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ilaUniversidaddeManilaUniversidad

Universidad de Manila
CM Palma Street corner Arroceros, Manila
COLLEGE OF CRIMINOLOGY

Area: Forensic Photography

Prepared by: JUAN PAOLO AGUIRRE

I. Security Concepts and Principles

A. Security Functions Cycle

Security Functions Cycle is the never ending process of prevention, reaction and
investigation.
Threat refers to an event that may cause problem to a security.
Risk concerns the degree of Loss.

Stages of threats and Risks

1. Presence or Threat Stage – the first stage is the presence of security risk. The mere
presence of security risk creates a threatened condition. In this stage there is no
damage or loss incurred
2. Occurrence or Emergency Stage – the second stage is the occurrence of consequent
conditions or actions caused b a security risk or the encountering of a security risk.
This stage creates an emergency situation. In this stage, damage or loss is being
incurred.
3. Consequence or Loss Stage– the third stage is the consequence or effect of a
mishap.

Security Actions / Responses to risks

1. Prevention – This is the action taken when a security risk threatens a resource. This
is to prevent the occurrence of an incident caused by security risk. This is the
fundamental objective of security.
2. Reaction – this is timely necessary and correct action to take during emergency stage
when an untoward incident occurs. This is to avert the untoward incident or to
minimize the damage or loss of a resource.
3. Investigation – this is the ensuing action done after an occurrence of an incident
caused by the security risk. This is to possibly recover the loss and extract lessons
from the experience and formulate solutions to prevent the reoccurrence of the same
incident.

Functions of Security
1. Risk Management – this is a function of security that provides the guidelines to
identify all the possible risk that may threaten the organization, assess the impact of
these risks to the business and determine the likelihood of their occurring and their
impact.

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2. Business Intelligence – this is a body of knowledge about the environment including

the threats to the organization.
3. Crisis Management – this is a function of security which provides for the policy and
procedure to minimize the loss or destruction of the organization’s resources resulting
from an occurrence of a mishap.
4. Case Management – this is a function of security that provides for the proper
disposition of all security incidents that cover not only the administration of sactions
erring employees or apprehension of perpetrators of crimes but also the determination
of the causes of the disruptive events, drawing or lessons and the creations of means
to prevent their reoccurrence. It is basically an extended for of reconstructive
investigation.

B. Principles of Security
1. There is no Absolute Security – there is no known place accessible to man or
creation where hazards do not exist. This principle requires the need for the
recognition that hazard in any form will certainly occur.
2. Security is only as good as its weakest link – security risk is greatest or a mishap will
most likely occur where there is the least protection.
3. High Relative security can be achieved in depth – this principle implies that
redundant security measures are necessary. It also requires that each system is
independent from each other.
4. Risk may come from within and without – security against external hazards does not
guarantee protection. This is because most hazards come from within the team or its
area of operation.
5. No two installations are alike – every team has different circumstances from the
other. Each has a different set of values and priorities. This difference is further
extended to their environment and resources. This being so, they also have different
security requirements. This principle requires that security and measure should be
specific to the requirements of a facility so that different approaches to protection must
be made.
6. There is no impenetrable barrier – this principle requires that security systems and
measure must be constantly maintained, continually tested and upgraded as necessary.
7. Security is everybody’s concern - this principle requires that security must be
explicitly stated as one of the duties and responsibilities of every member of the team.
8. Deterrence is only good against the least determined perpetrator – this principle
means that deterrence is good only against a law abiding person but not to determined
offender.
9. All aspects of security must be applied to secure an object – objects of security are
resources or facilities that need to be secured or protected. The specific objectives and
circumstances of these objects or facilities create a need for specialization or a peculiar
security operation.
10. The effectiveness of one aspect of security is dependent on the application of the
other aspects – similarly with the preceding principle of security, the effectiveness of

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the Personnel Security Aspect Policy can be obstained only with the application of
information security.

C. Security Aspects
1. Personnel Security – This is the aspect of security which ensures that the members
of a team and those accepted to be members are capable, reliable, trustworthy, loyal
and healthy.
2. Information Security – this is the aspect of security which ensures that no classified,
sensitive or critical information proprietary to the team are disclosed to unauthorized
individuals, distorted, destroyed or lost.
3. Operations Security – this is the aspect of security which ensures that all critical
policies, rule and regulation, systems and procedures are being properly enforced and
followed.
4. Environment Security – this aspect of security ensures that the environments where
the organization exists and operates are supported.
5. Reputation Security – this is an aspect of security which preserves the good
reputation of he team, its brand and all the products and services it stand for. It
ensures that the commitments made to the clients are served as promised.
6. Physical Security – this is a system of physical barriers placed between the hazard
and the assets to be protected.

II. Security Management

A. Concepts in Management
Management refers to the functions of facilitation resources to attain the company’s
objectives.
5 M’s of Management
Money
Manpower
Material
Methodology
Machinery
Administration – refers to the policies to obtain company’s objectives.

Planning – refers to the process of determining a proposed mode of actions based

upon a full understanding of the factors involved, and directed at specific objectives
which take into consideration the priorities described by management.
Organizing – an arrangement and relationships of jobs and position which are
necessary to carry out personnel programs as determined by top management.
Staffing – it means recruiting the right people for the right job.
Directing – the guidance of all efforts toward a stated objectives. It provides a means
of putting plans into action through effective supervision, work rules and procedures.

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Coordinating – a method of getting people in an organization to work together

harmoniously to acgve a common goal with minimum expenditure of effort and
materials. This provides the orderly synchronization of efforts through correct timing and
sequence of execution resulting in harmonious and unified action in pursuit of common
objectives.
Budgeting – refers to the proper disposition of resources.

B. Types of Security Units

 Propriety
o Company Guard Force
o Government Guard Force
 Contractual
o Agency Guard Force

Types of Security Unit based on size and shifts

1. Single Post Single Shift – this is a type of security post which only requires one
guard. It is applied to small businesses that do not operate 24 hours.
2. Single post Multiple Shifts – this a type of security unit where there is more than
one guard and more than one shift. This type of security unit is generally applied
to organization with twenty-four hours operations and who have no alternative
security measures outside of the office hours.
3. Multiple Posts-Single Shift – this is a type of security unit where there are more
than one guard needed to be assigned in different posts during single shift. This is
applicable for large facilities with wider areas to cover but, its operation is only as
long as a single shift that they have alternative physical security outside of the
operating hours.
4. Multiple Post-Multiple Shifts-Single Location – this type of security guard unit
is called Security Detachment. It can be a small detachment, medium sized or
large detachment; it usually requires at least 9 guards.
5. Multiple Post-Multiple Shift-Multiple Location – this type of security unit is
usually applied in very large organization with facilities in different locations.

C. Guideline in Selection of Security Provider

1. A selection board shall be created and it will lay down the criteria for selection.
Examples of the criteria are the following:
1.1 Cost
1.2 Over all security plan
1.3 Reporting Systems
1.4 Guard deployment scheme and thoroughness of specific functions
1.5 equipment deployment and utilization plan
1.6 Frequency of patrol
1.7 Operational readiness of the present guards
1.8 Mastery of the Agency Management to formulate Security Programs

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1.9 Reaction time to emergency

1.10 Investigation capability and skill
1.11 Office Management
1.12 Compliance to pertinent laws and regulations
2. Values or weights shall be assigned to each criterion according to its significance
to the security requirement of the soliciting company.
3. The proponents shall each make an oral presentation of their proposed security
plan in the presence of the other bidders.
4. The members of the bidding committee shall rate every bidder based on the
particular criterion, say on the scale of 1-10
5. The rating will be multiplied to the designated weight of the said criterion to get
the criterion rating.
6. Then, all ratings of all the criteria will be added to get the total rating of the each
proponent.
7. The proponent with the highest total rating will be awarded the contract.

D. Security Service Contract

The Security Guard Service Contract is a formal instrument that provides for the terms
and conditions of the services and considerations exchanged between the Organization
and the Security Guard Service provider. The elements are listed and described as
follows:
1. Title – this element cites the name of the instrument and the nature of the
services being acquired.
2. Preamble – this element provides for the legal identities of the parties to the
contract, their respective circumstances and representations.
3. Obligations of the Service Provider – this element state the services to be
provided by the service provider and how such are to be carried and delivered.
The details of this element should be attached as appendices as follows:
3.1 Appendix 1 – post Description and Guard Deployment Schedules:
3.2 Appendix 2 – Guard Forces Management Plan includes the Organization and
Organizational Relationships, Security Operating Policies and Procedures, the
Post Duties, Post Responsibilities and Reportorial Requirements;
3.3 Appendix 3 – Services Level Agreement which summarizes and tabulates all
the expectations of the organization from the service provider.
4. Penalty Clause – this element states the agreed penalties to be meted to the
service provider should the expectations of the client organization are not met.
5. Confidentiality Clause – this element describes the need to maintain the
confidentiality of the contents of the contract, which are to be confined only to
the parties and their assigns.
6. Consideration Clause – this element describes the cost of the services broken
down in detail, the terms and the schedules by which the services are billed and
paid.

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7. Exemption Clause – this element describes the circumstances by which the

Service provider is exempted from liabilities such as Force Majeur.
8. Duration and Expiry – This element states the life the contract, which should
start upon signing or from the deployment of guards and ends at the expiry date.
It also provides the procedure for the renewal or non-renewal of the contract
after its expiry.
9. Governing Laws and Settlement of Dispute – this element provides for the
procedures to be followed in the event of a dispute in the implementation of the
contract.
10. Signature and Subscription – this provides for the testimonies of the
representatives of the parties to the contract as to their understanding and
acceptance of the provisions of the contract.
11. Notarial Registration – this element provides for the third party recognition of
the contract as a legal and public document.

III. Security Guard Force Management

A. Guard Force Leadership

Whether a guard force is proprietary or contractual, it is essential that a full time
member is assigned to manage and lead the Security Force. This is to provide focus to the
mission of the security team. This mission should be aligned with the organization’s
objectives.
This officer must be equipped with the broad knowledge and understanding of the
organizational structure and operations. He must have entrepreneurial aptitude. He must
have intensive education and extensive experience in organizational management as well
as in the security field. He mst be competent and proficient in the application of the basic
tools of the profession. He must also have a wide network of contacts in the government,
in his own field of expertise and the other fields that support the organization.
The Guard Force itself must be lead by a Specialist Security Supervisor who would
provide the operational supervision of the guards. The supervisor must also have
extensive education and training in security and guard force management.

B. Elements of Guard Force Management and Operating Plan and Procedure

The Guard Forces Management and Operating Plan and Procedure are the basic
references of all guards in the performance of their duties. Its provision shall be reprinted
and distributed to all the guards and other persons concerned with security. It should be
covered by an implementing policy so that appropriate control can be adopted to enforce
it.
The elements of the guard force management and operating plan and their
descriptions are as follows:
1. Reference – the reference cites the justification for the need of a plan. The basic
reference in this example is the Guard Service Contract.

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2. Objectives, Purposes and Uses – this element describes the rational objectives
and the principles of the Guard Force Management and Operations Procedure.
3. Definition of Terms – this elements provides definitions for the terms peculiar to
the described services. It also defines the contexts for which the terms are used.
4. Statement of Security Guard Service Principles – this element describes the
principles such as the detail on the practical expectations and limitations of the
guards. These are based on the accepted principle of guarding that could exempt
them from undue liability.
5. Organizational Relationship – this element describes the line of authority for
both administration and operation.
6. Deployment Schedule – this element states the different post and the shifts to be
manned by security guards.
7. Security Requirement – this element describes the security needs of the
organization.
8. Security Operation Requirements – this element enumerates the different
Security Control Measures and Procedures, which the guards should perform to
address the security requirements of the Organization.
9. Duties and Responsibilities – this element states and describes the individual
duties and responsibilities of the guard in the different post.
10. Revisions, Amendments and Additions – this element provides for the latitude
to make adjustments to the plan as deemed necessary and as demanded by the
circumstances.
11. Appendices – this element refers to the attachment to the plan. It includes the
different Security Policies and procedures of the organization, which the guards
must enforce. They are (but not limited to) the following:
 Security Patrol Procedure
 Visitor Control Policy Procedure
 Incoming and Outgoing Material Control Procedure
 Key Control Procedure
 Policy Procedure for Vehicle Control
 Emergency Procedure
 Reporting Procedure
 Recording Procedure
 Duty Turn-Over Procedure

C. Responsibilities of Security Supervisor

The Security supervisor is the leader of the security guard force. He is the primary
link between the Guard Service Provider and the Client Organization. As such he has to
perform the following functions.
The Security Guard Supervisor’s Administrative Duties and Responsibilities are as
follows:
1. Prepares the periodic Guard Detail;
2. Ensures the availability of supplies and equipment by making timely requisition;

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3. Checks the attendance of the guard and accomplishes the Daily Time Record;
4. Accomplishes and submits the daily, weekly and semi-mothly security
operations reports;
5. Checks the uniforms of all guards for correctness, completeness and
presentability;
6. Checks the fitness of all guards to perform their duties;
7. Maintains the records of all operation and administrative documents of the
detachment;
8. Conducts investigation and adjudication of guard misconduct.

The Security Guard Supervisor’s Administrative Duties and

Responsibilities are as follows:
1. Conduct mustering, inspection and briefing of the guards prior posting using the
prescribed procedure for guard mounting;
2. Inspects the guards on post during their tour of duties following the functions
list of the guard at the post and ensures that the prescribed functions of the
guards are performed according to prescribed procedure;
3. Conducts redundancy patrol to maximize security visibility and by following
the prescribes procedure;
4. Coordinates closely with the unit heads of the different security and business
units operating side by side with his detachment
5. Accomplishes and maintains the Commander’s Journal.
6. Accomplishes the Daily Security Operations report for the detachment and
submits it to the client representative for discussion, acknowledgement,
acceptance and notation before the office hours.
7. Provides leadership and direction to the security guard force in an emergency
following the prescribed procedure.
8. Enforces company regulations;
9. Assists the designated company representative in investigating security
incidents.
10. Maintains good rapport with the security unit of the neighboring facilities;
11. Maintains close contact with the concerned heads of the government units
involved in peace and order maintenance and law enforcement such as the
police, military, investigation bureau or homeland security;
12. Conducts continuous security assessment of the facility and renders report to the
client and his superiors for any significant change in the situation;
13. Conducts periodic operational readiness evaluation of his guard;
14. Provides extra instructions to the guard where they are deficient;
15. Performs other security functions as required by the client not covered by
routine duties.

D. Security Unit Operational Readiness

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A team leader must at all times be apprised with the level of readiness of the
Security Team. He must have a system to evaluate its readiness. The following are the
elements of the Operational Readiness and Performance Evaluation of the Security Team:
1. Presentable Appearance, Completeness of Uniform and Organizational
Equipment – this element of evaluation is used to determine the completeness,
propriety and the demeanor of the guards.
2. Operational Provisions – this element is used to determine the readiness of the
operational equipment of the security unit such as radios, firearms, metal detector
and watchman’s clock are accessible, deployed, operational and well maintained.
3. Security Operations Records and References – this element of evaluation is
used to determine the discipline of the unit in the proper use, accomplishment and
maintenance of records and manuals and to establish their accessibility for
reference in the performance of duties, investigation or policy formulation.
4. Security Reporting and Compliance to Procedures – this element is used to
determine if all security incidents, where losses were incurred, have been resolved
and were given proper disposition.
5. Compliance to contract Provision – this element is used to determine if the
detachment had satisfied all the provisions of the service contract.

E. Mounting of guards and turn Over

Principles of Guard Mounting

1. The supervisor shall ensure that all guards are fit and operationally prepared to
stand duty.
2. A well-informed guard is a forearmed guard.
3. Continuous education that is done during turnover makes up a complete guard
4. The motivation and the effectiveness of guards are dependent on the
supervisors with whom they interact with during guard mounting.

Guidelines for Guard Mounting

1. The supervisor must form all incoming guards at least 20 minutes prior to
assumption of duty.
2. The supervisors shall conduct attendance check and rank inspection.
3. The supervisor shall inspect the guards individually to check if their uniforms
and paraphernalia are complete, proper, prescribed and presentable.
4. The supervisor shall brief all guards on the following:
- Latest instruction of client
- Current security situation
- Significant development on the peace and order situation in
the locality
- Significant news item for the day
- Security procedure reminder
- Client policy reminder

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5. The supervisor shall synchronize the time of the timepieces of the guards.
6. The supervisor shall dismiss all incoming guards for deployment to their
respective posts.
7. The supervisor shall then form all outgoing guards and conduct a cursory
inspection of the guards on their appearance.
8. The supervisor shall solicit and receive debriefing for significant events,
observations and instruction by officials, from the guards.
9. The supervisor shall give the basic reminder and the lesson for the day.
10. The supervisor shall dismiss the guards. He shall then make them sight the
time cards or sheets, as applicable.
11. The formal way of guard mounting is when the supervisor shall lead the
incoming guards to all the post and he supervises the turnover of guards in
each post.
12. The supervisor shall ensure that all outgoing guards are out of the facility
within 15 minutes unless there is a valid or authorized reason.
13. The supervisor shall then patrol and inspect all posts to ensure that proper
turnover of duties was carried out.

Guard Turn Over of Duties and Responsibilities

Principles of Turnover of Duties
1. Turnover of function is a critical point to any security guard operation.
2. The guard on duty is solely responsible for any defects in his area of
responsibility even if such occurred before his duty.
Guidelines for Turnover of Duties
1. The incoming guard shall report at his post at least 15 minutes before posting.
2. The incoming guard shall ensure that he is fit to stand duty. He should be in
complete and presentable unform and properly groomed.
3. The outgoing guard shall make a cursory inspection of the incoming guard for
fitness to duty and completeness and presentation of uniform. Defects must be
corrected.
4. The outgoing guard shall log in the actual arrival of the incoming guard before
turning over his post.
5. The incoming and the outgoing guard shall make an inventory and inspection
of all equipment, logbooks and tools required in the course of the guard’s duty.
6. The incoming and outgoing guards shall conduct a patrol of the post and the
AOR.
7. The incoming guard shall read all logbook entries from the time he was
relieved to the time before reassuming duties.
8. The guard shall assume duty and log in the actual time of the assumption.
9. The guard shall log the actial time of departure of the outgoing guard.

IV. Security Program

A. Definition

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A security program provides for the detail on how a security plan for an
organization should be carried out. A security program aims to provide the members of
the organization a clear understanding of security in relation to the objectives of the
organization. It is based on the security philosophy that the organization has adopted.
Moreover, it provides the members a clear understanding of their individual and
collective roles in security and the rationale for such roles. Lastly, it provides them the
guidelines by which their roles are performed. All of these are done with the end in view
of developing and instituting a Corporate Security Cultrure.
B. Developing a Security Program
1. Adopt a security policy – this policy shall be based on the basic security needs of
a team. It shall define how the organization plans to address its security needs.
2. Create and Organize a Security Committee – the security committee shall be
the collegial body that will oversee the development and implementation of the
organizational security program and the security policies and procedure.
3. Create a Business Integrity Office – this office shall monitor the execution of
the security program, its main objective is to conduct oversight monitoring of the
different operating units to check for proper execution of the Security Programs of
the Organization.
4. Designate a full time Business Integrity Officer – this officer is the head of
Business Integrity Office.
5. Write and adopt the Organization’s Security Philosophy and the Model by
which the philosophy shall be practiced. – this philosophy should embody the
belief of the leaders of the organization. It is based on the principles of security
upon which all the security programs, policies, procedures and method should be
based.
6. Designate the team and unit leaders to be responsible for the security
program implementation to protect the resources of their respective teams –
performance of this function must be included in the job description of the leader.
Knowledge of security must be a required competency for all leaders.
7. Cascade the Security Philosophy to all the team members and explicitly state
that security of company resources is among their basic responsibilities - all
new hires must have a learning session on security. Involve the team members in
all the succeeding steps in the development of a security plan from the
determination of the risks and their analysis to their suggestions on how to
mitigate those risks.
8. Conduct a security assessment – this step involves Asset Criticality Assessment,
Risk Assessment, Vulnerability Assessment and Acceptability. This should be a
corporate wide undertaking where every member of the team is involved.
9. Create a General Security Plan for the Organization – create specific security
plans, plicies, and procedures to address specific security risks or condition.
10. Determine the Security Awareness Level of all the Employees – survey and
monitor the members’ awareness and practice of security.

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11. Write a Security Manual for Procedures – this manual is for general
applications such as security invidents reporting procedure and investigation
procedures.
12. Monitor the cost of losses of the company caused by untoward incidents,
mishaps, missed opportunities, penalties and wastage – this should be
compared with previous periods when there was no established security program.
Determining the actual losses of the company and monitoring it will provide the
basis to determine the effectiveness and cost of efficiency of the security program.

V. Security Assessment and Security Plan

A. Security Survey and Inspection
Security Survey is an exhaustive examination and thorough inspection of all
assets, operational systems and procedure within an installation. It is done when no
previous security assessment has been done on a facility or an organization. Its purposes
are the following:
1. To determine the existing state of security;
2. To locate the weaknesses in the defense;
3. To determine the degree of protection required;
4. To create solution to identified weaknesses.

A survey is done on the following circumstances:

1. When starting up a business;
2. When putting up a new facility;
3. When transferring to a new facility or location;
4. When there is a major change in organizational structure or business direction.

B. Security Assessment
Security Assessment is a series of processes to determine the security condition of
a facility or the organization. It describes the situation upon which the security plan is
made. A security Assessment involves the following activities:
1. Asset Criticality Assessment – this is a process which involves the identification,
assessment and rating of all the company resources.
2. Hazard and Threat Definition – this is a process where all the hazards and
threats to which the organization and its resources are susceptible to are
determined.
3. Mishap Occurrence Likelihood Analysis – this is a process of determining and
rating the likelihood of a mishap to occur based on the obtaining factors and
conditions surrounding the asset.
4. Asset Vulnerability Assessment – ths is an activity which involves the
determination and rating of how vulnerable the resources of the organization all to
the specific hazards that threaten the identified resources.

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5. Risk Assessment – this is the process of determining and rating the degree of risk
that threatens the organizations’ resources.
6. Risk acceptance – this is the process of deciding which of the assessed risk and
conditions are acceptable or not to the organization.

C. Developing Security Plan

A Security Plan provides for the overall scheme in securing the resources of the
organization. Like all plans, it must be written and it must have provision on the
following elements:
1. Situation – this element provides for the estimates and assessment of the
condition surrounding the resources to be protected in the organization.
2. Objective – this element shall provide the desired result of the security plan
relative to the assessed condition.
3. Implementing Guidelines – this element of the security plan shall provide the
policies and guidelines to be followed in addressing the assessed condition.
4. Administrative and Financial Support – this element provides the required
support mechanisms to implement the Security Plan.
5. Organization for Management and Control – this element shall provide for the
organization, authority, responsibility and tasking of persons involved to carry out
the plans. It shall also provide for the lines of communications, the monitoring,
control mechanism and reportorial requirements.
VI. Risk Management
A. Risks
Risks refer to the degree of loss in a threat.
A probability or threat of damage, injury, liability, loss, or any other negative occurrence that
is caused by external or internal vulnerabilities, and that may be avoided through
preemptive action.

B. Risk Assessment
Risk Assessment is a thorough look at your workplace to identify those things,
situations, processes that may cause harm, particularly to people. After identification is made,
you evaluate how likely and severe the risk is, and then decides what measures should be in
place to effectively prevent or control the harm from happening. The aim of the risk
assessment process is to remove a hazard or reduce the level of its risk by adding precautions
or control measures, as necessary. By doing so, you have created a safer and healthier
workplace. Assessments should be done by a competent team of individuals who have a good
working knowledge of the workplace. Staff should be involved always include supervisors
and workers who work with the process under review as they are the most familiar with the
operation.
In general, to do an assessment, you should:

 Identify hazards.
 Evaluate the likelihood of an injury or illness occurring, and its severity.
 Consider normal operational situations as well as non-standard events such as
shutdowns, power outages, emergencies, etc.
 Review all available health and safety information about the hazard such as MSDSs,
manufacturers literature, information from reputable organizations, results of testing,
etc.
 Identify actions necessary to eliminate or control the risk.

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 Monitor and evaluate to confirm the risk is controlled.

 Keep any documentation or records that may be necessary. Documentation may
include detailing the process used to assess the risk, outlining any evaluations, or
detailing how conclusions were made.
When doing an assessment, you must take into account:

 The methods and procedures used in the processing, use, handling or storage of the
substance, etc.
 The actual and the potential exposure of workers.
 The measures and procedures necessary to control such exposure by means of
engineering controls, work practices, and hygiene practices and facilities.
By determining the level of risk associated with the hazard, the employer and the joint
health and safety committee can decide whether a control program is required.
It is important to remember that the assessment must take into account not only the
current state of the workplace but any potential situations as well.

C. Risk Management Strategies

For risk you that identified, there will be one or more strategies or courses of action
available to you. The main strategies that you will be working with are as follows:
1. Avoidance - This is the most effective risk management strategy in that, by avoiding
an activity or risk, any chance of a loss is eliminated. 
2. Risk Control - This is the process of actually managing the risk – taking proactive
steps to reduce the identified risks where possible and putting steps, rules or
procedures in place to minimize the residual risk to reduce the chance of a loss or the
severity of such a loss.
3. Risk Transfer - This is the proactive process of transferring unwanted risk away
from your organization to another person or organization.
4. Loss Reduction - This is a “post-loss” strategy that is essentially a response plan that
addresses what will be done if a loss does occur. 
5. Segregation of Exposures - in essence, this strategy follows the adage “don’t put all
your eggs in one basket”.  By spreading your exposure to loss across different
locations or by isolating certain risks, the chance of a total loss is significantly
reduced.
6. Duplication of Resources - This strategy involves maintaining back-up facilities or
having a contingency plan in place in case an unexpected situation interrupts the
normal flow of operations.
7. Self-Retention - This strategy is applied to manage risks that are either uninsurable
due to high risk factors, or for small, infrequent losses that can be better managed
internally than by claiming through an insurance policy

D. Business Continuity Plan

Business Continuity is a concept or undertaking, which prescribes or ensures the
availability of resources for the organization to produce and deliver its products or services in
the event of a prolonged interruption or disruption of operation as a consequence of a mishap.
A Business Continuity Plan on the other hand gives direction, guidance and instructions to
the team members individually and collectively as a team on how to address various
disruptions of supplies and activities that are occurring in and around the location of the
organization’s facilities. Its basic objectives are to avoid or minimize the effect of the

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mishap, to prevent stoppage of business operations, recover from the disruption and to bring
the organization back to its course towards its original objectives.
VII. Emergency Planning and Crisis Management
A. Forms and Characteristics of Crisis
Characteristics of a Crisis
1. It can happen anytime, anywhere, to anyone for whatever cause;
2. It is bound to happen when you are least prepared
3. It can happen fast;
4. It can generate a lot of attention from the public;
5. It can cause a breakdown of communication between team members;
6. It can escalate to other untoward consequences;
7. It can severely disrupt the operation of the organization;
8. It has the potential to become worse.

B. Crisis Management
There are two basic elements of Crisis management:
1. Crisis Preparedness Program – this is a proactive undertaking that involves the
assigning and commissioning of the organization’s resources to be dedicated for
the execution of a Crisis Contingency Plan.
2. Crisis Contingency Plan – this is the preemptive action that provides for the
execution of various procedures and utilization of resources allocated to prevent a
crisis.

C. Crisis Preparedness Program

The elements of a Crisis Management Program are as follows:
1. Statement of Crisis Management Policy – the crisis management policy is a
manifestation of management giving importance to the organization’s need for
preparedness against any threat to protect the employees and their jobs.
2. Crisis Contingency Plan – a written Crisis Contingency Plan is the most
essential element of Crisis Management and Preparedness for any contingency.
3. High Level of Employee Security Awareness – Security Awareness is the
foundation of an ideal security program.
4. Routine Inspection and Audit of Emergency Facilities – routine inspection of
the readiness of the emergency facilities is an integral part of the security
preparedness program.
5. Training and Periodic Drills as often as practicable – training and Drills are
the means to ensure the competency of employees in the execution of the Crisis
Contingency Plan.

D. Crisis Contingency Plan

The elements of a contingency plan are as follows:
1. Situation – this element provides the information on the prevailing conditions
and the rationale that justifies the need for the plan.

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2. Objectives of the Plan – this element is the statement of the specific ojectives of
the plan.
3. Implementation – this element states the different procedures necessary to
address the obtaining conditions. It has the following sub-elements or
procedures:
a. Organization – this sub-element identifies the leadership and the
membership of the Contingency Team and their respective functions. A
typical Crisis Contingency Team is composed of the following:
i. Team Leader
ii. Secretariat
iii. Operating teams
1. Reaction Team
2. Rescue Team
3. Medical Team
4. Security Team
5. Transportation
6. Billeting Team/Security Team
iv. Support Team
1. Finance Team
2. Government Liaison Team
3. Media Desk
b. Procedure on what to do and who to inform in cases of detection of an
emergency condition
c. Statement and description of the different levels of emergency
d. Procedures on the mobilization of the Crisis Contingency Team
4. Administration and Logistics – this element provides the definition of each
member of the Crisis Contingency Team and their respective functions.
5. Command and Communication – this element provides for the relationships of
the members and units of the Crisis Contingency Team.
6. Appendages – the appendages to the plan include procedures and the detailed
instruction on how to address a specific requirement.
E. Business Continuity
Business Continuity is a concept or undertaking, which prescribes or ensures the
availability of resources for the organization to produce and deliver its products or
services in the event of a prolonged interruption or disruption of operation as a
consequence of a mishap.

VIII. National Security

A. Philippines National Security Policy
Philippine National Security Policy is a statement of principles that should
guide national decision-making and determine courses of action to be taken in order
to attain the state or condition wherein the national interests, the well-being of our

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people and institutions, and our sovereignty and territorial integrity are protected and
enhanced
The purpose of the National Security Policy is to indetifu the strategic priorities
to establish the correct balance in the “guns or butter” debate for the allocation of
scarce resources; and to establish the prioritization, among others, between external
and internal defense.
The National Security Policy lays down the fundamental and comprehensive
framework on inter-related issues and concerns that may impinge on national
security. This comprehensive national security policy shall provide general guiles for
revisiting, enhancing, and formulating our related national policies.
The formulation of this policy is a task that is reposed in the President. As
Head-of-State, Head-of-Government, and Commander-in-Chief of the Armed Forces
of the Philippines, the President is primarily responsible for the management of our
national security and the decision making attendant thereto.
The NSP focuses on four elements namely Governance , Delivery of Basic
Services, Economic Reconstruction and Sustainable Development, and Security
Sector Reform.

REFERENCES:

The Art and Science of Security

By Joel Jesus Supan

Philippine National Policy 2011-2016

Executive Order 292

Ontario School Boards Insurance Exchange

Occupational Health And Safety

Juan Paolo Aguirre

3rd Year Criminology
Universidad de Manila

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