Corporate Security Is Not An Expense; It Is An Investment.

 Corporate Security Is Not An Expense; It Is An Investment.

It is usual that throughout the world, the feeling of insecurity is taking over the business world. Along with this, competitiveness, fostered by the free market and globalization, are variables that demand that from the highest management levels that large product and service companies have natural strategic planning that allows them to address any contingency that may affect their business, both operationally and administratively.

Establishing and coordinating a set of procedures and actions aimed at preventing, neutralizing, and, mainly, reacting to possible threats to the development of normal business operations to ensure the continuity of a business is nowadays essential for companies that intend to participate in a world characterized by the growing effects of globalization, among which the high interdependence of markets and the disaggregation of production stand out.

Without going any further and continuing with the globalizing influence, the new asymmetric threats, the types of conflicts, and the perception of risks make us re-evaluate the problem of security.

Today there is a broadening trend in the concept of security. The new challenges of international security recognize that security may require more efficient responses from the State, institutional and corporate levels, and even reaching down to the individual. For these reasons, companies must have strategic, medium, and long-term planning capable of defining priorities, serving as a guiding principle to face a natural disaster, a terrorist attack, or any contingency that may alter the business’s normal functioning and operation.

Corporate security is a consolidated concept. Although there is no specific definition, among other reasons, due to the model’s versatility, we understand Corporate Security as the set of policies, procedures, and human, organizational and technical resources aimed at protecting people, tangible and intangible assets, and the reputation of an organization.

Among these resources, in its external component, is private security. Corporate security can also be identified as the function that identifies, manages, and effectively mitigates, at an early stage, any situation that may threaten the resilience and survivability of an organization.

The professionals in this field will propose a Corporate Security plan. It establishes the strategy and philosophy of corporate security in the organization through a series of coordinated actions oriented to the treatment of specific events that constitute its portfolio of risks and vulnerabilities. As part of this plan, you will find the following purposes:

Identify, mitigate, and effectively manage risks and vulnerabilities that may threaten the enterprise’s security, resilience, and organization’s survival.

Provide rigor to identify risks and select among possible response alternatives:

  • Avoid, reduce, share or accept.
  • Align risk response and strategy.
  • Establish corresponding objectives and develop mechanisms to manage the associated risks.
  • Improve and expedite risk response decisions.
  • Reduce operational surprises and losses.

The broad catalog of security risks – increasing in their number, nature, and severity – faces organizations today that require security departments to better align with the primary risks of their organizations. This shift has much to do with the necessary transition from “security as a cost” to “creating added value from security” and “creating added value from security.”

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