DOCSLIB.ORG

Corporate Security Management Organization and Spending Since 9/11

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Corporate Security Management Organization and Spending Since 9/11 research report Corporate Security Management Organization and Spending Since 9/11 Today, security is more than just locking the door behind you. Many expected a movement toward strategically aligning functions like physical protection, risk management, and IT security under a Chief Security Officer. But senior security executives report that we are seeing an evolution - not a revolution - in how companies manage corporate security. R-1333-03-RR The Conference Board creates and disseminates knowledge about management and the marketplace to help businesses strengthen their performance and better serve society. Working as a global, independent membership organization in the public interest, we conduct research, convene conferences, make forecasts, assess trends, publish information and analysis, and bring executives together to learn from one another. The Conference Board is a not-for-profit organization and holds 501 (c) (3) tax-exempt status in the United States. About the authors About this report Thomas E. Cavanagh is a Senior Research Associate in Global The study was sponsored by ASIS International. Senior security Corporate Citizenship at The Conference Board. Since September executives were interviewed online from October 2002 through 2000, he has been directing TCB e-Surveys, The Conference February 2003. Separate questionnaires were developed for Board’s newly formed unit offering online survey research security directors, risk managers, and IT security officers, and services to commercial and non-profit clients. While at The were targeted at the senior executive responsible for each of Conference Board, he has authored Community Connections: those functions in a given company. The samples comprise 199 Strategic Partnerships in the Digital Industries, a study of security directors, 52 risk managers, and 80 IT security officers. corporate partnerships to overcome the “digital divide,” and Over 50 percent of each sample was derived from companies Corporate Community Development: Meeting the Measurement with $1 billion or more in annual sales. This information was Challenge, a study of the returns on corporate investments in supplemented by in-depth case study interviews conducted community economic development projects. He was the lead with senior security executives at four major corporations. author of After September 11th: The Challenge Facing American For a complete breakdown of the survey sample see Appendix: Business and of The Conference Board’s series of Executive About the Sample. Action Reports on Corporate Security in a Time of Crisis. Meredith Armstrong Whiting has served as The Conference Board’s senior research fellow, government affairs, since 1987. About ASIS International She authors research on topics relating to public policy, ASIS International is the preeminent organization for security environmental issues, and corporate citizenship, and organized professionals, with more than 33,000 members worldwide. ASIS the Board’s first council for chief environmental, health, and is dedicated to increasing the effectiveness and productivity of safety executives. security professionals by developing educational programs and materials that address broad security interests, such as the ASIS Annual Seminar and Exhibits, as well as specific security topics. ASIS also advocates the role and value of the security management profession to business, the media, government entities, and the public. By providing members and the security community with access to a full range of programs and services, and by publishing the industry’s number one magazine - Security Management - ASIS leads the way for advanced and improved Chuck Mitchell editor Peter Drubin design security performance. To learn more about ASIS go to Pam Seenaraine production www.asisonline.org Corporate Security Management Organization and Spending Since 9/11 by Thomas E. Cavanagh with the assistance of Meredith Whiting contents 4 Key Findings 5 Organization and Spending 6 Patterns of Organization 6 Security Directors 8 Risk Managers and IT Security Officers 10 Accountability is Widely Dispersed 11 Salary Levels 12 Staffing Levels 15 The Chief Security Officer Position 16 Authority and Financial Resources 17 Changes in Accountability 18 Case Study: Emergency Response at Duke Energy 19 Creating the CSO Position 23 Spending on Corporate Security 24 A Permanent Increase in Spending 25 A Modest Increase Overall 27 Case Study: Consolidating Security at Avaya 28 Security Spending in the Northeast 28 Smaller Companies Bear a Larger Burden 30 The Cost of IT Security 33 Case Study: IT Security at Unisys 34 The Soaring Cost of Risk Management 35 Changes in Insurance Coverage 36 Risk Management as a Line Item 38 A Methodological Note on Risk Management Data 39 The Costs of Terrorism 40 What Security Executives Worry About 42 The Desirability of Dispersing Facilities 44 Case Study: Crisis Management at Air Products 45 Threats to IT Security 47 Lessons Learned 50 Appendix: About the Sample Corporate Security Management: Organization and Spending Since 9/11 The Conference Board 3 Key Findings Corporate security has become a high-profile issue since the events of September 11, 2001 exposed America’s vulnerability to terrorist attack. Because roughly 80 percent of America’s critical infrastructure is managed by the private sector, corporate security managers have an essential role to play in the protection of key industries and the people who work in them. In the wake of September 11, many companies reviewed their security operations. The events of that day made clear that security was not merely a matter of protecting employees and facilities from physical harm. A terrorist attack on a major business district could disrupt operations, inhibit travel, snarl supply chains, and pose major strategic issues for the conduct and even the survival of a multinational business. CEO’s were often dismayed to discover that the security function was highly decen- tralized and widely dispersed through their companies’ management structures, mak- ing accountability and coordination difficult. Some observers expected that there would be a widespread move in corporate America toward centralizing the security function under the control of a Chief Security Officer reporting directly to the CEO. This has not been the case. While there has been some movement toward greater coordination of the security function since 9/11, it remains decentralized in most companies. In general, we are seeing an evolution, not a revolution, in the manage- ment of corporate security. 4 Corporate Security Management: Organization and Spending Since 9/11 The Conference Board Organization and Spending Key findings from the survey show: Organization of the Function Spending Patterns • The process of security management is only • Corporate security spending has clearly beginning to evolve into a strategic business increased since 9/11, but the increases function in corporate America. At present, have been unevenly distributed. About half of security issues are generally divided into three companies report a permanent increase in the separate silos (physical protection, risk level of security spending, with companies management, and IT security) with distinct in the critical industries leading the way. accountability and reporting relationships. • The median increase in total security • Despite having strategic implications for spending is only 4 percent, but this figure business management, security is still being disguises a wide range, with 7 percent of treated as an operational concern by most companies stepping up their security spending companies in the United States. The traditional by 50 percent or more. Larger, multinational emphasis on physical protection is reflected in companies report larger increases than smaller, the recruitment of security directors from law domestic companies. However, smaller enforcement and the military. companies pay a larger share of their sales volume for security. • High-level reporting and accountability are still the exception rather than the rule in • Insurance and risk management is the area corporate security management. It remains to be showing the most dramatic increase in spending, seen if the usual ways of doing business will with a median increase of 33 percent. Fully one- prove adequate to the challenge of managing fifth of companies report that their spending on corporate security in an increasingly threatening insurance has at least doubled since 2001. The international environment. increase in insurance costs has been concentrated among companies in the critical industries. • Centralization, coordination, and strategic management of the corporate security function • In terms of salary and executive level, are still relatively unusual. While one-quarter of IT security is the most prestigious security companies have a Chief Security Officer, most portfolio, although it is often simply an of the remainder do not appear to have much extension of the IT operation. Risk management interest in creating the position. is generally part of the financial management of the company. The position of security director is the lowest-ranking and tends to be focused on issues of physical protection. Most security Defining critical industries executives serve below the vice presidential level and earn less than $150,000 per year. Following the usage of the U.S. Department of Homeland Security, critical industries are defined • Companies in the Northeast Metro region are reporting
Load more

Recommended publications
  • BNY Mellon Corporate Social Responsibility 2019 Report
    2020CSR Report-cover.pdf 1 6/17/20 4:24 PM C M Y CM MY CY CMY K About This Report About This Report This is BNY Mellon’s 13th report covering corporate social responsibility (CSR) and environmental, social and governance (ESG) topics. Our annual updates in this report are not just about our company’s social and environmental impact, but also about how we view and integrate ESG considerations throughout our operations, leveraging opportunities and mitigating risks cross-functionally and across our lines of business. We publish our CSR report annually in the second quarter on www.bnymellon.com/CSR. Unless otherwise noted, this report includes data and activities from BNY Mellon’s global operations for the calendar year 2019. Unless otherwise noted, all data is as of 12/31/2019 and covers The Bank of New York Mellon Corporation and its subsidiaries. The report provides select data from past years in order to facilitate year-over-year analysis. This is our 11th report using the Global Reporting Initiative’s (GRI) framework, the world’s most widely used sustainability reporting framework. We prepared the report according to GRI Standards Comprehensive option. View the GRI Index on page 80. 2019 CSR and ESG Awards and Recognition Dow Jones Sustainability World Index (DJSI) 6 consecutive years CDP A List for climate management leadership 7 consecutive years FTSE4Good Global Benchmark Index 8 consecutive years Perfect score on the Corporate Equality Index for LGBTQ workplace equality, Human Rights Campaign Foundation 13 consecutive years Bloomberg Gender-Equality Index 5 consecutive years See a full list of our awards.
    [Show full text]
  • Business Leader Strategies That Fulfill Corporate Social Responsibility
    Walden University ScholarWorks Walden Dissertations and Doctoral Studies Walden Dissertations and Doctoral Studies Collection 2020 Business Leader Strategies that Fulfill Corporate Social Responsibility Franklyn Abraham Walden University Follow this and additional works at: https://scholarworks.waldenu.edu/dissertations Part of the Business Commons This Dissertation is brought to you for free and open access by the Walden Dissertations and Doctoral Studies Collection at ScholarWorks. It has been accepted for inclusion in Walden Dissertations and Doctoral Studies by an authorized administrator of ScholarWorks. For more information, please contact [email protected]. Walden University College of Management and Technology This is to certify that the doctoral study by Franklyn Abraham has been found to be complete and satisfactory in all respects, and that any and all revisions required by the review committee have been made. Review Committee Dr. Lisa Cave, Committee Chairperson, Doctor of Business Administration Faculty Dr. Janie Mayo, Committee Member, Doctor of Business Administration Faculty Dr. Gwendolyn Dooley, University Reviewer, Doctor of Business Administration Faculty Chief Academic Officer and Provost Sue Subocz, Ph.D. Walden University 2020 Abstract Business Leader Strategies that Fulfill Corporate Social Responsibility by Franklyn Abraham MS, University of North Texas, 2015 BS, Prairie View A&M University, 1997 Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration Walden University February 2020 Abstract Ineffective corporate social responsibility (CSR) strategies harm the organizational brand, reputation, and financial growth. Business leaders who lack strategies to achieve CSR initiatives risk the profitability of their organizations. Grounded in stakeholder theory, the purpose of this qualitative multiple case study was to explore CSR strategies leaders of small and medium sized enterprises (SMEs) use to sustain profitability.
    [Show full text]
  • Security Industry Career Pathways Guide PRACTITIONERS and SUPPLIERS
    Security Industry Career Pathways Guide PRACTITIONERS AND SUPPLIERS Prepared by: McKinley Advisors Security Industry Career Pathways Guide Practitioners and Suppliers Prepared by: McKinley Advisors ASIS-SIA CAREER PATHWAYS | PAGE 1 Table of Contents Table of Contents .............................................................................................................................................................................................................. 2 Overview and Methodology ........................................................................................................................................................................................ 3 Demographic and Taxonomy ...................................................................................................................................................................................... 4 Security Management Practitioners Career Pathways ................................................................................................................................... 6 Security Industry Suppliers Career Pathways .................................................................................................................................................... 7 Executive Summary ...................................................................................................................................................................................................... 8 Positions in Security Field .....................................................................................................................................................................................
    [Show full text]
  • Corporate Security Challenges by Ching Eng Leong
    Corporate Security Challenges By Ching Eng Leong 1. Introduction Globalization has changed the structure and pace of corporate life; the saturation of traditional markets is taking companies to more risky places; the shift towards knowledge economy is eroding the importance of ‘place’ in the business world; new business practices such as off- shoring, challenge companies to manage at a distance; and new forms of accountability, such as corporate governance and corporate social responsibilities, put added pressure on companies to match their words with deeds, wherever they are operating. At the same time, security risks have become more complex, too. Many of the threats, such as terrorism, organized crime and information security, are asymmetric and networked, making them more difficult to manage. The world is borderless today. There is also greater appreciation of the interdependence between a company’s risk portfolio and the way it does business: certain types of behavior can enhance or undermine an organization’s ‘license to operate’, and in some cases this can generate risks that would not otherwise exist. As a result, security has a higher profile in the corporate world today than it did many years ago. Companies are looking for new ways to manage these risks and the portfolio of the security department has widened to include shared responsibility for things such as reputation, corporate governance and regulation, corporate social responsibility and information assurance. Corporate Security Managers are required to enhance their skill to manage this borderless world today. 2. Characteristics of Alignment – Needs to Know There are six characteristics of alignment between security and the business: 1.
    [Show full text]
  • Top Security Threats and Management Issues Facing Corporate America
    Top Security Threats and Management Issues Facing Corporate America 2016 Survey of Fortune 1000 Companies Introduction......................................................................4 Survey background and overview of results. Top Security Threats ......................................................6 Ranking of the most important security concerns for 2016, and an overview of threats and their rankings since 2000. Threat Rankings Within Industry Sectors ..................8 Top security threats segmented by major industries. Security Management Issues ..................................... 14 Management issues, pre-employment selection processes, and staffing the security organization. Organizational Structure and Strategy .................... 16 Review of security directors’ reporting relationships and interaction of security with other functions. Budget and Funding ..................................................... 16 Discussion of security funding trends and review of factors influencing budget decisions. Methodology and Sample Distribution .................... 17 Survey methodology and profile of respondents by industry and geography. Emerging Trends ................................................19 2 A Message From: Bill Barthelemy CHIEF OPERATING OFFICER – SECURITAS SECURITY SERVICES USA, INC. William Barthelemy, Securitas Security Services USA, Inc. has completed its 2016 “Top Security the Chief Operating Officer of Securitas Security Services USA, Threats and Management Issues Facing Corporate America” survey. Inc., brings
    [Show full text]
  • 2019 // Security 500 // RANKINGS
    2019 2019 // Security 500 // RANKINGS Agricultural/Farming/Food Production RANK Company Name Security 500 Member Title City State 1 Kellogg Co. Scott D. Lindahl Vice President, Corporate Services and Chief Security Officer Battle Creek MI 2 Archer Daniels Midland Ben Bard Chief Compliance Officer & Vice President, Global Security Decatur IL 3 ARYZTA, LLC. Mark Bradtke Manager, Corporate EHS&S Northlake IL 4 McDonald's Corp. Dennis Quiles Director of Corporate Security Oak Brook IL 5 Molson Coors Dan Colin Director, Global Security Milwaukee WI 6 Kraft Heinz JJ Markee Chief Information Security Officer Northfield IL 7 Cargill, Inc. Claude J. Nebel Vice President, Director of Global Security Minneapolis MN 8 Scotts Co., LLC. Lenny Hall Global Manager and CSO Marysville OH 9 PepsiCo, Inc. Scott Sheafe Vice President of Global Security Purchase NY 10 The Coca-Cola Co. Kelly Johnstone VP and Chief Security Officer Atlanta GA 11 Fancy Farm Popcorn Co., Inc. Michelle Vincent Food Safety Manager/SQF Practitioner/PCQI/HR Manager Bernie MO Banking/Financial Services RANK Company Name Security 500 Member Title City State 1 Prudential Financial, Inc. Lori Hennon-Bell Chief Security Officer Newark NJ 2 Fidelity Investments, Inc. Craig Magaw EVP; Chief Security Officer Boston MA 3 Visa, Inc. Donald Hill Vice President, Head of Global Security & Safety Ashburn VA 4 Mastercard, Inc. Ron Green Executive Vice President and Chief Information Security Officer Purchase NY 5 Principal Financial Services, Inc. Sandie Cowie Director, Global Security and Business Continuity Des Moines IA 6 General Motors Financial Co., Inc. David Aflalo Senior Vice President, Corporate Security Fort Worth TX 7 State Street Corp.
    [Show full text]
  • Corporate Security's Professional Project
    CORE Metadata, citation and similar papers at core.ac.uk Provided by Cranfield CERES CRANFIELD UNIVERSITY DEFENCE COLLEGE OF MANAGEMENT AND TECHNOLOGY DEPARTMENT OF DEFENCE MANAGEMENT AND SECURITY ANALYSIS MSC THESIS Academic Year 2005- 2006 Anthony McGee CORPORATE SECURITY’S PROFESSIONAL PROJECT: AN EXAMINATION OF THE MODERN CONDITION OF CORPORATE SECURITY MANAGEMENT, AND THE POTENTIAL FOR FURTHER PROFESSIONALISATION OF THE OCCUPATION. Supervisor: Dr. Helen Peck October 2006 Master of Science (by research). © Cranfield University, 2006. All rights reserved. No part of this publication may be reproduced without the written permission of the copyright holder. ‘Corporate Security’s Professional Project: An examination of the modern condition of corporate security management and, the potential for further professionalisation of the occupation.’ Anthony McGee Cranfield University 2006 Abstract. There is a common perception among corporate security managers that their occupation is afforded less status and is rewarded less well than the other management functions within business. In response to similar conceptions of the need to raise the value and status of their work, other occupations have historically embarked on so-called ‘professional projects’ whereby they collectively attempt to harness their specialist skills and knowledge as a commodity, the value of which they seek to raise and maintain. This small- scale qualitative study is intended to provide an insight into the analysis of corporate security managers and directors as to the health of their occupation and its standing in the modern corporate world. The study then examines the methods which other occupations have used to successfully improve the status of their practitioners and the value of their work.
    [Show full text]
  • Corporate Security Measures and Practices
    Corporate Security Measures and Practices An Overview of Security Management Since 9/11 special report 05-01-SR The Conference Board creates and disseminates knowledge about management and the marketplace to help businesses strengthen their performance and better serve society. Working as a global, independent membership organization in the public interest, we conduct research, convene conferences, make forecasts, assess trends, publish information and analysis, and bring executives together to learn from one another. The Conference Board is a not-for-profit organization and holds 501 (c) (3) tax-exempt status in the United States. Corporate Security Measures and Practices An Overview of Security Management Since 9/11 by Thomas E. Cavanagh contents 5 Key Findings 7 Patterns of Organization 15 Consolidation of Security Management 22 Spending on Corporate Security 32 Risk Management and Preparedness 47 Mid-Market Companies: Tackling the Challenge 50 Appendix: About the Research about the author about this report Thomas E. Cavanagh is a senior research associate in global This report was sponsored by the U.S. Department of Homeland corporate citizenship at The Conference Board. He was the author of Security. It summarizes information that was originally published Corporate Security Management: Organization and Spending Since in a series of reports released by The Conference Board in 2003 9/11, a study which received widespread media coverage in 2003. and 2004, as follows: While at The Conference Board, he has also authored Community Connections: Strategic Partnerships in the Digital Industries, a study Corporate Security Management: Organization and Spending Since of corporate partnerships to over-come the “digital divide,” and 9/11 (Research Report No.
    [Show full text]
  • The Corporate Security Professional: a Hybrid Agent Between Corporate and National Security
    ISA San Francisco 2013, Panel “Security and the Political Field” Karen Lund Petersen University of Copenhagen [email protected] The corporate security professional: a hybrid agent between corporate and national security In the intelligence community we have witnessed a tendency to mark terrorism and other global threats as something that demands an active involvement of business and the general public. In this environment, private companies are increasingly called upon to manage issues of national security (e.g. terrorism, climate change, organized crimes). The overall political aim has been formulated as one of making “the entire society”1 more resilient and resistant to all kinds of threats, natural disasters and man-made catastrophes. US Secretary of Homeland Security Janet Napolitano stated it this way: “[T]he homeland security enterprise extends far beyond DHS and the federal government. As I said, it requires not just a ‘whole of government’, but a ‘whole of nation’ approach. In some respects, local law enforcement, community groups, citizens, and the private sector play as much of a role in homeland security as the federal government. That is why I like to say that ‘homeland security starts with hometown security’.” (Napolitano, 2011) David Garland and others have for some time used the term ’responsibilization’ to describe similar ways of governing crimes in the US and Britain. (Garland, 2001; 1996) Yet, despite the strong similarities to what we see today within national security, the political consequences are different. Not only does this governance strategy challenge the idea of the state as the main provider and guarantee of the right to equal protection of all citizens and businesses, as Garland also indicates, it is also an attempt to install national security as a main priority in all spheres of life.
    [Show full text]
  • Changing the Image of Corporate Security in Macedonia: Could Macedonian Corporate Security Legacy Cope with the Global Market and Security Trends?
    Changing the Image of Corporate Security in Macedonia: Could Macedonian Corporate Security Legacy Cope With The Global Market And Security Trends? PhD Hadji-Janev, Metodi (LtC) Assistant professor, Military academy “General Mihailo Apostolski”-Skopje Abstract Globalization has brought many changes to the world order. Among other is the rising role of the private sector. As a result today private sector owns many of critical “levers” that on one or another way have enabled states’ monopoly in the past. Considering as one of the fastest growing businesses, employment of the private security corporations during post-conflict management is becoming significant trend. However, there are two specific things about this trend. First, U.S. and U.K. are two countries that have so far most benefits from the business. Second, critics hold that private security corporations during the post-conflict operations pose serious legal and ethical challenges and thus indirectly threaten peace and security efforts. Additional issue for Macedonia in this context is that like the rest of the South-East European countries (SEE), increasing number of former security and civilian personnel become part of this business without Government’s consent. Many issues regarding this private civilian involvement, like the decapitation of Macedonian workers in 2006, 2007 and 2010 arguable could have been managed better. Therefore article first explains how corporate security management struggles for place in international market in an age of globalization and how this struggle ends in legal and moral dilemmas. In order to prove that Macedonian corporate security management (like the rest of the SEE management) could compete on the international global market and provide liable partners for international peace and security, the article first briefly describes the short legacy of Macedonian corporate security management and identifies the weakest and strongest points.
    [Show full text]
  • Corporate Security and Critical Infrastructure Protection in The
    "The biggest challenge for the Corporate Security Management in Macedonia: How well do we Understand Corporate Security" Author: PhD Hadji-Janev Metodi, Assistant professor, LtC Co-Author: Dejan Atanasov, young researcher Key words: Corporate security management, modern threats, Macedonia, legislation, challenges, Abstract Process of globalization and its effects in the post Cold War aftermath have seriously challenged corporate security management around the globe as well in Macedonia. Emergence of new none state actors and its ability to influence corporate security urges us to reconsider different approaches in corporate security. Nevertheless, while rest of the World is considered with alternatives and learning from corporate security best practices Macedonian security sector struggle with proper understanding of corporate security management. Inappropriate transition has spoiled Macedonian legacy of corporate security. Operating under the legal vacuum security sector was dominated by former security personnel without business experience. Although concerned with profit and struggle for survival Macedonian corporate managers and owners have lack of understanding of the capacities that effective corporate security management could offer. Beside lack of understanding of what corporate security really means global trends that affect this sector also gravitate over Macedonian corporate security. Article examines the reasons behind ill legacy of Macedonian corporate security management and offers some fresh ideas of how future corporate security managers could sell their product and contribute to the overall corporate success on the global market. 1. Introduction Collapse of communism has marked the end of the balance of power. Technological development in its aftermath along with unchallenged liberal democracy has stimulated process of globalization. Free flow of capital, money, goods, and services has expanded global markets.
    [Show full text]
  • CORPORATE SECURITY PLAN April, 2016
    Management Procedures Vulnerability Risk AssessmentIncident Adversary CountermeasurePolicies Intrusion Detection Information Countermeasures Program CORPORATE SECURITY PLAN April, 2016 24 Hour Emergency Number 1-866-267-5298 CORPORATE SECURITY PLAN PREPARED BY: APRIL, 2016 Ikkuma Resources Corp. Corporate Security Plan Manual Receipt Form Upon receipt of this Ikkuma Resources Corp. Corporate Security Plan, this Receipt Form must be completed and returned to the Senior VP Engineering in the Corporate Office. The Manual holder is responsible for ensuring that the Manual is kept current by inserting the latest revisions as they are issued. Name (please print): Position: Date: Signed: Return signed copy to: Ikkuma Resources Corp. 2700, 605 - 5th Ave SW Calgary, AB T2P 3HS Phone: 403-261-5900 Fax: 403-261-5902 Email: [email protected] Attention: Yvonne McLeod Senior VP Engineering Ikkuma Corporate Security Plan Administration PROGRAM ADMINISTRATION RESPONSIBILITY The responsibility for maintaining this Corporate Security Plan (“The Plan”) is three fold: 1. All manual recipients are responsible for ensuring that their assigned manuals are current. 2. Information in this plan will be verified and updated annually. The Senior VP Engineering is responsible for ensuring the Plan is reviewed by all personnel annually and immediately after any changes have been made to the manual. 3. The Senior VP Engineering is responsible for updating the manual. Any requests for revisions to the Plan should be forwarded to the Senior VP Engineering or approval and implementation. April, 2016 Page 1 of 4 Ikkuma Corporate Security Plan Administration REVISION MATRIX Site Specific Area: Matrix Administrator: Plan Revision Annually Update Company Personnel Contact List Document and Map Updates’ Confirm Response Agencies and Government Support Update Distribution List Conduct Response Training Note: Updates to the manual will be issued to all manual holders annually.
    [Show full text]