Personnel security is a key component of a company's economic security. Since, in the course of performing their official duties, employees meet with business partners every day and hourly, negotiate with them, and enter into contracts, the manager must be confident that the actions of the staff will not jeopardize his business. The company's security service (SB) comes to the rescue, its work allows you to get to know employees better and anticipate their actions.
World statistics show that about 80% of damage to the material assets of organizations is caused by their own personnel. Over the past 20 years, about 100 US banks have failed due to employee fraud. Unfortunately, it cannot be said that in domestic business the situation is different. That is why personnel security issues should remain the focus of attention of managers even (and especially) when the company’s financial and economic performance is good. Top managers need to have as complete an understanding as possible of the quality of “human capital” that creates this well-being and also serves as a carrier of information about the company, including confidential information.
Security Council tasks and methods for solving them
The main conditions for effective work with personnel are the consistency of the activities of the Security Service in various areas (internal security, information security, legal security, technical protection, etc.) and close interaction with other structural units (with the personnel department, special department, etc.).
The task of the Security Service is, on the one hand, to identify persons prone to fraud, theft, dishonest work, etc., and on the other, to promote the creation of a single team of proven, conscientious employees. For this purpose, organizational and organizational-technical measures, are used personal observations and conversations, as well as the results.
By organizing its activities in the company in this way, the Security Council should strive to carry out its conflict-free, But fundamentally And competently .
Organizational events activities carried out in the company include:
- regulation of internal corporate procedures, including the development of regulatory documents (orders, instructions, regulations, instructions);
- organizing control over the economic activities of the company;
- explanatory and educational work with employees (conducting classes on maintaining trade secrets, outlining the methods of action of competitors in relation to the company, etc.);
- preventive work with employees (identifying persons prone to various offenses, explaining the consequences of offenses, etc.).
Organizational and technical measures include:
- organizing physical and technical security of the facility (including monitoring the work hours of employees, registering visitors, preventing information leakage through technical channels, etc.);
- analysis of detailed printouts of conversations on office telephones, the use of e-mail, the Internet to study employee connections and information content;
- analysis of the use of copying equipment (in order to prevent leakage of information constituting a trade secret);
- monitoring the behavior of employees in places located in the area of open CCTV cameras.
Personal observations and conversations allow you to study:
- personal characteristics of company employees;
- features of the psychological climate in the team;
- degree of employee satisfaction with working conditions, wages, etc.
Target information and analytical work SB with staff - identifying positive and negative aspects associated with employee behavior. This work consists of two stages:
- collection and processing of information;
- analysis and evaluation of the information received to make operational management decisions.
The accumulation of information begins from the moment of studying a person’s personality when applying for a job and continues continuously during his working life in the company. The employee’s workday schedule, the peculiarities of his behavior during negotiations, when organizing tenders, when preparing and concluding contracts, etc. must be constantly monitored by Security Service employees.
Very useful information about company employees can be obtained during informal events (holidays, recreational evenings, excursions, cultural and sporting events). In this environment, the microclimate in the team, the level of intelligence, culture, and personal behavior of employees are assessed.
The information obtained during the study of company employees is formalized: an analytical report is compiled, which is filed in the employee’s personal file. This allows you to systematize work with data. The certificate should record whether the employee shows negligence in the performance of official duties, makes unprofessional decisions, violates discipline, is convicted of dishonesty - or vice versa: shows good results in his work, conscientiously performs his duties, is distinguished by high personal qualities (decency, honesty , willingness to help colleagues, etc.). Analytical information should contain conclusions obtained as a result of an assessment of current events.
To make this work more efficient, it is advisable to use automated databases that allow you to accumulate and systematize information for each employee, group it into sections (for example, “persons”, “organizations”, “events”, “contracts”, “contacts”), and identify patterns . All data is interconnected, which makes it possible to create a dossier containing reliable information.
When working with personnel, the Security Council takes into account the influence of external and internal factors that can affect the company’s activities both positively and negatively.
TO external factors relate:
- socio-economic (improvement or deterioration of the socio-economic situation in the country as a whole, the impact of changes in society on workers, the unemployment rate, the level of wages, etc.);
- political (political stability or conflicts in society, legal relations or corruption);
TO internal factors relate:
- organization of process management in the company;
- leadership style (democratic, authoritarian, etc.);
- features of internal corporate culture.
A security guard employee is obliged to note cases of inappropriate behavior of a company employee during the performance of his official duties and in relations with colleagues. Particular attention should be paid to the following facts:
- violations of the working day regime (unmotivated lateness to work, leaving during working hours, going to work outside working hours, delays at work);
- addiction to gambling;
- alcohol abuse, drug addiction;
- presence of serious personal problems and stress.
We can talk about possible “risk factors” for a company when the following is observed in an employee’s behavior:
- interest in the range of production and financial issues of the company that are not part of his functional responsibilities;
- unreasonably frequent calls and contacts with organizations and persons not associated with business relations with the company;
- conducting any business during working hours that is not part of the functional duties;
- noticeable changes in the style of communication with colleagues, the appearance of uncertainty, fear;
- use of equipment and duplicating equipment for personal purposes during non-working hours;
- signs of a sudden deterioration in the employee’s financial situation, a sharp increase in his personal expenses that do not correspond to official income (purchase of expensive goods, real estate, etc.).
One of the forms of work of the Security Council is the study of the relationship between the heads of structural units and subordinates. The company should develop forms of monitoring the work of employees - work evaluation cards (timeliness, quality of work, creativity, initiative, independence in decision-making). A sharply negative or inflated assessment of employee performance requires additional study and identification of the reasons.
Thanks to information received from trusted persons and in personal conversations, security guard employees can study the psychological climate in the team, the attitude of employees to various forms of work incentives, etc. The security guard informs the company's management about its observations.
The concept of “economic security” includes:
- financial security (financial and economic viability of the company, resistance to bankruptcy, level of solvency, etc.);
- power security (access regime to company territory, physical security of facilities, personal security of management, counteraction to criminal structures, interaction with law enforcement agencies);
- information security (protection of company information, including confidential information, information and analytical work with external and internal entities, business intelligence);
- technical and technological safety (creation and use of a technical base, technologies and business processes that strengthen the competitiveness of the enterprise);
- legal security (comprehensive legal support for the activities of the enterprise, professional legal work with contractors and government bodies);
- personnel security (prevention of negative impacts from company personnel on all elements of economic security).
Working with contracts
A very important area of the Security Council’s work to prevent material damage to the company is monitoring employees whose responsibilities include concluding contracts. Security guard employees must have a good understanding of the legal and economic features of the company’s activities in order to comply with the requirements of the developed provisions and instructions regulating the functions of each participant in the contractual process (employee, his manager, chief accountant, economist, lawyer, security guard).
Based on experience, I would like to make the following recommendations:
- An employee whose authority includes concluding contracts must make sure that the counterparty also has the appropriate authority (signature authority) and documents (passport, entrepreneur certificate, statutory documents, state registration certificate, certificate from the statistics department, certificates, licenses, work permits etc.). It is necessary to make copies of the documents submitted by the partner and submit them to the Security Service, which will study them and conduct an audit with the participation of news agencies to determine the reliability of the company.
- During preliminary negotiations with partners, you need to pay attention to:
- business history of the counterparty company and the reputation of its top officials;
- competence of representatives of the counterparty company;
- integrity and accuracy of fulfillment of requirements during the preparatory period before signing the contract, etc.
When studying the contract, the Security Council pays attention to the subject of the contract, pricing, payment procedure and terms of performance. It is necessary to make sure that the employee authorized for contractual work fulfills all the requirements of the instructions and correctly answers questions regarding the contract. It is necessary to immediately identify incompetence (poor knowledge of the market, inability to work with contracts) and negligence (superficial study of the partner and the advantages of working with him). The following signs may indicate deliberate actions for selfish reasons:
- excessive haste in drawing up contracts (with the motivation “such a profitable partner will not wait,” etc.);
- provision of unreliable or difficult to verify data about the counterparty;
- justification of the need to work with this counterparty on the recommendation of influential people or higher organizations, etc.
Let's consider an example of the work of the Security Service with employees responsible for contractual relations with contractors.
The object of study was the agreements concluded by the head of the structural unit of company N and his deputy for two years with the counterparty company (Dream LLC). The subject of the contract and the pricing scheme corresponded to market conditions, the execution procedure and terms of the contract also did not raise suspicions. An analysis of the subject matter of the agreement showed that Mechta LLC was engaged in work similar to that which was the responsibility of this structural unit of the company. Over the course of two years, contracts worth over UAH 500 thousand were concluded with Mechta LLC.
SB checked Mechta LLC by turning to the services of news agencies. The registration date of this company coincided with the start of work by the structural unit. The number of employees of Mechta LLC is two people, the office is registered at the place of residence of one of the employees. An analysis of the financial documents showed that the amounts reported on its financial statements exactly matched the invoices paid by Company N. In the process of further investigation, it was possible to establish that company N paid for work that was actually performed by employees of its structural unit during working hours. Thus, the head of the division and his deputy had additional income, and company N suffered losses. After administrative measures were taken, the illegal scheme ceased to exist.
Another form of checking the contractual work of employees is also possible, such as conducting an expert assessment of contracts (design, scientific and technical, when developing a company’s credit policy, etc.), which makes it possible to confirm or refute the effectiveness of work on them and the objectivity of the actions of the Security Council.
One of the most important measures of control over personnel by the Security Council in the process of financial and economic activities of the company is interaction with the internal audit service to verify financial and economic activities. Together with the auditors, the Security Council examines violations identified during the inspection process that may cause or have already caused damage. This includes unreasonable expenses for various types of activities, the formation of receivables and other violations. By analyzing the inspection data, the Security Service identifies specific individuals who committed violations and reports the results of the inspection to the company’s management for taking administrative or other measures.
During the inspection period, the Security Service also uses materials obtained in daily work indicating the infliction of economic damage in the inspected structural unit, which are confirmed or not during this inspection.
Ensuring information confidentiality
When working with personnel, the Security Service pays great attention to the issues of ensuring the protection of confidential and commercial information, the leakage of which could harm the interests of the company. It is necessary to develop a list of documents and information that are trade secrets, regulations on the system of access to such documents, as well as the procedure for recording, storing and organizing work with them. When hiring, as stated in the previous article (Organizing the work of the company’s security service with personnel), the Security Service representative instructs new employees, introduces them to the rules for working with documents containing confidential information and trade secrets. The employee signs a non-disclosure agreement.
As practice shows, competitors often obtain the information they are interested in using imperfections or violations of regulations on the protection of commercial information, as well as human weaknesses and vices.
By monitoring compliance by company employees with the established procedure, requirements for the protection of confidential information and trade secrets, the Security Service identifies facts of their violation. For this purpose, organizational and technical measures are used, as well as work with trusted persons. Analyzing the causes of information leakage, the Security Council must propose ways to eliminate them, as well as identify persons who may contribute to such leakage or directly transfer commercial information to competitors.
Let us give an example of the Security Council's fight against information leakage. The Progress company has developed a long-term plan for the next year. The competing company Meteor managed to obtain this document. Taking advantage of the strategic information it contained, Meteor achieved remarkable success, capturing part of the market share previously occupied by Progress products.
The investigation revealed violations when working with documents constituting a trade secret. The long-term plan is classified as restricted information. The head of the structural unit violated the Regulations on working with documents containing trade secrets because he did not control the process of preparing and reproducing materials. Persons who did not have access to work with this category of documents were involved in drawing up the plan. When editing, copying and distributing copies of the specified plan to the company's branches, no accounting was made of the number of copies transferred, which as a result led to a leak of commercial information.
Based on the investigation materials, administrative conclusions were made.
Technical protection elements
Let's consider the use of regulatory measures that control the use of the Internet and the company's local network. It is advisable to prepare instructions on the procedure for their use, which will regulate the admission of employees, provide for the disconnection of users when they move, quit, etc., as well as in case of misuse of the Internet and local network.
Each company also determines its own corporate rules for the use of e-mail, which are communicated to personnel in the form of orders and instructions. The task of the Security Service in monitoring users is to detect leaks of information containing trade secrets. To solve this problem, it is necessary to interact with the company's IT department and have certain programs (for example, for Exchange servers - the Promodag storelog program).
Let's consider the case of misuse of official personal computers by an employee of the Kolos company. From a conversation with trusted persons (from among the employees of the automation department), it became known that in the department where documents that are trade secrets are concentrated, employee N violates the rules of the instruction “Procedure for using the Internet in the Kolos company.”
The Security Service recorded the fact that N unauthorizedly installs hacker programs, has a personal external modem on his work computer, and in addition, 70% of the hard drive capacity of his PC is occupied by game programs.
At the request of the Security Service, the automation department identified an unauthorized program installed by employee N, which allowed remote control of several computers on the network, including access to documentation that was a trade secret.
The employees who were assigned “managed” PCs indicated in their explanations that when computers malfunctioned, they turned to N for help as a good “computer specialist.” They knew nothing about the existence of an additional program.
In his explanation, N did not admit his involvement in the installation of the hacker program, pointing out that the computer in which the software changes were detected was repeatedly used by employees of other departments. However, further investigation proved this employee’s guilt: he installed a program to control other users’ computers without authorization. Although the leak of trade secrets was not proven (the installed programs were used for games), N was punished.
In conclusion, I would like to especially emphasize that it is important for Security Service employees, together with employees of the HR department, to create an atmosphere of trust in the team. Every conscientious employee should feel supported by the employer and have the opportunity for career and professional growth. Carrying out work through proxies, informing management about the situation in the company, the Security Service guards the economic security of the company. An atmosphere of suspicion and surveillance is unacceptable; it can destroy the team.
When conflict situations arise, the security service evaluates them objectively and finds compromises between the parties. Preventing conflicts between managers and subordinates, between the interests of employees and the company helps reduce risks for the organization: reduce the number of thefts, the use of shadow schemes, and the leakage of commercial information to competitors. Ultimately, to reduce the degree of possible damage to the company from the actions of disloyal employees.
- Personnel Policy and HR Strategies
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Each organization has a lot of different information resources: knowledge and skills of employees, know-how, unique technologies, hardware and software, databases, documentation (including those containing confidential information). The leak of important information causes significant damage to the organization and can even cause its bankruptcy. This phenomenon, unfortunately, is widespread: according to research by Scarchinform, a company specializing in protection against information leaks, in 2015 in Russia more than half of the companies surveyed (52%) experienced leaks of confidential information.
In 2015, the InfoWatch Analytical Center registered 1,505 cases of leakage of confidential information. This is 7.8% more than in 2014. The main share of information leakage is personal data and information that has potential or actual commercial value - financial reports, intellectual property, business plans, details of specific transactions, etc.
In 2015, in 51.2% of cases, the perpetrators of information leaks were current or former employees - 48.9% and 2.3%, respectively. In more than 1% of cases, the fault of organizational leaders (top managers, heads of departments and divisions) was recorded. The share of leaks that occurred on the side of contractors whose personnel had legitimate access to protected information increased by 3.5 and. p., amounting to 7.6%.
Therefore, ensuring the protection of personal data and trade secrets in the personnel management system is of critical practical importance. At the same time, the security measures applied in the organization to protect against the risks of information leakage must guarantee confidentiality, integrity, timely reporting and access control. Security measures include technical, organizational And managerial. In turn, they are provided by procedural, physical, systemic, communication and management security systems.
In this chapter we will look at the management aspect of information security.
Several types of secrets may be accessed and demanded protection at the same time in an organization. In addition, dozens of third parties receive and use enterprise confidential information.
The legal definition of confidential information follows from a number of regulatory legal acts: the Constitution of the Russian Federation, the Federal Law of July 27, 2006 “On Information, Information Technologies and Information Protection”, the Federal Law of July 29, 2004 No. 98 “On Trade Secrets”, the Decree of the President of the Russian Federation dated 03/06/1997 No. 188 “On approval of the list of confidential information”, Government Decree of 12/05/1991 No. 35 “On the list of information that cannot constitute a trade secret”, etc.
Information in general is information (messages, data) regardless of the form of its presentation. All information is divided into publicly available and that one, access to which is limited in accordance with various regulations. Restricted information may be: documented so and undocumented. Documenting information is a prerequisite for including information in information resources.
Documented information (document)- information recorded on a tangible medium with details that allow it to be identified. Undocumented information with limited access includes family and personal secrets, as well as the secret of voting and the secret of confession.
Documented information with limited access according to the terms of its legal regime is divided into information classified as state secret, And confidential information.
Confidential information, according to the Presidential Decree, includes:
- 1. Information about the facts, events and circumstances of a citizen’s private life, allowing his personality to be identified (personal data), with the exception of information that is subject to dissemination in the media in cases established by federal laws.
- 2. Information constituting the secret of investigation and legal proceedings, as well as information about protected persons and measures of state protection carried out in accordance with Federal Law of August 20, 2004 No. 119-FZ “On state protection of victims, witnesses and other participants in criminal proceedings” and others regulatory legal acts of the Russian Federation.
- 3. Official information, access to which is limited by government authorities in accordance with the Civil Code of the Russian Federation and federal laws (official secrets).
- 4. Information related to professional activities, access to which is limited in accordance with the Constitution of the Russian Federation and federal laws (medical, notarial, attorney-client confidentiality, confidentiality of correspondence, telephone conversations, postal items, telegraphic or other messages, etc.).
- 5. Information related to commercial activities, access to which is limited in accordance with the Civil Code of the Russian Federation and federal laws (trade secrets).
- 6. Information about the essence of the invention, utility model or industrial design before the official publication of information about them.
Federal laws establish the conditions for classifying information as information constituting a trade secret, official secret and other secret, the obligation to maintain the confidentiality of such information, as well as responsibility for its disclosure. The procedure for access to personal data of citizens (individuals) is established by the federal law on personal data.
Information received by citizens (individuals) in the performance of their professional duties or organizations in the performance of certain types of activities (professional secrets) is subject to protection in cases where these persons are required by federal laws to maintain the confidentiality of such information.
When operating electrical installations, safety rules must be observed. The system of electrical safety measures applies to all personnel involved in servicing these devices (installers, repairmen, operational sector employees, etc.).
The installer studies safety rules when operating electrical installations
The order of application of the rules:
- It is prohibited to deviate from compliance with the rules. In cases where it is impossible to organize safe work, it is necessary to inform the immediate supervisor about all violations and malfunctions in the operation of electrical equipment.
- It is unacceptable to carry out orders that are contrary to the rules and pose a safety risk to personnel.
- When working with increased danger, additional measures must be taken to improve electrical safety.
- In the event of accidents involving injury or electric shock to people, the voltage is removed without obtaining permission.
- Electrical tools, machines and mechanisms are subject to testing in the prescribed manner and in accordance with the approved inspection periods.
Prompt service
Operational services are provided by employees from the operational sector of local and field teams.
Features of work and requirements for workers who perform maintenance of electrical installations (EE):
- the employee must have sufficient knowledge of operational diagrams, operating instructions, and electrical safety standards;
An employee who complies with electrical safety standards when servicing electrical equipment
- maintenance of the electrical equipment is carried out according to a schedule approved by the person responsible for the electrical engineering of the enterprise;
- Operating personnel for individual maintenance must have an access group of at least 3 when servicing power plants up to 1 kV; for power plants above 1 kV, group 4 is required.
- operational and technical personnel assume the powers of operational personnel during the maintenance of the power plant;
- it is forbidden to leave the workplace until the end of duty;
- It is prohibited to remove posters when inspecting switchgears, as well as to touch exposed live elements of electrical installations;
What do the warning posters that are required when inspecting switchgear look like?
- the list of persons admitted to a single inspection is approved by the person responsible for electrical equipment;
- The doors of the power plant must always be closed.
Features of shift delivery:
- It is prohibited to hand over the workplace in an uncleaned state or when the electrical equipment is dirty. In the event of a malfunction of electrical installations, shifts of duty are carried out by order of senior management.
- An employee of the operational sector is the person responsible for the safe operation and safety of electrical equipment.
- The shift supervisor reports accidents and malfunctions to the dispatcher.
- If overloads or accidents occur on the line, the shift supervisor takes action under the guidance of the dispatcher of the energy supply organization to stabilize the situation.
- It is prohibited to change personnel on duty in the event of emergency situations. The duty of the new shift in case of long-term accidents begins according to the order of management.
- Before accepting a shift, staff must:
- familiarize yourself with electrical installation diagrams and general operating diagrams of the power system;
- have information about the condition of the equipment;
- report promptly any problems or malfunctions in the operation of the power plant;
- collect information about protective equipment, power tools and operational documentation.
Equipment inspection:
- Sole: for employees of administrative and technical staff with electrical safety group 4 (5 for power plants above 1 kV) and at least 3 for operational personnel.
Single inspection of equipment by an employee of the administrative and technical staff of the 4th electrical safety group
- Operating personnel are allowed to open doors of electrical equipment up to 1 kV.
- For power plants above 1 kV, it is prohibited to open chambers or climb inside the equipment alone. The inspection is carried out at the barrier line.
Manufacturing jobs
The works are distinguished:
- Voltage relieving is work that is carried out in electrical installations where the voltage is removed from live parts.
- Without relieving voltage on live parts and near them. Such work includes actions that are carried out directly on these parts.
- Without relieving the voltage away from live parts that are energized. This work excludes the accidental approach of working people and the repair equipment and tools they use to live parts at a certain distance.
Features of work without stress relief:
- The difficulty of servicing power plants of different voltage classes is determined by the highest class.
- When working without voltage relief, the team must consist of at least two people, of whom the work performer must have an electrical safety group of at least 4, the rest - not below
A team of trained electricians who perform work without removing voltage
- Without relieving the voltage, touching the insulators on the power plant is prohibited.
- During construction, live surfaces must not be located behind a person or on both sides.
- It is not allowed to bring long metal structures into switchgears.
- In electrical installations above 1 kV, masks, gloves and electrically insulating stays are used to remove fuses. For power plants up to 1 kV, masks are used only in cases where fuse links are open.
- It is forbidden to touch the metal parts of the device housings after completion of work, since voltage may be applied without warning.
- During bad weather, it is prohibited to service open switchgears (RU). Installation in closed switchgear during rain and fog takes place using special protective equipment.
- If malfunctions are detected (deformation of the insulating surface, damage to varnish coatings), the damaged product should be replaced.
- It is prohibited to replace wires without relieving tension in the spans of supports where the wires intersect.
- Log books for all units of electrical equipment indicating technical data and numbers assigned to them are kept by the person responsible for electrical equipment.
Maintenance of the power plant without removing the voltage:
- To organize work in electrical installations up to 1 kV, protective equipment (PP) is used - fencing devices at workplaces, insulating stands, gloves, etc. Power tools must also be equipped with dielectric handles.
- For objects above 1 kV, SZ insulating current-carrying parts are used. In the case of using ground insulation means, the repair process is carried out in accordance with the technological maps with all the necessary safety measures.
- When using SZ, it is necessary to pay special attention to the rules of safe operation - hold only by the intended surfaces, do not grab the handles by the restrictive rings, hold the tool in such a way as to exclude the possibility of overlapping electrical equipment wires, etc., do not use wet SZ.
Protective equipment necessary for servicing the power plant without removing voltage
- In electrical installations up to 1 kV, it is allowed to dismantle and replace fuses (plugs) of transformers without removing the voltage. They can also be removed in line circuits that are not used by switching devices.
- In the induced voltage zone, work on repairing wires by touching them is allowed, provided that a protective protection is used and grounding is applied to the wire no further than 3 meters from the work crew’s location.
- To service power transmission line elements, ropes are used that are thrown over existing wires on all sides of the span. The cables are tightened using smooth movements.
- To ensure safety during repairs of wires located above live power lines, safety measures approved by the head of the energy transmission organization are applied: methods to prevent wires from falling, etc.
Responsibility
The person responsible for the work order is also responsible for the volume of work to be done, labor safety at the power plant, and the qualification requirements of all team members and the supervisor.
Work orders can be issued by an employee of the electrical sector who is authorized to do so. To do this, the candidate must have an admission group of at least 4 in power plants up to 1 kV and 5 in power plants above 1 kV.
Also, an order for a number of works can be issued to a person from the operational staff with a clearance group of at least 4.
Team members must comply with safety rules, special instructions from the manufacturer, instructions for use and maintenance of the safety equipment.
The admitting person is obliged:
- be responsible for the quality and safety of performing work duties at the site;
- make necessary journal entries;
- have electrical safety group 3 for power plants up to 1 kV or 4 for installations above 1 kV;
- in power plants up to 1 kV it is possible to combine this position with the responsibilities of a responsible manager.
The manufacturer, the issuer of the order and the responsible manager can combine several responsibilities at the same time. In this case, the electrical safety group must be no less than that required for one of the positions held.
The list of persons who can be appointed to the positions of supervisor, manager and responsible person is approved by the management of the enterprise and the person responsible for electrical equipment.
If doubts arise about the safety of the work process, preparation of the site is stopped.
Responsible managers are not allowed to take direct part in the technological process.
The supervising employee is prohibited from stopping supervision of workers during the execution of the work order.
In electrical installations up to 1 kV it is allowed to perform the duties of a permitter, a work supervisor or a team member.
On overhead power lines (OHPLs) of all voltage classes, it is allowed to combine the responsibilities of the person who allows the work and the work performed by one person.
Carrying out work on overhead power lines
For military organizations, the selection of officials is carried out similarly.
During the acceptance of the work performed, the supervisor of the assignment bears the same responsibility as the admitting employee. The following are checked: installation quality, safety, proper site preparation, etc.
The manager can be selected from employees of the electrical sector with 5 gr. on electrical safety. For power plants up to 1 kV, the appointment of a responsible manager (alongside) is not required.
The observer must:
- be present during construction in particularly hazardous conditions;
- have a group of at least 3;
- monitor the performance of the duties of the work team and the correct implementation of safety precautions and installation.
- exercise control over the installation, the presence of a protective device (protective device) and the use of the necessary protective equipment for this type of work.
Manufacturer:
- Instructs crews on safety measures for a given electrical installation. Responsible for their implementation by employees.
- Monitors the condition of grounding, installed fences and other protective equipment.
- Must have a qualification of at least 4 for power plants up to 1 kV and 5 for installations above 1 kV.
The procedure for issuing orders
The orders must be issued in 2 copies. Fill out in legible handwriting. Corrections, cross-outs and corrections are not allowed.
The document is issued to the team immediately before the start of preparation and arrangement of the work site.
The manufacturer is supposed to issue one work order per team. For similar actions, a general document can be issued indicating the order of repairs on different electrical installations (when working without removing voltage).
What does a sample work order for electrical work look like?
Obtaining additional documents is required in case of moving to the next floor or to a switchgear with a different voltage class.
When performing work on electrical installations, the team includes at least 2 people - a team member and a work performer. The team may include no more than two people with permission group 1, provided that for each member with gr. 3 included one employee with gr. 1.
In the case of work on several connections of cable and overhead power lines (cable lines and overhead lines), one work order may be issued, provided that there is no voltage at the electrical installations and there is no access to other power plants.
In case of a change in the number of working personnel, as well as an expansion of the work space, a new work order is issued.
The person who is responsible for the outfits determines the composition of the teams. The work manager is responsible for the qualifications of workers. The qualifications and composition of the team members are determined based on the scale and level of complexity of the construction.
It is possible to transfer orders over the telephone. In this case, the number of copies of the document increases to three: 2 are filled out by the work manager, and 1 by the person responsible for issuing. The employee responsible for issuing orders must dictate the text of the document in the form of a telephone message. Instead of the visa of the person in charge, his last name is written on the forms and certified by the signature of the person receiving the order over the phone. Admission to work in such cases is carried out in accordance with the generally established procedure.
Operational personnel while on duty may be involved in the performance of work and included in the work order without an entry in the operational log.
If operational personnel combine the duties of repairmen (provided there are no operational employees), two copies of the work order are issued. They are stored by the person responsible for issuing the work order and the manufacturer.
Trail clearing
Before starting the work process, team members must be warned about the danger of trees coming close to power line wires.
Trees in disrepair should be felled first. To prevent damage to power lines by felled trunks, guy ropes are used. Immediately before felling a tree, all members of the team are notified.
Clearing a power line security zone by a team of employees
The trees are felled only in the direction of the cut.
The area for felling trees must be cleared before the process begins. If there is snow cover, clear two paths (5 m) in the direction of the fall and away from it at an angle.
Forbidden:
- felling trees with sawing, as well as felling one tree on top of another;
- cut dry and rotten units;
- leave cut trees not felled during breaks;
- climb trees to be demolished;
- stand on the fall line of a tree;
- make cuts to the end;
- approach a dangerous distance (8 m) to the place where a tree falls on the wires;
Secondment of personnel
Seconded personnel include employees who perform work on electrical installations, but are not part of the staff of this structural unit.
Permission to work in an establishment is granted to an employee by the organization to which he arrived on the basis of a referral (letter) from the sending enterprise.
Like a full-time employee, a seconded employee must have a personal identification card, not stitched, accredited at his permanent place of work.
The organization to which the personnel was sent is responsible for:
- safety of the work being carried out;
- ensuring health protection of all seconded employees;
- compliance of the personnel’s access group with the work performed in the installation.
The employees of the enterprise operating the power plant must prepare the site, start up and shut down the electrical equipment.
The briefing is carried out by a person from the administrative and technical sector with the 5th group of electrical safety clearance, as well as with the 4th group. operational staff workers.
Conducting safety briefings when operating electrical installations for seconded workers
At the place of arrival, travelers undergo special instruction taking into account the specifics of production and electrical equipment.
Those responsible for the work orders must be tested on their knowledge of electrical installation diagrams that will undergo repairs. After this, a record of the completion of the instruction is made in the staff journal.
Line repair
If the line is repaired in phases, one grounding is applied, and work is allowed to be carried out at a distance of no more than 20 m from it. If several teams are working on a line, the wire is grounded at each section.
If necessary, personnel can move along cables (with a cross-section of at least 70 mm 2) and wires over 240 mm 2.
Inspection of power lines in severe weather conditions, as well as in hard-to-reach areas, must be carried out by 2 employees with a clearance group of at least 2.
Disconnection of grounding drains is carried out strictly while wearing grounding gloves, only after grounding the lightning protection cable.
If it is necessary to stop traffic on the roads, a representative of the transport service is called to regulate the movement of vehicles. For normal movement of vehicles in emergency areas, the wires are raised to the required size.
Personnel should have boards marked “voltage caution” for installation in service areas.
Forbidden!
- Switch to traverses with live wires during phased repairs.
- Climb onto supports to inspect overhead power lines (OHPL).
- Walk under power lines at night.
- Approach the broken wires at a distance of less than 8 m. In such cases, it is necessary to limit the approach to the accident site and prevent the approach of living organisms until the arrival of electrical network personnel.
Organization of work on cable lines, switchgears (switchgears) and substation (substation):
- Depending on the nature of the work, repairs can be carried out with or without stress relief.
- For the same type of work, provided the voltage is removed and contact with other electrical installations is prevented, one work order may be issued.
- It is prohibited to turn on the bus sections until the completion of the work order.
- It is possible to disperse the executive personnel at the site, provided that several or one team member has an electrical safety group of at least 3.
- For repairs in the reactor plant, work orders are issued by the personnel servicing this facility.
Lighting fixture maintenance
When servicing a lighting network on a telescopic tower with an insulating link, cleaning the fittings and replacing light bulbs is carried out without removing the voltage. Provided that the luminaires are located below the phase wires, servicing is allowed on wooden stairs.
If the tower does not have an insulating element, all suspended wires on the support must be grounded. This type of work can be carried out by persons with a clearance group of at least 3.
Before replacing the ballast (PAR) or gas-discharge lamps, it is necessary to disconnect the wire from the general network and discharge the capacitors. Voltage relief is necessary to organize work on one disconnected circuit in the area of induced power line voltage above 35 kV.
Work without stress relief is possible:
- subject to distance from live parts, production at a height above 3 m from the level of a person’s foot;
- for clearing the route from tree branches;
- subject to the use of special lifting vehicles.
Each overhead line requires a separate order, except in cases where the document is issued for the same type of work (for servicing multi-circuit lines, etc.).
During a break in work until the next day, the installed ground connections on the lines cannot be removed. Continuation of work is carried out only after checking the functionality of the grounding device.
Video about TB
Safety precautions when working with electrical installations are discussed in detail in this video.
Safety rules for the operation of consumer electrical installations are necessary to achieve the quality of electrical networks and systems.
Safety threats when working with enterprise personnel arise from:
multi-role behavior of a person in relation to the resources of the organization (possession, disposal, use);
moral and ethical attitudes and economic preferences of a person (motivation, professionalism);
- the human psyche, i.e. the properties of his personality (the nature of interpersonal relationships, volitional qualities).
The purpose of employee verification is to minimize the risks of threats associated with personnel at all stages of the employee’s “life cycle”.
The employer would like to receive answers to the following questions:
whether the candidate for the vacant position has harmful inclinations;
whether there is a criminal record and (or) being under investigation;
whether he reported information about previous places of work correctly;
is he loyal to the management of the company;
does not have any connections with competitors;
whether he is harboring criminal plans.
Hence such serious and constant attention to the human factor in the system of measures to ensure safety in society and in organizations.
History shows:
the Arabs invited the suspect to touch the red-hot sword with his tongue. If a person burned his tongue, he was found guilty. It is noticed that the culprit's mouth dries up and he gets a burn;
in China they used the same principle, only the suspect answered questions with dry rice in his mouth. If the rice did not get wet, the person was found guilty;
in India, a number of words were called to the suspect, including words associated with the crime. The person had to answer in any word and simultaneously beat the gong. Noticed: when answering a keyword, the pause is longer, the blow is stronger;
in Africa, suspects were given a bird's egg and asked to pass it on to each other. Observed: the perpetrator of the crime will crush the fragile egg;
In Europe, “judicial loaf” was practiced - dry bread. If the suspect had difficulty swallowing, he was found guilty;
Ibn Sina (Central Asia) suggested observing the suspect's pulse when listing key words related to the crime. If the pulse was interrupted, the person was found to be involved in the crime;
Cesare Lombroso (Italy) measured the suspect's blood pressure during interrogation, thereby determining his involvement in the crime. It has been noticed that the liar experiences physiological changes in the body (pressure, pulse);
Leonard Keeler (USA) simultaneously recorded the suspect's breathing, relative blood pressure, and electrical activity of the skin using the world's first Keeler polygraph.
These verification techniques are irrevocably a thing of the past. In modern organizations, the leading place is occupied by checking the information provided by the employee about himself, including documents. These procedures are carried out with the written consent of the employee on behalf of the organization by the security service or personnel management service. In this case, the method of official requests is used.
However, direct communication with a person applicant for a vacant position, with some preparation and observation, can provide answers to many questions, in particular, whether the interlocutor is truthful. Let's illustrate this with examples.
Verbal diagnostic techniques:
option “caught in contradictions.” In the interview, insert questions that have the same meaning but differ in wording. The answers must match;
"recommendation" option. They directly ask which of the former employees could characterize his personal and business qualities. With insincerity, confusion is possible;
"trap" option. A number of questions are asked regarding the specialty (language proficiency, computer skills).
Nonverbal diagnostic techniques:
"Gestures" option. Covering your mouth, touching your mouth, nose, rubbing your eyes, scratching your neck is evidence of difficulty in answering;
option “averting gaze or frequent blinking.” If a person does not look the interlocutor in the eyes less than half the time of the conversation, then he is considered insincere;
option “nervous movements”. If a person suddenly begins to make small uncontrolled movements (adjusting clothes, hairstyle, brushing something, rearranging small objects, changing position), this should alert you;
option “hoarseness and coughing”. Lying creates a throat muscle spasm;
option “increasing voice timbre”. It is generally accepted that a high-timbre voice comes from the head, from the mind, and a low-timbre voice comes from the heart, from feelings. If a person makes an effort to “construct” a phrase, his voice rises (insincerity?);
“unfinished phrases” option. The person leaves out some phrases and pauses after that. This indicates an internal collision with an obstacle in the form of information that they would like to hide.
Diagnostic technique during an interview with a candidate:
“Tell me a little about yourself” question. Pay attention to how the candidate presents his biographical information: emphasizes his desire to work or talks about his qualifications, speaks briefly, accurately, clearly, behaves calmly, confidently;
question “What difficulties do you see in life and how do you deal with them (how do you look at life)?” Possible conclusions: pessimist, optimist, knows how to interact with people or not;
the question “What attracts us to work in this position?” The interlocutor must present serious and specific arguments, and not common phrases like “I am attracted to a serious company, growth prospects, etc.”;
question “Why do you consider yourself worthy to take this position, what are your advantages over other candidates?” The best question for a candidate to show his main strengths without false modesty. It is alarming if the candidate here operates only with formal biographical characteristics;
the question “What are your strengths?” The interlocutor gives a reasoned, specific list of his own strengths necessary for this work. It is alarming if you hear verbal cliches like: “I am sociable, neat, efficient”;
the question “Name your weaknesses?” A smart person will definitely present his shortcomings as advantages (workaholic - instead of: disorganized);
the question “Why did you leave your previous job?” The habit of conflict is a stable characteristic and will certainly manifest itself in the answer. A positive fact - the interlocutor will emphasize the positive reasons for leaving (the desire to realize one’s capabilities more fully);
the question “Have you received any other job offers?” The opinion of the employee will increase if there is a positive response with interest in this particular job;
question “Will your personal life interfere with this job, which is associated with additional stress (irregular working hours, long business trips)?” The question is asked more often to women; in circumvention of the law, they try to impose additional strict conditions (not to issue sick leave, not to take vacations without pay);
question “How do you imagine your situation in 5 (10) years? A positive fact if a career is planned;
the question “What changes would you make in your new job?” Initiative is good if you know the issue, otherwise it’s idle talk;
the question “Who can I contact for feedback on your work?” Concealing such information will immediately reveal the absence of positive recommendations;
the question “What salary do you expect?” The judgment is “whoever doesn’t know his own worth will always sell himself short.”
Security methods also include the activities of the personnel management service in assessing, promoting, and stimulating the work of enterprise personnel.
The security problem becomes most acute during certification, official transfers, incentives, and release of workers, i.e., during the implementation of procedures known as personnel management.
The normative regulators of employee behavior in the organization are:
corporate culture - a system of values accepted in the organization;
personnel policy is a system of measures and standards for working with personnel.
Certification is a procedure for assessing an employee and making a decision on
its further use in the organization. Essentially, this is an ongoing check of the employee, during which the following are assessed:
professional skills (knowledge, experience);
moral principles (principle, honesty);
volitional qualities (energy, perseverance, efficiency);
business qualities (initiative, independence, determination, diligence, efficiency).
Certification methods:
biographical method of assessing employees based on their biographies and characteristics;
comparative method, or the method of standard assessments, when the actual data of an employee is compared with the required (standard) or set of qualities (matrix);
method of summed assessments with the assignment of conditional points for the intensity of manifestation of certain qualities;
a method of testing employees based on assessing the degree of success of answers to asked questions (situations);
the game method, which is a more complex variation of the testing method, when an employee is offered a problem situation to solve;
ranking method, when an employee is assigned a certain rank among other persons;
graphical method of constructing a personality profile.
Experts participating in the certification process at the stage of making a decision on assessing an employee use the following methods:
simple: majority principle, dictator principle;
complex: the Delphi method (multi-round), the Pareto principle (a decision is made that is unprofitable for everyone to change), the Cournot principle (the decision is rational and does not infringe on the interests of everyone), the Edgeworth principle (the optimal solution among coalitions of experts).
Certification results, along with personal data, are included in the employee’s database (dossier), providing a risk minimization regime.
Career moves are the implementation of measures defined as an employee's career. Career - advancement of an employee up the career ladder: change in profession, specialty, qualifications, status (position), role (responsibilities).
A career is realized in the form of vertical and horizontal movements of an employee within or outside the organization.
Vertical movements are accompanied by changes in position, horizontal movements are accompanied by changes in the nature and content of work.
Career models that ensure neutralization of the risks of employee demotivation:
“ladder” - an employee spends a fixed amount of time on each step of the career ladder;
“snake” - constant movement of an employee within the organization;
“Crossroads” - the movement of an employee based on the results of certification carried out regularly.
Career development problems that increase the risks of threats related to the employee’s personality:
at the beginning of a career: a clash of initiative and routine, dissatisfaction due to inability, incorrect assessment of one’s role, functions, incorrect assessment by the manager;
mid-career: lack of vacancies, internal layoff effect.
Conditions for risk neutralization: realistic information about work, proactive appointments, greater autonomy.
Staff redundancy is a process aimed at terminating an employment relationship.
Safety conditions:
guarantees of non-distribution of confidential information;
guarantees of a loyal attitude to the enterprise and management after dismissal.
Methods of working with a dismissed employee:
at the initiative of the employee - in the form of a “final interview”, during which the true reasons for dismissal, bottlenecks in the organization are revealed, and an attempt is made to influence the employee’s decision to quit;
but at the initiative of the administration - in the form of transmitting a message about dismissal (official stage). When an employee is laid off or an organization is closed, after an official notification, the dismissed employee is consulted with possible assistance in self-assessment and employment;
upon retirement - in the form of gradual preparation of the employee for retirement with a subsequent transition to a flexible work schedule, counseling, mentoring.
Reduction management programs (staff release planning), including:
timely movement of workers within the enterprise;
preventive retraining of workers;
termination of hiring for vacant jobs;
socially-oriented selection of candidates for dismissal.
Types of programs that reduce risks:
“golden parachute”, dismissal of an employee with financial support for starting his own business;
“graceful age”, dismissal of an employee for retirement several years earlier with payment of the pension from the company’s funds;
“preferential window”, the dismissal of an employee within a certain period (within several months) while retaining many of the social benefits that apply to the enterprise.
Incentive - rewarding an employee based on the results of work or during the labor process. The purpose of incentives is to provide a given employee motivation to work. Stimulation is based on administrative, economic, socio-psychological methods.
Administrative ones are built on the basis of the use of normatively established methods of punishment and reward. Focused only on formal organizations and formal relationships. Administrative methods of punishment cause a natural reaction of running away from punishment and are effective only for workers with low labor qualifications and a degraded labor consciousness. Administrative methods of incentives are effective, but not flexible enough. The expected encouragement is taken for granted. The disadvantage of administrative methods is a limited set of methods of influencing the employee, high inertia and subjectivity.
Economic methods use techniques that create positive and negative motivation. Based on the results of the economic activity of the employee and the organization as a whole. Neutral to the nature of social relationships in the group. Effective for all categories of workers. The range of methods of influencing an employee is wide. Distinctive features are efficiency, the ability to establish a direct connection “labor - pay” (association “fairness/injustice”).
Socio-psychological methods are based on a system of values enshrined in the norms of the corporate culture of the organization and the moral norms of society as a whole. They are used to create selective work motivation for certain categories of workers. Ineffective for persons with severe economic and deviant behavior. Focused on informal relationships in the organization. The range of methods is unusually wide. Very prompt. Perception depends on the personality of the manager and the social status of the employee.
Social and psychological features of incentive systems:
Time wages.
Advantages - prostate, taking into account the individual characteristics of the employee, the possibility of comparison (by analogy). Disadvantages - bureaucracy, lack of direct connection with the results of the enterprise as a whole. Consequences of use: conformism and impersonality in the team, the emergence of a “swamp” or militant minority, the development of the “internal dismissal” syndrome among a number of employees, an increase in frustration (irritation), cases of flattery, intrigue, “extortion” of salaries and bonuses. A psychologically “fair” bonus amount is 30% of the salary (tariff).
Piece wages.
Advantages - taking into account personal results, the ability to use work standards. Disadvantages: limited application, focus on quantitative results, negative impact on the level of professionalism and team spirit in the group. Consequences of application: a decrease in professional qualifications, difficulty in forming a team spirit in the group, regular conflicts in the distribution of work and the calculation of earnings. The award is perceived as a “handout”.
Variable wage systems.
Advantages - flexibility, accounting of economic results, possibility of comparison (fact/base). Disadvantages: subjectivity, complexity of perception, lack of a regulatory framework. Consequences of application: the formation of authoritarianism under the guise of democracy, the possibility of emotional outbursts and harsh lobbying for the size (conditions) of payment, increasing instability in the group. Rewards are effective in the form of bonuses (gifts).
Competency-based payment systems.
Advantages - taking into account individual capabilities and ambitions.
Disadvantages: difficulty of assessment and perception, lack of a regulatory framework. Consequences of application: the emergence of “intellectual ballast”, stratification in the group, protectionism, creation of a conflict situation.
The psychologically justified level of differences in payment is up to 20%.
Payment systems using “social packages”.
Advantages - simplicity, high social effect, possibility of comparison (by analogy). Disadvantages - the development of informal relations of the “hazing” type; with the weakness of the trade union - a slide towards authoritarianism. The psychologically perceived cost of the “social package” is from 10% of real wages.
General incentive rules to ensure safe behavior of personnel:
availability (I can earn just as much!);
tangible (bonus of at least 20% of salary, salary greater than possible damage from theft)”;
minimal gap between results and payment on time (the lack of incentives is made up for by theft);
a combination of incentives and penalties;
a combination of material, social, psychological incentives.
In the overwhelming majority of cases, the basis for the destructive behavior of employees is elementary ignorance by management of the motivational attitudes of employees.
Let's consider the principles of a step-by-step construction of a model for ensuring the safety of an industrial enterprise (large logistics complex), consisting of several modules characteristic of a given field of activity.
First, let's describe this imaginary object:
- large property;
- consists of an administrative office and production premises - several terminals, some of which have special environmental conditions for certain types of goods;
- each terminal has expensive fixed assets: racks, an automated loading system and a computer system for recording the movement of goods;
- the total volume of goods in storage is up to 20 billion rubles, the daily movement of goods (reception - release) is at least 200 million rubles;
- Each terminal has several loading and unloading gates;
- the staff consists of 300 people.
From the description of the logistics complex it follows that this is a large real estate facility, equipped with expensive equipment and carrying out logistics processing of expensive goods belonging to clients. Potential risks of an enterprise primarily relate to operational ones. Of these, we highlight the threat of loss of material assets due to fire, other natural disaster or theft. We understand that the risks of a possible fire and theft of material assets fall into the category of potential risks, but we firmly know that if we do not take appropriate measures, then negative consequences (in the form of direct damage) will most likely occur. We will counter threats with physical, engineering and technical security measures. This means that the facility must be equipped with a comprehensive technical protection system, including a fire extinguishing system, a protection system against intrusion by unauthorized persons, an access control and management system (ACS), and an alarm system. This system will be managed and responded to alarm signals by the physical security service of the facility, working in collaboration with the fire extinguishing services of the Ministry of the Russian Federation for Civil Defense, Emergencies and Disaster Relief (EMERCOM of Russia) and private security of the Ministry of Internal Affairs. If the described measures are observed, the logistics complex and the goods contained in it can be insured.
But that’s not all, the complex operates a computer system for recording the movement of goods, which in modern conditions must be reliably protected from possible hacker attacks and other offenses in the field of computer information. Risks in the field of information security must be minimized by taking the necessary measures to protect against external and internal threats in this area. They will be multi-faceted and include measures for software, network, hardware protection, measures to protect uninterruptible power supplies, measures to protect against possible attempts to penetrate the system from the outside, as well as against possible incidents on the part of company personnel. In addition, measures in this area will be aimed at protecting other functions.
The logistics complex staff consists of 300 people, most of whom are engaged in various work with material assets. The management of the enterprise is interested in the fact that these are qualified specialists, among whom there are no persons with criminal inclinations. This state is achieved by measures in the field of personnel security of the enterprise, which make it possible to avoid hiring undesirable persons and monitor personnel in order to prevent selfish offenses and minimize their possible negative consequences.
In addition, the logistics complex may have counterparties whose business reputation and integrity in fulfilling contractual relations are of fundamental importance for this enterprise. This threat falls into the category of typical phenomena in the field of business relations: it may be associated with the non-obligatory behavior of the counterparty in complying with contractual obligations, the lack of intention to fully and with the required level of quality fulfill the terms of the contract, or the intent to commit fraud or other illegal actions. To minimize such risks, our company must take measures to ensure economic security. These measures can be multifaceted, from checking and monitoring counterparties to protecting the enterprise from illegal economic activities and conducting business (competitive) intelligence activities.