The closer a person is to the flow of inventory, the greater the desire to profit. Cashiers, storekeepers, and loaders pass through a large amount of money and expensive goods. This process affects them in much the same way as the One Ring affects the inhabitants of Middle-earth - they cannot take it, but they really want it, and the closer it is, the stronger the desire.

In our country, the attitude towards theft is paradoxical. We all know from childhood that stealing is wrong. That if you take someone else’s, your uncle the policeman will come and put you in prison. But on the other hand, there is a persistent stereotype that it is impossible to make decent money, so you need to take advantage of the situation and take it while you can.

Who is stealing?

For retail chain managers, detecting a thief is a serious problem. But how to do that? Are there any characteristics that distinguish a criminal from the rest?

There are very few principled people, those who will not steal under any circumstances.

If the team has favorable conditions for theft, they will steal. If management and owners take certain steps to counteract (more on them later), then employees will abstain.

At the same time, there are people who will never take someone else's. This is a great value for the company. They need to be identified and helped to make a career. An honest administrator is a valuable asset for a store. But there are about 10% of them.

Approximately 10% (give or take) of employees are confirmed thieves. They believe that, for example, not punching a buyer’s check and putting money in their pocket is not theft, but a small bonus to their salary, a bonus for hard work. Moreover, these people are not so easy to identify. They know perfectly well the wisdom of Gleb Zheglov that “politeness is the main weapon of a thief,” and they behave accordingly - they are respected in the team and get along with their superiors.

Methods of theft

There are many options for theft. They are being improved and vary depending on the product and type of service, but if you highlight the essence, they come down to a limited number of techniques. We'll look at just a few.

A simple way to steal goods

The seller can take goods from the shelf and put them in his pocket with almost impunity. It is difficult to detect this, since you can easily pass through the detectors of anti-theft frames - just remove the tags. In addition, the attention of security guards and store administrators is focused on customers, not employees. Well, plus everything, sellers, unlike clients, know how to take out goods not only through the main entrance. There are other options - through the window of the rest room, in a garbage container through a warehouse, etc.

"Rent"

Theft is discovered sooner or later. Scheduled and unscheduled inventories usually reveal theft. And then punishment is inevitable, because usually the management of retail chains forces them to cover the shortfall from their own pockets. Therefore, some employees take the goods “to use” and then return them back. We are, of course, talking about non-food products - telephones, household appliances.

Theft at the checkout

There are many opportunities for cashiers to steal. We will not dwell on them in detail, we will outline only a few:

• failure to punch a customer's check (in this case, the money goes into the cashier's pocket);
• processing the return of goods (although the goods have not actually been returned);
• canceling a check;
• sale of additional goods without breaking a receipt (the cashier appropriates the excess money);
• using a discount card (the product is offered at a discount, but the buyer is charged the full amount);
• punching a cheaper product (the difference is pocketed).

And many, many other options.

Collusion

A more complex and dangerous type of theft occurs when the buyer and seller collude. There are many possible combinations here. The seller may simply “not notice” how the buyer takes out the goods, or he may send a check for a smaller amount.

Some tips

People don’t become thieves right away, but gradually. It happens that the seller did not steal, but took, for example, a tablet. Just to watch the news during your lunch break, between a hamburger and a coke. Next time he will take something more expensive, and then completely “forget” to bring the goods back to the store. What to do?

Encourage whistleblowers

Pay a substantial cash bonus to those who detect thieves in the team. And since in our country they don’t like “snitches,” we need to show that reporting violators is not meanness, but valor. For this…

Conduct a powerful PR campaign

People must understand that stealing is shameful. The thief steals not from the store, but from the entire team. Make posters with bright images and hang them on the walls where clients don’t usually go - in the break room, the director’s office, in the warehouse. Slogans should be “catchy”: “There is no place for rats in a store!”, “A thief should go to prison!” etc.

At every meeting, tell employees to be vigilant and identify bullies. And if the theft was prevented, then you need to tell how much the store could have been robbed if the criminal had managed to get away with it.

Don't buy at work!

Prohibit staff from shopping in the store during work hours. When sellers have the opportunity to buy, it gradually relaxes, because you can take the goods and pay at the end of the shift. Some people forget to do this, and over time they think why not steal something from the rich assortment. In addition, when everyone knows that they cannot buy, it makes it easier to find thieves among the staff. If we see that someone puts an item in his pocket, then it means that he is stealing, and not “bought.”

Strict financial discipline

Most thefts at the checkout can be avoided if regulations are followed. Do not allow violations of cash handling rules, do not make any exceptions. If the cashier is prohibited from counting money at the checkout, then this must be strictly observed. The same applies to other procedures - handing over a shift, processing documents for return, reversal, etc. Carefully ensure that there are no unnecessary items at the cashier’s workplace - papers, goods, etc.

And the most important thing. Employees must know that for those who have stumbled at least once, there is no turning back. Thieves need to be fired immediately, without negotiations or promises. This is the only way to defeat human vice and save the store from theft.

Evgeniy Mamonov, consultant

Building a career

How to deal with petty theft in production?

April 22, 2011 Petty theft in production and trade has always existed in Russia. The problem is not some national peculiarities, but the lack of a sense of ownership. The concept of private property, which one wants to increase and protect, ceased to exist in the USSR. The revolution and further punitive measures (dekulakization, NEP, surplus appropriation) destroyed even those owners who, one might say, fed Mother Russia. Good intentions - to nationalize everything, creating public socialist property - eventually turned in the mass consciousness of the people into a perpetual motion machine of industrial theft (“everything around is collective farm - everything around is mine”, “bring everything that is bad”), and it is impossible to eradicate it. This means we need to fight this, at least minimize losses from theft.

Let's dive into history. The practice of solving the problem of theft and embezzlement in Soviet Russia was based primarily on punitive control functions: OBKhSS, departmental KRU (control and audit departments), security departments at enterprises. In the country of developed socialism, there were people's control at enterprises and organizations, commissions for the preservation of socialist property, and commissions under trade union committees.

All businesses - production, trade, services - experience problems to one degree or another related to theft by their employees.

The staff is ready to steal almost everything that is “bad” from their employers.

According to statistics, about 90% of businesses are subject to theft by their employees.

Research in the US shows that employees are currently causing losses to their companies of more than $1 billion a week.

About 30% of all bankruptcies are the result of abuse and theft by their own employees.

What can we say about domestic enterprises?

Most of our people, when they appropriate the property of an enterprise, do not even consider it theft.

They believe that they are just taking what their employer is not giving them.

Recently, personnel of one of the leading Ukrainian enterprises, in which foreign partners have invested millions of dollars, tested using a lie detector.

As a result of testing, it was revealed that 90% of employees regularly steal from their company.

Those who have fewer opportunities steal less, those who have more opportunities steal more.

An enterprise is like a sieve through which the assets of the owners are drained.

And if we add to the facts of theft drunkenness in the workplace, abuse, kickbacks, use of enterprise resources for the benefit of individuals and to the detriment of the company, deception of management, use of working time for personal purposes - then the picture turns out to be sad.

As a rule, it is difficult for the owner (manager) of an enterprise to believe that his subordinates, whom he trusts, commit theft, deceive, and “frame” him.

Typically, the owner (manager) of an enterprise mistakenly believes that:

• the company's losses are not related to personnel theft;

• its employees receive high salaries and do not have to steal;

• its employees have been working in the company for a long time and can be trusted;

• employees who report thefts of others do not steal themselves;

• You can turn a blind eye to petty thefts.

The owner (manager) of a business needs to realize that any theft (whether small or large) is the result of deliberate actions.

An employee who steals money or inventory items understands perfectly well that he is committing an illegal act and causing damage to the enterprise.

There is a universal formula: 10 - 80 - 10.

10% of employees will never steal under any circumstances. They will die of hunger, but they will not take someone else’s property.

10% of employees will always steal. Regardless of position or salary. No security system, even the most stringent and severe, will stop them from committing thefts.

80% of employees are basically decent people, but given the opportunity they can commit theft.

Therefore, any enterprise, in order to prevent losses, must:

• attract 10% of people who do not steal;

• exclude from the team and try not to hire the 10% of people who always steal;

• for the remaining 80% of people - to create a security system that eliminates the possibility of theft.

The purpose of this article is to show in a simple and understandable form HOW TO PREVENT THEFT AT AN ENTERPRISE.

When an enterprise has established and implements special business processes aimed at preserving assets, the number of thefts is sharply reduced.

To reduce theft, enterprises are implementing a LOSS PREVENTION MECHANISM.

In addition to a working loss prevention mechanism, the following methods may be effective to reduce theft:

1. A person can be “introduced” into the team, who will reveal the state of affairs “from the inside”;

1. Creation of an anonymous line that will receive information about problems in the team and theft. This will work because honest employees do not want to work with thieves;

1. The enterprise has introduced a regime in which every theft (small or large) is prosecuted by law.

In addition, to understand how good or bad things are at your enterprise, you can use the so-called express diagnostics.

In 1 week, you can make a “snapshot” of the enterprise and identify most of the weak points and “holes” in the security system.

The meaning of this technique is as follows:

1. 10 - 15 people are selected:

• financially responsible persons;

• individual officials;

• employees working with money;

• employees working with classified information;

• individual procurement specialists;

• individual sales specialists;

• persons, at the discretion of management.

1. The above personnel are tested according to a special program using a polygraph (lie detector). As a result, information will be obtained that cannot be obtained in such a short time by any other methods or means;

1. For each person tested, the owner (manager) will have information about reliability and loyalty. The manager will subsequently understand how much he can trust these individuals;

1. During testing, it will be revealed which business processes aimed at preserving assets do not work, and which ones are absent altogether;

1. Identified “holes” in the security system must be applied to the loss countermeasures and eliminated.

As a result of the objective information received, the owner (manager) of the enterprise will “take off his rose-colored glasses” and plan the development of his business differently.

He will understand how to prevent theft in an enterprise.

And an implemented and well-functioning loss prevention mechanism will reduce his losses by 10 to 30 times.

How much this will be in real money - each manager can calculate for himself.

This is serious money to compete for.

Business Security Specialist

Sergey Efremenkov

Main areas of work: sewing and repairing clothes. Activities are carried out on the basis of orders from the population and other institutions: kindergartens, schools, libraries, etc. (for example, sewing curtains for the library reading room).

The company consists of: a director, combining administrative management with the supply function (search for materials, printed sewing publications reflecting fashion trends, purchasing accessories, etc.), an accountant, 4 seamstresses, a cutter, and a cleaner.

Equipment for work: the main equipment (without detailing down to each pin) should include:

• 2 sewing machines from PFAFF;
• 2 sewing machines from Huscwarna;
• 1 Brother overlocker;
• cutter's table;
• 2 Tefal irons;
• 2 ironing boards.

It should be noted that in this type of activity, the quality of equipment and the number of operations performed on it are closely related to the quality of tailoring and, therefore, have a significant impact on the number of orders.

Office space is rented from the city administration. It should be noted that the city is small, with a population of about 40,000 people.

The main risks associated with this activity:

1. Risk of poor quality work (refers to business risks):

• associated with incorrect cutting. In this case, nothing can be corrected, the material can only be thrown away, and its cost can be included in the “Losses” item;
• risk associated with poor-quality tailoring (for example, a pocket is sewn in the wrong place, stitching is gathered). In most cases, it can be corrected (exceptions include leather products, after working with which there are holes left at the site of the ripped seam), but then there is a risk that the work will not be delivered on time.

2. Risk of unqualified personnel selection.

3. The risk associated with theft of equipment (refers to business risk).

4. Risk associated with equipment failure (business risk).

5. Refusal of the customer to pay for the product (relates to a commercial risk). In practice this rarely happens. Sometimes situations arise where payment for an order is delayed.

6. Risk associated with an increase in the dollar exchange rate. Since spare parts for equipment are valued in foreign currency, the cost of repairs increases with the increase in the dollar exchange rate (operational currency risk).

Types of threats:

1. A significant increase in rent on the part of the administration (business risk).

2. Deterioration in the living standards of the population, which will affect all types of business activities, including the clothing industry. This will lead to a decrease in demand for tailoring (commercial risk).

3. Internal man-made threats, which include fires and accidents from improper handling of electrical appliances (overlocker, iron, sewing machines), failure to comply with their technical conditions, fire of wiring, etc. (entrepreneurial risk).

It should be noted that according to the legislation of the Russian Federation, the entrepreneur is liable to the customer regardless of whether the damage was caused by his fault or by the fault of third parties or circumstances.

4. The threat of power outages, which is especially important for a small town in winter. In this case, the risk associated with failure to complete the order on time (business risk) again appears.

5. Social internal threats, which include strikes associated with improper distribution of material resources from completed orders.

6. Threats associated with competition. This is possible if a competing enterprise opens in a more convenient location for residents (for example, in the city center), has more highly qualified personnel, better (or newer) equipment and lower prices.

7. An internal threat of a physical nature, namely: a large number of simultaneously operating sewing equipment creates a high level of noise, which leads to deterioration in the health of working personnel (environmental risk).

The risks are shown in Fig. 1.

Risks that are not included in this enterprise model:

1. Investment risks, since the company does not have an investment policy.

2. Credit risks, since the company does not engage in lending. At some points, the necessary funds for the purchase of raw materials are taken from the company’s cash desk, or these are the personal funds of the director who is involved in administrative functions.

3. Technical risks, since there are no construction sites.

4. Some types of financial risks: interest, portfolio.

5. Country risks, since the activities are not carried out on the territory of foreign countries.

6. Political risks, which are a type of country risks.

Rice. 1. Types of risks in a sewing enterprise

Documents required for drawing up the questionnaire. Type of questionnaire. Flow map

Highlight two stages of risk identification:

1. Collection of information about the structure of the object.

2. Identifying hazards.

The appendix presents a questionnaire developed on the basis of a standard questionnaire according to N.V. Khokhlov.

Documents required for drawing up the questionnaire:

• balance sheet;
• statement of financial results (profits and losses);
• data on accounting of fixed assets;
• constituent documents;
• internal accounting documents;
• personal cards of employees;
• data from other forms of financial statements.

The flow map of a sewing enterprise (Fig. 2) shows that the greatest damage to work can be caused by a failure in the purchase of materials at the very beginning of the production cycle. There are no parallel branches of production, which makes it impossible to minimize losses in the event of failure of one production chain. There is no supply risk in this facility. This happens because the necessary raw materials are purchased for cash and brought in the director’s personal car. In this case, the company, as it were, “rents” a vehicle.

Rice. 2. Flow map

Calculations of identified risks for the selected type of business activity

1. Statistics show that internal man-made risks (fires and accidents from improper handling of electrical appliances) occur on average 2 times a year. Then the damage from their occurrence is determined as the product of the value of the property (C) located in the disaster zone by the damage factor (U). Not counting the cost of office renovations, the risk per month will be: 1/12 × 1790 = $149.16, or approximately RUB 4,298.98. If the office is equipped with a fire safety system (thermal sensors, etc.), then the probability of a fire occurring will be once every two years. Then the amount of savings from taking fire safety measures will be: 149.16 - 0.5 / 12 × 1790 = 74.58 dollars, or 2149.4 rubles. (at the rate of 28.82 rubles per 1 dollar).

2. Calculation of losses for operational currency risk.

The business plan includes the average cost of repairing 1 piece of equipment. Since the cost of parts is tied to the dollar exchange rate, therefore, the cost of repairs is directly proportional to the increase in the exchange rate. It is necessary to include in the plan the amount of inflation (1% per month) or allocate an amount in US dollars for repairs. Operational currency risk in our country can appear not only every day, but even several times a day. Therefore, we estimate the probability of its occurrence at 0.5. Let's assume that we have included 1,500 rubles in the plan. + 1%, added for inflation and included a risk cushion of 4% of the amount.

Then the amount of funds we risk will be:

(1500 + (1500 / 100) × 1 + (1500 / 100) × 4)) × 0.5 = 787.50 rub.

If inflation is higher than our forecast level (for example, 2%), then our company will not incur losses, since the model includes a risk cushion. But if the inflation jump is much higher than the forecast level, then the company’s losses will remain uncovered.

As a measure to prevent losses associated with this risk, it is advisable to create a reserve fund in US dollars.

3. Let's consider the business risk associated with poor quality work. Statistics show that the likelihood of its occurrence will increase with a decrease in the ranks of working personnel. The damage from this risk is reduced by 2 times if the majority of employees have work experience of at least 1 year and a rank starting from the third.

4. Consider the business risk associated with a power outage. The likelihood of its occurrence increases significantly in winter, when the load in the electrical circuit increases. In this case, the entire work plan is disrupted, which leads to failure to complete the work on time. It is advisable not to indicate any penalties in the application for sewing work, which will only increase losses. For example, some large medical institutions have their own mini-generators for generating electricity for this purpose.

5. Let's consider the business risk associated with equipment failure. This can occur due to sharp fluctuations in voltage in the electrical network, non-compliance with equipment operation standards, and wear and tear of equipment. The likelihood of this risk occurring will be significantly reduced if the following measures are taken:

• work with equipment through a surge protector that stabilizes the voltage;
• familiarize enterprise employees with equipment operating standards;
• promptly inspect equipment and replace worn parts.

Timely identification of enterprise risks will significantly reduce the amount of damage incurred. For example, only preventing internal man-made risks and operational currency risk will save 2149.4 rubles. + 787.50= 2936.90 rub. Risks may overlap each other, and some may lead to others. After some time, as a rule, new risks arise in the enterprise.

The task of a risk manager is to systematize accumulated information, develop programs to control and identify new risks and thereby prevent possible damage.

APPLICATION

QUESTIONNAIRE

1. general information

2. Financial and administrative data

1. Monthly turnover is approximately (RUB)
2. Is your company's activity limited to only one type of production?
3. Availability of accounts in foreign banks
4. What portion of net profit goes to employee salaries? (indicate annual average in %)
5. Indicate the profitability of the enterprise (annual average in%)
6. Were there any complaints from the tax office?
7. How often are fire safety checks carried out by the relevant inspectorates?	Quarterly	Semiannually		Once a year	Specify the frequency of checks yourself

3. Enterprise management data

4. Information about the territorial structure and location of the facility

5. Information about personnel and residents living nearby

6. Description of production technology

7. List of property (except vehicles)

1. Mechanisms, equipment, tools	PFAFF sewing machine
A) number of units
B) initial cost	350 US dollars at the MICEX rate
B) current value
D) cost of replacement with a new one
E) responsible person	Ivanova (director)
2. Mechanisms, equipment, tools	PFAFF sewing machine
A) number of units
B) initial cost	400 US dollars at the MICEX rate
B) current value
D) cost of replacement with a new one
D) is it the subject of collateral?
E) responsible person	Ivanova (director)
3. Mechanisms, equipment, tools
A) number of units
B) initial cost	350 US dollars at the MICEX rate
B) current value
D) cost of replacement with a new one
D) is it the subject of collateral?
E) responsible person	Ivanova (director)
4. Mechanisms, equipment, tools	Sewing machine from Huscwarna
A) number of units
B) initial cost	300 US dollars at the MICEX rate
B) current value
D) cost of replacement with a new one
D) is it the subject of collateral?
E) responsible person	Ivanova (director)
5. Mechanisms, equipment, tools	Brother overlocker
A) number of units
B) initial cost	450 US dollars at the MICEX rate
B) current value
D) cost of replacement with a new one
D) is it the subject of collateral?
E) responsible person	Ivanova (director)
6. Mechanisms, equipment, tools	Tefal iron
A) number of units
B) initial cost	100 US dollars at the MICEX rate
B) current value
D) cost of replacement with a new one
D) is it the subject of collateral?
E) responsible person	Ivanova (director)
7. Furniture, movable property, office equipment and materials	Cutting table
A) number of units
B) initial cost	300 US dollars at the MICEX rate
B) current value
D) cost of replacement with a new one
D) is it the subject of collateral?
E) responsible person	Ivanova (director)
8. Improvement and modernization
A) description
B) date
B) initial cost
D) cost of replacement with a new one
D) current value
9. Inventories (raw materials, semi-finished products, finished products)	There are no stocks, as supplies are made to order.
A) current
B) average
B) maximum
D) minimal
10. Property of other organizations (including goods intended for shipment)
A) are there any contractual arrangements that hold you accountable for these values?
B) property of concessionaires
B) property of shippers
11. Personnel property	Burda Moden Magazines
12.Paper documentation and information on magnetic media
A) description
B) location
B) cost
D) cost of restoration
D) presence of duplicates
14. Subjects of pledge, trusteeship, guardianship
A) mortgaged property
B) legal responsibility for the safety of property
C) particularly valuable or unique equipment
15. Rented or leased equipment	Office space
What liability for this property is provided for by contractual relations?	Penalty for late payment for 3 months
16. Historical data on the cost of repairing or replacing damaged equipment	Repair of a PFAFF sewing machine in the amount of 1,500 rubles. Replacing needles with an overlocker for 200 rubles.
17. Possible damage
A) from the bay of the property	New linoleum for 1000 rubles.
B) from an earthquake	No data
B) from overheating	No data
D) from criminal acts	The cost of all equipment is $1,790.
19. Ensuring safety on premises
A) the presence of fire safety systems	Fire stand only
B) the presence of flood security systems
C) the presence of security systems against criminal activities

8. List of vehicles

There are no own vehicles.

9. List of insured objects

There are no insured objects.

10. Information on losses resulting from accidents and equipment failures

11. Data on claims filed and compensation paid

At the beginning of this conversation, it would not be amiss to cite the reasoning of a Ural entrepreneur and investor, Timur Goryaev, which he shares in his book “Cribs for Bosses. Tough and honest management lessons that are best learned from the experience of others":

“People in Russia are less attached to their workplace. First of all, they don’t care about being valued, they don’t care about the time they spent with the company, they don’t care about everything the company has done for them. Secondly, the whole world behind the fence tells them every evening that stealing is good, go ahead and steal. People, strictly speaking, have never lived in a time when someone in our homeland thought differently.”

Perhaps these arguments may seem industry-specific to some, especially since the author really relies on his “factory” work experience. But our Russian working class specificity is such that the attitude towards employer property often leaves much to be desired everywhere. And it doesn’t matter what exactly the company does.

But the widespread belief that human nature cannot be changed should not deter those who decide to fight theft. In the same book, Timur Goryaev continues his thought as follows:

“The belief “Stealing is normal” is the first thing you will have to fight; it is very difficult to get it out of your head, but, I repeat, it is possible. It is enough to declare zero tolerance for lies and theft in the company, clearly communicate this to every employee and strictly, consistently and, most importantly, adhere to this rule without exception. It’s not surprising, by the way, that not every person can get satisfaction working in such a company.”

You can change everything in your company, including the “unhealthy” attitude towards the property of the enterprise, too.

Options for theft and methods to combat them

Let's look at some of the types of illegal actions of personnel, along the way understanding what allows them to exist, what consequences this leads to and how to deal with it.

Let's start with a type of theft that is familiar to many firsthand - these are petty thefts that are committed haphazardly and without special preparation. As a rule, the victims of lovers of everything that is bad are their own colleagues or small property of the company. The advice here is simple. The main thing is not to dismiss it: “Figure it out yourself! What about small children? and don’t turn a blind eye to these problems.

But a direct threat to a company’s material assets arises when systematic, well-thought-out thefts begin to occur. Usually dishonest employees - alone or in collusion - steal in small “portions”. And it is sometimes possible to discover the facts of theft only after weeks, or even months, when the damage becomes obvious.

But the worst thing is that in many companies management knows about such “activities” of employees, but does not take any measures to prevent theft, because “that’s the way it is.” A situation where a company turns a blind eye to theft as long as it occurs within “reasonable” limits leads to the most disastrous consequences. Theft not only goes unpunished, but also becomes a matter of course. Moreover, in Russia this is an integral feature of some areas of the legal economy.

For example, the sector of transport services is indicative in this regard. It is still considered normal in many trucking companies for drivers to dump fuel by selling it on the side. This practice, established since Soviet times, often does not meet resistance - after all, this is an unofficial source of the driver’s earnings, one might say, a fixed bonus. And even if the head of the company is against it, he is not always ready to go against traditions, because there is a high risk of causing discontent among employees and provoking sabotage.

The main danger of this state of affairs is that for the employee - with the tacit consent of management - this becomes the so-called KPI of his work. Every month he thinks about how else he can increase the volume of stolen goods. As a result, half of the company's fuel costs may end up in the pockets of employees.

A lively example from our recent experience

At one enterprise, 500 thousand rubles worth of fuel was drained monthly. Without regard to established practices, management nevertheless implemented control system. As a result, by eliminating theft and improving personnel discipline, the company managed to reduce fuel costs by 50%.

The fear of losing staff and causing downtime in the company’s work often makes it impossible to combat more sophisticated, “white-collar” types of theft, which are widespread almost everywhere. For example, with kickbacks and transactions through controlled companies, when there is room for manipulation of financial statements and the withdrawal of huge funds. Here, management can also be aware of what is happening, and often in collusion, sincerely believing that all this is happening in line with generally accepted norms.

Special SIEM-class software can help partially track such frauds. (SIEM is a combination of two terms that denote the scope of software: SIM - information security management and SEM - security event management. SIEM technology provides real-time analysis of security events emanating from network devices and applications).

How to completely protect your business from theft

In order to avoid a repetition of the situations listed above or to nip their occurrence in the bud where, fortunately, this has not yet happened, you need to base your work on the following principles and rules:

• Regardless of the nature and extent of theft, theft remains theft. All employees should be told that there is zero tolerance for any theft or fraud. One cannot even entertain the thought that this is possible in one form or another. Otherwise, theft will gradually become part of the system.
• Owners and managers should not be afraid to set strict rules of the game in their companies. Despite possible opposition from personnel, it is necessary to develop personnel and economic security, introduce accounting and control systems, including for remote monitoring of work processes. For example, to control a corporate vehicle fleet, it is worth installing a vehicle monitoring and fuel consumption monitoring system.
• Anti-theft should become part of the corporate culture of companies. The desire to work honestly without selfish motives must be conveyed to the team as one of the main values.

If you set yourself the goal of eliminating theft as a given and constantly remind yourself and your employees of this, then you are highly likely to be able to form a team where everyone is thinking about how to increase their salary with the help of their work, and not how to invent a new way to make money .

You can submit a request for a free 30-day test of the transport monitoring system

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