When traveling for business, it’s necessary for safety precautions to extend beyond the typical nine to five working parameters. Throughout the entirety of a business trip, business travelers should remain diligent around the clock, taking additional precautions to ensure their personal safety. There are several security measures both a business and its mobile workforce should keep in mind as they book business travel accommodations, check into their hotels in remote locations and conduct business while in an unfamiliar area.
Within the enterprise security and risk management community, there’s no debate about the financial impact of business downtime — a single hour of downtime can mean over $100,000 in losses for the overwhelming majority of businesses. But the consequences of downtime aren’t just monetary; they can be reputational as well.
In January of 2019, the Clemson Tigers and Alabama Crimson Tide competed at one of the largest sporting events in the country: The National Collegiate Athletic Association’s (NCAA) fifth National Championship game of the College Football Playoffs. There were 75,000 fans in attendance.
The 2019 Ethics & Compliance Hotline Benchmark Report by NAVEX Global® shows an overall 18 percent increase in harassment reports during 2017 and 2018 with 41 percent of reports substantiated.
Smaller retail and franchisee owners are among the busiest people I know. When there’s a problem, it’s usually up to them to find a solution, whether that’s troubleshooting an IT issue or dealing with staffing challenges. Add to that the fact that many owners operate multiple locations and it’s easy to understand why they are typically cautious about adopting new technologies. If the tech isn’t easy to use, or can’t demonstrate immediate and measurable benefits, realistically it’s only going to add to the ‘to do’ list.
From welcoming employees and guests with a warm and friendly smile to giving directions, the customer service role that security personnel play is infinite.
Corporate culture has been the source of vigorous discussion and debate in leadership circles for decades. Despite the persistence of this discourse, we continue to struggle with a working definition of “corporate culture.” A recent article in Harvard Business Review offered that “cultural norms define what is encouraged, discouraged, accepted, or rejected within a group.” How might the cultural norms in an organization encourage an environment ripe for workplace violence?
As someone who has been engaged by consulting clients and full-time employers to conduct threat assessments and write security and emergency preparedness plans, I am often left puzzled by how many organizations go to great lengths to assess their vulnerabilities and create plans to address them, but almost never test their ongoing effectiveness.
The 2019 Edelman Trust Barometer reveals that trust has changed profoundly in the past year with “my employer” emerging as the most trusted institution.
In 2007, Aon’s Global Risk Management Survey identified reputational risk as the top concern for global enterprises. A decade later, in the latest such survey by Aon, “damage to reputation/brand” retained its number one spot among more than 50 other categories of risks.