THE MAGAZINE

Developing a Prevention Policy

By Teresa Anderson

The corporate headquarters for Purdue Pharma is a 15-story high-rise in Stamford, Connecticut. Though Purdue Pharma owns the building and is the main tenant, other companies share space in the facility. “We provide security for the landlord responsible for the building; a Purdue associated company,” notes Glenn Faber, CPP, senior director of corporate security for the company. “We have to know the policies of other companies, especially when some of those companies don’t have a security department.”

Of particular concern was whether those tenant companies had a workplace violence policy. After talking to tenants, Dan Arenovski, CPP, associate director of security for Purdue Pharma and head of security for the Stamford facility, found that recent events reported in the news made them more receptive to getting advice on how to develop a workplace violence policy. But before giving guidance to others, Faber wanted to be sure that his company’s policy was comprehensive. So he turned to the ANSI/ASIS Standard on Workplace Violence Prevention and Intervention. Published in 2011, the standard provides an overview of policies, processes, and protocols that organizations can adopt to help identify and prevent threatening behavior and violence affecting the workplace. The standard is also designed to help organizations better address and resolve threats and incidents of violence that have actually occurred as well as implement a workplace violence prevention and intervention program.
 
Faber began by narrowing the scope of the project by applying the standard to the existing workplace violence program at the headquarters facility. If the project was successful, the company would expand it to other sites such as research and manufacturing facilities. “The reason we took this approach was because it was easier to adopt for one site rather than to make it fit at all sites at the beginning,” explains Faber.
 
Arenovski was the first person Faber turned to when starting the program. Arenovski knew the tenants well and could bring them on board. “No matter how comprehensive our program, there was still that opportunity for a crisis or for a workplace violence incident with other tenants,” says Arenovski. “Our goal was to assist them in developing a workplace violence program that met the standard.”
 
The first step was creating a team of stakeholders to undertake the task of implementing the standard. Then, that team was tasked with examining existing policy, establishing a methodology for comparing that policy with the standard, conducting a gap analysis, implementing any changes, and conducting follow-up.
 

 

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