INSPECTING CURRENT ACTIVITIES WITH THE HELP OF IQM SPECIALISTS

Placing Undercover Agents For An Inside View

Undercover Operations are complex, expensive and risky. But every thing is relative. It may be more cost effective to utilize this approach than to use sophisticated technology or to allow the problem to go on unabated. Certain conditions should exist prior to placing operatives inside your operation. You must believe that a serious problem does exist. Consideration and analysis of standard managerial and investigative corrective measures appear to not be the solution. There is a mystery associated with the problem (e.g. unexplained quality control problems at a single location; unresolved auditor's findings; unspecified law enforcement agency tips; undocumented employee allegations, etc.). In simple terms, a human behavioral problem is identified in the company's environment but the perpetrator and the solution have not been identified. That identification process may be required before documentation of an event can be made. Example is offered: the undercover agent, who has been placed on the production floor as a worker, reports back that the night shift quality control people appear to be smoking dope behind the dumpster during their break. A night vision surveillance operation is set up during the specified time frame. That activity is documented on camera with the security personnel entering the scene. The offending personnel are required to provide urine specimens for drug abuse screening. Thus two forms of objective documentation are present to support the observations of the detaining security personnel. A week of undercover work may conclude in a thirty minute security action and its existence never be disclosed.

The Mechanics of An Undercover Operation

It would seem unnecessary to say that secrecy is the most important attribute of a successful undercover operation. However, experience reflects that most operational failures are due to management's inability to maintain the integrity of the undercover operation. The planning process should identify a critical juncture for placement of the agent. That will indicate the type of employee and the skills required to function in that role. Someone must be recruited and inserted to serve in that role. The agent will be an employee of the client for insurance and taxing purposes. They will also be retained by IQM to avoid problems of co-employment. There may be a need for more than one agent operating in a compartmentalized fashion. It is usually better if the agents come from another area. IQM has in its computer data base over 5000 people of varying skills who have been cleared to nuclear standards. A local base of operations must be established with a secure line of communications between operatives and the outside controlling supervisory agent. The supervisor serves as a cutout between the agents and the client.

Engaging The Undercover Services Of IQM

A senior company official of the concerned business, or institution, may initiate discussions with us in abstract terms. A telephone contact with IQM may request a "telephone appointment to discuss undercover operations". An phone appointment time with our CEO, a Pin Number, and an 800 phone number will be provided. This may be done initially without registering as a client to protect the integrity of your organization while you are in this evaluation process. To discuss specifics, the prospective client must register but without financial commitment . A visit by IQM's CEO can be arranged at a flat fee plus expenses. The CEO is former Director of the International Association Chiefs of Police's Public Security Center and the retired Chief Security Inspector for nuclear power reactors in the great plains states. The initial visit must be accompanied and be under some pretence to maintain secrecy while examining the problem, and the site, for planning purposes. Recommendations will be presented before proceeding.

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