tag:blogger.com,1999:blog-55635805824739396252024-03-06T12:00:27.390-08:00Target Pay and BenefitsThe new Health Plan is an attempt to discourage team members from utilizing benefits they were offered on employment. It's a cost cutting measure, and it comes at a time when store hours are cut to the bone. Target wants to claim that they have insurance for Team Members but they really want to make such insurance to cumbersome and expensive in the hope that employees will go elsewhere. Also look at: http://targetfiling.blogspot.com for additional information.Concerned Consumerhttp://www.blogger.com/profile/07277351883239747075noreply@blogger.comBlogger4125tag:blogger.com,1999:blog-5563580582473939625.post-86469589911701188612020-03-04T00:00:00.000-08:002020-03-04T12:47:05.569-08:00<span style="color: red; font-size: x-large;"><b>A leaked Target email urges store managers to carry on business as usual while coronavirus fears create a 'scary, stressful' time for employees</b></span><br />
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<i> Business Insider - SHOSHY CIMENT - Mar 4th 2020 </i><br />
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<span style="font-family: Verdana, sans-serif; font-size: large;"><b>Target sent an email to store leaders across the US on Tuesday (3/3/20) morning instructing them not to change anything about how stores function, despite mounting fears resulting from the spread of the coronavirus.</b></span><br />
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<span style="font-size: large;">"At this point, we're asking that teams continue to operate business-as-usual," the email reads. "Know that we have teams in place managing any potential impact to our business."</span><br />
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<span style="font-size: large;">Business Insider spoke to seven current Target employees across stores in New York, North Carolina, California, Washington, Minnesota, and Virginia, <b>all but one of whom said they had not received any information from management regarding the coronavirus issue. </b></span><br />
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<span style="font-size: large;">"It's honestly a scary, stressful time right now," said a Target employee in Seattle, Washington, which is currently weathering a coronavirus outbreak. </span><br />
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<span style="font-size: large;">"At Target, we've been prioritizing our team, starting by ensuring that all of our China-based team members have been able to work from home," Target CEO Brian Cornell said during Target's 2020 financial community meeting on Tuesday. "More broadly, we spent considerable time focused on the best way to support our team members all around the world to make sure they stay healthy and safe."</span><br />
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<span style="font-size: large;">As retailers across the globe warn about impact from the coronavirus outbreak, <b>Target is telling its managers to carry on "business-as-usual" in stores. </b></span><br />
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<span style="font-size: large;">The company confirmed that an internal email sent out to team leaders across the US on Tuesday morning instructed them not to change anything about stores' functioning or communicate anything differently to employees, despite mounting fears about the coronavirus' spread. </span><br />
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<span style="font-size: large;">The email, which was viewed by Business Insider, outlined best practices for healthy hygiene habits and acknowledged dwindling inventory in certain categories like cleaning and grocery. </span><br />
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<span style="font-size: large;">"At this point, we're asking that teams continue to operate business-as-usual," the email reads. "Know that we have teams in place managing any potential impact to our business. If there are any changes to business practices, we will communicate as needed to impacted teams."</span><br />
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<span style="color: blue; font-size: large;"><b><u>Employees feel like they are in the dark</u></b></span><br />
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<span style="font-size: large;">The directive not to communicate plans to deal with the virus has made some employees feel like they aren't being equipped to fully handle it.</span><br />
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<span style="font-size: large;">"<b>We actually haven't had ANY kind of communication from management about ANYTHING related to this issue</b>," a current Target employee, who is not in a managerial role, in a Seattle-area store told Business Insider in an email. "Everyone is just focused on selling and stocking."</span><br />
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<span style="font-size: large;">This employee is one of seven current Target employees across stores in New York, North Carolina, California, Washington, Minnesota, and Virginia, who spoke to Business Insider about conditions in Target stores amid the coronavirus outbreak. All but one of these store employees, most of whom were granted either full or partial anonymity in order to speak frankly about the situation, but whose identities were confirmed by Business Insider, said they had not heard any information from management regarding protocol or contingency plans related to the coronavirus issue.</span><br />
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<span style="font-size: large;">The novel coronavirus is affecting many major retailers across the globe. With more than 1,800 stores in the US, Target has become a major destination for worried shoppers to stock up on essentials in the event of an epidemic.</span><br />
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<span style="font-size: large;">Six Target employees mentioned that hand sanitizer was either fully or almost sold out at their stores. Other staples like toilet paper, face masks, and cold medicine were also reported to be selling out fast.</span><br />
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<span style="font-size: large;">An employee in a San Diego Target store said that working during the outbreak has been hectic. </span><br />
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<span style="font-size: large;">"I've had a guest come in with a giant bottle of Lysol he brought from home and he would spray everything before touching it," the employee said. "I do feel like it's a hazard working here, because I always see kids running around sneezing on everything without covering their mouths."</span><br />
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<span style="font-size: large;">During Target's 2020 financial community meeting and fourth-quarter and full-year 2019 earnings call on Tuesday, CFO Michael Fiddelke said that the company has not seen a large impact on the business from the coronavirus, adding that any adjustments made for Target's future outlook have been slight.</span><br />
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<span style="font-size: large;">In response to Business Insider's request for comment, Target referred to CEO Brian Cornell's comments from the earnings call.</span><br />
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<span style="font-size: large;">"Like all of you, we're monitoring this situation hour by hour as conditions evolve," Cornell said in the call. "At Target, we've been prioritizing our team, starting by ensuring that all of our China-based team members have been able to work from home. More broadly, we spent considerable time focused on the best way to support our team members all around the world to make sure they stay healthy and safe."</span><br />
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<span style="color: blue; font-size: large;"><b><u>Paid sick leave is a luxury</u></b></span><br />
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<span style="font-size: large;">Additionally, some Target employees are not offered paid sick leave. Adam Ryan, the liaison for the employee activist group Target Workers Unite and a current employee at a store in Christiansburg, Virginia, said that he feels too worried to take an unpaid sick day if it would have to come to that.</span><br />
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<span style="font-size: large;">"Even missing one day has a huge impact," Ryan said, regarding how he does not get paid time off or paid sick time. </span><br />
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<span style="font-size: large;">Patrick, a four-year employee of a North Carolina Target store who asked that Business Insider not include his last name, said his store also does not offer paid sick leave, though he said his workplace is not at the point of panic.</span><br />
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<span style="font-size: large;">For the Seattle-area employee, being located in a coronavirus outbreak zone is causing him to become nervous about going to work.</span><br />
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<span style="font-size: large;">"It's scary being around so many people, especially people with small children, who quite often come in coughing and sneezing, and they touch everything," he said. "And when there's an illness in the store it usually goes through the entire staff."</span><br />
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<span style="font-size: large;">He said that panicked customers searching for items that are running out of stock have not helped the atmosphere in the store.</span><br />
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<span style="font-size: large;">"It's honestly a scary, stressful time right now," he said.</span><br />
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<span style="font-size: large;">Are you a retail employee working during the coronavirus outbreak? Email <a href="mailto:retail@businessinsider.com">retail@businessinsider.com</a></span><br />
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direct link:<br />
<span style="color: red; font-size: x-large;"></span><br />
<a href="https://www.aol.com/article/finance/2020/03/04/a-leaked-target-email-urges-store-managers-to-carry-on-business-as-usual-while-coronavirus-fears-create-a-scary-stressful-time-for-employees/23940044/">https://www.aol.com/article/finance/2020/03/04/a-leaked-target-email-urges-store-managers-to-carry-on-business-as-usual-while-coronavirus-fears-create-a-scary-stressful-time-for-employees/23940044/</a><br />
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<span style="color: red; font-size: x-large;">2/29/20</span><br />
<b style="color: red; font-size: xx-large;"><u>Target</u></b><br />
<span style="color: red; font-size: x-large;"><b><u><br /></u></b></span><span style="font-family: "arial" , "helvetica" , sans-serif; font-size: large;"><b>Target is one of America’s most popular stores. With $72 billion in revenue for 2018, an increase of 3.48% over the year before, it’s easy to see why Target is the eighth largest retailer in the U.S. And, even if shoppers are getting tired of the Target brand, the big-box retailer is going nowhere. </b></span><br />
<span style="font-family: "arial" , "helvetica" , sans-serif; font-size: large;"><b><br /></b></span><span style="font-family: "arial" , "helvetica" , sans-serif; font-size: large;"><b>Well, except for six stores, that is. Chicago’s south side is losing two Target locations. Tennessee, Wisconsin, New York, and Minnesota are also saying goodbye to Target.</b></span><br />
<span style="font-family: "arial" , "helvetica" , sans-serif; font-size: large;"><b><br /></b></span><span style="font-family: "arial" , "helvetica" , sans-serif; font-size: large;"><b>However, while six stores are going away, Target plans to open 19 brand new Target locations. On top of that, the company has plans to remodel 300 stores in 2019 and give facelifts to another 300 in 2020. </b></span><br />
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<span style="font-family: "arial" , "helvetica" , sans-serif; font-size: large;"><b><br /></b></span><span style="font-family: "arial" , "helvetica" , sans-serif; font-size: large;"><b>Additionally, the company is opening small-format stores in downtown areas and on college campuses this year. Santa Barbara, Cape Cod, Washington, D.C. and Seattle will all boast of mini-Targets. </b></span><br />
<span style="font-family: "arial" , "helvetica" , sans-serif; font-size: large;"><b><br /></b></span><span style="font-family: "arial" , "helvetica" , sans-serif; font-size: large;"><b>In an effort to stave off the Amazon threat, Target is adding “Target +,” an online marketplace that rivals Amazon.com.</b></span><br />
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<span style="font-family: verdana, sans-serif; font-size: large;"><b><u>____________</u></b></span><br />
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<span style="font-family: "verdana" , sans-serif; font-size: large;"><b><u>AFTER YOU HAVE LOOKED AROUND HERE YOU MIGHT ALSO TAKE A LOOK AT OTHER LINKS:</u></b></span><br />
<span style="font-family: "verdana" , sans-serif;"><b><u><br /></u></b></span>
<span style="font-family: "verdana" , sans-serif;"><b>More Target Benefits Info but the info is very general Tarbutt PR stuff:</b></span><br />
<span style="color: red; font-family: "verdana" , sans-serif;"><b><a href="https://tinyurl.com/y8urepu5">https://tinyurl.com/y8urepu5</a></b></span><br />
<span style="font-family: "verdana" , sans-serif;"><span style="font-family: "verdana" , sans-serif;"><b> and</b></span></span><br />
<span style="font-family: "verdana" , sans-serif;"><span style="font-family: "verdana" , sans-serif;"><b>Well-being Offerings & Discounts</b></span></span><br />
<span style="color: red; font-family: "verdana" , sans-serif;"><b><a href="https://tinyurl.com/ybpjjnp7">https://tinyurl.com/ybpjjnp7</a></b></span><br />
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<span style="color: blue; font-size: x-large;"><b><u>More info on Target: </u></b></span><br />
<br />
<a href="http://targetfiling.blogspot.com/"><span style="color: black; font-size: large;"><strong>http://targetfiling.blogspot.com/</strong></span></a><br />
<a href="http://targetccguidelines.blogspot.com/"><span style="color: black; font-size: large;"><strong>http://targetccguidelines.blogspot.com/</strong></span></a><br />
<a href="http://beckfordvtarget.blogspot.com/"><span style="color: black; font-size: large;"><strong>http://beckfordvtarget.blogspot.com/</strong></span></a><br />
<a href="http://targetguidelines.blogspot.com/"><span style="color: black; font-size: large;"><strong>http://targetguidelines.blogspot.com/</strong></span></a><br />
<span style="color: red; font-family: "verdana" , sans-serif;"></span><br />
<a href="http://targetapdirectives2006.blogspot.com/"><span style="color: black; font-size: large;"><strong>http://targetapdirectives2006.blogspot.com/</strong></span></a><br />
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<span style="font-family: "verdana" , sans-serif; font-size: large;"><b><u>TARGET 'COUNSELING AND CORRECTIVE ACTION'</u></b></span><br />
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<b><span style="font-size: large;"><u>Some of the things you will find here are:</u></span></b><br />
<b><span style="font-size: large;"><u><br /></u></span></b>
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<span style="font-size: large;"><b><u><span style="color: red;">GROSS MISCONDUCT</span></u></b></span><br />
<span style="font-size: large;"><b>4. Weapons, Explosives and Other Dangerous Implements</b></span><br />
<span style="font-size: large;">The possession, use or threat of use of any kind of weapon, explosive, or other dangerous implement during working time or on company premises* whether or not it is armed, loaded, or properly secured and whether or not it is concealed on a team member's person or contained in a team member's personal property such as a purse, briefcase or vehicle.</span><br />
<span style="font-size: large;"><br /></span>
<span style="font-size: large;">Pepper spray, mace and tear gas, where legal, may be carried on company premises*. Defensive use of such products, on company premises*/time, while going to and from work, is not terminable if otherwise deemed appropriate. Offensive use on company premises*/time is terminable, even while going to and from work. Team members bear complete legal responsibility for their use of such products.</span><br />
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<span style="font-size: large;"><u><b><span style="color: red;">SERIOUS OFFENSES:</span></b></u></span><br />
<span style="font-size: large;"><b>9. DISORDERLY CONDUCT</b></span><br />
<span style="font-size: large;">a. Harassment of team member(s), applicant(s), guest(s) or non-employee work contacts based on age, race, color, sex (including pregnancy), national origin, religious beliefs, sexual orientation, gender identity or expression, disability, citizenship status, military status or other characteristic protected by federal, state or local fair employment practice laws, which consists of offensive or degrading remarks, comments, innuendo, or implication; unwelcome requests to "date," "meet" or "visit" another team member; other similar behavior, etc., which to a reasonable person could be expected to create a hostile, intimidating, or offensive work environment, but which is not considered serious enough to be reckless conduct. See #5.b. “Reckless Conduct”.</span><br />
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<span style="font-size: large;"><b><u><span style="color: red;">OTHER</span></u></b></span><br />
<span style="font-size: large;"><b>23. No Call, No Show</b></span><br />
<span style="font-size: large;">Failing to call in or report to work for a scheduled shift. In addition, calling in and/or reporting to work two or more hours after a scheduled start time will also be deemed a No Call, No Show. NOTE: Team members must “call in” themselves. Any “call in” received on behalf of a team member (minor team members excluded) by someone other than the team member, will be deemed a No Call, No Show. (An appropriate HR Partner must approve any exceptions.)</span><br />
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<b><span style="color: red;">
<span style="font-family: "verdana" , sans-serif;"><span style="background-color: white; line-height: 18px;"><br /></span></span>
<span style="font-family: "verdana" , sans-serif;"><span style="background-color: white; line-height: 18px;">============================================</span></span></span></b><br />
<span style="font-family: "verdana" , sans-serif;"><b><span style="background-color: white; line-height: 18px;"><br /></span></b></span>
<span style="font-family: "verdana" , sans-serif;"><b><span style="background-color: white; line-height: 18px;">Is Target </span><span style="background-color: white; line-height: 18px;">using this policy to week out older workers for those who meet it's younger and hip demographics?</span></b></span><br />
<b><span style="font-family: "verdana" , sans-serif;"><span style="background-color: white; line-height: 18px;"><br /></span></span>
<span style="background-color: white; line-height: 18px;"><span style="font-family: "verdana" , sans-serif;">Are people losing their jobs because of this policy?</span></span></b><br />
<span style="background-color: white; line-height: 18px;"><span style="font-family: "verdana" , sans-serif;"><b> </b></span></span><br />
<span style="background-color: white; line-height: 18px;"><span style="font-family: "verdana" , sans-serif;"><b>Are people not being promoted because of this policy?</b></span></span><br />
<span style="background-color: white; line-height: 18px;"><span style="font-family: "verdana" , sans-serif;"><b><br /></b></span></span>
<br />
<br />
<div style="text-align: center;">
<span style="font-family: "verdana" , sans-serif; font-size: x-large;"><b><u>ElL On Boarding Toolkit</u></b></span></div>
<div style="text-align: center;">
<span style="font-family: "verdana" , sans-serif; font-size: x-large;"><b><u>for STLs</u></b></span></div>
<div style="text-align: center;">
<span style="font-size: x-large;"><b><u><br /></u></b></span></div>
<div style="text-align: center;">
<span style="font-size: x-large;">My Training and Developrnent</span></div>
<span style="font-size: large;"><br /></span>
<span style="background-color: yellow; font-size: large;"><b>Managing Generational Differences</b></span><br />
<span style="font-size: large;"><br /></span>
<span style="font-family: "verdana" , sans-serif; font-size: large;"><b><u>TALENT MANAGEMENT ACROSS GENERATIONS</u></b></span><br />
<span style="font-size: large;"><br /></span>
<span style="font-size: large;">As an STL you have a big influence over your new Executive Team Leaders, particularly during their first year. You also lead teams that are more diverse than ever before. Being able to tailor your leadership style to the needs of various generations can result in reduced conflicts, higher levels of productivity and retention.</span><br />
<span style="font-size: large;"><br /></span>
<span style="font-size: large;">Target's workforce includes team members from four generations. Each generation is shaped by the significant events that occurred during their formative years, the fast pace of change in the world, and increases in technological innovation. How people approach and solve problems may differ across generations. The three guidelines listed below are a framework to use when encountering differences in communication.</span><br />
<span style="font-size: large;"><br /></span>
<span style="font-size: large;">1. <b>Suspend judgment</b>. Ask yourself, "Am I making an assumption that this difference is a matter of personality, generation, or something else?"</span><br />
<span style="font-size: large;"><br /></span>
<span style="font-size: large;">2. <b>Be curious</b>. What open-ended questions could I ask this person to learn more about their perspective, background or past experience which might help us both understand where this difference is really coming from?</span><br />
<span style="font-size: large;"><br /></span>
<span style="font-size: large;">3. <b>Share the Target culture</b>. As a leader this is where you have the opportunity and </span><span style="font-size: large;">responsibility to share what the expectations and culture at Target look like, and then </span><span style="font-size: large;">explore ways to meet those expectations while respecting each person's individual </span><span style="font-size: large;">differences. </span><br />
<span style="font-size: large;"><br /></span>
<span style="font-size: large;">Remembering the "Think. Listen. Customize." model introduced in "The Overview" will help you think inclusively and suspend judgement.</span><br />
<span style="font-size: large;"><br /></span>
<span style="font-size: large;">"We define diversity as individuality. This individuality may include a wide spectrum of attributes like personal style, age, race, gender, ethnic heritage, sexual orientation, language, physical ability, religious affiliation, family, citizenship status, socia-economic Circumstances, education and life experience. To us, diversity is any attribute that makes an individual unique that does not interfere with effective job performance. </span><br />
<span style="font-size: large;"><br /></span>
<span style="font-size: large;">11 </span><span style="font-size: large;">- (ed.2/09) </span><br />
<span style="font-size: large;"><br /></span>
<br />
<div style="text-align: center;">
<span style="font-size: large;">Page 1</span></div>
<span style="font-size: large;"><br /></span>
<span style="font-size: large;"><br /></span>
<span style="font-size: large;"><b>Managing Generational Differences</b></span><br />
<span style="font-size: large;"><br /></span>
<span style="font-size: large;"><b><u>GENERATIONAL CHARACTERISTICS</u></b></span><br />
<span style="font-size: large;"><br /></span>
<span style="font-size: large;">A generation is an age group with shared historical experiences. Each generation has unique circumstances that may not apply to everyone in it, but give us a framework of understanding.</span><br />
<span style="font-size: large;"><br /></span>
<span style="font-size: large;">The following chart identifies various characteristics by generation that will help tailor your leadership style to more effectively communicate, motivate and coach across generations.</span><br />
<span style="font-size: large;"><br /></span>
<span style="font-size: large;">As you read through these descriptions, keep in mind they are generalizations only since each individual will vary based on personality and life experiences.</span><br />
<span style="font-size: large;"><br /></span>
<span style="font-size: large;">Attributes </span><br />
<span style="font-size: large;">Patriotic, </span><br />
<span style="font-size: large;">practical, Optimistic, </span><br />
<span style="font-size: large;">driven, </span><br />
<span style="font-size: large;">Balanced, </span><br />
<span style="font-size: large;">Confident,</span><br />
<span style="font-size: large;">dedicated, </span><br />
<span style="font-size: large;">seek personal conditional loyalty, </span><br />
<span style="font-size: large;">determined, </span><br />
<span style="font-size: large;">upbeat,</span><br />
<span style="font-size: large;">hierarchical, </span><br />
<span style="font-size: large;">given gratification, </span><br />
<span style="font-size: large;">skeptical inclusive, </span><br />
<span style="font-size: large;">tolerant,</span><br />
<span style="font-size: large;">to personal sacrifice generous informal, </span><br />
<span style="font-size: large;">civic and delayed minded gratification,</span><br />
<span style="font-size: large;">economical</span><br />
<span style="font-size: large;"><br /></span>
<span style="font-size: large;">Work Style </span><br />
<span style="font-size: large;">Loyal, </span><br />
<span style="font-size: large;">formal, </span><br />
<span style="font-size: large;">Competitive, </span><br />
<span style="font-size: large;">hard Efficient, </span><br />
<span style="font-size: large;">effective, </span><br />
<span style="font-size: large;">MUlti-task, </span><br />
<span style="font-size: large;">seek diligent, </span><br />
<span style="font-size: large;">by the working, </span><br />
<span style="font-size: large;">service informal, </span><br />
<span style="font-size: large;">adaptable, </span><br />
<span style="font-size: large;">new and meaningful book, </span><br />
<span style="font-size: large;">stable, </span><br />
<span style="font-size: large;">oriented, </span><br />
<span style="font-size: large;">team independent, </span><br />
<span style="font-size: large;">challenges,</span><br />
<span style="font-size: large;">disciplined, </span><br />
<span style="font-size: large;">player, </span><br />
<span style="font-size: large;">driven, </span><br />
<span style="font-size: large;">not impatient, </span><br />
<span style="font-size: large;">lack tenacious, </span><br />
<span style="font-size: large;">need uncomfortable budget minded, </span><br />
<span style="font-size: large;">people skills, </span><br />
<span style="font-size: large;">cynical supervision with ambiguity;</span><br />
<br />
<span style="font-size: large;">value process and structure, </span><br />
<span style="font-size: large;">slow to adapt to over results, </span><br />
<span style="font-size: large;">inexperienced at change; </span><br />
<span style="font-size: large;">avoid overly sensitive handling difficult conflict;</span><br />
<br />
<span style="font-size: large;">reluctant to do feedback, </span><br />
<span style="font-size: large;">people issues question or voice judgmental of disagreement different viewpoints</span><br />
<span style="font-size: large;"><br /></span>
<span style="font-size: large;">Authority! Hierarchical, Respect for Democratic; I Value autonomy and</span><br />
<span style="font-size: large;"><br /></span>
<span style="font-size: large;">Leadership command and power and rules are flexible; freedom control; rarely accomplishment collaboration is question authority important</span><br />
<span style="font-size: large;"><br /></span>
<span style="font-size: large;">Communication Formal yet personal; Somewhat formal Casual, direct Fast, casual, direct through proper through structured and electronic; and high-tech; channels network; mix of sometimes skeptical eager to please electronic and face to-</span><br />
<span style="font-size: large;">face</span><br />
<span style="font-size: large;"><br /></span>
<span style="font-size: large;">Recognition Personal Public Balance of fair Individual and public </span><br />
<span style="font-size: large;">and Reward acknowledgement acknowledgement; compensation and praise; exposure; and satisfaction for career time off development work well done advancement; opportunities money</span><br />
<span style="font-size: large;"><br /></span>
<span style="font-size: large;">Work/Family! IWork and family Work comes first Value a work/life Value blending</span><br />
<span style="font-size: large;"><br /></span>
<span style="font-size: large;">Life Balance should be kept balance personal life into separate work</span><br />
<span style="font-size: large;"><br /></span>
<span style="font-size: large;">Loyalty Loyal to the Loyal to the Loyal to individual Loyal to the people</span><br />
<span style="font-size: large;">organization importance and career goals involved with the meaning of work project</span><br />
<span style="font-size: large;">and the function or profession</span><br />
<span style="font-size: large;"><br /></span>
<span style="font-size: large;">Views on Complex and Necessary for I Practical tools for I What else is there?</span><br />
<span style="font-size: large;"><br /></span>
<span style="font-size: large;">Technology challenging progress and getting things done</span><br />
<span style="font-size: large;">achievement</span><br />
<span style="font-size: large;"><br /></span>
<span style="font-size: large;"><br /></span>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjzryt99gzAFy2KFYbE6zyxpkoUjGf7YNspGmEW_dK0kkThg9PGqBDqt5MZBQjL1q3VxC9Y9ktOFiYtPGQ5MhKzQXw8VEWEZEkbvAqGGG8iJc57KUwqo3GIc1TC_6bCUk6eS_ltja4iYJcT/w407-h527-no/image1.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjzryt99gzAFy2KFYbE6zyxpkoUjGf7YNspGmEW_dK0kkThg9PGqBDqt5MZBQjL1q3VxC9Y9ktOFiYtPGQ5MhKzQXw8VEWEZEkbvAqGGG8iJc57KUwqo3GIc1TC_6bCUk6eS_ltja4iYJcT/w407-h527-no/image1.jpg" height="640" width="494" /></a></div>
<span style="font-size: large;"><br /></span>
<span style="font-size: large;"><br /></span>
<b><u><span style="font-size: large;">UNDERSTANDING YOUR OWN THOUGHTS ON GENERATIONAL </span><span style="font-size: large;">DIFFERENCES</span></u></b><br />
<span style="font-size: large;"><br /></span>
<span style="font-size: large;">The first step to effectively managing a multigenerational workforce is to understand how your generational experiences impact your ideas about appropriate work behaviors.</span><br />
<span style="font-size: large;"><br /></span>
<span style="font-size: large;">Ask yourself the following to understand how your life experience affects how you relate to others and how you need to accommodate different styles,</span><br />
<span style="font-size: large;"><br /></span>
<span style="font-size: large;">o What are the most important attributes of a Target team member?</span><br />
<span style="font-size: large;">o What are my views about loyalty to Target?</span><br />
<span style="font-size: large;">o What type of recognition do I feel is most important?</span><br />
<span style="font-size: large;">o What are my views on work / life balance?</span><br />
<br />
<span style="font-size: large;"><br /></span>
<span style="font-family: "verdana" , sans-serif; font-size: large;"><b>Veteran (1922 - 1945)</b></span><br />
<span style="font-family: "verdana" , sans-serif; font-size: large;"><b>Baby Boomer (1946 - 1964)</b></span><br />
<span style="font-family: "verdana" , sans-serif; font-size: large;"><b>Generation X (1965 - 1980)</b></span><br />
<span style="font-family: "verdana" , sans-serif; font-size: large;"><b>Generation Y (1981 - 2000)</b></span><br />
<span style="font-size: large;"><br /></span>
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<span style="font-size: large;">Page 3</span></div>
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<span style="font-size: large;"><br /></span>
<span style="font-size: large;">® What are my views on career development?</span><br />
<span style="font-size: large;">o When do I find my leadership style to be most flexible? Least flexible?</span><br />
<span style="font-size: large;">o What is my comfort level in leading team members from various generations? What are my </span><span style="font-size: large;">strengths? Developmental opportunities?</span><br />
<span style="font-size: large;">o What are SOme COmmon situations between generations that take place in my store?</span><br />
<span style="font-size: large;">o When it comes to generational differences, what are the strengths of my leadership team?</span><br />
<span style="font-size: large;">Opportunities?</span><br />
<span style="font-size: large;"><:> How will generational differences influence my style of leadership, communication and <!--:--><!--:--><!--:--><!--:--></span><span style="font-size: large;">recognition?</span><br />
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<span style="font-size: large;"><br /></span>
<span style="font-size: large;"><b>Managing Generational Differences</b></span><br />
<span style="font-size: large;"><br /></span>
<span style="color: blue; font-size: large;"><b><u>COACHING ACROSS GENERATIONS</u></b></span><br />
<span style="font-size: large;"><br /></span>
<span style="font-size: large;">Today's workforce is more diverse than ever before with more generations interacting in </span><span style="font-size: large;">the workplace. The following are tips on how to leverage the strengths and manage the </span><span style="font-size: large;">opportunities of each generation. Challenge yourself to think about how you can coach,</span><br />
<span style="font-size: large;">Communicate and relate to each generation and how it impacts the OnBoarding experience of</span><br />
<span style="font-size: large;">a new ETL.</span><br />
<span style="font-size: large;"><br /></span>
<span style="font-size: large;"><b><u>Coaching Generation Y (1981-2000):</u></b></span><br />
<span style="font-size: large;"><b><u><br /></u></b></span>
<span style="font-size: large;">o Acknowledge their talents and fresh perspectives</span><br />
<span style="font-size: large;"><:> Let them know you can and are willing to learn from them <!--:--><!--:--><!--:--><!--:--><!--:--></span><br />
<span style="font-size: large;">o Be open to and accepting of new and different ways of working </span><br />
<span style="font-size: large;">o Coach them to reach for stretch goals </span><br />
<span style="font-size: large;">o Involve them in significant projects </span><br />
<span style="font-size: large;">o Solicit their opinions </span><br />
<span style="font-size: large;">o Acknowledge their need for connection by helping them feel part of the group </span><br />
<span style="font-size: large;">o Appeal to their sense of idealism</span><br />
<span style="font-size: large;">o Have them figure it out themselves and then check in </span><br />
<span style="font-size: large;">o Offer to be a mentor or find one for them </span><br />
<span style="font-size: large;">o Keep communication clear, direct and specific and follow up to ensure your message </span><span style="font-size: large;">was understood </span><br />
<span style="font-size: large;">o Build a fun, challenging and fast-paced work environment</span><br />
<span style="font-size: large;"><br /></span>
<span style="font-size: large;">(;) Look for ways to combine work and play</span><br />
<span style="font-size: large;"><br /></span>
<span style="font-size: large;"><br /></span>
<span style="font-size: large;"><b><u>Coaching Generation X (1965-1980):</u></b></span><br />
<span style="font-size: large;"><b><u><br /></u></b></span>
<span style="font-size: large;">oAcknowledge their talents and expertise </span><br />
<span style="font-size: large;">o Let them know you can and are willing to learn from them </span><br />
<span style="font-size: large;">o Use clear and specific language when communicating </span><br />
<span style="font-size: large;">o Get right to the point in a respectful way - don't sugarcoat bad news</span><br />
<span style="font-size: large;">® Allow them as much flexibility as is possible and appropriate </span><br />
<span style="font-size: large;">o Acknowledge and relate to their skepticism </span><br />
<span style="font-size: large;">o Convey that you care and support them</span><br />
<span style="font-size: large;"><:> Create a fun, relaxed work atmosphere<!--:--><!--:--><!--:--><!--:--><!--:--></span><br />
<span style="font-size: large;"><:> Provide sincere, positive feedback with a focus on being specific and timely <!--:--><!--:--><!--:--><!--:--><!--:--></span><br />
<span style="font-size: large;">o Offer learning in a variety of ways and move on when the point is made </span><br />
<span style="font-size: large;">o Establish the outer boundaries and allow them to operate more freely within them </span><br />
<span style="font-size: large;">o Understand and honor their need for a work/life balance as long as responsibilities and</span><br />
<span style="font-size: large;">expectations are being met</span><br />
<span style="font-size: large;"><br /></span>
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<span style="font-size: large;">Page 5</span></div>
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<span style="font-size: large;"><br /></span>
<span style="font-size: large;"><b><u>Coaching Baby Boomers (1946-1964):</u></b></span><br />
<span style="font-size: large;"><b><u><br /></u></b></span>
<span style="font-size: large;">o Acknowledge their experience, expertise, dedication and length of service</span><br />
<span style="font-size: large;">® Seek their help and counsel with issues involving workplace politics </span><br />
<span style="font-size: large;">o Observe and learn how they navigate charged environments and "the system" </span><br />
<span style="font-size: large;">o Utilize them as mentors and ask for their input</span><br />
<span style="font-size: large;"><;) Use them as sounding boards to test new ideas before plunging in </span><br />
<span style="font-size: large;">o Solicit their ideas on what has worked or not worked in the past and why</span><br />
<span style="font-size: large;">o Focus on relationships as well as results </span><br />
<span style="font-size: large;">o Demonstrate that you are carrying your share of the load </span><br />
<span style="font-size: large;">o Create a consensual process where they will have a voice and hear other's ideas </span><br />
<span style="font-size: large;">o Probe if you suspect conflict - they may not be direct</span><br />
<span style="font-size: large;">o Speak optimistically and look at things in terms of meeting objectives and achieving </span><br />
<span style="font-size: large;">o Focus on challenges, give them problems to solve </span><br />
<span style="font-size: large;">o Give public recognition and perks (if possible) </span><br />
<span style="font-size: large;">o Gain buy-in by inviting them to participate rather than telling them.</span><br />
<span style="font-size: large;"><br /></span>
<span style="font-size: large;"><br /></span>
<span style="font-size: large;"><b><u>Coaching Veterans (1922-1945):</u></b></span><br />
<span style="font-size: large;"><b><u><br /></u></b></span>
<span style="font-size: large;">oAcknowledge and leverage their experience, expertise, dedication and length of service </span><br />
<span style="font-size: large;">o Pay attention to the chain and command or protocol </span><br />
<span style="font-size: large;">o Speak positively of your organization's history - the legacy they helped create</span><br />
<span style="font-size: large;">® Be direct but polite - don't disregard social graces </span><br />
<span style="font-size: large;">o Appeal to the traditional values of loyalty, hard work and family </span><br />
<span style="font-size: large;">o Use the personal touch - a handwritten note or Great Team Card </span><br />
<span style="font-size: large;">o Avoid situations where they could lose face while others are watching </span><br />
<span style="font-size: large;">o Demonstrate interest in and importance of the work they are doing </span><br />
<span style="font-size: large;">o Be patient with their approach to technology; allow time and explain the logic behind the </span><span style="font-size: large;">technology</span><br />
<span style="font-size: large;"><br /></span>
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<span style="font-size: large;">Page 6</span></div>
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<span style="font-size: large;"><br /></span>
<span style="font-size: large;"><b><u>YOUR ONBOARDING FOCUS: GENERATION Y (1981-2000)</u></b></span><br />
<span style="font-size: large;"><br /></span>
<span style="font-size: large;">Generation Y makes up nearly 50% of the workforce in Target stores, followed by Gen X and Baby Boomers. Generation Y brings a very different perspective, set of values and work ethic to the workplace. As Generation Y continues to replace the aging workforce, it becomes more important to understand how to coach and lead them.</span><br />
<span style="font-size: large;"><br /></span>
<span style="font-size: large;">The chart below lists common issues encountered when working Generation Y and actions to address them.</span><br />
<span style="font-size: large;"><br /></span>
<span style="font-size: large;"><u><b>Personal time is paramount.</b></u> </span><br />
<span style="font-size: large;">Focus on the work that needs to be completed.</span><br />
<span style="font-size: large;">• Help the team member understand the need to build relationships to be successful at Target, which is difficult to do if they are not present.</span><br />
<span style="font-size: large;">• Allow schedule flexibility where possible.</span><br />
<span style="font-size: large;"><br /></span>
<span style="font-size: large;"><u><b>Frequent requests for feedback</b> </u> </span><br />
<span style="font-size: large;">Provide feedback in smaller, less formal ways (in person, phone, and email).</span><br />
<span style="font-size: large;">• Provide specific, actionable feedback.</span><br />
<span style="font-size: large;">• Interact as a coach, not as an authority figure.</span><br />
<span style="font-size: large;">• Be explicit, "I am giving you feedback ... "</span><br />
<span style="font-size: large;">• Tie feedback to ways it will help them obtain more opportunities.</span><br />
<span style="font-size: large;"><br /></span>
<span style="font-size: large;"><b><u>Technological savvy</u></b></span><br />
<span style="font-size: large;"><br /></span>
<span style="font-size: large;">• Provide online resources.</span><br />
<span style="font-size: large;">• Use email as one way to send recognition.</span><br />
<span style="font-size: large;"><br /></span>
<span style="font-size: large;">Interest in career advancement • Discuss development at each status meeting.</span><br />
<span style="font-size: large;">• Assist team member in obtaining mentors.</span><br />
<span style="font-size: large;">• Define skills for advancement and manage expectations for timing</span><br />
<span style="font-size: large;">of promotion.</span><br />
<span style="font-size: large;"><br /></span>
<span style="font-size: large;"><b><u>DeSire for unique experiences</u></b></span><br />
<span style="font-size: large;"><b><u><br /></u></b></span>
<span style="font-size: large;">• Let team member know how his/her tasks fit into the big picture.</span><br />
<span style="font-size: large;">• Help team member balance doing routine tasks with those that are more challenging.</span><br />
<span style="font-size: large;">• Help team member build the crucial skill of tolerance for monotonous tasks.</span><br />
<span style="font-size: large;">• Be personable have a sense of humor while focusing on the work.</span><br />
<span style="font-size: large;"><br /></span>
<span style="font-size: large;"><b><u>Prefer detailed instructions</u></b></span><br />
<span style="font-size: large;"><b><u><br /></u></b></span>
<span style="font-size: large;">• Provide basic structure and support them when they take the lead.</span><br />
<span style="font-size: large;">• Provide experiences to develop skills and intuition.</span><br />
<span style="font-size: large;"><br /></span>
<span style="font-size: large;"><b><u>Crave rapid advancement</u> </b></span><br />
<span style="font-size: large;"><b><br /></b></span>
<span style="font-size: large;">• Talk about which skills need to be demonstrated before being promoted.</span><br />
<span style="font-size: large;">• Present stretch assiqnrnsnts to learn and grow.</span><br />
<span style="font-size: large;">• Use new learning opportunities as rewards.</span><br />
<span style="font-size: large;"><br /></span>
<span style="font-size: large;"><br /></span>
<span style="font-size: large;">Reference: Managing Generation Y by Carolyn Martin and Bruce Tulgan</span><br />
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<span style="font-size: large;"><b><span style="color: blue;"><u>You can look at other other interesting Tarbutt sites, such as:</u></span></b></span></div>
<div style="text-align: left;">
<span style="font-size: large;"><br /></span></div>
<div style="text-align: left;">
<span style="font-size: large;">http://targetfiling.blogspot.com/</span></div>
<div style="text-align: left;">
<span style="font-size: large;">http://targetccguidelines.blogspot.com/</span></div>
<div style="text-align: left;">
<span style="font-size: large;">http://beckfordvtarget.blogspot.com/</span></div>
<div style="text-align: left;">
<span style="font-size: large;">http://targetguidelines.blogspot.com/</span></div>
<div style="text-align: left;">
<span style="font-size: large;">http://targetapdirectives2006.blogspot.com/</span></div>
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Concerned Consumerhttp://www.blogger.com/profile/07277351883239747075noreply@blogger.com2tag:blogger.com,1999:blog-5563580582473939625.post-17489580065968524152014-12-08T03:00:00.000-08:002014-12-10T17:25:42.097-08:00<br />
<h3 class="post-title entry-title" itemprop="name" style="background-color: #fff9ee; font-family: Georgia, Utopia, 'Palatino Linotype', Palatino, serif; margin: 0.75em 0px 0px; position: relative;">
<span style="color: red; font-size: x-large;"><u>Target's Secret Interview Questions</u></span></h3>
<div class="post-header" style="background-color: #fff9ee; color: #222222; font-family: Georgia, Utopia, 'Palatino Linotype', Palatino, serif; font-size: 13px; line-height: 1.6; margin: 0px 0px 1.5em;">
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<div class="post-body entry-content" id="post-body-655771268998916627" itemprop="description articleBody" style="background-color: #fff9ee; color: #222222; font-family: Georgia, Utopia, 'Palatino Linotype', Palatino, serif; font-size: 15px; line-height: 1.4; position: relative; width: 960px;">
<strong><span style="color: #3333ff; font-family: Verdana, sans-serif; font-size: large;"><u>Interviewer Questions for Executive Team Leader or Team Leader</u></span></strong><br />
<strong><u><span style="color: #3333ff; font-family: Verdana; font-size: medium;"></span></u></strong><br />
<strong><span style="font-family: 'trebuchet ms'; font-size: medium;">1) Tell me about a time when you exerted extra effort to help a guest.<br />2) Describe how you think that product <em>out of stocks</em> can be proactively prevented in the store.<br />3) Tell me about the last time you missed a deadline and why.<br />4) Tell me about a time when you were asked to do something with little help or direction from others.<br />5) Tell me about a time when you were asked to do something unexpected or on short notice.<br />6) Tell me about a time when you had to learn a new skill that was important for your job.<br />7) Tell me what you think is the significance or importance of maintaining the Target store image.<br />8) Tell me about a time when you were dissatisfied with the appearance of your work area and what you did to improve it?</span></strong><br />
<strong><span style="font-family: 'Trebuchet MS';"></span></strong><strong><span style="font-family: 'trebuchet ms';"></span></strong><strong><span style="font-family: 'trebuchet ms';"><br /><span style="font-size: medium;"><span style="color: #cc0000;"><span style="color: #3333ff; font-family: Verdana, sans-serif; font-size: large;"><u>Interviewer Questions for Executive Team Leader Human Resources</u></span></span><br /><u><span style="color: #3333ff; font-family: Verdana;"></span></u><br />1) Tell me about a time that you were part of a group that did not work together as well as it should have.<br />2) Tell me about a time when you went all out to make your store, or work area, look presentable.<br />3) Tell me about a time when you had to shift attention between multiple activities that competed for your time.<br />4) Tell me about a work program or project that was not running well and what you did about it.<br />5) Tell me about a time when you had to shift attention between multiple activities that competed for your time.<br />6) Tell me about a time when you addressed a safety concern.<br />7) Tell me about the last time you had too much to do and too little time to do it.<br />8) Tell me about a time you investigated your work area for possible improvements.<br />9) Describe a time when you had to deal with a difficult guest or co-worker.</span></span></strong><br />
<strong><span style="color: #3333ff; font-family: Verdana, sans-serif; font-size: large;"><u><br /></u></span></strong>
<strong><span style="color: #3333ff; font-family: Verdana, sans-serif; font-size: large;"><u>Interviewer Questions for Store Team Leader</u></span></strong><br />
<strong><span style="font-family: 'trebuchet ms';"><span style="font-size: medium;"></span></span></strong><br />
<strong><span style="font-family: 'trebuchet ms';"><span style="font-size: medium;">1) Tell me about a time when you executed a plan in a timely manner.<br />2) Tell me about a time when you were unable to help someone.<br />3) What do you view as the biggest challenge regarding <em>in-stocks</em> in a Target store?<br />4) Tell me about a time when you asked for feedback that would improve your performance.<br />5) Tell me about a time when you had to drive a change that was not well received by others.<br />6) Tell me about the last time you took a project that was a stretch of your skill set.<br />7) Tell me about a time when you had to introduce yourself to someone new and how you handled this situation?<br />8) Describe a situation when your planning led to a favorable outcome.</span> </span></strong><br />
<strong><span style="font-family: 'Trebuchet MS';"></span></strong><br />
<span style="font-size: 13px;"><span style="color: #006600; font-family: 'Trebuchet MS';"><em>Thanks to Dave K for providing this info. If you have confidential Tarbut info send it to me for publication.</em></span></span></div>
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<strong><span style="font-family: Verdana, sans-serif; font-size: large;"><br /></span></strong>
<span style="background-color: #fff9ee; color: red; font-family: Verdana, sans-serif;"><b><u><span style="font-size: x-large;">Target's Canadian stores lose nearly $1 billion US in under one year</span></u></b></span><br />
<span style="background-color: #fff9ee; color: red; font-family: Georgia, Utopia, 'Palatino Linotype', Palatino, serif; font-size: large;"><b><br /></b></span><span style="background-color: #fff9ee; color: #222222; font-family: Georgia, Utopia, 'Palatino Linotype', Palatino, serif; font-size: 15px; line-height: 21px;">BY LINDA NGUYEN, CANADIAN PRESS FEBRUARY 26, 2014</span><br />
<span style="background-color: #fff9ee; color: #222222; font-family: Georgia, Utopia, 'Palatino Linotype', Palatino, serif; font-size: medium;"><b><i> Full story at:</i> </b></span><a href="http://www.vancouversun.com/business/Target+Canadian+stores+lose+nearly+billion+since+opening+last/9553242/story.html" style="background-color: #fff9ee; font-family: Georgia, Utopia, 'Palatino Linotype', Palatino, serif; font-size: 15px; line-height: 21px; text-decoration: none;"><span style="color: red;">http://www.vancouversun.com/business/Target+Canadian+stores+lose+nearly+billion+since+opening+last/9553242/story.html</span></a><br />
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<a href="http://www.vancouversun.com/business/cms/binary/8115118.jpg?size=620x400s" imageanchor="1" style="color: #888888; margin-left: 1em; margin-right: 1em; text-decoration: none;"><img border="0" src="http://www.vancouversun.com/business/cms/binary/8115118.jpg?size=620x400s" height="412" style="-webkit-box-shadow: rgba(0, 0, 0, 0.0976563) 1px 1px 5px; background-color: white; background-position: initial initial; background-repeat: initial initial; border: 1px solid rgb(238, 238, 238); box-shadow: rgba(0, 0, 0, 0.0976563) 1px 1px 5px; padding: 5px; position: relative;" width="640" /></a></div>
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<span style="background-color: #fff9ee; color: #222222; font-family: Georgia, Utopia, 'Palatino Linotype', Palatino, serif; font-size: medium;"> </span><br />
<span style="font-family: Verdana, sans-serif; font-size: large;"><span style="background-color: #fff9ee; color: #222222;">Target Corp.'s Canadian stores lost nearly US $1 billion in less than a year of operations as the Minneapolis-based discount retailer began its first expansion outside the United States. For the full year, the Canadian segment <b>lost US $941 billion</b> before excluded items on US $1.3 billion of sales. Target said its annual gross margin rate was 14.9 per cent.</span><br style="background-color: #fff9ee; color: #222222; line-height: 21px;" /><span style="background-color: #fff9ee; color: #222222;"><br /></span><span style="background-color: #fff9ee; color: #222222; line-height: 21px;"></span><span style="background-color: #fff9ee; color: #222222;">Hopes had been high last year when the chic discount retailer announced it was opening its first stores in Canada after buying some of the properties from the now-defunct Zellers chain.</span><br style="background-color: #fff9ee; color: #222222; line-height: 21px;" /><span style="background-color: #fff9ee; color: #222222;"><br /></span><span style="background-color: #fff9ee; color: #222222; line-height: 21px;"></span><span style="background-color: #fff9ee; color: #222222;">Since its arrival in March, the retailer has faced high expansion costs and disappointing sales as shoppers complained about near-empty shelves and notably higher prices than at U.S. Target stores.</span><br style="background-color: #fff9ee; color: #222222; line-height: 21px;" /><span style="background-color: #fff9ee; color: #222222;"><br /></span><span style="background-color: #fff9ee; color: #222222; line-height: 21px;"></span><span style="background-color: #fff9ee; color: #222222;">Despite the rocky start, Target announced last month that it will be continuing with its Canadian expansion with the opening of nine more stores this year. It plans on opening two locations in Mississauga, Ont., and one store each in Toronto, Ottawa and Barrie, Ont. Stores will also be added in Edmonton, Victoria, Winnipeg and Candiac, Que.</span><br style="background-color: #fff9ee; color: #222222; line-height: 21px;" /><span style="background-color: #fff9ee; color: #222222;"><br /></span><span style="background-color: #fff9ee; color: #222222; line-height: 21px;"></span><span style="background-color: #fff9ee; color: #222222;">Five of the locations will be in former Zellers locations, while the others will be newly constructed stores. By the end of 2014,, Target said it will have a total of <b>133</b> locations in Canada.</span>
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<strong><span style="font-family: Verdana, sans-serif; font-size: large;">Don't forget to look at these Target sites:</span></strong><br />
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<ul>
<li><a href="http://targetfiling.blogspot.com/"><span style="color: blue; font-family: Verdana, sans-serif; font-size: medium;"><strong>http://targetfiling.blogspot.com/</strong></span></a></li>
<li><a href="http://targetccguidelines.blogspot.com/"><span style="color: blue; font-family: Verdana, sans-serif; font-size: medium;"><strong>http://targetccguidelines.blogspot.com/</strong></span></a></li>
<li><a href="http://beckfordvtarget.blogspot.com/"><span style="color: blue; font-family: Verdana, sans-serif; font-size: medium;"><strong>http://beckfordvtarget.blogspot.com/</strong></span></a></li>
<li><a href="http://targetguidelines.blogspot.com/"><span style="color: blue; font-family: Verdana, sans-serif; font-size: medium;"><strong>http://targetguidelines.blogspot.com/</strong></span></a></li>
<li><strong style="color: blue; font-size: large;"><a href="http://targetapdirectives2006.blogspot.com/"><span style="font-family: Verdana, sans-serif;">http://targetapdirectives2006.blogspot.com/</span></a></strong></li>
</ul>
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<h3 class="post-title entry-title" itemprop="name">
<span style="font-size: large;">New addition to keep up with the Target Class Action suits, go to: </span></h3>
<h3 class="post-title entry-title" itemprop="name">
<b style="color: red; font-size: large;"><span style="font-family: Verdana, sans-serif;">http://targetstoressucks.blogspot.com/</span></b></h3>
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<span style="color: black; font-size: large;"><strong> </strong></span><br />
<span style="color: black; font-size: large;"><strong><span style="color: blue;">PREPARE AND EXECUTE</span></strong></span><br />
<strong><span style="font-size: large;"></span></strong><br />
<span style="color: black; font-family: Verdana, sans-serif; font-size: large;"><strong>My Pay and Benefits</strong></span><br />
<span style="color: black; font-size: large;">Script #3: team member meetings</span><br />
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<span style="color: black; font-family: "Trebuchet MS", sans-serif; font-size: large;"><strong>CONFIDENTALITY NOTICE</strong></span><br />
<span style="color: black;"><span style="font-size: large;">You are receiving this information because you have a leadership role in the preparation for 2012 Benefits Open Enrolment. A well defined communication cascade is being followed to ensure the best experience possible for our team members. All intended recipients here have received this communication. If you have any questions contact </span><a href="mailto:benefits.feedback@target.com"><span style="font-size: large;">benefits.feedback@target.com</span></a> <span style="font-size: large;"> </span></span><br />
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<span style="color: black; font-family: "Trebuchet MS", sans-serif; font-size: large;"><strong>ASSUMPTION</strong></span><br />
<span style="color: black; font-size: large;">Attendees have no prior knowledge of the health care strategy or changes for 2012 Open Enrollment. Leader is aware of the medical plan choices offered at your location. If needed, log into the Health Care Benefits Engagement Portal to view a list of medical plans offered at your location.</span><br />
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<span style="color: black; font-family: "Trebuchet MS", sans-serif; font-size: large;"><strong>OBJECTIVES</strong></span><br />
<span style="color: black; font-size: large;">• Share business case and changes for 2012 Open Enrollment, as well as what will not change</span><br />
<span style="color: black; font-size: large;">• Answer questions, direct team members to resources and tools for more information</span><br />
<span style="color: black; font-size: large;">• Reinforce next steps and what materials they can expect to receive prior to Open Enrollment</span><br />
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</span></span><br />
<span style="color: black; font-family: "Trebuchet MS", sans-serif; font-size: large;"><strong>WHY WE ARE HERE</strong></span><br />
<span style="color: black; font-size: large;">• Thank you for joining us/me today. I have some important information to share with you about health care benefits. I will give an overview about what is – and is not – changing and what you can do to prepare for the upcoming Open Enrollment period.</span><br />
<span style="color: black; font-size: large;">• While I know not all of these changes are applicable to you, due to privacy requirements we must share this information with all team members, so I appreciate your patience and attention today.</span><br />
<span style="color: black; font-size: large;">• As I share this information with you, please note areas where you would like to know more. I will answer your questions at the end of this meeting.</span><br />
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</span><br />
<span style="color: black; font-family: "Trebuchet MS", sans-serif;"> <span style="font-size: x-small;">18 Leader Execution Guide</span></span><br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgi9BQAefl-_Hu99UyNd2x-LPmoyVoYzqD9ok7OT57qTuhRxvgdw3aAEVCMExueriheWoPC_TJjsJ-Nuqi5QEjg6yx8QEQNOe6n0-dRhh3guQgYE0eCpLBb4yzdEq0Ax_ujb1sTGnD3BuCA/s1600/image0.jpg" style="clear: left; cssfloat: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img alt="" border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgi9BQAefl-_Hu99UyNd2x-LPmoyVoYzqD9ok7OT57qTuhRxvgdw3aAEVCMExueriheWoPC_TJjsJ-Nuqi5QEjg6yx8QEQNOe6n0-dRhh3guQgYE0eCpLBb4yzdEq0Ax_ujb1sTGnD3BuCA/s640/image0.jpg" height="640" style="clear: both; float: left; margin: 0px 10px 10px 0px;" width="547" /></a><br />
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<strong><span style="font-family: "Trebuchet MS", sans-serif;"> <span style="color: black;"> </span></span></strong><br />
<strong><span style="font-family: "Trebuchet MS", sans-serif;"><span style="color: blue; font-size: large;">PREPARE AND EXECUTE</span></span></strong><br />
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<strong><span style="color: black; font-family: "Trebuchet MS", sans-serif; font-size: large;">BACKGROUND</span></strong><br />
<span style="color: black; font-size: large;">• Target, like many employers, is faced with the serious challenge of rising health care costs. But, we have a plan.</span><br />
<span style="font-size: large;"></span><br />
<span style="color: black; font-size: large;">• Because we care about our teams, Target is committed to providing quality, affordable health care coverage. I am proud to share that we have been able to keep key elements of our health care plans the same in 2012.</span><br />
<span style="color: black; font-size: large;"> 1) Target will continue to pay for the majority of your health care costs.</span><br />
<span style="color: black; font-size: large;"> 2) For our national health care plans, the HRA or HAS accounts contributions, health plan deductibles, PPO copayments, pharmacy copayments, coinsurance coverage, and out-of-pocket maximums will not change in 2012.</span><br />
<span style="color: black; font-size: large;"> 3) We also have minimized changes to premiums.</span><br />
<span style="font-size: large;"></span><br />
<span style="color: black; font-size: large;">• We are working hard to control the things we can, and are making thoughtful adjustments with your best interests in mind. This helps us control costs for you and Target while still providing affordable, quality health care coverage.</span><span style="color: black;"><br /><span style="font-size: large;">
</span></span><br />
<span style="color: black; font-size: large;">• Target is self-insured, which means that the company is fully responsible for the health care benefits we provide. Target is the insurance company. Target decided how the plans work, what team members will pay for coverage, and the services covered by the plan. We partner with UnitedHealthcare and other regional administrators like Kaiser and HealthPattners to confidentially administer the plans.</span><br />
<span style="color: black; font-size: large;">• Target shares the total cost of health care with you.</span><br />
<span style="color: black; font-size: large;"> 1) Target pays the majority of the cost.</span><br />
<span style="color: black; font-size: large;"> 2) Team members share in health care costs through premiums and out-of-pocket expenses like deductibles and co-insurance or copays for health care services.</span><br />
<span style="color: black; font-size: large;"> 3) Because we share the cost, if health care expenses decrease, Target and team members both save. And, if expenses rise, we all pay more.</span><span style="color: black;"><br /><span style="font-size: large;">
</span></span><br />
<span style="color: black; font-size: large;">• In order to keep costs down for all of us, we all need to be informed and actively engaged in our health care choices.</span><br />
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<span style="color: black; font-family: "Trebuchet MS", sans-serif; font-size: large;"><strong>CHANGES</strong></span><br />
<span style="color: black; font-size: large;">• While most of the changes I will share are for the 2012 plan year, some will not affect you until 2013. I want to tell you now, so that you have time to prepare. I will also be providing you with a summary page of all the changes at the end of our meeting. </span><br />
<span style="color: black; font-size: large;">• Before I share what is changing, I want to emphasize an important point:</span><br />
<strong><span style="color: black; font-family: "Trebuchet MS", sans-serif; font-size: large;"> During Open Enrollment, the single most important action you can take is to go online or call to choose your health care benefits.</span></strong><strong><br /><span style="font-size: large;">
<span style="color: black; font-family: "Trebuchet MS", sans-serif;"></span></span></strong><br />
<strong><span style="color: black; font-family: "Trebuchet MS", sans-serif; font-size: large;">Your current medical and dental plans will NOT automatically continue. During your Open Enrollment period, you must log on or call the Target Benefits Center to make your choices.</span></strong><br />
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<strong><span style="color: black; font-family: "Trebuchet MS", sans-serif; font-size: large;">NOTE: There are two versions of the script change 1. If you offer the Kaiser, HealthPartners, or BCBS-Alabama HMO at your location, read 1B.</span></strong><br />
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<span style="color: black; font-family: "Trebuchet MS", sans-serif;"></span></span></strong><br />
<strong><span style="color: black; font-family: "Trebuchet MS", sans-serif; font-size: large;">NOTE: Hawaii locations DO NOT need to share this change as the medical plans offered in Hawaii are not changing. All other changes (2-4) do apply and should be shared with teams in Hawaii.</span></strong><br />
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</span></span><br />
<span style="color: black;"><span style="font-size: large;"> <span style="font-family: "Trebuchet MS", sans-serif;"><strong>19 Leader Execution Guide</strong></span></span></span><br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEge3Vn9MIjSLV3P_5ghGOK9bqQZ4O4aM1znqvd2Uidu8ULxRwFMCea4erS0HKQUlAXUzIxEuBkjcdsfqTdSQS-aKLRQ1Sc4_mTqz8olfXoy8mPguiq0l6hTHEB5EyDxUlEa1voGBJt-RHKy/s1600/image1.jpg" style="clear: left; cssfloat: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img alt="" border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEge3Vn9MIjSLV3P_5ghGOK9bqQZ4O4aM1znqvd2Uidu8ULxRwFMCea4erS0HKQUlAXUzIxEuBkjcdsfqTdSQS-aKLRQ1Sc4_mTqz8olfXoy8mPguiq0l6hTHEB5EyDxUlEa1voGBJt-RHKy/s640/image1.jpg" height="640" style="clear: both; float: left; margin: 0px 10px 10px 0px;" width="534" /></a><br />
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<span style="font-family: "Trebuchet MS", sans-serif; font-size: x-small;"><strong> <span style="color: black;"> </span><span style="color: blue; font-size: large;">PREPARE AND EXECUTE</span></strong></span><br />
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<strong><span style="color: black; font-family: "Trebuchet MS", sans-serif; font-size: large;">1A. LOCATIONS WITHOUT KAISER, BCBS-ALABAMA, OR HEALTHPATNERS HMOs</span></strong><br />
<span style="color: black; font-size: large;">[Note: Log onto Health Care Benefits Engagement Portal to view a list of medical plans offered at your location]</span><br />
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<strong><span style="color: black; font-size: large;">In 2013, we will offer only account-based health care plan options (HRA or HSA).</span></strong><br />
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</span></span><br />
<span style="color: black; font-size: large;">Nearly half of our enrolled team members are already enrolled in an HRA or HAS. These plans were first offered in 2006 and have proven to reduce health care costs for both Target and team members because unused HRA and HAS account dollars roll over to the following plan year, helping to build savings to pay for future medical costs.</span><br />
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<span style="color: black; font-size: large;">We will phase out plans that offer flat co-pays for services (like the PPO) and instead offer account-based plans with coinsurance.</span><br />
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</span></span><br />
<strong><span style="color: black; font-size: large;">As a result, 2012 will be the last year to enroll in the PPO and HMO. These plans will be available only to those who are currently enrolled.</span></strong><br />
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</span></span><br />
<span style="color: black; font-size: large;">We will continue to offer the Basic Plus PPO for Stores part-time team members. In 2012, the deductible and out-of-pocket maximums will not change.</span><br />
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<strong><span style="color: black; font-family: "Trebuchet MS", sans-serif; font-size: large;">OR</span></strong><br />
<span style="font-size: large;"></span><br />
<strong><span style="color: black; font-family: "Trebuchet MS", sans-serif; font-size: large;">1B. LOCATIONS WITH KAISER, BCBS-ALABAMA, OR HEALTHPARTNERS HMOs</span></strong><br />
<span style="color: black;"><span style="font-size: large;"><strong>In 2013, we will offer only account-based plan options (HRA, HSA).</strong> Nearly half of our enrolled team members are already in an HRA or HAS. These plans were first offered in 2006 and have proven to reduce health care costs for both Target and team members because unused HRA and HAS account dollars roll over to the following plan year, helping team members build savings to pay for future medical costs.</span></span><br />
<span style="color: black;"><br /><span style="font-size: large;">
</span></span><br />
<span style="color: black; font-size: large;">We will phase out plans that offer flat co-pays for services (like the PPO) and instead offer account-based plans with coinsurance.</span><br />
<span style="color: black;"><br /><span style="font-size: large;">
</span></span><br />
<strong><span style="color: black; font-size: large;">As a result, 2012 will be the last year to enroll in the PPO. Only those currently enrolled in the PPO will be allowed to re-enroll for 2012.</span></strong><br />
<span style="color: black;"><br /><span style="font-size: large;">
</span></span><br />
<span style="color: black; font-size: large;">While we will continue to offer the Kaiser, HealthPartners and BCBS-Alabama HMO plans because they provide access to doctors and facilities that team members otherwise couldn’t access, these plans will be restructured to more closely align with the HRA plan.</span><br />
<span style="color: black;"><br /><span style="font-size: large;">
</span></span><br />
<span style="color: black; font-size: large;">The plans are changing for 2012, but the good news is that the premiums will be decreasing. The (Insert: Kaiser or HealthPartners) plan will continue to have copayments for some services but you will now have a deductible to reach before the coinsurance phase begins. More information about these changes will be shared during Open Enrollment. [Note: do not read this paragraph for BCBS-Alabama s the plan design is not changing in 2012.]</span><br />
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<strong><span style="color: black; font-family: "Trebuchet MS", sans-serif; font-size: large;">2. WE WILL VERIFY DEPENDENT ELIGIBILITY.</span></strong><br />
<span style="color: black; font-size: large;">We know that our team members have good intentions when enrolling dependents, but research tells us that approximately 5 to 7 percent of enrolled dependents are actually not eligible. When ineligible dependents are enrolled in our health plans, we all pay the price in the form of higher premiums and out-of-pocket expenses.</span><br />
<span style="color: black;"><br /><span style="font-size: large;">
</span></span><br />
<span style="color: black; font-size: large;">In June 2012, all team members with a dependent enrolled in our plans will be asked to provide documentation to make sure that only eligible dependents are enrolled.</span><br />
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</span></span><br />
<span style="color: black; font-size: large;">For most of you, this will not be a problem. If you are covering someone who is not eligible – such as an ex-spouse, child over age 26, or a niece or nephew for whom you are not the legal guardian – that dependent will be dropped from coverage.</span><br />
<span style="color: black;"><br /><span style="font-size: large;">
</span></span><br />
<span style="color: black;"><span style="font-size: large;"><strong>The only action you need to take during Open Enrollment is to make sure you enroll only eligible dependents. </strong> During the Dependent Verification Process in June, you will receive more information about the process, what documents are required, and support to help you complete the process. This will keep our overall costs down for all of us. Information about who is eligible is available online at </span></span><a href="http://www.targetpayandbenefits.com/"><span style="color: red; font-size: large;">http://www.targetpayandbenefits.com/</span></a><span style="color: black; font-size: large;"> or by calling the Target Benefits Center at 800-828-5850.</span><br />
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<span style="font-family: "Trebuchet MS", sans-serif; font-size: x-small;"><span style="color: black;"> <strong> 20 Leader execution Guide</strong></span></span><br />
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<strong><span style="font-family: "Trebuchet MS", sans-serif; font-size: x-small;"> <span style="color: black;"> </span></span></strong><br />
<strong><span style="font-family: "Trebuchet MS", sans-serif; font-size: x-small;"><span style="color: blue; font-size: large;"><br /></span></span></strong>
<strong><span style="font-family: "Trebuchet MS", sans-serif; font-size: x-small;"><span style="color: blue; font-size: large;">PREPARE AND EXECUTE</span></span></strong><br />
<strong><span style="font-family: Trebuchet MS;"></span></strong><span style="color: black;"><br /><span style="font-size: large;">
</span></span><strong><span style="color: black; font-family: "Trebuchet MS", sans-serif; font-size: large;">3. A TOBACCO SURCHARGE WILL BE INTRODUCED.</span></strong><br />
<span style="color: black; font-size: large;">Because tobacco use increases health care costs, you will pay an annual surcharge of $260, which equates to $5 per week, if you or any of your enrolled dependents use tobacco products.</span><br />
<span style="color: black; font-size: large;">During 2012 Open Enrollment, you will be asked to state whether you or any of your covered dependents have used tobacco products in the past six months. If you do not complete this step, you will be charged the $260 tobacco surcharge.</span><br />
<span style="color: black;"><br /><span style="font-size: large;">
</span></span><br />
<span style="color: black; font-size: large;">There are two ways to end the tobacco surcharge:</span><br />
<span style="color: black;"><span style="font-size: large;">1) After six months of being tobacco free, call the Target Benefits Center to have the surcharge removed,</span> </span><br />
<br />
<strong><span style="color: black; font-family: "Trebuchet MS", sans-serif; font-size: large;">OR</span></strong><br />
<span style="font-size: large;"></span><br />
<span style="color: black; font-size: large;">2) Complete the free ‘Quit Plan’ tobacco cessation program and call the Target Benefits Cengter to have the surcharge removed.</span><br />
<span style="font-size: large;"></span><br />
<strong><span style="color: black; font-family: "Trebuchet MS", sans-serif; font-size: large;">4. ALL TEAM MEMBERS MUST GO ONLINE OR CALL TO ENROLL THIS YEAR.</span></strong><br />
<span style="color: black; font-size: large;">The best way to become a better user of health care is to understand your options and make informed decisions. That’s why this year you must actively choose your benefits during Open Enrollment.</span><br />
<span style="font-size: large;"></span><br />
<span style="color: black; font-size: large;">You can do this one of two ways:</span><br />
<span style="color: black; font-size: large;"> 1) Go online to </span><a href="http://www.targetpayandbenefits.com/"><span style="color: blue; font-size: large;">www.targetpayandbenefits.com</span></a><span style="color: black;"><span style="font-size: large;"><span style="color: blue;">,</span> or</span></span><br />
<span style="color: black; font-size: large;"> 2) Call the <strong>Target Benefits Center at 800-828-5850</strong> </span><br />
<span style="font-size: large;"></span><br />
<span style="color: black;"><span style="font-size: large;"><strong>This is a change from prior years, when you did not need to do anything if you were happy with your current plan.</strong> </span></span><br />
<span style="color: black;"><span style="font-size: large;"></span></span><br />
<span style="color: black;"><span style="font-size: large;">However, because we are moving to HRA and HAS plans and you will have new dental options to choose from and because many team members are in plans tht my not be most cost effective option, everyone must take this action this year during Open enrollment.</span></span><br />
<span style="font-size: large;"></span><br />
<span style="color: black; font-size: large;">All the information you need will be available online. By reviewing your options and making your benefit choices, you are taking the first important step in being an informed health care consumer.</span><br />
<span style="font-size: large;"></span><br />
<span style="color: black; font-size: large;">We want you to choose for yourself. If you do not go online or call the Target Benefits Center to re-enroll, you will be placed into a Target-selected medical plan and will be listed as a tobacco user, resulting in the $260 annual surcharge.</span><br />
<span style="color: black;"><br /><span style="font-size: large;">
</span></span><br />
<ul>
<li><span style="color: black; font-size: large;">We all need to take an active role in our health care decisions. We are asking for your commitment and partnership through this process. Together, we can manage our health and our health care costs.</span></li>
<span style="font-size: large;">
</span></ul>
<strong><span style="color: black; font-family: "Trebuchet MS", sans-serif; font-size: large;">PAUSE AND ANSWER QUESTIONS</span></strong><br />
<span style="font-size: large;"></span><br />
<span style="color: black; font-size: large;">• I know this is a lot of information.</span><br />
<span style="color: black; font-size: large;">• I would like to answer your questions or concerns.</span><br />
<span style="color: black; font-size: large;">[Respond using <strong>FAQs</strong>. If questions are asked that are not ddressed via FAQs, note them and email them to </span><a href="mailto:benefits.feedback@target.com"><strong><span style="color: blue; font-size: large;">benefits.feedback@target.com</span></strong></a><span style="color: black; font-size: large;">] </span><br />
<strong><span style="font-family: "Trebuchet MS", sans-serif; font-size: x-small;"><span style="font-size: large;"> 21</span> Leader execution Guide</span></strong><br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhEJCacSXDJjMg6-WVhfOQ9M6msyptY6d02iEX_ww2YXm05wgcQq1PIwsTMx1QRmTjiJwwCMBkHoFVXq3Z794Htm-yZ-yn1vAnjgy7PPYx8Q6iU_mlWBahHp29HTNK6ZJGrMXFdD-pkTpDO/s1600/image3.jpg" style="clear: left; cssfloat: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img alt="" border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhEJCacSXDJjMg6-WVhfOQ9M6msyptY6d02iEX_ww2YXm05wgcQq1PIwsTMx1QRmTjiJwwCMBkHoFVXq3Z794Htm-yZ-yn1vAnjgy7PPYx8Q6iU_mlWBahHp29HTNK6ZJGrMXFdD-pkTpDO/s640/image3.jpg" height="640" style="clear: both; float: left; margin: 0px 10px 10px 0px;" width="582" /></a><br />
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<a href="http://picasa.google.com/blogger/" target="ext"><img align="middle" alt="Posted by Picasa" border="0" src="http://photos1.blogger.com/pbp.gif" style="-moz-background-clip: initial; -moz-background-inline-policy: initial; -moz-background-origin: initial; background: 0% 50%; border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; padding-bottom: 0px; padding-left: 0px; padding-right: 0px; padding-top: 0px;" /></a></div>
<br />
<span style="font-size: x-small;"><strong> <span style="color: black;"> </span></strong></span><br />
<span style="font-size: x-small;"><strong><span style="color: blue;"> <span style="font-size: large;">PREPAIR AND EXECUTE</span></span></strong></span><br />
<strong><span style="color: black; font-family: "Trebuchet MS", sans-serif; font-size: large;"></span></strong><br />
<strong><span style="color: black; font-family: "Trebuchet MS", sans-serif; font-size: large;">NEXT STEPS</span></strong><br />
<span style="color: black; font-size: large;">• <strong> The most important point I can make today is you MUST take action and go online or call to re-enroll in your benefits during your Open Enrollment period. </strong> </span><br />
<span style="color: black; font-size: large;"></span><br />
<span style="color: black; font-size: large;">Re-enrollment activity is highest near the end of each Open Enrollment period, so plan ahead to re-enroll early.</span><br />
<span style="color: black; font-size: large;">• If you are not familiar with the website or don’t remember your password, please log on to <strong><a href="http://www.targetpayandbenefits.com/">http://www.targetpayandbenefits.com/</a> </strong> or call 800-828-5850 today to make sure that you are ready well before for Open Enrollment.</span><br />
<span style="color: black; font-size: large;">• Even if you aren’t eligible for or interested in health care benefits, the targetpayandbenefits.com web site provides information about benefits offered to all team members, including the My Discounts website with hundreds of discounts on various goods and services, information about our free NurseLine, Team Member LifeResources and more. I encourage you to take a look.</span><br />
<span style="color: black; font-size: large;">• Important information will be sent to your home during the upcoming months, be sure to log onto her or insideTGT to ensure that your home address is up-to-date.</span><br />
<span style="color: black; font-size: large;">• Just as in prior years, you will receive an Open Enrollment packet that explains your enrollment options, premiums and other important information. This year it is even more important to read these materials before you enroll.</span><br />
<span style="color: black; font-size: large;">• Changes cannot be made after March 31, 2012. Saying you were not informed about required re-enrollment will not qualify as an exception. You will be notified of required enrollment through mail, from leadership and through other communication vehicles.</span><br />
<span style="color: black; font-size: large;">• There will be a training session available to you to help you learn more about Open Enrollment, the tools available to you, and how to use the website to enroll online.</span><br />
<span style="color: black; font-size: large;">• Thank you for your time today.</span><br />
<span style="color: black; font-size: large;">[Respond to additional questions using the <strong>FAQs </strong>provided.]</span><br />
<span style="color: black;"><br />
</span><br />
<strong><span style="color: black; font-family: Verdana, sans-serif;">CLOSE</span></strong><br />
<span style="color: black;"><br />
</span><br />
<strong><span style="font-family: Trebuchet MS;"><span style="color: black;"> <span style="font-size: x-small;">22 </span><span style="font-size: small;"> Lender Execution Guide</span></span></span></strong><br />
<br />
<br />
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgWiA34BLDzpW5Q-EtqufnRjTIMHBAZ1NrXqU95W8WDN5GZiNv8_wiuQqtix7G-XalYuPe30twZNV70WdfXie-1TdLLPMJAUrCp54m3qewJn0NnfjAVztrMQuqdcHv65H-j__U3Hny8v3i9/s1600/image4.jpg" style="clear: left; cssfloat: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img alt="" border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgWiA34BLDzpW5Q-EtqufnRjTIMHBAZ1NrXqU95W8WDN5GZiNv8_wiuQqtix7G-XalYuPe30twZNV70WdfXie-1TdLLPMJAUrCp54m3qewJn0NnfjAVztrMQuqdcHv65H-j__U3Hny8v3i9/s640/image4.jpg" height="545" style="clear: both; float: left; margin: 0px 10px 10px 0px;" width="640" /></a><br />
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===========================================================<br />
<br />
<span style="color: red;">
<span style="font-family: Verdana, sans-serif; font-size: large;"><b><u>Target HQ is busy looking in-</u></b></span></span><br />
<span style="color: black; font-family: Verdana, sans-serif;"><br /></span>
<span style="color: black; font-family: Verdana, sans-serif;"><br /></span>
<span style="color: black; font-family: Verdana, sans-serif;">A big 'Hello' to all you Tarbutt HQ types who are looking in from Minneapolis! I see you are spending record amounts of time on this site and also looking at some of my other sites.</span><br />
<span style="color: black; font-family: Verdana, sans-serif;"> </span><br />
<span style="color: black; font-family: Verdana, sans-serif;">When you drop by my blogs, site meters record this, what you look at, how long you spend and I am working on getting an app that will let me know what you had for lunch (<em>ok I just made that one up</em>).</span><br />
<span style="font-family: Verdana, sans-serif;"></span><br />
<span style="font-family: Verdana, sans-serif;"><span style="color: black;">IP Address: 161.225.196.111 — [<span style="color: red;">Target Corporation</span>] <br />
Operating System: WinXP <br />
Location: Minneapolis, Minnesota, United States <br />
Resolution: 1280x800 <br />
Visit Length: 23 hours 45 mins 5 secs </span><span style="color: blue;">(this stat is just for the last 2 days!)</span></span><br />
<span style="font-family: Verdana, sans-serif;"></span><br />
<span style="color: black;"><span style="font-family: Verdana, sans-serif;">You are all welcome, download all you like and poke around as much as you want. Some of you may be thinking of leaving Tarbutt, before you do be sure and take with you some nice T. confidential information and when you are gone keep me in mind as I would like to publish some of these documents. I am particularly interested in anything that shows other Team members just how T. is screwing them, so keep me in mind for such things but FYI, I do not pay for or sell such info. (drop a line to me via: </span><a href="mailto:consumeractivist@hotmail.com"><span style="color: blue; font-family: Verdana, sans-serif;">consumeractivist@hotmail.com</span></a><span style="font-family: Verdana, sans-serif;"> )</span></span><br />
<span style="font-family: Verdana, sans-serif;"></span><br />
<span style="color: black; font-family: Verdana, sans-serif;">Don't forget to look at other interesting Tarbutt sites, such as:</span><br />
<div class="MsoNormal" style="background: white; margin: 0in 0in 0pt;">
<a href="http://targetfiling.blogspot.com/"><span style="color: #cc0000;">http://targetfiling.blogspot.com/</span></a><br />
<a href="http://targetccguidelines.blogspot.com/"><span style="color: #cc0000;">http://targetccguidelines.blogspot.com/</span></a><br />
<a href="http://beckfordvtarget.blogspot.com/"><span style="color: #cc0000;">http://beckfordvtarget.blogspot.com/</span></a><br />
<a href="http://targetguidelines.blogspot.com/"><span style="color: #cc0000;">http://targetguidelines.blogspot.com/</span></a><br />
<span style="color: #cc0000;"><a href="http://targetapdirectives2006.blogspot.com/">http://targetapdirectives2006.blogspot.com/</a></span><br />
<br /></div>
=========================================================<br />
<br />
<b> 12/31/11
</b><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhqi6UmC2jTnhYylFJaho-4W54XTR5kPVgdQHnZ_kcQkSdcZk899F8hKn5rQID8OUWKVSN7euE6bWWyxo6Ay6UoUDj5ndNpzkPGB8InT3eahMrP0rTMU9ErDnR6Cm3awDqcjU6XoYeQaM2Y/s1600/image0-001.jpg"><img alt="" border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhqi6UmC2jTnhYylFJaho-4W54XTR5kPVgdQHnZ_kcQkSdcZk899F8hKn5rQID8OUWKVSN7euE6bWWyxo6Ay6UoUDj5ndNpzkPGB8InT3eahMrP0rTMU9ErDnR6Cm3awDqcjU6XoYeQaM2Y/s640/image0-001.jpg" height="640" width="619" /></a><br />
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<a href="http://picasa.google.com/blogger/" target="ext"><img align="middle" alt="Posted by Picasa" border="0" src="http://photos1.blogger.com/pbp.gif" style="-moz-background-clip: initial; -moz-background-inline-policy: initial; -moz-background-origin: initial; background: 0% 50%; border: 0px currentColor; padding: 0px;" /></a></div>
Concerned Consumerhttp://www.blogger.com/profile/07277351883239747075noreply@blogger.com3tag:blogger.com,1999:blog-5563580582473939625.post-81785113720813464542014-12-06T17:15:00.000-08:002019-01-24T20:07:02.685-08:00<br />
<span style="color: blue; font-size: x-large;"><b><u>If you want more info on Target: </u></b></span><br />
<br />
<span style="color: black; font-family: "trebuchet ms" , sans-serif; font-size: large;"><u>take a look at some of these sites:</u></span><br />
<br />
<a href="http://targetfiling.blogspot.com/"><span style="color: blue; font-size: large;"><strong>http://targetfiling.blogspot.com/</strong></span></a><br />
<a href="http://targetccguidelines.blogspot.com/"><span style="color: blue; font-size: large;"><strong>http://targetccguidelines.blogspot.com/</strong></span></a><br />
<a href="http://beckfordvtarget.blogspot.com/"><span style="color: blue; font-size: large;"><strong>http://beckfordvtarget.blogspot.com/</strong></span></a><br />
<a href="http://targetguidelines.blogspot.com/"><span style="color: blue; font-size: large;"><strong>http://targetguidelines.blogspot.com/</strong></span></a><br />
<span style="color: blue; font-size: large;"><strong><a href="http://targetapdirectives2006.blogspot.com/">http://targetapdirectives2006.blogspot.com/</a></strong></span><br />
<span style="color: blue; font-size: large;"><br /></span>
<span style="color: blue; font-size: large;">--------------------------------------</span><br />
<br />
<br />
<h3 class="post-title entry-title" itemprop="name" style="background-color: #fff9ee; font-family: Georgia, Utopia, 'Palatino Linotype', Palatino, serif; margin: 0.75em 0px 0px; position: relative;">
<a href="http://targetapdirectives2006.blogspot.com/" style="text-decoration: none;"><span style="color: red; font-size: x-large;">Target AP Directives</span></a></h3>
<div class="post-header" style="background-color: #fff9ee; color: #222222; font-family: Georgia, Utopia, 'Palatino Linotype', Palatino, serif; font-size: 13px; line-height: 1.6; margin: 0px 0px 1.5em;">
<div class="post-header-line-1">
</div>
</div>
<div class="post-body entry-content" id="post-body-6189493471583718391" itemprop="description articleBody" style="background-color: #fff9ee; font-family: Georgia, Utopia, 'Palatino Linotype', Palatino, serif; font-size: 15px; line-height: 1.4; position: relative; width: 960px;">
<strong><span style="color: blue;"><span style="font-size: 28px;">Note:</span> </span></strong><br />
<br />
<strong style="color: #222222;"><span style="color: #000099;">1) </span><span style="color: black;">The Directives is presented in 2 formats, top one more suitable for cut and paste 2nd one as originally provided to me by Target security guard.</span></strong></div>
<div class="post-body entry-content" id="post-body-6189493471583718391" itemprop="description articleBody" style="background-color: #fff9ee; font-family: Georgia, Utopia, 'Palatino Linotype', Palatino, serif; font-size: 15px; line-height: 1.4; position: relative; width: 960px;">
<b><br /></b><strong style="color: #222222;"><span style="color: #000099;">2)</span> The blog continues after this document. If it is of no interest to you just skim through it and continue with another 2 years worth of posts,</strong></div>
<div class="post-body entry-content" id="post-body-6189493471583718391" itemprop="description articleBody" style="background-color: #fff9ee; font-family: Georgia, Utopia, 'Palatino Linotype', Palatino, serif; font-size: 15px; line-height: 1.4; position: relative; width: 960px;">
<span style="color: #222222;"><b><br /></b></span><strong style="color: #222222;"><span style="color: #000099;">3)</span> There is a seperate, and better, blog containing this same info with the <span style="color: #cc0000;">red</span> highlights which show changes made from a prior edition, see: </strong><a href="http://targetapdirectives2006.blogspot.com/" style="color: #888888; text-decoration: none;"><strong>http://targetapdirectives2006.blogspot.com</strong></a><strong style="color: #222222;"> </strong></div>
<div class="post-body entry-content" id="post-body-6189493471583718391" itemprop="description articleBody" style="background-color: #fff9ee; font-family: Georgia, Utopia, 'Palatino Linotype', Palatino, serif; font-size: 15px; line-height: 1.4; position: relative; width: 960px;">
<strong style="color: #222222;"><br /><span style="color: red;">========================================</span></strong><span style="color: red;"><br /></span><br />
<span style="color: #222222;">Revision: 01-2006</span><br />
<span style="color: #222222;">Effective: 02-22-2006</span><br />
<br />
<strong style="color: #222222;"><span style="color: #3333ff; font-family: "verdana"; font-size: 28px;">PREFACE</span></strong><br />
<br />
<br />
<span style="color: #222222;">A. DirectivesAssets Protection (AP) Directives are the basic guidelines by which we conduct our business. As an AP team member, you are expected to follow the Assets Protection Directives at all times. Violation of any Directive shall be handled according to the applicable coaching and corrective action policy (see Corporate Policies - Counseling and Corrective Action).Directives are to be followed by all team members and if you are instructed to violate a Directive you must immediately notify your supervisor.</span><br />
<br />
<span style="color: #222222;">If the order involves your supervisor, notify the next level AP team member.The Directives are in addition to, and not intended to supersede any company policies and procedures. The Directives are not contracts, expressed or implied. Following the Directives does not guarantee continued employment by Target.NOTE:If you become involved in situations that are not covered by a Directive, you are expected to act in Target’s best interests and in a manner that avoids liability.</span><br />
<br />
<span style="color: #222222;">B. Note, Caution, Warning StatementsNote, Warning and Caution statements are used within the Directives to emphasize important and critical information. AP team members must read these statements to help ensure their safety and the safety of other team members and guests.</span><br />
<span style="color: #222222;">1. Note - A Note is a statement used to notify people of information that is important, but not hazard related.</span><br />
<span style="color: #222222;">2. Caution - A Caution indicates a potentially hazardous situation that, if not avoided, could result in minor or moderate injuries.3.</span><br />
<br />
<span style="color: #222222;">Warning - A Warning indicates a potentially hazardous situation that, if not avoided, could result in death or serious injury.</span><br />
<br />
<span style="color: #222222;">C. Revision Number/Effective Dates/Highlighted TextEach directive shall be noted with a Revision Number, the Effective Date of the revision and Change bars.</span><br />
<span style="color: #222222;">1. Revision Number - Directive revisions will be sequential indicating the number and year of the revision (example: 01-2006 = the first revision in 2006, 02-2006 = the secondrevision in 2006, etc.).</span><br />
<span style="color: #222222;">2. Effective Date - All Directives shall include the date the revision becomes effective.3. Highlighted Text - Highlighted text (red font) is used to indicate changes within the current revision . This allows for easier review so the user can identify areas that havebeen modified.</span><br />
<br />
<br />
<br />
<strong style="color: #222222;"><span style="color: red; font-size: 28px;"><u>AP GENERAL POLICIES</u></span></strong><br />
<span style="color: #222222;">Revision: 01-2006 Effective: 02-22-2006</span><br />
<br />
<strong style="color: #222222;">A. Confidentiality</strong><br />
<br />
<span style="color: #222222;">AP incidents and cases contain sensitive material that must be treated as confidential. In addition, all AP team members must adhere to the following rules regarding confidentiality:</span><br />
<span style="color: #222222;">1. All information regarding investigations is considered confidential and shall not be discussed with persons not involved with the investigation.</span><br />
<span style="color: #222222;">2. Information received from law enforcement is considered confidential and may not be</span><br />
<span style="color: #222222;">discussed with persons not involved with the investigation.</span><br />
<span style="color: #222222;">3. Information received from background screening, drug screening, previous employers,</span><br />
<span style="color: #222222;">proprietary systems, team members’ files and other similar information is considered</span><br />
<span style="color: #222222;">confidential and is not to be discussed with any persons not involved in the investigation.</span><br />
<span style="color: #222222;">Requests for this information by law enforcement shall be referred to the manager or</span><br />
<span style="color: #222222;">District Assets Protection Leader (DAPTL)/Distribution Group Assets Protection Leader</span><br />
<span style="color: #222222;">(Distribution GAPTL).</span><br />
<br />
<strong style="color: #222222;">B. Information Security</strong><br />
<span style="color: #222222;">AP team members are required to ensure the security of Target’s confidential information by using that information appropriately and safeguarding it. All Information that Target creates, stores, transmits, or uses in conducting its business is the exclusive property of Target.</span><br />
<br />
<span style="color: #222222;">1. Computers/Laptops/PDAs/Treos - Target computers contain sensitive information and steps must be taken to ensure the protection of that information at all times.</span><br />
<span style="color: #222222;">a. Passwords - Never share passwords with other people, your password shall be</span><br />
<span style="color: #222222;">used for your access only.</span><br />
<span style="color: #222222;">b. Computer Access - Ensure access to your computer is locked when leaving it</span><br />
<span style="color: #222222;">unattended.</span><br />
<span style="color: #222222;">c. Do not leave laptops/PDAs and Treos in exposed areas when traveling</span><br />
<span style="color: #222222;">(examples:In a car, hotel room, in checked luggage, etc.).</span><br />
<br />
<span style="color: #222222;">Target’s Information Security Policy can be found online at TGT under the Company & Culture tab.</span><br />
<br />
<strong style="color: #222222;">C. Knowledge of Wrongdoing</strong><br />
<br />
<span style="color: #222222;">AP team members will immediately bring to the attention of the appropriate Target team member (supervisor, next level supervisor, Human Resources, Integrity Hotline, etc.) knowledge of any:</span><br />
<span style="color: #222222;">1. Theft of any Target assets.</span><br />
<span style="color: #222222;">2. Falsification of Apprehension/Recovery reports.</span><br />
<span style="color: #222222;">3. Deviation from approved apprehension procedures.</span><br />
<span style="color: #222222;">4. Failure to report a Non-Productive Incident (NPI).</span><br />
<span style="color: #222222;">5. Detrimental conduct in violation of company polices, including but not limited to:</span><br />
<span style="color: #222222;">a. Possession or use of alcohol on company property.</span><br />
<span style="color: #222222;">b. Possession or use of a controlled substance on company property.</span><br />
<span style="color: #222222;">c. Possession or use of a weapon on company property.</span><br />
<span style="color: #222222;">6. Harassment.</span><br />
<strong style="color: #222222;"><br />D. Crimes Against Property/Persons</strong><br />
<br />
<span style="color: #222222;">AP members must report any crimes against person and crimes against property occurring on Target property.</span><br />
<br />
<span style="color: #222222;">NOTE: This Directive does NOT apply to merchandise vadalism cases. Loss to Target property (including merchandise) is reportable via the Property Loss Program.</span><br />
<br />
<span style="color: #222222;">1. Documentation - The following documentation shall be required following any crime against a person or property:</span><br />
<span style="color: #222222;">a. Enter all cases into Common Incident Reporting System (CIRS) within 24 hours</span><br />
<span style="color: #222222;">of the incident, documenting the type of incident, parties involved and any actions</span><br />
<span style="color: #222222;">taken by AP and/or Target.</span><br />
<span style="color: #222222;">b. Obtain witness statements from all team members who were witness to the</span><br />
<span style="color: #222222;">incident.</span><br />
<span style="color: #222222;">c. Request copies of any police/mall security reports and retain in the case file.</span><br />
<span style="color: #222222;">d. Complete a post Serious Incident Report/NPI Follow-up Report when requested.</span><br />
<span style="color: #222222;">Return one copy to HQ and retain a second copy in the case file.</span><br />
<br />
<span style="color: #222222;">2. Notification</span><br />
<span style="color: #222222;">a. Notify the DAPTL/Distribution GAPTL of all crimes against persons and any</span><br />
<span style="color: #222222;">recurring crimes against property (i.e. patterns of car theft/vandalism).</span><br />
<span style="color: #222222;">b. Notify the STL in all cases of property loss. It shall be the STL’s responsibility to</span><br />
<span style="color: #222222;">ensure the appropriate Property Loss Reports are completed.</span><br />
<span style="color: #222222;">c. Notify the Guest Reporting Center.</span><br />
<span style="color: #222222;">d. Call Alert One (see Emergency Procedures Flip chart).</span><br />
<span style="color: #222222;">E. Minimum Age for AP Team Members</span><br />
<br />
<span style="color: #222222;">All AP team members must be at least 18 years of age at the time they are hired.</span><br />
<br />
<strong style="color: #222222;">F. Conflict of Interest</strong><br />
<br />
<span style="color: #222222;">Target AP team members may have full or part-time employment elsewhere, unless that employment would result in a conflict of interest as defined by Target’s Business Ethics - Code of Conduct and/or any additional items listed in this section.</span><br />
<br />
<span style="color: #222222;">AP team members shall be aware of the contents of the Business Conduct Guide and the provisions of the Guide with respect to Conflict of Interest, including Target’s policy on vendor gifts and other potential conflicts.</span><br />
<br />
<span style="color: #222222;">1. Existing Conflict</span><br />
<span style="color: #222222;">a. A Conflict of Interest exists when one (1) or more of the following apply:</span><br />
<span style="color: #222222;">1. An AP team member is employed by another business that competes</span><br />
<span style="color: #222222;">with Target or in a security position with another retailer that involves</span><br />
<span style="color: #222222;">apprehending shoplifters or dishonest team members</span><br />
<span style="color: #222222;">2. An AP team member’s other employment interferes with the ability to</span><br />
<span style="color: #222222;">perform essential functions of the job at Target.</span><br />
<span style="color: #222222;">3. An AP team member’s other employment conflicts with scheduling or court</span><br />
<span style="color: #222222;">commitments.</span><br />
<span style="color: #222222;">4. An AP team member’s other employment is a paid, sworn law enforcement</span><br />
<span style="color: #222222;">position where a team member is employed by a government entity (sheriff,</span><br />
<span style="color: #222222;">deputy sheriff, peace officer, etc.) in any community (due to the nature of</span><br />
<span style="color: #222222;">the work responsibilities).</span><br />
<span style="color: #222222;">5. An AP team member’s other employment is with a company with which Target does business, if interaction with Target would be required or could occur.</span><br />
<span style="color: #222222;">2. AP Team Members working in Non-AP Roles - Due to the unique responsibilities</span><br />
<span style="color: #222222;">associated with Assets Protection, AP team members are NOT permitted to work in</span><br />
<span style="color: #222222;">Non-AP positions within the same store.</span><br />
<span style="color: #222222;">NOTE: AP team members may work additional hours in a Non-AP position at an alternate store or Distribution Center (DC).</span><br />
<br />
<strong style="color: #222222;">G. Court Testimony Payments</strong><br />
<br />
<span style="color: #222222;">1. In some jurisdictions, AP team members may receive a fee from the court for appearing</span><br />
<span style="color: #222222;">as a witness on behalf of the State, County or City for cases stemming from or related</span><br />
<span style="color: #222222;">to their employment as Target team members.</span><br />
<br />
<span style="color: #222222;">2. Any witness fee checks shall be turned over to the Executive Team Leader - Assets</span><br />
<span style="color: #222222;">Protection (ETL-AP) or Assets Protection Group Leader (APGL) for deposit into the</span><br />
<span style="color: #222222;">appropriate account used to off-set business expenses. The DAPTL or Distribution</span><br />
<span style="color: #222222;">GAPTL shall provide the ETL-AP/APGL with the appropriate account information.</span><br />
<br />
<span style="color: #222222;">3. The ETL-AP shall partner with HR regarding payroll related questions for team</span><br />
<span style="color: #222222;">members and former team members testifying on behalf of Target.</span><br />
<span style="color: #222222;">H. Team Member Package/Locker Checks</span><br />
<br />
<span style="color: #222222;">Target reserves the right to monitor or inspect work areas or items that team members bring to work, like coats, purses, backpacks, bags or packages. Target also reserves the right to monitor or conduct inspections of work areas and/or personal property at any time.</span><br />
<br />
<span style="color: #222222;">This section outlines procedures for conducting team member package/locker checks.</span><br />
<br />
<span style="color: #222222;">1. Team member package/locker checks shall be conducted by an AP team member,</span><br />
<span style="color: #222222;">the Leader on Duty or contracted guards (at DCs).</span><br />
<span style="color: #222222;">2. Each store/DC shall have a designated location for team members and partner business</span><br />
<span style="color: #222222;">team members to secure packages while the team members are working.</span><br />
<span style="color: #222222;">3. Package checks of team members/partner business team members shall be performed</span><br />
<span style="color: #222222;">at the door as the team member exits after their scheduled shift.</span><br />
<span style="color: #222222;">4. A witness (example Leader on Duty, another AP team member, etc.) must be present</span><br />
<span style="color: #222222;">when conducting team member package/locker checks.</span><br />
<span style="color: #222222;">5. All vendor packages shall be checked at the service desk.</span><br />
<span style="color: #222222;">6. Team members shall not be allowed to keep any purchases or personal packages in</span><br />
<span style="color: #222222;">their work area or adjacent stockroom.</span><br />
<span style="color: #222222;">7. All team members/partner business team members must have the original sales receipt</span><br />
<span style="color: #222222;">in the package/shopping bag.</span><br />
<br />
<strong style="color: #222222;">APPREHENSION GUIDELINES</strong><br />
<span style="color: #222222;">Revision: 01-2006 Effective: 02-22-2006</span><br />
<span style="color: #222222;">A. Purpose</span><br />
<span style="color: #222222;">This section lists the steps that MUST be followed in order for an AP team member to make a shoplifting apprehension. All steps must be observed, unless otherwise noted, and a detailed description of each step documented in the CIRS case narrative.</span><br />
<span style="color: #222222;">B. Certification</span><br />
<span style="color: #222222;">Only certified AP team members are authorized to apprehend or assist in the apprehension of shoplifters. Certification is received upon the completion of the following AP Academy courses:</span><br />
<br />
<span style="color: #222222;">1. Nonviolent Crisis Intervention R - must be completed within 30 days of hire date.</span><br />
<span style="color: #222222;">2. Position's Basic Training Courses</span><br />
<span style="color: #222222;">3. External Apprehension Certification</span><br />
<span style="color: #222222;">C. Five Steps for Apprehension</span><br />
<span style="color: #222222;">Certified AP team members must observe all five steps prior to making a shoplifter apprehension.</span><br />
<br />
<span style="color: #222222;">NOTE: If local law enforcement takes independent action and makes an apprehension before all five steps are met, the details must be documented in the CIRS report.</span><br />
<br />
<span style="color: #222222;">1. Initiation of Observation - The subject must enter the store/area without possession of Target merchandise.</span><br />
<span style="color: #222222;">2. Selection - The subject must be observed selecting Target merchandise from the display location.</span><br />
<span style="color: #222222;">3. Concealment - The subject must be observed concealing the merchandise, or the AP team member must have NO reasonable doubt based on observations that the merchandise has been concealed by the subject.</span><br />
<span style="color: #222222;">NOTE: If the merchandise is not actually concealed, it must be exposed as the subject exits or attempts to exit the store.</span><br />
<span style="color: #222222;">4. Maintain Observation - The AP team member must maintain sufficient surveillance of the subject in order to know the location of the merchandise and ensure the subject does not discard the merchandise.</span><br />
<span style="color: #222222;">NOTE: A Productive Merchandise Recovery (PMR) shall be attempted if surveillance is broken for any reason, or the AP team member can not maintain sufficient surveillance. (See PMR Directive).</span><br />
<span style="color: #222222;">5. Failure to Pay for Merchandise/Exiting the Store -AP team member(s) must observe the subject attempt to exit the store without paying for the merchandise.</span><br />
<span style="color: #222222;">NOTE: Some jurisdictions allow variances from the exiting requirement to allow apprehensions of concealed merchandise before an individual reaches the building’s exit. In these cases, the requirements must be documented and approved by the Director or Vice President of Assets Protection using the "Variance from Exiting Form" (found on the AP Zone).</span><br />
<br />
<br />
<strong style="color: #222222;">SAFENESS - SUBJECT WITH A WEAPON</strong><br />
<span style="color: #222222;">Revision: 01-2006 Effective: 02-22-2006</span><br />
<span style="color: #222222;">A. Purpose</span><br />
<br />
<span style="color: #222222;">The safety of Target team members and guests is our highest priority. Exercising appropriate caution in the process of making an apprehension is critical.</span><br />
<br />
<span style="color: #222222;">B. Subject with a Weapon</span><br />
<br />
<span style="color: #222222;">1. Weapon - A weapon is defined as any object that could potentially be used against a</span><br />
<span style="color: #222222;">team member or guest. Weapons include, but are not limited to, box cutters, knives,</span><br />
<span style="color: #222222;">scissors, screw drivers, hand guns, stun guns, chemical agents and clubs.</span><br />
<span style="color: #222222;">2. If a weapon is used or displayed, or if any AP team member has reason to believe a</span><br />
<span style="color: #222222;">subject is in possession of a weapon during any of the five apprehension steps:</span><br />
<span style="color: #222222;">a. Back away and do not attempt to make an apprehension.</span><br />
<span style="color: #222222;">WARNING: Do not put another team member at risk by requesting the subject be "Guest Serviced".</span><br />
<br />
<span style="color: #222222;">CAUTION: If subject is observed cutting merchandise with an unknown object, treat that object as a weapon and follow steps listed in 2. above.</span><br />
<br />
<span style="color: #222222;">b. Contact law enforcement and advise:</span><br />
<span style="color: #222222;">1. Your name and title,</span><br />
<span style="color: #222222;">2. Your phone number,</span><br />
<span style="color: #222222;">3. Store location / address,</span><br />
<span style="color: #222222;">4. Description and location of the subject, and</span><br />
<span style="color: #222222;">5. Type of weapon being used by the subject.</span><br />
<br />
<span style="color: #222222;">NOTE: If law enforcement cannot respond, allow the subject to leave the store and document the subject’s description,subject’s vehicle description and any merchandise taken from the store, and document the case in CIRS as a Known Theft Report (KTR).</span><br />
<span style="color: #222222;">c. Return to the AP office and maintain surveillance of the subject via Closed</span><br />
<span style="color: #222222;">Circuit Television (CCTV).</span><br />
<span style="color: #222222;">d. Document the case in CIRS using the steps outlined in the Documentation</span><br />
<span style="color: #222222;">section:</span><br />
<span style="color: #222222;">1. If law enforcement makes an apprehension, document the case as</span><br />
<span style="color: #222222;">a merchandise theft.</span><br />
<span style="color: #222222;">2. If law enforcement is not available, allow the subject to leave and</span><br />
<span style="color: #222222;">document the case in CIRS as a KTR.</span><br />
<span style="color: #222222;">3. If you are confronted or threatened by a subject armed with a weapon:</span><br />
<span style="color: #222222;">a. Immediately attempt to disengage from the subject.</span><br />
<span style="color: #222222;">b. Allow the subject to exit the store.</span><br />
<span style="color: #222222;">c. If necessary, use the verbal de-escalation skills taught in</span><br />
<span style="color: #222222;">Nonviolent Crisis Intervention R training.</span><br />
<span style="color: #222222;">d. Contact law enforcement, your DAPTL and Alert One</span><br />
<span style="color: #222222;">1. Any incident that results in a serious injury to a team member, guest or</span><br />
<span style="color: #222222;">detained subject must be communicated to Alert One immediately and</span><br />
<span style="color: #222222;">reported electronically by the LOD.</span><br />
<span style="color: #222222;">e. Document the case appropriately in CIRS (threat or assault) using the steps</span><br />
<span style="color: #222222;">outlined in the Documentation section.</span><br />
<br />
<span style="color: #222222;">NOTE: Following any altercation, the AP team member(s) involved shall review the occurrence with their supervisor and the ETL-HR for safeness and procedural compliance and to determine if any further training is required.</span><br />
<br />
<span style="color: #222222;">C. Use of Weapons, Chemicals or Body Armor by a Team Member</span><br />
<br />
<span style="color: #222222;">1. Weapons - AP team members are prohibited from possessing or using any type of</span><br />
<span style="color: #222222;">weapon while on company property.</span><br />
<span style="color: #222222;">a. Team members are prohibited from using any type of AP/Target equipment</span><br />
<span style="color: #222222;">(radio, handcuffs, etc.) as a weapon.</span><br />
<span style="color: #222222;">b. Team members are prohibited from possessing or using saps, nightsticks,</span><br />
<span style="color: #222222;">billy clubs, blue jacks or other similar devices on company property, which</span><br />
<span style="color: #222222;">includes the parking lot, at any time, whether on or off duty.</span><br />
<span style="color: #222222;">2. Chemicals - AP team members are prohibited form possessing or using chemical</span><br />
<span style="color: #222222;">protection devices, other than for personal protection to and from work. (Examples: Mace,</span><br />
<span style="color: #222222;">pepper spray. etc.)</span><br />
<br />
<span style="color: #222222;">NOTE: All chemical protection devices must be secured in a Non-Assets Protection area during the team member’s work shift.</span><br />
<span style="color: #222222;">3. Body Armor - AP team members are prohibited from wearing bulletproof vests or other body armor equipment while on duty.</span><br />
<br />
<span style="color: #222222;">NOTE: Contracted guard services working on company premises may carry defensive weapons or a firearm only as authorized by the Director/Vice President of Assets Protection.</span><br />
<br />
<br />
<br />
<br />
<strong style="color: #222222;">SAFENESS - REASONABLE FORCE / PHYSICAL ALTERCATIONS</strong><br />
<span style="color: #222222;">Revision: 01-2006 Effective: 02-22-2006</span><br />
<br />
<span style="color: #222222;">A. Reasonable Force</span><br />
<br />
<span style="color: #222222;">1. Reasonable Force is defined as the least amount of physical force necessary to make an apprehension, while ensuring the safety of bystanders and yourself. When making an apprehension, Reasonable Force may be used to protect AP / Target team members and guests (bystanders).</span><br />
<span style="color: #222222;">2. If an AP team member believes a subject poses a physical threat, handcuffing guidelines (outlined in the Handcuff Directive) shall be followed and law enforcement contacted immediately.</span><br />
<br />
<span style="color: #222222;">B. Physical Altercation</span><br />
<br />
<span style="color: #222222;">If an altercation occurs:</span><br />
<span style="color: #222222;">1. Immediately attempt to disengage from the subject.</span><br />
<span style="color: #222222;">2. Allow the subject to exit the store.</span><br />
<span style="color: #222222;">3. If necessary use Nonviolent Crisis Intervention R training.</span><br />
<span style="color: #222222;">4. Contact law enforcement and Alert One.</span><br />
<span style="color: #222222;">a. Any incident that results in a serious injury to a team member, guest or detained subject must be communicated to Alert One immediately and a Guest Service Report filed.</span><br />
<span style="color: #222222;">5. Communicate the incident to the Store Team Leader (STL) and/or Leader on Duty, your DAPTL and HR as soon as possible.</span><br />
<span style="color: #222222;">6. Document the case appropriately in CIRS (threat or assault) using the steps outlined in the Documentation section.</span><br />
<br />
<span style="color: #222222;">NOTE: Following any altercation, the AP team member(s) involved shall review the occurrence with their supervisor and the ETL-HR for safeness and procedural compliance and to determine if any further training is required.</span><br />
<br />
<br />
<strong style="color: #222222;">SURVEILLANCE</strong><br />
<span style="color: #222222;">Revision: 01-2006 Effective: 02-22-2006A.</span><br />
<span style="color: #222222;">General Guidelines</span><br />
<span style="color: #222222;">1. Surveillance conducted by AP team members of any individual shall be based only on the actions and behaviors of the individual.</span><br />
<span style="color: #222222;">2. Surveillance shall not be based on individual characteristics such as age, gender, race, sexual orientation, disability, national origin, religion, etc.</span><br />
<span style="color: #222222;">B. Certification</span><br />
<span style="color: #222222;">Only certified AP team members are authorized to conduct physical and/or CCTV surveillance. Certification is received upon the completion of the CCTV training outlined in the AP Academy Basic Training.</span><br />
<span style="color: #222222;">C. Surveillance Equipment</span><br />
<span style="color: #222222;">Surveillance equipment is defined as any audio or video equipment that assists in the monitoring and/or recording of an individual’s actions or words.</span><br />
<span style="color: #222222;">1. Surveillance equipment is the property of Target and shall ONLY be used by AP team members for approved company use. Improper use of equipment (example: using cameras to follow guests or team members for non-AP reasons) is prohibited, any AP team member caught using surveillance equipment in an inappropriate manner is subject to applicable coaching and corrective action.</span><br />
<span style="color: #222222;">2. Requests to use surveillance equipment for business purposes other than AP-related investigations must be approved by the DAPTL / Distribution GAPTL.</span><br />
<span style="color: #222222;">3. The store ETL-AP/APGL is responsible for all surveillance equipment including the proper use, location and maintenance of all equipment.</span><br />
<span style="color: #222222;">4. Video Footage - All video footage captured in by AP surveillance equipment is property of Target and shall only be used for evidentiary purposes. Any misuse, misrepresentation or manipulation of video footage by any team member is subject to applicable coaching and corrective action.</span><br />
<br />
<span style="color: #222222;">NOTE: AP surveillance is confidential and access to view the video shall only be granted to individuals with proper approval. AP team members shall partner with DAPTL (external cases) and DAPTL and HR (internal cases) prior to allowing anyone other than AP team members working on the investigation or law enforcement to view AP video.</span><br />
<span style="color: #222222;">a. Old videotapes that are no longer usable shall be destroyed by cutting the tape and removing the ribbon.</span><br />
<span style="color: #222222;">5. Public View Monitors</span><br />
<span style="color: #222222;">a. Recording of all Public View (and Exit View where applicable) monitors is required 24 hours a day, 7 days a week for digital and non-digital stores.</span><br />
<span style="color: #222222;">b. Public/Exit View images shall be retained for a minimum of 31 days for all stores.</span><br />
<span style="color: #222222;">6. Fitting Rooms / Restrooms - Target does not allow the use of surveillance equipment in or over fitting rooms or restrooms, or allow surveillance equipment to be positioned in such a way to provide the opportunity to monitor fitting rooms or restrooms.</span><br />
<span style="color: #222222;">7. Executive’s / Supervisor’s Office - Audio or video equipment may not be placed in or over an executive’s or supervisor’s office without prior approval from the Director / Vice President of Assets Protection and HR.</span><br />
<span style="color: #222222;">8. Tape Recorders - Tape recorders and other listening devices shall not be used by store based AP team members. Recorders may be used by Investigations team members, procedures are outlined in the Investigations Directives.</span><br />
<span style="color: #222222;">D. Critical vs. Non-Critical Equipment</span><br />
<span style="color: #222222;">AP surveillance equipment is divided into two categories, critical and non-critical. The ETL-AP/APGL shall be responsible for ensuring all equipment is properly maintained and repaired according to the requirements/time lines listed below:</span><br />
<br />
<span style="color: #222222;">1. Critical Equipment is defined as devices which impact safeness strategies.</span><br />
<span style="color: #222222;">a. Critical equipment includes:</span><br />
<span style="color: #222222;">1. Exterior cameras, including Pan, Tilt and Zoom (PTZ) and fixed cameras used for parking lot surveillance.</span><br />
<span style="color: #222222;">2. Entrance/exit cameras, including trucker’s door, team member entrance (where applicable) and front entrance public view monitors.</span><br />
<span style="color: #222222;">3. Other public view monitors including fitting rooms, guest service and where applicable Garden Centers.</span><br />
<span style="color: #222222;">4. AP Booking room camera, Cash Office camera, Front Lane and Guest Service Desk camera.</span><br />
<span style="color: #222222;">b. Critical equipment must be repaired within 48 hours of the reported breakdown.</span><br />
<span style="color: #222222;">c. Any breakdown of critical equipment must be reported to the DAPTL immediately.</span><br />
<span style="color: #222222;">2. Non-Critical equipment is defined as all other AP surveillance equipment.</span><br />
<span style="color: #222222;">a. Non-critical equipment must be repaired within 72 hours of the reported breakdown.</span><br />
<span style="color: #222222;">3. The DAPTL/Distribution GAPTL must be notified immediately if timing for repairs of critical or non-critical equipment exceed the time limits listed above.</span><br />
<span style="color: #222222;">E. Off-site Surveillance</span><br />
<span style="color: #222222;">AP stores team members are not authorized to conduct off-site (outside of Target property) surveillance. Off-site surveillance may only be conducted by a certified Investigations team member, pursuant to Investigations Directives.</span><br />
<br />
<strong style="color: #222222;">PRODUCTIVE MERCHANDISE RECOVERIES (PMRS)</strong><br />
<span style="color: #222222;">Revision: 01-2006 Effective: 02-22-2006</span><br />
<span style="color: #222222;">A. Purpose</span><br />
<span style="color: #222222;">In situations where not all five apprehension steps can be observed, and it is safe to do so, the AP team member(s) shall attempt a Productive Merchandise Recovery.</span><br />
<br />
<span style="color: #222222;">If the AP team member is able to recover the merchandise, the incident shall be documented in CIRS as a PMR - Productive Merchandise Recovery. If the AP team member is unable to recover the merchandise, the incident shall be documented in CIRS as a KTR - Known Theft Report.</span><br />
<br />
<span style="color: #222222;">WARNING: A PMR shall not be attempted if the subject is in possession, or believed to be in possession, of a weapon. In these cases the AP team member shall ensure the subject is captured on video and shall attempt to get vehicle information (make, model, license plate number) as the subject exits the store.</span><br />
<br />
<span style="color: #222222;">1. During a PMR an AP team member may:</span><br />
<span style="color: #222222;">a. Contact another non-AP team member, wearing red and khaki, to initiate guest service without reveal the reason for the request.</span><br />
<span style="color: #222222;">b. Make themselves visible to the guest as a deterrent.</span><br />
<span style="color: #222222;">c. Contact a Sales team member or research in store registers to determine if an item was purchased.</span><br />
<span style="color: #222222;">d. Ask an uniformed AP team member (TPS or ETL-AP) to stand by the exit doors to act as a deterrent.</span><br />
<span style="color: #222222;">2. During a PMR an AP team member may NOT:</span><br />
<span style="color: #222222;">a. Initiate a PMR, ask another team member to initiate a PMR or ask a non-AP team member to guest service the subject if they believe the subject is in possession of a weapon.</span><br />
<span style="color: #222222;">b. Touch an individual or anything they are carrying.</span><br />
<span style="color: #222222;">c. Ask for merchandise or make accusations of theft of merchandise.</span><br />
<span style="color: #222222;">d. Ask another team member to accuse, remove merchandise or make inappropriate gestures to the individual.</span><br />
<span style="color: #222222;">3. If the guest initiates interaction with an AP team member:</span><br />
<span style="color: #222222;">a. Verbally identify yourself as Assets Protection, but do not show identification.</span><br />
<span style="color: #222222;">b. If the guest pursues the conversation, refer the guest to store management for resolution.</span><br />
<span style="color: #222222;">4. All PMRs shall be entered into CIRS using the steps outlined in the Documentation section.</span><br />
<br />
<strong style="color: #222222;">TARGET PROTECTION SPECIALIST (TPS) MERCHANDISE RECOVERIES</strong><br />
<span style="color: #222222;">Revision: 01-2006 Effective: 02-22-2006</span><br />
<span style="color: #222222;">A. Purpose</span><br />
<span style="color: #222222;">Uniformed TPS team members may conduct receipt checks and EAS responses at Target store exits when a guest is departing the store with high dollar / high theft exposed merchandise (receipt checks) or when an EAS alarm sounds as the guest exits the building.</span><br />
<span style="color: #222222;">B. During a TPS Merchandise Receipt Check</span><br />
<span style="color: #222222;">1. The Uniformed TPS may:</span><br />
<span style="color: #222222;">a. Check receipts for high dollar / high theft exposed merchandise.</span><br />
<span style="color: #222222;">2. The Uniformed TPS may NOT:</span><br />
<span style="color: #222222;">a. Check bagged items to determine whether or not something has been concealed or paid for.</span><br />
<span style="color: #222222;">b. Create an EAS Alarm in order to check the purchases or bags of a guest or team member. Creating an alarm includes but is not limited to:</span><br />
<span style="color: #222222;">1. Turning the system off and back on to cause an audible signal when a guest/team member walks through the pedestals.</span><br />
<span style="color: #222222;">2. Affixing or placing a live EAS tag onto or onto a purchase by a guest/team member.</span><br />
<span style="color: #222222;">3. An AP team member walking through a pedestal with an EAS tag at the same time a guest or team member is exiting the store.</span><br />
<span style="color: #222222;">4. Any other manipulation of the EAS system to cause an alarm.</span><br />
<br />
<span style="color: #222222;">3. Whenever possible, TPS receipt checks shall take place inside the building.</span><br />
<br />
<span style="color: #222222;">4. If a guest becomes uncooperative during a receipt check:</span><br />
<span style="color: #222222;">a. Apologize and allow the guest to leave with the merchandise.</span><br />
<span style="color: #222222;">b. Get a description of the guest and vehicle and document in the CIRS report.</span><br />
<br />
<span style="color: #222222;">NOTE: TPS Merchandise Receipts checks are only to be conducted by uniformed TPS team members. APS team members may not conduct merchandise receipt checks. If a uniformed TPS is not available, the LOD, GSTL or ETL-AP shall follow the outlined procedures; other team members are not permitted to conduct receipt checks.</span><br />
<br />
<span style="color: #222222;">C. Documenting TPS Merchandise Recoveries</span><br />
<span style="color: #222222;">The following procedures shall be followed by the TPS when documenting any TPS recovery or attempted TPS recovery.</span><br />
<br />
<span style="color: #222222;">1. Each TPS Recovery must be documented in CIRS.</span><br />
<span style="color: #222222;">a. Cases shall be identified as "Other" / "TPS Merch Recovery".</span><br />
<span style="color: #222222;">b. Note the time, date and location of the recovery (example: 11:03 am, November 27, Green exit).</span><br />
<span style="color: #222222;">c. List all merchandise recovered.</span><br />
<span style="color: #222222;">d. Do not add multiple recoveries to the same report; each TPS recovery shall be entered as a single incident with a unique CIRS case number.</span><br />
<br />
<span style="color: #222222;">NOTE: CIRS reports may be called upon if a case goes to criminal or civil trial and therefore are incident specific and shall only contain a single incident.</span><br />
<span style="color: #222222;">D. EAS Alarm Response</span><br />
<span style="color: #222222;">If an EAS alarm sounds, the uniformed TPS shall follow the procedures outlined below. If a uniformed TPS is not available, the LOD, GSTL or ETL-AP shall follow the outlined procedures; other team members are not permitted to respond to EAS alarms.</span><br />
<br />
<span style="color: #222222;">1. Guests with visible purchases:</span><br />
<span style="color: #222222;">a. Approach guest and conduct merchandise receipt check to verify purchases and deactivation of EAS tags.</span><br />
<span style="color: #222222;">1. If you find the item on the receipt, deactivate the item and allow the guest to leave.</span><br />
<span style="color: #222222;">2. If the item is not on the receipt, ask the guest if they would like to purchase the item.</span><br />
<span style="color: #222222;">3. If the guest does not have, or cannot find a receipt, ask the guest which cashier rang up their purchase and verify with the cashier. If the purchase cannot be verified, contact another AP team member for assistance.</span><br />
<span style="color: #222222;">4. Searches of a subject’s personal possessions (example: purse) for evidence (merchandise) is not allowed unless the subject initiates the search or requests an AP team member to inspect their possessions.</span><br />
<br />
<span style="color: #222222;">NOTE: If the guest becomes uncooperative, allow the guest to leave. Obtain a description of the guest and guest’s vehicle and enter it in CIRS.</span><br />
<br />
<span style="color: #222222;">2. Guest with NO visible purchases:</span><br />
<span style="color: #222222;">a. Approach guest and conduct merchandise receipt check to verify purchases and deactivation of EAS tags.</span><br />
<span style="color: #222222;">1. If the guest does not have any purchases, ask if they have an electronic key - if so ask to see it.</span><br />
<span style="color: #222222;">2. Ask if guest has merchandise from another store - if so ask if they would like it deactivated.</span><br />
<span style="color: #222222;">3. If the guest does not have merchandise or an electronic key, allow them to leave the store.</span><br />
<span style="color: #222222;">4. If guest shows you Target merchandise that has not been paid for, ask if they would like to purchase the merchandise and allow them to purchase the item(s). If the guest refuses to purchase the item, ask for the merchandise back.</span><br />
<span style="color: #222222;">5. Searches of a subject’s personal possessions (example: purse) for evidence (merchandise) is not allowed unless the subject initiates the search or requests an AP team member to inspect their possessions.</span><br />
<br />
<span style="color: #222222;">NOTE: If the guest becomes uncooperative, allow the guest to leave. Obtain a description of the guest and guest’s vehicle and enter it in CIRS.</span><br />
<br />
<strong style="color: #222222;">APPREHENSIONS </strong><br />
<span style="color: #222222;">Revision: 01-2006 Effective: 02-22-2006</span><br />
<span style="color: #222222;">A. Purpose</span><br />
<span style="color: #222222;">This section covers directives outlining the different types of external apprehensions and the AP team member requirements for each type.</span><br />
<span style="color: #222222;">B. Closed Circuit Television (CCTV) Apprehensions</span><br />
<span style="color: #222222;">Certified AP team members may make shoplifting apprehensions utilizing CCTV provided each of the following guidelines are followed:</span><br />
<br />
<span style="color: #222222;">1. The five steps for apprehension have been observed and can be documented by an AP team member.</span><br />
<span style="color: #222222;">2. The incident, or any portion of the incident is captured/recorded using non-time lapsed Target CCTV with sufficient surveillance maintained by AP team member(s) to observe the five steps.</span><br />
<br />
<span style="color: #222222;">NOTE: When two or more AP team members are involved, one team member shall maintain camera surveillance while the second team member makes the apprehension on the floor. If only one AP team member is on duty and is required to discontinue camera surveillance and go to the selling floor, the AP team member can not make the apprehension because sufficient surveillance will have been lost. If appropriate, attempt a PMR.</span><br />
<span style="color: #222222;">3. All documentation steps shall be followed to preserve evidence, including retention of all applicable video.</span><br />
<span style="color: #222222;">C. Service Desk Apprehensions</span><br />
<span style="color: #222222;">Shoplifter apprehensions involving Service Desk transactions shall only be made in the following circumstances.</span><br />
<br />
<span style="color: #222222;">1. All five apprehension steps have been observed by AP team member.</span><br />
<span style="color: #222222;">2. If the subject interacts with the Service Desk, the interaction has nothing to do with the shoplifting apprehension. (Example: After the first four apprehension steps are observed, the subject approaches the Service Desk to ask a team member a question, not related to the shoplifted merchandise. Then the subject attempts to leave the store with the merchandise. AP team member apprehends as subject exits the store.)</span><br />
<span style="color: #222222;">3. Single incidents where the DAPTL is contacted for approval prior to making the apprehension. In these cases the following steps must be clearly documented in the CIRS report, in addition to standard requirements:</span><br />
<span style="color: #222222;">a. The AP team member must have public view video clearly showing the subject entering the store WITHOUT the merchandise and later approaching the Service Desk with the merchandise.</span><br />
<span style="color: #222222;">b. The time and date the DAPTL was contacted for approval.</span><br />
<span style="color: #222222;">c. All video footage of the incident including entry of store, selection and apprehension. All video must be retained with case file.</span><br />
<span style="color: #222222;">4. Incidents where a person or group of individuals have known theft activity in an area and where the DAPTL</span><br />
<span style="color: #222222;">has given prior permission to a SPECIFIC AP team member to make an apprehension. The incident must be</span><br />
<span style="color: #222222;">documented as follows:</span><br />
<span style="color: #222222;">a. The AP team member must have public view video clearly showing the subject entering the store WITHOUT the merchandise and later approaching the Service Desk with the merchandise.</span><br />
<span style="color: #222222;">b. The time and date the DAPTL was contacted for approval.</span><br />
<span style="color: #222222;">c. All video footage of the incident including entry of store, selection and apprehension. All video must be retained with case file.</span><br />
<br />
<span style="color: #222222;">NOTE: Under NO circumstances are AP team members allowed to contact Service Desk team members in order to influence the outcome of a transaction.</span><br />
<span style="color: #222222;">D. Restroom / Fitting Room Apprehensions</span><br />
<span style="color: #222222;">AP team members are not allowed to conduct surveillance or make apprehensions in restroom and/or fitting rooms.</span><br />
<span style="color: #222222;">1. AP team members are not allowed to follow subject’s into a restroom or fitting room to conduct surveillance.</span><br />
<span style="color: #222222;">2. AP team members shall not ask another team member to enter a fitting room or restroom to conduct surveillance.</span><br />
<br />
<span style="color: #222222;">E. Transactional Fraud Apprehensions</span><br />
<br />
<span style="color: #222222;">Transactional fraud is defined as "using transactional documents dishonestly to cause a loss to Target". Transactional documents include; checks, credit cards, gift cards, merchandise vouchers and coupons.</span><br />
<span style="color: #222222;">Certified AP team members may make Transactional Fraud apprehensions only when ALL of the following conditions are met:</span><br />
<span style="color: #222222;">1. The AP team member has completed required training listed below:</span><br />
<span style="color: #222222;">a. Position's Basic Training Courses,</span><br />
<span style="color: #222222;">b. External Apprehension Certification and</span><br />
<span style="color: #222222;">c. Transactional Fraud Apprehension Training.</span><br />
<br />
<span style="color: #222222;">2. The AP team member has verified the transactional fraud. 3. The AP team member has pre-approval to make the transactional fraud apprehension from their Group Assets Protection Team Leader (GAPTL), DAPTL or Assets Protection Investigations Team Leader. 4. The pre-approval must include specific guidelines under which the apprehension shall be made, for example; the subject’s name, description and or account number, verification of the fraud from the account holder or bank or institution issues the transactional document.</span><br />
<br />
<span style="color: #222222;">NOTE: If the AP team member does not have pre-approval but observes behaviors that indicate an individual may be engaging in transactional fraud, the AP team member must contact one of the partners listed in 3. above and give details of the transaction in order to obtain approval prior to attempting apprehension.</span><br />
<br />
<span style="color: #222222;">F. Vendor/Partner Business Team Member Apprehensions</span><br />
<span style="color: #222222;">1. A Vendor team member is defined as: "A person who delivers a product or provides a service to Target. Vendor team members typically do not wear Red and Khaki. Vendor team members do not receive Point of Sale (POS) training or have access to the POS system." These cases are coded in CIRS as "External" cases. (Examples of Vendor team members: product representatives such as Coke or Pepsi, etc.)</span><br />
<span style="color: #222222;">2. A Partner Business team member is defined as a person who works within the four walls of a Target store/DC, but is not employed by Target. These cases are coded in CIRS as "Internal" cases. (Examples of Partner Business Team Members: Optical team members, team members working in Life Touch Studios, Minute Clinic team members, janitorial service team members, etc.)</span><br />
<br />
<span style="color: #222222;">AP team members are responsible for knowing which Partner Business team members conduct business in their buildings. When investigating a Partner Business team member, it is important to determine who employs an individual and whether Target assets, the Partner Business assets or both are involved. If there is any doubt regarding who employees an individual, contact Human Resources.</span><br />
<br />
<span style="color: #222222;">3. Vendor/Partner Business team member apprehensions shall be made using the following guidelines:</span><br />
<span style="color: #222222;">a. When the five steps for apprehension have been met:</span><br />
<span style="color: #222222;">1. The matter shall be handled like an external shoplifting incident.</span><br />
<span style="color: #222222;">2. If the vendor/partner business team member is working at a Target store/DC during non-business hours the vendor team member</span><br />
<span style="color: #222222;">may be apprehended as they are exiting the store/DC at the end of their work shift.</span><br />
<span style="color: #222222;">3. The DAPTL/Distribution GAPTL shall be advised that a vendor/partner business apprehension has occurred.</span><br />
<span style="color: #222222;">b. In cases where the five steps for apprehension have not been met:</span><br />
<span style="color: #222222;">1. The DAPTL/Distribution GAPTL shall be contacted to discuss the extent of the investigation and determine the</span><br />
<span style="color: #222222;">appropriate course of action.</span><br />
<span style="color: #222222;">2. The DAPT/Distribution GAPTL will decide whether or not the vendor/partner business team member shall be interviewed</span><br />
<span style="color: #222222;">to determine the scope of the theft.</span><br />
<span style="color: #222222;">NOTE: All interviews of vendor/partner business team members shall be conducted by the ETL-AP/APGL or DAPTL/Distribution GAPTL.</span><br />
<span style="color: #222222;">4. Contacting the vendor/partner business team member’s employer:</span><br />
<span style="color: #222222;">a. All contact with employer of the vendor/partner business team member shall be handled or coordinated by the DAPTL/APGL.</span><br />
<span style="color: #222222;">b. The DAPTL/APGL may contact the vendor/partner business company to inform them of the team member apprehension.</span><br />
<span style="color: #222222;">c. The DAPTL/APGL will inform the vendor/partner business that the apprehended team member is no longer permitted to</span><br />
<span style="color: #222222;">provide service to ANY Target store/DC.</span><br />
<br />
<span style="color: #222222;">NOTE: Target will not request the vendor/partner business terminate any apprehended team member; the call is to only to inform the vendor/partner business that the particular team member is not allowed to return to provide service at a Target store/DC.</span><br />
<br />
<span style="color: #222222;">NOTE:Target will not participate in any decision by the Partner Business regarding the apprehended team member’s employment.</span><br />
<span style="color: #222222;">5. When investigating a cash loss, partner with your Centralized Sales Auditor for assistance with recovery opportunities.</span><br />
<br />
<strong style="color: #222222;">HANDCUFF USE</strong><br />
<span style="color: #222222;">Revision: 01-2006 Effective: 02-22-2006</span><br />
<span style="color: #222222;">A. Purpose</span><br />
<span style="color: #222222;">AP team members who have successfully completed the Handcuff training shall be provided handcuffs to be used during an apprehension when a subject becomes violent or a danger to others.</span><br />
<span style="color: #222222;">B. Handcuff Use</span><br />
<span style="color: #222222;">1. AP team members may not carry or use handcuffs unless they have successfully completed the approved Target AP handcuff training program.</span><br />
<span style="color: #222222;">2. Handcuffs shall only be used in the following situations:</span><br />
<span style="color: #222222;">a. The subject being apprehended becomes violent,</span><br />
<span style="color: #222222;">b. The subject attempts to break away from the custody of the AP team member, or</span><br />
<span style="color: #222222;">c. There is reason to believe the subject may become violent or may pose a risk to the safety of AP team members, other Target team members or guests.</span><br />
<br />
<span style="color: #222222;">3. Handcuffs shall not be applied until the AP team member(s) is able to maintain reasonable control of the subject. If the AP team member(s) can not maintain control of the subject while handcuffing, the team member shall abort the apprehension.</span><br />
<span style="color: #222222;">4. The subject’s hands shall only be handcuffed behind them, and the handcuffs shall be double locked.</span><br />
<span style="color: #222222;">5. A subject shall not be handcuffed to another person or to any object (chair, car, etc.), except for handcuff bars in AP offices that are equipped with them.</span><br />
<span style="color: #222222;">6. A handcuffed subject shall never be left unattended.</span><br />
<span style="color: #222222;">7. Once a subject is handcuffed, the handcuffs shall only be removed in the presence of a law enforcement officer.</span><br />
<span style="color: #222222;">8. Handcuffs and handcuff keys are the property of Target and shall not be taken home by team members.</span><br />
<br />
<strong style="color: #222222;">NON-PRODUCTIVE INCIDENTS</strong><br />
<span style="color: #222222;">Revision: 01-2006 Effective: 02-22-2006</span><br />
<span style="color: #222222;">A. Purpose</span><br />
<span style="color: #222222;">A Non-Productive Incident (NPI) is defined as an apprehension that is initiated where no Target merchandise is recovered. This section outlines the steps that must be followed after any NPI.</span><br />
<span style="color: #222222;">B. NPIs Involving an Adult</span><br />
<span style="color: #222222;">The following outlines the steps that must be taken by AP team members after a NPI occurs:</span><br />
<span style="color: #222222;">1. Release the guest - Once it is determined that a guest suspected of shoplifting does not have merchandise, the guest must be released immediately. The AP team member(s) involved shall apologize to the guest for any inconvenience, and allow the guest to leave the store. If the guest requests to speak to a manager, refer the guest to the Leader on Duty (LOD).</span><br />
<span style="color: #222222;">2. Contact the DAPTL to inform that a NPI has occurred in the store.</span><br />
<span style="color: #222222;">3. Document the incident in CIRS as a NPI - Non-Productive Incident.</span><br />
<span style="color: #222222;">4. AP team member(s) involved must write out a chronological list of events identifying:</span><br />
<span style="color: #222222;">a. The five steps of apprehension observed (as applicable).</span><br />
<span style="color: #222222;">b. An attempt to identify where the subject may have discarded the merchandise and, if merchandise can be located, investigate how the AP team member did not observe the discard.</span><br />
<span style="color: #222222;">5. Partner with the ETL-AP/DAPTL and ETL-HR on corrective action.‘</span><br />
<span style="color: #222222;">6. Retain ALL video of the event as outlined in "Documentation Steps"</span><br />
<br />
<span style="color: #222222;">NOTE: Video of NPIs shall be retained with case files for a period of 7 years.</span><br />
<br />
<span style="color: #222222;">C. NPIs Involving a Juvenile</span><br />
<span style="color: #222222;">In cases involving a juvenile, all steps in B. above shall be followed. In addition, AP team members shall use good judgement when releasing a juvenile to ensure they may safely leave the premises (example: not allowing a juvenile to leave the store unescorted if the apprehension took place during daylight hours and it has since become dark). In these cases, the AP team member may choose to contact the juvenile’s parent or another responsible party.</span><br />
<br />
<strong style="color: #222222;">SEARCHES OF PERSONS, PRIVATE RESIDENCES OR MOTOR VEHICLES</strong><br />
<span style="color: #222222;">Revision: 01-2006 Effective: 02-22-2006</span><br />
<span style="color: #222222;">A. Searches of Persons</span><br />
<span style="color: #222222;">1. AP team members are not allowed to conduct physical searches of subjects. Physical searches may only be conducted by law enforcement.</span><br />
<span style="color: #222222;">2. Searches of a subject’s personal possessions (example: purse) for evidence (merchandise) is not allowed unless the subject initiates the search or requests an AP team member to inspect their possessions. CIRS narrative must be documented to indicate subject requested possessions to be searched by AP team member.</span><br />
<span style="color: #222222;">B. Searches of Private Residence or Motor Vehicles</span><br />
<span style="color: #222222;">1. AP team members will NOT participate in a search of a private residence or motor vehicle.</span><br />
<span style="color: #222222;">2. At the request of law enforcement, AP team members may provide assistance in identifying company merchandise.</span><br />
<span style="color: #222222;">a. GAPTL approval is required prior to AP team members assisting in any search assistance as outlined in B. 2. above.</span><br />
<span style="color: #222222;">b. If the assistance criteria listed above is met, the role of the AP team member is to only answer questions and/or verify Target merchandise.</span><br />
<br />
<br />
<strong style="color: #222222;">PURSUIT OF SHOPLIFTERS</strong><br />
<span style="color: #222222;">Revision: 01-2006 Effective: 02-22-2006</span><br />
<span style="color: #222222;">A. Purpose</span><br />
<span style="color: #222222;">Shoplifter apprehensions are to be handled in a professional manner and as discreetly as possible. Safety of guests and team members always comes first.</span><br />
<br />
<span style="color: #222222;">1. Fleeing Shoplifter</span><br />
<span style="color: #222222;">a. If a shoplifter attempts to flee after being confronted, do not give chase in any manner (running, driving, etc.).</span><br />
<span style="color: #222222;">b. Store based AP team members shall not use any vehicle to follow or pursue a subject for any reason.</span><br />
<span style="color: #222222;">c. AP team members shall not encourage, condone, suggest or ask another Target team member or anyone else to chase a fleeing shoplifter.</span><br />
<span style="color: #222222;">2. Documentation</span><br />
<span style="color: #222222;">a. If a shoplifter flees, the AP team member shall document the incident in CIRS as a Known Theft Report using the steps outlined in the Documentation section of this manual.</span><br />
<br />
<br />
<strong style="color: #222222;"><br />LAW ENFORCEMENT REFERRAL GUIDELINES</strong><br />
<span style="color: #222222;">Revision: 01-2006 Effective: 02-22-2006</span><br />
<span style="color: #222222;">A. General Referral Guidelines</span><br />
<span style="color: #222222;">1. The ETL-AP shall be responsible for partnering with local law enforcement / prosecutors office annually to determine the prosecution requirements for their jurisdiction and must have a completed Prosecutor’s Questionnaire on file in the Assets Protection office. The Prosecutor’s Questionnaire shall be updated annually to ensure the most current practices are being followed and a copy of the Questionnaire shall be kept in the local AP Office.</span><br />
<span style="color: #222222;">2. AP shall refer for prosecution all individuals apprehended for retail theft when the value of the merchandise is $20.00 or greater and the case meets local prosecution requirements.</span><br />
<br />
<span style="color: #222222;">NOTE: If a case meets/exceeds the $20.00 referral guideline, but is NOT referred, the reason for non-referral must be included in the CIRS narrative. (Example: Local jurisdiction limits require merchandise in excess of $75.00 in order for prosecution.)</span><br />
<span style="color: #222222;">3. A team member witness, of the same gender of the suspected shoplifter , must be present in the room at all times during the detention.</span><br />
<span style="color: #222222;">B. Juvenile Referral Guidelines</span><br />
<span style="color: #222222;">A juvenile is typically defined as an individual who is under the age of eighteen (18).</span><br />
<br />
<span style="color: #222222;">1. Juveniles apprehended for retail theft shall be referred for prosecution under the same guidelines as adults.</span><br />
<span style="color: #222222;">2. In addition to guidelines listed in A. above, the following referral procedures also apply to juvenile cases:</span><br />
<span style="color: #222222;">a. When a juvenile is referred for prosecution, a parent/guardian or responsible adult party shall be notified of the incident after responding authorities have arrived and taken custody of the juvenile.</span><br />
<span style="color: #222222;">b. AP team members shall make at least two (2) attempts to contact the parent or responsible party. If the juvenile’s parent/guardian cannot be contacted, the juvenile shall be turned over to the police. The CIRS report shall be noted with the time/date of attempted contact, phone number(s) called, and to whom the juvenile was released.</span><br />
<span style="color: #222222;">c. If law enforcement does not respond to requests for assistance, contact your DAPTL for guidance.</span><br />
<span style="color: #222222;">d. Apprehended juveniles shall not be photographed, unless required by local jurisdiction.</span><br />
<br />
<span style="color: #222222;">NOTE: Any juvenile NOT referred to authorities must have a parent/guardian or responsible adult party contacted immediately. If the parent or responsible party cannot be contacted within one half-hour (30 minutes) and after three attempts to reach them, contact law enforcement and release the juvenile to them. Document the number of attempted contacts, contact number and to whom the juvenile was released in the CIRS narrative.</span><br />
<br />
<span style="color: #222222;">C. Team Member Referral Guidelines</span><br />
<span style="color: #222222;">In addition to the General Referral Guidelines listed in A. above, the following guidelines apply to team members apprehended for shoplifting:</span><br />
<span style="color: #222222;">1. AP team members will refer for prosecution and seek restitution for loss from all team members apprehended for committing crimes that involve Target, a Partner Business or Vendor when the case meets local prosecution requirements.</span><br />
<span style="color: #222222;">2. Recommendations to refer for prosecution shall be made by the ETL-AP/APGL. The ETL-AP/APGL will also consult with HR regarding the recommendation to refer for prosecution to determine if there are any mitigating circumstances to be considered regarding the referral.</span><br />
<span style="color: #222222;">3. The DAPTL/Distribution GAPTL must approve the recommendation to refer a team member for prosecution. The DAPTL/Distribution GAPTL approval must be documented in the HR cover letter as follows:</span><br />
<span style="color: #222222;">a. "Approved for referral",</span><br />
<span style="color: #222222;">b. Date DAPTL/Distribution GAPTL approved referral, and</span><br />
<span style="color: #222222;">c. DAPTL’s/Distribution GAPTL’s signature.</span><br />
<br />
<span style="color: #222222;">4. The decision to terminate a team member for shoplifting shall only be made by the appropriate HR team member.</span><br />
<br />
<span style="color: #222222;">NOTE: AP Director / Vice President approval shall be required for situations where Target has filed a police report and later requests to dismiss the criminal charges filed against the team member. Specific details shall be communicated through the GAPTL.</span><br />
<br />
<br />
<strong style="color: #222222;">PHOTOGRAPHING OF APPREHENDED SHOPLIFTERS</strong><br />
<span style="color: #222222;">evision: 01-2006 Effective: 02-22-2006</span><br />
<span style="color: #222222;">A. Photographing Shoplifters</span><br />
<span style="color: #222222;">1. Adult shoplifters - AP shall photograph all adult shoplifters unless prohibited by local statutes or ordinances.</span><br />
<span style="color: #222222;">2. Team Member Shoplifters - AP will not photograph any team member apprehended for shoplifting during working or non-working hours.</span><br />
<span style="color: #222222;">3. Juvenile Shoplifters - AP will not photograph any juveniles apprehended for shoplifting, unless required by local statutes or ordinances.</span><br />
<span style="color: #222222;">B. Photograph Retention</span><br />
<span style="color: #222222;">1. All photographs shall be retained in the case file.</span><br />
<span style="color: #222222;">2. Under no circumstances will any photograph of an apprehended shoplifter be displayed in open view, on any office wall or in any other manner, or removed from Target property for personal use.</span><br />
<br />
<strong style="color: #222222;">TRESPASS NOTICE</strong><br />
<span style="color: #222222;">Revision: 01-2006 Effective: 02-22-2006</span><br />
<span style="color: #222222;">A. Purpose</span><br />
<span style="color: #222222;">Trespass statutes define what constitutes a trespass. State laws generally provide that remaining on private property without permission is trespassing. An individual is usually trespassing when refusing to leave our store/DC after we have asked them to leave, either orally or by trespass notice.</span><br />
<span style="color: #222222;">B. Situations Warranting a Trespass Notice</span><br />
<span style="color: #222222;">Trespass notices require the approval from the ETL-AP/APGTL or higher. The use of a trespass notice is appropriate in the following situations:</span><br />
<span style="color: #222222;">1. When a subject has been apprehended at any Target location on more than one occasion.</span><br />
<span style="color: #222222;">2. When a person apprehended is in possession of a weapon.</span><br />
<span style="color: #222222;">a. Follow procedures outline in Safeness Weapons Directive.</span><br />
<span style="color: #222222;">b. If a weapon is discovered while the subject is detained, the AP team member shall ensure the safety of all team members and guests first, and if possible, remove and secure the weapon and handcuff the subject. The AP team member shall then contact law enforcement to advise of situation involving a weapon.</span><br />
<br />
<span style="color: #222222;">CAUTION: If the subject produces a weapon in a threatening manner at any time, the AP team member(s) shall disengage and allow the subject to exit the store/DC. The AP team member shall attempt to get a description of the sub-ject’s vehicle, so long as doing it does not put anyone in danger, and enter descriptions of both the subject and the subject’s vehicle into the CIRS report.</span><br />
<span style="color: #222222;">3. When the person apprehended has vandalized property or merchandise.</span><br />
<span style="color: #222222;">4. Persons who exhibit lewd or lascivious behavior.</span><br />
<br />
<span style="color: #222222;">NOTE: If the AP team member(s) feel a trespass notice is warranted, but the incident does not meet the criteria listed above, the team member will partner with their DAPTL/Distribution GAPTL for approval prior to issuing the notice.</span><br />
<span style="color: #222222;">C. Issuing a Trespass Notice</span><br />
<span style="color: #222222;">1. Location - A trespass Notice shall apply only to the location where the subject was apprehended or the incident took place.</span><br />
<br />
<span style="color: #222222;">NOTE: A Trespass Notice can be issued for multiple locations with DAPTL/Distribution GAPTL approval. The Trespass Notice must indicate the specific store/DC locations and a specific reason for the multiple locations. The AP team member involved must document the CIRS report to indicate DAPTL/Distribution GAPTL approval and Trespass Notice locations.</span><br />
<span style="color: #222222;">2. All Trespass Notices must contain the following elements:</span><br />
<span style="color: #222222;">a. The date and time the notice was issued.</span><br />
<span style="color: #222222;">b. Name of the person to who the notice is being issued.</span><br />
<span style="color: #222222;">c. District or Region of the Target store/DC issuing the Trespass Notice</span><br />
<span style="color: #222222;">d. The specific store (or stores with DAPTL/Distribution GAPTL approval) from which the subject is being trespassed.</span><br />
<br />
<span style="color: #222222;">NOTE: AP team members are NOT authorized to ban subjects from all Target stores/DCs, or ban subjects for life. All multiple location notices must be approved by the DAPTL/Distribution GAPTL prior to issuing.</span><br />
<br />
<span style="color: #222222;">3. The completed Trespass notice shall be given to the apprehended subject and a copy of the notice retained in the case file.</span><br />
<span style="color: #222222;">4. Document the CIRS report to indicate a Trespass Notice was issued.</span><br />
<br />
<span style="color: #222222;">NOTE: A copy of a blank Trespass Notice can be found on the AP Zone, under the Forms-All tab.</span><br />
<span style="color: #222222;">D. Violation of a Trespass Notice</span><br />
<span style="color: #222222;">If an individual who has been issued a Trespass Notice violates the notice and returns to the store/DC, ask the individual to leave the property. If the individual refuses to leave, contact law enforcement for assistance and document the incident in CIRS.</span><br />
<span style="color: #222222;">E. Team Member Trespass Notices</span><br />
<span style="color: #222222;">In situations that warrant the issuance of a Trespass Notice to a team member or former team member, the following shall apply:</span><br />
<span style="color: #222222;">1. Immediately contact your DAPTL/Distribution GAPTL to inform them of the situation prior to issuing the Trespass Notice.</span><br />
<span style="color: #222222;">2. The DAPTL/Distribution GAPTL will partner with the appropriate Employee Relations / Human Resources contacts at the Regional or Headquarters level</span><br />
<br />
<strong style="color: #222222;">ACCOMPLICES </strong><br />
<span style="color: #222222;">Revision: 01-2006 Effective: 02-22-2006</span><br />
<span style="color: #222222;">A. Shoplifter Accomplices</span><br />
<span style="color: #222222;">1. Target defines a shoplifter accomplice as:</span><br />
<span style="color: #222222;">a. A person who assists another in a crime of retail theft, but is not leaving the store with merchandise.</span><br />
<span style="color: #222222;">b. Someone for whom only some of the five apprehension steps have been observed.</span><br />
<span style="color: #222222;">2. AP team members may detain all active participants in a shoplifting incident only when all five apprehension steps have been observed for each participant.</span><br />
<span style="color: #222222;">3. Since a shoplifter accomplice only participated in some of the five apprehension steps they will not be detained, questioned or referred to authorities for prosecution.</span><br />
<br />
<span style="color: #222222;">NOTE: If local law enforcement takes independent action and makes an apprehension before all five steps are met, the details must be documented in the CIRS report.</span><br />
<span style="color: #222222;">B. Box Stuffing Accomplice</span><br />
<span style="color: #222222;">Box stuffing is defined as "When a person puts merchandise inside a box or in packaging of another product, he/she pays for what product should be in the box, but not the correct merchandise."</span><br />
<br />
<span style="color: #222222;">1. AP team members may apprehend a box stuffing accomplice if:</span><br />
<span style="color: #222222;">a. The accomplice is leaving with merchandise</span><br />
<span style="color: #222222;">AND</span><br />
<span style="color: #222222;">b. The AP team member has no reasonable doubt the accomplice knows the box contains concealed merchandise (example: AP team member witnessed accomplice holding box while second subject stuffed merchandise inside, then accomplice attempted to exit with box.).</span><br />
<span style="color: #222222;">c. The case must be documented in CIRS indicating the steps observed to merit the accomplice apprehension.</span><br />
<br />
<span style="color: #222222;">C. Team Member Accomplice</span><br />
<br />
<span style="color: #222222;">1. Target defines a team member accomplice as an individual who is not a Target team member and participates in an under ringing or passing merchandise with a Target team member. A team member accomplice may be a guest, Partner Business team member or a Vendor team member.</span><br />
<span style="color: #222222;">2. Apprehension - A team member accomplice may be apprehended when probable cause exists to believe the individual is actively participating in the crime, based on the following criteria:</span><br />
<br />
<span style="color: #222222;">a. An AP team member observes the individual select the merchandise and bring it to a cashier lane.</span><br />
<span style="color: #222222;">b. The individual makes the purchase with either a check or cash, thus verifying the individual knew the amount of the purchase.</span><br />
<br />
<span style="color: #222222;">NOTE: Apprehensions of team member accomplices shall not be made on credit card purchases.</span><br />
<span style="color: #222222;">c. The items purchased have been line item voided, zero transactions total or passed outright.</span><br />
<span style="color: #222222;">d. The under ringing or merchandise passing must result in a significant difference in the purchase price to support the inference that the subject and accomplice were knowingly participating in a crime. (Example: Purchasing a DVD player for $2.50 can indicate the guest was participating in an under ringing crime.)</span><br />
<span style="color: #222222;">e. The incident must be captured on conventional or digital CCTV.</span><br />
<br />
<span style="color: #222222;">3. Apprehension Procedures</span><br />
<br />
<span style="color: #222222;">a. Apprehend the individual as they leave the store and process as an external shoplifting case.</span><br />
<span style="color: #222222;">b. Contact law enforcement immediately.</span><br />
<br />
<span style="color: #222222;">NOTE: The subject shall be apprehended only if the AP team member has enough evidence to contact law enforcement immediately and prove that the individual was involved in a crime. Do not wait to contact law enforcement while the team member is being interviewed.</span><br />
<span style="color: #222222;">c. In cash cases refund the purchase with cash.</span><br />
<span style="color: #222222;">d. In check cases, write "VOID" across the front of the check and retain the original check as evidence.</span><br />
<span style="color: #222222;">e. Retain original receipts/refund slips.</span><br />
<br />
<span style="color: #222222;">4. When the case does not meet the procedures listed in 2 & 3 above:</span><br />
<br />
<span style="color: #222222;">a. Approach the individual and identify yourself as a Target team member.</span><br />
<span style="color: #222222;">b. Politely explain to the individual that the purchase was charged at an incorrect amount.</span><br />
<span style="color: #222222;">c. If the purchase was an underring, ask the individual to re-purchase and identical item at the correct price. Obtain the duplicate item(s) for the individual and hold the original item(s) as evidence.</span><br />
<span style="color: #222222;">d. If the individual does not wish to re-purchase the item(s), refund the purchase.</span><br />
<span style="color: #222222;">e. Retain merchandise as evidence or photograph merchandise as jurisdiction allows.</span><br />
<span style="color: #222222;">f. If the individual refuses to cooperate and insists on leaving with the merchandise, allow the individual to do so. Indicate the subject and vehicle description in the CIRS report.</span><br />
<span style="color: #222222;">g. After receiving HR approval, an interview may be conducted with the team member. (See Team Member Interviews)</span><br />
<br />
<span style="color: #222222;">5. Document the case appropriately in CIRS using the steps outlined in the Documentation section.</span><br />
<br />
<strong style="color: #222222;">EVIDENCE </strong><br />
<span style="color: #222222;">Revision: 01-2006 Effective: 02-22-2006</span><br />
<br />
<span style="color: #222222;">A. Purpose</span><br />
<span style="color: #222222;">Any property related to an Assets Protection case, whether Target property, non-Target property or contraband shall be treated as evidence and protected, preserved and documented as outlined in this section.</span><br />
<br />
<span style="color: #222222;">B. Evidence Documentation</span><br />
<span style="color: #222222;">1. Evidence Log - All stores/DCs must maintain an evidence log and the log shall be updated each time a piece of evidence is placed in or removed from the evidence locker. The evidence log shall contain:</span><br />
<span style="color: #222222;">a. Date and time of entry or removal of evidence,</span><br />
<span style="color: #222222;">b. The name of the team member entering or removing the evidence,</span><br />
<span style="color: #222222;">c. The reason for entry/removal of evidence, and</span><br />
<span style="color: #222222;">d. CIRS case number related to the evidence.</span><br />
<br />
<span style="color: #222222;">2. Evidence Locker - Each store shall maintain a designated evidence locker or similar lockable area for evidence retention.</span><br />
<span style="color: #222222;">3. Evidence Tag - An evidence tag must be affixed to all items obtained in the apprehension of a subject. At a minimum all evidence tags must contain:</span><br />
<span style="color: #222222;">a. AP team member’s name and initials,</span><br />
<span style="color: #222222;">b. The CIRS case number, and</span><br />
<span style="color: #222222;">c. Date of apprehension</span><br />
<br />
<span style="color: #222222;">C. Photographing Evidence</span><br />
<span style="color: #222222;">All evidence shall be photographed and the photographs properly labeled as evidence. Merchandise shall only be kept as evidence if local jurisdiction requires, any jurisdictions allow certain forms of evidence to be photographed as a method of preservation. The ETL-AP/APGL shall be responsible for partnering with local law enforcement to understand the local jurisdiction guidelines.</span><br />
<br />
<br />
<span style="color: #222222;">1. When photographing merchandise, follow these steps:</span><br />
<span style="color: #222222;">a. Take a full shot of the item, accurately depicting the color, features and any other identifying aspects of the item.</span><br />
<span style="color: #222222;">b. Take a close up photo(s) of the item depicting the price tag, labels and/or any damage to the item.</span><br />
<span style="color: #222222;">c. Label all photographs with the date, time, name of subject and CIRS case number.</span><br />
<span style="color: #222222;">d. Retain all photographs in the case file.</span><br />
<br />
<span style="color: #222222;">2. After photographing, return the merchandise to the owning department, unless local jurisdiction requires merchandise be held, in which case merchandise shall be stored in evidence locker.</span><br />
<br />
<span style="color: #222222;">D. Company Property</span><br />
<br />
<span style="color: #222222;">All recovered merchandise, any item the subject may have removed from the merchandise and discarded (packaging, price tags, vendor tags, defeated merchandise protection tags, boxes, etc.), company documents (including but not limited to POS receipts, vouchers, gift cards. gift receipts, refund documents, etc.), and recovered cash shall be treated as evidence.</span><br />
<br />
<span style="color: #222222;">1. When logging company property as evidence, the following applies:</span><br />
<span style="color: #222222;">a. Original documents are preferred; if law enforcement requires an original document, make a copy for evidentiary purposes.</span><br />
<span style="color: #222222;">b. If photocopies are used, document the location of the original document in the CIRS report (example: Original receipt retained by Minneapolis Police Officer John Smith).</span><br />
<span style="color: #222222;">c. All company documents shall be initialed and dated by an AP team member (in small writing in the corner of the document).</span><br />
<span style="color: #222222;">d. Record each item of recovered property in the "Evidence" section of the CIRS report.</span><br />
<span style="color: #222222;">e. Complete an evidence tag for any item retained by law enforcement or Assets Protection and affix to piece of evidence.</span><br />
<span style="color: #222222;">f. Log all items on the Evidence Log.</span><br />
<br />
<span style="color: #222222;">E. Non-Company Property</span><br />
<span style="color: #222222;">All Non-Company Property (evidence) recovered from a subject shall be recorded in the same manner as Company Property using the steps listed in D. above.</span><br />
<br />
<span style="color: #222222;">F. Contraband</span><br />
<span style="color: #222222;">Contraband is defined as items or goods that are illegal to possess, such as weapons, narcotics, drug paraphernalia, etc.</span><br />
<span style="color: #222222;">1. All contraband discovered by AP team members shall be recorded in the "Evidence" section of the CIRS report, marked with an Evidence Tag and turned over to law enforcement.</span><br />
<span style="color: #222222;">2. AP team members are forbidden from retaining/possessing contraband.</span><br />
<br />
<span style="color: #222222;">G. Preserving Evidence</span><br />
<span style="color: #222222;">Following an apprehension, preserve all evidence in the following manner:</span><br />
<span style="color: #222222;">1. Affix an Evidence Tag to all merchandise, non-company property and contraband recovered during the apprehension.</span><br />
<span style="color: #222222;">2. Prior to turning over any evidence to law enforcement, ensure the evidence is properly tagged and that a law enforcement officer signs for each item using their name, initials and date on the Evidence Log.</span><br />
<span style="color: #222222;">3. Store all physical evidence (merchandise, company documents, tags, etc.) in a bag or container and seal the bag/container to protect the item(s) from tampering.</span><br />
<span style="color: #222222;">4. Attach the evidence property tag to the sealed container.</span><br />
<span style="color: #222222;">5. If AP will be retaining the evidence, place the sealed bag or container in the evidence locker or similar lockable area in the AP office.</span><br />
<br />
<strong style="color: #222222;">AP INCIDENT DOCUMENTATION</strong><br />
<span style="color: #222222;">Revision: 01-2006 Effective: 02-22-2006</span><br />
<span style="color: #222222;">A. Purpose</span><br />
<span style="color: #222222;">All incidents must be properly documented by an AP team member in the Common Incident Reporting System (CIRS). All on-going investigations shall be documented in the Common Investigations Management System (CIMS); when the investigation escalates into an incident, the case information shall be moved to the CIRS system.</span><br />
<br />
<span style="color: #222222;">A case file shall also be completed for each incident and copies of the case file shall be retained in the store/DC for a period of seven (7) years and a copy of all Internal casesshall be given to the ETL-HR.</span><br />
<span style="color: #222222;">B. CIRS/CIMS Documentation</span><br />
<span style="color: #222222;">1. CIRS and CIMS files are considered part of the investigative process and may be subject to subpoena and disclosure if a case goes to trial. Cases shall be documented in a complete and professional manner.</span><br />
<br />
<span style="color: #222222;">2. Narrative - The case narrative shall be written in a clear concise format and shall include at minimum the following:</span><br />
<span style="color: #222222;">a. Five steps of apprehension - Provide a detailed, chronological order of each of the five steps, and where and when they took place. If a step is missed, and a Productive Merchandise Recovery (PMR) takes place, identify the missing step(s) and reason in the narrative. (Example - PMR conducted because APS lost sight of subject on sales floor and was unable to maintain surveillance.)</span><br />
<span style="color: #222222;">b. Detailed description of why subject was observed. (Example: "Subject entered building wearing a large winter coat and the temperature outside was 89oF," not "Suspicious suspect entered the building".)</span><br />
<span style="color: #222222;">c. Names of team member(s) involved - List the names of all team members and their roles within the apprehension.</span><br />
<span style="color: #222222;">d. Law Enforcement - If law enforcement is involved in an apprehension or if the subject is referred to law enforcement detail the role law enforcement played in the stop. Also, note this information in the law enforcement section of the CIRS report.</span><br />
<br />
<span style="color: #222222;">NOTE: Narrative shall be noted if law enforcement decides to make the apprehension, such as when AP has not observed all five steps of apprehension. In these cases AP team members may assist law enforcement.</span><br />
<span style="color: #222222;">e. Weapons - Indicate if a weapon is present at any time during any incident. Also indicate if the weapon was used during the incident (i.e. Razor blade used to cut open DVD package).</span><br />
<span style="color: #222222;">f. Handcuffs - If a subject is handcuffed, indicate who handcuffed the subject and why the handcuffs were applied (reference Handcuff Directive).</span><br />
<span style="color: #222222;">g. Detailed description of apprehension location - Specifically identify the location where the apprehension took place, (E.g. "Green Main Exit" not "Exit").</span><br />
<span style="color: #222222;">h. Surveillance of the incident - Note whether CCTV, physical surveillance or both were used to observe the incident.</span><br />
<span style="color: #222222;">i. Other cases/information - Reference other CIRS/CIMS cases that led to initial observation of the subject or supporting evidence to the apprehension. Also, if AP team member was tipped by another team member or guest, and witness statements gathered after apprehension.</span><br />
<br />
<span style="color: #222222;">3. Narratives are to be treated as evidence and shall NOT contain the following::</span><br />
<span style="color: #222222;">a. Subject description (race, gender, sex, age, etc.) - The CIRS report has a section that asks for subject description and any information shall be documented here. The narrative shall NOT contain this information; it shall contain only the facts leading up to the apprehension/incident.</span><br />
<span style="color: #222222;">b. Slang terms, jargon or acronyms - Narratives may be used as evidence during criminal/civil cases. Therefore, all jargon and slang terms shall be avoided and all acronyms spelled out (i.e. Assets Protection Booking Room instead of AP Booking Room).</span><br />
<span style="color: #222222;">c. Generalizations- The narrative is a factual description of what took place, and shall not contain any opinions of the team members, generalizations about the subject or assumptions of what they may have done or intended to do.</span><br />
<span style="color: #222222;">d. Multiple cases/incidents - An individual CIRS case must be completed for each incident; cases occurring on the same shift are not to be grouped together into a single incident.</span><br />
<span style="color: #222222;">C. Case File -</span><br />
<span style="color: #222222;">A case file must be created for all apprehensions/incidents within a store/DC. The AP team member involved shall be responsible for ensuring all evidence is collected and filed properly. At a minimum the case file must contain the following:</span><br />
<br />
<span style="color: #222222;">1. A copy of the CIRS narrative and any other related CIRS/CIMS cases.</span><br />
<span style="color: #222222;">2. Photos - Any photos taken of the subject/evidence shall be kept with the case file. Photos must be labeled with the case number and date.</span><br />
<span style="color: #222222;">3. Video - Copies of video relating to AP cases/apprehension shall be retained for a period of 7 years.</span><br />
<span style="color: #222222;">a. Video shall include observation of the five apprehension steps.</span><br />
<br />
<span style="color: #222222;">NOTE: If a step is not captured on video, the CIRS report must be updated indicating why the particular step was missed. (Example: Limited camera coverage in automotive section did not allow for constant video surveillance.)</span><br />
<span style="color: #222222;">b. Video shall be transferred to a VHS or DVD/CD and properly labeled with the date and case number.</span><br />
<span style="color: #222222;">c. All other video shall be retained for a minimum of 30 days.</span><br />
<br />
<span style="color: #222222;">NOTE: Video must be retained for all AP incidents/apprehensions and kept with the case files for a period of seven (7) years. All other video shall be retained for a minimum of 30 days unless otherwise noted.</span><br />
<br />
<span style="color: #222222;">NOTE: If video is copied to a VCR tape, ensure the tab has been removed to prevent over-taping.</span><br />
<br />
<span style="color: #222222;">NOTE: If law enforcement requests a copy of the videotape, make a copy and retain the original. Original recordings shall be provided to law enforcement upon the receipt of a subpoena; in such cases ensure the store/DC retains a copy prior to turning over the original. If law enforcement insists on taking custody of the original without a subpoena, provide the original but ensure a copy is retained. Ensure your DAPTL/Distribution GAPTL is notified any time law enforcement requires a copy of evidence.</span><br />
<br />
<br />
<span style="color: #222222;">4. Witness statements - All team members involved shall be required to give a witness statement of the incident and these statements shall be retained in the case file. Any other statements gathered by AP team members shall be properly labeled (case number and date) and filed in the case file.</span><br />
<span style="color: #222222;">5. A copy of the Trespass Notice (if applicable).</span><br />
<br />
<span style="color: #222222;">NOTE: In the event of a serious incident (assaults with serious injury, death, sexual assaults, armed robbery) or any other incident receiving media attention, the ETL-AP/APGL shall partner with the DAPTL/Distribution GAPTL for further guidance regarding the scope of additional evidence to be retained in the case file.</span><br />
<br />
<strong style="color: #222222;">AUTHORITY TO APPROVE CIRS CASES</strong><br />
<span style="color: #222222;">Revision: 01-2006 Effective: 02-22-2006</span><br />
<span style="color: #222222;">A. Purpose</span><br />
<span style="color: #222222;">This section outlines the authority and requirements for CIRS case approval.</span><br />
<span style="color: #222222;">B. Approval</span><br />
<span style="color: #222222;">1. AP team members are not permitted to approve cases they have initiated and entered into the CIRS reporting system.</span><br />
<span style="color: #222222;">2. All cases shall be approved by the next level AP supervisor (or higher).</span><br />
<span style="color: #222222;">3. Prior to CIRS case approval, the approver shall review the case for:</span><br />
<span style="color: #222222;">a. Complete and accurate narrative, including details of the case outlining the five apprehension steps, a chronological sequence of events from subject entering store/DC to apprehension/exit, proper spelling and limited use of acronyms.</span><br />
<span style="color: #222222;">b. Proper documentation of the case, including team members involved, law enforcement involvement, any weapons used/found, whether a subject was handcuffed, location where the incident took place, date and time of incident, etc.</span><br />
<span style="color: #222222;">c. Directive compliance.</span><br />
<span style="color: #222222;">d. Complete case file including any photos, witness statements, accompanying video, etc.</span><br />
<span style="color: #222222;">e. Ensure the case is properly coded.</span><br />
<br />
<span style="color: #222222;">NOTE: Cases not meeting above minimum standards shall be sent back for re-work. The supervisor shall work with AP team member initiating the case to ensure complete and accurate details and coach team member on deficient case details.</span><br />
<span style="color: #222222;">4. Supervisors shall review cases for approval on a daily basis.</span><br />
<span style="color: #222222;">5. Cases shall be approved or returned for re-work within 48 hours of submission.</span><br />
<br />
<span style="color: #222222;">NOTE: Details used in CIRS are considered evidence and may be called upon if a case is brought to trial. It is vital that team members complete the narrative in a timely fashion with the facts of the case. The report is designed to capture the sequence of events and must be a factual list of events. Team members must refrain from adding opinions or assumptions when documenting the case.</span><br />
<br />
<strong style="color: #222222;">TICKET FRAUD</strong><br />
<span style="color: #222222;">Revision: 01-2006 Effective: 02-22-2006</span><br />
<span style="color: #222222;">A. Purpose</span><br />
<span style="color: #222222;">Ticket Fraud is defined as "Changing the price on merchandise with the intent of purchasing the merchandise at a reduced price."</span><br />
<span style="color: #222222;">B. Ticket Fraud Apprehension</span><br />
<span style="color: #222222;">1. An Apprehension shall only be permitted when ALL of the following criteria have been met:</span><br />
<span style="color: #222222;">a. Written confirmation has been received that your local jurisdiction will prosecute Ticket Fraud referrals and this confirmation is on file in the store and with the DAPTL.</span><br />
<span style="color: #222222;">b. The person or group involved has known theft or Ticket Fraud activity and the known activity is documented in a CIRS narrative.</span><br />
<span style="color: #222222;">c. The AP team member has pre-approval to make the Ticket Fraud apprehension from their GAPTL, DAPTL or Investigations Team Leader.</span><br />
<span style="color: #222222;">d. All elements of the Ticket Fraud have been observed:</span><br />
<span style="color: #222222;">1. Selection of the item. 2. Placement of the new ticket on the item.</span><br />
<span style="color: #222222;">3. Purchase of the item at the incorrect price.</span><br />
<span style="color: #222222;">e. If selection, removal and placement have been observed, but an apprehension cannot be made due to other criteria not being met:</span><br />
<br />
<span style="color: #222222;">1. Handle the incident by asking the cashier to request that the price be</span><br />
<span style="color: #222222;">checked. The cashier can then inform the guest of the correct price. 2. Partner with your DAPTL or Investigations Team Leader.</span><br />
<span style="color: #222222;">3. Gather all evidence and document the incident in CIRS using the "Ticket</span><br />
<span style="color: #222222;">Fraud" classification.</span><br />
<br />
<strong style="color: #222222;">FOOD CONSUMPTION / FOOD PASSING INVESTIGATIONS</strong><br />
<span style="color: #222222;">Revision: 01-2006 Effective: 02-22-2006</span><br />
<span style="color: #222222;">A. Purpose</span><br />
<span style="color: #222222;">This Directive applies to all areas of food sales (Food Avenue, Starbucks, etc.) as well as any other food items available for sale in Target stores. It also applies to single or multiple incidents of food consumption or passing.</span><br />
<span style="color: #222222;">B. Handling</span><br />
<span style="color: #222222;">1. Incidents of team member food consumption and food passing shall be treated as a policy violation and referred to Human Resources for further handling. AP will NOT conduct an interview or refer for prosecution these types of incidents, however they may assist HR by providing information and supporting documentation.</span><br />
<span style="color: #222222;">2. Investigations that reveal cash theft or theft in bulk (example: a case of pop) shall be handled by AP as a theft (internal or external). AP must observe the five steps prior to apprehension.</span><br />
<br />
<strong style="color: #222222;">TEAM MEMBER DISCOUNT VIOLATION INVESTIGATIONS</strong><br />
<span style="color: #222222;">Revision: 01-2006 Effective: 02-22-2006</span><br />
<span style="color: #222222;">A. Purpose</span><br />
<span style="color: #222222;">This Directive outlines the procedures for an investigation of a team member suspected of a violating Target’s Team Member Discount policy.</span><br />
<span style="color: #222222;">B. Investigation/Apprehension Steps</span><br />
<span style="color: #222222;">1. AP shall notify HR as soon as they become aware of a discount policy violation.</span><br />
<span style="color: #222222;">2. AP shall conduct an investigation to establish the scope of the team member’s violation.</span><br />
<span style="color: #222222;">3. If the investigation reveals other possible dishonest activity, AP shall open a team member investigation and document the investigation in CIMS.</span><br />
<span style="color: #222222;">4. If no additional information of other possible dishonest activity exists, the case shall be immediately forwarded to HR or higher level of management for handling.</span><br />
<br />
<strong style="color: #222222;">TEAM MEMBER INTERVIEWS</strong><br />
<span style="color: #222222;">Revision: 01-2006 Effective: 02-22-2006</span><br />
<span style="color: #222222;">A. Purpose</span><br />
<span style="color: #222222;">Team member interviews shall be conducted as a part of an internal investigation. Only AP team members who have successfully completed Target’s Assets Protection Internal Interview Certification are authorized to conduct team member interviews.</span><br />
<br />
<span style="color: #222222;">NOTE: An AP team member who has successfully completed Internal Interviewing Training and is in the process of becoming certified, may conduct a team member interview in the presence of another trained/certified AP team member.</span><br />
<span style="color: #222222;">B. Conducting a Team Member Interview</span><br />
<span style="color: #222222;">1. Prior to conducting any team member interview, supervisor approval is required.</span><br />
<span style="color: #222222;">2. Prior to conducting a team member interview, the AP team member shall partner with:</span><br />
<span style="color: #222222;">a. The appropriate HR Partner or STL.</span><br />
<span style="color: #222222;">b. The next level AP team member.</span><br />
<br />
<span style="color: #222222;">NOTE: If the HR or STL/DC Team Leader disagrees with the decision to interview the team member for dishonesty, the AP team member shall meet with the HR and/or STL/DC Team Leader to discuss their concerns. If a mutual agreement cannot be reached, the AP and H. R. team members shall contact the DAPTL/Distribution GAPTL and Human Resources Representative (HRR). Together the DAPTL/Distribution GAPTL and HRR shall make the final decision as to whether or not the team member will be interviewed.</span><br />
<span style="color: #222222;">c. The AP team member shall present a written summary of the investigation findings (HR Cover Letter) to the HR or STL/DC Team Leader.</span><br />
<span style="color: #222222;">3. Team member interviews are to be conducted in accordance with all Target internal interviewing procedures.</span><br />
<span style="color: #222222;">4. Before conducting an interview of a team member there must be evidence that the team member has participated in a dishonest activity. Team member interviews shall NOT be made solely on the basis of an implication by another team member. There must be corroborating evidence in addition to any implication and the evidence shall be presented in the written summary of the investigations findings (HR Cover Letter). Some examples of "Other" evidence:</span><br />
<span style="color: #222222;">a. Digital or standard CCTV video</span><br />
<span style="color: #222222;">b. Merchandise/hand tags</span><br />
<span style="color: #222222;">c. Product wrapping</span><br />
<span style="color: #222222;">d. System reports</span><br />
<br />
<br />
<strong style="color: #222222;">TIME AND ATTENDANCE VIOLATION INVESTIGATIONS</strong><br />
<span style="color: #222222;">Revision: 01-2006 Effective: 02-22-2006</span><br />
<span style="color: #222222;">A. Purpose</span><br />
<span style="color: #222222;">If an AP team member becomes aware of any time card/attendance policy violations they shall handle as follows:</span><br />
<span style="color: #222222;">1. Immediately forward all information regarding the violation the ETL-HR/Distribution HRM/HRR.</span><br />
<span style="color: #222222;">2. Do not conduct an independent investigation into the suspected time card/attendance violation.</span><br />
<span style="color: #222222;">3. If an AP team member is requested to support a time card/attendance investigation, contact the DAPTL/Distribution GAPTL or next level AP supervisor for approval.</span><br />
<span style="color: #222222;">4. If the time card/attendance violation involves an AP team member, inform the ETL-HR/Distribution HRM/HRR and contact your DATPL/Distribution GAPTL for guidance.</span><br />
<br />
<br />
<br />
<strong style="color: #222222;">EXECUTIVE INVESTIGATIONS / INTERVIEWS</strong><br />
<span style="color: #222222;">Revision: 01-2006 Effective: 02-22-2006</span><br />
<span style="color: #222222;">A. Investigations</span><br />
<span style="color: #222222;">1. AP team members who have knowledge or suspicion of a Target executive violating a company policy shall notify their next level AP supervisor.</span><br />
<span style="color: #222222;">2. The supervisor shall make the determination whether to investigate the executive and who shall be responsible for the investigation.</span><br />
<span style="color: #222222;">B. Interviews</span><br />
<br />
<span style="color: #222222;">1. Once the supervisor makes the decision to interview an executive, the interview shall be conducted by one of the following:</span><br />
<span style="color: #222222;">a. DAPTL, ITL or Distribution GAPTL</span><br />
<span style="color: #222222;">b. GAPTL,</span><br />
<span style="color: #222222;">c. Director of Assets Protection, or</span><br />
<span style="color: #222222;">d. Vice President of Assets Protection.</span><br />
<br />
<span style="color: #222222;">2. Prior to engaging in an interview, the interviewer must have prior approval from the GAPTL or Director/Vice President of Assets Protection and the ETL-HR/Distribution HRM/HRR.</span><br />
<br />
<br />
<strong style="color: #222222;">UNDERCOVER INVESTIGATIONS</strong><br />
<span style="color: #222222;">Revision: 01-2006 Effective: 02-22-2006</span><br />
<span style="color: #222222;">A. Definition</span><br />
<span style="color: #222222;">An undercover investigation is defined as "Placing a contract individual, law enforcement officer or team member into a non-AP store/DC position on multiple occasions for the purpose of uncovering serious security or policy violations."</span><br />
<span style="color: #222222;">B. Approval</span><br />
<span style="color: #222222;">The Director/Vice President of Assets Protection must approve any investigation where Assets Protection proposes using an undercover investigator. This applies to any store/DC-based undercover investigation.</span><br />
<br />
<span style="color: #222222;">NOTE: Utilizing AP team member from another Target location to assist store AP related surveillance is not considered to be an undercover investigation. (Example: An ETL-AP/APGL covering vacation at an alternate location for another ETL-AP/APGL.)</span><br />
<br />
<strong style="color: #222222;">PHARMACY INVESTIGATIONS</strong><br />
<span style="color: #222222;">Revision: 01-2006 Effective: 02-22-2006</span><br />
<span style="color: #222222;">A. Purpose</span><br />
<span style="color: #222222;">This Directive outlines AP policies for handling Pharmacy Investigations.</span><br />
<span style="color: #222222;">B. Investigations</span><br />
<span style="color: #222222;">1. Any proposed investigation of a Pharmacist or Pharmacy team member shall be immediately communicate to the DAPTL.</span><br />
<span style="color: #222222;">2. The DAPTL shall then discuss the investigation with the Pharmacy Supervisor, GAPTL and ETL-HR prior to any action.</span><br />
<span style="color: #222222;">C. Fraudulent Prescriptions</span><br />
<span style="color: #222222;">1. AP team members shall not make any apprehensions on fraudulent prescription cases.</span><br />
<span style="color: #222222;">2. If requested, AP team members shall support fraudulent prescription cases by gathering evidence for law enforcement (such as video footage, subject or vehicle descriptions, etc.).</span><br />
<span style="color: #222222;">3. AP team members shall become involved in fraudulent prescription cases if physical danger is imminent to team members or guests.</span><br />
<span style="color: #222222;">4. Pharmacists shall notify local law enforcement and professional boards as required.</span><br />
<span style="color: #222222;">D. Pharmacy Keys</span><br />
<span style="color: #222222;">1. Pharmacies are operated under a separate keying system. The Pharmacy shall not be opened by anyone other than a registered Pharmacist under any circumstances.</span><br />
<br />
<strong style="color: #222222;">GUEST SERVICE ISSUES / GUEST INCIDENT</strong><br />
<span style="color: #222222;">Revision: 01-2006 Effective: 02-22-2006</span><br />
<span style="color: #222222;">A. Purpose</span><br />
<span style="color: #222222;">This section addresses the proper handling of Guest Service Issues and Guest Incident filed at the store level.</span><br />
<span style="color: #222222;">B. Guest Issues Involving AP Team Members</span><br />
<span style="color: #222222;">1. The ETL-AP shall contact the DAPTL and STL upon notification of any guest issues involving another AP team member.</span><br />
<span style="color: #222222;">2. The DAPTL and STL shall determine whether the situation is a Guest Service Issue or a Guest Incident.</span><br />
<span style="color: #222222;">C. Guest Service Issues</span><br />
<span style="color: #222222;">1. A matter shall be treated as a Guest Service Issue if all of the following apply:</span><br />
<span style="color: #222222;">a. The guest complaint relates to the manner in which the guest was treated in the store, such as a NPI or receipt check, and does not involve any claim of bodily injury of property damage,</span><br />
<span style="color: #222222;">b. The guest is not represented by an attorney and</span><br />
<span style="color: #222222;">c. The matter can be resolved with a guest service payment of $200.00 or less in gift certificates, gift cards or a check.</span><br />
<br />
<span style="color: #222222;">2. If the matter does not meet all three (3) of the criteria listed above, it must be referred to the Guest Reporting Center to be handled as a Guest Incident.</span><br />
<br />
<span style="color: #222222;">NOTE: If there is any doubt about the matter meeting any of the Guest Service criteria, contact the Guest Service Reporting Center.</span><br />
<span style="color: #222222;">D. Handling a Guest Service Issue</span><br />
<span style="color: #222222;">1. The DAPTL shall handle a Guest Service Issue as follows:</span><br />
<span style="color: #222222;">a. Partner with the Guest Reporting Center and the STL.</span><br />
<span style="color: #222222;">b. Once contacted by the guest, investigate by reviewing any CIRS reports, case files, video, witness statements, etc. regarding the particular incident.</span><br />
<span style="color: #222222;">c. Contact the guest and attempt to resolve the issue.</span><br />
<span style="color: #222222;">d. Document all actions taken and communications with all parties.</span><br />
<span style="color: #222222;">e. Determine the best method to resolve the guest service issue: written apology, guest service payment ($200.00 or less) or an understanding that Target is not at fault.</span><br />
<span style="color: #222222;">f. If the matter can be resolved as a guest service issue, contact the GAPTL and present the case.</span><br />
<span style="color: #222222;">g. When a resolution has been reached, notify the Store Team Leader (STL) and District Team Leader (DTL) of the situation and resolution type and amount (if applicable).</span><br />
<br />
<span style="color: #222222;">NOTE: Guest Service payments must be charged to the store or district account, as directed by the DAPTL.</span><br />
<span style="color: #222222;">h. If the matter is resolved on a guest service basis, no written release from the guest is necessary.</span><br />
<span style="color: #222222;">i. Document all details of the case in CIRS including any type of settlement.</span><br />
<br />
<span style="color: #222222;">2. If after discussion with the guest it does not appear the matter can be resolved as a Guest Service Issue, report the matter as a Guest Incident and contact the Guest Reporting Center.</span><br />
<span style="color: #222222;">E. Guest Incidents</span><br />
<br />
<span style="color: #222222;">1. Any matter that does not meet the three (3) criteria for a Guest Service Issue (listed in C. 1. above) must be reported to the Guest Reporting Center as a Guest Incident.</span><br />
<span style="color: #222222;">NOTE: A claim is reported using the same procedures for reporting a Guest Accident.</span><br />
<span style="color: #222222;">2. The DAPTL shall discuss all Claims with their GAPTL and the STL.</span><br />
<br />
<span style="color: #222222;">=========================================</span><br />
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================================================================<br />
<br />
<b>12/25/12</b><br />
<b><br /></b>
<a href="http://targetfiling.blogspot.com/2012/12/blog-post.html"><b><u><span style="color: red; font-size: large;">Highest and Lowest Paid Employees</span></u></b><u></u></a><b><span style="font-size: large;"> </span></b><br />
<b><span style="font-size: large;">
</span></b>
<span style="font-size: large;"></span><br />
<span style="color: blue;"><span style="font-size: large;"><b><u>TARGET</u></b><u></u></span></span><br />
<span style="font-size: large;"></span><br />
<span style="font-size: large;"><b>CEO Gregg Steinhafel's total compensation: </b>$19.7 million.</span><br />
<span style="font-size: large;"><b>Sales floor team member: </b>$8.29 an hour.</span><br />
<span style="font-size: large;"></span><br />
<span style="font-size: large;"><b>How long a crew member would have to work to make CEO annual pay:</b> 2.4 million hours or 1,143 years.</span><br />
<span style="font-size: large;"></span><br />
<span style="font-size: large;"><strong><span style="color: blue;">
<u><span style="background-color: #f3f3f3;">WALMART</span></u></span></strong>
</span><br />
<span style="font-size: large;"><b>CEO Michael Duke's total compensation: </b>$18.1 million.</span><br />
<span style="font-size: large;"><b>Average sales associate salary:</b> $8.84 an hour. </span><br />
<span style="font-size: large;"></span><br />
<span style="font-size: large;"><b>How long a crew member would have to work to make CEO annual pay:</b> 2.1 million hours or 986 years.</span><br />
<span style="font-size: large;"></span><br />
<u><span style="color: blue; font-size: large;"><strong>BEST BUY</strong></span></u><br />
<span style="font-size: large;"></span><br />
<span style="font-size: large;"><b>CEO Brian Dunn's total compensation:</b> $7.1 million.</span><br />
<span style="font-size: large;"><b>Average sales associate salary: </b>$9.73 an hour. </span><br />
<span style="font-size: large;"></span><br />
<span style="font-size: large;"><b>How long a crew member would have to work to make CEO annual pay:</b> 730,000 hours or 350 years.</span><br />
<span style="font-size: large;"><br /></span>
=====================================================================<br />
<br />
<span style="color: blue; font-size: x-large;"><b><u> If you want more info on Target: </u></b></span><br />
<br />
<span style="color: black; font-family: "trebuchet ms" , sans-serif; font-size: large;"><u>take a look at some of these sites:</u></span><br />
<br />
<a href="http://targetfiling.blogspot.com/"><span style="color: blue; font-size: large;"><strong>http://targetfiling.blogspot.com/</strong></span></a><br />
<a href="http://targetccguidelines.blogspot.com/"><span style="color: blue; font-size: large;"><strong>http://targetccguidelines.blogspot.com/</strong></span></a><br />
<a href="http://beckfordvtarget.blogspot.com/"><span style="color: blue; font-size: large;"><strong>http://beckfordvtarget.blogspot.com/</strong></span></a><br />
<a href="http://targetguidelines.blogspot.com/"><span style="color: blue; font-size: large;"><strong>http://targetguidelines.blogspot.com/</strong></span></a><br />
<a href="http://targetapdirectives2006.blogspot.com/"><span style="color: blue; font-size: large;"><strong>http://targetapdirectives2006.blogspot.com/</strong></span></a><br />
<br />
<div class="separator" style="clear: both; text-align: center;">
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==============================</div>
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<b><u><span style="color: red; font-family: "verdana" , sans-serif; font-size: large;">THIS BLOG CONTINUES</span></u></b></div>
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<b>to view additional posts </b><b>click on the direct </b></div>
<div style="text-align: right;">
<b>link below </b><b>for </b><span style="color: blue;"><b>OLDER POSTS</b></span></div>
Concerned Consumerhttp://www.blogger.com/profile/07277351883239747075noreply@blogger.com2tag:blogger.com,1999:blog-5563580582473939625.post-85254468496181123172012-01-16T16:55:00.000-08:002015-01-16T16:58:09.242-08:00Anyone Remember this case?<table cellpadding="0" cellspacing="0" style="border-collapse: collapse; color: #383530; font-family: Georgia, 'Times New Roman', Times, serif; font-size: 12px; text-align: start; width: 100%px;"><tbody style="border: none;">
<tr valign="top"><td width="550"><h1 style="margin: 0px 0px 9pt; padding: 0px;">
<span style="color: red; font-size: large;">Target Corp. v. Doe</span></h1>
<div class="block block-block" id="block-block-24" style="margin-bottom: 8px;">
<div class="content">
<i><span style="font-size: small;"><b>NOTE:</b> The information and commentary contained in this database entry are based on court filings and other informational sources that may contain unproven allegations made by the parties. The truthfulness and accuracy of such information is likely to be in dispute. Information contained in this entry is current as of the last event mentioned in the "Description" section below; additional proceedings might have taken place in this matter since this event.</span></i></div>
</div>
<div class="node ntype-legal-threat" id="node-2533">
<span class="submitted">Posted June 19th, 2009 by <a href="http://www.dmlp.org/user/104" style="color: #8e181c;" title="View user profile."> Staff</a></span><br />
<div class="content">
<fieldset style="margin-bottom: 1em; margin-top: 1em; padding: 0.5em;">
<legend style="color: #8e181c; font-size: 1.3em; font-weight: bold;">Summary</legend><br />
<table border="0" cellpadding="0" cellspacing="0" class="lt-table" style="border-collapse: collapse; margin-top: 0.5em; width: 100%px;"><tbody style="border: none;">
<tr><td style="padding-bottom: 0.5em;" width="50%"><span class="label" style="font-weight: bold;">Threat Type:</span> Lawsuit</td><td style="padding-bottom: 0.5em;" width="50%"><span class="label" style="font-weight: bold;">Date:</span> <span class="date-display-single">09/05/2006</span></td></tr>
<tr><td style="padding-bottom: 0.5em;"><span class="label" style="font-weight: bold;">Status:</span> Concluded</td><td style="padding-bottom: 0.5em;"><span class="label" style="font-weight: bold;">Location:</span> Georgia</td></tr>
<tr><td style="padding-bottom: 0.5em;"><span class="label" style="font-weight: bold;">Disposition:</span> Dismissed (total)</td><td style="padding-bottom: 0.5em;"><span class="label" style="font-weight: bold;">Verdict/Settlement Amount:</span> n/a</td></tr>
<tr><td colspan="2" style="padding-bottom: 0.5em;"><span class="label" style="font-weight: bold;">Legal Claims:</span> Copyright Infringement; Trade Secrets</td></tr>
<tr><td colspan="2" style="padding: 1em 0px 0px;">Target Corporation, a chain retailer, filed a lawsuit against an initially unknown Internet user with the handle “Target Sucks” for copyright infringement and misappropriation of trade secrets for allegedly posting information on various retail-employee forums and blogs. Target identified the user as<span style="white-space: nowrap;"> John Doe.</span></td></tr>
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<fieldset style="margin-bottom: 1em; margin-top: 1em; padding: 0.5em;">
<legend style="color: #8e181c; font-size: 1.3em; font-weight: bold;">Parties</legend><br />
<table border="0" cellpadding="0" cellspacing="0" class="lt-table" style="border-collapse: collapse; margin-top: 0.5em; width: 100%px;"><tbody style="border: none;">
<tr><td style="padding-bottom: 0.5em;" valign="top" width="50%"><span class="label" style="font-weight: bold;">Party Issuing Legal Threat:</span></td><td style="padding-bottom: 0.5em;" valign="top" width="50%"><span class="label" style="font-weight: bold;">Party Receiving Legal Threat:</span></td></tr>
<tr><td class="indent" style="padding-bottom: 0.5em; padding-left: 1em; padding-right: 1em;" valign="top">Target Corporaton</td><td class="indent" style="padding-bottom: 0.5em; padding-left: 1em; padding-right: 1em;" valign="top">John Doe</td></tr>
<tr><td style="padding-bottom: 0.5em;" valign="top"><span class="label" style="font-weight: bold;">Type of Party:</span></td><td style="padding-bottom: 0.5em;" valign="top"><span class="label" style="font-weight: bold;">Type of Party:</span></td></tr>
<tr><td class="indent" style="padding-bottom: 0.5em; padding-left: 1em; padding-right: 1em;" valign="top">Large Organization</td><td class="indent" style="padding-bottom: 0.5em; padding-left: 1em; padding-right: 1em;" valign="top">Individual</td></tr>
<tr><td style="padding-bottom: 0.5em;" valign="top"><span class="label" style="font-weight: bold;">Location of Party:</span></td><td style="padding-bottom: 0.5em;" valign="top"><span class="label" style="font-weight: bold;">Location of Party:</span></td></tr>
<tr><td class="indent" style="padding-bottom: 0.5em; padding-left: 1em; padding-right: 1em;" valign="top">Minnesota</td><td class="indent" style="padding-bottom: 0.5em; padding-left: 1em; padding-right: 1em;" valign="top">Georgia</td></tr>
<tr><td style="padding-bottom: 0.5em;" valign="top"><span class="label" style="font-weight: bold;">Legal Counsel:</span></td><td style="padding-bottom: 0.5em;" valign="top"><span class="label" style="font-weight: bold;">Legal Counsel:</span></td></tr>
<tr><td class="indent" style="padding-bottom: 0.5em; padding-left: 1em; padding-right: 1em;" valign="top">Jennifer C. Adair - Duncan & Mangiafico, PC; Dara D. Mann and Kerry L. Bundy - Faegre & Benson</td><td class="indent" style="padding-bottom: 0.5em; padding-left: 1em; padding-right: 1em;" valign="top"></td></tr>
</tbody></table>
</fieldset>
<fieldset id="description" style="margin-bottom: 1em; margin-top: 1em; padding: 0.5em;">
<legend style="color: #8e181c; font-size: 1.3em; font-weight: bold;">Description</legend><br />
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<span style="font-size: small;">Target <a class="glossary-term" href="http://www.dmlp.org/glossary/8/letterc#term200" style="color: #8e181c; cursor: help;"><abbr title="An organization formed with the approval of a state governmental entity to act as an artificial person to carry on business or other activities. ">Corporation</abbr></a>, a chain retailer, filed a lawsuit against an initially unknown Internet user with the handle “Target Sucks” for <a class="glossary-term" href="http://www.dmlp.org/glossary/8/letterc#term267" style="color: #8e181c; cursor: help;"><abbr title="The act of tortiously exercising one or more of the exclusive rights held by a copyright owner. ">copyright infringement</abbr></a> and misappropriation of trade secrets for allegedly posting information on various retail-employee forums and blogs. </span></div>
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<span style="font-size: small;"><br /></span></div>
<div style="margin-top: 3px; padding-top: 0px;">
<span style="font-size: small;">Target identified the user as John Doe based on the information it received after subpoening Internet providers. Defendant allegedly posted Target’s "Asset Protection Directives," an in-house theft prevention manual, on several websites critical of Target.</span></div>
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<span style="font-size: small;"><br /></span></div>
<div style="margin-top: 3px; padding-top: 0px;">
<span style="font-size: small;">Target asserted in its two-count <a href="http://www.dmlp.org/sites/citmedialaw.org/files/2006-09-05-Target-Doe-Complaint.pdf" style="color: #8e181c;" target="_blank">complaint</a> that the user “acquired a copy of Target’s AP Directives from a recently terminated Target employee, Scott Hundt.” Target alleges that Hundt emailed a copy of the AP Directives to the user, as well as posting that information on the website www.targetunion.org. After learning of the post, Target threatened legal action against Hundt, who admitted wrongdoing and cooperated with Target's subsequent efforts to block the further dissemination of the AP Directives. </span></div>
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<span style="font-size: small;"><br /></span></div>
<div style="margin-top: 3px; padding-top: 0px;">
<span style="font-size: small;">Target and Hundt emailed cease-and-desist orders to the user and received no reply. Target alleges that instead of complying with its demands, the user posted the AP directives to “various retail-employee forums on the Internet.” Target sent cease-and-desist letters to those forums, and the AP Directives were removed. </span></div>
<div style="margin-top: 3px; padding-top: 0px;">
<span style="font-size: small;"><br /></span></div>
<div style="margin-top: 3px; padding-top: 0px;">
<span style="font-size: small;">Target asserted that the user’s “dissemination of the Target AP Directives is deliberate, willful, malicious, oppressive, and without regard to Target’s proprietary rights.” <a href="http://www.dmlp.org/sites/citmedialaw.org/files/2006-09-05-Target-Doe-Complaint.pdf" style="color: #8e181c;" target="_blank">Compl.</a> ¶ 33. Further, the complaint asserted that user had disclosed “such information without the express or implied consent of Target, for the benefit of himself.” <a href="http://www.dmlp.org/sites/citmedialaw.org/files/2006-09-05-Target-Doe-Complaint.pdf" style="color: #8e181c;" target="_blank">Compl.</a> ¶ 42.</span></div>
<div style="margin-top: 3px; padding-top: 0px;">
<span style="font-size: small;"><br /></span></div>
<div style="margin-top: 3px; padding-top: 0px;">
<span style="font-size: small;">In an effort to discover the identity of the then-anonymous user, Target subpoenaed AOL, Yahoo!, Hotmail, Qwest, Comcast, and UPS. <a href="http://www.dmlp.org/sites/citmedialaw.org/files/2006-09-05-Target-Doe-Complaint.pdf" style="color: #8e181c;" target="_blank">Compl.</a> Ex. B. The court granted these subpoenas. </span></div>
<div style="margin-top: 3px; padding-top: 0px;">
<span style="font-size: small;"><br /></span></div>
<div style="margin-top: 3px; padding-top: 0px;">
<span style="font-size: small;">Based on the information it obtained through investigation, Target identified the user as. Target claimed that it confirmed this identification based on the documents relating to IP address and P.O. Box information it received in response to its subpoenas to website, email, mail, and internet providers. <a href="http://www.dmlp.org/sites/citmedialaw.org/files/2007-03-26-Target-Doe-Publication.pdf" style="color: #8e181c;" target="_blank">Req. for Service.</a></span></div>
<div style="margin-top: 3px; padding-top: 0px;">
<br /></div>
<div style="margin-top: 3px; padding-top: 0px;">
<span style="font-size: small;">On 04/10/2007, a <a class="glossary-term" href="http://www.dmlp.org/glossary/8/letterc#term206" style="color: #8e181c; cursor: help;"><abbr title="In terms of actions under law, civil refers to conflicts between private individuals.">civil</abbr></a> summons was issued for Defebdabt. However, attempts to locate him for service failed. On 12/21/2007, the court granted a motion for <a href="http://www.dmlp.org/sites/citmedialaw.org/files/2007-03-26-Target-Doe-Publication.pdf" style="color: #8e181c;" target="_blank">service by publication</a> to the Fulton County Daily Report. This notice was posted on 01/15/2008. </span></div>
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<span style="font-size: small;"><br /></span></div>
<div style="margin-top: 3px; padding-top: 0px;">
<span style="font-size: small;">On 07/16/2008 the case was dismissed for want of prosecution pursuant to Local Rule 41.3(A)(3) because the case had been pending for more than 6 months without a substantial proceeding of record. </span></div>
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<div style="height: 0.5em;">
</div>
<div>
<span class="label" style="font-weight: bold;">Related Links:</span></div>
<div class="indent" style="padding-left: 1em; padding-right: 1em;">
<ul>
<li><a href="http://techdirt.com/articles/20060918/110033.shtml" rel="nofollow" style="color: #8e181c;" target="_blank">Techdirt: Target Targets Blogger Who Posted Anti-Theft Procedures</a></li>
<li><a href="http://targetsecurityinformation.blogspot.com/2006/12/blogger-posted-target-secrets.html" rel="nofollow" style="color: #8e181c;" target="_blank">Target Security Info: Suit: Blogger posted Target trade secrets</a></li>
<li><a href="http://twincities.bizjournals.com/twincities/stories/2006/09/18/story5.html" rel="nofollow" style="color: #8e181c;" target="_blank">Minneapolis Business Journal: Target sues mystery blogger who leaked anti-theft secrets</a></li>
</ul>
</div>
</fieldset>
<fieldset style="margin-bottom: 1em; margin-top: 1em; padding: 0.5em;">
<legend style="color: #8e181c; font-size: 1.3em; font-weight: bold;">Details</legend><br />
<table border="0" cellpadding="0" cellspacing="0" class="lt-table" style="border-collapse: collapse; margin-top: 0.5em; width: 100%px;"><tbody style="border: none;">
<tr><td style="padding-bottom: 0.5em; padding-right: 1em;" valign="top" width="50%"><span class="label" style="font-weight: bold;">Website(s) Involved:</span></td><td style="padding-bottom: 0.5em;" valign="top" width="50%"><span class="label" style="font-weight: bold;">Content Type(s):</span></td></tr>
<tr><td class="indent noptop" style="padding-bottom: 0.5em; padding-left: 1em; padding-right: 1em;" valign="top"><div style="margin-top: 3px; padding-top: 0px;">
<a href="http://targetsucks.elavation24.com/" rel="nofollow" style="color: #8e181c;" title="http://targetsucks.elavation24.com">http://targetsucks.elavation24.com</a>(defunct)</div>
<div style="margin-top: 3px; padding-top: 0px;">
<a href="http://www.targetunion.org/" rel="nofollow" style="color: #8e181c;" title="http://www.targetunion.org">http://www.targetunion.org</a> (defunct)</div>
<div style="margin-top: 3px; padding-top: 0px;">
<a href="http://bullseyebb.awardspace.com/" rel="nofollow" style="color: #8e181c;" title="http://bullseyebb.awardspace.com">http://bullseyebb.awardspace.com</a>(defunct)</div>
<div style="margin-top: 3px; padding-top: 0px;">
<a href="http://targetstoressuck.blogspot.com/" rel="nofollow" style="color: #8e181c;" title="http://targetstoressuck.blogspot.com">http://targetstoressuck.blogspot.com</a>(defunct)</div>
<div style="margin-top: 3px; padding-top: 0px;">
<a href="http://www.retail-worker.com/" rel="nofollow" style="color: #8e181c;" target="_blank">http://www.retail-worker.com </a></div>
<div style="margin-top: 3px; padding-top: 0px;">
<a href="http://people.tribe.net/" rel="nofollow" style="color: #8e181c;" target="_blank">http://people.tribe.net</a></div>
<div style="margin-top: 3px; padding-top: 0px;">
<br /></div>
</td><td class="indent" style="padding-bottom: 0.5em; padding-left: 1em; padding-right: 1em;" valign="top">Text</td></tr>
<tr><td style="padding-bottom: 0.5em;" valign="top"><span class="label" style="font-weight: bold;">Publication Medium:</span></td><td style="padding-bottom: 0.5em;" valign="top"><span class="label" style="font-weight: bold;">Subject Area(s):</span></td></tr>
<tr><td class="indent" style="padding-bottom: 0.5em; padding-left: 1em; padding-right: 1em;" valign="top"><div>
Forum</div>
<div>
Website</div>
</td><td class="indent" style="padding-bottom: 0.5em; padding-left: 1em; padding-right: 1em;" valign="top"><div>
Anonymity</div>
<div>
Blogs</div>
<div>
Copyright</div>
<div>
Gripe Sites</div>
<div>
Trade Secrets</div>
</td></tr>
</tbody></table>
</fieldset>
<fieldset style="margin-bottom: 1em; margin-top: 1em; padding: 0.5em;">
<legend style="color: #8e181c; font-size: 1.3em; font-weight: bold;">Court Information & Documents</legend><br />
<table border="0" cellpadding="0" cellspacing="0" class="lt-table" style="border-collapse: collapse; margin-top: 0.5em; width: 100%px;"><tbody style="border: none;">
<tr><td style="padding-bottom: 0.5em;" valign="top" width="50%"><span class="label" style="font-weight: bold;">Location of Filing/Threat:</span></td><td style="padding-bottom: 0.5em;" valign="top" width="50%"><span class="label" style="font-weight: bold;">Source of Law:</span></td></tr>
<tr><td class="indent" style="padding-bottom: 0.5em; padding-left: 1em; padding-right: 1em;" valign="top">Georgia</td><td class="indent" style="padding-bottom: 0.5em; padding-left: 1em; padding-right: 1em;" valign="top">United States</td></tr>
<tr><td style="padding-bottom: 0.5em;" valign="top"><span class="label" style="font-weight: bold;">Court Name:</span></td><td style="padding-bottom: 0.5em;" valign="top"><span class="label" style="font-weight: bold;">Court Type:</span></td></tr>
<tr><td class="indent" style="padding-bottom: 0.5em; padding-left: 1em; padding-right: 1em;" valign="top">United States District Court Northern District of Georgia Atlanta Division</td><td class="indent" style="padding-bottom: 0.5em; padding-left: 1em; padding-right: 1em;" valign="top">Federal</td></tr>
<tr><td colspan="2" style="padding-bottom: 0.5em;" valign="top"><span class="label" style="font-weight: bold;">Case Number:</span></td></tr>
<tr><td class="indent" colspan="2" style="padding-bottom: 0.5em; padding-left: 1em; padding-right: 1em;" valign="top">1:06-cv-02116-CC</td></tr>
<tr><td colspan="2" style="padding-bottom: 0.5em;" valign="top"><span class="label" style="font-weight: bold;">Relevant Documents:</span></td></tr>
<tr><td colspan="2" style="padding-bottom: 0.5em;" valign="top"><div class="indent" style="line-height: 20px; padding-left: 1em; padding-right: 1em;">
<div style="clear: left; float: left;">
<img src="http://www.citmedialaw.org/sites/citmedialaw.org/files/page_red.png" height="16" style="border: 0px; display: inline;" width="16" /></div>
<a href="http://www.dmlp.org/sites/citmedialaw.org/files/2006-09-05-Target-Doe-Complaint.pdf" style="color: #8e181c;">Target-Doe-Complaint</a> (09-05-2006)</div>
<div class="indent" style="line-height: 20px; padding-left: 1em; padding-right: 1em;">
<div style="clear: left; float: left;">
<img src="http://www.citmedialaw.org/sites/citmedialaw.org/files/page_red.png" height="16" style="border: 0px; display: inline;" width="16" /></div>
<a href="http://www.dmlp.org/sites/citmedialaw.org/files/2007-03-26-Target-Doe-Publication.pdf" style="color: #8e181c;">Target-Doe-Service by Publication</a> (03-26-2007)</div>
</td></tr>
</tbody></table>
</fieldset>
</div>
</div>
</td></tr>
</tbody></table>
Concerned Consumerhttp://www.blogger.com/profile/07277351883239747075noreply@blogger.com0