LP Magazine

MAY-JUN 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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31 LP MAGAZINE | MAY–JUNE 2018 INTERVIEW We also use it for monitoring serious incidents live, such as workplace violence situations, and of course use the center for high-profile internal, external, and vendor theft detection and resolution. We're also using it to conduct remote video accident investigations and evidence preservation by downloading video remotely to a server-based solution, which enables our risk management department to better defend accident claims. Those are just a few examples of how we use AP analytics. We've also partnered with our Store Help Desk. Now, every single incident that occurs in a store is phoned into this team and our operators, who man it 24/7, take the information and disseminate it accordingly. We call this our critical incident desk (CID). We've identified seventy-four different incident types. Obviously, if it's an emergency situation, stores call 911. But if one of these seventy-four incidents occurs, they are phoned into the CID immediately. The information is then keyed into our software program and distributed to the asset protection field team in real time. On extremely critical incidents, such as armed robberies, burglaries, or aggravated assaults, they are turned around in minutes and forwarded to our AP field team through text messaging with escalations of notification going to district operations managers, regional vice presidents, and others. The AP field team then follows up on each one to close them out. Once a week I report out to our executive leadership team on how many critical incidents were phoned in from stores, how many were responded to, and how many were closed. We then use the data to ensure we allocate resources into our highest-risk stores through enhanced security tools, updated equipment, even identifying which locations may need a contracted service. Those are just a couple of examples of how we use data to drive technology solutions and allocate manpower as needed. EDITOR: On another subject, how do you go about providing information, education, training, or awareness to store managers and associates in stores? FAKETTY : We're pretty fortunate because our human resources group purchased a learning management system (LMS) from Axonify about two-and-a-half years ago. Ironically, I tried to introduce that company to Southeastern Grocers, unsuccessfully, years earlier. Up until then our asset protection team built all of the AP awareness modules, 180 in total, with the help of another service provider. When the new HR leadership team came on board and introduced us to the Axonify platform, all we had to do was take the content from our previous work and migrate it into the new software package. We now have incredible insight on every single associate in every single store. What modules they've gone through, which ones they haven't, and how they scored to include pass or fail. Our HR team tracks all of this, so those that don't score at a satisfactory level have to go back through them.

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