straws, human barricade, police line.

Evacuate injured persons to the nearest hospital.

Prepare to take the “dying declaration” of severely injured person, if there is any;

Prevent entry entry/exit of persons within the cordoned area; and

Prepare to brief the CSI Team Leader of the Situation upon their arrival.

Nine (9) Golden Rules/ Steps to be followed upon arrival at the Crime Scene

1. Record the arrival of the investigator in a crime scene including the weather condition. 2. Identify if possible, retain (hold) for questioning the person who notified the police.

a) If the victim is still alive, try to get information from the victim himself while calling for an ambulance or medical assistance.



b) If the offender is at the scene, apprehend him. 3. Do not allow anybody to enter the crime scene except the authorized persons. 4. Do not touch any object in a crime scene. 5. Separate suspects in order to obtain independent information. 6. Safeguard the area by issuing appropriate orders and physically isolating it, by re-routing the

traffic if necessary. 7. Summon assistance, if necessary. 8. Detain all persons present at the crime scene. 9. Definitely assign the duties of the search if assistant are present.

Arriving at the Scene: Initial Response /Prioritization of Efforts

Initial Response/ Receipt of Information

Safety Procedures

Emergency Care

Secure and Control Persons at the Scene

Boundaries: Identify, Establish, Protect and Secure

Turnover Control of the Scene and Brief Investigator(s) in Charge

PHYSICAL EVIDENCE- is any object/material found in a crime scene.

Examples: Blood, Fibers, Latent Print, Hair/ pubic hair, Seminal, Deadly weapon, etc.

KINDS OF PHYSICAL EVIDENCE

a. Corpus Delicti – literally means “the body of the crime” an object or substances which are essential parts or elements of a crime.

b. Associative Evidence – any object or thing which links the suspect to the crime. c. Tracing Evidence – articles or substances which assist in locating the suspect/ offender



CHAPTER VII

EMERGENCY PREPAREDNESS



Explain the nature of an emergency, crisis, and disaster;

Explain the importance of an Emergency Preparedness Plan (EPP)

Recognize the different kinds of emergencies;

Understand and apply the principles about emergencies:

Identify and explain the different elements in emergency preparedness;

Rank the different priorities in emergency preparedness and response;

Recognize the different functions of security personnel in emergency preparedness;

Recognize the different aspects in pre-emergency preparations;

Recognize the four phases in emergencies or crisis;

Recognize the aspects after an emergency or crisis; and

Assemble a responsive emergency and supply kit;

Introduction

No facility protection program is complete without clear, well-defined policies and

programs confronting the possible threat of fire, or any other natural or man-made

disaster. While planning for such contingencies is a top management responsibility, in

most situations the task of carrying out the emergency response falls specifically upon

security.

Emergency planning are designed, first, to anticipate what might happen to endanger

people and physical property, and to take the necessary preventive measures; and,

second, to make provision – through appropriate hardware and/or personnel response –

for prompt and effective action when an emergency does occur.

What Is An Emergency?

Webster’s Dictionary defines emergency as “… a sudden and urgent occasion for

action.” It is synonymous with crisis and necessity.

An emergency may be minor (incident) or major (crisis/ disaster).



Incident - An occurrence that causes minor business disruption, for

example, any minor injuries, fires causing minor damage to

property or vehicle damage.

Crisis - a situation that threatens life safety, the profitability or reputation

of the company and, for various reasons, cannot be handled

through normal management procedures.

Disaster –

is an event or emergency situation endangering the life, safety or health of many people causing them hardship and suffering; or a great loss or damage to property, needing immediate concerted effort for relief and rehabilitation; it is a serious disruption of the functioning of a society, causing widespread human, material or environment losses, which exceed the ability of the affected society to cope within its own resources.

Preparing for Emergencies

An emergency can happen anytime, and its effects may vary in magnitude. Preparing for emergencies allows a company to control and limit the damage that such an emergency can cause Procedures also assist in clear and effective decision making.

The best way to prepare for emergencies is to have an Emergency Preparedness

Plan (EPP) that contains:a formalized crisis management structure; a communications

network, and the appropriate emergency procedures.

The EPP must be readily understood by and readily accessible to every employee of

the organization. The EPP must be reviewed and updated regularly, at least once a

year. This review must be included in the organization’s routine Internal Audit checks. A

copy of the EPP should be kept off-site, preferably near the facility’s emergency

evacuation point.

KINDS OF EMERGENCIES

• Accidents • Bomb threat incidents • Civil disturbances • Natural Disasters • Fire • Flood • Medical Emergencies

• Kidnap, ransom or extortion Crime (ex. Theft & Robbery)

• Electrical failure • Telecommunications failure • Pollution • Civil Disturbances • Terrorist attack



Principles about Emergencies

• Recognize that emergencies can happen anytime to anybody. • Believe that the damage resulting from major emergencies can be minimized. • In preparing for emergencies, always ask yourself: “What is most likely to go wrong

and, if it happens, what am I supposed to do?” • Since there is a variety of emergencies that can happen, general planning and

flexibility are recommended. • For certain vital installations, the need to resume normal operations as quickly as

possible is just as important as the need to control the damage.

Elements In Emergency Preparedness

• Design Safety. Eliminate in advance those things which would probably increase

the likelihood of injury given the nature of the emergency and the character of the organization or facility.

• Training. Prepare those who will deal with emergencies so that they will not increase their exposure through ignorance or ineptitude.

• Exposure of Physical Assets. Do not needlessly concentrate valuable property in high hazard locales. (Example: putting back-up computers in the same fire zone as primary computers.) Identify relocation sites within reasonable distances, so that valuable assets may be transported given sufficient warning time.

• Personal Protection. Assure that those persons who must remain in a threatened area are as well protected as possible, given the nature of the threat.

• Evacuation and Shelter. Move all persons not needed in emergency response to the designated emergency evacuation point.

• Rescue and Relief. Provide a ready means of support and assistance for exposed persons who may be injured. Hospitalization of victims must be planned for, and transportation to these medical facilities must be considered.

• Loss Control. Emergency response teams must be in place to respond quickly to

threatened locations. • Public Relations. The organization should designate a public relations team who

will act as buffer with media and the community. Their main task is to provide for the orderly release of information and to avoid confusion.

• Restoring normal operations. Identify key elements and plan for relocation, replacement and activation.

Priorities In Emergency Preparedness and Response

1. Protect human life. 2. Prevent or minimize personal injury. 3. Reduce exposure of physical assets. 4. Manage efforts to reduce damage for assets whose exposure cannot be reduced. 5. Restore normal operations as quickly as possible.



Tips on Developing Your Emergency Preparedness Plan (EPP)

• Define and communicate the purpose and objectives of the plan. • Develop and communicate an internal and external emergency contact list. • Establish, train and enhance crisis communications within the team(s). • Clearly define and provide training on team roles and responsibilities. • Train your staff to respond to mock emergency simulations. • Help your staff to understand the basics of crisis response • Plan to maintain, restore and, through positive action, increase your hotel’s

reputation. • Consider approaching volunteer and family support centers, such as the Red Cross. • Plan carefully and think practically. • Be open to suggestions. • Think broadly – a crisis is not limited to a natural disaster or an act of terrorism. • Develop scenarios and anticipate planning for the inevitable. • Meet the needs of the media. • Prepare for the aftershocks of the crisis. • Test the Plan. • Debrief after the crisis to evaluate the effectiveness of the Plan, and apply the

lessons learned.

Ensuring Your Emergency Preparedness Plan Is Effective

• Document the Emergency Response Team’s organization. • Assigned responsibilities must be clear and easily understood to avoid confusion

and other difficulties • Provide guidelines on reporting and communication throughout the company, as

well as responding units (police, medical, etc.) in all phases of emergency response (before, during and after).

• Consideration of special procedures for disabled and elderly as well as children.

Functions of Security Personnel in Emergency Preparedness:

• Check emergency preparedness plan. • Check emergency alarm system and equipment. • Receive and record threats. • Render assistance to injured victims and apply first aid procedures. • Follow instructions during emergency. • Participate in emergency drills. • Enforce preventive measures against crime. • Enforce bomb threat preventive measures. • Enforce civil disturbance plan. • Implement evacuation procedures during emergencies.



The Emergency Response Team

Every organization must have a Emergency Response Team (ERT). The primary role of

the ERT is to manage the orderly evacuation of personnel in the event of an

emergency. Its secondary role is to implement pre-set procedures to control and

minimize damage.

Pre-Emergency Preparations

• Build goodwill and people will be ready to give you the benefit of the doubt. • Have data back-up. • Form a Crisis Management Team, involving higher management. • Establish a Crisis Management Center with fax and phone numbers. • Update plans regularly and rehearse regularly. • Keep a list of staff contact numbers readily available outside the office. • Keep an updated inventory for insurance purposes.

Threat Phases During Emergencies/ Crisis

Phase 1: Stand fast / Precautionary / Low Threat

Phase 2: Authorized Departure / Medium Threat (Evacuation of non-essential

personnel.)

Phase 3: Ordered Evacuation / High Threat

Phase 4: Closure of Operation / High Threat

Things To Remember During An Emergency/ Crisis

1. Remain calm. 2. Obtain an overview of the situation. 3. In the early stages it is important to remember to:

RESPOND – COMMUNICATE – CO-ORDINATE - CONTAIN

4. Contact the 24-Hour Crisis Line. Pass on your assessment of the situation based on the overview obtained.

5. Assemble the ERT. 6. Establish your Crisis Control Centre. 7. Establish a clear communications network. 8. Start a Crisis Log and record all decisions by time and individual. (Allocate this as

a specific role.) 9. Conduct a full debrief once the situation has ended.

Important Aspects AFTER an Emergency/ Crisis

• Restoration of communication for monitoring information and asking for relief. • Restore electrical power as soon as it is safe to do so. • Be mindful of aftershocks in cases of earthquake. • Identify relocation sites for displaced families.



• Secure supply of safe drinking water. • Observe good sanitation. • Business restoration • Property repairs • Damage limitation in terms of reputation and morale • Investigation of circumstances in order to avoid recurrence or improve performance.

Equipment and Supply Kit – The following is a suggested list:

• PPE • Fluorescent jackets • Crisis Plan • Hard hats • flashlight and batteries • Clipboard / notepad • Pen knife • Face masks • Pen, pencil, markers • Space blankets

• Goggles • Snap glow sticks • First aid / life safety

Communications • First aid kit • Two way radio • Battery operated AM radio • Heavy duty hazardous material

bags • Megaphones

Follow Up Procedure

After every incident a debriefing session must take place with everyone involved, in

order to measure the performance and effectiveness of the Emergency Response Plan.

Reviewing the crisis after it has happened will allow you evaluate the effectiveness of

your crisis plans and the roles played by the people involved.

In the Annex portion of your manual will be found emergency plans for the following

types of emergencies:

a. Fire b. Earthquake c. Bomb Threat and incident d. Power outage e. Typhoons and Severe Storms (Including Floods) f. Hazardous Material Accident g. Civil Disturbance and Mass Demonstration h. Terrorism i. Major Transportation Accident



CHAPTER VIII

PROFESSIONAL ETHICS AND PRESENTATION SKILLS



Apply the fifteen (15) vital business etiquette rules

Use the Powerpoint software to prepare and organize a presentation file and use it effectively when doing presentations;

Apply techniques to overcome the fear of public speaking

Introduction

As a safety and security practitioner, it is important that one knows how to identify both security and safety threats, devise or formulate alternative safety and security solutions, and then present these solutions to management. In this regard, it should be noted that technical expertise in both safety and security is not enough in order to define the ideal security and safety practitioner. It also needs knowledge of certain forms of business etiquette and an effective way of presenting one’s abilities in order to positively influence other people, in particular, members of senior management. And finally there is also the need to embody a certain kind of ethical behavior that exudes professionalism. One must embody a set of values that govern the kind of behavior that would merit respect and admiration from others, and motivate subordinates. And so, it is in this light that this chapter of the training is devoted to not only the convergence of the safety and security disciplines, but also includes a values system that is defined by law (Rule X of the IRR of RA 5487, as amended), a set of recommended business etiquette, and rules on presentation that one would need when communicating to a group of people. This Chapter thus includes the following topics:

Values Formation for the Security Practitioner

Developing Presentation Skills Also included in this manual is a short article on how to one’s fear of public speaking. As an aspiring security and safety practitioner, one must be able to express one’s view to an audience, be it just one or two people, or as many as can fill a boardroom or classroom. It is simply another skill that a professional needs to cultivate in order to move up in the organization.



And finally, there is another article that talks about taking criticism gracefully. At the end of this training program, each student will defend his security and safety survey. As a beginner, one cannot avoid making mistakes and so the process of learning always includes a time when one’s mistakes are pointed out. The article shows the reader how to take criticism positively and to take advantage of such an experience. And finally, this manual ends with a presentation of Stephen Covey’s Seven Habits of Highly Effective People. Anybody who wants to succeed in this world can learn a lot from these habits that have been observed on many successful leaders and doers around the world. Emulating just four of these seven habits can already do a lot to make one more productive and effective in anything he does.

Values Formation for the Security Practitioner

RULE X – PROFESSIONAL CONDUCT AND ETHICS

SECTION 1. Security Guard Creed, Code of Ethics, and Code of Conduct.- All members of the private security agency and private detective agency/company security force/government security unit duly licensed in accordance with RA 5487, as amended, and its implementing rules and regulations shall strictly observe the following: SECURITY GUARDS CREED

As a security guard my fundamental duty is to protect lives and property and maintain order within my place of duty; protect the interest of my employer and our clients and the security and stability of our government and country without compromise and prejudice, honest in my action, words and thought; and do my best to uphold the principle: MAKADIOS, MAKABAYAN, MAKATAO at MAKAKALIKASAN. ETHICAL STANDARD

a. As a security guard/detective his fundamental duty is to serve the interest or mission of his agency in compliance with the contract entered into with clients or customers of the agency he is supposed to serve; b. He shall be honest in thoughts and deeds both in his personal and official actuations, obeying the laws of the land and the regulations prescribed by his agency and those established by the company he is supposed to protect; c. He shall not reveal any confidential information confided to him as a security guard and such other matters imposed upon him by law; d. He shall act at all times with decorum and shall not permit personal feelings, prejudices and undue friendship to influence his actuation while in the performance of his official functions;



e. He shall not compromise with criminals and other lawless elements to the prejudice of the customers or clients and shall assist the government in its relentless drive against lawlessness and other forms of criminality; f. He shall carry out his assigned duties as required by law to the best of his ability and shall safeguard the life and property of the establishment he is assigned to; g. He shall wear his uniform, badge, patches and insignia properly as a symbol of public trust and confidence, as an honest and trustworthy security guard and private detectives; h. He shall keep his allegiance first to the government, then to the agency where he is employed and to the establishment he is assigned to serve with loyalty and utmost dedication; i. He shall diligently and progressively familiarize himself with the rules and regulations laid down by his agency and those of the customers or clients; j. He shall at all times be courteous, respectful and salute his superior officers, government officials and officials of the establishment where he is assigned or the company he is supposed to serve; k. He shall report for duty always in proper uniform and neat in his appearance; and l. He shall learn at heart and strictly observe the laws and regulations governing the use of firearms. CODE OF CONDUCT

a. He shall carry with him at all times during his tour of duty his license, identification card and duty detail order with an authority to carry firearm; b. He shall not use his license and other privileges if any, to the prejudice of the public, the client or customer and his agency; c. He shall not engage in any unnecessary conversation with anybody except in the discharge of his duties or sit down unless required by the nature of his work and shall at all times keep himself alert during his tour of duty; d. He shall refrain from reading newspapers, magazines, books, etc, while actually performing his duties; e. He shall not drink any intoxicating liquor immediately before and during his tour of duty; f. He shall know the location of the alarm box near his post and sound the alarm in case of fire or disorder. g. He shall know how to operate any fire extinguisher at his post; h. He shall know the location of the telephone and/or telephone number of the police precincts as well as the telephone numbers of the fire stations in the locality; i. He shall immediately notify the police in case of any sign of disorder, strike, riot or any serious violation of the law; j. He or his group of guards shall not participate or integrate any disorder, strike, riot, or any serious violations of the law; k. He shall assist the police in the preservation and maintenance of peace and order and in the protection of life and property having in mind that the nature of his responsibilities is similar to that of the latter. l. He shall familiarize himself by heart with the Private Security Agency Law (RA 5487, as amended) and these implementing rules and regulations;



m. When issued a FA s he should not lend his FA s to anybody. n. He shall always be in proper uniform and shall always carry with him his basic requirements, and equipment’s such as writing notebook, ballpen, night stick (baton) and/or radio. o. He shall endeavor at all times, to merit and be worthy of the trust and confidence of the agency he represents and the client he serves. SECTION 2. Rules of Engagement. For the matter of performance of duties by security personnel, rules of engagement shall be formulated through an SOP to be issued by the Director, CSG. SECTION 3. Creed of Security Agency Proprietor, Code of Ethics and Code of Conduct for Private Security Force and Government Security Agencies/Company Security Force and Government Security Unit. - All private security agencies, company security service and government guard unit licensed to operate under RA 5487, as amended, and its implementing rules and regulations, shall adhere to the following Code of Ethics and Code of Conduct:

15 VITAL BUSINESS ETIQUETTE RULES (by Royale Scuderi)

As times change, so do social norms for personal and professional behavior, but that doesn't mean basic etiquette doesn't matter. Performance and quality are important, too, of course, but not exclusively. We sometimes forget that business is about people. There is no shortage of competent and reliable people in the business world and manners can make the difference. Wouldn't you rather collaborate with, work for or buy from someone who has high standards of professional behavior? Many, but not all, of us follow these 15 time-tested rules of better behavior. Do you? 1. When in doubt, introduce others. Always introduce people to others whenever

the opportunity arises, unless you know that they’re already acquainted. It makes people feel valued, regardless of their status or position.

2. A handshake is still the professional standard. Not only does this simple

gesture demonstrate that you’re polite, confident and approachable, it also sets the tone for any potential future professional relationship. In a very casual work atmosphere, you might be able to get away with a nod or a hello, but it’s worth it to make the extra effort to offer your hand.

3. Always say “Please” and “Thank you.” This should go without saying, but even in a very casual professional atmosphere, this basic form of courtesy is still imperative. Today, sending a thank you e-mail is perfectly acceptable, but a handwritten thank you note is always a nice touch.

4. Don’t interrupt. We’ve become a nation of “over-talkers,” so eager to offer our own opinions or press our point that we often interrupt others mid-sentence. It can be tongue-bitingly difficult to force ourselves not to interject, especially when the discussion is heated. Don’t. It’s rude and shows disrespect for the opinions of others. Remember, be assertive, not aggressive.



5. Watch your language. Verbal and written communications are often much less formal than in times past, but be careful to choose your words wisely. Of course, derogatory, rude or offensive language is unacceptable, but so is slang. While it may be commonplace in our society, it’s never acceptable in a professional atmosphere.

6. Double check before you hit send. While we’re on the subject of communication,

always check your e-mails for spelling and grammar errors. Since the advent of spell check, there is no excuse for typos. Also, do a quick read to make sure the meaning and tone are what you wish to convey. And no smileys, please.

7. Don’t walk into someone’s office unannounced. It’s disrespectful to assume

that you have the right to interrupt other people’s work. Knock on the door or say hello if it’s open and ask if it’s a good time to talk. If the discussion is going to take more than a few minutes, it’s a good idea to call or e-mail and schedule a good time for both of you.

8. Don’t gossip. It’s so hard sometimes to resist engaging in a little “harmless” gossip. But the reality is that gossip is never harmless. It is most certainly damaging to the subject of the gossip, but it also reflects poorly on you. It’s natural to be curious and interested in what other people are doing, but talking about someone who is not present is disrespectful.

9. Don’t eavesdrop. Everyone is entitled to private conversations, in person or over

the phone. The same goes for e-mail; don’t stand over someone’s shoulder and read their e-mails.

10. Acknowledge others. When someone approaches you, acknowledge him or her. If you’re in the middle of something important, it’s fine to ask them to wait a minute while you finish. If you pass someone in the hallway or on the street, but don’t have time to talk, at least wave a hand and say hello. Busyness is not an excuse to ignore people.

11. Avoid the “Big Two.” We have blurred many of the personal and professional lines, but politics and religion are still off-limits. These topics are highly charged minefields for a professional atmosphere. Leave them at the office door.

12. Be on time. We’re all busy. Being punctual shows others that you value their time. Being late doesn’t mean that you’re busier than other people; it just means that you’re inconsiderate.

13. No phone during meetings. When you’re in a meeting, focus on the meeting

discussion. Don’t take calls, text or check e-mail. It’s disrespectful to the other attendees, not to mention, extremely annoying. It also makes meetings last longer because the participants keep losing focus.

14. Don’t be a business card pusher. Don’t simply hand out business cards to

everyone you meet. It’s a bit aggressive unless you’re on a sales call. Ask for the other person’s card, offer to exchange cards or at the very least, ask if you can leave your card before you reach in your pocket.

15. Show genuine interest. Keep eye contact and make an effort to truly listen to

what others are saying. We are so easily distracted in this climate of increasingly short attention spans; we often can’t wait for the other person to hurry up and finish



so we can move on to the next thing. Resist the lure of distraction and haste. Take the time to ask questions and show an interest in the other person’s thoughts.



Developing Presentation Skills

Organizing the Presentation: Presenting the Talk

Introduction

Any comedian will tell you that if he hasn’t caught his audience in the first 30 seconds, he has lost them for the rest of his act. The same applies to giving a talk. The attention and interest of your listeners must be grasped and aroused in the opening moments of your introductions. All the elements of an introduction need to be combined to form an interesting and convincing story. It is useful to relate your subject, to some item of tropical news, press, TV, radio, company, etc., an area of general knowledge and / or visual aid. Your audience will be looking at you- you must look at them and not at your notes, aids, floor, ceiling, etc. Flicking the eyes of the group will tell them of your interest of them. Practice the introduction until you are comfortable delivering it. If you stumble and mumble through the introduction you will do likewise through the rest of your presentation. Main Body

The Main body of your talk should progress in clear logical steps from one stage to the next. Illustrate your subject with examples – verbal or visual. Take account of experience of your audience and relate to familiar things. Include elements to give colors and emphasis. Use3 controlled humor and be relaxed.

Stage Check

It is always useful to restate the main in points of stage before moving on to the next. This is an aid to memory, adds structure to the talk and is a good place to take question. DO NOT BE AFRAID OF HAMMERING HOME YOUR MAIN POINTS. Conclusion – Summary

This is your last opportunity to achieve your objectives and its sound practice to let your audience know that you are about to sum up. The summary should not be rushed. Restate the main points of your talk. State the action required now. Seek commitment (if appropriate). Thank your audience for coming Try not to introduce information which you had forgotten earlier.



What to Avoid While Presenting

offering apologies or excuses for ignorance on the subject matter

irrelevant material

making regular predictable movement

jingling of coins and keys

leaning on chairs

fiddling with notes

mannerisms

space fillers (uhmm…, ahh…)

Use of vulgar language

Bluffing - If you don't know the answer - admit it!

Use of Training Aids and Devices

Words alone are sometimes not enough to explain or describe a subject being taught. In teaching, it is necessary that the mental picture is clear and the same on every learner's mind. To achieve this, we make use of real objects, pictures, or other visual sensory representations. Training aids are physical and material means used to supplement his methods and

techniques of presenting his subject and reinforcing it. How to Use Training Aids

a) Be thoroughly familiar with the equipment and its functions. Be certain you can operate or use the aid. Do some rehearsal prior to the actual session so you will gain much confidence in your teaching.

b) Use only a few training aids - just the important ones. Too many will be ineffective and time consuming.

c) Assemble the training aids in its proper order of presentation or use. d) Be certain the aid is functioning or operating. e) Present, demonstrate or operate the training aid when its time, then set it aside

to insure that the learners are following your discussion. f) Whenever possible, use a variety of training aids. g) Speak to the class, not to the aid. If it is electrically operated, switch on when in

use, switch off after use. See that the audience’s attentions are focused on you. Training aids are very useful if properly used. Improper use will only bring annoyance, distraction and boredom to your listeners. Effective visual aids adhere to certain criteria:

A good visual aid is UNIFIED. It makes just one point; it contains nothing irrelevant to the learning for which it was designed.

It should be SIMPLE. Simplicity implies that the message is told in the fewest possible symbols, pictures or words. There is no clutter.

Visual aids should be ACCURATE. There should be no unexplained distortions or missing relationships.

Visual aids should be COLORFUL. Key words or figures are emphasized through the use of color. There should be a reasonable and reliable consistency in the symbolism of colors. The following is recommended on the use of colors:



a. Use RED for warm, stimulating effects. b. Use BLUE for cool, sedative, depressing effects. c. YELLOW gives warm, capricious, sunny overtones. d. GREEN is for pleasant, healthy growthful messages. e. ORANGE is stimulating. f. PURPLE sends messages of dignity and reserve.

Visual aids should be LEGIBLE. They should be readable and big enough to be seen.

For practicality, visual aids should be PORTABLE.

Finally, visual aids should be VISUAL. Presenting printed words on a screen doesn't make a visual aid, only a verbal aid.

Pointers for PowerPoint Presentations

PRESENTATION PLAN

Plan your presentation.

Never turn back! The presentation must move forward.

The presentation should SIMPLIFY the details and level of complexity of information.

The verbal explanation should support, NOT DUPLICATE the slide presentation

The pace of the presentation should be from one to three slides per minute. SLIDE

As much as possible, use simple formats.

Remove non-essential information.

Make sure that the slide presentation is readily understood.

Each slide should have a clear, single purpose.

Although we recommend the use of simple slides, you should still try to make it visible and attractive.

Integrate each slide with the other slides and the oral presentation in order to make a unified presentation.

The slide must NOT detract from the presentation. This might happen if you use too much animation or special effects on the slide.

GRAPHICS

The graphics must be able to communicate the evidence at a glance.

This could be accomplished with the use of a graph, a picture, or a simple phrase.

Limit one idea per graphic.

The graphics should SUPPORT, not DISTRACT, from the message.



TABLES

Put the table in one slide.

Ideally, the table should not exceed five rows or columns.

If you are using a large table, you could first summarize the table in order to fit the rule above. Afterwards, you could present sub-tables in subsequent slides if you need to present more detail.

For complicated figures, use the build-up routine. FONTS

Use Sans-serif typefaces; they are clearer than Serif typefaces.

Use a maximum of twelve lines per slide.

Use a maximum of 36 characters per line.

Limit the use of BOLD face to key words or phrases. Again, the total number of bold-faced phrases per slide should be not more than one per line.

Another option is to use italicized or underlined for emphasis.

11 Easy Ways To Finally Overcome Your Fear Of Public Speaking

Bruna Martinuzzi How successful we are at selling ourselves, our products and our services depends on our ability to stand up and be heard. What often prevents us from telling our story successfully is not our inability to articulate what we do, or how strongly we believe in the value of what we offer. Instead, it is simply the fear of speaking in front of an audience. Being nervous while presenting can put a dint in your credibility and have an adverse effect on achieving your business goals. To manage the fear of speaking in public, you need to first understand the root cause of the fear. It is the fear of standing alone, in an open place, with no place to hide, without a weapon, facing a large group of creatures staring at you. Our ancestors, the ones who survived, developed a fear response to these situations.” Understanding that our brain can’t tell the difference between a real threat (a pack of wolves about to attack you) and an imagined threat (a group of your peers watching you present) is the first step to overcoming the fear. This awareness can help you manage the “false alarm” that happens in the absence of real danger. How so? As you feel your heart racing when you first start your presentation, you can consciously and deliberately interrupt the fear response with a quick deep breath and a rational thought, “This is just a false alarm.” The more you get into the habit of interrupting the fear response as soon as you feel it happening, the quicker you’ll prevent it from being your default response every time you present in front of a group. Here are 11 practical tips to help you manage performance anxiety so you can focus on your key messages:



1. Reframe the questions you ask yourself. When you worry before a high-stakes presentation, you may have a tendency to ask yourself negative questions, such as “What will happen if I forget my material?” or “What if I mess up?” This form of self-talk is like throwing gasoline in a room on fire. All it does is heighten your anxiety. Replace these negative questions with positive ones. Ask yourself: “What will happen if I knock it out of the park?” Give this a try; it will calm the noise in your head. 2. Practice as if you’re the worst. When you know your material well, there’s a

tendency to get sloppy when practicing a speech: You might flip through the slides, mentally thinking about what you are going to say, without actually rehearsing out loud exactly what you plan to say. This results in a presentation that’s not as sharp as it could be and might cause you to be nervous once you have 100 pairs of eyes staring at you. You can also forget some important sub-points and key sound bites. 3. Avoid this by practicing out loud and verbalizing your complete presentation. For a high-stakes presentation, do this at least five times, at spaced intervals, to encode your material in long-term memory. It’s also crucial that you practice your transitions—the words that link one idea in your presentation to the next. These are easy to forget if you don’t practice them and you end up with a staccato presentation. Transitions are the silken thread that guides your listeners through your story. Some examples: “Now that we have established …”; “This leads us to …”; “My next item is particularly crucial …” 4. Memorize the sequence of your slides. Knowing the sequence of your slides so

you can anticipate and announce a slide makes you look in control. Nothing erodes your credibility faster than having to look at a slide to know what you have to say next. Being perceived as credible boosts your confidence and reduces your anxiety and the fear of failing. 5. Create a backup slide for some answers. One reason people often experience

anxiety before a presentation is the fear that they’ll be asked questions that might be difficult to answer. Don’t get caught off guard. Think carefully of what potential questions might arise and rehearse your best answers. Go one step further by creating slides for some potential questions about complex issues. You can include in your slide important information, numbers, stats or even a pertinent graph or pie chart that would be helpful to the audience. If such a question arises, it’s quite okay to say, “I anticipated that you might be asking this question. Let me display a slide that will clearly show …” 6. Visualize your presentation. Visualization is a powerful mental rehearsal tool that peak sports performers use regularly. Take advantage of this tool and visualize yourself successfully delivering your presentation. Concentrate on all the positives of your presentation, and visualize the talk, in detail, from your introduction to your conclusion. 7. Stop seeing your presentation as a performance. Instead, treat every presentation

as a series of person-to-person conversations. The more you remind yourself of this,



the more you can shift your focus away from the fear-inducing thought that you are required to perform. 8. Take some deep breaths. This simple advice cannot be emphasized enough. When

you’re nervous, you breathe rapidly and shallowly. This is telegraphing to the audience that you’re not confident. Slow and measured breathing is a sign that you’re in control. Before you go to the front of the room, concentrate on taking a few, slow breaths. Repeat this a few times. When you start to speak, remember to pause and breathe after you make a point. 9. Try “power posing” before the presentation. Harvard Business School Professor Amy Cuddy discovered that simply holding our body in an expansive pose for as little as two minutes results in a higher level of testosterone in our body. Striking a number of expansive poses, such as spreading your legs, placing your hands on your hips, or striking the CEO pose: legs resting on desk, and arms behind your head before a presentation can lower your stress level and give yourself a boost. Try to find a spot where you can have some privacy and adopt an expansive pose: Make yourself as big as you can by stretching your arms out and spreading your legs, or stand on your tiptoes with your hands in the air. 10. Pause frequently. In “The King’s Speech,” a movie about the true story of King George VI, one of the successful strategies the speech therapist uses to help the king overcome his stuttering is the use of pauses. Pausing helped the king regain his composure whenever he was gripped by anxiety. When you feel anxious while presenting, consider pausing more frequently. A few strategic pauses between points have a calming effect. 11. Come to terms with audience expressions. Your anxiety level is increased when

you misinterpret the audience’s facial expression. In normal conversation, we’re accustomed to getting feedback from the listener—a nod or a smile here and there that signal approval. But when we present, audiences listen differently. They’re more likely to give the speaker a blank stare, which doesn’t mean they don’t like what they hear; more often than not, it simply means they’re concentrating on the message. This is especially true of audience members who are introverted. There’s a Japanese proverb that says, “Fear is only as deep as the mind allows.” Put your mind on developing your key company messages and crafting your story. Replace time expended on worrying with time spent on preparing thoroughly for your presentation, by knowing your material cold, and practicing it beyond the point of pain. Then go out there and win them over.



How To Keep Your Audience Focused On Your Presentation

Bruna Martinuzzi Alfred Hitchcock, the master of suspense movies, once said: "Always make the audience suffer as much as possible." Today, this statement can easily be applied to the majority of speakers delivering business presentations. Giving a bad presentation is tantamount to mental abuse. What's more, no matter how important or valuable our content is, if it is not presented in a way that sparks and maintains attention, we lose. Here are nine practical tips to help you deliver engaging presentations that will keep the audience focused on your message: 1. Be mindful of the 10-minute rule. It is a well-known fact that attention wanes after

about 10 minutes. However, most presenters seem to forget this and continue to drone on for an hour or more; they move from mind-numbing slide to slide, unaware of the painful effect on the audience. When you create your presentation, plan to have a strategic change every 10 minutes. A change can be as simple as asking a good question that can stimulate some audience interaction. It can be showing a pertinent video clip, telling a relevant story or getting the audience to do something, such as analyzing a diagram. You can also press "B" on your keyboard to blacken your screen. Then switch to presenting the next segment in your presentation using a different medium, such as writing on a flipchart or whiteboard. Sameness generates boredom; a change, even minor, recaptures attention. 2. Use images. In Brain Rules: 12 Principles for Surviving and Thriving at Work, Home,

and School, Dr. John Medina reminds us that "Vision trumps all other senses." When we hear a piece of information, three days later we'll remember only 10 percent of it; but if we add a picture, we'll remember 65 percent. The message is loud and clear: Text-based slides are ineffective in maintaining attention and aiding memory. Spice up your presentations with images. You can get good quality, affordable images from sites such as iStockphoto and Fotolia. 3. Represent bullets in graphical form. Show some of the bullets on your slides in an appealing, visual way. The SmartArt feature in PowerPoint is a good choice, however, since most presenters use SmartArt, stand out from the crowd by buying different diagrams from sites such as Duarte or Slideshop. Check out Prezi , as well, and watch how this presentation software energizes your talk. 4. Honor the audience. Nothing perks up an audience more than switching the limelight from you to them. A simple statement such as: "I know there is a great deal of talent in this room. I encourage you to bring that talent to bear and share your thoughts on the topic with the rest of the group." 5. Use alternatives to lecturing. There are many alternatives to lecturing when you

deliver information. For example, you can present one part of your presentation in the

http://brainrules.net/vision?scene=

http://brainrules.net/vision?scene=

http://www.istockphoto.com/

http://us.fotolia.com/

http://office.microsoft.com/en-us/powerpoint-help/demo-spice-up-your-text-with-smartart-graphics-HA010198308.aspx

https://www.duarteshop.com/diagrams.html

http://slideshop.com/

http://prezi.com/



form of a mind map: Draw the mind map on a flipchart as you speak, animate the mind map in your slide or use mind-mapping software such as Matchware or Mindjet. Give it a try and see how it keeps the audience more focused on your presentation. 6. Connect the dots for people. Help people see the flow of your presentation so that they can easily understand where you have been and where you are headed. Use signposts, such as "The first reason was . . . Now, I'll address the second reason...." Above all, insert transitions that help people understand why they should care: "What I am going to say next is especially crucial for the success of this project..."; "The one thing I would like you to remember is..."; "Why is this important to our company?"; "What does this mean for us?" These transitions answer the crucial “So what?” question in the audience’s mind and help to re-engage audience members who may have tuned you out. 7. Learn the art of the question. Have a repertoire of questions that you can draw from in the moment. While we all know the value of open-ended questions, it is sometimes difficult to think of them on the spot. Above all, use questions that keep the conversation going when someone asks you a question or makes a comment. Here are a few to keep in your pocket: "What led you to this conclusion?" "How would you explain this?", "How does this tie in with...", "Could you give me an example of what you mean?", or simply, "Tell me more." 8. Don't use the slides as your speaking notes. It is astounding how many otherwise intelligent people continue to display slides that are dense with text and expect the audience to simultaneously read the slides and listen to them speak. This is by far the most egregious sin a presenter can commit. In the RSA Animate, 5 Things Every Presenter Needs to Know about People, Dr. Susan Weinschenk illustrates how the visual channel trumps auditory. As Weinschenk states, "If you have complicated information for people to read or look at, then they are not going to be listening to you anymore. The sensory combination of slides that are filled with text and a speaker who is talking is just a bad combination." Don't do this. 9. Avoid the graveyard shift. If you can, avoid presenting right after lunch. The optimal time for maximum attention is the hours between 7:00 a.m. and 11:00 a.m. It is a privilege to have people listens to us. With that privilege comes a responsibility—the responsibility to deliver our information in a stimulating and intellectually engaging way. It pays to devote some time to learn how to improve your presentation

skills. Business author and speaker, Tom Peters, put it best: "Presentation skills are worthy of extreme, obsessive study." This is a smart business move for anyone whose success depends on communicating key company messages. (End of article.)

http://www.matchware.com/en/

http://www.mindjet.com/

http://vimeo.com/44267609

http://vimeo.com/44267609



6 Tips For Taking Criticism Gracefully

Helen Jane Hearn Even with the best intentions behind it, criticism can make me feel defensive. As the recipient of many kinds of criticism over the years, I’ve collected five tips to help you gracefully accept the words meant to make you better, no matter how awful it may feel hearing them. Listen

The first response most of us have when it comes to even the best intended criticism is to become defensive. A defensive response may show itself as inattention, burning rage or stammering. As much as your chest feels tight and your face reddens, hearing the criticism all the way through may teach you something. Shut your mouth, close down your defences and listen to what they really have to say. Ask questions To grow, you want to make sure you fully understand the person criticizing you. I like to do this by asking questions. These questions are especially important if the criticism received isn’t particularly clear. By asking these clarifying questions, you’re having a conversation with your critic—this can create cooperation. Respond If you don’t agree with the criticism, and you are positive it’s not just your ego in the way, you can tell that criticizer that. Instead of using an angry tone, try responding by saying something like, “I didn’t realize I came across that way. Thanks for sharing your opinion. From my side, it seems like __________.” And then fill in the blank with your real opinion. “From my perspective,” is an incredibly useful phrase to have on the ready. Accentuate the positive

Your manager is not looking for you to defend yourself, your manager is looking to make sure that you hear what they’re saying—and planning to incorporate that feedback into your future behavior. Try to respond by pointing out the positive. Say, “Thanks for telling me, I want to take some time to think about this.” Own it

It’s tough to hear ways that you’re not perfect. So really absorb the criticism. And then take responsibility for what went wrong. Lots of people don’t own up to their mistakes. They put the blame on someone else and it keeps them from improving. Once you own it, you can get better. Write it down

Writing it down makes the criticism less personal. Sometimes, it can make you feel better to write a letter to the criticizer responding to your critique. But—



goodness please—rip it up and throw it away as soon as you do. These letters are not meant to be read. Do something nice for yourself

It might sound silly but being open to criticism can wound you. Take a minute to do something nice for yourself. You can’t get better without a map to the places you can improve. It can be a painful process, but it leads to achievement down the road. Growth happens when you seek out the best places to go next. (End.)

Seven (7) Habits Of Highly Effective People

By Dr Stephen Covey Dr Stephen Covey is a hugely influential management guru, whose book The Seven Habits Of Highly Effective People, became a blueprint for personal development when it was published in 1990. The 'Seven Habits' are a remarkable set of inspirational standards for anyone who seeks to live a full, purposeful and good life. habit 1 - be proactive

This is the ability to control one's environment, rather than have it control you, as is so

often the case. To be proactive means taking responsibility for our attitudes and actions.

Proactive people develop the ability to choose their response to situations.

habit 2 - begin with the end in mind

Covey calls this the habit of personal leadership - leading oneself that is, towards what

you consider your aims. By developing the habit of concentrating on relevant activities

you will build a platform to avoid distractions and become more productive and

successful. Effective people write a mission statement and use it as a frame of

reference for making decisions.

habit 3 - put first things first

Covey calls this the habit of personal management. This is about organizing and

implementing activities in line with the aims established in habit 2. Covey says that habit

2 is the first, or mental creation; habit 3 is the second, or physical creation. Rather than

focusing on things and time, we should focus on enhancing relationships and

accomplishing results.

habit 4 - think win-win

Win-win is the attitude of seeking mutual benefit. Covey calls this the habit of

interpersonal leadership, necessary because achievements are largely dependent on



co-operative efforts with others. He says that win-win is based on the assumption that

there is plenty for everyone, and that success follows a co-operative approach more

naturally than the confrontation of win-or-lose.

habit 5 - seek first to understand and then to be understood

Covey helps to explain this in his simple analogy 'diagnose before you prescribe'. It is

the key to effective interpersonal communication. We should first seek to understand

what the other person is trying to say before we try to explain our own position.

habit 6 - synergize

Covey says this is the habit of creative co-operation or creative teamwork - the principle

that the whole is greater than the sum of its parts, which implicitly lays down the

challenge to see the good and potential in the other person's contribution. The essence

of synergy is to value differences among team members.

habit 7 - sharpen the saw

This is the habit of self renewal, says Covey, and it necessarily surrounds all the other

habits, enabling and encouraging them to happen and grow. Covey interprets the self

into four parts: the spiritual, mental, physical and the social/emotional, which all need

feeding and developing. We need to have a systematic program of physical, mental,

emotional and social activities for self-renewal. (End.)



Appendix A

Conducting a Security & Safety Survey

In the next pages may be found a format of a security and safety vulnerability survey. The

survey is in question format. What the security and safety practitioner is supposed to do is to

answer the questions, but in a narrative format in order to present the security situation to its

intended reader.

The format covers a wide array of security and safety conditions for most types of facility or

establishment. In some cases, not all aspects of the survey will need to cover all the areas. And

so, the practitioner has the option of choosing which part of the survey form is appropriate for

the type of security and safety survey he is expected to perform for his company or client.

This format is different from the one presented in the chapter on risk analysis. This format is

more detailed and serves as your guide in writing a very detailed security and safety survey

report. This formal already includes safety concerns.

It is anticipated that as you gain more knowledge on security and safety, your growing

understanding will allow you to use more of categories of this survey.



FORMAT OF A SECURITY VULNERABILITY SURVEY

Facility: Survey Date:

Address: Facility Manager:

Telephone:

I. GENERAL FUNCTION 1. Is the facility leased or owned? 2. No. of employees? 3. Operating Hours:

Weekdays Saturday Sunday

Opens: Opens: Opens:

Closes: Closes: Closes:

4. Address & Phone of nearest police station: 5. Area Evaluation:

Comments:

II. BUILDING & PERIMETER 1. Type of construction (wooden/ concrete/ pre-fab/ others) 2. Door construction (hinges, hinge pins, solid core, etc.) 3. Total number of perimeter entrances? 4. Are all exits & entrances supervised/ monitored? If not, how controlled? 5. Are there perimeter fences?

a. Type? b. Height? c. Distance from building? d. Cleared areas? e. Barbed wire top? f. Roof or wall areas close to fence?

6. Are there any overpasses or subterranean passageways? 7. Height of windows from ground? Adequately protected? 8. any roof openings or entries? 9. Any floor grates, ventilation openings? 10. Any materials stored outside building? How controlled? 11. Adjacent occupancy?



Comments:

III. VEHICULAR MOVEMENT 1. Is employee parking within perimeter fence? 2. Are cars parked abutting interior fences? 3. Are cars parked adjacent to loading docks, building, entrances, etc.? 4. Do employees have access to cards during work hours? 5. Vehicle passes or decals? 6. Are guards involved in traffic control?

Comments:

IV. LIGHTING 1. Is perimeter lighting provided? Adequate? 2. Is there an emergency lighting system? 3. Are all doorways sufficiently lighted? 4. Is lighting in use during all night hours? 5. Is lighting directed toward perimeter? 6. Is lighting adequate for parking area? 7. How is lighting checked? 8. Is interior night lighting adequate for surveillance by night guards? 9. Are guard posts properly illuminated?

Comments:

V. LOCKING CONTROLS 1. Does the facility have adequate control and record of all keys? 2. Is a master key in use? 3. How many master keys are used? 4. Are all extra keys secured in a locked container? 5. Total number of safes? 6. Last time combination(s) changed? 7. If combination is recorded, where is it stored? 8. Total number of employees possessing combination?



9. Review procedures for securing sensitive items, i.e. monies, precious metals, high value items, narcotics, etc.?

10. Who performs locksmithing function for the facility? 11. Is a key inventory periodically taken? 12. Are locks changed when keys are lost?

Comments:

VI. ALARMS 1. Does the facility utilize any alarm devices?

Total number of alarms?

Type Location Manufacturer Remarks

2. Are alarms of central station type connected to police department or outside guard service?

3. Is authorization list of personnel authorized to “open & close” alarmed premises up to date?

4. Are local alarms used on exit doors? 5. Review procedures established on receipt of alarm? 6. Is closed circuit television (CCTV) utilized?

Comments:

VII. GUARDS/ SECURITY CONTROLS 1. Is guard service employed to protect this facility?

Is yes, Name: _______________ No. of Guards:______ No. of posts:______

2. Are after-hours security checks conducted to assure proper storage of classified reports, key controls, monies, checks, etc.?

3. Is a property/ gate pass system utilized? 4. Are items of company property clearly identified with a distinguishing mark that

cannot be removed? 5. Review guard patrols & frequency? 6. Are yard areas and perimeter areas included in guard coverage? 7. Are all guard tours recorded? 8. Are package controls exercised? 9. Does facility have written instructions for guards? 10. What type of training do guards receive?



11. Are personnel last leaving building charged with checking doors, windows, cabinets, etc.? Record of identity?

12. are adequate security procedures followed during lunch hours?

Comments:

VIII. EMPLOYEE AND VISITOR CONTROLS 1. Is a daily visitors register/ logbook maintained? 2. Is there a control to prevent visitors from wandering in the plant? 3. Do employees use ID badges? 4. Are visitors issued ID passes? 5. What types of visitors are on premises during down hours and weekends? 6. Who are the employees authorized during down hours and weekends? 7. Are controls over temporary help adequate?

Comments:

IX. PRODUCT CONTROLS (Shipping and Receiving) 1. Are all thefts or shortages or other possible problems, i.e., anonymous letters,

crank calls, etc. reported immediately? 2. Inspect and review controls for shipping area? 3. Inspect and review controls for receiving area? 4. Supervision in attendance at all times? 5. Are truck drivers allowed to wander about the area?

Is there a waiting area segregated from production area?

Are there toilet facilities nearby?

Water cooler?

Pay telephone?

6. Are shipping or receiving doors used by employees to enter or leave facility? 7. What protection is afforded loaded trucks awaiting shipment? 8. Are all trailers secured by seals? 9. Are seal numbers checked for correctness against shipping papers? In and out? 10. Are kingpin locks utilized on trailers? 11. Is a separate storage location utilized for overages, shortages, or damages? 12. Is parking (employees and visitors vehicles) prohibited from areas adjacent to

loading docks or emergency exit doors? 13. Is any material stored in exterior of building? If so, how protected? 14. Are trailers or shipments received after closing hours? If so, how protected? 15. Are all loaded trucks or trailers parked within fenced area? 16. Review facility’s product inventory control.



Loss Breakage Returns

Average

Monthly

17. Review controls over breakage. Comments:

X. MONEY CONTROLS 1. How much cash is maintained on the premises? 2. What is the located and type of repository? 3. Review cashier function. 4. What protective measures are taken for money deliveries to facility? 5. If armored car service is utilized, list name and address:

________________________________________________________________

_

6. Does facility have procedure to control cashing of personal checks? 7. Are checks immediately stamped with restricted endorsement? 8. Are employee payroll checks properly accounted for and stored in a locked

container (including lunch hours) until distributed to the employee or his supervisor?

Comments:

XI. PROPRIETARY INFORMATION 1. What type of proprietary information is possessed in this facility? 2. How is it protected? 3. Is the “RESTRICTED” marking used? 4. Are safeguards followed for paper waste, its collection and destruction? 5. Are desk and cabinet tops cleared at the end of the day? 6. Is management aware of need for protecting proprietary information?

Comments:

XII. OTHER VULNERABILITIES 1. Trash pick-ups (Hours of pick-ups, control of contractor, physical controls).



2. Scrap operations. (Physical controls of material and area, control over scrap pick-ups, etc.)

3. Other:

Comments:

XIII. PERSONNEL SECURITY 1. Are background investigations conducted on employees handling products?

Handling cash? Engaged in other sensitive duties? Supervisory position? All employees

2. If so, who conducts background investigation? 3. Are new employees given any security or other type of orientation? 4. Do newly hired employees execute a corporate briefing form for inclusion in their

personnel file? Are exit interviews conducted of terminated employees? 5. Is a program followed to insure return of keys, credit cards, ID cards, manuals,

and other company property?

Comments:

XIV. OCCUPATIONAL SAFETY & HEALTH CONCERNS Are there unsafe conditions among the following areas? If yes, describe the hazard.)

1. Environment (air quality, noise levels, etc.) 2. Hazardous supplies and materials 3. Production and related equipment 4. Power source equipment 5. Electrical equipment 6. Hand tools 7. Personal protective equipment 8. Fire protection and control facilities 9. Structural openings and other buildings structures 10. Elevators and materials lift 11. Working surfaces, platforms, etc 12. Containers, storage, facilities, etc 13. Material handling equipment 14. Transportation equipment 15. Warning and signal devices 16. Personal service & First-Aid 17. Walkways and roadways



Comments:

XV. POLICIES, PROCEDURES & TRAINING 1. Do you have a Workplace Violence Prevention Policy?

2. Do you have a Crisis Media Management Policy?

3. Do you have a Disaster Preparedness Plan?

4. Do you have a Workplace Harassment Policy?

5. Do you provide on-going training to employees at all levels of the organization

regarding these policies?

Comments:

XVI. EMERGENCY PLANS 1. Do you have the emergency plans for the following: 2. Bomb Threat 3. Death 4. Civil disturbances, demonstration or protest groups 5. Electrical failure 6. Epidemic or infectious disease 7. Fire or explosion 8. Flood 9. Electrical or Power failure 10. Accident, Illness & injury 11. Kidnap, ransom or extortion 12. Crimes Committed within Campus (Robbery, Theft, Rape, vandalism, sabotage,

etc.)

Comments:

XVII. GENERAL COMMENTS:



Appendix B

Access Control Checklist

During entry:

1. Did the candidate greet the visitor in a courteous manner? 2. Did the candidate ask the visitor the nature of his visit? 3. Did the candidate respectfully request for some form of identification? 4. Did the candidate contact the plant manager to verify if the visitor has a valid reason for

entering the installation? 5. Did the candidate inspect the person and any bag that he intends to bring into the

installation? 6. Did the candidate apply frisking procedures correctly? 7. Did the candidate find the concealed firearm? 8. Did the candidate inform the visitor, in a courteous manner, that firearms are prohibited

inside the installation and that the visitor must surrender said firearm to the guard for safekeeping?

9. Did the candidate issue an Equipment Pass to the visitor upon receipt of the firearm? 10. Did the candidate issue a Visitor’s pass to the visitor? 11. Did the candidate ensure that the Visitor put on the Visitor’s Pass correctly? 12. Did the candidate log the following?

Visitor’s identity Visitor’s nature of business/ person being visited Description of firearm Time of visit

Upon exit:

1. Did the candidate inspect the visitor and his bag prior to allowing him to leave the installation?

2. Did the candidate request the visitor to produce a gate pass for the material being brought out of the installation?

3. Did the candidate request the visitor to surrender the material pending verification from the plant manager?

4. Did the candidate retrieve the material from the visitor? 5. Did the candidate contact the plant manager to verify the authorized release of the

material? 6. Did the candidate request the plant manager to sign on the logbook to confirm his verbal

instructions regarding the release of said items? 7. Did the candidate return the material to the visitor, at the same time apologizing for the

inconvenience, explaining that he is merely implementing the company’s SOP? 8. Did the candidate request the Visitor to surrender the Visitor’s Pass? 9. Did the candidate first retrieve the Equipment Pass before returning the firearm to the

visitor? 10. Did the candidate log the following information?

Time of departure of visitor Materials brought out of the plant A line where the plant manager shall sign as confirmation that he authorized the

release of said items



Appendix C

Monthly Safety Checklist

General Area Dept:____________________ Date: _________

Floor conditions Supervisor:______________________________

Special purpose flooring Indicate discrepancy by placing an “x” Inside the

adjoining box. Aisle, clearance/ markings

Floor openings, require

safeguards

Railings, stairs temp./ permanent First Aid

Piping (water-steam-air) First aid kits

Wall damage Stretchers, oxygen

Ventilation Fire protection

Other: Fire hoses

Illumination – wiring Fire extinguishers

Unnecessary/ improper use Access to fire equipment

Lights on during shutdown Exit lights/ doors/ signs

Frayed/ defective wiring Other

Overloading circuits Machinery

Machinery not grounded Unattended machinery operating

Hazardous location Emergency stops not operational

Other: Platforms/ ladders/ catwalk

Housekeeping Posted Instructions

Floors Maintenance on machines

Machines Material Storage

Break area/ toilet Storing of hazardous/ flammable

substances.

Waste disposal Improper stacking/ loading/

securing.

Vending machine/ food protection Improper lighting/ warning signs/

Ventilation

Rodent/ Insect control Other:

Tools

Power tool wiring

Condition of hand tools

Safe storage

Other



Appendix D

Electrical Safety

Introduction

Electrical safety is so important that the there is an entire section (Rule 1210) in the

Occupational Safety and Health Standards (OSHS) which specify standards on Electrical

Safety. The employer must train employees in safe work practices in working with electrical

equipment. The training rules distinguish between workers who work on or near exposed

energized parts and those who do not. Even if you are not qualified to work on electrically

energized equipment, you must know the specific safety practices which apply to your job.

Electricity is energy looking for some place to go. When it finds the path of least resistance,

whether it’s a light bulb, motor, or a human being, it is going to take that path. Until a circuit is

completed, electricity is in the form of potential energy, an energy waiting to be used.

To understand the hazards of electricity, it is not necessary to know precisely what it is, even

though such knowledge might be helpful and desirable. What is more important in handling

electricity is to understand the characteristics of electricity.

To handle electricity safely, including working with electrical equipment, you need to understand

how electricity acts, how it can be approached, the hazards it presents, and how those hazards

can be controlled.

Basically, there are two (2) kinds of electricity:

STATIC (stationary)

DYNAMIC (moving)

Negative Effects of Electricity

Shock

Burns

Arc Blast

Explosions

Fires

Electrical Injuries

Current flow is the factor that causes injury as electric shock; that is, the severity of electric

shock is determined by the amount of current flow through the victim.

Severity of Electric Shock

The amount of CURRENT that flows through the body and the path that the current takes from

entry to exit the body. See Table 1.



Fatal Shock

(100 – 110 volts)

50 to 200 MILLI-AMPERES

will cause death depending on length of time (due to ventricular fibrillation)

Freezing to the line (100 – 110 volts)

15 to 20 MILLI-AMPERES

will cause a painful shock; muscle control is lost. Will cause death due to heart collapse & stop breathing if

left in contact too long.

Sensation of Shock (100 – 110 volts)

8 to 15 MILLI-AMPERES: is painful and person can let

go – may lead to other accidents.

1 to 8 MILLI-AMPERES: is not painful and person can let

go.

In general, the longer the current flows through the body, the more serious may be the result.

Considerable current is likely to flow from high-voltage sources, and in general only very short

exposure can be tolerated if the victim is to be revived.

Other factors affecting the amount of damage done are:

the parts of the body involved,

the duration of current flow through the victim, and

the frequency (if alternating current).

Electrical Hazards

Defective appliances, equipment and tools

Defective wiring installation

Personal factor (“Do-it-yourself” conditions)

Lack of maintenance of equipment

Using unapproved electrical equipment appliances

Failure to ground equipment

No proper rated protective device

Overloading of circuits

Control of Electrical Hazards

Conformance to requirements of NEC on: o Grounding provisions o Insulation requirements o Enclosure requirements

Electrical circuit protection (use of standard fuses or circuit breakers)

Strict conformance to Lockout/Tag-out (LO/TO) System

Implementation of Preventive Maintenance of Electrical Installations



In order to protect yourself from electrical current, one must understand the basics, such as:

how current flows through a circuit (the greater the current the greater the danger) and which

materials are conductors and which are insulators.

When working around electrical equipment:

NEVER make repairs, unless the power is off and unplugged from the circuit.

NEVER use equipment or appliances with frayed cords.

NEVER operate, repair, submerge or work with equipment in or around water.

Safety Rules

Do not guess – every line should be assumed energized.

Use right instruments to test.

Inspect regularly.

Use appropriate PPE, fuse tongs & insulated tools.

Use Lockout/Tag-out (LO/TO) System.

Never work alone on electrical lines.

Make temporary wirings safe.

Observe NEC during installation.

Only qualified electricians should be allowed to work on electrical jobs.

Never use metallic ladders when working on electricity.

Never bridge a fuse with wire.

Always have a high respect for electricity.

Rescue Techniques

Cut off electrical source immediately.

Break connection between the victim and the power source, or remove the victim from the current source without endangering yourself.

As soon as you can touch the victim safely, apply artificial respiration (CPR) immediately.

How Electric Shock Occurs

With both wires of the electric circuit.

With one wire of an average circuit and the ground.

With a metallic part being in contact with an energized wire, while the person is also in contact with the ground.



Appendix E

Fall Protection

Evaluating the Risk

Occupational Safety and Health Standards (OSHS) require that a worker must be protected

from falling a vertical distance of six meters (6m) or 20 feet or more. Therefore, any work to

be performed at this height or higher must incorporate appropriate fall protection measures.

Ideally, the choice of a protection system will be one that removes the risk of falling entirely. for

example, it is preferable to provide a fixed barrier to prevent a worker from falling, rather than

simply using personal protective equipment (PPE).

Fall Protection Systems Categories

1. Surface protection (non-slip flooring) 2. fixed barriers (handrails, guardrails) 3. Surface opening protection (removable covers, guardrails) 4. Travel restraint systems (safety line and belt) 5. Fall arrest systems (safety line and harness) 6. fall containment systems (safety nets)

Surface Protection Against Slipping & Tripping Hazards

Ensure that good housekeeping practices are instituted at the workplace. It is important to keep

the work area free of equipment and materials that are not required for the task at hand. Oil

spills, mud, scraps and other debris must be cleared up immediately.

Floors that may become slippery due to the work operations should be provided with non-slip

type surface or coating that will provide a secure walking surface. Footwear with special soles

may also be required.

Edge Protection Using Fixed Barriers

A fixed barrier must be capable of stopping a worker from proceeding past the edge of a work

level or into a floor opening. Barriers may be permanent or temporary, depending on the

circumstances at the workplace. Types include: guardrails, handrails, warning barriers, and

ladder cages.

Guardrail – is a permanent or portable structural system consisting of a top rail, mid-rail and toe

board secured to vertical posts intended to stop a worker from inadvertently stepping off a

working level and falling to a level below. Variations of guardrail include: wood slat, wire rope,



steel frame, safety fencing, tube and clamp, perimeter netting and others. Any of these

variations is acceptable, as long as the system meets the basic design specifications.

Guardrail specifications include:

1. At least one meter (1m) from the floor level to the upper surface of the top rail. 2. Vertical post should be at least two meters (2m) apart. 3. The complete structure should be capable of withstanding a load of at least 100kgs

applied from any point of the top rail. 4. The toeboard shall be at least 15cm (6in) in height. It shall not be not more than 6mm

clearance above the floor level. 5. For wood railings – top rails and post of at least 5cm x 10cm and immediate rails of at

least 5cm x 5cm or by 2cm x 10cm 6. For pipe railings – top rails and post of metal pipes of at least 30mm diameter. 7. For structural metal railings – top rails and post of angle iron of at least 38mm x 5mm

and intermediate railings of angle iron of at 32mm x 32mm x 3mm.

All working platforms, runways, and ramps from which workers are liable to fall a distance of

more than two meters (2m) or six feet (6ft), a strong guardrail shall be provided. Prior to and

during installation, it is essential that a safety harness and an independent lifeline, properly

secured to an adequate fixed anchor is used by each and every worker who may be exposed to

the risk of falling.

Note: Where a guardrail is temporarily removed, warning signs or warning tape should be used

to mark off the hazard area.

Warning barrier – is used to indicate to workers that they are approaching a hazardous work

area, where a potential for falling exists. The warning barrier is used where it is not reasonably

practicable to provide fixed barrier protection, or a guardrail has been temporarily removed from

an area.

The system may utilize a cable, rope, or a fence system that is set up at least 2m from the work

surface opening or edge. The effectiveness of this type of system is increased when high

visibility flagging or other means is used to mark the warning barrier.

Note: A warning system is not a substitute for guardrailing as it is usually of lesser strength and

offers no protection to the worker who must go near the edge of a work area. Workers who are

required to go beyond the warning barrier must use a travel restraint or fall arrest system.

Lifelines must not be tied to the warning system or barricade.

Handrail – on the open side of stairs, ramps and other similar means of access, proper handrail

must be provided. These serve as both a physical barrier and a means of support to a worker

moving up and down the access way. Handrails should be designed that same as guardrails.



Ladder cage – is a permanent structure attached to a ladder that provides a barrier between

the worker and the surrounding space. It serves as a support to a worker, if he needs to rest

against the barrier. The worker would be able to secure to the rung or side rail of the ladder at

any time during the climbing of the ladder. However, it does not provide complete fall protection

on its own. It should be used in conjunction with a full body harness and lanyard.

Surface Opening Protection

Surface openings in floors and other walking surfaces where workers have access must be

protected by guard railing or secured wood or metal covers. The covering must be capable of

supporting all loads to which it may be subjected. The covering must be also identified to

indicate that there is an opening below.

When plywood is used to cover openings, the minimum thickness shall be 19mm (0.75in) with

proper support for the plywood. if work must be undertaken near unprotected openings from

which a worker could fall 2m or more, access must be restricted to workers who are wearing full

body safety harnesses and lifelines secured to proper anchorage. as soon as the necessary

work is completed the opening should be protected by guardrails or adequate covering.

Remember: If a fixed barrier or surface cover is removed for any reason, proper travel restraint

or fall arrest systems must be provided for any worker who is exposed to the risk of falling.

Travel Restraint Systems – Safety belts, lifelines, lanyards & anchorage

A travel restraint system is intended to limit a worker's movement so the worker is unable to

reach a location where there is a risk of falling.

The restraint system is made up of a safety belt (or safety harness), lifeline and/or lanyard and

anchor. The safety belt is secured to a lifeline having a fixed length that is attached to a secure

anchor. The length of the lifeline is such that the worker can only proceed to within

approximately one meter (1m) of an opening or edge. Under no circumstances should a travel

restraint system be rigged so that a worker is in a position to fall.

Fall Arrest Systems

A fall arrest system differs from a travel restraint system in that it does NOT PREVENT a fall,

but only reduces the chance of injury when a fall takes place. A complete fall arrest system

consists of the following:

1. anchorage point 2. lifeline 3. fall arrestor 4. lanyard 5. shock absorber, and



6. full body safety harness Note: A fall arrest system must be rigged to limit the fall of a worker to a maximum of one meter

(1m).

Specifications for a Fall Arrest System

5. Anchorage point – This shall be located as high as the equipment permits it, as it is dangerous to work above the point of anchorage. Belt anchors shall be made of metal machined from bar stock, forged or heat-treated, capable of supporting a pull of 2730 kgs applied in any direction. If the anchor is exposed to the elements, it must be corrosion-resistant.

6. Lifeline – This is the part of the system that is attached to the anchor point and the user of the system. Lifelines must have sufficient strength to support a weight of 1,140 kgs without breaking. Lifelines must be properly secured to the anchorage point and be protected from abrasion or damage along their full length. Lifelines may run vertically or horizontally (installed between two or more anchors) depending on the application. Temporary lifelines are made of wire or synthetic rope. Permanent systems may be made of rigid steel or aluminum rails, wire ropes, or similar materials.

7. Fall arrestor (rope grab) – This is the device that automatically locks onto the lifeline when a fall occurs. It is fitted between the lifeline and lanyard and normally slides freely on the lifeline until there is a sudden downward motion. When this sudden motion occurs, the fall arrestor “grabs” the lifeline and holds firmly. Fall arresting mechanisms are also built into retractable lifeline devices, which play out and retract as necessary, but hold fast in the event of a fall (similar to a seat belt in an automobile).

8. Lanyard – A lanyard is an approved device located between the fall arrestor and the worker's safety harness. Lanyard must incorporate a shock absorber and be fitted with double action devices.

9. Shock absorber – This is a device that limits the force applied to the user when a fall occurs. It is designed to absorb the kinetic energy of the fall as the worker is stopped. The shock absorber prevents both injuries to the worker and the amount of force transferred to the lifeline and anchor. A shock absorber may be a separate device or built into the lanyard design.

10. Full body safety harness – This is a device designed to contain the torso and pelvic area of a worker and to support the worker during and after a fall. Body-type harnesses of the parachute type should be used. The harness should be connected to the lanyard or lifeline at the dorsal (back) portion. If a lifeline and rope-grab device is used on steeply sloping systems, the user needs to have the device located in front. This will allow safe manual operation of the mechanism.

Fall Containment Systems

1. Safety net – Where it is impractical to provide a fixed barrier or fall arrest system, an alternate solution is the provision of safety nets. Safety nets are used most often where it is difficult or impossible to arrange for guard railing or to provide a proper anchoring and lifeline system for fall arrest. The most common applications for safety nets are bridge work and structural steel erection.

2. Safety mesh – Safety mesh, which is securely fixed, provides fall protection for roof installers and offers long-term protection against falling for maintenance and repair works. Safety mesh should be used in conjunction with appropriate edge protection,



guardrails or fall arrest systems and devices. However, it should not be used for access to or egress from a work area or as working platform.

Note: When installing safety net or safety mesh, elevating work platforms, scaffolding or fall

arrest systems should be used.



Appendix F

Personal Protective Equipment (PPE)

Personal Protective Equipment (PPE) – is any physical material or equipment that is placed

between the employee and workplace hazards to reduce the injury potential of the hazard. PPE

should be selected and provided to employees who are assigned duties where hazards cannot

be sufficiently removed to prevent occupational injury or illness. Managers, supervisors, and

employees should be involved in the process of assessing the workplace for hazards that

cannot be sufficiently minimized or deleted. Hazard identification process should be ongoing.

Hazard Assessment and Equipment Selection

Health and Safety Committee/Supervisors identify the sources of hazards:

Impact

Penetration

Noise

Chemical

Heat

Dust

Electrical

Material handling NOTE: This is important to remember when conducting a safety inspection or survey.

TYPES OF PPE

Safety Glasses

Goggles

Face Shields

Helmets

Hoods

Sleeves

Shoes And Boots

Mats And Blankets

Respirators

Gloves

Coveralls

Many Others

WORK REQUIRING EYE & FACE PROTECTION

Working With Molten Metals

Working With Liquid Chemicals

Working With Hazardous Gases

Working With Flying Particles

Working With Injurious Radiant Energy

EYE & FACE PROTECTION – shall Conform to Minimum Requirements

For hazards which they are designed/intended

Be reasonably comfortable to use

Fit snugly, not interfere with movements of user

Durable, easily cleaned capable for being disinfected

Be kept clean and in good condition

Be of approved type



HEAD PROTECTION – Classification of Hard Hats Class A - Protection From Falling Objects

Class B - Against fall of a wearer from certain height

Class AB - Combination of category A and B

Class AE - Falling articles and electricity

Class ABE - Combination of AE and B

HAND PROTECTION – Gloves

There are no ANSI standards for gloves, however, selection must be based on the performance characteristics of the glove in relation to the tasks to be performed.

Tape tops or fold to keep liquids out and off skin.

Vinyl, rubber, or neoprene are adequate for most chemicals

May need synthetic gloves for petroleum based products

Leather or cotton are appropriate for most abrasive jobs

Never wear metal reinforced gloves around electrical work

Be sure gloves fit! Gloves too large or too small can lead to injuries

FOOT PROTECTION - Boots & Shoes

Steel Toed Safety Shoes And Boots

Puncture Proof Soles

Non-Conductive For Electrical Work

Rubber Or Synthetic Footwear Around Chemicals

Avoid leather around chemicals

Foot guards or ankle shields may be needed for some jobs

A static free shoe designed to drain off static electricity may be needed around computers

HEARING PROTECTION

This is a common Workplace Injury.

This injury increases gradual Over Time.

Damage Can Be Caused Without Pain

Incorrect Protection Or Protection Worn Incorrectly Can Be Equally Damaging

YOU NEED PROTECTION WHEN…

Workplace Sounds Are Irritating

You Must Raise your Voice To Be Heard From Two Feet Away

Ears Ringing After Leaving Work

Sound Levels Reach 85 Decibels Over An Eight-Hour Period

Short Bursts Of High-Pitched, Loud, or Continuous Sounds

PROTECTION TYPES - Earplugs & Earmuffs

RESPIRATORY PROTECTION

Respiratory Protection Is Generally Afforded By The Proper Selection And Use Of Respirators



Respiratory Protection Is Covered Extensively In A Specific Standard

SAFETY BELTS/ LIFE LINES

Work from unguarded surfaces six (6) meters (20 ft.) or more above water or ground

Safety belts shall be made of chromed tanned leather, linen or cotton webbing or other suitable materials at least 11.5 cm (41/2 in.) wide and 0.65 cm. (1/4 in.) thick and sufficient strength to support a weight of 114 kgs. (250 lbs) without breaking

Belts anchors shall be made of metal machined from bar stockforged or heat treated, capable of supporting a pull of 2730 kgs.(6,000 lbs.).

Life lines shall be made of good quality manila rope of at least 1.9 cm. (3/4 in.) diameter or equivalent material such as nylon rope of at least 1.27 cm. (1/2 in.) diameter and shall be of sufficient strength to support a weight of 1140 kgs. (2,500 lbs) with out breaking.

Topics that should be covered when conducting PPE Training

When To Wear PPE

What PPE Is To Be Worn

How To Don,Doff, And Adjust PPE

The Limitations Of PPE

The Care And Maintenance Of PPE

The Useful Life And Disposal Of PPE

RECORD KEEPING

Written records shall be kept of the names of persons trained.

Supervisors shall maintain training records for at least 3 yrs.

H&S Committee shall maintain HAC form for each site evaluation for at least 3 yrs.



Appendix G

Safety Inspection

Definition: The safety inspection is a monitoring function conducted in an Organization to locate

and report existing and potential hazards having found in the workplace. Primary Purpose:

To detect potential hazards so they can be corrected before an accident occurs.

To improve operations and thus increase efficiency, effectiveness, and profitability.

Other Purposes:

It represents management’s commitment to safety.

It improves public and employee relations.

It is valuable in pointing out areas, operations, methods which require emphasis. in supervisor or employee training.

It encourages safety consciousness among employees and management. Planning For Inspection

A Safety and health inspection program requires: - sound knowledge of the plant - knowledge of relevant standards regulations, and codes - systematic inspection steps - a method of reporting, evaluating, and using the data Before Instituting an inspection program, these five question should be

answered: - What items need to inspected? - What aspects of each item need to be examined? - What conditions need to be inspected? - How often must items be inspected? - Who will conduct the inspection? The Hazard Control Inspection Inventory

- Management should divide the entire facility-yards, buildings, equipment, machinery, vehicles into areas of responsibility. Items to be inspected Environmental factors Hazardous supplies and materials Production and related equipment Power source equipment Electrical equipment Hand tools Personal protective equipment

Elevators and materials lift Working surfaces, platforms, etc Containers, storage, facilities, etc Material handling equipment Transportation equipment Warning and signal devices Personal service & First-Aid



Structural openings and other buildings structures

Walkways and roadways Fire protection and control facilities

What Aspect of Each Item Need to Be Examined? When examining an item, the Safety Inspector needs to look closely at the parts are subject to stress, wear, impact, vibration, heat corrosion, chemical reaction, and misuse. These parts are most likely to become a serious hazard to health and safety. The following are parts of a tool that need to be examined:

Safety devices

Guards

Controls

Work or wear point component

Electrical and mechanical components

Fire Hazards

Point of operation, moving parts and accessories of machine (flywheel, gears, pulleys, key ways, belts, coupling, chains, control lightning brakes, exhausts systems.

Inspection Principles

The unsafe conditions for each part to be inspected should be described specifically and clearly. It can be indicated by such words as jagged, exposed, broken, frayed, leaking, rusted, corroded, missing, vibrating, loose, or slipping.

A checklist serves as reminders of what to look for and as records of what has been covered.

A checklist should have columns to indicate either compliance or action date, specific violation, a way to correct it and a recommendation, and space for the inspector’s signature and inspection date.

Frequency of Inspection - Four factors to consider:

1. What is the lost severity potential of the problem 2. What is the potential for injury to employees? 3. How quickly can the item or part become unsafe? 4. What is the past history of failures?

Persons Conducting Safety Inspection

Supervisor

Safety Committee

Safety Engineer

Specialist or expert in operation affected

Representative from management

Government Safety Representative

Insurance company safety engineers Inspection Steps

1. Preparation 2. Inspect 3. Develop Remedial Actions



4. Take follow-up Actions 5. Prepare Inspection Report

Inspection Tips

Use floor plan and checklist

Accent the positive 1. Look for off-the-floor and out-of-the way items 2. Take necessary temporary actions 3. Describe and locate each item clearly 4. Classify the hazards 5. Report items that seem unnecessary 6. Determine the basic causes of substandard actions and conditions 7. Make Notes 8. Don’t Disturb 9. Be Constructive 10. Inspect all areas 11. Seek out the reasons 12. Advise the supervisors 13. Prepare recommendations How to Use Your Senses:

Do you see anything that just doesn’t look right from a safety point of view?

Do you hear any unusual vibrations or noises?

Do you smell any new or unusual odors?

Have you touched anything with an unusual or different feel?



Appendix H

Emergency Plans

FIRE

BROAD OBJECTIVES

Each Department and Office must ensure that all employees are prepared to respond

appropriately to a fire situation in the workplace. Supervisors must inform the

Emergency Team Member (ETM) for a worksite of any employees new to the business

unit. The ETM must meet with new employees and review the emergency plan. All

employees should know the nearest evacuation route and an alternate route, and the

location of their point of assembly. It is helpful for employees to know how many doors

they are away from the exits in case they are forced to crawl or crouch along walls in

smoke filled corridors.

FIRE SAFETY AND EVACUATION PLAN

All work sites will have a fire safety and evacuation plan, and all employees will be

made aware of the safety features and evacuation routes. Modern office buildings

contain a variety of built-in safety features, as well as enclosed stairways, which prevent

the spread of fires. The fire doors protecting these stairways must be kept closed at all

times. Automatic closing doors must be kept clear of obstacles.

FIRE PLAN CHECKLIST

The local fire response plan should contain at least the following components:

List of Emergency Team Members (ETM)

Method of alarm and notification of a fire

Evacuation procedures

Exit routes and assembly areas

Policy and instructions on fire extinguishers, use and maintenance

Training plans and recording directions for entry in CHIPS

Schedule drills, at least once a year, and record of drills completed

Inventory of any hazardous materials on site and their storage location(s)

Copy of notice to fire department with the hazardous materials inventory, layout of

worksite, identification of unique hazards, etc.

IF FIRE IS DISCOVERED

Immediately activate the alarm, warn co-workers, and notify switchboard if possible.

Call the Fire Department



Notify the Emergency Team Member

Only fight a small fire with a fire extinguisher if you are with someone, and only if it is not

between you and your escape route; always activate the alarm FIRST

Leave the building calmly but briskly via the nearest exit route

If caught in smoke, drop to your hands and knees and crawl; try to hold your breath as

much as possible and breathe through clothing to filter the smoke

If forced to advance through flames, cover your head, keep your eyes closed, hold your

breath and move quickly through the flames

If trapped in a room, place cloth materials under the door to prevent smoke from

entering. Retreat, closing as many doors as you can between you and the fire. Signal

from a window but avoid breaking the glass unless absolutely necessary as this may

bring smoke from outside into your room

Do not use elevators

Once outside the building, move to your assembly area

Stay with your EMT and do not re-enter the building until permission has been given by

the EMT or management.



EARTHQUAKE

All work sites should be reviewed to identify whether earthquakes are a potential

hazard. If so, site inspections must be conducted and an earthquake response plan

prepared and communicated to all employees.

HAZARD INSPECTIONS

If the Joint Health and Safety Committee or Worker Health and Safety Representative

and Emergency Wardens have identified earthquakes as a potential hazard, site

inspections must consider hazards created by falling objects during an earthquake.

Standard hazards:

Heavy loose objects (e.g. clocks, projection screens, books, flower pots, pictures,

boxes, tools ) should be secured or stored on shelves or hanging above the floor where

they cannot fall more than one meter

Printers, fax machines, or other desktop equipment should have anti-skid pads placed

underneath to prevent them from falling off desks

Hazardous materials (WHMIS) should be stored in an approved cabinet or designated

storage rooms

All non-tempered glass, especially at or near exit routes or major paths from one area of

the building to another should have plastic film applied and evacuation routes should

avoid glassed areas.

EARTHQUAKE PLAN CHECKLIST

Worksite earthquake response plans should include:

Information regarding the signs of an earthquake

Directions to take immediate cover, and appropriate covering locations in the worksite

Details on how an all-clear will be decided and communicated, and appropriate

evacuation routes

Procedures for earthquake drills at an appropriate frequency determined by the Joint

Health and Safety Committee or equivalent representative. Records of all drills shall be

kept.

EARTHQUAKE RESPONSE GUIDELINES

In the event of an earthquake, Emergency Wardens will yell "Earthquake! Duck, Cover

and Hold!"



Take cover under the nearest piece of furniture such as a desk or table, or against an

inside wall.

Hold your arms over your head and roll your body into a ball as much as possible.

When the shaking has stopped, remain covered and holding for 60 seconds.

When aftershocks occur, stop all activities, and return to your safe holding location and

repeat above procedures.

Move to the nearest safe assembly area when directed by the Emergency Warden.

Bring your personal emergency kit, jacket, purse, etc.

Follow the instruction of the Emergency Wardens.

If Indoors

Stay inside.

Move away from windows, shelves, and heavy objects and furniture that may fall.

Face away from windows and glass walls to avoid flying glass.

Take cover under a table or desk, in a corner, or in a strong doorway but be aware that

the door may slam shut during an earthquake.

Stay clear of brick or stone walls.

Count aloud to 60; earthquakes rarely last longer than 60 seconds and counting may be

calming

If in Elevator

Wait for assistance.

You are better protected than most people as the elevator will not fall down the shaft,

nothing heavy can fall on you.

If the power fails, the elevators will stop, and the lights will remain off until emergency

power is restored.

If Outdoors

Move to an open space, away from buildings, trees and overhead power lines.

Lie down or crouch to the ground (legs will not be steady)

Keep looking around to be aware of dangers that may demand movement.

Wait at least 10 minutes for the aftershock and then proceed with caution.

If in Vehicle

Stop the vehicle away from power lines, bridges, overpasses and buildings

Stay in your vehicle

Crouch into a ball on the seat and cover your head

Do not exit the vehicle until after the earthquake is over and you have checked that no

power lines have fallen onto the vehicle



If power lines have fallen onto your vehicle, try to drive the vehicle clear of the lines (at

least 30m) and remain in the vehicle until utility crews have removed the lines



BOMB THREAT AND INCIDENT

PURPOSE

The purpose of a planned response to a “Bomb Threat” is to minimize the potential risk

to personnel and assess potential property damage. It is also to help facility personnel

to not to over-react to a bomb threat.

BOMB THREATS

Threats may be received in person or by phone. All bomb threats are to be taken

seriously and followed up. Bombs could be disguised in packages delivered or found, or

through explosions in or around the work area. Counter and mailroom employees need

to be cognizant of the potential for mail bombs and should follow procedures when

receiving unusual packages.

General Bomb Threat Procedures

When a bomb threat is received by telephone, the person receiving the call should:

Listen carefully.

Be calm and courteous.

Do not interrupt the caller.

Obtain and record as much information as possible (using attached Form 5.1.)

Attempt to keep the caller talking as long as possible.

Notify another person on site if you can, preferably while caller is on line.

Notify the security office.

ONCE POLICE ARRIVE ON SCENE

The Security Office will ensure that the police are directed to the person who received

the call or package.

The Security Office will coordinate a search of the facility under police direction.

Note: No evacuation is carried out at this stage unless ordered by the police.

IF A SUSPICIOUS PACKAGE IS FOUND

Do not touch or move package.

Mark package location and advise police of its whereabouts.

Evacuate immediate area of package.



Police to determine what to do with package and provide instructions.

If police order the evacuation of the facility, the security office communicates the

evacuation order and the roving guards direct the occupants to evacuate in accordance

with the evacuation plan.

When the ALL CLEAR is provided by the police, the Security Office will inform the

roving guards to relay this information to facility occupants.

IF A SUSPICIOUS PACKAGE IS NOT FOUND

Police will determine whether or not it is safe to have staff remain in the facility and

advise the Security Office accordingly.

When the ALL CLEAR is provided by the police, the Security Office will inform (a) the

guards to relay this information to facility occupants, and (b) the senior management.

The Security Office coordinates a debriefing meeting and the preparation of a post-

incident evaluation report (including lessons learned and actions to improve the

response plans.)

Note: All threats including bomb threats, genuine or otherwise, must be

documented and reported to the police and security for follow up.

BOMB THREAT EVACUATION

Managers must be immediately notified of any bomb threats. They will work with local

Emergency Services to determine if employees should be evacuated.

Upon notification to evacuate the building, Emergency Team Members will instruct all

staff, visitors and members of the public to evacuate the building by the designated

evacuation route, and assist others if needed.

Employee must not re-enter the building until directed to do so by the Emergency

Warden.



BOMB THREAT / ANONYMOUS TELEPHONE CALL RECORD

Date Listen and remain calm

Time Do not interrupt caller

Caller’s Sex

Male Female Attempt to keep caller talking Record as much information as you can while call is in progress

Approximate Age Signal someone to call the Security Office

Accent

Threat (Exact Wording)

Questions: What time will the bomb

explode?

Where is it located?

What does it look like?

Why did you plant the bomb?

Where are you calling from?

What is your name?

Did caller reveal any identifying particulars? (i.e. nickname, familiarity with staff, etc.)

Did caller appear familiar with ______________(Facility/Area Name) Management property by description of bomb location?

Yes No

VOICE: SPEECH: LANGUAGE: MANNER: BACKGROUND:

Loud Fast Excellent Calm Office Machines

Soft Slow Good Angry Factory Machines

High Pitched Distinct Fair Rational Street Traffic

Deep Distorted Poor Irrational Airplanes

Raspy Stutter Foul Coherent Trains

Pleasant Nasal Use of certain Incoherent Animals

Intoxicated Slurred words/phrases Deliberate Bedlam

Emotional Party Atmosphere

Righteous Music

Laughing Voices

Mixed

Quiet

REMARKS:

Name of Recorder: Date:



POWER OUTAGE

DURING A POWER OUTAGE

All employees should shut off computers, office equipment and tools. This will prevent

injuries and damage from unexpected equipment start-ups, power surges to the

equipment and possible fires. Leave on light switches. This will signal the return of

power.

DURING AN ELEVATOR FAILURE:

DO NOT attempt to pry open the elevator doors or crawl upward through the

elevator roof.

Use the emergency button or phone provided to inform co-workers of the situation.

Coworkers should immediately contact the Facilities Manager, who will initiate response

actions.

First attempt to contact the building landlord, who should deploy an elevator

Maintenance Company. If unable to contact the landlord, contact the fire department

and advise of the situation and the location of the elevator.

Keep the people trapped inside the elevator informed.

STAFF EVACUATION PROCEDURES

When evacuation alarm sounds or you are directed to evacuate the facility:

Remain calm.

Shut down all hazardous operations.

Follow instructions.

Assist disabled persons.

Leave the area in an orderly fashion. Close doors, but do not lock.

Follow established evacuation routes.

Move away from the structure. Go directly to the assembly area (map provided with

plan). Report to the Evacuation Coordinator for a "head count".

Do not block the street or driveway.

Stay at the assembly area until instructed otherwise.

Assembly Area Locations shall be determined by Management.



TYPHOONS AND SEVERE STORMS

GENERAL PROCEDURES

(These first procedures apply to thunderstorms, tornados, typhoons, etc.)

In the event of a severe storm watch within the surrounding area:

Listen to the local radio/TV for instructions.

Plan ahead before the storm arrives.

Tie down loose items located outside or move them indoors.

Open windows slightly, time permitting, on the side away from the direction of the

storm's approach.

Check battery-powered equipment and back-up power sources.

Fill vehicles with gas.

In the event of a severe storm warning within the surrounding area:

Disconnect electrical equipment and appliances not required for emergency use.

Do not use telephone except for an emergency or absolutely essential business.

Store drinking water in clean containers (e.g., jugs, bottles, sinks).

Avoid structures with wide span roofs (e.g., gymnasium).

Otherwise, take cover.

Typhoon Warning

Board up windows or protect them with storm shutters or tape. Some should be left

slightly open to equalize the pressure.

Leave low-lying areas that may be swept by high tides or storm waves.

Stay in the building if it is sturdy and on high ground. If not - and especially if local

authorities order an evacuation - move to a designated shelter.

Remain indoors. Don't be fooled by the calmness of the "eye." Remember, the winds on

the other side of the "eye" will come from the opposite direction.

Hurricane Evacuation:

- Follow the instructions of local authorities

- If transportation is provided by local authorities, use it

- If you must walk or drive to another location:

- Leave early enough so as not to be marooned,

- If driving, ensure there is sufficient gas,

- Use recommended routes rather than trying to find shortcuts, and

-Go to a designated location - don't go anywhere else.



If at home --

- Listen to the local radio/TV for weather advisories.

- Plan ahead before the storm arrives; prepare for possible isolation for a couple of

days. Ensure you have on hand or the proper working condition of:

- Blankets, some kind of emergency heating equipment and adequate supply of fuel

- Food and water, emergency cooking equipment. (It's better to have some foods that

do not require cooking or other preparation);

- Battery-powered radio and extra batteries, flashlights/lanterns and extra batteries/fuel;

and

- Simple tools for fire fighting.

- Move indoors any items located outside which might be damaged by the storm.

- Fill vehicle gas tanks.

- Travel only if absolutely necessary and follow precautions shown above.

UTILITY FAILURE

In the event of a power outage in your area:

Remain calm.

Remain where you are and open all available blind/shades/curtains to receive more

outside light.

If you are in an unlighted area, go cautiously to an area that has emergency lights.

If telephones are working, call and report the outage.

Wait for further instructions from the authorities.

If directed to evacuate, assist disabled persons and go to the Assembly Area.

If you are in an elevator, stay calm. Use the intercom or emergency button to alert

Security or other persons.

In the event of a water line/sewer failure:

Remain calm.

Notify utility immediately. Advise them of the severity and location of the problem.

Indicate if any objects are in imminent danger.

If during work hours, notify your supervisor of the situation.

Use extreme caution if any electrical appliances/outlets are near the water. Inform

Security of the electrical hazard.

If the source of the water is known and you are confident you can stop it safely, (i.e.,

unclog the drain, turn off water), do so cautiously.

Assist with protecting objects.

If directed to evacuate, assist disabled persons and go to the Assembly Area. Wait for

further instructions.



FLOOD

In case of a flood watch in the area:

Listen to local radio/TV.

Prepare to take immediate precautionary actions.

If driving, watch for flooding at highway dips, bridges, and low areas due to rain not

seen by you, but which may be indicated by thunder and lightning.

In case of a flood warning in the area:

Listen to local radio/TV.

Prepare to evacuate upon direction. (Note: If a flash flood warning is issued, get out of

the area immediately.)

Assist disabled persons and follow instructions of emergency preparedness personnel.

Check any battery-powered equipment & back-up power sources.

Store drinking water in clean receptacles (e.g., sinks, jugs).

Inventory and move to the upper floors emergency supplies such as food, first aid items,

blankets.. .

Secure all loose objects located outside.

Assist with protecting objects.

9. Board up windows.

Disconnect utilities which are not absolutely essential.

Fill vehicle gas tank(s).

If driving, know the depth of the water in a dip or low area before crossing.

If vehicle stalls, abandon it immediately and seek higher ground.

Do not try to cross a stream on foot if water is above your knees.

Do not re-enter the affected area until directed by emergency preparedness personnel.

Do not spread rumors.



HAZARDOUS MATERIAL ACCIDENT

In case of a hazardous material accident at the facility:

1. Evacuate the immediate area. 2. Initiate appropriate first aid and/ or other personnel protection measures, as

required. 3. Notify Authorities as soon as possible. 4. Do not re-enter the affected area until directed by the emergency preparedness

personnel. 5. If trained and properly protected, assist with the clean-up operations, as directed. 6. Do not spread rumors.

In case of a hazardous materials accident in the local community:

1. Listen to the local radio/TV. 2. Follow instructions of the emergency preparedness personnel. 3. Evacuate when directed. Follow the designated route to the Assembly Area. 4. Do not re-enter the affected area until directed by emergency preparedness

personnel. 5. Do not spread rumors.



CIVIL DISORDER AND DEMONSTRATIONS

In case of a demonstration or other form of civil disorder within the area:

1. Notify authorities immediately of any information received, factual or rumored, of a demonstration or other form of civil disorder which is planned or in progress in the vicinity of the facility.

2. Follow the instructions of building Security and the emergency preparedness personnel.

3. Assist with protecting objects. 4. If an explosion occurs, take cover immediately and anticipate there may be

others. 5. Notify Authorities of any potential/actual hazards (e.g., fire, bomb threat) incurred

during a threatening situation. 6. Stay indoors and away from windows unless directed to evacuate by the

emergency preparedness personnel. 7. Evacuate when directed and follow the evacuation procedures included at the

beginning of this handbook. 8. If released from work early, follow instructions of the emergency preparedness

personnel and the local authorities. 9. Do not remain in the vicinity of the disturbance to sightsee. 10. Do not spread rumors.



TERRORISM

Should an act of terrorism occur within the surrounding area:

Fellow the instruction of the Security and emergency preparedness personnel.

If an explosion occurs, take cover immediately and anticipate there may be other

explosions.

Notify Authorities of any known hazards (e.g., fire, bomb threat).

Stay indoors and away from windows unless directed to evacuate.

Evacuate when directed and follow procedures included at the beginning of this booklet

and any instructions of the Evacuation Coordinators.

If released from work early, follow the instructions of the emergency preparedness

personnel.

Do not remain in the vicinity to sightsee.


EXPLOSION

In case of an explosion in your area:

Remain calm.

Take cover under a table or desk.

Be prepared for possible further explosions.

Stay away from windows, mirrors, overhead fixtures, filing cabinets, bookcases, etc.

Follow the instructions of the security guards and emergency preparedness personnel.

Evacuate calmly, when directed, to the Assembly Area. Assist disabled persons.

Do not move seriously injured persons, unless they are in immediate danger (fire,

building collapse, etc.)

Open doors carefully. Watch for falling objects.

Do not use elevators.

Avoid using the telephone, except in a life threatening situation.

Do not use matches or lighters.

Do not re-enter the affected area until directed by emergency preparedness personnel.




MAJOR TRANSPORTATION ACCIDENT

Major transportation accidents are those involving any of the various modes of transportation (e.g., highways, waterways, railways, and airways). Such accidents could occur at any time and any place, and often involve multiple injuries and/or deaths. Many facilities are not prepared (and are not expected to be prepared) to cope with the type of problems created by a major transportation accident. Should such a disaster occur, initiate life-saving and property protection actions until assistance can be provided from the community. For example, security personnel are trained to extinguish small fires and to ensure the safe evacuation of the public. The medical staff and/or persons trained in first aid can attend injured persons. Also, during regular work hours, the staff can implement appropriate measures to protect the collections and other physical assets. Should a major transportation accident occur, many decisions regarding the appropriate emergency actions to take will have to be made "on-the-spot" based on the situation. For instance, are hazardous materials involved and/or are there casualties? Is there a need to evacuate? Is there damage to the facility itself and/or are the utilities functioning? For the appropriate protective actions to take for a specific hazard (i.e., fire, hazardous materials, explosions, utility failure, etc.) refer to the respective section in this booklet.

cssp manual v2014!3!1

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