The MAI Security Awareness Training Program courses teach the following objectives:

Personal Security For Executives

Personal Protection Measures

Threat Detection and Response

Hostage Survival

Principles of Attack Prevention

Surveillance Detection and Avoidance Techniques

Anti-Terrorist/Evasive Driving Instruction

Personal Protection Measures

Threat Detection and Response

Surveillance Detection and Avoidance Techniques

Security Driving Instruction for Family Members

A comprehensive course for guards responsible for the protection of property and personnel. The course emphasizes proper security deployment and response procedures, principles of access control perimeter security, bomb threat and search procedures, proper reporting and communication procedures and guard force etiquette. Guard force firearm(s) training is optional.

Role of Private Security Force

Qualities Essential to a Security Guard

Ethical Standards For Security Guards

Communications Procedures

Patrol Techniques

Reporting Procedures

Physical Security

Emergency Procedures

Security surveys are divided into two parts: 1) an evaluation of the quality and effectiveness of the current security system; 2) an assessment of additions and improvements needed to achieve the level of protection for personnel and property which would be commensurate with actual risk as well as cost-effectiveness from management's point of view.

Risk analysis are likewise divided into two segments: 1) a determination of most likely events, man-made or natural, which pose potential serious risk to employee safety and/or company operations, and 2) assessing the degree to which current security/crises management plans and procedures address those potential risks.

MAI personnel walk through the surveys and inspections and focus on employee movement patterns, evaluation of check stand anti-theft and price verification procedures, break routines, security/safety consciousness as well as methods of inventory control, merchandise price labeling, high risk item storage and display, shipping and receiving, correspondence controls, computer security and many other activities which pose potential risk for sabotage, thefts, industrial espionage or serious accidents. Also included is an analysis of the socio-economic conditions and other demographic features of the surrounding community which are reliable predictors of both level and types of criminal activity common to that community and therefore a potential security risk to the facility as well.

Security inspections also are made of physical security items such as gates, fences, locks, hazardous materials storage facilities, electrical vaults, lighting; etc. Still photographs as well as video recordings are taken at all sites in order to conduct an even more detailed analysis of systems and procedures. Key executives are interviewed and their comments are helpful in terms of their insights and information about relevant company policies and procedures. MAI will also conduct an independent assessment of the availability, quality, and capabilities of local private security forces as well as for several local companies which specialize in electronic surveillance systems.

MAI associates give priority to the residence of the Chief Executive Officer since his home is most at risk.

The surveys include, but are not limited to, the following objectives:

1. General location
2. Map references
3. General description
4. Perimeter fences
5. Structure
   1. Exterior lighting system, internal control
   2. Security system
   3. Entrances and exits
   4. Emergency entrances and exits
   5. Doors and locks
   6. Windows and locks
   7. Inspection and description of roof
   8. Fire escapes
   9. Family emergency plan
   10. Secure room in residence
   11. Emergency food, water supplies
   12. Communications, cellular telephones and radios
   13. Auxiliary power
   14. Emergency services
   15. Air conditioning/ventilation
   16. Sewage and drainage
   17. Vehicles
   18. Blueprints
6. Screening of outside contractors
7. Security guards
8. Location of police and fire facilities
9. Surrounding terrain and vegetation
10. Alternative routes to place of employment and main commercial areas.

Failure to provide for the possibility of an emergency situation can result in serious injuries and deaths, destruction of property, and even the ability of the facility to continue operating. Actions taken to cope with an emergency as it begins to develop can prevent it from developing into a tragedy; a plan should provide for orderly actions and decisions to minimize loss.

There currently may be no existing contingency plans for any of the several natural and man-made disasters which are within the range of reasonable probability in terms of someday impacting on the client's operations. Events such as earthquakes, floods, fires, explosiveness, labor disputes, riots, kidnappings and extortion demands can all be preplanned in terms of preparedness, executive crisis management team implementing preplanned strategies for damage control and recovery.

Contingency planning/crisis management is a business problem. The secret to handling any crisis situation, to continue business operations with little or no damage to the company's employees, facilities and reputation, is simply being prepared. The definition of crisis management is "being prepared."

The methodology MAI proposes to follow in its development of a Crisis Management Plan for the client is as follows:

1. Visual inspection of all company sites which are critical to the company's operations:
   1. Conduct risk analyses.
   2. Estimate damage potential for each site.
2. Interview key company executives and other company officials who can provide information relevant to:
   1. Risk analyses and damage potential estimates
   2. Existing Company policies re: extent of Company obligation for emergency response and identification of company officials who will form the Crisis Management Team
   3. Priority placed on defending against the various risks to which the Company may realistically become exposed
3. Analysis of existing emergency contingency plans, training programs and operating procedures:
   1. Identify and examine emergency equipment and supplies
   2. Identify training needed
   3. Identify resources available for recovery
   4. Review current insurance coverage
   5. Identify major disaster preparedness deficiencies
4. Meet with emergency response agencies:
   1. Determine quality and quantity of the emergency response capability of local fire, police and other emergency response agencies
   2. Review existing local laws which regulate conduct during man-made emergencies and natural disasters
5. Locate site for and equip crisis management post:
   1. Plan communication, staffing and security for a Command Post (CP)
6. Prepare drafts and final version of emergency response plans:
   1. Review Comments by Company Officials
   2. Final typing, copying and distribution
7. Train key executives and designated company officials in their designated emergency response roles:
   1. Develop and train the Company's Crisis Management Team
   2. Develop and train the Company's in-house security force in Unusual Occurrence Control and Disaster Management procedures