Summer 2023

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Insights The INFORM Act Is in Effect—Be Ready to Adapt Mission Focused: LPF President Caroline Kochman Getting Ahead of the Grinch Summer 2023 | V22.4 losspreventionmedia.com Asset Protection | Profit Enhancement | Retail Performance toCommitting Leadership Bob Oberosler Shares the Secrets of His Success

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32 Getting Ahead of the Grinch Preparing to Protect Products and Prevention Fraud During the Holidays By
Images Courtesy of Chris Williams, Zoeica Images Loss Prevention Magazine 13 2023 Getting Ahead of the Grinch Preparing to Protect Products and Prevent Fraud During the Holidays By Chasey Atkinson and Justin Smith PhD Lightspring magicoven shutterstock.com 32 Mission Focused A Conversation with New LPF President Caroline Kochman By Allie Falk 26 The INFORM Consumers Act Is in Effect The Home Depot Asset Protection Team’s Advice—Be Ready to Adapt By Lauren Fritsky John studio shutterstock.com Summer 18 LossPreventionMedia.com Prepping for the Holidays Challenges, Strategies, and Combating ORC By One Time/ Elvetica/ GoodStudio shutterstock.com Summer 38 LossPreventionMedia.com Contents Summer 2023 Features 12 Committing to Leadership Bob Oberosler Shares the Secrets of His Success By Jacque Brittain, LPC 18 The INFORM Consumers Act Is in Effect The Home Depot Asset Protection Team’s Advice? Be Ready to Adapt By Lauren Fritsky 26 Mission Focused A Conversation with New LPF President Caroline Kochman By Allie Falk 38 Prepping for the Holidays Challenges, Strategies, and Combating ORC By
42 The LP Psychologist Integrating Psychological and Technological Approaches for Effective ORC Prevention
Chasey Atkinson and Justin Smith
Summer 2023 | 4 | LossPreventionMedia.com
Keeping Employees Safe and Secure in the Remote World Three years after the start of the pandemic, it’s clear the remote workplace isn’t going anywhere. But do you know if your employees’ remote workplaces are safe and secure? By Courtney Wolfe 2023 54 54 Keeping Employees Safe and Secure in the Remote World By Courtney
Departments 6 Editor’s Letter Adventure Time By Stefanie Hoover, CFI 8 Editorial Board 9 Vendor Advisory Board 10 Retail Sponsors 24 Interviewing The Effective Interviewer: Not a One Size Fits All Approach By David Thompson, CFI 46 Supply Chain Securing the Supply Chain By Maurizio Scrofani, LPC and Safety on the Loading-Dock By Paul Karolczyk 50 Career Center Investigate Your Way to Career Development Opportunities By Michael Reddington, CFI 50 Retail Trends Geopolitical Risks in Retail By Tom Meehan, CFI 58 LPM Excellence LPM Magpie Awards Featuring Sue Read, LPC, FleetPride, and Telly Knetter, Walgreens 60 LPM Digital Popular Articles on the LPM Digital Channels By Courtney Wolfe 62 Something Good Honor Flight Network: Showing Meaningful Support for America’s Veterans 64 Certification Spotlighting Loss Prevention Certified Professionals 68 People on the Move 72 Ask the Expert What’s on the Horizon Interview with Dan Mahoney, Sensormatic 73 Solutions Showcase CIS Hanwha Vision Pinkerton ISS 80 Advertisers 80 Subscriptions 82 Wrapping Up Embracing Change Is All About Attitude By Jacque Brittain, LPC Loss Prevention Magazine | 5 | Summer 2023
Wolfe

Adventure Time

Have you been on an adventure lately?

Wandered in the wilderness or just explored a new neighborhood?

Summertime lends itself to getting out and about and speaks to our inner adventurer— maybe it’s the warmer weather or a couple of extra days off here and there. I hope you’ve taken advantage and pushed yourself out of your comfort zone, even if it meant leaving that comfy AC.

This summer I tried an adventure I’d always wanted to do: I hiked the Appalachian Trail for three days. Our group was well- prepared; we had calls, emails, and texts to review what we should bring. Post-hike, I can say that my most valuable lesson was that you can never prepare or research enough, and sometimes you will end up with uncomfortable boots.

How does this relate to this issue of LP Magazine?

Simple. Life—including our career—is an adventure, and sometimes you will get stuck wearing uncomfortable boots. It’s all about what you do to overcome that pain that forms us as individuals.

I’m sure if you talked to Bob Oberosler, who is a couple of well-earned months into his retirement, he would say he had to wear some uncomfortable shoes from time-to -time in his career. Whether it was towing the company line, navigating a difficult partner, or working within a budget, Bob has probably seen it all. What made him successful was how he worked through the difficulties and came out on the other side. Check out his article to hear straight from Bob.

You’ll also hear from Caroline Kochman in this issue who is starting on a new adventure and slipping into some well-worn shoes that fit perfectly—and yet sometimes pinch a teeny bit. Navigating a high-profile, high-visibility position takes guts and thick skin, and Caroline has both. The adage, “If it were easy, everyone would do it,” certainly applies here. (Read more about Caroline and her vision for the Loss Prevention Foundation on page 26).

What are your uncomfortable shoes or boots? Is it the upcoming holidays and trying to keep your sanity through it all? Is it the constant battle with ORC? Is it job uncertainty? Our challenges can take many different forms. How do you deal with it?

In my case, after two and a half days of suffering, one of my fellow hikers was an angel, only she wasn’t wearing a halo just the same size boot. She switched boots with me, and I am still almost moved to tears thinking about the relief of getting those darn things off my feet and most importantly, the selfless act of caring for another human. I know those boots were killing you, my friend, thank you and please know the appropriate action was taken with them—possibly involving an exorcism. We are the sum total of the good and not-so-good things that have happened to us over the course of our lives. Will you look back and say that you handled them both with grace? Did you learn from your hardships?

If your boots or shoes or career problem is challenging and painful, ask someone else for help. There is no shame in reaching out and asking for assistance, no matter how big or small the boot.

Powered by The Loss Prevention Foundation

President Caroline Kochman

Caroline.Kochman@losspreventionfoundation.org

Vice President, Editor-in-Chief Stefanie Hoover, CFI StefanieH@LPportal.com

Editorial Director Jacque Brittain, LPC JacB@LPportal.com

Managing Editor Digital Courtney Wolfe CourtneyW@LPportal.com

Assistant Editor Allie Falk allief@lpportal.com

Retail Technology Editor Tom Meehan, CFI TomM@LPportal.com

Contributing Writers

Read Hayes, PhD Cory Lowe, PhD Walter Palmer, CFI, CFE Ben Skidmore David Thompson, CFI

Manager Of Digital Operations John Selevitch JohnS@LPportal.com

Special Projects

Justin Kemp, LPQ Kevin McMenimen, LPC Karen Smith

Design & Production SPARK Publications info@SPARKpublications.com

Creative Director Larry Preslar

Advertising Strategist Ben Skidmore 972-587-9064 office, 214-597-8168 mobile BenS@LPportal.com

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Postmaster Send change of address forms to Loss Prevention Magazine 128 Fast Lane, Suite 202 Mooresville, NC 28117

Loss Prevention aka LP Magazine aka LPM (USPS 000-710) is published bimonthly by Loss Prevention Magazine 128 Fast Lane, Suite 202, Mooresville, NC 28117. Print subscriptions are available free to qualified loss prevention and retail

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EDITOR'S LETTER
Stefanie Hoover, CFI Editor-in-Chief
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© 2023 Loss Prevention Foundation
Summer 2023 | 6 | LossPreventionMedia.com
We are the sum total of the good and notso-good things that have happened to us over the course of our lives. Will you look back and say that you handled them
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LPM's Editorial Board is composed of some of the loss prevention and asset protection industry's top executives from a wide range of retail sectors. These senior executives provide guidance to the LPM team on article topics and industry issues that are of current concern and interest to LP professionals. To learn more about the Editorial Board, contact Stefanie Hoover, CFI, at StefanieH@LPportal.com.

Hank Siemers, CFI Vice President, Global Protection Services, Tiffany & Co. Mark Stinde, MBA, LPC Vice President of Asset Protection, Casey's Pamela Velose Vice President, Asset Protection, Belk Bobby Louissant Global Security Program Manager, Meta David Lund, LPC Vice President, Loss Prevention, DICK’S Sporting Goods John Matas, CFE, CFCI Director, Global Fraud, Risk, and Compliance Operations, Etsy Dan Moren Senior Manager, Starbucks Richard Peck, LPC Senior Vice President, Loss Prevention, The TJX Companies Tina Sellers, LPC Retail Executive Rite Aid Jennie Anderson Vice President, Loss Prevention, Safety, Security, and Environmental, AutoZone Marty Andrews, CFI Vice President, Loss Prevention, VF Corporation Rick Beardsley Senior Director of Loss Prevention and Safety, At Home Group Ray Cloud Group Senior Vice President, Loss Prevention, Ross Stores Carmen DuBose, LPC, CFI Senior Director of Asset Protection, Hibbett Sports Scott Draher, LPC Vice President, Asset Protection, Safety, and Operations, Lowe’s Scott Glenn, EDJ, LPC Vice President, Asset Protection, The Home Depot Robert Holm Director, Global Safety & Security, McDonald’s Seth Hughes Divisional Vice President, Asset Protection and Risk Management, REI Co-op Christyn Keef, LPC Vice President of Asset Protection and Safety, Walmart Mike Lamb, LPC Vice President, Asset Protection & Safety, Kroger
EDITORIAL BOARD
Michael Limauro, LPC Vice President, Global Asset Protection, Whole Foods Market
Summer 2023 | 8 | LossPreventionMedia.com

LPM's Vendor Advisory Board is composed of the magazine's strongest solution provider supporters. These executives provide their counsel on how the magazine can better advance and serve the loss prevention and asset protection industry. To learn more about the VAB, contact Ben Skidmore at BenS@LPportal.com.

VENDOR ADVISORY BOARD
Rhett Asher SVP, Community Relations & Partnerships Bobby Haskins VP, Retail Partnerships James Stark Segment Manager, Retail Rex Gillette VP, Retail Sales Stephen B. Longo VP, Strategic Initiatives Stuart Rosenthal VP, Global Sales Tom Meehan, CFI President Tim Shafer Marketing Manager Scott Thomas National Director for Signature Brands Cita Doyle, LPQ, LPC VP, Sales & Marketing Matt Kelley, MBA Head of Retail, Go To Market Ned McCauley Director, Sales Robb Northrup Director, Marketing Communications Tony Sheppard, CFI, LPC Sr. Director, LP Solutions Jack Ashton VP, Strategic Development Brad Campbell Chief Executive Officer Jordan I. Rivchun Director of Business Development Dave Sandoval President Chris Reene Head of Commercial
Loss Prevention Magazine | 9 | Summer 2023
Alix Arguelles Director of Product
RETAIL SPONSORS Join these great companies as an LPM corporate sponsor. Email Editor@LPportal.com for more information. Summer 2023 | 10 | LossPreventionMedia.com
a service provider to Loss Prevention Magazine | 11 | Summer 2023

toCommitting Leadership

Bob Oberosler Shares the Secrets of His Success

Being a leader is not simply someone you are, it is something you do. It is not a person you become when you reach a certain pay grade or position. It is something seen and experienced through your actions as well as your words, building trust, influencing others, and inspiring a vision others want to follow.

In asset protection, our leaders come in all forms. It is the diversity of this leadership that has brought us to where we are—not based on who we are, but the way we approach the world around us. Diversity of thought is inspired by those with the courage and fortitude to move us in new and exciting directions. It is something we strive for in ourselves, something we admire and appreciate in those around us, and something we celebrate when reflecting on those who helped set the tone for the industry.

Bob Oberosler has always been one of those individuals. Having recently celebrated forty-seven years in the industry, Bob has evolved through the days of “security” to today’s asset protection focus, serving as a partner in the development and profitability of the retail business. Beyond holding several leadership positions in asset protection over his career, he has held several non-AP positions that have provided the ability to view the profession from a broad business perspective.

As a forward-thinking leader, Bob has always brought incredible energy and focus to his work. He built strong, passionate teams that delivered results consistently, and took pride in mentoring talented leaders. He brought that same passion as a board member with the Loss Prevention Foundation, contributing ideas, challenging the status quo, and encouraging others to look at things globally while elevating performance to a higher standard. Bob recently announced his retirement from the industry. But before we let him move on to the next chapter in his life, we asked him to spend some time sharing his perspectives on leadership, lessons learned, and all things asset protection.

Jacque Brittain: What are the changes to the industry during your tenure that you feel have had the greatest impact on the way the profession operates and is perceived?

Bob Oberosler: When you look at the hastened pace and volume of information that we must deal with on a regular and consistent basis, the “things that never happen” keep happening—and LP always seems to be in the inner circle of how to respond. The willingness to embrace innovation and creativity, coupled with the networking that takes place across the industry, can make a tremendous difference. These are the kinds of things that have the greatest impact on our success and the way we are perceived.

Summer 2023 | 12 | LossPreventionMedia.com
The willingness to embrace innovation and creativity, coupled with the networking that takes place across the industry, can make a tremendous difference.
Loss Prevention Magazine | 13 | Summer 2023
Images Courtesy of Chris Williams, Zoeica Images

Committing to Leadership

Jacque: Who or what has had the greatest impact on the way you lead?

Bob: I believe that all the people I have worked for, worked with, or have managed over my career have inspired the way I try to lead. I can look back at a long list of great leaders I have known and worked with and attribute some quality or trait I incorporated into my own personal leadership style. As I reflect on all those influences, I cherry-picked the leadership attributes, mannerisms, and language that worked for me and made them my own. In the same respect, I also paid attention to the things I liked least about bad leaders to provide perspective on what not to do. Up until a month before I retired, I was still trying to be a better leader every day and be the best boss I could be. There were times when I didn’t always feel that I was the best boss I could be, but I was always willing to learn, recognize my opportunities, and work to get better.

To be honest, I really didn’t understand how important leadership was until my second VP position. How we lead, and the approach we take to leadership, is everything. Once I learned this lesson, I started reading leadership books, listening to leadership cassette tapes (yep, I am that old), and reading the business section every day.

Jacque: Let’s talk about innovation as a general principle. How have you supported this and why do you think it’s so important?

Bob: The challenges that asset protection faces on an ongoing basis are continually escalating and evolving, and innovation is a way to meet these challenges. When we are lucky enough, we achieve results and get ahead of the curve. Every asset protection leader should be dedicating 10 percent of their time to innovation, learning, creating, and networking. We must be willing to get involved and stretch the way we see things. Organizations like the LPRC, LP Magazine, the Loss Prevention Foundation, and RILA are extremely valuable to this endeavor.

When there is no current solution, you must be willing to look for ways to create one, leveraging your influence with vendors that truly know how to listen and will spend time and resources to come up with the answers we are looking for. Also, we must be willing to look outside our own box and comfort zone. For example, our European friends often seem to be ahead of the curve when it comes to innovative shrink reduction and sales-enhancing solutions. Taking a look at the way they do things and applying those concepts to the way we do things here will benefit us all in the long run.

Jacque: In past conversations you’ve discussed the importance of “getting people on board by making

them part of the success.” What do you mean by that and how do you recommend we go about it?

Bob: Let’s look at an example: In every organization I have worked for, I have run across a person or two that seems to challenge everything we want to implement or change. In such situations I have often approached these people and asked them to pilot something for me. I reinforce that I know they will take a critical and honest perspective and we need to find out quickly whether a particular approach will work for us.

If the first project I give them to pilot does not work, I’ll ask for feedback on what they feel can make it work, and then continue the pilot with their recommendations. If it still does not work, I suggest we pause and evaluate later. If the first pilot fails and is paused, I thank the leader for his or her efforts and honest approach, thank them for their evaluation, tell them how much their efforts are valued, and have the next project lined up for them to pilot. By taking this approach and allowing them that autonomy, the leader takes ownership, becoming a champion for the project. I let them lead and run with it, and then give them all the credit. By providing opportunities to demonstrate how their efforts and opinions are appreciated and respected, they can best see themselves as part of the success.

Jacque: You’ve said that whether you agree or disagree with a message, approach, or idea, it’s important that your voice is heard. Can you expand on that?

Bob: Sometimes it takes time for people to process a thought or idea that is not aligned with their thinking or common practice. I can’t tell you how many times late in the evening or over the weekend I have thought about something someone said during a meeting or call and it occurred to me the person was right, or at least partially right. By rethinking and re-evaluating the idea or opinion, it helped me think through a better solution or stimulated an additional need for information.

It makes me wonder how many ideas or thoughts were not shared that could have helped me along the way as a leader. As I matured as a leader, I’ve realized there have been times when I did not always create an environment where people felt their contribution was valued. Over time I’ve learned to become a better listener, presenting my ideas in a more humbling and less “know it all” way. Too often we open our mouths and shut out important insights and information. By opening our minds and encouraging others to participate, we create better results and build better leaders.

Jacque: What do you think is the greatest misconception about the role of asset protection?

Bob: While it may or may not be a misconception, it is an important distinction: Asset protection leads the effort to help keep people safer, reduce shrink,

FEATURE
Summer 2023 | 14 | LossPreventionMedia.com
By opening our minds and encouraging others to participate, we create better results and build better leaders.

handle critical incidents, and interact with every area of the business—dozens of vendor partners, government agencies, and peers. We need to be flexible and adjust to the changing needs of the organization and be available 24/7. We must be willing participants in change and willing partners as the business grows and evolves. Pretty simple.

Jacque: What traits or qualities are most important when building relationships with our retail partners?

Bob: Building relationships with all our partners requires listening to really understand while collaborating on winning solutions. This will include those times when we must make the tough decisions while ensuring the top leaders understand the “why.” Great leaders must also take every opportunity to actually schedule time to give strategic recognition. This is a powerful leadership tool and helps build genuine partnerships.

While we must be willing to look in the mirror, it’s critical to keep other perspectives front and center as well. For example, it’s really hard to be a store manager. They have dozens of bosses and even more responsibilities. Never stop listening to the operators and their pain points. Feedback is a gift. Make it easy for them to speak their mind and ask questions. Ultimately, we all have the same goals and we should be working together to get there.

Jacque: What are the most important qualities you look for in a solution provider partner?

Bob: It is essential to have solution provider partners that are adaptable, flexible, and willing to change with you. They should help us explore, implement, and establish the right solutions with credible proof of return on investment. They must be willing to not only hear you but listen, creating cost-effective new solutions that help drive sales and the customer experience while reducing shrink. They should look to be revolutionary with solutions when necessary, providing innovations that build on top of current solutions and investments. This shouldn’t just be something we look for, but something we expect.

Jacque: What do you consider to be some of the highlights of your career?

Bob: Success is something we share with others. I am very proud to say that in some way I served a small part in helping twenty-one people grow and develop to become vice president, leading their own programs. I’m honored for the opportunity to work with such strong leaders throughout my career. Beyond that, I’m grateful for my tenacity in finding and implementing solutions that helped keep our store teams safer. I’ve held many different

roles over the course of my career, and I am thankful for the opportunity to contribute in so many ways. I’ve always looked to provide a style of leadership that instilled a sense of safety and security above and beyond the results on a ledger, and share that same sense of responsibility with those I’ve worked with.

Jacque: Everyone in some way has an ego, and sometimes that can get in the way. What are your thoughts on the best ways to balance ego and humility?

Bob: Both ego and humility come in many forms and it’s important to recognize how both can influence our decisions and our style of leadership. Age, maturity, wisdom, failures, passion, and the commitment to becoming a better leader and boss are important influences. It’s important to work every day to find the right balance. We must be willing to learn from mistakes or situations we could have handled better. We must appreciate the power of a thoughtful apology and

Loss Prevention Magazine | 15 | Summer 2023
To find balance, you must be willing to look for it.

making personal course corrections. I believe leaders need to understand their personal brand as it stands today and then be willing to make the necessary course corrections to become the brand they want to project. To find balance, you must be willing to look for it. Being in asset protection can humble a person, especially in times of tragedy—which we deal with far too often.

Jacque: What advice would you like to share with current leaders across the industry?

Bob: I’ve been very blessed, and in many ways lucky. Over the course of my career, I’ve been surrounded by great people and talented support. Over a lifetime of learning this leads to wins and losses, great ideas, and occasional failures. But success is about attitude. You must jump in and expand on the wins and jettison the failures quickly. You must commit to being a better leader, building a better team, and being a better business partner. You must have the courage to continue your path if you feel it’s right, even if it’s hard.

We are part of an evolving industry, and it’s essential to always be looking forward. This requires an understanding of the power of actionable analytics and technology. We should strive for continuous improvements in prescriptive analytics which includes finding ways to become more proficient in programs like Excel and Outlook and leveraging advanced virtual meetings. Stay current, keep an eye on the future, and respect the power of technology. Artificial intelligence is here, so be ready. It’s important to think about the best ways to leverage this power for our industry and adjust to the new challenges this is going to create for asset protection. Finally, don’t just answer questions—ask them. Start asking the questions that come to mind so we can work together to find solutions. When you think it through, that’s what it’s all about. That’s what we are here for.

Jacque Brittain, LPC, is editorial director for LP Magazine

Prior to joining the magazine, he was director of learning design and certification for Learn It Solutions, where he helped coordinate and write the online coursework for the Loss Prevention Foundation’s LPC and LPQ certifications. Earlier in his career, Brittain was vice president of operations for one of the largest executive recruiting firms in the LP industry. He can be reached at JacB@LPportal.com.

thank you... from the bottom of my heart.

Dale Bass

Mike Brown

Rich Baxley

Tony Bellezza

- Bob Oberosler

Pat Brown

Andy

Bob Flood

Mark Palmer

Frank Hopkins

Brandon Mehaffie

Stacy O’Malley

Scott Terrell

Rick Marino

Pete Barnett

Stan Welsh

Keith Zanni, Michael Newman

Ava

Alex, Steve Laukaitis

Mike Smith

Perry Resnick

Ted Williams

John Peterson

Wayne Cyrway

Brad Hammock

Pat Ruddy

John Hagerman

Rong Murphy

Curtis Lauffman

Linda Moran and the boys from OLOL 75.

Walter Palmer

Melvin Banks

Colin Peacock

Tom McAloon

Chuck Swanderski

King Rogers

Scott Reese

Terry Sullivan

Mia

Randy

Stephen

FEATURE Committing
to Leadership
You must commit to being a better leader, building a better team, and being a better business partner.
• Carl Donnelly,
Hendricks • Kirk VanZee • Patti
• Janice
Gado • Dave Dellinger • Bob Hause • Jim Brockey • Joe Melvin • Kym Rohlf • Kathy O’Kelly • Read Hayes • Mike Rouleau • Jesse Taylor • Gaither Keener • Bill Warden • Jill Evans • Carlton Moore, Delores Jackson • Sarah Pierce, Lucy V. • Jon Grander •
• the
Reed • Dave
Ufodike •
• John
Palmer •
Jones •
Hopkins • Chris Freeman • Chris Hansen • Sophia Lai • Steve Chesney •
Deyle • Gus
George • Gene Smith • Derek Griffin • Eric
• Dennis
• Mike
• Judy
Chima •
• Len
• Lee
• Tom
Leo Anguiano • Claude Verville • Cathy Langley • Cornel Catuna • Eric Echols Chad McIntosh • Pedro Ramos • Jim Shepherd • Jesse Stanley, Bill
Landres
Al
Perrone
Holiday, Dennis Gillette, JW Harris
Gerry Sampson, Ed Magnifico
Pat
Kevin Darnell
Chris Brown
Rex Gillette
Colonel
Kevin Lynch
Henrietta Hawkins
Jim Donald
Frank Vitrano
Ken Martindale
Mark Kramer
Alex Hudnut
Kawvone
Kelly
Ernie Koenig
Jim Lee
Lisa LaBruno, Chris Dimegilo
Bryan Everett
Chidebelu
Bob Bond
Steve Davis
Stanley
Bobby Dale
Robert Thompson
Tony Sadler
Michelle
Janet Hart
Cynthia Grizzle
Kevin Wampler
Chris Sant
Frank
Larry Carroll
Dan Davies
Frank Panebianco
Ernie
Downing
David
Sira
Jim Morris
McGrath
Barb Finn
Frank Terrell
John Feriod
Gary Philbin
Dave Guttadaro, Greg Hord
Grady
Hopkins
Mike Queen
Paul Jones
Bill Jackson
Ron
Karl Langhorst
Rocky Vitalie
Shields
Parks
Mike Lamb
Steve Longo
Dan Miller
Mike McKinney
Marc Strassler
Rob Mullen
Mark Stinde
O’Boyle
Steve Middleton
Delaney,
Jillian
Summer 2023 | 16 | LossPreventionMedia.com
KEEPING YOUR PRODUCTS
THIS SUMMER Loss prevention solutions from www.checkpointsystems.com
SAFE
The Home Depot Asset Protection Team’s Advice? Be Ready to Adapt
The INFORM Consumers Act Is in Effect
John k studio / shutterstock.com Summer 2023 | 18 | LossPreventionMedia.com

Since online marketplaces began, retailers of all sizes have suffered from theft and counterfeiting by unscrupulous high-volume sellers (HVSs). While estimates vary, the total amount of counterfeit goods sold each year ranges from $1.7 trillion to $4.5 trillion globally. There is also an equally damaging hit to brand reputation that can occur—52 percent of consumers lost trust in a brand after purchasing a fake good online, while 64 percent lost trust in online marketplaces (OMs).

Counterfeit goods are only a portion of the illicit activity occurring through the HVSs. Every day, news features about organized retail crime, (ORC) groups hit the wires; these groups continue to grow due to the ease of offloading their stolen goods to an OM, who in turn easily sells the goods.

After years of lobbying by major retail brands, Congress signed the Integrity, Notification, and Fairness in Online Retail Marketplaces for Consumers Act (INFORM), introduced in the Senate more than two years ago, into law on December 29, 2022, to combat the problem. It took effect on June 27 of this year.

INFORM imposes new requirements on OMs to collect and verify certain information—such as a seller’s bank account, tax identification number, and contact information—within ten days of qualifying to list products to ensure they are legitimate. The law defines an HVS as someone who has sold 200 or more new items totaling more than $5,000 in a twelve-consecutive-month period over the last twenty-four months. HVSs with an aggregate total of $20,000 in annual gross revenue must disclose specific identifying information to consumers. The OM must also provide a reporting mechanism for electronic and telephone reporting of suspicious marketplace activity.

The Federal Trade Commission (FTC) is responsible for enforcing INFORM, and it treats violations of the law as violations of an FTC rule, according to the commission’s website as of June 2023. This means OMs that don’t comply could face FTC law enforcement, resulting in civil penalties of $50,120 per violation. State attorneys general and other officials authorized by the state are empowered to enforce INFORM and bring civil actions against non-complying OMs affecting their residents. Any violations can result in steep civil penalties, with state attorneys’ cases possibly resulting in damages, restitution, or other compensation.

In May of this year, the National Retail Federation (NRF) reported that 87 percent of retailers wanted a federal ORC law. However, during Loss Prevention Magazine’s spring town hall, most retailers remained quiet regarding INFORM. Based on other media reports and information from industry insiders, there seemed to be a widespread “wait- and-see” approach among many retailers.

Now that the clock has run out, the question remains: Have retailers implemented strategies to comply with the new law?

Loss Prevention Magazine talked to several major retailers, some of whom preferred to remain anonymous, to understand how they will enforce INFORM’s requirements.

A Five-Year Journey to INFORM

The Home Depot is one major retailer that has been in front of INFORM for years.

They started lobbying locally, statewide, and in Congress for better ORC legislation about five years ago. It was “basic government relations” work, said Scott Glenn, LPC, vice president of asset protection. When an issue was a headwind for them, they would talk to everyone: district attorneys, attorneys general, legislators, and lobbyists.

“We also realized that we needed to get our own leadership to understand the changing nature of our risk and losses in the business,” said Glenn. Once the C-suite was on board, they were given latitude to “go do what you need to do,” he added. That is when they kicked their government relations activities up a notch. With that support, “We really began investing more in the ORC, government relations, and public relations spaces,” he said.

The Home Depot began pushing for changes in local legislation and beating the drum at the state level on “aggregation”—being able to compound ORC cases across counties and states so they could meet felony thresholds. As reported by the NRF, increased felony thresholds let thieves steal more while facing only a misdemeanor charge if caught. Then came the pandemic, during which 88 percent of retailers surveyed by the NRF said their businesses experienced an increase in the overall risk. The uptick in ORC prompted the brand’s senior leadership to get more vocal about its impact on earnings—and set in motion a broader plan to attack the problem.

“We developed a plan to go after the attorney generals at the state level and said, ‘You have to start ORC task forces. You’ve got to fund prosecutors, you’ve got to fund resources, you’ve got to be able to take that aggregation and bring it up to the state level, so you don’t have to worry about intrastate borders,’” said Glenn.

The Home Depot eventually helped gain bipartisan congressional support for combatting ORC. Then, the media started covering the topic

Scott
Glenn, LPC
Loss Prevention Magazine | 19 | Summer 2023
While estimates vary, the total amount of counterfeit goods sold each year ranges from $1.7 trillion to $4.5 trillion globally.

Consumers Act

Is in Effect

more aggressively, which made more retailers comfortable talking about the issue and its impact on their businesses, said Glenn. In 2020, the brand joined forces with the Buy Safe America Coalition, a diverse group of retailers, consumer groups, wholesaler distributors, and manufacturers, that lobbied Congress to pass INFORM to protect consumers and communities from the sale of counterfeit and stolen goods. Other major retailers in the coalition include Lowe’s, Walgreens, CVS Health, and Ulta Beauty.

In the final weeks before INFORM went into effect, the retailer was working hard on ensuring its case management system, ThinkLP, would manage this type of case load, said Combs. A lot of the success will depend on how the OMs are complying and handling the cases, which The Home Depot will be able to monitor through manual and systematic tactics. So far, the retailer has solid relationships with eBay, OfferUp, and Amazon, whom Combs says have all been proactive. He said other marketplaces that are slower to act might think it is not in their best interests until after INFORM comes into effect.

“But I think this will be a game changer,” Combs said. “This will force them to follow some basic rules that we all agree on.”

Another major retailer that requested anonymity said it is also focused on setting up mechanisms and logistics for increased “controlled sales” to potential investigative targets. It has added analytical support to an already “very robust” activity monitoring system and will leverage new reporting mechanisms. The retailer plans to do a mix of reporting HVSs and letting them continue their activity to close investigations.

The Home Depot’s Three-Step Prep

As INFORM comes into effect, The Home Depot has its asset protection, government relations, and legal teams involved in a collaborative, cross- functional effort to comply. The group meets weekly. It has focused on three core areas:

1. Knowing their exposure: Understanding which products appear on the Internet and on which platforms.

2. Engaging in peer-to-peer communication: This involves talking to online resellers and asking marketplaces what they are doing and how they are preparing. Are they following INFORM to the letter of the law? Do they know their sellers? How will they shut them down?

3. Going after uncooperative sellers: When they encounter online sellers who will not play ball after they tell them what they expect, The Home Depot is preparing cases for the attorneys general to make examples of them. Glenn said they have at least a dozen cases ready if the OMs do not meet their obligations.

“We already know the answer to [where our problem is], and I think we’re in a better spot than others,” said Mike Combs, director of asset protection, organized retail crime, and central investigations team at The Home Depot. “When this comes into play, let’s assume people comply; we will be able to see that. It will be pretty easy to see who is in compliance.”

“We currently have very productive relationships with the online marketplaces and will leverage reporting mechanisms as needed,” said the source. A second anonymous major retail brand source shared it is “not completely dialed in here as it relates to the INFORM Act” but plans to be engaged.

Three other major retailers contacted for this story either did not reply or declined our requests for comment.

Why Some Retailers and OMs Might Be Slower to Act—Or Comply

Combs said some of the perceived radio silence from retailers surrounding INFORM might be because more prominent brands with OMs—such as Target and Walmart—have to determine how to comply on both fronts. The Home Depot does not have an OM but does use liquidators. It does not resell other brands’ products. Glenn specified that most major marketplaces have the proper controls, but some might not cooperate with INFORM. Combs pointed out that privacy concerns exist around giving up some bad actors on specific platforms. He added the marketplaces they have had the most trouble cooperating with are not sharing information.

“The other ones that don’t help you out say, ‘Show me a subpoena,’” said Combs. “By the time you have a subpoena in an organized retail crime case, it is too late because they may have moved on. The fact that people can hide out on the internet and sell stuff under a fake name, you don’t usually know who they are until you take some

FEATURE
The INFORM
Mike Combs
Summer 2023 | 20 | LossPreventionMedia.com
INFORM imposes new requirements on OMs to collect and verify certain information—such as a seller’s bank account, tax identification number, and contact information—within ten days of qualifying to list products to ensure they are legitimate.

of their ORC group or family members down and people start talking.”

Combs’ team is putting together a playbook for managing the influx of ORC cases that could emerge after INFORM goes into effect. The Home Depot plans to take some of the “bottom-feeders” on the internet, as Combs puts it, and send through some cases to the reporting mechanism INFORM requires OMs to implement. Glenn anticipates scenarios in which the OMs comply with the law, but nefarious sellers still find a way to get products into places like pawnshops. The Home Depot will not pursue all these cases under INFORM on a federal level, and instead will work with district attorneys to prosecute some bad actors. Thus far, Combs is unaware of any additional FTC or Homeland Security Investigations (HSI) support beyond what existed pre-INFORM.

“We will compress the universe a little bit,” said Glenn. “There just won’t be as many places for them to go and freely sell this product. And if they

do, the online marketplace has the responsibility to shut them down. Hopefully, they do. It doesn’t mean we’re not sharing information, and we’re not still going after them to prosecute them on a state level or local level. It just means they will no longer be prosecuted under INFORM by the state attorney general.”

Combs added that when marketplaces alert them early to this activity, they can have a full-fledged investigation and quickly take care of things. Sometimes, the OM might need extra time to shut down a seller because they need more instances to help prosecute the case.

How Other Retailers Can Prepare

The Home Depot admits it is at an advantage because it has the financial resources to comply with INFORM. Smaller brands can still make their voices heard when adopting the processes required by the new law. All retailers must buy from suppliers and be held accountable for supply chain standards

Loss Prevention Magazine | 21 | Summer 2023
The Home Depot will not pursue all these cases under INFORM on a federal level and instead will work with district attorneys to prosecute some bad actors.

and online marketplace transactions. Whatever a retailer of any size does to come into compliance with INFORM, Glenn recommends against resisting.

“To me, if they don’t have the teams, if they don’t have the lobbying, if they don’t have the government relations folks, and all that stuff, their voice is still just as important,” he said. “I think all of us being on the same page and saying the same thing through [the Retail Industry Leaders Association], through NRF, and being part of that piece of it is the way to make their voices heard.”

As reported in a May 29 LPM article by the Retail Industry Leaders Association (RILA), the group

“They will most likely continue to try and appear legitimate with fraudulent invoices, co-mingling products, and shell companies,” said the source. “Mid-to lower-level sellers are more likely to move around and change seller names and IP addresses.”

However, Combs has yet to encounter HVSs that produce fake invoices in an attempt to appear legitimate.

As with any new law, Combs expects a period of testing and learning to establish what is working and what is not when it comes to INFORM.

“No matter what plans we have in place, I’ve been trying to preach to the leadership team, ‘Be ready to adapt,’” Combs said. “Something’s not going to happen the way you think, or there will be a tweak. We are going to need to adapt based on compliance, or with what happens with how they enforce (INFORM).”

5 Tips for Complying with INFORM

supports enacting a federal ORC task force. This would bring together “federal law enforcement, including the Department of Homeland Security, Department of Justice, Federal Bureau of Investigations, and United States Postal Service, together to help disrupt and prosecute criminal rings targeting retail stores.”

RILA also plans to continue partnering with state attorneys general and local district attorneys to establish state ORC task forces and educate law enforcement on ways to identify and prosecute criminal actors.

“We strongly believe that marrying the transparency of INFORM with a more coordinated effort at the state and local level to investigate and prosecute organized theft rings is vital to addressing this problem in communities across the country,” said Lisa LaBruno, RILA senior executive vice president of retail operations, in the article.

What about consumer education?

The Home Depot said it has yet to focus on educating its customers about INFORM but has included awareness around buyer beware in its marketing. For instance, if a product seems too good to be true, it is likely counterfeit. OMs will still have their work cut out for them to shut down nefarious HVSs who might have other IDs or accounts or quickly set up additional ones.

The anonymous retailer said it is not concerned about HVSs moving their activity elsewhere once a report gets made because “high-volume sellers don’t operate that way.”

1. Become familiar with the law’s requirements: Read the bill’s full text on Congress’s website. Review it with all necessary parties at your business, including your legal counsel.

2. Be aware of what fellow retailers are doing: Keep abreast of what other retailers are doing to prepare or talk to industry colleagues about their plans. Engage in ORCA meetings.

3. Join forces with your fellow retailers: As Combs mentioned, there is strength in numbers. Smaller retailers can add their voices to the mix and echo more prominent brands’ words.

4. Talk to your trade associations: The NRF and RILA all have knowledge of INFORM and can share insights on how they expect the law to be adopted and enforced.

5. Have dialogues with OMs: Even if some are initially uncooperative, starting the discussion is necessary to ensure you protect your business and customers.

Lauren Fritsky is a seasoned journalist and content marketer whose work has appeared on CNN, AOL, USA TODAY, Huffington Post, Travel+Leisure, Entrepreneur, Adweek, and many other websites. She’s spent the last eleven years writing about IT, adtech, martech, retail, and e-commerce for global companies. Lauren earned a bachelor’s degree in English from La Salle University in Philadelphia. Contact her at Lauren.fritsky@gmail.com.
FEATURE The INFORM Consumers Act Is in Effect
As INFORM comes into effect, The Home Depot has its asset protection, government relations, and legal teams involved in a collaborative, cross-functional effort to comply.
Summer 2023 | 22 | LossPreventionMedia.com
Lisa LaBruno

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Are You the Liar?

Investigators are always seeking to identify the truth and obtain actionable intelligence that can be used to further an investigation. Through this process, we are talking to witnesses, complainants, and suspected wrongdoers. We encourage honesty and transparency, and hope our interviewees are forthcoming and cooperative. But wait—are we leading by example? We know rapport is the foundation for an effective interview, and a core principle of rapport is honesty. Effective and professional interviewers should routinely evaluate their performance, starting with the understanding that honesty and truthfulness generally create a reciprocal relationship.

Rapport

We initiate rapport in an attempt to create a positive and cooperative environment for the interview. The goal is to establish a framework for the conversation through principles like transparency, autonomy, adaptability, and, of course, honesty. In the early stages of the interview is where an investigator may feel they must find something in common with the interviewee. This is also where the first impression of trust can break down.

especially common when the investigation involves expertise in a specific subject-matter. These cases may include drug diversion, vendor fraud, data breaches, or sophisticated financial crimes.

For example, if an interviewer is tasked with talking to a subject-matter expert, like a pharmacist, they may feel compelled to exaggerate their own knowledge or experience within a pharmacy. This fabricated information puts the interviewer at risk of losing all credibility as soon as the actual expert in the room identifies the bluff. Additionally, the interviewee may now assume the interviewer has a thorough understanding of industry jargon, acronyms, and other slang that will go unchecked.

Scan the QR code and answer questions about this article to earn CEUs towards your CFI designation or to learn more about the advantages of becoming a Certified Forensic Interviewer.

For example, if the interviewer learns the interviewee enjoys playing video games and watching soccer, the interviewer may be tempted to pretend they enjoy the same. This slippery slope can come to a halt when the interviewee starts to ask about the interviewer’s favorite game, favorite team, or gaming system they use. An attempt to connect through false similarities may actually break down trust and confidence at the onset of the interview. Being authentic is a much more effective way to develop a genuine relationship.

Expertise

An interviewer may also feel they need to enhance their credibility during the conversation. This is

An interviewer doesn’t necessarily have to admit their lack of knowledge, but they should be focused on remaining credible. A better strategy may include having a witness to the conversation who is a subject-matter expert, or for the interviewer to talk to experts in that role prior to the conversation. Transparency of the investigator’s role may heighten credibility.

Consequences

Presenting false promises or suggestions of leniency to an interviewee can create a risk of obtaining false information, and also disrupts trust and rapport. There are several issues that can result from this type of fabrication. The highest risk is incentivizing an innocent person to confess to a crime or policy violation. If the interviewer suggests there are no consequences

INTERVIEWING
Thompson is the president and partner at Wicklander-Zulawski & Associates, providing investigative interview and interrogation training to a global audience. He has served as a subject-matter expert in developing curriculum and providing consultation to investigators, attorneys, and the academic community. He can be reached at dthompson@w-z.com. & Associates, Inc.
Presenting false promises or suggestions of leniency to an interviewee can create a risk of obtaining false information, and also disrupts trust and rapport.
Bits And Splits / shutterstock.com
Making connections through storytelling is impactful, but interviewers should be aware the sincerity of their story may impact the trust they are building.
Summer 2023 | 24 | LossPreventionMedia.com

to their actions, this provides an opportunity for the subject to disclose information allowing them to escape the conversation with no repercussions for their actions.

Another risk of lying about consequences is potential litigation after an employment decision is made. If the interviewer made comments like, “I think what you did will be okay” or “I’m sure we can work this out,” it may pose a risk at unemployment hearings, employment grievances, or wrongful termination lawsuits. These types of statements, from a representative of the company, may suggest the person did nothing wrong.

Empathy Statements

Showing empathy and understanding is critical during investigative interviews. Victims, witnesses, and suspects are all put into a rather uncomfortable setting when asked to disclose sensitive information. Sincere empathy allows the interviewee to share information without feeling further judged or embarrassed.

However, the presence of empathy, if fabricated or disingenuous, may cause more resistance during the conversation. The interviewer may want to show understanding of a person’s difficult life circumstance by sharing a story of a similar experience. An employee who stole money from their employer because of financial difficulties may feel more comfortable disclosing this information if they know they aren’t the only person who has struggled financially. However, if the interviewer creates a story about their own financial struggle, and the story is clearly not true, this may cause the subject to distrust the entire conversation. Making connections through storytelling is impactful, but interviewers should be aware that the sincerity of their story may impact the trust they are building.

Evidence

The perception of the strength of evidence and a credible investigation are known to incentivize a person to disclose information. However, the use of the “false evidence ploy,” or the investigator describing or presenting exaggerated evidence, may have a reverse effect. In general, an investigator should be transparent as to some of the tools and resources at their disposal.

The danger of the false evidence ploy generally increases when an investigator starts to personalize the evidence to the crime, with statements such as, “We have video surveillance of you taking the cash” or “We have multiple witnesses that saw you do it.” If these statements aren’t true, they can result in multiple issues. Primarily, it may incentivize a false confession as the interviewee may start to distrust their own memory or feel they must comply with the investigator. It’s also possible the interviewee believes the “video” does exist, believing the lie told by the investigator. An innocent person may then think their confession won’t matter, because they believe the video will exonerate them—only to find out that it never existed.

Last, an additional risk of this deceptive tactic is when it is used with someone who knows the statement is a lie. This may occur in an organized retail crime investigation where the LP personnel suggests to the “shoplifter” that they just need to “fill out some paperwork and they’ll be on their way.” Although this may be an effort to de-escalate the situation, if the subject knows police will be called and this statement is false, it will have the reverse effect.

If the interviewee can identify the investigator’s bluff, this will have a catastrophic impact on the development of trust and rapport. If the investigator lied about having a video, what else may they be lying about? This doubt will negatively impact any credibility the investigator had and may have a ripple effect on future interactions with this employee. Developing trust with employees for future cooperation may be difficult because of deceptive tactics used during any one of these interviews.

The danger of the false evidence ploy generally increases when an investigator starts to personalize the evidence to the crime, with statements such as, “We have video surveillance of you taking the cash” or “We have multiple witnesses that saw you do it.”
Roman
Loss Prevention Magazine | 25 | Summer 2023
An attempt to connect through false similarities may actually break down trust and confidence at the onset.
Samborskyi / shutterstock.com
A Conversation with New LPF President Caroline Kochman
Mission Focused
Summer 2023 | 26 | LossPreventionMedia.com

As successful organizations continue to evolve, change is an inevitable part of growth. By building on our successes and learning from the different challenges we face, each step then becomes an opportunity to take our mission and vision to another level. Over time, new leadership is often part of the process, injecting fresh perspectives that help us capitalize on everything we’ve accomplished thus far while adding a new dimension that helps us move forward. Welcoming these changes and learning to adapt is vital to achieving our shared goals, allowing us the freedom to shift gears and step outside our comfort zone to open new doors—and create exciting new opportunities.

This is especially true in a profession such as loss prevention, where the ability to grow and adapt is synonymous with success. Considering the dynamic needs of today’s retail, working in loss prevention requires expertise in several different areas, but it also demands the flexibility that comes with growth and change. This must be an inherent part of our character and is invaluable to remaining successful in the industry.

Join us in a conversation with Caroline Kochman, the new president at The Loss Prevention Foundation, as she shares her vision, insights, experiences, suggestions, and more as she takes on this new leadership role.

Allie Falk: Caroline, you’ve been a part of the industry for a long time, but as LPF’s new president, many people are curious and interested in learning more about who you are. Can you share a little more about your background?

Caroline Kochman: I’ve been connected to loss prevention since I was in high school. My father, Peter Berlin, was an experienced loss prevention executive who wrote industry newsletters before he founded Shoplifters Anonymous—now known as the National Association for Shoplifting Prevention (NASP). I was his proofreader back in the day. Considering that I had to read two LP newsletters a month, you can imagine that when I left for college, I had no interest in LP as a career. I got my BS in sociology with the idea of studying societal and human behavior. I always loved learning about what made people and society tick.

However, as I was looking to build my own future, I ultimately realized that NASP gave me a chance to focus on both the crime of shoplifting and the people who commit it as the socio-economic issue it is. It was an opportunity to look at it in a more complete way—not just about the shoplifter, not just about rehabilitation, but as a program that could benefit society as a whole. This was a focus I was passionate about.

When my father retired in 2006, I was appointed executive director. Drawing upon my background in

sociology and the foundation that had been laid, I knew my first priority had to be a rebranding of the organization and a fundamental redesign and refocus of its mission, programs, and services from solely research and rehabilitation to include education, prevention, support, and community action.

I’ll give you an example: back in the 90’s the idea of using education to change shoplifter behavior seemed ridiculous and we were told, “An educational program can’t stop someone from stealing.” However, we knew the criminal justice system needed to make diversion

a more effective tool and not just a “free pass” for shoplifters, so we were undeterred. I went door-to-door training and educating prosecutors, probation officers, and police departments on why shoplifters steal and how offense-specific education and support changes behavior and effectively reduces repeat offenses. The idea went viral, and the success of the program sold itself. Once we were able to get one county to start using it, the surrounding counties would begin using it as well. Within ten years, the program was in all fifty states and more than 2,000 jurisdictions across the country. We’ve successfully expanded our focus to create a program used in communities nationwide.

Today, NASP is well known as a non-profit organization whose mission is to raise public awareness about the harmful effects of shoplifting on youth, families, and communities; unite public opinion toward constructive solutions; deliver needed programs and services; engage community action in prevention efforts; and ultimately reduce the number of people who become involved in shoplifting. The overarching goal is to bridge the gaps between retailers, law enforcement, and the criminal justice system. By creating a streamlined and uniform response to shoplifting, the idea is to develop a program that minimizes the expenditure of these critical resources by preventing recidivism and improving safety in the stores and our communities.

Allie: These methods hadn’t been attempted before, especially on this scale. Why do you think developing this approach was successful, gaining the momentum that it did?

Loss Prevention Magazine | 27 | Summer 2023
It’s critical to adjust to changing conditions but just as important to always stay the course. If you focus on the mission, the rest follows.

Caroline: There were several reasons. First and foremost, the education was effective. I think this was largely due to the time we put into the research with the shoplifters to help make the program meaningful and productive. For the amateur offender, we were speaking to them in a way that appealed to them on a human level. That made an impression—we weren’t the courts, we weren’t the retailer, we were an educational organization there to help. The court was simply the referral method. The focus was on them, and I think that contributed to the success of the program.

time, but we got buy-in from the courts. And the LP industry has really evolved, becoming so much more than it was in the past. We are a more complete industry with objectives that reach into different areas of the retail enterprise beyond a shoplifter-focused approach. These changes have made an impact in many ways and made us better at what we do.

For example, the NASP program doesn’t work for some people—it works for people who want that type of help. These programs were created for first time offenders, not hardened criminals. While the format is the same, we had a different program for adults than we did for juveniles because they relate to things in different ways. This isn’t a “bleeding heart” approach. There’s an empathetic and a humanistic side as well as a scientific side and we can’t put every problem in the same bucket. We must be flexible and open-minded in everything we do. We want to hold people accountable, but we also want to solve the problem. And we want to do it for the right reasons. We need to engage the problem in ways that are most effective and beneficial.

I think we need to keep that same focus on the endgame as an industry. That kind of translates into everything we’re doing now.

Allie: What led you to the decision to join the LPF?

Second, the way we managed and implemented the program was of huge value to the criminal justice system. We reduced court caseloads, helped probation officers close their cases faster, and helped them accomplish the imperative of the court system—to reduce recidivism. The results were significant, and the word spread to other court systems. Recidivism rates among shoplifting offenders prior to the program were an alarming 30-40 percent. However, after successfully completing a NASP program, court conducted studies revealed that repeat offender rates had been reduced to less than 3 percent.

Allie: By making that journey, what do you think were the most important skills you developed?

Caroline: Patience, perseverance, flexibility, and resiliency. It’s critical to adjust to changing conditions but just as important to always stay the course. If you focus on the mission, the rest follows. The program was not an easy sell at the time. We had to convince the courts and then the retail industry.

Those traits are important for everyone. All of us can become very entrenched in our ways, and at times we’re not always receptive to change. It took

Caroline: Good question—it was an interesting process for sure. There is a lot of synergy between NASP and the LPF/LPM organizations and their mutual focus on education. I was excited about the opportunity to work with the LPF/LPM teams and boards to build on an already amazing foundation.

Allie: With your background in mind, what is your vision as president of LPF? What direction would you like to see it go moving forward?

Caroline: I came in with a vision, but that vision is still evolving. The LPF team has done a tremendous job in getting people certified and getting people into these programs. Expanding upon the LPC and LPQ programs will not only continue to elevate the profession but work towards solving bigger problems. We want to help the industry and the professionals that make it work to grow as much as they can. We need to keep bringing people in, help them maximize their potential, and ensure the industry keeps quality employees. We need to bring different stakeholders into the conversation, focusing on how LP professionals can better engage with the criminal justice system, community nonprofits, schools, and so forth.

FEATURE
A Conversation with New LPF President
Summer 2023 | 28 | LossPreventionMedia.com
A strong team culture comes when everyone’s voice is heard and valued and where decision making is a team effort but once a decision is made, everyone gets behind it and supports it—regardless of whether it was their first preference or not.

But I think there’s more to it than that. We’re helping to elevate people and I think we need to make an impact in different kinds of ways. We were doing a tremendous job before I got here, and of course, we need to keep that up. But we’re also creating new programs that help elevate other stakeholders to improve their knowledge and understanding of loss prevention issues. Look at the ORC programs we’re currently developing for law enforcement officers and district attorneys. This not only elevates the profession but helps solve bigger problems in our communities. We have terrific people in the industry, and we should leverage that talent the best way we can.

I’ve had the opportunity to speak to many of the LPF board members and solution providers and have had in- depth conversations with them regarding what they see and think. It’s fascinating to listen to the different ideas. Everybody wants to elevate the industry but in different ways, and there is so much we can do. In the end, we need to always ensure that we’re providing value, whether it’s for the students, the industry as a whole, or all the partners we serve across loss prevention and the wider community.

Allie: How do you feel your skill set translates into a role like this?

Caroline: I believe my ability to stay mission focused, especially considering we are a nonprofit and I have

a strong nonprofit background, is crucial. I fully understand that our role is to support the industry, making decisions for the betterment of the people and the programs that keep the industry successful and moving forward. So much of what we do comes down to honesty and integrity. That mission must drive our objectives, our team, our board, and our members.

I also feel coming from a role that was heavily involved in teaching and educating people brings a certain experience to the table that not everyone has. I think the fact that I don’t have a traditional loss prevention resume, but rather a strong educational background, can be a plus by bringing a new perspective.

Some might say my downside is I’ve never been in a traditional senior leadership role in loss prevention. Others might argue that my upside is that I’ve never been in a traditional senior leadership role in loss prevention. I’m surrounded by subject matter experts that bring a wealth of knowledge and experience to the table. With my background I bring a different perspective, and by effectively partnering my skills with those who do have that strong traditional LP background, I think we have a tremendous opportunity to create something special.

I’ve always felt that one of the most important things we do is get people to look at things differently. We can’t all have the exact same perspective. We can’t and don’t all look at things the exact same way. Bringing in a

Loss Prevention Magazine | 29 | Summer 2023

diversity of perspective is really important to everything we hope to accomplish. You have to be a forward thinker. If you’re stuck in your ways, this is not the place for you because the industry and the profession are ever-changing.

Caroline: The way the loss prevention community has come together for a common goal. It is all about bettering the industry—its people, its impact, its reputation, and uniting everyone behind a common goal of making the profession better in every way.

The LPF provides such great value and I’m so impressed by the quality education programs. That is our signature, and I’m excited by the impression it’s made on the profession. But it is also so much more. It’s amazing to see the impact and support we’ve built across the industry.

Allie: What does a strong team culture look like to you?

Caroline: Honesty, integrity, and collaboration are vital to a strong team culture. We must be positive, flexible, persistent, and remain mission-focused. A strong team culture comes when everyone’s voice is heard and valued and where decision making is a team effort but once a decision is made, everyone gets behind it and supports it—regardless of whether it was their first preference or not.

Allie: What do you think you will enjoy most about your new role and working so closely with the loss prevention community?

For example, at the recent conferences I spent time with both practitioners and solution provider partners that openly expressed how much value they were getting out of our partnerships and programs. I’ve also been reading the comments from those currently enrolled in the certifications and it’s amazing to hear so many that feel the need to communicate how effective and exciting they find the programs. I was blown away with the depth of appreciation for this organization and that’s something that I’m really going to enjoy.

Allie: Is there anything you would like to add?

Caroline: Just to say thank you to my many colleagues over the years, to the incredible AP leaders who have mentored and supported me, and to those who have and continue to challenge me and my ideas, because you either change my mind or give me the confidence to stay the course knowing I am on the right path.

FEATURE
A Conversation with New LPF President Caroline Kochman
Summer 2023 | 30 | LossPreventionMedia.com
Honesty, integrity, and collaboration are vital to a strong team culture. We must be positive, flexible, persistent, and remain mission-focused.

Getting Ahead of the Grinch

Preparing to Protect Products and Prevent Fraud During the Holidays

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The holiday season is the busiest time of the year for many retailers. Events such as Black Friday present major loss prevention and security challenges. Holiday-related issues such as having more of the latest and hottest products on hand, the mandatory push for sales and specials, the increasing customer traffic, the influx of newly hired associates, and stretched resources can make retailers more vulnerable to shrink and retail crimes than at other times of the year. Specifically, opportunities for shoplifting and fraud are likely to increase in and around the holidays.

To understand these concerns, we interviewed seven experienced LP leaders from six major brick-and-mortar retail sectors, including apparel, accessories, and footwear; entertainment and recreation; food, drug, and alcohol; general merchandise; home and garden; and specialty. On the condition of anonymity, we interviewed each practitioner and asked when they begin their holiday preparations, what product protection and fraud concerns they had for this upcoming season, how they plan to address those concerns, and what advice they had for other retailers.

Holiday Preparation

The retailers identified two key considerations related to preparation, including when merchandise decisions are made, and when LP decisions are made. Each has implications for product protection and fraud prevention. From a merchandise perspective, planning begins much earlier than LP planning. A home and garden retailer and a general merchandise retailer begin planning what merchandise to order and have in stock about a year in advance. Another told us they begin making merchandise-related decisions for the following year after the current year’s holiday season.

Turning to LP, the retailers reported different lead times, usually a few months before the holiday rush. For example, a few retailers begin preparing in October for a November and December rush. Others begin making decisions at the end of the summer. One retailer representing the home and garden sector reported a much longer lead time, beginning preparations about nine months before the holiday. Interestingly, we found preparations vary by product offering. For instance, retailers that must make additional preparations for a holiday such as Halloween may experience greater difficulty preparing for other holidays and may have to push their preparations earlier in the year.

Product Protection Concerns

Our interviews revealed several concerns related to product protection during the holidays. These concerns primarily revolved around merchandise location, changing protection needs, the effect of protective devices on shopper friction, and the potential for greater, more violent organized retail crime.

1. Moving merchandise from secure to vulnerable locations. One concern on many LP practitioners’ minds is having to move valuable merchandise from secure locations in the store to vulnerable locations. The holiday season is a time of “buy one get one,” clearance sales, new promotions, and other advertising blitzes designed to move merchandise at higher volume. This requires making more products available and visible. Products that were previously secured, such as in locked cases, now may need to be moved to more vulnerable places, such as end caps. Not only does that make products more accessible to customers, but it also makes them more accessible to thieves. It requires rethinking pre-existing product protection regimens to adapt to the new locations.

2. New merchandise requires new protection strategies. Additionally, the holiday season is a time to introduce new products. Unfortunately, this creates headaches for retailers who now must rethink their product protection schemes. A retailer may have to temporarily rely on an untested product protection solution rather than a tried-and-true method.

3. Many product protection approaches generate additional friction. Moreover, the relationship between more stringent product protection solutions and customer friction has always required a delicate balancing act. Some of the retailers we spoke with reported this issue is even more pronounced around the holidays. Often the problem is exacerbated by the high volume of merchandise, in various shapes and sizes, in new locations, and needing myriad protection methods.

4. Many retailers report aggressive and serious retail crimes increase during the holidays. Some retailers felt ORC activity increased during the holiday season as well. Even more alarming, they felt ORC groups tended to be more violent. Possibly the increased customer traffic and overall frustration were to blame.

One concern on many LP practitioners’ minds is having to move valuable merchandise from secure locations in the store to vulnerable locations.
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Overcoming Product Protection Concerns

Fortunately, there are solutions to these concerns, and the retailers we spoke to offered approaches they use in their stores. This included increased awareness training for sales associates, increased and enhanced opportunities for customer service, developing a merchandise game plan, and avoiding the temptation to lock everything up.

Increased awareness training for sales associates.

Several retailers felt training was an important piece of the product protection puzzle. Specifically, associates should receive additional training on problems that are more common around the holidays, such as robbery and theft-related violence. The “See something, say something” mantra is key because associates may feel rushed due to the increase in customer traffic. Therefore, unusual behaviors may be ignored, downplayed, or go unreported. One retailer stressed employees should also be told to trust their instincts and avoid the temptation to rush through transactions. He rationalized this position by explaining that thieves and fraudsters look to capitalize on the high volume and associated speed.

associates on hand to help customers unlock cases or remove EAS tags. It may be worthwhile to hire greeters for entrances, or even have a visible security presence at entrances in your high-risk stores.

Develop a merchandise game plan.

Given the influx of merchandise, including new products, it is important to plan. Communicate with your merchandizers to find out what products they are shipping, and cross-reference this information with your shrink data to identify high-risk SKUs. Then, develop plans to protect those SKUs. Last, communicate to stores what the protection needs are. For example, explain and illustrate how to properly tag products, how to ensure tagging is done correctly, and which products to lock up. Realize there is potential for noncompliance given the holiday rush. Noncompliance occurs when a sales associate does not adhere to a security procedure. For instance, your store may require associates to retrieve certain high-value products from a locked cabinet. If an associate does not properly lock the cabinet, that is noncompliance. While noncompliance can occur at any time, there is a higher risk around the holidays for two reasons. First, as stressed earlier, you will likely be hiring many new employees. New employees may not be familiar with security protocols, at worst, or feel uncomfortable with them, at best. Second, the need for increased efficiency among all sales associates means they may not take the time to ensure a tag is properly applied or that a case is relocked after retrieving a product. Avoid the temptation to lock everything up.

Another retailer also stressed being patient with sales associates. Realize you are hiring a lot of new associates around the holidays who may be inexperienced. They may not have LP backgrounds and be unaware of suspicious or unusual behavior. They also may be more vulnerable and susceptible to being scammed. Train them and provide them with the tools to be successful.

Increase and enhance opportunities for customer service.

The holiday season is a time for hiring new associates. Plan to have adequate numbers of

One retailer stressed keeping things accessible to customers to reduce friction. This can be achieved by using less intrusive product protection solutions, such as EAS, or using “smart shelf” type solutions that keep products available yet will alarm in the event of a shelf sweep. If locking cases must be used, consider leaving them unlocked (a deterrent effect may still be achieved for opportunist shoplifters), or having them alert if the door is left open for too long or in the event of a shelf sweep. However, keep in mind that some offenders, specifically those who are more motivated, may see the unlocked cases as a weakness to be exploited. Offenders may also intentionally look for open cases simply by trying the handles. Some offenders may even bank on the possibility of noncompliance by busy associates who forget to relock cases.

Advice for Preparing for the Holidays

Last, we asked the retailers for advice on preparing for the holidays. All stressed planning to some degree. For greater specificity, we asked

FEATURE Getting Ahead of the Grinch
Summer 2023 | 34 | LossPreventionMedia.com
Some retailers felt ORC activity increased during the holiday season. Even more alarming, they felt ORC groups tended to be more violent.

what they should plan for. The following list represents some of the most critical considerations. Your game plan should include your key partners: merchandizers, operations, and LP.

■ Staffing: Ensure levels are adequate.

■ Product Protection Solutions: Ensure you have enough of the right tags, detachers, and protective cases for merchandise you will receive.

■ Product Placement: Consider where high-risk products are placed and how this affects product protection. For example, placing products at the front of the store increases visibility for sales and may enable associates to watch them more closely; however, it also reduces the time and effort required for offenders to remove them from the store. Additionally, it increases customer traffic in those areas, which may hinder visibility.

■ Traffic Control: Anticipate increased traffic. Make sure your store layout is adjusted if needed. This will need to be balanced with concerns such as increased foot traffic around entrances and exits, and areas with merchandise on sale or that are anticipated to be in high demand during your holiday season.

■ Replenishment: Devise a plan not just for restocking sold-out merchandise but for product protection. Ensure you have enough products to deploy alongside an equal number of appropriate protection solutions.

As our interviews delved into the concerns surrounding product protection during the holidays, retailers also expressed consternation about the increased risk of fraud. While the focus on product protection revolved around merchandise location, changing protection needs, shopper friction, and organized retail crime, fraud concerns during the holidays encompassed high-transaction volumes, gift cards, vulnerable channels, social engineering, fraudulent activities, and scams. The holiday season’s factors that make stores susceptible to theft also create an environment ripe for fraudulent exploits. It is crucial for retailers to address product protection and fraud concerns to ensure a secure and successful holiday shopping season.

Fraud Concerns During the Holidays

Our interviews revealed several concerns related to fraud during the holiday season. Some of the LP interviewees’ top concerns included high-transaction volumes, gift cards, vulnerable channels, social engineering, fraudulent activities and scams, and organized retail crime and fraud.

1. High transaction volumes. During the holidays, higher-transaction volumes pose significant concerns for our retailer LP interviewees. The increase in customer traffic and sales can overwhelm existing systems, resources, and team

members, leading to operational inefficiencies and fraudulent activities. Furthermore, the surge in transactions increases the likelihood of fraudulent activities, as fraudsters take advantage of the chaos and attempt to slip through unnoticed.

2. Gift cards. Gift cards are a sought-after option among shoppers during the holiday season, making them a prime target for exploitation. One prevalent scam during the holidays involves cloning gift cards by replacing the original universal product code (UPC) with another, enabling the funds to be transferred to a different card undetected. This form of fraud poses a significant challenge, particularly during the hectic holiday rush when transaction volumes are high. Additionally, the popularity of gift cards increases the risk of theft, other forms of tampering, and digital hacking.

3. Vulnerable channels. Offering multiple transaction and delivery channels gives customers the opportunity to purchase and receive products at their convenience. Thus, during the holidays, many retailers will offer services like Buy Online and Pickup in Store (BOPIS), curbside delivery, and ship-fromstore services. The reliance on these services increases the risk of fraud, such as fraudulent pickup or delivery claims.

4. Social engineering. The holiday rush creates an ideal environment for social engineering attacks. In this busy environment, fraudsters can blend in and exploit unsuspecting employees and customers. The overwhelming workload during this time can make employees more susceptible to manipulation, thereby increasing the risk of falling victim to social engineering tactics. Additionally, the expanding reliance on digital platforms for holiday shopping introduces new avenues for social engineering schemes. Social engineering attackers may employ tactics such as phishing emails or fake customer service support calls to gather personally identifiable information (PII) or financial data.

5. Fraudulent activities and scams around the holidays are a considerable concern for our retailer asset protection interviewees, particularly cash-related scams. The influx of customers and increased transaction volumes create an ideal environment for scammers to exploit unsuspecting retailers. Cash-related scams can involve counterfeit currency, fraudulent refunds, or manipulation of point of sale (POS) systems.

6. ORC and fraud. Our retail asset protection interviews revealed a significant concern with ORC driven by fraud-based agendas. These criminal groups exploit the busy shopping period, taking advantage of increased customer traffic

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and overwhelming employees. Fraud-related ORC activities include schemes like gift card fraud, return fraud, and e-commerce scams.

Overcoming Holiday Fraud Concerns

Considering numerous concerns surrounding fraud during the holidays, our retail LP interviewees shared how their organizations will address these concerns.

■ Managing higher-transaction volumes. The rapid pace of holiday shopping poses the challenge of processing transactions accurately and efficiently. A capable team, equipped with an attention to detail and a comprehensive understanding of POS procedures, plays a vital role in managing the flurry of holiday transactions. Meticulous planning involves forecasting customer demands, analyzing historical data, and utilizing advanced analytics tools to predict transaction volumes. By developing robust action plans, including adequate staffing, optimized workflows, and contingency measures, retailers can minimize disruptions during the holiday rush. Effective assignment of responsibilities, such as categorizing transactions and implementing tracking systems, maximizes efficiency and minimizes errors. A skilled team and effective assignment of responsibilities are keys to managing high-transaction volumes during the holidays.

■ Protecting gift cards. Our retail LP interviewees expressed many ways to protect gift cards during the holidays. One interviewee’s approach is to implement a comprehensive tampering check. Before selling gift cards to customers, all cards are carefully examined for signs of tampering, such as scratches or tears. This ensures only intact and secure cards are provided to shoppers. Additionally, at the same retailer, a quick review by employees is conducted during the restocking process to verify newly acquired cards show no indications of tampering. Other retailers have taken steps to limit the potential risks associated with gift card transactions. They have established restrictions on the amount and quantity of gift cards that can be purchased in a single transaction. This helps prevent fraudulent activities that involve the mass acquisition of gift cards. Moreover, for those utilizing self-checkout options, trigger alerts or POS shutdowns are utilized. These mechanisms detect and halt suspicious or potentially fraudulent transactions, providing an added layer of security for customers.

■ Safeguarding vulnerable channels. Retail LP interviewees expressed the importance of controlling and auditing BOPIS, curbside delivery, and ship-from-store services to minimize loss. Daily audit checks ensure no products are misplaced or left unattended. Other solutions used by interviewees are clear procedures, comprehensive employee training, technology such as inventory management systems and surveillance cameras, and fostering cross-enterprise collaboration to strengthen their LP efforts.

■ Combating social engineering. To tackle social engineering scams, regular communication is key. Retail asset protection interviewees stressed periodic updates, particularly during holiday periods. Additionally, some interviewees have implemented comprehensive training programs that educate employees about social engineering techniques and how to identify and respond to potential threats.

■ Tackling fraudulent activities and scams. During the holidays, cash-related scams pose a significant concern for our retail asset protection interviewees. To address these issues, some of the interviewees have implemented comprehensive policies and procedures that tackle violations from a holistic perspective. Interviewees also stressed educating employees on common holiday fraud and scams.

magicoven / Tatiana Popova / shutterstock.com
FEATURE Getting Ahead of the Grinch
Summer 2023 | 36 | LossPreventionMedia.com
The rapid pace of holiday shopping poses the challenge of processing transactions accurately and efficiently. A capable team, equipped with an attention to detail and a comprehensive understanding of POS procedures, plays a vital role in managing the flurry of holiday transactions.

■ Hindering ORC and fraud. Several of the retail asset protection interviewees stressed the importance of ORC education programs. Others mentioned the establishment of a culture of vigilance among employees.

Final Advice for Preparing for the Holidays

To conclude the interviews on holiday fraud, we asked if they had any suggestions for other LP teams as they gear up for the holidays. Here is their advice.

■ Field visits. Establish a strong store presence through regular visits to high-risk locations, engage with store teams, and collaborate with merchant teams.

■ Comprehensive training and communication. Implement a multifaceted training approach, including reading materials, videos, a learning management system, and in-person sessions, to accommodate different learning preferences. Make training engaging, explain procedures, set measurable goals, and conclude on a positive note to reinforce the importance of covered topics.

■ Constant vigilance and adaptation. Avoid outsourcing critical functions, provide comprehensive training to seasonal employees, establish a culture of vigilance, and encourage prompt reporting for a secure environment.

■ Cross-enterprise engagement. Engage cross-functional teams early, plan accordingly during holiday freezes, leverage data analysis capabilities for reporting and insights, and align data needs with organizational priorities for successful fraud prevention.

■ The power of checklists. Use a checklist of key tasks and behaviors to ensure consistent implementation of critical actions and reinforce desired behaviors throughout the holidays.

Closing Thoughts

The holiday season presents unique challenges for retail LP, particularly in terms of product protection and fraud prevention. The interviews conducted with experienced LP leaders from various retail sectors shed light on the concerns and strategies surrounding these issues. Retailers face the need to balance increased sales and customer traffic with the protection of merchandise and the prevention of fraudulent activities. Moving merchandise to more vulnerable locations, adapting product protection measures for new merchandise, and managing the delicate balance between customer service and stringent protection are some of the key concerns highlighted.

Overall, these interviews reveal that while retailers face many serious challenges, there are just as many strategies and solutions to combat these challenges. Planning and preparation are key to executing all these solutions and strategies.

Chasey Atkinson is a research scientist with the LPRC. She graduated from Western Carolina University where she obtained a BS in Criminal Justice and a BS in Psychology. During her time at Western Carolina University, she was a Research Assistant for the Criminal Justice Department where she aided in the completion and presentation of various research projects such as “Does Legal Counsel at a First Appearance Court Session Really Matter?” and “Deflection and Pretrial Reform in a Rural Jurisdiction”. Following her graduation from Western Carolina University, she earned an MS in Criminal Justice with concentrations in Crime Analysis and Analysis of Criminal Behavior from the University of Cincinnati. Prior to joining the LPRC, she worked as an Assistant Asset Protection District Manager in retail asset protection.

Justin J. Smith is a research scientist with the LPRC. He received his Ph.D. in Criminal Justice from the University of Central Florida in Orlando. Prior to receiving his doctorate, Justin received bachelor’s and master’s degrees in criminal justice, from Florida Atlantic University in Boca Raton. He is also a graduate of Alexander W. Dreyfoos Jr. School of the Arts where he majored in theater. Justin has authored several peerreviewed publications. He has presented at national conferences, such as the American Society of Criminology and the Academy of Criminal Justice Sciences, and regional conferences such as the Southern Criminal Justice Association. He has taught undergraduate courses such as Research Methods in Criminal Justice and Famous Crimes and Trials.

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Prepping for the Holidays

Challenges, Strategies, and Combating ORC

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Theholidays can be hectic. Not only are they chaotic for consumers, but for retailers, too. Around the holidays, organized retail crime (ORC) and retail theft increases due to various reasons: financial hardships in providing gifts, expensive items on display that are tempting to steal, criminals feeling they blend in better as more people are out shopping, and more. Ultimately, the surge of ORC and retail theft not only causes losses for retailers, but disturbs financial industries, inflicts physical harm, and impacts employees’ emotional well-being.

ORC is on the rise. Violence in retail stores is becoming more common, and the consequences for victims and retailers can be severe. It is always important to be conscious of safety in retail stores, even more so as things start to heat up during the holiday rush.

Through all this, the professionals of LP work hard to execute tactics and strategies to prevent loss as efficiently as possible. Understanding appropriate preparation, effective planning, and common ORC schemes better equips retailers for a more successful holiday season.

The Ramp Up

Retailers’ experiences with holiday preparation regarding asset protection vary. Many businesses start prepping as early as July. Along with many other things, an aspect that contributes to the difference in the holiday prep time frame per store is how big an impact ORC has on that store. The holidays are also a busy time for organized retail crime, it’s important stores are prepared. We want to take the appropriate steps to keep stores safe and profitable. Senior Director of LP and Safety for At Home Rick Beardsley said, “In terms of the real holiday rush, it’s a much more compressed season; we start about a week before Thanksgiving, and it gets really busy.” He also notes that to help prepare employees for the upcoming holiday season, training programs that emphasize good hiring practices, strong communication, enhanced security, and both employee and customer safety often take place

as early as July. “We do all the basics like everyone does; we implement training related to seasonal things that occur more often, like till- tappers, physical security type of things that could happen around the register, and more. We do a lot of awareness around those things as part of the holiday rush.”

Employee asset protection training has evolved drastically in the past decade. Several years ago, if you witnessed someone steal and walk out of the door, you could walk up to them, apprehend them, and bring them back inside. However, things are different now as safety priorities have changed, and the violence involved with ORC is worse than ever.

Keeping the Focus Where it Belongs

“Around the holidays, we’re not doing any work that’s going to put any of our stores at risk by adding things to the network, such as asking for resources from the stores to test something out, or implement a new program. So, if we are planning on implementing something, we’ll look at the calendar and decide when the best time to do so is,” said Joe Laufenberg, senior director of asset protection at Skogen’s Festival Foods.

He notes that if they want to implement something new, they typically do so after the holiday rush, when they can focus on the project and customers simultaneously instead of during the holiday rush, when their main focus is customers and not putting extra strain on employees.

To decrease the overwhelming number of ORC incidents that occur each year, employee training is crucial—especially around the holidays. Having done thorough training not only can prevent loss, but minimize violence and, in extreme cases, even death.

“Training is pushed to our employees on a daily basis, and we encourage our team members to go into our training platform daily. Five minutes a day pushes the training they need to have for that day,” Beardsley said. “We ramp up our two-huddle-per-day

To decrease the overwhelming number of ORC incidents that occur each year, employee training is crucial—especially around the holidays. Having done thorough training not only can prevent loss, but minimize violence and, in extreme cases, even death.
Rick Beardsley
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Joe Laufenberg

Prepping for the Holidays

topics around safety and loss prevention during seasonal time.”

Appropriate training gives employees the confidence they need to respond properly during an incident.

“The frequency of the day-to-day incidents our team and associates are experiencing is now escalating at a faster rate than I have ever seen before. So, for us, making sure that constant communication and that training is happening is vital, to make sure they’re prepared for those scenarios,” said Laufenberg. “Right up until the holidays, our job as asset protection is to equip our associates—equip them to do the job, to have the knowledge to support all the asset protection initiatives. And when we get to the holidays, that’s a time where you must just sit back and trust all that work is going to pay off, and the team is going to be equipped to handle whatever comes.”

Communication

Another critical aspect of effective planning when it comes to LP, is clear communication. Having an ongoing, flowing form of communication not only helps employees day-to-day but allows LP teams to implement the best possible practices. “There’s a ton of communication from our support teams. They take all the notes from last year and previous years and apply all that knowledge to this year. We have morning huddles, and we have a huddle for every shift. Every associate attends, and they talk about what they need to be prepared for that day, and what’s coming up in the week,” Laufenberg said. “We really focus on taking care of the associate during the holidays. It’s a time where so many of our team members are going through a lot of stress in their lives. They’re being asked to do a lot of things for us, and they’re trying to manage a lot of things at home as well. So, we talk a lot about self-care and keeping things fun. We have corporate chaplains that go around to the stores, just to keep a pulse. Our stores are the

busiest they’ve ever been, and our labor is not like it used to be. So, we must take care of our team members to make sure that they’re able to serve our guests.”

Leaping the Hurdles

“At At Home stores, gift card fraud has always been a significant problem,” says Beardsley. “But especially during the holidays. Often, criminals will steal merchandise, return it to the store they’ve stolen from, and then receive a gift card. This type of ORC is common at At Home. And as we prepare for the holidays, it is stressed in our training programs. As a result, our employees are better able to handle these situations in the appropriate manner.”

“We know who they are. We know their bank account. We know lots of stuff; we’re working with Homeland Security. The criminals are doing a refund, and they might not even go outside before they do so. They might just walk right up to the register and (request to) refund it,” Beardsley added. “That’s why they try to make a purchase as quickly as possible. I always have somebody on call; we turn off gift cards left and right. If the perpetrator does a refund, and we can prove it, we turn the gift card off.”

This form of fraud has become more prominent over the past few years, especially as transactions become more digital, with cash payments generally becoming less frequent.

“Holidays bring a unique set of challenges,” Joe said. “We see more gift card fraud around that time. Obviously, there’s more gift cards being purchased, but we put an emphasis on testing our controls around the holidays, making sure that all the restrictions and security settings we have around our gift card sales are in place.”

Gift cards aren’t the only challenge during the rush, of course. Preventing theft can be an intimidating process and takes repetition for associates to become more comfortable with it.

“It’s all about prevention. You want to approach the suspect before they conceal something. What we’ve

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Another critical aspect of effective planning when it comes to LP, is clear communication. Having an ongoing, flowing form of communication not only helps employees day-to-day but allows LP teams to implement the best possible practices.

been focusing on is teaching our teams what to look for and, when they see it, how to address it in real time,” said Laufenberg.

Many retailers teach their associates to assume the customer has a positive intent, and to never approach someone in an accusatory manner. If you approach a customer in the act of stealing with good customer service, they will most likely walk away from their scheme thinking they won’t get away with it.

Progressing with Technology

Technology can prevent loss better than ever. Organizations must prioritize using appropriate, high-performing technology to minimize ORC and theft, especially around the holidays. But sometimes, using the technology you already have can be sufficient.

“We’re not using any new technology specifically for the holiday rush. We’re just using the technology we already have in a different way. Or, in a more expensive way,” said Beardsley. He touches on the importance data has in LP and making sure companies can access the data they need to prevent loss.

Another benefit of technology is that it may not have bias the way humans do, leading to more accuracy.

“We use cart containment systems at the higher-risk stores. Around the holidays we see cartwalkout theft occur more often,” said Laufenberg. “Another tool we use is our temperature monitoring system. We monitor all the food temperatures—especially around the holidays, where you have product stock levels that are higher than normal. We keep a close eye on our temperatures around the holidays to make sure we’re not losing product.”

Self-checkout theft is also a bigger issue around the holidays, though many solutions to the dilemma are being implemented in stores.

“We see a lot of walk-offs during the holidays, for example at the self-checkouts where there’s phantom scans of credit cards, and they’ll walk off with a cart full of groceries for free,” Laufenberg said. “Training attendants for self-checkout is vital to make sure that one: We have the right number of staff watching over

them, and two: They’re aware of what to watch for. Additionally, if they do see something, understanding how to handle it in a guest-friendly way and correct the issue is crucial.”

Taking advantage of what technology has to offer is vital in our rapidly evolving society. As technology advances, progressing with it can offer benefits in preventing loss, and providing the accurate data you need to plan your next steps.

The Journey Ahead

Skogen’s Festival Foods has a “see-something-say-something” system, and the results it has generated have been remarkable.

Laufenberg said Festival Foods takes an associate’s photo after proper action has been taken and creates a short story about what occurred. Incidents occur often, so these bits come out every day. What Festival Foods has found is that sharing associates’ real-life stories and experiences not only helps to minimize loss but encourages others to speak up and report, creating a positive snowball effect.

Prepping for the holiday season requires thorough planning and training ahead of time. There are a variety of different aspects that need to be taken into consideration when preparing for holidays: employee training, hiring practices, enhanced security, both employee and customer safety, and more. Ensuring this holiday season is a safe one begins with clear communication between asset protection teams and associates, all while taking full advantage of available technology. Understanding your risks and assets is imperative to a successful holiday preparation process.

Allie Falk is assistant editor for LP Magazine where she focuses on social media, daily e-newsletters, interviewing LP experts for magazine articles, and crafting email blasts. Prior to LPM, she was a digital content marketing intern for Tyler Technologies, the leading CAD software provider in the US, where she was awarded ‘Spotlight Intern’. Allie received her bachelor’s degree in communications from the University of Detroit Mercy in 2022, where she was awarded Communications Student of 2022. She can be reached at allief@lpportal.com

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Technology can prevent loss better than ever. Organizations must prioritize using appropriate, high-performing technology to minimize ORC and theft, especially around the holidays. But sometimes, using the technology you already have can be sufficient.
Summer 2023 | 42 | LossPreventionMedia.com

The LP Psychologist

Integrating Psychological and Technological Approaches for Effective ORC Prevention

Organized retail crime (ORC) is a growing challenge for retailers, according to approximately 86 percent of LP executives and professionals surveyed at the 2023 NRF Protect Conference in Texas. To bolster LP’s perspective on this overarching risk, this inaugural column examines the differences between psychological and technological approaches to ORC prevention—highlighting the strengths and limitations of each. The strategic goal is for LP to embrace the human side and the technological side of this game-changing risk, and not rely too much on one approach.

Psychological Approaches to ORC Prevention

Psychological approaches to ORC prevention focus on the human element, emphasizing the role of employee behavior, motivation, and organizational culture in preventing ORC incidents. This section will discuss four key strategies within the psychological approach: organizational culture alignment, employee recruitment and selection, training and development, and performance management.

Organizational Culture Alignment. Creating a strong organizational culture prioritizing security, vigilance, and collaboration with LP is crucial for effective ORC prevention. Retailers should promote open communication and encourage employees to report suspicious activities or potential threats, fostering a sense of shared responsibility for maintaining a safe retail environment. In addition, retailers should engage employees in developing and implementing ORC prevention policies and procedures. By involving employees in the decisionmaking process, retailers can ensure their LP strategies align with the needs and challenges of their workforces.

Employee Recruitment and Selection. The foundation of an effective ORC prevention strategy lies in hiring the right employees. Retailers must

ensure they recruit and retain individuals with high integrity, ethical standards, and a strong sense of responsibility. These employees must also possess a low propensity for collusion. By hiring employees who are committed to maintaining a safe and secure retail environment, retailers can significantly reduce the risk of ORC. Background checks, reference checks, and behavioral interviews can help retailers identify candidates with strong moral values and a history of ethical behavior. However, retailers should also consider incorporating risk and talent assessments into their selection process, as these tools can provide valuable psychological insights into a candidate’s trustworthiness, potential for collusion, and overall suitability for a position as an associate, team leader, supervisor, or manager. Training and Development. Once retailers have recruited employees with strong ethical standards and low collusion risk, they must provide them with the necessary knowledge, skills, and abilities to identify and respond to ORC threats effectively. This includes comprehensive training on LP policies and procedures, as well as development programs to keep employees up to date on ORC trends and tactics. In addition to formal training, retailers should foster a culture of continuous learning and development around LP topics, encouraging employees to share their experiences and insights with colleagues. This collaborative approach can help employees stay vigilant and maintain their skills, ultimately enhancing and sustaining the effectiveness of ORC prevention efforts.

Performance Management. To ensure employees remain engaged and committed to ORC prevention, retailers must establish clear performance metrics and incentives for LP activities. This includes setting expectations for employee behavior, monitoring their adherence to LP policies and procedures, and providing regular feedback on their performance. Recognizing and rewarding employees who contribute to ORC prevention can also help to reinforce the importance of LP.

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By integrating psychological and technological strategies, retailers can develop a robust ORC prevention plan addressing human and technological factors.

By offering incentives such as bonuses, promotions, or other recognition, retailers can motivate their employees to remain vigilant and take initiative in their efforts to prevent ORC.

Comparing Psychological and Technological Approaches

Technological approaches to ORC prevention might leverage innovative technology to detect, prevent, and mitigate the impact of ORC incidents. The five key technological approaches are well known and include the following: surveillance technologies, data analytics, artificial intelligence, access control and authentication, and inventory management systems.

1. Surveillance Technologies. Surveillance technologies, such as closed-circuit television (CCTV), smart cameras, and radio frequency identification (RFID), play a critical role in ORC prevention by enabling retailers to monitor and detect ORC activities in real-time. Advanced surveillance tools, such as video analytics and facial recognition software, can further enhance retailers’ ability to identify potential threats and respond quickly to ORC incidents. While surveillance technologies are highly effective in ORC prevention, they must be balanced with privacy concerns and legal compliance. Retailers should ensure their use of surveillance technologies is transparent, proportionate, and in line with applicable laws and regulations.

Feature Psychological Approach

Primary Focus Employee behavior, motivation, and organizational culture; data analytics used with psychological metrics, too.

Key Strategies

Recruitment and selection, training and development, performance management, organizational culture alignment.

Strengths

Addresses the human element, ensures employees, team leaders, and managers have anti-ORC mindsets, fosters a culture of vigilance and shared responsibility around organizational safety and security.

Limitations

May not address all technological vulnerabilities. A company’s selection system must address Risk and Talent attitudes and mindsets, not just background-checking outcomes.

Collaboration

Opportunities

LP and HR executives can support employee recruitment, selection, training, and performance management efforts by embracing a “Better Together” philosophy.

2. Data Analytics. Data analytics, machine learning, and pattern recognition techniques can help retailers identify, predict, and prevent potential ORC threats. By integrating and analyzing data from sources, such as point-of-sale systems, inventory management systems, and surveillance technologies, retailers can gain a comprehensive understanding of their ORC risk profile and develop targeted LP strategies. Data-driven insights can also inform decision-making processes related to employee recruitment and selection, training and development, and performance management, further enhancing the effectiveness of retailers’ ORC prevention efforts.

3. Artificial Intelligence. Artificial intelligence (AI) has the potential to revolutionize ORC prevention by automating processes, improving the accuracy of predictions, and enhancing the speed of response to ORC incidents. AI-powered solutions, such as machine learning algorithms and computer vision technologies, can help retailers detect and analyze ORC activities more efficiently, enabling them to take proactive measures to protect their assets. However, the use of AI in ORC prevention also raises ethical considerations and potential biases. Retailers should carefully evaluate the implications of AI-driven LP solutions and ensure they are transparent, fair, and accountable.

Technological Approach

Innovative technology, data analytics, and AI.

Surveillance technologies, data analytics, AI, access control and authentication, inventory management systems.

Provides real-time visibility, enables initiative-taking LP measures, improves overall operational efficiency.

May not address underlying employee motivations, mindsets, and behavior; raises ethical and privacy concerns.

IT executives can provide expertise and support to AP for implementing and maintaining technology-based ORC prevention solutions.

4. Access Control and Authentication. Access control systems and biometric authentication technologies can help retailers protect sensitive information and assets from unauthorized access, a key component of ORC prevention. By implementing sophisticated access control solutions, such as biometric scanners, smart locks, and encryption technologies, retailers can secure their facilities and reduce the risk of ORC. Ensuring employee adherence to access control policies and procedures is also critical for maintaining a secure retail environment.

5. Inventory Management Systems. Automated inventory management systems, Internet of Things (IoT) devices, and RFID technology can significantly improve retailers’ ability to track and monitor stock levels, enabling real-time visibility and enhanced LP capabilities. By detecting discrepancies in inventory records, these technologies can help retailers identify potential ORC activities and take action to prevent losses. In addition to their LP benefits, automated inventory management systems can improve the efficiency and accuracy of inventory management processes, leading to cost savings and increased operational effectiveness.

ORC Mitigation with Psychological and Technological Strategies

Table 1 compares the key features of psychological and technological approaches to ORC prevention, highlighting the strengths and limitations of each. LP professionals increasingly rely on technological approaches, but they cannot overlook the psychological element.

Guidelines for Collaboration Among LP, HR, and IT Executives

To develop a comprehensive and effective ORC prevention strategy, LP executives must work closely with HR and IT executives. This is especially true for getting LP’s needs met with the company’s personnel

Table 1. A Comparative Analysis of ORC Prevention Strategies
FEATURE The LP Psychologist Summer 2023 | 44 | LossPreventionMedia.com

recruitment and selection strategy that must address talent procurement and risk management needs. This section provides guidelines for fostering collaboration among these key stakeholders.

■ Establishing Cross-Functional Teams. Forming cross-functional teams consisting of LP, HR, and IT professionals can facilitate collaboration and streamline decision-making. These teams should have defined roles and responsibilities for each member, ensuring all stakeholders have a voice in developing and implementing ORC prevention strategies.

■ Engaging in Regular Meetings and Strategy Sessions. Meetings and strategy sessions can help stakeholders stay informed about progress, challenges, and opportunities related to ORC prevention. These gatherings provide a forum for sharing insights, best practices, and emerging trends across departments, enhancing the effectiveness of LP efforts.

■ Developing Integrated ORC Prevention Strategies. By combining psychological and technological approaches to ORC prevention, retailers can create a comprehensive LP plan addressing human and technological factors. Cross-functional teams should evaluate the effectiveness of existing strategies and adjust based on data-driven insights and evolving circumstances.

■ Establish Incentives for Cross-Functional Teams. Combining the expertise of LP, HR, and IT professionals can lead to more effective ORC prevention strategies that can be measured and shared incentives can be established. A safer retail environment for employees

and customers can be documented. A culture of collaboration and shared responsibility for ORC prevention can also boost employee engagement and morale, which can be assessed. By working to develop, implement, and refine LP strategies, these stakeholders can help retailers stay ahead of emerging trends, while maintaining a proactive approach to ORC prevention.

ORC is a growing challenge for the retail industry, necessitating a comprehensive and multifaceted approach to LP. By integrating psychological and technological strategies, retailers can develop a robust ORC prevention plan addressing human and technological factors. By promoting collaboration and integrating psychological and technological approaches, retail organizations can combat ORC, protecting their assets, employees, and customers in the process.

JOHN W. JONES, PhD, is the Executive Vice President of Research & Development at FifthTheory, LLC (www.FifthTheory.com). Dr. Jones is a Licensed Psychologist in Illinois who serves as FifthTheory’s principal thought leader in the research, development, and delivery of personnel risk and talent management assessment solutions. Dr. Jones has more than 30 years of experience in loss prevention psychology, he received his PhD in applied psychology from DePaul University, and holds an MBA from the Keller Graduate School of Management. His current areas of research include the psychology of workplace violence and incivility, employee theft and collusion, on-the-job illicit drug use, trauma-informed leadership, and service excellence.  Dr. Jones was the founding editor of the Journal of Business and Psychology.

+ Case & IncidenT Management + Intelligent Audit Solutions + ORC & AI Crime Linking + Exception Reporting & Analytics ALL IN ONE PLATFORM! Your single source of truth LOSS PREVENTION PLATFORM Contact us to schedule a demo! 1.888.767.3141 THINKLP.COM Award-winning software trusted by industry leaders worldwide. Open Case Value by Region View Full Report Average Audit Compliance Trend Closed ORC Case Value Trend View Full Report View Full Report Enterprise Shrink Gauge View Full Report 0 1.5 0 75 0.3 1.2 0.6 0.9 Open Cases by Person and Stage View Full Report Open Alerts by Rule View Full Report 76 All Search... 0.75 Enterprise Shrink Audit Scores by Region ThinkLP Dashboard Average Score Percent Location: Region Region 2 Region 3 Region 1 Refresh 0.6 0.9 Loss Prevention Magazine | 45 | Summer 2023
To ensure employees remain engaged and committed to ORC prevention, retailers must establish clear performance metrics and incentives for LP activities.

SUPPLY CHAIN

Securing the Supply Chain A Focus on Transportation

In today’s globalized economy, supply chain security has become a critical issue for businesses of all sizes. With the rise of e-commerce and just-in-time delivery, companies are increasingly reliant on complex supply chains that span multiple countries and involve numerous suppliers, vendors, and logistics providers. As a result, the security of the supply chain has become a major concern for businesses, governments, and consumers alike. In this article, we will focus on transportation security; one of the most critical elements of supply chain security.

Supply chain security refers to the measures that businesses take to protect their supply chains from theft, damage, and disruption. These measures can include everything from physical security measures, such as locks and alarms, to more sophisticated technologies such as GPS tracking, biometric scanning, and blockchain-based tracking systems.

At its core, supply chain security is about ensuring that goods are delivered safely, securely, and on-time. This requires a holistic approach that takes into account the entire supply chain, from raw materials to finished products. It also requires collaboration between all stakeholders, including suppliers, logistics providers, and customers.

Why It Is Important

Supply chain security is important for several reasons. First, it helps businesses protect their assets and avoid financial losses. This is particularly important for companies that rely on high-value goods or materials, such as electronics, pharmaceuticals, and precious metals. However, similar concerns may also come into play regarding goods that could be targeted but are not typically thought about as high-risk, to include construction materials, perishables, and automotive parts. These types of products can be expensive and in high demand, making them attractive targets for thieves. Additionally, industrial equipment, such as generators, tools, and machinery can also be targeted due to their high value and the ease of resale.

Second, supply chain security helps to ensure that goods are delivered to customers on time and in good condition in several ways. This begins by implementing

measures to prevent theft or damage to goods during shipping and handling, which can include securing cargo in-transit, monitoring the supply chain with technology, and conducting quality control checks at various stages. Supply chain security also helps businesses identify potential risks and vulnerabilities in the supply chain and develop appropriate responses to minimize disruptions. This proactive approach helps to ensure the goods reach customers on time and in good condition, even in the face of unexpected events. Ultimately, ensuring timely, intact delivery of goods is critical for businesses operating in competitive markets, as it can directly impact sales and brand reputation. By prioritizing supply chain security, businesses can build trust with their customers, minimize losses due to damage or delays, and gain a competitive advantage.

Ultimately, ensuring timely, intact delivery of goods is critical for businesses operating in competitive markets, as it can directly impact sales and brand reputation.

Third, supply chain security is important for national security. The supply chain is a critical infrastructure that underpins many aspects of modern society, including food, medicine, and energy supplies. Disruptions to the supply chain can have far-reaching consequences, including economic damage, social unrest, and even political instability.

Transportation Security

Transportation security is one of the most critical elements of supply chain security. This is because goods are often at their most vulnerable when they are in-transit. It is while goods are in-transit that they face the greatest exposure to theft, damage, or other forms of disruption, such as natural disasters, accidents, or even terrorism.

Aun Photographer / Shutterstock.com
Maurizio P. Scrofani, CCSP, LPC Scrofani is an LPM contributing writer and wellknown supply chain asset protection professional with over twenty-five years of experience in retail and manufacturing, including leadership roles with Macy’s, Bloomingdale’s, Delonghi, and Toys“R”Us. He was cofounder and president of CargoNet, a supply chain theft prevention and recovery network solution of Verisk Analytics. He can be reached at maurizio@ mpsconsultants.com..
Summer 2023 | 46 | LossPreventionMedia.com
Supply chain security refers to the measures that businesses take to protect their supply chains from theft, damage, and disruption.

Ensuring the security of goods in-transit requires a range of measures, including strategic security measures, physical security measures such as locks and seals, as well as more sophisticated technologies such as GPS tracking and remote monitoring systems. It also requires effective planning and collaboration between all stakeholders, including shippers, carriers, and receivers.

Strategic Security Measures. Transporting goods by truck is a vital part of the supply chain process. To ensure a shipment arrives at its destination safely and securely, it is crucial to choose and manage the right trucking routes and implement strict driver/load safety protocols.

When selecting a trucking route, factors that must be considered would include the distance, time of day, weather conditions, and potential traffic congestion. It’s also essential to check for any road closures or construction sites along the route that may cause delays or detours during the delivery process.

To maintain driver and load safety, it is crucial to implement strict protocols such as regular vehicle inspections, fatigue management, and load securement. Drivers should be trained in defensive driving techniques and should always wear seat belts while driving. It is also important to ensure that loads are correctly secured and evenly distributed to prevent shifting during transit, which may damage cargo or cause other safety concerns.

Regular communication with drivers is also essential to ensure they are aware of any changes to the route, weather conditions, or other potential hazards. Technology such as GPS and real-time tracking can also be used to monitor driver and load safety.

In summary, choosing and managing the right trucking routes and implementing strict driver and load safety protocols is critical to ensuring the safe and secure transportation of goods. By taking these steps, shippers can minimize the risk of accidents, delays, and damage to the shipment.

Physical Security Measures. Physical security measures are an essential part of transportation security. They include everything from locks and seals to secure containers and warehouses. The goal of these measures is to prevent unauthorized access to goods, deter theft, and other forms of criminal activity.

One of the most common physical security measures used in transportation is the use of locks and seals. These are typically used to secure containers and trailers and can be used to prevent unauthorized access to goods. Seals can also be used to track the movement of goods and detect any tampering or attempted theft.

Another important physical security measure involves the use of secure warehouses and storage facilities. These facilities are typically equipped with security systems such as alarms and CCTV cameras to deter theft and vandalism. They may also be staffed by security personnel who can monitor the facility and respond to any security breaches.

Technological Solutions. Technology can also play a critical role in transportation security. One of the most important technological solutions used throughout the supply chain is GPS tracking. This technology allows shippers to track the movement of goods in real-time by aligning with existing innovative IoT hardware and software solutions which can help to prevent theft and other forms of disruption.

GPS tracking is also frequently used to optimize logistics operations. By tracking the movement of goods, shippers can effectively identify bottlenecks and inefficiencies along the supply chain, which can be addressed to improve delivery times and reduce costs.

Another important technological solution is remote monitoring. This involves the use of sensors and other devices that may be located on or in the tractor, trailer, pallet, or inside the carton to monitor the condition of goods in-transit, such as temperature, humidity, and vibration. This can help to prevent the damage of goods and to ensure they are delivered in good condition.

Collaboration. Collaboration between all stakeholders is crucial for transportation security. This includes shippers, carriers, and receivers, as well as governments and law enforcement agencies.

One of the most important forms of collaboration is information sharing. By sharing information about threats and risks, stakeholders can work together to identify potential security breaches and take steps to prevent them. There are a handful of information sharing applications in the market that are designed to prevent and recover cargo theft.

Collaboration can also involve the sharing of best practices and standards. For example, the International Maritime Organization has developed a range of standards and guidelines for the secure transportation of goods by sea, including the International Ship and Port Facility Security Code.

Bringing It All Together

Transportation security is a critical element of the overall supply chain, playing a crucial role in supporting the business and the customer in several ways. By taking a holistic approach to supply chain security, businesses can protect their assets, ensure on-time delivery of goods, and contribute to national security. It also ensures the safety and security of passengers, crew, and cargo, which is essential for building trust and confidence among customers. This, in turn, helps to increase the demand for air travel and boosts the revenue of the airline industry.

Transportation security also helps reduce the risk of theft, damage, or loss of cargo, which can result in financial losses for both the business and the customer. By implementing effective security measures, such as screening procedures and surveillance systems, transportation companies can minimize the risk of such incidents and protect the interests of their customers.

Moreover, transportation security helps to ensure compliance with regulatory requirements and international standards, which is essential for maintaining the reputation of the business and building trust among customers. By adhering to these standards, transportation companies demonstrate their commitment to providing safe, secure, and reliable services, which improves efficiency and ultimately benefits both the business and the customer.

GPS tracking is also frequently used to optimize logistics operations. By tracking the movement of goods, shippers can effectively identify bottlenecks and inefficiencies along the supply chain, which can be addressed to improve delivery times and reduce costs.

To maintain driver and load safety, it is crucial to implement strict protocols such as regular vehicle inspections, fatigue management, and load securement.
Loss Prevention Magazine | 47 | Summer 2023

Safety on the Loading-Dock

Loading docks are the gateways to shipping and receiving. Nearly every business that handles physical goods relies on them. But loading docks are also complex workspaces where people, equipment, and vehicles come together in dangerous ways. In fact, between 2015 and 2020, around 33,000 employees missed work because of injuries and illnesses incurred on loading docks, dock plates, and ramps, according to the Bureau of Labor Statistics. The median time away from work was fourteen days. In the same period, forty-nine workers died from loading-dock incidents. These grim figures should remind us that for every worker badly injured or killed at a loading-dock, pain and suffering fall upon their family, coworkers, and friends. For these reasons, businesses should do all they can to make loading docks safe for workers.

A Freight Clerk’s Death

Being struck by a vehicle is a top hazard at loading docks. Around 440 employees miss work each year due to such incidents, including being struck by trucks, trailers, forklifts, and other motorized equipment. In the worst of these cases, workers suffer severe permanent disability or die. The Washington State Fatality Assessment and Control Evaluation (WA FACE) program at the Washington State Department of Labor and Industries has investigated many struck-by deaths. In one instance, a forty-six-year-old freight clerk died when

returned, he opened the back of the trailer, checked the freight, and determined the truck was at the wrong dock. Shortly after, a second clerk arrived to assist him. The clerks met briefly, and the first clerk went back outside to talk with the driver.

Now alone, the second clerk closed the trailer. A few seconds later, he reopened it, looked in, then walked to the left side and leaned his head and shoulders through a gap between the loading-dock wall and rear of the trailer. He then went back in, closed the trailer, and again leaned out the gap as he had done before. At the same time, the truck was preparing to pull forward from where it was parked on a slight downgrade toward the loading bay. When its parking brake released, the trailer lurched back, and crushed the clerk against the wall. After the truck pulled away, the first clerk returned to the dock, saw his injured coworker on the pavement below, and called 911. The clerk died at the scene.

Following the incident, investigators found that employees routinely leaned out between loading-dockwalls and trailers to communicate with drivers. The employer also did not have loading-dock safety policies, procedure requirements, or employee training.

Safety Through Better Designs And Practices

a semitrailer struck and crushed him against a loadingdock wall. He worked for the employer, a national supermarket chain, for ten years.

The semitruck with the trailer arrived at the store just after midnight on Christmas Eve. After the trailer backed up to the loading-dock, a clerk went outside from the receiving area to talk with the driver. When the clerk

Such unsafe work practices can become routine in businesses not identifying and preventing dangerous conditions. The conditions that led to the freight clerk’s death could have been eliminated if the loading-dock had been designed with an anti-crush safety zone between the dock edge and trailer-parking lane. An anti-crush safety zone combines features to protect a worker from being struck and crushed if a trailer moves toward the dock, including:

■ A wraparound dock seal that prevents workers from placing their bodies between the dock and trailer.

■ Automatic locking swivel-dock barriers to stop workers from stepping or falling out of the dock bay doors.

SUPPLY CHAIN
Being struck by a vehicle is a top hazard at loading docks.
Summer 2023 | 48 | LossPreventionMedia.com
Paul Karolczyk Karolczyk, is a WA FACE research investigator. Sign up at public.govdelivery.com/accounts/ WADLI/subscriber/new to receive WA FACE fatality and injury investigation reports, hazard alerts, data summaries, and shorterform narratives, and slide shows. Paul can be reached at paul.karolczyk@lni.wa.gov.

■ A thick rubber dock bumper with an extended steel base that creates a safe space of seventeen to twenty inches between the dock and trailer.

■ A high-strength telescopic lip or retractable drawbridge-style dock leveler that allows workers and forklifts to cross the anti-crush zone. The next step to prevent dangerous work practices at your loading-dock is to assess and change how work is done. This can include introducing safer ways for workers to communicate with drivers that eliminate positioning their bodies between dock structures and trailers. One way of achieving this is to install traffic signal-style stop-and-go lights at your dock, where the truck driver activates a red light to inform workers when it is safe to open bay doors, and workers activate a green light to inform the driver when the truck can pull away.

Another safety measure is to designate an indoor waiting area for drivers that provides a place for them

to check in, drop off their keys, and talk with workers away from vehicles and equipment. Also, warning signs can help workers and drivers stay aware of pinch points and other hazards at the loading-dock, such as slips, trips, and falls.

Your ability to keep loading-dock workers safe will depend on your accident prevention program (APP). At a minimum, your program should include written safety policies, procedure requirements, monthly meetings, and training. Always give new workers an orientation on your APP and its requirements for loading docks. Ensure workers are trained to recognize loading-dock hazards before starting their jobs. Lead the way by monitoring changes in hazardous conditions, encouraging workers to help create solutions, and updating the program.

As work conditions are dynamic and different at each loading-dock, no one will be able to identify and prevent hazards at your loading-dock better than you. If you want to explore the best safety solutions for your loading-dock to protect your workers—for example, a demonstration of the newest technologies or sample programs—you may contact a professional safety and health consultant. Making workplace safety your highest priority helps to ensure nobody will have to live with the devastation and hardship caused by injury or death.

Loss Prevention Magazine | 49 | Summer 2023
Your ability to keep loading-dock workers safe will depend on your accident prevention program (APP).

Investigate Your Way to Career Development Opportunities

It’s no secret that most loss prevention professionals are passionate about conducting investigations. While different aspects appeal to different investigators, recognizing clues, pulling threads, chasing leads, and building metaphorical puzzles are among their favorite pastimes. Unfortunately, too many LP professionals don’t apply their investigation skills outside the LP office.

The same skills, perspectives, and techniques that generate investigative success can propel LP professionals throughout their career or even into other careers. In many ways investigators are problem solvers whose perspectives and inquiring minds allow them to spot patterns and irregularities others miss, while making sense of potentially complex situations.

The same skills, perspectives, and techniques that generate investigative success can propel LP professionals into other careers. Develop a big-picture understanding of how your role impacts the greater LP mission and, in turn, how the LP mission impacts the success of the organization.

The ability to solve problems and simplify complex situations should create competitive advantages for LP professionals as they pursue new career opportunities. Below are five investigative skills that drive career development opportunities:

Prioritize outcomes. Focus on the outcomes that need to be achieved before getting lost in the roadblocks that may impede your efforts and the actions necessary to accomplish your objectives. Develop a big-picture understanding of how your role impacts the greater LP mission and, in turn, how the LP mission impacts the success of the organization. Then align your actions and priorities with this understanding to ensure you are contributing to these larger goals and not becoming distracted by the tactical, daily responsibilities of your role. Educate yourself. Develop your business acumen beyond your current job. If your time and budget allow, enroll in business classes or study for relevant professional certifications. Read books, listen to podcasts, and consume other resources that enhance your ability to contribute to the larger business. At the very least, work to schedule meetings with executives inside and outside of LP to learn from their experiences, understand their priorities, and determine how various business units support each other. Ask thought-provoking questions. Leverage your investigative mindset to make people feel better about sharing sensitive information and tease out the intelligence

other leaders either struggle to obtain or are unaware they need to obtain. The right questions can help leaders save face and protect their images while they explain the decision-making process, goals, and alternatives they considered. Make employees feel valued by asking for their input in unexpected and novel ways. Add value to systems and processes by inquiring about the strategic value of specific components or timelines. Improve the quality of your team’s decision-making by increasing the quality of the questions asked during the deliberation process. Recognize clues others miss. When people attempt to solve problems, they often mistake what is focal for what is causal—it’s the center of attention so it must be the most important—and default to the easiest potential solutions. When you are in meetings listen for hidden values, layered opportunities, and unrecognized trends. While everyone else is looking for the quickest way to solve the surface problem, search for potential longterm solutions to the underlying issues contributing to multiple issues.

Solve problems for people. Demonstrate your value to the organization by using your expertise to generate solutions for problems that impact the company beyond your current role. Determine the larger issues and opportunities the LP department is facing and contribute sound, well-researched, field-tested solutions. Engage with sales and operations leaders to learn what issues they are tackling. Investigate these issues, facilitate conversations with appropriate employees, survey relevant data, and approach these leaders with solutions they may have overlooked.

Investigators are curious and resourceful problem solvers. Feed your curiosity in as many ways as you can. Find new applications for your current skills and continue to expand the resources you have at your disposal. Become the problem solver leaders can depend on. Leaders love working with solution-oriented individuals. LP professionals begin developing key leadership skills early in their careers. The most successful LP professionals continuously challenge themselves to find new opportunities to apply, refine, and develop these skills.

CAREER CENTER Lightspring / Shutterstock.com Summer 2023 | 50 | LossPreventionMedia.com

Geopolitical Risks in Retail

Like any other industry, the retail sector faces risks that can significantly impact business operations and profitability. One of the hazards that retailers must contend with today is geopolitical risk, which has emerged as a critical factor in shaping the global business landscape.

Geopolitical risk encompasses the potential impact of political, economic, social, and environmental events or developments on a country, region, or the entire international system. Such risks arise from changes or tensions among nations, governments, and various interest groups, creating uncertainty and instability in global markets and international relations.

In recent years, geopolitical risk has gained prominence for several reasons. One of the key drivers is the increasing interconnectedness and interdependence of economies worldwide. Retailers, especially those engaged in international trade or sourcing, are particularly vulnerable to geopolitical events and conflicts that disrupt supply chains or create trade barriers.

Political instability, regime changes, or trade disputes between countries can have profound implications for retailers. For instance, sudden shifts in government policies, such as new tariffs or trade restrictions, can increase costs for imported goods and impact profit margins. These changes can also disrupt the flow of goods and services, causing delays or interruptions in the supply chain and ultimately affecting product availability and customer satisfaction.

Additionally, geopolitical risks often extend beyond economic factors and include social and environmental aspects. Social unrest, protests, or conflicts in certain regions can directly impact retail operations by causing store closures, damaging infrastructure, or creating an unsafe environment for employees and customers. Additionally, environmental events such as natural disasters or climate change-related disruptions can pose significant challenges to retailers, affecting

logistics, inventory management, and demand for specific products.

Retailers need to adopt proactive strategies and comprehensive risk management approaches to mitigate geopolitical risks. These activities should include closely monitoring political developments, staying informed about international relations, and maintaining solid relationships with suppliers and partners. Diversification of sourcing and production locations can also help reduce dependency on regions prone to geopolitical volatility.

Technology is also crucial in managing and mitigating geopolitical risks in retail. Advanced analytics and forecasting models can help

Artificial intelligence-powered supply chain management systems can provide real-time visibility and flexibility, allowing companies to adapt swiftly to changing geopolitical circumstances.

RETAIL TRENDS
Meehan is retail technology editor for LP Magazine as well as president of CONTROLTEK. Previously, Meehan was director of technology and investigations with Bloomingdale’s, where he was responsible for physical security, internal investigations, and systems and data analytics. He currently serves as the chair of the Loss Prevention Research Council’s (LPRC) innovations working group. Meehan recently published his first book titled Evolution of Retail Asset Protection: Protecting Your Profit in a Digital Age. He can be reached at TomM@LPportal.com.
tomertu / shutterStock.com PhotoVrStudio / shutterStock.com
Geopolitical events can influence consumer sentiment, leading to changes in purchasing behavior.
Loss Prevention Magazine | 51 | Summer 2023

identify potential threats, enabling retailers to take preemptive actions. Artificial intelligence-powered supply chain management systems can provide real-time visibility and flexibility, allowing companies to adapt swiftly to changing geopolitical circumstances.

Active intelligence monitoring is also a must. Understanding what is occurring in real- time is one of the easiest ways retailers can be proactive.

8 Risks Threatening the Retail Sector

We live in a global economy; one of the key revelations from the COVID-19 pandemic was just how fragile our supply chain is. Imagine the effect on retail if we had massive civil unrest, global war, political jockeying for land and power, and economic upheaval. We don’t need to imagine; these things are already occurring. Here are examples of the geopolitical risks facing the retail sector:

■ Armed conflicts or military tensions between countries.

■ Political instability or regime changes within countries.

■ Economic sanctions or trade disputes between nations.

■ Territorial disputes and border conflicts.

■ Terrorism, cyberattacks, and other security threats.

■ Changes in international laws, regulations, or agreements.

■ Environmental issues such as climate change or resource scarcity can lead to conflicts or tensions between nations.

■ Humanitarian crises such as mass migration or refugee flows, resulting from conflicts or natural disasters.

The scary thing is these are happening now, in more significant ways than we have seen in years. Obviously, these geopolitical risks affect more than retail businesses. They can have significant consequences for trade, investment, economic growth, and the stability and security of countries and regions. Organizations and individuals operating in international markets must know and manage these risks to protect their interests and maintain resilience in an increasingly interconnected world.

How Geopolitical Risks Can Affect Your Business

Geopolitical risks can significantly impact retail and supply chains. Here are some areas of concern based on current events:

■ Trade barriers and tariffs. Geopolitical tensions between countries can lead to trade barriers such as tariffs, quotas, or embargoes. These barriers can increase the cost of imported goods, disrupt international trade, and reduce the availability of specific products in the retail market.

■ Currency fluctuations. Geopolitical events can trigger changes in currency exchange rates, affecting the cost of importing and exporting goods. Retailers that rely heavily on international trade may experience increased costs or decreased profits due to currency fluctuations.

■ Supply chain disruptions. Geopolitical conflicts or natural disasters can disrupt the global supply chain. This may result in delays, increased costs, or shortages of critical raw materials, components, or finished products. Retailers may need help maintaining inventory levels and meeting customer demands, which could impact their reputation and bottom line.

■ Changes in regulations. Geopolitical events can spark changes in regulations or new laws affecting retail and supply chain operations. For example, stricter environmental regulations or labor laws may impact sourcing of raw materials or manufacturing, requiring retailers to adapt their supply chain strategies.

■ Political instability. Geopolitical tensions can cause political unrest in certain regions, affecting local economies and disrupting retail and supply chain operations. This may increase risks for businesses operating in those regions, with the potential for asset damage, increased security costs, or difficulty in repatriating profits.

■ Shifts in consumer attitudes. Geopolitical events can influence consumer sentiment, leading to changes in purchasing behavior. For example, consumers may boycott products from certain countries due to political tensions or environmental concerns, impacting retailers relying on those products.

Building strong relationships with suppliers and partners is a crucial factor in enabling retailers to navigate geopolitical risks effectively.
By staying agile and adaptive, retailers can better navigate the challenges posed by geopolitical risks and maintain a resilient supply chain.
Summer 2023 | 52 | LossPreventionMedia.com
Aun Photographer / shutterStock.com

Rethinking Risk Strategy

Most businesses have changed how they handle risk following the COVID-19 pandemic. So, now is a good time to dust off business continuity plans and risk registers. Here are four ways retailers can mitigate the effects of geopolitical risks on their businesses and supply chains:

■ Monitor global events closely. Retailers must stay informed about geopolitical events and their potential impact on the supply chain. By closely monitoring such events, retailers can proactively adjust their sourcing strategies or seek alternative suppliers to mitigate potential disruptions.

■ Understand demographics and provide support. Geopolitical conflicts can have far-reaching social impacts, particularly for retailers in regions directly affected by conflict. Retailers should pay attention to the demographics of their customer base and ensure they have support mechanisms in place. For instance, when customers may have family members affected by conflict, offering empathetic customer service and providing resources or assistance can help build customer loyalty and trust.

■ Develop contingency plans and diversify sourcing and distribution networks. Retailers should develop robust plans to address potential geopolitical risks. One smart strategy is to diversify sourcing and distribution networks to reduce dependency on regions or countries prone to geopolitical volatility. For example, if a retailer

relies heavily on a single manufacturing hub in a geopolitically unstable region, it may be wise to explore alternative production locations or engage in dual sourcing to ensure a steady supply of goods.

■ Maintain strong relationships. Building strong relationships with suppliers and partners is a crucial factor in enabling retailers to navigate geopolitical risks effectively. Open communication channels and regular supplier updates can provide valuable insights into the geopolitical landscape. For instance, a retailer may maintain close contact with suppliers in countries experiencing political unrest to understand potential disruptions in production or shipment schedules. Strong relationships can foster collaboration, enabling retailers and their partners to address and mitigate geopolitical risks collectively. Geopolitical risk has become an inherent part of the modern retail industry. The interplay among political, economic, social, and environmental factors on a global scale can significantly impact retail businesses and their profitability. By staying agile and adaptive, retailers can better navigate the challenges posed by geopolitical risks and maintain a resilient supply chain. By adopting proactive measures, retailers can enhance their resilience, adapt to changing circumstances, and continue to deliver products and services. They’ll be able to protect their operations and seize opportunities despite geopolitical uncertainties.

Learn More
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Keeping Employees Safe and Secure in the Remote World

Three years after the start of the pandemic, it’s clear the remote workplace isn’t going anywhere. But do you know if your employees’ remote workplaces are safe and secure?

Jelena Zelenshutterstock
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Beforethe COVID-19 pandemic, working from home was a bit of an anomaly. For most, it wasn’t an option; for those whose workplaces allowed it, there were often strict rules, including computer monitoring and required documentation of childcare to ensure you were completely focused and actively working forty hours a week. Even with these checks in place, most organizations doubted remote workers could be as productive as those sitting in offices under the watchful eyes of their supervisors.

Of course, the pandemic changed everything, and stay-at-home orders forced most organizations to allow remote work (and relaxed guidelines, with children staying at home as well rather than going to school or daycares).

Between 2019 and 2021, the number of people primarily working from home tripled from 5.7 percent (roughly 9 million people) to 17.9 percent (27.6 million people), according to the US Census Bureau. And while organizations braced for drastic dips in productivity, something remarkable happened: when working from home, many employees accomplished even more than they did in the office. It turns out that even screaming children aren’t quite as distracting as that coworker chatting you up every time you take a trip to the water cooler.

When the pandemic started to ease and stay-at-home orders relaxed, some workplaces rushed to get employees back in the office. Meanwhile, others realized productive remote work environments were a viable possibility. As of 2023, 12.7 percent of full-time employees work from home, while 28.2 percent work a hybrid model. According to Upwork, this number will continue to grow, with the company projecting an estimated 32.6 million Americans will be working remotely by 2025.

“The move to remote work was happening before COVID-19, but the pandemic increased the pace and saturation of remote work across many industries and occupations,” said L. Casey Chosewood, director of the National Institute for Occupational Safety and Health (NIOSH) Office for Total Worker Health. “This has advantages and risks when it comes to worker safety, health, and well-being, and some workers will benefit more than others. While some see increased flexibility and a healthier commute, others feel isolated and may see an unhealthy blending of work and home responsibilities. Many studies report workers have longer hours when working remotely. Other emerging studies show mental health declines in folks who work remotely full-time, compared to those who work remotely only part of their schedule.”

The Risks of Remote Work

With 98 percent of employees wanting to work remotely at least part of the time, it seems the pros outweigh the cons for most. Some of the most cited benefits include flexible hours and a better work-life balance. Still, that doesn’t mean the arrangement lacks challenges.

According to Forbes Advisor, 69 percent of remote workers report increased burnout from digital communication tools. In addition, 53 percent of remote workers say it’s harder to feel connected to their coworkers due to the lack of face-to-face interaction.

Seeing these stats, it’s easy to worry about what working remotely long-term could do to employees’ mental health.

“Mental health conditions are a leading cause of disability, and are costly for many employers,” said Heidi Hudson, coordinator for research development and collaboration at the NIOSH Office for Total Worker Health. “As the pace of change in our society, economy, and workplace quickens—and as new

demands on workers rapidly emerge—it is widely predicted that the mental health of workers will face challenges. Physical and mental fatigue; isolation due to remote work; sleep impairment; gender, race, and socioeconomic disparities; and chronic diseases all impact mental health. A renewed focus on better understanding the common pathways of worker stress, its origins, its prevention, its connection to mental health disorders, and its antidotes will be even more critical in the decade ahead.”

Unfortunately, it only becomes more difficult for employers to recognize workers’ mental health struggles remotely.

For example, Wicklander-Zulawski and Associates utilized remote work and home offices for years before the pandemic. When the shutdown hit, they were familiar with managing remotely but also began to utilize a hybrid model for their office support staff. This presented new challenges. “Coworkers and supervisors may not notice an employee struggling with mental illness, especially if there is limited engagement with the staff,” said Dave Thompson, CFI, president of W-Z.

Other remote workplace risks Thompson points to include an unsafe home environment outside of working conditions such as domestic violence; makeshift office spaces that make it easy for employees to trip and fall; and personal information such as home addresses and phone numbers

As of 2023, 12.7 percent of full-time employees work from home, while 28.2 percent work a hybrid model.
“The safety of workers at home is just as important as their safety at the company site.”
Loss Prevention Magazine | 55 | Summer 2023
—Chia-Chia Chang

becoming visible to customers, vendors, or staff. Workplace violence or even sexual harassment can happen outside of the traditional workspace.

“Most remote jobs are sedentary, with workers in front of a screen or device all day,” Chosewood said. “So the traditional risks like musculoskeletal strain are still challenges that must be addressed. They may be more likely when workstations are nonstandard or makeshift. But what we know less about is the psychosocial risks that may be present with remote work. Employee Assistant Program (EAP) providers are reporting increased loneliness among workers. How do you build a culture when workers rarely see each other or interact on a personal level? The social connections people make at work are tremendously important aspects of fulfilling, meaningful work for many of us. Also evolving in the remote work space are increasing levels of monitoring of workers. The full impacts of this type of stress and potential loss of autonomy are not known.”

Employers’ Responsibility

In 1970, long before this seismic shift to remote work seemed possible, Congress passed the Occupational Safety and Health Act of 1970, establishing employers’ responsibilities in keeping their workers safe and secure.

Any LP professional is likely more than familiar with this obligation, but when hearing they also were responsible for the safety and security of employees working out of home offices, some were surprised.

However, the original act has always applied to work performed by an employee in any workplace in the United States—including a workplace located in the employee’s home.

“Even when the workplace is in a designated area in an employee’s home, the employer retains some degree of control over the conditions of the work-at-home agreement,” OSHA writes on its website. “An important factor in the development of these arrangements is to ensure that employees are not exposed to reasonably foreseeable hazards created by their at-home employment. Employers should exercise diligence to identify in advance the possible hazards associated with particular at-home work assignments, and should provide the necessary protection through training, personal protective equipment, or other controls appropriate to reduce or eliminate the hazard.”

According to OSHA, some circumstances may even necessitate an on-site examination of the working environment by the employer. Companies are not responsible for compliance with the home itself, though.

“An employer is responsible for ensuring that its employees have a safe and healthful workplace, not a safe and healthful home,” the OSHA website states. “The employer is responsible only for preventing or correcting hazards to which employees may be exposed in the course of their work. For example, if work is performed in the basement space of a residence and the stairs leading to the space are unsafe, the employer could be liable if the employer knows or reasonably should have known of the dangerous condition.”

This may have been hard to ensure in the thick of the pandemic, but now is a good time for employers to consider re-examining the safety of their remote employees if they haven’t already.

“The safety of workers at home is just as important as their safety at the company site,” said Chia-Chia Chang, coordinator for collaboration and new opportunity development at the NIOSH Office for Total Worker Health. “Injuries that happen at home would affect a worker’s absence, health, and well-being; use of health care services; and productivity. As work flexibilities become increasingly popular, it is more important than ever that policies, programs, and practices address the changing work environment and the issues that may arise from remote work.”

LP’s Role

So what does all of this mean for LP professionals?

“Safety of employees is a high priority for LP professionals and they should take an active role in how that applies in the remote setting,” Thompson said. “Partnering with human resources to provide support, to employees who are in an unsafe home environment is important to the well-being of staff and the culture of the organization. LP may also be

“Many studies report workers have longer hours when working remotely. Other emerging studies show mental health declines in folks who work remotely full-time, compared to those who work remotely only part of their schedule.”
Summer 2023 | 56 | LossPreventionMedia.com
—Casey Chosewood

able to provide resources to employee assistance programs, contact law enforcement, or provide other support as needed. This may also apply to situations where employees’ personal addresses are known to customers, vendors, or other staff. Ensuring the staff is reachable, yet also protecting their confidentiality, is important to their safety.”

Talking about mental health in an effort to destigmatize the issue while providing resources could also make a huge difference for those employees who are struggling, Thompson added. In addition, creating a culture of engagement and open communication with the staff is crucial. “Be intentional about scheduling touch-bases and creating opportunities for employees to share concerns.”

LP professionals can also train managers, supervisors, and staff to provide social support for one another and recognize signs of when coworkers may be in distress.

“Support can be instrumental, which would include reducing ambiguity, providing necessary resources to perform the job remotely, help with completing assignments, eliminating unnecessary tasks, and training to maintain or advance skills—especially when new technology is implemented,” said Jeannie A. S. Nigam, research psychologist, division of science integration, and co-coordinator of the Healthy Work Design and Wellbeing Program at NIOSH. “Emotional support—listening to staff concerns, validating their feelings, providing a psychologically safe and supportive workplace—is equally important and can foster workers’ feelings of being valued. Even though workers may not be in the same physical location, taking a few minutes to discuss how everyone is doing during regularly scheduled meetings and periodic check-ins by phone or video can help them feel connected.”

Resources, education, and guidance, Chang reiterated, are vital to ensuring employee safety and security at home.

“Much of the information shared with workers is applicable regardless of location,” Chang said. “For example, best practices for preventing slips, trips, and falls can be implemented at home as well as in the office. Employers could offer virtual consultations with company ergonomics experts to assist with making recommendations for home working spaces, then follow up by providing equipment recommended by the safety consultants.

“Employers could also create and sustain cultures that support health so that workers feel they have the autonomy and flexibility to take breaks or rest as needed. Similarly, by having a health-supportive culture, employers can help ensure that workers feel comfortable discussing their concerns related to stress, workload, or other safety issues.”

Looking to the Future

According to Forbes Advisor, 57 percent of workers would consider leaving their current job if their employer stopped allowing remote work. With plenty of stats and research reflecting similar sentiments, it’s clear remote work isn’t going anywhere.

“Remote work is here to stay,” Chosewood said. “Never will we return to the traditional, pre-pandemic workplace.”

Chosewood expects meeting and collaboration technologies will improve to more warmly connect people across digital divides. But there will be divides, nonetheless.

“It will be imperative for leading organizations to realize the downsides and the upsides of remote work, find ways to supervise and team-build more intimately than was necessary in the past, deepen the connections between workers across distances, and keep the work challenging but manageable and engaging,” Chosewood continued. “Our Total Worker Health approach to participatory decision-making—where workers have a strong say in how they complete their work and tackle challenges, modern healthier supervision, and strategies for making work more meaningful—will all be essential.”

To learn more about the Total Worker Health approach and how it can help with the safety and security of your employees, cdc.gov/niosh/twh can serve as a wealth of knowledge.

“The design of work will continue to evolve and employers can think holistically and long-term about worker safety, health, and well-being,” Chang said. “Protecting the safety and advancing the well-being of remote workers can help ensure that employers and workers benefit from the flexibility of remote work and minimize the downsides. Employers can be better prepared for the future of worker safety and health by committing now to optimizing working conditions of all workers.”

“Safety of employees is a high priority for LP professionals and they should take an active role in how that applies in the remote setting.”
—Dave Thompson , CFI
Loss Prevention Magazine | 57 | Summer 2023
Jeannie Nigam

LPM Magpie Awards Celebrate Industry Professionals

The LP Magazine “Magpie” Awards offer a means to celebrate industry accomplishments on an ongoing basis, recognizing the loss prevention professionals, teams, solution providers, law enforcement partners, and others that demonstrate a stellar contribution to the profession. The ability to influence change is a product of drive, creativity, and determination, but it also requires a unique ability to create a shared vision that others will understand, respect, support, and pursue. Each of the following recipients reflect that standard of excellence, representing the quality and spirit of leadership that makes a difference in our lives, our people, and our programs. Please join us in celebrating the accomplishments of our latest honorees.

Excellence in Leadership

“I have always believed that it is a primary responsibility of a leader to mentor and motivate their team to lead with a positive and enthusiastic attitude,” says Read. “This is something that I take great pride in accomplishing myself, and among the most important qualities I look for when identifying talent and measuring performance. As a leader, watching those we’ve had the distinct privilege of leading realize their potential and find that success will always be among our greatest accomplishments.”

Excellence in Partnerships

Read also emphasizes that an important aspect of leadership is the ability to influence others. “Our industry demands that we stay one step ahead of issues that can impact our employees, customers, and the bottom line,” she says. “We must always be a value add, dialed into and a part of strategic business initiatives, collaborating cross-functionally, and empowering our team to have influence on department objectives. We have to be a trusted

partner for the business; in-turn, they will trust us to always do the right thing for them.”

Well known as an enthusiastic leader, she is just as passionate about her support of the loss prevention profession as she is about the people and companies she has served. She has been both a vocal and strategic supporter of The Loss Prevention Foundation and has directly contributed to many industry initiatives, leveraging her talents for the betterment of the loss prevention community.

“When it comes to accomplishing all the meaningful objectives we look to achieve as an industry, it’s important to balance strategy and action. But it’s just as crucial that we find ways to work together, capitalizing on the diverse talents that drive our success, building meaningful partnerships, and executing layered and lasting plans. All of this has its foundation in people. Leadership isn’t just an ability—it’s a gift, and one intended to be shared.”

“To be a true leader in the industry, helping other people must be part of your makeup—it’s that simple,” says Knetter. “I’ve worked for some incredible leaders in this industry and while they had different strengths and attributes, the one thing they all did very well was help others to be successful. Sometimes that takes a lot of strength, depending on the person you may be dealing with. We were all given an opportunity and supported by others to get where we are. True leaders understand it is people that make the difference.”

With more than twenty-five years in the asset protection industry, Knetter has spent much of his career trying to mitigate organized retail crime in high-risk areas and experienced first-hand how critical relationships are to the process. After joining the newly created Walgreens Major Crimes team, he decided to focus these efforts working with other ORC investigators in the Wisconsin market, becoming cofounder and president of the board for the Wisconsin Organized Retail Crime Association (WIORCA).

Working together with a dedicated team, the board was able to establish the non-profit organization, creating a strategy and infrastructure, planning their first conference, and carrying out fundraising to support the program.

“Getting through the first year was challenging,” he says. “Each step was a learning experience, but our efforts have paid off. We were able to build our ORCA to more than 350 members the first year, with direct investigative impacts. The relationships built between LP, law enforcement, and prosecutors are being leveraged collectively and creating momentum for everyone. Every member of WIORCA has contributed to our success. I’m very excited about our organization and what’s coming down the road.”

“Leaders are made from the courage to act when they’re not sure what action to take, so put yourself out there. And focus on building relationships—that’s where opportunities emerge.”

LPM EXCELLENCE
Walgreens
Summer 2023 | 58 | LossPreventionMedia.com

DIGITAL

Courtney Wolfe

Wolfe is LP Magazine’s managing editor digital focusing on the magazine’s digital content and reach. Prior to LPM, she was managing editor for SDM Magazine, a trade publication for security systems integrators. She received her bachelor’s degree in multimedia journalism from Columbia College Chicago. She can be reached at CourtneyW@LPportal.com.

Popular Articles on the LPM Digital Channels

The LP Magazine website and digital channels offer loss prevention and retail professionals a myriad of thought leadership articles from a wide range of industry experts, original articles from LPM writers, webinars with industry experts, podcasts, whitepapers, and much more. There is new content updated to the website daily that is featured in our e-newsletter. To ensure that you don’t miss this important loss prevention information, subscribe to our digital channel at LossPreventionMedia.com/email or scan the QR code on the left.

NYC Mayor Announces New Plan to Combat Retail Theft

How to Eliminate Shrink Caused by Returns

There is new content updated to the LPM website daily that is featured in our e-newsletter.

New York City Mayor Eric Adams has released a new plan in an attempt to combat retail theft across New York City’s five boroughs. The plan includes attempts at targeted solutions to reduce retail theft perpetrated by individual shoplifters, as well as organized crime rings, including a combination of increased law enforcement efforts, enhanced social service programming, and resources to prevent shoplifting, particularly by individuals struggling with substance use disorders, serious mental illness, homelessness, or poverty.

Allowing customers to return items for almost any reason is a sound retail business practice, but it comes at a cost. Although it’s good business to offer returns to customers, poorly managed processes lead to a significant loss of revenue, due to shrink around returns. The National Retail Federation stated that $816 billion worth of product was returned in 2022. But returns are controllable, like theft, breakage, and other categories of shrink. Learn how here.

LPM
Summer 2023 | 60 | LossPreventionMedia.com

Loss Prevention Employee Shot and Killed During Shoplifting Incident

Final Episode of the Inside Scoop with a Fraudster Podcast

A Home Depot employee was shot and killed while trying to stop a shoplifter in Pleasanton, California. Based on the ongoing investigation, it has been determined that 26-year-old Blake Mohs “confronted a female shoplifter who resisted and shot him,” according to the Pleasanton Police Department.

My First NRF PROTECT Conference: An Inside Look

In the final episode of LPM’s Inside Scoop with a Fraudster Podcast featuring Alexander Hall and Stefanie Hoover, the two discuss the frightening reality of identity theft, and how to conquer it. Listen in on the strategies that entry-level fraudsters use to take advantage of information online. Here, you can discover more on account monitoring, when to bring in vendors for extra security, and the importance of understanding your vulnerabilities.

Adrian Beck’s Video Watch Column Concludes

Here, new LPM Assistant Editor Allie Falk shares a candid, inside look at her first conference experience at NRF PROTECT 2023, which took place in Grapevine, Texas in June.

We Can and Need to Solve the Problem of Retail Shrink

Over the past year, Adrian Beck has written a series of pieces for LPM looking at the various ways in which video technologies are now being utilized in retailing, offering insights on the benefits and opportunities they can bring and some of the challenges they present as well. Here, find the conclusion to the monthly digital column.

To ensure that you don’t miss any important loss prevention information, subscribe to our digital channel by scanning the QR code above.

The three major challenges which have been elevated as the highest US priorities for loss prevention are active shooters, safety, and organized retail crime. What is the latest data telling us? Is technology delivering on its solution promise? How do we ultimately solve this problem? Tony D’Onofrio explains here.

Loss Prevention Magazine | 61 | Summer 2023

SOMETHING GOOD

LP Magazine is recognizing the unsung heroes of the loss prevention and asset protection industry. In an ongoing column, we will highlight those among us who are going above and beyond to help their community and world around them to be a better place. Whether it be an individual or a team, donating time, money, or bringing joy to others—we want to say, “thank you” and let our readers get to know you better. To nominate an individual or an entire LP team, fill out the form at losspreventionmagazine.com/something-good

Honor Flight Network: Showing Meaningful Support for America’s Veterans

Did you know there is no apostrophe in the holiday titled Veterans Day? While many may write it as Veteran’s Day or Veterans’ Day, the holiday does not “belong” to one veteran or multiple veterans, which is what an apostrophe implies. It is considered as a day honoring all veterans.

For those who have never served, we can only imagine what our veterans have endured. Regardless of perspectives or politics, or lines on a map or drawn in the sand, veterans have defended all we believe in. They deserve much more than Veterans Day and a few other days a year when we display a flag to show how important they are. They deserve our love, respect, and gratitude.

together to honor our veterans—who served during the World War II, Korean, and Vietnam wars, and other service eras—who are critically ill by bringing them to Washington, DC to visit the memorials commemorating their service and sacrifice.

Offering the honor and appreciation they deserve, an Honor Flight trip gives veterans the opportunity to share their stories and experiences with other veterans, remember the fallen, and celebrate what their sacrifices and accomplishments have meant to all of us. With more than 125 hubs across the country, veterans always travel for free. With the support of volunteers who donate their time and talents to raise funds, coordinate flights, bus trips, welcome home ceremonies, and so much more—the goal is to honor our nation’s heroes with the trip of a lifetime.

Amanda Weaver, CFI, PHR, and staff instructor with WZ, has been involved with fundraising events for Honor Flight Network that provide primary funding for the trips. All the veterans on the Honor Flights must be escorted by guardians, who help them on the flight and with the excursion around the DC area. While some family members may serve as guardians, others require volunteer support, and Amanda and her family have also supported the veterans by serving as guardians.

Honor Flight Network is another way of showing that support. Founded in 2005, Honor Flight Network is a national nonprofit comprising independent hubs working

“Philanthropy has always been a part of my upbringing, and this program really means a lot as both my husband and I have so many family members that have served in the military. It’s an incredible experience for all of us,” she says. “We see this as an opportunity to be a part of something special, to support those who have done so much for our country, showing the strength and courage to allow us to live free and safe, and support our way of life. These trips serve as a reminder of their sacrifice, and I am proud and thankful to be a part of it. It’s our way of showing our appreciation for those that have dedicated so much to our country.”

“Philanthropy has always been a part of my upbringing, and this program really means a lot as both my husband and I have so many family members that have served in the military.”
Summer 2023 | 62 | LossPreventionMedia.com
— Amanda Weaver, CFI, PHR

The visits are one-day events that typically begin with an early morning flight or bus ride to the nation’s capital, depending on where the trip originates. After arriving in Washington, DC, buses escort the veterans to the military monuments that represent their areas of service. Lunch is provided and other national sites may be visited as time allows before the veterans leave for the trip home.

“Visiting the monuments is very special for the veterans, and can also be very emotional,” adds Weaver. “I’ve met so many extraordinary people that have made it special in many different ways. Some openly share amazing stories about what they went through, while others prefer to reflect silently, taking in the moment at a deeply personal level. It can be an overwhelming experience, and something very important to each of them in their own way. It’s a blessing to be a part of it, knowing that you’re involved in something so meaningful to those that have served our country.”

Once the veterans return home, they are greeted with a welcome home event at the airport or bus station with supporters showing their respect and appreciation. At a recent event in Milwaukee, Jake Eastman, organized retail crime investigator with DICK’s Sporting Goods, and a team of LP leaders from DICK’s were on hand to welcome the veterans home. Eastman is a veteran himself and serves as an LP business liaison with DICK’s military MILCON program that supports our veterans through various initiatives.

“Seeing the veterans walking off the plane and getting the welcome they truly deserve was an unbelievable thing to be a part of,” says Eastman. “Especially with this particular group that had so many veterans representing the Vietnam era, who may not have gotten the welcome home that they deserved at the time. It’s so important that they know just how thankful we are for their service, sacrifice, and selflessness. The military is something that shaped me and helped me grow as a person. It’s such an important and impactful part of your life, and something that I like to reflect on all the time.”

He shared a personal account with the program. “My wife’s father and her grandfather, a World War II Navy veteran, shared an Honor Flight Network trip. It was an experience that her grandfather spoke fondly about for the rest of his life. It really meant so much to him, emphasizing that his sacrifice was valued and appreciated. This program is something that I’m very proud to be a part of. It sends a very important message. It’s a message we should all do our part to make sure it is heard.”

Transporting approximately 22,000 veterans annually, Honor Flight Network has flown nearly 275,000 veterans to Washington, DC to visit the memorials since its inception. Costs for the program are covered by donations, with additional assistance from the airlines that support the mission. To learn more about the Honor Flight Network program, please scan the QR code here.

INTRODUCING THE Pinkerton Crime Index

The Pinkerton Crime Index reliably forecasts crime risk - with a tested accuracy of over 90% - based on comprehensive data, our longstanding experience with crime fighting, and our machine learning algorithms.

REPORTS AND DASHBOARDS

Our location-specific and easy-to-understand crime risk reports and customizable dashboard are updated monthly to provide the most up-to-date information for budgeting, and to keep your employees, assets and customers safe. With coverage in the US, Canada, Mexico, UK, Sweden, and Australia, our multinational clients can feel secure that they have what they need to make informed decisions.

“This program is something that I’m very proud to be a part of. It sends a very important message.”

— Jake Eastman

Pinkerton is a global, comprehensive risk and security management leader focused on delivering risk advisory, protection solutions, specialized investigations, and embedded SMEs.

SEE US AT GSX!
THE PINKERTON DIFFERENCE COME
BOOTH 4015
Loss Prevention Magazine | 63 | Summer 2023

The Loss Prevention Foundation (LPF) is a leader in educating and certifying retail loss prevention and asset protection professionals by providing relevant, convenient, and challenging educational resources. The LPF is dedicated to elevating the industry through its accredited LPQualified and LPCertified courses. For more information, visit losspreventionfoundation.org.

Spotlighting Loss Prevention Certified Professionals

Ellayna Lenzen, LPQ Festival Foods

Completing the LPQ certification has given me the education and understanding of what it means to be a loss prevention professional. Not only am I more confident in my role in asset protection, but the course material has strengthened my retail industry knowledge. I am thankful to have been given the opportunity to build my business acumen and further improve my professionalism to become a better business partner and leader. I am also incredibly grateful for my leaders, their steadfast commitment to personal and professional growth, and their support and encouragement as I continue my own journey of development.

Bryan Johnson, LPQ Amazon

The Loss Prevention Foundation’s LPQ course has been awesome! It has changed me for the better. My friends have noticed, my family has noticed, my colleagues have noticed, and I have noticed. It’s in the way I perceive things, my thought process when ranking my priorities, and the ability to take in more visual data when I look around, it’s phenomenal! Once I completed the LPQ course, not only was Wicklander Zulawski immediately on the phone with me to continue my training but get this; human resources was on the line, asking ME what region I am interested in for the continued pursuit of my LP career. Thank you, Loss Prevention Foundation, and most of all, thank you Amazon! You have given me a ‘new lease’ on life. I am so blessed!

Norm Heyl, LPC Dick’s Sporting Goods

There is never a wrong time in your LP career to obtain your LPC. Whether you are in your first years in the field or a 30-year “veteran,” the LPC course is a fantastic tool to sharpen your skills as a loss prevention professional. I feel much more well-rounded in my craft after taking the course. The material teaches everything; from how to be a better leader to how supply chain logistics impact everyday operations out in the field. Taking this course, and then passing the exam, also provides a great sense of accomplishment in knowing that you put some work into yourself and achieved a designation recognized in the LP community.

CERTIFICATION
“My experience with pursuing this certification has bolstered my industry knowledge, which in turn will assist me with continuing to develop my leadership team and support me in pursuing my passion to mentor others.”
Summer 2023 | 64 | LossPreventionMedia.com
-Melanie Millaway, LPC

Andrea Guthrie, LPC Dick’s Sporting Goods

I am grateful to the LP Foundation for the opportunity to learn and grow as a loss prevention professional and as a leader through certification. The LPC coursework supplies curated content that will advance the knowledge and skill set of any LP industry practitioner. The LPC has something to offer regardless of role, organization, experience, or aspirations. I look forward to using what I learned throughout the course to elevate my team and myself as each of us strives to achieve our professional and personal goals.”

Melanie Millaway, LPC PetSmart

LPC provides foundational principles that reinforce key business and leadership concepts. My experience with pursuing this certification has bolstered my industry knowledge, which in turn will assist me with continuing to develop my leadership team and support me in pursuing my passion to mentor others. LPF continues to provide opportunities that elevate professionals within loss prevention. I’m proud of this achievement and to be a certified member of this highly regarded organization.

Kevin Kennedy, LPQ The Home Depot

First off, I am grateful to The Home Depot for providing me with the opportunity to further develop my skills as an AP professional. My experience going through the LPQ course and exam was great. Each course’s in-depth content made me want to learn more and more. The material was easy to follow, and the chapter quizzes assured me that I was focusing on the key points. It was exciting to gain better knowledge of new topics in the AP field and validate previous training I’ve received throughout my career. I look forward to utilizing my skill set while continuing my education within LPF.

“I took this certification in tandem with one of my courses at the University of South Carolina, and it greatly summarized some of my previous coursework as well as taught me new information that will be useful for different functional areas of the retail industry.”

Mariama Bello, LPQ Amazon

The course has greatly changed my thought process, enabling me to see situations from a different perspective, and will undoubtedly have a significant impact on my professional career.

Justin Emory, LPC Gabe’s

I am so glad I took advantage of the opportunity to obtain my LPC. I have had the opportunity multiple times in the past to take the course and I have ignored those opportunities. There was a lot of great information I learned that I thought I would never use or even think about using in my career. The knowledge I gained will continue to help elevate me in my career as a professional and as a leader in preparing me for my career goals.

Michael Milton Jr., LPQ Amazon

After being in the private security field for nine years, the LPQ course opened my eyes to many things I didn’t know about in the loss prevention sector. I would like to thank Amazon for giving me the opportunity to take the LPQ course. The knowledge I learned while participating in the LPQ course will stay with me as I continue to grow my career goals, and I plan to continue learning even more when I enroll to take the LPC course.

Loss Prevention Magazine | 65 | Summer 2023

Newly Certified

The following are individuals who recently earned their certifications.

LPCertified Recipients

Randolph Allen, LPC, JCPenney

Micheala Ard, LPC, Dick’s

Sporting Goods

Nicole Beach, LPC, Target

Lucio Botello, LPC, Rite Aid

Keith Carroll, LPC, Dick’s

Sporting Goods

Lisa Clark, LPC, Amazon

Sean Coddington, LPC, Dick’s

Sporting Goods

Chris Coulson, LPC, Rexall

Pharmacy Group

Matt Datko, LPC, Macy’s

Melanie Dickson, LPC, Rite Aid

Matthew Dowling, LPC, Rite Aid

Victoria Evans, LPC, Lowe’s

Kevin Fernandez, LPC, Dick’s

Sporting Goods

Mark Shoemaker, LPC, JCPenney

Jeffrey Smith, LPC, Dick’s Sporting Goods

William Thompson, LPC, The Home Depot

Chauntez Tyus, LPC, Lowe’s

Adriana Velazquez, LPC, TJX

Natrall Walker, LPC, Rite Aid

William Whitaker, LPC, Luxottica

Simon White, LPC, Dick’s Sporting Goods

LPQualified Recipients

Alejandro Alvarez, LPQ, ALTO

Misty Balk, LPQ, Lowe’s

Baomui Bao, LPQ, Amazon

Mariama Bello, LPQ, Amazon

Robert Burton, LPQ, TJX

Calyn Kidd, LPQ, University of Arkansas at Little Rock

Ellayna Lenzen, LPQ, Festival Foods

Zachary Lippoldt, LPQ, 7-Eleven

Richard Martin, LPQ, The Home Depot

Ursula Martin-Saunders, LPQ, Amazon

Michawel Milton, Jr., LPQ, Amazon

Douglas Moore, LPQ, Dick’s Sporting Goods

Diana Moraco, LPQ, TJX

Cover Nicholas, LPQ, Giant Martins

Cecylia Njau, LPQ, Amazon

Jennifer Nunez, LPQ, Dick’s Sporting Goods

Learn more about obtaining your LPC or LPQ certification today at losspreventionfoundation.org or scan the QR code.

Kory Frick, LPC, Target

Brian Friedman, LPC, REI

Willie Gatling, LPC, Dick’s

Sporting Goods

Josh Gleisberg, LPC, Rite Aid

Kidist Haile, LPC, Seattle Goodwill

Collin Hale, LPC, Petsmart

Heather Hearn, LPC, Wawa

Michael Irwin, LPC, Rite Aid

Nichole Jackson, LPC, Dick’s

Sporting Goods

Jeffrey Kratofil, LPC, Rite Aid

Jason Link, LPC, Dick’s Sporting Goods

Art Mercer, LPC, JCPenney

Melanie Millaway, LPC, Petsmart

Neill O’Neill, LPC, Dick’s

Sporting Goods

Anthony Oberry, LPC, Rite Aid

Allison Rogers, LPC, Dick’s

Sporting Goods

Joshua Rounkles, LPC, Amazon

Kaylor Ryan, LPC, Lowe’s

Annalisa Schuster, LPC

Teresa Seda, LPC, Walgreens

Andy Scantlebury Jr., LPC, Bloomingdales

Peyton Comeau, LPQ, Amazon

Ramon Carlo Conty, LPQ, NEXCOM

Brett Conover, LPQ, Lowe’s

Michael Davis, LPQ, The Home Depot

Joel DeFuria, LPQ, ALTO

Mark Dempsky, LPQ, Amazon

Nicholas Doyle, LPQ, Amazon

Raquel Felix, LPQ, Rite Aid

Jonathan Garcia, LPQ, TJX

Dustin Garrett, LPQ, Meijer

Nicolas Gonzales, LPQ, Amazon

Derek Grajeda, LPQ, 7-Eleven

Jennifer Hardowa, LPQ, Otter Co-Op

Amy Houchins-Post, LPQ, Runnings Supply

John Howell Jr., LPQ, The Giant Company

Noah Jamison, LPQ, University of Indianapolis

Daksh Jhim, LPQ, Amazon

Bryan Johnson, LPQ, Amazon

Nicholas Kale, LPQ, The Home Depot

Kevin Kennedy, LPQ, The Home Depot

Estefania Ortega, LPQ, Dick’s Sporting Goods

Kendra Potelle, LPQ, NEXCOM

Lynn Pritchett, LPQ, Rite Aid

Adam Pryer. LPQ, Peninsula Co-Op

Sean Ricohermoso, LPQ, Rite Aid

Juan Rodriguez, LPQ, ALTO

William Romaine, LPQ, The Home Depot

Michael Roop, LPQ, The Home Depot

Sadiq Siddiqi, LPQ, Amazon

Alyson Smith, LPQ, University of Indianapolis

Ramon Spencer, LPQ, Staples

Lloyd Timothy, LPQ, ALTO

Adeli Torres, LPQ, University of Indianapolis

Vincent Valencia, LPQ, Amazon

Steven Vizcarra , LPQ, ALTO

Matthew Watson, LPQ, The Home Depot

Kelly Wheeler, LPQ, NEXCOM

Zantria White, LPQ, NEXCOM

Paul Woo, LPQ, Amazon

Summer 2023 | 66 | LossPreventionMedia.com

with

DOCTORATE LEVEL PARTNERS

MASTER LEVEL PARTNERS

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Professional development is key to a fulfilling career. www.LossPreventionFoundation.org

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at a time.
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To stay up-to-date on the latest career moves as they happen, visit the Professional Development page on the LPM website LossPreventionMedia.com. To inform us of a promotion or new hire, email us at peopleonthemove@LPportal.com.

Professionals Advancing Their Careers

Jeremy Hagood was promoted to senior AP investigator at Abercrombie & Fitch.

Brian Quast, CFI was promoted to LP manager - global supply chain and corporate at Ace Hardware Corporation.

Mohamed saad Abozied, CMA, CIA-p1 was promoted to group risk and internal audit senior manager at Alamar Foods (Saudi Arabia).

Christy Bauswell is now VP of business development and sales at ALTO.

Gilad Solnik was promoted to director of global security and LP (Germany), Tylyn Reeves was promoted to senior program manager - advanced investigations and development, Cole Pogson was promoted to investigations manager, cargo theft, organized crime investigations, Douglas Del Campo, LPC, Suzanne Frazer (Australia), and Rob Greenwood (Canada) are now regional LP managers, and Marcin Sikora was promoted to cluster LP manager (Poland) at Amazon.

Malik Barrett is now supervisor, commercial AP marketplace, Erin Morrison was promoted to senior manager commercial AP, and Ashley Jacko was promoted to senior AP analyst at American Eagle Outfitters.

David Seidler, MBA, CFI was promoted to GEO head of AMR west - global security, Rob Freemyer was promoted to global ORC investigations RS lead, and David Lu, CFI was promoted to senior manager of retail security at Apple.

Pedro Ramos is now chief revenue officer at Appriss Retail.

Sean Kostashuk LPC is now senior manager of risk - DC at Aritzia.

Ryan White, CFI was promoted to corporate security manager at At Home Group.

Mike Mitchell is now director of retail solutions - North America and Alaina Kring, CPhT and Ellen Dick (UK) are now retail partnerships managers at Auror.

Tony Lupo is now a regional LP manager at AutoZone.

Rosana Martins da Cunhawas was promoted to LP coordinator at Barcelos (Brazil).

Angela Coger is now a regional AP manager at Bath and Body Works.

Avijit Mondal is now an area loss prevention officer at Bigbasket.com (India).

Gajendra Singh Deora is now an area LP manager at bigbasket.com (India).

Deshair Newsom was promoted to district LP manager at Beall’s.

Joe Dusellier was promoted to director of corporate security and supply chain LP at Bed, Bath & Beyond.

Mike Jackson was promoted to corporate senior manager of supply chain AP and J. Dustin Moore was promoted to market AP manager at Best Buy.

Megan Parker was promoted to director of field AP and safety at BJ’s Wholesale Club.

Heather Zwerling was promoted to senior regional AP manager at BJ’s Wholesale Club.

Justin Thomas is now director of AP and business resiliency at Bluemercury.

Taimauau Joseph was promoted to LP coordinator at Briscoe Group (New Zealand).

Marc Rojas is now VP of asset protection at Burlington Stores.

Taylor Singleton, CFI is now an AP and safety specialist at Brookshire Grocery Company.

PEOPLE ON THE MOVE
Summer 2023 | 68 | LossPreventionMedia.com

Adam Eaton was promoted to VP of AP operations, investigations, and technology, Darrel Freeman was promoted to VP, DC AP and corporate security, Ash Warren, MBA, ARM, CFI was promoted to director of safety and business continuity, and Kyle Hillesheim, Marc Scholl, and Jessica Lewis are now district AP managers at Burlington Stores.

Graeme Sharp is now director of loss prevention – EMEA at Capri Holdings (UK).

Mike Suppe was promoted to director of field AP at Casey’s.

Ann-Marie McLeavy is now regional security head, Europe at CEVA Logistics (UK).

Scott Sanford is now VP of AP at Channel Control Merchants.

Matt Schaberg was promoted to director, safety and LP at Chewy.

Ethan Highers, CFI was promoted to senior manager of safety and security at CKE Restaurants.

Craig Moyer is now director of shrink management at Connors Group.

Steven Rodi, Rachel McAloon, Eva Shkurti, Steven Rodi, and Rachel McAloon are now district AP leaders at CVS Health.

Anthony Simpson was promoted to head of profit protection at David Lloyd Leisure (UK).

Aaron Carlisle was promoted to VP of AP – retail at Dollar General.

Bric’ Shires, LPC, CFE, CFI, CCIP, CTPAT, TAPA is now manager of security and investigations, technology division at DHL.

Emilia (Emi) Luedtke, LPC was promoted to interim regional LP director and Devin Conroy, LPC and Bryan Windham are now district LP managers at Dick’s Sporting Goods.

Amelia Kennedy is now VP of AP and compliance at Dollar General.

Chadd B Cranfill, CFI is now a divisional AP manager at Dollar General.

Alisa Dart is now senior VP of AP and safety at Dollar Tree & Family Dollar Stores.

Sergio Martinez, CFI, LPC and Justin Dietel, LPC are now zone AP directors at Dollar Tree Stores.

Helen Munguía is now an LP auditor at Don Roberto Jewelers.

Thomas Courtney, CFI was promoted to senior regional manager of LP, audit, and firearms compliance and Tony Starrs, CFI was promoted to senior regional LP manager at Dunham’s Sports.

Marco Alongi was promoted to global head of profit protection at Dyson (UK).

John Spirko was promoted to VP of LP at Equinox.

Ron Drabenstadt, LPQ was promoted to divisional AP manager at EZCORP.

Joe Anderson is now senior manager of AP supply chain at Five Below.

Chad Linton is now senior AP manager – operations at Fresh Thyme Market.

Levell Hedgspeth, CFE, CCII was promoted to senior manager of LP and safety at FullSpeed Automotive.

Jeff Mclain, LPC is now an area LP manager and James Harris, LPC is now a district LP manager at Gabes.

Jenna Fread was promoted to senior manager of omni-channel investigations at GameStop.

Dennis Lamborn is now a senior regional AP manager, Brian Watrobski and Jimmy Valdes are now area AP managers, and Bryan Peranzo was promoted to manager - AP service center support at Gap.

Robert May is now director of AP at GardaWorld.

Saba Giorgobiani was promoted to director of AP, NE at Giorgio Armani.

Jeremy Cross was promoted to senior director of LP and IT and Gina Giacomini was promoted to senior field LP manager at GP Mobile.

Colin Kennedy is now a regional loss prevention manager at Groupe Dynamite (Canada).

Katie Good was promoted to supply chain and security contracts business partner at Halfords.

Winston Deitz is now associate director of AP at HelloFresh.

Carmen DuBose LPC, CFI was promoted to senior director of AP at Hibbett’s Sports.

Marcelo Marquez, Scott Snider, CFI, LPC, and Ricardo Hernandez II are now multiunit AP managers at The Home Depot.

Loss Prevention Magazine | 69 | Summer 2023

Christian Latson, LPC, LPQ was promoted to LP operations manager of stores and DCs at HomeGoods.

Aaron Wichmann is now senior corporate investigations manager at Hormel Foods.

Steven May is now an investor, board member, and senior advisor at The Integritus Group.

Sarah Torrez CFI, LPC is now director of security and safety at IGS Solutions.

Alex Giauque was promoted to director of operations and logistics at Industrial Security Solutions.

Mike Mershimer is now a strategic partner, and John Mattera, CFI is now a senior LP investigator at The Integritus Group.

Francois Guay is now national LP manager at Intelcom (Canada).

Matthew Drumm was promoted to systems development project manager at InstaKey Security Systems.

James Keen was promoted to manager, inventory control and physical inventory and Karvis Jernigan, CFI, CFE was promoted to senior regional LP manager at JD Finish Line.

Malcolm Gaspard was promoted to SVP of LP at Kohl’s.

Gora Ndao was promoted to senior territory profit and AP manager (France), Lota Jean Charles was promoted to territory profit and AP manager (France), Michael Kay was promoted to group profit and

AP manager, Adam Robertson was promoted to omni-channel profit and AP operations team manager (UK) and Paul Silva is now a district LP manager (Canada) at JD Sports Fashion.

Bernard Peterson, CFI, LSA is now a district AP manager at Kroger.

Harold McIntyre, CFI, LPC is now LP manager at LEGO Brand Retail Stores, Americas.

Peter Claeson is now security manager at Lidl Sverige KB (Sweden).

Allie Falk is now assistant editor at LP Magazine.

Christina Burton and Sam Yeung are now research scientists, Tiffany Frison is now a research assistant, and Hannah Williams is now an intern at the Loss Prevention Research Council.

Phelicia Showers M.Ed, LLM is now safety, environmental, and AP manager and Kara Callison was promoted to district AP and safety manager at Lowe’s.

Kevin McMenimen, LPC is now president at LPM Media Group, a division of SEMM Holdings.

Christyn Keef, LPC, VP of AP and safety at Walmart, Rick Beardsley, senior director of AP and safety at At Home Group, Jennie Anderson, VP of LP, safety, security, and environmental at AutoZone, and Carmen DuBose, LPC, CFI, senior director of AP at Hibbett Sports are now members of the LP Magazine Editorial Board.

Yarimel Viera Medina, MBA was named president, Javier Otero was named VP, and Emmanuel Suarez was named secretary at the Loss Prevention Organization of the Caribbean (Puerto Rico).

Danilo Rocha is now a LP senior analyst (Brazil) and Ariel Alberto Mejia Aparicio was promoted to LP senior analyst (Mexico) at Mercado Libre.

Katherine King is now an ORC investigator at Metro.

Renee Sirianni was promoted to executive director at the National Association for Shoplifting Prevention.

Khristopher Hamlin is now VP of AP at the Retail Industry Leaders Association.

Calvin Kanlong is now an area LP manager at New Balance.

Michael Fasano was promoted to project manager 2 - shrink initiatives, Andrew De La O was promoted to senior investigator, ORC, David Covarrubias was promoted to senior fraud investigator, Osiris Chaney was promoted to interim Midwest regional investigator, and Jovanny Hernandez and Billy West are now area AP managers at Nordstrom.

José Manuel Rosales Meléndez is now LP and inventory head, LATAM at Pandora (Mexico).

Steven Palumbo CFI, CPP is now senior director, corporate security at PVH Corp.

Adelcione Gonçalves is now an LP supervisor at Pay Less Pharmacies (Brazil).

Summer 2023 | 70 | LossPreventionMedia.com

Lelio Nunes is now a regional LP manager at Grupo Pereira (Brazil).

Crystal Rodriguez and Kendall Newby are now ecommerce fraud investigators at Petco.

Patrick Markward and Sean Aefsky are now regional AP leaders at Rite Aid.

Jamie Campbell was promoted to VP of field LP and Aida Armendariz is now an area LP manager at Ross Stores.

Krystal Anderson was promoted to corporate investigations manager, Tim Wade is now a regional director of AP, and James Schroeder is now AP manager of projects, systems, and technology at Saks Fifth Avenue.

Amany Shalabi was promoted to VP of AP at Sam’s Club.

Edward Turner, CFI, LPQ was promoted to manager of fraud, workplace violence and physical security at Staples.

Nancy Sciascia is now an LP investigator at Starbucks.

Jay Harris is now a regional LP manager at Swatchgroup.

Kevin Thomas was promoted to VP - global environmental, health, safety, and physical security (EHSS) and AP at Sysco.

Brice Hawkins was promoted to director of LP at Take 5 Oil Change.

Matthew Smith was promoted to AP director, Javier Gonzalez was promoted to director of AP investigations field operations, Carly Raquet is now AP business partner – global supply chain and logistics, and Mary Cate Coghlan and Sarah Latham were promoted to AP business partner at Target.

Molly Brown is now director of LP and risk at UA Brands.

Nathan Olson, CFE is now an area LP manager at UNIQLO (Canada).

Jeremy Woodtke is now senior manager, LP programs and process improvement and John Lee is now an area LP manager at Ulta Beauty.

Johnathan Owad was promoted to director of LP logistics at URBN.

Michael Long was promoted to regional AP manager at Victra Verizon.

Jason Beliles, CFI was promoted to senior manager of LP, AP, risk, and compliance at VSP Vision Care.

Melissa Huber was promoted to director of AP solutions at Walgreens.

Brian Cahill is now a market AP manager at Sam’s Club.

Caleb Kragelund is now an area LP manager, Christy Mieliczek is now a district LP manager, and Jodi Palermo is now an LP investigator at Sephora.

Jennifer Dayss CFI, LPC was recently promoted to senior manager of fraud/ORC investigations at Signet Jewelers.

Jeohvaa Rocha Olvera was promoted to deputy director of security and LP at Soriana (Brazil).

Tony Raab was promoted to director of regional LP at Spencer Gifts.

Jean Shawlis, LPC was promoted to manager of LP - finance, operations and administration, Robert Toliver was promoted to Marmaxx LP manager of operational and technical training, Karine Girard was promoted to regional investigations manager (Canada), Matt Ring was promoted to logistics LP manager (UK and Ireland), Philip Johnson was promoted to investigations manager: supply chain investigations, Christian Mollinedo was promoted to field investigations manager, and Felix Ortiz, LPC, CORCI, Heather Andersen, and Marizaday Martinez are now district LP managers at TJX.

Sandra Chandler, CPP, LPC, CFI is now senior manager of global security at TorchStone Global.

James Emigh was promoted to divisional AP senior manager II, distribution centers, Christy Dennis was promoted to regional AP director, Guy Gaines was promoted to AP field investigator (Canada), Alan Gabriel Guadarrama is now senior LP manager–Mexico and Central America, Jimmy Williams, LPC, Sahamanta Corrales, and Laura Guerry are now market AP managers, and Daniel Mercado is now an AP area manager at Walmart.

Karyn E. Cruz, CFI is now manager of retail AP at Wayfair.

Janine Marin, CFI is now a senior regional AP manager at Whole Foods Market.

Cristina Rivera was promoted to regional LP manager at YM.

Ruben Roye was promoted to LP manager/ privacy coordinator at ZEB (Belgium).

Devin Albrand is now an LP analyst at The Zellman Group.

Loss Prevention Magazine | 71 | Summer 2023

Dan Mahoney is Vice President and General Manager for Sensormatic in North America. He serves on the senior leadership team for this global technology firm and is responsible for all aspects of revenue and profitability across Canada and the United States. Previously, Mahoney served as vice president of sales, overseeing the sales of the company’s product and services portfolio in the Americas. Originally from Western New York, he holds a bachelor of science degree from Alfred University in N.Y. He now lives in the Chicago area with his wife and two children.

What’s on the Horizon?

With Sensormatic for eight years and based in metro Chicago, Dan Mahoney was promoted to his current position during the height of the pandemic. He oversaw the streamlining of the three business areas (Inventory Intelligence, Loss Prevention, and Shopper Journey) and the convergence of those units to focus on leveraging data. Read on as Stefanie Hoover, CFI, from LPM gets to know Dan.

Stefanie Hoover: Can you share with us any common themes from conversations with your retail customers?

Dan Mahoney: We’ve been hearing loud and clear that safety is at the top of everyone’s mind. Every retailer is struggling with keeping store associates and shoppers safe. This is a problem that hasn’t been experienced at this level before and it’s causing retailers to search for new solutions and solution providers to step up to the plate and innovate.

We’re also having many conversations about digitization—it’s no longer aspirational—stores are getting smarter and loss prevention teams are getting a seat at the data table to solve their problems as well. LP/AP practitioners we’ve talked with are in tune with the “customer experience” and are savvy about needing to find ways they can lower friction for the green customer and increase friction for the red actors.

Hoover: Can you give me an example of technology Sensormatic has or is working on that can help with this friction problem?

Mahoney: Absolutely. A great example of friction that went the wrong way is selfcheckout. Initially, retailers thought this would be a great way to reduce friction on the customer journey, but unfortunately

customers found it difficult to navigate and fraudsters found it easy to take advantage. That’s why we are teaming up with Zliide, which is a simple handheld device that easily allows the honest customers to check out themselves through a digital platform and without the need to download an app.

Smart exits are another game changing technology, why not use the data that already exists? Collecting data on items purchased and monitoring for fraudulent returns is a natural next step in using the data that’s out there.

It is apparent that retailers are more open today than ever before—I’d say we’re at an inflection point—in regard to RFID. Over the last twenty plus years, RFID has been seen as cost prohibitive, but the market has matured and now shrink has risen, so this has accelerated the need for retailers to be open to trying the technology.

Another technology that we’ve heard a lot about is computer vision or video intelligence. This technology has improved tremendously, even over just the last three years. Our system can work with legacy systems on IP video. And then tying all these together—smart exits, computer vision, self-checkout—that’s the real game changer.

Hoover: It seems that several new companies have popped up in the AI and computer vision space. Can you talk about what sets Sensormatic apart from those folks and other solution providers in general?

Mahoney: It’s really three areas. First is our ability to scale. We have a global presence and when a company needs to roll out a thousand stores in a year, we have the resources to do that. Second is our innovative history. We have fifty years

on the books of helping customers and collaborating with them to come up with solutions together. We develop a deep understanding of our customers’ needs and are careful not to oversell. Last, are our expertise and our people. We have team members with a long tenure who know how to properly execute.

Hoover: It sounds like you have thoughtful conversations with your customers, what are you hearing from them about the newest epidemic, ORC?

Mahoney: It’s in the paper every day now, in fact we were just discussing the latest legislation in California which restricts interaction with the shoplifters as they leave.

Hoover: Yes, I saw that as well, the constant changes are hard to follow, and retailers are wondering what to do.

Mahoney: There’s that, and of course, it comes back to the safety element that I mentioned earlier. These things are causing retailers to explore new tactics and look at ways to leverage existing technology.

We’ve hosted a group of around twenty-five retailers for several years in our Retail Performance Council. There is much more talk of retailers banding together and collaborating. There’s talk about the holy grail of a database where retailers can safely share information. They’re trying to find ways to identify the ORC groups earlier, before the theft, and then how to share the data with other retailers. We’re all fighting the same battle. License plate recognition and geo fencing are all on the table as the increase in ORC pushes for new solutions. It’s been heartening to hear the collaboration and determination coming from the council.

ASK THE EXPERT SPONSORED CONTENT
rikkyall / Shutterstock.com
Summer 2023 | 72 | LossPreventionMedia.com
I believe that LP/AP folks are living through some of the most challenging times on record. Burn-out is real! Take time for self-care, whatever that looks like for you.

Meet the Scorpion: The Self-Retracting Alarming Package Wrap.

Have you ever had to untangle and rewind a box full of wire package wraps? It is tedious and frustrating for the person awarded that task. What if that task was no longer necessary? That labor cost can be used elsewhere! The Scorpion, an alarming package wrap/EAS tag, will save your team time and money, with its self-retracting cables and replaceable components.

Here are some comments gathered from the Loss Prevention Research Council team as they interviewed associates regarding the wind-up wraps:

■ “Compared to the other wrap the Scorpion is easier to take off”,

■ “The old wrap hurt my finger sometimes, this one doesn’t.”

■ “The other wrap takes too long, and customers get aggravated. The Scorpion is just easier.”

When using the Scorpion, there will be no more tangled wires! The 7-strand poly-coated flexible stainless steel cables are auto-retracting, recoiling back into the housing, with no winding or untangling necessary. From the moment you remove the wrap from the package, the cables will selfretract to become a compact and tidy tag.

The Scorpion is an EAS tag available with 2-alarm or 3-alarm functionality. The first 2 alarms are dual frequency, with the

alarm out the door and into the parking lot.

The Scorpion is also a customizable wire wrap. There are two sizes of the Scorpion at this time: Small and large. The auto-retractor will automatically wind the cable for you as soon as you let the top and bottom come together. Whether using a cabled net for soft goods, the optional expandable rings for placement on baby formula cans, or increasing the cable length to as much as 72” for those big boxes of bedding and electronics, the Scorpion can be made to fit your needs.

Available in dual frequency 2-alarm or add an additional AM or RF alarm to make it self-alarm as it passes through your pedestals and out the door into the parking lot, still alarming at 98 dBl.

You can see the Scorpion in action at LPRC Impact, Oct. 2-4 at booth #111. Come visit us and test it out for yourself.

For more information regarding the Scorpion alarming package wrap, please visit www.cisssinc.com, contact us at 772-2877999 or email info@cisssinc.com .

SOLUTIONS SHOWCASE SPONSORED CONTENT CIS Security Solutions SPONSORED CONTENT
Loss Prevention Magazine | 73 | Summer 2023

Hanwha Vision’s SolidEDGE System Delivers Scalable and Streamlined Retail Surveillance

focusing primarily on identifying new security and surveillance solutions to help retailers and cannabis professionals enhance overall operational efficiency. With more than three decades of retail loss prevention experience, his priority is partnering with customers to find the technologies that best fit their needs.

One of the biggest threats to the retail industry’s long-term growth is inventory loss from theft, fraud, or error. Most reports note that the retail industry loses billions of dollars annually to inventory loss, with analysts estimating the annual number to be around $100 billion. That’s why many retailers are increasingly relying on intelligent video surveillance solutions to enhance every aspect of their operations, increase efficiency, protect employees, engage customers, and remain profitable.

The latest advanced solution to hit the market is Hanwha Vision’s SolidEDGE camera system—a perfect example of new technology meeting a market need. Available in two models—the PNV-A6081R-E1T (1TB onboard storage capacity) and PNV-A6081R-E2T (2TB)— SolidEDGE addresses an industry need for scalable and cost-effective surveillance

solutions, combining a dome camera, an embedded WAVE VMS server, and onboard Solid-State Drive (SSD) storage into one system.

This system design eliminates the need for a separate network video recorder (NVR) or server since the SolidEDGE serves as the camera and NVR, saving space in server racks, making temporary deployments easier, and simplifying installations and system management. Plus, it gives retailers one more tool to add to their store arsenal for monitoring and detecting suspicious activity.

The SolidEDGE system aligns with a growing shift in the retail industry away from traditional on-premise servers and

NVRs and toward cloud-based solutions. With SolidEDGE, organizations can deploy self-contained systems while fully realizing the potential of edge storage, multi-camera recording, remote access, and on-premise security system management. This solution allows retailers to easily customize and grow their surveillance systems based on their specific needs.

Deploying a system with the capabilities of SolidEDGE traditionally required a separate server, more wires, a larger installation footprint, higher installation costs, and a system that was hard to manage. SolidEDGE removes those headaches, making it an especially useful solution for retail operations. The

SOLUTIONS SHOWCASE SPONSORED CONTENT Hanwha Vision SOLUTIONS SHOWCASE CONTENT
Intelligent video solution with easy setup and operations offers new ways for retailers to protect employees, customers, and profits cost-effectively.
Summer 2023 | 74 | LossPreventionMedia.com

system effectively enhances overall store efficiency in various ways: monitoring store traffic volume and customer shopping patterns to reduce checkout times, placing merchandise for optimal visibility, and allocating staff appropriately.

From the checkout lines, entrances, exits, and aisles to stock rooms, staff areas, loading docks, and parking lots—SolidEDGE is useful for internal or external investigations, as a stand- alone system, or as a complement to a larger primary system for overt or covert surveillance. Retailers can actively deter crime or suspicious activity by letting everyone entering a store know that the entire retail space is being recorded. Then they can view forensic evidence from anywhere with an internet connection.

The SolidEDGE camera system runs the full capabilities of Hanwha’s WAVE VMS on the edge. A single SolidEDGE camera can connect to and record up to five additional cameras for a total number of six cameras on each EDGE system. Also, up to thirty servers can be merged with SolidEDGE through WAVE Sync, giving users incredible flexibility.

One sample retail scenario is placing a primary SolidEDGE camera over the register in a retail location, with another camera positioned toward the front door. The user can build from there with cameras

at various positions. Other systems would have to put another edge recording camera at each location. Instead, with SolidEDGE, users can put Hanwha cameras in other form factors at that front door and be able to record back to the primary SolidEDGE camera. Maybe there’s one for the rear entrance, delivery entrance, or employee break area.

As that same store grows and expands to multiple locations, SolidEDGE grows along with it. The unique addition of WAVE Sync allows easy remote access and system expansion. If a franchise has three or four locations, they can now connect them together and have a unified platform to view everything—again without needing big expensive servers to manage and maintain it.

Now it’s a plug-and-play system solution, as opposed to a group of disparate pieces and parts. If users want to change recording settings for one camera, add users, change camera names, create layouts, configure alarm I/O or audio talk down, they can do that easily because it’s all visible through the Wisenet WAVE VMS and the WAVE Sync architecture. For sites with multiple locations, users can merge the SolidEDGE cameras at each site, each with up to five additional cameras for multi-camera recording, and then manage the entire system in one

pane of glass in the WAVE client through the cloud-based WAVE Sync platform. The WAVE client also has a Cloud Layout feature that can bring cameras from multiple servers into customizable layouts to easily view sites without merging servers.

The potential applications can cover any type of organization, from the enterprise level to small and medium-sized businesses. SolidEDGE can fit any type of operation that might only need two or three cameras now but also needs a system that can quickly and easily expand to accommodate growth or when surveillance requirements expand.

The system is ideal for a pop-up store or seasonal event, or if a retailer is evaluating a new region or site for a new store and wants to avoid the risk and expense of building a new store in an untested market. SolidEDGE allows them to operate a trial location and keep it secure, easily and at a low cost.

If a store is damaged by a natural disaster or undergoing renovations and a retailer must move to a backup site, this system is easy to install and maintain temporarily for only a few weeks or months.

There may be a situation in a distribution center that requires an effective camera system but doesn’t warrant the logistical headache of running 1,000 feet of coax and tying that to the current system. In this case, an owner can power up the SolidEDGE camera, add up to five more models, connect to a wireless router, and it’s up and running—and it communicates seamlessly with the WAVE platform.

Retailers today are challenged to do more with less, and they require more effective loss prevention and asset protection solutions. Intelligent video surveillance options like SolidEDGE combine image quality, performance, and analytics—meeting retailers’ needs for safety, security, and shrink management while delivering new insights into every aspect of a retail operation.

www.hanwha.com Loss Prevention Magazine | 75 | Summer 2023

Unlock the Secret to Optimizing Your Security Budget

The Pinkerton Crime Index Has Your Back!

The retail industry is currently navigating through a storm of unprecedented shoplifting incidents. The term “shrink” has been echoed in earnings calls more than ever before, signaling a critical concern for major retailers. In its 2022 report, the National Retail Federation projected an industry-wide staggering $100 billion loss due to this surge in theft. This figure sent shockwaves through the industry and has significant implications for budgeting and financial planning. To make matters more dire, security experts predict that this will continue to increase, due to retail crime trends. Retailers are relying more and more on their security teams as preventing this shrinkage is paramount to business continuity, profitability, and even business survival.

In this challenging landscape, Pinkerton, a global provider of risk management services, offers an effective weapon to combat loss with its Pinkerton Crime Index (PCI). PCI goes beyond presenting raw data by empowering customers with actionable insights and predictive analytics. By leveraging AI, machine learning, advanced data-gathering techniques, and utilizing the advanced algorithms and statistical models embedded in PCI, you can forecast crime risk by identifying patterns, and detecting emerging trends with an impressive 90 percent accuracy. The latter helps proactively address and mitigate potential threats, complementing informed and strategic budgeting decisions. PCI is not solely a budgeting optimization tool—it can provide invaluable insights that can

SOLUTIONS SHOWCASE SPONSORED CONTENT Pinkerton SOLUTIONS SHOWCASE CONTENT
Summer 2023 | 76 | LossPreventionMedia.com

significantly enhance budget preparation processes and optimize resource allocation in the retail sector. Explore how PCI can empower your budgeting decisions and support proactive risk mitigation today.

Staying Ahead of the Game: Proactive Budgeting Allocation for Security Measures

In an era when staying ahead of potential risks is crucial, PCI is a powerful tool for proactive budget allocation. As companies and organizations determine their security budgets, the credibility, objectivity, and expertise associated with Pinkerton can confidently support the resource allocation decision-making process.

Tailored Solutions for Your Unique Needs: Timely Monthly Updates and Geographical Granularity

Risk management shouldn’t be a guessing game, and that’s why the Pinkerton Crime Index (PCI) understands the need for timely updates. This empowers you to make informed decisions—like allocating your budget where and when

it matters most. Additionally, PCI offers precise geographical granularity, providing you access to crime data at various levels of detail. Whether you need county-wide statistics or data specific to a neighborhood, PCI has the capability to cater to your requirements accurately. Imagine having the power to compare your locations instantly and make data-driven choices for your company. With PCI and our My Locations feature, it becomes a reality.

In the example above, San Francisco retail locations closing soon (pale blue dots) or closed (dark blue dots) were plugged into the PCI dashboard. The chart is a heatmap depicting high crime risk locations in red, and low crime risk locations in green. We see a concentration of closures around the deep red area—representing higher property crime risk—while clearing the yellow central area representing lower property crime risk. This shows a correlation between the PCI higher property risk index and the store closures. Existing nearby stores may better assess their security expenditures to adapt and avoid their own closure, or if costs are high, decide

on moving the location if more financially sound. In either case, this granular analysis leads to an unparalleled ease of implementation and budget allocation.

Clear Insights, Easy Implementation: Unbeatable Features for Effective Decision-Making

One of the key advantages of the Pinkerton Crime Index (PCI) is its user- friendly crime score depiction and visualizations. PCI takes complex crime data and presents it in a manner that is easy to understand. You can effortlessly digest and analyze crime patterns through intuitive charts and graphs. This accessibility is essential for companies and organizations seeking to implement effective security measures across numerous locations. Moreover, Pinkerton offers customization according to your unique requirements. You can obtain specific data subsets, customized reports, and even integrate PCI with your existing systems seamlessly. Still trying to figure out what that number means? Whether you need assistance in interpreting the data or analyzing trends, our team is ready to help.

The Pinkerton Crime Index (PCI) is an essential tool that enables you to build a security budget objectively and with confidence. Contact us at product.info@ pinkerton.com to unlock the power of the PCI and take your budget allocation into the future.

Loss Prevention Magazine | 77 | Summer 2023

Patented Solutions You Won’t Find Anywhere Else

Industrial Security Solutions has been the industry leader in custom EAS Solutions for over 20 years, creating one-of-a-kind solutions for retailers’ toughest shrink problems. Whether it be a high-shrink item with solutions that no longer perform, or a hot new item with no solution flying off the shelves in quite the wrong way, ISS can help.

What does it mean to be an ISS partner?

First and foremost, it means you have someone who will listen to you. We don’t push a set catalog of the same old solutions. Of course, we have those, but we want to know exactly what you need. If the solution to your specific shrink issue does not exist, we will invent it.

No need to worry, custom solutions with ISS aren’t a long, drawn-out process. In fact, our process of design, prototype, test, and deployment is now down to as little as four months! That is what over twenty years of specialized industry experience will get you.

Are you ready for the best part? Once we create it, it will be in stock when you need it, and it will stay in stock. ISS’s philosophy of listening intently includes regular meetings with our partners to plan and forecast; we take those rather seriously. If you tell us that you will need something, it will be there waiting for you when you need it. Sadly, this is no longer the industry standard.

Two more patents were secured in 2023!

Keeping with tradition, Industrial Security Solutions is happy to announce two new patents added to the lineup this year. Both result from listening closely to LP/AP professionals who need more than they are getting from their

current providers. We listen to the grumbles at the tradeshows, the sighs of disappointment at seeing the same old solutions, and we hear opportunities to improve and innovate. Opportunities that make your work easier!

Introducing the Stingray:

Box wraps are great and have long been a staple of EAS rosters for major retailers and boutique stores alike. They provide an enhanced level of security for high price-point

SOLUTIONS SHOWCASE SPONSORED CONTENT Industrial Security Solutions SOLUTIONS SHOWCASE CONTENT
Summer 2023 | 78 | LossPreventionMedia.com
The Stingray

those items on the shelves easily accessible for customers to inspect, avoiding the need to revamp the planogram to accommodate locked glass cabinets. As always, times change, as do the issues facing LP/AP professionals.

ISS recently had a conversation with a partner struggling with box wraps being defeated after they were taken to secluded areas within various stores. ORC grab and runs were on the rise as well. There wasn’t enough in the budget to roll out locked cabinets, so they had resorted to securing the box wraps to store shelving with the addition of a cable lock, a two-part solution that was both frustrating and, in our opinion, solvable in a more affordable fashion.

So, the Stingray was born; a patented all-in-one box wrap and cable lock solution. The Stingray will be familiar to any professional who has used the separate solutions combined within its innovative and affordable package. Where the Stingray really shines is in its flexibility, allowing professionals a variety of creative ways to apply it.

The box wrap design allows the Stingray to be applied to the box in any direction, providing the ability to secure the item to an anchor point above, below, behind, or on either

side. Stingrays may also be chained together, creating security where no fixture is available to be used as an anchor.

The Stingray can also be manufactured in any size, length, or with any custom branding desired.

Of course, we made a Slide Tag! Why wouldn’t we?

Slide sandals have historically been a difficult item to secure. An exhausting balancing act of weighing cost, convenience, and damage to the item usually leaves these sometimes-pricey items unsecured. Well, all it took was someone contacting ISS to ask for it, and now

The reusable, affordable, and easy-to-use tag features ink as an added deterrent. But that’s not all! Its swinging arm design makes it exceptionally quick to apply and remove. It also allows the customer to try on the shoe for fit and fashion without the worry of a trip hazard created by cabled solutions. And did we mention it was pinless?

Just like the motivation behind the patented design of The Spur Tag, the Slide Tag leaves the shoe damage-free after removal, making it the perfect fit for high-end footwear. There is no pin, meaning fewer pieces in your stockroom and less worry for your customers.

Still not convinced?

Reach out today for your own consultation. We’re the best at EAS because it’s all we do. Let us prove it to you. Email us today!

sales@isscorpus.com

Slide Tag
Loss Prevention Magazine | 79 | Summer 2023
The Slide Tag allows the customer to try on the shoe for fit and fashion without the worry of a trip hazard.

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Provide a list or handout magazines to your office or store associates. Bulk quantities of the magazine can be requested by emailing circulation@lpportal.com. We will contact you to work out the best method to fit your organization.

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LOSS PREVENTION MAGAZINE
Calendar Please go to the magazine website Events page or scan the QR code to get the most up-to-date calendar listings. LossPreventionMedia.com/events Advertisers Axis ........................................................................ 3 axis.com Checkpoint....................................................... 17 checkpointsystems.com CONTROLTEK ............................................. 1, 84 controltekusa.com DMP ..................................................................... 53 dmp.com InstaKey............................................................... 7 instakey.com ISS ........................................................................ 49 Iss.com Loss Prevention Foundation 83 losspreventionfoundation.org LVT ....................................................................... 31 lvt.com Pinkerton 63 pinkerton.com Riot Glass ............................................................ 2 riotglass.com Securitech ........................................................ 59 securitech.com/lossprevention siffron ................................................................. 23 siffron.com ThinkLP .............................................................. 45 thinklp.com W-Z ...................................................................... 81 w-z.com

OCT 24-25, 2023

San Antonio, TX

THE EVENT DESIGNED FOR INVESTIGATIVE INTERVIEWERS

MUST SEE SPEAKERS

EPIC EXTRAS

WZ Master Class

Monday, October 23, 2023

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overcome the most difficult challenges

Elite Training Days (ETD) will bring together speakers from various backgrounds who contribute to the shape and future of investigative interviews. Obtain insight into new techniques, perspectives, and how to overcome the most difficult challenges

COMMITTED TO YOU

COMMITTED TO YOU

The International Association of Interviewers (IAI) is committed to providing premium opportunities for advancing your career, networking with like-minded peers, and educating you on the most up-to-date research in the field of investigative interviewing.

The International Association of Interviewers (IAI) is committed to providing premium opportunities for advancing your career, networking with like-minded peers, and educating you on the most up-to-date research in the field of investigative interviewing

Attend a day early and immerse yourself in a mock critical incident exercise that requires you to develop and deliver strategic de-escalation interactions with suspects and witnesses.

ay early and immerse yourself in a mock dent exercise that requires you to develop strategic de-escalation interactions with suspects and witnesses.

Become. More. Together.

Become. More. Together.

An Interactive Conference Experience

An Interactive Conference Experience

Join some of the most credible, progressive, and influential minds in the investigative interviewing community. Plus, discover our new workshop sessions, "hands-on" training, and interact with specially selected sponsors

Staying current with a changing environment and bringing value back is essential to our organization. ETD offers us this, and every year we continue to expand our attendee list.

Join some of the most credible, progressive, and influential minds in the investigative interviewing community Plus, discover our new workshop sessions, "hands-on" training, and interact with specially selected sponsors.

Staying current with a changing environment and bringing value back is essential to our organization. ETD offers us this, and every year we continue to expand our attendee list.

-Stephen Hall, Division VP of Loss Prevention, Bealls Inc

r e g i s t e r t o d a y

r e g i s t e r t o d a y

Group Rates Available

Group Rates Available

October 24-25, 2023 | San Antonio, TX

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VISIT WWW.CERTIFIEDINTERVIEWER.COM October 24-25, 2023 | San Antonio, TX
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Avoiding a Personal Pandemic

What are the qualities that define a leader? What is it that sets someone apart—standing taller and stronger—than those around them? What marks the virtues of influence and character and the many intangibles that define the best of who we are and what we want to be? We all have our own answers to those questions based on our own standards, beliefs, personalities, assets, and virtues. But that’s not what we’re going to focus on today. For this discussion, we are going to focus on a different question—one that we all face at different moments over the course of a career.

What Can Make It All Come Unglued?

Over the journey of a career, humility has thrown most of us a curve ball or two. Some of the reasons are beyond our influence or control, while others can turn out to be self-inflicted. Ultimately, there is one factor that can turn out to be a reason, a symptom, or a response.

Complacency

Use

Complacency can serve as a career-altering virus that can disrupt or even derail the most promising career. This isn’t something that hits us all at once and most often happens over time. In the workplace, it can happen when you become so entrenched in routines that you lose sight of bigger goals. It may occur due to impatience or depression, believing that your career hasn’t moved as quickly or in the direction that you had hoped. But it can also happen when you become overly confident and secure, feeling that there’s little that you need to do, learn, achieve, or experience to keep your career moving forward. This, in fact, might be the most dangerous.

Retail continues to change at a rapid pace, which directly impacts our talent needs and career opportunities. There are many things we might do to help keep us on track—or throw us off course. We often talk about the need to remain flexible and open-minded, but we also must recognize the need to reach out rather than waiting for things to come to us. In a highly competitive market, it’s critical to stay

engaged no matter who you are or what position you hold. This doesn’t necessarily mean you’ve lost your way or your work is of lower quality. But it’s important to recognize the signs and when it’s necessary to take steps to get back on the right path.

Have you stopped investing in your professional growth and development? Are you challenging yourself and others? Are you taking shortcuts when you know you shouldn’t? Are you neglecting tasks you don’t like? Are you thinking through decisions when necessary and appropriate? Do you still have a passion for what you do? These don’t necessarily need to be glaring flags, and it’s perfectly acceptable to invest in other aspects of your life to find a balance that’s right for you and a life you want to live. But it is important to stay engaged and manage your professional brand.

Take the Steps

Regardless of where you are in your career, it’s essential to remain strategic and proactive regarding how you approach what you do, and it all starts with attitude. Look for productive ways to maximize your skills and talents. Take a class. Volunteer for an assignment. Mentor someone on your team. Get involved. Use the talent and experience that you’ve built over the course of your career to benefit yourself as well as others. Just make the effort, put those talents to good use, and make them work for you.

Write an article or contribute to a blog and put your thoughts into words. It amazes me how many industry leaders and subject matter experts are convinced they really don’t have anything new to offer. At the same time, we wouldn’t have a magazine or industry certifications if those same individuals weren’t willing to make the effort and share what they’ve learned. Keep in mind that you don’t need to be Shakespeare, and just as many people—if not more—have read Charles Schultz over the past fifty years.

Managing your career is a full-time responsibility and none of us can afford to get lost in a personal pandemic. Whatever steps you decide to take, make sure they help you move forward.

WRAPPING UP
the talent and experience that you’ve built over the course of your career to benefit yourself as well as others. Just make the effort, put those talents to good use, and make them work for you.
Summer 2023 | 82 | LossPreventionMedia.com

You work hard to reduce preventable losses. We know it’s not an easy task. That’s where LPF comes in.

We are the international leader in educating and certifying retail loss prevention professionals who’s mission and passion is to advance the retail loss prevention and asset protection profession by providing relevant, convenient and challenging educational resources.

By becoming a Member of The Loss Prevention Foundation, our community will help you advance your career with access to an elite network of fellow industry professionals, development tools tailored specifically to our industry, exclusive discounts and access to resources and international networking, and more.

TAKE YOUR CAREER TO NEW LEVELS JOIN TODAY!

LossPreventionFoundation.org

REDUCE SHRINK. INCREASE PROFITABILITY. ACCELERATE YOUR
CAREER.

1

4 REASONS TO PARTNER WITH THE PREFERRED EAS SOLUTION PROVIDER OF MAJOR RETAILERS

2

We Sell, Install & Service all Systems

Whether you have AM, RF, or RFID systems that need to be serviced or are ready to install new systems, we partner with you to ensure your stores are secure.

Seamless Integration, Superior Results

Experience the peace of mind that comes from partnering with a team of experts who have an unparalleled track record in delivering customized EAS solutions.

CONTACT US TODAY

Join the roster of leading retailers who have chosen CONTROLTEK to secure their stores and protect their bottom line.

3

1,000s of Systems & Tags in Stock

We’ve got you covered with a wide range of EAS systems and tags in stock and ready to be delivered, all at unbeatable prices.

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Born in Europe, Raised in America

Made from only the highest quality materials, our systems offer sleek design and high performance software that stand up to the heavy demands of the retail environment, look great in your stores, and are backed by a 5 year warranty!

What Retailers Are Saying:

“Since we partnered with CONTROLTEK, we have only received positive feedback from the stores, with the previous provider we used to get a lot of questions.”

-National retailer with 600+ locations

“We were obviously impressed of where you could get to with price but I am now realizing your support is unmatched in the industry and I appreciate your team's time and organization.”

-High end retailer with 100+ locations

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