Security solutions #105

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 #105 JAN/FEB 2017

Security?

ISSN 1833 0215

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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

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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.

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CONTENTS105

COVER STORY: WILL RHETORIC TRUMP SECURITY?

052 032

On 8th November 2016, global politics went into a tailspin. A world still struggling to come to terms with the shock of Brexit was confronted by the Donald Trump bandwagon rolling into Washington, D.C. on the back of a mainly white, some would say racist, backlash against the political, intellectual and economic establishment. What might this mean for regional security and the potential for increased instability?

RISK MANAGEMENT AS A BUSINESS GAME Alex Sidorenko of the Institute for Strategic Risk Analysis looks at ways security professionals can game out risk management scenarios to determine better risk management outcomes.

058

INDUCTIVE OBSERVATION: PART 2 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.

060

WHY TOP EXECUTIVES NEED TO RETHINK CRISIS MANAGEMENT Dr Tony Jacques looks at changes in the current crisis management paradigm, advocating that security managers work toward moving beyond traditional crisis management to a position of crisis proofing an organisation.

068

EXPLOSIVES: NOT MY PROBLEM From mining to construction and all manner of industries in between, explosives have become an important tool in many industries. However, with a high potential to be mishandled or even misused, what responsibilities do security managers have to safeguard both their business and the public from the dangers presented by explosives?

084

THE CRIME-TERROR NEXUS Australian civil-military think tank Info Ops HQ recently published its inaugural report from its open-source investigation into Australian Foreign Fighters and Domestic Actors. What it found was local evidence supporting the global trend of criminal and antisocial behaviour being observed as one of the many precursors to radicalisation.

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CONTENTS105 010

LETTER FROM THE EDITOR

012 LEADERSHIP Jason Brown looks at why effective crisis management is about much more than just leading people.

014

028 EVENTS A look at upcoming industry events.

036 ALARMS How can you future-proof your security systems to ensure return on investment.

CYBER SECURITY Are Australian SMEs more vulnerable to cyber

attack?

040

016 RESILIENCE What is the relationship between human and

organisational resilience from a leadership perspective in the creation of a culture of resilience?

OPERATIONS What can security companies do to better recognise and manage post trauma stress?

044 CCTV How do you calculate Total Cost of Ownership when evaluating a new CCTV system?

018

HUMAN RESOURCES Why is leadership such an important factor in managing human resources?

020 NATIONAL SECURITY Why is the Liberal Government so focused on

064

LOSS PREVENTION With the biggest sale period of the year fast approaching, how can you more effectively prevent losses in a retail environment?

counter-terrorism?

022 COMMUNICATIONS Does airport screening really offer any assurance?

024 LEGAL How prepared is your organisation to deal with workplace

072 AVIATION How can you stay safe when travelling through airports this holiday season?

076 ACCESS CONTROL What is the role of the access control system in

trauma?

026

improving safety and security on university campuses?

THINKING ABOUT SECURITY What role should security managers play after an atrocity?

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BUSINESS What three things can large corporations learn from SMEs when managing risks?

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068

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SECURITY STUFF

104

PRODUCT SHOWCASES

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SPOTLIGHTS

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SHOPTALK Company announcements from within the industry.

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PROFILES

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SECURITY SOLUTIONS 007

www.securitysolutionsmagazine.com

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

Contributors: Gary Barnes, Jaroslav Barton, Jason Brown, Michael Brookes, Greg Byrn, Rod Cowan, Darren Egan, Winston Goh, Tony Jacques, David Harding, Richard Kay, Blake Kozak, Justin Lawrence, Steve Lawson, Nicole Matijec, Rita Parker, Alexei Sidorenko, Ami Tobin, Clive Williams, Don Williams, Tony Zalewski.

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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.

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Written Correspondence to:

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008 SECURITY SOLUTIONS

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LETTER FROM THE EDITOR It would seem that one of the unforeseen side effects arising from the growth of social media is that society has largely lost perspective on personal boundaries. I find I am constantly astounded by the things people say and post on social media. The recent US Presidential election serves as a perfect example. US President-elect Donald Trump made all sort of outlandish statements throughout his campaign, which he has since attempted to recant or deny, despite the voluminous, publically available sources in the media and on social media which clearly outline his remarks.

Security managers are no longer simply responsible for the protection of people, property (intellectual and physical) and assets. The modern security manager is also responsible for, amongst other things, the protection of the brand and reputation of the organisation he or she represents. Yet, for reasons which remain inexplicable to me, some people appear to believe that they can say or do whatever they like and that it will have no bearing on the reputation of the organisation they represent. I understand that some people feel they should have a right to hold any belief or voice any opinion in private, but here is the thing – if you mix your professional connections with your personal connections on social media, then the things you say are no longer private. It seems that some people are yet to grasp the fact that posting something on social media is akin to putting it on an outdoor billboard. People are going to see it and those same people will form value judgements, not just about you, but about the organisation you represent and, more to the point, the industry you represent!

This phenomenon does not appear to be limited to security managers either. The number of company owners I have encountered who insist on having the one social media account for both professional contacts and personal contacts is astounding. I doubt most people would wish to invite their most important clients or political allies to their buck’s night, yet they have no problem posting images, videos, photos and opinions on their social media feeds that make the buck’s night look tame by comparison.

If you had not yet noticed, this is something of a sore point for me. The security industry receives no small amount of negative press as it is, despite the amazing work being done by so many brave, professional and highly educated individuals. Why some people are okay with perpetuating the negative stereotypes that plague this industry is beyond me. If you are creating a social media profile on a professional network like LinkedIn, as opposed to Facebook for example, do you really need to be told that a profile picture of you chugging a beer in a Bintang singlet in a bar in Bali is not really an appropriate image? Is that how you would dress or behave at an important work function?

Knowing what is appropriate and what is not in a professional setting really should not be that difficult. Similarly, knowing who you want to invite into your closest inner circle should not be a challenge.

John Bigelow Editor

010 SECURITY SOLUTIONS

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REGULAR

LEADERSHIP Crisis Leadership – more than managing people

By Jason Brown In the last column, I focused on the results of what makes a good boss, but not every situation can be managed in the ‘business as usual’ mode. Often, particular leadership characteristics are required that are not normally expected or exhibited dayto-day.

“A crisis can arise when threats posed by adverse events or emerging issues are permitted to escalate beyond thresholds. Such a situation may result from natural distasters (such as flood, earthquakes), man-made events (such as legal disputes, protest campaigns, major power failures) or perceived issues (such as uncorrected, negative media speculation). It may also come about as a result of where, in the eyes of stakeholders, we did not react to any of the above situations appropriately…” Chris Jenkins, CEO Thales Australia.

Such events will vary considerably in terms of seriousness but, if left unresolved, they may have the potential to threaten life, seriously harm an organisation’s reputation or affect its operations.

An organisation must be prepared to act quickly and positively to: • protect life and health • maintain service continuity and the trust of its stakeholders • minimise damage to assets, business and operations • communicate with, and maintain the confidence of, internal and external stakeholders • cooperate in the maintenance of critical infrastructure and the environment.

Leaders must maintain an awareness of those real and potential risks. They must also be prepared to deal with events outside their direct control in order to influence favourable outcomes wherever appropriate.

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A crisis can attract considerable interest and scrutiny from both internal and external stakeholders. These stakeholders will form an impression of the crisis and how it is being handled from the quality, accuracy and promptness of information communicated. Poorly handled, the communication of key messages can damage the reputation of the company and can further escalate a crisis. When communicating to internal or external stakeholders, the leader or the spokesperson must adhere to the communications principles listed below.

Communications Principles • The health and safety of employees, customers and the public comes first. Offer help immediately and communicate it and show sincere concern for those affected and a desire to help in any way possible.

• Response must be rapid. Acknowledge the situation to all audiences, including the media, quickly. The perfect solution debated for two weeks is a disaster. The organisation will be judged on how it handles the crisis during the first critical minutes and hours.

• Strive for a balance between the response needs and the legal concerns.

• Do not make up answers in the absence of fact, under the pressure of questioning.

• Commit to notifying key stakeholders of the situation and consequent actions (as far as possible, they should hear first from the leader or the designated representative, not the media).

• Assessment of appropriate communications mediums must be performed and reviewed.

• Provide a media response as soon as is practically possible and provide media updates on a regular basis.

• A campaign management approach must be adopted to ensure tight management, integration of messages and refinement following reaction to initial communication.

So, what are the characteristics of such a leader? At the Security Associations Seminar in November, the participants came up with the following elements, in no particular order: Intellectual

Physical

Emotional

Objectivity

Stamina

Controlled

Listener

Active

Centred

Understanding

Resilient

Empathetic

Negotiator

Good health

Calm

Clarity

Manage stress

Assertive

Strategic thinker

Reflective

Operationally aware

Confident (not arrogant)

Results/outcome focus

Stable

Dependable

Resilient

Decisive

Empowering

Communicator

Rational

Planner

Now you have this list, add it to the list from the last article and start some self-awareness by considering these elements against your own characteristics. Ask, where am I weak and where am I strong, then plan the activities and exercises to overcome weaknesses and build and reinforce the strengths.

Jason Brown is the National Security Director for Thales in Australia and New Zealand. He is responsible for security liaison with government, law enforcement and intelligence communities to develop cooperative arrangements to minimise risk to Thales and those in the community that it supports. He is also responsible for ensuring compliance with international and Commonwealth requirements for national security and relevant federal and state laws.

He has served on a number of senior boards and committees, including Chair of the Security Professionals Australasia; Deputy Registrar Security Professionals Registry – Australasia (SPR-A); Chair of the Steering Committee for the International Day of Recognition of Security Officers; member of ASIS International Standards and Guidelines Commission; Chair of Australian Standards Committee for Security and resilience.

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REGULAR

CYBER SECURITY Australian SMEs More Vulnerable To Cyberattacks

By Garry Barnes According to the Small Business Association of Australia, small and medium enterprises (SMEs) in Australia make up 97 percent of Australian businesses and employ over 4.7 million people. And latest figures from the Australian Bureau of Statistics count over two million small businesses nationwide.

Having consulted with many SMEs, and as a small business owner myself, there is a drive, passion and unparalleled dedication to provide value and services that proudly account for a third of Australia’s gross domestic product (GDP). Unfortunately, IT security solutions are often not up to industry standard and provide ready access to cyberattacks, such as ransomware, malware, phishing and denial of service, which have the potential to destroy SMEs’ finances and brand credibility overnight.

According to Anne Robins, research director at Gartner, Australia is the second most commonly attacked country after the US for ransomware. Additionally, a recent report found the number of new ransomware attacks in the first half of 2016 alone has already eclipsed the total 2015 volume by 172 percent. And the attacks are becoming more personal. Hackers are spending time gathering detailed information about the business and its employees, and using that information to gain access and take sensitive business data.

SMEs are now being actively targeted by hackers for two main reasons. Firstly, many larger organisations have shored up their resources, and hackers have realised small businesses are not as well equipped.

Hacking methods are constantly changing, which makes it hard to keep ahead of security developments and cybercrimes. Allocating proper resources often requires specialist management and finding and affording these resources is challenging for SMEs.

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Secondly, SMEs are also an easy target, as many companies outsource key functions such as IT and data management, financial services and human resources (HR) functions. While focusing on a company’s core competencies and outsourcing other services makes business sense, it can lead to multiple constituents handling sensitive company information and make the business vulnerable to data leaks if the information is not securely managed by the third parties. Yet responsibility for this data still lies with the SME. Understanding these issues, ISACA created a guideline document which includes eight key principals for SMEs to understand cybersecurity and how best to protect their business. They are: Understand the potential damage and the consequences of cyberattacks on the business and how end-users may be targeted and affected by cyberattacks and incidents.

Understand end-users, their cultural values and their behaviour patterns.

Clearly state the business case for cybersecurity and the risk appetite of the company and include clear cost-benefit statements that are based on risk and potential impact.

Establish cybersecurity governance.

Ensure that the SME’s cybersecurity approach clearly accepts and incorporates the overall values and objectives of the enterprise.

Manage cybersecurity using Control Objectives for Information Related Technologies (COBIT) principles and enablers – COBIT is the leading framework for the governance and management of enterprise IT. Define clear, plausible and manageable cybersecurity assurance objectives.

Define the three lines of defence within the enterprise to provide reasonable assurance over cybersecurity.

1 2 3 4

8

Establish and evolve systemic cybersecurity. Consider the dynamic and always changing nature of cybersecurity as an organisational process and function.

Thankfully, the Australian Government also recognises the need to assist SMEs. The Cybersecurity Strategy states the Government will offer businesses the opportunity to have their cybersecurity tested by certified practitioners. The Government is also planning to create a cyber threat sharing portal to allow businesses to detect and quickly share threats and offer practical advice to become aware of and strengthen a company’s cyber defences.

However, testing will only address issues once cybersecurity measures have been established and will validate the choices an SME has made in terms of security. The ISACA guidelines outlined above are preventative cybersecurity measures and protocols to establish at the start, while the Cybersecurity Strategy enables a ‘health check’ to make sure the systems are working as required.

Prevention and protection are the best methods for warding off cyberattacks and ensuring companies (of any size) protect their economic interests and intellectual property and are critical to their ongoing success. This in turn adds to Australia’s economic prosperity and grows its overall resilience to cyber threats.

5 6 7

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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REGULAR

RESILIENCE The Culture Of Resilience

By Dr Rita Parker This article focuses on the relationship between human and organisational resilience from a leadership perspective in the creation of a culture of resilience.

All leaders are likely to face situations where members of a group, community or organisation experience challenges and uncertainty. However, few leaders are likely to encounter the life and death leadership situations experienced by Ernest Shackleton and his Antarctic polar expedition.

Shackleton and his crew from the aptly named ship, Endurance, were trapped aboard their ship by pack ice between February and September in 1915. However, they had to abandon the ship when it was crushed and sank and they were adrift on an ice floe for hundreds of days before reaching land. Notwithstanding enduring harsh conditions, all members of the crew survived and returned to civilisation. Their survival was largely attributed to Shackleton’s leadership behaviours, which inspired the resilience of his stranded crew throughout their harrowing ordeal.

Today, global events expose people to crises and disaster almost on a daily basis. Organisations operate within increasingly complex environments brought about by different external and internal influences, sudden unforeseen events, and global political, economic and social trends. Individually, people face situations that test their personal levels of resilience and as part of a group, such as in the workplace or organisation. While this may present a daunting picture, there is some evidence to suggest that groups, organisations and even communities can learn to develop a culture of resilience – particularly with the right leadership.

In the same way that individuals can learn to develop personal traits of resilience, organisations

016 SECURITY SOLUTIONS

can also learn to develop a culture of resilience. It is a combination of a set of principles, a process and capabilities, and where leadership plays a significant role.

Effective leaders understand that an organisation needs more than an enduring or recognisable brand for it to be a resilient organisation. Appropriate leadership can inspire group cohesion by acting as a catalyst for shared organisational values, by articulating the vision of the organisation and, importantly, by exhibiting traits and behaviours associated with resilience.

They also recognise that uncertainty can undermine or inspire resilience, but this depends on the culture of the organisation and the capability of individuals to choose to be inspired rather than to be uncertain because the strategies, processes and procedures within an organisation guide and lead them in that direction. It can therefore be argued that workplace cultures that build resilience create more productive, effective and safer environments and the organisation itself is likely to survive and thrive rather than flounder.

An organisation with a culture of resilience is built on several characteristics; most notably, leadership, shared values and flexible and adaptive capabilities. In practice, there is a matrix approach – horizontally as well as vertically (or to put it another way, top-down, bottom-up and even side-to-side) – where there is a shared identity and where critical knowledge and practices are known and understood. As a result, when faced with adversity, an organisation with a culture of resilience is capable of maintaining and developing itself.

The capacity for resilience is a vital component of authentic leadership development and this is sometimes referred to in the context of

transformational leadership. Transformational leaders may convert crises into developmental challenges by presenting them as challenges that can be overcome, as Shackleton did. Converting crises into developmental challenges underscores the notion of resilience as growth through adversity.

How people respond to challenges and uncertainty is a function of resilience. Resilient individuals have the ability to meet adversity through resourcefulness, creativity and to be strengthened by the experience. This can be enhanced if they have an inspiring leader who models the characteristics of resilience, as demonstrated by Shackleton.

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 Leading Human Resources

By Greg Byrne

Recent headlines like ASQA cancels 2,700 security qualifications and How private security can support police responses to domestic violence are timely reminders of the importance of leadership in the Australian security industry.

The cancellation of 2,700 qualifications is a bad news story for the Australian security industry.

Conversely, the Australian private security industry supporting public police forces in responding to domestic violence is a good one.

Without analysing the internal performance of the company that let the situation develop whereby their performance was so badly discredited that their qualifications were cancelled, leadership must have played a role. Reading past the headline reveals that there was a failure to meet the national training standards and, in particular, a failure to adequately assess the competence of its students. Experience tells me that leadership is the reason for success, the reason for failure and the reason for mediocre outcomes in all organisations and work groups/units.

I have been a law enforcement professional and had involvement with the Australian security industry for over 35 years, most of that time in positions of leadership. I have led large teams of operatives and in turn reviewed the performance of those who have or had. I have also audited, restructured and consulted on the performance of large government and private enterprises. I have also investigated workplaces for breaches of industrial awards and represented employers in mediations. As I grew in experience, I learnt to look to the top tier of leadership of the work unit, section or the organisation for a reason as to why the organisation or work unit was performing well, badly or indifferently. In other words, I learnt that it was leadership that influenced employer and

018 SECURITY SOLUTIONS

organisation behaviour more than any other facet or any stakeholder. The reason for this was that leadership controlled policy and interpretation of policy, stakeholder interaction and employee performance.

It is for this reason that training myself on effective and authentic leadership has been a major focus of my professional life. And once learnt, I instructed and consulted others on how to do it effectively. The importance of education in leadership development cannot be understated.

I recall working through a Graduate Certificate in Education and Leadership at the Australian Catholic University many years ago and being told by the course director that education was the only way forward. I reflected on those words and applied them to my professional life. I also instructed many employees on its virtues and had the pleasure of seeing many managers follow my advice and flourish, and their workplaces and companies prosper accordingly.

A simple internet search on ‘what is leadership’ results in millions of hits and just about as many definitions. However, I have tested the definition learnt in that graduate certificate and found it never to be wanting. An effective leader is credible in that he or she has been there and done that; is competent, with a proven track record in the profession in which they purport to lead; uses candour or honesty at all times; and is authentic. An accurate definition of authenticity would lend itself to a 1,000-word essay; suffice to say, it is being true to self and true to those around you (true in the context of being the same and not purporting to be someone you are not).

A leader is able to form professional relationships based on those four words; he has the capacity to build relationships with those he leads based

on the characteristics of being authentic, credible and honest. If a manager or CEO (or anyone) does not have the emotional intelligence to form relationships based on those words, then that person is not a leader.

So why is leadership so important to the security industry in Australia? Because without it, headlines like ASQA cancels 2,700 security qualifications will dominate. Comments from senior police officers such as “the security industry in Australia is becoming more professional than some police forces” would not be made and iBooks like Plural Policing: A Comparative Perspective by Trevor Jones and Tim Newburn would not be written.

Read the book Maverick: The Success Story Behind the World’s Most Unusual Workplace by Ricardo Semler, who took over the running of his family’s ageing manufacturing business in Brazil and turned it into “the most revolutionary business success story of its time”. Semler is an excellent example of effective and courageous leadership. I have espoused his virtues ever since I read his book in 1995 and continue to do so. If the Australian security industry is to continue to flourish, then leadership training and development needs to remain at the forefront of our thinking.

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

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NATIONAL SECURITY National Security

By Clive Williams Prime Minister Turnbull returned from the AsiaPacific Economic Cooperation (APEC) Leaders’ Summit in Peru all fired up about counterterrorism and that was the theme of his national security statement to the House on Wednesday 23rd November 2016.

Terrorism is often included as a safe topic at international talks because just about everyone can contribute without there being major disagreements. However, there are many types of terrorism and it is frequently the case that separatist terrorism – which is usually down to central government mismanagement – gets included in the mix, particularly if there is any possibility of the regime concerned connecting it to Islamic State (IS) or Al-Qaeda. In East Asia, terrorism in China, the Philippines and Thailand is mostly of the mismanaged separatist kind.

The Prime Minister noted that Australia has increased counterterrorism spending by $1.5 billion since September 2014, and there is no doubt that within Australia the security agencies have done well – and done a good job of protecting Australia’s security.

Australia’s regional efforts have been less convincing. For example, the Australian Bomb Data Centre (ABDC) was a key part of the regional network of bomb data centres, most of which the ABDC had been instrumental in setting up post-Bali 2002. However, in 2015, the Australian Federal Police, which hosted the ABDC, quietly closed it down and moved the function into its forensics area. I was told at the 2016 International Association of Bomb Technicians and Investigators Conference in Canada in July that the level of regional support from Australia has

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declined significantly. (Most regional terrorism incidents are bombings.) In addition, the ABDC’s well-respected annual ‘bomb’ conference that brought together international experts will not run this year for the first time since 1996, and may be permanently discontinued.

It is certainly true that the world faces a new type of threat from supporters of IS, but perhaps not as dangerous as the threat faced from Al-Qaeda, which had always been more interested in causing mass casualties. IS generally prefers simple operations using knives and vehicles because it thinks that the newsworthiness of the killing is more significant than the number of casualties. The brutal killing and attempted beheading of Fusilier Lee Rigby in London in May 2013 was an example of how a low casualty attack can be very effective in generating publicity. While knife and vehicle attacks usually kill only a few people, the Nice attack using a large cargo truck on 14th July 2016 killed 86 people, showing that a large vehicle can be a deadly weapon at a mass gathering. There should be no large vehicle access for major events in Australia like the ANZAC Day marches.

Where there are combat-hardened IS returnees from Syria and/or availability of automatic weapons, IS-influenced attacks can be particularly deadly, as in Paris in November 2015 or Orlando on 12th June 2016, where 137 and 50 people were killed respectively. Firearm attacks with automatic weapons are far less likely in Australia. Australia does, however, need to be wary in the long-term of a resurgence of Al-Qaeda, which has been quietly rebuilding capability while the West has been fixated on IS. The most likely

type of Al-Qaeda attack is a person or vehicleborne improvised explosive device (IED); pressure cooker IEDs are also favoured.

The Prime Minister also mentioned the potential threat to Australians overseas. This is certainly an ongoing security concern. The Sinai affiliate of IS was responsible for bombing a Russian Metrojet passenger aircraft in October 2015 with the loss of 224 lives. It is not beyond the bounds of possibility that a plane carrying Australian tourists out of somewhere with inadequate airport security – like Bali – could be similarly targeted. Australia could probably be doing more to help Indonesia improve its airport security.

President Obama is still travelling to international meetings and assuring all and sundry of the US’s enduring security commitment to its friends, but the reality is that he is a lameduck president trying to protect his legacy and American interests. We will not really know where the US stands on national security until President Trump is in office. Trump is talking about stepping up US defense expenditure, which is already at 4.35 percent of gross domestic product (GDP).

While Australia has always been a willing coalition ally, he may look at Australia less sympathetically in terms of the Australia, New Zealand, United States Security Treaty (ANZUS) and pulling its own weight when he learns Australia is spending only 1.71 percent of its GDP on defence.

Clive Williams is an honorary professor at the Australian National University’s Centre for Military and Security Law. He is also an adjunct professor at the Australian Defence Force Academy.

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COMMUNICATIONS Airport Screening Offers No Assurance

By Rod Cowan

If you are one of the 60 million passengers a year shuffling through security at Australian domestic airports, divesting yourself of belts and laptops and wondering if all these security measures have any point, you are not alone. Not even the Office of Transport Security (OTS) – the department responsible for the implementation and ongoing regulation of security controls at airports – can tell you, according to the Australian National Audit Office (ANAO).

The ANAO, which operates under the Federal Auditor-General, recently tabled in Parliament a report of an independent performance audit of the Department of Infrastructure and Regional Development, titled Passenger Security Screening at Domestic Airports. Maybe it was the lack of a snappy title, or maybe the photo opportunity of former Prime Minister Tony Abbott having a cuppa with Pauline Hanson proved to be too alluring, but the report went entirely unnoticed by the media.

In it, the ANAO notes the department is responsible for setting minimum standards and running compliance programs for airport screening. It goes on to say, “However, the Department is unable to provide assurance that passenger screening is effective, or to what extent screening authorities comply with regulations, due to poor data and inadequate records.” It adds, “The Department does not have meaningful passenger screening performance targets or strategies and does not direct resources to areas with a higher risk of non-compliance.”

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The OTS has spent $272,428 on several aviation security reviews since 2009 that have all identified gaps and recommended improvements.

As it turns out, the ANAO spent a further $521,345 to discover nothing new, “The Department has not addressed a number of systemic issues that hamper its ability to implement a risk-based regulatory regime and provide assurance as to the effectiveness of passenger screening. The need to develop performance measures, analyse compliance data, implement an enforcement policy and provide adequate training have been identified in successive reviews but solutions are yet to be delivered.”

One example of such delays is in testing the detection of firearms, which one would think would be pretty fundamental. Among the system tests, one involves a replica gun used to check the screening process and its ability to detect firearms in carry-on baggage. The OTS suspended the test in March 2014 because of “firearms licencing and work health and safety concerns”. A 2016 risk mitigation plan identified “safety and operational risks” associated with the test, but pointed out additional risk controls and strengthened operating procedures could reduce that risk to an acceptable level. “Nevertheless, a decision on the future of this test is yet to be made, two years after it was suspended,” the report says.

If you have ever thought things seemed just a little chaotic – such as screeners in one airport allowing one thing and those in another airport

saying differently – six procedural documents relating to the application of risk to the compliance program were provided to the ANAO during the audit, with the report stating, “All of the documents were undated and contained inconsistencies, primarily with regard to the number of applicable security mitigation categories in the compliance program. Some documents referred to eight categories and some referred to seven. Some documents listed eight categories in one part of the document and seven in another.” What hope does a screening officer have?

To be sure, some people within the department have had a crack at getting things moving and, in fairness, there are some exceptionally dedicated people working in the OTS, but according to the ANAO report, “progress has been delayed”.

However, lack of attention to aviation security of late suggests that it has somewhat gone off the boil.

If you bear in mind the 9/11 hijackers used domestic aircraft to carry out their heinous attacks, if (when?) something happens in the future, no doubt someone, somewhere will be digging up this report as evidence that someone, somewhere dropped the ball. Meanwhile, we will have to keep shuffling through airport screening, never really knowing whether it is achieving anything.

Rod Cowan is editor-at-large for Security Solutions Magazine and director of SecurityIsYourBusiness. com. He can be contacted via email: ssm@securityisyourbusiness.com

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LEGAL Workplace Trauma: How Prepared Is Your Organisation?

By Dr Tony Zalewski

Recent data on mental health and its prevalence across workplaces revealed it costs Australian businesses over $10B annually. However, despite this cost, it is reported that most organisations do not consider the impact of traumatic events until a crisis occurs. Being reactive in this foreseeable area of work means organisations are exposed to risks that can include reputational damage, operational disruptions, litigation and financial burdens.

A recent case in Victoria considered two psychological concepts relevant to trauma suffered by a worker. These concepts are known as direct trauma and vicarious trauma. Direct trauma is first-hand involvement in a traumatic event, such as being immersed or witnessing death, serious injury or threat to the physical integrity of another, such as bullying. Vicarious trauma is attributed to a condition associated with regular or ongoing exposure to traumatic materials or hearing about traumatic events without direct exposure. The Victorian case settled with a monetary payment and the employer meeting costs for future counselling and support of the worker.

Although there have been no reported studies that directly relate to trauma and stress for operational security officers, a recently reported US police study provides some insight that post-traumatic stress disorders (PTSD) in the operational environment are prevalent. Australian statistics for security staff and work-related injuries that include PTSD disclose those working in public safety are more exposed to traumatic types of incident, hence the importance of an

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organisational risk strategy from both proactive and reactive perspectives.

Organisations owe a range of duties and responsibilities to their employees. These are most evident under workplace health and safety, common law actions involving negligence or intentional infliction of mental suffering, and workers compensation law, hence the importance of careful and thorough planning in the context of workplace trauma. Safe Work Australia reports mental stress claims are the most expensive form of workers compensation claim, thus further exposing organisations to increased costs associated with traumatic events.

Those suffering from post-traumatic stress typically will block reminders of the trauma (avoidance), replay the event (intrusion) or have increased arousal (hyperarousal), such as feeling irritable, being easily startled and having trouble falling asleep or concentrating. Sufferers of PTSD may also experience anxiety disorders, poor coping, depression, substance abuse, selfmutilating or other types of self-harm and often a breakdown in long-term relationships.

This knowledge means organisations need to consider how operational risks in this regard might be managed as evidenced within the workplace health and safety ‘hierarchy of controls’ and post-incident supports offered to staff through an Employee Assistance Program that is: • accessible • confidential • trusted • well-regarded • supported by the organisation.

Of course, not all security officers exposed to traumatic events will suffer PTSD and many will merely return to work and continue performing at an acceptable level. However, organisations should remain cognisant that those exposed directly or indirectly to traumatic events should be offered support and monitored from a welfare perspective.

Organisations on an ongoing basis need to consider risks associated with worker exposures to traumatic events and adopt a formal approach to eliminate or minimise risk in this regard. Such approaches must be carefully thought through.

Improvements evident in such an approach should result in the retention of valuable employees, a reduction in absenteeism, improved productivity and an enhanced work environment.

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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THINKING ABOUT

SECURITY

After The Atrocity

By Don Williams Hopefully this column will appear as a discussion paper towards the end of a quiet year, not as points to be considered now the atrocity has occurred. Once the ‘incident’ has happened, security will once again be the centre of attention as it was after 9/11 and Bali. Security managers will find themselves being presented to the C Suite executives to explain what happened, why and what is in place to stop it happening to their organisation.

There will be no shortage of advice as all of a sudden everyone will be a security expert, including accounting companies, as happened in 2001 and 2002. There will be a surge of marketing for security systems and hardware, whether they are relevant to the threat vector or not. The increased marketing will reflect the sudden, if probably short-lived, increase in security budgets.

The security manager is in the unique position of being able to provide large doses of common sense and perspective, this being the sort of thing that security managers think about, study and discuss amongst themselves.

So, what can the security manager do to cut through all the noise to actually improve security?

Probably the first thing is to see if the probability of the attack method used can be reduced.

Did it happen outside the targeted site? Did it happen in a public area where there are limited opportunities for control? Did it happen inside an access controlled area and, if so, why? If reasonable additional measures that will enhance rather than damage the functions and image of the site can be identified, then the wish list in

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The postatrocity period is when the security manager is going to be the most popular, challenged and busy person in the organisation.

the bottom drawer can be brought out and funding demanded, realising that new hardware and supporting systems will take some time to install and implement.

There may be a case for additional security guards to help monitor for copy-cat incidents and to reassure the executive and staff that security is responding.

Noting that there will be a large demand for security personnel, the manager will need to ensure the guards are capable, briefed, trained, aware of what is expected and not working back-to-back shifts.

Awareness training of staff can happen relatively quickly. Part of this may be working with the emergency manager and human resources to reassure staff that, while the atrocity was horrendous, measures are in place to protect them as much as reasonably possible and the whole issue is being reviewed in light of the latest attack.

Probably the biggest benefit will be from observing how the attacked site responded and checking to see if the manager’s business would do any better. Are the security and emergency

plans and procedures adequate for this type of incident? Do the chief warden and security supervisor really understand their roles and responsibilities in this sort of catastrophe?

When does the business continuity plan kick in and would it have worked in this scenario?

Is the business really resilient?

Are HR, media, legal, insurance, environment, workplace health and safety and other disciplines aware of their roles in such a crisis? Can the facility manager arrange urgent engineering inspections and repairs, particularly if everyone else around is also looking for glaziers?

The post-atrocity period is when the security manager is going to be the most popular, challenged and busy person in the organisation.

It is also when he can have the greatest influence.

Hopefully, there is time to think about the ‘what if’ before the ‘what now’.

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

Recognize and Analyze How often was he here this month?

Is he a known suspect?

How old is she?

Are they employees?

When, where did she enter?

Is this valued customer Mia Clark?

How many people are here? Is it too crowded in this area?

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EVENTS Total Facilities 29–30 March 2017 International Convention Centre, Sydney Total Facilities presents two-days of discussion and discovery for FM and like-minded professionals. It combines Australia’s largest offering of innovative facility products and services with forward-thinking strategies to optimise facility and workplace performance.

A thriving exhibition floor featuring over 150 leading brands will showcase real solutions to meet operational challenges, whilst freeto-attend educational seminars offering bold perspectives and latest FM thinking will raise methodologies to drive business performance.

Join Australia’s largest community of FM minds for unrivalled networking and engaging discussion for enhancing our living-working environments..

Learning options Three categories of attendance have been devised to provide attendees and their organisations with flexibility and return on investment: 1. Conference: for senior and aspiring leaders in need of the most complete learning experience, including keynotes, masterclasses, executive sessions and exhibition access.

2. Training: for team members and managers seeking to gain focused, practical skills with well-defined learning outcomes.

3. Show Pass (exhibition + technology & solutions track + career centre): for professionals primarily interested in dialogue with leading innovators and advisors about designing future-proof security solutions and professionals seeking advice and experience sharing to boost their security management career

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

Visit www.asiseurope.org for full details on the packages available and applicable fees.

ASIS Europe 2017 From Risk To Resilience 29–31 March 2017 Mico, Milan, Italy

ISC West 5–7 April 2017 Sands Expo Centre, Las Vegas

At a time when the Internet of Things is making established lines of responsibility obsolete and the risk of terrorism and political turmoil mean physical threats remain all too real, ASIS Europe 2017 tackles the most challenging issues.

Cyber-physical threats in hyper-complex, connected environments are the core themes of the event. ASIS, as a global community of security practitioners tasked with the protection of assets – people, property and information – is uniquely positioned to deal with enterprisewide risks. If you are responsible for keeping organisations secure, sustainable and resilient, join ASIS in Milan in March 2017.

ISC WEST is THE largest security industry trade show in the US. 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.

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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

Safeguarding Australia 2017: Turning Points in Security 3–4 May 2017 QT Canberra, Canberra Competing priorities, growing threats and increasing complexity will continue to present fundamental challenges to Australia’s national security agenda in the coming years. Public and private security professionals – policy makers, practitioners and providers – will be forced to address a wide range of issues which have developed over recent decades and continue to grow, such as violent extremism, cyber threats (from lone and state actors), border control and legislation.

In coming years, they will need to also contend with the security issues inherent in societal issues, adding known-unknown dimensions to an already complex national security agenda, most notably an ageing population, technology creeping into all facets of life and diversity in the workplace reflecting an increasingly cosmopolitan society.

Safeguarding Australia 2017 will help face those challenges and shape the security agenda, by taking on its most demanding theme to date: Security at a Turning Point – Innovation, Leadership and Diversity.

For over 14 years, the Research Network for a Secure Australia (RNSA), a not-for-profit network of security policy makers, professionals and academics, has gathered at the Safeguarding Australia annual national security summit to hear from high-level speakers representing both government and corporate

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EVENTS viewpoints, exchange ideas, debate issues, and learn about techniques, cases studies and ground-breaking research, to meet the security challenges of today and the solutions for tomorrow.

In addition to briefings on current policies, trends and activities, Safeguarding Australia 2017 will go further by drawing on local and international experts to examine three overarching themes affecting the way security and risk is managed to protect the nation, namely: 1. Innovation – exploring knowledge around technology, standards and research.

2. Leadership – focusing on the next generation, the greying population and education.

3. Diversity – in particular, the role of communications as a security tool addressing disparate ethnicities, genders and culture.

In addition to a pre-conference workshop currently being designed, Safeguarding Australia 2017 will begin by outlining current challenges and activities and lead into defining future directions and solutions.

Safeguarding Australia is the only high-level conference run by and for leading thinkers, policymakers and practitioners in the national security domain, working across wholeof-government at state and federal levels, including law enforcement and intelligence agencies, as well as engaging with corporate and private security practitioners and providers.

Past attendees and current bookings include: • senior representatives from security, intelligence, military and law enforcement

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• risk and security managers and consultants • agency security advisors • critical infrastructure owners and operators • engineers, scientists, technologists, researchers and academics • corporate and business executives responsible for security and risk.

Expo and Service Management Expo, catered for those working across many platforms in building management and protection of people and information.

Visit safeguardingaustraliasummit.org.au for more information.

Security Exhibition & Conference 2017 26–28 July 2017 International Convention Centre, Sydney

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

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

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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Risk Management As A Business Game

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By Alexei Sidorenko

In 2014, I collaborated with Ernst and Young (EY) to develop Russia’s first risk management business game. It was great fun and, as a result, we created a pretty sophisticated business simulation.

In the game, participants are split into teams of 10, with each person receiving a game card that describes their role (CEO, CFO, risk manager, internal auditor and so on). At the start of the game, each team must choose one of four industry sectors (telecom, oil and gas, energy or retail) and name its company. The game consists of four rounds; in each round, teams must make risk-based decisions. Each decision has a cost associated with it and a number of possible outcomes.

Teams must analyse and document the risks inherent in each decision they make. The riskier the decision, the higher the probability of an adverse outcome. At the end of each round, a computer simulation model chooses a scenario and the outcome is announced to each team. Each decision has consequences and the outcome may either make money for the business or lose money.

The aim of the game is to increase the company’s valuation by properly weighing up risks and making balanced business decisions.

The winning team is the one that increases its company’s value the most after four rounds.

This game was successfully played by participants at two risk management conferences, as well as by postgraduate students at the Moscow Institute of Physics and Technology. More information about the game is available here: http://www.riskac ademy.r u / en / r isk- m anagem ent- g am e version-a/ (Let me know if your company is interested in sponsoring the translation and running the game in English.)

Risk Management Business Game 2015 In 2015, I started working with Palisade to develop something a little different. Just like in the previous version of the game, the participants are split up into teams of 10.

However, the game mechanics changed

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substantially. Each player still receives a card describing his/her role, but this time the card provides a complete history of the character’s role within the company and assigns each player a unique secret mission.

The aim of the game is to successfully complete a merger between a large holding company and an innovative startup. The game, as before, consists of four rounds. The first round involves performing a risk assessment of the target company. Each team must identify 10 significant risks using only the information provided on the cards. The second, third and fourth rounds are dedicated to the management of these risks. Each identified risk has between five and 10 possible mitigation strategies that can be selected by the team. Each team has a limited budget dedicated to risk mitigation and each mitigation action has a cost.

The effects of each mitigation action selected by the teams were modelled using Palisade @RISK to determine whether it increases or decreases the value of the target company. The winning team is the one which increases the value of the target company more than the others and is then able to successfully complete the merger. More information is available at: http://www.risk-academy.ru/ en/risk-management-game-version-b/ (Let me know if your company is interested in sponsoring the translation and running the game in English.)

Risk Management Business Game 2015 (online version) With the help of eNano, we went even further and produced an interactive risk management business game (only available in Russian).

This game combines an e-learning course and an interactive business simulator.

Each participant takes on the role of general manager of one of three innovative companies.

They then receive tasks that need to be completed throughout the e-learning course.

Participants need to: Conduct interviews with all colleagues to identify and document risks.

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Evaluate risks using the information presented (note that just like in real world, most of the information presented is biased).

Make difficult decisions relating to risk mitigation given a limited budget.

Develop an action plan designed to improve risk culture.

All of these steps increase or decrease the company valuation. You can find out more about this course at: risk.edunano.ru

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Risk Management Game 2016 This game is the result of collaboration between Risk-academy, Palisade, Institute for Strategic Risk Analysis (ISAR) and Deloitte. Together, we have created an amazing business game to teach non-financial management and staff how to perform risk modelling on day-to-day management decisions.

Participants play the role of an aircraft engine manufacturing company. Each team has prepared a business case for a multimillion dollar plant modernisation. Unfortunately, the project plan has just been rejected by the Board, so teams only have a couple of hours to conduct in-depth risk analysis and present an updated business case to the Board.

The game focuses around risk modelling, requiring participants to identify and validate management assumptions, identify relevant risks, establish ranges and select possible distributions for each assumption, perform Monte Carlo simulation using Palisade @ RISK and present the final results. All of this has to be performed in limited time and with incomplete information, just like in real life.

And just to add a little bit of drama, like in real life, participants have to deal with unexpected ‘black swans’ during the game.

The team with the highest risk-adjusted rate of return wins. This game has also become one of the modules in the risk management training ran by ISAR. More information is available here: www.isar.institute (in Russian).

What is Next?

The latest game was both hard and entertaining, so we began talks with our partners to turn it into an online risk quantification championship.

The games will require online registration, have downloadable content and require proper risk modelling. Championships will run once a quarter and winners will receive wonderful prizes. More information will be coming soon.

Alexei Sidorenko is an expert with over 13 years of strategic, innovation, risk and performance management experience across Australia, Russia, Poland and Kazakhstan. In 2014 Alexei was named the Risk Manager of the Year by the Russian Risk Management Association.

As a Board member of Institute for strategic risk analysis in decision making, Alexei is responsible for G31000 risk management training and certification across Russia and CIS, running numerous risk management classroom and e-learning training programs.

Alexei represents the Russian risk management community at the ISO Technical Committee 262 responsible for the update of ISO31000:20XX and Guide 73 since 2015.

Alexei is the co-author of the global PwC risk management methodology, the author of the risk management guidelines for SME (Russian standardization organization), risk management textbook (Russian Ministry of Finance), risk management guide (Australian Stock Exchange) and the award-winning training course on risk management (best risk education program 2013, 2014 and 2015).

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By Michael Brookes

The time has come to upgrade that outdated security system you have been operating for what seems like an eternity. You have done your homework and built your business case, and you have finally been granted approval to proceed. As your mind fast-forwards with visions of an intuitive security-centric design, multi-camera views, synchronised and instant playback, and motion searching for improved forensic analysis, you know that your security operators will be able to better manage threats and reduce reaction time. As you head for the door to share the great news with your colleagues, you hear a sound, the corporate bean-counter saying “Before you get too excited, I want you to make sure this system is future-proof. We don’t want to be doing this again in two years.” There is always a catch!

So what does future-proof really mean? A quick look at the online dictionary defines future-proof as being protected from consequences in the future, especially pertaining to a technology, that protects it from early obsolescence. With the rapid rate of change in technology, how can you then expect to future-proof your security system?

To start with, your new security solution should be flexible. By deploying a system that subscribes to global standards for open integration you will be able to take advantage of either a dedicated or existing IT infrastructure. This makes it easier to interoperate with other business systems, and is adaptable to future requirements that may arise. The ability to integrate with thirdparty software and hardware field devices promotes freedom of choice in deploying a comprehensive solution that can be delivered in any combination for increased workplace performance. An investment in an open integration platform is a forward thinking investment, providing you with the power to design your technology roadmap to the unique operational requirements of your business.

New capabilities in service-oriented architecture (SOA) enable the rapid development of applications and real-time open communication between critical systems over your network. Enterprise Web Services make it easier to develop custom applications to meet your facility’s unique operational challenges. Features include: • Improve ROI over life cycle – Converged solutions reduce complexity, often resulting in lower operational and maintenance costs.

• Investment longevity – IP networking provides a longer-lasting open system.

• Flexibility to expand – Integrating with open system protocols supports future system growth to optimise ROI. Business resilience is another key consideration in future-proofing your security system. Business resilience is the ability an organisation has to quickly adapt to disruptions while maintaining continuous business operations and safeguarding people, assets and overall brand equity. A solution that is designed with high-availability architecture can insulate you from single-point-failure and can be distributed across multiple facilities to promote maximum system up-time.

Business resilience goes a step beyond disaster recovery by offering post-disaster strategies to avoid costly downtime, shore up vulnerabilities, and maintain business operations in the face of additional, unexpected breaches.

Response is better supported because networked physical security solutions are collaborative. Collaboration drives operational flexibility. For example, security personnel are able to view, monitor and respond to incidents from anywhere and from any device. Prevention of loss, connecting physical and logical IT security can be more easily and quickly supported, and policies can be implemented on a global basis.

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Deterrence is better supported because Network Physical Security solutions are more scalable, and can be quickly deployed with thousands of endpoints using an existing converged IP network infrastructure at a lower cost. Network Physical Security solutions also make better and more flexible use of human resources.

Detection is better supported because Network Physical Security solutions enable open standards, APIs and eco-system partners and applications. The end result is that new common-off-the-shelf applications and capabilities can be more easily and quickly deployed, further driving business results and competitive advantage.

Network physical security solutions are more adaptive and never obsolete, thus reducing the need to overhaul infrastructure to upgrade technology. Increasing focus on developing standards in the IT world enables end-users to upgrade technology easily, be it a wired or wireless environment.

Designing a security solution with this in mind means that you will need to consider a broader section of the business to fully understand what is required to protect your people, business and data. This deeper engagement with other stakeholders is also useful to identify what other requirements of the business can be met. It is important to understand how a business can leverage its investment in technology not just today, but five or 10 years from now. This can only be achieved by understanding the vision of the business and the other departments so that their needs can be catered for in the future.

Video surveillance systems with embedded content analytics can help the business collect marketing data and improve operational efficiency. Data collection around retail spaces in particular can be used to see what kiosks and stores attract shoppers’ attention and help increase revenues in stores. Similarly, digital signage presents the opportunity for businesses to bring information to life in new and exciting ways. In public spaces or within an organisation, it is a way of enhancing an environment, improving communication and influencing customer behaviour. Whether across an airport, a university campus, a stadium or a retail

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branch network, it is easy to connect and centrally control large, disparate systems, yet tailor content and messages to specific locations. This is driving additional revenue streams by providing dynamic content to help customers get directions and maps to local attractions, look for a place to eat or go shopping, review area entertainment options, check in for their flights and print boarding passes, even access the internet if they want to. This same signage can integrate with the security system and act as an emergency warning display if an evacuation is ever required.  So it seems that future-proofing your security system is actually possible; however, it requires focus in a number of areas.

Organisational alignment By obtaining a thorough understanding of the organisational tolerance to risk, the depth of security requirements can be ascertained. This needs to take into account the security requirements at a business unit level.

Roles and responsibilities for security need to be defined throughout the organisation with involvement from physical security personnel, IT, business units and vendors.

Process alignment The security requirements of business processes and operations should be defined, with enterprise-wide security solutions being integrated into processes and applications. Process owners and users need to be made aware of the importance of security.

Strategies and architectures Security strategies and architectures need to be clear and actionable, with a level of flexibility to address potential changes to the organisation or technology.

Technology integration It is important to be involved in selecting the technology solutions to ensure that organisational requirements are met. It is wise to pilot selected technology to validate the solution. Once validated, the solution should be implemented in phases, allowing

for the highest priority areas to be dealt with first, with ongoing testing of performance and functionality.

Roll-out A roll-out strategy should be developed that allows for the solution to be deployed in phases. It is vital to ensure that all of the stakeholders are adequately trained in order to gain their continued buy-in. Once rolled out, ownership should be transferred to the appropriate business units or functions.

Maintenance Ongoing maintenance of corporate security management requires adherence to the initial business policies and procedures.

Regular audits should be performed to confirm that policies and rules are being abided by and the solutions modified in line with changes to the business.

There are clear benefits to be derived from an active and strategic approach to corporate security management and the implementation of a converged security infrastructure. Organisations can take a holistic view towards risk management and compliance, whilst reaping the rewards of systems that have lower costs of administration and support.

Organisations seeking to embark on such a strategy need to be clear on the outcomes expected and ensure that buyin is gained at all levels; these strategies need to be closely aligned with business objectives, and not be viewed as simply a security project. A phased approach should be taken and appropriate time allocated to the process. Key objectives should be set to measure the benefits of each stage as it is rolled out.

It is important to work with organisations capable of delivering comprehensive and best-of-breed security solutions. This provides the benefits of accountability, risk mitigation and knowledge transfer, not typically available from a multi-vendor approach.

Michael Brookes is the Regional Leader, Marketing & Strategic Development – Pacific, Honeywell Building Solutions.

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Post-Trauma Stress: Officer Wellbeing Post Confrontation [ Part 1 ]

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By Richard Kay Post-traumatic stress disorder (PTSD) is often referred to as a self-inflicted malady, and this is true to some extent. But it is inflicted out of ignorance. Once individuals have knowledge of what can occur under stress and how to ‘release it’ through breathing and debriefing, they are no longer ignorant. Part one of this two-part article discusses the emotional reactions officers may experience after experiencing or witnessing a traumatic event.

Officers may have little control over when confrontations occur, but they do have control over how they respond to these events before, during and after. This is critical, because if there is no sense of intense fear, helplessness or horror, there is no post trauma. There is no fear because tactical breathing keeps the heart rate down. There is no helplessness because the training was appropriate and taught officers what to do. There is no horror because officers were inoculated against trauma. Officers have undergone a critical incident debriefing and worked their way through the event to make peace with the memory. They knew what to expect and, even though it may have been ‘different’ to what they expected, they were forewarned, and therefore forearmed, to survive.

Listed below are the diagnostic criteria for PTSD (Diagnostic & Statistical Manual of the American Psychiatric Association): A. Exposure to a traumatic event in which both of the following were present: 1. experienced, witnessed or was confronted by events involving actual or threatened death or serious injury… of self or others 2. response involved intense fear, helplessness or horror (the disorder may be especially severe or longer lasting when the stressor is of human design, for example, torture, rape) B. Traumatic event is persistently re-experienced in one or more of the following ways: 1. recurrent, intrusive, distressing recollections of the event 2. acting or feeling as if the event were recurring including: ‘sense of reliving’ the experience, illusions, hallucinations and flashbacks, including while awakening or intoxicated 3. intense psychological distress at exposure

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to internal or external cues that symbolise or resemble an aspect of the traumatic event 4. psychological reactivity on exposure to internal or external cues that symbolise or resemble an aspect of the traumatic event C. Persistent avoidance of stimuli associated with the trauma, or numbing of general responsiveness, as indicated by at least three of the following: 1. efforts to avoid thoughts, feelings or conversations associated with the trauma 2. efforts to avoid activities, places or people that arouse recollections of the trauma 3. inability to recall an important aspect of the trauma 4. markedly diminished interest or participation in significant activities 5. feelings of detachment or estrangement from others 6. restricted range of affect (for example, unable to have loving feelings) D. Persistent symptoms of increased arousal (not present before the trauma), as indicated from two or more of the following: 1. difficulty falling or staying asleep 2. irritability or outbursts of anger 3. difficulty concentrating 4. hyper-vigilance 5. exaggerated startle response 6. [self-medication] E. Duration of the disturbance (symptoms in B, C, D) of at least one month F. The disturbance causes clinically significant distress or impairment in social, occupational or other important areas of functioning Acute: if duration of symptoms is less than three months Chronic: if duration of symptoms is greater than three months With delayed onset: if symptoms were at least six months after the trauma Emotional Reactions Relief: The first response of most people upon seeing sudden, violent death is relief; they are relieved it did not happen to them. The midbrain, that part concerned about survival, sends out a message saying ‘hey, that could have been me’. This is not selfish, or inhuman, or cold; it is a normal survival reaction. If officers know in

Officers may have little control over when confrontations occur, but they do have control over how they respond to these events before, during and after.

In the stress of a violent encounter, the tendency to accept responsibility for what happened can be a powerful one.

advance that it is normal upon seeing trauma and death to think, ‘thank goodness it was not me’, then that thought will not have the power to hurt them later.

Guilt: Witnessing a person suffer trauma causes the normal response of ‘I am glad that was not me’. Later, on reflection, the person feels guilty because no one ever said that the normal response of most people upon seeing a traumatic event is to focus on themselves and feel relief. In the stress of a violent encounter, the tendency to accept responsibility for what happened can be a powerful one. The midbrain can hit the person with an ‘it is all my fault’ response. Proper debriefing is important for officers to understand their role in the overall event.

Doubt: There are many burdens that weigh upon an officer, and one of the greatest is uncertainty. The constant anticipation of being involved in violent encounters can have a profoundly toxic effect, especially when this stress continues over months or years. For officers, there is a constant possibility that just around the next corner there might be an individual who will dedicate all his energies to causing them harm. When they are warned that something might happen, they can more easily control the amount of stress experienced.

However, if they spend their life in denial and then something happens, it can hurt officers seriously. Uncertainty will dissipate when officers are mentally prepared and accept the fact that their job has the potential to place them in harm’s way.

Fear: If a stressful trauma is severe enough, it can create an associated fear response that lingers well after the event. This is where situations of a similar nature, or stressors related to the event, set off arousal mechanisms under actual circumstances that are not threatening to an officer at all. It is also common for officers to relive the event, or parts of the event. This type of response is related to PTSD and, once recognised by the officer or others, it should be examined and dealt with.

Anger: Officers may feel anger after a traumatic event has passed, commonly anger at the fact that the event happened in the first place. No one has the right to harm officers, and they are likely to feel very indignant if they are put

in danger by the very people they are working to protect. There is no use trying to rationalise the irrational, but officers will attempt to do it anyway. This is where professional counselling can be of use to provide an officer with a framework to hang the event on and tools for making sense of it. Officers may also experience anger from their loved ones, surprising as it may seem. If someone has tried to harm them, it is common for officers to experience anger from their spouses. Rather than react to this, officers should keep in mind that they are not actually angry at them, but rather the person who caused the trauma and the irrationality of such events, but since these factors are not readily available to remonstrate with directly and they are, then they will receive this deferred anger. Understanding and emotional openness are important to work through this, not shutting off and distancing themselves from loved ones.

Denial: Some officers, after experiencing a traumatic event, enter a state of denial. This may take several forms, such as denying the event ever occurred, or denying specific parts of the event, to even trying not to think about the event at all. None of these reactions are positive or healthy, and they will not help the officer deal with the event. It is important to make peace with the memory of the event, and the first step in this process is to delink the memory with the emotions. This means eliminating the associated stress-related arousal symptoms that may occur when recalling or reliving the event. The aim is to reach a stage where the officer can remember the event without creating arousal.

Proper debriefing, support and counselling are important in this process.

Part two of this article in the next issue of Security Solutions Magazine will discuss the debriefing process and post-event protocols that help officers heal.

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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Analysing The Total Cost Of Ownership Of Video Surveillance Systems

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By Winston Goh

Imagine you are responsible for a safe city project and you are tasked with deploying a multimillion-dollar video surveillance system. Where would you start? How would you evaluate tenders? How would you assess upfront costs in relation to the longterm operating costs? And which areas of the system should you focus on to optimise its total lifecycle cost? These are just some of the questions you need to ask to minimise risk and avoid unpleasant surprises once the system is deployed.

This total cost of ownership (TCO) study presents a comprehensive picture of the total cost for a large hypothetical surveillance system in a major city. It shows how costs are divided between different parts of the system, as well as the different phases over the 10-year lifecycle of the system. It also includes an analysis of certain factors that sit outside the TCO, such as business costs due to system downtime. Finally, this model shows how camera technology and product reliability could impact the total cost of ownership in a significant way.

Definition of TCO TCO is a financial estimate model that intends to capture all the costs associated with an activity over its complete lifecycle.

TCOs are used in many industries as a tool to correctly estimate the direct and indirect costs of deploying a system, and as a tool to compare different systems with different characteristics and cost distribution.

In a fact sheet from 2009, Accenture defines total cost of ownership as “defining the range of costs associated with the asset lifecycle including research, development, procurement, operation, logistical support and disposal of an asset.”

Purpose of a TCO – how can it be used?

A TCO, when included in any financial analysis, provides a cost basis for determining the total economic value of an investment and as a product/process comparison tool. A TCO can: • help project teams understand how the cost is distributed over time, from installation to operation and decommissioning

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• help to understand the distribution of costs between different system components • minimise the risk of unforeseen costs that can erode budgets • help to focus efforts and reduce costs over time • help during discussions with stakeholders about long-term perspective and lifetime expectancy of a system • be a contributing factor, out of many, when evaluating project tenders.

Methodology and Considerations Every TCO is unique. It is important to point out that there is no single uniform TCO model that fits every project. On the contrary, every project has a unique cost distribution, and it is up to each project team to determine which cost factors to take into account and how to judge the monetary aspect of each factor.

Industry differences Even though many of the cost factors presented here are common in surveillance projects across different industries, there are many that will be different. For example, in an airport or critical infrastructure installation, the consequences of system downtime are vastly different from a school district. Another example is the lifespan: in some industries, such as city surveillance,

a system could be expected to remain in place unchanged for years, while in others, such as a retail environment, cameras may be moved around and the system upgraded on a regular basis.

Who carries the cost?

This TCO model captures and assesses a number of system costs that occur during acquisition, as well as over time, in a hypothetical city surveillance project.

However, this analysis does not define who actually has to carry the cost in the end. In some projects, it might be the end customer that pays for everything, while in other projects the system integrator will carry the cost for some areas. Naturally, it will also depend on the warranty agreements, service level agreements, financing and so on.

Developing the TCO To develop this model TCO, the following steps have been taken: 1. Determining the cost factors 2. Defining an example system 3. Analysis of the results Data sources and research This TCO information is based on data gathered from a number of sources to determine cost factors and reasonable values to enter into the system. Sources for

TCO is a financial estimate model that intends to capture all the costs associated with an activity over its complete lifecycle

While the acquisition costs and the decommissioning costs only occur once, the operating costs occur continuously throughout the system lifecycle. The size of the operating cost is then heavily dependent on the expected length of the system service time.

this project include: • interviews with system integrators • interviews with end customers • data from Axis using existing similar projects • knowledge, experience and statistics from Axis support, sales and field engineering organisations • data available from security industry organisations and other security sources.

The data gathering and development of the model took place during 2015, which means factors such as equipment prices, labour and maintenance costs represent a snapshot of the market situation during that period of time.

Determining the Cost Factors The lifecycle phases of a surveillance system To create a simple overview of all the costs that affect the TCO of a video surveillance solution, the cost factors have been categorised according to the activities and the chronological order in which they appear throughout the system lifecycle. The ownership of a product can be divided into three phases: acquisition, operation and decommissioning. Following these phases, the costs are then divided into three main categories: total cost of acquisition, total operating cost and total decommissioning cost. The costs in each of the main categories vary in nature. While the acquisition costs and the decommissioning costs only occur once, the operating costs

occur continuously throughout the system lifecycle. The size of the operating cost is then heavily dependent on the expected length of the system service time.

Factors covered in this TCO As stated above, some direct costs as well as some indirect costs are obvious when purchasing a surveillance system. For example: • hardware investment • software investment • costs for warranties • installation and integration cost • user education.

However, these are only a few of the costs that can be incurred during a system’s lifecycle. In this TCO, a total of 40 cost factors have been taken into account, including project management, operation, maintenance, decommissioning and much more.

Examples of factors not covered in this TCO There are a number of factors that could have been included in the TCO model, but were omitted. One reason for not including these costs is that estimates vary considerably between industries. This could skew the TCO in the wrong way. For example, the costs for alarm failures and costs incurred in the business operation due to system downtime will have very different consequences for a headmaster in a school compared to the security manager at a nuclear power plant.

There are other costs that have been excluded from the TCO because they are potentially so huge that they dwarf the overall system cost – for example, salary costs for staff that operate a monitoring centre, or the cost of a climate-controlled server room for storage.

Examples of costs not included in this TCO are: • extended warranty • freight • system inspection • insurance • server room • software failure • alarm failure • business costs as a consequence of system downtime • staff costs in operations centre.

The latter two will, however, be explored in separate sections later in this article.

Defining an Example Project The example project in this TCO model is a large-scale city surveillance project in a mature market. The project includes 1,500 outdoor cameras and an enterprise-class video management, network and storage solution.

Attaching values to each factor Values/costs have been defined for all factors based on the extensive input as described in an earlier section. Examples include: • prices for all products are manufactured suggested retail prices (MSRP) without any discounts

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• 13 labour roles are defined, ranging from an administrator to a senior consultant • labour costs range from USD 35 (AUD 47) to USD 200 (AUD 271) per hour depending on role • electricity cost is USD 0.13 (AUD 0.18) per kWh • cable installation time is estimated at four hours per camera • camera installation time is estimated at two hours per camera • camera maintenance is estimated to happen twice a year.

Analysis of the Results Total cost of ownership for the city surveillance project The analysis of the TCO in this section focuses on the relative distribution of cost in percentages and less on the actual dollars and cents. But to create an understanding of the magnitude of this system, the first conclusion is that the total cost of ownership for this 1,500-camera system over a 10year period amounts to approximately USD 17,000,000 (AUD 23,035,543).

From a sustainability perspective, it is essential to properly dismount and recycle equipment at the end of its lifetime, and these costs must be factored into the system’s lifecycle.

Costs for products vs. other costs Another top view of the TCO is the division between product costs and other costs.

In this TCO, as shown in Figure 2, about half (49 percent) of the total costs relate to direct upfront costs for the purchase of cameras, software and other equipment – also referred to as contract costs. The other 51 percent are costs relating to design, installation, maintenance and so on.

Cost per system phase See Figure 1 for the percentage of cost split during the lifecycle of the system. The cost per system phase amounts to: 1. total acquisition cost: USD $11,400,000 (AUD 15,447,364), or around 67 percent 2. total operating cost: USD 5,200,000 (AUD 7,046,166), or around 31 percent 3. total decommissioning cost: USD 300,000 (AUD 406,510), or around two percent Figure 2. Contract costs compared to other costs

Detailed costs per area Looking closer at the TCO, Figure 3 and Figure 4 present two different views of the detailed distribution of costs during the lifecycle.

Figure 1. Share of costs during the lifecycle

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Acquisition As stated above, almost half the TCO is made up by the initial product investment, also referred to as contract cost. Around two thirds of that contract cost, or 34 percent of the whole TCO, is for video management software, network, storage and hardware

other than cameras. A third of the contract costs is camera cost, making up around 16 percent of the TCO for the system.

The other costs that occur during ‘year zero’ of the system in this model are precontract and deployment costs. Precontract costs include, among other things, system design and vendor evaluation.

Deployment costs cover everything connected to installation, configuration and integration. Together, pre-contract and deployment costs account for around 18 percent of the TCO. Operation During operation of the surveillance system, a number of costs are incurred, the main one being system maintenance. This covers all planned and regular maintenance (for example, cleaning) of cameras, servers, software and so on. Operation also includes costs due to system failure as well as software licence fees and power consumption. Maintenance costs represent the single largest share of the TCO for this system, amounting to around 20 percent of the TCO. Other operating costs add up to approximately 12 percent.

Decommissioning The decommissioning of a surveillance system is very important and is often overlooked in the initial costing stage of a project. From a sustainability perspective, it is essential to properly dismount and recycle equipment at the end of its lifetime, and these costs must be factored into the system’s lifecycle. In this TCO model, the decommissioning costs represent 2 percent of the total cost.

Figure 3. Cost distribution of the TCO in percentages

For example, in an airport, if the surveillance system fails, it could lead to very high costs as extra security guards may need to be dispatched, or flights might be delayed. In a retail store, a failed surveillance system may impact the ability to prosecute perpetrators for fraud and shrinkage, leading to substantial losses. In some city surveillance situations, camera maintenance crews need to be accompanied by police or guards when going out on site, which would increase the downtime costs substantially.

In the TCO, when operating costs are calculated, business downtime costs have been excluded. However, the TCO model makes it possible to make an estimate and see how business downtime costs could impact the TCO. For example, assume that it is necessary to dispatch one security guard to protect the installer as he goes to a camera location to fix a problem or replace the camera. Adding the security guard cost – only labour in this case – increases the share of the operating cost from 31 percent in Figure 1 to 33 percent, as you can see in Figure 5.

Figure 4: The cost distribution of the TCO in money (USD)

Observations on costs not included in the TCO Security costs due to system downtime When compiling this TCO model, security costs that appear from the downtime of a failed surveillance system were excluded.

However, when it comes to protection of valuable corporate assets, the costs of a security breach can of course be catastrophic, especially if confidential business information or other intellectual property is destroyed, stolen or made available to competitors.

Business costs due to system downtime Unplanned events that cause a system to fail can lead to excess costs for a business.

Figure 5. Share of costs during the lifecycle when an example of business downtime is added

Labour costs in the operations centre When calculating the operating costs of the TCO, the labour cost of the staff needed to man the operations centre during the 10year system lifespan has been excluded.

However, the TCO model makes it possible to estimate this cost and factor it in to see how it impacts the TCO.

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Assuming that five people are constantly present in the room, it is possible to make a rough calculation on the cost distribution.

As can be seen in Figure 6, the total operating cost now jumps from 31 percent to 73 percent of the TCO, almost triple the acquisition cost. This is in line with the findings in the TCO studies from other industries.

Figure 6. Share of costs during the lifecycle when staff for the operations centre is taken into account

A Closer Look at Product Quality Maintenance and repair costs play a significant part of any TCO. The importance of product reliability is often underestimated when considering the cost of maintaining and operating a system. High product quality is of course one critical aspect to keeping maintenance and repair costs to a minimum.

The TCO presented so far is built on typical failure and maintenance frequency, as captured by support statistics.

Conclusions This paper presents the results from a comprehensive TCO study conducted in 2015 by Axis Communications, resulting in a model with 40 costs relating to different system components and stages.

The model was populated with a largescale 1,500 camera city surveillance project, with data taken from internal Axis sources as well as interviews and comparative surveillance industry information. The TCO is based on current equipment, labour and maintenance prices sourced during 2015, so market situation and costs may differ at time of reading. The result showed among other things that about 50 percent of the total cost is made up of investments in hardware and software, and 50 percent are in installation, maintenance, operating and decommissioning.

To highlight the importance of product reliability, the TCO was used to simulate a scenario where product failure would increase by a factor of four. This resulted in the additional costs making a huge negative impact on the TCO, increasing the failure cost from 5 percent to 13 percent of the total cost.

A TCO like the one presented here can be a useful tool when calculating project costs or assessing tenders. It presents examples of costs which can be expected during a system’s lifecycle, and indicates areas to focus on to reduce costs and improve the quality of the surveillance solution.

However, be aware that this TCO is not applicable in all its details for all projects.

Every project is unique and the TCO will of course vary considerably depending on the project size, industry application, system requirements and other unforeseen attributes.

Winston Goh is the Head of Marketing, South Asia Pacific Region for Axis Communications.

Figure 7. The TCO with an increased product failure rate

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Do You Know This Person?

This person has made a difference to someone’s life. It may be that he or she, through an act of courage or valour, has stepped in harm’s way so that someone else may be safe. It may be that he or she has put in tireless hours, made great personal sacrifices and dedicated a career to making the security industry a better place.

Please, help us find and reward this person.

Nominations are now open for the 2017 Australian Security Medals.

Whether you are nominating a medal recipient, making a donation to the Foundation or booking seat (or table) at the industry’s premier charitable event, you will be helping to create a more professional security industry of which we can all be proud.

For more information about making a nomination or providing sponsorship, please visit the Australian Security Medals Foundation website today!

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COVER STORY

Will Rhetoric

TRUMP

Security?

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COVER STORY

By Colin Wight On 8th November 2016, global politics went into a tailspin. A world still struggling to come to terms with the shock of Brexit was confronted by the Donald Trump bandwagon rolling into Washington, D.C. on the back of a mainly white, some would say racist, backlash against the political, intellectual and economic establishment. Such was the shock of Trump’s victory against Democratic candidate Hillary Clinton that it is probably too early to talk about shockwaves reverberating around the globe.

Nothing is reverberating yet. The situation feels more like a slow motion accident that everyone knows is going to happen, but can do nothing to stop.

But, like it or not, Donald Trump is the president-elect, and he is slowly getting a team together that, when taken alongside his previous speeches and statements, provides some clues to his planned agenda.

His approach to domestic concerns seems to be clear, suggesting a move to the far right, but one that might lean so far towards a Ron Paul style individualism that it could ironically please some of the Bernie Sanders supporters that failed to back Clinton.

What Trump will do in foreign policy is still unclear. It is unclear because Trump believes that uncertainty is at the heart of all good policy making, but particularly at the level of international politics. But policy making in foreign affairs faces structural constraints that differ from domestic politics. Even the most powerful man in the world faces a series of structural constraints on his ability to act as he pleases, and these come in both domestic and international forms.

In theory, the US President exercises almost complete authority in terms of international politics, but the dynamics and structural constraints placed on decisions at the international level mean that, in reality, the room for autonomous decision making is severely circumscribed. On foreign policy issues, Trump will still encounter the ‘Washington Playbook’ so derided by President Obama, and he not only faces his own inherently conservative diplomatic core and foreign policy elite, but also other states, whose views may not align with his own. That said, what kind of foreign policy might be expected from the Trump administration?

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Any piece that purports to dare to know what the Trump presidency will mean in foreign policy terms has to come with some strong caveats. First, I did not believe Trump would gain that Republican Party nomination. Wrong!

Second, I did not think, even in my wildest nightmares, that he would win the election.

Wrong again! Apart from a few exceptions, such as Michael Moore and Professor Allan Lichtman, who correctly predicted a Trump win, I, like everyone else, have a problem in providing further commentary. As I said in a tweet on the day after the election, “You would think all the pundits who said he would not win would take a break before telling us why he did win.” Yet, this is the business everyone is in, so here goes.

There are six main issues in Trump’s potential foreign policy to highlight. First, he treats foreign policy issues as economic matters. And, economically, Trump has a deep distrust of global free trade regimes. According to the Trump narrative, globalisation and major elements of the free trade system constructed post-World War 2 have led to jobs being located outside of the US and immigrants flooding into the country to undertake low-paid menial tasks that could, and should, be going to disenfranchised Americans.

Whether he believes globalisation to be the cause of America’s (perceived) woes is beside the point. His path to power was constructed by tapping into the deep disenchantment of the losers of globalisation. Concerned middle-class voters, who although well off in absolute terms when measured against national wage standards, did not feel well off, and blue collar workers, predominantly white men, felt excluded from the benefits of the world economy. The idea that the global economy disadvantages the average American transcended party lines. It helps explain the appeal of Bernie Sanders and Hillary Clinton’s eventual repudiation of the Trans-Pacific Partnership (TPP). But given how important this narrative was to Trump’s success, it will be an important driver of his foreign policy as he seeks to provide his supporters with evidence that he can deliver on his promises.

Hence, it is expected that he will at least make some attempt to change areas of the current free trade regime. He has already

In theory, the US President exercises almost complete authority in terms of international politics, but the dynamics and structural constraints placed on decisions at the international level mean that, in reality, the room for autonomous decision making is severely circumscribed. begun to do this by announcing that he will begin to withdraw from the TPP on his first day in office. This may please China, who refused to take part, and those anti-globalisation protestors that tried to block the deal, but the other signatories to the TPP will be dismayed.

Australia has already tried to put a brave face on Trump’s decision, but it is doubtful if the TPP can work without US involvement.

Second, what this means in security terms is that he will be wary of new overseas commitments, but also seek to roll back some that are already in place, or at least move towards a comprehensive restructuring of them. A common theme of his foreign policy announcements so far has been to describe the post-World War 2 alliance system as a drain on American resources. In effect, he has accused many of America’s closest allies of freeloading.

This narrative threatens to damage relations with Japan, South Korea, North Atlantic Treaty Organization (NATO) and others.

Moving forward, it is expected a Trump administration will adopt a pragmatic approach, again embedded in an economic rationale, which would make US alliance commitments dependent on other states paying more for US security guarantees and involvement. The idea of a more detached,

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self-interested ‘America First’ policy clearly found support from US citizens reluctant to embrace international responsibilities as the price for global leadership.

Third, the dilemma for Trump is that, although he is deeply critical of the idea of US involvement in foreign wars in Iraq, Afghanistan, Libya and elsewhere, he has promised to get “extremely tough” with ISIS. It is difficult to see how this getting tough can be reconciled with a US withdrawal from the Middle East conflict zones. One option might be to get tough with those regimes providing support for extremism in all its forms? He has already indicated his deep distrust of Iran and has threatened to overturn the nuclear deal that many believed to be one of Obama’s greatest achievements.

It is hard to see how getting tough with Iran could help deal with ISIS. In fact, quite the reverse; ISIS and Iran are enemies and, as was evident after ISIS swept through swathes of Iraq, Iranian support is needed to help defeat ISIS. Indeed, if Trump is serious about getting tough with Islamic extremism, his first target should be Saudi Arabia, which at the very least is the source of the ideological roots of much of contemporary radical Islam.

However, while getting tough with Iran and Saudi Arabia might please his domestic grassroots supporters, the dynamics of these complex relationships are not well understood even by those that study the region, let alone a president who seems to have no historical sensibility of what drives these regional conflicts. Only a fool would rush into the Middle East with a simple solution. But then again, that is precisely what many think Trump is, so who knows.

Getting tough with ISIS may not even be an option. Militarily at least, ISIS is all but defeated, at least in Iraq. In Syria, closer relations with Russia could lead to the Assad regime regaining control of most areas and driving ISIS out. But this does not bode well for the containment of international terrorism. Once ISIS no longer has safe bases in Iraq and Syria, it will disperse.

Unable to maintain the integrity of the caliphate, it could expand its recent tactic of taking the fight to Europe and beyond.

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First, he treats foreign policy issues as economic matters. And, economically, Trump has a deep distrust of global free trade regimes.

Australia, thankfully, has thus far been spared from major terrorist attacks. Although Australian support for the US in the Middle East does make it a potential target, there are sound geographical reasons for why ISIS may look elsewhere. The potential for increased terrorist activity in Australia is slight, although vigilance is still required. That said, overreaction to terrorist threats is a bigger problem for Australia, as it heightens public concern and disrupts movements of people and commerce.

Hence, a sense of proportion suggests that governments should not introduce new policies to limit civil liberties on the basis of perceived but low-level terrorist threats. Balancing freedom with security is never easy, but in a democracy, the former should, in most cases, take priority.

Fourth, although not explicitly expressed in this way, many of Trump’s foreign policy pronouncements mirror something that was explicit in the Brexit vote. This is the issue of national sovereignty. His pledge to build the “Great Wall of Mexico” was effective precisely because of its rudimentary simplicity. Although

couched in an economic language of saving US jobs and the social dislocation language of “rapists, crooks and criminals”, it is part of a broader appeal for the restoration of national sovereignty.

As Trump himself tweeted, “A nation without borders is not a nation”. America First, the Great Wall of Mexico, stopping immigration and regaining economic control are all about the restoration of US sovereignty. As such, much of the Trump doctrine can be expected to be about pursuing this, even if some of the ways of doing so might produce unwanted outcomes and contradictory policy processes.

Fifth, great power relationships under the Trump administration are difficult to predict.

On the one hand, it seems as if Trump would like to ‘normalise’ relations with Putin and the Russian state. The most immediate impact of this would be an attempt to align the Russian and US position on what to do about the war in Syria. The idea of trying to develop better relations with Russia is surely something no one would object to, but it is not without its problems.

If normalisation leads to granting Russia a free hand in Syria and parts of Eastern Europe, then the outcome could be disastrous. But this is international politics; a realm in which the choice is often not between good and bad outcomes, but rather one of choosing the least worse option. Perhaps the least worse option in Syria is to accept that the goal of removing President Assad from power is counterproductive to stopping the war. And stopping the war should be the first option.

But, in principle, better working relationships between the great powers are to be expected.

What the election of Trump will do, however, and the America First logic seems to confirm this, is instigate a retreat from human rights discourse as a leading driver of US foreign policy. There is no doubt that authoritarian regimes have welcomed Trump’s victory, and normative international principles such as the Responsibility to Protect can look forward to nothing but a hard time for at least the next four years. International human rights will not be high on Trump’s agenda.

Ironically, this will please those on the right who think it is not the responsibility of the US to act as a global policeman, but also those on the left who vehemently object to US intervention on the pretense of defending human rights.

International politics throws up some strange partnerships on many issues. And, of course, there is also the environment, which, much like human rights, is expected to go well onto the back burner in the Trump era.

But what of that other great emerging power, China? This presents Trump with major problems. His pre-election rhetoric concerning China does not bode well for future relations.

According to Trump, China engages in unfair trade practices; it manipulates its currency to gain an unfair advantage; it ignores intellectual property laws; and it has a poor record of worker-safety standards and environmental protection. In short, China has improved its ability to compete in the global economy at the expense of other nations. Although much of this is true, one can point to historical examples of other states engaging in similar

practices and, in many cases, much worse, to gain an economic advantage. Colonialism anyone?

How Trump will deal with China could have major consequences for Australia and the region. However, the wilder excesses of Trump’s pre-election logic concerning China will more than likely be mediated by economic pragmatism. Pressure from allies, who will bargain with Trump to provide him with victories regarding alliance contributions, will hopefully mean that a trade war with China will be avoided. That is the optimistic and most likely outcome, but do not put any money on it.

My days of forecasting are over.

What the election of Trump will do, however, and the America First logic seems to confirm this, is instigate a retreat from human rights discourse as a leading driver of US foreign policy.

Sixth and finally, some see the election of Trump as a direct threat to the Liberal order that has governed international relations since World War 2. This is grossly overstating affairs.

While it is true that a Liberal world order devoid of US leadership is diminished, one would hope that that order is not so fragile that it could not survive a period of American withdrawal. Of course, if the US, Russia and China all work towards the dismantling of the Liberal world order, then its future may not be so bright. But it is in the interests of none to do so.

States can untangle themselves from certain

relationships, but the current configuration is so multi-dimensional that any attempt to do so would inevitably damage all. Moreover, were they to do so, they would be handing the final victory to ISIS who, in seeking to build a caliphate, present themselves as an alternative to the Westphalian State system. Now that would be ironic.

In the final analysis, any discussion of what the Trump presidency means for foreign policy takes place in uncharted waters. Whatever transpires, there is no safety zone called Australia. How Trump deals with international trade will undoubtedly impact on the Australian economy. Heightened tensions with China could severely destabilise the region, as well as disrupt economic prosperity. Whether the conflict with Syria is resolved or continues will have a severe impact on the issue of immigration, as would conflict in the region more generally. And a lessening of the bonds that bind the international community through institutions such as the United Nations would mean forums for Australia to influence global policy become less influential. Another Donald, Donald Rumsfeld, raised the issue of unknown unknowns, and it is these that should worry everyone. Trump is an unknown quantity in foreign policy terms, and everyone has to hope, because hope is better than despair, that the system will exercise more control over him than he will over it.

Colin Wight is a Professor in the Department of Government and International Relations at The University of Sydney. In addition to his current roles as a lecturer and PhD supervisor, Professor Wight is Editor in Chief of the European Journal of International Relations, and has written a number of books, including Rethinking Terrorism: Terrorism, Violence and the State and Agents, Structures and International Relations: Politics as Ontology, both available through Amazon.com. He can be contacted via email at: colin.wight@sydney.edu.au

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FEATURE ARTICLE

Inductive Observation Part 2

By Ami Toben Part one of this two-part article in the previous issue of Security Solutions Magazine began the discussion on what security officers should look for in reference to the general appearance factors to be evaluated. Part two continues the discussion by considering body language and behaviours before discussing how officers can develop their observational and assessment skills.

What to Look For 2. Body language Behavioural profiling is a pretty deep subject.

This article is not necessarily advising officers to look for micro-expressions or psychological evaluations. It is, however, focused on the context of the situation – where the officer is, what is going on and how people are behaving in relation to these factors.

First of all, an officer will not be in a very good position to evaluate body language until he is somewhat acquainted with the way people ordinarily behave. Every environment is different in this regard, and even times of day make a difference, so it is important

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to establish a baseline for what ‘normal’, or non-hostile behaviour, might look like. This is not always clear-cut and officers will have to accept a pretty wide range of behaviours, but it is also not going to be that difficult, considering the fact that 99.9 percent of the people officers see are non-hostile and can therefore provide that baseline. Officers need to remember they are not just looking at people in general; they are looking at how people behave at a specific place and time, and when they notice the presence of a security officer. How are people acting? Do their behaviours fall in line with those of most people at this place and time? Did one person nervously show up alone, while most people seem cheerful as they show up in couples or groups? Were there people who showed up together and then split up? What might be the reasons for their behaving like that?

Ask these questions because the reasons are always there.

In access control situations, most people simply walk right up as if security is not really a deterring factor to them because,

guess what, it is not. A non-hostile individual is probably thinking about what he is going there for (work, business meeting, attending an event and so on), rather than about having to go through a security check; and this will show in how he conducts himself. On the other hand, someone with hostile intent will probably exhibit different kinds of behaviour.

Exactly what kind of behaviour indicates that a person has hostile intent is a bit tricky to pin down, since different people exhibit different behavioural patterns. An officer might, for example, see a person walking quickly, ‘tunnel-visioned’ on his target as he heads straight towards the officer. Conversely, it is not uncommon to see people walking very slowly, looking around nervously, stopping and starting their movement towards an officer, for example. The fact that nervousness and hostile intent can manifest themselves in different ways might seem a bit confusing, but officers are not looking for a positive psychological profile here. All they need to determine is that something in the person’s behaviour is abnormal and different from the non-hostile

baseline that has been established. Be it too fast or too slow, tunnel-visioned, head on a swivel and so on, as soon as an officer realises this is not the way most people move and behave in this environment, he has spotted something that needs a bit more attention.

As complex and varied as human behaviour might be, there are a number of traits that are quite universal. People under stress will almost always have higher levels of adrenalin in their bloodstream, which tends to produce some predictable traits. Adrenalin raises a person’s blood pressure, which tends to make that person hot, sometimes sweaty. People will often be red in the face and ears, but sometimes pale (either case can be bad news).

High blood pressure makes people breathe faster, which dries up their mouths and makes it harder for them to speak clearly; people will often swallow saliva awkwardly. Try to notice if they keep shifting their weight uncomfortably, and notice what they are doing with their hands.

Are they fidgeting their fingers, white-knuckling or clasping? What about their eyes? Are they completely avoiding eye contact or overcompensating by maintaining too much of it? Once again, as soon as an officer realises something does not quite fall in line with how most people behave in this situation, he has spotted something that needs a bit more attention.

And by the way, just because a person needs more attention, it does not necessarily mean he is hostile. A good amount of security writing tends to paint dramatic, clear-cut pictures of suspicious indicators necessarily leading to hostile activity. But anyone who has spent enough time in the field knows this is not the case. Having spent over a decade working in the security industry in the San Francisco Bay area, how many suspicious and abnormal, yet completely non-hostile, people do you think I have come across? More than I can count. Having said that, it is important that officers do not fall into complacency by simply ignoring all the inevitable strangeness they will encounter (and boy have I encountered some strange stuff over the years).

Practising Observation One of the neat things about developing observational skills is that observation and assessment can be practised anywhere and anytime. It does not just have to be something officers only do on the job. It can be done on their free time too – on the street, in a coffee shop, on the train and during a ball game. As an exercise, readers can even do it right now if they want – stop reading for a moment and look at what is on you. What kind of shoes are you wearing? (Readers might notice I keep looking at shoes, because they can tell a lot about the person.) Do you have a wedding ring on your finger? Is your mobile phone tucked in a pocket or sitting next to you, or in your hand?

What do your hands and fingernails look like, and why? What kind of watch, mobile phone cover or glasses do you have? All of these things, and many more, result from prior choices you have made before you came to wherever you are right now (wherever or whenever you happen to be reading this). Even if you did not give it much conscious thought at the time, these prior choices reflect certain things about you. And even if you received some items as gifts, your decision to have them on you in this place and at this time says something about you. It is basically a Sherlock Holmes type game of observation and inductive reasoning – or what I like to call inductive observation. The more you play it, the faster and better you get at it.

Officers should keep pushing and testing themselves to see how quickly they can detect things, how many things they can detect in as short a time as possible, and whether their assessments about people’s backgrounds and motivations were correct. Officers can try playing the inductive observation game in situations where they actually get to talk to the individuals they have observed and get to find out if their inductive hypotheses about them were correct. It is recommended that officers keep this to themselves during most social or professional settings, since some people can get a bit freaked out by it. Slowly but surely, officers get better, faster and more subtle at it. If their assessment about a person ends up

First of all, an officer will not be in a very good position to evaluate body language until he is somewhat acquainted with the way people ordinarily behave.

being correct, good – file it in memory, and try to see if this also applies to other people in other situations. If their assessment was incorrect, good – it means officers are trying things out and learning. Keep going.

When training new recruits into the company, besides teaching them how to do this, it is useful to demonstrate how this can also be done to them by other people.

For example, it is usually pretty easy to spot young, ex-military guys who are getting into the security field (they are the ones with the crew cuts who look somewhat uncomfortable in their new suit and tie, often have some kind of G-Shock watch on their wrist and sometimes still wear their over-shiny service uniform shoes). Officers with more prior experience can usually be identified by how comfortably they carry themselves and how comfortable their shoes look. Officers with a bit of redness in their eyes and a thermal undershirt that pokes out from their suit sleeves are usually the ones coming off a graveyard shift. Officers who carry concealed weapons (CCWs) will usually have a little bulge coming out of the right (sometimes left) lower side of their back when they move or bend, which will slightly affect the way they carry themselves or sit down. They often do not notice how their favourite jacket will be slightly worn out in that lower back corner.

And so on. Officers should never forget to apply their inductive observation skills to themselves before applying them to anyone else. They should therefore be conscious of their own appearance and body language, and knowingly utilise these to project control and command presence.

An experienced security director, consultant, trainer, operator and business developer, Ami Toben has over 14 years of military and private sector security experience, and a successful record of providing full-spectrum, highend services to Fortune 500 corporations, foreign governments, foundations, non-profit organisations and wealthy individuals. Ami is currently director of consulting, training and special operations at HighCom Security Services, a US-based high-end security firm specialising in protective services, security systems, consulting and training.

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FEATURE ARTICLE

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Why Top Executives Need To Rethink Crisis Management

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FEATURE ARTICLE

By Tony Jaques

For a long time, crisis management was regarded as a tactical activity focused mainly on writing a manual and responding as well as possible in the hopefully unlikely event that a crisis actually occurred. As a result, it was often delegated down the organisation to middle managers and technicians whose skill sets may be best suited to dealing with emergencies or system breakdown rather than how to take steps to prevent a crisis happening in the first place.

However, a new understanding of crisis management is emerging which extends beyond the conventional incident response to now include identifying and managing crisis threats before they strike, and also managing the dangerous period after the crisis, when reputation is often most at risk.

Most importantly, the updated approach – captured in the new concept of crisis proofing – moves responsibility from the operational response centre up to the executive suite and into the boardroom. And with it comes a need for new leadership skills, along with a much broader appreciation of organisational risk.

Most managers want to do what is right for their organisation. Yet some do not know exactly what needs to be done when it comes to protecting against the operational and reputational damage threatened by a crisis or a serous public issue, and some think they do not need to do anything at all. The barriers to effective crisis prevention and preparedness are well known, but can be best summed up in three common responses: “It won’t happen to us” or “We’re too small to worry about a crisis” or “We’re too big / too well run to be affected by a crisis”.

However, the reality is that crisis is an equalopportunity risk. Crises do not discriminate between organisations, and the threat and impact of crises applies equally to corporations, governments, charities and not-for-profits, as well as institutions such as hospitals and schools. No type of organisation is immune. All organisations, regardless of size, structure or the nature of their business, are vulnerable to a

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Most importantly, the updated approach – captured in the new concept of crisis proofing – moves responsibility from the oper ational response centre up to the executive suite and into the boardroom.

crisis. What genuinely separates organisations in terms of vulnerability is the difference between being crisis prepared and not crisis prepared, and the degree of preparedness is a conscious executive decision.

Anyone who doubts the importance of being properly prepared need only look at a famous study at Oxford University which related preparedness to the impact on market value. This well-respected study showed that companies with effective crisis plans in place suffered on average an initial five percent fall in share value, but that after 12 months their share value on average had recovered to seven percent above the pre-crisis level.

By contrast, companies with no effective crisis plan in place saw their shares initially fall by an average of 10 percent, and after 12 months their shares were 15 percent below the pre-crisis level. In other words, for companies without effective planning in place, the share price initially fell twice as far and recovered much slower. A year later, there was a difference of 22 percent of the organisation’s market value compared with the well-prepared companies. A 22 percent impact on long-term market value is surely a powerful reason to put effort into crisis proofing.

And the impact of a crisis is not just on share price. A major study of Australian crises across a 10-year period showed that one in four crises cost the organisation affected more than $100 million, and more than 25 percent of the organisations did not survive in their existing form.

One response to this alarming level of risk is the concept called crisis proofing, which focuses on the role of executive managers and the practical steps they can take to prevent crises and protect reputation. Corporate crisis management traditionally has a strong emphasis on tactical elements such as crisis manuals, cross-functional teams, table-top simulations, communications procedures and a well-equipped ‘war room’. While these elements are important, leading companies are now taking a more proactive role in crisis planning and issue management, which demands much more involvement and participation in the executive suite.

But progress is slow. A recent global study of non-executive directors showed 73 percent named reputation as the single greatest crisis vulnerability, yet only 39 percent had a plan for it. And the Australian segment of the data showed only 11 percent said their own

organisation’s ability to respond to a crisis was “very effective” and only three percent felt their organisation was “very capable” in crisis prevention.

The worrying reality is that many organisations still fail to prepare properly and continue to treat crisis management as an operationalised part of the emergency or security function.

That may provide an adequate response to an incident when it happens, but contributes nothing to crisis prevention, long-term value protection or reputation management.

The other key factor driving increasing senior executive involvement has been the acknowledgment that most crises which threaten a company are not sudden, unexpected events, but are preceded by clear warning signals, which are frequently ignored.

In fact, the Institute for Crisis Management in Denver, Colorado, which has been tracking business crises in the media for over 25 years, concludes that about two-thirds are not unexpected at all, but are what they categorise as “smouldering crises” – events which should have and could have prompted prior intervention, and more than half of all corporate crises are in fact caused by management.

What genuinely separ ates organisations in terms of vulner ability is the difference between being crisis prepared and not crisis prepared, and the degree of preparedness is a conscious executive decision.

Together, these two factors – that most crises are not truly unexpected and that many are avoidable – have fuelled the move from an operational context to proactive planning at the highest level. This evolution towards strategic recognition and prevention rather than a tactical response has in turn expanded the crisis management role of top executives and directors. However, many senior executives still prefer not to think about crises, so participation in crisis management does not always sell well at the top. But every senior executive should be concerned with preventing crises and protecting the company’s reputation, which means developing a genuine crisis prevention approach instead of just focusing on crisis response.

If crises are to be prevented before they occur, issues and problems need to be identified early, and acted upon by top management. While crisis proofing may require a fresh mindset, there are some basic requirements which help facilitate this new approach: • integrating issue management and crisis prevention into strategic planning and enterprise risk management • encouraging blame-free upward communication and willingly accepting bad news and dissenting opinion • implementing and regularly reviewing best-practice processes for identifying and

managing issues before they become crises • establishing robust mechanisms to recognise and respond to crises at all levels, both operational and managerial • benchmarking crisis management systems against peer companies and peer industries • participating in regular crisis management training • promoting systematic learning from the organisation’s own issues and crises, and the issues and crises of others • providing leadership, expertise, experience and support in the event of a real crisis.

The crisis proofing approach demonstrates that responsibility for protecting the organisation lies absolutely in the executive suite and it gives practical advice on how senior executives can provide participation and leadership from the top.

This evolution towards str ategic recognition and prevention r ather than a tactical response has in turn expanded the crisis management role of top executives and directors.

Dr Tony Jaques is an internationally recognised authority on issue and crisis management and a regular contributor to Security Solutions Magazine. He is director of the Melbournebased Issue Outcomes P/L which audits corporate issue and crisis management processes and helps companies identify and prioritise potential crises. He can be contacted via email at tjaques@issueoutcomes.com.au Tony’s new book Crisis Proofing – How To Save Your Company From Disaster is out now and available from oup.com.au/crisisproofing.

For a full review of the book, see page 105 in this issue.

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LOSS PREVENTION

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Loss Prevention Tips For The Peak Sales Season

By Darren Egan So, the peak Christmas sales season is already upon us! For many retailers, the months of November and December offer the benefit of making a high dollar return on full-priced merchandise, while January provides the best opportunity to clear aged or seasonal inventory.

In terms of cash passing through the registers, a retailer’s sales can be expected to rise sharply throughout the peak Christmas period. Along with the bumper sales comes the sobering prospect of increased wastage or stock loss. For retailers, the equation is simple: more stock + more customers = more wastage. The challenge therefore becomes how to limit the loss through the peak sales period onslaught. As always, the answer lies in the retailer’s ability to implement effective processes to minimise the wastage risk.

So, what are the factors that will, if not controlled, drive a retailer’s peak sales season wastage through the roof?

• more customers = more external theft/ shoplifting • more stock movement = more breakages • more transactions = more register exceptions • more staff = more inexperienced operators (Christmas casuals, for example)

Now that the areas of wastage that can hurt a retailer have been identified, simple, effective process measures can be introduced to marginalise stock loss. Some of these critical measures include: • preparation • audit • wastage expectations • communication • deterring shoplifters.

Preparation (forearmed is forewarned) If carried out correctly, preparation is by far the most important factor in reducing wastage during the peak sales season. Although yearround wastage control revolves around the dual juggernauts of process and efficiency, there is a third factor which comes into play when the sales onslaught begins in earnest – awareness. Raising loss prevention awareness around the start of the projected sales boom can save retailers a bucket load of money, all of which flows directly into the retailer’s bottom line profit. An awareness campaign should involve a significant change around wastage control. This might come in the form of a new loss prevention initiative or could

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be as simple as revamping and rolling out an existing policy or strategy. Other changes could include new posters around loss prevention/ wastage, a loss prevention team talk, a renewed focus on staff/customer bag checks, or a weekly newsletter updating specific areas of loss. Sales staff should also be given the opportunity to comment on what they see as the biggest risk factors in their retail environment. From this feedback, changes can be put into effect to not only limit wastage but also acknowledge staff for their initiative.

Audit Audits are crucial for a number of reasons and they become especially critical during the peak Christmas sales period. At a time when a retailer’s resources are pushed to the limits, information gained from a loss prevention or register health check audit can highlight an underperforming area of the business – from that point, additional resources can be deployed to prevent a potential wastage blowout.

Wastage Expectations Having an expectation with regards to wastage is essential in mitigating stock loss in the shortand long-term. If a retailer fails to communicate effectively what they want to save and where, how are staff supposed to meet its wastage targets? Expectations should start and end with educating employees about what comprises wastage and how it impacts the company’s bottom line. By the same token, sharing seasonal stocktake results will often come as a shock to sales team members, (Gee, we really lost that much?), although employees should not be made to feel overly paranoid about wastage. A sales team sharing the casual attitude along the lines of “What’s the big deal, I thought company wastage was covered by insurance” (which is untrue), should be avoided at all costs.

Communication If a retailer is looking for a silver bullet to target wastage, this is the one. For those who subscribe to the theory that at least one wastage champion exists within every sales team, then the next logical step would be unearthing and utilising that staff member’s skills to their fullest potential.

Extracting key talent usually involves guiding and coaching a less experienced staff member to the point where he develops the confidence to meet and eventually exceed the retailer’s

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If carried out correctly, preparation is by far the most important factor in reducing wastage during the peak sales season.

wastage expectations – all this having started from a simple conversation around what the staff member thinks about wastage.

Deterring Shoplifters In a period when a retailer should be focused on getting every customer dollar through the registers, shop theft can drive a sales team to distraction. An important point to remember is that while the manager is focused on deterring theft, the resultant drop in productivity will most likely negate any gains from a stock recovery.

To put it in plain terms, managers should be focused on driving sales. The most effective way of deterring theft has always been acknowledging customers and providing great customer service – two things a manager should be held accountable for. An important facet in deterring shop theft also involves building a sound relationship with security providers, be that the police or local security services. Furthermore, this task should be spread throughout the sales team. Outside of delivering great customer service, confronting shoplifters is uneconomical and can be downright dangerous. Reporting suspected incidents of theft delivers the correct balance of consequence for the shoplifter and protection with regards to staff safety.

Be prepared to turn a negative into a positive.

Unfortunately, there will be times when shoplifters slip the net, getting away with valuable stock. Far from sweeping the incident under the carpet, this presents a fantastic opportunity for retailers to change the team culture. A great example comes from a department store environment – where the sales team from a particular department suffered a shoplifting incident involving a high dollar theft. Following the theft, CCTV footage

of the incident was shown to department staff.

Dismayed by how easily the thief had managed to steal high value merchandise, from that point onward staff did not allow another theft to occur.

For those without access to CCTV, a team talk directly after a theft incident will provide similar deterrent value.

Wrapping up, this article has discussed the trend for wastage to rise sharply during the peak Christmas sales period. To meet the challenge and limit the damage, a variety of waste mitigating ideas have been presented. A common theme in almost every discussion point involves engaging staff to take the initiative in preventing wastage across a number of critical fronts. The article has talked about the benefits of communication and the valid possibility of a wastage champion hiding within every sales team. Also mentioned are the pitfalls surrounding shop theft, and the benefits of turning a short-term negative into a long-term positive.

This leads to the final discussion point: a positive mindset. Building a positive and constructive mindset within a sales team will go a long way in stopping wastage in its destructive tracks. While some retailers shudder at the prospect of how much waste they stand to lose during the peak Christmas trading period, others look upon the same period as an opportunity to deliver substantial savings to their bottom line.

Ultimately, it is this positive mindset approach that will drive a retailer’s loss prevention ambitions towards success!

Darren Egan has 15 years of experience in the loss prevention field and is the Loss Prevention and Audit Manager for the Star Retail Group.

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FEATURE ARTICLE

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Explosives:

Not My Problem

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FEATURE ARTICLE

By Don Williams Most security managers believe they have no responsibility for explosives, other than a nagging concern about IEDs. This is not the case.

Explosives pervade our society: we are reliant on them for our wealth through the mining, rural and construction sectors; we enjoy large and small fireworks shows, pyrotechnic stage effects, as well as special effects in Australian-made movies; many of our major transport and infrastructure systems are reliant on explosive engineering; and of course the defence of our nation relies on explosive ordnance. At the same time, explosives pose the most credible threat of mass casualty events and urban disruption as bombs remain a weapon of choice for criminals and terrorists.

There are a number of questions that security and facility managers should ask themselves when considering if explosives are their problem.

Do We Know What Explosives Are? The simple answer is anything marked as Hazardous Division “1” as defined by the United Nations. Quite a lot of reasonably common items are explosive: ramset cartridges, some safety devices and emergency releases may have an explosive component, even car airbags have miniscule explosive charges in them, if there are armed guards they have small arms ammunition.

In small quantities, these items are of no concern and fall outside the legislative requirements, but when held in bulk they become a problem. Do we know when an item becomes “bulk”?

It is not possible to rely solely on packaging and marking as not all chemicals that explode are HD1. Of course, “improvised” explosive is not going to be identified in accordance with legal requirements.

There are a range of precursor chemicals termed “Chemicals of Security Concern”. The Federal Attorney General’s Department issued a list of 96 such chemicals, see http://www. chemicalsecurity.gov.au . Any organisation that stores, transports or uses these chemicals needs to be aware of the security requirements.

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Are There Any Explosives On Site?

Before saying “no”, consider that not all explosives reside in specially designed and designated “magazines”; many laboratories hold quantities of chemicals that if removed from the glass jar and put in a box would be classed as HD1 (e.g. picric acid). Other laboratory chemicals are safe when stored properly but if they are incorrectly stored become highly sensitive explosives. If there is a laboratory, chemical classroom or similar room on site, it may be of value to talk to the chemists or those responsible for the space about what they hold and how often they are checked for safety and security.

Even “greenfield” sites can have explosive considerations. There are many ex-military areas that retain unexploded ordnance. While Defence assists in identifying such sites, and there are specialist contractors competent in searching potentially contaminated ground, there may be security and management implications for the owners.

Are Explosives Brought On Site Occasionally?

Some sites do not possess explosives until someone brings them inside the door. More often each year we are seeing large fireworks displays being launched from the tops of high-rise buildings, from sporting venues, parkland and other “non-explosive storage” areas. Approval to do this is carefully regulated and subject to risk assessments and controls. Hopefully the security managers and/or security contractors are aware that perhaps 100s of kilograms of HD1.3 explosives are being brought onto the site, stored and prepared for firing.

During demolition, restoration, renovation or construction work, it is possible, if not probable, that explosives will be brought onto a site in one form or another. Is anyone from the security/facilities management team aware that this is happening and has anyone considered the implications? Again, if the regulations are followed, there should not be a problem, but who

provides the assurance that everything is as it should be?

Some sites permit the military and law enforcement agencies to conduct exercises on the premises which is of benefit to both parties. During the planning of such exercises it is worthwhile asking what will be brought on site and used by bomb squads, assault teams and other specialists. There have been cases where live explosives and ammunition, or realistic looking training devices or spent cases, have been left behind to the embarrassment of all. A question to ask is how will explosives and related items be checked onto and off the site to ensure total “sanitisation”.

Do We Know How To Manage Explosives?

Explosives are mainly governed by Federal transport regulations which reach back to the UN Dangerous Goods classifications. There are Australian Standards such as the AS2187 series but they mainly refer to bulk storage in magazines and the guidance on security is limited.

Requirements for storage, access, identification of controlled items, and accounting, tend to vary by jurisdiction. HAZMAT legislation usually exempts HD1 items so normal WH&S compliance will not necessarily address explosives.

Sites which constantly hold quantities of clearly marked explosives should be compliant with Legislation and Standards, and be regulated by the local authority. What happens when a new security contract is won that covers such a site, or a new security or facility manager is appointed? Do they know what is required in terms of explosive storage and security? Do the site managers and contractors have policies and procedures in place to ensure explosive as well as HAZMAT requirements are met?

The storage and security of explosives temporarily on site is likely to be the responsibility of the relevant contractor but it would be of value to discuss with them what is happening, why and what guidance/rules are being applied.

Do We Know What Safety And Security Risks They Pose?

Explosives, by definition, release huge amounts of energy in milliseconds. It is the conversion from a solid or liquid to a gas at rates measured in 1000s of metres per second that enable them to do their work. For most large-volume users, explosives are a high-turnover, low cost tool, that is until it is taken out the gate at which point it becomes a weapon. Safely stored and secured explosives pose minimal threat; inappropriately managed they are both a safety and security hazard.

In addition, there are many substances and systems on a site which are perfectly safe until they are acted upon by an external incident such as an explosion. These “secondary hazards” include other hazardous goods, high-pressure water and steam lines, gas mains, pressure vessels, high voltage electricity mains, etc. Most are designed to withstand predictable events such as minor impacts, fires, leaks or breakages.

The safety systems are not usually designed to withstand 100s of KPa applied in milliseconds or fragments impacting at close to the speed of

sound. Knowing what secondary hazards are on site, and many may not be listed on HAZMAT registers, assists in bomb security and emergency response planning.

Do the security and safety plans reflect explosives on site, including fire-fighting requirements, and do alterations to the emergency evacuation plans consider the implications for insurance? Have additional training and procedures been considered? Is there a “need to know” caveat that explosives are on site and how does this relate to the duty of care to inform people of the hazards to which they may be exposed?

Managers can qualify the risks posed in the same manner as any other Risk Assessment: identify the assets and potential threat vectors/ hazards; determine the nature and adequacy of the controls; assess compliance with regulations and standards; and determine the level of risk and any additional mitigation measures.

Underestimating the quantity and type of explosives on site and any hazard they pose is delusionary and dangerous. Overestimating the hazards posed by explosive items held in accordance with the requirements and which pose no or minimal risk is also dangerous and will have unnecessary costs and implications for business operations.

Explosives are a specific hazard with their knowledge set and separate regulations. Given that HD1 is excluded from most if not all HAZMAT guidance it is worth considering who is offering advice in relation to explosives and their qualifications and knowledge of the specialist subject. Similarly, guidance on the effects of and protection from IEDs requires more than just an awareness of what explosives

For most largevolume users, explosives are a high-turnover, low cost tool, that is until it is taken out the gate at which point it becomes a weapon.

are. To provide accurate and realistic advice, knowledge of explosive engineering, the effects of explosives, and what is probable rather than possible is needed. Clients should validate the claims and credentials of those offering advice on this critical and complex element of security.

Explosives 2014 The Australian Security Research Centre is hosting the Explosives 2014 forum to bring together all those involved in the explosives domain to explain their involvement and to raise issues. Of particularly interest will be presentations and input from those not normally invited to discuss how explosives relate to their environments.

Security, safety and facility managers who want to learn about explosives in our society, discuss explosives and the relationship to their sites, and raise any concerns, should consider attending.

For more information, you can visit www.asrc. com.au/explosives2014/ .

Don Williams MIExpE, IABTI, CPP, RSecP is convenor of the ASRC Explosives 2014 forum.

Don is a member of the Institute of Explosives Engineers, the International Association of Bomb Technicians and Investigators, the venue managers Associations, ASIS International and the Australian Security Research Centre’s Activities Committee. He is the Author of “Bomb Incidents – the manager’s guide” and numerous other publications relating to explosive and bomb safety and security. Don can be contacted at donwilliams@dswconsulting.com.au

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AVIATION ALARMSSECURITY

Travel Security Tips For Staying Safe

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By Steve Lawson I can say that in almost 30 years of travel, I have never had an issue, and I have travelled to a few places that could be described as less than desirable. I have lost one bag, when I was on my way to New York to handle Qantas’ onground response to September 11 and I did not have a ticket for one sector. I have had one bag broken and that was by New Zealand Customs, who decided they needed to get into my locked bag so they broke the locks and it was never the same. They kindly left a note for me but never paid to repair the lock, which was annoying.

However, there are some simple things to consider when it comes to travel security. What is the first thing you should do?

Do Some Research I do not mean just looking at things to see and tourist attractions, but look at sites like Smartraveller (http://smartraveller.gov.au) and the UK equivalent (https://www.gov.uk/foreigntravel-advice). It takes 10 minutes to check both and they provide good advice. On the Smartraveller site, you can register your trip so that the Government knows to contact you in the event of an emergency in that destination – for example, the recent New Zealand earthquake, or an attack such as September 11.

Insurance It does not matter if you are only travelling from Sydney to Melbourne for your holiday, get travel insurance! If you travel regularly, get an annual policy, but at least use the check box offering insurance when you buy a ticket.

Baggage 1. Buy a bag that is suitable for the travel you do. a. I buy good bags because I travel a lot and they last. I do not buy bags because they are status symbols. But if you do not intend travelling a lot, go to Big W, Kmart, Target or a discount luggage shop and get a bargain. b. Even if you travel a lot, do not buy expensive bags. If your bag stands out as being ‘expensive’ then thieves (who are not stupid) may target it.

2. I do not lock my bag to stop thieves; the bag, not the contents, should be the most expensive thing you check in. The most basic rule of travel – do not put anything that you do not want to lose into checked baggage! There is a valid argument that locking bags prevents people

putting narcotics or other prohibited items into your bag, but that is more than rare. If you use a zipped bag they can be opened and closed so that you would never know someone has been inside. If you do lock a zipped bag, you need to make sure the slider (pull tab) does not move.

The locks on some modern bags fix them in place, but some soft-sided bags have multiple zips. You should fasten them to a fixed point (like a handle) on your bag. You do not need to use anything fancy or expensive – zip ties work, but I would make sure you can identify your zip tie by marking it with nail polish or something similar.

3. Put a ribbon or coloured bag tag on your bag so that you can recognise it easily. It not only makes it quicker to get the bag off the arrivals carousel, but it means that you can see if someone tries to steal the bag off the carousel.

Checklists I do not do this but I should. Keep a checklist of your valuables, even if it is on your phone or tablet. When I checkout, I always do two walk arounds and look everywhere, including drawers that I did not use, to make sure I have not left anything. To be completely frank, I do not unpack my bag unless I am in a room for more than a week. A checklist is a good way to make sure that you have accounted for all your items before checking out.

General Security Advice 1. Always be aware of your surroundings. It is not possible to teach situational awareness in this article, but a couple of pieces of advice: • Look around – there is no hard and fast rule about who is acting suspiciously, but if someone keeps looking at you, and like me you are not the most attractive person in the area, avoid that person. He or she may only be trying to sell you something, but avoid him.

• Know where your exit points are and, where possible, make sure there is more than one.

2. Areas to avoid: • Stay away from the immediate environs of Western diplomatic missions, including embassies, high commissions, consulate generals and consulates, unless you have a reason to visit.

• Stay away from ‘seedy’ parts of town, such as red light districts.

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AVIATION ALARMSSECURITY

• Do not go near political gatherings and demonstrations; they may appear benign, but they can turn violent quickly.

• Choose entertainment and shopping venues carefully – venues with a higher level of visible security are generally safer than venues with no, or obviously poor, security as criminals and terrorists are more likely to attack the ‘softer’ target.

3. Things not to do: • Photography of police and military infrastructure and personnel is not recommended. In many places, photography of public buildings, ports, airports or bridges is also not recommended.

• Do not look too wealthy – avoid conspicuous displays of wealth such as expensive clothing, flashy jewellery, electronics or displaying large amounts of cash (bearing in mind, what we may consider a small amount of money may be a considerable fortune to others). Only take with you items that you are prepared to lose.

• Watch out for strangers ‘offering help’ or ‘needing help’.

• Try not to travel on your own, it is best to be part of a group. That does not mean a tour group, but if you become friends with people during your travel, stay as a group. Look to join tours provided by your agent or the hotel. To be blunt, many are rip-offs because they take you to businesses associated with them where they get a cut, but they are usually safer than randomly wandering on your own. An alternative is to offer a cab driver a day rate – some of the best tours I have had were in cabs where I negotiated a day rate. That included a great tour of San Francisco, so try it in first world countries as well.

• Having said to use cabs, do not hail them in many third world or developing countries. It is best to use vehicles pre-booked by the hotel rather than hailing them in the street. This is important at the airport. Be aware that in many places the cab can be a shared ride and the drivers may stop to collect people until the cab is full.

• Make sure it is a cab – do not hop in unless you see a working meter, and check that door and window handles work before you close the doors.

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Try not to travel on your own, it is best to be part of a group.

4. Local customs: • When you research your trip, make sure you look at what is acceptable behaviour. That may include what is acceptable dress. I have been in a shopping centre with a police officer who reminded some Western girls that they should dress modestly. In many countries, men should not touch women or be alone with them and, in several places, homosexuality is illegal.

• Be careful what you say or write. In some countries, you can be prosecuted for insulting the country, its people – particularly its leaders – or its flag.

5. Drinking and alcohol: • Watch out for ‘tourist drugging’ and other drink spiking. If alcohol is consumed, the preferred alcohol is beer or wine from sealed bottles that are opened in your presence.

• Drinks (including water) should only be consumed from closed and sealed bottles, including in hotel bars. Opened bottles and glasses should not be left unattended at any time. If they are, discard the contents.

6. Things to do: • You must carry a form of ID with you always. I do not leave my passport in the hotel – I always carry it with me and keep it in my front pocket.

• Keep photocopies of your passport and drivers licence separately to where you keep those documents.

• If someone does brush against you and you think you have been pickpocketed, do not automatically check one pocket for your wallet.

That just signals where you keep your valuables.

• Beware that in some places thieves may pose as police officers or private security guards.

Always ask to see identification.

• If you go out, make sure someone knows where you are going and when you can be expected to return.

• Make sure that you have the phone numbers of the hotel and anyone in your group programmed in your phone.

• Ensure your mobile phone is always charged.

• Leave your valuables in your room safe or the hotel safety deposit box.

• Take care using ATMs or money exchanges.

People may be observing and noting the amount of money you are carrying – go inside a bank or convert money at your hotel.

• You are responsible for the security of your baggage while checking in or out of a hotel – ensure that it is under constant supervision.

• If you are unfortunate enough to be the victim of crime, do not put up a fight. Do as the person says.

• Maintain a small ‘emergency kit’ to hand when staying in hotels in case there is a fire, earthquake or other emergency or where electricity supplies are unreliable. This should consist of at least a torch, a whistle, a bottle of water and some food.

It seems a long list of do nots, especially from someone who says he has had almost 30 years of travelling without an issue, but if you look at the article, almost all is common sense and, other than the checklist, things I mostly do.

Have a great trip, wherever you go.

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 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

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Interactive Media 075 SECURITY SOLUTIONS Solutions

076

Mobile Access Brings Convenience And Safety To Campus Life

By Jaroslav Barton In this day and age of ever evolving security threats, safeguarding campuses and ensuring the wellbeing of pupils and staff is paramount.

One way many universities ensure only authorised personnel and students can access specific areas of the campus is through access control devices like smart ID cards. The growing interest and use of smartphones as a credential is resulting in campuses embracing mobile access.

Campuses are increasingly interested in deploying digital credentials that extend to smartphones, wearables and other mobile devices.

In today’s environment, students and staff are presented with more options than ever for opening doors and parking gates, paying for products and services, and accessing campus virtual private networks (VPNs), wireless networks, and cloud- and Web-based applications.

Plus, because underlying access control systems are now based on

interoperable platforms, open standards and ultra-high frequency (UHF) technology, there will be unprecedented innovation in how campus IDs are created, used and managed.

Many universities are already deploying campus IDs on smartphones. Students and staff are much more likely to leave their ID card at home or in their room compared with a mobile phone. With a card or token access to buildings and on-site premises, users are effectively burdened with the responsibility of constantly carrying an additional item they would not normally carry. As such, if their card is lost or stolen, they are less likely to

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notice it and hence are slower to report it.

This leaves the campus physical infrastructure vulnerable, with a valid card potentially falling into the wrong hands. Conversely, students and staff instantly feel more attached to their mobile devices, so if a phone is lost or stolen, it is reported right away and the mobile ID can be immediately revoked, thus preventing unauthorised access.

Moving forward, campuses will also be authenticating identities for more and more activities, extending the value of their access control investments while further enhancing the user experience and overall security of users. Identities are not only being used today to open campus doors and purchase items, but are also being used for time and attendance, secure print management and other daily tasks. Future IDs – whether on plastic cards or mobile devices – will do even more, with increasingly important benefits.

For instance, consider the advantages of being able to encode information on a card or mobile ID regarding a student’s physical conditions or required medications. This is vital information that can be accessed in an emergency situation by authorised medical personnel following an injury or other accident that renders the user unconscious. Mobile IDs and smart cards can hold all vital information on a student or staff member within one easyto-use device, helping to increase security, safety and overall user experience throughout a campus.

Identities will also be used to authenticate students in an increasingly digital campus environment, where virtually everything happens online – assignments, grades, medical results and fees, loan payments and other financial transactions. With a simple tap of the phone to a mobile-enabled reader, users can open doors, buy meals, check out books and equipment, and pay for parking, transportation and other services. To ensure identity security and privacy during these transactions, universities will need to adopt strong authentication solutions that move beyond simple passwords. By deploying a smart ID based system, universities can verify the individual identity directly from the card or mobile app, speeding up transactions between

078

Campuses are increasingly interested in deploying digital credentials that extend to smartphones, wearables and other mobile devices. the student and the university, whilst also ensuring identity security.

Despite the growth of mobile identity solutions, it is unlikely that plastic ID cards will disappear entirely. Some campuses will still want a visible ID badge, which will continue to transition from magstripe cards with little or no fraud protection to high-frequency contactless smart card technology that offers security as well as future data capture. To optimise badging, universities will select printers, card materials and software that enable them to incorporate both visual and logical antitamper elements into their cards for more trustworthy, multi-layered authentication.

Inline personalisation will grow in popularity as well, enabling card offices to combine multiple processes into one automated step.

Mobile architectural access technologies have significant scope for development and expansion. One such advantage of mobile devices is the capability to dynamically update the security software, whereas updating data on cards takes more time and involves additional costs. As a consequence, the mobile environment allows quick response to security issues.

Universities must understand the requirement to provide secure identity solutions to staff and students on campus.

Mobile ID solutions can be seen as a more cost-

effective option, as there is no need to provide students with printed cards that can easily be lost and are often not returned or recycled when students or staff leave the university.

By installing mobile ID solutions throughout a campus, many existing card readers and infrastructure can easily be retrofitted to accommodate the newer technology, helping to reduce what could be seen as a costly upgrade.

The range of hardware and technology currently available to ensure secure access control throughout a university campus provides site managers and security with plenty of options for deployment. Physical ID cards still have a place within physical access control, but given the everyday use of mobile phones for everything from banking to mobile ticketing, the current trend shows the move towards a more mobile identity solution that promises to offer much more than is currently available. Considering the rapid development of technology and the evolving nature of security threats, ensuring campus security is up-to-date is vital to the safety and wellbeing of all those on-site at any given time.

Jaroslav Barton is the Product Marketing Director at HID for Physical Access Control, EMEA.

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BUSINESS

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Three Things Large Corporations Can Learn From SMEs When Managing Risks

By Alexei Sidorenko

A couple of weeks ago I was very fortunate to host one of the round tables during the Federation of European Risk Management Association’s (FERMA) risk seminar in Malta. The experience of brainstorming for 45 minutes with representatives from various small and medium enterprises (SMEs) highlighted some major problems with modern-day risk management and risk managers.

Here are three things that everyone could learn from managing risk at SMEs: 1. SMEs simply cannot afford to waste time or other resources on an activity that does not generate direct value For SMEs, time is precious, management teams are small, margins are limited and, as a result, management is very pragmatic about any new, sexy activities and initiatives. Risk management is no different. It has been around for years, yet few SMEs have properly adopted it. Something is not right...

Can risk management make companies money? Of course it can. Do modernday risk managers in non-financial companies make money for their companies?

Very few. Most of the modern-day approaches used by risk managers are so academic and superficial that management has a tough job buying it. Here is a short video on showing value from risk management: https://www.youtube.com/ watch?v=Cpeu0NhEMZY and it is not what most risk managers are doing.

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BUSINESS

It is time to have an honest look at some of the activities of risk managers: • Do risk assessments really change the way business processes work, change the manufacturing process, change the way products are sold?

• Do risk managers bring something of value to the table when any important business decision is made?

• Do risk assessments change the way executives make decisions and is risk analysis available on time to support every significant decision? Do they? Really?

• Are risk registers looked at by the CEO before making an important decision?

• Do risk owners check their risk mitigation actions regularly?

• Do risk appetite statements in non-financial companies change the way the company operates and the way decisions are made?

• Do employees regularly read risk management framework documents?

• Do managers call the risk manager before making a decision when faced with uncertainty?

The answer to most of those questions is probably “not quite”. This could mean one of two things: either the risk manager is not doing his job properly or he is properly doing the completely wrong thing – it is probably the latter. There is simply a better way than risk profiles, risk registers, risk frameworks, risk owners and so on. Here is a short video on what the future holds for risk management: https://www.youtube.com/watch?v=yAiRWwYItdc 2. SMEs do not perform risk management to mitigate risks; they do it to make better decisions There seems to be a myth that risk management is about managing risks. Not so. Risk management is not an objective in itself; it is just another management tool to help managers make better decisions and hence achieve their objectives.

This is a big difference between SMEs and large corporations.

SMEs do risk analysis when a decision needs to be made, using whatever risk analysis methodology is appropriate for that particular type of decision.

Large corporations do risk management when it is time to do risk management, be it annually, quarterly or at some other regular interval. Unless

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a company’s methodologies, approaches and tools allow risks to be analysed at any moment during the day, when an important decision is being made or at every milestone within the core business processes, something is probably being done incorrectly.

Most of the modernday approaches used by risk managers are so academic and superficial that management has a tough job buying it.

If there is one thing I have learned over the years it is that no one in the company, and I mean NO ONE, except the risk manager cares about risks.

Well, maybe some about-to-retire audit committee member as well, but most of them would not have the courage to deal with the real risks. The rest of the company cares about making money, meeting objectives with the least amount of effort and getting nice bonuses as a result. Risk ownership can be assigned to them, but no one cares. SMEs learned it the hard way; unless an activity directly contributes to achieving objectives, it is not going to be done. Risk management is no different. It is ridiculous when risk managers talk about high risks and the need to mitigate them, when instead they could be saying things like, “the probability of meeting this objective is 10 percent unless we change things”, “there is an 85 percent chance your business unit will not get bonuses this year based on our risk analysis” and so on.

3. Anyone can be a risk manager, but it is not natural Despite what those within the risk management community have been telling each other for years, managers are not really managing risks every day.

Thinking about risks is not natural for humans. The way system 1 and system 2 thinking operate in the brain make it literally impossible to see most

of the risks associated with making decisions, let alone to analyse or manage them. Since the 1970s, many scientists, including two Nobel Prize winners, Kahnemann and Tversky, have discovered over 200 cognitive biases that prevent managers from seeing, understanding and dealing with risks. This basically means that risk surveys, most risk workshops and any kind of qualitative risk assessments are very unlikely to produce truthful results. But then what should risk managers use?

There are plenty of better alternatives: https://www. youtube.com/watch?v=4fRAUZ4AD0I The rest of the FERMA Seminar My feedback to the organisers stays the same as my last post on the FERMA forum in Venice last year. In short, it is impossible to grow if the people you talk to at conferences are people just like you – risk and insurance professionals. Someone needs to play devil’s advocate. It would be good to hear from a CFO who says he does not care about any of the work risk managers do and budgets based on his own methodology with no input from the risk manager. But then again, Europe is probably way too politically correct for that!

Alexei Sidorenko is an expert with over 13 years of strategic, innovation, risk and performance management experience across Australia, Russia, Poland and Kazakhstan. In 2014 Alexei was named the Risk Manager of the Year by the Russian Risk Management Association.

As a Board member of Institute for strategic risk analysis in decision making, Alexei is responsible for G31000 risk management training and certification across Russia and CIS, running numerous risk management classroom and e-learning training programs. Alexei represents the Russian risk management community at the ISO Technical Committee 262 responsible for the update of ISO31000:20XX and Guide 73 since 2015.

Alexei is the co-author of the global PwC risk management methodology, the author of the risk management guidelines for SME (Russian standardization organization), risk management textbook (Russian Ministry of Finance), risk management guide (Australian Stock Exchange) and the award-winning training course on risk management (best risk education program 2013, 2014 and 2015).

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FEATURE ARTICLE

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The Crime-Terror Nexus

By Nicole Matejic Australian civil-military think tank Info Ops HQ recently published its inaugural report from its open-source investigation into Australian Foreign Fighters and Domestic Actors. What it found was local evidence supporting the global trend of criminal and antisocial behaviour being observed as one of the many precursors to radicalisation.

Criminal First, Jihadi Second 2013 – Woolwich, London. British Army Fusilier Lee Rigby was attacked and killed while off duty near his barracks. Attackers Michael Adebolajo and Michael Adebowale were both known to British security services.

Adebolajo had previously been arrested on false documentation in Kenya suspected of intending to train with Al-Shabaab.

2014 – Parliament Hill, Ottawa. Michael Zehaf-Bibeau shot dead Corporal Nathan Cirillo, who was on ceremonial sentry duty, before seeking out political targets in nearby parliamentary buildings. Zehaf-Bibeau was well known to authorities, with an extensive criminal record including fraud, narcotics offences and robbery (later downgraded to making threats).

2015 – Endeavour Hills, Melbourne. Abdul Numan Haider stabbed two police officers at a meeting near a suburban police station.

Haider was known to the Australian Security

Intelligence Organisation who held concerns about his extreme beliefs. Haider had also come to local police attention for arguing about martyrdom and jihad in a shopping centre and carrying an Islamic State flag.

2016 – Orlando, Florida. Omar Mateen killed 49 people at Pulse nightclub. Mateen had previously been investigated by the Federal Bureau of Investigation (FBI) in relation to connections to terrorism.

From Melbourne agitprop poster boy Neil Prakash’s former life as a gang member to Sydney man Khaled Sharrouf’s conviction in the Operation Pendennis terror cell investigation of 2005 – in Australia alone, over 21 percent of the 186 individuals identified during the Info Ops HQ investigation as having links to Daesh, Al-Qaeda and other terrorist organisations are known to have criminal histories.

With recorded convictions amongst those investigated ranging from terrorism, fraud, assault, narcotics offences, murder and breaches of weapon prohibition orders, it is clear a trend in pre-radicalisation antisocial behaviour and sentiments exists.

Similar criminality toward jihadism trajectories have been observed in Europe.

Two thirds of German foreign fighters were known to police, while one third had criminal convictions. In Norway and the Netherlands, at

least 60 percent of foreign fighters are known to have been involved in crime. In Belgium, authorities report that half of all foreign fighters have criminal records (International Centre for the Study of Radicalisation and Political Violence [ICSR], 2016).

Compounding factors on the path to radicalisation in Australia have included mental illness, narcotic addiction, socio-economic challenges and peer-to-peer and/or family network clusters centering around often controversial, firebrand clerics.

Adding yet another layer to this nexus is the selection of plot or attack targets. Bias-based target selection is not a new phenomenon or one that is unique to Daesh, but it is distinct.

In Australia, evidence of plot and attack targets being selected based on their connection to police and the armed forces has already been seen. Combined with the bias-based targeting that is occurring overseas, it is clear that far greater attention must be paid to the criminal and antisocial behaviours of local at-risk individuals and those found to be on the path to radicalisation.

Understanding the Crime-Terror Nexus in the Age of Information Democratisation At first glance, criminality and Islamic extremism appear to be fundamentally incompatible.

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Indeed, Islam – along will all other religious traditions – actively promotes a law-abiding way of life. Daesh, of course, has taken a divergent theological approach. In establishing jihad as a redemptive path for those who seek to atone for their criminal sins, it has broadened its recruitment pool to include criminals and the nefarious networks it is part of. In doing so, the convergence of criminality and jihad has evolved into transformative alliances.

In its 2016 report Criminal Pasts, Terrorist Futures, ICSR explains: “What we have observed in the case of jihadist recruits in Europe is not the convergence of criminals and terrorists as organisations, but of their social networks, environments, or milieus. In other words: rather than being one or the other, criminal and terrorist groups have come to recruit from the same pool of people, creating (often unintended) synergies and overlaps that have consequences for how individuals radicalise and operate. This is what we call the new crime-terror nexus.”

This phenomenon is not at all new. Rewind to 2004 and Tamara Makarenko, then research fellow at the Centre for the Study of Terrorism and Political Violence at the University of St Andrews, wrote a paper entitled The CrimeTerror Continuum: Tracing the Interplay between Transnational Organised Crime and Terrorism.

Surmising that the distinction between politically and criminally motivated violence is often blurred, Makarenko’s identification of Al-Qaeda as an emergent example of this type of organisational alliance – at perhaps the beginning of the age of information democratisation – was keenly astute.

At a time when the Internet began to speed up and online social networking was in its formative years, previously closed borders began to open and a globalised movement of people and money evolved, with both criminal and terrorist organisations independently seeking opportunities to exploit the burgeoning information age. Fast forward to 2014 when Daesh was terrorising the world via social media and this information era appears almost cyclically complete, until the next evolution is taken into consideration – the assimilation of encrypted communications, which heralded in a ‘mark II’ of the age of information.

From closed to open information ecosystems and now back to closed (encrypted) but still democratised information conduits, the way in which Daesh recruits has followed a similar

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Compounding factors on the path to radicalisation in Australia have included mental illness, narcotic addiction, socio-economic challenges and peer-to-peer and/or family network clusters centering around often controversial, firebrand clerics. trajectory. Previously closed cells became more accessible for a period of time, particularly online, before once again hiding in plain sight using commercial off-the-shelf encrypted technology.

Redemption: Jihad as Purification “Sometimes people with the worst pasts create the best futures.” – Rayat al-Tawheed propaganda poster, Facebook.

Central to the redemptive narrative used

by Daesh recruiters to absolve the sins of crime to potential recruits is Ghanimah, an Arabic word meaning spoils of war. In the case of Ghanimah, Daesh has proclaimed that stealing from infidels is entirely permitted by Allah. In fact, it is broadly encouraged and seen as preferable to seeking a regular salary that would involve paying taxes to the kuffir (infidels). Further, Daesh presents Ghanimah to those with ‘the worst pasts’ as fulfilling a duty rather than as a sin. Infused alongside a broader narrative which sanctions methods of deception and force as permissible as long as these spoils of war are derived from kuffir, Daesh creates a temporal ecosystem where criminals can absolve themselves of the sins of their past by waging a Daesh-sanctioned jihad (ICSR, 2016).

This is a rather convenient outcome for all involved. The newly religious criminal need not change his behaviour and Daesh reaps the benefits of another recruit with ill-gotten skills and networks that can be assimilated into its broader organisation.

Fighting Lies with Truth In establishing itself as an effective content marketer early in its efforts to terrorise the world, Daesh will return to the information battlespace as its dominance in the physical area of operation crumbles and the continuance of its conflict relies on radical networks located in countries of the near and far enemy.

Only this time, instead of allowing an information vacuum to form and dominate the social media battlespace, which has since

evolved to adopt encrypted and dark web infrastructure, Australia need to approach this challenge at its source rather than at its conclusion. With only two percent of the 186 Australians identified as part of Info Ops HQ’s investigation being categorised as selfradicalising, social media is neither the problem nor the solution. It is, however, the conduit.

Social media continues to promulgate a wider perception of ‘oppression’ throughout clustered peer-to-peer and family centric networks, creating demagogues that exploit international and domestic grievances.

However, this is not, nor should it be, a tweet for tat battle. Australia must focus its efforts at the very core of its communities and develop in youth a robust understanding of what it is to be a good Australian, a moderate Muslim, Christian (not forgetting the far right in this equation) or follower of any moderate religion (atheist or agnostic) and building resilience against extremism at every level.

Preventing violent extremism begins at home, at school, in the street, on the bus, in line at the supermarket. Developing a broad urban resilience, mutual respect and tolerance for one another that values diversity and fosters social cohesion is critical to ensuring at-risk youth and offenders within the prison ecosystem are provided with clear alternate choices, rather than one-sided, band aid solutions. Only by facing the challenges of extremist ideology at the causal level can the outcomes of the future be positively changed.

Nicole Matejic is an internationally recognised military information operations and crisis communications expert. A regular speaker to and trainer for NATO, Nicole works extensively in building urban resilience and social cohesion in preventing violent extremism, counter terrorism and information environments. A published author, CEO of Info Ops HQ and Managing Partner of Communications Agency Quantum CIQ, Nicole can be found on Twitter and Facebook @NicoleMatejic or www.nicolematejic.com

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The Old Security Paradigm In todays’ fast paced, globally connected world, openness and technological innovation have become the expected norm in every aspect of both our personal and business life. This, combined with increasing global and local security threats, has created unique challenges in organizations trying to improve security while at the same time trying to minimize the impact and inconvenience which usually occurs as a side effect of improved security.

Biometrics, especially facial recognition solutions, have been the focus of a great deal of research and developed over the last 50 years. A significant driver behind the push to develop effective biometric security solutions arises from the fact that biometrics have the potential to offer users improved security without impacting convenience, especially in the area of facial recognition. However, until recently, such solutions had often been unreliable at best due to high instances of false accept rates and/or false reject rates, making them inappropriate for use in all but the most niche scenarios.

The New Security Paradigm A solution from FST Biometrics – IMID (In Motion Identification) Access – is providing a unique solution utilizing biometric identification to provide seamless, non-invasive and accurate identification for secure access at the speed of life.

Using a unique fusion of biometric identification technology, including facial recognition and behaviour analytics, IMID Access identifies authorized users from a distance and while they are in motion. As a result, there is no need for a user to slow down or stop at an access point to take out a key card or present ID. Authorized users are granted access seamlessly, while unauthorized are prevented from entering.

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The In Motion Identification™ Challenge The challenge with In Motion Identification™ is identifying a variety of people of different heights coming from different directions, all in motion.

The identification needs to be performed in a specified area which, for identification purposes, is usually of a minimum size of 2x2x2 meters.

In comparison, standard facial recognition systems require the person being identified to be standing immobile at a specific point, fitting their face to the identification area and remaining still until identified. Conversely, FST Biometrics’ In Motion Identification™ only requires that the light on the user’s face be sufficient to provide a clear image in the recognition area. Individuals and groups do not need to stop at any specific recognition spot.

Face locating and tracking algorithms are used to locate the people’s faces and location within the streaming video. The processing time challenge increases when there is a need to analyse video streams from multiple cameras streaming multiple frames per second from all cameras. With IMID, up to eight people can be recognized at the same time while each user is in motion.

A Fusion of Technologies IMID Access is a comprehensive secure access solution that facilitates identity management and access control. It represents a best-in-breed fusion of cutting-edge technologies, including 2nd generation biometrics, voice and video analytics: 1. Face Recognition is a non-intrusive and intuitive method of automatically identifying a person based on a digital video image.

IMID Access uses facial characteristics and measurements that are unique to an individual to identify them as they approach the access point.

2. Behavioural Biometrics consists of sophisticated video analytics algorithms and machine cognitive learning to detect the walking characteristics, body size, density and typical behaviour of an individual.

3. Video Analytics allow the system to count the number of people at the access point, including the ability to detect persons either tailgating and/ or loitering.

4. Speaker Recognition validates a person’s identity based on distinct voice characteristics.

5. RFID scanning provides the ability to read all available RFID card formats and standards, as either a stand-alone solution for low security access points or in fusion with the biometric identification for very high security access points.

Performance A key performance factor for any biometrics solution is the accuracy of the solution, specifically, in the case of IMID, facial recognition accuracy.

The False Accept Rate (FAR) can never be isolated without considering the corresponding False Rejection Rate (FRR). FST Biometrics created a patented fusion function that incorporates recognition information from vertical biometric algorithms, thereby, creating a system that provides a very low false accept rate and at the same time maintains a low false reject rate.

Figure A: 1:N recognition ratio of FAR versus FRR.

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Add-On

www.addonapac.com

The graph in Figure A indicates the ratio between the percentages of false reject (no-detection) to false accept (false detection) rates. The percentages of false accept are three cases out of 10,000 (3/10,000) when the false reject is at two cases out of 1,000 (2/1,000).

It is important to note, that in instances where facial biometrics are used for the purpose of access control, a false reject rate only means the person is delayed in getting access through the access point, as subsequent trials to get access would eventually identify the person correctly, though, in this specific instance, it would have not been in-motion.

Users supported

50,000

Speed supported

Walking speed

Recognition time

< 2 seconds

False accept rate

3/10,000

Concurrent identification

Up to 8 users simultaneously

Advanced Application Features A range of different application modules are available to expand the return on investment from the solution.

IMID Attendance – this module can be integrated into exisiting HR management solutions, allowing users to generate reports that track office hours of employees based on first entry and last exit.

IMID Voice – enables the fusion of IMID Access and biometrics voice verification, providing an added layer of security for particularly extreme scenarios.

IMID Remote – allows a central station server to manage and control multiple sites, and provides remote backup and maintenance.

IMID Mobile – is a smartphone application that extends the abilities of security personnel, giving them the ability to identify enrolled users on

their mobile devices and receive complementary information regarding the enrolled user.

IMID Visitor Management – is a solution to manage visitors with the same seamless user experience as residents. Registered visitors are sent a “V-Key,” a unique encrypted QR code, which they show to the camera as they approach the access point, which allows them a resident-like access experience. Alternatively, unregistered guests can be transferred to a monitoring station for assistance.

Ease of Deployment and Integration IMID Access with In Motion Identification™ is an open system, with the ability to integrate with many access control, security and surveillance components and systems for smooth interoperability. This allows the system to work with many pre-existing infrastructures in a variety of physical settings. As an example, the solution can integrate with any existing access control solution which supports a Weigand interface, allowing the solution to provide facial recognition capabilities on top of most of the existing access control solutions.

From corporates seeking to create an open campus environment, to residential buildings where there is a desire to improve tenant convenience while providing innovative ways to manage visitors, to commercial spaces bursting with activity that want to allow up to 30 individuals to move seamlessly through turnstiles at a time, IMID is well suited to leveraging existing

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infrastructure investment to upgrade the security of facilities, bringing them into the 21st century.

Summary FST biometrics is emerging today as a leading player in the biometric identification market by pioneering In Motion Identification (IMID) access, a multi-modal verification solutions for fast, seamless and non-invasive verification. As a result, in November 2016, FST Biometrics was awarded the visionary award by Frost and Sullivan for leading the market in Biometrics based In-Motion Identification. This award recognizes the superior accuracy and reliability of the game-changing IMID solution, which creates a new security paradigm around the idea of improved security while also achieving improved user convenience – Secure Access at the Speed of Life.

IMID is distributed in Australia by Add-On APAC Innovative Solutions, an Asia Pacificbased business which specialises in converged physical, cyber and communication security solutions.

For more information, please visit www.addonapac.com or contact us via email at info@addonapac.com. Alternatively you can call one of our branch offices on: Australia and New Zealand: (+61) 3 9607 8465 ASEAN: (+65) 65898478 Greater China: (+852) 2915 0100 / 2915 0200

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Bosch DIVAR Recording Solutions Make Professional Video Surveillance Easy For Everyone.

The world of video surveillance is still shifting towards becoming full IP day-by-day. Small and medium businesses, for example, might still be in the transition from analogue to IP, planning to upgrade their video surveillance solution step-bystep. Finding a suitable recording device for this transition could be an issue. Or, in case the video surveillance system has already been switched to full IP, small and medium businesses may face a challenge in finding a scalable recording solution to grow with their business.

These organisations need a video surveillance solution that can be tailored to fit their growing needs. With the DIVAR network and hybrid recording devices, Bosch provides exactly that. Specifically designed for 24/7 operation, these devices offer the ability to create video surveillance solutions with professional security features that are easy to install and simple to use.

The DIVAR network 2000 and 3000 series and the DIVAR hybrid 3000 are primarily standalone solutions for businesses with one location, such as independent retailers, convenience stores or medium sized hotels. The DIVAR network 5000 and DIVAR hybrid 5000 models are designed to be easily mounted in a 19â&#x20AC;? rack, making them suitable for medium businesses and chains of

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stores that prefer hideaway installation below the counter, in a separate server room or another suitable location.

DIVAR network For those small and medium businesses that already have gone digital, the DIVAR network 2000 (16 channels), 3000 and 5000 (both 32 channels) are cost-effective ways to invest in a future-proof IP video surveillance system that can be scaled as their business grows. Because of its scalability, the complete video surveillance system becomes more durable. Thanks to a builtin Power over Ethernet (PoE) switch, connecting IP cameras to these network video surveillance recorders requires no separate power adaptors, making installation quick and easy. The PoE switch can supply power to a maximum of 16 connected cameras. Each camera automatically receives its IP address from the recorder to enable simple plug-and-play operation.

DIVAR hybrid The DIVAR hybrid 3000 and 5000 models are cost-effective recording devices for businesses with an existing analogue video surveillance solution that they would like to upgrade to IP

one step at a time. It is possible to replace all analogue cameras over time as all 32 available channels can be equipped with network IP video surveillance cameras. A maximum of 16 analogue cameras can be connected to one DIVAR hybrid recording device. Both hybrid models offer the same interface and user experience as the well-known DIVAR AN family for analogue video recorders, guided by simple menu selections and operator commands.

Businesses can keep on using their installed analogue base and upgrade to IP where needed, without the hassle of learning a new way of working. The DIVAR hybrid models allow small and medium enterprises to make the transition to full IP video surveillance at the pace they feel comfortable with.

To remain future-proof, the DIVAR network and hybrid recorders enable easy monitoring and configuration as it is easy to watch live footage, playback recorded content, or reconfigure local unit settings anytime from anywhere. This can be done via the DIVAR Viewer app, available on smartphones (iOS and Android), and via the web browser. The app can also be used to control the pan, tilt and zoom functions. The Bosch DDNS service enables users to create a name for their

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BOSCH

recorder free of charge, making it easy to find the recorder without using an IP address when using a web browser.

The direct monitor output is ideal for desktop models that are often positioned on a counter.

The monitor can be placed on or beside the device, giving the business owner an overview of live images from all connected cameras.

With DIVAR hybrid models, it is also possible to connect an additional confrontation monitor.

The DIVAR hybrid 5000 and DIVAR network 5000 are both designed to be easily mounted in a 19â&#x20AC;? rack.

The DIVAR network and hybrid recording solutions help to construct future-proof IP video surveillance systems for small and medium

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businesses, allowing them to shift to a full IP video surveillance system, or expand it, step by step.

Register your interest in attending the official product launch â&#x20AC;&#x201C; marcom@au.bosch.com, visit www.boschsecurity.com.au for technical specifications or call Bosch Security Systems on Ph: 13000 BOSCH (26724) for more information.

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nter the warehouse? Who has the key o the workshop? How long was the xternal company and its trademen in he building? Kaba exos provides the nswers to these and many other uestions.

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_Keeping access under control_NOV 2016.indd 1

7/10/2016 3:49:47 PM

dormakaba Orthos Personal Interlocks resistant layouts. The different variants are certified from WK2 up to WK4.

• Smooth and silent running performance • Minimal space requirement due to compact design • Additional security with contact mats, weighing equipment or Quattro-Vision camera system • Resistance classes WK2, WK3 and up to WK4 with square locks • The following options are possible: o Leaves and folding wing doors o Fire protection leaves and/or doors o Emergency exit function o Bullet-resistant doors and break-in resistance

When a high level of security is essential, dormakaba Orthos Security Interlocks provide the ideal solution.

Orthos electronically monitored security interlocks meet the most versatile security requirements and offer optimum protection for sensitive areas of a building. The required safety levels are provided individually: from the authorisation of staff access by a card reader or keypad to verification of identity using biometric systems in the interior of the lock.

Security interlocks can be equipped with a range of different resistance classes, biometric verification, weight checking, or one or two-zone contact mats.

Key features of Orthos security interlocks A second person can be detected in the interior of the lock by the incorporation of contact mats or a

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weighing system. Additional biometric identification systems in the interior help to identify users and rule out misuse.

The Orthos product range also includes the modular PIL-M02 for use in airports at airsidelandside crossover points. The modular Orthos PIL-M02 Security Interlock only allows passage in one direction. Different security levels are possible depending on the configuration selected.

Orthos PIL Personal Interlocks round or square The degree of separation may be accomplished by means of body weight, sensors or an additional check point for identification in the middle of the interlock.

With regard to the security requirements the interlock may be equipped with contact mat, scales or in-cabin monitoring. Alternative versions for high-security areas are bullet and burglary-

Orthos PIL-M02 One-Way Interlock with only one direction of passage for airports This modular interlock controls the passenger flow at airports from airside to landside. Depending on the structural environment the individual half- and full-height swing doors may be combined in a way that the passage in the opposite direction or even the throwing through of objects is made impossible.

Various sensor packages triggering alarms are available for separation of people, recognition of unauthorised passages in opposite direction or even left objects.

• Modular, adaptive system • Designed as an angled lock system • User-friendly passage even with luggage • Sophisticated sensors ensure a high level of personal security and protection for property • Visual and acoustic alarm in the event of unauthorised passage (optional) • Visual user guidance (optional) To learn more about our complete range of smart and secure access solutions, contact dormakaba. www.dormakaba.com

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Is Mr Smith already authorised to enter the warehouse? Who has the key to the workshop? How long was the external company and its trademen in the building? Kaba exos provides the answers to these and many other questions.

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

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ELECTRONIC ROLLER DOOR LOCK YR10 & GATE LOCK YG10

Strong, secure and convenient. These are vital qualities of any lock. Up until now, roller door locks and gate locks have failed to achieve the right balance of these features, meaning users had to compromise. BQT Solutions’ YR10 Roller Door Lock and YG10 Gate lock now means that there is no need to compromise on security, features, reliability and convenience.

The BQT Solutions brand has long been synonymous with reliable, quality smart reader and card systems, biometrics and unique electronic locking devices. The YR10 Roller Door Lock and the YG10 Gate Lock continue this tradition, having been developed to secure doors and gates in applications which include military bases and installations, critical infrastructure, correctional facilities, logistics and secure transport sites right through to health, educational, commercial and residential applications.

The YR10 Roller Door Lock and YG10 Gate Lock are part of BQT Solutions’ innovative, unique family of electric locking devices designed, developed and manufactured by BQT Solutions which include the Cobalt Lock range (YD30 & 30M) and Self latching electronic deadbolts (YD25L & YD38L).

The YR10 Roller Door Lock is specifically designed to provide reliable security in a variety of applications including: • securing roller doors • retail roller shutters in shopping centres • parking garages • shipping container doors • truck load doors • secure cargo applications • high security doors.

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The YG10 Gate Lock is IP55 rated and is specifically designed for locking gates. However, this unit may also be used in applications where the YR10 is specified and additional weather resistance is desired.

The YR10 Roller Door Lock and the YG10 Gate Lock have been cycle tested to 1,000,000 operations and offer high security automatic deadbolt operation with an 18mm diameter stainless steel bolt pin providing a 30,000N (3,000kg) holding force.

The locks can operate at any input voltage from 12VDC to 24VDC and help reduce energy costs by having a low current consumption of less than 15mA in standby and less than 300mA in operation.

The YR10 and YG10 enable users to monitor the state of the locks via outputs that indicate door/gate position, in addition to bolt locked and unlocked

monitoring. The locks also offer integrated access control with features such as selectable timed relock after one minute, multiple attempts to lock and relock, field selectable fail safe and secure operation, anti-tamper and selectable instant auto – relock when desired. The lock also integrates with most access control and alarm systems.

The YR10 Roller Door Lock and the YG10 Gate Lock come housed in an A380 Aluminium case with a 304 Stainless Steel Bolt Pin and come in a 157mmL x 89mmW x 77mmD unit plus L Strike (75mmL x 75mmW x 70mmD) making it robust and easy to install either horizontally or vertically.

The YR10 and YG10 is available from Hills Limited, Seadan Security & Electronics, Access Hardware, LSC and Honeywell. For more information please visit www.bqtsolutions.com or for your nearest authorised distributor call 02 8817 2800.

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ADVERTORIAL

FILE PRO Videofied for the Residential Market

What is Videofied?

Videofied is not your typcial CCTV surveillance system designed to simply record videos that are accessed by the owner after the crime has been committed. Rather, Videofied is a complete video alarm system that sends a short video clip with the alarm notification to the nominated Monitoring Centre for immediate review and response.

Videofied links the video with the Monitoring Centre, whereas self-monitoring does not. A monitored video alarm delivers quicker Police response and dispatch, as Police will treat a Verified Alarm as a Crime in Progress.

Where can you use Videofied?

As an installer, Videofied is suited for any environment you can imagine, from residential applications to light commercial and corporate offices and even civil, mining and construction sites. Videofied can be used anywhere security is needed and can be used as an upgrade to a client's existing security system or as a standalone system. Videofied in Australia has been proven for protecting remote sites, outdoor locations and assets in harsh environments. To date, Videofied products have been used everywhere from the middle of Mount Isa in 50+ degree heat right down to the snowfields in NSW.

How it works?

• Easy Installation Videofied MotionViewers, Arming Devices and Panels can be installed anywhere: commercial or residential sites, inside or outdoors, as an upgrade to existing systems or a brand new standalone security system. The wireless installation creates an out-of-the-box solution, with the option for hardwiring if desired. The new slimline product design looks good wherever installed and the fouryear battery life looks even better on budgets.

the Home Owner, Key Holders or Law Enforcement Agencies upon a Visually Verified alarm. This gives you peace of mind that your home, office or job site will be protected whether you are there or not.

• Video Verification like no other When the MotionViewer sensor is tripped, a 10-second video clip of the event is captured and sent through cell or IP network to a nominated Monitoring Centre. The wireless, Passive Infrared Sensor (PIR) works with a digital video camera to record colour video during the daytime, monochrome at night, all in full VGA resolution. Verification of the event is key – and so is swift, rapid video transfer to the Monitoring Centre for review and response, whether that be an animal or an intruder. This allows for less false alarms and more arrests.

Products: Videofied is a complete security system with all the devices and accessories needed to make any installation successful and any site secure. Our products allow for the freedom to go completely wireless and cordless by communicating entirely over the 3g cellular network and running on batteries with up to a four-year battery life. A system can be programmed off site in a controlled environment, then delivered to site and screwed onto walls to allow for minimal installation times.

With our range of Control Panels, Indoor and Outdoor MotionViewers, Sirens, Blind Detectors, Smoke Detectors, Keypads and Arming Devices, you can customise your new Videofied System to your client’s specifications. Contact Videofied to create your own security package.

• 24/7 Professional Monitoring A Grade 1 Monitoring Centre can professionally monitor your new Videofied System and will contact

www.videofied.com.au 1300 46 44 55 info@videofied.com.au

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One Lock, A world of possibilities

Utilising battery operation and wireless technology, SMARTAIR provides up to three different solutions in one package, depending on the customer requirements and budget. SMARTAIR also produce a range of products to suit specific door applications including electronic Escutcheons, Wall Readers and Cabinet Locks, all operating on either Mifare or iClass.

SMARTAIR is extremely cost effective, even for small installations, is scalable and requires no cabling to doors or locks. With ‘Stand-Alone’, ‘Update on Card’ and ‘Wireless Online’ solutions, SMARTAIR provides a range of products to suit a huge variety of applications. SMARTAIR also provides a future expansion path as needs change.

Together with an optional Management Software package, SmartAir provides a host of opportunities.

Wireless Online SMARTAIR “Wireless Online” fulfils the highest requirements for an Access Control solution.

Using 2-Way Wireless communications technology, SMARTAIR locks receive and transmit information to the SMARTAIR HUB which, in turn, utilises TCP/IP communications to connect with the Management Software Server.

This provides real-time Audit Trails, lock commands from the PC and all programming of Users, Time Zones, Doors and Door Unlock Schedules.

Because all the programming information is stored in the SMARTAIR lock, if communications are lost, the lock will continue to operate normally and store up to 1000 events, date and time stamped.

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Features and Benefits • Wireless and centralised control of every door in the installation.

• Up to 30 Locks can communicate to a single SMARTAIR HUB providing an economical and installation friendly solution.

• Automatic detailed SMARTAIR Lock audit trail and diagnostics including Accepted Users, Denied Users, Battery Status, etc.

• Instant cancellation of lost, stolen or deleted cards and credentials.

• Time Zone, Schedules, Clock and Date synchronisation immediately changed.

Update On Card SMART AIR “Update On Card” creates a global network of your installation without an online connection to Readers and Locks. Utilising management software and taking advantage of the advanced ‘read and write’ technology, online or manual ‘updaters’ constantly read and write information to each user’s credential, therefore automatically updating system configurations.

The user’s card or credential automatically updates information stored in the lock or reader each time it is presented.

Because all the programming information is stored in the SMARTAIR lock, operations remain unchanged until a relevant ‘Updater’ change is made.

Features and Benefits • User and lock audit trails can still be collected.

• Cancellation of lost, stolen or deleted cards and credentials.

• Automatic revalidation forces users to update their card to remain operational and therefore maintains control of the system.

Stand-Alone Plug & Play Why should small installations be forced into expensive and extensive access control systems?

The SMARTAIR “Stand-Alone Plug & Play” solution provides the easiest and most cost effective method to introduce access control into any site.

No Software is required to implement and manage the “Stand-Alone” solution.

A simple ‘Programming Card’ is used to put the lock into programming mode to either accept or delete specific user cards. There are two programming card options, red and orange. The red programming card allows up to 500 users to be programmed into the SMARTAIR lock but cards need to be returned in order to delete them from the Database. The orange or ‘Shadow’ card option provides for two cards to be learnt into the lock for each user. The Administrator keeps the second or ‘Shadow’ card for each user. If a specific users’ card is lost, stolen or the user leaves without returning their card, the administrator can use their ‘Shadow’ card to delete them from the database.

Features and Benefits • Extremely cost effective.

• No software or programming devices required.

• Up to 500 users per lock (250 users, using ‘Shadow Cards’ for individual deletion).

For more information contact Security Merchants Australia 1300 663 904

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.

ADVERTORIAL

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ADVERTORIAL

MOBOTIX Thermal Radiometry

MOBOTIX delivers its most advanced thermal technology yet, with the release of the latest series of MOBOTIX Thermal Radiometry (TR) camera models (M15 and S15).

In temperature-critical industrial processes, Thermal Radiometry can provide an early warning to prevent incidents with potentially catastrophic effects from occurring. This can be crucial within the heavy industry and mining sectors. It can also be indispensible for monitoring machines in industrial facilities and power plants, substations and components of powerlines.

Using TR (Thermal Radiometry) windows, or the whole image from the camera thermal sensor, up to 20 different temperature triggers can be defined to detect potentially hazardous fire or heat sources.

Thermal sensors can also be calibrated to prevent interference from environmental factors, such as reflection or air temperature, making them more accurate than ever before.

The MOBOTIX thermal sensor measures a temperature range from -40°C to +550°C, with a thermal resolution of ±0.2°C (50mK). If the temperature exceeds or falls below the predefined temperature limits or ranges, an alarm will be automatically generated. A live view is then possible of the affected area. Footage can be seen either from an alarm monitoring centre, via a web browser or with the MOBOTIX app, depending how the cameras have been installed. This makes it

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easy to initiate an intervention and also allows costeffective, remote monitoring of installations.

MOBOTIX dual thermal camera systems contain one thermal sensor and one standard image sensor. This feature enables a thermal overlay onto regular footage, helping to locate hot spots in the visual image and prevent greater damage.

MOBOTIX outdoor cameras, such as the M15 and S15, are also ideal for outdoor locations.

IP66 certified, they are subjected to a stress

test for temperatures between -30°C and +60°C (-22°F and +140°F). With no heating or cooling, and no moving parts (for example auto iris), they are virtually maintenance free. Furthermore, decentralised architecture means the high quality images are processed and compressed in the camera itself, so no central computer is required and the network load is minimal.

For more information call +61 2 8507 2000

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.

ADVERTORIAL

FILE PRO

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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Robust Outdoor Surveillance With Flexible And Expandable Wireless Connectivity Latest technologies deliver rapid and simple deployment Outdoor surveillance encounters challenges in physical constraints, disrupted connection points, and remote configurations that requires lengthy deployment and installation time. The quest for high video streaming quality with ever increasing need for high resolution is putting pressure on reliable wireless transmission. P2’s Virtual Smart Fiber supported by the MeshRanger series empowers businesses with robust industrial grade video surveillance without surrendering time, quality or reliability.

Wireless fiber connectivity Full-featured HD surveillance cameras typically use fiber optic connections for remote locations or long distances. But creating the physical fiber connection to all desired locations is not always feasible. With MeshInfinity technology, the last mile connectivity of IP cameras is no longer limited to the reach of cables. P2’s industrial grade wireless mesh solution shortens the deployment time from months to days or even hours, promising a rapid system rollout.

Flexible architecture For critical infrastructures with very diverse needs, the surveillance system usually comprised of a wide range of network cameras. P2’s flexible mesh architecture is ideal for connecting multiple camera locations, overcoming the limitations of traditional Point-to-Point (PTP) setup. The MeshRanger network design is also much simpler than conventional Point-to-Multi-Point (PTMP) setup that normally requires careful radio planning for every single deployment. Whether it is a remote site that is kilometres away, unalterable historical buildings, or a geographically challenging blind spot, cameras can be placed at the exact locations where surveillance is needed.

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Easy deployment Unlike many conventional long range wireless solutions, P2’s network topology requires no technical expertise in radio network design. Any technician with basic networking knowledge can easily grasp the design basics and successfully build a wireless connected surveillance network.

Reliable topology for redundancy and low latency The unique design is an extension of a conventional daisy-chain topology. This allows for a connected ring architecture offering both self-healing and load-balancing capabilities. With multi-radio and sophisticated programmable hardware filters, P2 delivers extremely high bandwidth and throughput even after multiple network hops and with low latency even for demanding HDTV and 4K video

streaming. P2 takes a long-term approach to technology design, where quality and reliability are paramount in the design development stage. We strive to deliver outdoor video solutions designed to withstand harsh weather conditions and to provide reliable surveillance at all times.

Proven solution with shorter deployment time facing tough external sites P2 innovates technologies that combine simplicity and flexibility into the lifecycle of video surveillance.

For more details and contact: www.p2wt.com sales@pp2wt.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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S E S A C W O H S COGNITEC VIDEO INVESTIGATION The video screening and analytics technology from Cognitec, FaceVACS-VideoScan, now allows users to perform complex searches and analyses on persons appearing in real-time camera streams and video footage.

The latest product version (5.3) introduces a user-friendly interface to quickly import sets of recorded video and then carry out detailed investigations. For example, security and law enforcement agents can upload the video files of a specific location at a specific time to find possible participants in or witnesses to a crime.

Users can find a person that was previously enrolled in an image database or search for an unknown person and find their appearances in multiple videos. Person searches can also make use of filters that specify age ranges, gender and ethnicity.

FaceVACS-VideoScan employs leading-edge face recognition technology to analyse the count, flow, demographics and behaviour of people visible in video streams. Surpassing traditional video surveillance systems, the technology detects and extracts people’s faces in live video streams or video footage and uses anonymous facial analysis to count individuals, generate demographical information, track people movement in time and space, detect frequent visitors and crowds, and much more.

The product applies Cognitec’s premier face recognition technology to compare faces to image databases and instantly find known individuals. Businesses and organisations can detect and prevent unwanted behaviour in much faster and more efficient ways, as operators can track individuals in real time, or receive alerts on mobile devices to act within the immediate vicinity of a suspect.

Visit www.cognitec.com or call (02) 9006 1510 for more information.

XCELLIS APPLICATION DIRECTOR

Xcellis Application Director can also allow customers to run video management systems (VMS) and analytics applications directly connected to storage. This means customers will not have to move data across the ingest network, instead operating on data that is in place. This configuration is suitable for smaller environments and can scale to larger environments.

How does it work?

The Xcellis Application Director server runs applications such as VMS and analytics and attaches directly to the Quantum QXS-3, QXS-4, or QXS-6 Series storage to create a low-cost, entry-level VMS and analytics storage solution.

Xcellis Application Director from Quantum is a new server that can connect to Quantum’s direct attached storage (QXSTM-3, QXS-4, or QXS-6 Series) or seamlessly connect to a StorNext client in an Xcellis platform environment. These two use cases allow customers to expand their infrastructure when the time is right, without the need for a complete forklift upgrade. The upgrade path is simple – Xcellis Application Director interfaces with the StorNext file system and QXS storage is integrated into the multi-tier Xcellis platform workflow. This allows clients to easily redeploy assets no matter how the infrastructure changes.

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Why is this different?

This new server expands Quantum’s portfolio ranging from 50-camera installations into tens of thousands. The Xcellis Application Director can work in low-camera-count infrastructures; however, when the customer is ready to expand, the Xcellis Application Director can be integrated into a StorNext multi-tier storage environment. This gives the customer the ability to leverage low-cost, high-capacity disk, filebased tape, or cloud to tier longer retention data to more cost-effective forms of storage technologies.

Visit www.quantum.com or call 1800 999 285 for more information.

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.

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SHO WC ASE S CRISIS PROOFING – HOW TO SAVE YOUR COMPANY FROM DISASTER Once upon a time, a company might experience a major crisis once in a generation. However, with the emergence of social media, the proliferation of camera phones, the unprecedented rise of terrorism across the Western World and the explosive growth of cybercrime, it is now not only foreseeable but likely that many companies, from large to small, will experience some sort of crisis within the next decade. The ability to survive the crisis will depend largely on how well its leaders are prepared.

Crisis Proofing – How To Save Your Company From Disaster, by Dr Tony Jaques, is an indispensable resource for any security manager with a stake in protecting his organisation’s brand and reputation. The book takes readers through everything from how to determine if a crisis is coming, how to prepare for a crisis, what to do in a crisis and what to do after a crisis. However, perhaps the most important part of this book is the introduction of the concept of crisis proofing as opposed to crisis management where the author delves into the actions that can be taken to help ensure a crisis never happens.

Across the book’s 20 chapters, the author goes into a great deal more detail about crisis proofing, addressing some fundamentally important questions such as why leaders do not like you apologising and how social media can be a strength in a crisis, not just a threat. In all, this is an easy-to-read guide chock full of great case studies that really help drive home the lessons being taught in clear and practical terms.

For years, security managers have dreaded getting the late-night phone call, knowing that it will often herald bad news and possible disaster. After reading this book, it becomes clear that the dreaded late-night phone call can actually present a well-prepared security manager with an opportunity to shine, leading his organisation through what can actually be a transformative and positive experience if handled correctly.

If you are serious about knowing how to protect your organisation from a crisis, it begins with reading this book, available from oup.com.au/crisisproofing

AVIGILON APPEARANCE SEARCH™ Avigilon Appearance Search video analytics technology is a sophisticated search engine for video data. It sorts through hours of footage with ease to quickly locate a specific person of interest across an entire site.

Avigilon Appearance Search technology can dramatically improve incident response time and enhance forensic investigations by allowing operators to build robust video evidence and create a powerful narrative of events. It also works with Avigilon video analytics cameras to generate, record and classify video data for fast and effective searches.

Visit avigilon.com for more information.

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S E S A C W O H S DIRECTCONNECT DirectConnect is a 4G, LTE, fixed Internet Protocol (IP) SIM card solution that brings together security, building management, Internet of Things (IoT), machine to machine (M2M) and remote location networks through a simple to deploy, secure and virtual private network (VPN) cellular network. Whether you require connections to one single end-point or thousands of remote locations, DirectConnect support offers unparalleled functionality and deployability, utilising the latest Optus 4G national and international networks. With an ever-increasing need to distance ourselves from fixed line networks, the expansion of IoT technologies (expected to grow to US $11 trillion by 2025), bandwidth availability on 4G connections and an ever-increasing national and global cellular network, DirectConnect is at the forefront of this technology and its solution.

The DirectConnect fixed IP SIM solution allows you to connect a 4G router to an existing end device, or network, then transmit data via SCSI’s dedicated private and secure infrastructure. As DirectConnect runs on its own private access point name (APN), it is not visible from normal internet traffic, which therefore offers a more secure and resilient solution. The only way you can see the network traffic is if you connect to the network via a secure VPN or IPSec that SCSI provides. DirectConnect also provides an end-point to end-point solution and does not store information in a cloud, which further enhances its level of security. This is why DirectConnect was

recently installed across one of Australia’s largest banks (one of the top four) in the first half of 2016. DirectConnect has also been deployed in councils, large infrastructure projects, building sites, the education sector, IT projects, remote desktop management (RDP), body corporates, mining/petrochemical, retail, residential, digital signage, transportation and mobile vehicles to provide live and accurate data, anytime, anywhere.

With flexible data rates, a dedicated support infrastructure, fieldproven, leading-edge technology, DirectConnect is your one-stop remote management solution.

Contact SCSI on 1300 555 570, Ian Farrell on 0457 334 084 or visit www.directconnect.scsi.com.au for more information.

FLIR FC-SERIES ID FLIR Security recently unveiled the latest addition to its popular FC Series thermal cameras, the FC-Series ID (Intruder Detection). The FC-Series ID is ideally suited to perimeter protection applications, offering high-quality VGA and QVGA thermal imaging technology that can detect, verify and trigger alarm events in response to human and/or vehicle intruders in any weather or lighting conditions and from different ranges depending on the selected field of view (FOV).

The FLIR FC-Series ID thermal security camera combines best-in-class thermal imaging detail with edge analytics in a single device. The FC-Series ID can classify human and vehicle intrusions, reducing false alarms. As a result, it can replace multiple visible-light cameras and reduce the total cost of ownership.

With resolutions of VGA (640x480 pixels) or QVGA (320x240 pixels) and multiple high-performance lenses – ranging from 13mm to 75mm – the FC-Series ID offers more fields of view and resolution options than any other thermal security camera. With built-in Digital Detail Enhancement (DDE) and custom automatic gain control (AGC), the camera produces superior image contrast and dynamic range that improves analytics performance.

In addition, the camera outputs alarming notification options – including email, edge image storage, digital outputs and video management system (VMS) alarms – and has a rugged housing that resists shock and corrosion.

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The FC-Series ID is ONVIF S certified and can be easily integrated with multiple leading VMS currently in the Australian market. Its analytics are easy to set-up with its ‘self-learning calibration’ feature and its simplified, intuitive yet accurate analytics engine will offer an accurate analytics detection with low false alarms rate.

Email info@flir.com.au or call (03) 9550 2800 for more information.

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.

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ACTIVE MONITORING INTEGRATION KeyShield Active Monitoring integrates with the Morse Watchmans KeyWatcher cabinets and is designed to monitor and report real-time, alarm information from the cabinet.

Traditional monitoring with the KeyPro3 software frequently used with the Morse Watchmans KeyWatcher cabinets requires an administrator to manually collect and process transactions taking place at the cabinet. This means that alarms often go unnoticed until the administrator physically collects the information from the cabinet.

In the past, if one wanted to monitor KeyWatcher alarm states, the end-user needed to purchase and use an alarm relay board. This board, which is installed in the KeyWatcher cabinet, needs to be hardwired to the nearest alarm system panel, giving rise to additional cost such as cable runs, the availability of alarm inputs on the alarm system panel (one board per system), labour and so on, all of which increase the cost to implement the traditional solution.

Active Monitoring Active Monitoring operates without the need for either an alarm relay output board or connection back to the alarm panel. Furthermore, Active Monitoring eliminates the requirement to collect transactions or interact with the KeyWatcher cabinet via the KeyPro3 software as it is designed to constantly monitor the KeyWatcher cabinet and notify operators as soon as an alarm state is generated. Active Monitoring also eliminates costs such as additional cabling or alarm licences, as it simply uses the existing cabling that connects the KeyWatcher cabinet to the network.

Visit Australia Security Technologies at www.astpl.com.au or call 1300 KEYWATCHER (1300 539 928) for more information.

INTREPID™ UNIZONE™ PLUG-AND-DEPLOY FENCE DETECTION SENSOR Offering unprecedented ease-of-installation and deployment, INTREPID™ UniZone™ Plug-and-Deploy Fence Detection Sensor is a high-performance, standalone perimeter intrusion sensor designed to reliably and cost-effectively protect smaller critical infrastructure sites vulnerable to terror attack, sabotage, asset theft or liability risk.

Based on Southwest Microwave’s field-proven MicroPoint™ smart-sensor technology and designed to perform in harsh outdoor environments, UniZone protects up to 200 linear metres of fence against cut or climb attacks. Advanced shielding and surge protection make it ideal for lightning-prone sites or those areas with high electromagnetic or RF interference.

As a plug-and-deploy detection sensor, the UniZone set-up process is simple. An installer uses a laptop USB connection to configure and calibrate the system in minutes via user-friendly Installation Service Tool software.

Like all of Southwest Microwave’s fence detection systems, UniZone employs patented Point Impact Discrimination™ to monitor activity along the sensor cable in one metre increments, letting the system analyse the characteristics of each disturbance and reliably detect intrusion attempts while ignoring harmless environmental noise like wind, rain or vehicle traffic.

UniZone also employs Sensitivity Leveling™, a proprietary software-based calibration process, to account for variations in fence fabric or tension and achieve uniform detection along the protected fence line.

For more information visit www.perimetersystems.com.au/intrepid-unizone/

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S E S A C W O H S SALTO AELEMENT RFID LOCK

SALTO’s stylish AElement RFID lock now supports the company’s JustIN Mobile technology, offering hotel guests a convenient and keyless experience with the help of mobile access.

By integrating AElement locks and mobile access, SALTO Hospitality makes it possible for guests and hotel staff to use their mobile devices as a key, redefining their experience and giving them secure access to certain areas of the hotel, an entire property or multiple locations around the globe.

SALTO’s JustIN Mobile app supports mobile credentials, providing hotel managers with better control over access rights, making the check-in process faster and more secure, and providing a truly warm welcome.

The first version of AElement locks using RFID contactless technology has been a great success with thousands of hotels around the globe installing this lock model in their properties and millions of guests have used it. Time and technology wait for no one, however, so to keep up with their latest innovations such as the JustIN Mobile app, an update of their hardware was necessary. The JustIN Mobile app communicates securely via the cloud and enables hotel guests to receive their room key online, anytime and anywhere.

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The latest versions of SALTO’s AElement electronic locks are also equipped with Bluetooth Low Energy (BLE). This additional feature allows users to lock and unlock the doors, using their phone as the key with the help of JustIN Mobile.

The BLE technology provides the perfect complement to traditional contactless access cards, giving guests the choice of two technologies to open doors if they wish, and making the best of the latest developments in terms of hospitality technology and mobile application.

Furthermore, the JustIN Mobile app is completely secure as keys cannot be duplicated, unlike mechanical keys or some low-security RFID technologies. The encrypted data transfer uses SSL (Secure Socket Layer) AES 128-bit encryption opening procedures, to ensure secure transmission.

By integrating AElement’s design with the benefits of SALTO’s Bluetooth Low Energy platform, the SALTO Hospitality solution delivers a richer, smarter hospitality experience for guests and further business opportunities for hotels.

For more information visit www.saltosystems.com/en-au/

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.

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SHO WC ASE S PATHMINDER SECURITY PORTALS PathMinder recently launched a range of high security, antitailgating security portals new to Australia and New Zealand.

PathMinder Pty Ltd have partnered with AllUser Industries srl to bring Europe’s most advanced high security portals to the Australian and New Zealand markets.

AllUser Industries have been manufacturing security portals since 1976 and now distribute their products through 40 countries and are the approved security portal of choice for many country’s governments. AllUser stand apart from other portal manufacturers due to their unique approach to ensuring their products offer the highest level of security and reliability through their network of factory trained and supported partners.

The PathMinder security portals are made up of two interlocking doors and a sophisticated ultra-sonic tailgate detection system to ensure access is limited to authorised people only. As standard, the units are designed to be burglary resistant and are certified as P1A. Options for each model include vandal, attack and bullet resistant solutions up to BR5 certification in certain models. Other optional upgrades include a metal detector to stop weapons being brought on to a premise.

With over 40 fully customisable models in the range, PathMinder has a solution to meet most security needs. The range is made up of classic, cylindrical and the unique half portal

concept that is designed to cap an existing access controlled door and prevent any unauthorised access.

For more information visit www.pathminder.com.au

FARGO® DTC5500LMX Government agencies, universities, corporations and healthcare facilities often need a Direct-to-Card™ printing capability. When routinely issuing high volumes of IDs or personalised cards, there is no better way to do so cost-effectively than with the FARGO® DTC5500LMX, an affordable, eco-friendly solution that provides high quality card production and features wasteless lamination for an ultra-low cost-per-card.

Designed to meet the needs of budget-conscious organisations, the DTC5500LMX includes standard dual card hoppers and support for highcapacity, full-colour ribbon and laminate consumables – keeping costs at a minimum while maximising productivity. For even greater savings, both dual-side printing and dual-side lamination are also standard. When you select the single material option, you’ll enjoy hands-free dual-side lamination but without the dual-side price. And leveraging HID Global’s innovative wasteless lamination technology, the DTC5500LMX can cut your highvolume laminate material costs by up to 40%.

The DTC5500LMX also features HID Global’s new iON™ technology, allowing the unit to reach optimal operating temperature in just 45 seconds, making production even faster. Furthermore, by utilising robust metal components, the unit’s durable yet stylish housing ensures continuous production in even the most demanding printing environments.

For more information visit www.hidglobal.com

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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.

Security at a turning point: National Security Summit sets 2017 agenda Safeguarding Australia 2017 will help face those challenges and shape the security agenda by taking as its most demanding theme to date: Security at a Turning Point – Innovation, Leadership and Diversity.

“Competing priorities, growing threats, increasing complexity will continue to present fundamental challenges to Australia’s national security agenda in the coming years. Public and private security professionals – policy makers, practitioners and providers – will be forced to address to varying degrees a wide range of issues that developed over recent decades and continue to grow, from violent extremism to cyber threats from lone and state actors, in a number of ways, from border control to national laws,” says Rod Cowan, Safeguarding Australia 2017’s convenor.

“In coming years, they will need to also contend with the security issues inherent in societal issues, adding known-unknown dimensions to an already complex national security agenda, most notably an ageing population, technology creeping into all facets of life, and diversity in the workplace reflecting an increasingly cosmopolitan society.”

For over 14 years, the Research Network for a Secure Australia (RNSA), a not-for-profit network of security policy makers, professionals and academics, has gathered at the Safeguarding Australia annual national security summit to hear from high level speakers representing both government and corporate viewpoints, exchange ideas, debate issues, and learn about techniques, case studies and ground-breaking research, to meet the security challenges of today and the solutions for tomorrow.

In addition to full briefings on current policies, trends and activities, Safeguarding Australia 2017 will go further by drawing on local and international experts to examine three overarching themes affecting the way security and risk is managed to protect the nation, including: 1. Innovation, exploring knowledge around technology, standards and research.

2. Leadership, focusing on the next generation, the greying population, and education.

3. Diversity, in particular the role of communications as a security tool addressing disparate ethnicities, genders and cultures.

“Safeguarding Australia is the only serious high-level conference run by and for leading thinkers, policymakers and practitioners in the national security domain, working across whole-of-government at state and federal levels, including law enforcement and intelligence agencies, as well as engaging with corporate and private security practitioners and providers,” says Cowan.

Speakers will include Government ministers, senior policy makers and advisors, world-class academics and experts, and respected practitioners.

The event attracts a range of senior representatives from security, intelligence, military and law enforcement, risk and security managers and consultants, agency security advisors, critical infrastructure owners and operators, engineers, scientists, technologists, researchers and academics, and corporate and business executives responsible for security and risk.

“Safeguarding Australia is an opportunity to engage with high calibre speakers, content and relevance – marrying theory and practice – to help understand security and risk, define your organisation’s security agenda, and play your part in keeping Australia secure,” says Cowan.

Security Solutions Magazine is an offical publication for the summit.

Safeguarding Australia 2017: Security at a Turning Point – Innovation, Leadership and Diversity – National Security Summit, will be held on 3rd and 4th May 2017 in Canberra.

For more information and updates, visit www.safeguardingaustraliasummit.org.au

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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.

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Calamity Monitoring Awarded Optus Personal and Business Services Provider of the Year Calamity Monitoring was recently announced as the winner of the Personal and Business Services Provider of the Year at the 2016 Optus My Business Awards.

The awards ceremony, held in Sydney on the 18th of November, saw leading businesses from all over the country gathered to celebrate innovation and success across a range of industries.

Daniel Lewkovitz founded Calamity in 2008 after recognising a need for high tech electronic security and life-safety solutions in what he saw as a totally stagnant industry. Calamity operates an ASIAL Graded A1 Monitoring Centre which was the first CSAA Five Diamond facility in Australia. Since 2008, the business has grown from a single customer to now monitoring thousands of public and private organisations, homes and individuals.

The panel said of Calamity “This year’s winner impressed the judges with their fast-moving business model, dedication to customer service and ongoing support for staff diversity”.

Calamity is a major employer of people with disabilities and has a strong company culture renowned for championing diversity.

“Our staff are easily some of the smartest and most capable people in the security sector. They’re also some of the happiest. That is exactly who you want taking care of you and your business,” says Daniel.

For more information, visit www.calamity.com.au

Strengthening partnership: Connect Security to distribute Bosch Security Video Systems products Expansion of product offering to provide a complete Bosch Security Solution for Connect Security customers •

•

Already established in the New Zealand market as the Bosch distributor for Intrusion products, Connect Security now adds Video Systems to its portfolio, thereby providing a complete Bosch Security solution to their customer base.

Providing access to Bosch Video Systems products and support in more locations across New Zealand.

Bosch is pleased to announce, that effective immediately, Connect Security Products will be distributing the Bosch Video Systems suite of products in New Zealand. This complements their existing offering of the Bosch Intrusion portfolio, including the everpopular Solution Series panels, and the newly released G Series. This extended partnership agreement strengthens the Bosch product offering from Connect Security and enables them to promote a complete Bosch Security Solution.

Connect Security Products is one of New Zealand’s premium security providers with a commitment to providing product and service excellence. With national coverage and distribution centres in Auckland, Wellington and Christchurch, Connect Security Products is well resourced and experienced in the security industry to provide expert support for the complete Bosch Security product range.

“We are pleased to bring the Bosch family of security products under the one banner again in New Zealand. We are confident that with our nationwide branch and technical network we will continue to offer our customers the necessary service and support, extending the gains we have made with the Bosch Intrusion product range into the Bosch CCTV product portfolio.”

Jason Mackie – Chief Executive Officer – Connect Security Products.

“Our relationship with Connect Security Products continues to strengthen and prosper. The distribution of the Bosch Video Systems portfolio completes the picture for Connect Security’s customers, with products now available in even more locations across New Zealand.”

Chris Dellenty – General Manager – Bosch Security Systems Pty Ltd. www.boschsecurity.com.au

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