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‘face’, the polite but sometimes infuriating way of talking around a topic. And some countries simply do not have safety standards that meet Red Bull’s minimum requirements, so occasionally there’s education and training involved in employing locals. And let’s not forget the dynamic of public and private security personnel, which differs from place to place. “Globally there is funny dynamic between private security and law enforcement,” notes Robinson. “One of the first things I’ll try to understand is, locally, what is the expectations of private security and the expectations of policing?” Race around the world Despite the diversity of locations, the set up process for each race tends to run according to the same plan. Two weeks out from the first race day the Red Bull team descends on the host city and starts building the race infrastructure, which Robinson oversees from a work health and safety perspective. Five days out, in excess of 500 people – crew, pilots and teams – arrive ahead of the flying days, which includes a training day, a qualification day and then the race. In addition to work health and safety, Robinson’s role involves both setting up the command and control centre and overseeing asset protection. Command and control occurs on three tiers; race control (‘getting planes up to a race track and on the ground safely’), intelligence security (‘what’s happening outside the event site – a lot of it is traffic management and keeping the city flowing’) and emergency liaison (‘management of our guests in the house’). Asset protection occurs at both a physical level, for example reducing opportunities for theft or damage to the planes, which are worth around $750,000 each, but also at a brand level. In Robinson’s case, security is there to support the brand; any incident, from a work health and safety issue to an aviation incident, has the potential to damage the Red Bull name.
undercover rather than uniformed guards so the environment is less imposing, which will allow people to enjoy themselves more. It takes work, but eventually the strength of the partnership allows these concessions. This is my goal, to develop the relationship. I start as a stranger, sometimes a little bit adversarial because of people’s perception of what the event is, but I generally leave as a pretty good mate.” In more than 50 air races, there has only been one aviation incident, a pretty good record for so daring a promotional activity, though good safety and security of the event will not determine the sport’s longevity. “Fundamentally, the Red Bull Air Race is a motorsport but it’s about selling a little can,” says Robinson, who has no problem admitting his role is to support and protect the Red Bull brand. “If we don’t get that spike in sales after each event, the event hasn’t been successful according to the Red Bull board.” That’s the only thing that will continue to give it wings. Follow the race at www.redbullairrace.com Luke Robinson spoke as part of an event organised by ASIS International’s NSW Chapter. For more information visit www.asisaustralia.org.au
With more than 100,000 people expected for each event, and with a record 1.4 million people turning up in Barcelona in 2009, it isn’t a small piece.
Following the crowd The last piece in Robinson’s safety and security jigsaw puzzle is crowd safety. With more than 100,000 people expected for each event, and with a record 1.4 million people turning up in Barcelona in 2009, it isn’t a small piece. Again, protection of the brand via an emphasis on fun plays strongly here, from the ratio of private security personnel among the audience to the care of Red Bull’s two VIP areas, its Race Club and Sky Lounge, the latter being a high-end hospitality area for Government dignitaries, corporate leaders and celebrities. This is where Robinson’s negotiations skills come in. Host city authorities may want a ratio of 1:100 security personnel in the crowd, but Robinson will step in to find a happy medium. “When you have a crowd of over 100,000 people, that’s a lot of visi-vests in a public area, which affects the public’s perception of the event,” he says. “We’re negotiating the 1:100 by saying it’s not just private security but info staff as well. I always have in each area a team of six to twelve highly skilled security personnel with a bit of muscle but also a really good speaker who can then go around and deconflict issues.” Robinson adds, “And the personnel in Sky Lounge will be
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