Loss Prevention in a Time of Accelerated Change: How can Loss Prevention Future-Proof the Businesses they Protect? - Michael Townsley and Benjamin ...
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Loss Prevention in a Time of
Accelerated Change: How can
Loss Prevention Future-Proof the
Businesses they Protect?
Michael Townsley and Benjamin Hutchins
Griffith Criminology Institute, Griffith University
Brisbane, Australia
1
Acknowledgements: The authors gratefully the temporary closure of physical stores.
acknowledge the financial support provided by Compounding this, Australia officially went into a
the Griffith Criminology Institute that enabled this recession for the first time since 1991. Recessions
study to be conducted. We also acknowledge historically serve to expose business weakness or
the Profit Protection Future Forum for facilitating compelling businesses to bring forward structural
recruitment of interview participants as well change and redeployment of capital. For example,
as providing feedback and advice on this paper. in the USA from 2009 to 2019 e-commerce
We would especially like to thank all the Loss penetration increased roughly 10%, at a steady
Prevention professionals we interviewed for rate of 1% growth year on year. Several analysts
taking the time (during an unusual and stressful have indicated in 2020, across the first quarter
time for the industry) to meet and discuss their online sales grew from 18% to 28%, translating to
experiences during the COVID-19 pandemic. 10 years of growth in three months.
Our initial motivation for this white paper was to
learn how Loss Prevention (LP) teams dealt with
Retail Landscape in Australia and the pandemic related lockdown. However, through
New Zealand talking to LP managers it became evident that our
observations are transferable beyond the context
of COVID-19. Times of crisis reveal the essential
The retail sector across Australia and New
characteristics of effective strategy and tactics
Zealand has faced a range of challenges recently.
in ways that “business as usual” conditions simply
Respondents to the Australian Retail Outlook
cannot. The focus of our study was modified to
Survey 2020 reported the three biggest
consider the implications for LP in the context of
challenges they faced were consumer confidence,
a sector facing challenging circumstances and a
rental overheads, and discounting. Labour
rapid acceleration of prevailing trends. If we treat
costs and global economic factors were also
the COVID-19 operating environment as a case
frequently cited challenges. In Australia, household
study, what can we learn from the actions taken
consumption has been low as a result of poor
by LP teams during the response that is illustrative
wages growth, decreased immigration, and
of how to effectively operate during times of
waning new employment generation. Retailers are
pronounced change?
also facing increased competition from the growth
of e-commerce and online stores, and global
companies (e.g. Amazon, Costco) moving into the Based on interviews of national LP managers and
local markets. scanning the evidence base, we conclude that LP
needs to be recast, not just within the C-Suite,
but throughout the business. Central to this is
The challenges facing the retail industry have
increasing the scope of LP and integrating it
been further complicated by the COVID-19 global
across the entire business model, from bricks and
pandemic. This has caused major disruptions to
mortar stores to warehouses/distribution centres
all levels of business, with border restrictions
to online platforms and deliveries. The remit for
impacting supply chains and lockdowns forcing
2
LP in an organisation should be (i) continuously one time, and reducing store access to either a
scanning the operating environment for loss; (ii) single point of entry/exit or a one-way dedicated
looking for offender adaptation to protection entrance and one-way dedicated exit. Three
measures; and (iii) addressing known and new insights gleaned from interviews and other data
risks to the business. This activity is of paramount sources as to why this was effective are described
importance during a period of major change. in the following paragraphs.
In addition to increasing the scope of LP, we Use of tactics that customers cannot
argue that individuals in this field should work ignore
towards professionalising their practices. There
are a number of ways this could be undertaken. The main LP practices used during the lockdown
First, build an evidence base of LP tactics and were customer facing and highly visible, providing
strategies, enabling a foundation knowledge base an obvious deterrent for potential offenders.
that would become “table stakes” for entering Highly visible or overt LP practices typically serve
the field. Second, establish a community of as a deterrent to would be offenders, rather than
practice, a group of people with a shared interest a means of apprehension (though they can also
in what they do and regularly interact to share accomplish this). The importance of deterrence
best practice and increase their competence. rather than apprehension during the pandemic
Third, develop expectations about continuous was highlighted in several interviews with LP
professional development. Each of these professionals due to the complications of trying
are hallmarks of professional fields, such as to adhere to health and safety guidelines (such as
accountants, GPs and engineers. social distancing) while apprehending an offender.
As a result, it became more important to give the
impression of thorough profit protection methods
The next sections provide the justification for our
and visible security to prevent these situations
view and we conclude with some practical steps
arising at all. A range of practices were employed
that could be taken to realise this future.
at different businesses during the pandemic, but
there are several that were consistently adopted
by the LP professionals interviewed.
Effective Loss Prevention Practices
Many businesses placed a security guard or staff
During Lockdown member as a greeter at the entrance to interact
with customers coming through the business.
Effective LP practices during the lockdown The presence of a security guard or staff member
stages of the pandemic led to reductions in loss, actively monitoring the store entrance provides
particularly in relation to external theft. These a visible deterrent to potential offenders before
practices included measures such as placing they enter the store, signalling a high level of
security guards at store entrances, restricting control and monitoring. In addition to greeting
the number of customers allowed in the store at customers, most security guards and staff
3members on store entrance duties were also SCP primarily seeks to reduce crime opportunities
tasked with counting and restricting the number through five areas:
of customers in the store at any time. Limiting the
number of customers in store makes suspicious • make offenders spend more time or energy
behaviour more obvious and surveillance easier for (increasing the effort to successfully commit the
staff members, signalling to would-be offenders crime),
that they will have difficulty concealing their • make offenders take more risks (increasing the
actions. Finally, some businesses restricted access perceived risk of getting caught),
to a single entrance and exit to assist in limiting • remove or conceal targets of crime or deny
the number of customers in store. While this the benefits of stolen products (decreasing the
measure made it easier for door staff to track rewards of the crime).
customer numbers, it also restricts offenders to • minimise escalations of incidents (reduce
a single way out of store that is highly surveilled provocations to violence or aggression)
and controlled. Retail theft thrives when stores are • prevent offender justifications (remove excuses
crowded, surveillance is low, and offenders have such as “I didn’t know” or “there were no signs”)
multiple avenues of escape. The practices put in
place during lockdown visibly targeted all these
These categories have, in turn, five tactics for
factors and as a result were highly effective in
achieving the desired effect, giving the twenty-
reducing opportunities.
five techniques of SCP (see Table in Appendix).
Many of these techniques are standard practice
Use of tactics that are known to work in the retail sector, such as clearly identifying
property, the presence of signage for acceptable
The LP practices put in place during the pandemic, behaviour, or the use of CCTV for place
while largely motivated by adherence to health management and surveillance. The effective
and safety guidelines, all follow established LP practices put in place during the pandemic
best practice in crime prevention. The practices generally related to increasing the effort or
employed are prime examples of techniques in the increasing the risks of being caught, and some of
situational crime prevention (SCP) literature. SCP the measures overlap across more than one SCP
is well suited to the retail environment for several technique.
reasons. First and foremost, SCP has a well-
established evidence base showing reductions
The techniques used to increase effort were
in crime following changes to the environment.
controlling access to the facility, and screening
Second, SCP strategies are easy for store staff
exits. These techniques were both addressed by
to implement without requiring third party
the presence of a security guard or greeter at the
involvement. Finally, situational approaches, if
front of the store, as well as limiting customers
effective, have an immediate impact as opposed
to a single point of entry and exit. One of the
to other strategies that may take weeks or
businesses interviewed reported that, for one
months to evaluate.
store, the product line most commonly stolen
prior to COVID experienced a substantial decrease
4in incidents during the lockdown period. Credit for strategies LP teams use in response to offending.
this change was levelled at moving from multiple While the circumstances surrounding the use
to single entrances, which made it more difficult of the techniques has not been normal, and
for offenders to easily exit stores. the intensity of the implementation exceeded
standard operations, practices designed to
increase offender effort and risk, and reduce
Offender risks were increased through a
rewards are business-as-usual for LP teams.
combination of efforts. Perceptions of customer
This familiarity would not only have contributed
anonymity were reduced by occupancy
to how effective retailers were in implementing
restrictions limiting the number of customers
the identified strategies, but also the speed with
in a store at one time, as well as by having a
which they were adopted. Historically the shop
staff greeter or security guard interacting with
floor has been the primary focus of LP so not
each customer as they enter. This increases
only are the strategies familiar, the environment
the risk that a potential offender will either be
they were applied in is also one the LP industry
witnessed trying to steal an item, or recognised/
understands well, in contrast to online and
remembered by staff upon detection of an
deliveries where LP is typically less integrated.
offence occurring. Formal surveillance was also
increased in most retail businesses during this
period with the presence of a dedicated security Interviews with LP professionals suggest that the
guard or greeter at the front of the store. While teams that were particularly successful during
these staff were primarily restricting customer this stage were experienced, had credibility
occupancy, a function of this is observing who throughout the organisation, and were able to
is in the store. Some retailers went beyond this make use of established channels with most
and ensured security guards were wearing body levels of the business (e.g. existing contact with
cameras, and, particularly in supermarkets during store level staff, distribution networks and so on).
the panic buying phase, there was often a security Teams that were more compartmentalised from
guard actively patrolling the store significantly other areas of the business may not have been as
increasing the risk of offenders being caught. streamlined in their implementation and uptake of
Finally, the queue management strategies that some of these core competencies.
businesses employed not only ensured adherence
to social distancing requirements, they also served
to reduce frustrations and stress and minimise
possible provocations to aggressive or violent
New Frontiers for Loss Prevention
behaviour.
and Lessons Learned
Business as usual for loss prevention,
While measures falling in traditional LP operations
but faster
were effective during the pandemic lockdown,
The effective practices engaged in during the new areas of responsibility such as online sales
pandemic represent basic theft prevention had less success from a LP perspective. As online
shopping continues to become more common,
5collaboration between the fraud and LP teams While businesses that had no online platform were
is essential. The online channel is a new area faced with the challenges of rapidly designing
for many LP teams, and during interviews few a system, other businesses with existing online
businesses had fully integrated LP across online stores had traffic increase far beyond planned
transactions. A combination of factors were growth. Based on deliveries data, Australia
identified that affected the effectiveness of the LP Post found an 80% increase in online shopping
role in managing newer responsibilities during the through April and May compared to the same
pandemic. period in 2019, and Coles and Woolworths
were both forced to temporarily suspend online
orders in March due to the increased demand
Sales shift to online channel
overwhelming resources. Beyond simple stock
The lockdown restrictions during the COVID-19 availability to the company as a whole, this also
pandemic and subsequent social distancing and causes complications to both the online system in
hygiene requirements saw a dramatic sales shift coping with the traffic volume, as well as supply
from physical stores to online channels. While chains and the distribution side of the business,
online shopping has been increasing in recent creating multiple opportunities for loss (such as
years, the pandemic has accelerated this, forcing vendor loss or admin error loss1). Businesses with
many businesses to either bring forward plans to established online stores sometimes have scale-
move into the online space, or to upgrade their able systems or make use of external providers
online capacity to cope with increased demand that can increase system resources in times of
beyond predicted levels. The implication for LP high demand, for example Black Friday sales or
in these situations is to identify, evaluate and Christmas. If the supply chain and distribution
manage possible risks created by this fast-tracked centres are not properly integrated with the online
adoption to minimise the business exposure to system management there can still be flow-on-
loss. effects that are not addressed. This highlights
the importance of either having the IT/fraud
detection teams work closely with the LP team to
Physical stores have a range of methods to coordinate across the business, or to integrate the
prevent loss, from security guards and staff online fraud detection function into the umbrella
surveillance to identify suspicious behaviour, of loss prevention.
to target hardening measures such as locked
display cabinets, security or even ink merchandise
tags. In a digital marketplace, prevention is Separation of fraud detection teams
largely dependent on how the system manages and loss prevention
the purchase process and the detection rules’
In several of the businesses interviewed, online
ability to identify suspicious transactions
fraud detection teams were distinct from the
before approval. This becomes a balancing act
LP team with only general information shared
in providing a seamless process for legitimate
between the departments. The reasons for this
customers and introducing friction for illegitimate
separation relate to the different knowledge
customers.
and expertise required for these roles and the
1
See Figure 13 on page 40 of Beck’s (2019) Total Retail Loss 2.0 for loss typology across retail businesses
6nascent status of the online sales channel in many Change in patterns of offender
businesses. However, as customer behaviour has behaviour
shifted in recent years to a blend of shopping
online with web browsers, purchasing through
Offender behaviour patterns shifted rapidly during
apps, or interacting with the business in a physical
the pandemic in response to changes in general
store it has become more important for retailers
consumer patterns. One business reported that
to shift from multichannel to omnichannel2.
online fraudsters (in particular Card Not Present3
fraud) who target their business typically purchase
During the COVID-19 pandemic lockdown many expensive electronic gadgets and make a small
businesses had the bulk of their sales shift from number of orders with large basket sizes. When
bricks and mortar stores to online purchases, pandemic restrictions came into effect and travel
either by necessity from closing their physical was no longer an option, purchases such as these
stores, or simply due to customers avoiding public would stand out and be flagged by their detection
places. In an omnichannel business the system rules. Within a few weeks offenders shifted to
would already be designed to shift with the purchasing office supplies (as working from home
increased demand online and reduced demand became prevalent), which had a corresponding
in-store and stock management would continue shift to a far higher volume of orders but with
as normal. In a multichannel business this process reduced basket sizes.
is vastly more complicated as stock must be
“shifted” to the online channel, potentially across
This sort of adaptive behaviour by offenders4
two different systems managed by separate
can circumvent the detection rules used in online
teams.
platforms to identify suspicious behaviour and
highlights how quickly motivated offenders can
As different channels blend it becomes integral take advantage of the opportunity presented
that LP and fraud detection teams are not siloed by changing consumer trends. Add to this
but work closely together and understand the the frequent delay that can occur between a
different opportunities for loss that can occur transaction and the relevant bank notifying the
across the entire business. Some businesses business of a chargeback, it can be several weeks
have begun the process of locating their online before these new patterns are identified and the
platform under the remit of loss prevention. We detection rules updated. To minimise losses from
anticipate many opportunities in coming years to this, businesses need to continually collect and
develop an understanding of preventing loss in analyse data on transactions, and be proactive in
online channels. identifying anomalies that could signal shifts in
patterns of offending. By doing this, businesses
can ensure their detection rules remain up-to-
date and effective in reducing opportunities that
offenders can exploit.
2
Multichannel businesses have two or more distinct purchase channels, such as physical stores and a separate online store. Omnichannel businesses
integrate these multiple channels, allowing customers to seamlessly blend their interaction with the business across these channels. For example, a
customer browses a store’s products on their phone and purchases an item to be collected from their nearest physical store.
3
Card not present transactions are any transaction in which the merchant does not physically confirm the purchaser has the credit card. Card not present
fraud is any fraudulent transaction that exploits this.
4
This is an example of target displacement, in which an offender changes from one type of target to another. This can occur in response to changed
consumer behaviour, changes in supply and demand for items, or changed security practices by a business.
7Future Challenges for Retail the types of items targeted have also shifted to
include more daily necessities rather than just the
traditional high-risk/value items.
The next 12 to 18 months are particularly critical
for the retail sector. Retailers were already
facing difficult operating environments prior Not only are LP professionals expecting an
to COVID-19, and lockdown restrictions and increase in external theft incidents, they also
the broader economic implications have only indicated an expectation that internal theft
compounded this. The protracted nature of the incidents will increase as stimulus measures
pandemic with temporary restrictions occurring decrease. Some of the businesses interviewed
in response to new outbreaks, means these have adopted staff-focused support measures
challenges will likely persist in some form into during the crisis to maintain staff wellbeing
2021. LP has an opportunity to play a key role and prevent staff becoming disillusioned. This
in finding ways to maintain profits with minimal is a longer-term strategy falling under the
expenditure as businesses try to reduce operating SCP framework for reducing provocations and
costs, and proactively identifying strategies removing justifications that otherwise disgruntled
to develop company resilience and flexibility. employees may use for internal theft. Some
Throughout our interviews with LP professionals a examples of support measures include increased
consistent theme for the future was uncertainty, flexibility with staff members not wanting to work
but two of the main factors that were mentioned for health reasons, or continuing to pay staff at
was the upcoming reduction in stimulus measures, a reduced rate if they are unable to work for any
and economic recession across both Australia and reason. Most of the individuals interviewed did
New Zealand. report that during the lockdown stages LP shifted
away from some of the administrative focused
measures such as stocktake and audits towards
Reduction in stimulus measures being a support for the retail teams. Some of the
examples given included packing “care packs” of
Australia and New Zealand are both facing
resources for stores that included PPE, sanitisers,
the reduction of various stimulus measures
cleaning procedures and guidelines, as well as
(JobKeeper/Seeker, rent and mortgage holidays)
visiting stores and serving as a “floating” resource.
that were put in place to support people through
initial job losses and lockdown restrictions that
prevented many from working. Given these Economic recession
measures will cease eventually and households’
discretionary spending will likely contract, it The Australian and New Zealand economies are
is expected there will be an increase in theft both in recession, which has several implications
incidents. Several interviewees mentioned that for the retail sector. As unemployment and
as restrictions have eased they are already underemployment increase, financial pressure
seeing signs of increased retail thefts, and in will increase on more people. As discussed in the
particular, instances of organised thefts with previous section this will likely lead to increases in
teams of people. One interviewee identified that theft and fraud incidents, but it will also increase
8saving behaviour among individuals who are Recommendations and Conclusion
employed and as a result, decrease spending in
the retail sector. In Australia, according to Westpac
COVID-19 research tracker 71% of consumers The COVID-19 pandemic has presented a crisis
have already reduced their spending, held off for the retail sector, forcing businesses to adapt
borrowing, or held off making large purchases. to new operating environments that will persist
As spending in the retail industry decreases, for months to come and could go on to shape the
businesses will be seeking to reduce expenditure “new normal”. These changes include a greater
where possible. One individual interviewed focus on government health and safety guidelines
reported that the business had been planning to that include occupancy restrictions and social
implement RFID security measures but due to distancing requirements, reduced consumer
the investment required and anticipated reduced confidence and spending, as well as changed
profits the plans were now on hold. These savings consumer patterns and behaviour with a greater
measures will mean LP teams must work smarter shift towards online shopping and blended channel
to do more with less resources. The opportunity interactions with businesses. The broad lesson to
reduction and SCP framework are well suited to be learned from this pandemic is the importance
this as when used appropriately, they allow teams of resilience and adaptability, not just at a staff
to identify avenues of loss, implement a possible level, but at a business level, and there are several
solution, and quickly evaluate how effective the ways LP can play an integral role in building these
strategy was. business traits going forward.
Economic downturns and recessions have a First and foremost, LP teams need to highlight
tendency to accelerate existing trends, highlight their value-add potential and credibility
weaknesses in a business, and force them to throughout the entire organisation, not just in
move timelines for change. We have already seen the C-Suite. Broadening LP’s approach should be
this evidenced in the rapid expansion of online a key focus of this and it could be accomplished
shopping during the pandemic and the advantages by incorporating health and safety learning,
omnichannel businesses had in adapting to this recognising staff as assets to be protected
shift. Most of the LP staff interviewed reported and retained, and increasing collaboration with
their team had been forced to take on a health other departments such as online teams. One
and safety focus during the pandemic but supermarket LP manager interviewed explained
several went on to say they expected this to be that LP had previously delivered conflict resolution
a standard function LP take on in future. One LP training for all staff. This training has not only
manager in particular stated the role will likely been beneficial in business-as-normal operating
become more fluid and that LP staff will need to circumstances but was also reported to have been
be able to shift their role to respond to challenges invaluable in de-escalating situations between
and changing priorities in future. customers during the early lockdown stages and
panic buying behaviour.
9At a broader level, we also recommend that Australia) stated he sees approximately 70% cross
individuals in LP should work towards the over in his industry, meaning if a fraudster targets
professionalisation of their practices and industry. their business, they are likely also targeting other
The first step of this is to establish an evidence businesses within the industry. Obviously, there
base of effective LP techniques and practices are legal constraints on the amount and type of
by documenting what works and what does data that can be shared across organisations,
not. This also includes routinely developing and but by keeping informed of what challenges are
evaluating new strategies for LP and is particularly facing similar organisations there is a greater
relevant as LP continues to make inroads into chance of identifying emerging trends sooner, and
the online retail and ecommerce space where therefore being better able to respond to this. This
there is less established practice to draw on. At a recommendation can leverage effective practices
minimum, this evidence base should include what established through the previous recommendation
problem the technique targets, guidelines for the to develop a strong evidence base across the
implementation of the technique, and the context sector, as well as using other organisations as a
that supports effectiveness. One possibility for call to action (“They are doing X and have great
the future is as this evidence base develops, a results, I think we should follow that strategy”).
basic guide for targeted LP practices in response
to particular loss patterns could be designed.
The final hallmark of a professional industry
This has the potential to reduce some of the
that we recommend is developing a culture of
workload of LP teams, and even give store-level
continuous professional development (CPD). CPD
management teams established ways to respond
could take the form of attendance of forums or
to increases in particular types of loss or offending
seminars, the completion of relevant training
based on LP data.
courses, or partnering with external bodies for
evaluation or research. In some professions,
As the foundation knowledge base develops, individuals have a set number of points of CPD to
individuals should work towards establishing attain each year, with every hour of engagement
a community of practice, collaborating with in CPD activity worth a predetermined amount of
other LP professionals to share best practice points. A low cost, high payoff scheme would be
and facilitate ongoing learning and growth. The an exchange program, where LP team members
importance of collaboration was mentioned in could operate in a different organisation, or
most of the interviews we conducted, with most a more flexible exchange of one day a week/
LP managers highlighting the value of engaging fortnight to broaden their knowledge and
with others in the industry through forums such experience. This would have the advantage of
as the Profit Protection Future Forum (PPFF) to improving networking, and facilitate the sharing of
share learning and insights. Collaboration with knowledge and techniques that may not be widely
others in the industry will facilitate improvements used across the retail industry as a whole .
in LP techniques, and provide a view of broader
patterns facing the sector that may otherwise not
If implemented, we believe the recommendations
be apparent. In a recent interview Anthony White
above will contribute to greater organisational
(Manager Oceania – Fraud & Counterfeit, Canon
10adaptability and resilience, and provide sound, evidence-based techniques to manage risks and avenues of loss as the retail industry moves into the “new normal”. The SCP framework can be used to quickly and effectively evaluate existing and future LP techniques as the retail landscape continues to evolve. This ongoing process of evaluation and refinement of techniques, combined with increased collaboration among LP individuals and commitment to ongoing professional development will help keep LP teams aware of, and prepared for changing offender patterns as they emerge. 11
Sources used:
Beck, A. (2019). Total Retail Loss 2.0. From Decrea, D. (2020, October 20). Why
Theory to Practice. Retail Industry Leaders collaboration is key when fighting fraud –
Association. An interview with Anthony White, manager
Oceania – fraud & counterfeit, Canon Australia.
https://publicspectrum.co/why-collaboration-
BT. (2020, July 22). How has COVID-19 changed is-key-when-fighting-fraud-an-interview-
Australian consumer spending habits?. https:// with-anthony-white-manager-oceania-fraud-
www.bt.com.au/insights/perspectives/2020/ counterfeit-canon-australia/
australian-consumer-spending-changes.html
Deloitte. (2020). The retail evolution’s great
Cannes Lions. (2020, August 24). The effects acceleration. https://www2.deloitte.com/us/
of coronavirus on society, markets and business en/pages/consumer-business/articles/retail-
| Scott Galloway – VICE TV | Cannes Lions recession.html
[Video]. YouTube. https://www.youtube.com/
watch?v=jiuBk-g3Uwc
Helms, K. J. (2020, November 24). Increase
in ecommerce during COVID-19 accompanied
Center for Problem-Oriented Policing (n.d.). by sharp rise in chargebacks. CISION PRWeb.
Situational crime prevention. https://popcenter. https://www.prweb.com/releases/increase_in_
asu.edu/content/situational-crime-prevention-0 ecommerce_during_covid_19_accompanied_by_
sharp_rise_in_chargebacks/prweb17343711.htm
Clarke, R. V. G. (2017). Situational crime
prevention. In R. Wortley & M. Townsley (Eds.), Hogan R. (2020, March 17). Woolies and Coles
Environmental Criminology and Crime Analysis suspend online orders as shoppers descend on
(2nd ed., pp. 286-303). Routledge. sites. Inside FMCG. https://insidefmcg.com.
au/2020/03/17/woolies-and-coles-suspend-
Chalmers, S. (2020, May 20). Retailers online-orders-as-shoppers-descend-on-sites/
reconsider need to reopen all stores as COVID-19
disruption sends shoppers online. ABC News. KPMG (2020). Australian Retail Outlook 2020.
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reconsider-stores/12259808
McKinsey & Company. (2020, July 28). Five
fifty: The quickening. https://www.mckinsey.com/
business-functions/strategy-and-corporate-
finance/our-insights/five-fifty-the-quickening
12The 25 techniques of Situational Crime Prevention
Increase the Effort Increase the Risks Reduce the Rewards Reduce Provocations Remove Excuses
1. Target harden 6. Extend 11. Conceal targets 16. Reduce 21. Set rules
• steering column guardianship • off-street parking frustrations and stress • rental
locks and • take routine • gender-neutral • efficient queues agreements
immobilisers precautions: go phone directories and polite service • harassment
• anti-robbery out in a group at • unmarked bullion • expanded seating codes
screens night, leave signs trucks • soothing music/ • hotel registration
• tamper-proof of occupancy muted lights
packaging • “cocoon”
neighbourhood
watch
2. Control access to 7. Assist natural 12. Remove targets 17. Avoid disputes 22.Post instructions
facilities surveillance • removable car • separate • “No Parking”
• entry phones • improved street radio enclosures for • “Private
• electronic card lighting • women’s refuges rival soccer fans Property”
access • defensible space • pre-paid card for • reduce crowding • “Extinguish camp
• baggage design pay phones in pubs fires”
screening • support • fixed cab fares
whistleblowers
3. Screen exits 8. Reduce anonymity 13. Identify property 18. Reduce emotional 23. Alert conscience
• ticket needed for • taxi driver IDs • property marking arousal • roadside speed
exit • “how’s my • vehicle licensing • controls display boards
• export driving?” decals and parts on violent • signatures
documents • school uniforms marking pornography for customs
• electronic • cattle branding • enforce good declarations
merchandise tags behaviour on • “Shoplifting is
soccer field stealing”
• prohibit racial
slurs
4. Deflect offenders 9. Utilise place 14. Disrupt markets 19. Neutralise peer 24. Assist compliance
• street closures managers • monitor pawn pressure • easy library
• separate • CCTV for double- shops • “idiots drink and checkout
bathrooms for deck buses • controls on drive” • public lavatories
women • two clerks for classified ads • “it’s OK to say • rubbish bins
• disperse pubs convenience • license street no”
stores vendors • disperse
• reward vigilance troublemakers at
school
5. Control tools/ 10. Strengthen formal 15. Deny benefits 20. Discourage 25. Control drugs and
weapons surveillance • ink merchandise imitation alcohol
• “smart” guns • red light cameras tags • rapid repair of • breathalysers in
• Disabling stolen • burglar alarms • graffiti cleaning vandalism pubs
mobile phones • security guards • speed bumps • censor details of • server
• Restrict spray modus operandi intervention
paint sales to • alcohol-free
juveniles events
13
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