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Active Incident is not Just "Active Shooter" Principles Based Leadership in Emergency Planning

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Active Incident is not Just "Active Shooter" Principles Based Leadership in Emergency Planning

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Active Incident is not Just "Active Shooter" Principles Based Leadership in Emergency Planning

  1. 1. 6/28/2017 1 Active Incident is not Just “Active Shooter” Principles Based Leadership in Emergency Planning Ned Ludlow, Vice President, Loss Prevention, Williams-Sonoma, Inc. Active Incident is not Just “Active Shooter” Principles Based Leadership in Emergency Planning
  2. 2. 6/28/2017 2 TODAY’S OBJECTIVES 1.BETTER UNDERSTAND OUR DUTY OF CARE RESPONSIBILITIES. 2.IDENTIFY KEY PARTNERS AND STAKE HOLDERS WHOSE PARTNERSHIP IS NECESSARY FOR A SUCCESSFUL INCIDENT MANAGEMENT AND RESPONSE PLAN. 3.DISCUSS REAL LIFE INCIDENTS AND A FRAMEWORK THAT IS FLEXIBLE ENOUGH TO PROVIDE LEADERSHIP FOR THE BROAD SPECTRUM OF INCIDENTS FACED BY RETAILERS TODAY. ASSOCIATE, CUSTOMER, ASSET, AND BRAND PROTECTION ARE OUR INDUSTRY’S PRIMARY REASONS FOR EXISTENCE. RECOMMENDING AND IMPLEMENTING WORKABLE PLANS TO ADDRESS THE WIDE RANGE OF CRITICAL INCIDENTS THAT CAN THREATEN THE HEALTH OR SAFETY OF OUR CUSTOMERS AND COLLEAGUES OR DAMAGE THE REPUTATION AND PROFITABILITY OF OUR BUSINESSES IS A FUNDAMENTAL RESPONSIBILITY OF OUR PROFESSION. WHY DO WE HAVE JOBS
  3. 3. 6/28/2017 3 WHAT IS DUTY OF CARE EACH PERSON HAS A DUTY TO ENSURE THEIR ACTION, OR FAILURE TO TAKE ACTION, DOES NOT HARM OTHERS. IT IS PART OF THE RESPONSIBILITY AND OBLIGATION OF EMPLOYERS AND EMPLOYEES. IT IS THE EMPLOYER'S RESPONSIBILITY TO ENSURE THAT PEOPLE ARE SAFE IN THE WORKPLACE. DUTY OF CARE WHAT CONSTITUTES A BREACH A BREACH OF DUTY OCCURS WHEN ONE PERSON OR COMPANY HAS A DUTY OF CARE TOWARD ANOTHER PERSON OR COMPANY BUT FAILS TO LIVE UP TO THAT STANDARD.
  4. 4. 6/28/2017 4 DUTY OF CARE - LITIGATION • FORESEEABILITY OF HARM OR INJURY • DEGREE OF CERTAINTY INJURY SUFFERED • CLOSENESS OF THE CONNECTION BETWEEN THE CONDUCT AND THE INJURY • MORAL BLAME ATTACHED TO THE CONDUCT • POLICY OF PREVENTING FUTURE HARM EACH STATE OR COUNTY IS SOVEREIGN - FREE TO DEVELOP ITS OWN TORT LAW THE LEGAL TESTS FOR FINDING A DUTY OF CARE MAY BE DIFFERENT IN EACH LOCALE DUTY OF CARE - LITIGATION • BURDEN TO THE DEFENDANT AND THE CONSEQUENCES TO THE COMMUNITY OF IMPOSING A DUTY OF CARE LIABILITY • POSSIBLE MAGNITUDE OF THE POTENTIAL HARM OR INJURY • IMPORTANCE OR SOCIAL VALUE OF THE ACTIVITY ENGAGED IN BY THE DEFENDANT
  5. 5. 6/28/2017 5 DUTY OF CARE - LITIGATION • USEFULNESS OF THE CONDUCT TO THE DEFENDANT • FEASIBILITY OF ALTERNATIVE CONDUCT • COSTS AND BURDENS OF ALTERNATIVE CONDUCT • USEFULNESS OF ALTERNATIVE CONDUCT • SAFETY OF ALTERNATIVE CONDUCT WHAT IS AN ACTIVE INCIDENT WEATHER EMERGENCIES ACTIVE SHOOTER SIGNIFICANT ACCIDENT CIVIL UNREST - PROTESTS DANGEROUS CUSTOMERS TERRORISM ILLNESS DATA BREACH CORPORATE DATA BREACH LOCAL ASSOCIATE’S DOMESTIC VIOLENCE THREATS OF VIOLENCE AT WORK PERCEIVED THREATS ROBBERY CRIMINAL ACTIVITY SOME POSSIBLE EXAMPLES
  6. 6. 6/28/2017 6 SOME PRINCIPLES EMERGENCY PLANNING • COVERS THE FULL SCOPE OF POTENTIAL ISSUES (DOMESTIC, INTERNATIONAL, LOCAL, GLOBAL, INTERNAL, EXTERNAL) • SAFETY FIRST (CUSTOMERS AND ASSOCIATES) • WILL SURVIVE THE TEST OF TIME • FLEXIBLE • NOT TOO COMPLICATED (SIMPLIFY AS APPROPRIATE – COMPLEXITY CAN INCREASE COSTS – MEMORABLE) • REGULARLY REVIEWED (OBSOLESCENCE – NEW RISKS) SOME PRINCIPLES EMERGENCY PLANNING • COST EFFECTIVE (NOT A BUDGET BUSTER) • INCLUDES A COMMUNICATION PLAN (BEFORE, DURING, AFTER, INTERNAL, EXTERNAL, NARROW, WIDE) • CULTURALLY ACCEPTABLE • EXECUTABLE (IT NEEDS TO WORK) • INCLUDES ALL STAKEHOLDERS • TESTED
  7. 7. 6/28/2017 7 POTENTIAL PARTNERS EMERGENCY PLANNING LOCAL MANAGEMENT FIELD LEADERSHIP EXECUTIVE LEADERSHIP LEGAL – GENERAL COUNSEL OUTSIDE LEGAL COUNSEL PUBLIC RELATIONS HUMAN RESOURCES IT OPERATIONS IT SECURITY DISTRIBUTION LEADERSHIP POTENTIAL PARTNERS EMERGENCY PLANNING CUSTOMER SERVICE LOSS PREVENTION/SECURITY PAYROLL FINANCE RISK MGT. – INSURANCE EXTERNAL CONSULTANTS INTERNAL AUDIT EXTERNAL AUDIT FACILITIES – REPAIRS AND MAINTENANCE EXTERNAL SECURITY PARTNERS LAW ENFORCEMENT
  8. 8. 6/28/2017 8 INCIDENT ROUNDTABLE DISCUSSION WHAT WOULD YOU DO IF….? WHO ARE YOUR PARTNERS? WHAT DO YOU RECOMMEND? WHO OWNS THE DECISIONS? REAL LIFE - ROUNDTABLE DISCUSSION GUIDELINES FOR THE EXERCISE 1. CHOOSE A SPOKESPERSON 2. ADDRESS THE FOLLOWING: a. DO YOU HAVE A PLAN? b. IS THIS SCENARIO COVERED IN YOUR DEPARTMENT’S CURRENT EMERGENCY PLAN? 1. IF YES, WHAT ARE THE HIGHLIGHTS? 2. IF NO, DEVELOP A HIGH LEVEL OUTLINE. 3. DISCUSS CULTURAL/ORGANIZATIONAL DIFFERENCES IN APPROACH WITH YOUR PEERS AT THE TABLE. 4. IDENTIFY YOUR INTERNAL AND EXTERNAL PARTNERS. 5. DISCUSS WHO OWNS THE DECISIONS. 6. IDENTIFY GUIDELINES/PRINCIPLES FOR RESPONSE. a. IMMEDIATE RESPONSE b. LONGER TERM ACTIONS
  9. 9. 6/28/2017 9 RECAP ROUNDTABLE DISCUSSIONS TABLE REPORTS ASSOCIATE, CUSTOMER, ASSET, AND BRAND PROTECTION ARE OUR INDUSTRY’S PRIMARY REASONS FOR EXISTENCE. RECOMMENDING AND IMPLEMENTING WORKABLE PLANS TO ADDRESS THE WIDE RANGE OF CRITICAL INCIDENTS THAT CAN THREATEN THE HEALTH OR SAFETY OF OUR CUSTOMERS AND COLLEAGUES OR DAMAGE THE REPUTATION AND PROFITABILITY OF OUR BUSINESSES IS A FUNDAMENTAL RESPONSIBILITY OF OUR PROFESSION. PLAN WELL WHY DO WE HAVE JOBS – TO PROTECT
  10. 10. 6/28/2017 10 REVISIT TODAY’S OBJECTIVES 1.BETTER UNDERSTAND OUR DUTY OF CARE RESPONSIBILITIES. 2.IDENTIFY KEY PARTNERS AND STAKE HOLDERS WHOSE PARTNERSHIP IS NECESSARY FOR A SUCCESSFUL INCIDENT MANAGEMENT AND RESPONSE PLAN. 3.DISCUSS REAL LIFE INCIDENTS AND A FRAMEWORK THAT IS FLEXIBLE ENOUGH TO PROVIDE LEADERSHIP FOR THE BROAD SPECTRUM OF INCIDENTS FACED BY RETAILERS TODAY.

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