LP Magazine

JUL-AUG 2018

LP magazine publishes articles for loss prevention, asset protection, and retail professionals covering shrinkage, investigations, shoplifting, internal theft, fraud, technology, best practices, and career development.

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will tell us, for this same store subset, are we better or worse per total cost, per accidents per 100,000 employees, and how long has a claim stayed open? We are very aggressively working with our provider to go after the claims reviews and making decisions quickly on whether we settle or whether we move forward and litigate the claim. Again, these are new learnings for me. I've got to say there are at least a half dozen QSR peers that have taken my calls and helped educate me on their programs. I'm taking the nuggets I get from each of them and working them into the program that we have. EDITOR: Are more of the issues employee claims as opposed to customer claims? JONES: The biggest loss issues in the QSR risk space are employee claims. Those accidents tend to be the more egregious accidents. But slips, trips, and falls in QSR can also be a nightmare. So we're working on a lot of things. What are best methods for keeping floors clean and keeping them from being wet? Do we have the right mops in place? Do we have the right signage in place? Are we using the right utensils in the back? Are we cleaning our fryers the right way? Do we have the personal protection equipment on? Are people wearing the right shoes? All that is audited by a third party for us, and our safety manager follows up with stores with low scores to make sure they are retrained. EDITOR: What role are you playing today with the franchisees? JONES: Today we're a support role only. When they call and need something, we help them. The goal is as soon as our program is fully up and running, we will look at an approach for supporting our franchisees to help them be the most profitable they can be. I envision determining what are the best methods and sharing what we do. We certainly don't tell franchisees how to run their business, but we can give them our best practices. Secondly, we have to establish a dialogue with the franchisees, which has not been part of our historic process. For example, I speak almost weekly with Tracey French at Boddie-Noell, one of our largest Hardee's franchisees, to both learn what he's dealing with and exchange different ideas that we're considering. There are areas that we can collaborate and vendors that have more experience in the QSR environment. For instance, both Boddie-Noell and CKE just put in Vector Security. To us it's a great solution, it's the right price, and they totally understand this type of business. We both separately, without actually knowing it, have implemented ThinkLP. For us, ThinkLP will be a loss prevention portal that will handle risk management, safety, asset protection, crisis management, and will help us follow up with the field compliance piece. It will handle accident reporting and risk management paperwork, and we're considering setting up a module that will help handle HR and maybe even legal. EDITOR: So over the next year or so, a whole lot of things will likely change in terms of your relations with the franchises. 31 LP MAGAZINE | JULY‚ÄďAUGUST 2018 INTERVIEW

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