wdg english 2010

Offer for provision of

Security Services

Physical, Technical and Electronic Security Services Company

WDG sh.a.

22/02/2010

ContentsContents ..................................................................................................................................... 1A word from the Director .......................................................................................................... 2Physical Security and Protection of Assets, defined..................................................................... 3WDG, Your Security is Our Concern ......................................................................................... 7

I. Our logic for your security........................................................................................7II. Facts beyond the numbers.........................................................................................8III. Company details........................................................................................................9

Certificate of Registration and the License of Operations...........................................9VAT Registration Certificate ......................................................................................9ATK Certificate .........................................................................................................9Social Security Plan ..................................................................................................10Insurance Plan .........................................................................................................10Services ....................................................................................................................10

IV. Professional capacity and strength ..........................................................................12Staffing Plan.............................................................................................................12Mobilization.............................................................................................................13Services we provide..................................................................................................13Organizational Chart ................................................................................................17

V. Management Qualifications ....................................................................................21Contract Program Manager ......................................................................................22

VI. Our personnel..........................................................................................................23Qualifications...........................................................................................................23Personal Appearance................................................................................................23Vetting system..........................................................................................................23

VII. Training Program ....................................................................................................24General Orientation .................................................................................................24Use of Force ............................................................................................................25Specific Duties of Individual Guards........................................................................26Authority and Jurisdiction ........................................................................................27Interpersonal Communications ................................................................................27Equipment Operation Procedures............................................................................27Records, Forms and Report Writing Procedures ......................................................28Emergency Response Training .................................................................................28First Aid, Care of Sick and Injured Procedures.........................................................28Fire Drills.................................................................................................................28Motor Vehicles.........................................................................................................29Special Requirements ...............................................................................................29

VIII. Logistic support and back-up response ...................................................................30Uniforms .................................................................................................................30Equipment ...............................................................................................................30Vehicles ...................................................................................................................31Central Monitoring Station.......................................................................................32Back-up response .....................................................................................................32

The Environment ..................................................................................................................... 34I. The Security Vulnerability (Rationale)...................................................................35

Services required ......................................................................................................35General security .......................................................................................................36Security context........................................................................................................36

II. Successful Security .................................................................................................39III. The Security Program (Strategy) ............................................................................41IV. Operational plan......................................................................................................44

Time table ................................................................................................................44

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A word from the Director

Dear all,

Thank you for choosing WDG sha to be acandidate in the process of “the security in themaking”.

We, as a generation, are honored to witness thishistoric decade for Kosova. From almost desertedand wrecked and mostly destroyed land in 1999.Kosova has gone the long way of reconstruction,rebuilding social trust and declaringindependence.

As we see the year 2009 coming to an end, we see the growing importance of security,both worldwide and here in Kosova, as the “local” security factors become a part of the“security system”. The year 2010 will surely be eventful for the private security industry.Private security will have to share the burden with other security factors, as the criticalnational infrastructure becomes more apparent, and KFOR “fades” further from directinvolvement in the “public security” domain as “NATO agreed to take on new tasksin Kosovo to support the development of professional, democratic and multi-ethnic security structures”, thus helping Kosovars in their efforts to become worthy oftheir statehood.

Since its foundation, in 2000, WDG sha has been part of this history, as it grew from aminor business to become the No#1 Security Company in the country, with more than1.000 employees countrywide.

This presentation, will hopefully fulfill its mission to show the company in all of itsbrightness as the company dedicated to “protecting our country’s assets” and our provenphilosophy of “social integration through involvement” which teaches us how to blend with theenvironment and get people involved in protecting their future.

Our rationale and strategy set forth in this presentation will show why WDG sha is theright company to become a support in our mutual efforts towards comprehensivestability and economic growth of our country.

This proposal, drawing on more than 9 years of our practical experience in the field ofphysical and technical security in the country as well as on a huge amount ofinternational experience and literature, aims to provide:- A conceptual framework designed to support prospective programs for the

physical security of client’s facilities- Discussion of key features from the past and present situation of security in

general- Proposal, based largely on existing regulations and WDG professional

knowledge, for choosing successful security strategies.

Best regards,

Agron Jusufi,General Director

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Physical Security and Protection of Assets, definedAlthough around 150 billions of USD are invested globally in security each year,1

implementation of comprehensive security procedures and training are a requirement toall the personnel (both security personnel and other staff), there is still a high degree ofblur in defining the general concept of security.2

The most comprehensive definition of physical security, in our opinion, is the following:

Measures and actions which are product of careful deliberation and planning;undertaken by any physical, legal or public person (protector), and which areaimed to impose obstacles between the perpetrators (attacker) and the protectedassets, in order to prevent the former in his attempt to misappropriate, destroy orotherwise damage the latter, through illegal actions.

Figure 1. Schematic representation of the definition of security3

Figure 1. shows both effective and ineffective combinations of interactions between theprotector and the attacker. In part A) the protector has only begun to perceive theintentions of the attacker, alas, it is already being too late; In part B) the protectoremploys great efforts to counter the attacker, but it is still only with limited success,although, it consumes considerable time and money; The optimal condition of providingphysical security with the minimum expense in time and money is shown in part C)

1 BORN Hans, CAPARINI Marina and COLE Eden: “Regulating Private Security in Europe: Statusand Prospects”, DCAF, Geneva (2007),Similarly: http://www.securitas.com/en/About-Securitas/Securitas-in-brief/

2 MANNUNTA Giovanni: “Defining Security” (page 7), The Royal Military College of Science,Cranfield Security Centre, Cranfield University, Wiltshire (2000)

3 MANNUNTA Giovanni: “Defining Security”, The Royal Military College of Science, CranfieldSecurity Centre, Cranfield University, Wiltshire (2000)

Asset

Attacker(perpetrator)

Protector

Asset

Protector


Asset


A)

B)

C)

Asset


D)

http://www.securitas.com/en/About-Securitas/Securitas-in-brief/

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whereby, with a minimum of expenses, the protector is able to successfully counter theattacker. This situation is possible only for so long, since, once the word is out of thelimited capacities of the protector, both the number and the techniques of the attackerwill increase.

It is obvious from the figure that, only the combination D) represents the condition thatis ideal for the owner of the assets, because it protects the assets in its entirety andagainst all the possible attackers. This condition however, if considered, would requiregreat deal of expenses, requiring a siege or even the state of the “marshal law”, which iscontrary to the feeling of security and incongruent with the mission of physical security.

This situation would require physical security personnel to perform duties that arebeyond their usual (and reasonable) job-descriptions, e.g. being present and prominent inplaces which usually do not require such presence, imposing burdensome securityprocedures (e.g. continuous and repetitive body-checks, surveillance, etc.).

Instead, security professionals consider another approach. They develop suchcombination of measures and personnel, which allows the security system to be“amorphous”, able to quickly change and adapt depending on the situation; able toperceive the attackers intentions and moves and “shifting” the resources as appropriate,before such intentions become “clear and present danger”, but never loosing the site ofthe overall situation and responsibility.

Figure 2. Protection of assets

This combination of measures, actions and personnel, includes guards, technicalimprovements, electronic surveillance equipment, effective standard security procedures,emergency procedures and contingency plans, etc. as well as other measures and actions,which are not directly pertinent to physical security: business continuity guidelines andmeasures; risk management; investigation and information gathering; informationsecurity; staff vetting, etc. It is obvious that, the owner must have a thoroughunderstanding of what their real assets are, and the measures must pervade the entireorganization. Otherwise, no security system can be effective

This philosophy of layered security, whereby not only physical security is responsiblefor the wellbeing of assets, but instead, it is a general concern for the entire organization,is called Protection of Assets and it involves the state and society (national security, ruleof law, prosecution of the crime, proper legislation, community policing, CPTED4, etc),the organization (CPTED, physical security, emergency and contingency plans, etc) and

4 Crime Prevention Through Environmental Design

Asset


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the individual (security culture, risk management, emergency preparedness, standardoperating procedures, etc).

Figure 3. All the “players” in the Protection of Assets5

The figure 3. shows that the physical security can only be successful if it is a part of acomprehensive system against the crime and disorder. WDG is becoming acknowledgedauthoritative part of such system.6

The most comprehensive repository on the issue – Protection of Assets Manual (POA),7in more than 2.000 pages, brings both POA and physical security to the new millennium,with all the new threats (e.g. rapid pace of change, cyber crime, terrorism, complicatedbusiness environment, etc) and new opportunities (faster and easier communications,better convergence among peers in the industry, higher security awareness amongstclients’ personnel, higher management engagement, etc). Security professionals mustunderstand both threats and opportunities and be aware of the offsets thereof. The newsecurity environment requires security professionals to be evermore competent andcontinuously invest in their upbringing. Now, they must own an MBA, be skillful andadaptive in physical security; be informed and knowledgeable in cyber crime and security;know as much possible about the company’s operations, the possibilities thereof for thewhite-collar and organized crime and the security measures to counter those threats. InKosovar circumstances, with hybrid system of powers, authorities and responsibilities,these challenges are even more impressive and difficult to cope with.

5 DOBRANOVIĆ Željko: „Privatna zaštita u normi i praksi“6 E.g. we have great cooperation with all the KPS Police Stations, in locations wherein our personnel

performs security duties; A representative of the ISSI „Katana“ is a member of the Security Councilin Obiliq Municipality, wherein it is located.

7 ASIS International: http://www.protectionofassets.com/

Preventive measures:- Preventing Access- Diminishing/removing the profit- Increasing the possibility of arrest

ProtectedAsset

Prevention (starts before the crime has been committed Law enforcement (after the crime)

Crime scene preservation andcooperation with the police

PoliceInvestigation/pursuit

CourtsPreventingthe idea ofcriminalactivity

http://www.protectionofassets.com/

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Only individuals, who are determined enough, skillful and resilient, will be able to copewith all the new challenges shaping the security in the contemporary world. Onlystrategies that successfully integrate physical security with the environment, integratelocal citizens and empower them, not only with the responsibility, but also with theauthority, will be standing at the end of the day.

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WDG, Your Security is Our Concern

I. Our logic for your security“Security is a state of mind”

Through our unique approach: “think globally – act locally”, we strive to provide qualityservices and contemporary technology to our clients, while employing highest prudenceto all stakeholders and keeping our prices at a reasonable level.8

Same as the personal safety, the property and possession security has always been of aspecial importance to all. Throughout the history of the human kind, not only has thesecurity been jeopardized by enemy groups (which has often led to wars) but also bypeople of the same group. Since the existence of the human society there has alwaysbeen danger of thievery, so the elements of the security services can be traced up toancient human societies that had any considerable internal organization.

The following are the main paradigms of our security philosophy:

1) The security is a state of mind. It can be easily felt but can hardly be measured.

2) The primary goal of security is not to confront the opponent but to prevent suchconfrontation.

3) Clients are more confident with a security service that blends with the environmentrather than with a security service exposing itself and stick out, and

4) Always be prepared for the unexpected.

These paradigms are as a result of the knowledge accumulated throughout the world (the“global” part of the mission), in all the forms of security and millions of hours ofsecurity, provided yearly to our clients (the “local” part of the mission).

Every location and every guard-post is essential to us and we treat them as individual“clients”. We take the security of our clients very seriously, therefore, our securityprograms are custom-made, to suit specific needs of every client. In addition to our“know-how”, we never underestimate the value of the client’s impact. Thus, continuouscontacts with the client (at their convenience) are not only a good barometer of ourservices, but also a steering guide in our continuous efforts to improve our services.These contacts involve not only our supervisors and regional managers but the top-managers as well. We do not hesitate to visit even most remote locations of ouroperations.

We do not intend to “fight the competition” by lowering the prices. Instead, we strive toprovide additional values to our customers, which are far beyond the mediocre levelprovided by the rest of the “peers” in the industry. WDG is the first, and the onlycompany, providing a comprehensive approach to security. This circle is completed withthe Institute for Studies of Security and Integrations “Katana”, a component of WDG,and the only entity licensed by the Ministry of Education, Science and Technology, toperform scientific research and analyses of security. Academic personnel andprofessional experts of the Institute, provide daily updates on security issues, both on thenational and local level. By extrapolating experiences from around the country andvarious clients, we can easily solve problems that would otherwise require long timeplanning and would be both time- and money-consuming. This impact is essential in ourcomplete understanding of needs in each individual location.

8 The Mission Statement

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II. Facts beyond the numbersThrough the modern way of business: “Think globally, compete regionally, act locally”,WDG intends to provide optimal cost/benefit services and state-of-the-art technologiesto our customers.

Our slogan: “Your safety – Our concern” means that we pay great attention to each andevery customer in providing: physical security, electronic surveillance, close protection,professional consulting and training.

There is no better client than a satisfied client. Hence, all our 24/7 (round-the-clock)operations are customer-based and uniquely designed to suit the needs of every client. Byimplementing best practices in management and day-to-day operations, WDG sha hasbecome the number one company in the security industry, with more than one thousandemployees with our clients’ best interests in mind.

Unlike the general practice in the security industry,9 we consider our personnel to be themost valuable and the only fixed asset. This “human touch” has been the backbone of ourcompany in the past and will continue to underpin our operations in the future.Considering investments in our personnel as capital investment rather than asexpenditure, we now perceive benefits of such investments through the “know-how” inelectronic surveillance, accounting (both financial and material), mastery in martial artsand contingency planning, developing marketing strategies, etc.

Although there are more than ninety security companies licensed in Kosova, WDGemploys almost 1/3 of the industry’s licensed personnel, from almost every ethnic group;and with a turnover worth more than three millions in Euros, we find ourselves not onlyon top of the security industry but also on top of the employers’ list in the private sectoreconomy in general.

Our success is a result of contemporary approach to business: fine-tuning of all thestakeholders’ interests – clients, employees and owners, by bringing together bestpractices in all the fields of our business – marketing, human relations, accounting,operations, quality control, etc.

Growing with the economy (especially industry), WDG sha has become responsible forsome of the most important critical assets of the country, ready for new challenges thatwill face us in the future, confident that all our customers will continue to enjoy ourexcellent services.

Understanding the impact of social integrations to security, WDG sha is employing suchapproach for a long time now. WDG sha is not reserved only for members of themajority, and we already have a remarkable number of minority members with us.

9 In the new members of EU as well as in the SEE countries, the yearly turnover of employees in theindustry is more than 50%, which means that the expected experience of any given employee, wouldbe equal to or less than two years.

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III. Company detailsWDG sha was registered by UNMIK business registration unit on August 2000, toemploy the experience collected worldwide. The company was initially meant as thebranch of the same company in Switzerland.

In fact, WDG in Switzerland was established by Mr. Waldvogel, Dobruna and Gashi andsuccessfully operated in an environment with a very high competition.

Since the establishment, the company in Kosova was led by Mr. Xhafer Gashi and Mr.Agron Jusufi.

Both Mr. Waldvogel and Mr. Dobruna10 are lawyers and they were more interested toinvest in their law firm and therefore they withdrew from Kosova.

Nevertheless, their withdrawal didn’t pose much of a problem since the company hadalready established its image.

The experience gathered in Switzerland was a great inheritance to the company and itwas successfully implemented in all our activities (organizational, financial, managerial,operational, etc) during the initial months.

Today, the variety and quality of our services is obvious through many reference lettersattached.

Certificate of Registration and the License of OperationsThe certificate as a business entity (No. 80111762) was issued on August the 1st, 2000and the address of the business is: “Bulevardi i Dëshmorëve” VI/6, Prishtina.

The next year, UNMIK developed a licensing procedure for the security companies andWDG sha was one of six that were licensed (April 2001).

Convinced that the license is the recognition of our consistent professional efforts, weare determined to continuously endorse those principles in our daily activities. Thanks tothat, the license was renewed after six months (in November 2001) and periodically everytwelve months afterwards.

The last license was issued last October with the reference number KBR/SSP/05/2008,due to be renewed by the end of the year 2009.

WDG sha was the first among the Security Services Provider Companies to be licensedto use ASP’s, batons and handcuffs (see the license attached).

Also, WDG sha is the first in the industry to have the license from the FrequencyManagement Unit for public use of a semi-duplex VHF frequency bandwidth in thewhole territory of Kosova (see the license attached).

VAT Registration CertificateWDG sha is subject to VAT since the third trimester of year 2002 (see the licenseattached).

ATK CertificateApart from showing compatibility with the Tax Administration rules and procedures, thiscertificate serves as token of social responsibility as the numbers have continuouslyincreased (number of employees, yearly turnover, clients, etc.)

10 Deceased

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Social Security PlanWDG sha abides to all current regulations on the field as well as to the CollectiveAgreement, signed by the AIUK11, such as the income tax and the pensions plan. Sincethe April 2002, our employees are subject to income taxes while the social security andpension taxes have only become due in August 2003.

Even more than prescribed in the law and the Collective Agreement, WDG sha pays anadditional fee for the work beyond the usual hours:

- 30% for the night shift;- 20% for the work on holidays;- 20% for the work in excess to the regular hours;- 1 € for each 8 hours of work (alimentary compensation)

Also, WDG sha respects the right of employees for compensated:

- Annual leave;- Sick leave;- Family emergency leave;- Accidents-at-work leave.

In addition to the Collective Agreement, and due to the extremely difficult (anddangerous) working conditions, WDG in cooperation with the Independent Union ofSecurity Employees, applies special motivation scheme for the employees showing highstandards of personal appearance and conduct as well as for those employees showinghigh performance. This program includes promotions to higher duties, financialincentives to those employees who achieve considerable results in preventing loss events(e.g. preventing damage, helping the apprehension of perpetrators, etc).

Insurance PlanLiability Insurance Policy (both Public and Professional) are in accordance and abiding toThe UN General Conditions for Services Contracts.

The policies cover both public and professional liability to the aggregate amount of1.000.000 Euros each, valid for the whole country and with the expiry date in October-2010, which will be extended prior to its expiry.

ServicesThe operations of WDG as a security services company cover a broad range of activities:

- Physical Security of compounds (static guarding)- Physical Security of persons (escorts, close protection)- Physical Security of public events (concerts, sports activities, etc)- Technical Security of compounds (alarm systems, fire safety, fences, iron grids

for doors and windows, armored doors, etc)- Total Security of compounds (technical security surveyed by security personnel)- Training of security personnelAll of our services are custom-made for any location, but designed to ensure thatcostumers always have a thorough and comprehensive understanding of the servicespecifications.

Our R&D personnel regularly undertake audits of our services at the clients’ premises.Regular in-works monitoring and on-site inspections by the Quality Control & AssuranceDepartment follow up, especially where there is extensive volume of services at work.

11 Association of Independent Unions of Kosova

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Our project managers rely on our expertise and hands-on, practical approach, which areenhanced by our close cooperation with the client - the most powerful resource of ourconstant improvements.

Millions of hours of experience on various locations each year, warrant the hallmark thatcomes with quality assurance of our services. Our experience has raised quality servicesto meet the highest standards in the field and reflect all the requirements essential tosuccessful operations (recruitment, vetting, training and posting of our personnel;continuous improvements in technical solutions; continuous investments in vocationaltraining, especially for those in leading positions; thorough cooperation withgovernmental institutions; etc)

Today, we have the honor to say that our personnel provide the security services for aconsiderable number of clients in various fields of country’s economy and governmentalorganizations. More than the number, we are proud with the variety of activities thatthose clients are involved in: production enterprises (“Trofta”, “Eurogold”, “Unimont”);hotelier (“Trofta”); public-municipal/regional (PHA-Prishtina, PRC “Higjiena-Teknika”);publishing (“KOHA”, “Dukagjini”); trading (“Gorenje & Ismajli”); municipal (variousDirectorates of Prishtina, Prizren, Obiliq, Gllogoc, Ferizaj and other Municipalities);governmental (Ministry of Trade and Industry; Ministry of Education, Science andTechnology; Ministry of Culture, Youth and Sports); International (French LiaisonOffice, Austrian Liaison Office, Romanian Liaison Office, etc).

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IV. Professional capacity and strength“Every little – matters”

Staffing PlanIn year 2002 WDG began to get its shape andstrength thanks to the dedication andprofessionalism of its personnel.

Being a profitable company, there arenumerous issues that we at WDG must dealwith in order to achieve the central goal -making profit by selling our services.Consequently, internal organization of thecompany is dedicated to fulfill the needs ofour prospective and current clients.

In developing our organizational structure, we at WDG used alldisposable international experiences, with the intention to mergethose experiences with the current situation in the country.

Figure 4. General Organizational Scheme

Several factors are important in our staffing strategy:

Kosova's population is one of the youngest in the world, thus enabling us to recruithealthy young people, ready to face the challenges of this industry.

In the last decade before the armed conflict, Kosovar people were forced to leave thecountry in order to provide means for living to their family. Amongst them, aconsiderable number became experienced in many professions, including the SecurityIndustry.

After the armed conflict, many NGOs have invested largely in vocational training, whichenabled a great number of young people to advance their knowledge according to highestinternational standards.

Choosing among these groups WDG was able to gather a professional team, capable offacing any and all the challenges they may encounter in the line of duty. This sentenceis true not only in regards to the guards but the rest of the staff as well.Although WDG is a security company, we must follow up best practices in the freetrading industry. This means that WDG also employs people that aren't directly involved

General Director

Project Managers Departmental Managers

Team Leaders and/orFacility Managers

Professional Assistants

Security guards Administrative Assistants

Figure 1.Main HQ of WDG

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in the security business (they are not martial arts professionals, nor have they attendedany special school in this respect, but their knowledge is valuable to us in various otherways - e.g. administration, marketing, internet and computer technologies, etc)

We have adopted the philosophy that our employees are human resources (with all theirgood sides as well as their problems) instead of technical personnel (that are only importantduring their shift hours). This attitude has helped us to maintain the close relationbetween the employees and the management and be able to absorb continuouslyincreasing number of employees.

In this spirit, WDG has invested and is continually investing time, money and resourcesin basic training of applicants and vocational training of all the employees. Thanks to allthese factors, we proudly say that: WDG has a well trained, well equipped and fullymotivated staff ready to deal with whatever their assignment may be.

MobilizationWe at WDG know that a) high quality services are the determinant ensuring our presencein the Security Industry and b) well trained and equipped employees are the onesproviding such services.

Every new project is a great challenge. It always means increase in number of employees,increase of the administrative measures and expenses, etc. For instance, when we startedthe project at the Regional Public Company "Higjiena-Teknika", we had to engage 40new employees at a single location, within 12 hours, to maintain the security operationsround-the-clock. Public University of Prishtina required a complete overhaul of theirsecurity system (technical, physical and electronic), with more than 100 security guardsinvolved. Our most advanced and multi-layered project (Provision of the SecurityServices for KEK) involves more than 600 employees, throughout the country in severalbranches of industry.

Thanks to our long experience in the field and great ability to motivate the staff, thisproject experienced no serious obstacles during the initial phase. Instead, a greatimprovement in the overall security of the KEK facilities was proven immediately.

Since then, we have successfully completed several projects of outsourcing (merging) thesecurity service (Municipality of Suhareka, Municipality of Obiliq, University of Prishtina,and we are currently negotiating several other projects of the similar multitude andimportance).

WDG has a reserve pool of applicants in all our regional branches. They all havesuccessfully attended our basic training course and are awaiting deployment. This pool isadapted according to our current and prospective operations. If WDG would be awardedthe contract, we would be able to supply enough workmen force within the requiredmobilization period.

Services we provideThe following shortly describes the myriad services we provide for our clients,throughout the country.A vast number of recommendation and appreciation letters, hereto attached, are aproof of great clients’ satisfaction, an incentive for us to continue our dedication toquality and constant improvement.

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- Physical Securityo Physical (manned) security of assets (static guards);o Physical (manned) security of people (escort, close protection);o Physical (manned) security at public events (concerts, sports events, etc)

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- Technical Security of assetso Perimeter fences,o Protective blinds for doors and/or windows,o Enforced doors and windows,o Safes, vaults and other safe-deposit systems for storing the valuables, etc

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- Electronic security of assetso Alarm systems for protection of entry points and/or perimeter;o Burglary alarm systems for general protection;o Fire alarms;o CCTV and other video-surveillance systems;o Access control systems;o Time and Attendance Registration systems

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Organizational ChartBeing a local company, our organizational structure provides many advantages in all theaspects of operations. Any and all decisions will be made here in Kosova (Prishtina)and through our network of regional offices, those decisions will be implemented in avery short notices (for any emergency case, it will only take few minutes from the time ofapproval to the time of execution).

This is especially important for any contingency plan requiring major increase in numberof employees or major change in SOPs, which can only be authorized at the high(est)level of the organization.

We are determined to keep our organizational chart as simple as possible, yet effective,especially in terms of service provision and quality control and assurance program.

Division of labor and responsibilities is achieved through departments and Regional Branches.Human Resources Department:

Deals with all the personnel issues: applications, employment, acquaintance with all therules and regulations, acquaintance with duties and the job description, development ofthe time schedule and assurance for its fulfillment, registration and control of daily-payments, leaves and days off, various substitutions, disciplinary issues, etc.

The philosophy that we abide here is that our employees are the most importantresource. They are not expendable material and must be dealt with very carefully.

Figure 5. Some of the more than 1.200 personal files

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Operations Department:

Deals with all activities “on the field”: compilation and execution of the security conceptfor a particular location and/or operation, division of duties among the teams.

It also assures the highest possible quality of services, assures the best look and outfit ofemployees, takes necessary measures to assure continuous training of employeesaccording to the Basic List of Duties & Operations - BLDO (the list that consists ofmeasures and activities that an employee must be able to perform at any time and in anygiven site), organizes and surveys all extraordinary operations (concerts, public events,sport matches, etc). In the framework of this department there’s a special sector ofResearch and Development whose only assignment is to search for new and moreefficient ways to accomplish our objectives that will at the same time be easier to bear toour company’s basket.

Logistics Department:

Assures that all the material needs of all the employees as well as of the RegionalBranches, are well settled: uniforms, personal and collective equipment, officeexpenditure, fuel, vehicle maintenance, etc. All those materials and services are spreadfrom our central warehouse through the supply lines that are established and supervisedby the departmental chief.

In cases of major investments, a special procurement committee is established to assurethat all the positive rules of procurement are implemented.

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Marketing Department:

Develops marketing and advertisement plans, distributes offers to prospective clients andmaintains continuous contacts with all current clients in order to verify the quality of ourservices and receive their feedback; searches new possibilities on the market, etc. The main duty forthis department to accomplish is presentation of our success in the field of securityservices to our prospective clients, in the best possible manner.Financial Resources Department:

This Department surveys all the company’s financial activities while respecting allpositive norms valid in our country and highest available standards in the field. Mainduties that the department is to perform are: on one hand - to assure that clients’liabilities toward the company are settled on due time and on the other hand - to assurethat the company’s liabilities toward the employees, suppliers and the state are alsosettled on due time.

It is obvious that coordination of activities among the departments is essential for thecompany’s success.Project managers

They are in charge to implement the company’s philosophy and security plans approvedby the general director and appropriate client’s authority. Their daily activities are to be incoordination with the policies and programs of all departments.

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Being that it is impossible to control activities all over the country from only one center,WDG has established Regional Branches (RB) in all the regions of the country. They areauthorized to facilitate the operations of the project managers, by enhancing directcontact with the clients authorized personnel (usually, CAPOC).

Organization of activities through Departments on one side and Regional Branches onthe other brings up two major advantages for the business - double control andobjectivity of reports.The General Director

Establishes and imposes the rules, determines plans and assures progress of the businessthrough department managers, based on the guidelines given by the owners of thecompany.

Department managers assure that all the personnel have access to the above stipulatedbenefits and requirements and that all the central policies are instated throughout thecountry. This represents the first line of control. The Regional Branch-Coordinator isthe liaison between the Project Manager and the client, and is in charge of implementingthe operational plan, central policies and procedures. This represents the second line ofcontrol.Regional Branch-Coordinators report to the appropriate Project Managers and he reportsto the General Director. Department managers report directly to the General Director.This way the objectivity of reporting is achieved.

However, despite the ramification of authorizations and responsibilities, the basic issuessuch as vetting, appointments, substitutions, contracting, financial transactions, etc.remain reserved for the central departments and the General Director, respectively.

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V. Management QualificationsMr. Xhafer Gashi and Agron Jusufi, M.D lead the company.

GENERAL MANAGEMENTMr. Agron Jusufi MBA was one of the best in his generation and successfully graduatedin 1997, at the University of Rijeka (Croatia), and has recently received an MBA Degreefrom the “Dardania University” in Prishtina with the thesis: “Management in the SecurityIndustry”. He was Deputy General Director until September 2003 when he became theGeneral Director. He is the sole Kosovar member of ASIS International (largestinternational organization of security professionals with over 35.000 membersworldwide). He has been involved in all the major developments in and about the PrivateSecurity Industry in Kosova: he is one of the founders and the Chairman of theAssociation of the Security Companies in Kosova; has been member of the WorkingGroup Drafting the Law on Private Security Industry; has taken part in InternationalWorkshops related to Private Security, etc. He has also published several papers in thefield of security. See the CV for more details.

Mr. Xhafer Gashi was trained and worked as a private detective in Switzerland duringyears 1996-1998. With all the experience from Switzerland, he returned to Kosova in year2000. In year 2001 at the International Security School in Israel he successfully attendedthe special course for the Close Protection Operative and the course for the CloseProtection Unit Officer. Since the foundation of the company until the September 2003he was the General Director. Between 2003-2006, he was the Project Manager for oursecurity operations in KEK. Acknowledging his expertise, in 2006, he was invited toassume duty as the Chief Security Officer for the Office of the Prime-Minister AgimÇeku. After the elections in November 2007, he returned to the Company and to hisprojects in the capacity of Deputy General Director. See the CV for more details.

OPERATIONSMr. Osman Hajrizi, security manager with more than twenty years of experience in thefield, links the best of two different economy systems (once existing socially owned andcurrent market driven). His experience and dedication have been of crucial importance inmany major projects. In 2006, he has replaced Mr. Gashi as the head of our securityoperations in KEK.

Mr. Hasan Gashi, another experienced security manager, was on top of several projects,including the outsourcing of the security personnel at the University of Prishtina in 2006and the establishment of the IPKO project, throughout the country.

THINK-TANK, RESEARCH AND ANALYSESMr. Bejtush Gashi PhD. Is an academic professional in the security and defensesciences with an extensive biography, currently leading our think-tank personnel andfellowship associates at the Institute for Studies of Security and Integrations “Katana”.

Mr. Ramiz Selmani is the chief of our training program. His broad experience (bothmilitary and civilian) is the hallmark of the success that the applicants leave our trainingprogram with.

Mr. Muhamed Saqipi, a fourth degree master in Hap-Ki-Do is our physical training andself-defense instructor whose dedication and persistence made our company the first oneto receive the license to use the ASPS, batons and hand-cuffs.

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Mr. Arton Jusufi trained abroad in the field of electronic protection systems (installation,maintenance and operation). Thanks to his team’s efforts, a numerous locations arealready connected to our Central Monitoring Station.

Mr. Ardian Canolli has been with the company since 2001. He is in charge of relationswith the clients (especially prospective clients), bringing them the insight to security inplain language. He is on the senior year of the Law School.

Biographies, certificates and diplomas can be attached to show a mass of other diligentindividuals, engaged in wide variety of duties form a structure that is excellent both incoordination and performance (retired police officers, financial consultants, marketingspecialists, etc).

Contract Program ManagerUsually, duties of the Contract Program Manager (CPM) are designed during thenegotiating process and set in the Standard Operating Procedures.

A bulk of professionals is at our disposal for any project at any given location and theyare all experienced in both managerial and operational duties.

Being that clients expect to buy services instead of people, even the CPM’s payment isincluded in the unit price. Thus, no additional expenses are charged to the client.

Our appointees are experienced local experts on the field. The CPM will be present andat the client’s disposal for any questions, requests, etc.

Nevertheless, it is impossible for a person to be continuously (24/7) available. Thus,WDG will also appoint a substitute (assistant) Project Manager.

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VI. Our personnelThe human factor has always been our secret weapon. Therefore, we pay great attention toeach and all issues regarding our personnel: preliminary selection (application), basic andadvanced training, posting, etc.

QualificationsOur employees must comply with a number of rules prior to be engaged in the securityservice activities: at least secondary school, age 20-40, taller than 178 cm, must providemedical certificate indicating they are free of any diseases or other conditions that willprevent them from carrying out their duties, must successfully undergo our basic trainingcourse, must provide court certificate proving they have not been convicted of a felonyand they are not subject to any legal proceedings, must not use any illegal drugs noralcohol, etc. Furthermore, those employees intended to work as security guards at theclient’s facilities would also meet specific requirements for a particular site (differentforeign languages, various technical and other skills, etc).

The contents of our basic training course are brought in the chapter Training Program.Although all the applicants must successfully pass the basic training course, that is notthe end of their training. They are all subject to our continuous and refreshment trainingprograms, each of them specifically designed to meet particular task.

Personal AppearanceWe are aware that the security guard is a public person, always in contact with the clients'personnel as well as with third parties. Thus, their personal appearance is mostimportant.

The security is a state of mind. The presence and appearance of a security guard must give theimpression of politeness and neatness but at the same time the clients' personnel must besure of their safety while in the guard’s presence. Therefore, our personnel strictly abideto general standards of outlook (e.g. clean shave, clean and ironed uniform, polishedshoes, etc), especially in those locations where there is contact with personnel and thirdparties.

Attached are photos of our employees wearing different sets of uniforms.

Vetting systemSecurity services are of great importance for the public security and economic prosperity,but, if not properly controlled and supervised, can also become a great problem to bothpublic security and economic development. We at WDG pay great attention as to whatindividuals are employed and allowed access to our services. Upon references made byMr. Agron Jusufi (participating as the Chairman of the Association of the SecurityCompanies in Kosova), this approach has been acknowledged by the working group andhas been included in the Law on Private Security.

Much as the result of his individual efforts, a strict vetting system was instated in theLaw, while the companies are instructed to implement proper vetting systems of theirown. To this end, WDG has an extensive cooperation with public institutions andespecially the SSPIU.12 The SSPIU office background checks each and all of ourapplicants prior to engage them in any activities. Any applicant that is not confirmed bythe SSPIU office will not be hired at all.

12 Security Services Providers Inspection Unit

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VII. Training ProgramWe do not pretend that being a security guard is not dangerous. Therefore, we are trulyconvinced that it is our responsibility to prepare our employees to be ready for whateveris waiting for them in this business.

All applicants to WDG must attend and successfully pass the basic Security Guard TrainingCourse. We at WDG are proud to offer the opportunity of employment to anyone whohas successfully passed this course.

Further, our personnel are encouraged to conduct continuous fitness and other trainingin order to maintain their high level of preparedness and attend the refreshment trainingat least once a year to enrich their knowledge with the newest information on theSecurity Industry.

During the first basic training course, our employees are trained to properly conduct allprocedures involved in the security services.

This training consists of all the issues regarding the security services: general securityprocedures (identification and verification of ID cards; good manners and behavior;body search, both by hand and by use of metal detector; vehicle access control andsearch procedures, bomb threat response and procedures, etc) and at the same timeproviding physical training to maintain all the skills necessary in this line of duty, whilepaying great attention to the circumstances when they are supposed to be used(procedures of using the excessive force).

Furthermore, our leading operatives are well trained in trip planning, professional driving(e.g. VIP) in risky environments, etc.

In regards to specific training requirements needed to meet client’s standards, which arenot covered by our basic training, we are ready to undertake further training courses thatwould cover each and all issues deemed necessary by your authorized persons. All thetraining would be finished prior to engage our employees at your facilities. In thefollowing lines we will try to describe our training syllabus. The basic training program ishereto attached separately.

General OrientationWe have continuously maintained our philosophy that organization of the securitypersonnel must be as simple as the environment allows it to be. We have always avoidedunnecessary names and posts and made efforts to maintain the bureaucracy to theminimum. This by no means allows for any operations or even daily activities to beunrecorded and unreported or for any incidents (however small it maybe) to remainundetected or be underestimated.

To assure proper conduct of all the employees (from the top level management down tothe individual guards) we have developed several regulations:The General Code (GC) of WDG

It contains all the issues of every day operations (shifts, uniforms, appearance, chain ofcommand, personal conduct, proper recording and reporting of any incidents, etc), aswell as other issues (application, training, employment, posting, disciplinary measuresplan, etc). For further and closer determination of some issues (e.g. uniform, dataprotection, etc), we have also developed other regulations.

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Data Protection Act.

In order to protect the client, the company and the employees as well as the data that anyemployee may become aware of during any operation (unintentionally, or intentionally inthe line of duty), this act regulates how should such data be treated and processed.Regulation on personal appearance, uniform and equipment

It regulates how should the employee appear in his working place, what consists theuniform and how must it be maintained, what equipment is allowed and when & howmust it be used, etc.Basic List of Duties & Operations

It's a handbook that describes the most common duties and simple operations that anemployee must conduct in everyday basis (e.g. assuming and handing over the shift, siteinspection and control, proper reporting of the current situation, communication withclients' personnel and identity verification, screening methods and even use of excessiveforce, etc). This list is the core for our (refreshment) training and continuous on-siteinspections afterwards.

Far from being presumptive that these acts and regulations contain everythingconcerning the security service, we are aware they may need certain revisions in order tobe in conformity with the client’s Policies and Procedures. As for any discrepancybetween client’s procedures and those contained in our regulations, appropriatechanges will be made to the latter. Also, any issues not contained within ourregulations, will be regulated in accordance to the client’s regulations.All the above-mentioned documents are at your disposal for reviewing.

Use of ForceThe guard must never forget that he is always subjected to two opposite factors:

He is a public person (unknown number of eyes are watching him and his actions), and

He is exposed to the vicious environment (that might jeopardize his safety and of thesubject he's protecting).

Therefore, the guard must continuously contemplate on the issue what if and find the bestsolutions to safely deal with any given situation.

The primary goal of the security service is deterrence. It means that the presence of thesecurity guard himself demonstrates enough force to keep most of the intruders awayfrom the protected subject.

Nevertheless, there are a small number of individuals believing they can deal with thesecurity guards. These are cases when certain level of force must be used.

Use of force is a legal mean to keep the protected subject free from any harm thatit might be exposed to. Of course, the level of force must be appropriate to the assaultand the environment (e.g. public property, legal institutions, street, concerts, sportevents, private property, etc).

These issues are precisely demonstrated during our training course.

The use of excessive force as the most radical case is employee’s last resort to protecthim and the property he has been charged with. We make great effort to distinguish thisnotion from a very similar and yet completely different one excessive use of force. Weleave no chance for the latter one to happen among our employees. Distinction is madeclear to all during the basic training course. This is the reason why we never had anyreports of misuse of force or misconduct of duty.

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Specific Duties of Individual GuardsOur personnel are not only trained but also experienced in practically all duties requiredby the nature of work. We will only mention duties relevant for the proposal.

Establish the current security state within the site prior to take over the shift. Prevent any attempt of taking the property and resources out of the guarded area

(e.g. parts of the machinery or equipment, the fuel, etc) without properauthorizations

Take any and all necessary steps for fire prevention (halt any activity that can causeopen flame in the vicinity of the flammable materials)

In cases of bad weather take any and all emergency actions to protect the equipmentand/or the resources that may be untenable

Prevent any attempt of bringing any dangerous or suspicious items or materialsinside the guarded area

Undertake regular roving patrols in order to establish the state of security and tonotice any events or circumstances that can jeopardize the security

Prevent any unauthorized persons from entering the restricted areas

Keep the gate-ramp down and keep away any person(s) that may have bad or evilintents toward the guarded resources and take any and all necessary steps to preventthem from achieving those intents

Prevent parking of any vehicle in the immediate vicinity of or around the guardedarea

Allow entrance and register all the persons with proper authorizations

Allow authorized persons and register any cargo that needs to be taken out of theguarded area

Survey any and all the technical equipment that may be engaged in the securityprocess (CCTV, alarm systems, etc)

Maintain continuous radio-contact with the radio-base and

Report the security status during and at the end of the shift/properly fill out theforms and write reports.

Notion to prevent must be understood in accordance to the above paragraph Use ofForce.

At all times, guard must meet the highest standards of appearance and conduct.This is subject to our quality control and quality assurance program.

Each location has its site orders where every guard on duty must record all hisactions and any event that takes place during the shift. The Basic List Of DutiesAnd Operations (BLDO) describes how this is done. Although BLDO describesthem in details, all the screening procedures (including access/egress control &search and seizure) must be conducted in full compliance with any lawfulregulations in force at the clients’ premises.

Log Book (LB) and other reports concerning the guards’ duties are at your disposal forreviewing.

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Authority and JurisdictionDuties and authorities of an individual guard are set in the security concept. Ouroperations department develops these concepts in cooperation with client's appropriatepersonnel. It also covers communication with client's personnel and procedures of theiridentification.

Dealing with the public sometimes means annoyance by a lot of people. Our guards arepretty familiar with their duties, authorizations and limitations thereto. Good mannersand a lot of patience on their side have kept us so long without having any incidents.

Individual guards have very strict orders not to use force, unless upon direct threatwhich leaves no alternative. Even if the force is used, it must only be of the sufficientlevel to overcome the assault. As the assault diminishes, the level of the force used mustalso descend to appropriate level. There are many cases when our employees were forcedto use force (e.g. during public events) to forcibly sustain a person until police arrival,upon which, the person was handed over to the police authorities.

Interpersonal CommunicationsAs mentioned earlier, WDG endorses the idea of keeping the organization simple. Inreflection to this, we keep the administration and the operations separate. This way alot of confusion and unnecessary interference can be avoided.

In the operations, there are only three levels in the chain of command:

Guard Team-Leader Project Manager

Communication is very easy because rarely a group consists of more than ten guards. So,one team-leader leads a group of ten people (at the most).

The project manager manages all the operations related to a project (e.g. an operation assmall as a concert or complicated as the Ministry of Labor and Social Welfare, with sevenregional offices or KEK with more than six hundred employees), again, not exceedinghis managerial abilities (one leader on approximately ten subordinates).

The Operations Manager is an administrative post, in charge of planning and controlling.This post makes the life a lot easier to the project manager. This is because theOperations Manager in cooperation with other departments (especially human resources)manages all the administrative aspects (security concept, time schedule, posting,communications planning, relations with the client, etc).

Division of labor among the regional offices further simplifies provision of services. Infact, similar to the police organization, personnel from one region do not have anyjurisdiction over the personnel in the other region.

Basis for the interpersonal communication is the personal ID card system. Each employeehas the ID card stating his name and duty he performs under proper authorizations. Ifany special authorizations are required (e.g. for the random inspections), those areprovided in written by the General Director and can only be used once.

Equipment Operation ProceduresEvery guard must learn and abide to the instructions manual regarding all the equipment(flashlights, handheld radios, handcuffs, batons, etc). These instructions cover not onlytheir use but also their maintenance. Furthermore, they are continuously checked toverify their skills. In such a way, the life expectancy of every equipment item is increasedas well as their reliability in the any given situation.

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During any and all the operations, the project manager and/or the shift control assurethat all the equipment is in place, properly used and properly maintained and the LogisticsDepartment is in charge to survey all the equipment, keep them clean and always ready touse (regular servicing).

Records, Forms and Report Writing ProceduresBeing that no confirmation of the security status can be made without proper reports,our training course deals with this issue as one of the most important. Applicants start tolearn administrative procedures at the very beginning (they are expected to be able to fillout the main application form as well as several additional ones).

During the training course they are expected to deal with several simulated situations,requiring the trainee to give thorough information by writing reports (e.g. incidentreports, shift report, daily report, etc). They also learn how to fill the Log book andother regular documents usually required in the field.

Emergency Response TrainingTo always be prepared for the unexpected, this is the motto of the security industry. Thisis the philosophy that permeates the entire training at the ISSI “Katana”. And if this isnot enough, the nature of our work imposes continuous pressure.

Not just the location, but even every site has its own specifics that are important for theemergency cases. Thus, prior to be deployed in a particular site, each employee mustlearn all those specifics and be able to perform all the emergency procedures set in theContingency Plans. There are locations whereas those plans are in place and there areothers whereas contingency plans must be developed by WDG. In either case, theemployee will be aware of them prior to his deployment.

Our continuous training sessions are so designed to give our employees the feeling ofconstant preparedness and high level of consciences.

It is obvious that emergency response training is site-specific and must be planned andconducted in concordance with the client.

First Aid, Care of Sick and Injured ProceduresAll the course attendees must undergo and learn basic Life Support techniques andprocedures (Cardio Pulmonary Resuscitation, wound and bleeding treatment). Training isheld by the appropriate medical personnel approved and organized by the Red Cross ofKosova (see the Memorandum of Cooperation attached hereto). Furthermore, there is aregular procedure in case of any alimentary or other sudden diseases to immediatelyreplace the guard and undertake necessary measures for him to reach the proper medicalaid.

In cases of major public events (e.g. concerts, public rallies, etc) it is accustomed for theOperations Department to arrange the Ambulance and the medical team to be on site.

Fire DrillsAll WDG applicants during the basic training course are subjected to the special traininghours in the basic Fire Fighting techniques provided by a specialized Service Company(see the Memorandum of Cooperation attached hereto).

On-site training is arranged according to client’s Contingency Plans and our guards arepart of such training whenever organized by the client.

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Motor VehiclesIn accordance to current client’s SOPs, our employees will impose suitable procedures inregards to vehicle access/egress control and screening, parking and other procedures.

Our employees are already accustomed with such procedures in various locations (KLC,Unimont, Higjiena-Teknika, Trofta, Ministries, Municipalities, Universities,KEK, etc).

Our employees are also trained in other specific duties such as Traffic Control and CrimeScene Preservation. These procedures are arranged and regularly updated through ourcooperation with the police service.

Special RequirementsRefresher Training

Since the security guard is actually “working on the edge” we believe that refreshingtraining is one of the most precious things in our company. We believe that it’s veryimportant to stress the fact that our employees are encouraged to conduct individualregular training to sustain their physical fitness.Training Records

Each employee has its own training record, since his first class with the rest of WDGemployees. Our training instructors continuously supervise the training and record theprogress, comparing it with the respective benchmarks.Training Inspection

We would be honored to have any and all duly authorized client’s personnel visit ourtraining sessions to see live development of new generations of trained static guards,eager to achieve highest results in the field. This goes not only for the physical trainingbut for the theoretical lessons as well.

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VIII. Logistic support and back-up response

Uniforms

It is our understanding that employees must comply with the general standards ofpersonal appearance at any given location. Thus, we pay great attention as to meet thosestandards. For example, our employees working the night shifts on different locationswear the uniform of a type which is more convenient for the purpose. But, theemployees working at the Municipal Building (i.e. offices of the Municipal AssemblyPresident and the Municipal Chief Executive Officer) or at the KEK head offices wouldlook rather intrusive if they were wearing the same type of uniform. Instead, they wear adifferent uniform, appropriate for the circumstances. Furthermore; the employeesproviding security services at the city swimming pool in Gërmia (Prishtina) and othersimilar locations, also must merge with the look of the environment.

EquipmentAs for technical security, WDG has developed a new, special strategy so there’s no needto adopt the working environment based on the technical specifics, but the other wayaround.

As an experienced security company, WDG has invested significant resources to improvetechnical background. WDG is the only security company that has its own warehouse of

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technical accessories (barricade fences, etc) available for any lawful intervention forcrowd control (which proved to be very important and successfully used in varioussports and other public events).

More important fact, those fences were produced by our internal team of technicianswhose responsibility is to provide various means and accessories to ease theimplementation of our Security Programs (they also produce our guard “booths”) andprovide any necessary assistance to our engineering team.

WDG can provide myriad of equipment for various purposes (technical: barricades, irongrids, blind doors, vehicle search mirror, etc; electric: flash-lights; electronic: sensors,alarms, cameras and different circuits; or their combination: hand-held metal detectorsand other screening devices). Also, WDG can provide other specific equipment, i.e. forfire prevention and fire fighting.

WDG was the first private SSP Company to be licensed to wear and use batons, ASP’sand handcuffs.

WDG has also developed a communication system throughout the country, which, incombination with the client’s communication lines, would provide additional source ofinformation. This system, using a repeater antenna, is sufficient enough to communicatewith units all over the country.

VehiclesEach WDG office that runs any operation has at least one vehicle at their disposal. Beingall the major operations are located in Prishtina, this office operates with more vehicles.Amongst is a small truck that serves for transportation of the goods (especially technicalequipment).

Vehicles are mostly used for the shift control as part of our quality assurance program.Nevertheless, more elite vehicles are also at our disposal as well as those to provide 4 x 4wheels traction.

All our employees shall be properly equipped and well trained in order to perform theservices contracted in the level satisfactory to your CAPOC or SMSO. Any additionalmaterials and supplies necessary for the guard to perform his duty (e.g. paper materialssuch as log books, forms and reports, etc) shall also be provided by the contractor.

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Central Monitoring StationWDG has the most extensive Central Monitoring Station (CMS), located in or Main HQand operating 24/7. With more than 60 m2 space, CMS comprises several monitoringsystems – semi-duplex radio communications system; burglary alarm monitoring system;video-surveillance monitoring system; two land-line phone connections; two mobilephone connections; etc.

Employees from any and all the locations, throughout the country, have access to thosecommunications systems. Any burglary alarm system and/or CCTV system can beconnected and monitored via our CMS, facilitating guards’ duties, while increasingclients’ perception of security.

Back-up responsePersonnel

We at WDG pay great attention as to ensure an optimal number of reserve employees,ready to be engaged at any given time. All those men and women from our “pool” havealso successfully undertaken our basic training course and are engaged from time to timein different projects (such as crowd control during the public events, temporary

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replacement of an employee at any given location, etc). Their deployment is subject toclient’s security procedures. These would at the great extent ease the replacement and useof any excessive number of employees during exceptional circumstances.

The vast number of employees (exceeding 1.000) means that at least 200 of them are off-duty and available for any disaster or emergency response. Although they are not all inone place, their number is somewhat evenly distributed throughout the country (with thehighest number located in Prishtina – as can be expected).Equipment

WDG has a warehouse of complete inventory: uniforms, personal equipment, technicalequipment, etc. This is important to our operations, as the case may be that additionaluniforms and equipment may be required in emergency or exceptional circumstances.Operations

Our philosophy of team-building, team-work and mutual support is mirrored in ourmotto – “Every little – matters.” This is extremely important especially for ouroperations, since, there can be circumstances when immediate and urgent support isrequired. To this end, our communication system effective throughout the country andour network of active and back-up personnel can easily respond to any emergencysituation.

As mentioned earlier all our operational units have established and maintain contactswith local police as well as with our Central Monitoring Station. Each unit has shiftsupervision and support units, “online”, operational and available 24/7. This kind oforganizational scheme and continuous contacts with the police, account for much of ourextensive security system and provide for an additional sense of security to our clients.

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The EnvironmentMuch more than the statistical data, people trust the perception. To this end, there is ahuge gap between the perception and real security in Kosova. Elements and factorsaffecting the two are completely different and therefore, challenges and threats derivingfrom each are different, as are the possibilities and actions required. This gap has beenwidened even more after the declaration of independence and especially after entry intoforce of the Constitution.

WDG sha completely agrees with the concept of local ownership and accountability.This has been our paradigm for a long time now. In our line of work, that means“employing local people to do the local job.” To this end, WDG sha has been open tosecurity personnel and clients with security problems from all around the country.

These elements prove several key points in our assessment of the security “gap”: a) realpeople are equally affected by insecurity and economic factors (unemployment, inflation,etc), regardless of their ethnicity and/or political determination; b) although media andpolitics can draw people’s perception either way, their inherent inclination (as the case ofKosova proves), is to have a negative impact; c) if guarded against this negative impact,people will know how to choose the right solution, both for their economic and securityproblems.13

13 More about the gap between the perception and the real state of the matter of Kosova’s security, seethe occasional papers of the Institute for Studies of Security and Integrations, Prishtina: “SecurityChallenges following the approval of the Ahtisaari’s Plan”, (May 2007) and “Personal Securityin Kosova, a necessity for a comprehensive review” (August 2007)

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I. The Security Vulnerability (Rationale)A basic precept of assets protection is that an effective security plan or program must bebased on a clear understanding of the actual risks it faced. Until the actual threat to assetsis assessed accurately, precautions and countermeasures—even those of the highestquality, reliability and repute—cannot be chosen, except by guesswork.14 Since no sitevisit was conducted in preparation of this tender, we can only apply the generalconsiderations to specific locations contained in the Scope of the Work of the TenderDocuments.

In examining the vulnerability of a certain location (or an asset), security professionalsmust consider the following three factors related to the loss events:

- profile- probability- criticality

The relationship among these three aspects of a loss event is fundamental if any securityprogram is to be considered. This is because the physical security must be consideredwithin the Security Context, i.e. the environment where the protector, the asset and theattacker meet. The Security Context is the foundation of any vulnerability assessment andsecurity planning:

CAtAsS ),Pr,,(Equation 1. Security is a function of interaction between the Attacker (At) against an Asset (As) and the

Protector (Pr) defending that asset, in a particular environment/context15

General considerations will be drawn based on

a) Client’s statement of the services to be provided and substantive tasks thereof

b) The state of security in general and the current perception of security and securitythreats perceived by the general public in those areas.

c) Our available data on ordinary crime in specific areas (depending on the client’slocations),

In order to do that, we need to a) consider the Tender Documents; b) consult specificproprietary data; c) consider individual circumstances, conditions and their combinationsthat would worsen the situation or increase the risk of damage or loss: physical environment(not available since no site visits were made), social environment, political environment, state-of-the-crime (current trends of crime activities in the area of each particular location).

Having done that, we can create an image of the security vulnerability for each particularlocation as well as the client’s overall security vulnerability, reflecting the weightedcombination of the former.

Services requiredAccording to the tender documents, the Contractor will be responsible for providingguarding services for the Client’s site near Lypjan and possibly other locations.

14 ASIS International: Protection of Assets, Chapter 2: Security Vulnerability (2004)15 MANNUNTA Giovanni: “Defining Security”, (page 20) The Royal Military College of Science,

Cranfield Security Centre, Cranfield University, Wiltshire (2000)

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Main duties of the guards are to be Access Control and Patrolling. The tender documentsdo not contain any information in regards to the security and/or security vulnerability ofthe location.

Be that as it may, for the security program to be successful, we need to perform, at leastinitial and superficial assessment of the vulnerability, and at least to the extent that theavailable data allows.

General securityWith the declaration of the independence on 17th February and the approval of theConstitution, which let way for the EULEX Mission to assume its role in Kosovo, newcircumstances (both political and security) have emerged.

This fact is very important as it shows the current constellation of security factors – asthe Mission will be largely accepted by K-Albanian majority and other minorities, it willbe strongly opposed (and maybe even rejected and resisted by K-Serb population).However this situation has been anticipated, it is of utmost importance in evaluating thesecurity vulnerability. The events following the declaration of independence, in northernborder with Serbia, have caused all the international and local personnel (customs andborder police) to withdraw from their posts, due to serious concerns about their personalsafety. This situation has aggravated even further after the police and KFOR interventionat the Municipal Courthouse in Mitrovica which led to the death of one Ukrainianpoliceman. Political implications and further ramification of the situation is present inother K-Serb areas as well. K-Serb officials in the municipality of Graçanicë wererecently attacked by political perpetrators stimulated from Belgrade; K-Serb membershave abandoned police force as well as the Customs Service, implying that thoseinstitutions are not to be trusted by any K-Serb citizen.

Security contextA number of loss events can occur in the Client’s premises, including but not limited tothe following events, ordered by their general frequency of occurrence: various degreesof thievery (petty theft, larceny, grand theft, etc), physical assault, breaking and entering,robbery, damage to property, endangerment, natural disasters, industrial disasters, etc.Actual frequency in a particular location will depend on the environmental factors. Table1. shows the national statistics for Kosova, between 2000 and 2006, for few mostfrequent loss events:

Table 1. Loss events: Crimes against property in Kosova during 2000-2006

It is obvious that all these crimes are potential loss events to all your locations. Table 2shows the crimes detailed by region and ordered by the total number of loss events.

YearsLoss events 2000 2001 2002 2003 2004 2005 2006 TotalBreaking &entering 3974 4314 4490 3730 3854 4254 4967 29583Damage toproperty 1777 2390 2421 2531 2511 2466 2661 16757Robbery 586 513 475 354 406 530 482 3346Theft 5976 7985 7676 6891 7296 8086 8705 52615Auto-Theft 3338 2281 1343 877 749 718 501 9807Total 17651 19484 18407 16386 16820 18059 19322 112108

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RegionsYear Prishtina Gjilan Peja Prizren Mitrovica Total

2000 8348 2565 2190 2439 2113 176552001 8260 3820 2914 3200 2788 209822002 7836 3384 3145 2433 2282 190802003 6098 3032 3064 2275 2349 168182004 6484 3583 2937 2348 2375 177272005 7018 3245 2881 2280 1835 172592006 6817 3625 3447 2407 2000 18296

Total 50861 23254 20578 17382 15742 127817Table 2. Loss events: Crimes against property by region (2000-2006)

As the table 2 shows, the most “endangered” region is Prishtina with more than 50.000loss events during 2000-2006 period. Also, it must be stressed that the number of lossevents in that region, has ups and downs during that period. The “safest” regionaccording to the data in the table is Mitrovica with “only” 15742 loss events for the sameperiod of time.

The Figure 6 shows that all the regions are pretty much at the same level of crime,varying according to the number of population. However, for the purposes of thesecurity vulnerability analysis, the total number matters more than the relative numberbased on the number of population. This figure shows that the crime figures fromPrishtina region are more than double the numbers from the other regions.

Figure 6. Graphical presentation of the Table 3.

Another important issue to address is physical assault against international personnel.During the 2000-2006 period, the number of assaults has significantly varied.

The table 3 shows the numbers:

2000 2001 2002 2003 2004 2005 2006 TotalCrimes against persons(international staff) assaults 34 43 94 126 102 68 56 523Crimes against persons(international staff) harassment 23 46 48 106 54 56 60 393Crimes against persons(international staff) total 60 91 150 247 167 161 142 1018

Table 3. Crimes against international personnel

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Figure 7. Graphical presentation of Table 4.Figure 7 shows that the number of assaults has shown a gradual decrease in years, whilethe number of harassments has shown gradual increase (if the year 2003 is approximated– crowded out).

Similar statistical data is available for the ensuing years (2007/2008), and similar analysiscan be made for those years as well. Current trends will help us assess the securityvulnerability of the Client’s property and personnel.

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II. Successful SecurityTo be successful at developing a physical security program for the protection of assets,we must first think hard about what effective and successful security program might looklike. What characteristics do we want to see in the new developing system?

Of course major changes do not occur over night, and each location context is somewhatdifferent. Moreover, generalizing across all the locations in the country and across theirvaried purposes, risks and threats, is by no mean an exact process. The following shouldnot, therefore, be viewed as a single goal for all locations to reach. Indeed, each locationwill move forward on its own terms. Nevertheless, based on millions of hours ofexperience each year, and with the aim of clarifying our basic security objectives, wepresent main characteristics of effective security program. The following example isdeveloped based on our own experience and the successes we’ve drawn in individualcases (for more information, see the chapter Experience with other Projects).

Usually, clients appoint a Point of Contact (CAPOC) charged with the security issues. Inan ideal scenario, the CAPOC is an expert of the field, and has clearly understood theimportance of the security and has significant authorizations on the field. Furthermore,the ideal environment is separated from the rest of the area and firmly protected bytechnical means (fences, cameras, alarm systems, etc) and the security personnel is fittedin number, well trained and fully equipped for the job. They are encouraged by theCAPOC not just to observe but also to impose the security rules (thorough personneland vehicles’ access/egress control, proper registration of human and material flow, firmactions to deter any attempt of breaking and entering the secured area, etc). In an idealscenario, appropriate security culture is in place, and the client’s employees are well awareand fully cooperative in implementing the security protocols and therefore, the actualdanger for the property comes only from outside the fences.

In the financial realm, client is undertaking all the necessary measures so that the SecurityCompany has access to the resources to match its new functions. This is assured throughtimely and less-conditioned money transfer pursuant the Financial Rules and Regulations.Client also demonstrates increased concern to improve local technical protectionespecially at those locations that are marked as endangered by the Security Company’sfield officers.

Where the CAPOC is cooperative with the security officers, the rest of the employeeswill be increasingly responsive to and interactive with the security personnel. Securityregulations are increasingly obeyed in response to the guards’ demand and priorities.CAPOC, in reflection to the composition of the location, interacts regularly with thecompany’s Project Manager as the first point of contact (CPM). This assures that all thenecessary security information is exchanged and all the security issues are properlyaddressed. In short, CAPOC actively participates in decisions that affect theirenvironment and field of work. Ultimately, they both realize that they jeopardize theirpersonnel if they dismiss location’s security issues.

Ideally, collective security and safety consciousness develops and the progress in securityas the prerequisite for the overall prosperity - as opposed to the negligence, narrowpersonal business interest and lack of responsibility - becomes a paramount for all.

Effective security personnel have the technical know-how, capacity and resources tosustain the delivery of the security services at the level satisfactory to CAPOC. They learnfrom experience and they are able to get things done.

Although progress in capacity can be measured in many fronts, two key points must bekept in mind:

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- To a large extent, the success of the security service is measured by the ability ofclient’s management (at all levels) to cooperate with the security company; there is, by itsability to address perceived needs and provide basic tools required.

- Security Company’s ability to perform is tightly restricted when financialresources are insufficient to meet its primary function, i.e. when the client delayssignificant financial amount and payments are not timely made.

In the ideal scenario, the financial position of the Security Company is strengthening withincreasing capacity. Security guards regularly receive their appropriate wages to supporttheir families, which is all-national interest, yet the company is able to collect revenues,which will be further invested to improve the provision of the services. From ourexperience, the more the client cooperates with the Security Company, faster and higherthe success achieved, better the security and longer the satisfaction.

The core element of any security planning is not resisting the attack, but deterrence ofthe attacker. The success of a security plan is not measured by the number of attacksdefied, but rather, by the consequences accrued during that period of time, as opposed tothe period when there was no security program in place. This is because, even the attacksthat have been withstood, will leave some degree of consequences. Therefore, thesecurity measures are essential for a successful security program. The following formulawill clarify this:

)]1(,[ SPPC ICC or )]1(),[( SPFCC IxEECEquation 2. Consequences of a loss event

CC: Expected consequences for the current period; CP: Total measurable consequences accrued during theperiod when there was no security program in place; EC: Loss Event Criticality if no security is installed;EF: Loss Event Frequency; ISP: Index of the security measures (the cost of the security program as afraction of the CP).

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III. The Security Program (Strategy)The following are the substantive tasks envisioned for the Contractor’s personnel:

The security guard’s main duties are:

(a) To secure Client’s buildings and associated movable property;

(b) Provide a secure working environment for Client’s staff and visitors; and

(c) Assist in the management of visitors at locations.

This includes, but is not limited to, controlling and logging any and all activities at theselocations, preventing unauthorized personnel access to the sites and conducting securityscreening of personnel, vehicles and goods entering the premises, in addition tooperating any technical equipment when necessary, main specific tasks are as following :

(a) Main Entrance Door: This is the entrance where people enter and exit and visitorsare searched and ID cards checked.

(b) Watch and Control Duty: This is the security service including watch at the place ofassignment and control duty to prevent parking of outsider’s cars and placement offoreign objects at the parking area and in front of the building.

(c) Guards shall perform their duties at the ground floor, in the front of the building,at the parking area and at other places at the sides of the building as shall beinstructed by Contracting Authority.

(d) Guards will ensure that all persons removing equipment from the Client’s facilitiespresent the equipment and valid document in which this action is duly authorizedwith signature, a copy of authorization of such equipment movement must be keptby the security officers and report on regular basis to the SMSO or designate.

(e) Any and all visitors coming to the building and wishing to pay a visit shall,irrespective of their identity, be searched and security cleared depending on theequipment available at such location for example: scan through detector, walkthrough detector, handheld detector etc.

(f) Guards shall immediately get acquainted with the staff working at the building andother people shall be regarded as customers and visitors.

(g) Guards shall be provided with the list of names of the staff and their vehicle platenumbers so that they can control the entries to the building and those to theparking lot accordingly.

(h) Guards shall not be overly familiar, and act in an informal way with the staff,customers and visitors for any reason whatsoever.

(i) Entries and exits after normal working hours by the staff shall be recorded in theregister by time required to be signed by staff.

(j) Guards shall in no case allow entry into the building of any visitor without priorapproval of the staff, whom the visitor is requesting to visit.

(k) Log books of visitors must at all time be kept including but not limited to: date, thename of the visitor, ID card number, name of the staff visited. Such log booksmust be provided to the SMSO or designate on regular basis as agreed.

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(l) Guards shall always establish coordination with, and receive work-relatedinstructions, if any, from the SMSO and shall accommodate the instructions sogiven and shall inform the SMSO or designate of any issues that may go beyondtheir power.

(m) In case of fire, guards will identify the place of fire and use the nearest fireextinguisher to extinguish the fire, in the meantime instruct people near the sceneto leave the scene and close the area. In case that fire is beyond his control, securityofficer will check if anybody is there and try to help person leave the scene, try toseal the scene and leave it; contact via phone receptionist or second officer withrequest to notify The Project Manager

(n) In case of building evacuation, guards will follow the instructions received fromSMSO or designate and assist people in smooth and uninterrupted evacuation ofthe premises and will not allow anybody to enter the premises during theevacuation.

(o) In case of office invasion security officer will by all possible means immediatelyinform the Project Manager about the case. In such a case, performance of guardhas to be polite; he or she will listen carefully to intruder’s requests and inform himthat his request is going to be forwarded to Client' official. By all means he will tryto keep intruders in the lobby and won’t allow them to entry other parts of thebuilding, and will follow instruction received from Project Manager.

(p) More detailed on field instruction will be provided by SMSO for the Contractor.

(q) The guards shall always establish coordination with, and receive work-relatedinstructions, if any, from the SMSO or designate and shall accommodate theinstructions so given and shall inform the Project Manager of any issues that maygo beyond their power.

(r) In any other event of emergency, the Contractor shall contact the SMSO ordesignate.

To counterpart those tasks and duties, WDG sha will furnish personnel with StandardOperating Procedures (which are hereto attached and subject to the Client’s approval),General Code of Conduct, appropriate training, job-descriptions and site-orders.

Standard Operating Procedures deal with issues set in the paragraphs a, b, d, e, i, l, m.

Job-description and site-order will set the working area and limitations, as stipulated inparagraphs c, f, g, k, n, r, s, and t.

Basic Training Course, which all the guards must successfully attend to, prepares theguards for all their day-to-day tasks and duties. The content (syllabus) of the course isattached hereto, along with the presentation of the Institute for Studies of Security andIntegrations “Katana”. Among other issues, training prepares the guards for the tasksand duties stipulated in paragraphs h, o, p, and q. However prepared the guards might bein general, the Client’s Emergency and Contingency Action Plans must assignappropriate and specific duties to security guards, specific to each location.

In practice, for a location that requires 24/7 security, the security company must providefour (not three) security guards. This is due to the fact that, every employee (i.e. securityguard) must be allowed a number of regular days off. This is why the fourth securityguard must be instated and in any given day, one fourth (1/4) of the employees have

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their day-offs. Furthermore, in order to allow for all those employees to use theirvacations, sick-leaves and other leave-of-absence days, the company must adjust thenumber of employees for an additional number of security guards. Since there are 12months each year, 1/12 of employees use their yearly vacations each month. It isstatistically proven (in our company’s experience) that 2% of employees are in sick leaveeach month in average.

It must be stressed however, that the Client pays for the services provided regardless ofthe number of employees. The additional number of employees merely smoothes thecompany’s operations, provides for employees’ satisfaction and morale and is incompliance with the current legislation.

This number does not account for any future request for an additional guard-force orother increase in the provision of the services (permanent or temporary). Such demandswill be met by the company’s program of internal reserve of guards and the company’ssystem of recruitment and vetting.

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IV. Operational planNo two places are the same and the operational plan will depend on the actual needs andrequests made by the client (hereto, the client is each location individually as wellCAPOC). However, some general measures and actions will be mutual to all locations,while the rest will be planned after an initial vulnerability assessment is made (asstipulated earlier).

Time tableThe following will take place immediately after the contract has been signed and prior tothe deadline for the commencement of the services under the contract:

- Security personnel will be carefully selected to transpire the criteria stipulated in thetender documents.16 While doing so, a special attention will be paid to ourphilosophy: “local people for local jobs!”;

- Only guards which have already proven high standards of personal conduct andprofessional behavior, have been positively confirmed through our vettingprocedures, will be considered for selection;

- The Contract Project Manager will be introduced with the Client’s authorities(CAPOC, SMSO, etc) to confirm locations and guard posts, confirm the StandardOperating Procedures (SOP), Job-Description for each location and guard-post, etc;

- If so required by the CAPOC, the list of the personnel assigned for this contract willbe made available to the client;

- All the approved personnel will be summoned and debriefed about the project, themission, substantive tasks and duties (Job-Descriptions, Site-Order, etc) as well asany other detail deemed important;

- All the locations will be equipped as required by the client;- The local police station will be contacted and informed of the new presence of

WDG in their area of responsibility. Appropriate procedures of information andcontact will be discussed with CAPOC and appropriately included in the SOP;

Once all the preparatory actions have been completed, the guards will be deployed andassigned to appropriate guard-posts and the CPM will contact CAPOC to establish theextent of the initial vulnerability assessment to be developed by our security professionalsand experts from the ISSI “Katana”.

Within a week after an approval has been granted and the scope of the vulnerabilityassessment determined, our personnel will draft an initial assessment of the securitysituation and vulnerability analysis for each individual location.

The initial report will also contain the recommendations of appropriate measures andactions to be taken, procedures that need to be modified or, the new ones that need to beconsidered; an initial and provisory cost-benefit analysis of any new measures andprocedures proposed under the report. If any new procedures and/or measures havebeen proposed and approved, all the personnel involved in the execution will be properlynotified and if necessary – trained appropriately (client’s personnel included).

Special consideration will be paid in developing a security culture in every environment,including measures and programs to raise client’s employee awareness about the securityprograms, fostering CPTED (Crime Prevention Through Environmental Design), COP(Community Oriented Policing) and any other program or system that might bebeneficial to the security of the Client’s personnel.

16 It must be noted however that the above are only the finalizing procedures, and will only be a matterof hours, since data available within our database, will make this procedure effortless.

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