Special Response Corporation teams and/or TeamWorks USA Inc personnel have either a strong background in law enforcement or time served in the military. They have extensive training and education, and are on call, meaning they can be deployed in less than 24 hours.

Each team member is skilled in a range of disciplines and our Labor Dispute/Strike Security Services included can be divided into two subcategories:

• Security Plan
• On-site Training
• Proprietary Security Guard Training
• Strike Safety Seminars for Management

Strike Security Services Offered

• Secure Transportation
• Material Delivery
• Executive Protection Services
• Shuttle/Transfer Services
• Housing and/or Food Support Services
• Temporary/Replacement Workers
• Advanced Technology

Our clients, and therefore expertise, include industries like aggregate, utility, energy, paper, manufacturing, distribution, warehousing, chemical, hospitality, grocery/retail, entertainment, media, healthcare, construction, pharmaceutical, waste haulers, telecommunications, defense contractors, and transportation. No deployment is too large or too small.

THE EAVESDROPPING THREAT

Protecting one’s information against the threat of technical interception, or eavesdropping, is complicated by the variety of techniques, which an eavesdropper has at his disposal. If he is determined to intercept the information, he may employ any or all combinations of threat techniques. The level of his determination will be influenced by the value of information (to him).

The problems presented by the area in which the eavesdropper must operate will also influence the choice of threat techniques. Those items that limit the techniques at his disposal include the physical standards and safeguards in the target area, his own capabilities and his access to specialists that can broaden his capabilities.

In evaluating the technical interception threat, several questions must be answered.

• What is the value of information to the potential eavesdropper?
  This value, which may be completely different from its value to the owner of the information, tends to establish the threat level (the extent and expense to which the eavesdropper will go to gain the information). It also establishes, to some extent, the risk he will take to acquire the information. Obviously, if the information is of relatively low value, the eavesdropper will expend relatively little time and money and expose him/herself to very little risk.
• Who constitutes the threat?
  This question is best answered by determining who can benefit from the interception. Depending on who and what benefit can be determined, there is some basis for an analysis of technical capability and probability that specialist will be employed.
• What is the desired duration of the interception?
  If the duration is short, (a two hour conference for example) some interception techniques are more convenient and likely to be used more than others. If the desired duration is an extended one (such as continuous monitoring of an office), techniques requiring batteries in the target area are more likely to be used.
• What other operational constraints are imposed on the eavesdropper?
  In answering this question, one must realize that the eavesdropper requires three successful links to accomplish his purpose.
  • He must have a concealable means of conveying the physical energy of the conversation to a medium, which can be transmitted.
  • He must have a concealable means of transmitting (wire, light beam, radio, etc.)
  • He must have a location and the terminating equipment necessary to transform the transmitted data back to a form, which can be used.

  If any one of these three links are detected or prevented, the eavesdropper has failed.

Answering questions 1 through 3 may be relatively easy. The answer to question 4 normally requires expert evaluation of the specific problem area, if the evaluation is to be accomplished in-depth. However, consideration of the data derived from the above questions will allow the non-specialist to make at least general threat evaluations.

NEGOTIATION ACTIONS

• Set aside a room solely for the use of negotiating officials when discussing any aspect of the negotiations. Ideally, this room would be at the end of a corridor, above ground level or in a basement area. (Rooms or suites within a hotel can be adapted for this purpose.) Walls should be solid concrete block and extend from the true ceiling to the floor. If the room has connecting doors, both rooms should be designated as secure areas and controlled accordingly. If rooms with solid walls cannot be acquired, plans for controlling adjoining rooms should be made.
• Examine the room(s) prior to initial use to insure there are no security weaknesses (speakers, vents, false walls, etc.) of listening devices, which would compromise your position. A physical and electronic examination of the room(s) may be required on a recurring basis during negotiations.
• Secure the room prior to the examination and maintain the security posture during the entire period of negotiations. The other use of security disciplines should be put in effect through the use of: joint use security systems/security personnel, utilizing corporate personnel, off-duty police officers, or private security personnel. Insure that security personnel are not sympathetic to the opposing party. Change the lock(s), utilizing outside locksmith services, if practical. Institute a mandatory key control and access codes.
• Thoroughly examine everything located within the room(s) to insure they contain no surreptitious listing devices. Thoroughly examine any items introduced after the initial examination to include food trays, plants, carts, electronic equipment, furniture, etc. Remove all intercom equipment. Provide for secure voice and fax communications.
• Do not utilize telephones (standard, cellular or cordless types) to discuss any aspect of the negotiations unless secured or absolutely necessary. (Telephone equipment rooms, equipment, wiring, instruments, etc., are generally accessible to any number of persons who may be sympathetic to the opposition).
• Establish a separate room for negotiations with your opponents to prevent the introduction of listening devices. Under no circumstances should your opponents be allowed into your designated secure room(s).
• Do not discuss any aspect of your established position outside the secure room(s). Negotiators should be made aware that anything said outside the room is subject to being compromised through a number of seemingly harmless methods.
• Provide a CROSSCUT SHREDDER for the destruction of ALL trash generated as a result of negotiations or discussions. Protect all documents generated as a result of discussion by storing in lockable containers.
• If any typewriters are used, all one-time use (disposable) typewriter ribbons should be removed when not in use and securely stored. Prior to being disposed, all typewriter ribbons will need to be destroyed by cutting or shredding.
• If negotiations continue over a protracted period of time, repeat examinations should be performed.
• All information/documents should be saved to disk, USB flash drive, or other external data storage device and removed from computer hard drives. All items containing the data should be secured and have password protection.
• If possible, rotate the pre-registration meetings off-site. Do not announce the location until 1 hour prior to the meeting.

PLANT CLOSING AND DOWNSIZING

When a company announces a closure or downsizing, emotions begin to run high. Workers are worried about their families and their future and it is easy for things to get out of hand. In times like these, the trauma of the situation can lead to acts of sabotage and/or violence.

Special Response Corporation is ready to work with your company to develop an individual contingency plan to meet your needs. Our professional security experts will carry out a full on-site assessment that will include the following:

• Perimeter protection
• Access control
• Video surveillance
• Intrusion detection
• Threat mitigation systems
• Infrastructure design for data distribution and telecommunications

Our objective is to assist companies in these challenging times and reduce the level of stress that comes with closure or downsizing, offering guidance and support. In the case of a plant closing notice, we can pre deploy, low profile or high profile before the final closing. Our goal is to minimize any threat and maintain a safe work environment. Within any notification period, as an employer, you should:

• Work together with union representation (if union) as soon as possible in order to concentrate all efforts.
• Further coordinate efforts with a Human Resources Specialist or a similar professional.
• Use your Human Resources Specialist to communicate the rights and benefits each staff member has. These meetings should be performed on a one-to-one basis.
• Complete a job search of the local market, find potential placements for affected staff members. Also, make employees aware of placements available within the same organization.
• Offer affected employees Placement Training, allowing them access to the latest techniques in writing resumes, cover letters and key interview skills.
• Contact the State and Federal agencies that handle unemployment. Have all of the information available regarding unemployment income, retraining, social security and alternative opportunities. If possible, set up a meeting with the agency and the staff members.
• Make sure there is a professional counselor available for staff members who require help with the tension they are dealing with.