Security Solutions Magazine Issue 104

A U S T R A L A S I A’ S L E A D I N G S E C U R I T Y R E S O U R C E F O R B U S I N E S S A N D G O V E R N M E N T

ISSUE #104 NOV/DEC 2016

ISSN 1833 0215

Grey Imports

$9.95 inc GST / $10.95 NZ

Caveat Emptor The Danger of

NEED SERIOUS SECURITY? THE ANSWER IS EZI!

Ezi Security designs, manufactures and installs a premium range of electronic perimeter security products designed for both vehicle and pedestrian control. These consisting of a wide range of security products suitable for low to high-risk applications.

Ezi Security Systems has been manufacturing quality security products for over twenty-one years with equipment is installed in some of the very harshest of environments the planet has to offer. And all with outstanding results.

While Ezi has a commitment to innovative design and quality products we also fully understand the importance of easy and efficient after sales service. Ezi Security Systems services and maintain the products we sell to ensure that your critical infrastructure and personnel are protected at all times.

“ALL EZI SECURITY SYSTEM PRODUCTS ARE BUILT TO LAST A RELIABLE THIRTY YEAR (PLUS) PRODUCT LIFE SPAN WHEN MAINTAINED”

Ezi Security Systems has the most extensive offering of Hostile vehicle barrier products (HVB’s) and has the expertise to design and secure any critical infrastructure or site of national importance.

Ezi has an extensive range AVB and HVB Crash Certified products such as the world famous TruckStopper, the renowned K12 Wedge, crash boom beams and crash rated static and automatic bollards.

Ezi Security Systems has all the realistic solutions to meet your high security requirements while maintaining an aesthetically pleasing solution for your site.

All Ezi Security System AVB & HVB have been vigorously crash tested and certified to meet all ASTM, IWA and PAS 68 stipulations.

Ezi Security and its partners continue to the push boundaries on all crash products with our in-house R&D security experts providing market leading products designs.

This specialist ability also involves our renowned installation expertise and advice with the all important civil work design & engineering.

Ezi Security believes in pushing design frontiers for its products to keep pace with marketplace and security priorities. This year alone Ezi and PPG have successfully worked with CTS and crash tested to Pas 68 in 2016 the following products:

•

M30 Bollard Performance rating V/7500[N2]/48/90:0.0/0.0

•

M50 Bollard Performance rating V/7200[N3C]/80/90:5.5

•

Wedge II Performance rating V/7500[N3]/80/90:0.0/20.7 (tested with 4 m blocking width)

With our highly chosen business partners being the best in their field and coupled with our own Ezi Security R&D in house design team Ezi Security continue to push boundaries on market leading and state of the art crash rated designed products. Our ability also involves installation expertise and advice with all important civil work design & engineering.

Ezi also takes pride to provide our clients with more than just perimeter security solutions.

We also offer a quality range of internal pedestrian control products from Werra Entrance Control.

The Werra Entrance Control range compliments perfectly the already strong offering of pedestrian security control that Ezi Security currently offers to the market. The range includes a wide variety of systems suitable for pedestrian access management that includes the ability to hold and isolate persons of interest and/or concern. Ezi Security again has a quality product for every threat and contingency for building personnel security.

All products offer quick access for authorised persons and reliable protection against unauthorised access. With a flow rate of up to 35/min even large flows of people can be monitored and controlled effectively.

Werra Entrance Control not only stands for innovative for the individual’s passage of person, but also is an extension for our philosophy of being a professional fullservice provider of all components within perimeter security and access control.

Ezi Security Systems, and their business partners, are privileged to be protecting some of the most prestige and iconic man made marvels of the modern era from the Burj Khalifa Tower in Dubai to Australia’s very own Parliament House in Canberra.

IF SERIOUS SECURITY IS YOU REQUIREMENT, LOOK NO FURTHER THAN EZI! FIND OUT MORE ABOUT US!

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CONTENTS104

COVER STORY: CAVEAT EMPTOR – THE CHALLENGE OF GREY IMPORTS

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As the quest for cheaper and cheaper prices continues to drive the race to the bottom within the security industry, the issue of grey or ‘parallel’ imports continues to grow. We look at why the grey import market is a problem in Australia for manufacturers and distributors, as well as the dangers grey imports pose to installers and end-users.

SECURITY RISK MANAGEMENT: INEFFECTIVE AT BEST, DANGEROUS AT WORST Since the late 1990s, the protective security services of both government and private sectors have been motivated by the belief that the implementation of risk management and security risk management practices will reduce the likelihood of criminal attacks. But do they?

058

HONOURING OUTSTANDING PROFESSIONALS Now in its sixth year, we look at the outstanding individuals and their achievements recognised at this year’s Australian Security Medals Foundation gala dinner.

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A STRATEGIC APPROACH TO PHYSICAL SECURITY When designing a new security system, what factors should drive the design process?

068

WHAT EXECUTIVE PROTECTION PERSONNEL REALLY THINK Clive Williams, one of Australia’s leading international counter-terrorism and security commentators, sheds light on what the close personal protection (CPP) teams really think about the people they protect based on his interactions with some of the leading CPP teams from around the globe.

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INDUCTIVE OBSERVATION: PART 1 Experienced security director, consultant, trainer, operator and business developer Ami Toben looks at how security operatives can apply surveillance observation skills to their own security.

004 SECURITY SOLUTIONS

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CONTENTS104 010

LETTER FROM THE EDITOR

012 LEADERSHIP How do you determine a good leader versus a bad leader?

014

036 ALARMS We look at future opportunities for control room technology and service providers.

CYBER SECURITY Are mobile payments more secure than traditional credit card and online payments?

040

OPERATIONS Richard Kay looks at the basics of courtroom survival.

016 RESILIENCE How resilient is your organisation to external risks and

044 CCTV How can ergonomically designed control rooms increase

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HUMAN RESOURCES Why is it important that we build learning and

048

BUSINESS Why do most attempts to attract women to cyber security

development capacity in the security industry?

roles actually achieve the opposite?

productivity?

shocks?

020 RISK MANAGEMENT Is risk psychology important?

072 AVIATION Reflections on changes in aviation security.

024 LEGAL We revisit the principals of arrest.

076 ACCESS CONTROL Why is the global access control market growing

026

everywhere except in the Asia-Pacific region?

THINKING ABOUT SECURITY What is the cost of security?

028 EVENTS A look at upcoming industry events.

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PROFESSIONAL DEVELOPMENT Part three in our special series on detecting deceptive behaviour.

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068

088

SECURITY STUFF

106

PRODUCT SHOWCASES

090

SPOTLIGHTS

110

SHOPTALK Company announcements from within the industry.

100

PROFILES

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SOLUTION 007

www.securitysolutionsmagazine.com

Editorial Editor: John Bigelow john@interactivemediasolutions.com.au Sub-Editing: Helen Sist, Ged McMahon

Contributors: Gary Barnes, Jason Brown, Greg Byrn, Rod Cowan, Vlado Damjanovski, Kevin Foster, Tony Haddad, David Harding, Elly Johnson, Morris Johnson, Richard Kay, Blake Kozak, Steve Lawson, Callan Lyons, Joke Noppers, Rita Parker, Daniel Pinter, Alex Richardson, Ami Tobin, Clive Williams, Don Williams, Tony Zalewski.

Advertising keith@interactivemediasolutions.com.au Phone: 1300 300 552

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Publisher

Interactive Media Solutions ABN 56 606 919 463 Level 1, 34 Joseph St, Blackburn, Victoria 3130 Phone: 1300 300 552 Email: enquiries@interactivemediasolutions.com.au Disclaimer The publisher takes due care in the preparation of this magazine and takes all reasonable precautions and makes all reasonable effort to ensure the accuracy of material contained in this publication, but is not liable for any mistake, misprint or omission.

The publisher does not assume any responsibility or liability for any loss or damage which may result from any inaccuracy or omission in this publication, or from the use of information contained herein. The publisher makes no warranty, express or implied with respect to any of the material contained herein.

The contents of this magazine may not be reproduced in ANY form in whole OR in part without WRITTEN permission from the publisher.

Reproduction includes copying, photocopying, translation or reduced to any electronic medium or machine-readable form.

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LETTER FROM THE EDITOR

The security industry faces a number of significant challenges in Australia, many of which appear to stem from a never ending ‘race to the bottom’ as end-users and consumers seek to drive prices lower and lower. While we have touched on this subject in previous issues of the magazine, it appears things are only getting worse, not better.

Providers of security services and personnel are finding markets more and more competitive as end-users require tighter and tighter margins. This translates to low wages for guards and personnel, which in turn impacts the ability of the industry to attract new personnel.

Similarly, in the electronic security market, manufacturers, wholesalers and distributors are feeling the pinch as integrators and end-users continually push for lower prices on product and projects. Not surprisingly, in an effort to find lower prices while maintaining higher margins, many integrators and installers are turning to the internet to purchase product online.

However, much of this product falls into the category of ‘grey imports’, which might seem like a great idea at the time, but comes with significant risks to the people importing, installing and using the product.

In this issue’s cover story, we examine the challenge of grey imports in the Australian security market, along with the implication of these imports for the people selling, installing and using them. We speak to a number of industry experts about the dangers of grey imports and their potential risk to not just the industry, but also to end-users.

If you have ever thought about buying security product from the internet, if you have installed product purchased from the internet or, as an end-user, you have never asked exactly where your security products have come from, then you need to read this issue’s cover story – you might well be sitting on a ticking time bomb.

John Bigelow Editor

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LEADERSHIP The Leadership Game

By Jason Brown

In a previous article in this series, I identified the need for leaders to have the ability to: • communicate effectively • recognise the developmental requirements of team members • set goals and motivate the team to achieve them • provide enthusiastic and creative encouragement • model acceptable behaviour.

In the last article, I provided the model for the leadership game. As readers may recall, this game is part of the process I used in the development program for middle ranking staff.

It was aimed at getting them to examine the leadership behaviours of previous bosses they had experienced and write these down on the four-part framework.

In the top left-hand quadrant, participants wrote down the negative professional/technical behaviours of their worst boss/bosses. Here is what they came up with: • Worst Boss Technical Capacity – did not have competence in key areas, blames others for his mistakes, blames you for mistakes, fails to provide clear instructions, misunderstands requirements, claims your work as his to cover up his failings, provides inadequate resources, and so on.

In the top right-hand quadrant, participants wrote down the positive professional/technical behaviours of their best boss/bosses. Here is what they came up with: • Best Boss Technical Capacity – expert in his field, passes on knowledge, provides training, keeps up with latest issues, effectively interprets and passes on directions, explains complex

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issues, provides clear instructions, and so on.

In the bottom left-hand quadrant, participants wrote down the negative personal behaviours of their worst boss/bosses. Here is what they came up with: • Worst Boss Personal Behaviour – a verbal or physical bully, a liar, lazy, ignores requests, negative, plays favourites, often unexplained absences, and so on.

In the bottom right-hand quadrant, participants wrote down the positive personal behaviours of their best boss/bosses. Here is what they came up with:

• Best Boss Personal Behaviour – always has time to help with problems, praises when praise is due, provides training and development, keeps the team safe, tells it how it is, and so on.

So, which boss do you want to work for? Which boss do you want to be?

And now for the private part of the exercise.

Draw up your own matrix and plot out your behaviours in the boxes. Be honest. Decide who you are and what sort of boss (person) you want to be.

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CYBER SECURITY Are Mobile Payments More Secure Than Traditional Credit Card And Online Payments?

By Garry Barnes Mobile wallet tokenisation technology is hard to hard, but industry is still sceptical.

With the recent Google launch of Android Pay in Australia, it is a good time to explore current perceptions around mobile payment technology and whether the technology is proving more secure than traditional credit card payments and online e-commerce sites.

Due to numerous cyber hacks and data breaches of payment cards, IT professionals and consumers are cautious about mobile payments, with research showing that the perception is that mobile payments are risky.

The results of ISACA’s 2015 Mobile Payment Security Study (2015) show that 87 percent of cybersecurity professionals expect to see an increase in mobile payment data breaches over the next 12 months, and only 23 percent believe that mobile payments keep personal information safe.

Additionally, a 2015 study of payment industry executives in the Americas, Europe and Asia Pacific by Edgar, Dunn & Company (2015) and Payments Cards & Mobile (2015) reports that 66 percent of those surveyed believe that security is the biggest concern with mobile and online payments in the future.

Despite these doubts, global IT association ISACA recently published new guidance noting that mobile payment is significantly more secure than most people believe. Additionally, the global number of mobile payment users continues to grow, according to Ovum. In 2014, there were 44.55 million users and that number is expected to reach 1.09 billion users by 2019. Of this, it is predicted that 939.1 million will be using near field communication (NFC) technology – the technology that makes in-store payment as easy as a tap for these mobile device users (Zoller, 2016).

Mobile payment security technology has improved since it was first developed. The advent of technologies such as tokenisation, device-specific cryptograms and twofactor authentication are advancements the industry has made. This article will focus

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on tokenisation technology, since it is the current security solution that is pushing mobile payments ahead of card payments in protecting consumers’ financial information.

Tokenisation is the use of secure mobile payment applications or mobile wallets that do not transmit a card’s primary account number (PAN) and personal information, but replaces it with a randomly generated ‘token’ to the payment network. Because the token is not the PAN, the token deters fraud if the payment transmission is intercepted and stolen.

Only the issuing bank and authorised entities can securely map tokens back to their original payment card data. PAN and other payment card data are never used during a mobile payment. The mobile wallet sends a token and a device-specific cryptogram to the point-of-sale (POS) terminal for a payment transaction. The device-specific cryptogram ensures that the payment originated from the cardholder’s device.

Therefore, if a hacker obtains mobile payment transaction data, it is unforgeable and useless. A hacker can never translate the token into a PAN because the token is a random number that cannot be mathematically reversed. The hacker cannot use the token in a transaction because the device-specific cryptogram that is sent to the POS terminal with a token cannot be used on another mobile device. If a transaction is intercepted, the token can only be used once, with the same wallet application, device and merchant store.

Traditional payment at a store or online can be compromised through theft or loss, card tampering, transaction spoofing, recording/ skimming magnetic data and copying card verification codes. In each of these attack opportunities, most modern mobile payment systems have some advantages.

For example, because NFC technology is used rather than a magnetic stripe reader, the ability for a nefarious party to use a ‘skimmer’ to record the PAN does not apply to mobile payments and is relative to only a physical

card transaction. Or, if a mobile device is lost or stolen, the mobile device can potentially be remotely erased. Since the consumer’s payment card information is not on the mobile device, the payment cards do not need to be replaced.

Businesses also benefit from mobile payments since the enhanced security should lower overall costs resulting from theft. It also allows businesses to integrate loyalty programs into the mobile payment system, further up-selling and increasing data collection.

As with any new technology, mobile payments add value and risk to an enterprise, and both must be understood to make a holistic risk decision about the technology, including regulatory compliance and the required protection mechanisms for cardholder data that are stored, processed or transmitted.

Tokenisation is the current solution to keep payment card data and transactions safe, and should allay business and customer fears around using mobile devices for mobile payments. However, criminals can be expected to search for ways to attack tokenised payment systems; therefore, the payment card industry must continue to be diligent in creating innovative security technologies for protecting mobile devices and payment transactions.

For more detailed technical guidelines around mobile payments, ISACA has launched a white paper Is Mobile the Winner in Payment Security?, which can be downloaded free of charge at www.isaca.org/mobile-payments

For a full list of references, email admin@interactivemediasolutions.com.au Garry Barnes is practice lead, Governance Advisory at Vital Interacts (Australia). He has more than 20 years of experience in information and IT security, IT audit and risk management and governance, having worked in a number of New South Wales public sector agencies and in banking and consulting.

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RESILIENCE External Risks And Shocks – How Resilient Is Your Organisation?

By Dr Rita Parker The fact that today’s businesses are global is not news, but the extent of the globalisation of trade and commerce – and the risks it presents – are far from understood. In an increasingly interdependent world, organisations are often on the frontline when it comes to systemic shocks, catastrophic events or unanticipated political upheaval. The recent Brexit referendum in the United Kingdom produced a far from united outcome, with global repercussions of uncertainty and risk.

Whether it is political and policy uncertainty, abrupt currency shifts, energy price shocks, cyber attacks, sudden changes in supply arrangements or unexpected staff absences due to pandemic health issues, there is an implicit demand that organisations are resilient to global risks. Organisations need to have the ability to anticipate, to adapt and recover from shocks, whether local or global in origin.

The resilience of any individual business depends heavily on the resilience of its suppliers and purchasers, particularly when those supply chains span many countries. From environmental to economic and political risks, companies are vulnerable even if they have no immediate presence in the geography where the risk arises.

For example, following the Fukushima Daiichi nuclear disaster in 2011, although just three percent of total companies were directly affected, this figure increased to 50–60 percent for secondorder companies and to 90 percent for third-order companies. After the Brexit referendum, UK companies immediately faced higher import costs as the pound sterling dropped in value against other currencies to a lower point than at any time during the global financial crisis. Workers also saw a corresponding reduction in their buying

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power for imported goods from Europe. It raises the question of how many organisations had or have plans in place for such an outcome.

Clearly, businesses need to strengthen their planning capacity to analyse complex and often uncertain interdependencies – even if the uncertainties seem unlikely – if they are to build resilience to external and global risks. In particular, scenario and emergency planning are essential attributes. To assess and evaluate an organisation’s resilience to global and other risks requires defining such risks in their most appropriate organisational context. It is important here to understand the qualitative distinctions among the types of risks that organisations face.

Drawing on the work of Harvard Business School Professors Robert Kaplan and Annette Mikes, three types of risks need to be distinguished: 1. Preventable risks, such as breakdowns in processes and human error.

2.

Strategic risks, which are undertaken voluntarily after weighing them against the potential rewards.

3. External risks, which are beyond one’s capacity to influence or control.

As noted by Kaplan and Mikes, the first two types of risk can generally be approached through traditional risk management methods, focusing mostly on organisational culture and strict compliance with regulatory, industry or institutional directives. Such approaches contribute to the overall resilience of an organisation. However, given the exogenous nature of external risks, cultivating resilience is the preferred approach for this last type of risk.

Two questions can help to categorise risk and to identify a way forward. First, how predictable is its likelihood and potential impact, and how

much is known about how to deal with it? If it can be predicted and a lot is known about it, such as where it emanated, specific strategies can be identified to anticipate the risk, mitigate its effects and minimise losses. However, it is not as straightforward when risks are difficult to predict and/or where there is little knowledge about handling such risks. The lack of preparedness in the UK for a majority ‘leave’ outcome of the Brexit referendum is staggering and demonstrates the lack of foresight and lack of planning to maintain the resilience of commerce, trade, the community and government. It is a salutary lesson for all organisations to be resilient by having the ability to anticipate, to adapt and recover from local or global risks – in all of their forms.

Dr Rita Parker is a consultant advisor to organisations seeking to increase their corporate and organisational resilience and crisis management ability. She is an adjunct lecturer at the University of New South Wales at the Australian Defence Force Academy campus where she lectures on resilience and nontraditional challenges to security from non-state actors and arising from non-human sources. Dr Parker is also a Distinguished Fellow at the Center for Infrastructure Protection at George Mason University Law School, Virginia, USA. She is a former senior advisor to Australian federal and state governments in the area of resilience and security.

Dr Parker’s work and research has been published in peer reviewed journals and as chapters in books in Australia, Malaysia, the United States, Singapore and Germany, and presented at national and international conferences. Rita holds a PhD, MBA, Grad. Dip., BA, and a Security Risk Management Diploma.

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HUMAN RESOURSES Building Learning And Development Capacity In The Security Industry

By Greg Byrne This article focuses on the importance and necessity of the security industry in Australia increasing the capability of its people through

To increase L&D capabilities, the challenge is to build momentum in the L&D environment and to shift attitudes of individual employees who may

and be aware that public police forces are moving to full professionalisation, which could halt the expansion of private policing. To ensure this does

learning and development (L&D). Companies are not being told how they should train their

not see the benefit of upgrading a Cert III to a Cert IV, or a Cert IV to a Diploma. However, if the

not happen, the industry needs to stay in front of the learning curve, maintain growth in L&D

staff and what they should train them in because

industry and individual companies are to attract

investment and ensure continued allocation of

each company’s training needs are different. The intent is to discuss the importance of individual

and retain staff, to be an employer of choice, and to continue to grow and expand, the security

sufficient funds.

Research shows high-performing organisations

enterprises and the industry as a whole in increasing L&D capability.

industry must find a way. L&D must become part of business planning to ensure it aligns with

align and integrate L&D initiatives with corporate and business planning through:

company and industry needs.

• integrating learning programs into corporate

There are many strategies individual businesses and the industry can follow to overcome some of these challenges, including: • Writing training targets into business plans.

This does not just include measuring the number of staff who have been trained or who have increased their qualifications, but also to evaluate the effectiveness of this enhanced knowledge.

• Integrating people and business planning.

The obvious way of doing this is through the HR manager or the establishment of a Chief Human Resource Officer (CHRO) position. This is more than just rebranding the HR manager, but an entire re-build of the role in much the same way the company accountant was re-built into the CFO in the 1980s.

• Increasing capacity and devolving accountability to line managers, so they are more adaptive, creative, innovative and target focused.

plans • developing corporate culture to support learning programs and ensuring cultural barriers are broken down • ensuring managers invest in and are accountable for learning and development • generating a focus on the business application of training rather than the type of training and considering appropriate learning options • de-emphasising classroom training and ensuring consistency with adult learning principles to allow staff time to process what they have learned on the job • evaluating L&D formally, systematically and rigorously.

Increased L&D capacity is vital to improved industry performance and requires commitment from all levels of individual companies and the industry as a whole. If done right, it will put the right people with the right skills in the right place and maintain the growth in the Australian security industry at current levels.

Staff and increased competition in the private and public security sectors are the key drivers of L&D in the security environment in Australia.

Australian police forces, who historically shouldered the burden of public safety, are increasingly being confronted and challenged by a more professional and growing private security industry. Maintaining growth and relevance in the face of increased professionalisation of state and federal law enforcement agencies will require a concerted effort from the security industry as a whole.

L&D encompasses a broad range of activities designed to improve the capabilities of people.

Capabilities comprise not only technical skills and knowledge, but also attributes, attitudes and behaviours. L&D activities can be designed to deliver specific competencies in a short period of time to meet an immediate need, or to achieve broader requirements over a longer period. Activities to enable people to acquire new capabilities can include on-the-job training, development opportunities, such as special projects, conferences, secondments and mentoring, as well as formal classroom training.

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Law enforcement agencies in Australia acknowledge the growing professionalisation of the Australian security industry. They are also aware that private policing is pluralising law enforcement in Australia and that this pluralisation is due to the increased levels of education in the Australian security industry. However, it is important for the industry to maintain the edge

Greg Byrne is the Managing Director of Multisec Consultancy Pty Ltd. He lectures part-time at the Western Sydney University for an undergraduate diploma in policing and is a sub-editor for and board member of the Australian Police Journal.

His academic qualifications include Master of Management, Diploma of HR, Grad Cert in Leadership and a Diploma a Security Risk Management. Greg can be contacted via email greg@multisec.com.au

Contact us on 1300 364 864 Follow us on

Delivering Proven Solutions for Security & Safety We Protect People & Assets SECURITY SOLUTIONS 019 www.magneticautomation.com.au

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RISK MANAGEMENT Is Risk Psychology Important?

By Dr Kevin J. Foster

I first started developing security risk assessment models in the late 1980s. Prior to that time, in the national security sphere, there were set ways of assessing risks, usually based on a known threat (Australia’s Cold War enemies) and clearly identified vulnerabilities to that threat.

As far as national security was concerned, the consequences of the enemy accessing state secrets was always considered unacceptable.

The definitions of classified material provided the description of the consequences of concern in the risk equation. For example, the International Dictionary of Intelligence defined the consequences of unauthorised disclosure of ‘Top Secret’ material (including information) as those that would cause exceptionally grave damage to the nation. Many countries, including Australia, had similar definitions in their security policies.

In Australia, espionage was a major focus of risk assessments at the national level, and at facilities important for national security operations.

While there had been some terrorist incidents in Australia before the late 1980s, there was a general perception that the threat from terrorism was not high. However, the first gulf war (1990– 91), and Australia’s involvement, raised some feeling in some parts of the Australian community which led to some people believing the threat of terrorism in Australia was rising, possibly rapidly.

Security decision making became a little confused in the post Cold War era. However, it was clear by the early 1990s that the terrorism threat, at least in Australia, was generating more fear or dread than the threat of espionage.

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Terrorism, like any violent crime, has very personal consequences, very well understood by everyone; whereas espionage has consequences that are a little harder to understand for those who have little knowledge of what goes on in the secret operations of governments.

Psychologists such as Daniel Kahneman and Amos Tversky had been studying risk decision making since the 1970s. They identified a number of biases that influence how people perceive risk and make decisions involving uncertainty. Their prospect theory led to a Nobel Prize in 2002 for Kahneman. Sadly, Tversky had died in 1996.

The biases they identified are easily recognisable today, but I rarely hear security or enterprise risk professionals expressing an understanding of these biases.

Another group of psychologists that improved the industry’s understanding of how people make decisions about risk were Paul Slovic, Baruch Fischhoff, Sarah Lichtenstein and their colleagues. In 1981, they wrote a book entitled Acceptable Risk, in which they described the research necessary to improve the way experts and lay people make decisions about risk. In that year, there was a conference that specifically addressed ‘The Analysis of Actual Versus Perceived Risks’.

Slovic, Fischhoff and Lichtenstein put forward a very strong argument that the distinction between actual and perceived risk is misconceived. They proposed the view that “although there are actual risks, nobody knows what they are. All that anyone does know about risks can be classified

as perceptions.” Some of the work they did was very relevant to security risk analysis. To this day, I still hear clients and some security professionals asking their risk analysts to assess the real risks, not the perceived risks! When I am asked to do this, I always tell my client that all risks are perceived. If I knew what was actually going to happen in the future, then I would be describing future facts not risks.

In their paper Facts and Fears: Understanding Perceived Risk (1980), Slovic, Fischhoff and Lichtenstein described their two-factor model, which showed how lay people’s perception of risk, or their response to it, is determined by certain risk characteristics. This model was described in a number of later papers and one of these well worth a read is Perception of Risk (Slovic, 1987 in Science, Volume 236). This psychometric model of risk perception shows that when lay people (not experts) make decisions about risk they are not very concerned about the statistical probability of the risk event. They are more concerned about the dread which they may perceive is associated with the risk, whether the risk is understood by them or not.

For example, if there is a low level of dread associated with the consequences, and the risk is believed to be well known, then high risks may be deemed acceptable. People who engage in high-risk activities, such as dangerous sports, understand this well. In business, if there is a significant payoff and the risk is believed to be well understood, then that risk may be accepted, even if there is a relatively high probability of failure.

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RISK MANAGEMENT

Buying a lottery ticket is another example where a high probability of loss of the investment may be accepted because there is a perception that the benefit of winning outweighs the risk of losing.

A second type of psychometric risk might be one where there is no dread attached to the outcome, but the risk is not known very well. For example, most people use a microwave oven in their kitchen without attempting to understand the risk involved, not even using a microwave leak detector to check the safety of the device. In this case, there is no particular interest in trying to understand the risk. In security, this is often the case in the world of espionage, especially in a business environment. The threat may be hard to assess and be not well known. If the consequences are not obvious then decision makers may not be too concerned and may choose not to spend sufficient resources on the protection of information assets.

A third type in the scheme is when the risk is not well understood but there is a high dread attached to the consequences. These risk types are often manifested as societal risk issues such as religious intolerance, immigration from culturally different parts of the world, or in the Brexit example, perhaps a fear that UK sovereignty was being lost to the European Union.

The fourth and most unacceptable type of risk is one where the dread factor is high and people believe they do understand the risk. Terrorism and violent crime are examples. In this case, people will have extreme views about the unacceptability of the risk and, in some cases, will have extreme responses.

In practice, risk perceptions can change as knowledge increases. For example, a low dread unknown risk can evolve into a high dread known risk as information becomes available through news channels and social media. Sometimes the

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While there had been some terrorist incidents in Australia before the late 1980s, there was a general perception that the threat from terrorism was not high.

dread increases through awareness campaigns.

Therefore, the acceptability of the risk changes even though the likelihood and consequences may remain static!

Much research into the psychological aspects of risk decision making has been completed in more recent years and the topic is becoming better known in Australia; however, it has been well known in the US and Europe for the past three decades. While Australia was a leader in the development of risk management standards, arguably Australia has been slow to recognise the psychological factors in risk management. In short, the standards in use (written by experts) tend to ignore how risk decision making actually occurs and instead specify what an ideal objective decision system might be like.

Perhaps Slovic et al were right when they said that lay people and experts are solving different

problems, talking different languages and see facts differently. For security professionals, the lay people are often the generalist managers that they advise. Many security professionals want to present objective (evidence-based) risks, whereas the generalist managers only want to address the risks they perceive as dreadful.

There is still much to learn about the psychology of risk!

Dr Kevin J. Foster is the managing director of Foster Risk Management Pty Ltd, an Australian company that provides independent research aimed at finding better ways to manage risk for security and public safety, and improving our understanding of emerging threats from ‘intelligent’ technologies.

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LEGAL Arrest: The Principles Revisited

By Dr Tony Zalewski It is well accepted across the security industry that arrest of perpetrators in and around the workplace occurs infrequently, except for those involved as covert operatives in the retail sector. However, as arrest can occur in or around any workplace and it is a high-risk activity that can involve use of force, it is important that principles associated with arrest are revisited and understood.

Security professionals are generally familiar with justifications to arrest, albeit there are some operational considerations supported by law that should be known. Some recent cases have highlighted relevant considerations for arresting security officers. This article consolidates the general principles as applied to arrest by security officers.

Each Australian state and territory has legislative authority for arrest with a process that applies to what is commonly termed a ‘citizen’s arrest’. Security officers rely on this legislative authority in making arrests. Of course, it must be remembered that security officers have no more authority than any other citizen to make an arrest, albeit industry training means intervening security officers have a distinct advantage due to their higher level of competency. For example, security officers generally understand they are not authorised to make an arrest based upon suspicion or an uncorroborated complaint of another, that a particular offence has been committed rather than some general offence, and not to use more force than is reasonably necessary to complete the arrest.

The common law also assists further in understanding requirements for arrest, of course assuming a lawful arrest has been effected and any power exercised by the arresting officer has not been exceeded. A lawful arrest has been effected if: • the arrested person was deprived of his or her

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liberty; that is, the person has been detained or confined in some way (it is not necessary that an arrested person is actually seized or subjected to physical force); • the arrested person was informed he was under arrest prior to, at the time or as soon as possible after the arrest; that is, it is not always possible to use formal words of arrest where there is excessive violence, an immediate attempt to abscond, the person does not speak English, is affected by alcohol or drugs and the like.

However, any communication must align with all that a reasonable person in the circumstances would do to inform a person he is under arrest; • the arrested person was informed of the general reason for the arrest; that is, for theft, assault or the like. It is not necessary to use technical or precise words.

If the requirements listed above are not satisfied, then the arrest will be unlawful. An unlawful arrest can result in an action for damages through torts such as assault, battery and false imprisonment.

Security leaders should ensure this high-risk area of work is regularly reviewed within the relevant system of work. Activity should include: • Review and enhance where required the organisation’s protocols, such as standard operating procedures relating to use of force and arrest. This should include version controls, relevant dates and a clear history of any protocol enhancements.

• Delivery of induction and professional development training to reinforce pre-licensing and any earlier training. Such induction and further training must include more than the operational security officer merely reading protocols and the like. There should be some practical delivery and assessment to ensure operational staff clearly understand their responsibilities in this high risk area. Assessment also confirms and provides evidence of competence.

• Maintenance of organisational records that disclose induction and professional development training that includes duration, method of delivery and method of assessment to determine an appropriate level of competency.

• Regular review of the work system against incident reports involving arrest.

To minimise the risk of operational errors and therefore potential future claims against the organisation, it is important the formal approach listed above is adopted. Careful thought given to issues relative to arrest in any workplace is essential. All staff, irrespective of their experience and qualifications, should proceed through the organisation’s training and assessment strategy.

The fact an experienced operative has been recently engaged by an organisation does not guarantee his competence in this high-risk area of work. As many experienced security leaders understand, competence and experience do not necessarily go hand-in-hand, hence the importance of training, re-training and system review.

Security leaders adopting this formal approach will minimise workplace problems and related issues in this area of security operations.

Dr Tony Zalewski is a Director of Global Public Safety and a forensic security specialist with qualifications in law, criminology and the social sciences. He provides advice and training to governments and the private sector in Australia and abroad on matters relating to operational risk, security and safety. He is also an expert with practical experience in some of Australia’s leading civil actions involving security and safety.

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SECURITY

The Cost of Security

By Don Williams

Security is expensive, particularly bad security.

The following is an example from friends who attended an outdoor event as vendors where they had paid a considerable fee to trade until 5pm each day.

On this occasion, at 4.30pm each afternoon, the hired security guards would start shepherding the patrons out the gates and quite forcibly advising the vendors that they had to stop trading by 5pm, including the food and beverage sites that were licensed until much later.

The cost to the vendors was considerable.

There was the lost sales for the last half hour of each day, as well as the lost sales to the other vendors that traditionally happened informally in the hour or so after the patrons left. The food and beverage vendors lost hours of trading.

In addition, there was the attitude of the guards, which was reported as being rude and arrogant towards both patrons and vendors – hardly the image the organisers or vendors wanted to portray.

The vendors apparently made their views about the guards known to the organisers and overheard some of the public commenting on the somewhat forceful manner of the security staff.

It is possible, if not probable, that the majority of the guards were engaged until 5pm and that neither the organisers nor the provider wanted the guards on site for a minute longer. If this was the case, then the way the security contract was scoped, costed and implemented may have been economic in the short-term but expensive in the longer term.

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The manner in which guards were employed cost the vendors real money and damaged their opinion of the event and the organisers. It may cost the organisers in the long-term as vendors consider whether the event is worthwhile next year, particularly with the aggressive security presence at what should be a family-friendly and welcoming experience.

Elements that can affect the ‘value’ of security staff are attire and attitude. The attire of the security staff is important as it must reflect the image of the event. In an open, family-friendly activity, having security staff dressed in quasimilitary uniforms can detract from the whole visitor experience. Some years ago at a worldfamous circus, the guards wore military-style trousers and boots and stomped around the venue in a manner that might be compared to Stormtroopers. Their presence detracted from the experience and patrons were seen watching the security staff and even moving their children out of the way. The client can specify how the security staff will be dressed to support the image to be portrayed.

Attitude is a matter of selection and training of the staff, over which the venue has little control.

What the venue can control is an agreement

that security staff be personable, friendly and civil. The client should also be willing to review the staff provided and to request/insist any that do not meet the requirement be replaced. At another outdoor, family event the guards wore black, infantry-like uniforms complete with webbing belts and projected an aggressive attitude that was a magnet for the more unruly youths and which resulted in incidents that may have been avoided with a more appropriate attire and attitude.

The immediate cost to demanding an appropriate security presence will be additional effort with the contract and possibly an addition to the hourly fee. The long-term return on investment is in happy patrons, happy vendors and a good reputation, leading to a desire to support future events. While security guards can be seen as an unwanted expense, poorly planned and provided security is more expensive.

Elements that can affect the ‘value’ of security staff are attire and attitude.

Don Williams CPP RSecP ASecM can be contacted via email: donwilliams@dswconsulting.com.au

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EVENTS ASIAL Awards For Excellence 20 October 2016 The Westin, Martin Place, Sydney Hundreds are expected to attend the prestigious awards ceremony and dinner to celebrate winners of the 2016 Security Industry Awards for Excellence and Outstanding Security Performance Awards (OSPAs).

Media personality James O’Loghlin (from Good News Week, Rove Live, Sunrise, Lateline, The Evening Show and more than 300 episodes of The New Investors) is back by popular demand and will once again emcee the awards.

The OSPAs is a worldwide scheme for recognising outstanding performers in the security sector. They have also been launched in Norway and Germany and other countries are about to follow. Australia is at the forefront.

The OSPAs are supported by ASIAL, ASIS Australia and the Security Professionals Registry (although the OSPAs is independent of all groups) in an initiative that is designed to unite the security sector in celebrating the success of its outstanding performers.

They are set to bring new life to security excellence. In this first year of the OSPAs, there are nine categories open to enter in Australia.

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Total Facilities 29–30 March 2017 International Convention Centre Sydney They are: • Outstanding In-House Security Team • Outstanding In-House Security Manager • Outstanding Guarding Company • Outstanding Security Consultant • Outstanding Customer Service Initiative • Outstanding Security Training Initiative • Outstanding Security Installer • Outstanding Security Partnership • Outstanding Investigator Awards will be presented to winners between courses and James will provide light comedic entertainment. There will also be an opportunity to pose in front of the photo wall, have your happy snap taken by a professional photographer and network with other security professionals.

Visit www.asial.com.au for more information.

Returning to Sydney with an exciting new proposition, Total Facilities now unites both facilities and workplace professionals in the ultimate industry destination for the built and work environment.

Held annually between Sydney and Melbourne, TFX is Australia’s largest learning and networking event for facilities and workplace management professions seeking solutions for creating more efficient, sustainable and productive facilities and workplaces.

Total Facilities is comprehensive and efficient in its delivery and provides real solutions to every day operational challenges by connecting buyers and sellers to source innovation, debate current issues, share insights and create opportunities for an invaluable community of professionals.

Our vision We champion professionals who support the built and work environment with a sense of belonging and advocacy – the unsung heroes and behind the scenes forces. We will evolve and grow our offer year on year to:

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Kaba exos can control all access points and locking systems in your building.

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EVENTS • bring new and leading solutions in operational efficiency to the market • deliver forefront trends for running more sustainable facilities and workplaces • foster a community of multidisciplinary professions to have a voice and achieve recognition • redefine the future of the industry and challenge traditional perceptions of facility management.

For more information visit: www.totalfacilities.com.au

ISC West 5–7 April 2017 Sands Expo Centre, Las Vegas ISC WEST is THE largest security industry trade show in the U.S. At ISC West you will have the chance to meet with technical reps from 1,000+ exhibitors and brands in the security industry and network with over 28,000 security professionals.

Find out about new and future products and stay ahead of the competition. Encompassing everything from access control to Facial Recognition software you are sure to find products and services that will benefit your company and clients. This year don’t miss our new IT Pavilion featuring the latest cyber security solutions.

Working with SIA, ISC also features world class education to learn about every facet of the security industry.

For more info on SIA Education@ISC visit: www.iscwest.com

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IFSEC International 20–22 June 2017 ExCeL London The global stage for security innovation and expertise IFSEC International is the biggest security exhibition in Europe taking place over three days between 20 to 22 June 2017 at London ExCeL. IFSEC welcomes over 27,000 global security professionals to experience the latest technological innovations and hear from industry leaders – all under one roof, over three days. The event caters to everyone within the security buying chain from manufacturers, distributors, installers, integrators and consultants to end users. With over 600 exhibitors showcasing over 10,000 products, you will be able to find the perfect security solution your business is looking for.

There’s more to it than just security.

IFSEC International is co-located with FIREX International, Facilities Show, Safety & Health Expo and Service Management Expo, catered for those working across many platforms in building management and protection of people and information.

For more information or to register please visit www.ifsec.co.uk

Security Exhibition & Conference 2017 26–28 July 2017 International Convention Centre Sydney We’re excited to be heading back to Sydney from 26–28 July, 2017 to the brand new International Convention Centre in Darling Harbour and the anticipation is palpable.

Early bird registrations will get access to one off exclusive VIP Early Bird rates for the ASIAL Conference 2017. Get in early to take advantage of this special discount and avoid disappointment as the 2016 program SOLD OUT. By visiting the site and registering early, you will also be entered into the VIP Early Bird prize draw for your chance to WIN 2 tickets to the annual Security Gala Dinner PLUS one night accommodation including breakfast at the Novotel Darling Harbour.

The Security Gala Dinner is the annual celebration of the industry’s successes and with this prize you can really make a night of it with overnight accommodation at the Novotel Darling Harbour in a Loft Suite with Harbour views.

To register now visit securityexpo.com.au

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SECURITY RISK MANAGEMENT: INEFFECTIVE AT BEST, DANGEROUS AT WORST

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By David Harding

Since the late 1990s, the protective security services of both government and private sectors have been motivated by the belief that the implementation of Risk Management and Security Risk Management practices will reduce the likelihood of criminal attacks. Some states within Australia have actively enforced this concept through legislation, specifically requiring the acquisition of knowledge and the implementation of Risk Management practices within organisations.

But do Security and Risk Management processes prevent or reduce the likelihood of attacks by criminal offenders?

Do the specifically developed processes outlined in the Standards Australian HandBook HB 167:2006 actually work?

This article will identify that implementing Security and Risk Management practices, especially those outlined in ISO 31000:2009, or its predecessors AS/NZS 4360:1999 and AS/NZS 4360: 2004, and the Australian Standards hand book HB 167:2006, does not lead to a decrease in crime. Instead, the article will show that where these standards have been implemented, crime rates increase.

The concept of Risk Management and Security Risk Management is a well established discipline within the protective security services. For example, the Australian Government, through the Attorney General’s Department, promotes the Protective Security Policy Framework (PSPF). This framework requires all federal government agencies to apply Security Risk Management processes.

These processes are outlined in the International Organisation of Standardisation (ISO) Standard ISO 31000:2009 and the Australian Standards Hand Book HB167:2006.

Also, individual states require (sometimes through legislative enforcement) processes that those persons who provide consultative advice on protective security requirements, must have as a minimum knowledge of ISO 31000:2009, and HB 167:2006. For example, the NSW Security Industry Act of 1997 legislates that “a person who provides advice on security issues must have completed a Certificate IV Security and Risk Management course, to gain a licence”.

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As can be seen from the above, Risk Management and Security Risk Management play an important role in determining the knowledge required to advise organisations on methods to prevent or reduce the likelihood of criminal attack. The Australian Standards Handbook HB 167:2006, states that Security Risk Management is a new paradigm, “which provides a means of better understanding the nature of security threats and their interaction at an individual, organisational, or community level”. Also, that Security Risk Management “has become a powerful tool in assisting prevention and management of the consequences of events that are often outside an ‘organisation’s’ normal understanding and experience”. As HB 167:2006 notes, “Security Risk Management introduces the concept of a person intentionally seeking to harm an organisation by deliberately seeking to overcome controls that are in place”.

The above belief is also reinforced by government. For instance, in a Fact Sheet published by the NSW Justice Department, it is stated that current reductions in the incidents of robbery have been made possible due to the implementation of security risk treatment options such as quality locks on doors, irregular banking procedures and appropriate lighting. This belief is further reinforced with data provided by the Australian Institute of Criminology (AIC) which in the latest report ‘Australian crime: Facts & figures 2013’ found that there has been an overall reduction in crime rates across a variety of crime types.

These rates, which include the incidence of robbery, have been generally falling since 2002.

In addition the AIC, through the National Armed Robbery Monitoring Program (NARMP), monitors the incidence of armed robbery at a variety of locations such as Post Offices, pubs and licensed premises, private residences, and service stations. In the most recent publicly available report, the AIC identified that there is a general decreasing trend in the incidence of armed robbery across Australia.

However, taking credit for the drop in armed robbery crime rates due to the implementation of Security and Risk Management practices

Government and private industry place significant emphasis and importance on the concepts of Security and Risk Management... may be presumptuous. Although general trends in crime rates have been reducing since the early 2000s, closer analysis of the crime types specifically targeted by Risk Management and Security Risk Management practices show an entirely different view.

For instance, in commercial organisations there is a strong financial, and sometimes legislated, requirement to implement Security and Risk Management practices. Where these practices are implemented, it would be reasonable to expect a decrease in the incidence of crime. This would especially be the case where the ‘self-stated’ paradigm changing Australian Standards HandBook HB167:2006 is implemented. It would also be expected that the incidence of criminal attack at these locations would, at a minimum, mirror the downward trend seen in the general incidence of armed robbery. However, it is precisely the opposite trend that is occurring.

At licensed premises, the implementation of security risk treatment options such as closed circuit television, additional security guards, strict cash handling procedures and controlled access to high risk areas is common. It would be reasonable to expect that with these mechanisms in place, the incidence of crime would decrease. In fact, and according to the NARMP, since 2004 the incidence of armed robbery at these locations has increased by approximately 20%.

Risk Management and Security Risk Management play an important role in determining the knowledge required to advise organisations on methods to prevent or reduce the likelihood of criminal attack.

Likewise in the case of service stations which have been a target of armed robbers since the 1980s. Although service stations have implemented such mechanisms as security guard patrols, surveillance systems and anti robbery screens, the incidence of armed robbery attacks has increased. The AIC’s latest publicly available data showing the increase to be around 30%.

Finally, the Cash In Transit (CIT) industry.

This industry, which has even undergone Industrial Relations Commission inquires, routinely uses security control mechanisms such as armoured vehicles, CCTV, and uniformed and covert security guards. It would be reasonable to expect that the incidence of armed robbery attacks would decrease since the implementation of Security and Risk Management practices. This should especially be the case with the implementation of AS/ NZS 4360:1999 in the year 1999. However, the AIC report ‘Cash in transit armed robbery in Australia’ identified that since the year 2000, and specifically following the implementation of Australian Standards AS/NZS 4360:1999, the incidence of armed robbery against CIT operations has increased by around 900%.

There is limited available information that would provide evidence as to the reasons for these findings. However, if the organisations concerned followed the sometimes enforced implementation of processes outlined by ISO 31000:2009, its predecessors AS/NZS 4360:1999 and AS/NZS 4360:2004, and HB 167:2006, there should have been an increase in efficiency and effectiveness in risk treatment measures designed to prevent or reduce the likelihood of crime. At the very least, the implemented security risk treatments should reduce the incidence of crime to match the overall societal decrease in crime. This has not occurred.

Statistically, if a large data population set, such as the overall armed robbery crime rates in Australia, indicated a decreasing trend, it would be reasonable to expect that smaller sub-data sets, such as armed robbery at service stations, CIT and licensed premises, would also indicate a decreasing trend during the same period. As identified above,

the deliberate utilisation of Security Risk Management risk treatment measures has not led to a decrease in the incidence of criminal attacks. In fact the reverse has occurred.

Such opposing trends in subordinate population data is significant, and highlights a flaw within the structural methodologies of the practice of Security and Risk Management practice. This trend strongly suggests that the implementation of Security Risk Management processes is counter-productive to the aim of preventing or reducing the likelihood of criminal attack. In short, crime seems to be increasing specifically where Security and Risk Management is being implemented.

Government and private industry place significant emphasis and importance on the concepts of Security and Risk Management and in some cases these concepts and methods have been legislatively enforced for use. However, the above research has identified the ineffectiveness of Security and Risk Management as a way and means to prevent or reduce the likelihood of crime.

Given this identified ineffectiveness, it would seem appropriate for research to be conducted into more effective and directed methods to prevent and reduce the likelihood of crime.

The above article is a brief outline of an academic essay published in the Australian Security Research Centre (ASRC). That essay titled ‘Security Risk Management: a dangerously over-rated and broken paradigm’, can be obtained by contacting the ASRC. David Harding has over 30 years experience working within government and private security fields, including service in the Australian Army’s Special Air Service Regiment, and the Australian Federal Police’s Air Security Officer Program. As Director of Anshin Consulting, David has conducted security operations across the Middle East, Asia and Australasia.

This includes advising leading business persons and diplomats on non-state security threats. David holds a Masters degree, is a Registered Security Professional, and has researched, lectured, written, and blogged about international risk, threat and security management.

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Future Opportunities For Control Room Technology And Service Providers 036 SECURITY SOLUTIONS

By Alex Richardson

The command and control room and public-safety answering point (PSAP) market is expected to grow at a compound annual growth rate of 7.1 percent, from $5.4 billion in 2015 to $7.6 billion in 2020.

Major factors spurring market growth include national public-safety initiatives like FirstNet and NG911 in the US, technology integration and system interoperability, increased value placed on big data and analytics, and control room consolidation.

While growth in the public safety sector – the control room market’s largest industry – has recently been stagnant, strong growth is expected over the next four years. It is evident that US public safety agencies are taking a wait-and-see approach with regard to FirstNet. Licensed mobile radio (LMR) infrastructure projects are slowing down, as agencies await further decisions on the national public-safety broadband network. There is an increasing interest in services related to these control rooms to optimise systems already in place and to expand existing capabilities with addon applications. Overall, the control room market has become extremely dynamic lately, because of the variety of suppliers competing and the range of technologies used within command and control rooms and PSAPs. Although voice dispatch and LMR infrastructure markets are currently experiencing slower growth, investment in computer-aided dispatch (CAD), geographic information systems (GIS), records-management software (RMS) and other systems is picking up, according to the IHS Markit Command and Control Intelligence Service. In the US, for instance, a number of public safety agencies have refreshed their CAD systems over the last two years as the technologies reached their end of life after 12 to 15 years in service.

In India, by comparison, large states are placing an emphasis on regionally integrated CAD and GIS systems to improve emergency-response efficiency.

Control room consolidation is a major trend that is affecting investment in new technologies. Especially in the US, agencies

attempting to manage increasing budget restrictions are helping foster consolidation to improve efficiency and enhance interagency interoperability.

Consolidation depends heavily on the productivity metrics that a control room uses, which means the agency must evaluate call-taking and dispatching capabilities closely.

A typical consolidation might include rolling up smaller city control rooms into a larger county or regional entity’s centre. For example, a state may have one mid-sized to large system with 20 seats, while three nearby towns might have just five seats each within their individual facilities. In a consolidation, the county would take in 15 seats on top of the existing 20 seats.

However, the county might only increase its seat count to 32, thanks to actions taken to improve productivity.

While consolidation may result in fewer individual emergency-response systems, consolidated systems are often larger and more advanced, requiring a greater investment in technologies and integration.

Larger and more expensive consolidated systems provide significant operational benefits to end-users, in addition to financial benefits, because budgets can be shared across several stakeholder groups.

The result is that revenue grows, because of a more complex and capital-intensive system.

Physically combining the control rooms is not the only way consolidations occur.

For example, Estonia has only four regional emergency response control centres, but the centres coordinate through one virtual control room. All centres use the same information systems and each has situational awareness over the entire country. Several agencies work within these facilities – including the employees of the emergency communications centres, police and border guard officials, who dispatch their respective resources. Similar structure is evident in other more developed countries across Europe.

Across industries, IHS Markit has observed a convergence in control room functions. Where there were once

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dedicated communications and security control centres, operators are now seeking to combine these capabilities. The CAD system is the focal point of this movement, paving the way for the integration of various forms of data. Video dispatching is now also becoming a reality, with trials taking place in Asia and Africa. It is evident that the dispatcher’s role is changing, as more data becomes available and GIS is used to visualise the location of this information.

Big changes in emergency response are expected over the next 15 to 20 years, especially in the public safety sector. Not only will 911 become just another number, but Cloud, broadband networks and video surveillance are also spurring changes in control rooms, offering huge growth potential to the market. While growth in voice dispatch and LMR technology markets will be influenced by the traction of public safety broadband networks, other market forecasts for CAD, GIS, RMS, 911 call-taking software and other technologies are very favourable.

Further integration of video surveillance into emergency response systems – and the increased access of live and recorded video by dispatchers – will continue to support market growth. More affordable network video surveillance equipment (both from a camera and back-end storage, management and infrastructure point of view) has led to more cameras entering the market than ever before. With camera prices falling, end-users can now purchase more cameras than before. The installed base of security cameras in North America is expected to grow from 33 million in 2012 to 62 million by the end of this year.

The majority of installed cameras are privately owned city surveillance, which often comes under the umbrella of safe city initiatives, which is one of the fastest growing destinations for the equipment. While equipment price erosion is high, operational costs can still spiral if not managed carefully. The global safe cities initiative is causing tremendous changes in the way governments view city management, beyond just emergency response and communications. Historically, law enforcement, traffic management and other city agencies were often operating

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independently and without the ability to share data seamlessly. This silo mentality has become evident in many cities worldwide, but is not a sustainable model for city management or emergency response.

Natural disasters and terrorism require collaboration and communication across a range of agencies, and law enforcement may often have limits placed on the intelligence they are able to gather. These types of incidents cause regulations surrounding data privacy and national security to shift. For instance, after the September 11 attacks, the US Congress passed the Patriot Act, which set up fusion centres to surveil and then aggregate vast amounts of data, including closed circuit television (CCTV) streams, social media, arrest records, warrants and even mug shots. These centres, now known as real-time crime centres, are becoming increasingly important, as agencies emphasise predictive policing – a major goal of these initiatives.

While the safe city concept and agencyrelated collaboration and interoperability are certainly highly desirable outcomes, many challenges can hamper complete success of these projects. Most notably, larger, more developed cities often require vast integration of legacy equipment and software into their video surveillance networks. To have a truly unified safe city, many agencies must be involved, each of which may rely on their own legacy systems that must be integrated onto a single network. Further considerations and challenges include: • the network’s size, which depends on the expanse of the city and the density of the camera installations • the incorporation of additional data feeds from sensors, traffic flow monitors, lighting and other assets • the data rates from each camera and their respective resolution requirements • the standards across technologies and whether they allow for interoperability • the city’s budget and its ability to generate revenue to cover maintenance costs • the current level of connectivity and available infrastructure to mount surveillance cameras.

Established cities in North America and Western Europe are well on their way to achieving smart city or safe city status.

Many US cities like Atlanta, Boston and Washington D.C. have substantial initiatives underway. Abu Dhabi, in the United Arab Emirates, is also one of the leaders in the smart and safe cities concept, with integration spanning airports, hotels and even malls.

The uptake of safe cities is actually strongest in Asia and the Middle East. India, for example, is making significant headway.

China will also become a huge opportunity, but mainly for technology vendors native to China; however, consultants from western countries might have better opportunities in China surrounding architecture and concept design. The Middle East boasts some of the largest safe cities programs, due to massive available budgets, a highly regulated security environment and topdown leadership structure. The ability to make decisions quickly is critical in widescale safe cities projects, which often have a large number of people making decisions across various agencies and levels of management. Europe, while quite developed, will continue to require extensions to existing systems. Technology vendors will also have an opportunity to capitalise on refresh cycles to sell upgraded technologies and expansions to systems.

Complete technology refreshes are usually needed every 10 years but, in the interim, cameras and servers must be replaced to ensure mission-critical reliability.

Overall, IHS Markit predicts substantial growth in the control room environment, especially owing to the convergence of various key functions. Emergency response is becoming a unified capability with a range of involved stakeholders so, as emergency response expectations and requirements change, technologies must also evolve.

Alex Richardson is a Market Analyst within the Security Group at IHS Markit | Technology, working on the Critical Communications team and is currently the lead analyst on the command and control room/PSAP market and ‘Safe Cities’ research.

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040

Courtroom Survival

Operational Safety After The Fact

By Richard Kay The purpose of operational safety training is to prepare officers for that aspect of their job that has the potential to put them in harm’s way, and includes knowledge for officers to make correct decisions within lawful and procedural parameters, physical skills for officer safety and subject control, and strategies to manage the stressful aftermath of confrontations.

One aspect that is often not addressed properly is courtroom procedure.

In the course of operational work, it is possible that officers may have to attend court to testify, either as a key person in a case (for example, as the arresting officer), a witness (for example, to testify on the actions of others), or in the event officers act outside proper protocols, as a defendant (for example, accused of a crime in a criminal prosecution or against whom civil relief is sought in a civil case).

When it is time to go to trial, officers may be called to testify, so their courtroom skills need to be solid enough to help win the case, or else their lack of skill and preparation may endanger it. Officers should also be mentally prepared to testify effectively, as the consequences of failing to do so have been seen too often and are simply too dire.

Officers can get snagged on the stand by issues that have nothing to do with their credibility or level of professionalism. They get caught up in little things that are preventable through training and practice. Testifying in court may be the most difficult and important task officers face in their career. No other assignment subjects officers and agencies to more intense scrutiny than an officer’s credibility, competency and conduct in a courtroom.

If an officer fails to be an effective witness in the courtroom, all the work that he and other officers did on the case, all that the victims and their families endured, all that other witnesses may have done over many months or years it takes for a case to go to trial, will have accomplished nothing more than a procedural process. An officer’s ineffective presentation in the courtroom can result in the acquittal of a subject, no matter how much evidence they have or how well they followed procedure during the actual incident.

The reputation of officers and agencies can be enhanced or harmed by a courtroom presentation. It is a high pressure situation, but if officers educate themselves they can hone their skills as a witness to match those they have in operations and prepare themselves to be as effective in the courtroom as they are on the job.

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Court Preparation When compiling a brief of evidence, it is essential to have a clear understanding of what will constitute admissible evidence and what material is likely to be ruled inadmissible or excluded in the exercise of judicial discretion.

The law of evidence consists of the rules and principles that govern the means of proving the facts in issue. The rules are concerned with regulating that part of the law of procedure that determines what facts may or may not be proved, what sort of evidence may be given of such facts, and by whom and in what manner the evidence may be proved. The facts in issue are those that a party has to prove in order to succeed and are determined by the charge, the plea, substantive rules of law and the way the case is conducted.

Cases proceed to court on the strength of the evidence, including whether it is corroborated, the reliability of the evidence, the credibility of witnesses and the weight likely to be given to their evidence. There is no point in proceeding with a case that has no prospect of success because it will only waste the time of all involved and result in unnecessary costs. Preparation for court appearance ensures that all relevant evidence has been properly prepared, who is to present what evidence, and that each person is prepared to attend court and thoroughly understands what is required of them. Legal counsel may collaborate with witnesses, but a witness must not discuss their testimony with other witnesses before or during the case.

Prior to attendance in court, officers should speak with legal counsel in relation to the matter being heard. This allows both parties to clarify all issues prior to officers taking the witness stand.

Officers should ensure that all material to be used or referred to has been thoroughly reviewed.

They should look at their reports through the eyes of an attorney. Be aware of holes and possible angles of attack. Officers should make sure the report is as thorough, detailed and iron clad as possible and then be ready to discuss issues they can predict attorneys will bite down on. It is imperative that they are totally familiar with the information to be tendered, that it is complete and all items are immediately available when requested. Court is not the place for surprises, as officers may harm their credibility and the credibility of the case.

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Court Protocol The following guidelines are offered for professional officer conduct during court proceedings.

Presentation Officers should present for court with the same attention to detail they would going on duty. They should be exceptionally neat – fingernails clean, hair trimmed, clothes pressed, shoes shined.

Carry only the essentials and avoid unnecessary items that may distract. Agency policy may dictate whether officers wear uniform or civilian clothes when they testify; often, on-duty officers wear uniform and off-duty officers wear civilian attire.

Credibility starts with conduct. Officers should mentally prepare themselves for the fact that when they enter the courtroom everyone will most likely be watching their entrance. Stay poised and remember that this is how every witness is viewed. Officers should bow their head to the presiding magistrate or judge as a sign of respect for the court and the authority they hold when entering and leaving the courtroom and after being excused from the stand. Officers should not avoid looking at the judge or jurors; look at them as if speaking normally to a person.

Swearing In Officers who frequently testify in court often view the swearing in process as a rote exercise, which can be communicated in their attitude and demeanour, such as only partially raising their hand and holding the fingers in a relaxed, cupped posture, failing to look at the person swearing them in, engaging in other action or starting to seat themselves while the process is being administered. Officers should be mindful of what this communicates about their respect for the truth. Much of a juror’s impression about witness credibility is based upon witness demeanour rather than what they actually say on the stand and officers should not communicate a cavalier attitude towards the truth.

Swearing in is an excellent opportunity for officers to make a strong, credible first impression within which all subsequent testimony will be viewed. During the process, look at and seriously listen to the person administering it. Keep the right hand at shoulder level with wrist and fingers

extended until the process is completed. Give it the respect it deserves, and make eye contact with the jury. The oath is a word of honour, a personal promise to the jury that they can trust officers.

Demeanour It is normal for officers to be nervous on the stand – they might sweat, shake, have trouble focusing, forget names, speak too rapidly or in a monotone voice, the voice may involuntarily raise or lower – all of these symptoms are normal. A normal reaction to the stress of being on the stand is slouching, so officers should sit up straight, but not stiffly. Orient themselves in the courtroom by looking at each of the walls within their vision without turning around, and looking at each person or groups of persons in the courtroom. Officers can control anxiety the same way they control stress in operations, by breathing properly.

Officers should be calm and confident but not try to look or sound smarter or more self-assured than they are, as this may convey the impression of being cocky or faking it. Everyone has different personalities, presentations and ways of filtering information. Officers cannot change who they are as a witness, so they should not try to.

They should talk as they normally would in a professional manner. It is okay to be nervous, and most officers are when they testify. The jury needs to understand the officer, relate to and believe him.

If officers are working a night shift or have otherwise been up all night before testifying, tell the prosecutor and suggest that he establish this in the beginning of the direct examination.

Sleeplessness (or illness) will affect officer demeanour, and the jury should have this information so they can evaluate it for what it is and avoid drawing negative inferences.

Testifying Listen carefully, think before speaking and be attentive. This communicates that officers care about being accurate and responsive. They should take time as needed to fully understand the question and give a proper response. It does not hurt to appear thoughtful, so officers should organise their thoughts.

Swearing in is an excellent opportunity for officers to make a strong, credible first impression within which all subsequent testimony will be viewed.

A common misconception officers have is that they need to have an answer for every question and remember everything. That is not true and it can prove dangerous to believe otherwise. If officers do not know something or cannot recall specific details or events, by all means they should say so. Trying to fill in memory gaps or making up answers can wreck a case and put officers in professional peril. Do not fabricate.

Only ever tell the truth. Remember, officers are there to perform a job – to testify truthfully and accurately.

Answer the question being asked. It is tempting for officers to add information that they think helps the case, but they should resist doing this. This is the prosecutor’s job, so officers should let them develop their testimony. Do not jump ahead and do not anticipate. When officers elaborate for one side and then are very reserved when cross examined by the other, they appear biased and this undermines officer credibility as an objective reporter of facts. Adding extraneous information to answers also opens up other areas for cross examination.

Experienced officers can be particularly susceptible to trying to help cases by angling their answers in a manner they believe will aid the outcome. Sometimes that can affect their ability to be completely neutral when they get in to court. An officer’s job is to remain neutral. He is there to present factual evidence on behalf of the incident. There are a lot of ways for judges to make a decision, and a key one is in believing the

officer. If officers look like they are an advocate for something as opposed to being neutral, they may end up being less credible from the viewpoint of the judge.

Speak a little louder and slower than is necessary. Do not inject long pauses between words, phrases or sentences, but do concentrate on making each word clearly heard and understood. Be sincere and dignified. Trials are serious matters for everyone involved.

Officers should refrain from wise cracks and clever remarks, but it is okay for them to laugh at themselves or an unexpected occurrence, if appropriate. Avoid appearing frozen, calculated or completely devoid of emotion.

Remain calm and respectful. If officers lose their cool on the stand they lose credibility with the jury. The jury, as citizens, have granted officers with authorities and responses they do not permit themselves. If officers cannot control themselves in a courtroom, they are justified in being gravely concerned about their ability to control themselves on the job, where officers are subjected to much greater stress and no one is watching.

In a case where an officer’s choice of tactical response option is questioned, the first thing a defence attorney is going to try to show in court is that the level of force used was excessive. The attorney is going to try to show the jury that the officer is a hot head with a short fuse and an explosive temper, that officer behaviour on the stand supports the accusation that he cannot

control himself or he is prone to violence and acted inappropriately. To achieve this outcome, the attorney will agitate the officer and lure him into demonstrating some kind of physical or verbal aggression.

Officers should resist the temptation to fire off cynical remarks or a negative glance, point fingers aggressively, squirm in their seat like they want to strangle the attorney, and should avoid getting cute with their answers or firing a question back at the attorney out of frustration.

Officers should know things can get adversarial on the stand, and many times officer credibility is the only thing attorneys have to attack, so they should prepare themselves ahead of time to spot an emotional luring tactic and immediately be ready to counter it with calm rationale.

Officer patience and temper can be tested with interruptions, delays, argumentative questions and character attacks, but they should not become arrogant, antagonistic, impatient or excited. The worse it gets, the greater an opportunity officers have to impress the jury with their strength of character and integrity. Like it or not, jurors hold officers to a higher standard than they do lay witnesses and they expect officers to be able to withstand more pressure and still remain professional.

Officers should prepare for the totality of their operational roles. An officer’s task in court is to educate people that he is just doing his job and does not have a personal stake in the outcome for subjects. Knowledge of procedural guidelines, having appropriate physical skills for safety and control, and managing residual emotional fallout after an incident are all critical for operational effectiveness.

Being able to professionally and competently see the process through in court to ensure a successful outcome is an equally important aspect that officers should be well versed in.

The personal stake is that officers did a good job, handled themselves professionally and their credibility is accepted.

Richard Kay is an internationally certified tactical instructor-trainer, Director and Senior Trainer of Modern Combatives, a provider of operational safety training for the public safety sector. For more information, please visit www.moderncombatives.com.au

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CCTV

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Ergonomically Designed Workstation Can Improve Productivity

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CCTV

By Morris Jacobs

Security businesses are no different to any other business in that the people who work in them want to be treated well. If business owners wish to get the best out of their staff, they need to listen actively to staff concerns, express gratitude for a job well done and be willing to compromise when necessary. The positive momentum and enhanced morale engendered by kind and fair treatment lead directly to a more motivated and productive workforce.

However, too few business owners and managers realise that considerate treatment of workers is just part of the puzzle. The full picture needs to encompass physical factors as well as emotional. Nowhere in the security industry is this more prevalent than in the control room environment where workers spend long shifts sitting and watching computer screens. Providing an ergonomic environment can not only protect workers against injury, but also fuel productivity while reducing the number of workers compensation claims and days lost to injury.

According to findings published in 2014 around research led by the University of Sydney, and conducted by an international team of researchers, lower back pain linked to workplace factors accounts for a third of all work-related disability worldwide.

Lead author Professor Tim Driscoll, Sydney School of Public Health, said that lower back pain arising from ergonomic exposures at work is a major cause of disability, “The people most at risk were those aged 35 to 65 years.”

Published data shows that in Australia, back pain is the leading cause of work loss days, with 25 percent of sufferers in the 18 to 44 age group taking 10 or more days off per year, and costing Australia around $4.8 billion each year for health care. On any given day in Australia, one quarter of the population is suffering back pain, and nearly 80 percent of adult Australians will experience back pain some time during their lives.

In the study, disability arising from work was measured as disability adjusted life years (DALYs), calculated from a

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combination of years of life lost due to premature death and years of life lived with disability. “The calculations showed that in 2010 there were nearly 22 million DALYs worldwide caused by workplace-related low back pain,” Professor Driscoll said. “Lower back pain arising from ergonomic exposures at work is a major cause of disability worldwide,” Professor Driscoll said.

According to Peter Parker (no, not Spiderman), a Melbourne-based osteopath and expert in work-related injury, “Sitting as little as two hours continuously increases risk for: • heart disease • diabetes • back and neck pain • repetitive stress injuries • pelvic floor dysfunction • hip and knee disorders.

Furthermore, Parker states that there is a growing body of research which clearly identifies the negative impact of sitting for long periods. Cardiovascular issues, gut problems, musculoskeletal instability and poor breathing are all clearly defined and affected negatively by sitting. What is more, people who stand more throughout the day tend to burn 25 to 35 percent more calories in their days. This effect becomes even more pronounced in people who are overweight or obese. Parker explains, “When we sit,

our breathing is shallow and confined more to the upper lungs. Our diaphragm, the huge muscle that sits between the lungs and gut, is compressed. This powerhouse region or solar plexus is extremely important and needs to move with softness and full amplitude to oxygenate the body.”

The incidence of conditions like OsgoodSchlatter disease (inflammation of the patellar ligament) and Sever’s disease (inflammation of the growth plate in the heel) has never been higher in society than it is right now. Parker believes this can be directly attributed to the tightness through the front of the hips that causes people to overarch their lower back and load the front of knees and backs of ankles. Maintaining the ability to squat, lunge, twist, pull and push without the epidemic of sitting is paramount to long-term health.

Beyond the extremely important and life-saving physical factors involved in workplace ergonomics, there are a number of other important factors to consider:

1

Employees who are given ergonomic workstations feel cared about and are thus more engaged.

Providing employees with an ergonomic environment shows that employers take their health and wellbeing seriously, a message which has been strongly linked to increased productivity. According to a worldwide study

The positive momentum and enhanced morale engendered by kind and fair treatment lead directly to a more motivated and productive workforce.

Published data shows that in Australia, back pain is the leading cause of work loss days, with 25 percent of sufferers in the 18 to 44 age group taking 10 or more days off per year, and costing Australia around $4.8 billion each year for health care.

conducted by Towers Watson, “The single highest driver of employee engagement is whether or not workers feel their managers are genuinely interested in their wellbeing.”

When an employee is given ergonomic equipment to work with, employers effectively say to him or her, “How you feel matters to me; I want you to be happy and comfortable and I want to protect you from harm.” Some of the most famously successful companies in the world, notably Google, have mastered the creation of ergonomic and enriched workspaces in a bid to ensure that their employees have high morale and feel free to think creatively.

2

Workers who are more comfortable have more energy and a higher working capacity.

Workers who are in pain often report feeling tired and drained, which makes them less able to work quickly and effectively. They must also take frequent breaks in order to stretch, walk around, or lie down in an attempt to reduce muscle strain and ease aches. Physical pain negatively impacts mental energy too; it is hard to feel inspired, solve problems, generate new ideas or focus one’s concentration when constantly distracted by physical discomfort.

3

Workers with ergonomic equipment can work more quickly.

Ergonomic equipment often makes an employee’s work easier to do as it cuts down on repetitive motions and optimises posture. For example, computer monitors

which are designed to reduce eye strain allow employees to focus on their screens for longer periods of time without developing headaches (and they can read more accurately). Desks that can be adjusted to the height of individual users not only keep monitors at the right height, thereby reducing neck and upper back pain and strain, they also allow people to type without contributing to issues like carpal tunnel syndrome. The ability to alternate between sitting and standing also significantly decreases the myriad of negative side effects outlined earlier in this article. All of this leads to greater productivity and a higher quality of work.

about the initial investment ergonomics require, they should think about the amount they might currently be paying in lost productivity, workers’ compensation claims or having to recruit and train new staff as a result of high staff turnover.

Providing employees with an ergonomic environment shows that employers take their health and wellbeing seriously, a message which has been strongly linked to increased productivity.

4

Employees using ergonomic equipment make fewer errors.

Not only do workers concentrate better when they are not being distracted by discomfort; in industries where workers must concentrate for long periods, ergonomic workstations often result in fewer mistakes being made.

When one adds up the various costs incurred by failing to invest in ergonomics, it quickly becomes clear that having ergonomic equipment is not a luxury, it is a necessity. If business owners are worried

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BUSINESS

048 SECURITY SOLUTIONS

That Girly Touch:

Why Many Attempts To Attract Women To Cybersecurity Might Actually Achieve The Opposite

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BUSINESS

By Joke Noppers The problem is familiar. Cybersecurity is still a male-dominated field. Women make up only 10 percent of the global cybersecurity workforce. The field is missing out on a lot of capable people and women are missing out on an interesting, well-paid career path. There have been numerous initiatives trying to change the situation, but fighting existing stereotypes has proven to be hard.

The underlying problem: society still views technology as a ‘boy thing’. Boys are the inventors, the hackers, the tinkerers. Girls are not expected to have the same interest in building the cool stuff.

They are expected to be better at soft skills like empathy, talking and feelings. These expectations still drive girls toward people-focused careers and away from science and technology, despite all efforts. Or perhaps, ‘despite’ is not the right word here…

Do not Focus on the T-word There are several articles that aim to get girls interested in a career in cybersecurity. But even those articles cannot avoid that tech-avoidant girly girl stereotype from popping up from time to time.

It is very telling that the tech part is often assumed to be the ‘bad’ part. It is the part that needs to be sugarcoated somehow. Yes, it is somewhat reluctantly admitted that the field has its roots in technology. But these roots are to blame for the field’s poor reputation. The articles try to lure attention away from this ‘bad’ part by repeating over and over again that the field is so much more than ‘just tech’.

They keep going on about how the field needs to broaden its definition beyond the technical domain and that it is such a misconception to think that cybersecurity is only about keeping information and computers safe. Girls should not think that the domain is highly technically focused. They must know that cybersecurity is so much more than ‘hacking and passwords’. It is a multidisciplinary field, and if they do not like tech, there are plenty of non-technical areas to go into as well! And do not worry; a technical background or technical skills are not needed to get a job in cybersecurity.

Looking for tech skills and technical qualifications in cybersecurity candidates is condemned as a bad practice. It ‘puts women off’ and even ‘naturally excludes’ them. Girls and tech do not mix very well, apparently.

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Cybersecurity is still a male-dominated field. Women make up only 10 percent of the global cybersecurity workforce.

Girly Skills Wanted Next to the assumption that the tech part in a career needs to be downplayed in order to sell it to women, there is the assumption that women will be naturally attracted by the people part. This is the part that gets advertised as a strong selling point.

These articles point out how professionals in cybersecurity have to deal with all kinds of different people. They argue how important it is to know a thing or two about business and organisational psychology. They stress the field’s connection with fields like behavioural science and politics. And they discuss the need for people who can serve as translators and bridge-builders. That is where the girls come in, with their naturally superior soft skills as strong communicators and collaborators.

This is not to downplay the importance of the people part in cybersecurity. It is just as important as the technology part. But it is very typical that in articles aimed at women, it is this people part that gets emphasised over the technology part.

This echoes existing stereotypes of tech-avoidant, people-oriented females versus technical, tinkering males.

A lot of the opinions expressed in those articles come from women in cybersecurity themselves.

But women can have gender prejudices too.

These societal expectations are deeply ingrained in everyone and, as this article shows, it is hard to fight them, even with the best of intentions.

Back in the Real World But what if the writers of those articles have intentionally sugarcoated the tech bits? What if they know that that is the only way to get their message across? What if too much talk about tech really does scare the girls away?

The people interviewed in those articles have years of experience as experts in the field. If there is anybody who knows what works and what does not, it is them. And, probably, they are

right. Emphasising all the different and interesting social aspects of the field is more likely to draw the attention of girls than talking about technical challenges. But this preference is, for a large part, the result of the subtle (and not so subtle) messages society keeps sending to girls: they are helpers, not tinkerers. A message this kind of article keeps reinforcing.

As long as this keeps happening, things are not going to get any better. If girls keep seeing themselves as non-tech people persons first, they are less likely to choose a career in cybersecurity.

Cybersecurity might be broad and multidisciplinary, but it is still a tech field. Professionals work with tech people and get to deal with tech-related issues.

Why would people go into a tech field when their natural talents lie in an entirely different domain?

Not even cybersecurity’s bright career prospects seem enough to change women’s minds about this.

If the field really wants to get more diverse, playing into existing preferences (and reinforcing them) is not enough. It is those preferences themselves that need to be changed. Of course, that is going to be a difficult job. But unfortunately, no one said that changing the world was going to be easy…

What do readers think? Is it realistic to expect those preferences to change anytime soon? Or should the cybersecurity field accept gender preferences as they are today and play into those preferences in order to attract a more diverse workforce?

This article was originally posted at medium.com/ storro-blog Joke Noppers is a freelance cybersecurity writer working with Storro B.V. Storro is an application for secure collaboration, without the cloud. Visit: storro.com for more information.

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COVER STORY

Caveat Emptor Challenge of Grey Imports in the Australian Security Market

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COVER STORY

By John Bigelow Everyone has heard the term 'caveat emptor', a Latin term that means ‘let the buyer beware’.

Similar to the phrase ‘sold as is’, caveat emptor means that the buyer assumes the risk that a product may fail to meet expectations, or have defects. In other words, the principle of caveat emptor serves as a warning that buyers have no recourse with the seller if the product does not meet their expectations. What many people fail to realise is that the term is actually part of a longer statement: caveat emptor, quia ignorare non debuit quod jus alienum emit (let a purchaser beware, for he ought not to be ignorant of the nature of the property which he is buying from another party.) The assumption is that buyers will inspect and otherwise ensure that they are confident with the integrity of the product before completing a transaction. Yet surprisingly, few people ever do. This lack of due diligence could be attributed to yet another familiar proverb claiming it is a bad idea to look a gift horse in the mouth because if people look too closely at their ‘bargain’, they might actually realise that the thing you are about to buy, which seems like a really great deal because it is cheaper from this person than anywhere else, is actually cheap for a reason – it is a pile of rubbish or fails to meet certain legal requirements!

It is astounding in this day and age that an industry like security can still be locked into this seemingly perpetual race to the bottom where everyone wants the cheapest price, regardless of the consequences. And yet, we see endless examples every day of margins being eroded to the point of non-existence.

End-users and consumers of security services and equipment continually insist on cheaper and cheaper prices until it reaches a point where local businesses can no longer meet demand at the prices expected. “But I can buy it cheaper on the internet,” cries the customer.

Welcome to the world of grey imports.

The Australian Competition and Consumer Commission (ACCC) defines parallel importing, also known as grey or direct importing, as the act of a business selling products directly to consumers or businesses in Australia outside of the formal manufacturer distribution channels. That is, when a business decides to buy genuine products to import and sell

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in Australia without authorisation from the manufacturer.

According to the ACCC, a business is probably engaged in the importation and sale of grey imports if: • it has been purchased from a supplier other than the manufacturer or its authorised distributor • the particular model/range is not made for the Australian market • the product is not otherwise available in the Australian market • the price it intends to sell it for is cheaper than a consumer would ordinarily expect to pay for the product in Australia.

The reality is that grey imports, aside from their destabilising effect on the local market, come with some significant risks to both buyers and sellers.

While it is hard to put a dollar figure on the impact of grey imports to the Australian market, anecdotal evidence suggests that it is a significant problem. Rob Rosa of QSS states that he believes their business misses out on approximately $4–6 million in sales per year due to grey market opportunities. If this is what is happening in one business, what might the impact look like across the entire sector?

What is the big deal one might ask? What is wrong with someone getting a great bargain if he is not breaking the law? While on the surface this might seem like an entirely reasonable position to take, the reality is that grey imports, aside from their destabilising effect on the local market, come with some significant risks to both buyers and sellers.

According to Rob Rosa, one of the biggest issues around grey imports is one of quality.

“People think just because it comes out of the same factory, it is the same quality. And while this is partially correct, you need to understand that different countries have very different standards and some also have specific government requirements. For example, Australia has very strict controls around which radio frequencies can be used for wireless transmission.”

According to the Australian Media and Communications Authority (ACMA), breaching those requirements can not only cause a product to operate incorrectly, it can also interfere with other equipment in the area and it attracts significant penalties. “If the device supplied is non-standard, for example

if it transmits on frequencies which cause interference, an individual supplier may be subject to a penalty of 120 penalty units, with each penalty unit carrying a fine of $180.

Other entities may be subject to a penalty of 1,500 penalty units ($270,000). If the device actually causes interference, both suppliers and end-users may be subject to a penalty of one year imprisonment and/or a fine.”

Rob goes on to explain, “We have seen products that were brought in for repair that did not meet C-Tick approval nor were they produced for the Australian market. Even the electrical cords were installed incorrectly. The products were equipped with power supplies designed for different power requirements.”

According to ACMA, if a person imports an electronic device into Australia and then supplies the product in Australia, the person will be responsible for the compliance of the device. This includes ensuring the device complies with the applicable technical standard(s) and labelling the device with the regulatory compliance mark (RCM). The following requirements and penalties are found in the Radiocommunications Act 1992.

ACMA regulatory arrangements require a supplier to: • register as a supplier • maintain compliance documentation in their files which establishes that a device satisfies all mandated standards before supplying the device • apply a compliance label to a device before the device is supplied to the Australian.

Smart access means security

Dorma and Kaba become dorma+kaba – a smart step for your security.

People want to feel protected. To know that their safe. And that valuable assets are secure. We put everything into developing networked access solutions to give you that feeling of protection. Because your trust in us is our most valuable asset.

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COVER STORY

In most cases, a supplier is a person who manufactures or imports devices into Australia for supply.

ACMA states that suppliers are required to register on the national database as a responsible supplier. More information about supplier registration can be found at: http:// acma.gov.au / Industr y / Suppliers / Productsupply-and-compliance/Steps-to-compliance/ supplier-registration For all ACMA regulatory arrangements, the compliance label is the RCM. The RCM replaces the A-Tick and C-Tick compliance marks used under previous regulatory arrangements. A supplier who fails to label a device may be subject to a penalty of 100 penalty units. The current value of a commonwealth penalty unit is $180.

A person who fails to maintain required compliance documentation (typically a declaration of conformity, some level of test report and a description of the device) may be subject to a penalty of 20 penalty units ($3,600). A person who applies an RCM before satisfying the relevant record-keeping requirements may be subject to a penalty of 100 penalty units ($18,000). Additional information for suppliers can be found at: http://www.acma.gov.au/Industry/Suppliers/ Product-supply-and- compliance / Supplierresources/supplier-beware Rob believes product support is also a major issue that end-users need to be aware of, especially when purchasing grey imports from what he refers to as ‘backyard’ operators.

Another major issue arises when the imported product is not C-Tick/RCM approved and use of the product results in damage to property or, in a worst case scenario, injury or death caused by faulty or non-compliant products.

In this type of situation, Rob explains that the installer or non-authorised importer could be held personally liable, citing the example of a recent incident in April of this year when a hoverboard burst into flames, setting a Bankstown home on fire.

Cliff Simons of HIK Vision echoes Rob’s warning around support issues, stating that people purchasing grey imports leave

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It is extremely hard for manufacturers to police and monitor grey imports as, technically, the importers are not breaking the law.

themselves open to a range of issues, such as products running a different (and often less advanced) firmware to that which was developed for the Australian market.

According to Cliff, this makes it much harder, if not impossible, to expand the system at a later date using locally supplied products. Cliff explains, “A lot of the customers ring our tech support and complain about the grey import wholesalers and their installers. These guys are prepared to put their reputations on the line because they saved some money, but it is a short-term strategy. It is also the case that warranty arrangements (if there are any) are much shorter on grey import items.” These installations involve tens if not hundreds of thousands of dollars worth of equipment, but these short-term savings on the purchase cost often end up making the project much more expensive, as the equipment often has to be removed and replaced.

If there is so little to gain, aside from the initial cost saving, from the importation,

installation and sale of grey imports, then one has to ask, who would want to expose their business to such risks?

According to Rob Rosa, it is a combination of people, including IT suppliers outside of the security industry, some installers just looking to save a buck and even a small number of distributors in the Australian security market. “We know that there are installers purchasing through grey channels from competing installers and companies. If that is not stupidity in itself it makes you truly wonder. Why you would support a competitor’s business is just beyond me, not to mention that you are also opening yourself up to those businesses going direct and/or poaching your client/s.”

Cliff Simons explains that he sees a significant amount of the grey import trade coming into Australia via wholesalers overseas.

However, Cliff points out an equally significant problem is the importation of ‘black market products’; products that are a copy of the

original product but being sold as the original product. “These products often run firmware that has been hacked by the seller, using product designed for other regions and trying to make them look like they are for legitimate export to Australia. Often, these devices are unable to be upgraded over the life of the product. When you try and do an update on the camera or recorder, it instantly ‘dies’ and is then rendered useless and ready for the rubbish heap. There is also a ‘fake’ market that comes with its own pitfalls and people in Australia have also been duped into buying sub-standard product.”

Given the size and scale of the problem, one cannot help but wonder how it might be controlled? Whose responsibility is it to monitor and manage the sale of grey imports? Grey imports (as opposed to black imports) at the time of writing are something of a ‘grey’ area under Australian law. They are not considered

illegal, so long as they meet all safety standards and other local requirements. However, it would seem that many grey imports fail this test. If the government is unable or unwilling to police that issue, then should the manufacturers be acting to stop it, if for no other reason than to protect their own product and reputation?

According to Cliff Simons, it is extremely hard for manufacturers to police and monitor grey imports as, technically, the importers are not breaking the law. “Black market imports are a different matter,” states Cliff. “Those people we do seek out and prosecute to the best of our ability”.

Rob Rosa believes there are some manufacturers who not only choose not to police grey imports, they actually rely on them as a source of revenue. “I believe the end-user needs to play a much greater role in stopping the importation of grey imports.

If people understand the risks and dangers associated with using these products, as well as the potential long-term cost, then they might

be more inclined to ask a few more questions before going with the cheapest quote. The cheapest is not always actually as cheap as it seems.”

Steve Charles of Sony explains that Sony have gone a long way to quashing grey import issues through pursuing a strategy of price parody so that, regardless of where a product is purchased, the price will be the same, thereby removing the motivation to buy grey imports.

In the end, it appears that grey imports are an extremely costly and complex issue that will not be easily resolved. However, from an enduser point of view, it appears that there are significantly more long-term risks associated with buying and installing grey imports than there are benefits – potential fines, equipment failing or not working as advertised, lack of warranty or technical support and potentially hefty fines and penalties for products that fail to meet Australia requirements. Is it really worth it? Would you actually buy the cheapest parachute?

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FEATURE ARTICLE

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Industry Recognises Bravery And Commitment In just six years, the Australian Security Medals Foundation Inc. (ASMF) has grown from an idea around a dinner table to an industry institution recognising bravery and contribution to security.

With this year’s medals being presented during a sold-out black-tie charity dinner at the War Memorial In Canberra, ASMF Chairman, Paul Maihi, said: “Not only is it a huge honour to recognise individuals for their bravery and contribution, to be able to do so at such an iconic venue speaks volumes for how far we have come in such a short space of time.”

Four Australian Security Medals for Valour (ASMV) were awarded this year to: • Mr Moss Taoine – who despite significant risk to his own safety, managed to prevent a distraught individual from committing suicide by actually leaping forward and catching the person by the wrist in mid-air as the male in question leapt from a four story building. Mr Taoine, was half dragged off the roof of the building as he struggled to get a grip on both of the males arms be pull him back to safety.

• Mustapha Raad who managed to control and contain an emotionally disturbed male wielding a large 30cm knife making threatening gestures towards other members of Radd’s security team.

• Jerico Eluna who, irrespective of personal danager, successfully disarmed a distraught female who was threatening tenants and patrons of a busy food court in a popular Sydney shopping centre with a large kitchen knife.

• Veselin Radosevic who also disarmed and restrained a female patron in a busy shopping centre who was intent on causing serious harm to other patrons with a kitchen knife.

“The ASMV is awarded to recognise security operatives for an outstanding act or acts of valour; an action or actions demonstrating valour, courage and decisiveness above and beyond the call of duty,” said ASMF patron, MP Philip Ruddock.

Three Australian Security Medals (ASMs) were also awarded to Dr Anne Aly, Professor Nara Srinivasan and Mohammed Mustafa.

“The ASM is awarded to recognise the outstanding career and character of the security professional receiving it,” said Ruddock. “ASM recipients have demonstrated a consistent, high-level contribution to the wider community, sometimes through innovative non-core business activities and projects, or through extraordinary performance in their professional role. This award is about more than how a person runs their business or operates in an organisation, but emphasises what they do above and beyond their day-today responsibilities.”

Senior corporate security managers form the judging panel for the Medals.

“This means that the nominations are carefully considered by major buyers of security and peers to fellow security managers,” said Maihi. “The Panel not only discusses – at length – the merits of each case but follow up where necessary with further investigation and checking references.”

Not every nomination is successful, but is nonetheless worthy of mention, in which case a Certificate of Meritorious Conduct is sent to the person’s employer for presentation to the individual.

This year’s event also saw the presentation of a number of Australian Security Medals Foundation and St John Ambulance Save a Life Awards.

“Hundreds of lives are saved each year by the quick thinking and training of security officers, in recognition of which, the Australian Security Medals Foundation partnered with St John Ambulance back in 2014 to create a Save a Life Award, presented to security personnel responsible for saving lives through the rendering of first aid,” said Maihi.

On the night, St John Ambulance CEO Mr Robert Hunt, presented the Save a Life Awards along with a First Aid Kit to Kush Kalra, Christian Tapia, Glenn Langman and Harry Mavromatis.

Funds raised from the night will go to this year’s nominated charity, beyondblue.

In the past year, the ASMF launched the partnership between beyondblue and the ASMF to promote the beyondblue National Workplace Program (NWP) in the security industry.

Georgie Harman, beyondblue CEO, said common mental health problems, such as depression and anxiety, can lead to increased absenteeism, high staff turnover and lost productivity.

“Male-dominated industries such as the security industry are particularly at risk because men are less likely than women to take action if they’re having a rough time,” said Harman.

“Security staff are often the first responders in emergency situations which may be distressing and if the distress is not addressed, it may put people at risk of developing mental health problems.

“The nature of the work often means security staff have little control over the demands of their work environment which is a high risk factor for job stress.”

In addition to support for beyondblue, the ASMF also operates a fund to provide assistance to the families of security operatives killed in the line of duty.

“The ASMF is very much about changing the perception of security by sharing stories about its heroes and leaders, doing good within the wider community, and supporting those that need help within its own community,” says Maihi.

“Security is an integral part of business and society, and the Foundation is currently formulating plans to raise further awareness about the work in the security domain, which contributes to the security and wellbeing of millions of Australians.”

To find out more about the ASMF, please visit www.inspiringsecurity.com

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FEATURE ARTICLE

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A Str ategic Approach To Physical Security

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FEATURE ARTICLE

By Tony Haddad

Physical security assets are often high-value assets of significance to an organisation, and are costly to procure and maintain. When seeking to secure budget approval of a new security system, the typical business case will focus on the cost of installation. The client will traditionally document the requirements, at times with the assistance of a specialised security consultant, and these requirements will then form the basis of a request for tender or approach to market.

In some cases, an organisation will consider a well-prepared business case for capital expenditure, and approve such a request.

These can range in cost from a few hundred thousand dollars to several million dollars. The risk is that the business case is based upon a business need which is valid, and a cost estimate that is for the supply and installation of the solution; but is it fit for purpose and will it be up to the task?

In many cases, a client will explain the design to the security consultant, provide floor plans that have been marked up with locations of card readers, CCTV cameras and, in some cases, even detail bollard locations. But is this the right approach?

The consultant might now be locked into a conversation about how to technically deliver a security solution that the client has designed.

However, the conversation should not be around how many card readers or cameras are required. This is simply asking for trouble and should start to sound alarms in the mind of the consultant.

This article discusses a strategic approach to physical security; this involves an understanding of the security risk posture of the client, often attained by way of a security risk assessment or site survey, understanding the design objective (which is another way of saying ‘what does the client really want to get out of the overall performance of the system’) and the technology mix required to achieve it.

Subconsciously, the client already knows the answers to these questions, even if the design objective has not been documented.

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Having a considered and comprehensive physical security str ategy in place will guide the security consultant to ensure that the security solution is fit for purpose and tailored to meet the client’s needs.

This is the ‘understanding and educating your customer phase’; strategic security consultants have an obligation to ask the difficult questions and challenge the typical status quo. This is not easy to do in some cases, as the client typically wants the consultant to finish the specification quickly to allow the tender process to commence.

Having a considered and comprehensive physical security strategy in place will guide the security consultant to ensure that the security solution is fit for purpose and tailored to meet the client’s needs, as opposed to copying and pasting from a specification from a previous job.

There are other considerations that need to be articulated at this stage that are critical to the client’s ability to satisfactorily operate and maintain a security solution that was initially expensive to install. End-users need to understand the limitations of the selected security solution, such as median times between failures and the life expectancy of each of the individual components that, together, make up the security solution.

Maintenance Options A newly installed security system will almost always come with a 12-month defects liability period (DLP); this is not always aligned to the warranty periods of individual products. Many products offer longer warranty periods these days, even as much as three years on some elements.

In some cases, the maintenance strategy has not been particularly well thought out.

Typically, the approach adopted tends to be a reactive maintenance approach. This can occur for a number of reasons, although almost certainly it is due to the lack of a wellconsidered and defined strategy.

What will be the approach to maintaining the system/s and will it be based upon a predetermined strategy? There are a number of maintenance approaches that might be appropriate, including: • reactive maintenance (breakdown or run- to-failure maintenance) • preventive maintenance (time-based maintenance) • predictive maintenance (condition-based maintenance) • reliability centred maintenance (proactive or prevention maintenance).

Critical to the type of maintenance program an end-user elects to adopt, it needs to be based upon the: • security risk exposure • risk appetite • the level of assurance expected from the system.

The maintenance strategy has to be considered and should form part of the business case. The costs to achieve the desired state need to be understood up front and budgeted for to avoid expensive reactive maintenance in as little as a few years’ time.

Another critical aspect of the strategy is what emerging security-related technology is on the radar, and whether the security solution will be replaced at a point in time.

It is recommended that the strategy be well defined and documented from the onset; planning for a replacement system should ideally be part of the initial procurement strategy and vision. In essence, when planning for a security system, organisations should also be beginning to think about the replacement system.

Essentially, it is critical to understand what the long-term plan is for the system to ensure an organisation is not over-capitalising on the maintenance of the system and is maximising its return on investment (ROI).

Security System Refresh Program It is essential to understand what depreciation schedule will be applied to the assets from the finance team and to align the depreciation schedule with the recommendations from the product manufacturer.

As mentioned earlier, it is important to understand the life expectancy of each item and factor these costs into the security program. This should be included in the business case and the costs articulated to the approving entity.

The convergence of physical and cyber has been an exciting space to watch, and for many it has been a sigh of relief as more and more security systems leverage existing network infrastructure in place in many organisations and, thankfully, the technology is no longer foreign to colleagues operating in the cyber space.

It is recommended that the str ategy be well defined and documented from the onset; planning for a replacement system should ideally be part of the initial procurement str ategy and vision.

This does introduce some risk, with the IT security manager typically having reservations about the on-boarding of a security system onto the network. However, these are easily overcome by penetration testing of the devices, which most manufacturers are happy to provide assistance with, and the logical separation of networks to accommodate virtually separated networks.

Do all these advancements mean that the security system can be handed over to the IT department to manage? In some cases, yes, and in many others, not quite. The relationship and accountability will continue to be a shared one. In saying that, the business case should clearly articulate each device’s end of life as stated by the equipment’s manufacturer, and a replacement schedule developed to ensure the system is refreshed accordingly. A key consideration as to when certain aspects of the security system are refreshed will be the depreciation schedule that is applied.

Final Thoughts There are some clear and obvious differences between an IT system and a security system; however, these differences are slowly becoming less and less.

Before any organisation considers a security system, it is strongly recommended that the following questions are satisfied: • What is the security strategy?

• What is expected from the system?

• Will it address the strategy?

• How will the system operate?

• Who will be operating the system?

• How much assurance is expected from the system?

Finally, each organisation should have a physical security strategy that forecasts the security technology strategy over a 10-year period.

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LOSS PREVENTION

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Teaching Sales Staff To Respond Effectively To EAS Alarms

By Daniel Pinter and Callan Lynes Most readers are familiar with electronic article surveillance (EAS) systems and their utilisation as a fundamental loss prevention (LP) tool. A recent article stated that approximately 80 percent of American retailers utilise some EAS tools, but only 44 percent of LP professionals describe it as effectively executed. This article focuses on addressing one of the biggest downfalls when utilising EAS systems – the lack of appropriate response when an EAS system activates at one of the store’s entry/exit points.

EAS systems play a pivotal role in LP efforts, providing various benefits and opportunities if their deployment is well thought out and appropriately utilised. They help identify merchandise as belonging to a particular store, they allow items of high value to be displayed in a way so customers can touch and feel them, they deter would-be thieves, they make thieves go to greater effort to steal items, they alert staff to the possibility of a theft taking place and help to identify store property quickly during a search. EAS systems also increase LP awareness amongst staff through training in EAS policy and procedures and through the management of EAS tags.

The Lack of Response to an Activation Of the four functions of security, EAS systems help deter potential thieves, play a key role in their detection, may also play a role in delaying them; however, they do not automatically initiate a human response. For EAS systems to be highly effective, stores must ensure that staff members respond to activations as they occur.

When a person purchases something from a store, it is often handled in some way by the checkout assistant to ensure that the item will not activate the security systems upon the person’s exit. (Hard tags are removed with a strong magnetic detacher and soft tags are passed over an electronic deactivator.) But these systems are nonetheless frequently activated and, more often than not, the casual observer will note that no response is initiated to the activation. People walk through the EAS towers, loud beeping commences, and the person who seemingly has the cause of the activation on his person either keeps walking, or stops and waits for someone to approach him and, when no one does, either leaves or looks confused and returns to the store seeking assistance.

Staff Training is Essential Typically, a lack of response to alarm activation is due to poor or no staff training and also a lack of ownership by staff members. For this gap to be effectively addressed, the organisation must have a strategy which is expressed as an EAS policy that is supported by clear procedures. For those procedures to become truly valuable, they must have management support and be backed up by staff training.

Staff need to be trained on how to work with EAS equipment and how to handle EAS activations with a customer service focus. It takes no longer than one or two hours and can be included within many other training programs, but should be conducted by LP staff or business supervisors/managers. If a retailer fails to carry out training on this important aspect of LP, serious impacts may result, such as: • EAS alarms not being responded to, reducing the effectiveness of EAS as an LP tool • mishandling of a response to EAS activations, exposing the company to litigation from customers • employer negligence in their duty of care

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by exposing staff members to the threat of confrontations and violence.

What to Include in EAS Training Topics to include in EAS training include: • An explanation of why and how EAS systems play a pivotal role in the organisation’s LP efforts – this relates to the EAS policy. If conducted properly, this will build a sense of ownership and responsibility within staff members.

• An explanation of what the organisation expects of the staff members in managing the use of EAS systems, including what to tag, how to tag, and when and how to remove or deactivate EAS tags. This relates to the EAS procedures.

• How to effectively and safely respond to an EAS activation – with the aim of providing staff with the skills and confidence to handle this potentially confrontational task successfully.

The use of role plays here is highly effective.

• The legal rights of customers and the store, including bag checks, refusing persons to re- enter stores (ban letters) and the mechanics of an apprehension.

The Number One Rule One of the key outcomes of the training is to ensure that staff feel confident that they know what to do when responding to an EAS alarm activation. The number one rule to remember when approaching someone is to take a customer service approach of attempting to help the customer identify what caused the activation.

Staff are not trying to catch shoplifters and they are not policing their stores. They are providing customer service!

Staff members have to be aware that activations can be caused by a large number of items, such as library books, mobile phones, DVDs, products from other stores, as well as countless other items. Tags may also have been left on accidentally by staff members during a genuine purchase. A customer service approach will resolve most of these issues in a mutually satisfactory manner.

Training Scenarios In a perfect scenario, when responding to an EAS alarm activation a staff member would approach the situation having been trained and with clear expectations from management

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regarding store policy. Taking a customer service approach, a properly trained staff member will use the ‘right’ tone of voice and ask the ‘right’ questions to help to reassure the customer that he is NOT under accusation. In trying to find out what set the alarm off, the staff member should ask to see a receipt for goods purchased, and to see inside any bags to help identify the source of the activation. The customer can be requested to move items around in his bag if needed so that all contents can be observed without actually touching the bags. It may be necessary to have the customer walk through the EAS towers again with any suspected item (causing the activation).

Staff must remember that the customer is not under accusation unless previous circumstances indicate otherwise. Customer service is the key here in dealing with a potentially uncomfortable situation. Any found items that have not been paid for can either be purchased or retrieved – with an accurate record of the event recorded on the bag check log.

Not all situations go as perfectly as that. One of these responses could turn quite ugly very quickly, especially if untrained staff members are left to deal with potentially dangerous situations, and training must address these scenarios.

Handling Confrontation There are a number of things that the customer may claim when being questioned about the possession of an item that has not been paid for.

He may claim that he entered the store with it, he cannot find the receipt, or claim he bought it from another store. In these cases, when it cannot be proven that the item came from the store, it is best to get as much detail as possible from the customer without accusing them and to try and verify the details or refer the situation to a supervisor or manager. Sometimes a customer may just walk away from the staff member. In this case, the only requirement of the staff member is to note as much information as possible about the incident and to report it. Most retailers will instruct staff members never to apprehend potential shoplifters unless specifically trained for this, due to the serious legal consequences of a false arrest.

When a confrontation does take place, it can lead to verbal abuse or even physical violence; therefore, it is important to remember that staff safety is paramount. Violent confrontations must be avoided at all cost or dealt with by properly

trained LP officers. It is not uncommon for shoplifters to carry weapons (knives, syringes and so on) so staff need to be aware of and be prepared for this. It is also not uncommon for shoplifters to overreact to a confrontation with a staff member by becoming loud and animated.

They utilise this as a form of distraction, drawing attention from other customers and claiming innocence.

There are three ways of dealing with a difficult situation/confrontation. Firstly, if the customer raises his voice or begins shouting, the staff member should attempt to reassure the customer that he is trying to help and try to difuse the situation. Secondly, the staff member should attempt to get support from another staff member, manager, or LP officer, whilst keeping an eye on the customer. Thirdly, if the confrontation becomes too aggressive and there is a threat or a risk of violence, then the staff member can simply walk away, thus removing himself from the potentially dangerous confrontation. The primary thought in any such confrontation, as mentioned previously, is that safety must come first. Staff must be trained to recognise and be aware of the warning signs of a confrontation, at which time they are to seek assistance or remove themselves from the situation. After any such reported incident, management should debrief the staff member to offer advice and support.

Conclusion Responding to EAS systems is a key element of their success. Properly trained staff will maintain or increase the systems’ effectiveness and will be in a stronger position to handle the potentially difficult situations that may arise.

Prior to becoming general manager of the IT services company Vision|3 (formerly B Technologies) Daniel Pinter enjoyed a successful career as a private security consultant with extensive security industry experience in management roles across a number of sectors, including retail loss prevention, university security and risk management.

Callan Lynes is a client services manager with Business Risks International. His experience includes successfully operating his own private security firm and management in the retail and university sectors.

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FEATURE ARTICLE

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What VIP Close Protection Staff Think Of Their Employers SECURITY SOLUTIONS 069

FEATURE ARTICLE

By Clive Williams Close personal protection (CPP) is usually provided by police to government VIPs and occasionally to persons at risk from politically motivated violence. Celebrities also employ CPP or bodyguards who either have protective security backgrounds or are employees of security companies. They obviously have to work closely with those they protect and it often becomes a career job if they get on well with the person being protected.

I have known a few of them over the years.

Discretion is an important part of the job, but there may be strong temptations to publish an insider’s account after the employment ends.

I went to school with one of them, Colin Trimming, who was a British police officer seconded to protect Prince Charles for almost 20 years. Colin threw himself in front of Charles in 1994 when David Kang leapt on to a stage in Sydney and fired a starter pistol to draw attention to the plight of Cambodian refugees. Colin did not know it was a starter pistol when he prepared to take a bullet for Prince Charles. Colin is now retired and has a grace and favour property in London allocated to him for his loyal service.

Colin has never spoken about his experiences with Charles, nor has he written about them. The amount of time he spent with Charles destroyed Colin’s marriage but, in a nice romantic twist, he and his former wife have remarried since he retired.

By contrast, his CPP colleague, Inspector Ken Wharfe, who protected Princess Diana, would not have made himself at all popular with the British establishment after writing his book Diana: Closely Guarded Secret (2009). He was particularly critical of Prince Charles’ and the Royal Family’s treatment of Diana and what he saw as an ongoing establishment campaign to vilify her memory. Wharfe states that Charles’ continuing relationship with Camilla Parker Bowles led to Diana’s affair with James Hewitt, but dispels the notion that Prince Harry could be Hewitt’s son.

Another talker was Special Branch officer Ron Evans, who was part of the Scotland Yard security detail ‘reluctantly’ protecting Salman

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Rushdie for over a decade. Rushdie had been the subject of a fatwa in 1989 by the Ayatollah Khomeini encouraging Muslims to kill Rushdie for his ‘blasphemous’ book The Satanic Verses.

Evans had some very revealing things to say about Rushdie in his book On Her Majesty’s Service

Discretion is an important part of the job, but there may be strong temptations to publish an insider’s account after the employment ends.

(2008). Evans describes Rushdie as nasty, tightfisted and extremely arrogant, with poor personal hygiene. The book claims Rushdie made police pay him for staying overnight at his property to protect him. Rushdie took legal action against Evans for libel and won an apology; 4,000 copies of the book were pulped – although it is still available through Amazon.

There are inevitably many more leaks about the American First Family’s conduct and attitudes than there are about the British Royal Family’s.

One reason is the large number of CPP officers involved in the American President’s Secret Service detail – more than 200 – and the regular turnover in First Families.

Leaked Secret Service quotes about the Clintons are of particular interest now that Hillary Clinton seems to be headed back to the White House. They include: • “Hillary Clinton was arrogant and orally abusive to her security detail. She forbade her daughter, Chelsea, from exchanging pleasantries with them.”

• “Chelsea really was a nice, kindhearted and lovely young lady. The consensus opinion was that Chelsea loved her Mom but did not like her.”

• “Hillary Clinton was continuously rude and abrasive to those who were charged to protect her life. Her security detail dutifully did their job, as professionals should, but they all loathed her, and wanted to be on a different detail. Hillary Clinton was despised by the Secret Service as a whole.”

• President Clinton’s security detail “uniformly believed him to be disingenuous, false and that he did nothing without a motive that in some way would enhance his image and political career. He was polite, but not kind. They did not particularly like him and nobody trusted him.”

• “Former President Bill Clinton was much more amiable than his wife. Often, the Secret Service would cringe at the verbal attacks Hillary would use against her husband. They were embarrassed for his sake, by the manner and frequency in which she verbally insulted him, sometimes in the presence of the Secret Service, and sometimes behind closed doors.”

• Another comment was, “I have a relative in the Air Force who told me that the unofficial designation of any plane that Hillary was on was ‘Broomstick One’.”

By contrast, the Secret Service assignment to protect Laura Bush (the wife of President George W Bush) was a popular one. “Without exception, they concede that she is perhaps the nicest, and most kind person they have ever had the privilege of serving.” Likewise, the Secret Service considered George W Bush to be a gem of a man to work for. “He always treats them with genuine respect, and he always trusts and listens to their expert advice. They really like the Crawford, Texas detail. Every time the President goes to Crawford he has a Bar-B-Q for his security detail, and he helps serve their meals.”

Other reported Secret Service comments about US presidents were that “Nixon, Bush (Senior), and Carter never cheated on their wives. Clinton cheated, but couldn’t match Kennedy or LBJ in style or variety. Kennedy had Marilyn Monroe flown in for secret ‘dates’, and LBJ was a typical Texas ‘good ole boy’ womanizer.”

Clearly, VIPs need to choose their protective staff with care; and treat them with respect if they want to be remembered favourably.

A book written by respected investigative journalist Ronald Kessler titled In the President’s Secret Service: Behind the Scenes with Agents in the Line of Fire and the Presidents They Protect (2010) has substantiating Secret Service anecdotes about many of the presidents and their families: • President Kennedy “was a strange man.

He was usually pleasant and polite but was a philanderer of the worst sort. He’d fly Marilyn Monroe in for a romp then send her back on the next flight.”

• President Johnson was “another philanderer of the highest order. In addition, LBJ was as rude and crude as the day is long. LBJ ran a lot of women through the White House in his extramarital affairs.”

• Kessler notes that President Nixon “was a personally moral man, but very odd, weird, paranoid, etc. He had a horrible relationship with his family, and in many ways was almost a recluse. Mrs. Nixon was a quiet woman.”

• President Ford was “a true gentleman who treated the Secret Service with respect and cordiality. He had a great sense of humor.”

• President Carter was “a phony who would portray one picture of himself to the public but who was very different in private… He would have himself photographed carrying his own luggage, but the suitcases were empty.”

• President Reagan was “the real deal: moral, honest, respectful, and dignified… Thanked people even for little things. He took the time to know everyone on a personal level. On cold nights he would bring cups of hot chocolate himself to agents on the roof of the White House.”

• President George H Bush and Barbara Bush were “extremely kind and considerate. Always respectful. They took great care in making sure the agents’ needs were taken care of. They even brought them meals, etc.”

• On President Clinton, “for him the Presidency was one giant party – but he wasn’t trustworthy. He was amiable because he wanted people to like him, but to him life was just one big game and party.

Everyone knew of his promiscuity.”

• Kessler’s reporting echoed the earlier negative comments about Hillary Clinton. “She was another phony. Her personality would change the instant that cameras were near. She detested, with undisguised contempt, the military and Secret Service…”

• President Obama was described as “egotistical, cunning and untrustworthy. He’ll look you in the eye and appear to agree with you, then turn around and do the exact opposite. He has temper tantrums.”

So far there have been no leaks from Trump’s protective staff about what they think of him. As a presidential candidate, Donald Trump is not officially accorded Secret Service protection.

(Hillary Clinton is entitled to Secret Service protection for life as a former First Lady.) Trump has long had his own personally employed security detail, headed for 17 years by Keith Schiller, a fiercely loyal former New York Police Department detective.

Clearly, VIPs need to choose their protective staff with care; and treat them with respect if they want to be remembered favourably.

Clive Williams is an adjunct professor at the Australian Defence Force Academy and a visiting professor at the Australian National University’s Centre for Military and Security Law. He is currently working in the UK.

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My Memories Of September 11

Image: wizdata / Shutterstock.com

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By Steve Lawson This article has little to do with aviation security other than September 11 was an aviation security event and I was sent to New York to manage Qantas’s on-ground response. My experience was minor in the scope of the events and restricted to Qantas operations, but it was a defining time. This article is dedicated to Qantas JFK Airport Manager Joe Ward and the JFK Qantas staff on duty on September 11, 2001.

They were all affected by the tragic events, but they worked tirelessly and selflessly to repatriate Australians.

On the 12th of September 2001, Qantas was expecting some industrial action around the network and I was sent to Adelaide to oversee security during the action. My family lives in Adelaide, so I was at my brother’s house. It was late in the evening on the 11th and my brother and I were standing in his family room telling jokes and chatting. There was a TV on in the background with a US breakfast show and I remember telling my brother to move aside because “an aircraft has just flown into that building”. The next morning, the industrial action was cancelled and I was on the first flight back to Sydney.

As soon as I got off the flight I went to my boss’s office and asked what plans were in place and what my function was to be. I think my actual words were closer to, “What’s the go”. His response was, “Sort your go bag, you’re off to New York.” I gave the professional reply, “Seriously, what do you want me to do?”. He turned slightly and said, “I am serious, you are off to New York as soon as we can work out how to get you there.”

Things became a little blurry after that. My tickets were arranged for me, my go bag (which is usually an overnight bag) expanded to a checked bag as I loaded things that could be needed on site. In any emergency, one of the first things you should do is secure accommodation, so I recall sending a number of faxes to the hotel that Qantas uses in Manhattan, only to realise that the hotel had two buildings in Manhattan – one off Times Square and the other next to the World Trade Centre. I had sent the first fax by mistake to a non-existent building.

Qantas had a number of aircraft stranded in Los Angeles (LA), so the plan was for me to fly from Sydney to LA and transfer to one of the stranded aircraft which would operate the LAX-JFK sector. However, the LA aircraft

was supposed to depart before I arrived. The scheduling was odd, but I gathered that they had a number of passengers stranded in LA and limited arrival times (slots) in JFK, but they planned to delay its departure from LA pending my arrival. I was given two sets of tickets; one was normal operational staff travel and the other was the same but full commercial fare.

The US Federal Aviation Administration (FAA) opened the US west coast airspace and I got a phone call from Operations Control asking if I could get to the domestic terminal asap because a B747 aircraft was going to depart from Melbourne to LA slightly earlier than Sydney and it meant that they could shorten the delay to the LAX-JFK aircraft.

They were holding a Sydney to Melbourne domestic flight so that I could join the B747 in Melbourne. I said that I did not have a ticket, but Operations Control said there was no time – the aircraft was waiting and they had blocked a seat. They called the Sydney duty manager who would be waiting; I was to give him my bag and get on the aircraft. So I went straight to the domestic terminal and ran to the gate.

I chucked my bag to the duty manager and boarded the aircraft. That was the last time I saw that bag until I returned to Australia! It was the only bag lost in 17 years working for Qantas and 30 years in the aviation industry.

On arrival in Melbourne, the duty manager met me and gave me a Melbourne to LA ticket.

I got through immigration in super quick time to the waiting B747 and into my favourite seat (4K) and waited. The aircraft was delayed, as was all traffic into the west coast of the US following a scare of an attack in LA. Then my boss, Geoff Askew, got involved and asked for the Melbourne aircraft to be launched, gambling that the airspace would open before we arrived – he needed someone on deck in JFK. It is unusual for airline staff to get a positive seat when travelling on duty, but I got a whole aircraft!

While we were in the air, the airspace did open and on arrival in LA I was met by our local staff and ushered through, only to find that the Qantas flight to JKF had been cancelled.

Everything was not lost. My full fare tickets included American Airlines, so I was rushed to their counter, with no baggage. Unfortunately, paper tickets must be ‘pulled’ in order, but since my ticket for Sydney to LA was unused,

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The initial response by the US was a little chaotic. Remember that there was no Department of Homeland Security or any real coordination between the various departments back then.

I could not use the subsequent tickets and the Melbourne to LA tickets were not associated with my original tickets so they were useless.

Basically, I did not have a valid ticket for LAX to JFK. All of this could have been fixed, but it would have taken too long and the first American Airlines flight LAX to JFK was ready.

The customer service agent said that she had blocked the only remaining seat – it was in first class and I had to pay full fare. I tried my mobile phone to get permission, but there was no signal. There was a bearded guy next to me screaming that he wanted that seat and he was offering way above market. I figured that they launched a B747 on the off chance that airspace would open, so this was not an issue. I pulled my corporate credit card out, hoping that I would be forgiven and, to be fair, it was never even raised.

I got to JFK and started work as soon as I got off the aircraft. I will not diminish the effort, as it was hard work in the days immediately after my arrival. The Qantas staff worked tirelessly and the days were long.

The initial response by the US was a little chaotic. Remember that there was no Department of Homeland Security or any real coordination between the various departments back then. There was not a single ‘no-fly’ list – we got them from the FAA, Federal Bureau of Investigation (FBI), customs and any other agency that thought it had a right. Our systems were not automated, so we had to consolidate and run the lists manually. We had to do additional security checks of the passengers at the screening point and the gate, and even had to conduct random searches on the aerobridge just before they boarded the aircraft.

Then there were the little things. Around the 20th of September, the British Prime Minister decided to visit and, rather than park his aircraft on the other side of the airfield where they usually park VIP aircraft, they thought it best to block our aircraft. I recall a not very diplomatic conversation with British Airways about what they should do with the aircraft.

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Probably the most frustrating thing was the ‘beefing up’ of the screening point. The FAA thought that more X-ray equipment and walk through metal detectors should be inserted into an already small space and that staff should stand closer to the walk through so that people “could not sneak through”. I had a conversation with the terminal security manager telling him that these actions would be less efficient than the FAA expected and that if he implemented

so I went to a small store between JFK and Rockaway. I got two, one for me and one for Qantas. On my return, I found that Qantas could not accept the flag because it was defaced and there was a concern that in the climate of the time it could offend some US citizens. The US Embassy politely said that most people would be insulted; quite the opposite, but (tongue in cheek) their marines may think differently.

Perhaps the most emotional memory is

them the lines would go onto the sidewalk in front of the terminal. He differed in his estimate (this is probably a more professional version of the conversation). The next day, the lines were out onto the sidewalk!

One evening, I took a walk and ended up close to Ground Zero. It was still burning, so obviously I could not get onto the recovery site, nor did I want to. I am still amazed that I was allowed as close as I got. I recall that near City Hall there was a small piece of grass and the ash looked like new snow, but grey, and there was a set of footprints across the grass.

A little further, the ash was blown up against a building like small snow drifts. I remember saying in a phone call to Sydney that they should imagine what burning concrete would taste like for an idea of the air over Manhattan.

An enduring memory is of flags. The Americans are famous for their flags; every vehicle, every building, every food cart and especially every fire truck seemed to have huge flags. Yellow cabs had signs on their windows like “Proud American”, which was both inspiring and tragic.

I decided to get a flag and have it signed by the

Union Square, where people placed photos and memorials to loved ones lost in the attacks. I am not one given to tears, but that place did cause me to tear up. The next year I was in Bali as a response to the first bombings there; not a great two years.

Qantas staff who were on duty on September 11 and take it back to Australia. I found that flags for sale in Manhattan had suddenly gone up in price and I do not like that sort of opportunism,

Security Exec. Today Avsec Consulting provides consultants from the US, NZ, ME, Israel and Europe. Steve can be contacted on: 0404 685 103 or slawson@avsecconsulting.com

Steve Lawson has over 20 years of experience in aviation security. As a Security Executive with Qantas Airways, Steve held a number of senior management roles covering all aspects of aviation security from policy development to airport operations. He was sent to New York immediately following the 9/11 attacks to manage the Qantas response and undertook a similar role following the 2002 Bali Bombings. On his return to Australia, he was appointed Security Manager Freight for the Qantas Group. Since 2007 he has been a Director of AvSec Consulting in partnership with Bill Dent, a fellow former Qantas

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Access Control Installed Base To Exceed 2.3 Billion While APAC Annual Shipments Stall

By Blake Kozak The total installed base of access control readers, panels, credentials and electronic locks is expected to reach 2.3 billion by 2016, up from 1.8 billion in 2012. About 95 percent of the installed base in 2016 was credentials, which is not surprising due to the requirement that each user have a card or pass. However, the growth of credentials is slowing, even though it makes up a majority of the market, because the turnover of credentials is much higher as employees move jobs and people accidentally misplace them.

Panels make up the smallest portion of hardware, with less than one percent share, but this category comprised 32 percent of revenue in 2016. Due to the capability for panels to cover a large number of readers, the quantity required is far lower than the number of readers, which are needed at each entry point. If credentials are removed from the installed base, panels make up 18.8 percent of all installed hardware and 38.3 percent of revenue.

The continued growth of electronic locks has started to affect the overall access control market. Previously, readers made up the second-largest segment of hardware, but in 2016 they have finally been overtaken by electronic locks. Electronic locks will make up 16.7 percent of the installed base, while readers will make up 16.6 percent. The growth of electronic locks, especially in the residential and utilities sector, will continue its upward trend. The installed base growth may start to slow, as the mechanical nature of the locks shorten their life cycles in comparison to readers.

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Within the various vertical markets examined

by IHS Markit, the commercial sector holds the largest portion of the installed base in 2016, with 495 million units or 21.6 percent share.

The government sector is the second largest, with 17.1 percent of the total installed base in 2016. These two vertical markets have been the earliest adopters of access control products, since they share a growing need to secure their premises and properly audit entry and exit.

The residential sector is expected to rise the fastest from 2012 to 2016, growing at a compound annual growth rate of 7.4 percent, from a small base of 47.6 million units installed in 2012. There will be continued growth in this sector, as the use of electronic access control products has started to gain momentum.

The sector does, however, suffer from more frequent replacements, since a greater portion of this market is electronic locks with mechanical moving parts that can wear out.

Consequently, as replacement shipments rise, the installed base growth will begin to slow sooner than it has in other markets.

Annual revenue from electronic access control devices in the Asia-Pacific region (APAC) hit $1.2 billion in 2015 and is projected to grow by 6.6 percent in 2016, reaching $1.31 billion. Asia-Pacific continues to be the fastest growing market for the access control industry, but declining economic conditions and exchange rates hint that the market is changing.

The slowing Chinese economy and the collapse of the commodities industries (which helped improve gross domestic product growth in Australia, Indonesia and Malaysia over the past five years) has forced IHS Markit to lower expectations for the APAC region to a modest 7.3 percent compound annual growth rate (CAGR) from 2015 to 2020. Chinese economic problems are expected to improve in 2018 as the region responds to lower commodity prices. APAC regional revenue will start to increase starting from 2017.

Across APAC, there has been increasing use of IP-enabled panels, biometrics, electronic locks and mobile credentials. In fact, in 2016, IP-enabled panels represented about 28 percent of panels shipments, primarily because

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The residential sector is expected to rise the fastest from 2012 to 2016, growing at a compound annual growth rate of 7.4 percent, from a small base of 47.6 million units installed in 2012. they are easy to install. Even though this region normally has cheap labour and installation costs, ease of installation is still a major selling point. With improving internet infrastructure, especially in commercial offices, the major barriers holding back the market for IP-enabled systems have been removed. Both IP-enabled panels and biometric readers are projected to have a CAGR exceeding 10 percent from 2015 to 2020.

Biometrics represented about 21 percent of reader shipments and have been embraced in both commercial and residential settings in India, China and other countries in East Asia, but Southeast Asia has lagged behind. The main barrier to more widespread adoption of biometrics in Southeast Asia was pricing.

Electronic locks are projected to be the fastest growing equipment type in the APAC region. Wireless locks once flourished in Australia’s mining industry, because of reduced infrastructure costs. However, since the mining industry began to contract, the wireless lock market in Australia has been declining. Overall, the development of wireless locks has led to mixed trends. The residential segment and the growth of the smart home should lead market growth for wireless electronic locks, as convenience and ease of installation may be bigger deciding factors than security. Uptake in China will only start when China Telecom, China Unicom and other companies start to invest heavily into the residential access control market and the smart home market.

For mobile credentials, APAC was the smallest region in 2016, representing about 16 percent of the global market. By 2020, however, APAC will grow to encompass 25 percent. One aspect of the Asia region that is positively impacting the potential for mobile

credentials are young people with an affinity for all things mobile and who are excited to adopt new mobile-based technologies, so there is a high prevalence of smartphones with both near field communication (NFC) and Bluetooth technology. The Asia-Pacific region generally – and China specifically – will start to gain momentum in 2020 as the region catches up to Western nations.

The Indian access control market, including electronic locks, will be the fastest growing market in the Asia-Pacific region from 2015 to 2020, as the use of biometrics, smart cards and electronic locks finally starts flourishing there. The market is predicted to benefit from new residential, IT and manufacturing projects, and increased consumer demand for better technology.

The Australian economy is now slowing more than previously thought, especially in oil, gas and mining and other high-yield industries, so growth in the access control market is expected to remain less than 2.5 percent per annum until 2020. The use of cellular panels in Australia will also play a role in bringing webbased access control solutions to more remote regions of the country. Lastly, biometrics has played a lesser role in this market, as concerns over privacy have held the technology back; however, suppliers are reporting increasing demand at the enterprise level.

Blake Kozak is a Senior Research Analyst with IMS Research. Now part of IHS Electronics & Media, IMS Research is a leading supplier of market research and consultancy to the global electronics industry offering syndicated market studies, bespoke client research and consultancy services.

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d n A s e i L g Definin h t u r T g n i g Encoura

PART 3

By Elly Johnson

The quest for uncovering the truth is not a new one. There are methods and techniques that date back thousands of years; thankfully, most of these are no longer used.

There is more to spotting lies than jumping to a conclusion when someone scratches their nose or looks away. Understanding the emotional and cognitive stress that can be caused by a high-stake lie can help explain why a person’s behaviour can change as they try to manage the inner conflict, whilst limiting the tell-tale signs that may leak through.

In this, the third and final article in the series, the discussion turns to: • a brief history of some techniques used to spot deception • how advancements in technology are bringing us tools to help in our quest to find the truth • general motives for lying.

In ancient China, a suspect would be made to chew dry rice while being questioned. When the suspect spat out the rice, he was assumed to be guilty if the grains remained stuck to his tongue. The reasoning was that the stress created by lying would slow saliva flow and cause a dry mouth. It was believed an innocent person would have no reason to stress under such conditions.

Another common method used was trial by ordeal, although they are widely considered now to be barbaric and violent tests revealing nothing of truth or lies. These were ancient judicial practices where the accused was subjected to dangerous perils. Death would indicate guilt and survival suggested innocence. One of these such trials was by

water and is often associated with witch-hunts of the 16th and 17th centuries in America. The unfortunate accused would be submerged in water, and the outcome was almost always fatal. It was assumed a crime would weigh upon the accused, drowning them, and if they were innocent they would survive. However, in later witch-hunts, those who sank were considered innocent, while floating indicated guilt, lies and witchcraft. This does not sound like a win-win option.

A method that readers may be more familiar with and that is seen on many crime and investigation TV shows is the polygraph.

The accuracy or validity of polygraph testing has long been controversial. The polygraph instrument consists of a physiological recorder that assesses three indicators of autonomic arousal: heart rate/blood pressure, respiration and skin conductivity. The device is effectively recording change in one or more of those areas in response to a question. It measures a change from a person’s baseline behaviour.

One problem with the polygraph is that even if stress is indicated it does not give the exact cause of the stress. Certainly the stress is often due to lying, but it may also be triggered by nervousness or an emotional response to something else related to the question. If the questions are poorly structured or the operator is unskilled, it could skew the results and be misleading.

There is another, more complex lie-spotting technique called brain fingerprinting. This method focuses on a specific electrical brainwave, which activates when a person sees a familiar object. This provides a potential window into someone’s past visual experience.

Put simply, the technique is used to see if a person has particular information stored in their brain. The device registers activity when a picture or object causes brainwave action. This is still being researched and developed, but it is not something that people can use in their day-to-day interactions at work.

Many studies are being done on how facial recognition software, such as that currently installed in photo apps, could be used in lie detection as technology continues to improve and advance.

Significant research around facial expressions and emotions is being used by animators in movies. Pixar was the first company to use a tool called the Facial Action Coding System which helped animators make the characters seem more real with life-like expressions. The movie Toy Story was an early example of this and, more recently, the Pixar movie Inside Out, for which Dr Paul Ekman was a scientific advisor.

Advances in technology also seek to help detect people who are lying about criminal intent and tools to read voice, body and facial movements are being developed to be used in combatting crime and terrorism.

There are some skills and techniques that can be applied in day-to-day dealings with people. Some readers may be familiar with the group of people labelled truth wizards. These people score in the upper ranks on a battery of deception tests developed by Dr Paul Ekman and Dr Maureen O’Sullivan. A study of over 20,000 people showed that a small number of people (around 50) have the same exceptional talent – to consistently spot clues to deception.

Dr O’Sullivan found that truth wizards are

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incredibly attuned to detecting subtle changes in facial expressions, body language and patterns of the voice, as well as a liar’s way of thinking. It was shown that these ‘wizards’ have a good core understanding of people in general. They have an incredible skill to hone in on behavioural and emotional inconsistencies, which are often the behaviours that betray a liar. They do not depend on any one single clue to identify a liar; they examine data from multiple channels and look for clusters of behaviour.

There is an ongoing race to develop a technique, tool or method that can distinguish between truth and lies and get it right 100 percent of the time. As yet, it does not exist.

So, where does that leave readers in their quest to be able encourage truth and spot lies?

Research has shown that the more aware people are of their own thoughts and behaviours, the better they will do at encouraging the truth and spotting deception. The more tuned in they are to other people, the more likely they are to pick up subtle cues or changes in behaviour that could indicate risk.

Leaving behind primitive methods and removing technological advances, leaves the human ability of observation and awareness.

To become great at encouraging more truth and spotting when it is not there, people will need to begin to notice things that previously they would have missed. And this skill is like any other new skill – it takes practice.

Another key element to examine is a person’s motivation for lying. A deeper understanding of motives can help people in interviews and interactions and may influence the way they plan, approach a situation and the questions they ask.

In an earlier article, it was established that everyone lies. In fact, some studies report that people may lie 100 times a day – or more.

Granted, most of these studies that report a huge number of lies in an hour or a day are referring to what many people label as white lies.

These are the type that are generally accepted within most cultures to be mostly harmless and delivered often without any ill intent. In fact, many people do not even realise how many white lies they tell in a day. However, the focus

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develop o t e c a r g ongoin hat can t d There is an o h t e m , t o ol o r e u iq n h c and lies e t h a t u r t n e e be t w o f t he t n distinguish e c r e p 0 ight 10 and get it r t exist. o n s e o d it t, time. A s ye

here is on the lies that can mislead people to make a poor decision or be fooled by someone who does not have their best interests at heart.

Here are nine of the most common motives for lying in general: 1. To avoid being punished. This is one of the most common reasons people lie. Punishment can take many forms and people will avoid the truth to avoid a punishment or negative consequence.

2.

To obtain a reward. This is a common motivator for people, both children and adults, who want something that might otherwise not be attainable if they told the truth.

3. To avoid embarrassment. People will often do almost anything to avoid that feeling of vulnerability or embarrassment. These lies are not always bad, but they may still take the recipient further from the truth of the matter.

4. To protect another person. People will lie to protect someone else from being punished.

5. To protect oneself from the threat of physical harm. Lies are not always bad; they can save a person too.

6. To get out of an awkward social situation.

Perhaps this is one that readers have used when a date is not going so well and they use, “Oh no, I have a problem with my baby sitter, I have to go home immediately.”

7. To win the admiration of others.

8. To maintain privacy of information or identity.

An acceptable application of this type of lie might be undercover intelligence and police officers who absolutely need to use the tools of deception to achieve their goals.

9. To be polite and tactful.

With further insight into some of the motivations for lying, readers can probably fit most of the lies they have told or received today under one of those headings. Readers now also have some insight into how ongoing research and technology are being used to provide tools and techniques that can read behaviour and keep people safe. Stay away from the crazy liespotting techniques of days gone by; look out for exciting new methods and practise noticing subtle cues or changes in behaviour that could indicate risk. And, as the story of the truth wizards indicates, everyone has all the tools they need – they just need to know how to tap into them and what to do with them.

Elly Johnson is managing director of Training Group International. If you are interested in building skills and awareness, connecting with people, encouraging truth, spotting lies and asking better questions, then register your interest in classroom-based or new online training programs being launched in late 2016.

Visit traininggroup.com.au for more information.

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FEATURE ARTICLE

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Inductive Observation Part 1

By Ami Toben One of the things that makes the security field so interesting is that it is mostly about people.

Security efforts (even if assisted by security systems) are usually directed at people, and largely executed by people for the protection of people. The most important assets are usually people – most of the highest risks that security tries to mitigate have to do with people and most screening and assessment efforts are attempts to distinguish between people who pose a security risk and those who do not. If one cannot understand people, he cannot fully understand security.

Personally, one of the things that never really helped me as a young security operator (and that I try to avoid repeating as a trainer today), was being told that when it comes to distinguishing between suspicious and unsuspicious people, officers should “trust their instincts”. Do not misunderstand; it is not a mistake for officers to trust their instincts, but not everyone’s instincts are that sharply developed, and even among those with better instincts, there is always room for improvement. “Trust your instincts” is in many cases not much more than a cop-

out line to avoid having to explain how officers can develop observation and assessment skills.

There is nothing magical or untouchable about instincts – they are perceptions that are caused by a blend of intakes officers sense on a subliminal level. They are just more conscious of the perception than they are of its subliminal causes, which is why an instinct feels more like a cause than an effect. Rather than treat instincts as some untouchable, magical sixth sense, officers can actually get to the bottom of what is causing them. By bringing these subtle sensory intakes out of their subliminal realm, officers can sharpen their detection skills and develop even better instincts.

Did an officer see someone who looks completely normal and unsuspicious? Good.

He should ask himself what exactly about that person gave him that feeling. Did he see someone who struck him as oddly suspicious?

Good. Again, the officer should ask himself what it was about that person that gave him that feeling. Look for the underlying reasons – they are there. Officers need to start raising their consciousness to how and why people

look and behave the way they do. They should try to detect, assess and understand as many details as they can, and try to figure out the ‘why’ factor behind the feelings they get about people. They are not always going to get it right, but with practice, they will definitely get better and faster at it.

In previous articles, how these types of observations can apply to surveillance detection and covert operations has been discussed.

Now they will be applied to more conventional security efforts.

What to Look For 1. Appearance The general appearance factors officers want to evaluate and profile are ones that people have chosen. The idea of profiling often gets a bad rap, but this is usually caused by profiling being collectively applied to factors that were not chosen, like race, age and gender. The problem with racial profiling, for example, is not only an ethical one. Profiling unchosen features of appearance is also logically problematic, since it attempts to extrapolate conclusions

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about intent based on unchosen, unintentional features a person has no control over. This type of profiling is not only problematic when it leads to false positive assumptions (usually against younger males and minority groups), but also – or especially – when it leads to false negative assumptions (which can be very dangerous).

Luckily, the vast majority of a person’s appearance is chosen – from his hair down to his shoes, and anything else he might be wearing, carrying, applying or growing. Whoever coined the phrase ‘You can’t judge a book by its cover’, must have been talking about books, because there is a lot officers can tell about people if they pay enough attention to the details and think about these details correctly. Nothing a person has on him is there randomly for no reason. And what a person has chosen to wear, carry or apply can tell an officer two important things in regard to the situation at hand: • Where the person is coming from – his background, tastes and resources. What kind of person owns, say, tactical boots? What kind of person carries an expensive Gucci handbag?

Why would a person be carrying a large gym bag? There are reasons for these things, and they have to do with prior choices – and choices are what officers are screening and profiling here.

• Where the person is going – why did he choose to wear, carry or apply the thing the officer just noticed, before deciding to come to this place at this time? What might that mean about his motivations? What, for instance, might be the difference in motivation between a person wearing military-style boots and a person wearing flip-flops? What might be the future intent of the person wearing the quintessential heavy jacket on a warm day (which, by the way, is only a cliche because he actually keeps doing it)? It is interesting to think where the person carrying the gym bag is coming from, but what is even more important is why he is now trying to bring it with him to this place at this time. What might his future intent be?

Are there any guarantees an officer will be able to figure out people’s backgrounds and future intent based on their chosen appearance? Of course not, and many suspicious looking indicators turn out to be perfectly harmless (if somewhat weird). But the

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There is nothing magical or untouchable about instincts – they are perceptions that are caused by a blend of intakes officers sense on a subliminal level. more an officer sees, the more he thinks about what he is seeing and the more questions he will ask about things, the better chances he will have to figure things out. This might sound like a drawn out narrative, but most capable security operators can, with a bit of practice, notice, think, ask and conclude very quickly – almost as if it were, well, instinct.

By the way, the gym bag scenario might sound ominous – as in the real possibility that a person might be trying to hide a weapon or explosives – but more often than not, there is a perfectly non-hostile reason behind this choice. I, for example, have noticed that when securing a high-threat evening event in San Francisco, at least one guest with a large gym bag will almost always be encountered (even if it is a dressy event). The bag obviously gets checked very well – which also means the person gets checked and questioned – and it almost always turns out that the person is actually coming from (surprise, surprise) the gym. People in San Francisco like going to the gym after work, and then, when they go to evening events, do not want to leave their bag in the car (if they even have a car). It is a perfectly harmless reason (except for security having to go through the person’s sweaty gym bag), but a reason nonetheless – a chosen reason that can tell security where the person is coming from and why they brought the thing in question to this place at this time.

An important side note to appearance, in cases where an officer is close enough to the person in question, is scent. What might he be able to assume about the person with the gym bag if that person smells a bit sweaty? What

can the officer assume if the person’s hair is a bit wet and he smells of soap or shampoo? Try not to be overtly weird about this, but notice how people smell when they go to work in the morning, and how they smell after they have had a long day. Who has poor hygiene, who has been drinking or smoking and who has been using too much aftershave or perfume (possibly to mask some other odour)? Smell is one of the above-mentioned sensory intakes that often sits on a subliminal level. Bring it out of there and start consciously noticing it. The idea that something just does not smell right is oftentimes quite literal. The more an officer notices, the better his chances of detecting where people are coming from and what kind of choices they made before arriving.

Part two of this article in the next issue of Security Solutions Magazine continues the discussion on what security officers should look for by considering body language, before discussing how officers can develop their observational and assessment skills.

An experienced security director, consultant, trainer, operator and business developer, Ami Toben has over 15 years of military and private sector security experience, and a successful record of providing full-spectrum, high-end services to Fortune 500 corporations, foreign governments, foundations, non-profit organisations and wealthy individuals. Ami Toben is currently director of consulting, training and special operations at HighCom Security Services, and the owner of the Protection Circle blog.

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1300 858 840 www.entrancecontrol.com.au SECURITY SOLUTIONS 087

SECURITY STUFF C O N T E N T S

SPOTLIGHT

PROFILE

PRODUCT SHOWCASES

SHOP TALK

ViDiLabs

090

STid

100

STid Mobile ID®

106

ASQA cancels qualifications 110

AST

096

Astute Locks 102

Volvo Sherpa APC XL

107

Securing airports & seaports 110

Sylo

098

Magnetic Automation

104

Canon VB-H761LVE

107

End-user education

111

Hikvision Thermal Bullet

108

ISACA Offers Guidance

111

NetWay4EWP 108 P2W – X30 109 BQT miPass Software 88 SECURITY SOLUTIONS

109

SECURITY SOLUTIONS 89

IGH T SPO TL

The ViDiLabs Calc application The ViDiLabs Calc application for iOS is designed

by Vlado Damjanovski, the author of many wellknown books, to assist all professionals working with digital and IP cameras.

The calculator is designed to help determine the best lenses for their desired coverage and calculate the required storage.

Although the ViDiLabs Calc has been designed specifically for the IP CCTV Industry, it may also be used by any professional using a digital camera of any size, including, but not limited to, photography, television, cinematography, medical, education, robotics and manufacturing.

The ViDiLabs Calc has a database of all commercially available image sensors, from the smallest 1/8” (1.6mmx1.2mm), through 1/3” (4.8mmx3.6mm), to Full frame FX (36mm x24mm), and up to Medium L size 53.6mmx40.2mm CMOS sensors. This database is used for precise calculations of various parameters and it’s regularly updated.

The application is designed to have landscape view due to the method used for entering and changing variables with scrolling windows, without the need for keyboard pop-ups.

The Digital module The second module of the ViDiLabs Calc is the Digital module. This is designed to calculate the required storage space for various Video and Image compressions to achieve certain days and quality of recording. This also allows for determining the number of drives needed when using JBOD arrangement of drives, or RAID-1, RAID-5 and RAID-6 redundant configurations.

In addition, a simulated compression of the ViDi Labs SD/HD test chart is shown to indicate the approximate visual appearance of the selected compression.

Formulas compliant with the standards The ViDiLabs Calc complies with many world standard definitions of Face Recognition, Face Identification and Inspection requirements, as defined by IEC/ISO, AS, BS standards and others.

ViDi Labs has developed all formulas, and designed the application with the best intentions to offer an objective and accurate calculation of observed target details.

The simulated compression appearance of the ViDi Labs SD/HD test chart is a simulation only. This was made based on our experience

The Visual module The first module of the ViDiLabs Calc is the Visual module which is designed to calculate a range of variables when determining angles of view (horizontal and vertical), distances to objects to achieve certain quality (expressed in pix/m), as well as calculate the width and height of the viewed scene with a given sensor and lens. The visual part of the ViDiLabs Calc may also help in calculating the projected motion blur of an object moving in front of a camera.

090 SECURITY SOLUTIONS

Unless otherwise expressly stated, the review of the product or products appearing in this section represent the opinions of the relevant advertiser and do not represent the views or opinions of Interactive Media Solutions or the other advertisers or contributors to this publication.

ViDiLabs

and results obtained in many practical tests in our labs. They are as accurate to real practical results with a test chart as we can make them.

The Video Compression simulations are based on H.264 compression, while the Image Compression simulations are based on JPEG compression. In real life situations various encoders may produce slightly better or worse results, depending on their profile used, GOP settings and internal filtering. The examples shown in the Digital module of the ViDiLabs Calc, do not simulate lens distortion or loss of resolution, so we recommend it only be used as an approximate guide.

All the ViDiLabs Calc results can be saved as presets, or exported, making them ideal for compiling laborious projects with various lenses, distances and/or storage requirements.

About Pixel Densities and what they mean An IP surveillance system may be used to observe and protect people, objects and people’s activity inside and outside the objects, traffic and vehicles, money handling in banks, or games in casino environment. All of these objects of interest may have different clarity when

displayed on a workstation screen. The image clarity depends primarily on the camera used, the imaging sensor, its lens and the distance from the object.

There is one parameter in IP CCTV that expresses the image clarity in a simple way with just one parameter - Pixel Density. The Pixel Density is usually expressed in pixels per metre (Pix/m), at the object plane, although it can be expressed in pixels per foot. Pixel Density in IP CCTV sense should not be confused with the Display Pixel Density quoted by various LCD display manufacturers which defines the screen density, in Pixels Per Inch (PPI).

The advantage of expressing object clarity with its Pixel Density is that it combines the sensor size, pixel count, focal length and distance to the object in just one parameter.

This is one of the main functionalities of the ViDi Labs Calc application.

When using Pixel Density metrics all variables are included and makes it universally understandable what details you will get on an operator’s workstation screen.

When designing a system, or a tender for a system, one can request Pixel Density for a particular image quality. So, instead of asking for a 6 mm lens for your camera in a particular location, for example (which means nothing without knowing the camera sensor it is used on), it would be much more useful if a particular Pixel Density is defined for the view. This will then be used to calculate the required lens for the particular camera used and

Unless otherwise expressly stated, the review of the product or products appearing in this section represent the opinions of the relevant advertiser and do not represent the views or opinions of Interactive Media Solutions or the other advertisers or contributors to this publication.

the distance from the object. This will guarantee the clarity of the image (assuming the lens is focussed optimally and there is sufficient light, of course). This can be done very easily with the ViDiLabs Calc. Pixel Density can be used for any object that IP CCTV user might be interested in: face, licence plate, playing card, money and similar.

Let us now explore how many pixels per metre are attributed to various objects.

One of the most commonly referred pixel densities is for Face Identification. Face Identification in CCTV means sufficient clarity of the image so that one can positively identify who the person on the screen is.

According to Australian Standards AS4806.2, for Face Identification in analogue CCTV, we require 100% person’s height to fit in the monitor screen height. The details of 100% person’s height on a screen have been tested many times and it’s been verified that they are sufficient for such a person to be identified. We know that PAL signal is composed of 576 active TV lines, so, according to AS4806.2, a person’s height would occupy all of the active lines to make it 100%.

Head occupies around 15% of a person’s height, which is equivalent to around 86 lines (576 x 0.15 = 86.4), which is the same when converted to pixels (assuming recording is made full TV frame mode, which is equal to two TV fields).

If we agree that an average person height is 170 cm, the head would occupy around 25 cm of that.

The Pixel Density at the object, which is required to make a positive Face Identification according to AS 4806.2, can be calculated to be 86 pixels at 25 cm of head height. Since there are 4 times 25 cm in 1 m of height, this becomes 4 x 86 = 344 pix/m.

SECURITY SOLUTIONS 091

IGH T SPO TL So, one can say that with pixel density of 344 pix/m at the objects plane it should be possible to positively identify a face, according to AS4806.2.

Some other standards may require different values, and one such (newer) standard is the IEC 62676-4, which defines 250 pix/m to be sufficient (i.e. suggests that with slightly lesser pixel density than the AS standards one should be able to identify a person).

Clearly, this number is not fixed in concrete, and it will depend on the observing ability of the operator, as well as other parameters (lens quality, illumination, compression artefacts, etc‌), but the key is to understand that such a Pixel Density can be calculated for any type of camera, irrespective if that is SD, HD, 4k or any other format.

Any number for Face Identification Pixel Density can be specified in the ViDiLabs Calc, although the shortcut buttons are designed to show the IEC standard suggestion of 250 pix/m.

The next image quality down, as defined by the standards is for Face Recognition. The details of Face Recognition image should be sufficient to recognise the gender of a person, what he/she is wearing and possibly make an assertion of who that person might be, if picked from a bunch of people that have already been identified somewhere else (e.g. passport or drivers licence photo). This is basically an image with half the pixel density to the Face Identification, which according to AS4806.2 should be around 172 pix/ m, while IEC62676-4 suggests 125 pix/m.

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The following examples are from real systems:

Licence Plates Recognition as per AS4806.2

Face Identification as per AS4806.2

Face Recognition as per AS4806.2

Similarly, pixel density can be defined for vehicle licence plates visual recognition (not software automatic LPR). In the AS 4806.2, this is defined as 5% characters height on a display screen, which is around 30 TV lines (pixels) (to be very accurate 576 x 0.05 = 28.8). If we assume that a typical Australian number plate has characters of around 90 mm in height, than this equates to 11 x 30 pixels = 330 pix/m. The number 11 is obtained from dividing 1000 mm (1 m) with 90 mm. One may say that for visual licence plates recognition similar pixel density is required as for face identification.

When money and playing cards are observed in banks or casinos, many practical tests have shown that at least 50 pixels are required across the notes or cards longer side in order to positively identify the values. Standard playing cards dimensions are B8 according to ISO216 standard, which is 62 mm x 88 mm. So, we need the 88 mm card length to be covered with at least 50 pixels for proper identification.

This means around 550 pix/m (1000 mm / 88 mm = 11 => 50 pix x 11 = 550 pix/m) should be sufficient for playing cards. We may require slightly better pixel density for identifying money, since notes size is typically larger than playing cards, so if one takes the Face Inspection pixels density of 1000 pix/m, it should attain pretty good identification, although as it can be seen from the real life example below, even 770 pix/m might be sufficient.

Playing cards and money shown above with 770 pix/m

Unless otherwise expressly stated, the review of the product or products appearing in this section represent the opinions of the relevant advertiser and do not represent the views or opinions of Interactive Media Solutions or the other advertisers or contributors to this publication.

ViDiLabs

So the following table can be used as a rough guide for various pixel densities.

Minimum

Object required pixel

density (Pix/m)

Inspect (IEC-62676-4) 1000

Face Identification (AS-4806.2) 350

Face Identification (IEC-62676-4) 250

Face Recognition (AS-4806.2)

175

Face Recognition (IEC-62676-4)

125

Observe (IEC-62676-4)

60

Intrusion Detection (AS-4806.2)

To produce “live” video in CCTV, we require at least 25 fps (or 30fps). Each of the TV frames are therefore typically exposed at 1/25s = 40ms (in analogue 1/50s for TV Fields). In the bright daylight, the auto iris lens closes to reduce the amount of light for a correct exposure. If it is very bright, then the sensor electronic exposure kicks in. In low light, the auto iris lens opens up fully, and if this is not sufficient, the sensor electronic exposure increases further (this is usually called “integration”).

If the object is moving at an angle relative to the camera optical axis, the same rules apply, but this time the projected speed “v” has to be used as a “real speed” of the moving object.

The projected speed can be found as a “cosine” of the speed “v” relative to the angle alpha that is between the moving object direction and the perpendicular direction to the optical axis.

35

Detect (IEC-62676-4)

30

Licence Plates visual identification (AS-4806.2)

300

Playing cards

500

Casino chips (39mm)

1200

Money (notes)

800

Money (coins)

1500

About the pixel blur effect of moving object Most objects that we observe in IP CCTV, such as people and vehicles, are not static, but moving.

When objects are moving their image will never be sharp and clear like static objects. The faster the objects moves the more blurry it will appear. The closer the moving object is to the camera, the more blurry it will appear. The longer the camera exposure is the more blurry the object will appear. The camera sensor size and focal length of the lens play also a role in how blurry the image will appear. And finally, the angle under which such an object moves relative to the camera viewing direction also plays a role.

So, there is a very complex correlation between all the parameters mentioned above. The ViDiLabs Calc has been designed to calculate the effects of such a motion in the recorded video, and show it as pixel blur. To put it simply, this calculation shows how smudged a moving object image is.

This blurriness is an unwanted effect, as it

The formula for calculating pixel blur (pixel shift) is shown below.

Here are some practical examples.

For example, if a bicycle rider moves with 40 km/h at an angle of 30˚ relative to the optical axis, this would produce an angle of 60˚ between the direction of movement of the bicycle rider and the perpendicular plane to the optical axis. Then, the cos 60˚ = 0.5, which means the projected speed of 40 km/h will be 20 km/h for the purpose of calculating the pixel shift.

To continue with the same example, let’s assume the bicycle rider is passing at 100 m away from the camera, and riding at the mentioned angle above. Let’s also assume we have an HD camera, with 1/3” sensor and have 8 mm lens installed. If we use the normal camera shutter of 1/25 s to produce live video, the resulting object motion blur from such movement will be 7.1 pixels. Over 7 pixels of

makes it difficult to recognise the details of the moving object even if the camera is in focus at that point. By knowing how many “blurry pixels” will appear for a given object speed and the camera exposure setting, using the ViDiLabs calc it is possible to find the camera Exposure setting which will produce lesser or acceptable sensor blur.

Unless otherwise expressly stated, the review of the product or products appearing in this section represent the opinions of the relevant advertiser and do not represent the views or opinions of Interactive Media Solutions or the other advertisers or contributors to this publication.

SECURITY SOLUTIONS 093

IGH T SPO TL smudged moving image might be just too much to be able to recognise the rider. So, we need to reduce the shutter speed so that there are much less blurred pixels. Using 1/250s shutter exposure will bring the blurriness to less than 1 pixels (0.7 in our example) which is much more acceptable.

094 SECURITY SOLUTIONS

About the storage calculation The ViDiLabs Calc can calculate digital storage space required for a particular system, with a number of IP cameras using video or image compression, to achieve certain number of days recording.

The two major groups of compression, the image compression and video compression, are treated slightly differently, since video compression defines the amount of storage needed by it’s Mb/s requirement and it works with Group Of Pictures (GOPs) and motion vectors prediction, whilst the image compression “doesn’t care” about any “history” of images prior or post an image, so the frame size as well and how many such frames are produced every second is needed.

An IP camera encoder that produces video streaming at 4 Mb/s for example, will need 4 Mb/s each second, and this is multiplied by the number of minutes, and hours and days, to calculate the recording capacity. How many images per second are captured at the sensor level doesn’t affect the storage requirement, but only the quality. So, it is important to clarify the very often misunderstood nature of video compression where images per second are somehow influencing the storage requirement.

This is not the case with video compression.

Images per second captured by the sensor only defines the image quality, not the length of storage of such a stream. It is the Mb/s that describes the compression strength which defines how many days a certain IP camera stream can be recorded on a particular storage capacity.

If a particular camera cannot produce a video stream, but rather image compression stream (JPG or Motion-JPG for example), then the storage calculation is slightly different, and needs to include compressed image size as well as images per second produced by such a camera, in order to calculate the storage required for the days set in the calculator.

Unless otherwise expressly stated, the review of the product or products appearing in this section represent the opinions of the relevant advertiser and do not represent the views or opinions of Interactive Media Solutions or the other advertisers or contributors to this publication.

ViDiLabs

One thing that might be useful for system designers with this ViDiLabs Calc is the visual representation of the compression quality using the ViDi Labs SD/HD test chart as a reference.

Although this is a simulated representation, it has been made to be very close to the actual compression appearance, which could be useful in determining the setting one may have on a particular camera. www.vidilabs.com

Unless otherwise expressly stated, the review of the product or products appearing in this section represent the opinions of the relevant advertiser and do not represent the views or opinions of Interactive Media Solutions or the other advertisers or contributors to this publication.

SECURITY SOLUTIONS 095

IGH T SPO TL

Morse Watchmen KeyWatcher Touch Every facility is safer with the addition of a key control and management system from Morse Watchmans. Physical keys continue to be mission-critical for every type of organization, and Morse Watchmans is dedicated to delivering the best solutions for managing, controlling, tracking and auditing all your keys. KeyWatcher Touch Systems are the access control solution for physical keys. Every key is accounted for at all times, with full tracking, reporting and alerts for your defined incidents. SmartKey™Locker Systems deliver the same level of accountability for small assets including weapons, cash trays and more.

Key Anywhere saves time by allowing you to return a key to any KeyWatcher in your operation, while Key Find lets you locate which KeyWatcher a specific key is in, or determine who has it out.

Keys available to a user can easily and quickly be called up on the screen. Key reservations and notes can now easily be entered on the screen.

The unified KeyWatcher Site design allows a network of KeyWatcher Touch systems to share a single database, which can accommodate more than 14,000 keys and over 10,000 users.

All control and management of the system, including programming, remote functions and reporting is managed via KeyWatcher TrueTouch software.

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KeyWatcher Touch Features and Options: • Easily identify the correct keys • Return keys to any location • User interface controls various access devices • Alarm and access control integration capability • Built-in Ethernet.

Modular, Scalable Design Lets You Customize Your KeyWatcher System From a single key management system to multiple cabinets holding hundreds of keys, it’s easy to expand KeyWatcher as your needs grow. Each additional unit can be controlled by a single console and monitored by the advanced software.

KeyWatcher can hold keys of almost any size, including Folger Adam keys. Plus, the systems are capable of incorporating additional lockers for valuable items. Available modules include 16-key, 8-key, 6-key, card, and a variety of locker sizes. These key modules can be customized in a wide range of cabinet sizes.

The flexibility that is available in the modular design enables sites to utilise all the accountability for not only keys but, laptops, mobile phones, IPad’s and so on.

Smart Keys The smarts behind the system is the Smart Key itself, designed to enable flexibility with return methods which include random return, this method enables smart keys to be returned to any open slot in the cabinet. The non-random return enforces the requirement for a Smart Key to be returned to the same location each time.

Keys are secured to the Smartkeys which features an identification microchip and 1/8″ stainless steel locking ring for additional security and functionality. Smart Keys are available in a range of colours which enables administrators to easily differentiate areas of their business by the colour of the Smart Key. True Touch Software KeyWatcher TrueTouch software comprises the KeyWatcher TrueTouch client interface and the KeyWatcher Server for enhanced administration and control of the KeyWatcher Touch system.

Key Inventory Software Features: • New access control-style interface.

• Auto-sync for automatic updates of KeyWatcher systems as changes are made.

• New “Profiles” feature for quicker, easier programming of users.

Unless otherwise expressly stated, the review of the product or products appearing in this section represent the opinions of the relevant advertiser and do not represent the views or opinions of Interactive Media Solutions or the other advertisers or contributors to this publication.

AST

•

• •

Profiles to quickly assign users key and group permissions, access level, and many other settings.

New, easier to read reports.

All reports can be saved in PDF and CSV file formats.

KeyWatcher TrueTouch client interface is designed to run all programming, remote functions and reports. Add users from a global list and all specific settings (added or modified) will be automatically synchronized across the system. Quick profiles can be assigned for improved user control. Administrative access levels are designed to allow reports only or alarms only in addition to the five system administration levels.

Integration and High Level Interface’s The requirement for a number of industries is to provide a solution that has integration options and also provide operational efficiencies and Morse Watchmans continues to deliver; with integration to some of the world’s leading Access Control providers such as Honeywell ProWatch, Honeywell EBI, Lenel, Gallagher, Inner Range Integrity, and SMAG Symmetry the Morse Watchmans Touch enables administrators to reduce the demands of running both Access Control and KeyWatcher data bases by enabling this interfacing.

The Morse Watchmans range of solutions including the KeyWatcher Touch are available exclusively through Australian Security Technology.

For more information please contact David Ishak, General Manager on 1300 539 928 or email him di@astpl.com.au

Unless otherwise expressly stated, the review of the product or products appearing in this section represent the opinions of the relevant advertiser and do not represent the views or opinions of Interactive Media Solutions or the other advertisers or contributors to this publication.

SECURITY SOLUTIONS 097

IGH T SPO TL

The Video Surveillance System That Changed Everything Is Now Even Better.

Meet Axxon Next Version 4.0, a next-generation open-platform video management software (VMS). Thanks to exciting innovations from AxxonSoft, the Axxon Next platform has reached a whole new level of performance, reliability, efficiency, functionality and accessibility.

Video surveillance systems based on Axxon NextV4.0 can scale infinitely: there are no restrictions on the number of video servers, workstations or video cameras. Best of all, Axxon Next also plays well with other devices and systems.

Axxon NextV4.0 supports over 6000 models of IP devices. This includes more than 1500 models of IP cameras, which can integrated using proprietary protocols, in addition to 4500 ONVIF compliant devices. Users can even enjoy remote access from mobile devices and a web interface.

Security needs of all sizes - from those of large-scale distributed facilities to the smallest sites - can be efficiently met with Axxon Next video management software. Every license includes full, unrestricted VMS functionality, even on small systems with just one camera. In fact, users on tight budgets will appreciate the free version of the program, which supports up to 16 camera channels with 1TB of storage.

With the release of the latest version of Axxon Next, AxxonSoft has done more than just tweak

098 SECURITY SOLUTIONS

existing technologies, they have created and included entirely new technologies as part of the upgrade. The result of their work, Axxon Next 4.0, is a truly integrated enterprise-class security system for protection of large, geographically distributed sites.

New features include; Facial Recognition: Axxon Next features a face capture and search algorithm, that automatically detects a face in the field of view or in a provided video footage, and then searches for that same face in other video provided by networked cameras. To search for a face, the user either imports a photograph or selects a face in the video footage. Axxon Next then displays video episodes containing the person in question.

Imagine being able to input the face of a known offender to find out if that person is on-site at a major even or inside a secure facility.

Automatic License Plate Recognition: Axxon Next now incorporates an algorithm for number / license plate recognition. These license plate numbers are saved to a database and associated with the relevant recorded video from several cameras. The algorithm involves advanced heuristic methods (such as substitution of similar looking letters/numbers) to identify as many potential matches as possible.

Tag and Track Pro: The Tag & Track Pro feature allows users to simultaneously get the “big picture” of everything happening at a protected site while obtaining detailed imagery of objects and people moving around the site by locking onto them and continuing to track them across multiple cameras. Both sets of images can be recorded for later use, which is important for event investigation.

Axxon Next is proudly distributed in Australia

by Sylo Security Architects, an Australian organisation working in the global market to provide best-of-breed innovation, custom solutions, tier 1 products and value-add services for the Security Industry.

Unlike many other distributors, Sylo offer’s security-by-design, providing bespoke solutions that balance market-leading innovation with an old-fashioned customer service, which is why Sylo chose Axxon Next as one of its preferred solutions.

“We believe that the incredible flexibility, ease of use and wide interoperability of Axxon Next, as well as its myriad legacy features and function such as the integration with 3D maps, the ability to search meta data to conduct forensic searches of video footage and so on is an idea fit for our approach to creating best-of-breed, highly customizable solutions,” explains Mark Hartmann, CEO of Sylo.

Axxon Next V4.0 will be officially available in the coming weeks. However, a Pre-release version is available on request by contacting Sylo.

For more information, please contact Peter Jeffree on 07 3841 8882, or visit sylo.com.au

Unless otherwise expressly stated, the review of the product or products appearing in this section represent the opinions of the relevant advertiser and do not represent the views or opinions of Interactive Media Solutions or the other advertisers or contributors to this publication.

SYLO

MomentQuest2 Forensic Search Search criteria: • zone entry, motion in area of interest, movement between areas, colour, size etc • Criteria set at the time of search. no preconfiguration of detectors is necessary • Metadata generated during video recording guarantees fast searches

Video Analytics •

•

•

10 video detection tools included in all licenses, free of charge Convenient, interactive configuration of video detection tools Flexible, convenient configuration of system responses to triggers

Time Compressor

97 s

12 s

• Simultaneously view all objects that moved in the frame during the selected period • Speed up search (by dozens of times) for an object of interest • Click to view a video fragment in normal mode

Unless otherwise expressly stated, the review of the product or products appearing in this section represent the opinions of the relevant advertiser and do not represent the views or opinions of Interactive Media Solutions or the other advertisers or contributors to this publication.

SECURITY SOLUTIONS 099

PRO FILE

ADVERTORIAL

Access Security For Mobile Microbiology Lab STid selected as an innovative manufacturer by IMeBIO for its multifunctional access control solution for end-to-end security.

IMeBIO is a world leading designer, manufacture and distributor of innovative mobile labs, in particular BSL2 and BSL3 biosafety labs designed for all sectors needing to study and analyze pathogens, whether associated with health risks, pandemics or bioterrorism. Security, therefore, needs to be optimal. These confined spaces need to be quick to set up, anywhere in the world, especially in countries where virulent strains can appear.

IMeBIO has to implement access control, not just for the end-to-end security of its mobile microbiology labs, but also in order to protect community health by limiting infection risks. Users need independent security management at all times, anywhere in the world. They need to be able to respond instantly to all critical situations in order to avoid health disasters. As well as the question of security, IMeBIO needs many applications to be integrated within the access reader, such as a key information display, in order to reduce the cost of the solution.

The STid solution with its Architect® touchscreen RFID readers, SSCP communication protocol and silicone wristbands was recently selected by IMeBIO to secure their mobile labs.

The 13.56 MHz MIFARE® Architect® reader with display offers best in class data security systems, using recognized public security algorithms that comply with the recommendations of the French Network and Information Security Agency (ANSSI).

In order to guarantee end-to-end authentication, the STid SSCP communication protocol has been integrated into Architect® readers to ensure security between the reader and management system.

0100 SECURITY SOLUTIONS

“Each mobile laboratory needs around ten readers to secure access to these sensitive areas and protect the community from infection risks,” says Jean-François Jung, Director of IMeBIO. Multiple functions in one reader The solution developed for IMeBIO is much more than an RFID reader for identifying authorized personnel. The touch screen provides two key functions: - Display: checks whether safety conditions have been complied with by displaying the pressure levels in the airlocks and laboratories, and checks for open doors. It can also display the company logo to promote brand image.

- Touch screen: a button can be added to the screen to act as a doorbell or door release button.

It can also display a keypad used for authentication or for activating auxiliary functions such as alarms.

IMeBIO also selected the RFID Architect® touch-screen reader for its indicator lights and audio signals that manage user information in real time. The buzzer acts as an alarm if a door has been open for more than 10 seconds, alerting staff to a possible security breach while multicolored LEDs also give users visual information, notifying them of access authorization, an open door or a decontamination operation that is underway, etc.

Independence and control The STid SSCP solution uses approved public security algorithms. This open software is compatible with all access control systems. STid uses tools that enables them to manage mobile lab security independently. IMeBIO needs to be able to respond quickly for emergency action in difficult situations. The company is not dependent on STid to upgrade its system and security settings in response to real-time needs.

Results By choosing the STid access solution, IMeBIO ensures staff and community protection without compromising on correct mobile lab security procedures, throughout the world.

“The STid solution helps us secure our laboratories and protect human lives, while offering other benefits. The multifunctional readers considerably reduce integration, cabling and installation costs and save space. We have halved the number of machines we use and saved on 140 cables per laboratory,” concludes Jean-François Jung.

Architect® readers and the SSCP communication protocol offer the highest levels of security and provide numerous possibilities for integrating auxiliary functions, such as a key information display, buttons, keypads, and indicator lights and audio signals, etc.

More information on www.stid.com, email: info@stid.com or call 02 9274 8853

Unless otherwise expressly stated, the review of the product or products appearing in this section represent the opinions of the relevant advertiser and do not represent the views or opinions of Interactive Media Solutions or the other advertisers or contributors to this publication.

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KeyWatcher is a reliable and extremely easy to use electronic key management system, designed to prevent mismanaged, misplaced, or stolen keys.

KeyWatcher eliminates outdated metal boxes, unreliable manual logs and messy key identification tags utilising a computerised storage cabinet.

The system releases keys only to the individuals with correct authorisation, recording each user transaction and providing total system accountability.

KEYWATCHER SYSTEM OFFERS to 14,400 keys and 10,000 user per site l “Site” concept uses a common database l Numerous high level interfaces for access control, contractor management and vehicle fleet systems l Longer user IDs can be up to any 6 digits, plus a 4 digit PIN l Bright 7” full colour, touch screen l “Key Anywhere” allows keys to be returned to any KeyWatcher Touch within a site l On-screen guides for users, along with voice commands l Up

Available in Australia through: AST Pty Ltd T: +61 2 8020 5555 | M: +61 417 089 608 | F: +61 2 9624 7194 E: di@astpl.com.au | www.astpl.com.au

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ADVERTORIAL

Astute Smart Locks launches Noke

– the world’s smartest bluetooth padlock

Fleet Management: With Noke, it’s easy to take the benefits of a smart lock—ease, convenience, control, security, durability—and scaling that to work for an entire enterprise. It will help professionals better manage their fleet by allowing them to be the administrator over an unlimited amount of locks. They can issue locks to individual employees, while still having the power to revoke access as well as monitor where and when the locks are used. No more giving up control and no more changing locks and combinations again.

Astute Smart Locks, a thought leader and pioneer of smart lock & smart access technology, is excited to announce the launch of Noke into the Australian market.

Noke is a bluetooth enabled smart padlock that you unlock with your smartphone - eliminating the hassle of keys and combinations forever! All Noke locks are compatible with iOS, Android and Windows smartphones, and work in conjunction with the Noke app for smart, convenient security.

Features: Designed to be the simplest electronic device you own, Noke automatically finds and connects to your Bluetooth 4.0 enabled smartphone. Instead of fumbling for keys, simply walk up to your Noke, press the shackle, and instantly access your possessions.

Noke’s app even lets you share guest access with friends and family, so they can unlock your Noke with their own smartphone. You can allow a guest unlimited access, one-time access, or create a custom schedule of specific times and days of the week.

For added control and peace of mind, Noke lets

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you monitor its history so you know where, when, and by whom your lock was accessed.

In case your smartphone battery dies, Noke has a back-up plan called ‘Quick-Click,’ so you’re never left stranded. Noke’s Quick-Click technology allows you to create a custom access code of short and long clicks on the shackle so you have the option to open it manually if necessary.

Security: Noke uses the latest in anti-shim technology so security is not compromised. It also uses the latest in PKI technology and cryptographic key exchange protocol to stand up to hackers.

Product Quality: Made of boron-hardened steel, Noke is not only attractive, but also incredibly strong. It’s designed to stand up to the toughest environments and weather conditions so Noke can go where you go.

Battery: Noke locks are packed with a long lasting battery, giving you over a year’s worth of use before needing to be replaced or recharged.

Customers: Noke locks are wildly popular among all ages and demographics. Kids tend to use Noke on bikes and school lockers, while adults use Noke for locking up their back gate, gym locker, storage units, shed, cabin, trailer and more. Noke also accommodates business professionals by adding control to everyday security needs ranging from enterprise shipping containers to individual employee lockers.

The use cases are endless and the benefits unparalleled.

Noke Padlock Specs: Material: Zinc alloy body with boron-hardened steel shackle Colors: Silver, Black Water Resistant Strength Rating: IP66 Operating Temperature Range: -23degC to 65degC Security: PKI technology and cryptographic key exchange protocol Bluetooth: 4.0 Battery: 2032 coin cell battery For more information, please visit: www.astutesmartlocks.com or email: info@astutesmartlocks.com

Unless otherwise expressly stated, the review of the product or products appearing in this section represent the opinions of the relevant advertiser and do not represent the views or opinions of Interactive Media Solutions or the other advertisers or contributors to this publication.

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MORE REACH

than ever before

Security Solutions Magazine digital version is now available via ISSUU on every platform, everywhere! Download it now and enjoy your favourite security magazine when you like, where you like, however you like.

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Protecting People & Assets Through Proven Solutions for Security & Safety Effective perimeter security is about more than gates and turnstiles. Like everything in life, effective perimeter security is a balancing act in which one must seek the right blend of design, price, quality and service. Being the cheapest most certainly does not make something look the best, just like being the most expensive is not always a guarantee that one will receive great service. It is the ability to balance all four, design, quality, price and service which sets true industry leaders apart from the competition. It is for this reason that Magnetic Automation has been a leader in the perimeter security industry in Australia for more than 30 years offering locally manufactured products that are designed, engineered, and installed in accordance with international standards. Magnetic is also certified to ISO9001, ISO14001 and OHS18001.

The Magnetic product range includes every kind of product one might need from barriers and boom gates, to automated slide and swing security gates, turnstiles and other pedestrian access control technologies – all of which can be custom tailored to a client’s specific needs. With extensive experience in commercial and industrial environments, Magnetic Automation has installed a wide range of solutions across a diverse range of industries including mining, rail, corporate buildings, industrial sites, government installations, critical infrastructure projects and defence sites. In fact, the depth and breadth of their work stands as testament to their service, quality and reliability.

Within government environments, Magnetic Automation offers a variety of high security products enhanced through the addition of value adding features and services. The full height turnstile is fully risk assessed, IP65 rated, solar powered (optional), a can be constructed using A portable plynth (optional) in addition to being constructed using Australian RHS galvanised hot dipped steel

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(stainless steel option available). Their Road Blocker has been installed in various correctional facilities and can be customised to meet individual site requirements. The Magnetic Telescopic gate provides a high level of security for vehicle access where restricted gate run off areas are found. In fact, there are numerous examples of Magnetic’s gates which have been installed gates in various high security government locations. Furthermore, Magnetic's Pedestrian High Door speed gate offers a stylish and robust security solution which can be integrated with existing and/or new access control systems.

Whatever the situation, Magnetic Automation can provide a total solution for individual needs, incorporating complete traffic control systems for both vehicles and pedestrians. All Magnetic products are supported by a comprehensive, preventative maintenance, service and spare parts programs.

Magnetic Automation is part of the global FAAC Group – a world leader in access control and automation since 1965. To ensure the highest levels of service and support, Magnetic Automation maintains a presence in every state, with a Head Office in Tullamarine, Victoria and branches in Western Australia, Queensland and New South Wales. In this way, you can be assured that whether you require a consultation, service technician, installation or just have a question, a Magnetic Automation staff member is only ever a phone call away.

Why not turn to a name you can rely on and trust the next time you need someone to provide proven solutions for security and safety to help protect your people and assets.

Contact Magnetic Automation 1300 364 864 or visit www.magneticautomation.com.au

Unless otherwise expressly stated, the review of the product or products appearing in this section represent the opinions of the relevant advertiser and do not represent the views or opinions of Interactive Media Solutions or the other advertisers or contributors to this publication.

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WE’RE VIDEO HEADS

In a digital and fast paced world, video is an ever advancing asset to your arsenal. Whether you’re in need of a promotional, corporate or explainer video, a motion graphic or animation, IMS has you covered.

Show the world what you can do, harness the power of video today.

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Interactive Media 105 SECURITY SOLUTIONS Solutions

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S E S A C W O H S STid MOBILE ID®

Developed for use with RFID, NFC and Bluetooth® Smart (Low Energy) technologies, STid Mobile ID® brings the access control capabilities to iPhone and Android phones. Users simply download the STid Mobile ID® app and enroll directly into the access control system. The free app does not require a license and includes a free access virtual card, offering an affordable, easy to install access control solution. After the user downloads the app, they can open a door or entry point by holding their mobile device near the reader.

A unique user experience STid Mobile ID® represents a unique way to access buildings. STid once again positions itself as a leader in access control by developing new identification methods for intuitive, smooth and easy management of the access points.

Users can access their office or other areas by simply tapping their phone in their pocket or by using a hands-free function to open a door without even taking their smartphone out of their bag. It even works while making a phone call.

Touch the remote button of the STid Mobile ID® application to access the car park while driving. Then, access the office with the same application by placing a hand close to the access control reader, even if the device is in standby mode in a pocket.

These identification modes are possible thanks to STid’s exclusive and patented technologies that can differentiate between access points depending on their distance. This means that readers can be installed in the same area.

The multi-technology RFID DESFire® EV2 and Bluetooth® Smart mobile access solution makes it easy to manage extensions, upgrades and technology migrations. Businesses, governments and industries can use both smartphones and traditional RFID cards to access buildings.

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Keep control of your security and sensitive data Confidence in the solution is a key factor for its success. STid is the only manufacturer to offer offline and online management of virtual credentials.

We adapt the solution to the client profile, offering the choice between hosting the solution on their own premises or remotely with a trusted third party.

The offline mode lets users manage their virtual badges just like classic access badges: local programming, full control over security settings, etc.

STid also offers virtual badge online management modes: https Internet server, data hosted on STid or client servers, real-time management of access rights, and possibility of creating time-limited badges.

To see the app in action simply scan the QR code below.

More information visit www.stid.com, email info@stid.com or 02 9274 8853

Unless otherwise expressly stated, the review of the product or products appearing in this section represent the opinions of the Editor or relevant editorial staff member assigned to this publication and do not represent the views or opinions of Interactive Media Solutions or the advertisers or other contributors to this publication.

CT DU PRO

SHO WC ASE S VOLVO GROUP SHERPA APC XL Volvo Group Governmental Sales (VGGS) under the group brand Renault Trucks Defence, which also includes the PANHARD & ACMAT brands, recently exhibited at the 2016 Eurosatory Exhibition in Paris.

On display was the Sherpa APC XL, a member of the Sherpa Light 4x4 tactical, high mobility vehicle range. The APC is ideally suited for the tactical challenges that internal security forces can face on a daily basis. It has an outstanding on- and off-road capability and offers the best mobility/payload combination of its category. Offering scalable levels of armoured protection, it can also be equipped with a hydraulic ladder system which permits operational access to elevated targets, buildings, commercial aircraft, and supports obstacle breaching. The Sherpa APC’s capability is well regarded by the French National Security Forces, who have recently taken delivery of and employed the Sherpa Light APC with Assault Ladder (pictured).

In addition to this quality vehicle, Volvo Group Governmental Sales is also able to offer support services throughout the vehicle’s life cycle, ranging from user support to deep-level maintenance and capability modernization.

For more information visit www.governmentalsalesoceania.com

CANON VB-H761LVE Introducing Canon’s new VB-H761LVE Outdoor Fixed Bullet Camera with Powered Zoom/Focus and Clear IR Mode.

Canon’s unique Clear IR mode captures amazing Full HD detail of suspicious targets. What’s more, licence plates are easily recognised and recorded from up to 60 metres away, even at speed and with headlights pointed directly at the camera.

Long-range 60m infrared LEDs The VB-H761LVE’s f/1.6-3.5 lens and Clear IR Mode technology captures outstanding detail in either bright daylight or virtual darkness, enabling surveillance to continue around the clock. In zero-light conditions, the built-in infrared LEDs provide crisper and more detailed mono images of subjects up to 60m away.

High quality Full-HD Images Capture stunning detail in Full HD, even in low-light conditions, thanks to the VB-H761LVE’s sensitive 1/3” CMOS sensor.

Auto Smart Shade Control (SSC) and Haze Compensation enhance detail when objects are in silhouette or obscured by fog or mist.

Get closer to the action The VB-H761LVEs 20x optical zoom makes it perfect for long-range surveillance and monitoring applications. When the optical zoom reaches its limit, Enhanced Digital Zoom substitutes low-resolution images with cropped images, extending the camera’s magnification even further.

Low temperature operation The VB-H761LVE’s is able to remain fully operational in temperatures as low as -50°C and as hot as 55°C. Ready for anything you throw at it From determined vandals to extreme weather, the VB-H761LVE is ready to perform. Rated for IK09 impact resistance and IP66 weather proofing. The camera’s design and construction also comply with NEMA250 Type 4X and IEC 60950-1/22 standards, meaning dust, ice, snow or other weather conditions won’t impair the VB-H761LVE’s performance.

For more information contact Canon Specialised Imaging on (02) 9805 2074 or specialised.imaging@canon.com.au

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S E S A C W O H S HIKVISION THERMAL BULLET CAMERA Hikvision recently launched their new range of high resolution Thermal Bullet Cameras designed specifically for perimeter protection and temperature monitoring applications. These new cameras provide outstanding thermal image quality and reliable smart functions such as line crossing, intrusion detection and temperature exception alarm and so on.

Designed for use in a wide variety of applications, Hikvision’s new Thermal Bullet Cameras are immune to interference from external light sources as well as inclement weather conditions such as rain, fog or snow. These new cameras are ideal for the detection of any object which emits obvious thermal radiation such as people or vehicles. Available with a range of lens options (15mm, 25mm, 35mm, 50mm, 75mm and 100mm), this camera makes it possible to optimize detection performance to meet most requirements. With a specified resolution of up to 640 x 512 pixels, the new Hikvision Thermal Bullet Cameras offer users more detailed images and more accurate detection capabilities than many other similar thermal cameras.

The new Hikvision Thermal Bullet Cameras also provide the ability to monitor the temperatures of a specified object; if temperatures exceed or fall below a certain limit, an alarm will be triggered. The cameras can also track highlighted temperaturespans in an image through isothermal palettes which enables an interpretation of events in a scene making these cameras the ideal choice for use in fire prevention, the detection of equipment overheating, preventing damage caused by freezing and many other hazards.

For more information, visit Hikvision at: www.hikvision.com.au

NETWAY4EWP NetWay4EWP Outdoor Managed PoE+ Switches with Fiber feature four PoE/PoE+ ports at 30W or two ports at 60W (Hi-PoE), and a 1Gb SFP uplink for IP over fiber applications at 10/100Mbps. NetWay4EWP is housed in an IP66, NEMA4/4X rated enclosure for use in harsh environments, and also includes battery charging for applications requiring back-up power.

The NetWay4EWP also features Altronix’s innovative LINQ™ Network Communications Technology that allows you to monitor, control and report power from anywhere.

For more information visit www.altronix.com or email info@altronix.com

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Unless otherwise expressly stated, the review of the product or products appearing in this section represent the opinions of the Editor or relevant editorial staff member assigned to this publication and do not represent the views or opinions of Interactive Media Solutions or the advertisers or other contributors to this publication.

CT DU PRO

SHO WC ASE S

SMART VIRTUAL FIBER—X30 TRI-5GHZ MESHRANGER X30 is an industrial-grade 5GHz tri-radio wireless mesh unit designed for flexible and expandable deployment, regardless of physical constraints. Working as a Smart Virtual Fiber, the X30 extends connectivity for IP cameras to the locations where extensive fiber optic cabling is infeasible due to a tight timescale.

P2’s Double UP Mesh Ring is an extension from a conventional daisy-chain topology, offering double capacity and reliability.

Utilising the exclusive Self-healing Algorithm, the mesh network allows alternative path routing for fail-over redundancy in missioncritical infrastructures. Unlike a conventional Point-to-Multi-Point (PTMP) setup that normally requires careful radio planning for every single deployment, the MeshRanger network deployment requires no technical expertise in radio network design. The easy setup of X30 is ideal for rapid deployment of wireless mesh transmission for the most demanding connectivity requirements.

The patented MeshInfinity technology breaks the traditional hopping limitation of wireless mesh networks by tackling the multi-hop bandwidth degradation. With the built-in Selectable Filters, it provides supreme interference isolation for delivering the highest end-to-end network throughput.

For further details, visit www.p2wt.com or email sales@p2wt.com

BQT SOLUTIONS UPDATED miPASS ACCESS BIOMETRIC MANAGEMENT SOFTWARE BQT Solutions recently announced the release of their updated miPASS Access Biometric Management Software to coincide with the lunch of their new range of system biometrics.

The miPASS Access software allows complete control of the BQT Solutions BioX and BioXK models and offers Distributed IP Access Control including such features as remote management, user management and door management. The new software also provides advanced access control functions like zone management, device management and template management along with a range of time and attendance features such as attendance monitoring, the ability to automatically calculate hours worked, holiday, leave and shift monitoring as well as automated reporting. miPASS Access Biometric Management System offers true functionality and convenience. Multiple sites may be managed remotely by administrators which offers the increased surety of centralised security management and opens the door to successful implementation in applications such as logistics operations which go beyond the scope of access control.

The BioXK models have on-board 3 factor authentication/verification, card, biometric (finger) and PIN. BQT Solutions’ BioXK may be configured as biometric only, card only, PIN only, card and biometric, card and PIN, biometric and PIN. The BioX models have 2 factor authentication/verification and may be configured as biometric only, card only and card and biometric. Options also include both biometric and/or PIN on either the database or user card.

BQT Solutions offer biometric scanners with a number of secure card technologies including Mifare Classic, Mifare Plus and Mifare DESFire EV1 as well as the convenience of our convenient and popular miPASS 2 and miPASS 3 pre-encoded Card and Reader Systems.

The range includes models that have options for Weigand output, Secure BQT AES128 RS485 output, Plain and AES128 encrypted OSDP output and all BQT Solutions readers and biometric scanners connect effortlessly to most popular access control panels in the market today providing you with easy installation.

BQT Solutions also offer standalone miPASS Bio Biometric Kits for enterprise in both finger only and template on card models. The miPASS bio range has models to suit any size of business including template on card models that may be configured to work as a system with multiple units.

For more information contact BQT Solutions on 02 8817 2800 or email sales@bqtsolutions.com

SECURITY SOLUTIONS 109

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SHO PTA

Unless otherwise expressly stated, the review of the product or services appearing in this section represent the opinions of the relevant advertiser and do not represent the views or opinions of Interactive Media Solutions or the other advertisers or contributors to this publication.

ASQA cancels qualifications issued by Queensland security trainer According to a recent release from ASIAL, The Australian Skills Quality Authority (ASQA) has announced its intention to cancel 461 qualifications and statements of attainment issued to 236 individuals by the now-deregistered training provider Peacemakers Security Pty Ltd (Peacemakers).

ASQA cancelled Peacemakers’ registration as a provider of vocational education and training (VET) in July because of its failure to meet the national training standards. ASQA contends that the company was issuing qualifications and statements of attainment with almost no training being provided.

After reviewing the provider’s assessment records, ASQA has decided to cancel all qualifications and statements of attainment issued by Peacemakers between March and July this year because it believes the holders of those qualifications have not been properly assessed.

ASQA is endeavouring to contact – by post, email, SMS and social media - the individuals involved using details contained in the provider’s files and information from the Queensland security licensing body.

It is important that anyone who received a qualification and/or statement of attainment through Peacemakers between March and June this year read and understand the information sent to them.

The cancellation of the qualifications and/or statements of attainment is not automatic – individuals have the opportunity to submit evidence and information to ASQA as to why their qualifications should not be cancelled.

However, should ASQA proceed to cancel the qualifications and statements of attainment, individuals who still want to obtain a license to work in the security industry will have to regain their qualification through another training provider.

Any student who received a qualification from Peacemakers between March and June this year and has not received a letter – or would like more information - should contact the ASQA Info Line on 1300 701 801 or email qualifications.review@asqa.gov.au

Securing airports and seaports against serious or organised crime Changes to the Aviation Transport Security Act 2004 and the Maritime and Offshore Facilities Security Act 2003 will toughen access to airports and seaports for persons with serious or organised crime convictions.

Minister for Infrastructure and Transport Darren Chester said the measures will enhance the aviation and maritime security identification card (ASIC and MSIC) schemes, which are an important part of securing Australia’s aviation and maritime infrastructure.

“This Government has no higher priority than keeping Australians safe and secure. These changes will strengthen our ability to protect Australia’s airports and seaports from individuals with links to serious or organised crime. In turn this will help keep drugs off our streets and illegal guns out of our communities,” said Mr Chester.

“These changes will also deliver on our commitment to implement the National Ice Taskforce’s recommendations, specifically to strengthen the ASIC and MSIC schemes to disrupt the distribution of ice.”

“Successful passage of these changes will ensure the earliest possible commencement of these important measures.”

Supporting the amendments, the Minister for Justice and the Minister Assisting the Prime Minister for Counter-Terrorism Michael Keenan said the changes will improve the Government’s ability to combat transnational and domestic organised crime.

“Organised crime is a serious threat to our security and prosperity as a nation. The Australian Criminal Intelligence Commission conservatively estimates that organised crimes costs Australia $36 billion annually,” Mr Keenan said.

“Crooks are more sophisticated than ever before, and we need to be smarter and more targeted in our efforts to detect, disrupt and undermine the misery they peddle.”

“It is known that organised criminal groups exploit weaknesses in the ASIC and MSIC schemes to their benefit. These changes will address this issue and are a critical step in securing our airport and seaports from criminal influence.”

On successful passage, it is intended that the reforms will become effective from 1 February 2017.

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End-user education: The next challenge for video surveillance as a service

PTA SHO

Unless otherwise expressly stated, the review of the product or services appearing in this section represent the opinions of the relevant advertiser and do not represent the views or opinions of Interactive Media Solutions or the other advertisers or contributors to this publication.

ISACA Offers Guidance, Training Tools during Cyber Security Awareness Month Global business technology and cyber security association ISACA will build on its past leadership during Cyber Security Awareness Month with a trove of additional resources for industry professionals, their organisations and the public this month.

As the number and complexity of cyber threats and responses continue to escalate, cyber security awareness is growing globally. Most organisations plan to increase investment in cyber security technologies and training next year, according to the 2016 Cyber Security Investment Insights poll. The results also show that most organisations increased their cyber security training investment in 2016 compared to 2015.

ISACA’s agenda during the month will serve to further advance global awareness and capabilities. Just some of the cyber security resources to be offered include: • Innovations and insights at cyber security conferences: CSX North America, 17-19 October in Las Vegas, Nevada, USA; and CSX Europe, 31 October-2 November in London, UK • The release of a new study on firmware security • A new cyber security jobs index, featuring key industry data points, progress and analyses; • Cyber security-focused webinars, including an 18th of October webinar on “Tips for Auditing Cyber Security,” • Multiple cyber security-centered blog posts on the ISACA Now blog covering topics such as ransomware, threat intelligence and cyber risk assessment • A series of cyber security-focused Twitter chats, using #ChatSTC, focused on the basics of online safety, creating a business culture of cyber security and navigating a continuously connected life.

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Bottom Line • IHS estimates the world market for branded video surveillance as a service (VSaaS) was worth $790 billion in 2015, a 13.8 percent increase

from 2014.

• Technical barriers to penetration of VSaaS have reportedly decreased markedly in recent years. The most frequently cited challenge now

appears to be finding ways to increase customer awareness.

• Hybrid VSaaS solutions (where both onsite and off-site storage is employed) are forecast to grow at the fastest rate from 2015 to 2020. Their

increased popularity will be due to a combination of falling costs of cloud storage and increasing prevalence of cameras with on-board storage.

• The residential sector will remain an important market for VSaaS. The increasing involvement of large communication and security

companies with large numbers of existing residential subscribers is helping to raise the profile of VSaaS solutions.

Analysis The VSaaS market posted slightly slower growth in 2015 than had been previously forecast. A lack of end-user education is the biggest challenge to VSaaS adoption rates, according to the latest IHS Markit Video Surveillance as a Service Report.

For much of its relatively short history, a major barrier to adoption of VSaaS has been the technology. Specifically, bandwidth limitations have restricted the number of cameras that can be deployed at a given site. This limitation has curbed the attractiveness of VSaaS for video surveillance users.

Bandwidth constraints have not disappeared. However, the situation has improved markedly in recent years, thanks to the proliferation of fiber networks allowing for greater bandwidth, the rise of H.265 and other improved data compression standards, and the ongoing trend toward hybrid data storage, which enables only the most important video data to be uploaded to the cloud thus reducing upstream bandwidth usage.

As technological barriers have lowered, a lack of customer awareness has become the most frequently cited challenge to adoption among VSaaS providers. VSaaS is still emerging as a technology, and as such the benefits of VSaaS solutions are still being communicated to the video surveillance industry. Lack of knowledge may result in customers misunderstanding not only what VSaaS is, but also its value compared to other solutions. Although awareness of the benefits and power of the cloud is increasing, effectively communicating the features and benefits of VsaaS solutions to the industry and consumers will be essential for success in the market.

The task of increasing customer awareness will be aided by the marketing resources of Comcast and other large communications companies and ADT and other security companies, which are becoming increasingly involved in the market.

ISACA CEO Matt Loeb, CGEIT, FASAE, CAE, said cyber security issues have shifted from an IT-centric priority to broader matters in business continuity, economic stability and public safety.

“October marks a good moment in time to think about these implications and take the necessary steps to ready ourselves and our organisations,” Loeb said. “We need to equip and strengthen the cyber security community along the entire continuum, from students to seasoned professionals.”

ISACA established the Cybersecurity Nexus (CSX) in response to an urgent global need for enhanced cyber security skills and training. CSX is a holistic resource for professionals and organisations offering the knowledge, tools, guidance and networking that allows them to be at the forefront of the rapidly changing cyber security landscape.

ISACA’s CSX Practitioner Certification (CSXP), launched in 2015, was named the Best Professional Certification Program in the 2016 SC Magazine Awards.

ISACA is a champion of Cyber Security Awareness Month as an organisation dedicated to promoting a safer, more secure and more trusted Internet. Additional cyber security resources throughout Cyber Security Awareness Month can be found at: https://cybersecurity.isaca.org/info/cyber-aware/index.html

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Why force customers to collaborate when they are just happy to do it?

Open technologies for a safer world

Be STid, be free Open technologies for secure and smart access control Expert in contactless identification for security and industry for 20 years.

First RFID manufacturer to have received the ANSSI French Government Security Certification.