Archive for September, 2015

AFIMAC Global and FocusPoint International join forces

September 18th, 2015 Comments off

Categories: Press Release, Security Tags:

Article by Corporate Counselor: Managing Security Risks During Labor Disputes

September 17th, 2015 Comments off


Managing Security Risks During Labor Disputes

By: Peter Martin

September 2015

Every company with union workers faces the risk of a labor dispute. Identifying any business risks and then managing them is a priority for executive decision makers who must ensure that the company delivers its promises to stockholders, customers, and employees. The process is well defined in business terms:

• Risk identification, including assessing and tracking existing risks and identifying new ones;

• Risk assessment, including charting probability and consequences;

• Risk prioritization, including decisions to accept, avoid, control, transfer or monitor the risk; and

• Risk mitigation, including planning and implementing strategies for handling medium- to high- risk events.

When this risk involves labor disputes, the stakes are high. The potential for disruption of operations, lost customers, and damage to the corporate brand cannot be overlooked. Without a well-defined strategy on how the company will function during a labor dispute, the event can result in business disruptions that threaten to shut down daily operations, potentially forever.

Preparing an Operating Plan

A company with a union contract that is about to expire will plan for negotiations, but executives who do not expect or plan for problems (or blindly accept risk) weaken their bargaining position. When a company employs unionized workers, its risk-mitigation analysis should take into account the concept of foreseeability: knowing whether the negotiations will involve concessionary agreements on potentially contentious topics, whether language issues or economic factors. But even if the probability of highly antagonistic bargaining is low, the decision not to be prepared is itself a recipe for disaster. If something goes awry and there is no strategy, the business impact can be overwhelming.

A proactive strategy for dealing with potential labor disputes is needed to mitigate the risk to the organization from a business perspective as well as a legal standpoint. From the latter perspective, the company may be allowed to lock out employees, for example. But that action could be a significant risk from a business standpoint; the company may be unable to hire replacement workers to maintain operations, or skittish clients or customers may decide to do business elsewhere.

The operating plan, then, must be based on a business decision that identifies what level of risk the company is willing to accept. The decision can be facilitated by a risk matrix that weighs scenarios on a scale of high risk/high probability, and low risk/ low probability as well as cost versus time. Once this matrix is fleshed out, the decision-makers can decide what level of risk they are willing to assume from both a business and legal standpoint. That decision will then determine the measures the company either will or will not put in place.

Considerations Before A Labor Dispute

Community Perceptions

Recently, a healthcare facility on the West Coast endured a three-day strike, which resulted in the need to hire more than 70 security personnel and a public relations firm to manage the situation. The effect on patients and healthcare workers required the facility to adjust its services. While the employees returned to work and continued to negotiate, the healthcare facility had to mitigate negative perceptions from the community.

Continuation of Service

The strategy for managing a labor dispute should include operating plans for continuing to service customers needing products or services, as well as a security plan for protecting assets and those individuals continuing operations during the event. By sharing that strategy with stakeholders, it helps them understand that the company is preparing a professional response to a difficult challenge.

Part and parcel of such a plan is identifying ways to move raw materials onto the premises or finished goods from the facility through its supply chain to customers. Experience shows that customers lost during a labor strike are very difficult to win back. Whether the executive team plans to continue operations at 50%, 80% or 100%, they need to make the right choice on how they are going to fulfill customer needs.

Picket Lines

Also during a labor dispute, suppliers or other third parties may have issues crossing a picket line. Communicating in advance is the best way to plan for this potential. “Early communication with your suppliers’ legal representative to lay out the landscape, address issues and formulate a plan can help minimize potential disruption to your supply chain,” says Ruthie Goodboe, Shareholder (Pittsburgh/Detroit Metro), Ogletree, Deakins, Nash, Smoak & Steward, P.C. “The National Labor Relations Act (the Act) provides certain protections against secondary boycotts designed to keep neutral employees from being dragged into a labor dispute. It is important for all parties to understand both the protections and limitations under the Act in these situations.”

Actions to Keep The Business Open

Define key positions that would need to be filled by another resource to meet the production schedule. Plans should include identifying which members of the management team will be on the premises during the strike. It is also important to protect company property or trade secrets that could be at risk from striking workers, sympathetic managers, or opportunists during a labor dispute. However, “in light of recent decisions from the National Labor Relations Board (NLRB) on policies and practices relating to issues such as confidentiality, access to property, and the definition of protected concerted activities, employers would be wise to review these trends when developing their labor dispute strategies,” says Goodboe.

Recognize that during a labor dispute, some members of management may sympathize with or support employees in their actions. Based on that knowledge, the executive team may decide to limit access to certain areas of the property or to sensitive information, strategies and documents. Building a team of managers who are strong company supporters long before a labor dispute will help mitigate the potential for internal losses. That team should meet in advance to set clear job responsibilities and establish lines of authority and communication.

Parameters must also be set on how visitors will be handled, how individuals who are withholding their services or are picketing will be treated, and how employees who are working in the facility will be accommodated. An awareness program for this group of employees will help them understand what to expect, especially if they have not been involved in a labor dispute before. This training not only helps the employees, but it also underscores senior management’s commitment to their well-being by helping them to stay out of harm’s way or advising them to avoid a situation that could escalate as a result of their actions.


It is imperative that onsite security officers be trained to understand the rights of all parties involved. “There are limits on what security officers can do in terms of monitoring activities on the strike line,” says Goodboe. “The use of videotaping, while useful in collecting what could be necessary evidence of misconduct, implicates claims of unlawful surveillance.” Security officers do not need to become experts on the National Labor Relations Act or local statutes, but they should be briefed on what can and cannot be done by a security officer to limit the organization’s overall exposure.

Once again, reminds Goodboe, “the company must take into account the NLRB’s recent rulings that expand protection for conduct not obviously viewed as protected. This is especially important in determining what, if any, disciplinary action should be taken for misconduct on the strike line.” Procedures should be put in place so everyone knows how information on potential misconduct will be collected, preserved, and communicated since often decisions as to the company’s response may be deferred until after the labor dispute.

Legal Options

In anticipation of potential strike issues, part of a well-crafted response to any labor dispute is reviewing the legal options available. For example, as part of the response plan, an employer’s legal team may want to prepare fill-in-the-blank pleadings in case it is necessary to seek injunctive relief quickly, says Goodboe. Court ready evidence that can be used to support such action is extremely critical. The security staff must work closely with the legal team to keep information flowing. Of prime importance are reports written when an activity occurs, and documentation of illegal picketing. When physical evidence is collected, both security and legal personnel must make sure that the chain of custody is protected so it is admissible in court.

Actions During a Labor Dispute

Once a strike occurs, the security part of the proactive strategy will shift into action. Transportation services should be available for managers working in the facility as well as those who are hired temporarily and must cross the picket line. Extra protection for executives at work and at home should be offered, especially if the negotiations become contentious.

Management has definite responsibilities and tasks to perform during the strike. Any investigation should not be deceptive or covert, but should take advantage of security equipment already on site. Many may have the urge to monitor social media for useful information during a strike, but the law limits how that monitoring can occur and what can be done with information discovered. Care must be taken not to violate the rights of striking workers. Otherwise an employer may find itself defending unfair labor practice charges long after the dispute is over.

After the Dispute

A petrochemical company in the Southwest experienced a strike that lasted seven months. The company spent resources on security and logistical support services, and its production capabilities were also affected. While the final agreement was not much different than the original offer, the company experienced reduced production, reduced revenue, and strained relations with the hourly workforce that required repair.

Once contract negotiations are settled, management can take certain steps to start putting the issues behind them and to help ensure that they don’t recur. The executive team must also work to restore the relationship and trust between the employees and the company. Experts on this matter feel that any lingering bitterness between the parties should be resolved quickly and advise that focusing on business usually gets everyone back to normal.

If questions of employee misconduct during the labor dispute arise, the executive staff should review their original bargaining plan and goals before making any decision on whether or to what extent such behavior will be addressed. The company will want to review all options and evidence depending on the type and severity of the misconduct. In the case of minor infractions, management may feel no action is warranted or it may want to look for ways to reconcile the behavior in conjunction with the union. For more egregious acts, an employer may feel disciplinary action is required. Either course of action must be weighed against the current legal environment as well as the post-bargaining climate.

Employers should consider two questions: What are the expectations for the business are going forward, and what is the most beneficial path the company can to take to get there? Whichever course of action is chosen, coordinating the process with the human resources, security, and legal departments will better position the company to either move forward under the new contract or appropriately defend the necessity of disciplinary action.

Of course, training is the key to infusing appropriate management techniques and conflict resolution strategies into any corporate culture regardless of the existence of a labor dispute. Without a doubt, risk mitigation strategies are extremely important when working to avoid labor conflict. Executive management must acknowledge that risks will occur and that plans for mitigation are needed up front.

Additionally, in post-incident evaluations, the management team must realize that a labor dispute is not necessarily a defeat. It can simply be a business interruption that must be anticipated and dealt with appropriately. By identifying risk cues and triggers, the executive team can forestall labor incidents that can lead to work stoppages and can analyze mitigation options. Looking at an event through realistic hindsight, management can turn a seemingly negative event into an opportunity to improve performance, expand capacity, and become more flexible.

When viewed through this prism, the risk of a labor dispute will be valuable learning experience.

Peter Martin is the CEO of AFIMAC Global. He is an international security practitioner, having worked extensively in both the North American and overseas markets. Beyond his experience in the international security industry, he is a subjectmatter expert in crisis management, use of force, threat/risk assessment and personal and physical security measures. He can be reached at

Article by Orlando Sentinel: 9-11: Is America safer 14 years later?

September 15th, 2015 Comments off

Article  9-11 - Is America Safer 14 Years Later

Article in Corporate Counsel by Rebekah Mintzer

September 4th, 2015 Comments off


Hiring and Laying Off En Masse? Here’s How

By: Rebekah Mintzer

September 2, 2015

Want a new job with that burrito? Chipotle Mexican Grill Inc. is hiring—big time. The company announced that on Sept. 9 it will hold a National Career Day in which it will try to hire 4,000 new employees across the United States.

A hiring binge of this size is certainly a good sign—who doesn’t like job creation? But companies such as Chipotle that engage in such ambitious projects must stay organized and ensure that they don’t lose sight of important rules and regulations in the process. The same goes during bad times when companies lay employees off en masse. Here are some ideas employers need to keep in mind when they are hiring or getting rid of many workers at once:

1. Think About the Big Picture

The speed and agility needed to hire a huge group of new employees simultaneously is not for the faint of heart or the poorly organized. But Diane Saunders, a partner at Ogletree, Deakins, Nash, Smoak & Stewart and co-chairwoman of its retail practice group, explained that many companies in the industries she works with, such as retail and hospitality, have become pretty used to it: every year they need to hire a whole slew of seasonal workers in short order.

Many of the same caveats that apply to seasonal workers also apply to other mass hires, like the idea of considering the details of how the workplace will change and how those changes will influence people already working there. “How will bringing on this large group of new people impact the schedules of existing employees?” Saunders encourages employers to ask. “How will it impact pay equity within the organization?”

2. Don’t Forget to Screen and Train (On What Counts)

When it comes to hiring a lot of people fast, there may be a tendency to forget some of the fundamentals that would apply in an everyday hiring situation. For example, employers can’t afford to skip the background check.

“As an employment lawyer, I’d say two things,” said Saunders. “One is that its always a good idea to do some type of background check. Two, whatever you wind up doing, make sure it complies with the law.” In the background screening area, employers face the prospect of doing too little to check—leading to a possible negligent hiring claim—or too much to check—which might violate other sets of laws. A too vigorous check could lead to a violation of the Fair Credit Reporting Act and corresponding state laws—a magnet for recent litigation. It could also run afoul of the Equal Employment Opportunity Commission’s guidelines on criminal background checks or one of a growing number of “ban the box” rules in states and municipalities that place a time line on when employers can inquire about an applicant’s criminal record.

Another important area for new employees is training, which is essential, but in the heat of a big hiring spree, can fall by the wayside. Saunders noted that when the employer is in a rush to hire and get new workers on the job, it’s understandable that sometimes not every worker can get training on everything immediately. “They may need to triage their training, and that’s OK as long as they triage it properly and make sure they train them on important subjects upfront,” she said. There are certain training sessions, she explained, that employee should not start their job duties without having completed. These may include discrimination and harassment training, wage and hour training and training on how to record time worked and take rest breaks.

3. Keep On Documenting

Another aspect of the hiring process that companies might miss in the rush to evaluate and bring on board as many employees as possible is documentation. It’s best to keep thorough records of every stage of hiring to ensure that processes are being carried out consistently from person to person, and that if a hire or a prospective hire someday files an employment-related lawsuit against the company, there’s plenty of evidence that the company did its due diligence.

“The more you objectify the process and the more you streamline it the better,” Jamie Dokovna, a partner at Becker & Poliakoff and a member of its business litigation practice group, told “For example, a lot of clients use a checklist to use both in the hiring process and termination process.”

4. Think About It From Employees’ Perspective

With its National Career Day, Chipotle is cooking up mostly good news for many applicants, but legal and human resources are also tapped to be the bearers of bad tidings when employees are terminated. These situations are no fun for anyone, but employers can make mass layoffs a bit more bearable by being thoughtful about the soon-to-be ex-employees’ needs and emotional state.

According to Peter Martin, CEO and president of global security consultancy AFIMAC, which has helped companies deal with security issues around layoffs, companies need a solid, well-staffed plan before they let a large number of workers go. He emphasized that this should involve support for these workers—perhaps through making counseling available or providing third-party assistance with redoing resumes or getting back into the job market. “The last thing you can afford in these situations is acting in manner that’s perceived by employees to be very callous,” Martin said.

The time and place of a layoff can also be important in respecting employees’ needs during the process. For example, Martin explained, laying people off in a different location from where they go to work everyday can help make the process more bearable for employees. “You can do it anywhere from an off-site location at a coffee shop or restaurant, to conference rooms at hotels or regional offices,” he said. “Those types of places work because employees can digest the information and feel free to show emotion without having to put on a brave face when they see colleagues.”

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