Security Consulting

Case Studies: Brand Protection

Temi Group case studies are developed from Partner’s knowledge and experience of providing solutions to the needs of companies they have worked or built relationships with.

The case studies chosen involve in depth analysis of people; events and decisions over a long period of time. Anonymity of names and locations are retained to ensure confidentiality, each study is based on real fact and resolution.

Temi Group will regularly update the case study page. If you require further information on any of the case studies highlighted, please contact Temi Group directly via the ‘Contact’ page on this web site.

Each case study chosen is representative of a key area of your business, for further information on solutions for these areas, please view or download the ‘Temi Group Instant’ or ‘Temi Group Detail’ brochures.

To view or download selected case studies, please choose one of the following:


Brand Protection

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To demonstrate Temi Group’s approach to Brand Protection the following case study illustrates how Temi Group’s global partner ecosystem leverages the ability to provide capacity and choice solutions to multi-national corporate businesses through:

  • Developing an Associate Partner’s contract from local to regional/global potential.
  • Providing additional choice of brand protection service providers to the multinational, with added value of global supply chain expertise.
  • Demonstrating reassurance through greater capacity, depth and resource succession planning, provided by Temi Group’s unique partner ecosystem.
  • Creating resource volume synergies in capacity and economies of scale to enable flexible pricing by country/region through ‘bad and good resource budget times’.
  • Providing greater choice through outsourced annual contracting aligned to in house fixed resource.

A Temi Group Associate Partner had established brand protection related resource and relationships with multi-nationals on a local and regional basis. The Associate Partner was looking to expand in geographical capability, service and quality depth, however did not wish to commit more than could be delivered, based on existing resource; dilute service quality through too rapid expansion ; pass on cost to the customer through own increased cost overhead  of expanding business capability and infrastructure.

The Associate Partner discussed the position with a Temi Group Senior Partner, familiar with the multi-nationals in question and understanding of the geographical regions involved. Together they discussed with the multi-nationals(s) how to best support the existing capability of the Associate Partner with additional resource through the Temi Group Partner ecosystem.

Analysis was made of brand protection resource available across the business verticals each multi-national operated in to leverage in-country brand protection investigators and intelligence teams associated with the Temi Group partner ecosystem.

These individuals were then prepared for additional product and brand specific training for the business vertical they were already experienced in. This provided a broader reach of multi skilled and multi-trained investigator and intelligence operatives to provide the choice, capacity and resource succession planning the multi-national companies required to achieve their targets and results.

Organisational Resilience

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To demonstrate Temi Group’s approach to Organisational Resilience the following case study illustrates how Temi Group provided advice to a company operating in a high risk environment through:

  • Deploying an Associate Partner local and experienced to the high risk country
  • Understanding how a local incident could act as an impact ‘trip wire’ against a corporation’s resilience and reputation.
  • Communicating the full spectrum of risk, threat and vulnerability relating to a high risk location in consultation with the company and in a non-sensationalist way.
  • Presenting a risk assessment and security management plan, practical to available resource and budget in the high risk locations.
  • Presenting the company with a proposal to engage in a global Enterprise Security Risk Assessment as a result of findings from the original ‘trip wire’ incident.

Temi Group was approached by an existing client when an employee in one of their offices in a high risk country was subject to threats of Kidnap and Ransom. As a result of this threat Temi Group were also asked to evaluate the risk and vulnerability to personnel and assets operating at several locations within this country.

An Associate Partner local to the country in question with experience and specialised insight in assessing:  variable risks specific to city districts, site locations. cultural hierarchies  and custom was deployed. The Associate Partner conducted interviews, vulnerability assessments, site surveys, local source media reporting and intelligence. This was collated and disseminated to Temi Group Senior Partners to analyse remotely alongside regional and corporate representatives of the company.

Alongside this analysis, Temi Group gauged risk appetite and likely resource the company would deploy to mitigate against the threat to their personnel and risk to their assets. From this collaborative approach a risk assessment to ISO 31000 standard, risk register, risk mitigation measures and residual risk ratings were produced alongside a Security Management Plan for the in country assets and a standard operating procedure in relation to threats of kidnap and ransom, which proved successful.

As a result of Temi Group’s approach to security risk management, the company found both a solution to their local need and an opportunity to explore their overall Organisational Resilience through issuing a proposal to address their Enterprise Security Risk Assessment needs for the future.

Value Engineering

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To demonstrate Temi Group’s approach to Value Engineering the following case study illustrates how a Temi Group Partner delivered over $20m in value added solutions through:

  • Clearer definition of risk appetite, review of risk register and residual risk matrix
  • Peer review and full stakeholder engagement of risk mitigation measures
  • Clearer understanding of multi-agency roles and responsibilities
  • Ensuring realistic risk ratings informed final security design solutions

A developer and government entity planned over 100 projects as part of a long term economic and business development plan for the country. At master development conceptual phase, security risk assessments and concept master plans were produced to inform the design, delivery and final operation of the development vision. The concept risk assessments and concept plans also defined the risk appetite of the developer, which set the tone for future budget allocation for security design and eventual supply/installation and commissioning of security features relating to all assets to be built.

At early concept stage, the developer used various consultants to produce security concept deigns and risk assessments for the asset classes within each project, including a green field city size build. However, there were no instructions to regularly review risk appetite, residual risk ratings and mitigation measures relative to the original concept master plans, which were largely driven by counter terrorism measures as a lead design feature.

This lack of review and revision of risk appetite lead to frustration in the architects and developers , who did not feel qualified to revise it themselves. Therefore, the concept counter-terrorism design and mitigation measures, although effective, were overriding how the economic and business vision of ‘open access to all’ would be realised. Equally, there was concern related to the cost of implementing security measures based on the defined risk ratings of each project as set at concept stage.

As the projects approached planning and final design approval, a highly experienced security professional, now a Temi Group Senior Partner came on board to re-evaluate the entire risk assessment approach on all projects. The important question of: what is the risk appetite of the developer? , was asked, confirmed then re-defined to the developer’s needs. As the projects were government related, each relevant government agency was consulted and their risk appetite and mitigation measures confirmed. The work of existing security design consultants appointed by architects and project managers on key assets and infrastructure was reviewed through workshops, modelling and practical ‘defence v attack’ exercises.

Through this process of consultation, peer review and workshop collaboration with all relevant stakeholders in the project - residual risk ratings were revised and alternate risk mitigation measures were proposed, which enhanced rather than diluted the effectiveness of tactical and operational security - then proposals and tenders were accurately defined to reflect the results of the value engineering process. Finally, the master developers were able to plan and build to their originally conceived business and economic vision, with the assurance of value engineered security risk management to guide them.

Business Integrity

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To demonstrate Temi Group’s approach to Business Integrity, the following case study illustrates how a Temi Group Senior Partner was able to unravel corrupt practice by an employee during a merger and acquisition. This saved the integrity of another employee and prevented damage to the reputation of a company by:

  • Using 360 degree view investigative due diligence
  • Applying seasoned experience and instinct in business integrity matters
  • Discovering what lay under face value and first impressions
  • Revealing the true picture through careful examination and revealing  facts rather than conjecture

A Temi Group Senior Partner was engaged when two large multinational companies, operating in the same country, were involved in a merger and acquisition process  The larger of the two companies began restructuring and downsizing, to reduce duplication of offices and roles, while at the same time appearing to give priority to their own personnel and existing office locations.

A country manager of the smaller company was unhappy at the restructure and felt his operation, experience and reputation, merited an exception to the downsize rule. He wrote to an international line manager to explain this and also inform that service suppliers had contacted him with complaints that his counterpart in the larger company, who was likely to take his role, demanded ‘kick back payments’ from suppliers. He stated the suppliers were worried that if the newly merged company were run by the country manager from the larger company, this corrupt practice would continue on a larger scale.

In addition to this, the country manager of the larger company in question was known to be a flamboyant character, liked fast cars, expensive restaurants and other face value indicators of someone who had spare cash to burn or lived beyond their means.

Word of this got to the head of internal investigations of the larger company and a company decision had been made to suspend the manager on full pay pending full investigation. At this stage the Temi Group Senior Partner was called in by the head of internal investigations to discuss strategy and then conduct an investigation alongside the internal investigations department.

Following detailed interviews and investigative techniques, of what initially appeared credible complainants, whistle blowers and service providers; it transpired the complainant manager was the one involved in kick-backs and unethical behaviour. He had attempted to smear his counterpart, under fear that losing his position in his existing company would take away the platform he used to run his own corrupt practice and deals, or equally he would be discovered once he lost control of the operation.

By placing to one side assumptions and what appeared to be an obvious open and shut case - the Temi Group business integrity approach was able to cast a fresh and independent eye over a case that would have otherwise cost the integrity of an employee and the reputation of the company.