5-active shooter-workplace violence · 2017-10-10 ·

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RIMS Virginia Chapter Presentation –Willis of Pennsylvania, Inc.Workplace Violence & Active Shooter Prevention and Response –

Staying Safe at Work

October 5, 2017

© 2017 Willis Towers Watson. All rights reserved.


TODAY’S AGENDASecurity Mini-Workshop

I. Welcome – Introduction• Background & Purpose of Presentation

• Goals/What to Expect Today!

II. The Risk Landscape• General and Specific Security Risk Factors

III. Your Security Toolkit• How to Identify, Deter, and Respond to Security Incidents or Threats

• “Red Flags” of Workplace Violence Prevention

• Management of Aggressive Behavior & Conflict De-Escalation at Work

• Tips and Tactics for Staying Safe at Work

IV. Interactive Case Study

V. Organizational Response to Violence at Work – What to Plan for and Your Role Post-Incident

VI. Making Use of Today’s Learnings – Embed Good Security in DNA!

VII. Wrap-Up: Questions/Comments

2© 2017 Willis Towers Watson. All rights reserved.


Security Cycle for the Risk Management Professional

Personnel & Property

Protection

Situational Awareness& Security

Consciousness

THREAT = Risk X

Vulnerability X Consequence

© 2017 Willis Towers Watson. All rights reserved. 3


The Risk Landscape

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What Security Matters Make Effect Us?


DENIAL


The Risk LandscapeGeneral Security Risk/Threat Considerations for Risk Management Leaders:

Crime (Violent and Non-Violent; Assault, Carjacking, Kidnap Arson; Theft, Vandalism…)

Random Opportunistic Targeted

Natural Disasters/Severe Weather

Terrorism Extremists (transnational, indigenous)

Jihadists Domestic Actors

Workplace Violence/Active Shooter



The Risk Landscape

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Prevalence of Violence in Work Settings

• All too Commonplace

• Bullying, Intimidation, Harassment, Physical Violence, Weapons Attacks

“Incidences of workplace violence are increasing at an alarming rate in the United States. According to the Bureau of Labor Statistics (BLS), workplace violence makes up 16 percent of all workplace deaths and is the third leading cause of on-the-job deaths after transportation incidents and falls. Approximately 5 percent of all businesses experience an incident of workplace violence annually.” (Business and Legal Resources 2017).



Defining Violence: Causations and Motivations Vary

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Active Shooter/Armed Intruder: An individual(s) actively engaged in killing or attempting to kill people in a confined space or other populated area. In most cases, the use of firearms are involved and there is no pattern or method to the selection of victims. An active shooter’s objective is that of mass murder, rather than committing

traditional criminal acts, such as robbery or hostage-taking.

“At Columbine we were told the shooters did it was because they were bullied. At Newtown, because he was mentally ill. In Charleston, because he was a racist. In

Colorado Springs, because baby parts.“ (Rolling Stone magazine, DEC 2015)



The Risk Landscape

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External Threat/Family Law/Domestic Abuse

74% of abused women are harassed in the workplace by a current or former intimate partner.

Homicide is the #1 leading cause of death for women in the workplace.

Domestics account for 25% of all workplace violence incidents.

82% of domestic violence victims don’t inform their employers of any potential workplace concerns for safety or orders of protection.



Active Shooter EventsNoteworthy Characteristics

Increasing in Frequency

Increasing in Scope/Impact

Motivations include Anger, Revenge, Ideology, and untreated Mental Illness

Are Unpredictable

Evolve Quickly

Generally Continue until Stopped by Police, by Suicide, or other Intervention



Your Security Toolkit“Security Consciousness” is a Critical Skill to Have in Your Toolkit!



Your Security ToolkitApplying Security Cognizance in Order to Stay Safe

Fosters a Respectful and Safety-Oriented Workplace

Promotes Good Morale

Buttresses Diversity & Inclusion

Shows that Good Security is Everyone’s Responsibility

Be aware of indications of workplace violence or security risks to yourself, your colleagues, your guests/residents/tenants, and properties - take

remedial actions accordingly



Your Security ToolkitDevelop a Security Mindset

All Crime is Preceded by Hostile Surveillance. Be Aware of who is Paying Undue Attention to you.

Understand the stress responses to a critical incident

“Fight, Flight or Freeze Syndrome”

Identify the Physical & Psychological Changes that take place under Stress

Develop Awareness to Better Manage a Response during a Critical Incident



Your Security Toolkit Prepare Yourself to Act and to Stay Safe

Mindset

Awareness

Understand the stress responses to a critical incident – (What “Syndrome” did we just Discuss?!)

Identify the physical & psychological changes that take place under stress Develop awareness to better manage a response during a critical incident.

The “What If” Game” – Have a plan

Recognizing Signs of Escalating Aggressive Behavior

Discern “Degrees of Danger” Hostile Posture or Mannerisms Observe Body Language Profane, Irrational or Agitated Language



Your Security ToolkitPersonal Safety At Work

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Always Consider Your & Co-Workers’ Personal Security.

Work in Tandem when Prudent

Advise others of your Professional Schedule

Know How and Be Prepared to Summon HELP! (IE: “911”; Security).

Familiarize yourself with Evacuation Routes.

Report any Odd Email Messages, Voice Mails, or other Unwanted Communications

Handle Mail with Personal Security in Mind. Be Alert to Suspicious Mail Indicators such as Heavily-Laden Packages, Items bearing Extra Postage, or Letters Marked “PERSONAL”.

Walk to Office-Parking after dark with others.

Advise HR if you have or Become Aware of any Active Restraining Orders.



Your Security Toolkit

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Be Alert to your Surroundings

Challenge or Report Unknown or Suspicious Persons

Never allow unfamiliar or un-badged Persons to “Piggyback” through Card Readers

Note that many Commercial Office Buildings operate in a public open access manner for lobby and common areas

Be familiar with exits and stairwells

Study and drill Emergency Response Procedures

Be aware of Landlord specific site Evacuation, Shelter-in-Place, and other Emergency Guidance

Is your Mass Notification contact data updated in System?

Personal Safety at Work continued



Your Security ToolkitConfrontation Recommendations

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Be Attentive/Aware

Have a Plan

“Project Out” to Potential Problem Areas (IE: When Alone; Entering Car After Dark)

Keep your Distance from the Person

Watch the Hands

Observe Body Language

Attempt to Defuse by Use of De-Escalating Tactics

Call POLICE, if necessary

Report the Incident



Your Security ToolkitDe-Escalating Aggressive Behavior of Others – San Jose State University

If you decide to meet with the person privately, keep your door open when meeting with a potentially violent person.

Arrange your office furniture so that you have a clear path to the door to exit if need be, and the other person won’t be as easily able to block your path.

If a person becomes aggressive or seems potentially violent, first ensure your own safety. Take long, deep breaths to stay as calm as possible.

Use low, deeper tones, and avoid raising your voice or talking too fast.

Use gentle, soft voice, speaking slowly and confidently.

Allow the person to tell you what is upsetting them.

Stay calm and paraphrase your understanding of the person’s experiences. Set aside your own thoughts and responses and focus on what you are hearing.

Validate the person’s possible emotions and what is upsetting them.

Do not restrict the person’s movement. If he/she wants to stand, allow them. Do not corner them.

Do not meet behind closed door if you foresee possible danger.



Warning Signs & BehaviorsContractors, Students, Tenants, Unknown Persons…

The person has experienced a recent “loss” of some sort at home, on the job, within the family, or school.

The person has displayed an inability to properly manage stressful situations.

The person disregards the feelings or rights of others.

The person expresses excessively sadistic, violent, prejudicial, or intolerant attitudes.

The person has threatened or attempted suicide or acts of self-mutilation.

The person has engaged in acts of vandalism and destruction to property.

The person has experienced feelings of persecution, isolation, and/or inadequacy.

DON’T IGNORE THE RED

FLAGS




The person has a history of engaging in violent or threating behavior or conduct.

The person displays antisocial behaviors.

The person may have a substance abuse problem.

The person appears to be overly preoccupied with weapons or other acts of violence within the media or gaming.

The person has a sudden decrease in academic or work performance.

The person displays a recent lack of interest in personal appearance and grooming.




The person has displayed violent or angry outbursts.

The person has communicated a threat of some sort to another.

The person has displayed or threatened to bring a weapon into the school place or workplace.

The person appears to fantasize about harming others or has recently increased their use of and proficiency with a weapon.

A sudden, recent, and drastic change in appearance.

Written and/or verbal evidence that indicates a fixation with a perceived injustice, revenge or an obsession and desire to be notorious. A preoccupation with other school or workplace shooters, suicidal or homicidal ideation, feelings of insignificance, dehumanization, and/or insensitivity to violence.



Mini Case Study

21

Bobby Stewart

Wanda Neal an employee of the Pinelake Health andRehabilitation Center leaves her husband Bob Stewart,whom she described as abusive, controlling, an avid hunter and a heavy drinker. Mr. Stewart was also a former member of the military, a collector of weapons ,and was known to have a long history of domestic violence.

Wanda finally left her husband three weeks ago, after he put a gun to her head and threatened to kill her.

Wanda tells Pinelake Health administrators that she believed an attack by Bob upon her was imminent, and she believed he might attempt to kill or seriously injure her at work while noting that he had firearms and was in an unstable mental state or mentally ill.



“We can share this: This was not a random act of violence.”

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March 29, 2009

Robert Kenneth Stewart enters Pinelake Health and Rehab, killing 7 residents, 1 nurse and wounding another two before being shot and apprehended by a responding police officer. Wanda the apparent main target, survived the shooting unharmed, as she was hiding in a bathroom in the Alzheimer ward of the building, which is secured by passcode-protected doors.

A civil lawsuit filed against the nursing home on behalf of the families of four people killed claims Pinelake Health and Rehab was negligent, saying administrators did not take proper safety measures to protect residents from a foreseeable attack.



Organizational Response

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Emergency Preparedness and Response Plans are Key



Law Enforcement Response

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What to Anticipate During Violence at Work

You may be an initial suspect and weapons may be pointed at you. Remain calm and do not yell at the officers.

Do not move under your own volition and obey all commands. Do not move abruptly. Keep hands in view and fingers spread. Do not run toward or away from officers.

You may be handcuffed, searched and questioned. In addition to determining your status, you may be questioned for critical information about the suspect(s).

Remain in a secure location until escorted out by authorities.

You may be detained for processing and/or questioning.

You may be asked to identify suspects.



Organizational Recovery

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Post-Violence Action Steps

Account for all Personnel and Others on-site.

Establish an Employee/Family Reunification Center.

Provide Psychological First Aid/Emotional Support.

Liaison with hospitals; Deploy Care Teams.

Coordinate Benefits, Workers Comp, Healthcare Demands.

Coordinate Crime Scene Management, Crime scene clean up.

Begin Repairs or Remediation of destroyed or damaged property as soon as possible.

Consider need for Alternate Sites/Work from Home.

Coordinate with local and federal Victim Support Agencies.

Assess need and costs of Increased Security.

Work closely with Insurers.




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Employer Liability

Employers have an obligation to maintain a workplace free from recognized hazards that are causing or are likely to cause death or serious physical harm to employees. Encompassed within this general requirement is an employer's obligation to do everything that is reasonably necessary to protect the life, safety, and health of employees, including the adoption of practices, means, methods, operations, and processes reasonably adequate to create a safe and healthful workplace.




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Employer Liability Continued

Employers also have a duty to exercise ordinary care. If workplace violence occurs, they may be sued for negligence if they knew or should have known of a potentially dangerous situation. Lawsuits could be based on negligent hiring, retention, training, or supervising of an employee who went on to commit violence at the workplace if their conduct was reasonably foreseeable.

Employers may also be sued for negligence if a customer or someone else made threats before carrying out violent acts, yet management failed to take any action. OSHA guidelines set forth under the “General Duty Clause” that the employer needed to make training available and reasonable safeguards to be put in place.

Employers and business property owners also face potential liability for failing to address an increased risk of violence from the outside.



Making Use of Today’s LearningsEmbedding Security at the Property Level

• Maintain a Good Security Awareness

• “Train the Trainer”

• Lunch & Learns – WTW; Local Authorities; DHS; RIMS Guest Speakers

• Attend American Society for Industrial Security local Chapter Monthly Meetings (www.asisonline.org)

• Work with local Police or Sheriff’s Office to develop Active Shooter Response Plans

• Make local Police liaison a year round function

• Stay abreast of local Crime Trends and Scams



Recommended Solutions

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Keeping Your Workplace Safe from Violence

• Conduct an Effective Physical Security Program

• Create and Implement a Workplace Violence Prevention Policy• Zero Tolerance for Bullying, Intimidation, Harassment

• Train Stakeholders, Management, and Employees

• Prohibit Firearms

• Ensure that Emergency Response Plans are Up to Date and Drilled

• Have an Active Shooter Plan (DHS: “RUN/HIDE/FIGHT”)• Site Specific Deployment

• Train Employees

• Investigate Threats • Implement a Threat Assessment team (HR, Security, Legal, Business Manager, Health &

Safety, Medical)

• Embed Security in your Company’s DNA!• Emphasize Situational Awareness, Employee Security Consciousness

• Good Security is Everyone’s Responsibility!

• Include Workplace Violence in your Corporate Crisis Management Plans

© 2016 Willis Towers Watson. All rights reserved. Proprietary and Confidential. For Willis Towers Watson and Willis Towers Watson client use only.


Questions/Comments?



For Further Contact:Thank You!

Nicholas A. Smith, Jr., CPP

Security Risk Consulting Practice Leader

O: (610) 651-7704

M: (908) 636-3105

Email: [email protected]


5-active shooter-workplace violence · 2017-10-10 ·

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