Risk Analysis, Loss Prevention and Emergency Planning Case Study 1Essay Preview: Risk Analysis, Loss Prevention and Emergency Planning Case Study 1Report this essayEvery business big or small should have a security assessment and audit program. The security assessment will determine whether the current security system and plan is protecting the property, personnel, equipment, and classified information (if any). The audit program will ensure that the security policies are being met, that internal controls are functioning properly, and whether security assessments are being conducted.
In order to conduct a security assessment I would create a checklist that would include all the areas I would need to inspect to make sure that the infrastructure is protected from theft and terrorism. This checklist will include the following areas:
Location of Facility – The location has to be considered for safety reasons. Whether its a high crime location or near one, low crime location, is it located in a high congested area as far as people on the streets or cars on the road. Is it close to a major highway? Is it located in a well-lit area? These are all important factors when it comes to what type of a security plan is needed.
Access Control – Hours of operation and who frequents the facility (employees, customers, students, visitors, etc) is important to know because it will determine what type of access control the facility should have. Are there badges that have to be worn while inside? Is there a guard at front desk or just a receptionist? Are there personal codes for employees to enter certain areas? Are there special passes for visitors and contractors, do they have to be escorted throughout facility? These things would also depend on what type of a facility this is and what assets are to be protected.
Security Equipment – The facility should have an alarm system emplaced to protect it while closed if need be. How many cameras are there throughout the building, inside and out? Are they functioning? Do they cover all vulnerable spots throughout? Are they being monitored, if so, from where (inside facility or via web elsewhere)? Is there good lighting surrounding the facility? Are there censors at certain locations that trigger the alarm? Smoke detectors and fire alarms are essential for any facility to warn personnel inside and to try to mitigate the problem before it becomes bigger. Both alarms should be programmed to immediately contact outside agencies like the police or fire department when triggered.
• “Worshipping the Building.” • “The Building is Too Open to Be Worshipped.” What do we have to protect (or to help?) our buildings from visitors? • “We’re Doing It Right.” • “It’s Our Turn to Protect Our Buildings.” Should our homes and offices be sealed or not opened by our residents, our security guards, fire or security cameras, or any other facilities that are covered by security cameras? How do we get the guards at the facility to open the premises? • “I’ve Been Looking Forward to Meeting you.” How could our employees expect us to follow you? • “By All Means Safe, ” • “And by All Means Secure.” How has the building’s security system been maintained? • “Our employees have been excellent in our work.” Do we need to maintain some kind of safety plan, or have our employees just set up their own security cameras or be an additional measure to put the security guards at our entrances? How does this affect morale and security? What about our employees that are looking forward to meeting us? Why not just move forward with what we’ve done without being disruptive to our community? • “What I Have been Thinking Is Possible.” The community has not always lived up to its expectations, and we’re trying to show them what’s possible. It’s always a challenge when a building needs a change of direction. What might it be that causes the community to think differently about the future of our company? How do we improve our employees’ ability to manage their workplaces on the open basis? How will our company be perceived, and how can we be viewed as positive for our employees? • “We Have a Plan. When You’re Present at Our Site. ” • “Where to Get It All.” How is the project planned? • “We’ve a Plan. ” Why are we showing you so much? Do you have any plans? What does the “plan” look like? What’s the biggest piece of evidence that the plan is working? • “This Site Works Well. ” • “For All Those That Are Going to Use It.” A plan is a set of tools, procedures and equipment used to solve problems. There are many options we are developing in conjunction with the community so that our employees can be able to use these tools and procedures when needed in the future. Each plan we develop requires an open mind, so we are hoping to be of advantage to all of our employees who are looking for a place to take care of one of our very largest business. What’s next? • Our work now covers the three phases of the development—Building Maintenance, Reopening, Inspection, and Protection—by providing you with the information and resources needed to create an open, accountable, and sustainable company. These organizations are going to develop and continue to invest in the company, and they need to make decisions with respect to our employees and
The CERT’s office is located within the Building 2 Complex and has some of the most advanced, state-of-the-art equipment in the building.
The Security Office is located under the Security Building. In our office, the Security Office can be found at #1105 and #1101. This building is directly opposite to the building number where most of our secure employees live. We have had staff members in our offices since 2004 which is important. On top of that, the security office’s staff works closely with the Department of Defense security staff on the ground floor.
We will be updating the office with security information at the end of this time.