Shoprite Mall Security Plan and Presentation
Learning Team C: XX, XX, XX, XX, XX
CMGT 430/Enterprise Security
Background
In any business organization, security personnel contend with various concerns regarding the safety and well being of personnel and other assets. A comprehensive security plan is vital to ensuring an organization’s financial, human, physical, and intellectual resources interact in an environment of optimal safety. It assures and ensures the smooth operation of a business enterprise while guarding against unnecessary and at times catastrophic losses due to accidents or malicious actors (Fay & Patterson, (2018). The purpose of the plan is threefold: one, to prevent/minimize the occurrence of identified risks; two, enhance the capacity of the organization to cope, and; three, facilitating business enterprise’s recovery from hazards.
The design and implementation of this security plan are based on the realization of the three basic principles of security: availability, integrity, and confidentiality. Its success is not the responsibility of security personnel or department alone, but rather collaborative efforts of all personnel and across all departments of the enterprise (Lundberg & Willis, (2015). It also involves the cultivation of linkages with other key stakeholders (Mall’s landlord, government agencies-fire department, police, & independent contractors) to be implemented for success. Most importantly, the plan is enterprise-specific; addressing Shoprite’s discerned vulnerabilities and risks, and; its response protocol is therefore uniquely targeted.
In the execution of the plan, Shoprite Mall Security Plan adheres with all relevant national/state/industry legal and regulatory guidelines. It seeks to protect the enterprise from both internally (staff) and externally (public) emanating threats, that is in line with the enterprise’s 2020-2025 strategic plan. The plan identifies and defines risks facing the business, sees to train and sensitize all staff about it, and designates individual/departmental responses to specific threats. Furthermore, the plan is subject to annual review, and any new recommendations are integrated into organizational practice in all spheres to guarantee adherence (Shoprite, 2020).
Risk/Vulnerabilities Assessment
In the development of a security plan, risk/vulnerability assessment is considered a critical component facilitating the identification areas of susceptibility. Shoprite Mall risk management plan is designed in line with the United States’ Department of Homeland Security (DHS), Department of Labor (DOL), and the Federal Emergency Management Agency management guidelines (DHS, 2010). In this case, risk/vulnerability assessment refers to the general task of identification of hazardous factors that potentially can result in loss or interfere with the attainment of Shoprite’s business’s objectives. It is meant to answer the questions of what, where, when, why, and how risks can impact operational capability. Risk management is an important element in anticipating and evaluating threats since it determines the adoption of appropriate response measures (FEMA, 2007).
The process involved conceptualization, matrix development, and ranking risks facing Shoprite Mall. Risks at Shoprite Mall are categorized depending on the origin, internal and external risks/threats (Davis et al, 2006). Internal threats originate from within the Mall and may include security protocol violation or theft by staff. External threats emanate from outside the institution and comprise of criminal acts such as robberies, civil disturbances, or highly infectious diseases (Covid-19) (Wilder‐Smith, 2020). They are ranked/rated depending on the probability (prospect) of occurring, and the extent of concern, anxiety (fear), or level impact of loss activity is likely to inflict on the business performance (Willis et al, 2004). The activities are scored on a scale of 1-5 from the least (1) to the most (5). The cumulative score is then ranked used to determine the level of risk/vulnerability with a score of less than 4, 5-8 moderate and, over 8 considered high (Davis et al, 2006).
Shoprite Mall is a 24-hour shopping mall located on Water Front Street Bradford. It shares spaces in the Wilson’s Complex with eight other establishments. It is comprised of 6 retail shops, 8 fashion stores, 5 dining outlets, 4 money exchange bureaus, a telecommunications center, a children’s play store, an amusement park, and a car parking area. In a bid to grow and maintain its patronage, the Mall and other business within the Complex maintain a relatively open and genial posture that expose them to high risk.
The risks assessment of the physical security found that the Mall’s complex otherwise strong perimeter wall has one weakened spot made during the construction of an extension to the main complex. An improvised low lying, Iron Gate that sometimes is used by heavy supply trucks was put up instead which fails to meet the National Fire Protection Association (NFPA) business guidelines disaster management (NFPA, 2007; HSC/DHS, (2005). Breaches can occur by potential offenders simply hurling objects over or jumping over it to gain access to the complex. In the evenings, bands of youths usually assemble around the spot and can be a weak access point in case of an attack by suicide bombers or vehicle-borne bombs. The target could be customers, employees, and merchandise of the Mall as the only barriers –are mainly made of light construction blocks, glass doorways and, no reinforced barriers. The section was scored 5 and 5, and therefore poses a level of high risk.
The car park exposed to potential offenders due to their multiple accesses. While the main entry is controlled via access cards, malicious actors can simply walk through the main gate or gain access back from the Mall. Security personnel services are restricted to infrequent patrols by 2 security personnel. The security cameras coverage is not complete and far placed and used mainly for vehicular rather than individual identification. It was noted some clients- mainly young people, retreat to their cars where they inordinately spent long periods drinking. Possible risks here include altercations, unauthorized entry (trespassers) vandals, thieves and carjackers, and robbers of cars, money, and personal effects of staff and customers.
Security personnel has keys to control access of common areas such as restrooms and staff corridors while managers are responsible for access to individual outlets, a task that is often delegated to junior staff during peak hours and weekends. The risk here was identified as lost or stolen keys that may expose operators, employees, and shops to danger. Alternatively, dishonest staff could duplicate the keys and facilitate unauthorized entry. The cumulative risk for this aspect was 9 and rated high after scoring 4 and 5 on the scale. On the other hand, threats such as tempering with locks were rated low as there are regular changes in door lock combinations whenever staff changes occur, the continuous presence of security personnel, and appropriate placement of security cameras (Lundberg, 2015).
The business, like any other, is exposed to possible outbreaks of fires, especially as it houses many eateries (NFPA, 2007). It can also fall victim to arson attacks by malicious persons or disgruntled employees. Fire and smoke pose a real danger to customers, employees, buildings, and products sold in the Mall. Risk assessment on this part included an evaluation of the Mall fire safety equipment and preparedness. Shoprite has an elaborate alarm system consisting of smoke and warmth sensing alarm, fire/flame alarm, and the intruder alarm installed in sensitive areas such as safe areas. There is the placement of three fire alarms on each of the three Mall’s floor. There are smoke and warmth detection alarms placed strategically within the Mall which was found to be functional, monitored, and regularly checked by the supplier’s competent personnel. The risk level here was rated low as it scored 3 on the scale (Davis et al, 2006).
Intruder alarms are installed in restricted areas especially those spaces where valuables are kept such as jewelry and cash safes. The Mall can hold a huge amount of money accruing from cash transactions especially of weekends and public holidays. This can be a target for thieves and robbers who pose a danger to business operators, clients, and their property. The assessment found that each outlet has a safe installed whose access is restricted, codes periodically altered, and limited to only a few authorized personnel often managers and a few cashiers (Davis,2006). The threat entailed in this section was rated low with a score of 3 on the risk scale.
The assessment of Closed Circuit Cameras (CCTV) in and around the premises found to be inadequate. It did not cover all round the perimeter and inadequate in some sections (parking) place where it could not be used for identifying persons. Apart from its deterrent effect, CCTV can be essential in investigating crimes in high human and vehicle traffic areas. CCTV was strategically installed inside the Mall such as entrances, corridors, lifts, stairs, and washrooms among other places. This can be partly explained by the management’s (security) biased towards property related crimes at the expense of other safety concerns. This cannot be said of other vulnerable areas such as parking lot and perimeter fence which can be susceptible to external threats such as drive-by shootings and terrorism. This aspect was further compounded by apparent inadequate training on the part of most security personnel to respond to a terrorism incident. The CCTV center was found to be only manned by 2 security personnel exposing the Mall to the danger in case of multiple and fast-evolving security situations such as active shooter, civil disturbances, or terrorist attacks (HSC/DHS, 2005). The level of threat emanating from this section was judged to be moderately scored at 3, 5 (7).
All businesses are contending with the challenges posed by a novel coronavirus, an incurable, and highly infectious airborne pathogen responsible for ingoing the Covid-19 pandemic. The situation is complicated by the fact that most infected persons remain asymptomatic and therefore difficult to isolate. Besides, since shopping involves some form of touching of either the goods or other surfaces in the Mall, the disinfection of such surfaces is unfeasible. The Mall is usually a place for huge gatherings especially on public holidays and weekends when festivities such as Thanks Giving and Independence Day.
Covid -19 is a threat to all people visiting the Mall as infection can lead to serious illness and even death. Globally, businesses are recording high losses associated with the decreased customers and spending as the economic impacts of the pandemic continue to bite. Implementation of containment measures: enhanced hygiene practices (hands washing/sanitizing), restriction of access to certain areas to customers and nonessential staff, social distancing, mask, and use of Personal Protection Equipment (PPE) for staff in areas requiring intense/constant interaction.
Communication
Most important to this process is the capacity to ensure effective communication of persons in the mall (staff and clients) on one hand, and critical stakeholders such as first responders (the Police, Paramedics, Fire Department) on the other (DHS, 2010). Security personal at the Mall communicates on two-way radios supplemented by a dedicated emergency mobile to the Control Room. The assessment found that the critical incident alarm system is effective and can be activated at strategic points (Access points). All employees and operators (owners) are all linked via mobile short-text message service delivered to their mobile phones in case of an emergency (ShopRite, 2020). The foregoing is however negated by inadequately manned control room leading to fatigue as some crew takes on double shifts. This is a serious lapse as the effectiveness of emergency response relies heavily on an effective communication center. The threat here was rated high with an immediate recommendation to increase staffing to acceptable standards.
Disaster Recovery
ShopRite Disaster recovery time is based on two critical factors: short recovery time after the incident is reported, and recovery point objective. Attaining the short recovery time ensures the business is up and running in the shortest time after security incidents are reported. The quick response is intended to degrade the risk potential and keep any loss/damage to a minimal (HSC/DHS, 2005). Generally, employees are expected to act quickly to remedy a situation from spiraling out of hand. For instance, a member of staff noticing a fellow employee/client without a mask or exhibiting symptoms of Covid-19, it is incumbent up him/her point out this out for appropriate remedial action, or draw the attention security and, of relevant authorities to affect adherence.
Steps should also be taken to document the vital aspects of the incident in case of reference in the future. Secondly, each Mall department is expected to have a recovery point objective (RPO) detailing the time the minimal capacity needed to resume vital or normal operations. The Information Technology (IT) department may set out the time or number of documents retrieved from cloud storage that is necessary to resume operations. Recovery of up to 7-day footage for instance is enough for the resumption of operations at Shoprite. The forgoing is however contingent to availability of; funds, physical as well as human resources, insurance to cover loss, essential data, technological availability, and adherence to federal, state, and industry regulations (ShoPrite, 2020).
Training and Audit
Training is a critical aspect of the Implementation of the security plan. Security training at ShopRite will be mandatory for every employee. It is part of the orientation process whose responsibility lies with the head of resources office, in conjunction with the department expecting the new employee. It will also be an integral part of the annual appraisal for all staff. From time to time, the security office in consultation with the management will hold quarterly drills on some emergencies to gauge the business’ response time (ShopRite, 2020). Considering emerging security issues, preventive safety procedures are part of the enterprise’s daily operations reviewed by the management with the start /end of every shift. The daily safety procedure in the age of the novel coronavirus for instance requires the temperature of each employee to be taken each before reporting on duty. Similarly, workers in areas of great exposure are required to don masks, and other PPEs like goggles, masks, and gloves (Wilder‐Smith, et al 2020).
Training of staff is intended to meet the enterprise objective of engendering a culture of safety focusing on preventative measures. It involves controlling access to the premises and minimizing vehicular traffic and authenticating the identity of persons, at any given time on site. It is expected that all staff take personal responsibility and initiate measures meant to secure their person and colleagues by for instance locking up offices and equipment, not in use as a matter of routine. Adoption of a clear chain of command, with not only ensures effective communication but also nurture the spirit of reporting security incidences as well as ensuring the essential feedback for improving on the plan (DHS, 2010).
References
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