Security Insider Magazine October - December 2021

Vol.27 | Issue 4 | October–December 2021

THE MAGAZINE FOR SECURITY PROFESSIONALS

Security 2025 AROADMAPFORTHEFUTURE

IN THIS ISSUE

Page 14

A SPUTNIK MOMENT: THE RACE TO BUILD AI

NEW MEASURES TO IMPROVE INSURANCE AVAILABILITY

VIDEO SURVEILLANCE KNOWLEDGE IS POWER

ORDINARY AND CUSTOMARY TURNOVER OF LABOUR

Page 20

Page 24

Page 28

Page 30

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Contents Vol.27 | Issue 4 | October–December 2021

SECURITY 2025 A ROADMAP FOR THE FUTURE

14 20 A SPUTNIK MOMENT: THE RACE TO BUILD AI

28

30

VIDEO SURVEILLANCE KNOWLEDGE IS POWER

ORDINARY AND CUSTOMARY TURNOVER OF LABOUR

04 PRESIDENT’S MESSAGE

26 2021 SECURITY CONFERENCE

06 GET ON BOARD – GET VACCINATED

32 ASIAL MEMBER RECOGNITION PROGRAM

08 A YEAR OF MEMBERSHIP GROWTH AND SUPPORT

33 ASIAL NEW MEMBER LISTING

10 INTERNATIONAL SECURITY OFFICERS’ DAY 2021 A TREMENDOUS SUCCESS

34 ASIAL MONITORING CENTRE GRADING LISTING

24 NEW MEASURES TO IMPROVE INSURANCE AVAILABILITY AND AFFORDABILITY FOR THE SME SECTOR

ASIAL STRATEGIC PARTNERS

nal needs, he relevant Product

SEC URI T Y I N SI DER | O C TO BER –DEC EMBE R 2 02 1 3

Editorial and Advertising Security Insider is published by The Australian Security Industry Association Limited

President’s Message

PO Box 1338 Crows Nest, NSW 1585 Tel: 02 8425 4300 | Fax: 02 8425 4343 Email: communications@asial.com.au Web: www.asial.com.au Publisher

It’s fair to say the last few months have been one of the most challenging for the country, with New South Wales and Victoria in continuous lockdown, whilst almost every other state has experienced some level of lockdown.

Unlike last year, the good news is the country has ample supplies of COVID-19 vaccine and as I write this message, 80% of Australians aged 16 and over have had their first dose and 60% have had their second dose. I’ve had my two vaccine shots; I’m looking forward to restrictions easing and I encourage everyone who has not had their vaccine shots to do the same.

As you may be aware, late last year, ASIAL commissioned the Australian Security Research Centre to undertake a review of where the security industry is now and where it needs to be to meet future challenges. On behalf of the ASIAL Board and Secretariat, I’m pleased to advise we have released the SECURTY 2025 research report – a roadmap for the future. The Report is the first of its kind in Australia and provides a picture of the near future under the theme of “What Good Looks Like”. It graphically illustrates what sound policy, practice and innovation can achieve to meet the country’s future security needs.

As an ASIAL member, you can view and download both the Full Report here and Summary Report free of charge, by logging onto the members area of the ASIAL website.

We are rolling out our SECURITY 2025 communications plan to end users, government and other key stakeholders, to ensure our industry voice is heard. The Report was featured in editorial across the Nine/ Fairfax Media network on the 24th September. More importantly, let’s all get the message out so everyone is aware that our industry is larger than the police force and Australian

Defence force combined. We play a large part in keeping Australia Safe and Secure, which we should all be proud of.

You will have recently received a survey sent to all members, which I encourage you to complete and return by email, mail or you can complete online anonymously via Survey Monkey.

Please take the time to complete the survey. As a Board, we want to hear from you to understand what ASIAL is doing well, where we can improve and what other areas we can look at focussing on. You may hear me talking about one of our core themes Together, each achieves more; this survey brings us together and we will achieve more if we are more aligned.

Due to the ongoing lockdowns, our annual industry security exhibition and conference has changed from face-toface to virtual. Our virtual conference will still provide the security industry with presentations from leading local and global security experts, as well as a range of technology product updates.

I encourage everyone to attend this conference, to keep up to date with industry trends.

For the time being, our industry briefings have also moved to a virtual format. On the positive side, we’re seeing strong attendance at these briefings, most likely due to the convenience of being able to participate online from anywhere. Our briefings still allow time for Q&As, giving everyone an opportunity to engage with speakers, and listen to other questions being answered.

In closing, thanks for supporting ASIAL, let’s continue our part in keeping ‘A safe and secure Australia’.

Editor Bryan de Caires Editorial Enquiries communications@asial.com.au Advertising Marketing Communications advertising@asial.com.au Graphic Design + Digital Mitch Morgan Design 0402 749 312 mitch@mitchmorgandesign.com www.mitchmorgandesign.com Editorial Contributors Toby Walsh, Dr Gav Schneider and Dr Paul Johnston, John Fleming and Chris Delaney.

Print + Distribution CMYKHub Pty Ltd Published quarterly Estimated readership of 10,000 Views expressed in Security Insider do not necessarily reflect the opinion of ASIAL. Advertising does not imply endorsement by ASIAL, unless otherwise stated with permission.

All contributions are welcomed, though the publisher reserves the right to decline to publish or to edit for style, grammar, length and legal reasons. Press Releases can be emailed to: communications@asial. com.au. Internet references in articles, stories and advertising were correct at the time of printing. ASIAL does not accept responsibility for leading views.

Copyright©2021 (ASIAL) All rights reserved. Reproduction of Security Insider magazine without permission is strictly prohibited.

Security Insider is a subscription-based publication, rates and further details can be found at www.asial.com.au.

NEXT ISSUE: JANUARY-MARCH 2022 Printed ISSN 1442-1720 Digital ISSN 2207-8282

John Gellel President

4 SEC U R IT Y IN S IDE R | OCTOBER–DECEM BER 2021

Elevated Intelligence For a Smarter, Changed World The world and the security industry have changed forever. Integrating physical security controls with advanced technology is top of mind worldwide.

Increased demand for video analytics, augmented reality, cyber security and robotics highlights just how important digital transformation and innovation is to the growth of the industry. So we’re transforming in 2021 to a virtual platform, to ensure these critical security conversations and connections continue.

The new virtual Security Exhibition & Conference will showcase the development of new solutions to essential hardware and security needs; diving deeper into the technologies that are changing how we respond to and analyse future information with the latest industry insight and leadership.

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SEC URI T Y I N SI DER | O C TO BER –DEC EMBE R 2 02 1 5

INDUST RY NE W S

ASIAL RELEASES SECURITY 2025 A ROADMAP FOR THE FUTURE

The release of ASIAL’s Security 2025 – a roadmap for the future Report reaffirms the Association’s commitment to supporting the growth and development of the private security industry in Australia, and its members.

The security industry is a dynamic, innovative and rapidly growing industry which employs over 180,000 people nationally with an annual revenue of $11 billion. Annual growth of

Australia’s premier Security event, Security Exhibition & Conference, which was scheduled to run at the ICC Sydney from 17-19 November 2021, has moved to a virtual platform with the staging of Security Virtual 17-18 November 2021.

In addition to the ASIAL Conference which will now be delivered virtually, participants will be able to explore exhibitors from both the Security and Integrate show floors and connect with suppliers in real-time via a virtual portal.

MORE INFORMATION asial.com.au/Security2021

GET ON BOARD GET VACCINATED As Australia transitions its national COVID-19 response to reach 70% of the adult population fully vaccinated under Phase B and over 80% under Phase C, ASIAL has called on security personnel across the country to get on board and get vaccinated. To assist members in promoting the vaccination message, ASIAL has prepared an information sheet on important things you can do as an employer right now and a Member Bulletin ‘Vaccinate for a safer future’.

MORE INFORMATION Email security@asial.com.au or call 1300 127 425.

6 SEC UR IT Y IN S IDE R | OCTOBE R– DECEM BER 2021

3% is projected between now and 2026.

The industry is a vital contributor to the national economy and performs a key role as part of Australia’s national security mix. The industry is an important force multiplier and business enabler.

The Report identifies key drivers to industry growth and sets out a way forward for the industry to be a more innovative, professional and responsive industry.

The full ASIAL Security 2025 – a roadmap for the future Report is available now and is FREE to ASIAL Members. Non-Members can purchase the report at a cost of $995.00. For more information visit www.asial.com.au or email security@asial.com.au.

The article on page 14 provides an overview of the Security 2025 project.

ASIAL CALLS FOR RECOGNITION OF SECURITY AS AN ESSENTIAL ACTIVITY ASIAL members perform a critical frontline security role as part of Australia’s national infrastructure and in supporting law enforcement agencies in protecting people and assets, and in deterring crime and terrorism.

Whether providing service across a range of critical settings including testing centres, hospitals, hotel quarantine, critical infrastructure sites, government buildings and operations, supermarkets, essential supply distribution points, occupied and unoccupied business premises, security monitoring centres, installation and maintenance of electronic security systems, the industry performs a vital service.

The uncertainty and ambiguity surrounding the status of security personnel as essential workers has hampered the industry’s ability to provide this essential service.

ASIAL has called on State and Territory leaders to recognise as an essential activity, security activities required to maintain a safe and secure environment, critical to the protection of people, places and property.

INDUST RY NE W S

A YEAR OF MEMBERSHIP GROWTH AND SUPPORT

Despite the unique challenges caused by COVID-19 and the necessary cancellation of key industry events, ASIAL has increased the support provided to members, increased and improved the industry’s profile. A surplus of $110,421 was posted for the year. The 3-yearly revaluation of Security Industry House this year saw a gain of $862,366, resulting in total comprehensive income for the year of $972,787.

HIGHLIGHTS of the 2020-21 ASIAL Annual Report include: 2,749

3,000

2,623

2,639

2,578

2,637

2,500

ASIAL REGISTERED CABLERS

UP 2.7%

2,000

1,500

DOCUMENTS DOWNLOADED

1,000

500 0

June

2017

June

2018

June

2019

MEMBERSHIP

June

2020

June

2021

UP 4.25%

INCREASE 28% ASIAL-generated media coverage almost doubled to 120 items, generated from 13 media releases and a new ASIAL Industry Affairs Officer, dedicated exclusively to Strategic Communication, helping to enhance our media profile.

MEDIA RELEASES Email Notifications

2 Million

Email notifications were sent keeping members up to date with breaking news and key issues such as compliance, Job Keeper 2.0, COVID regulations, workplace relations, regulatory reviews and much more.

MORE INFORMATION The full 2021 ASIAL Annual & Financial Report is available at www.asial.com.au

8 SEC UR IT Y IN S IDE R | OCTOBE R– DECEM BER 2021

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SEC URIT Y F E AT URE

INTERNATIONAL SECURITY OFFICERS' DAY 2021

A TREMENDOUS SUCCESS Support for International Security Officers’ Day 2021 was outstanding, with employers, customers and government acknowledging the role performed by security officers. Through media articles, radio interviews, social media posts and events, the International Security Officers’ Day message reached a potential audience of over 30 million.

Hong Kong

A big ‘thank you’ to everyone across the country (and the world) who supported this important industry initiative.

ASIAL played a key leadership role in driving greater coverage of the day and the important role security officers perform. Encouragingly, the number of countries celebrating International Security Officers’ Day continues to grow, with the list of countries participating now including, Australia, Bangladesh, Canada, China, Hong Kong, India, Ireland, Italy, Macau, New Zealand, Singapore, Sri Lanka, Thailand, United Kingdom and United States of America.

ASIAL will build on this year’s success and work towards petitioning for International Security Officers’ Day to be formally recognized by the United Nations.

If you would like to get involved in International Security Officers’ Day 2022 email security@asial.com.au

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10 SEC U R IT Y IN S IDE R | OCTOBE R– DECEM BER 2021

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Important information – The Target Market Determination for NobleOak’s Premium Life Direct insurance is available on our website www.nobleoak.com.au/target-market-determination *Discount Information - ASIAL members are entitled to a 10% discount (which remains for the life of the cover) on NobleOak’s Premium Life Direct standard premium rates on term Life Insurance cover. **The first month free offer is available if you apply for cover before 16 December 2021. If you apply for cover before 16 December 2021, you will not start paying premiums until one month after the commencement date of the cover. This offer is available once only per new customer and may not be used in conjunction with any other offer. This applies to any one or more of these insurance cover types which you take out - Life Insurance, Income Protection Insurance, Total and Permanent Disablement (TPD) Insurance or Trauma Insurance cover. ^NobleOak awards information found at https://www.nobleoak.com.au/award-winning-life-insurance/ #Feefo rating based on 288 service ratings over the past year (as at 7 October 2021).

Legal statements. Premium Life Direct is issued by NobleOak Life Limited ABN 85 087 648 708 AFSL No. 247302. Address: 66 Clarence Street, Sydney NSW 2000. Phone: 1300 108 490.

Email: sales@nobleoak.com.au. Cover is available to Australian residents and is subject to acceptance of the application and the terms and conditions set out in the Premium Life Direct Product Disclosure Statement (PDS). This information is of a general nature only and does not take into consideration your individual circumstances, objectives, financial situation or needs. Before you purchase an Insurance product, you should carefully consider the PDS to decide if it is right for you. The PDS is available by calling NobleOak on 1300 108 490 or from www.nobleoak.com.au.

Clients should not cancel any existing Life Insurance policy until they have been informed in writing that their replacement cover is in place. NobleOak cannot provide you with personal advice, but our staff may provide general information about NobleOak Life Insurance. By supplying your contact details, you are consenting to be contacted by NobleOak, in accordance with NobleOak’s Privacy Policy.

A DV E RT ORIAL

HOW WELL ARE YOU MANAGING YOUR COVID COMPLIANCE? The global pandemic is well past the one-year mark. It’s time to think about long-term tactics to keep your security business in compliance with complex layers of evolving regulations — they aren’t going away any time soon (if at all).

The conversation around compliance doesn’t have to be a headache, though. The reality is that having well-planned and thought-out compliance strategies and protocols can help support your business operations, reduce ad hoc regulatory work and relieve the burden of extra, last-minute work from your contract management staff. The first part of your compliance strategy should begin with how you’re managing field-based tasks, like:

One immediate way to bolster your compliance strategy is to deploy a standardized mobile form feature set that helps streamline compliance. Mobile forms can:

• Assessing risk

• Deploy visitor screening questionnaires and log temperatures and contact information while giving guards instructions for how to proceed based on questionnaire results.

• Screening visitors (and employees) • Deploying personal protective equipment (PPE) and safety training • Logging activity, especially those related to COVID-19 COVID-19 has changed the security game. When thinking about risk and liability, COVID has amplified risk at job locations. When planning crisis management strategies, conversations now include things like the inability to fully staff contract needs based on frontline guards’ exposure or positive diagnoses. Risk is as much due to preventing or managing internal health incidents as external physical security threats. A guard’s day-to-day duties now include tasks like visitor health screenings and enforcing social distancing guidelines. PPE not only has to be properly supplied to frontline guards, but your workforce needs to be properly trained on how to use it and the inventory needs to be managed and checked for efficacy.

• Create a quick and efficient way to capture employee details such as health symptoms or recent travel details to assess potential health risk in having those guards fill shift rosters.

• In the case of an incident, capture information like the nature of the issue, a description of what has happened, rich supporting media like photos, and action taken to resolve the issue.

Learn more about mobile forms, and how to integrate them into your workforce management software at teamsoftware.com/mobileforms.

12 SEC UR IT Y IN S IDE R | OCTOBER–DECEM BER 2021

Don’t get lost managing your security workforce.

Keeping tabs on your guards is only half the challenge to maintaining a profitable and scalable security business. The other half? Keeping an eye on business-critical information that helps you operate efficiently and improve performance, while reducing cost and risk.

See the who and where of your business in real time. With Lighthouse’s real-time positioning and live maps, you’ll know where your guards are at all times during all shifts using reliable technology options like GPS, NFC, QR Codes and Bluetooth Beacons. Continuous tracking also empowers you to quickly manage incidents and improve guard safety.

Deliver more to your customers, on time and on budget. From information on your clients, employees and locations to workforce schedules, rosters and plans, Timegate makes it easy to leverage all the right data at the right time and streamline your business operations and workforce management — using one core application.

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SEC URIT Y F E AT URE

MOVING THE SECURITY INDUSTRY FORWARD AN OVERVIEW OF THE SECURITY 2025 PROJECT

By Dr Gav Schneider and Dr Paul Johnston

14 SEC UR IT Y IN S IDE R | OCTOBE R– DECEM BER 2021

S E C URIT Y FE ATU RE

A $11+ billion industry, the Australian private security industry plays a vital role in the nation’s economy and national security. Ranging from ensuring safety at public events, safeguarding critical infrastructure and actively supporting national security initiatives and government agencies’ responses to critical incidents, the private security industry has quickly transitioned from being considered an ancillary service to being regarded as critical services and active force multipliers. Indeed, the industry’s active involvement in the response to COVID-19 provides ready evidence of this trend. .

Given this ever-expanding role of the private security sector within Australia, and the range of technology that is now available to augment the services that all sectors are providing, it stands to reason that, as an industry, we need to be looking to the future. This starts by trying to better understand the potential direction/s that the Australian private security industry could, and should, take. Indeed, we need to ask “what will good look like” in 5 years, and how will we get there as an industry not just from a domestic perspective but with an international comparability lens on too.

SECURITY 2025 PROJECT As an Australian sector first ASIAL wanted answers to where the sector is and where it is going. To conduct the research ASIAL engaged

the Australian Security Research Centre (ASRC), a leading security research think tank started in 2007, to undertake what has now become known as the Security 2025 project.

This project was led by the ASRC’s most senior researchers, namely, Dr Paul Johnston and Dr Gavriel Schneider, and looked at determining current national and international trends in the private security sector, as well as looking to where the industry will be heading as we move towards 2025 and beyond.

If you are in the security industry, you may recall an invitation to participate in an on-line survey earlier this year. The results from this survey were assessed with the findings from a series of workshops and stakeholder interviews as well as a robust international literature review. The aim being to identify the key issues relating to national and international trends, industry strengths, industry threats and weaknesses, as well as key opportunities for the industry to explore. The report itself will further look into, not only the role of members of the private security industry, but also those of clients/

consumers and regulators, in moving the private security industry forward in Australia – also highlighting the key role that ASIAL has to play in further strengthening the industry, and facilitating its ongoing development as we move past 2025.

There are a number of core themes the Security 2025 project provides industry members: Continues over page >

SEC URI T Y I N SI DER | O C TO BER –DEC EMBE R 2 02 1 15

SEC URIT Y F E AT URE

1.

2.

Industry Visibility

Risk Profiles

When we speak of industry visibility, we mean much more than just the front-line presence of security professionals, or seeing cameras and bollards, but also includes the security industry being considered as a career of choice with established career paths for security professionals of all disciplines.

With regards to the former, as a largely uniformed workforce, the private security industry is highly visible in its presence. Whist this introduces the challenges and responsibilities of ensuring our appearance and manner are always of the highest order, it also provides an opportunity for industry members to truly stand out. Indeed, a highly professional presentation, regardless of a person’s role within the industry, provides members with the means by which to show their professional pride, sense of ethics, and professional conduct in the execution of their individual role.

The notion of visibility also refers to the broad range of skill sets within the private security industry each being regarded as professions and as careers of choice, as opposed to being seen simply as a means to an end, or as a part time supplementary income. Whilst there is nothing wrong with the latter, as an industry we need to broadcast the message that there is more to consider. We need to promote education, the possible areas of specialisation, the opportunity to up-skill and cross-skill between security disciplines, and the importance of ongoing vocational and tertiary education for the contemporary security professional.

By default, the private security industry is highly visible in nature. The industry needs to now take full advantage of that visibility, and contribute to the image of the private security industry as a profession and as a career of choice with all its opportunities – Cyber, Electronic, Physical, etc.

As with any industry, the future of the Australian private security industry is shaped by changing threats and risk exposures – not just in terms of the private security industry itself, but also resultant from the sectors that we provide services to. With this wider lens, we can readily appreciate that although the risk profile is changing (and arguably expanding), the same fact also means that the demand for services will also change and expand. The key is to manage our own risks so we can better explore the associated opportunities.

Although the “bread and butter” work of the private security industry has been to safeguard clients and members of the public from the potential for property/asset crime and physical assaults, more recently we have seen a significant move in focus to also include risk exposures such as foreign interference/espionage, as well as an increased incidence of activism and public unrest.

Additionally, the ever-increasing cyber threat has fast become a priority, constituting a major risk exposure to persons, critical infrastructure, and a range of sectors. Whilst the Cyber Security specialisation has to date been dominated by the Information Communication and Technology Sector (ICT), there is significant opportunity for more cross-over from the private security sector. Similarly, the private security industry also plays a crucial role in Australia’s anti-terrorism strategies, where private security personnel are often the first to identify and respond to acts of terrorism or other serious incidents prior to a law enforcement or military response.

As can be appreciated, the shifting risk profile presents the private security industry with an ever-changing market and range of potential opportunities for service provision.

However, with this comes equally significant challenges in recruitment, training, deployment practices and a modernised regulatory approach.

16 SEC U R IT Y IN S IDE R | OCTOBER–DECEM BER 2021

S E C URIT Y FE ATU RE

3.

4.

Integration of Technology

Adaptability

As with most sectors, the private security industry has recently experienced a significant increase, if not surge, in the scale, scope and role of technology in its operations.

Whilst some members of the industry have expressed concerns about the potential reduction in demand for frontline personnel as a result of such technology, such comments tend to disregard the sizeable benefits of this technology for frontline personnel.

Indeed, by actively embracing technology, and integrating digitisation into aspects such as security manpower operations, providers will be better able to optimise available resources and strengthen operational efficiencies; enhance officer safety, response times and capabilities; improve risk/threat detection and protection; and facilitate more accurate sense-making and intelligencebased responses. In this sense, we can use digitisation to augment and improve the capabilities of contemporary security officers (who should be trained in its application), as opposed to merely replacing them. In addition, Cyber Security offerings are not a big step for our well-established electronic security professionals.

As an industry, we need to actively engage in education both internally and externally in order to better integrate technology and associated capabilities into industry service offerings. The digitisation of the private security industry will continue, and the way it is adopted and managed will ultimately determine if it is detrimental or beneficial to the more traditional security service offerings.

The private security industry in Australia has recently undergone a series of significant changes and scope expansions – with COVID-19 providing not just a challenge, but also an opportunity for the industry to prove its ability and worth in responding and adapting to disruption in a Volatile, Uncertain, Complex and Ambiguous operating context.

In this regard, the private security industry is well-placed to thrive as we move towards 2025 and beyond, but needs to continue to adapt. The key is to take the lessons learned, and to enhance the industry’s ability to adapt and upscale, and to move forward within changing operational and commercial environments – but this cannot be fully realised without the input of three key parties, namely the providers, the clients, and the regulators. This aspect, in particular, is addressed in further detail in the Security 2025 report.

Indeed, the Australian private security industry continues to grow in size, and expand in terms of its service offerings and capabilities. This growth, however, is not without challenges and potential pitfalls.

NEXT STEPS The private security industry is one of Australia’s most dynamic and visible industries – it is not just an enabler, but also a force multiplier. Indeed, the Australian private security industry continues to grow in size, and expand in terms of its service offerings and capabilities. This growth, however, is not without challenges and potential pitfalls.

The key is to be aware of the journey ahead.

That is, where the industry is now, and where the industry wants to be in 2025. The Security 2025 report provides insight and practical steps for key industry stakeholders to take in order to address the potential risks, and to explore the potential opportunities that lie ahead. Whilst each party’s way forward will be different, the industry will only realise the opportunities at hand if members, clients / users and regulators work together collaboratively, and in an aligned manner to capitalise on a sector that is an unrecognised hero!

ASIAL will continue to drive initiatives that help make the desired state of our industry a reality, and the Security 2025 report provides a wellresearched, academically sound road map to help us all on the journey.

SEC URI T Y I N SI DER | O C TO BER –DEC EMBER 2 02 1 17

A DV E RT ORIAL

SECURECY INNOVATION DRIVEN BY INDUSTRY Managing a security workforce is challenging. Varied roles and tasks, casual workers, peaks and troughs of work and significant compliance requirements require excellent systems - especially if you want to grow.

Typically, security providers relied on multiple systems to manage staff - and regulatory requirements meant bulging filing cabinets and manual, time consuming administration.

Securecy was born in 2015 after the team was approached by a security company wrestling with all of the above.

They wanted one digital solution, saying the entire security industry was crying out for it.

INDUSTRY PIONEERS The development team at Securecy started working closely with several security companies, along with regulators and industry bodies, to ensure all aspects of the industry were covered.

The roster was developed to be flexible and security specific. The sign-on register was digitised, which also automated timesheets for billing and payroll, and a digital incident register was developed to eliminate paper trails. The next step was automatic licence checking and management, which Securecy pioneered with the NSW government, and then introduced to Victoria and Queensland.

18 SEC UR IT Y IN S IDE R | OCTOBER–DECEM BER 2021

The next thing on the industry’s wish list was an improved and seamless patrol module. Securecy’s patrol module is fully integrated with the roster, timesheets, billing, payroll and, critically, scheduled client reporting - which is all completely automated. It also includes a full alarm response function and control room management. Securecy also revolutionised event and stadium management with its world first ‘Stadium Manager’ module. There’s also automated guard inductions, a comprehensive messaging module as well as detailed operational and client reporting.

THE ALL IN ONE SOLUTION Securecy is the most comprehensive workforce management platform ever developed for the security industry. It is the only genuine ‘end-to-end’ solution available.

Chris Hatcher, Securecy’s Operations Director reflects on the journey. “We’re very good at using innovative technology to solve complex problems, but we don’t sit in our office and make up solutions to problems that don’t exist. Every function in the system has been driven by innovation and the needs of our clients and the broader industry. We’ve been very privileged to work with professional security companies that provide input, feedback and real life field testing to help develop the system.

Securecy is wholly Australian owned, and all development and support is in-house in Australia. Securecy is widely used by security companies in all states around Australia and New Zealand.

MORE INFORMATION www.securecy.com.au or call 1300 564 990.

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SEC URI T Y I N SI DER | APR IL–JUN E 2 02 1 19

SEC URIT Y F E AT URE

A SPUTNIK MOMENT

THE RACE TO BUILD AI

By Professor Toby Walsh

2 0 SEC U R IT Y IN S IDE R | OCTOBE R– DECEM BER 2021

S E C URIT Y FE ATU RE

On 4th October 1957, the Soviet Union launched Sputnik, the first artificial satellite into low Earth orbit. It wasn’t much to look at, a simple polished metal sphere around 2 foot in diameter. And it could do very little other than to broadcast simple radio pulses from its four external radio antennas.

But it woke the United States up to the threat of Russian technical prowess, and set off the race to the Moon.

When historians look back on the race to build Artificial Intelligence, the two victories of Google’s DeepMind subsidiary in the game of Go against expert human players may be seen as a similar Sputnik moment. In this case, it wasn’t the United States that awoke but the East. And it wasn’t the race to the Moon that was kick started but the race to build Artificial Intelligence.

Shortly after Korea’s Lee Sedol was beaten by AlphaGo in March 2016, the Korean government created a 1 trillion won ($863 million) fund for AI research over the next five years. However, perhaps more significantly in the race to build Artificial Intelligence was the awakening of the Chinese giant.

Following AlphaGo’s victory against China’s Ke Jie, the Chinese government announced an ambitious plan to lead the world in AI. The Chinese plan estimates that by 2030 AI will contribute RMB 1 trillion (U.S. $150.8 billion) directly to industrial output, and RMB 10 trillion (1.5 trillion) indirectly via related industries.

AlphaGo’s victories were sufficiently “upsetting” that the Chinese authorities banned live-streaming of the games. Go has a special importance in China. The game was

invented in China over two thousand years ago. It is considered to be one of the four essential arts for aristocrats to master along with guqin (a stringed instrument), she (calligraphy), and hua (Chinese painting). Not surprisingly then, the fact that machines could beat the best humans at Go, one of these essential arts was a great shock.

In July 2017, two months after Ke Jie’s loss to a computer, the State Council of China issued the “New Generation AI Development Plan”.

The plan does little to hide China’s ambition to use Artificial Intelligence to gain economic and military dominance over the world. As the Chinese President Xi Jinping reported to the 19th Party Congress in October 2017, China aims to become the “science and technology superpower”.

The State Council’s plan doesn’t just seek economic and military dominance. It also describes an ambition to use AI to control China’s citizens. The plan states that AI “will significantly elevate the capability and level of social governance, playing an irreplaceable role in effectively maintaining social stability.”

Continues over page >

The Chinese plan estimates that

by 2030 AI will contribute RMB 1 trillion (U.S. $150.8 billion) directly to industrial output.

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Other parts of the plan are less troubling.

Indeed, parts of the plan like those calling for intelligent environmental protection and smart early warning systems for public safety are to be applauded. Similarly, it is pleasing to see plans to “Strengthen research on legal, ethical, and social issues related to AI, and establish laws, regulations and ethical frameworks to ensure the healthy development of AI.” China is now executing on that plan to win the AI race. And it is doing it very well. China looks set to win the AI race in part because the U.S. and other nations are set to lose the race. There will be a growing push back against technology companies like Google and Facebook in the next decade. This will hinder growth in the West and let China slip out in front.

Starting with Reagan in the U.S. and Thatcher in the U.K. in the 1980s, neoliberal ideas such as privatization, austerity, deregulation, free trade and reductions in government spending have been on the rise. But whilst these policies have produced economic growth for much of the last four decades, there has been a damaging cost in terms of increasing economic insecurity and inequality. The recent COVID pandemic has only amplified these fault lines.

Theresa May claimed in a speech to the Bank of England in September 2017 that “A free market economy, operating under the right rules and regulations, is the greatest agent of collective human progress ever created.” There is a very important condition to her claim. The market needs to be operating under the right rules and regulations.

Without the right rules and regulations, monopolies will distort prices. Without the right rules and regulations, markets will not price in externalities like the true environmental cost. Without the right rules and regulations, markets can become overheated, resulting in price bubbles. And without the right rules and regulations, those with greater information will gain unfair advantage in any market.

By limiting rules and regulations, neoliberalism exposes these fundamental problems within a market-based economy.

And some of the most unregulated markets in operation today are those surrounding technology. It is therefore essential that we regulate these markets more forcefully. If the West is to keep up with China, we need a kinder and more regulated form of capitalism.

Data is one area in which regulation is needed. For example, new laws are needed to limit the collection and use of data. Europe has already led the way with the General Data Protection Regulation act. California has followed this lead. Similar legislation will

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Without the right rules and regulations, markets can become overheated, resulting in price bubbles.

And without the right rules and regulations, those with greater information will gain unfair advantage in any market.

be needed in other countries to protect their citizen’s privacy. But it shouldn’t end with better data protection laws. We will need additional laws to control the capture and use of data.

We might consider laws that fundamentally limit the ownership of data. Perhaps data about you should always be yours? To prevent abuse, most countries have laws that prevent the sale of physical parts of you, your organs and the like. We may need similar laws to prevent the sale of your digital self, especially without your say or profit.

Another law might be a statute of limitations on the use of data by any platform or company.

Perhaps the limit should be ninety days? Or a year. But at some point, users must have the right to renegotiate the terms of how their data is used. And users should always have the right for their data to be forgotten.

To encourage innovation, platforms might also be required to open themselves up to competition. Some of the platforms have become too large to compete against. There must therefore be a healthy and competitive ecosystem within such platforms. Just as many states ensure that utility companies share the pipes and wires to our homes in order to create a somewhat artificial market for our business, we might have to regulate that the digital platforms permit competition within their services.

Another lever is to reform corporations.

One of the fundamental challenges is that many new digital technologies are natural monopolies. And we don’t have particularly good rules to deal with digital monopolies.

Since the Reagan era, antitrust law in the U.S. has tolerated monopolies so long as they don’t result in higher prices for consumers. Antitrust law is thus impotent to regulate companies offering free services.

However, we now have a small number of technology companies dominating the digital space by offering free services. These companies dominate not just e-commerce, search and social media but many other services like email, messaging, video, and digital ads.

They’ve even been allowed to increase their monopolies by buying rival and complementary companies. Google, for example, enlarged its monopoly into video by buying YouTube, whilst Facebook bought out Instagram and WhatsApp, both clear competitors.

So where’s the worry? How can a free service not be competitive, even if it is a monopoly? The problems is that these services hide the real cost to the consumer. With a “free” service, the actual cost is inevitably hidden. The impact of digital services on print journalism is a cost. The addictive interfaces to

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our devices are a cost. Our loss of privacy has a cost. Thought bubbles have a cost. The stifling of technological change by the large tech companies buying out smaller and more agile competitors has a cost.

We might need therefore to break up the larger tech corporations to make the digital market competitive again. For example, Alphabet might need to be broken into parts.

Search. Email. Video. Mobile operating systems.

No one company should be allowed to dominate across all these spaces. Ironically, by setting up Alphabet, Google has made the job of breaking it into parts easier, undermining arguments that it needs to be kept as one.

We might also need to prevent the tech giants from buying up or merging with their competitors. In 2012, Facebook bought Instagram for around $1 billion. And in 2014, it bought WhatsApp, a competitor to its messaging service, for $19 billion. Such deals should probably be prohibited. Instagram and WhatsApp were doing very well on their own before Facebook bought them. And it was probably Facebook, and not the consumer, who benefitted most from their sale.

Artificial Intelligence will change our world dramatically. We need therefore to think equally big about the changes to make to society today to ensure it is the world that we want it to be.

About the Author: Toby Walsh is a Laureate Fellow and Scientia Professor of AI at the University of New South Wales and CSIRO Data61, and adjunct professor at QUT. He was named by the Australian newspaper as one of the “rock stars” of Australia’s digital revolution.

Professor Walsh is a strong advocate for limits to ensure AI is used to improve our lives. He is a Fellow of the Australian Academy of Science and recipient of the Humboldt Prize and NSW Premier’s Prize for Excellence in Engineering and ICT. He appears regularly on TV and radio, and has authored two books on AI for a general audience, the most recent entitled “2062: The World that AI Made”.

Toby Walsh will address the ASIAL Security 2021 Conference on the 17th of November.

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NEW MEASURES TO IMPROVE INSURANCE AVAILABILITY AND AFFORDABILITY FOR THE SME SECTOR

The Insurance Council of Australia (ICA) has announced measures intended to improve the affordability and availability of commercial insurance products for the small and mediumsized business sector. The measures are in response to recommendations contained in the final report of the Independent Strategic Review into the role of the private commercial insurance market undertaken by industry expert John Trowbridge.

The move by the ICA to undertake the review was in response to growing dysfunction in professional indemnity, public liability, and business interruption cover insurance markets.

The creation of a Business Advisory Council will bring together business and insurance sectors with the aim of working through practical solutions to insurance availability and affordability issues, most particularly for professional indemnity, public liability, and business interruption cover. These will be considered at a sector level and not for individual enterprises.

The final Review found that in the context of a hardening insurance market there is no one size-fits-all solution to issues of affordability and availability for SMEs and that solutions require collaboration and goodwill between the insurance sector, SME sectors, and governments.

The final Review includes 13 recommendations which broadly fall into three categories: • improved engagement between insurers and SME sectors; • better understanding of insurance

by SME policyholders; • and advocacy to government and transparency.

The ICA supports all recommendations of the Review.

Other measures announced in response to the Review and its recommendations include:

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• The creation of an ICA Board committee to consider proposals by the Advisory Council to intervene where no single provider of cover exists • An examination of the simplification of commercial policy definitions and documentation • Consideration of consistent industry-wide protocols for situations where significant increases occur on already highcost premiums • Continued support of work to improve the transparency of broker fees • Improved engagement with government to ensure policy

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ASIAL RESPONSE TO THE INSURANCE COUNCIL OF AUSTRALIA STRATEGIC REVIEW Role of the Private Insurance Market June 2021 ASIAL’s response included support of:

development and implementation takes account of overt and latent insurance issues, and to reform insurance taxes and levies • Further development of risk management and mitigation advice and education • Advocacy to expand public availability and improve useability of the National Claims and Policies Database held by APRA. The ICA and the Business Advisory Council will act in compliance with competition laws and where required will seek regulatory approval for any proposed recommendation or action.

The Advisory Council will look at how to address market gaps in various lines of cover and to evaluate what the risks and solutions could be for sectors such as carnivals, caravan parks, adventure parks, financial advisers, and building professionals. ASIAL has been invited to participate in this project.

1.

2.

Standardisation of policy definitions and wording.

3.

4.

5.

Greater use of deductibles and coverage limits.

6.

The notion of more underwriting agencies with specialised portfolios.

7.

The role of industry associations to develop codes of practices and accreditation regimes to enhance compliance standards and mitigate risk.

8.

Greater broker specialisation and understanding of specialist risk areas.

9.

The phasing out of State and Territory taxes and levies on general insurance and their replacement with less distortionary taxes.

10.

Greater investment and support from the wider insurance industry (in consultation with professional associations) in the development of educational resources to better inform decision making in risk mitigation.

Efforts to improve risk management and risk mitigations strategies.

Establishment of underwriting consortia to underwrite specialized portfolios with the appropriate safeguards. For example, crowd control.

Government involvement for economic benefit where private sector solutions are insufficient to solve affordability and availability problems.

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SECURITY IN TRANSFORMATION The 2021 Virtual Security Conference The ASIAL Conference held over two-days will cover key topics including artificial intelligence and machine learning, cyber and physical security threats, digital transformation, social media crisis management as well as a leading discussion into security in a post-COVID world.

This year’s virtual program includes a compelling line up of experts and academics who will share their insights on how to protect your business, brand reputation, and vital assets along with mitigating risk and vulnerability.

As demand for security services grows, digital transformation and innovation is critical to the future growth and development of the Australian security industry.

The use of technologies such as video analytics, augmented reality, cyber security and robotics will become commonplace, meaning that organisations will need to embrace change to remain competitive.

The theme for the 35th annual ASIAL Security Conference is ‘Security in Transformation’, highlighting the importance of an innovative, technologically advanced and competitive security industry in delivering improved security outcomes that are responsive to changing market needs. Drawing on a distinguished panel of industry experts, the virtual two-day program offers exceptional value for money. ASIAL Members will receive a discount on Conference registration.

MORE INFO: asial.com.au/security2021

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MEET THE 2021 SECURITY CONFERENCE SPEAKERS David Cameron

Ben Doyle

CSO, International SOS

CIO, Thales

Topic: Security in a Post COVID World

Topic: Digital transformation threats and opportunities

Julian Talbot MD, SRMBOK

Dr Gav Schneider CEO, Risk2Solution

Topic: An Integrated Approach to Risk Management

Topic: Where is the Security Industry Heading and What do we Need to be Ready?

Damien Manuel

Peter Wilkinson

Director, Centre for Cyber Security Research and Innovation, Deakin University

Chairman, Wilkinson Butler

Topic: The Evolution of Cyber Threats and Essential Mitigation Strategies

Topic: Practical Tips: Avoiding Hazards in Crisis Communications

Professor Martin Gill

Simon Atkinson

Director, Perpetuity Research (UK)

Captain RANR, Associate Professor, Sydney University

Topic: Will the Post Pandemic ‘New Normal’ Herald a New Security?

Topic: How Do We Stop Thinking with a Peacetime Mentality?

Toby Walsh

Maksym Szewczuk

Laureate Fellow, Professor of AI, University of New South Wales

Safety and Design Engineer, Bechtel (Western Sydney Airport Project)

Topic: Artificial Intelligence and Machine Learning - Threat or Opportunity

Topic: Security by Design for Integrated Critical Infrastructure: A Western Sydney Airport Perspective

Pernille Christensen

(Senator) Stephen Loosley AM

Senior Lecturer, School of Built Environment, University of Technology Sydney

Deputy Chair, Security Committee, Board of Thales Australia

Topic: Changing Business-asUsual: Protective Security as Part of an Integrated Project Delivery Approach

Topic: Security Risk and Good Governance - What Boards Need to Understand

Cletus Brown

Matt Grant

Director of Knowledge, The Fair Work Ombudsman & Chris Delaney, Industrial Relations Advisor, ASIAL

GM-Security Operations, NBN Co

Topic: Ensuring Transparency and Good Governance in Security Contracting Arrangements

Topic: Developing a strategy where cyber, physical and personnel security converge to protect an organisation

Christian Dorau General Manager Australia, Head of Sales and Marketing, Head of Technology Services, Certis Australia and Fuji Foo, Chief Digital Officer, Certis Singapore

Topic: Digital transformation strategy of the security industry - the Singapore experience

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VIDEO SURVEILLANCE KNOWLEDGE IS POWER

analyse objects and events. Video analytics can identify a variety of different behaviours, actions and objects such as,

By John Fleming

f Illegal parking in a restricted area

f People loitering in a given area f An object left behind in a facility f People gathering in a crowd f Counting the number of people entering and leaving a building f Licence plate recognition f Facial recognition

Closed-Circuit Television (CCTV) is an integral part of the infrastructure of government agencies, utilities, private and commercial premises security strategy, providing not only benefits for security surveillance of public areas but also workplace health and safety and as a deterrent to antisocial behaviour.

The acronym CCTV is changing to Video Surveillance Systems (VSS) to reflect the rapid developments and uptake in use of Internet Protocol (IP) products and networks.

A new Australian Standard on Video Surveillance Systems based on work undertaken by the International Electrotechnical Commission (IEC62676) was fully adopted

by Australian Standards in 2020. The series of VSS standards is AS/NZS 62676.

With the introduction of the new VSS standard, industry and end-users should consider (if they haven’t already done so) reviewing their surveillance systems to ensure they are fit for purpose.

Purchasing a surveillance system can be complex and a significant investment, involving initial installation and hardware costs, plus regular ongoing maintenance and servicing over the life of the system.

Disappointingly, we hear comments from end users that their surveillance system does not meet their requirements, the images are not very good and resolution is poor.

Often, the reality is that the person responsible for purchasing the system didn’t fully understand the ramifications associated with the design, equipment selection or what is required to achieve the outcomes required. A major consideration should be how does the surveillance system fit into the organisation’s security master plan and what support levels are required to maintain multiple systems. Holistic design principles associated with the provision of surveillance infrastructure are often overlooked, which adds to the ongoing cost required to keep the systems operational.

In today’s rapidly changing environment, IP based systems scale easily from one camera to thousands of cameras in increments of a single camera. This makes IP based solutions ideal for expanding a system as the budget allows. With IP video surveillance, live and recorded video from the VSS can be set up for remote viewing via authorised desktop computers, laptops and smartphones.

IP cameras enable much more functionality than just a video image, advanced software using video analytics digitises video from cameras to detect, recognise and 2 8 SEC UR IT Y IN S IDE R | OCTOBER–DECEM BER 2021

All of these elements serve up powerful systems that are much more than simply motion detection.

One of the significant advantages from an administrative perspective is the ability to centralise the management and control of security services.

Security managers will increasingly have comprehensive video surveillance integrated with access control and other building management systems all managed and controlled through an open platform solution.

These systems will enable faster, more informed decision making and better coordinated responses.

Surveillance systems are designed to facilitate greater community safety in reducing and preventing crime, it also assists law enforcement agencies in working together to provide a safer environment and reducing crime levels by deterring potential offenders. VSS are a tool in crime detection supporting apprehension and prosecution of offenders.

Organisations rely on internal staff and /or external consultants to design and deliver systems to meet their requirements. Unfortunately, some of those engaged to design and implement these systems struggle to fully understand and identify the actual outcomes and requirements. By failing to take into account considerations such as interrelationships with services such as lighting, networks and communication the systems implemented may not perform as required.

To gain a better understanding of what you should consider when supplying a surveillance system and how to achieve the best outcome for the facility, it is beneficial to do your homework. The information you should look for includes:

f Define the purchasers VSS and security outcomes; f Understand system capabilities and limitations; f How to ensure systems that have been purchased and installed meet the surveillance/security outcomes defined before sign-off; f Develop a holistic approach to the organisation’s surveillance and security requirements; f Thorough detail on the specification; f Understand the requirements of the new Video Surveillance Standard AS/NZS 62676 Surveillance Systems are becoming increasingly complex and sophisticated, it is important to keep up to date on ever changing systems and capabilities.

As the saying goes ‘knowledge is power’.

About the Author: John Fleming is the ASIAL General Manager

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•

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Protection for your company and you as a business owner and director When thinking about insurance for your business it is

As your insurance broker we can help you identify where

INDUST RIAL RE L ATI ON S

ORDINARY AND CUSTOMARY TURNOVER OF LABOUR EXPLAINED

By Chris Delaney

It is common in the provision of private security services for clients to put contracts out for tender – the current security contractors losing the contract and a new one taking over. Often the employees will take up jobs with the new contractor, preferring to continue in the place they know than move with their employer to other clients in other locations.

Is this “Ordinary and Customary Turnover of Business”? Or is it redundancy?

Chris Delaney – ASIAL’s Workplace Relations Advisor explains.

The Fair Work Act 2009 at s119 (1) (a) states: (1) An employee is entitled to be paid redundancy pay by the employer if the employee’s employment is terminated: (a) a t the employer’s initiative because the employer no longer requires the job done by the employee to be done by anyone, except where this is due to the ordinary and customary turnover of labour; NB. A small business i.e. employers of less than 15 employees are not required to make severance payments.

30 SEC U R IT Y IN S IDE R | OCTOBE R– DECEM BER 2021

Redundancies can be expensive. Along with paying out notice and other entitlements, there may be additional severance payments based on a scale in the National Employment Standards (NES), unless the termination of employment is deemed to be “due to the ordinary and customary turnover of labour”.

Quite often it has been left to Industrial Tribunals to make an assessment considering the individual merits of each case in determining whether the usual practices of the security provider meet the intention of the legislation.

Every private security provider has some turnover of clients. And some have featured in some cases, however there are common principles that are applied to each situation as a determinant for the tribunals, including:

f The turnover must be “commonly observed” and “habitual or of longstanding practice”. This might be a feature of the industry the business operates in, or the nature of work being performed. Clearly like contract cleaning, in many sectors private security turnover of contracts is a common feature. However, where contracts have held for long periods or have been rolled over a number of times it may be that it is not a feature of this particular business. f The contract of employment will be examined to determine the intention of the parties – employer and employee. If it makes clear the employment would naturally end as a matter of custom when the contract ends with the client or at the completion of a specific project, this will give some weight to the determination in favour of “ordinary and customary turnover of labour” Ongoing employment could not be guaranteed.

IN DUS T RIA L RE L ATIO NS

WHAT IS NOT CONSIDERED TO BE THE “ORDINARY AND CUSTOMARY TURNOVER OF LABOUR”?

In 2020, the Federal Court of Australia considered this question in, Berekley Challenge Pty Ltd v United Voice [2020] FCAFC 113.

Two of the companies groups provided cleaning and security services to a client under a commercial contract which had been renewed several times. The contract was lost and employees some of whom had up to 20 years continuous service were not offered redundancy/severance payments, the employer citing “ordinary and customary turnover of labour”.

The employment contracts provided for permanent, ongoing employment and no mention of employment ceasing when or if the contact was lost.

The companies were ordered to pay redundancy.

WHAT EMPLOYERS SHOULD DO Where there is a contract with a client that has a finite beginning and end employers should ensure that it is explicit in the contract of employment that when the contract ends or is lost there can be no expectation of ongoing employment.

Merely writing the above into a contract will not be reasonable if it does not reflect the true nature of the industry or sector of the industry in which the provision of security services occurs.

Modern awards require employers to consult with employees as soon as they become aware that the contract is going to, or is likely to cease and to discuss the effect this will have on the employees’ continuing employment. Failure to consult may cause a termination to be unfair.

It is important that when faced with the loss of a contract, employers should engage with the incoming contractor to “obtain” suitable alternative employment for their employees. Courts have determined that employers must do more than just arrange for employees “an opportunity to enter the recruitment process of…which may or may not have resulted in an offer of employment” to satisfy s.120 of the Fair Work Act 2009 to avoid redundancy payments.

In another matter the Court said: “to obtain employment for an individual means to procure another employer to make an offer of employment, which the individual may or may not accept as a matter of his or her choice”.

If the employee chooses not to accept the offer of employment, the question becomes whether that employment was an “acceptable” alternative or not.

It is clear that employers must make substantial attempts to secure suitable alternative employment for their employees by reaching an agreement in writing with the incoming contractor that jobs will be offered. If those offers of employment are rejected an outgoing employer may have an argument not to make redundancy payments.

Unfortunately it is not always that simple, sometimes there is significant tension between the incoming and outgoing contractors creating a barrier to cooperation.

Incoming contractors often do not want all or at least some of the outgoing contractor’s employees. There are many questions that the incoming contractor must consider. e.g. Does the client want to retain some or all of the employees? Is there some special expertise, information or work practices that need to be maintained? Does the incoming contractor have enough of the right staff to takeover seamlessly?

KEY TAKEAWAYS 1

Employers may not be required to pay redundancy if the termination is due to the ordinary and

2

Contracts of employment should be explicit in ensuring that employees understand that there may be no reasonable expectation of ongoing employment if the contract ends or is lost.

3

Employers must consult with employees about any major change affecting their employment.

4

Employers should consult with the incoming contractor to secure suitable alternative employment for affected employees. This may mean having a written agreement with the incoming contractor to employ them.

5

Build a strategy on what to do at the end of a contract as early as possible to ensure an effective process can be implemented as soon as required.

Be aware of Legislative and Award responsibilities and always seek professional advice before implementing any change that will have a major effect on employees.

About the Author: Chris Delaney, ASIAL Industrial Relations Adviser.

Chris Delaney is a highly regarded employee relations professional with over 40 years’ experience in industrial relations and human resources.

Note: The information provided above is for convenient reference only. ASIAL and Chris Delaney & Associates Pty Ltd provide this information on the basis that it is not intended to be relied upon in any cases, as the circumstances in each matter are specific. Accordingly, we provide this information for general reference only, but we advise you to take no action without prior reference to a workplace relations specialist.

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RECOGNITION PROGRAM The ASIAL member recognition program acknowledges longstanding members of the Association.

We would like to congratulate the members to have recently achieved the following recognition levels: GOLD

CATEGORIES: PLATINUM – 25 YEARS + GOLD – 16 – 24 YEARS SILVER – 11 – 15 years

BRONZE Integrated Security Services Pty Ltd

VIC

NSA National Pty Ltd

VIC

Paragon Visual Education Pty Ltd t/a Paragon Corporate Training

WA

Paul Andrew Salvestro

NSW

Triton Investigations Group Pty Ltd

QLD

SILVER ABT Security Systems Pty Ltd

NSW

Barry Raymond Vivian Harland t/a Outback Security Services

NSW VIC

CM Security Pty Ltd

QLD

Damien-John Sly t/a SlyOnline Solutions

QLD

Datacoms Security (QLD) Pty Ltd t/a Kellcomm Security

QLD

Elite Auspak Pty Ltd t/a Metropolitan Guard Services

VIC

HJ and K Bennett t/a AlarmTec

NSW

John B Electrical Pty Ltd

VIC

Oliver Ramsay Group Pty Ltd t/a Oliver Ramsay Security

VIC

Wilson Security Pty Ltd t/a Wilson Security Zennforce Protection Group Pty Ltd

E-Fun Zone

VIC NSW

Mitchell Aluminium Pty Limited

ACT

ProtecSYS Pty Ltd

QLD

Sci-Blue Services Pty Ltd t/a Sci-Blue Security Systems

QLD

Security Services Victoria Pty. Ltd.

VIC

Service Risk Australia Pty Ltd

NSW

Techsecure Pty Ltd t/a Q Security

QLD

New Members of ASIAL Professional Recognition Program An individual recognition program for security professionals committed to the highest standards.

More at: https://www.asial.com.au/membershipinformation/professional-program Associate Fellow ASIAL Professional Program AFASIAL Ghanshyam Sharma Jose Myles Eusebio Tony Keane

VIC QLD

GET INVOLVED IN ISOD 2022 more info

SECURITY@ASIAL.COM.AU 32 SEC UR IT Y IN S IDE R | OCTOBER–DECEM BER 2021

VIC

Honeywell Ltd t/a Honeywell Security & Fire

BRONZE – 6 – 10 years

Barwon Security Pty Ltd

Centec Group Pty Ltd t/a Centec Security Group

WA NSW VIC

WELCOME TO OUR NEW MEMBERS ASIAL welcomes the following members who have recently joined the Association.

NEW CORPORATE MEMBERS AE Security Pty Ltd AMR Facilities Pty Ltd Atlas Protection Services Pty Ltd Australian Manav Group Pty Ltd

Orient & Western Electricals Pty Ltd

VIC

Ozland Group Services Pty Ltd

NSW

NSW

Pride Group International Pty Ltd t/a Pride Security Group

NSW

NSW

Proguard Security Services Pty Ltd

SA

VIC

VIC

PSG Security QLD Pty Ltd

NSW

Biode Pty Ltd

QLD

RD Cleaning Professionals Pty Ltd t/a R D Security Services

NSW

CAV Security Group Pty Ltd

NSW

Retail Staff Pty Ltd

QLD

Certis Australia Pty Ltd

NSW

Richard Charles Hearn t/a Mansfield Security

VIC

NSW

Samuel Schmidt t/a Target Protection Group

QLD

SHM Group Pty Ltd t/as H Security Services

NSW

Comtex Group Pty Limited Eagle Eye Guards & Services Pty Ltd

VIC

GPW Group Pty Ltd

NSW

Smokeshield Pty Ltd

Heightened Security Solutions Pty Ltd

QLD

T1 Security Group Pty Ltd

Optimum Security Services Pty Ltd

NSW

TBS Security Australia Pty Ltd

QLD

Paul Francis Conti t/a Alcomsat

QLD

Tech Synergies Pty Ltd

QLD

VIC

TIMS Group Qld Pty Ltd

QLD

People Plus Workforce Pty Ltd

VIC VIC

Response Security Services Pty Ltd

NSW

Trent John O’Keeffe t/a Asgardian Protection

NSW

Safeguard National Security Pty Ltd

VIC

Tribe Workforce Solutions Pty Ltd

QLD

VIC

Trident Services Australia Pty Ltd

QLD

Security Controls Pty Ltd t/a Australis Security Skyline Group Service Pty Ltd Switchtek Pty Ltd

NSW

TxRx Technologies Pty Ltd

QLD

Uso’s Protection Service Pty Ltd

VIC

SA

Valour Security Services Pty Ltd

QLD

NEW PROVISIONAL CORPORATE MEMBERS Alpha 14 Pty Ltd t/a Campbelltown Security Australasian Protective Security Pty Ltd Baysec Group Pty Ltd

NSW

UPGRADE TO FULL CORPORATE MEMBERSHIP

VIC

A.C.N. 116 391 621 Pty Ltd t/a Infront Static Services

VIC

Agilis Security Pty Ltd

QLD WA VIC

NSW

Alpha Guard Security Group Pty Ltd

BettElec Pty Ltd

QLD

AMS Australia Pty Ltd

Black Ops Security Pty Ltd

NSW

Amwaj Holdings Pty Ltd

QLD

ARA Indigenous Services Pty Ltd

NSW

VIC

AusProtect Group Pty Ltd

NSW

VIC

Carecom Solutions Pty Ltd

QLD

Bennelong Energy Services Pty Ltd

Boonah Business Supplies Pty Ltd Booosst Electrical, Data & Security Pty Ltd Elevate Security Pty Ltd

ACT VIC

Elite Group Security Services Pty Ltd

QLD

City Facilities Management Aus Pty Ltd

VIC

Elite Raven Group Pty Limited

QLD

City Integrated Maintenance Services (QLD) Pty Ltd

VIC

QLD

City Integrated Maintenance Services Pty Ltd

ETAV Pty Ltd t/a Eventtech

QLD

EGroup Events Australia Pty Ltd

NSW

Evolve ICT Pty Ltd

QLD

EGroup Protective Services ACT Pty Ltd

NSW

Fusion Solution Services Pty Ltd

QLD

ESS Delta Pty Ltd

NSW

GB Security Pty Ltd

QLD

Gregory Thomas Group Pty Ltd t/a Lectricon

QLD

Hitech Support Pty Limited

NSW

Essential Security Providers Pty Ltd

Glad Indigenous Pty Ltd GPS Geo Guard Pty Ltd HYA Security Services Pty Ltd

VIC

VIC

VIC VIC

I Connected Pty Ltd

NSW

Infront Security Pty Ltd

QLD

Insight Security Australia Pty Ltd

NSW

Linksprite (Australia) Pty Ltd t/a Now You Know

QLD

QLD

Paradyme Group Pty Ltd

Ironforge Security Pty Ltd Kaizen Companies Pty Ltd Lasari Pty Ltd t/a Safeguard Locksmiths

VIC

VIC

Rattlin Chains Pty Ltd t/a Security Solutions NT

NT

VIC

Securiter Pty Ltd

VIC

Lima One Protection Group (QLD) Pty Ltd

SA

SEQ Electronics & Entrance Systems Pty Ltd

QLD

Lima One Protection Group (VIC) Pty Ltd

SA

Skilled Security Group Pty Ltd

NSW

Lionza Pty Ltd Mars Protection Services Pty Ltd Next Move Security Pty Ltd O’Connor Marsden & Associates Pty Limited

VIC NSW VIC

Sterling Pixxel Pty Ltd T/A Sterling Security Group Time Lapse Pty Ltd Victorian Protective Services Pty Ltd

VIC QLD VIC

NSW

SEC URI T Y I N SI DER | O C TO BER –DEC EMBER 2 02 1 33

ASIAL GRADED SECURITY MONITORING CENTRES Current as at: 23 September 2021

COMPANY

STATE

CERTIFICATE NO.

GRADE

ADT Security

NSW

553

A1

GRADING EXPIRY DATE

11 Apr 2023

ADT Security (Data Centre)

NSW

554

A1

11 Apr 2023

ARM Security Systems

WA

556A

A1

27 Mar 2023

ART Security

VIC

545A

A1

30 Sept 2022

Back2Base

QLD

546A

A1

28 Sept 2022

BENS Wholesale Monitoring

NSW

548A

A1

19 Nov 2022

Calamity

NSW

539

A2

28 May 2022

Central Monitoring Services

NSW

557

A1

14 April 2023

Chubb Monitoring Centres

NSW

555

A1

25 Mar 2023

Coastcom Security

VIC

536

A2

24 Mar 2022

Energize Australia

VIC

542A

C2

19 Aug 2022

Executive Security Solutions (Monitoring)

VIC

540

A1

15 Aug 2022

Glad Security Pty Ltd

NSW

549A

A1

11 Nov 2022

Golden Electronics

TAS

547A

A1

16 Oct 2022

Instant Security

QLD

530

A1

14 Nov 2021

Linfox Armaguard

VIC

541

A1

14 Aug 2022

Mekina Technologies

TAS

532

A1

16 Dec 2021

Monitoring Excellence

NSW

537A

A1

26 May 2022

Paul-Tec (Australia)

NSW

561A

A1

28 Feb 2023

Proforce Security Alarm Division Pty Ltd

VIC

558

A1

15 Apr 2023

Protection Pacific Security Ltd

VIC

544A

C2

01 Aug 2022

SA Security Monitoring

SA

535

A1

03 Feb 2022

NSW

564A

A1

30 May 2022

Sapio – Hamilton

Sometimes staffed, single integrated system

Sapio - West Ryde

NSW

543A

A1 (note 1)

30 May 2022

Secom Australia

NSW

531

A1

14 Dec 2021

Sectrol Security

VIC

562

B2

25 Nov 2021

Securemonitoring

VIC

529

A1

23 Nov 2021

Securitas Australia Remote Services

VIC

550

A1

01 Apr 2022

Securitas Australia Remote Services

SA

551A

A1

26 May 2022

ACT

552A

A1

14 Feb 2023

Security Alarm Monitoring Service

SA

538B

A1

18 Jun 2022

Security Control Room

VIC

563A

A1

18 Aug 2023

SMC Australia

QLD

559

A1 (note 2)

06 May 2023

Ultimate Security Australia

NSW

565A

A1

22 Sept 2023

Valour Security Services

QLD

560

A1

09 Jul 2023

Security 1

(1) Due to COVID-19. Some operators outside centre but within centre’s secured premises. Min. two staff together. No impact on response times.

(2) Site Improvement in hand. Impact on Grade A component, not Grade 1. Operators may be in separate secured area, adjoining centre. No impact on response compliance times or R1A redundancy.

The ASIAL Graded monitoring centres above have been inspected and graded for compliance with the applicable Australian Standard: AS 2201.2 - 2004.

PLEASE NOTE: ASIAL takes no responsibility for companies which may change the nature of their operations subsequent to Grading.

ASIAL CERTIFIED REDUNDANT MONITORING CENTRES List current as at 23 September 2021 CORE CENTRE

GRADE

CERTIFICATE

REDUNDANT LEVEL

EXPIRES

Chubb Monitoring Centres, Rydalmere

A1

R7

R1A

25 Mar 2023

Security Monitoring Centres Australia, Salisbury

A1

R8

R1A

25 Mar 2023

These Centres have been certified as Redundant Monitoring Centres in accordance with the current versions of the ASIAL documents: ‘Redundant Centres – Background’ and ‘Redundant Centres – Requirements and Testing’.

34 SEC U R IT Y IN S IDE R | OCTOBE R– DECEM BER 2021

ASIAL’s Security Insider Podcast Series The ASIAL Security Insider Podcast series explores some of the issues and challenges facing the security industry.

EPISODE 52

EPISODE 56

The Value of The Australian Security Medals

Security 2025 – A five year roadmap for the security industry Part 2

With Nick Kaldas, Former Deputy Commissioner, NSW Police, and current Chair, Royal Commission into Defence and Veterans Suicide, about his involvement with the Australian Security Medals Foundation. What are the Australian Security Medals? What do these awards mean for the security industry and how can you get involved?

EPISODE 53 Crisis and issues management in a post-COVID world With Peter Wilkinson, chair of Wilkinson Butler and Managing Director of Wilkinson Group. What are common mistakes made by organisations when managing a crisis, and what can we do about them?

EPISODE 54 Developing a convergent security strategy to protect an organisation With Matt Grant, General Manager Security Operation, NBN Co. How can cyber, physical and personnel security converge to protect an organisation?

EPISODE 55

With special guests Dr Gavriel Schneider, Senior researcher and Director at the Australian Security Research Centre; Bryan de Caires, CEO of the Australian Security Industry Association Limited; Nicholas Martin, Chair of the Forum of Australasian Security Executives and Cameron Smith, Director, Security Licensing & Enforcement Directorate with NSW Police, we discuss issues around mutual recognition of security licenses, national training standards and the future of regulation.

EPISODE 57 Security 2025 – A five year roadmap for the security industry Part 3 With special guests Dr Gavriel Schneider, Senior researcher and Director at the Australian Security Research Centre; Bryan de Caires, CEO of the Australian Security Industry Association Limited; Nicholas Martin, Chair of the Forum of Australasian Security Executives and Cameron Smith, Director, Security Licensing & Enforcement Directorate with NSW Police, we discuss issues around mutual recognition of security licenses, national training standards and the future of regulation.

Security 2025 – A five year roadmap for the security industry Part 1 With special guests Dr Gavriel Schneider, Senior researcher and Director at the Australian Security Research Centre; Bryan de Caires, CEO of the Australian Security Industry Association Limited; Nicholas Martin, Chair of the Forum of Australasian Security Executives and Cameron Smith, Director, Security Licensing & Enforcement Directorate with NSW Police, we discuss issues around mutual recognition of security licenses, national training standards and the future of regulation.

Visit www.asial.com.au/asialpodcasts Subscribe on

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