Security guard. A security guard rather than a receptionist can greatly improve security. If a person contemplating doing harm to the organization is not equipped with weapons or training to address such security measures, the idea of a security guard may be a deterrent. Security should be trained on how to check identification, recognize potential threats or weapons, and report findings quickly to the appropriate personnel. In an emergency, the guard will likely be the first line of defense and the first to contact the authorities. Metal detectors, X-ray scanners, bag search stations, turnstiles, and bulletproof glass are additional measures for employers to consider for a front gate or entrance. These controls are more expensive and are only needed where perceived threats are high. Many employers may be able to utilize clear bags to achieve the level of security needed for their workplace. Security cameras. Cameras are commonplace and are often utilized to improve safety at grocery stores, ATMs, and gas stations. Security cameras serve a wide range of purposes and can improve a workplace in many ways. Many businesses have learned that maintaining a record of activities on their property reduces the chance that a crime will be committed. The knowledge of being recorded reduces the likelihood that someone will attempt to do anything dangerous or threatening to others—with the added benefit of encouraging job performance. THE ROLE OF IH AND SAFETY Industrial hygienists and safety professionals should be active in efforts to reduce workplace violence for three primary reasons: they already have an avenue and rapport with workers to address safety concerns in the workplace; they already conduct training on a variety of topics, and workplace violence requires effective training for employees; and the very nature of their responsibilities requires a multidisciplinary understanding of risks and the development of controls to address those risks—important factors in managing the risk of workplace violence.    An effective IH or safety professional is typically viewed by front-line employees as advocating for their safety. A key component of addressing workplace violence is a reporting system for employees to confidentially report red flags or concerns involving coworkers. In the absence of a formal human resources or security department, an IH or safety professional may be the best person in a facility to receive sensitive information and protect the confidentiality of that information. And since IHs and safety professionals often conduct training of employees, they are good candidates to train workers to help them recognize precursors to workplace violence and how to report that information.  However, IHs and safety professionals don’t typically work alone to reduce the risk of workplace violence. These efforts should encompass the entire workplace and be coordinated with human resources, labor unions (when applicable), management, and at times local law enforcement. IHs and safety professionals generally have experience working with these groups on various safety management and emergency response planning initiatives. They have unique experience and capabilities to best address the risk of workplace violence. A NECESSARY INVESTMENT Concern over workplace violence is increasing in the U.S. and is not likely to fade. Workplace violence canot be effectively addressed with a Run, Hide, Fight policy alone, and—as with other workplace risks—one solution will not fit all companies. Effective workplace violence controls are best developed as part of an overall risk management plan that is reviewed and updated regularly.  The control measures suggested here are only a few of the many options that employers have. Administrative controls can typically be implemented quickly, affordably, and without much participation from others. Those responsible for safety and security in a workplace can accomplish these “wins” with little opposition.  The expense required to implement an effective workplace violence prevention program is insignificant compared to the cost of a violent event. Prevention programs reduce this risk where response policies and trainings do not. Although employees may correctly utilize a response policy during a violent event, the implementation of the plan means that workplace violence has been recognized as a risk. At this point, the employer must be prepared for the citations, lawsuits, medical bills, and potentially negative public response that will follow. Workplace violence prevention is not a cost, it is a necessary investment.    MATTHEW BAILEY, GSP, is an EHS manager with Cargill Protein in Nashville, Tenn. He can be reached via email. KRISTEN SPICER, PHD, is an assistant professor of occupational safety and health at Murray State University in Murray, Ky. She can be reached via email. TRACI BYRD is also an assistant professor of occupational safety and health at Murray State University. She can be reached via email. The Synergist thanks Thomas P. Fuller, ScD, CIH, CSP, MSPH, MBA, associate professor in the College of Applied Science and Technology at Illinois State University, for reviewing this article. 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