LP Magazine

MAR-APR 2019

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.

Issue link: http://digital.lpportal.com/i/1096225

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Page 36 of 76

continued on page 38 36 MARCH–APRIL 2019 | LOSSPREVENTIONMEDIA.COM The idea of playing cops and robbers and seeing people get hurt is just not a winning strategy. We've spent a lot of time reengaging how we go about doing that in terms of—I'll use the term "hardening the target"—to make it understood that, one, it's not acceptable behavior within a Meijer store and, two, we're not going to rely on you getting caught to get you to understand it's not acceptable behavior. We'll get your attention ahead of time. We've also repositioned ourselves to focus on operational opportunities and core retail fundamentals within our business that are self-inflicted. As an example, we're a grocery store first, and while we may have theft that happens in our fresh produce or meat sections, how we source, how we order product in, how we rotate product—all that dictates what our throwaway and loss is related to those products. This is a really important step for us to engage the organization to not think about it as loss, but to think about it more as waste. EDITOR: How have you organized your AP team? JAECKLE: Our corporate AP organization is responsible for protective security, which includes executive protection, campus security, and security at our specialty operations, including some of our off-shore locations in Bangladesh and Hong Kong. We also have responsibility for our supply chain asset protection functions. We have a centralized investigative unit that we lead out of our Grand Rapids office, which we refer to it as "ROC," our Remote Operations Center [see photo page 30]. And we also have a corporate analytics and project management team for our AP operations and continuous improvement work based in our corporate office. In the field, we have regional managers who oversee about 100 stores each and market AP managers who oversee about ten stores each. In every store, we have an asset protection team lead. EDITOR: Why do you have AP in every store? JAECKLE: It was important because, with implementing the total retail loss strategy, we felt we needed to have somebody who understood the operation of the store from a total asset protection lens and was able to help drive process execution and conduct the necessary audits to validate execution that they are working the way that we intended. This also allowed for us to continue to execute in the traditional space of asset protection to make sure we have the right controls in place, as well as a focus related to investigative work, whether it be internally or externally. We also have store detectives, which vary from store to store based on the risk of theft in each building. One of the first things that happened when I arrived was we absorbed the people greeter position into asset protection. This is part of what I mentioned earlier about hardening the target and making sure that the teams understood that employees engaging customers, including the dishonest ones, supports this idea of deterrence. So making that good first impression was one of the first things that we did, and we invested in training for our teams. EDITOR: Given the type of organization you have described, I imagine that you have a strong commitment to developing and promoting people internally. Is that right? JAECKLE: We do. We've been able to promote a few of our market leaders to regional positions and have had quite a bit of movement in the structure of our corporate teams and how to further position us to be a proactive asset protection team. In the stores, the asset protection team lead position was a brand-new position that also happened shortly after I got here in 2017. That was 100 percent a ground-up position, and I think we promoted about 85 to 90 percent of that population from within Meijer, mainly our store detectives and You can't boil the ocean, so we've spent a lot of time on letting the data guide our decisions and streamlining it to make useful data points for the teams to act against. That has been a real blessing in disguise to get the teams centered around the things that matter the most. INTERVIEW

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