How to Manage Security Halfway Around the World

Tips for managing security in a global company

Different cultures. Unstable political environments. Language barriers. CSOs in global companies face many a challenge as they try to manage security worldwide. One of the biggest challenges? A good number of your security managers reside in functions other than corporate security, so security is often a part-time gig managed by people with part-time security training. There's no ironclad set of rules or policies that all those employees can follow.

"The key I keep in mind when developing our security standards is don't try to pound a square peg into a round hole," says Anton Bommersbach, head of global security at gum maker Wm. Wrigley Jr. Co. This story outlines best practices and useful tips on how to maintain effective security around the world, particularly in making the most of those folks from other departments who serve as your feet on the street in distant locales.

Determine What Kind of Security Department You Are

The first step to take when thinking about global security strategy is to ask the question, What kind of security department do I have? Jim Brooks, senior VP of crisis and security management at Control Risks Group, says a traditional department tends to have a larger staff, a facilities-oriented approach and a predilection to do things in-house. The current trend, he says, is toward an advisory-oriented department that is smaller in staff and strategic in its thinking, and acts as a risk management function; for example, the security head would likely be involved in business continuity and disaster recovery.

Brooks believes the latter type of security department is better suited to a global environment. "I think the most efficient department from a pure business sense is scalable without permanent mass," says Brooks. "It's inefficient for multinationals to think they can cost-efficiently house all the experts in-house to treat all global exposures. It doesn't make sense to employ all that staff." However, he adds, if transforming your security department from old guard to new guard is culturally unpalatable, don't force the issue.

Form Security Partnerships with Business Units and Even Other Companies

If Brooks is right, and large companies with lots of global operations typically don't have enough security personnel to parcel out to every factory, office or site, that means that managers or directors from other functions also man the security post in addition to their other duties. And that's all the more reason for CSOs to keep in close contact with those employees to understand the unique conditions of that location.