PAPER V – SECURITY AWARENESS PROGRAMMES IN

CORPORATE SECTOR

UNIT – 1: LESSON TWO

AWARENESS PROGRAMME IN CORPORATES

5.17 Objective

The objective of this unit is to make the students aware of the threat, identification and
handling of a crisis situation in the corportate sector due to bomb threat/IED/strikes and worker
disturbances as also the aspect of corporate and business intelligence.

5.18 Main Components

The threats to various corporates can broadly be classified in five heads:

 Action to be taken in case of bomb threat.

 Handling of IED or any objectionable material in the premises.

 Mob and strike control in the premises.

 To deal with hooliganism in the premise.

 Corporate and business intelligence.

5.19 Action To Be Taken In Case Of Bomb Threat

The vast majority of bomb threats are hoaxes designed to cause alarm and disruption. As well
as the rare instances of valid bomb threats, terrorists may also make hoax bomb threat calls to
intimidate the public, businesses and communities, to draw attention to their cause and to mislead
police. While many bomb threats involve a person-to-person phone call, an increasing number are
sent electronically using email or social media applications. No matter how ridiculous or
implausible the threat may seem, all such communications are a crime and should be reported to
the police immediately. It is important that potential recipients - either victims or third-parties used
to pass the message - have plans that include how the information is recorded, acted upon and
passed to police.

Workplace bomb threats are a real threat in today’s climate. Sometimes it's nothing more than a
disgruntled ex-employee, a current employee trying to manipulate time off, or a random "sicko"
having fun at your expense. Other times, the threat could indeed be real. Regardless of the situation,
the threat is still considered extremely serious and criminal.

Every business should have procedures in place that cover what to do in case of a bomb threat.
Any threat should be taken seriously and businesses should be prepared to suspend regular work
hours and procedures as necessary to ensure the safety of employees, customers and other innocent
bystanders.

5.19.1 The Bomb Threat Message

A bomb threat can be communicated in a number of different ways. The threat is likely
to be made in person over the telephone; however, it may also be a recorded message,
communicated in written form, delivered face-to-face or, increasingly, sent by email or social
media (e.g. Twitter or Instagram, etc.). A threat may be communicated via a third-party, i.e. a
person or organisation unrelated to the intended victim and identified only to pass the message.
Bomb threats containing accurate and precise information, and received well in advance of an
actual attack, are rare occurrences. Precise motives for hoaxing are difficult to determine but may
include revenge, extortion, a desire to impress, or a combination of these and other less
understandable motives. The vast majority of cases are hoaxes and the intent is social engineering,
to cause disruption, fear and/or inconvenience the victim.

Educating and preparing employees on how to act and identify these threats is a key to success.
There are two distinct types of threats that are usually received. They are either specific or
nonspecific threats:

 Specific- These are the least common, but the most credible. The caller will provide details
on location, appearance, time set for activation and the motive behind planting the device.

2
  Nonspecific- Information is basically a simple statement that a bomb has been placed. No
other information is available.

If a threat is received on telephone, the employee or recipient should:

 Stay calm and listen carefully.

 Have immediate access to a checklist on key information that should be recorded if
practical, keep the caller talking and alert a colleague to dial the police.
 If displayed on your phone, note the number of the caller.
 If the threat is a recorded message write down as much detail as possible.
 If the threat is received via text message do not reply to, forward or delete the message.
Note the number of the sender and follow police advice.
 Know who to contact in the organisation upon receipt of the threat, e.g. building
security/senior manager. They will need to make an assessment of the threat immediately.

5.19.2 Key Rules

The four key rules therefore are:

 Keep calm. Try to obtain as much information as possible from the call. Do not
underestimate the stress of receiving a threatening call - it can put the best intentions out
of mind until the caller has rung off and it is too late to try to get more details. The best
preparation is careful briefing - perhaps even training of key staff, using practice calls, so
that people know what to do in the unlikely event that they receive a call.

 Obtain as much information as possible. The caller may ring off immediately after giving
the message, but whoever takes the call should nevertheless try to get a response to the
following questions and write down the answers. If at all possible, the person receiving
such a call should signal to a colleague to listen in on the line as they may help to remember
important facts afterwards. If there is an automatic recording facility this should be
switched on

 Keep the line open. Keep the caller talking for as long as possible. Do not replace the
telephone handset - keep the line open even when the caller has rung off. Because most
phones can be telephoned direct, all staff have to alerted to the possibility of receiving a

3
 bomb threat and how to deal with the call. It is important to get as much information as
possible from the caller

 Action to be taken on receipt of a bomb threat is shown in a bomb threat report form which
should be available in the office/organisation/factory/industrial unit and which is detailed
in the bomb threat guidance notes. Staff should keep this near their telephone for reference
at all times and fill it in during and after the telephone call. Employee to report to their
supervisor as soon as practicable after receiving a bomb threat. The co-ordinator in the
building will decide whether or not to evacuate and where to evacuate

5.19.3 Searches

Use common sense: if the threat is very specific and a short time is indicated before the
bomb will explode, it may be advisable to get everyone out of the building as quickly as possible
and let the police do the searching.

When an unspecific, less than imminent bomb threat is made, an initial search of the building
should usually be conducted in one of three ways-

 A covert search of the entire premises by management, supervisory, or administrative

personnel.
 An overt search of the entire premises by trained teams developed by management.
 An overt search of the entire premises by employees in their working area.

Regular searches of the establishment, proportionate to the risks faced, will enhance a good
security culture and reduce the risk of a suspicious item being placed or remaining unnoticed for
long periods. Additionally, if a bomb threat is received and depending upon how credible it is, one
may decide to conduct a ‘search’ for suspicious items. To that end, designated crisis teams and
management should:

 ensure plans are in place to carry out an effective search in response to a bomb threat.
 identify who in the venue will coordinate and take responsibility for conducting searches.
 initiate a search by messaging over a public address system (coded messages avoid
unnecessary disruption and alarm), by text message, personal radio or by telephone
cascade.

4
  divide the venue into areas of a manageable size for 1 or 2 searchers. Ideally staff should
follow a search plan and search in pairs to ensure nothing is missed.
 ensure those conducting searches are familiar with their areas of responsibility. Those who
regularly work in an area are best placed to spot unusual or suspicious items.
 focus on areas that are open to the public; enclosed areas (e.g. cloakrooms, stairs, corridors,
lifts etc.) evacuation routes and assembly points, car parks, other external areas such as
goods or loading bays.
 develop appropriate techniques for staff to be able to routinely search public areas without
alarming any visitors or customers present.
 under no circumstances should any suspicious item be touched or moved in any way.
Immediately start evacuation and dial the police helpline, ensure all visitors know who to
report a suspicious item to and have the confidence to report suspicious behaviour.

Each method has its own criteria for speed and thoroughness. This should be weighed against the
potential risk involved. A search by employees of their own work areas is the most thorough type
of search. A system can be set up for each employee to search his or her area overtly or covertly
on a predetermined signal (do not use electronic or radio equipment to signal).

NOTE: The local police will assist in searching, and may insist on being accompanied by an
employee. The Manager of Safety and Compliance or Building Maintenance Manager or a Senior
Security Executive is usually designated for this chore, but it could be anyone with good
knowledge of the building's layout.

Instructions to the people conducting the search should be clear, but always remind them:

 Do Not Touch a suspected device - - - Immediately report a suspected bomb device to the
Police.
 Do Not Assume it is the only device planted in the area.
 Do Not Change the Environment(do not turn on or off water, gas or anything with
electricity).

Searches should cover: The search should be systematic,

encompassing the entire room:

5
Public access areas Floor-to-waist level
Evacuation routes Waist-to-chin level
Lobbies Chin-to-ceiling
Restrooms Inside and above false ceilings
Hallways
Stairwells
Main office areas
Note: Searching a false ceiling may be physically impossible. Leave this to a trained search team
that has been developed by management.Remember: If a suspected device is located, do not touch.
Contact the supervisor in charge and the Police.

5.19.4 Evacuation

During a bomb threat, the decision to evacuate is made by the owner or the manager or
senior security executive. This decision may be determined by a number of factors (category of
warning, specific or non specific).

 Prevalence of bomb threats in the community within a recent time frame, and any previous
publicity.
 The possibility of carrying out an effective search without evacuation.

The quantum of evacuation is also needed to be considered, i.e. how much of an evacuation is in
order:

 Complete evacuation
 Partial evacuation
 To an internal area
 To a safe outside area
 No evacuation

When total evacuation is chosen:

 It is imperative to search evacuation routes before evacuation is undertaken.

 Have people taken to an area away from the premises to avoid possibility of being struck
by debris.

6
  Use the same exit plans as would be used for fire alarms with supervisors possibly
remaining behind to search the premises.

If a suspicious device or package is located, local Army units, Police and NDRF teams may
direct the evacuation.

5.19.5 Letter/Parcel Bomb Detection

At times, the postal service is used to deliver explosive devices. This is a threat that can
be minimized by training people to detect if a package might contain explosives. If any employee
suspects that a Letter or Parcel Might Be Explosive it is not to be touched or further handled. The
area is to be isolated. Typical Signs to Watch for in Letter or Package Bombs:

 Unusual or unexpected point of origin, an indecipherable address or no return address at

all.
 Inaccuracies in your address or in titles.
 Unusually restrictive markings that are not a normal part of your business dealings (for
example, "personal," "to be opened only by," "do not delay delivery").
 Excessive weight or thickness for envelope or package size and/or excessive postage
 Improvised labels or obviously disguised script.
 Unusual odors.
 The feel of springiness.
 Metallic components or stiffeners in letters, protruding wire, string or metal foil.
 Oily or greasy stains on packaging or excessive wrapping, binding and taping materials
 Small holes.
 Unbalanced or lopsided letters and parcels.

5.19.6 Planning Considerations: Safety, Security and Precautions

Every business is susceptible to bomb threats. Having an articulated and predetermined

method of responding will make this event less traumatic, and could save lives. You can reduce
vulnerability to such threats by installing "Caller ID" on the Company phone system, and can take
this another step by blocking callers with "caller-ID blocking" from having access to the phone

7
system. To further obviate and reduce the damage, alarm and occurrence of bomb threats,
following steps should be taken:

 Coordination with local law enforcement & first responders to ensure smooth handling of
a bomb threat .
 Develop clear-cut primary and alternate levels of authority ( “Site Decision Maker”).
 Select Evacuation Teams and Search Teams.
 Develop training plan.
 Determine search procedures.
 Designate control center locations .
 Plan for emergency assistance (police, fire, etc.).
 Establish primary and alternate evacuation routes and assembly areas.
 Establish evacuation signal(s).
 Develop a communications plan.
 Determine procedures for accessing/shutting off & reactivating utilities Preparation
Considerations.
 Control building access.
 Implement strict master key control.
 Inspect incoming parcels.
 Safeguard confidential material.
 Keep exits unobstructed.
 Ensure adequate internal/external emergency lighting.
 Utilize electronic surveillance.

5.19.7 Media and Communication

Avoid revealing details about specific incidents to the media or through social media
without prior consultation with police. Do not provide details of the threat, the decision making
process relating to evacuation (internal or external) or why a decision not to evacuate was taken.
Releasing details of the circumstances may:

 be an objective of the hoaxer and provide them with a perceived credibility.

8
  cause unnecessary alarm to others.
 be used by those planning to target other venues.
 elicit copycat incidents.
 adversely affect the subsequent police investigation.

5.19.8 Conclusion

Bomb threats or suspicious items are rare, but should always be taken seriously. Having
a plan in advance makes the response to bomb threats, unattended items, or suspicious items as
orderly and controlled as possible, reducing risk and the impact of false alarms on regular
activities. Facility supervisors—such as school, industry, corporation, office, or building managers
responsible for the facility should develop a bomb threat Response Plan for their organization or
facility. In todays scenario, there is a definite requirement to train executives, employees, tenants,
and/or visitors to take appropriate actions in the event of a bomb threat and/or identification of an
unattended or suspicious item.

5.20 Handling IED Or Any Objectionable Material In The Premises

5.20.1 Introduction

Recenty, in February2016, in a major success in counter insurgency operation in Garo

Hills, five IEDs were recovered from the premises of a school in Meghalaya's Garo hills. The
accused GNLA terrorists had put up posts on Facebook showing them preparing the IEDs.

Meghalaya police on Sunday afternoon defused five IEDs, which were planted at a primary School
in East Garo Hills. Of the five IEDs, which were planted around the Adugre School campus,near
Williamnagar, two of the IEDs were planted inside the classroom. The police sources added that a
major disaster was averted.

"An IED weighing around 20 kgs was put inside a metal trunk and the other on a vessel put beneath
the ground inside the classroom", said GHP Raju, inspector general of police (operations).

An improvised explosive device (IED) attack is the use of a “homemade” bomb and/or destructive
device to destroy, incapacitate, harass, or distract. IEDs are used by criminals, vandals, terrorists,
suicide bombers, and insurgents. Because they are improvised, IEDs can come in many forms,
ranging from a small pipe bomb to a sophisticated device capable of causing massive damage and

9
loss of life. IEDs can be carried or delivered in a vehicle; carried, placed, or thrown by a person;
delivered in a package; or concealed on the roadside. The term IED came into common usage
during the Iraq War that began in 2003.

The premises of international airports, corporate offices, malls, shopping centers, public places as
well as key elements of critical infrastructure all belong to the very high risk category as IED/bomb
targets. Any infringement leading to limitation or complete shutdown would cause considerable
economic and psychological damage. The most important task is to ensure high quality and reliable
physical and technical protection of the these areas as they collect large numbers of people and a
possible IED attack could be catastrophic.

To ensure corporate, public and industrial safety it becomes necessary to understand the following
aspects pertaining to IED's:

 Methods of detection of Improvised Explosives (IE).

 Methods of detection of Improvised explosives devices (IED).
 Disposal and safe handling of ID and IED.

5.20.2 Improvised Explosive and Improvised Explosive Devices

An Improvised Explosive (IE) can be any chemical compound or mixture capable of an explosive
reaction. They are normally easily prepared by a knowledgeable layman under simple conditions.
Components of IE are typically inorganic salts containing molecular bound oxygen like nitrates,
chlorates or perchlorates etc. or organic compounds with nitro- nitamine or nitrate-groups or
peroxides. A mixture of military or commercial explosive materials are also used. From the
chemical point of view IE can be divided into the following types-

 Salts containing chemical groups with oxygen (like nitrates, chlorates or perchlorates etc.)
in mixtures with combustible substances like carbon-hydrogen compounds.
 Commercial available or “home-made” organic substances with nitro-, nitroxy- or
nitramine-groups .
 Both types in mixtures with commercial or military explosives.
 Peroxides.

10
  It would be also possible, to use liquid explosive mixtures for terrorist purposes, because
they are easy available, though their storage and application are rather difficult. Examples
are mixtures of nitric acids with combustible liquids or nitro compounds. An Improvised
Explosive Device (IED) is an explosive charge of improvised, commercial or military
explosive or mixtures, which is equipped with a home-made (non standard) or with a
professional detonator.

They can be categorized by their means of delivery:

• Vehicle (car, lorry, bike).

• Letter (parcel or packet).

• Person-borne (rucksack, briefcase, handbag or concealed on the body).

They can also be categorised by content, e.g. chemical, biological, radiological, nuclear, incendiary
or conventional IED.

5.20.3 Elements of an IED

IEDs consist of a variety of components that include an initiator, switch, main charge,
power source, and a container. IEDs may be surrounded by or packed with additional materials or
“enhancements” such as nails, glass, or metal fragments designed to increase the amount of
shrapnel propelled by the explosion. Enhancements may also include other elements such as
hazardous materials. An IED can be initiated by a variety of methods depending on the intended
target. Materials Used as Explosives in IEDs Many commonly available materials, such as
fertilizer, gunpowder, and hydrogen peroxide, can be used as explosive materials in IEDs (see
Table 1). Explosives must contain a fuel and an oxidizer, which provides the oxygen needed to
sustain the reaction. A common example is ANFO, a mixture of ammonium nitrate, which acts as
the oxidizer, and fuel oil (the fuel source). Concern about the use of explosives created from liquid
components that can be transported in a stable form and mixed at the site of attack is the reason
that in 2006 the U.S. Department of Homeland Security and thereafter most airlines including Air
India restricted the amount of liquids that passengers can carry on commercial aircraft.

5.20.4 What are the Effects?

11
The extent of damage caused by an IED depends on its size, construction, and placement, and
whether it incorporates a high explosive or propellant. Table 2 predicts the damage radius based
on the volume or weight of explosive (TNT equivalent) and the type of bomb. Vehicle bombs, also
know as vehicle-borne IEDs, can carry significantly more explosive material, and therefore do
more damage. Damage to Structures and to Infrastructure An explosion in or near a building or
public transportation venue may blow out windows; destroy walls; and shut down building systems
such as power, ventilation, fire suppression, water/sewage, and others. Exit routes may be
disrupted or destroyed, and smoke and dust may travel upward through stairways and elevator
shafts, making navigation difficult. Building failure may result in the release of hazardous
materials used within a building, such as radioactive material from medical devices, or
incorporated within the structure of a building, such as asbestos insulation. An IED attack may
cause disruptions in municipal services such as electricity, water, communications, and
transportation, which may continue for days to weeks after the attack. Individuals and businesses
should have a plan for addressing these interruptions.

5.20.5 The Possibility of Secondary Devices and/or Multiple Explosions

A known bomber tactic is to use a distraction, such as gunfire, small bombs, or other
surprises, to attract bystanders to a window, a doorway, or outside, and then to detonate a second
destructive device at the gathering point. In an attack, there may be bombings at multiple locations.
Rescue efforts can be hampered by the need to respond to more than one site. Secondary Hazards
The explosion of a bomb can cause secondary explosions if gasoline, natural gas, or other
flammable material is ignited. Secondary hazards that result can include fire with possibly toxic
smoke, disruption of electric power, ruptured natural gas lines and water mains, and debris. There
can be loss of traffic control in the area of the blast with possible traffic accidents involving fleeing
citizens.

5.20.6 Immediate Health Effects and Injuries

Explosions create a high-pressure blast that sends debris flying and lifts people off the
ground. The type of injuries and the number of people hurt will vary depending on: the physical
environment and the size of the blast; the amount of shielding between victims and the blast; fires,
or structural damage that result from the explosion; and whether the explosion occurs in a closed

12
space or an open area. Injuries common to explosions include: Overpressure damage to the lungs,
ears, abdomen, and other pressure-sensitive organs. Blast lung injury, a condition caused by the
extreme pressure of an explosion, is the leading cause of illness and death for initial survivors of
an explosion. Fragmentation injuries caused by projectiles thrown by the blast – material from the
bomb, shrapnel, or flying debris that penetrates the body and causes damage. Impact injuries
caused when the blast throws a victim into another object, i.e. fractures, amputation, and trauma
to the head and neck. Thermal injuries caused by burns to the skin, mouth, sinus, and lungs. Other
injuries including exposure to toxic substances, crush injuries, and aggravation of preexisting
conditions (asthma, congestive heart failure, etc.).

5.20.7 Delayed Health Effects

Some health effects caused by IEDs, including eye injuries and abdominal injuries, may
not be apparent initially, but can cause symptoms and even fatalities hours to months after the
event. Psychological effects in attack survivors, first responders, and others are not unusual in the
aftermath of a high-casualty event. While most symptoms diminish with time, in some cases
assistance and guidance from mental health professionals may be required.

5.20.8 Vehicle Based IED/ Bombs

Vehicle bombs are one of the most effective weapons in the terrorist’s arsenal. They are
capable of delivering a large quantity of explosives to a target and they can cause a great deal of
damage. In general, vehicle bombs break down into three categories:

• Under vehicle improvised explosive device (UVIED). A UVIED is a type of small,

‘booby-trap’ IED placed in, on or under a vehicle, and designed to explode when the
vehicle moves, killing or injuring the occupants.

• Vehicle-borne improvised explosive device (VBIED). A VBIED is a car or van filled

with explosive, driven to a target and then detonated.

• Large vehicle-borne improvised explosive device (LVBIED). An LVBIED is a lorry or

truck filled with explosives. These vehicles enable terrorists to carry very large amounts of
explosives, possibly several tonnes, to a target and are capable of causing casualties and
destruction over a range of many hundreds of metres.

13
Vehicle bombs typically use an improvised explosive or incendiary mixture to provide the
explosive charge. The bomb can be made at leisure and at a safe distance from the target. The
explosives may be concealed in a container such as a beer keg, dustbin, wheelie bin or large
suitcase. Once assembled, the bomb can be delivered at a time of the terrorist’s choosing and with
reasonable precision, depending on defences. It can be detonated from a safe distance using a timer
or remote control, or it can be detonated on the spot by a suicide bomber.

Building a vehicle bomb requires a significant investment of time, resources and expertise.
Because of this, terrorists will seek to obtain the maximum impact for their investment. They
generally choose high-profile targets where they can cause the most damage, inflict mass casualties
and attract widespread publicity.

5.20.9 Countering The Vehicle IED/Bomb Threat

If it is felt that the corporation, office, industry or organisation may be at risk from any form
of vehicle bombing the management should:

• Ensure that an identified individual is responsible for security and that the police know
your plans and the layout of the building/factory/institution.

• Employ basic good housekeeping such as vehicle access controls and parking restrictions.

• Consider using physical barriers to keep all unauthorised vehicles at a safe distance. Seek
police advice on what these barriers should be and on further measures such as electronic
surveillance.

• Where possible, vehicles that are permitted to approach buildings should be authorised
in advance and searched. The identity of the driver should also be cleared in advance.

• Do what can to make buildings more blast resistant, paying particular attention to
windows. Have the building reviewed by a qualified security engineer when seeking advice
on protected spaces.

• Establish and rehearse bomb threat and evacuation drills. Bear in mind that, depending
on where the suspected vehicle bomb is parked and the design of the building, staff may
be safer in windowless corridors or basements than outside. Assembly areas for staff must
take account of the proximity to the potential threat.

14
 • Train and rehearse staff in identifying suspect vehicles, and in receiving and acting upon
bomb warnings. Key information and telephone numbers should be prominently displayed
and readily available. Letter bombs Letter bombs, which include parcels, packages and
anything delivered by post or courier, have been a commonly used terrorist device. A
properly conducted risk assessment should give a good idea of the likely threat to the
organisation and indicate precautions needed to be to take. Letter bombs may be explosive
or incendiary (the two most likely kinds), or conceivably chemical, biological or
radiological. Anyone receiving a suspicious delivery is unlikely to know which type it is,
so procedures should cater for every eventuality. A letter bomb will probably have received
fairly rough handling in the post and so is unlikely to detonate through being moved, but
any attempt at opening it may set it off. Unless delivered by courier, it is unlikely to contain
a timing device. Letter bombs come in a variety of shapes and sizes; a well-made one will
look innocuous but there may be tell-tale signs

5.20.10 Letter Bomb Based IED And Its Indicators

• It is unexpected or of unusual origin or from an unfamiliar sender.

• There is no return address or the address cannot be verified.

• It is poorly or inaccurately addressed, e.g. incorrect title, spelt wrongly, title but no name
or addressed to an individual no longer with the company.

• The address has been printed unevenly or in an unusual way.

• The writing is in an unfamiliar foreign style.

• There are unusual postmarks or postage paid marks.

• A Jiffy bag, or similar padded envelope, has been used.

• It seems unusually heavy for its size. Most letters weigh up to about 30g, whereas most
effective letter bombs weigh 50–100g and are 5mm or more thick.

• It has more than the appropriate value of stamps for its size and weight.

• It is marked ‘personal’ or ‘confidential.’

• It is oddly shaped or lopsided.

15
 • The envelope flap is stuck down completely (a normal letter usually has an ungummed
gap of 35mm at the corners).

• There is a pin-sized hole in the envelope or package wrapping.

• There is any unusual smell, including but not restricted to almonds, ammonia or
marzipan.

• It has greasy or oily stains on the envelope.

• There is an additional inner envelope and it is tightly taped or tied (however, in some
organisations sensitive material is sent in double envelopes as standard procedure).

5.20.11 Countering The Letter Bomb/IED Threat

Although any suspect item should be treated seriously, remember that the great majority
will be false alarms and a few may be hoaxes. Try to ensure that office and installation procedures,
while effective, are not needlessly disruptive. Take the following into account in planning:

• Seek advice from local police on the threat and on defensive measures.

• Consider processing all incoming mail and deliveries at one point only. This should
ideally be off-site or in a separate building, or at least in an area that can easily be isolated
and in which deliveries can be handled without taking them through other parts of the
building.

• Make sure that all staff who handle mail are briefed and trained. Include reception staff.
Encourage regular correspondents to put their return address on each item.

• Ensure that all sources of incoming mail (e.g.mail couriers, hand delivery) are included
in the screening process.

• Ideally, post rooms should have independent air conditioning and alarm systems, as well
as scanners and x-ray machines. However, while mail scanners may detect devices for
spreading chemical, biological and radiological (CBR) materials (e.g. explosive devices),
they will not detect the CBR materials themselves. At present, no CBR detectors are
consistently capable of identifying all hazards reliably. Post rooms should also have their
own washing and shower facilities, including soap and detergent.

16
 • Staff need to be aware of the usual pattern of deliveries and to be briefed of unusual
deliveries. Train them to open post with letter openers (and with minimum movement), to
keep hands away from noses and mouths and always to wash their hands afterwards. Staff
should not blow into envelopes or shake them. Packages suspected of containing CBR
material should ideally be placed in a double-sealed bag.

Consider whether staff handling post need protective equipment such as latex gloves and face
masks (seek advice from a qualified health and safety expert). Keep overalls and footwear
available in case staff need to remove contaminated clothing. Make certain that post opening areas
can be promptly evacuated. Rehearse evacuation procedures and routes, which should include
washing facilities in which contaminated staff could be isolated and treated.

5.20.12 Person-borne Devices/ Hand-delivered IEDs/Suicide Bombers

These are usually carried in containers such as rucksacks or briefcases, which are chosen
to blend in easily with the target surroundings. Given the requirement to be easily portable, such
bombs are unlikely to weigh more than 25kg, although even an ordinary-sized briefcase can
contain about 12kg of explosive. A 25kg suitcase bomb could destroy a house or cause serious
structural damage to larger buildings. Terrorists often increase the effectiveness of their bombs by
packing them with nails, nuts and bolts or similar items to act as shrapnel. Such weapons can have
a devastating effect in a small space.

Suicide bombers may use a lorry, plane or other kind of vehicle as a bomb or may conceal
explosives on their persons. Both kinds of attack are generally perpetrated without warning. The
most likely targets are symbolic locations, key installations, VIPs or mass-casualty ‘soft’ targets.

5.20.13 Countering The Hand Delivered IED/Suicide Bombers

The number one way to protect ones self and others from such an IED attack is to be alert
to the surroundings. Advanced technologies help police and other authorities detect possible
dangers, but an even more effective tool is to encourage individuals to be alert for, and to report,
anything that is out of the ordinary in their daily routine. Examples include bags or boxes in
unusual places, unusual smells, and suspicious behaviors such as someone dressed in a heavy coat
in summer.

17
5.20.14 Steps Employees And Staff Can Take If Anything Suspicious Is Seen

“If you see it, say it!” It can be difficult to determine when to report something suspicious.
People most familiar with a given environment are in the best position to determine whether or not
something is out of the ordinary. Use common sense, and follow these guidelines:

 Trust your instincts; if something feels wrong, don’t ignore it.

 Do not assume that someone else has already reported it.
 Call local authorities.
 Keep your distance from a suspicious package—do not approach or tamper with it.

When you make a report, be ready to provide your name, your location, a description of what you
think is suspicious, and the time you saw it. The responding officer will assess the situation, ensure
the area is evacuated and call for appropriate personnel and equipment. Technologies used to
assess whether a package contains explosive material may include portable x-ray systems or bomb
disposal robots.

5.20.15 Make a Personal Plan for Response

Preparation is key. Every person in the work place can take these steps to prepare for an
IED attack:

 Learn the emergency procedures at the place of work, any other sites one visits regularly,
and any public transportation systems in use. Communication systems may be inoperable
in an emergency, and you should be familiar with what steps to take. Know how to get out
of the area. If you work far from home, plan backups to get home if the usual modes of
transit are not operating.
 Know the routes to hospitals in the community. Take a first aid course. Make a family
emergency plan. Remember that family members may be in separate locations at the time
of an attack. Designate an “out-of-area” contact, and make sure that everyone in your
family has that person’s phone number.
 Have an emergency supply kit at work and at home that includes water and non-perishable
food to last at least three days, battery-powered radio, first aid kit, flashlights, and batteries.

5.20.16 Recommended Actions During An IED Attack

18
 If one is at the immediate site of an IED attack, the top priority is to get out of the area.
This increases safety in case a secondary device is present in the area and minimizes exposure to
dust, smoke, and any hazardous substances that may have been released as a result of the blast.
This also allows emergency responders to find and assist the most critically injured victims. If in
a building:

 Get under a sturdy table or desk if objects are falling around you.
 Exit as quickly as possible, without stopping to retrieve personal possessions or make
phone calls. Assist other victims to leave the area if possible. Use stairs instead of elevators.
Be aware of weakened floors and stairways, and watch for falling debris as you exit the
building. Once you are out of the building.
 Move away from windows, glass doors, or other potentially hazardous areas.
 Continue moving away from the blast site and look for emergency officials who will direct
you to a safe location.
 Be aware that secondary explosions may occur at or near the original bombing site,
especially as rescue personnel arrive. Use caution to avoid debris that could be hot, sharp,
or cause puncture wound.
 Inform controlling authorities, police and designated crisis team.

5.20.17 Chemical, Biological and Radiological Attacks

Since the early 1990s, concern that terrorists might use CBR materials as weapons to target
the corporate institutions has steadily increased. The hazards are:

• Chemical Poisoning or injury caused by chemical substances, including ex-military

chemical warfare agents or legitimate but harmful household or industrial chemicals.

• Biological Illnesses caused by the deliberate release of dangerous bacteria, viruses or

fungi, or biological toxins such as the plant toxin ricin.

• Radiological Illnesses caused by exposure to harmful radioactive materials

contaminating the environment.

Much of the CBR-related activity seen to date has either been criminal, or has involved hoaxes
and false alarms. There have so far only been a few examples of terrorists using CBR materials.

19
The most notable were the 1995 sarin gas attack on the Tokyo subway, which killed twelve people,
and the 2001 anthrax letters in the United States, which killed five people. CBR weapons have
been little used so far, largely due to the difficulty of obtaining the materials and the complexity
of using them effectively. Where terrorists have tried to carry out CBR attacks, they have generally
used relatively simple materials. However, Al Qaida and related groups have expressed a serious
interest in using CBR. The impact of any terrorist CBR attack would depend heavily on the success
of the chosen dissemination method and the weather conditions at the time of the attack. The
likelihood of a CBR attack remains low. As with other terrorist attacks, you may not receive prior
warning of a CBR incident. Moreover, the exact nature of an incident may not be immediately
obvious. First indicators may be the sudden appearance of powders, liquids or strange smells
within the building, with or without an immediate effect on people. Good general physical and
personnel security measures will contribute towards resilience against CBR incidents. Remember
to apply appropriate personnel security standards to contractors, especially those with frequent
access to the site.

5.20.18 What Management, Security and Employees Can Do-Chemical, Biological and
Radiological Attacks

• Review the physical security of the air-handling systems, such as access to intakes and
outlets.

• Improve air filters or upgrade air-handling systems, as necessary.

• Restrict access to water tanks and other key utilities.

• Consider the need to make special arrangements for mail or parcels, e.g. a separate post
room, possibly with dedicated air-handling, or even a specialist off-site facility.

• A basic awareness of CBR threat and hazards, combined with general protective security
measures (e.g. screening visitors, CCTV monitoring of perimeter and entrance areas, being
alert to suspicious letters and packages) should offer a good level of resilience. In the first
instance, seek advice from your local police force and NDMA.

• If there is a designated protected space this may also be suitable as a CBR shelter, but
seek specialist advice from local police force/state government.

20
 • Consider how to communicate necessary safety advice to staff and how to offer
reassurance. This needs to include instructions to those who want to leave, return to or
enter the building.

5.20.19 Conclusion

'Expecting the Unexpected' - Effective countering of the IED and other such threats is the
result of a partnership between the business community, police and business continuity experts. A
little precaution and knowledge can help in avoiding irreparable damage to the corporate stucture
and industry.

5.21 Mob And Strike Control In The Premises

5.21.1 Introduction

In September 2016, tens of millions of Indian workers staged a one-day general strike that unions
billed as the biggest work stoppage in human history. By the unions’ count, 180 million workers
stayed home to demand a slew of changes to labor laws, including establishing a $270 monthly
minimum wage for unskilled laborers and ensuring social security for every worker.

The 24-hour strike cost the Indian economy up to $2.7 billion, by one estimate, and affected
electricity, mining, telecommunications, banking and insurance operations in several states. The
battle was between India’s leading public-sector trade unions and the government which was
accused of pursuing a pro-business agenda while ignoring workers’ rights.

The use of the English word "strike" first appeared in 1768, when sailors, in support of
demonstrations in London, "struck" or removed the topgallant sails of merchant ships at port, thus
crippling the ships. Official publications have typically used the more neutral words "work
stoppage" or "industrial dispute". Most strikes are undertaken by labor unions during collective
bargaining as a last resort. The object of collective bargaining is for the employer and the union to
come to an agreement over wages, benefits, and working conditions. A collective bargaining
agreement may include a clause which prohibits the union from striking during the term of the
agreement, known as a "no-strike clause."

5.21.2 What Is A Strike ?

21
 Strike action, also called labor strike, labour strike, or simply strike, is a work stoppage
caused by the mass refusal of employees to work. A strike usually takes place in response to
employee grievances. Strikes became common during the Industrial Revolution, when mass labor
became important in factories and mines. In most countries, strike actions were quickly made
illegal, as factory owners had far more power than workers. Most Western countries partially
legalized striking in the late 19th or early 20th centuries.

Strikes are sometimes used to pressure governments to change policies. Occasionally, strikes
destabilize the rule of a particular political party or ruler; in such cases, strikes are often part of a
broader social movement taking the form of a campaign of civil resistance. Examples are the 1974
railway strike in India led by George Fernandes. The 20 days strike by 17 lakh workers is one of
the largest known strikes held to demand a raise in pay scale. The 1980 Gdańsk Shipyard or 1981
Warning Strike, led by Lech Wałęsa ultimately led to a change in the government.

Strikes often lead to violence and mob fury resulting in loss to life, property, infrastructure and
corporate reputation. Lack of health benefits, pensions and basic labor protections, including the
ability to organize are often the major causes of disgruntlement in the work force.

5.21.3 Types Of Strikes

A strike may consist of workers refusing to attend work or picketing outside the workplace
to prevent or dissuade people from working in their place or conducting business with their
employer. Less frequently workers may occupy the workplace, but refuse either to do their jobs or
to leave. This is known as a sit-down strike. A similar tactic is the work-in, where employees
occupy the workplace but still continue work, often without pay, which attempts to show they are
still useful, or that worker self-management can be successful.

Another unconventional tactic is work-to-rule, in which workers perform their tasks exactly as
they are required to but no better. For example, workers might follow all safety regulations in such
a way that it impedes their productivity or they might refuse to work overtime. Such strikes may
in some cases be a form of "partial strike" or "slowdown".

Strikes may be specific to a particular workplace, employer, or unit within a workplace, or they
may encompass an entire industry, or every worker within a city or country. Strikes that involve
all workers, or a number of large and important groups of workers, in a particular community or

22
region are known as general strikes. Under some circumstances, strikes may take place in order to
put pressure on the State or other authorities or may be a response to unsafe conditions in the
workplace.

5.21.4 Need To Appreciate The Reason For Strikes

A leading international business consultancy firm reported – a few years ago – that 680
million Indians live in deprivation. These people – half the Indian population – are deprived of the
basics of life such as food, energy, housing, drinking water, sanitation, health care, education and
social security. Most of Indians workers and peasants count amongst the deprived. Ninety per cent
of India’s workers are in the informal sector, where protections at the workplace are minimal and
their rights to form unions virtually non-existent. These workers are not marginal to India’s growth
agenda. In 2002, the National Commission on Labour found that ‘the primary source of future
work for all Indians’ would be in the informal sector, which already produced over half the Gross
Domestic Product. The future of Indian labour, then, is informal with occasional rights delivered
to prevent grotesque violations of human dignity. The feeling of deprivation is one of the major
reasons for strikes and the chasm between work force and the corporate leaders leading to labour
disputes.

Approximately 496.4 million persons constitute India's active work force. Approximately seven
percent of these workers are employed in the formal, or organized, sector. The rest are
overwhelmingly agricultural workers, and to a lesser extent, urban non-industrial workers. While
some trade unions represent agricultural and informal sector workers, the majority of India's
estimated 13-15 million union members are part of the formal sector.

Of these 13 to 15 million unionized workers, some 80 percent are members of unions affiliated
with one of the five major trade union centrals. These include the Bharatiya Mazdoor Sangh, Indian
National Trade Union Congress, Center of Indian Trade Unions, Hind Mazdoor Sabha, and the All
India Trade Union Congress.

Labor disputes can happen for a variety of reasons, but they never arise if employees are happy
with the current system. The top four reasons for union organization and labor disputes all stem
from employee desires:

23
  Higher wages: Do the workers earn enough to meet the cost of living? Are they paid a fair
and competitive wage given their skill set, productivity levels, and education?
 Better benefits: Do your employees pay for health care? How comprehensive are the plans
that the company offers? What is a fair price for coverage?
 Better working conditions: Does the business conform to regulations on workplace safety?
Are the employees given time for breaks? Flexibility of schedule? Adequate vacation time?
 Increased job security: Do the employees understand that they will only be fired for a just
cause? Does the employee handbook outline the policies for job termination.

5.21.5 Corporate – Employee Understanding : The Best Solution

The most important thing is to ensure that there is a good understanding and confidence
between the employees and the corporate structure. Certain factors which enable this are-

 Don’t give conflicting verbal and nonverbal messages. Nonverbal communication includes
your posture, facial expression, mannerisms, and any other form of body language. It has
been proved that when an employee receives a verbal message and a nonverbal message at
the same time, they usually listen to the nonverbal one. So say what you mean and act like
you mean it.
 Give your employees the tools they need to do their jobs. If your employees can’t get the
job done because they lack the proper tools (or training), who’s really at fault? Make sure
the proper equipment is available before handing out that next assignment.
 Learn to lead from the background. You don’t have to be a Napoleonic boss in order to be
an effective one. Delegate authority properly and provide the instructions, tools, and
equipment your employees need to get their jobs done. Then step well enough away. If
problems or issues arise, you can always step back in to help.
 Meet regularly with union representatives. If you consistently cancel union meetings and
avoid union representatives, the next time contract negotiations are on the table you might
be surprised to learn that you’ve become the enemy. Keep the lines of communication open
year-round by meeting with union employee reps on a regular basis. Doing so will help
you overcome workplace issues while they’re still small and easily manageable.

24
  Be fair, but don’t give away the farm. There may be times when you’ll be tempted to say
yes to every union demand, simply to get them off your back. Don’t do it. Instead,
understand that it’s the nature of bargaining for each party to ask for more than they’re
willing to accept. As long as you’re being reasonable and following the rules and guidelines
of collective bargaining, there’s no need to give away the keys to your business.

5.21.6 Managing A Strike

Despite best efforts and pre-emptive actions, a strike may still take place. The beginning of
an employee strike is almost always a difficult period for corporates and business owners. The
adversarial nature of such actions can be jarring for company leaders who are unfamiliar with
strikes, and the walk-out itself can threaten small-and midsized business owners with devastating
economic consequences (large companies can be hurt by strikes, too, of course, but their very
existence is not usually jeopardized). Given this reality, small business owners and their
management teams must take steps to ensure that their companies will be able to continue their
operations during the strike - "a strike will inevitably pose challenges in many areas: managing
contingent workers; setting up communication between management and all employees;
maintaining customer service; establishing interim policies regarding benefits, overtime,
vacations, and sick leave; and bolstering non-striking employees' morale. Clearly, those that
prepare well in advance will suffer the least trauma during and after a labor dispute."

Indeed, business experts universally agree that advance planning is key to managing a strike. They
note that few companies can claim that they were caught flat-footed by a work stoppage. Most
strikes occur when labor contracts expire, and even those that do not take place on such a specific
date typically provide management with plenty of warning signs. Businesses that prepare for
contract expirations and other potential strike periods by drawing up detailed contingency plans in
advance will be much better equipped to weather a strike than will those firms that wait until the
last minute. In recognition of this reality, Risk Management noted in 1998 that increasing numbers
of companies have created management teams—sometimes called strike contingency planning
teams (SCPTs)—to address potential strike issues.

Advance preparation efforts should cover a broad spectrum of operational areas. For example,
businesses should have a plan in place to put together a contingent work force, whether comprised

25
of replacements, non-striking employees (often supervisory personnel), or a combination of the
two. A company that maintains information on recent job applicants, for example, may find itself
better positioned to form a contingent work force than a firm that neglects to do so. Contingent
work forces will also need training on a variety of issues, from duties to customer relations to legal
matters (non-striking personnel already employed by the company may well need this training as
well, since they will in many cases be undertaking unfamiliar tasks and interacting with customers
and suppliers with whom they may not be familiar. Appropriate training programs should be in
place well before a strike, not cobbled together after a strike actually occurs. Employers will also
have to prepare interim policies governing various human resource issues for both striking and
non-striking workers.

Companies facing strike actions should also make sure that their customers and suppliers are
notified at appropriate times of that possibility. If your company suddenly announces to a major
customer that your facility has been hit with a strike without providing that customer without any
prior warning, you are likely to lose that customer for good, even after the labor dispute has been
resolved. Businesses facing strikes should also make preparations for alternative service to valued
clients and customers.

Another key to successful strike management, say labor experts, is for management to maintain a
professional stance throughout. Many labor disputes disintegrate into intensely negative clashes,
with repercussions that are felt long after the strike itself has been settled. Small business owners
should do their best to prevent negotiations from becoming acrimonious. Owners who are capable
of empathy with their striking employees' concerns about job security and economic wellbeing
will be better able to manage this than will those who automatically dismiss all work stoppages as
solely an outgrowth of union greed.

5.21.7 Mob Control

Finally, business owners should plan ahead to make sure that they have adequate security if
a strike takes place. Strikes are often are accompanied by disruptions in service and product
delivery, and sometimes even violence." Savvy businesses will contact local legal and
governmental authorities in advance to discuss issues such as picket lines, responses to
disturbances, etc. In addition, businesses at risk of being the target of a work stoppage will often

26
need to hire security forces to monitor the premises and protect their contingent work force. The
role of security is twofold:

 providing managers and non-striking employees with assurances that they can go to work
without being injured.
 gathering evidence of any strike-related misconduct on the part of strikers for later use in
legal proceedings. Companies seeking security service have a number of options from
which to choose, including their own personnel, local off-duty law enforcement personnel,
and local security firms that provide security guards and also local police authorities and
state/central assistance. Experts recommend that companies seeking security help look to
firms with previous strike experience and avoid local security firms unless they can get
assurances that none of their guards have any meaningful social or familial relationship to
any of the strikers.

5.21.8 Strikes and lockouts

Workers have the right to strike, even without notice unless it involves a public utility service;
employers have the right to declare lockout, subject to the same conditions as a strike. The parties
may sort out their differences either bilaterally, or through a conciliation officer who can facilitate
but not compel a settlement, which is legally binding on the parties, even when a strike or a lockout
is in progress. But if these methods do not resolve a dispute, the government may refer the dispute
to compulsory adjudication and ban the strike or lockout. However in recent times the Higher
Courts have deprecated the tendency to go on strike quite frequently. Furthermore, the Supreme
Court of India has also held that government employees have no fundamental right to go on strike.

5.21.9 Industrial Disputes Act And Its Applicability

The Industrial Disputes Act, 1947, is the matrix, the charter, as it were, to the industrial law
and labor problems. A brief over view of the Act becomes necessary here. The Act and other
analogous State statutes provide the machinery for regulating the rights of the employers and
employees for investigation and settlement of industrial disputes in peaceful and harmonious
atmosphere by providing scope for collective bargaining by negotiations and mediation and, failing
that, by voluntary arbitration or compulsory adjudication by the authorities created under these
statutes with the active participation of the trade unions. With the aid of this machinery, industrial

27
law covers a comprehensive canvas of state intervention of social control through law to protect
directly the claims of workers to wages, bonus, retiral benefits such as gratuity, provident fund and
pension, claims, social security measures such as workmen’s compensation, insurance, maternity
benefits, safety welfare and protection of minimum of economic well-being. Job security has been
particularly protected by providing industrial adjudication of unfair discharges and dismissals and
ensuring reinstatement of illegally discharged or dismissed workmen. Protection has gone still
further by laying down conditions of service in specified industries and establishments and limiting
the hours of work. By and large, all these subjects are "connected with employment or non-
employment or terms of employment or with the conditions of labour" of industrial employees. In
other words, these matters are the subject matter of industrial disputes, which can be investigated
and settled with the aid of the machinery provided under the Act or analogous State statutes.

The principal techniques of dispute settlement provided in the I.D. Act are collective bargaining,
mediation and conciliation, investigation, arbitration, adjudication and other purposes:

 Collective bargaining. Collective bargaining is a technique by which disputes of

employment are resolved amicably, peacefully and voluntarily by settlement between
labour unions and managements. The method of collective bargaining in resolving the
Industrial dispute, while maintaining industrial peace has been recognized as the bed rock
of the Act. Under the provision of the Act, the settlement arrived at by process of collective
bargaining with the employer has been given a statutory recognition under Section 18 of
the Act. Under the Act two types of settlement have been recognised. Firstly,settlement
arrived in the course of conciliation proceeding before the authority. Such settlements not
only bind the member of the signatory union but also non-members as well as all the present
and future employees of the management. Secondly, settlement not arrived in the course
of conciliation proceedings but signed independently by the parties to the settlement binds
only such members who are signatory or party to the settlement. Section 19 of the Act
prescribes the period of operation inter alia of such a settlement and envisage the
continuation of the validity of such a settlement unless the same is not replaced by another
set of settlement, while Section 29 prescribes the penalty for the breach of such a
settlement.

28
  Mediation and Conciliation. Under the Act, an effective conciliation machinery has been
provided which can take cognizance of the existing as well as apprehended dispute, either
on its own or on being approached by either of the parties to the dispute. The Act further
makes conciliation compulsory in majority of disputes.
 Investigation. Section 6 of the Act empowers the government to constitute a court of
inquiry, for inquiring into any matter pertaining to an Industrial Dispute. The procedure of
the court of inquiry has also been prescribed by Section 11. While the report of the court
is not binding on the parties, many time it paves the way for an agreement.
 Arbitration.Voluntary arbitration is a part of the infrastructure of resolving the Industrial
Dispute in the Industrial adjudication. Section 10 of the Act provides for the provision for
resolving the Industrial Dispute by way of arbitration, which leads to a final and binding
award. However, in India arbitration is not a preferred way of resolving Industrial Disputes.
 Adjudication. Adjudication means a mandatory settlement of Industrial Disputes by labour
courts, Industrial Tribunals or National Tribunals under the Act or by any other
corresponding authorities under the analogous state statutes. By and large, the ultimate
remedy of unsettled dispute is by way of reference by the appropriate government to the
adjudicatory machinery for adjudication. The adjudicatory authority resolves the Industrial
Dispute referred to it by passing an award, which is binding on the parties to such reference.
There is no provision for appeal against such awards and the same can only be challenged
by way of writ under Articles 226 and 227 of the Constitution of India before the concerned
High Court or before the Supreme Court by way of appeal under special leave under Article
136 of the Constitution of India.

5.21.10 Conclusion

In today's volatile environment, it does not take too much effort to instigate workers or
outsiders to attack a premises on any pretext. Tackling strikes and mobs is a nightmare for security
agencies and the coroporate structure. Too little force makes the operation ineffective, on the other
hand too much force in form of gunfire would lead to complication later. The best method is to
avoid worker unrest and strikes and to build company loyalty.

29
Workers who see their employers are doing everything possible to keep them safe and healthy feel
more valued than workers who see evidence that they are on the losing side of a cost-benefit
analysis.The most effective approach to preventing strikes is to ensure that workers feel like they
have a voice in the workplace. If there is a problem, they want to be heard and know there is a
process in place to resolve it. One of the best long-term strategies for strike prevention, however,
is remembering that it can't be crunch time all the time.

Companies never hesitate to ask for concessions when times are tough,They need to remember to
'share the spoils' when times are good

5.22 Dealing With Hooliganism And Availability Of Security Equipment

5.22.1 Introduction

Hooliganism is unruly, violent, and destructive behavior by a group of people (can even
be own employees ) indulging in brawling, vandalism and intimidation and arson. The highest
priority at any place of business is protecting its people and assets. Protecting people means not
only regular employees but also any visitors: clients, customers, consultants, inspectors, sales
representatives, and so on. Assets include money, products, equipment, and information. A number
of potential disasters threatens every company, such as hooliganism, vandalism, robberies, fires,
and other natural disasters. Every business needs to invest in some safety and security equipment.
What types of equipment are needed and how much to budget for them is up to each business and
its decision-makers.

It is true that each industry has its own safety and security requirements; for example, a lab or
construction company needs a wide variety of personal protective equipment, whereas an office or
retail store needs less. To help managers figure out where to start when it comes to installing safety
and security equipment, the following list of the top seven items applies to every industry, from
corporate offices to retail stores to scientific laboratories.

5.22.2 The Need For Security Equipment

30
 It seems certain kinds of buildings are just magnets for hooliganism, vandalism, thefts
and burglaries. Gated communities, shopping centers, and large department stores have
traditionally been plagued with these crimes. More recently, however, office buildings and small
businesses seem to be increasingly targeted for break-ins. This may be because the assumption is
made that a smaller office building or any smaller business would not be secure or protected, and
criminals may believe it will be easier to “hit and run” without tripping alarms or encountering
guards.

There are many responsibilities to running a business or managing an office building, and the
increasing crime rate adds another responsibility: providing security to employees, their
belongings, and the equipment and supplies of the business. This necessitates the management to
have adequate security equipment available to safeguard its employees and assets.

5.22.3 Basic Office Building Security

There are basically two ways to provide protection for any business or building, and
that is with technology, as in alarm systems, cameras, etc., or with personnel who literally
“stand guard” over the premises. Within those two ideas, there are many different ways to
accomplish the desired security. The decision will largely depend on the type of building, size
and budget of the business, and whether employees’ safety needs to be safeguarded-

 Does the organisation have employees who work late in the evening and must cross a dark
parking lot to go home? If so, hiring security personnel may be necessary, at least for the
hours after dark and until the last employee is safely in their vehicle.
 Depending on the area and location of the building, the employees’ vehicles may also need
to be guarded, or kept in a secured parking lot to prevent vandalism.

The corporate office, company, factory, establishment or management may be held responsible if
employees suffer loss by theft or hooliganism while they are on the job. Unruly acts may also
cause damage and loss to corporate infrastructure. At the very least, if a small business cannot
afford to hire personnel for building security, steps should be taken to ensure no-one works alone
at night, especially female employees, buildings and parking lots are well lighted, and shrubs and
trees kept to a minimum, as you do not want to provide hiding places for people with mischief in
mind.

31
 5.22.4 Choosing What is Best for Business/Corporate Office/Industry

Whether one decides on a combination of hiring security personnel for a few evening
hours and supplement this protection by using an inexpensive alarm system, or chooses a top-of-
the-line system, the important thing is to secure the building and the equipment, and maintain
protection for employees and their property. A lot will depend on the finances available and the
turnover of a company. To have the best solution for a particular business or office, it is important
to-

 Talk to professionals who sell or install the alarm systems, as they will have all the
facts you need, including the various prices.
 Talk to security personnel, who are often familiar with alarm systems.
 Police officers may also be another source of information, and may even be able to
tell the response time of monitored systems.
 The internet is a valuable resource tool and can provide almost anything one would
want to know about the different systems and technology available.
 The more information one has, the better decision one can make in providing
building security for business or office buildings.

5.22.5 Top Safety and Security Equipment for Businesses

The following seven items are among the most important for any business to own, whether
it is a product- or service-oriented business. These items help protect life and limb first and
foremost and financial assets as well. If a proprietor wants to upgrade a security system or begin
installing safety and security equipment but does not know where to begin, picking items on the
list below is a good way to get started.

32
  Cameras. Security cameras enable business owners and managers to keep an eye on
activities that they would not normally be able to keep track of. In a store, cameras may be
placed at strategic vantage points to monitor customer activity and deter theft. Cameras
might also be installed in critical employee areas to keep workers honest. General examples
of key locations for cameras include:

 Parking lots.
 At each entry and exit.
 At certain places on a retail store floor.
 In the business offices.
 In a vault.
 In the breakroom.
 In a reception area.

One must keep privacy concerns in mind when installing cameras; restrooms and changing
areas are not appropriate areas to mount security cameras. No cameras would be allowed
in a medical facility for reasons of patient confidentiality. Each business needs to be aware
of the rules and regulations regarding camera use.

Another aspect of camera installation is that someone must be available to watch them.
This involves installing monitors and sometimes paying personnel to watch them. While
the placement of a live camera itself may be enough to deter some questionable activity,
the system usually works much better if the cameras are viewed in real time, or at least
reviewed on a regular basis, such as before the end (or at the beginning of) each shift. On
the other hand, some businesses may only need to consult camera footage in the instance
of a legal query.

33
  Entry Alarm Systems. An alarm system is a must for most modern businesses. Whether it
is installed to protect employees, inventory, or information, an alarm system allows only
authorized personnel to enter the premises. The system may be activated at night only, such
as when a retail establishment is closed, or all day long in an office. There are different
types of alarms to suit these purposes. For locking a business at night, a system where a
code is entered before exiting and locking the door is common. For all-day security, an ID
card system is ideal. This allows all registered employees to swipe a card in order to open
the door to a building or room. These cards can even be programmed to allow access to
only certain locations.

 Fire Alarms and Smoke Detectors. One need only turn on the news to hear a report of a
fire at a domestic or foreign company, and unfortunately, some of these fires injure people
for life or claim lives. A fire is truly devastating and one of the worst things that can happen.
Thankfully, modern technology makes it easy to warn people in a building of a fire in
enough time to evacuate safely. Installing fire alarms and smoke detectors is a legal
requirement. These items save people every day. Alarms and detectors should be tested
regularly to make sure that the batteries or other power supply is good.

 Fire Extinguishers. No building should be without a fire extinguisher, whether it is

someone's home, an outbuilding, an art studio, or a place of business. Fire extinguisher
training should be a part of any company's regular safety training, because having the
extinguishers on hand is not enough if nobody knows how to use them. There are different
types of fire extinguishers, and the type or types kept on hand depends on the industry. The
following table illustrates different fire extinguishers.

Fire Extinguisher Type of Fire Method of Symbol

Class Extinguishing
Class A Common, ordinary Water Green triangle
combustibles (wood,

34
 paper, cloth, plastic,
rubber)
Class B Flammable liquids Foam Red square
(kerosene, gasoline,
paint remover, wax,
oil, grease, paint)
Class C Electrical Dry chemicals or Blue circle
components (wires, halon gas
circuits, outlets,
appliances, tools,
equipment)
Class D Combustible metals Sand or chemical Yellow decagon (star)
powder
Class K Cooking oils and fats n/a Black hexagon
Household extinguishers are usually designed to cover class A, B, and C fires and are
commonly referred to as ABC extinguishers. These types of extinguishers are suitable for
most regular offices as well. Class D fire extinguishers are necessarily separate from the
combination extinguishers but are usually not needed except in a scientific or special
industrial environment. Class K extinguishers are so named to indicate "kitchen" use.
These types of extinguishers must be in all restaurants, cafeterias, and kitchens.

Aside from regular training and practice, a business must also schedule fire extinguisher
maintenance to ensure that the devices are ready to be used at a moment's notice.

35
  Locks. The ultimate in basic security equipment, locks have been used for thousands of
years in varying forms, including combination locks, key locks, and deadbolt locks. Locks
are most often used on exterior and interior doors. They may also be placed on windows,
cabinets, desks, and equipment. The business owner must determine where interior locks
are necessary; any possible entrance to the building itself should always be locked.

 Safes. Most businesses keep financial assets on the premises, so a safe is usually in order.
A safe is a heavy-duty metallic box designed to hold varying amounts of cash in addition
to important documents and other sensitive items. Older styles of safes feature a
combination dial attached a thick metal bar; when the correct combination is entered, the
safe can be opened. Newer safes may feature digital entries. Safes range from small units
that fit into a recessed portion of a wall to large freestanding units that are set on a floor.
Some companies place the safe in a vault, which itself must be secured. Other businesses
keep their safe in a main office that can be locked. It is critical that only authorized
employees know the safe code; it is equally important that everyone can remember the
combination without writing it down where it might be seen by unauthorized persons.

 Signage. Any business with employees on site or customers who enter the premises should
have some safety signage posted, particularly exit signs. During disasters, a building may
become dark, making it difficult or impossible for people to find a safe means of egress.
Lighted signs are a crucial element of business safety.

5.22.6 Conclusion

Any business has resources to protect, and first and foremost on that list is human
resources. No human life is worth any amount of money, merchandise, equipment, or proprietary
information. In protecting the well-being of the employees, the owner or manager often protects
the other assets at the same time, since many of the safety approaches are the same whether it is
people or property at stake.

Locks and entry alarms are effective ways of keeping people out of areas they should not be in,
whether it is keeping a certain employee out of a sensitive area or an intruder from entering the

36
building. Cameras facilitate monitoring of real-time activities to prevent problems and record
valuable information that can lead to convictions later. Fire alarms and fire extinguishers are the
bare bones of fire safety and are items that should be in place in every home and business. Safety
signs are crucial for fire safety as well as in other situations, such as warning people to watch their
step or wear hearing protection. A safe keeps valuable items, documents, and actual money from
unauthorized access. By installing these items in a business, one can continue to develop a safety
and security plan and determine if any other equipment is needed.

5.23 Corporate and Business Intelligence

''The ultimate goal of Business Intelligence is to help management and the corporates in -
"Making Decision and Taking Actions that Are Strategically Relevant"

5.23.1 Introduction

Corporate and Business intelligence (BI) has been defined in many ways. By the earliest
definition (1958), corporate/business intelligence was seen as “the ability to apprehend the
interrelationships of presented facts in such a way as to guide action towards a desired goal.”

A broader and perhaps more current definition of this discipline is this: business intelligence is the
process of collecting business data and turning it into information that is meaningful and actionable
towards a strategic goal. Or put even more simply, BI is the effective use of data and information
to make sound business decisions.

BI programs also incorporate forms of advanced analytics, such as data mining, predictive
analytics, text mining, statistical analysis and big data analytics. In many cases though, advanced
analytics projects are conducted and managed by separate teams of data scientists, statisticians,
predictive modelers and other skilled analytics professionals, while BI teams oversee more
straightforward querying and analysis of business data.

37
In addition to BI managers, business intelligence teams generally include a mix of BI architects,
BI developers, business analysts and data management professionals; business users often are also
included to represent the business side and make sure its needs are met in the BI development
process. To help with that, a growing number of organizations are replacing traditional waterfall
development with Agile BI and data warehousing approaches that use Agile software development
techniques to break up BI projects into small chunks and deliver new functionality to end users on
an incremental and iterative basis. Doing so can enable companies to put BI features into use more
quickly and to refine or modify development plans as business needs change or new requirements
emerge and take priority over earlier ones.

5.23.2 What Does It Entail ?

Business Intelligence (BI) are the set of strategies, processes, applications, data, products,
technologies and technical architectures which are used to support the collection, analysis,
presentation and dissemination of business information. BI technologies provide historical, current
and predictive views of business operations. Common functions of business intelligence
technologies are reporting, online analytical processing, analytics, data mining, process mining,
complex event processing, business performance management, benchmarking, text mining,
predictive analytics and prescriptive analytics and are capable of handling large amounts of
structured and sometimes unstructured data to help identify, develop and otherwise create new
strategic business opportunities. The goal is to allow for the easy interpretation of these big data.
Identifying new opportunities and implementing an effective strategy based on insights can
provide businesses with a competitive market advantage and long-term stability.

Business intelligence can be used to support a wide range of business decisions ranging from
operational to strategic. Basic operating decisions include product positioning or pricing. Strategic
business decisions include priorities, goals and directions at the broadest level. In all cases, BI is
most effective when it combines data derived from the market in which a company operates
(external data) with data from company sources internal to the business such as financial and
operations data (internal data). When combined, external and internal data can provide a more
complete picture which, in effect, creates an "intelligence" that cannot be derived by any singular
set of data. Amongst myriad uses, business intelligence tools empower organisations to gain

38
insight into new markets, assess demand and suitability of products and services for different
market segments and gauge the impact of marketing efforts.

Business intelligence data typically is stored in a data warehouse or smaller data marts that hold
subsets of a company's information. In addition, Hadoop systems are increasingly being used
within BI architectures as repositories or landing pads for BI and analytics data, especially for
unstructured data, log files, sensor data and other types of big data. Before it's used in BI
applications, raw data from different source systems must be integrated, consolidated and cleansed
using data integration and data quality tools to ensure that users are analyzing accurate and
consistent information.

5.23.3 Elements Of Business Intelligence

Business intelligence encompasses the following elements-

 Reporting: the process of accessing data, formatting it and delivering it inside and outside
the organization .
 Analysis: identifying patterns and establishing relationships in a group of data.
 Data mining: the extraction of original information from data.
 Data quality and interpretation: the greater or lesser correlation between data and the real-
world objects they represent.
 Predictive analysis: a branch of data mining, it attempts to predict probabilities and trends.

In addition to the above, the general process of business intelligence is as follows:

 Gathering data and organizing it through reporting.

 Turning it into meaningful information through analysis.
 Making actionable decisions aimed at fulfilling a strategic goal.

5.23.4 Benefits Of Corporate and Business Intelligence

The potential benefits of business intelligence programs include accelerating and improving
decision making; optimizing internal business processes; increasing operational efficiency; driving
new revenues; and gaining competitive advantages over business rivals. BI systems can also help
companies identify market trends and spot business problems that need to be addressed.

39
BI data can include historical information, as well as new data gathered from source systems as it
is generated, enabling BI analysis to support both strategic and tactical decision-making processes.
Initially, BI tools were primarily used by data analysts and other IT professionals who ran analyses
and produced reports with query results for business users. Increasingly, however, business
executives and workers are using BI software themselves, thanks partly to the development of self-
service BI and data discovery tools.

Business intelligence combines a broad set of data analysis applications, including ad hoc analysis
and querying, enterprise reporting, online analytical processing (OLAP), mobile BI, real-time BI,
operational BI, cloud and software as a service BI, open source BI, collaborative BI and location
intelligence. BI technology also includes data visualization software for designing charts and other
infographics, as well as tools for building BI dashboards and performance scorecards that display
visualized data on business metrics and key performance indicators in an easy-to-grasp way. BI
applications can be bought separately from different vendors or as part of a unified BI platform
from a single vendor.

5.23.5 Use of Business Intelligence In Corporate Learning

Business Intelligence involves collecting, analyzing, and managing corporate data. This can
be anything from customer spending habits to workplace productivity. Companies even use it to
track trends and cut costs to ensure future success.Here are just some of the reasons why Business
Intelligence is such an important tool in corporate learning:

 Increased Employee Productivity. Business Intelligence in corporate learning offers

valuable insight into employee performance and workplace efficiency. Everything from
sales numbers to customer surveys can help the organisation identify the company's
strengths and weaknesses. For example, sluggish sales may indicate that the team needs to
brush up on their skills. Thus, one may need to add negotiation, communication, and
product knowledge in training courses to the corporate learning program. By increasing
employee productivity, the organisation has the potential to increase employee retention
rates and satisfaction. As a result, the company is more profitable and the staff is more
confident and self-fulfilled.

40
  Turn Analytics Into Actionable Insights. Organizations have a variety of reports at their
disposal. There are profit and loss statements to help keep track of finances. Employee
evaluations identify areas for improvement and improve job performance. However, when
it comes to online training insight, the Learning Management System is the most valuable
tool you have. Virtually every Learning Management System comes with analytic and
reporting features. It also allows tracking various aspects of corporate learning program,
from employee progress to completion rates. This raw data can be converted into actionable
insights. skills and make you corporate learning/e learning activities and assessments more
challenging.
 Customize Customer Service Online Training. The most effective training experiences
(including on line learning) are personal, relatable, and job-specific. To create effective
customer service online training, you can rely on customer spending habits, surveys, and
behaviors to customize training courses. For example, customers may not be purchasing
service plans because they don't know about them. Thus, one can create an online training
presentation that stresses the importance of upselling. It might even include a branching
scenario where employees get the chance to try out their new sales skills. Rather than
offering a generic online training program, you are filling the performance gaps that hinder
the company's success. As a result, employees are able to reach their goals and improve
job-specific skills.
 Enhance Product Knowledge Online Training. Speaking of sales, Business Intelligence in
corporate learning helps identify sales trends so that can improve product online training
strategy. In some cases, disappointing sales may be a result of knowledge gaps. Employees
are simply unaware of the features and benefits a product can offer. Thus, they cannot
convey these important details to the consumer. This leads to low sales figures and fewer
repeat customers. One can remedy this by developing an effective product online training
course. Better still, offer microlearning activities that impart information quickly and
conveniently. For instance, 2 to 3 minute online training videos that highlight the features
and specs of a product.
 Pinpoint Areas For Improvement. Business data gives the opportunity to identify a
company's strengths and weaknesses. This is particularly true when it comes to your

41
 spending habits and work practices. A perfect example of this is redundant job tasks or
positions, such as two employees who perform the same tasks. The department in question
isn't particularly busy. Thus, neither employee has a full workload. So, wouldn't it be wise
to retrain one of the employees so that they can fill an existing gap? This is where corporate
eLearning comes into play. You can use Business Intelligence in corporate eLearning to
find a suitable position for the employee based on their strengths and skills. Then offer
them the customized online training they need to be truly productive. All of this allows
your organization to allocate its resources more efficiently and tap into the employee's
hidden talents.
 Create A Long-Term Corporate eLearning Strategy. All of the Business Intelligence
gathered today can ensure the future success of business. Data tells how business has fared
in the past and where it is today. It even reveals which trends you need to be aware of in
the future. Thus, you can use it to create an ongoing corporate learning strategy that evolves
with the company. It also gives you the opportunity to stay one step ahead of the
competition by maximizing resources.

Business Intelligence gives you the power to cut online training costs while improving workplace
efficiency. However, it’s only a valuable tool if you know how to use it to your advantage. This
involves analyzing your data and setting actionable goals so that you can streamline your corporate
eLearning strategy.

5.23.6 Business Intelligence And Data Analysis

The business intelligence gathered and its analysis can answer such questions as:

 How is the product performing by product line? What about by territory? Or by

demographics?
 What is the untapped potential of sales territory X?
 What would be the likely impact of revenue if I eliminated territory Y and relocated Y’s
rep to territory X?
 Are the reps balancing face time with their customers with “windshield time” in an efficient
way? Is there a way to improve this?

42
In any case, the goal of even the most sophisticated analysis features is always the same: enabling
decision-makers to understand data, to spot patterns between numbers, to identify trends and the
reasons behind them–simply put, to contextualize data and answer questions about it.

Interestingly, most BI projects fail not because of faulty technical implementation, but because of
lack of a strategic focus. Business intelligence should be a lever that enables a company to “lift”
itself more efficiently towards its strategic goals. But all too often, BI becomes an end-in-itself
proposition, with project managers, CIOs or CTOs failing to look at it in light of the company’s
mission.

5.23.7 Conclusion

In todays competitive and volatile market, there is a need to explore markets, industries,
competitors and drive performance. Corporations require to explore industries, emerging trends,
adjacent markets and the competitive landscape. With intuitive search and innovative visualization
of data, Business Intelligence delivers global cross-asset information, news, charts and analytics
to reveal new insights, without the need to trawl through disparate data sources.

43