Preventing internal crime: the role of the security guard

The question we ask our security guards is: Have you ever wondered what your job entails, and do you assume that all the details can be found in the instructions? Of course, your duties largely depend on the organization you work for and the instructions provided. In general, the job involves the following tasks:

•  Conducting preventive monitoring.
•  Monitoring access to the property.
•  Visitor registration.
•  Searching (visual inspection of the contents of bags, boxes, etc., and vehicles).

However, this does not provide the full answer. When hiring security personnel, the Client has certain expectations and ideas, and these are never fully reflected in what the Client or we, as the employer, put in writing. In short, the Client expects that the deployment of security guards will ensure safety and that threats to that safety will be detected and reported in a timely manner, so that preventive measures can be taken in time. The Client wants to be relieved of any concerns regarding safety and security, and security guards and we, as the employer, play an important role in this—one that truly goes beyond what is written on paper.

Crime can be divided into: internal crime, external crime, and a combination of the two. Internal crime occurs at all levels in both large and small organizations and includes criminal, unacceptable, and harmful acts. Examples include theft, embezzlement of money and/or goods, fraud involving forgery, scams, as well as corruption, vandalism, the disclosure of confidential business information, and/or sabotage.

The latest research report (2020 Report to the Nations – the ACFE’s 11th study on the costs and effects of occupational fraud)on internal crime was recently published, and while the findings were shocking, they were unfortunately not surprising given the trends from previous years.

•  It turned out that about one-third of the companies surveyed had experienced internal crime.
•  In 50% of cases, the offense was committed by employees who had been with the company for more than six years.
•  Medewerkers met een middelbare school opleiding of < zijn verantwoordelijk voor >20% van de interne criminaliteit.
•  Middle and senior management are responsible for 55% of internal crime.
•  The more authority the perpetrator has, the more substantial the damage is.

External crime refers to vandalism, burglary, and theft, as well as the use of the premises to gain access to a neighboring business or, in the case of port companies, to board (or disembark from) a ship. It is also possible that transport units, such as trailers and containers located on the premises, are targeted. For example, migrants may try to hide inside them, or criminals may attempt to remove cocaine from a container. Many of these incidents could hardly take place without inside help, which brings us to the final point: collaboration between an internal employee and an external criminal or, much more often, a criminal organization.

In the latter case, we are talking about subversive crime, where the underworld and the mainstream society intertwine. This includes insidious threats, bribery, and infiltration within the business community and (local) government, as well as the establishment of criminal organizations in neighborhoods and residential areas.

This form of crime can be defined as:those forms of crime that have the potential to insidiously exert such social and economic influence that they can undermine the foundations of the rule of law and, consequently, the safety and integrity of society.

Drug trafficking, in particular, involves enormous sums of money. People are bribed or coerced, and seemingly legitimate companies are set up. Employees at transport and port companies can become entangled in this, as can supply chain partners such as suppliers, customers, carriers, service providers, and even government officials. People are bribed or pressured, and there is no turning back. They are referred to as “insiders”—those who already have legitimate access to the companies, systems, or information.

Officials within an organization or port facility who are of particular interest to criminals include:

•  An “ordinary” staff member (lending out library cards, greeting “unauthorized” visitors, granting access).
•  An HR officer (who is able to hire criminals and, through access to personnel files, can identify individuals who might be susceptible to bribery).
•  Service providers who are on site during the day, at night, and on weekends, including maintenance and emergency service staff, security guards, and cleaning staff (who have access outside regular hours and can grant access).
•  Planners (can ensure that certain individuals are on duty at times that are critical for criminals).

Possible signs that an employee may be involved in criminal activity include:

At least one warning sign was present in 85% of the cases in this study, and multiple warning signs were present in 49% of the cases. The seven most common warning signs were:

•  Living beyond one's means.
•  Financial difficulties.
• An unusually close relationship with a salesperson or customer.
• Excessive control issues or a reluctance to share responsibilities.
• Unusual irritability, suspicion, or defensive behavior.
• A general attitude of a "wheeler-dealer" (cunning, daring, or unscrupulous behavior).
• A recent divorce or family problems.
• In 76% of cases, at least one of these warning signs had been noticed before the perpetrator was apprehended.

Criminal behavior often starts small. That’s why it’s important to recognize the warning signs. Since many of these signs are already present before criminal acts occur, it’s important for organizations to take action when they notice them. This lets the employee know that they’ve been noticed. It may encourage them to make the right choice, reach out for help, or seek support.

Furthermore, it is important that the organization has carefully implemented anti-fraud measures throughout the entire company. The quality and integrity of the organization are influenced by policies in this area. It goes without saying that companies with an increased risk of criminal activity should at least screen individuals in positions where they could potentially abuse their authority. An obvious detection and prevention tool is proactively monitoring data and conducting analyses. In fact, all data lends itself to this, ranging from employees’ login times to the days and times they clock in or enter and leave the company (clock-in times or alarm activation and deactivation times if they can arm or disarm the system themselves).

Further measures may be structural, electronic, or organizational in nature. Ask yourself: Is there room for improvement in our organization, and what are some potential areas of focus? To this end, you can ask yourself the following questions, discuss them within the group, and develop them into adjustments to existing measures or new ones:

•  Is there a closed access control system? Are there ways to bypass the access control system?
•  Is there a closed departure control?
•  Are there ways to leave the premises unnoticed or to have items removed from the premises?
•  If no one is present at the property, is it adequately secured?
•  Is there adequate surveillance or burglary alarm/detection in place to ensure that unauthorized access is detected in a timely manner?
•  Are doors always locked, and are the locks and hinges in good working order?
•  Is there lighting with sensors?
•  Is it clear who is locking up or opening up, and does the person locking up leave through an exit that is under constant camera surveillance?
•  Is presence outside of scheduled working hours detected or reported?
•  Do those authorized to turn the system on and/or off have a personal access code?
•  Are shared access codes changed regularly?

There is still a lot to be said about access to and security of computer systems and networks, but we’ll save that for another time. Based on the above, it should be clear that there are many “red flags” that alert and engaged security professionals can spot. It is important for managers and clients to create a discreet and accessible way to report such observations, even if they have not yet reached the level of suspicion. At the same time, one must guard against excessive suspicion, and all information must be handled discreetly. The usual reporting channel is through the immediate supervisor, and if one does not feel comfortable doing so, one should be able to approach a higher-level supervisor or a confidential advisor. In addition, keeping a detailed duty report is also important. This report can include all details, including matters observed outside the facility.

Security work is so much more rewarding when you take your job seriously and realize that you can actually contribute to long-term safety—not just in relation to the suspicious vehicle or person currently at the gate. Everyone plays an important role in keeping things safe: not only the facility where you’re stationed, but also your own community. Social vigilance and being alert to unusual behavior are crucial in this regard, and employers should provide a discreet, accessible way to report incidents. Discretion is especially important for the safety of the person reporting. Furthermore, it is wise to always report any signs of unusual behavior that give rise to suspicion to the police.

REPORT

Those interested can request a copy of the report “2020 Report to the Nations – the ACFE’s 11th study on the costs and effects of occupational fraud” from the SERIS HSE department atinfo@seris.nl