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sliding upwards towards the CEO, if not to the COO, one or two

anymore. And, therefore, we’ve had to look at some other ways

rungs down from there at most. So if you took a snapshot five

to provide training and to educate and to continually get that

years ago, I think you would have seen a different situation. So I

security message out there.

think that, yes, that’s happening. I think that as CEO’s are made

We’ve done that through our online training system. We’ve

more accountable for their actions, and I guess there’s the

developed a number of packages that can be sat globally on

safety aspect as well, which ties in with security, that they are

an online training program, that can be measured, they can be

standing up and taking notice and saying yes, I do need to

certified, so that the person who’s sitting it can receive a

know about this, because it could impact on me personally.

certificate. We can get statistics from it, so we can still deliver that same message, albeit it not quite as good as being face-

SI: That move upwards seems to correlate with the

to-face…but certainly the same message, without having to

widening of the scope as well, into all-hazards, risk

travel to every location within this country and globally. So, that’s

management approaches and so on. Is that part of the

worked really well.

reason as well? That we’re not just saying, ‘please take us

And, I guess like everybody, we’ve had to be smarter, as well.

seriously’ – we’re saying ‘there’s a lot more that has to be

And one of the key things we’ve managed to achieve is we’ve


done more with less, I guess. We haven’t watered down our

CM: I think there’s a slower progression towards the all-

delivery of security, but we’ve just done it smarter. So we’ve

hazards approach, where the business continuity, crisis-

looked at every possible guard post, we’ve looked at everything

management, security risk management and other similar

that we do to try and determine: ‘Do we actually need that, or is

functions are all under the one umbrella. I think there’s still a

that a nice to have?’ And some of the nice-to-haves have gone,

long way to go there. But yes, I think that has had some

and some of our business partners — the people that we work

impact on it.

for — have had to say, yes, I understand that. So we still deliver the same level of security, but it’s certainly very much more in

SI: What has the impact of the global financial crisis been

tune with the level of risk.

on your organisation? CM: I think mine, like many truly global organisations (we’re

SI: With cutbacks that you mentioned going on in all

quite a large global organisation), has had to re-think the way

businesses in relation to their security departments, can

they look at security, and the way they deliver security to their

you see when the market does turn, those departments

customers — internally and externally. Probably one of the first

then employing more people and the nice-to-haves to a

expenses to go in an organisation when the crunch is on is

degree being reinstated?

travel. So, the face-to-face visits and the face-to-face training that we have provided may not be able to be provided


CM: I think it’s probably a cyclical thing, in that I might expect to see a gradual increase. Now that we’ve fine-tuned


Security Insider June 2010  
Security Insider June 2010  

Bi-Monthly SecurityI ndustry Magazine published by Australia's Largest Security Industry Organisation - ASIAL. Designed by Martin at Webfx2...