Mr. Glasser

Security & Safety

Security and Safety Awareness: High ROI

By Marc Glasser, Managing Director, RM LLC

With minimal effort and cost, even if outsourced, a hotel security and safety awareness initiative can be developed, or if existing, enhanced, to establish or complement hotel risk management programs. The advantages of this risk management effort to the hotel and corporation far outweigh the expense and challenges, correlating to high Return On Investment (ROI). This holds true even when considering competing hotel demands for limited resources.

On a personal note, I know a thing or two about security and safety, additionally; I know a thing or two about hotels and traveling. Over the years, I have traveled to most of the US states and over 90 countries. My travel ranges from New York to Los Angeles, Argentina to Zimbabwe, Kazakhstan to Kentucky, and many places in between. I understand travel and “hotel experiences” as a: weary traveler; resort vacationer; subject matter expert in security and safety; and as a businessman where every dollar (or other currency) expense is one less dollar of profit. Based on the aforementioned perspective, this article addresses advantages, challenges and strategies, and other program components related to an effective hotel security and safety awareness program.

Advantages

There are numerous advantages of an effective and efficient (including minimizing costs) security and safety awareness program. The more obvious advantages of such a program include: protection of life; reducing or avoiding incident related injuries; and safeguarding of the hotel itself and other tangible and intangible assets. Some other less obvious advantages include: enhanced “security and safety goodwill” , fostered by “feeling” secure and safe, when customers, employees, and other hotel visitors, understand the hotel is concerned and is engaging in proactive security and safety initiatives. This positive “goodwill” enhances: the hotels’ customer service reputation; employee dedication, loyalty, and hotel management appreciation. Additionally, other often overlooked advantages may include: reduced legal liabilities; related insurance premium discounts; and deterrence to criminal acts including terrorism, workplace violence, and theft. Theft deterrence includes employee/internal theft and customer and other visitor theft.

Although terrorism is generally a low-probability event, its harmful consequences can be catastrophic. Consequences can include loss of life and bodily injury, as well as, physical, reputation and “balance sheet” damage. Generally, whether a lone wolf or organizationally supported terrorist attack, terrorists will conduct surveillance on multiple targets before attack selection to determine the easiest (softest) target.

Usually, a soft target equates to greater harmful impact and reduced risks for terrorists themselves. Even in cases where a terrorist is expecting to die as a result of the attack, softer targets will generally result in a greater “terror” effect. Frequent internal and external patrols, at random times, by trained and aware personnel will serve as a deterrent observed by those conducting target selection surveillance. Transitioning from soft to hard target, as well as other awareness campaign components, can have its challenges. Challenges as well as strategies to overcome the challenges are discussed below.

Challenges and Strategies

There are challenges to implementing a security and safety awareness program; however, most of the challenges can be mitigated based on strategies and industry best practices. This section will address challenges that can be mitigated, in part or fully, based on appropriate measures. I will address information and training in the Other Program Considerations section below.

Among the greatest challenges to overcome, is lack of senior management support or “buy-in”. Without senior management support the program will not receive the necessary resources, priorities and assistance required for success. While tragic, such events as the 9/11 terrorist attacks and 2008 Mumbai (India) multiple location attacks (also referred to as 26/11 because the attack began on the 26th day of November; to include the Taj Mahal Palace and Oberoi Trident hotels) have raised terrorist threat awareness. Additionally, other “intentional “ threats such as lone wolf, “active shooter”, disgruntled customer and workplace violence attacks have also raised threat awareness and the need for proactive measures to reduce the likelihood of occurrence and appropriate response if such an event occurred.

Terrorism is generally a low-probability high-consequence event. Those who influence finance and budget allocations understand this and may question funding justification or ROI based on low probability. To effectively counter this point one can ask what the financial ramifications of a tragic hotel terrorist attack would be. You may even want the program manager to estimate this him/herself based on available credible information. I will discuss this further in the Other Program Considerations section below. Additionally, an effective response to the “low-probability” argument is if a low-probability event occurs at your hotel, chances of occurrence are 100%.

Senior management support and appropriate resource allocation can be further justified, based on statistically more probable, natural disasters and technical interruption threats. Natural disasters (such as floods, hurricanes and earthquakes) are almost always geographically specific, known and much more likely to affect hotel operations and the safety of individuals. Local natural disaster historical data should serve as a basis for threat determination, resource justification, and allocation. Technical interruptions and threats can also have a significant impact on the safety of individuals and hotel operations. Technical interruptions include utility outages (such power and Internet service providers). Technical threats could include hazardous material incidents or accidents involved with the transportation, manufacturing or storage of hazardous materials.

Utilizing an “all-hazards” approach can be the most efficient way to address intentional, natural, and technical threats. Concisely stated, the all-hazards approach uses a “standard plan” for educating, preparing and reacting to probable threats. Standard plan deviations address threat specific requirements where applicable. For example, a low-lying coastal area receiving significant annual rainfall will have similar actions to counter flood, hurricane and tsunami threats. For this example, assume your office is located in a concrete structure with reinforced windows above the flood level. Appropriate response would be to “shelter-in-place” for these hydro-related threats. Assuming, your proactive awareness plan includes emergency supplies (such as power, food, water) and training, sheltering-in-place at your office would most likely be the best response for intentional and technical threats. However, sheltering-in-place would most likely be detrimental for an office fire; hence, your all-hazards “standard” plan would deviate accordingly.

While it is obvious hotel occupancy rate/customer market share can decrease as a result of most any significant security or safety incident, it is important to understand that usually when a hotel’s occupancy rate/customer market share decreases as a result of a significant security or safety incident, another hotel’s occupancy rates/customer market share usually increases. This increase generally occurs in the same geographical proximity. Your awareness program can not only help deter and prevent catastrophic occurrences, but increase occupancy rate/market share when competitor hotels have failed to do so. Studies also support that when business is lost due to a catastrophic or significant event, it is hard for the “losing” business to regain lost customers.

It is also worth mentioning, from an accounting or cost justification perspective, sometimes it can be difficult to quantify what is prevented. This is an important point when communicating with senior management and/or “resource allocators” and implementation of the measures contained in this article should help overcome this challenge.

Keep in mind, not to “overload” hotel patrons with security and safety information to the extent it would significantly distract or diminish a patrons’ overall hotel-specific experience. There are local, regional and national and (if applicable “overseas” or international) resources that will help determine the appropriate balance between “essential” and “information overload”. I will address this in the Other Program Considerations section to follow.

Other Program Considerations

Paramount to other program considerations is senior management appointment of an accountable awareness program manager. Ideally, the program manager should have experience or familiarity with such disciplines as security, safety, crisis management and business continuity. However, if the program manager is lacks knowledge or experience s/he can acquire it through training, learning and actual program implementation - learning as one proceeds. There is a plethora of information available. Sources include professional organizations such as: ASIS International ( check with your local or closest chapter for assistance); US Department of Homeland Security websites (www.dhs.gov and www.fema.gov); local, county and state homeland security and emergency management officials; private sector companies; and hotel networking contacts for additional sources. For overseas hotels, contact the nearest embassy or consulate. For American companies, you will want to contact the closest US Department of State Regional Security Officer (also known as RSO).

In developing your hotel specific awareness plan, consider the following topic areas: introductory senior management endorsement statement; defining the parameters of the awareness plan; applicable organizational structure and organizational and external contact information; an “it is every employee's responsibility” section; initial and ongoing training, plan benefits and challenges; local threats and vulnerabilities relating to (1) intentional (such as bomb threats, terrorism, workplace violence, theft, arson, etc.), (2) natural (such as floods, earthquakes, hurricanes, tornadoes, etc.), and (3) technical (such as utility/technical services disruptions, hazardous materials incidents, etc.) risks; dealing with hotel guests and patrons; guest and employee parking and vehicles; displaying of IDs; incident reporting, to include reporting procedures for suspicious activity, theft and loss of employee ID and key and/or card reader; restricted or proprietary information; and ensuring integration with existing security, safety, business continuity and emergency information/plans.

Effective internal and external communication and collaboration is necessary. Internal collaboration includes IT, human resources, legal and in-house risk management professionals (such as others with security, safety, crisis management and business continuity responsibilities or experience). External contact includes interaction with those entities or individuals I mentioned in the first paragraph of this section.

Through appropriate information and contacts the program manager may be able to “quantify” specific risks and communicate to senior management the operational and financial impact of risks and how the awareness program can reduce risk and concurrently reduce operational and financial impact. Additionally, the awareness program can help facilitate a more rapid resumption of “normal” operations and profitability.

Awareness information should be documented, reviewed, and updated as necessary, and at a minimum annually. Additionally, employee training should be conducted, at a minimum, annually. All employees should be required to participate in training. Annual training should consist of classroom or online training as well as simulated crisis/ exercise participation.

Document security and safety incidents. The documented incidents should be reviewed and analyzed by qualified personnel, program manager or otherwise, to identify patterns or trends. For patterns or trends, proactive supplemental actions often can prevent and/or mitigate possible or future incidents.

Program training should stress that if employees or patrons become aware of suspicious activity, they should neither “confront” the individual or individuals nor investigate the situation further. They should report the information immediately to a supervisor or manager, who will determine appropriate action. After reporting, if the activity is still occurring and if the observer can inconspicuously document details they should. Details to document can include; physically identifying characteristics (such as a person's or vehicle’s physical characteristics); recording activity (such as note taking or photographing) and behavior characteristics (such as nervousness or excessive interest in “details”). This information should then be recorded in the corresponding incident report.

Other considerations include determining if in-house or external sources will be utilized for program implementation and/or management and if there is a need to produce program information in multiple languages. Finally, as a hotel executive make it a priority to delegate responsibility, authority and adequate resources to initiate, enhance or continue your hotel’s awareness program now or within the next few days, do not just add it to your future to do list.

Conclusion

This article highlighted advantages, challenges, and key elements of an effective hotel security and safety awareness program in consideration of a business’s limited resources. The advantages of this risk management effort to the hotel and corporation far outweigh the expense and challenges, correlating to high ROI. Key program elements include: senior management buy-in; accountable program manager; adequate resources; accurate information and documentation; and communication, collaboration and training. These elements will contribute to high ROI by enhancing the protection of life; reducing or avoiding incident related injuries, reducing legal liabilities; safeguarding tangible and intangible assets, including enhancing the “hotel customer experience”, which can have a significant impact on the hotel’s and corporate ROI. Finally, as a hotel executive take the necessary actions, now or very soon, to initiate or show your continued support for your hotel’s security and safety awareness program.

Marc Glasser is the Managing Director of RM (Protection Risk Management) LLC. RM LLC provides security, business continuity, and emergency management services spanning the protection of life, operations, assets and stakeholder value. He directs risk management, security, and business continuity programs (including business impact and supply chain analysis) to mitigate vulnerabilities, including natural (e.g., floods, earthquakes, hurricanes), technical (e.g., utility service disruptions, hazardous materials incidents), and intentional (e.g., terrorism, theft, espionage). Mr. Glasser can be contacted at 702-809-3434 or mglasser@rmllc.com Extended Bio...

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