Read Online The Finder: A Novel by Colin Harrison - Free Book Online
Authors: Colin Harrison
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which was divided into a shredding equipment area and a payload space for storage of the shredded materials. Each unit could handle up to eight thousand pounds of paper per hour and could shred not just boxes, files, paper clips, and rubber bands but also CDs, DVDs, identity cards, hard drives, even uniforms. CorpServe provided shredding as high as the level five standard, used for commercially sensitive and top secret documents, which mandated a maximum particle size of 0.8 × 12 millimeters. The mobile units generated their own electrical power, and everything was shredded and baled in one simple operation, the bales then trucked away in volume to paper mills where the paper and extraneous matter were separated by particle-weight blowers and recycled. Each mobile CorpServe shredding unit was equipped with a New York State–certified scale that weighed the material to be shredded and came with a complete video system that recorded the actual shredding. After each night's work, the CorpServe technician provided the building services manager a copy of the scale tickets and a video of the shredding. This was usually a big selling point, but in truth these tickets and videos soon piled up and were eventually shredded along with everything else. Document destruction, just like office cleaning, was an incredibly boring business. There was no tangible product except a blur of confettied paper. The customer paid to make something into nothing, literally for the creation of emptiness. The mobile shredders were loud; no one wanted to watch them for very long. On long-term contracts, client oversight eroded away then vanished. The uniformed CorpServe crews—all of them Mexican, Guatemalan, and Chinese women—unfailingly showed up on time and did their jobs. Trying to get a handhold on America, the workers generally felt lucky to be employed, spoke English poorly, and affected a submissive mien, rarely even speaking to office personnel—not out of a quest for efficiency but on the assumption that no one had anything to say to them. Which was true. Faceless, nameless, they were more or less invisible.
From an organizational viewpoint, these two CorpServe divisions were remarkably "flat"; one person ran each, supervising the work crews and schedules from the company's run-down warehouse in the Red Hook section of Brooklyn. Jin Li had picked this location because it was cheap and out-of-the-way yet relatively close to Manhattan. No one much bothered with the CorpServe trucks coming and going there. Another person handled the bookkeeping and payroll for the two divisions. These operations were sufficiently profitable to justify the existence of CorpServe.
But it was the third function of CorpServe that both Chen and Jin Li fixated upon. This part, which generated no organizational paperwork, and indeed was never mentioned or described in writing, combined select elements of the other two. The idea was simply to steal useful information. When the cleaning division worked in offices that generated wastepaper that looked potentially valuable to Jin Li, she tried mightily to underbid the shredding contract for that building, if there was one. Sometimes she was successful and thus gained legitimate access to the stream of desired waste information. This meant that her company not only removed the information but also controlled it after removal. Then it was a matter of segregating the material that should not be shredded. Of course sometimes she was not successful in underbidding the shredding contract and no information could be removed on a regular basis. One of Chen's principles was that no nonrefuse documents be stolen from offices, a directive she agreed with. That was too risky, would draw attention if discovered. Theirs was a quiet, subtle play in which companies were
paying them to remove valuable information.
If there were ever a question about a particular bag of waste, why it had not been shredded, then Jin Li could just say a
From an organizational viewpoint, these two CorpServe divisions were remarkably "flat"; one person ran each, supervising the work crews and schedules from the company's run-down warehouse in the Red Hook section of Brooklyn. Jin Li had picked this location because it was cheap and out-of-the-way yet relatively close to Manhattan. No one much bothered with the CorpServe trucks coming and going there. Another person handled the bookkeeping and payroll for the two divisions. These operations were sufficiently profitable to justify the existence of CorpServe.
But it was the third function of CorpServe that both Chen and Jin Li fixated upon. This part, which generated no organizational paperwork, and indeed was never mentioned or described in writing, combined select elements of the other two. The idea was simply to steal useful information. When the cleaning division worked in offices that generated wastepaper that looked potentially valuable to Jin Li, she tried mightily to underbid the shredding contract for that building, if there was one. Sometimes she was successful and thus gained legitimate access to the stream of desired waste information. This meant that her company not only removed the information but also controlled it after removal. Then it was a matter of segregating the material that should not be shredded. Of course sometimes she was not successful in underbidding the shredding contract and no information could be removed on a regular basis. One of Chen's principles was that no nonrefuse documents be stolen from offices, a directive she agreed with. That was too risky, would draw attention if discovered. Theirs was a quiet, subtle play in which companies were
paying them to remove valuable information.
If there were ever a question about a particular bag of waste, why it had not been shredded, then Jin Li could just say a
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