![]() ![]() But I want my LP’s to be inside an enclosed structure, not an open one, if for no other reason than to keep dust away from the LP cover opening. I’m guessing owners don’t mind, as the rack will usually be placed up against a wall, that wall then acting as a rear panel. Even worse, the rack is open on the backside, having no rear panel! It is meant to be a room divider, not an LP rack or bookcase. At 15-3/4" deep, LP’s are too far from the front edge of the rack. Other than that, it didn’t fulfill my desires. I found the Kallax to have one enticing quality: very large capacity for very little money. The loss prevention industry, like many of us, can’t grow stale and must be able to adapt to meet the needs of the business, the customer, our employees, the changing laws and social landscape, and the changing technology.Desiring new racks for my LP’s, and hearing that the Ikea Kallax was popular with collectors, I went to the Ikea in my new city to check it out. What’s next for the loss prevention industry?Ĭhange, change and more change. Third, find, hire and retain the right talent - people who can meet or adapt to the organization’s culture while helping to achieve the loss prevention goals and objectives. ![]() Second, ensure the objectives are tied into the organizational strategy, which also secures a budget - whether operational or innovational. What are the three most important things when building an LP program?įirst, build the framework based on the organization’s needs using a risk assessment approach. It must start day one with a new employee, and it must repeat and continue throughout the organization - with every employee and at every level - every single day. When it comes to safety culture, it must be embedded within the culture - just as it is implied with the term “safety culture.” It sounds simple enough, but it’s not. Join us for the most important retail security event of 2022 as NRF PROTECT returns in-person, June 21-23 in Cleveland. Following an event, perform an after-action review and make necessary changes to all plans, including business continuity plans. What can executive leadership do to help improve their company’s safety culture or business continuity efforts?Īs far as business continuity, make sure the plans are updated and tested periodically during tabletop exercises. Today’s retailers must focus on being adaptable and flexible, and emergency/crisis management teams must be ready to think and react on their feet for whatever crisis comes next. Social and political changes and unrest that affect the retail business, including how loss prevention operates, are things that can’t be underestimated. What are some of the threats and challenges facing retail LP professionals today and what can companies do to adapt to the LP world of tomorrow? We are also working with our digital solutions teams and external partners to find and implement solutions that save our teams time on some of their administrative tasks so they can focus efforts elsewhere in the business. We have experienced quite a bit of internal movement and turnover in our teams and our training programs weren’t robust enough to handle such immense change at once. That was completely upended and today we are focused on providing adequate training to get our loss prevention managers and teams the training they need. Two years seems like a lifetime ago, but at that time we were very focused internally on streamlining how we support our units. What were some of your key loss prevention goals two years ago and what are the goals today? So much of the retail environment has changed over the last two years. ![]()
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