Photo: JIS PhotographerManager, Public Education and Corporate Communications Division, National Environment & Planning Agency (NEPA), Dionne Rose (right), hands over a certificate of participation to Acting Principal of the Mico Practising Primary and Junior High School, Geraldine Allen (left), at the recent handing bovver of a vegetable garden on March 6. MICO Practising Benefits from Garden Project Set Up By NEPA EnvironmentMarch 9, 2015Written by: Rodger Hutchinson Advertisements MICO Practising Benefits from Garden Project Set Up By NEPAJIS News | Presented by: PausePlay% buffered00:0000:00UnmuteMuteDisable captionsEnable captionsSettingsCaptionsDisabledQualityundefinedSpeedNormalCaptionsGo back to previous menuQualityGo back to previous menuSpeedGo back to previous menu0.5×0.75×Normal1.25×1.5×1.75×2×Exit fullscreenEnter fullscreenPlay RelatedImproved Water Supply for Residents of Clarks Town RelatedJamaica to Benefit from Climate Change Resilience Project A vegetable garden has been established at the Mico Practising Primary and Junior High School, in Kingston, courtesy of the National Environment and Planning Agency (NEPA).It was officially handed over to the institution on Marescaux Road, on Friday, March 6 by the agency.The project will give students and teachers a better grasp of the environment and how it impacts their daily lives.Speaking at the ceremony, Director, Environmental Management and Conservation Division at NEPA, Anthony McKenzie, said the project is special, not just for the teachers and students of the school’s Environmental Club, but for members of the Public Education and Corporate Communications Division at NEPA, who have given oversight support for the project since it began in July, 2014.He noted that a key activity of NEPA is to educate the public, so it was quite fitting when the division opted to work with the Mico Practising Primary and Junior High School to implement a vegetable garden as one element of its environmental education programme for 2014/15.“Mico was selected as it is in close proximity to the agency. NEPA is proud of this partnership and hopes that through this project, some practical lessons have been taught and learnt about the importance of protecting the environment. No doubt the projects give students and teachers hands-on experience as caregivers of the environment and inculcate good environmental practices in the [participating] students,” Mr. McKenzie said.The project allows the children to plant pak choy, callaloo and other vegetables, using compost, and to be involved in rain water harvesting. They are also taught to do proper harvesting of the crops.Mr. McKenzie called on the students to maintain the project, as it offers a practical demonstration of the value of gardening in enriching the curriculum, teaching life skills, and contributing to children’s mental and physical health.Acting Principal of the school, Geraldine Allen, praised NEPA for their assistance, pointing out that the school, notably the students who benefit from the vegetables used in the breakfast programme, really appreciated the project.She noted that the knowledge gained from creating compost is currently being used in ‘greening’ of the rest of the school. RelatedJamaicans Urged to Settle Outstanding Accounts with NWC FacebookTwitterWhatsAppEmail Story HighlightsA vegetable garden has been established at the Mico Practising Primary and Junior High School, in Kingston, courtesy of the National Environment and Planning Agency (NEPA).It was officially handed over to the institution on Marescaux Road, on Friday, March 6 by the agency.The project will give students and teachers a better grasp of the environment and how it impacts their daily lives.
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UK: On the night of June 4-5, Colas Rail and TNT Express operated a trial freight train from Rugby to London Euston, carrying express parcels and perishable products for distribution in central London.Organised by consultancy Intermodality, the train was intended to demonstrate the feasibility of using rail for ‘high-speed, low-carbon deliveries into the heart of towns and cities’. The train was formed of former First Great Western motor-rail car carriers, which are suitable for carrying traffic in roll cages; these had previously been used for another trial with Stobart in 2012, delivering perishable food for six Sainsbury’s stores.For the latest trial, TNT delivered the roll cages to Colas Rail’s Rugby depot, where the transfer from road to rail took 20 min. After a 132 km trip, the train arrived at Euston at 02.38, and the goods were transhipped into a fleet of TNT electric and low-emission road vehicles in less than an hour.Intermodality Director Nick Gallop, congratulated TNT, Colas Rail and Network Rail on a successful demonstration. ‘This trial more than ever has laid to rest the myths about rail freight and urban logistics: the train ran to time, achieved a faster transit than by road, used an otherwise deserted main line station as a freight interchange, and reduced emissions by at least two-thirds.’TNT is understood to be looking at introducing a regular overnight service each way between London and Glasgow, avoiding the need to route traffic through its road distribution hub at Kingsbury. However, Network Rail has expressed concern that night operations at Euston might be difficult after 2016, when the station is due to be rebuilt to accommodate HS2 services.Colas Rail has purchased 10 Class 60 diesel locomotives from DB Schenker Rail UK. Colas said the locomotives which Brush supplied to British Rail in the early 1990s are being upgraded by DB Schenker Rail’s Toton depot to the ‘Super 60’ specification that has ‘already proven highly successful’ at DB Schenker Rail.
Manuel Lanzini is in a positive career moment. Two goals at the weekend and a great performance saw him help West Ham beat Everton 3-1, and Argentine newspaper Ole take notice.In their Monday edition, Ole go over Lanzini’s good performance and say he may not only be in Argentina’s 35 man pre World Cup squad, but also has a good chance of being in Jorge Sampaoli’s final 23.The player ‘remains in Liverpool’s sights’ according to the article, and it’s stated Jurgen Klopp’s club have been following the West Ham player ‘for months’.Ole don’t lean on anyone else for the transfer interest information, presenting it as their own. Lanzini has been repeatedly linked to Liverpool, and has been presented as a possible Coutinho replacement.Embed from Getty ImagesFor an Argentine audience it’s pointed out Lanzini is a ‘fan favourite’ at West Ham, and that the club’s supporters are worried about him leaving this summer.Getting in that final World Cup squad would benefit any valuation of Lanzini, but it would also make Hammers fans even keener he stays with the club.by Taboolaby TaboolaSponsored LinksSponsored LinksPromoted LinksPromoted LinksTrending TodayForge of Empires – Free Online GameIf You Like to Play, this City-Building Game is a Must-Have. No Install.Forge of Empires – Free Online GameUndo聽多多 Hearmore.asia1969年前出生的香港居民現可免費試戴頂尖的歐洲助聽器聽多多 Hearmore.asiaUndo美術寶1對1香港媽媽們注意了，速來領取適合4-12歲孩子的繪畫課，手慢無美術寶1對1UndoSingles50Hong Kong: A 40+ Dating Site That Actually Works!Singles50UndoTheTopFiveVPNEnjoy Netflix Now Without Any RestrictionsTheTopFiveVPNUndo熱門話題生髮率無敵高！96%的禿頭都獲得改善！←這會不會長太多？熱門話題UndoLoans | Search AdsNeed a loan? Search hereLoans | Search AdsUndoCNN with DBS BankWhat Banks Did To Help Corporations Mitigate Future CrisesCNN with DBS BankUndoSmart Tech TrendOver 55? You Have to Try Those Revolutionary Glasses!Smart Tech TrendUndo
San Antonio Spurs forward Tim Duncan listens to a question during a news conference on Saturday, June 7, 2014, in San Antonio. The team plays Game 2 of the NBA Finals against the Miami Heat on Sunday. (AP Photo/Eric Gay)SAN ANTONIO (AP) _ Spurs star Tim Duncan has filed another lawsuit against a former financial adviser who Duncan contends has cost him millions of dollars in lost investments.The lawsuit filed last week claims Charles Banks of Atlanta urged Duncan to invest $1.1 million in a cosmetics company that Banks said was profitable when it was actually about to become bankrupt.The San Antonio Express-News reports (http://bit.ly/1SbSD1v ) Duncan wants his investment returned to him and is pursuing punitive damages against Banks.Banks previously has denied the allegations.The NBA star filed an initial lawsuit in January that contends a series of investments enriched Banks but ultimately caused Duncan more than $25 million in losses.Duncan has said the losses came to light during a review of finances as part of his earlier divorce.___Information from: San Antonio Express-News, http://www.mysanantonio.com
By RUSSELL BENNETT ELLINBANK AND DISTRICT NETBALL ASSOCIATION PREVIEW – ROUND 6 ELLINBANK’S showdown with Bunyip highlights Round-6 action of…[To read the rest of this story Subscribe or Login to the Gazette Access Pass] Thanks for reading the Pakenham Berwick Gazette. Subscribe or Login to read the rest of this content with the Gazette Digital Access Pass subscription.
400-Meter Hurdles Pole Vault Combined Events: Running Events: Men Women 12:35 p.m. 110-Meter Hurdles Women Women 2:55 p.m. Women 800 Meters 3:20 p.m. Women Final Women Men 3:05 p.m. Final Men 800 Meters 6:30 p.m. Final 5:30 p.m. 200 Meters Men 4:30 p.m. Men 3:40 p.m. 7:00 p.m. 2:45 p.m. Long Jump 12:15 p.m. Final Men Final 3:10 p.m. 400-Meter Hurdles 4:00 p.m. Men 6:05 p.m. Women Final Men Prelims Field Events: 2:10 p.m. 400-Meter Hurdles Final High Jump Women 2:30 p.m. 10,000 Meters 3:00 p.m. Final Final High Jump Prelims Men Men Final 100-Meter Hurdles Men 800 Meters Men 12:00 p.m. 12:30 a.m. Running Events: Discus 3:00 p.m. 4:40 p.m. Men Women Men 1,500 Meters 2:35 p.m. Javelin Pole Vault 4:05 p.m. Final Men Shot Put Final Final Final 1,500 Meters Long Jump Men Sunday, May 11 4:00 p.m. Javelin 5:30 p.m. 400 Meters Prelims Women Javelin Final 100 Meters Men 8:45 p.m. 5,000 Meters Friday, May 9 Men 4×400-Meter Relay 3:45 p.m. 100 Meters Prelims Final Final Field Events: 800 Meters Men Women 100-Meter Hurdles Men Women 400 Meters 5,000 Meters Long Jump Women 2:25 p.m. 7:10 p.m. Women Final Women 2:05 p.m. Final Men Final 6:20 p.m. Final Women 110-Meter Hurdles Men 800 Meters Final 2:35 p.m. Men Women 200 Meters Women Women Men 8:00 p.m. 2:45 p.m. Prelims 1,500 Meters Saturday, May 10 200 Meters 400 Meters Prelims 5:45 p.m. Final Final 7:40 p.m. Pole Vault Final 400-Meter Hurdles 3,000-Meter Steeple Women Women Prelims Prelims Women Discus Women Final 3:15 p.m. Men Final 100 Meters High Jump 400 Meters 5:30 p.m. Women Women Hammer Men 3:25 p.m. Men Final Men Women Triple Jump 100 Meters 3,000-Meter Steeple Shot Put 2:50 p.m. 3:35 p.m. 4×100-Meter Relay Prelims Final 4:10 p.m. High Jump Prelims Field Events: 2:15 p.m. Final 1:45 p.m. 2:30 p.m. 6:50 p.m. Final Women 5:30 p.m. 4×100-Meter Relay Final Final Women 2:00 p.m. 10:00 a.m. Women Prelims Opening Ceremony Men Combined Events: Women 110-Meter Hurdles Prelims Hammer The 2014 Southland Conference Men’s and Women’s Outdoor Track & Field Championships will be held Friday through Sunday, May 9-11 at the Bill Stephens Track Complex in Conway, Ark. Here is the complete schedule of events: 1,500 Meters Men Men 2:00 p.m. Shot Put Women Men 100-Meter Hurdles 10:50 a.m. Final Men 3:00 p.m. Women 400 Meters Women 2:40 p.m. 5:30 p.m. 11:00 a.m. Final 10:00 a.m. Shot Put 4×400-Meter Relay 100 Meters Men Long Jump 200 Meters Final 5:00 p.m. 1,500 Meters Prelims Final 1:00 p.m. Javelin Men Final 200 Meters Running Events: Discus 4:30 p.m. Men 4:30 p.m. 10,000 Meters Women Prelims Triple Jump Final Men Final
“From the fans, to the staff, to the boys in the dressing room, it’s been an unforgettable experience for me and my family. “The opportunity to return to America is something which I could not risk turning down and I’m extremely grateful to the club for supporting me, not just now, but throughout my time here in Scotland.” Motherwell boss Stephen Robinson added: “We had a gentlemen’s agreement with Andy when he signed his new deal that if an opportunity presented itself back near his home and family, we would allow him to go and do it. “Andy has been a superb professional during his time at Motherwell and I have no doubts he’ll give everything in the last six games before departing for North America.” Motherwell midfielder Andy Rose is set to leave the club for MLS side Vancouver Whitecaps.Rose, whose father-in-law is former US national team boss Bob Bradley, had a “gentleman’s agreement” with Motherwell that he could leave if a suitable offer arose for him to return to North America.Now the player, who joined Motherwell in 2017, will move to Whitecaps on January 1 and maintain his visa rights.“I’ve had such an amazing time at Fir Park and I want to thank everyone at the football club for making me feel welcome from day one,” Rose told Motherwell’s official website.
Ray Maota People who take up contracts with Red Bull Mobile will receive Red Bull branded smartphones and exclusive content. (Image: Ray Maota) Red Bull headquarters are situated in Fuschl am See in Austria and take theshape of two volcanoes, symbolising power and energy. (Image: Flickr) MEDIA CONTACTS •Red Bull South Africa +27 21 486 8000 •Vinnie Santu Media Relations Cell C +27 11 324 4919 RELATED ARTICLES • High-speed internet from Cell C • Mobile networks in tower-sharing deal • Mobile opportunities in Africa • SA surfer wins US ‘Superbowl’ Energy drink giant Red Bull will soon launch a mobile virtual network operation (MVNO) in South Africa, becoming the second player to do so after Virgin Mobile established itself in the country in 2006.The new South African venture will be a partnership between the beverage company and mobile network operator Cell C.The MVNO will be officially launched in Johannesburg on 8 February 2011. Details over pricing and the network’s range have yet to be confirmed.Initially, Red Bull Mobile will only offer contract deals, no pre-paid option. Those who sign up for contracts will receive branded smartphones offering mobile TV services featuring extreme sports.Consumers will also be able to download Red Bull content including music, wallpapers, games and videos.Red Bull Mobile has already established MVNOs in Switzerland, Hungary and Austria, and will be launching in Germany soon.It will join Virgin Mobile, of the Richard Branson-run Virgin Group, in utilising Cell C’s infrastructure.Virgin Mobile, a 50-50 partnership between Cell C and the Virgin Group, have not been as successful as they’d hoped to be in South Africa, admitting that their initial aspirations were to gain a 10% share of the market. The group now says it will settle for 1%.“Virgin Mobile banked on mobile number portability at its inception, but this did not pay off because South Africans are seemingly reluctant to change service providers,” said Spiwe Chireka of Frost & Sullivan, mobile-operator analysts.In light of Virgin’s dwindled market share, Cell C is rumoured to be considering selling its stake in Virgin Mobile to mobile phone distributor Allied Mobile.Value-adding the keyDespite the lack of market penetration by Virgin Mobile, analysts say they have faith in Red Bull Mobile.BMI-TechKnowledge MD Denis Smit said: “It’s no longer good enough to bring in a player that is only trying to claw at (mobile phone) minutes. They must be able to provide value to subscribers on top of those minutes and Red Bull can do this.“Red Bull is a marketing giant and can take advantage of promotion opportunities that come along with a niche mobile service.”BMI-TechKnowledge is a commercial and industrial research company.Andrew Snead, who works closely with Cell C and is a senior partner at telecoms consulting group Delta Partners, said: “For an MVNO to work anywhere in the world, it needs to have a clear value proposition.“MVNOs can offer something different but they have to keep the economics in mind. They must offer unique value to customers, perhaps by providing discounted tariffs, or offering value-adding content.”Massive successRed Bull was created in 1984 by Austrian entrepreneur Dietrich Mateschitz, who had become aware of the growing popularity of energy tonic drinks in Asia.Today, Red Bull’s headquarters are based in Fuschl am See, Austria, and are built to resemble two volcanoes symbolising power and energy.After developing a unique marketing campaign, Mateschitz began selling his product Austria in 1987, and the brand soon took off.Today its product line consists of Red Bull Energy Drink, Red Bull Sugarfree, Red Bull Cola and Red Bull Energy Shots.Nearly 4-billion cans of Red Bull are consumed every year.Red Bull hosts about 400 events in South Africa every year, ranging from surfing competitions, adventure sports, high-profile music events and the popular Red Bull Box Cart Race. Internationally, it also sponsors Formula One races.Third mobile network in SA Cell C was launched in South Africa in 2001 as the country’s third mobile network operator. Nowadays it has just over 6-million users.In November 2010 the operator introduced its much-anticipated internet network.Cell C’s CEO Lars Reichelt said at that launch: “It’s a high-speed packet access plus (HSPA+) with more bandwidth speed than that offered by other operators.” Other operators use only HSPA, making Cell C’s network faster.Cell C’s internet network has access to a 1 600km fibre-optic cable and 2 000 transmitters. It’s been working with companies like Neotel, Dark Fibre Africa and Nokia Siemens Networks to improve its functionality.
Shoplifters’ Destination of ChoiceFrom Aruba to Venezuela, the GUESS?™ brand is ubiquitous. Known globally for its innovative, highly visual design sense…and for launching the careers of super models Claudia Schiffer,Naomi Campbell, and Anna Nicole Smith…hundreds of department stores and exclusive shops through out Europe, Asia, and South America feature GUESS? apparel, accessories, and other products. GUESS? Inc. also directly owns and operates over 271 stores in the United States and Canada. The GUESS? brand is all about adding surprise and sparkle design touches to such common items as jeans, shirts, and sunglasses—transforming the common to suave and sultry.As a high-profile member of the upper echelon specialty segment of the retail industry, GUESS? is a destination of choice for style-conscious shoppers,shop lifters, and, of course, professional thieves. “Organized gangs routinely target us for grab and runs, where they come into the store and just carry out a table full of merchandise,” explains Joe Toth, vice president of loss prevention for GUESS? Inc. “There are also the professional teams that work the store,systematically going after high-value,high-demand leathers or jeans,” That Toth seems rather matter-of-fact about his stores being a prime target for thieves belies the fact that since he became GUESS?’s chief loss prevention and security officer in 2001, shrink at GUESS? has declined by seventy percent, placing GUESS? among the best shrink performers in its retail segment. Not surprisingly, Toth and his small, closely knit loss prevention team are well-known and well-respected within the company. This was certainly not always the case. As Toth admits, “Loss prevention was not always positioned within GUESS? to be successful. We had to re engineer both the loss prevention program and the loss prevention mindset in order to be successful.”The story of the GUESS? loss prevention turn-around and rebuilding is a case study in organizational transformation, bridge-building, and professional expertise at its best.- Sponsor – Disconnections, Barriers…and Scrambling CockroachesJoe Toth joined GUESS? in 1997 a sone of two regional managers of LP reporting to a newly hired loss prevention vice president, who reported to the company president. At that time GUESS? was operating 120 stores in the U.S. and annual shrink was a very serious business issue. The good news, of course,was that GUESS? executive management recognized this and made a visible investment in getting it under control. At first, the retail group was interested in LP because they were looking for any help they could get. The problem was that the LP program was reactive and worked independently of store operations. There was some initial improvement, but as buy-infaded and sales slipped, shrink age crept backup. LP was never able to engage the stores to do what was needed to resolve their problems.In early 2000, Toth was asked to become director of investigations and to handle internal theft cases. Through out that year and with no staff or budget to launch an all-out attack on thefts across the country,Toth took a huge number of admission statements from dishonest employees.“Unfortunately, it had no net affect on the shrinkage,” says Toth, “because we still weren’t addressing the under lying problems. The approach was reactive and there was just no strategic plan to reduce the losses. It was like killing cockroaches in the middle of the night.”However, like the retail industry itself,change was and is relentless at GUESS?.In 2001, as the company added stores, it also reorganized. The company president left and a bit later so did the loss prevention VP. In August 2001, Toth was asked to head up loss prevention.Toth accepted, but insisted he report to the vice president of stores. “This was essential,” says Toth. “To position loss prevention…and myself…to succeed, I needed to be strongly connected to store operations. Field support wascrucial to shrinkage reduction. And by being under this umbrella, it also assured me the store managers would be accountable for the results.”That was then. The actions Toth took to position and strengthen GUESS?’s loss prevention program reflect an essential combination of political savvy, interpersonal skills, and both professional discipline and loss prevention expertise. Today, GUESS?’ soperations and Toth’s responsibilities include GUESS? stores in the U.S. and Canada in six regions, with a loss prevention manager assigned to each region. Shrink levels have never been lower.So what is behind this dramatic turn around.“Our problem with employee theft was huge. Well over half of our shrink was internal,” says Toth. “Even though our store managers knew this, many of them were young and did not ‘get’ loss prevention. So we decided direct intervention was necessary. We conducted a full-scale investigation and training session in every store. We started with the high-shrink stores and slowly fanned out to the entire company.I insisted that district sales managers travel with their regional loss prevention manager to participate in these investigations. This opened their eyes to what was happening in their stores and created immediate buy-in. Our goal was to remove problematic employees proactively and provide a blue print for store managers to reduce their losses.”The fast-start aggressive approach paid off. In the first full year, GUESS? dramatically reduced internal losses and incident sizes. At that point, executiveprepared to move forward aggressively,their shrink situation would never improve,” recalls Toth. “We met with focus groups of store and district managers to hear their concerns and feelings about loss prevention. I then put together a detailed plan of annual goals and initiatives and sold it to both corporate and the field. That meant every one knew what we were going to do and in what order we were going to do it. It is a process I repeat every year.We re-evaluate our strategy, propose new goals and initiatives, and then solicit feedback from the retail group before submitting a new budget. This has truly become a collaborative effort and the retail team has been a great partner.”As Toth won regional and store management buy-in, he and his team launched phase one of the company’s new loss prevention strategy.The Business “Face” of Loss PreventionAccording to Toth, the previous LP program was reactive and “old school” in its approach. It lost operational support because it was content to just go through the motions and to “put out the fires.” There was no strategic planning,no prioritized agenda, and no investment for the future. When shrinkage did not decrease, store management lost faith in the program. It was hopeless after that. “My first priority in the new job was to convince the retail group that unless we were all on the same page and management really bought into the program and supported Toth in every way possible. “Once they saw what I was trying to do and the potential ROI, they approved everything I asked for.”Toth strongly believes a successful LP director must have the ear of executive management. “The VP of stores, Vince Dell’ osa,the president and COO Carlos Alberini, and especially Paul Marciano deserve a lot of the credit because they have been strong supporters and are truly committed to shrinkage reduction,” says Toth. “This is certainly not the case in every company. A lot of executives pay lip service to loss prevention issues, but not at GUESS?.” “Engrained in the Business”—Tightening LP Spend and Changing the MindsetSimultaneously with the attack on internal theft, Toth and his team systematically looked at what each store was doing and spending on loss prevention and security. They found a lot of un coordinated spending and little tracking of results. Toth looked at the existing national and local suppliers of every thing from alarms and merchandise tagging sensors to armored cars and security officers.“We added up everything we were spending and what we were getting and saw a huge opportunity to tighten-up our program,” he says. “We started re negotiating every contract…and got better terms in nearly every case. We found sloppy practices between us and our vendors. Store spending was just out of control.”Some stores had huge stock piles of sensor tags and were getting charged for numerous false alarms because of employee carelessness. Other stores that were spending heavily on security officers still had some of the worst shrink.“So clearly there was room for improving our thinking and our practices at the store level,” Toth explains. “The plan was to get our financial house in order and identify savings that could later be re invested without additional expense. I knew we would have to purchase new technologies and equipment, and we do not spend recklessly. We made a strong case based on expected ROIs and executive management approved nearly all of our budgetary needs. At times, they have been even more aggressive than I have.”At the same time Toth added discipline to GUESS?’s supplier interactions and spending, he addressed the more fundamental issue of getting store managers on the same page about loss prevention. GUESS? was growing fast. Young, hip store managers and merchandise personnel tuned-in to the hot fashion scene were coming on board. Unfortunately, loss prevention was not part of their mind set and was at the bottom of their to-do list.“The most significant, conscious change we made was to develop a new mindset and new vocabulary for loss prevention,” he says. “Most employees thought of LP duties as additional things to do on top of their already hectic job responsibilities. Consequently, they never found enough time to focus on LP issues…and shrink age suffered.“So, we integrated our message into an over all business approach that centered around providing premium customer service. We used business concepts, such as improving profit contribution, to talk about ways to reduce shrink. We talked about making loss prevention a consideration in where and how merchandise is displayed. All of this allowed us to link loss prevention with top-line sales growth. Improving customer service was our approach to getting managers and staff to interact better with shoppers. In turn, this has made it more difficult for shop lifters to grab and conceal merchandise.”All store employees went through training that included spotting the behavioral signs of shoplifters. Processes were put in place that required sales associates to work the front of the store in order to greet new customers and prevent grab-and-run incidents.Finally, the GUESS? hiring process was strengthened to include a personality assessment that included LP questioning and integrity tests along with a comprehensive background check and credit history.Building loss prevention into GUESS?’s management thinking was also a priority. For example, compensation and rewards for store management was a tool Toth championed. At his urging,GUESS? increased its biannual shrink bonus to store managers and expanded it to include assistant managers, visual managers, and others.Also, loss prevention now plays a major role in every district, regional, and global management conference. Toth says these are occasions when he and his team can reinforce LP values, tweak current strategies, and participate in field management succession planning.Upgrading Technology in theLoss Prevention FrameworkWhat about the financial savings Toth achieved by renegotiating supplier contracts and tightening spending processes? “We reduced loss prevention and security spending by 50 percent without cutting services,” he says. “I knew we had a huge challenge a head of us to upgrade our existing technologies,and these savings allowed us to get started without waiting for budgetary approval. For example, we were having a big problem with defeated sensors because we were using an old sensor technology. Tools to break the sensors were readily available. Without a new technology, our entire LP frame work was vulnerable.”GUESS? was growing fast. Young, hip store managers and merchandise personnel tuned-in to the hot fashion scene were coming on board. Unfortunately, loss prevention was not part of their mindset and was at the bottom of their to-do list.Toth and his team went into the sensor market place to investigate alternative solutions to the old technology. After much consideration,the team selected a young and innovative EAS and CCTV company based in North Hollywood, California. “Their product line has a unique design and much larger footprint than the tags we were using.We met some initial resistance from the store managers, but that changed when they saw the new tags were much more difficult to remove. Plus, they also turned out to be significantly cheaper,”Toth says.In late 2001, we conducted a five-store trial during the Christmas shopping season. The results were…and still are…eye catching. Defeated sensor losses dropped dramatically in stores using the tags. Today, almost three-quarters of GUESS? stores have standardized with this equipment, and GUESS? shrink has declined each successive six-month period since.What to Attack? Where to Go?Data-Driven Loss PreventionJoe Toth will tell you that even though the saying, “If you can’t measure it, you can’t manage it” has been around a long time, it nevertheless is a powerful and relevant proposition. As GUESS? has steadily expanded throughout NorthAmerica through the opening of new stores and acquisition of licensee-owned stores, the challenge of managing GUESS?’s shrink number down ward has intensified.“As shrink gets lower, there’s less room for error,” says Toth. “Once you eliminate the big cases and put effective defenses in place…all the obvious things…much more detailed approaches and lots of analysis are required.”Loss prevention at GUESS? is conspicuously data-driven. Toth conducts quarterly LP team strategy summits at which his team looks at progress made on annual loss prevention, security, and safety goals.Setting more specific objectives for the upcoming quarter requires detailed analysis of each store in each region,looking for emerging problem trend lines. These team summits are also invaluable for team-building and comparing situations and solutionsOne approach GUESS? regional sales directors and Toth’s team developed is their “Touch Base” process. “These two groups have to be strong partners to be successful, so we invest a lot in these relationships.” Toth explains that the two groups are required to touch base weekly and schedule additional face timeeach month. They also travel together quarterly and must coordinate their schedules to ensure problem stores are addressed with a unified agenda. Each month, they prepare two lists of problematic stores. One list includes stores whose sales are off plan or that have higher-than-expected turnover. The other lists stores with higher than planned shrink. They pay special attention to stores that overlap—and plan special visits. Toth says this process keeps the two departments on the same page, strengthens their relationship, and applies the expertise and perspective of each party to identify high-risk situations before they get out-of-hand.One approach GUESS? regional sales directors and Toth’s team developed is their “Touch Base” process. “These two groups have to be strong partners to be successful, so we invest a lot in these relationships.” Toth explains that the two groups are required to touch base weekly and schedule additional face time each month. They also travel together quarterly and must coordinate their schedules to ensure problem stores are addressed with a unified agenda. Each month, they prepare two lists of problematic stores. One list includes stores whose sales are off plan or that have higher-than-expected turnover. The other lists stores with higher than planned shrink. They pay special attention to stores that over lap—and plan special visits. Toth says this process keeps the two departments on the same page, strengthens their relationship, and applies the expertise and perspective of each party to identify high-risk situations before they get out-of-hand.GUESS? has also invested in exception-based point-of-service data analytics. Using software from Cleveland based Datavantage, Toth and his team set transaction exception parameters.Problematic transactions are logged and automatic alerts are sent to all levels of field management.“We’ve tiered our alert system so that high exceptions trigger an instant warning and response, while sporadic problematic transactions get looked at on a more systematic basis,” Toth explains. A full-time data analyst develops trend lines for each store and region and those become the basis for proactive measures—from additional employee training to investigations.Global, Connected, CollaborativeGUESS? today is a publicly-owned company whose shares trade on the New York Stock Exchange. However, visiting any GUESS? store in the United States or Canada confirms that GUESS?’s design soul and over all “attitude” is continental… or, more accurately,inter continental.Toth makes an interesting observation. “The retail industry has been changing for decades…especially in going global with product design and merchandising…with everybody borrowing ideas from everybody else.Loss prevention, especially in the United States, has pretty much kept ago-it-alone mentality. Everybody has guarded their own approaches and especially their data. That’s now starting to change…finallyTo the point, Toth and GUESS? are active in the Retail Industry Leaders Association (formerly IMRA) and in the specialty group of the National Retail Federation. They participate in research and bench marking projects related to identifying best practices and tracking important industry trends.Breaking the CodeLoss prevention’s success at GUESS? is all about delivering a quality program with considerable inter personal and political finesse. It’s about the internal selling of good ideas to good operations professionals who “don’t know what they don’t know” about loss prevention.Aligning the loss prevention effort along business lines and talking about it in business terms eliminates the barriers and old mindsets. So it’s probably a given that each year’s aggressive shrinkr eduction goal is explained in terms of what impact it would have on the bottom line of each of the 271 stores in the GUESS? world.MICHAEL STUGRIN is a business writer and consultant based in Long Beach, CA, and can be reached [email protected] TOTH, an 18-year loss prevention professional, is based in New York City, and can be reachedat [email protected] Stay UpdatedGet critical information for loss prevention professionals, security and retail management delivered right to your inbox. Sign up now