Big companies and wealthy individuals normally don’t discuss the threats they receive, preferring to keep their security concerns private.

Aircraft owners are allowed to block flight information from public view. But hundreds of companies and prominent citizens have sent just such information to the federal government, some detailing their biggest security worries. The reported dangers range from chilling to seemingly trivial: al Qaeda terrorists; animal-rights extremists; deranged stalkers; depressed gamblers; gas-price malcontents and aggressive autograph-seekers.

The threat information was contained in letters sent in 2011 to the Federal Aviation Administration but not made public until now. The letter writers were stirred to action by a since shelved FAA plan to allow the public to have greater real time access to the flight paths of private aircrafts.

Because private aircrafts use the FAA’s air traffic control system, the agency said at the time, there had to be a strong reason why these federal records shouldn’t be publicly available on commercial flight tracking websites.

Plane owners still could block their flight plans from live tracking, the agency said, but only if they wrote the FAA a letter certifying they had a “valid security concern,” such as a “verifiable threat…of death, kidnapping or serious bodily harm.”

Major defense contractors, perhaps not surprisingly, were among those who wrote letters. Among the most alarming notes was one from Lockheed Martin Corp., LMT -0.03% which cited federal district court testimony by a confessed Islamic terrorist about a plot to assassinate its chief executive “in a retaliatory act meant to dissuade Lockheed Martin from producing drone weaponry” for the U.S. military.

Asked to comment, the company wouldn’t discuss specific threats, but said employee safety is “our No. 1 concern.”

By the initial August 2011 deadline, the FAA received nearly 500 security related concern letters. The Wall Street Journal obtained redacted copies of nearly all of those via a Freedom of Information Act request that was fulfilled after 18 months.

After a public outcry, Congress in late 2011 forced the FAA to reverse course and allow aircraft owners to block their flight information for any reason.

Today, more than 5,100 U.S. registered aircrafts have their flight information blocked from public view, according to an April 2013 list sent to commercial flight data vendors. That number at one point had dropped to fewer than 700 before Congress forced the policy reversal.

In a statement, the FAA said it asked for “limited information” from those seeking to block their flight data for security reasons, and granted all such requests if they contained the required information.

A number of oil companies wrote to express security concerns. Chevron Corp. CVX +0.45% told the FAA it had been named as a target by extremist groups.

Smaller oil companies feared dangers closer to home. Among those cited by Marathon Petroleum Corp. MPC -0.09% were threats stemming from “anger about the price of gasoline.” Oxbow Group, an energy company run by billionaire William Koch, noted a “volatile” debate about global climate change and worries about “aggressive actions by individuals and special-interest groups deeply opposed to the continued use of carbon-based fuels.”

Chevron and Marathon had no additional comment. An Oxbow spokesman said the 2011 request was “prudent” given the subsequent attack early this year on an Algerian gas facility and threats the company has received from “domestic terrorist groups,” which he didn’t specify.

Penn National Gaming Inc., PENN -0.78% a regional casino operator, had revenue of nearly $3 billion last year, most of it money lost by gamblers. In its letter to the FAA, it seemed concerned that some of these people might be angry. Citing potential danger from “pathological,” often-depressed gamblers, the company said it tried to identify and help such people, but “we are not always successful.” It fretted that those losing big sums might blame the casino or casino personnel and exact “high-profile retribution.” Penn National had no additional comment.

The Cleveland Browns football team sent a five page submission, written by a former director of the U.S. Secret Service, that began with a history of security concerns related to the late Al Lerner, a businessman who bought the revived Cleveland franchise in 1998 and who, according to the letter, held “top secret” security clearance during the George W. Bush administration.

Mr. Lerner died almost nine years before the letter was written.

His son, Randy Lerner, who owned the team until last year and still owns Britain’s Aston Villa soccer club, also had been subjected to stalking and threats, according to the letter, which blamed fans who were “fanatics” or “disgruntled.”

Other major companies sent what amounted to form letters, certifying they qualified for the security exception, without providing threat details. This group included Emerson Electric Co., EMR -0.02% BNY Mellon and a subsidiary of News Corp NWSA -0.32% ., which publishes The Wall Street Journal. None of the companies commented.

A cloak-and-dagger air permeates a partly redacted letter from a New Jersey man, who sought to block the flight plans of his small piston engine Beechcraft. The man wrote that, as part of his work, he did something for “agencies of the U.S. government that cannot be identified here.” Whatever he does for the agencies also can’t be identified: The FAA blacked it out.

The man also said this sensitive work required him to take security precautions while traveling, such as “avoiding open exposure, dressing conservatively, etc.” to avoid being kidnapped “by those who might attempt to force information from me.”

Reached at his employer, the New Jersey man said: “This is something I’m not willing to talk about,” and then hung up the phone.

The power of Marketing and Public Relations can either be a powerful tool for a business or an underutilized vehicle that accentuates lost opportunities. The return on investment can be tremendous if a company effectively takes advantage of current situations. Conversely, the damage and negative impact on a business can be just as great if handled improperly.

David Meerman Scott authored a very interesting book called Real-Time Marketing and PR that illustrates the point I have outlined above.  Below you will find some examples of how effective use of Marketing and PR can both help and hurt and organization.

In 2008, a Canadian musician named Dave Carroll was seated on a United Airlines flight that had just landed in Chicago. As he looked out the window of the plane, he noticed that the baggage handlers were emptying the cargo hold by throwing the luggage, including his bass guitar, onto a cart. When Carroll opened his hard-shell case, he discovered his $3,500 guitar had been smashed. He spent months phoning and emailing United in pursuit of $1,200 to cover the cost of the repairs. At each step, United staff refused to accept responsibility and shuffled him off from telephone reps in India, to the central baggage office in New York, to the Chicago baggage office. Finally, after nine futile months, he was told he would not receive any form of compensation from United. So Carroll responded by posting a new song called “United Breaks Guitars” on YouTube on July 6, 2009.  Within just four days, the video reached 1 million views…and then another million…and another. Momentum built up to 100 bloggers a day alerting their readers to the video. “United Breaks Guitars” soon became a real-time phenomenon that propelled Carroll into the spotlight. It continued to grow because he spoke with the media in real time, conducting dozens of interviews with print outlets like The Wall Street Journal and USA Today, and broadcasters like CBS, CNN, and FOX. With each media appearance, the number of YouTube views spiked even higher.

By any measure, this was a PR and marketing catastrophe for United Airlines. As millions of potential customers saw a video that cast its brand in the worst possible light, negating the value of tens of millions of dollars in media advertising, United Airlines chose to make no response.

But at the same time, “United Breaks Guitars” provided an opportunity for other businesses that responded in real time. The maker of Carroll’s instrument, Taylor Guitars, seized the real-time opportunity to build goodwill among customers. Within days of the initial YouTube post, Bob Taylor, the company’s president, had his own video up on YouTube, advising traveling musicians how to pack equipment and use airline rules to their advantage. That’s real time marketing engagement at its best.

Your business is no longer guided by the mass media your ad budget can buy. Instead, it’s driven by your customers, talking among themselves. In a world where speed and agility are now essential to success, most organizations still operate slowly and deliberately, cementing each step months in advance, responding to new developments with careful but time consuming processes. This time lag can leave your business fatally exposed. But it doesn’t have to! There are clear paths to follow in adapting your course and your culture to the new environment. In the emerging real time business environment, size is no longer a decisive advantage. Speed and agility win.

Four tips to ensure business continuity

Especially in light of the devastating natural disasters, corporate scandals, labor strikes and industrial accidents that plagued the United States this past year, more and more businesses are realizing that not every eventuality can be anticipated. They’re also realizing that now – more than ever – it’s not what happens to adversely affect operations, it’s how you deal with it.

As was demonstrated by the effects of the natural and man-made disasters that all but shut down parts of the United States, it’s one thing to have a contingency plan in place. It’s quite another to make that plan viable or to act on it appropriately. Businesses and corporations all across the country are realizing the value of contracting with a company whose business it is to help their clients stay in business during trying times. To cope with any corporate turmoil, look for a consulting firm with a proven track record of assisting a variety of companies through the rough spots. Look for a company that has vast resources from which to draw, including a personnel force that includes security officers, negotiations specialists and skilled replacement workers

Whether you’re faced with impending labor negotiations, reeling from the effects of an industrial accident, dealing with a plant closing or trying to keep operations up and running after some sort of environmental crisis, there are ways to ensure service is only minimally interrupted, or – in many cases – it’s not interrupted at all.

To ensure business continuity:

•  Have the Wisdom to Plan

Companies can’t afford to be caught unprepared for a business setback. With the right plan at the right time, you can minimize your risk. A good contingency plan will include allowances for the necessary specialized security personnel, catering/housing/logistical support as needed, supplemental labor/replacement workers and solid clean-up strategies. Create a contingency planning committee to oversee this effort. Then have an expert review the plan to ensure proper goals have been established, workable timelines have been set up and the logistics are accurate. The result should be a comprehensive plan, ready to be implemented at a moment’s notice.

•  Develop Security Measures

Regardless of the reason your business is in potential turmoil, you’re going to need security. The personnel you bring on board should have a background in law enforcement, criminal investigation, military operations or specialized security. Before security forces are dispatched, you should thoroughly review your company’s facilities, operations and existing security practices. In this manner, strengths are identified and vulnerabilities are located. The security team you contract with should be well versed in National Labor Relations Board (NLRB) regulations and should comply with all state requirements, including knowing when and how to use video for documentation and incident reports. The security plan should also include some sort of executive and family protection for high-ranking members of your company’s management team, and employees should know their role in ensuring corporate or plant security.

•  Map Out the Logistics

For business continuity, you may need to provide for people’s personal needs. Depending on the nature of the threatened business interruption, your company may need to house and feed security personnel, skilled replacement workers or even your own employees. In this case, you should hire a company that can offer food, bedding, showers, laundry and even entertainment. Morale is the key to effective work. Make sure the amenities you offer are high quality, with nutritious and appetizing meals, clean and comfortable sleeping and shower arrangements and laundry facilities. Recreational and video equipment is a plus. When it comes to the replacement workers themselves, act wisely. Hiring temporary replacement workers is a difficult and delicate decision, but it is sometimes a matter of economic survival. Plan ahead and identify the working resources you’ll need. Then work with a company that can provide personnel who have the skills you require. The company should supervise those employees on your behalf and tend to any payroll concerns so your company’s managers can concentrate on returning to business as usual.

•  Keep Everyone in the Loop

In uncertain times, it’s extremely important to communicate. You need to let your employees, clientele, business investors and internal management team know how you are handling things at this very moment and how you will continue to address any difficulties or problems encountered. Nobody likes being left in the dark; it can make them nervous and cause them to second guess your intentions and your authority. Be up front, open and honest. All sorts of people will want to know what’s going on. Let them know. Knowledge is power. Sometimes a good plan is all you need. A few years ago, when Cleveland Cliffs, Inc., the largest producer of iron ore pellets in North America, was faced with the threat of a labor strike, the contingency plan established was so strong that the company would have been able to continue operations virtually as normal if employees decided to strike. As a result, the union concluded that striking would not have the desired negative effect. Employees instead continued working through the negotiations process.

In 2012, two states, Michigan and Indiana, were added to the list of Right to Work States – meaning these states adopted right to work laws.  Many do not understand exactly what right to work laws mean.  Below you will find the misconceptions of right to work laws as described by a labor attorney with Barnes & Thornburg:

In the face of these misconceptions, here are 10 facts about right to work laws:

1. Right to work laws do not ban collective bargaining
2. Right to work laws do not prohibit employees from joining unions
3. Right to work laws do not invalidate existing collective bargaining agreements
4. Right to work laws do not make it more difficult for unions to organize non-union workers
5. Right to work laws do not outlaw strikes
6. Right to work laws do not allow employers to discriminate against employees because of their union activity
7. Right to work laws do not allow employers to fire strikers
8. Right to work laws do not allow employers to ignore lawfully selected employee unions
9. Right to work laws do not allow employers to cut employee pay
10. Right to work laws do not take away any rights from the employees as opposed to unions

What right to work laws do is simply take away the ability of a union to force an employer to fire an employee if the employee does not want to pay the union the costs of union dues and/or initiation fees. In non-right to work states, federal labor law permits an exception to the discrimination provisions in the statute and permit unions to require that employers fire employees who do not pay money to the union.

Big unions hate these laws because it hurts them economically. They cannot impose upon employees—frequently without any choice on the employees’ part—the obligation to pay the union money for the privilege of keeping their jobs. Unions hate these laws, not because it impacts the rights of the employees, but because it hits the unions and their officials in their piggy banks. The fewer union-due payers, the less money there is for the unions to pay their officers and employees. In addition, when workers choose not to join a union, they remain free of any threat of union discipline (expulsion or fines) if they choose not to follow the union’s rules. This means the union officials have less power over the workers whose interests they are supposed to represent.

The months of campaigning and negative advertisements are now over and the American people have chosen to continue down the same path as the last four years.  No changes in the makeup of Washington, DC and the leaders that guide this great nation.  One question that must come to mind is how the business community will navigate the years to come.  With the political structure of Congress and the White House unchanged, business leaders face very tough decisions and the majority of the working class Americans will not escape unscathed.  The administration’s health care plan will undoubtedly place additional costs on to businesses and I fear the jobless rate will remain unchanged or worsen.  Many companies will need to re-evaluate their workforce and alter the status of many employees from full-time to part-time to survive the additional healthcare costs.  This may in fact bolster an entire industry in the temporary workforce category.  Those employees may end up having their hours reduced to part-time or find themselves on another company’s payroll – most likely with benefits.  This new breed of contingent workforce could change the entire landscape and structure of organizations.

In addition, the newly elected second term President has outwardly pronounced his support of unions and pledged to deliver on those union contributions to his campaign, as mentioned in this recent article below…

http://www.politico.com/news/stories/1112/83986.html

This is all well and good, however with the additional operating expenses companies will face – less will be available for the hourly personnel and those rights that the unions will be championing.   Whether you are pro-business or pro-union makes no difference – the fact is that many tough decisions lie ahead over the next for years – for both companies and unions.

First, let me start off with clarifying that this is not a political statement nor am I endorsing a particular candidate.  This is simply my interpretation of the current political climate.  As the presidential election grows closer, and my phone rings incessantly with politically charged calls, I realize that many have lost sight of the election process.  This is an extremely critical time in the United States. Anytime there is a potential change in leadership, this country faces a cross roads and must choose the appropriate path.  However, too many times this process is driven by outside organizations’ agendas and not the overall health Americans.  During this time it seems that political positioning outweighs the growth and strengthening of our country.  With this uncertainty and potential change in administration, businesses are paralyzed in building their organizations, planning for business growth and sustainability. Just take a look at the recent articles regarding PACS, Super PACS and the money being funneled into a candidate’s campaign – specifically organized labor and union contributions.  From an outsider’s perspective, if the dollars being spent for political gain were concentrated to enabling the voice of its’ bargaining unit members – that would be of better service to those members.   This is evident in the links to the articles I have listed below.

http://www.independentmail.com/news/2012/oct/19/labor-unions-adjust-tactics-wake-political-losses/

http://www.oregonlive.com/portland/index.ssf/2012/10/charlie_hales_adjusts_campaign.html

http://www.lcsun-news.com/ci_21730660/democratic-super-pac-raises-386k-nm-campaigns

http://www.msnbc.msn.com/id/43541131/ns/politics-decision_2012/t/billionaires-give-big-new-super-pacs/

Many times ‘contingency planning’ and ‘crisis management’ are seen as synonymous – but there is a huge difference. How well an organization does in contingency planning has a direct impact on their crisis management.  When you think of these two terms you must keep in mind that contingency planning is the ‘being prepared’ side and crisis management is the ‘how do you respond’ side.  Without a doubt these two concepts intersect, however as you will see in the article below they do have separate purposes.

Contingency Planning vs. Crisis Management

By Carl Carabella – eHow contributor

When running a business, problems are virtually unavoidable. It is how you deal with these problems that can be the difference between failure and success. You must have contingency plans in place so you are prepared when problems arise. You must also be able to manage a crisis once it occurs.

Purpose: Contingency Planning

• A contingency plan is also known as a backup plan. It is a ready-made strategy you can implement immediately upon a change in your business’s condition. The plan is designed to enable your company to weather unfavorable circumstances. Contingency plans should exist for everything from financial downturns to natural disasters. Having this plan in place will keep your business operational, if not profitable, during circumstances that could adversely affect it.

Read more…

North American Security and Crisis Response Leader Acquires Mena International Group, Extending its Expertise to Latin America

CLEVELAND, OH — August 14, 2012 — AFIMAC, a North American leader in corporate security and crisis response has announced its acquisition of Mena International Group, specialists in security, investigations and crisis response within Latin America. The buy-out comes just two weeks after AFIMAC announced its corporate merger of AFI International and IMAC Global, a move intended to streamline its services across North America. This flurry of alliance and acquisition activity signals a major growth and expansion phase for the well-recognized and elite group of security companies.

Through the acquisition of Mena International, AFIMAC will now further extend its reach into Latin America in order to better serve those companies with multi-regional operations. Latin America is a very important market for AFIMAC’s global clients and, based on its superior reputation, Mena was selected as the best security partner that could bring access, security expertise and experience across the region.

About AFIMAC
Combining the strengths of AFI International and International Management Assistance Corporation (IMAC), AFIMAC Global is a leader in the provision of comprehensive corporate security and contingency planning services through North and South America and also offers global services. Its diverse capabilities include executive protection, labor dispute planning & response, cargo security & escorts, disaster & emergency response, corporate investigations, workplace violence assessment & response. With a distinguished management team and highly skilled personnel, AFIMAC Global is well known for its high quality service delivery and immediate responsiveness. www.afimacglobal.com

About Mena International Group
With services spanning from investigations, crisis management, executive protection and emergency response, Mena International Group is recognized as the premier trusted security service provider for companies across Latin America. www.menasecurity.com

For media inquiries, please contact Kathy Hungerford, AFIMAC, 1-800-554-4622

AFI International Group Inc. (AFI) and International Management Assistance Corporation (IMAC) come together as one super firm to bring leading-edge security and crisis management services to clients across the globe

CLEVELAND, OH — August 1, 2012 — Five years after partnering to assist clients with their security operations, AFI, a leader in crisis management and response, and IMAC, with expertise in emergency response, risk management and business continuity services, have announced a merger into one company: AFIMAC. This new firm will deliver a stronger, more unified array of security services and will continue to provide the highest levels of customer service to its diverse client bases globally.

Through the merger, AFIMAC, becomes a single source solution for companies across the globe, no matter where they require top quality security and crisis services. Unifying the culture of the two companies has been an easy transition as employees in both firms have been interacting regularly on joint accounts.

By combining forces in this way, AFIMAC also brings together more than 55 years of industry-leading experience in emergency response, strike security, risk management, and business continuity services to protect its clients’ people and property, both during times of crisis and regular business operations.

“More and more clients have been turning to AFI and IMAC for a full range of services on both sides of the border,” says Peter Martin, AFIMAC president & CEO. “Merging the two companies streamlines how we can deliver this, with the highest quality levels and the greatest cost-effectiveness in the security industry.”

According to Martin, exceptional service will continue to be the hallmark of the new company:

“100 percent of our clients have been able to maintain their desired level of operation during a crisis … and 100 percent of client projects have been on budget, met projections, and delivered the promised services. The bottom line is clients come to us when they are facing significant risk and need operations executed flawlessly.”

With the security industry’s leading senior management team at the helm, AFIMAC promises to deliver unrivalled security and crisis expertise to its markets. The new firm offers an assortment of pre-crisis contingency planning and premium security and emergency response solutions to government and businesses in nearly every sector and industry with proven results.

“AFIMAC brings a refreshing cohesion in the corporate security sector,” says Stephen Anderson, AFIMAC vice president. “The new venture clearly shows that we have invested heavily in assembling a global group of services and experts, instead of informal partnerships, which is truly exceptional in our industry.”

About AFIMAC
Combining the strengths of AFI International and International Management Assistance Corporation (IMAC), AFIMAC is a leader in the provision of comprehensive corporate security and contingency planning services globally. Its diverse capabilities include labor dispute planning & response, cargo security & escorts, disaster & emergency response, corporate investigations, workplace violence assessment & response, and executive protection. With a distinguished management team and highly skilled personnel, AFIMAC is well known for its high quality service delivery and immediate responsiveness.

About AFI International Group Inc.
AFI International Group provides elite security, risk management, business continuity and investigative services to protect people and property both during labor disruption and regular business operations. AFI also offers an assortment of pre-crisis planning and premium security solutions to businesses representing nearly every industry.

About International Management Assistance Corporation
International Management Assistance Corporation (IMAC) offers elite security, risk management and business continuity services to image conscious companies across North America. IMAC has partnered with their clients to protect people and property both during times of crisis and regular business operations. The company also offers an assortment of pre-crisis planning and premium security solutions to businesses representing nearly every industry.

For media inquiries, please contact Kathy Hungerford, AFIMAC, 1-800-554-4622

Many Americans perceive unions as entities with declining membership and wielding much less power than in previous years. They see unions as having lost ground in this rapidly changing global economy. However, the reality is that labor is in the midst of transforming itself – at all levels.  Local unions engage in new strategies for organizing workers and multi-unions draw together previously disjointed bargaining units. The AFL-CIO has proclaimed itself as the change agent for reshaping the labor movement on a national scale.

Redesigned strategies of the labor movement at all levels and also new relationships with European unions are building capacity that has impacted employers and industries globally.  The close relationships being forged with unions and organizations of the likes of the Occupy Movement and Anonymous have strengthened the union’s voice as it rebels against all those seen as ‘bullies’ – whether that be in the private industry or governmental sectors.

Sal Rubinstein of Rutgers University has been tracking the activities of innovative union locals that are rethinking their strategies, roles, and structures in response to competitive pressures or through negotiated opportunities such as cooperative partnership agreements. All unions share one fundamental characteristic – they have expanded their activities beyond the traditional function of union locals.

As described by a recent Department of Labor report, there is a changed view of the role of management.  “Management is seen much more as a function, not as a class of employees, and the locals know that if they introduce the voice of labor in the management function by actually taking on management decision-making, it is a way to increase the representation of collective interests.” To be successful in this arena, however, local union representatives must also be involved in setting the decision-making agenda—not just in responding to what management has already set. In addition, Rutgers reports that many of these locals are involved in areas that historically have been the sole purview of management: strategy formation, product development, technology selection, and the implementation of new forms of production, budgeting, finance, manpower allocation, supplier and employee selection, and actual operations management.  Given these new managerial functions, the capacity and skills of locals and their representatives have been stretched in several ways. “The first is the ability to balance responsibility for representing individuals whose rights have been violated, collective representation, and collective bargaining with contributions to business decisions,” Rubinstein explained. The second is the development of local leadership with a cross-functional understanding of a firm’s business in order to contribute broadly to decision-making. “Locals have had to organize resources around these multiple roles, with a new division of labor within the firm and in the reshaped structure of the local itself,” he said. “These new roles and capacities raise an issue around enterprise unionism versus solidarity with other locals,” said Rubinstein. “Locals tend to have an enterprise focus in order to engage in business decisions, but there’s some question about whether this role compromises their solidarity with other locals and the national union.”

The AFL-CIO is spearheading a series of experiments involving strategic organizing across labor unions and in conjunction with the national federation. The campaign’s primary motivations are to organize workers in greater numbers and in less time, while their secondary motivations are to reframe labor’s relationship to the community, as well as how the community views the labor movement.

As it stands today, even with these efforts and change in tactics, the reality is that the decline in unionization has not yet been reversed. Other strategies will be needed to expand the appeal to the masses.

*Information contained in this blog was derived from the Department of Labor