Daily headlines remind us of the threat and impact of violence in the workplace. According to the Bureau of Labor Statistics in 2021 alone, 481 workers were killed as a result of violence while on the job. Remarkably, an additional 37,060 workers were victims of intentional, non-fatal injury in the workplace.

In its most extreme form—active shooter mass casualty—these events are sudden, unexpected, and high-profile and can have a profound impact on all employees and the trust they have in the safety of their workplace. Frequently caused by job stress or domestic issues spilling over into the work environment, active aggressor situations are an endemic problem that requires a broad and holistic approach. Yet few organizations have moved beyond ambiguous statements in an employee handbook.

At BMCG, our team has had decades of experience working in the field with workplace violence and active aggressor events, some of the most difficult and challenging of crises to manage. We’ve partnered with clients across industries from leading hospital networks and academic institutions to global technology and manufacturing firms to develop comprehensive approaches that mitigate, respond to, and manage the impacts and consequences of this most troubling of risks.

Our programs address three key components of an active aggressor prevention program aligned to the before, during and after of the event:

  • Prevention Programs
    A viable active aggressor prevention program reduces the likelihood of warning signs being ignored, provides support to employees who need it, and reduces legal risk.
  • Emergency Response
    Strong and well-practiced emergency response protocols are vital to ensure an effective response during a significant workplace violence or active aggressor event.
  • Crisis Management and Humanitarian Assistance
    While the duration of an active aggressor event can be measured in minutes, its impact on an organization can be measured in months or even years. As with any crisis, the perceived effectiveness of the response can have more influence on an organization’s reputation and viability than the underlying event or issue.