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Corporate Security

ers are most acutely at risk. The resulting interdependencies and shared risks cannot be managed by traditional point solutions. A seemingly isolated event can quickly become a “boundaries crisis” as vulnerabilities within the network are exposed and operations disrupted. Therefore, companies must adopt a strategic view of risk and work to develop solutions that address the risks while supporting their business objectives and key earnings driv- ers and not impeding their ability to compete.

Business Intelligence

& Integrity Risk Increasing regulatory pressures reflect the rising tide of share- holder activism and general public distaste for low levels of corporate governance and busi- ness ethics. While many compa- nies have responded admirably, their ability to enforce standards of accountability and transpar- ency across their global opera- tions is often limited. Meanwhile, increased levels of outsourcing, subcontracting and partnering exacerbate the interdependence risk that already exists. Sharehold- ers and government watchdogs alike expect directors and officers to mandate their standards on all those with whom they conduct business and the penalties for non-compliance are severe. Com- panies must adopt a corporate strategy for addressing the issues of fraud, corruption, transparency and the protection of intellectual property, trade secrets and pri- vate information. Doing so is not merely an issue of responsibility but also of competitive advantage as progressive companies increas- ingly see the benefits reflected in

26 GIREM 101

their ability to access lower cost capital and retain valuable clients and stakeholders.

Risk Assessment Facility Managers have to initiate

and provide in-depth analysis of risks effecting assets in a particu- lar facility, region and sub region. The assessment includes identify- ing criminal activity and corrup- tion, political or social events in- cluding terrorism or social unrest, labour and economic issues which may impact the business environ- ment.

Facility Surveys Security surveys and audits of

facility and other corporate or commercial facilities; to identify any existing weaknesses and rec- ommend appropriate cost effec- tive measures to secure corporate assets.

Contingency Planning

man-made incidents; identifying and training emergency and crisis management teams; designing and installing crisis management facilities; testing and rehearsing emergency plans, teams and fa- cilities through exercises; devel- oping plans and procedures to protect key executive personnel; evacuation planning of employ- ees in cases of political and civil unrest.


assessments: While working as a part of vir- tual team, a Facility Manager has to display a high degree of ownership and should be able to quickly understand the security environment in which FM oper- ate.

Risk assessment In order to ensure the correct

level of security for a site to be determined, it is essential that all interested parties carry out a thorough risk assessment before utilizing security guidelines

Insurance Facility Managers need to initiate

Facility Managers have to re- view and compile contingency plans to ensure the team is able to respond effectively at a time of crisis, thereby minimising any potential loss or other adverse ef- fect on the company. Contingency plans involve addressing hazards resulting from natural disasters or

the insurance process in collabo- rating with the finance and inform the insurer so that they can advise their minimum-security requirements for the premises in view of the additional risk pre- sented.

Transport Security Transport is mostly an external

operation While you can control and manage the environment and possibly account for many operational irregularities for most of the other operations, trans-

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