Security Logistics

As part of closure, divestiture and acquisition of a business, it is essential for EHS leaders to anticipate and manage associated security, health, and communication challenges. Announcements of business transactions of this scale can provoke a wide range of emotional and behavioral responses from employees and the public. A proactive, compassionate plan is critical to maintaining site safety and business stability.

Security planning should begin well before the news is made public. Consider the potential for extreme reactions from employees, especially those who may feel blindsided or betrayed. It may be advisable to hire additional security personnel during the transition period. If there are known individuals who could pose a risk, security teams should be discreetly briefed and provided with photographs and relevant context in advance. In some cases, it may be necessary to escort employees from the facility to prevent disruptions. A temporary workforce, either retained internally or sourced from a company experienced in plant closures, can help maintain operations and support continuity during the transition. Additional planning may be warranted for facilities covered under the Maritime Transportation Security Act (MTSA) that have requirements under an existing Facility Security Plan (FSP), or facilities regulated by the Pipelines and Hazardous Materials Safety Administration (PHMSA). There are a variety of options to manage these types of facilities, including placing a facility in caretaker status. Each option requires careful planning executed at the right time.

Employee well-being must be a priority. The emotional impact of such announcements can be severe, and some individuals may experience panic attacks or other acute stress responses. Having medical personnel on-site or readily available demonstrates preparedness and empathy. EHS leaders should ensure that response protocols are in place and that all actions are guided by compassion and respect for those affected.

In addition to internal considerations, external communication must be carefully managed. News crews and local government officials may reach out for information, creating an opportunity to protect the company’s reputation and community standing. A clear, consistent communication strategy should be developed, with designated spokespeople trained to handle inquiries professionally and calmly. It should be made explicitly clear that uninvited media personnel are not permitted onsite under any circumstances. Security teams and front-line staff should be briefed on how to respectfully but firmly redirect unauthorized individuals to maintain site security.

Longer term, physical security measures may need to be enhanced to control access and protect the facility. If perimeter fencing is not already in place, it may need to be installed to establish a clear boundary and deter unauthorized entry. Facility traffic patterns should be re-evaluated, with site entry limited to monitored access points. All doors should be secured, allowing for emergency egress, and checked daily. This includes any back doors known to veteran employees. Badge access zones should be assessed and access for former employees must be revoked promptly.

Facility Logistics

As part of logistical planning for the closure, divestiture and acquisition of a business, attention must be given to physical logistics. This includes arrangements for mail, shipments, and deliveries to ensure a safe transition and prevent disruptions. Although this sounds straightforward, there are some details to consider.

Begin by notifying suppliers and service providers about any changes to delivery schedules or site access. If deliveries are still being accepted, confirm this with your regular carriers and provide updated instructions. If there is a new mailing address or point of contact for permits, legal documents, invoices, or other correspondence, ensure that this information is communicated clearly and promptly to all relevant business partners. A direct conversation with carrier personnel can help avoid confusion and support security protocols set up as part of plant closure, divestiture or acquisition.

At the same time, review any pending or automatic shipments. Materials on backorder, preorders, or auto-replenishment schedules may need to be canceled or redirected. Once a shipment is refused, it is very possible the carrier will assume all shipments should be refused. This is despite the fact some deliveries may still be needful.

Some shipments you may need to arrange include custom built shipping containers to safely transport precision instruments to their next business location. Also consider how best to ship materials that need to be temperature controlled. If the ambient weather will/not be beneficial to the condition of the shipped goods, you may need to arrange for heated blankets for materials that must be kept from freezing, and refrigerated trucks may be needful for materials that need to be kept cold.

Conclusion

Asset closure, transition and acquisition are inherently complex and emotionally charged. For EHS professionals, the responsibility extends beyond compliance—it involves anticipating human reactions, securing the physical location, and ensuring seamless logistical execution. A proactive, empathetic approach to security and communication, along with preplanning for operational logistics, can significantly reduce risk and foster resilience. By prioritizing safety, clarity, and compassion, EHS leaders can guide their organizations through change with integrity and confidence.

Trinity provides a network of resources and the regulatory knowledge to help understand the multimedia considerations associated with asset closure, divestiture and acquisition. For more information about the complexities of these transitions, you are welcome to attend one of Trinity’s free webinars in our Closure, Divestiture and Acquisition series:

Closure, Divestiture & Acquisition Series

Part 1: Closure and Future Use of Commercial/Industrial Assets

Presented July 2, 2025. Recording available.

This webinar is an introduction to the series and presents options associated with closure, divestiture and acquisition. What are the timelines and due diligence considerations you need to know? We will include information on assessments and inspections, equipment management, recordkeeping, budget impacts, and other multimedia requirements associated with the following course topics.

Course Topics

• Repurposing Assets
• Temporary Closure
• Transfer
• Permanent Closure

Closure, Divestiture & Acquisition Series

Part #2: Permit Management, Regulatory and Closure/Post Closure Requirements for Commercial/Industrial Assets

Presented September 4, 2025. Recording available.

This webinar presents details for environmental permit management associated with closure, divestiture and acquisition. The information will be organized by media and describe how to document compliance for the changes you will need to manage.

Course Topics

• Air
• Waste
• Water
• DOT
• Nuclear Sources
• Records and Reporting

Closure, Divestiture & Acquisition Series

Webinar #3: Closure/Divestitures of Commercial/Industrial Assets

Date: Thurs, November 13, 2025 12:00 – 1:00 PM CST

This webinar presents information on asset management associated with closure, divestiture and acquisition. What are the safety considerations for non-routine work? What infrastructure needs to be dismantled or isolated and how should that be done? Any closure plans written long ago by others as part of your permit application now need to be implemented.

Course Topics

• Safety
• Nuclear Sources
• Chemical Management
• Tank Systems
• WWTP
• Infrastructure
• Landfills
• Waste

Closure, Divestiture & Acquisition Series

Webinar #4: Continuity- Acquisition and Future Use of Commercial/Industrial Assets

Date: Thursday, January 8, 2026 12:00 – 1:00 PM CST

This webinar rounds out our Closure, Divestiture and Acquisition series by planning for business continuity. We will focus on start up and shake down and what that may look like from both an infrastructure and legal perspective. As a tickler, due diligence with ASTM and remediation considerations will be included in this presentation.

If you would like to discuss your individual circumstance and the options you should consider, feel free to reach out to Andrea Simmons – Managing Consultant for more information and how Trinity can help.