Developing a Prevention Policy

By Teresa Anderson

Security’s goal, which was reflected as part of an end-of-year performance review, was to complete the project by the end of September. Within seven months, a final workplace prevention policy had been developed, and in September 2012, the Threat Management Team under the cover of Human Resources sent it out to all Purdue colleagues.

The policy was also shared with the other tenants in the building. Arenovski met with each company and explained the policy and how it affected their employees.
Security is currently rolling out the standard to other Purdue Pharma locations. When appropriate, corporate pushed out some of the policies it developed. Security at all company locations have been trained in conflict resolution, for example. However, site teams are now undertaking their own gap analysis to identify issues that are unique to manufacturing or research facilities.
The Corporate Threat Management Team is now conducting an ongoing post gap analysis to ensure that all the policies put in place are working as intended and to adjust those policies if necessary.
“You do a lot of work on a program like this,” says Faber. “It’s important not to put our new Workplace Violence Prevention and Intervention Program on a shelf and leave it there. Something as important as this needs to be constantly revisited.” 
“This is why we feel the gap analysis is the [living document],” says Arenovski.




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