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T abl eofc ont ent s : 0 4 Ewa s t e 0 5 Se r v i c eov e r v i e w 0 6 Da t as a f e t y 0 7I Mr e l a t i ons hi ps 1 0 Ri s eof F r e i g ht wa y s 1 1 Ours e r v i c es pe c i a l i s t s 1 2 Cons uma bl e s 1 3 Whe r ewea r e


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GENERAL MANAGER’S

Statement

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Some facts and helpful hints - Ewaste E-waste is the term used for all waste from electronic equipment that is unwanted and cannot be reused. Computers and other electronic equipment are made from hundreds of different materials. Many of these materials are hazardous and are a big threat if not disposed properly. Heavy metals including lead, cadmium, mercury and arsenic, from E-waste, pollute our precious land, water and even our children, if they end up in our landfills. E-waste is increasing very fast in New Zealand and it is much more toxic than normal household waste. Computers and other electronic equipment can contain toxic heavy metals such as cadmium, lead and mercury. The plastic covers and wires inside the equipment can also contain hazardous materials, such as brominated flame retardants. These materials may critically pollute our precious land, water and even our children, if they end up in our landfills. Online Security Services offer a secure e-waste service that will dispose of your business and personal e-waste in the correct manner.


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An overview of our services Document and data management along with business workflow solutions are of integral importance to the flow of processes within your business. With a platform of products and services to cover your complete information requirements, Online Security Services has the capabilities and highly regarded reputation to assist you in ensuring your company’s corporate security is safe and in line with legislated requirements. Australia and New Zealand Online Security are uniquely positioned in the New Zealand and Australian information management sectors as a company that caters for the full information management cycle and has over 30 years of industry experience. We strive to deliver value to customers through innovation and efficiency. In New Zealand, Online Security Services provides a nationwide service from its locations in Auckland, Hamilton, Hastings, Palmerston North, Wellington Christchurch and Dunedin. It operates the brands of Archive Security, FileSaver, BackOnline, Document Destruction Services, Data Security Services and Workflow solutions. In Australia, The Information Management Group, operates in all states and territories, through the brands of Archive Security, FileSaver, BackOnline, DataBank and Shred-X.

Full cycle information management services Archive Security Records Management e-Records management Document Solutions

Document Destruction Secure shredding Compliant shredding programmes

FileSaver Prepaid records management Document lifecycle solution

Workflow Solutions Document digitisation Integrative solutions Content management solutions Business processing solutions

BackOnline Mirror server solutions Disaster recovery Live back-up Complete server back-up

Secure Distribution Specialised document collaboration Supply chain solution requirements Controlled storage 3PL

Data Security Off site tape vaulting ESCROW services Media sales Disaster recovery support service


6.

Do you know where your data is? Where’s your old computer? Landfill? Being used by Aunt Mary? Can you even remember where it is? How about the computer before that? No idea? Didn’t think so. So when you gave away the computer – or chucked it out – you did remember to erase all your files? You e-tax records? Your clients’ names and details? Your passwords? Let’s face it, when we get rid of an old computer few of us bother to make sure all the sensitive information on it has been wiped. Which means somewhere out there, there’s an awful lot of sensitive data that, if it fell into the wrong hands, could cause pretty serious damage to businesses and the people that run them. The National Association for Information Destruction, a data protection watchdog agency, has just finished analysing 52 second-hand computers it bought from places such as eBay, for which, Online Security Services provided the New Zealand Sample. According to the research, 15 of the 52 computers it looked at had highly confidential information on them. Of these, eight computers had once belonged to organisations that should know better when it comes to storing data. Some were law firms located in Queensland and Victoria. Computers once owned by a government medical facility and a community centre were also among the research sample – entities that have an obligation to protect customer data. NAID CEO Bob Johnson said in a statement: “We randomly purchased 52 recycled computer hard drives from a range of publicly available sources, such as eBay.

We then asked a highly reputable forensic investigator, Insight Intelligence, to determine whether confidential information was on those drives. The procedure used to find the information is intentionally very basic and did not require an unusually high degree of technical heroics. Had the data been properly erased, it could not have been found.” What the private investigator found was a smorgasbord of sensitive information - spreadsheets of clients’ and account holders’ personal information, including names, addresses, account numbers, confidential client correspondence, billing information, and personal medical information such as diagnoses, treatment, and prognoses. It’s a pretty frightening scenario, given changes to the Privacy Act that come in on 14 March. The new rules mean businesses have more significant responsibilities when it comes to protecting client data. Business owners who are found to have breached the rules face potential jail time. So what’s the message for small businesses? Aside from calling up Aunt Mary and asking for your computer back, it might be an idea to seek professional advice about erasing the data on your old computers next time it’s time for an upgrade. Full article found in The Sydney Morning Herald February 20, 2014


7.

The love triangle of information management Most people have heard the phrase “people are our most valuable resource.” But is this really true? And — assuming that it is — do most businesses act on this truth? Arguably, there are three general categories of resources that managers control: capital resources (to include real property assets), human resources and information resources. Most companies will insist that their human resource is their most important asset. For the most part, however, when financial difficulties arise, the first thing companies do is lay off their people. For years, revenue has been the yardstick used to measure a company’s success or failure. Traditionally, capital resources have been at the top of the resource chain given that human resources and information resources are viewed in terms of expenses, whereas capital is measured as revenue generation or cost avoidance. Second in the chain have traditionally been the company’s human resources.

Traditionally, companies have been intent on safeguarding their human resources (I would argue for the knowledge that they retain), and with the advent of consulting companies and placement firms, there is a market for recruiting human resources from one company for placement in another. That leaves information as a company’s perceived least-important strategic resource. This is reflected in the management of information resources, which is the responsibility of the corporate CIO, who has, for no particular reason, not always been considered an equal to the COO. In fact, much of the COO’s success is dependent on the CIO’s ability to process operational information into business intelligence! In other words, the manager of one of the three critical resources is usually not the functional equal of other C level executives. Consequently, the information resource that determines the success of the other two resources is undervalued and under-leveraged. Let’s take a closer look at the interplay among these


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three categories. We have all heard the expression “time is money.” How many of us have stopped to consider that in the realm of resource management, information is money? Literally! For many, the information resource is literally, a financial resource. How many people receive a pay check anymore? In the information processing industry, corporate revenue depends on transaction processing or, in other words, information processing. In the credit card industry for example, the card company’s revenue comes from licensing fees and transaction processing. Its revenue is based on the numbers of transactions processed in addition to the amount of the transactions. It is easy to see that information becomes the cash cow in this case. When regarding information as a component of a business intelligence strategy, there is a hierarchy to consider. It begins with data, which is nothing more than raw figures that by themselves are meaningless. However, when you put that data into context by combining it with other data, defining and structuring it with standards and business rules, you create information that becomes a corporate resource. Further, when you include the human element, the knowledge of the individuals who gather, input and define the data, compile the information, establish the business rules for data usage, create data standards, and relate and store the information in data warehouses and data marts, you create the knowledge needed for management decision support at the strategic level. Then, at the end of this whole long chain, this knowledge is used to create reports, process queries and build intelligence that senior management taps into as the basis for making strategic decisions. Now, considering the numbers and types of information systems jobs currently outsourced offshore, there is the potential problem of knowledge loss and, consequently, capital loss. In some cases, information can be a major source of revenue generation, making it nearly as important as the capital resource on the corporate resource hierarchy. Thus, it becomes a chicken and egg sort of argument as to which comes first, the capital or the resource that gen-

erates the capital? However, when looking at the human resource aspect, personal knowledge becomes less tangible and quantifiable. For example, for every information systems professional position outsourced offshore, there is a tangible cost savings. So that would imply that there is a direct correlation between the human resource and the capital resource. The very resources that corporations are outsourcing are, in many cases, those same human resources who are processing information and are considered knowledge workers because of their expertise in gathering and processing the data, interpreting the data according to the standards and business rules, compiling the information and collecting the information for further quantification with BI tools. In other words, corporations are outsourcing the corporate knowledge base. In this case, management’s control of and planning for knowledge turnover will be affected, and the knowledge itself (not quantifiable and usually unstructured) may be lost. Further, the effects of this loss will impact BI and strategic planning. Up to this point, corporate strategy has been based largely around capital resources and consequently the information resource, because it is a primary revenue generator. However, in an effort to swell the corporate bottom line by reducing human resource costs through offshore outsourcing, corporations have inadvertently undermined their knowledge resource and, in the long term, their business intelligence. Ultimately, it is difficult to prioritise these three corporate resources when there is such a close inter-relationship between them, from which we might conclude that one is no more important than the others. So it would be wise for strategic planners to consider the knowledge management and business intelligence implications prior to outsourcing their company’s knowledge worker functions. Though a corporation may see a bottom-line savings of capital through offshore outsourcing in the near term, such action will lead to a gradual loss of knowledge that will undercut the corporate information resource and its ability to generate capital in the long run. Article Source: Information Management.com March 3, 2014


A few information management tips: 1. Don’t focus on the technology 2. Don’t focus on the short term budget 3. The cheapest solutions are rarely the lowest cost 4. One size does not fit all - make sure you can tailor a solution to fit your exact business requirements


The rise of Freightways Freightways said profit grew 3 percent in the first half as New Zealand’s largest listed courier and data management company lifted earnings in both its business units. Net profit was $21.7 million in the six months ended Dec. 31, a record first-half result, from $21 million for the same period a year earlier, which including a one-time $1 million gain, the company said in a statement. Sales grew 6 percent to $218 million, while earnings before interest, tax, depreciation and amortisation was up 6 percent to $42 million The multi brand Auckland-based company, whose businesses include New Zealand Couriers, Post Haste Couriers and Fieldair, has been expanding its information management interests. Last year it acquired kiwi document shredding companies Docushred and Document Destruction Services, as well as Advance Security Destruction Services and Document & Data Storage Management in Australia.

“Four acquisitions were completed during the latter stages of the half year that add scale to our existing operations and significantly expand our customer base,” Freightways said in a statement. “All these acquisitions have migrated successfully and are at this early stage performing to expectations.”

The shares rose 1.3 percent to $4.63 and have climbed 3.2 percent in the past 12 months. The stock is rated a ‘hold’ based on the consensus of six analysts polled by Reuters, with a median price target of $4.38. In guidance given for the year ahead the company reiterated that growth will continue but gave no specific detail other than the expectation that capital expenditure will be approximately $16 million to support that growth. First-half capex was $9 million. Its data management services operating revenue, which makes up 23 percent of Freightways’ income, grew 3 percent to $51 million in the first half, with growth in the New Zealand portion of the sector up 13 percent, and in Australia up 9 percent. EBITDA climbed 5 percent to $12 million. The express package and business mail unit’s operating revenue was up 7 percent to $168 million, with EBITDA up 6 percent to $31 million. The company said its business mail operator DX Mail was down on the previous year, as it continued to be challenged by ongoing decline in the use of physical letters and postage. It didn’t give details.


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Our new service specialists


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Did you know that we sell consumables? With the demand for media and archiving consumables on the rise, Online Security Servcies is now giving customers the ability to purchase their media and archiving supplies through Safe - the Online portal for records or tape management. We have a full and comprehensive range of tapes from certified distributors, HP, Fujifilm and IBM. Collection of current tapes and delivery of replacement tapes is simplified into one easy rotation, ensuring your business is never left unprotected. As well as this, we sell a range of archiving products from files, to bindgings, to boxes - for all your filing requirements. For those few that do not have access to their own Safe portal, you are still able to purchase these products from Online Security Services simply by calling our customer services team directly.

A few of our top sellers include:

To order consumables please visit your Safe login page or talk to your account manager today. www.onlinesecurity.co.nz 0800 732 874


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