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 #103 SEP/OCT 2016
ISSN 1833 0215
$9.95 inc GST / $10.95 NZ
Welcome to the NEW Normal
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:
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M30 Bollard Performance rating V/7500[N2]/48/90:0.0/0.0
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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.
IF SERIOUS SECURITY IS YOU REQUIREMENT, LOOK NO FURTHER THAN EZI! FIND OUT MORE ABOUT US!
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CONTENTS103
COVER STORY: WELCOME TO THE NEW NORMAL
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With global terror alerts on the rise all across the Western world, one could be forgiven for feeling groups like ISIS seem to grow in reach every day. Has this heightened state of alert become the new normal for the Western world? Or are there genuinely effective strategies for combating radicalisation and terrorism that have not yet been tried and, if so, what are they?
HOW SECURE ARE SECURITY GUARDS? The tragic nightclub shooting in Orlando, Florida, raised scores of questions for politicians, community leaders, managers and law enforcement. But one challenging issue is: How was the Islamic extremist shooter employed as a gun-carrying security guard?
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CYBERFRAUD TRENDS Cyberfraud and cybertheft tend to be underdetected and underpunished in most countries, including Australia, but it is estimated that the amount being stolen from corporations worldwide at present totals approximately $4.9 trillion a year – or close to five percent of global gross domestic product. What can be done to stem the tide?
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COUNTERING NEW-STYLE TERRORISM How can we leverage rehabilitation, along with local and international cooperation, to help reduce terrorism?
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TEN LEADERSHIP PRINCIPLES FOR SECURITY OPERATIONS What makes a successful security leader in the field?
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CONTENTS103 010
LETTER FROM THE EDITOR
012 LEADERSHIP What is the difference between good and bad leadership?
028 EVENTS A look at upcoming industry events. 036 ALARMS We look at the potential growth of IP-enabled equipment in the Asia-Pacific region.
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CYBER SECURITY Whose responsibility is security in a connected
world?
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016 RESILIENCE How can planning assumptions undermine resilience? 018
HUMAN RESOURCES How well do you understand your tax obligations for your staff?
020 RISK MANAGEMENT How relevant are crime statistics in risk management?
022 COMMUNICATIONS Rod Cowan looks at the importance of succession planning in security.
024 LEGAL What is a negligent misstatement and how does it affect
OPERATIONS Richard Kay looks at the practical applications of open versus close fist use of force in public safety.
044 CCTV What is the future of video analytics? 048
BUSINESS What is the key to effective communication in a crisis?
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JUST LAW What are powers of attorney and why, as a security
business owner, do you need one?
072 AVIATION How can the past help improve aviation security? 076 ACCESS CONTROL We look at some of the myths around IP access control.
your business?
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THINKING ABOUT SECURITY What is the role of security in emergencies?
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PROFESSIONAL DEVELOPMENT Part two in our special series on detecting deceptive behaviour.
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SECURITY STUFF
106
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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www.securitysolutionsmagazine.com
Editorial Editor: John Bigelow john@interactivemediasolutions.com.au Sub-Editing: Helen Sist, Ged McMahon
Contributors: Bob Ansett, Gary Barnes, Rita Parker, Greg Byrn, Kevin Foster, Rod Cowan, Tony Zalewski, Don Williams, Tony Jaques, Alexander Derricott, Richard Kay, Ryan Talbot, Michael Omeros, Alexei Sidorenko, Anne Speckard, Anna Richards, Clive WIlliams, Darren Egan, Chris Nunn Marcus Toh, Lizz Corbett, Steve Lawson, Ami Tobin.
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SECURITY SOLUTIONS 009
LETTER FROM THE EDITOR
It seems there is not a day that goes by anymore when we do not hear news of a terrorist bombing or attack taking place somewhere in the world. And while many of these attacks still seem to occur in countries like Iraq, Pakistan, Afghanistan and so on, an increasing number are taking place in areas like Europe, the United States and England – places the Western world for many years considered to be largely beyond such attacks. Australia’s relative isolation has provided its population a degree of protection from the kinds of tragedies witnessed in other countries over the last few years, but for how long can we continue to be lucky? Some might consider the word ‘lucky’ somewhat unfair, as our intelligence agencies and police have played no small part in uncovering, preventing and dismantling more plots and attempts at terrorist attacks in this country than any average Australian might care to know about. So ‘lucky’ could be considered a somewhat pejorative term in this context. However, to paraphrase the Hon. Philip Ruddock MP, Australia’s former Attorney General, “We (meaning Australia’s government, intelligence and policing apparatus) have to get it right 100 percent of the time. Terrorists only need to get it right once.” In this context, we have been lucky to date in that, while we have experienced some smaller incidents, Australia is yet to experience a mass casualty event in the vein of a 9/11-style attack. With the growing global unrest, the increased activity by groups like ISIS on the back of years of activity from al-Qaida, and an impending sense of something larger to come in Australia, it is not uncommon to hear average Australians (people outside of the security industry) asking when we might see a diminishing of terrorist activity and a return to pre-9/11 conditions. Television commentators, news anchors, columnists and radio presenters all seem to express the same exasperation and fear with every new attack, as if it is something new or unexpected. The concern, however, is that businesses express the same shock and surprise. We might expect a level of sensationalism from the broader media, as that is what sells newspapers and airtime. But the business leaders really need to take a more realistic approach to what is happening globally if we are to have any hope of preventing a mass casualty terrorist attack. We cannot keep acting as if each attack is an unexpected and isolated shock. The reality is, the world has changed. As sad as it is to say, the current state of global unrest and increased threat is the new normal and it would behoove the business sector to plan and act accordingly. In the context of a terrorist attack, the idea that one should not put resources into planning for and mitigating something that might never happen is a mindset that is about five to seven years out of date. To wait for a major incident before committing resources is akin to planting saplings when you need shade – by then it is just too late.
John Bigelow Editor
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LEADERSHIP Leadership By Example By Bob Ansett
Although I didn’t think so at the time being drafted into the US Army while living in America was the best thing that could have happened to me. I was 19 years old and had just finished high school with the intention of going on to university in California when Uncle Sam called. During my three-month Basic Training course I quickly learned self-discipline, self-reliance and developed a grudging admiration for the leadership skills exhibited by the sergeant preparing us for military service. His leadership competencies were founded on army principals of Integrity, Respect and Discipline. He had a clear vision of what we needed to learn and conveyed it passionately. From start to finish his focus was on teamwork and the need to look after one another, as there was a very strong likelihood we would see combat in Korea at the conclusion of basic training. Throughout, he led from the front through every aspect of the three-month campaign designed to ensure we were prepared both mentally and physically for the task ahead. As a by product of this training, I came to better understand and appreciate the historic role played by the military as an incubator for the development of future leaders. Co-incidentally, the President of the United States during this period was Dwight Eisenhower, formerly a five star general and Supreme Allied Commander Europe during World War 2. Likewise, General Douglas McArthur was Commander US Forces Far East and was ultimately given the task of rebuilding Japan after the War. This included crafting a new constitution that would move the country from centuries of
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feudal military dictatorship to a constitutional monarchy with an elected legislature. In doing so, McArthur drew on all of his leadership skills in changing an imbedded culture while persuading the Japanese it was in their interests to do so. Both displayed extraordinary leadership skills in bringing to a close a world war and then going on to govern from the highest offices of the victor and vanquished countries. In doing so, both demonstrated leadership of the highest level developed from their early days at the West Point Military Academy. Their most obvious skill was an ability to clearly define a vision of what they wanted to achieve and to passionately inspire their followers to work together to achieve the vision. Both were good listeners drawing on what they heard to help them make decisive decisions. They led from the front at all times and reflected a ‘can do’ persona. Interestingly, good leaders seem to have a natural sense of humour, are incredibly energetic and display moral and effective courage. However, not one size fits all, as leadership styles can vary considerably. There are Autocratic, Democratic and Charismatic leaders and all can be effective in varying circumstances. Eisenhower would probably fit into the democratic category of leadership. His definition of leadership was, “Leadership is the art of getting someone to do something you want done because he wants to”. McArthur on the other hand was more autocratic with a certain charisma that he used to good effect in rebuilding Japan. His view of leadership was, “A General is just as good or just as bad as the troops under his command make him”.
We witnessed an outstanding example of leadership by the Australian Chief of Army, Lieutenant General David Morrison, responding to a sexual assault and bullying scandal within the military. He produced a three-minute YouTube video that went viral with over 1.5 million hits, that conveyed a refreshing message to the troops displaying leadership at its finest. His message was delivered in plain English and clearly wasn’t filtered through a focus group or edited by HR bureaucrats and everyone who watched it knew he meant every word of it. He told the army in no uncertain terms exactly what he expected from it. Military leadership is not confined to the generals but permeates through every command level. Our most recent Victoria Cross recipients exemplify this culture. Corporal Ben RobertsSmith, Trooper Mark Donaldson and Corporal Daniel Keighran were all Non Commissioned Officers who displayed incredible individual leadership under fire in Afghanistan. Likewise, businesses can benefit greatly by encouraging leadership development throughout their organisations. Empowering employees at all levels to take responsibility and exert leadership as required. This frequently leads to increased productivity and a much happier workforce.
Bob Ansett is the founder of Bob Ansett Marketing, a consulting firm in the field of customer service. Bob is also a familiar name in Australian business, synonymous with Budget Rent a Car, which he established in 1965. Bob can be contacted at bob@bobansett.com.au
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CYBER SECURITY Secure By Design By Garry Barnes With the security of connected devices continuing to be an ongoing concern for manufacturers and consumer alike, where does the responsibility lie? The Internet of Things (IoT) continues to grow as consumers, businesses and governments recognise the benefit of connecting devices to the Internet, be it smartphones, wearable devices or smart homes. What once was the plot of creative Hollywood blockbuster movies is now becoming a reality. It is estimated that the number of connected devices in use by 2020 will be 30 billion, one in five cars will be connected vehicles in the next five years and, by 2025, the IoT is predicted to have a global economic impact of US $11 trillion. (McKinsey, 2015) The growing presence of connected devices is increasing efficiency in homes, workplaces and other areas of life that have seen the introduction of the IoT. Despite the expansion of connected devices, there remains a number of consumers who are reluctant to adopt the IoT due to security concerns. One of the reasons for this is that security often remains an afterthought when developing a device that, once in the hands of the consumer, may contain vulnerable software, making the consumer an easy target for being hacked. Considering that security and data privacy continue to have an impact on the way consumers engage with a device (to buy or not to buy), one argument is that manufacturers should be increasingly migrating towards the early installation of necessary security measures. According to ISACA’s 2015 IT Risk/ Reward Barometer study, 72 percent of IT and cybersecurity professionals say manufacturers are not implementing sufficient security in IoT devices. The allocation of security testing often sits further down the development chain, meaning security vulnerabilities can be overlooked or ignored when a product launches to market. This is especially true if the testing could delay the product hitting the market. But
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security and data privacy concerns are critical issues for manufacturers to consider before commencing development. Some manufacturers argue about the costly and untimely setbacks caused by having to address security requirements early in the development cycle and, while this may be a valid argument from a marketing perspective, building security controls into systems from the get-go is far more cost effective than adding them later in the development cycle, or worse, after deployment, when the vulnerability becomes public. A recent US study identifies that almost 50 percent of consumers say that a company is unable to win back their confidence after it had lost personal data. (Humphries, 2014) Consumers are generally under the impression that a device is manufactured with their security and privacy expectations in mind. The 2015 IT Risk/Reward Barometer study also showed 65 percent of Australian consumers are confident they understand and can control the security on the IoT devices they own. But should that trust be eroded, not surprisingly, more than two-thirds of consumers in the US, UK and Germany revealed that they would drop a company after it had been subjected to a hack. (Centrify Consumer Trust Survey) According to ISACA’s Australian cybersecurity and IT professionals surveyed for the study, device manufacturers are falling short. More than seven in 10 do not think current security standards sufficiently address the IoT and believe that updates and/or new standards are needed. Privacy also is an issue; 90 percent believe that device makers do not make consumers sufficiently aware of the type of information the devices can collect. So the argument at play contests whether consumers should be more wary of their security and privacy when dealing with connected devices, or whether the manufacturers should be increasing their standards and developing connected devices that do not have any security flaws.
Despite this conjecture of the onus being placed on the manufacturer, consumers also have a part to play in ensuring a device is secure enough for their needs. Would anyone buy a bag with a broken zipper or a car with no locks? No. The same can be said for connected devices. If secure code is not installed in the first instance, a device may not function as can be expected. Security is everyone’s responsibility – from the developer to the manufacturer and right through to the consumer. While there is a need for developers to be competent in secure coding, or work with security experts to go through testing procedures as the development occurs, consumers also need to take responsibility for their security by using a device in a secure manner, such as applying adequate password protection, ensuring secure Wi-Fi connections and encrypting all sensitive information. Consumers also can vote with their wallets and only buy devices that can be automatically updated with security upgrades and that enable social media sharing to be opt-in. For example, currently, most smart home devices are fixed function devices, meaning once they are shipped and installed they cannot be upgraded to add security. This leaves home owners vulnerable to hacks if there are holes in the security design and software. As mentioned, software security is often overlooked as a business imperative. However, there are a number of manufacturers that are aware of the need to build secure products before they are launched to market – thus limiting the potential for data breaches. And what sets these manufacturers apart from those that do not look to build secure devices from the get-go? They understand the need to be secure by design. It is not just about patching up vulnerabilities after the system is created, but building software from the start with the right security components to ensure that security is intrinsically embedded and not left as an afterthought.
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RESILIENCE Planning Assumptions Can Undermine Resilience By Dr Rita Parker
In the previous article about resilience, I highlighted the importance of testing existing corporate and organisational plans, which include all forms of crisis, emergency, security, risk and continuity plans. It was emphasised that the plans are only useful if they are relevant and effective. A critical issue in both the development of plans and testing them is the underlying assumptions. These need to be accurate and objective, because this goes to the heart of the resilience of each organisation. The assumptions around pandemic response plans provide a good example to consider, particularly as such plans have security as well as other implications. Organisations around the globe developed pandemic response plans following the outbreak of a series of global infectious diseases including H5N1 (bird flu) and Severe Acute Respiratory Syndrome (SARS) in 2003, and H1N1 (swine flu) in 2009. Some organisational response plans were very simple and were limited to telling people to wash their hands, cough into their elbow and limit physical contact, such as not shaking hands with colleagues. Others developed elaborate plans about projected employee attrition rates, potential negative impacts on production levels or service delivery and supply chains and so on, while other organisations were more concerned about the optics of the potential crisis and issued face masks to employees emblazoned with company logos and handed out pamphlets. As is known from the World Health Organization, estimating the actual number of individual cases of an infectious disease and associated deaths is difficult because many people do not seek medical care and only a small number of those
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who seek care are tested. This has implications for planners and any assumption about who will turn up to work and whether they might be a carrier of an infectious disease needs to be considered objectively. Further complicating the issue is the extent to which public information is reliable. This is not because of deliberate misinformation, but because laboratories stop testing when overwhelmed and underreporting of hospitalisations and deaths occurs because they are not always accurately attributed to the infectious disease. Basing planning assumptions on previous or similar situations can also be flawed. For example, planning for the H5N1 pandemic in 2003 on the basis of the 1918–1919 influenza pandemic, which had a mortality rate of 2.5 percent of those infected, would have been grossly inaccurate. At its peak, H5N1 had a laboratory confirmed mortality rate of 60 percent in those infected with the disease. Another consideration in planning which will affect the resilience of many organisations relates to assumptions about what resources will be available as part of response strategies. Again drawing on pandemic planning as an example, consideration needs to be given to a range of factors. Depending on the severity and rate of spread of the infectious disease, state authorities may introduce stringent public health measures, such as strict infection control, compulsory isolation, enforced quarantine, social distancing, limited in-country travel, restrictive international border control measures for arrivals and departures, mass vaccinations and prioritised distribution of antivirals – if they are available in time. All of these issues are factors that may affect
the overall resilience level of any organisation. This means that any planning assumptions need to be rigorously objective. A final aspect about assumptions as they relate to testing plans is to be clear about why the exercise is being conducted, because this will influence what assumptions are made. For example, it could be assumed that all participants have the same level of training, or that certain facilities and resources will be available. However, it is worth keeping in mind that these assumptions may be false or inaccurate. The key message is to examine critically all assumptions to ensure they are accurate and objective. Doing this will save a lot of time and effort, and may also save lives 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 non-traditional 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
Tax Obligations For Security Personnel
An important role of human resource management is to manage compliance with internal human resource policy and external human resource legislation, including compliance with employee and employer tax obligations. Considering it is tax season, it is timely to devote this edition’s column to advice on the tax obligations of security industry employees. Any legitimate expenditure made in the course of your employment is deductible. Like law enforcement and the military, security industry employees have unique tax employment circumstances that entitle them to legitimate tax deductions. All employees receiving fortnightly pay should be aware that, for the 2015–16 tax year, you should have paid more tax per fortnight than normal. The reason is that for this year only there are 27 tax periods, but you have only paid tax on 26, which means that if you paid ‘normal’ tax per fortnight, you would not have paid enough tax. The result of this is that you will either owe the Australian Taxation Office (ATO) a small amount when your return is submitted or your tax return will be smaller than expected. If you started with a new employer this year, ensure you have provided them with your Tax File Number. Further, ensure you and your employer keep that number secure to avoid the potential for identity theft. If you do not supply your employer with your Tax File Number, you will be taxed at the highest marginal tax rate.
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If you have a higher education (HELP) debt, ensure your employer takes out additional tax to cover the ATO rule. If you do not, you will owe the ATO money which will be either taken out of your return or sent to you as a tax liability. If you forgot to tell your employer of the debt last year, ensure you tell them this year. Your payment summaries should have been given to you in the first week of July. If not, you need to see the human resources department or, in smaller businesses, your boss. If you do not have a tax agent acting for you, you have until the 31st of October this year to submit your tax return. If you have a tax agent, you have until the 15th of May next year (2017). The tax-free threshold is $18,000. This means that if you earned less than $18,000 last financial year, you will not pay any tax. However, it is to your advantage to submit a tax return so you can receive a refund for the tax you have paid this year. To assist you in compiling your tax return, the ATO produces and makes available a ‘Prefill’ form. This form provides information to assist you in accurately declaring dividends and interest earned. The form is readily available from your MyGov site. As previously stated, the security industry is in a unique position in so far as the list of allowable deductions is concerned. In relation to your motor vehicle, if you use the motor vehicle in the course of your employment, then any associated
expenses could be deductible. These include travel to and from courses or places of education. You are entitled to claim up to $150.00 for laundry and an unlimited amount for dry cleaning of uniforms, uniform maintenance and purchase of protective clothing. You are also entitled to claim: • union fees • the cost of applying for and renewing your security licence • the purchase cost of a pistol and ammunition if you are licensed to possess one and need it for your occupation • gun safe if you are entitled to store your weapon at home • repair and maintenance costs for your pistol • tools such as leatherman, knives and pouches • the cost of your mobile phone, provided you use it for your employment • any stationary you use for your occupation • any industry and union journals. I hope this assists you in compiling your tax return. Please be advised that this is general advice only and you should refer to a tax professional for any issues you have regarding your personal tax situation.
Note: Advice from a professional tax agent was sought to assist in compiling the information in this column.
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RISK MANAGEMENT Crime Statistics And Risk Management By Dr Kevin J. Foster When I started my research in the late 1980s, I quickly came to the view that risk management is a simple idea that is implemented easily in most routine circumstances. However, there are some situations when there are many complicating factors that can result in poor decisions and risk management failure. The authors of standards like AS/NZS 4360, ISO 31000 and ANSI/ASIS/ RIMS RA.1-2015 cannot provide a standard risk management solution for every operational environment and, therefore, the best they can do is define a common terminology and suggest auditable processes for making and implementing decisions about risk. Security professionals were quite adept at assessing and managing risk before the publication of AS/NZS 4360. However, some specialised risk analysis processes were abandoned in Australia in favour of using those recommended in the 1995 version of AS/NZS 4360; for example, some simple risk matrices. Those generalised risk matrices were not part of the standard as such; they were in an appendix giving information intended to provide examples of what a risk analysis tool might look like. However, there is much anecdotal evidence that many security professionals (or their bosses) believed they had to use the matrices in AS/NZS 4360:1995 instead of the specialised security risk analysis methodologies that had been formerly in use. The result, in some cases, was a drop in the quality of security risk analysis. The authors of AS/NZS 4360 deleted the examples of risk matrices in a later version, but by that time the matrices were embedded in many corporate risk management plans and in software that organisations were using for their enterprise risk management programs. Standards are important to set minimum requirements, but it is vitally important that security professionals implement security risk assessments and management to a degree
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that gives some control over the operational environment. This would normally involve providing security that meets the goals (and policies) of the key stakeholders. If comparing the security industry with the building industry, some stark differences might be seen. Professional engineers and architects regularly produce building designs with features that are in addition to those prescribed in Australian or international standards. How often do security designers include features that are non-standard or truly innovative? Recently I had the privilege of attending a forum hosted by the Australian Security Research Centre in Canberra. The theme of the forum was about challenging security paradigms by bursting assumptions commonly made in the profession. The papers presented and subsequent discussions were meant to be thought provoking, and certainly were. Some offered innovations and others were more critical. At the forum, I heard an argument from an Australian security professional that security risk management has had no measurable impact on crime reduction statistics at licensed premises, service stations or ‘cash-in-transit’ operations. Indeed, he believed that crime had increased at these facilities since the introduction of security risk management systems. Licensed premises and service stations are not facilities that are easily hardened with security measures. However, measures can be put in place to protect staff and most of the cash collected. It is important to define the goals of a risk management system in order to determine its effectiveness. For example, if a risk management goal at a service station is to protect the staff that work there, then comparing crime statistics with this goal is only valid if the statistics relate to harm to the staff at this type of facility. The same principle would apply to the majority of the cash collected at a service station; preventing
people from driving off without paying for petrol is a different problem altogether. To give another example: in a hotel, preventing one patron from punching another is also difficult to address with security measures. The argument that security risk management is a contributing factor to an increase in crime at the facility being protected is self-contradictory. Perhaps the security risk management goals in these cases were not clearly defined or were simply not achieved? Alternatively, the statistics used in the analysis might have included drive-offs at petrol stations or assaults at licensed premises. The detail was not provided in the argument given by the speaker at the forum. It is very important when using statistics in risk analysis to show those statistics in the analysis to ensure they are relevant and to allow others to verify the analysis. It may be possible that security has been successful in providing the protection for which it was designed in service stations and licensed premises. However, the security design goals need to be stated in the risk assessment and the crime statistics need to be relevant to the risk management goal. The security profession’s assumptions need to be constantly challenged, but it also needs to use a scientific or valid epistemological approach to its research. The papers presented in the forum were collated in the publication Challenging Security Paradigms: Bursting the Assumptions Bubble and were published by the Australian Security Research Centre.
Dr Kevin J. Foster is the managing director of Foster Risk Management Pty Ltd, an Australian company that provides independent research aimed at finding better ways to manage risk for security and public safety, and improving our understanding of emerging threats from ‘intelligent’ technologies.
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Who Is Next In Line? By Rod Cowan Two conversations recently brought home the need for succession planning. The first, a friend’s remark regarding an industry meeting he had attended, “I looked around the room and realised we were all old men.” Second, a call from another friend to tell me that he had cancer. If those in the industry are indeed engaged in the art of security, the industry should be able to look ahead, plan for the future and mitigate risks. According to the Federal Government, over the next 40 years, as a result of smaller families and people living longer, the proportion of the population over 65 years will almost double to around 25 percent, while growth in the population of traditional workforce age is expected to slow to almost zero. The Treasury says, “This is a permanent change. Barring an unprecedented change in fertility rates, the age structure of the population is likely to stabilise with a far higher proportion of older Australians… Between now and 2040, every state and territory is expected to experience a significant ageing of its population. Ageing is an issue in which everybody has an interest.” The security industry will not be exempt and is, in many ways, already there. The nature and structure of business, however, has not been managed to accommodate succession. The gap between line supervisors and senior managers is enormous, to say the least, mostly due to management gurus and consultants touting new business structures for the so-called ‘information age’.
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For years businesses have been told to avoid hierarchies. In his article In Praise of Hierarchy (Harvard Business Review, Jan/Feb 1990), Elliott Jaques writes, “Theorists tell us it ought to look more like a symphony orchestra or a hospital or perhaps the British Raj. It ought to function by means of primus groups or semi-autonomous work teams or matrix overlap groups. It should be organic or entrepreneurial or tight-loose. It should hinge on skunk works or on management by walking around or perhaps on our old friend, management by objective.” Pointing out “all their proposals are based on an inadequate understanding of not only hierarchy but also human nature”. Jacques adds, “Hierarchy is not to blame for our problems. Encouraged by gimmicks and fads masquerading as insights, we have burdened our managerial systems with a makeshift scaffolding of inept structures and attitudes. What we need is not simply a new, flatter organisation, but an understanding of how managerial hierarchy functions – how it relates to the complexity of work and how we can use it to achieve a more effective deployment of talent and energy.” Campfires and group hugs are fine in customer service settings, but do people ever die as a result of rude staff? In place of inept structures and attitudes, security demands discipline and a clear hierarchy to hold individuals accountable for their work. It may well be cheaper to have fewer layers and sounds grand to be managing risk at a local level through audits, reviews and reporting, but the reality is, who is responsible, do they know
“all their proposals are based on an inadequate understanding of not only hierarchy but also human nature”. what they are doing and, more importantly, do they have any real experience? The latter comes about through the intelligent use of hierarchies and a clear chain of command through which subordinates can take on increasing amounts of responsibility and move to the next level. Next time you are at an industry meeting or conference, look around the room at who is in charge now. If age does not weary them, cancer will affect one in two men and one in three women. So ask, “In five years’ time, who will be responsible for security at the airlines, financial institutions, shopping malls, service providers and places of mass gathering?” Feel comfortable with your answer? I do not. 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 Negligent Misstatements: An Employment Reference Risk By Dr Tony Zalewski
Security professionals are generally familiar with the law of negligence and actions that may arise from a breach of the duty of care. These cases typically involve injury where a plaintiff seeks compensation for physical damage and/or nervous shock. However, what occurs when there has been pure economic loss based upon advice, such as an employment reference for a former employee? An economic or monetary loss may arise because a statement including an opinion, whether reckless or negligent, from another has been significantly relied upon. These types of cases involving former employees are common in the US and UK, albeit there has been some recent activity in Australia. To prove a negligent misstatement, one must show reliance; a connection between the statement and a person’s area of expertise such as former employer or supervisor; and economic loss. Any reliance on advice will potentially depend on the following factors: • the nature of the relationship between the parties, such as whether one has assumed the responsibility of providing advice to the other; • whether there was any reliance or dependency on the advice given by the other; • whether the party giving the advice made any representation (actual or implied) as to the quality or reliability of the advice; • whether the party giving the advice should have expected the other party to rely on it; and • the circumstances under which the advice was given, such as in the course of business. It should be noted that advice given in a social setting is treated very differently by the courts to
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that given in the course of business. Therefore, advice given about a former employee must be carefully and accurately provided. Security leaders are often approached for advice about former employees as part of reference or background checking for future employment. Care must be taken and preventative measures adopted to protect individuals and organisations providing advice if the organisation allows staff to participate in reference or background checks. These preventative measures must include consideration of the following: • Any reference supplied must be in writing and dated. This means there can be no doubt about the advice provided and the organisation’s position. • Does the former employee consent for a reference to be provided? • Are there any potential statements that might be considered defamatory, thus resulting in an adverse opinion? • If there was a disciplinary issue during the term of employment, has the former employee been able to refute or respond appropriately? • Consider if the reference provides a reasonable and fair description of the former employee’s work and conduct. • Has the organisation’s human resources department checked and authorised the reference? and • Consider when providing any reference whether the organisation would employ that former employee again. This is probably the best test of whether any advice should be provided. To minimise the risk of a future claim, the reference should contain a statement indicating
the reference is given in confidence and good faith. It should also contain a disclaimer indicating no responsibility or liability can be accepted for any errors, omissions or inaccuracies in the information or for any loss or damage that may result from any reliance placed upon the reference. It should be noted that employers do not have a duty to provide an employment reference on behalf of a former employee unless there is a contractual term to that effect. If an organisation or an individual within the organisation offers or provides a reference about a former employee, they adopt a duty of care to both the former employee and to the prospective employer. Many organisations avoid providing references based upon risks associated with negligent misstatements, in particular where there may have been internal disciplinary issues that resulted in the cessation of employment by the former employee. It would appear the current trend is not to provide anything more than a certificate of service that indicates position and duration of employment.
Dr Tony Zalewski is a Director of Global Public Safety and a forensic security specialist with qualifications in law, criminology and the social sciences. He provides advice and training to governments and the private sector in Australia and abroad on matters relating to operational risk, security and safety. He is also an expert with practical experience in some of Australia’s leading civil actions involving security and safety.
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Security In Emergencies By Don Williams There is, or there should be, a strong bond between security and emergency management. Security is predominantly about prevention and emergency management about the response, but they overlap in that both need prior planning, training, procedures and interoperability and both should be concerned with the before and after aspects of an incident. Unfortunately, there is often a significant disconnect, particularly where templated, off-theshelf, ‘insert client’s name here’ emergency and security plans are purchased. This disconnect can be exacerbated when the responsibilities for security, emergency management and facility management are all outsourced and the in-house responsibility for the security and safety of the business rests with a contract manager. Even in situations where the organisation may have a dedicated security manager and a dedicated and committed emergency manager/ chief warden, there may still be cases where security and emergency management are unaligned or even in conflict. Assuming that both disciplines are about protecting the business by preventing the loss of people and other assets, there are a number of considerations that are worth reviewing: • How is the site to be secured during and after an evacuation and during re-occupation? If the site is not on fire or subject to some other hazard, what stops people, innocently or with evil intent, from entering the site? How confident is the security manager that all important information, drawings, contract documents and so on have been secured during an emergency, as it is
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possible, if not probable, that staff will not be the first people to re-enter the building? How will re-occupation of the building be managed to ensure that security of the site is maintained? • In addition, there are issues relating to how the site can be evacuated, and the implications of closing down production facilities and processes without causing more damage than the initial emergency event. Hopefully, the process managers have been involved in the emergency planning, but the security manager may consider how these processes will be secured. • The protection of evacuated staff from weather events, protests, crowd crushes and acts of violence should be part of an emergency plan. If staff or visitors are unable to access their cars, medicines and other personal belongings during the incident, how will these assets be protected once the incident is over, particularly if the site is not released until the middle of the night? Another area of concern is the concept of ‘shelter in place’ which receives only two small mentions in the relevant standard (AS3745). The application of the basic concept often appears confused. The principle is simple: if the hazard is external, people are kept in place until the security manager knows what is happening and
has identified a safe method of egress. If an active shooter is outside, then the plan should be to lock down and keep people in until the police advise of a safe egress route to get away from the incident site. If the active shooter is inside, then the aim should be to get people away from the hazard by getting them out of the building, if safe to do so. Sometimes, a lack of thought suggests that in all cases people should evacuate or for some emergencies, such as an active shooter, they always stay and hide. Neither is right; each incident must be decided on a recognition of the hazard, its location and the safest and most secure response. Security and emergency response are closely related and must work together to protect the business; they are part of the same safety and security continuum.
Security and emergency response are closely related and must work together to protect the business...
Don Williams CPP RSecP ASecM is a recognised thought leader in the field of security management. He is a member of relevant security and engineering professional associations and often sits on their committees. Don can be contacted via email donwilliams@dswconsulting.com.au
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EVENTS The Australian Security Medals 26 August 2016 Australian War Memorial, Canberra The Australian Security Medals Foundation (ASMF) will once again celebrate the achievements of outstanding personnel in the security industry at its annual gala dinner and awards night to be held at the Australian War Memorial in Canberra on Friday 26 August. Launched in 2010, ASMF was established to publicly recognise outstanding security operatives, security professionals and their achievements and contributions to our community. The Foundation, through these awards, aims to promote security as a profession by: • raising awareness of the outstanding service(s) the medal recipients have provided • promoting awareness of what the security industry really ‘looks like’ – beyond the ‘guns, guards and gates’ image • raising funds for beyondblue in an effort to help tackle the issue of depression in Australia. Money raised from the event helps to provide material support for the families and loved ones of security personnel killed or seriously injured in the line of duty. If you would like to help celebrate the outstanding achievements of
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the men and women of the security profession and network with some of the industry’s leading luminaries, then be sure to book your tickets for this amazing event now. Visit www.inspiringsecurity.com for more information.
ASIAL Awards For Excellence 20 October 2016 The Westin, Martin Place, Sydney Hundreds are expected to attend the prestigious awards ceremony and dinner to celebrate winners of the 2016 Security Industry Awards for Excellence and Outstanding Security Performance Awards (OSPAs). Media personality James O’Loghlin (from Good News Week, Rove Live, Sunrise, Lateline, The Evening Show and more than 300 episodes of The New Investors) is back by popular demand and will once again emcee the awards. The OSPAs is a worldwide scheme for recognising outstanding performers in the security sector. They have also been launched in Norway and Germany and other countries are about to follow. Australia is at the forefront. The OSPAs are supported by ASIAL, ASIS
Australia and the Security Professionals Registry (although the OSPAs is independent of all groups) in an initiative that is designed to unite the security sector in celebrating the success of its outstanding performers. They are set to bring new life to security excellence. In this first year of the OSPAs, there are nine categories open to enter in Australia. They are: • Outstanding In-House Security Team • Outstanding In-House Security Manager • Outstanding Guarding Company • Outstanding Security Consultant • Outstanding Customer Service Initiative • Outstanding Security Training Initiative • Outstanding Security Installer • Outstanding Security Partnership • Outstanding Investigator Awards will be presented to winners between courses and James will provide light comedic entertainment. There will also be an opportunity to pose in front of the photo wall, have your happy snap taken by a professional photographer and network with other security professionals. Visit www.asial.com.au for more information.
Stand 156 8-10 November 2016 Crown Ballroom, Perth
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EVENTS Total Facilities 29–30 March 2017 International Convention Centre Sydney
ISC West 5–7 April 2017 Sands Expo Centre, Las Vegas
Returning to Sydney with an exciting new proposition, Total Facilities now unites both facilities and workplace professionals in the ultimate industry destination for the built and work environment. Held annually between Sydney and Melbourne, TFX is Australia’s largest learning and networking event for facilities and workplace management professions seeking solutions for creating more efficient, sustainable and productive facilities and workplaces. Total Facilities is comprehensive and efficient in its delivery and provides real solutions to every day operational challenges by connecting buyers and sellers to source innovation, debate current issues, share insights and create opportunities for an invaluable community of professionals.
ISC WEST is THE largest security industry trade show in the U.S. At ISC West you will have the chance to meet with technical reps from 1,000+ exhibitors and brands in the security industry and network with over 28,000 security professionals. Find out about new and future products and stay ahead of the competition. Encompassing everything from access control to Facial Recognition software you are sure to find products and services that will benefit your company and clients. This year don’t miss our new IT Pavilion featuring the latest cyber security solutions. Working with SIA, ISC also features world class education to learn about every facet of the security industry.
Our vision We champion professionals who support the built and work environment with a sense of belonging and advocacy – the unsung heroes and behind the scenes forces. We will evolve and grow our offer year on year to: • Bring new and leading solutions in operational efficiency to the market. • Deliver forefront trends for running more sustainable facilities and workplaces. • Foster a community of multidisciplinary professions to have a voice and achieve recognition. • Redefine the future of the industry and challenge traditional perceptions of facility management. For more information visit: www.totalfacilities.com.au
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For more info on SIA Education@ISC visit www. iscwest.com
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, consultants to end users. With over 600 exhibitors
showcasing over 10,000 products, you will be able to find the perfect security solution your business is looking for. There’s more to it than just security. IFSEC International is co-located with FIREX International, Facilities Show, Safety & Health Expo and Service Management Expo, catered for those working across many platforms in building management and protection of people and information. For more information or to register please visit www.ifsec.co.uk
Security Exhibition & Conference 2017 26–28 July 2017 International Convention Centre Sydney We’re excited to be heading back to Sydney from July 26–28, 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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By Tony Jaques
The tragic nightclub shooting in Orlando, Florida, raised scores of questions for politicians, community leaders, managers and law enforcement. But one challenging issue is: How was the Islamic extremist shooter employed as a gun-carrying security guard? Global security giant G4S emphasised that its employee, Omar Mateen, was off-duty at the time of the massacre, but that did not prevent the news causing an eight percent drop in the company’s share price on the London exchange, which slashed about £200 million pounds off its market value. Most importantly, it exposed a critical issue in the security industry, namely the vetting of employees and the impact when they do wrong. Rogue employees are a risk in every industry, but for security companies, frontline employees are in a position of special trust, sometimes with life or death control over others, with many carrying firearms in the course of their work. The full facts of the Orlando shooting will probably not be known for a long time. Yet there are already important lessons from the crisis facing the security company and the way it responded to the inevitable intense scrutiny which followed. Within hours of the shooting, G4S issued a statement expressing shock at the event and confirming that Mateen was an employee. But it was the next statement, eight hours later, which set the tone for the company’s response. “We are deeply shocked by this tragic event. We can confirm that Omar Mateen had been employed by G4S since September 10, 2007. Mateen was off-duty at the time of the incident. He was employed at a gated retirement community in South Florida. “Mateen underwent company screening and background checks when he was recruited in 2007 and the check revealed nothing of concern. His screening was repeated in 2013 with no findings. “We are cooperating fully with all law enforcement authorities, including the FBI, as they conduct their investigations. In 2013, we learned that Mateen had been questioned by the FBI but that the inquiries were subsequently closed. We were not made aware
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of any alleged connections between Mateen and terrorist activities, and were unaware of any further FBI investigations. “Our thoughts and prayers remain with the victims of this unspeakable tragedy, and their friends and families.” As a crisis statement it ticked a few boxes – expressed shock and sympathy and coldly stated the facts. But it failed to express any regret at the company’s own actions, avoided admitting any fault, failed to say they would review their own processes and failed to concede any responsibility to the client where they had placed their security guard. Moreover, it suggested the company was completely unprepared for what was to follow. After every crisis, four things almost always happen: 1. There is a hunt for someone to blame. 2. Someone steps forward and says they saw the warning signs. 3. Every past fault and failure is dug up and re-examined. 4. Every action related to the crisis is subject to extreme scrutiny. It is in these areas that other companies can learn important lessons from what happened after Orlando. Every crisis produces more than enough blame to share around and G4S appeared determined to divert responsibility. Its original statement and subsequent comments repeatedly emphasised that the 29-year-old man had been cleared by the FBI and that the company was not advised he had been on a terrorism watch list. GS4 also emphasised that 15 percent of its US-based employees are rescreened each year. However, the company failed to comment on the fact that Mateen had been hired a few months after being dismissed from the training program of the Florida Department of Corrections after talking about bringing a gun to school. Predictably, a former co-worker, Daniel Gilroy, came forward and told reporters that Mateen was racist, sexist, homophobic and frighteningly aggressive. “This guy was unhinged and unstable. He talked of killing people. Everything he said was toxic, and the company wouldn’t do anything.” G4S said it
had no record of any such complaint and took the unusual step of publishing Gilroy’s positive statements about his colleagues made at the time he left the company.
Most importantly, it exposed a critical issue in the security industry, namely the vetting of employees and the impact when they do wrong. G4S is no stranger to controversy and the incident invariably led to the media resurrecting a host of past problems to highlight the issue of vetting employees, not least the notorious case in 2009 when a G4S security guard stationed in Iraq shot dead two colleagues in Baghdad after displaying signs of psychological imbalance. According to the Guardian, a BBC investigation found that G4S had been warned on multiple occasions that the man was not fit for duty, but continued to employ him. A coroner’s inquiry in the UK found that G4S had not adequately vetted the British national. While some parts of the media focused on the company’s historical misdeeds, others turned a laser focus onto every aspect of the employment of the Orlando gunman, Mateen. For example, one enterprising newspaper uncovered the fact that the psychological evaluation form supporting the company’s application for Mateen to get a state licence to carry a firearm as a security guard was not signed by the psychologist listed on the form. The company put it down to a clerical error. The newspaper pointed out that no one claims the employment licence played any role
in helping Mateen commit the murders, but the story highlights that, in the aftermath of a crisis, every possible aspect will be subjected to extreme scrutiny; that actions taken long ago, or in the heat of a crisis, can be forensically examined months or even years later in the cold hard light of an inquiry or courtroom. Look no further than the investigation into the Black Saturday bushfires in Victoria, or the Lindt Café siege in Sydney. What is important here is that none of this should have come as a surprise to G4S. And none of the lessons should be a surprise to other companies. In any crisis, the basic steps are simple: state the facts to the extent they are known, be willing to apologise, express empathy and explain what will be done to prevent it happening again. The key failing for G4S was not giving any explanation or assurance about what it could do to improve vetting of its staff (or to admit that there was in fact any shortcoming). G4S is one of the world’s largest employers, with over 600,000 staff. But no matter how large or small the organisation, the lessons are the same: • to recognise that a single employee can bring high-profile reputational risk • to have robust systems in place to weed out rogue individuals • to be able to demonstrate that every effort is made to ensure compliance • to listen to and respond to warning signs • to admit mistakes and be willing to address them. For any company which tries to argue “we have so many people, how can we be sure about every one”, the final word should go to Warren Buffet, one of the world’s richest men and CEO of the immensely successful company Berkshire Hathaway. In one of his famous blogs to managers he wrote: “Somebody is doing something today at Berkshire that you and I would be unhappy about if we knew of it. That’s inevitable. We now employ more than 250,000 people and the chances of that number getting through the day without any bad behavior occurring is nil. But we can have a huge effect in minimizing such activities by jumping on anything
In any crisis, the basic steps are simple: state the facts to the extent they are known, be willing to apologise, express empathy and explain what will be done to prevent it happening again.
immediately when there is the slightest odor of impropriety. Your attitude on such matters, expressed by behavior as well as words, will be the most important factor in how the culture of your business develops. Culture, more than rule books, determines how an organization behaves.” G4S and every other security company would do well to heed his wisdom.
Dr Tony Jaques is an internationally recognised authority on issue and crisis management and author of Issue and Crisis Management: Exploring issues, crises, risk and reputation (2014) and Crisisproofing; How to save your company from disaster (due October 2016). He is the Principal at Melbourne-based Issue Outcomes Pty Ltd and can be contacted at tjaques@issueoutcomes.com.au
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IP-Enabled Equipment Continues To Grow In The South-East Asia Region 036 SECURITY SOLUTIONS
By Alexander Derricott
During the course of recent IHS research on the access control market, the AsiaPacific region was the fastest growing area globally. The region is forecast to grow at a compound annual growth rate (CAGR) of 7.3 percent, reaching $1.6 billion revenue in 2020. One particular trend that started to develop last year was the adoption of panels and other Internet Protocol (IP) based equipment. The use of IP-enabled equipment ramped up significantly in 2015 as improvements in internet infrastructure are expected to accelerate from 2016 through 2020. In fact, revenue from IPenabled panels will grow at a CAGR of 11.8 percent, reaching $499.3 million in 2020, and comprising 58.2 percent of the market. One of the interesting emerging nuances is that demand for IP-based products has been primarily supported by their ease of installation. In most regions around the globe, uptake of IP-enabled panels has been supported by cost reductions, especially in regard to maintenance; however, in the Asia-Pacific region, ease-of-installation benefits are having a profound impact on both the panel market and the overall access control industry. Easier installation is actually encouraging greater penetration of access control products within markets in Malaysia, Thailand and other countries. The very low labour costs in South-East Asia, however, mean that cost reductions associated with ease of installation that normally spur IP-enabled installations in North America and Europe, barely cover the increased cost associated with the panel. The small realised gains in terms of cost reduction demonstrate easier installation plays a larger role than first imagined when encouraging the shift. The focus on ease of installation, rather than cost, is definitely an outlier in a region that is notoriously price sensitive, but end users seem to be resisting price pressures and are opting for more advanced – and more expensive – IP panels. The commercial sector has been one of the biggest markets for IP-enabled access control equipment, due in large part to new wiring techniques now used
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in the construction market. New offices tend to have an IP connection point every 20 metres along interior walls, meaning that the use of IP-enabled equipment is now viable for a much larger portion of the commercial market. Commercial and residential customers are also demanding single-door IP controllers, which have allowed local companies to take advantage of a segment that has not been as fully covered by multinational suppliers. Singapore leading the market in terms of adoption is unsurprising, as the country has good internet infrastructure, is a hub of financial and commercial trade, and already represents $38.5 million in revenue for a population of only 5.5 million. The two markets that offer more interest are Malaysia and Thailand – while less developed than Singapore, uptake of IP-enabled panels is growing in these two countries. Vietnam, Indonesia and other countries in the region have been slower to shift. The price sensitivity over IP-enabled panels in the region has been overcome for the moment, but the declining fortunes of many South-East Asia economies could ramp up short-term pressure. The slowdown of the Chinese economy in late 2015 and early 2016 has hurt many regional economies, because China was a big purchaser of natural resources and other exports. The decline in oil prices has also hit Malaysia and other countries particularly hard, causing IHS to lower by nearly half the short-term growth profile for this market. While there is some gloom associated with the region, there are some very positive developments surrounding internet infrastructure that should boost the market. The Asia-Pacific region has comparatively poor internet infrastructure, but investment in better systems bodes well for future uptake of IP-enabled equipment. Capital expenditure investment in cable telecommunications in Malaysia, Indonesia, Thailand and Singapore rose by $400 million after 2014, reaching $9 billion for the first time in 2015.
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The use of IP-enabled panels is growing, but the increase in web-based products is not as large in South-East Asia as it is in Europe or the Americas. The SouthEast Asia market for web-based panels is expected to grow at a CAGR of 11.6 percent from 2015 to 2020, while PC-based panels are forecast to grow 11.8 percent. This more balanced growth between web-based panels and PC panels contrasts with the Americas and Europe, where web-based panels far outstrip PC panels in terms of growth. The pace of growth for web-based panels in South-East Asia is expected to increase between 2018 and 2020 as better product knowledge and increased internet infrastructure boosts demand. Currently, however, the shift to systems similar to those used in Western Europe and the United States is still further away. The competitive environment currently favours many local suppliers of these products for two major reasons: first, the demand for single-door controllers in Malaysia and other countries has been poorly supplied by multinational suppliers, which has allowed a gap in the market to be exploited by local players; and second, currency exchange rates have effectively priced out many international panel
offerings. For example, the Malaysian Ringgit depreciated 19.3 percent against the dollar between 2014 and 2015, the Indonesian Rupiah depreciated 12.8 percent, and the Thai Baht depreciated 5.4 percent. Although the overall Asia-Pacific market is still led by Siemens and other companies, there is a growing presence of MicroEngine, HIK Vision, Solus and other local players. The use of IP-enabled panels in Asia-Pacific countries bodes well for other developing markets, as it can alleviate concerns around infrastructure development holding back the uptake of these devices. The region also proves that cost is not the only criteria that can increase sales of IP-enabled equipment, as ease of installation also makes a strong use case. The South-East Asia market has also developed a niche demand for singledoor controllers, so traditional multinational players have had to take the time to adapt their products, which has left a gap for local companies to exploit. While various slowing economies in the region still pose a threat to the continued growth of IPenabled panels, so far the market still seems content to continue to invest in the technology.
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Precision Versus Combat Shooting Train For Operational Reality
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By Richard Kay Traditional firearms training is organised around precision shooting techniques under conditions of known times and distances. Training developed to enhance precision skills, such as bulls-eye and practical firearms courses, were developed to test these skills and play a role in training. The fundamentals emphasised by precision shooting are: • Stance facilitates a balanced assertive shooting platform for a natural point of aim, rapid target engagement and effective movement. • Grip facilitates the initial set-up of the firearm on target and proper recoil control. • Aiming facilitates two aspects – sight alignment (alignment of the front and rear sights and the target) and sight picture (the relationship between the front sight and the target or, more specifically, the point of aim to the centre of what is seen). • Trigger control facilitates accuracy through the smooth press and release of the trigger along the axis of the barrel. • Breathing is natural and controls stress by regulating physiology, specifically heart rate. The correct use of these fundamentals ensures accurate shots, but often too much emphasis is placed on precision shooting skills for the operational environment. Statistics show that most shootings take place at close distances (three to five metres) and are over in a few seconds. A review of operational shootings shows the average officer fires less than six rounds during an armed encounter, and the entire conflict is over in less than three seconds. These are facts that should dispel a great number of misconceptions about violent confrontations involving firearms. It becomes immediately apparent that the physical and time constraints of such situations do not allow for the finer nuances of marksmanship. Combine the above circumstances with a heavy dose of survival stress and this situation calls for a very specialised set of skills for survival. For these situations, combat shooting techniques are preferable. The emphasis of combat shooting is not on precision ‘groupings’, but rather putting combat effective shots on target. Combat shooting emphasises grip and trigger control as the key ‘fixed’ fundamental
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principles, with the others being variable depending on the operational circumstance. Whilst accuracy is everything (aim small, miss small), the focus is on getting rounds anywhere within the centre of seen mass. Unlike the ‘ideal’ circumstances of precision shooting (static target shooting with no stress), in combat shooting (real, dynamic stressful encounter) a spread of rounds over the centre mass is acceptable, and in fact goes a long way to causing effective stopping trauma by causing damage to more body systems. To further promote operational reality under actual conditions, officers should endeavour to keep both eyes open when shooting, as this reduces tunnel vision, increases peripheral vision and situational awareness, and increases the ability to see multiple threats, innocent bystanders and other officers. Post-shooting analysis shows that in most scenarios, the situation develops under circumstances that are less than ideal and not in a way the officer typically expected. Most violent confrontations are spontaneous and will likely take an officer by surprise and, as such, the officer is in a reactionary state. The best way to prepare for such an encounter is to condition the mind and body in a manner that is consistent with the way one needs to perform in the field. Training is critical to minimise the response time necessary to successfully react in spontaneous attacks. In addition, most shootings take place at very close range, in poor lighting and may include multiple subjects. Another issue regarding operational firearms competency is frequency of training. Many officers only train with their duty weapons once a year, to qualify. However, firearms training needs to be relevant and realistic and it must also be conducted regularly, occurring closely enough to incidents to assist officers in making proper tactical decisions. The main shortcoming of current firearms training is that it is incomplete. The focus is often on basic knowledge and skill acquisition, training officers to pass a theory test and shoot a passing score on clinical shooting serials, rather than understanding knowledge and applying it operationally. There is generally no skill development or operational preparation through tactical drills and reality-based scenarios.
Whilst there is no restriction on instructors and companies training students properly, financial considerations usually outweigh operational considerations. Time and cost concerns are so restrictive that they significantly compromise the suitability and sufficiency of current operational safety training. An unintended consequence is that current training may leave officers more vulnerable, despite the best attempts by trainers and agencies to deliver an effective training package. The average officer, within months of leaving initial training, can usually describe how a given technique is used, but often will have little ability to actually apply it effectively in a dynamic encounter with a resistant subject. Many training programs do not employ modern, research-based methods of successfully teaching psychomotor
A review of operational shootings shows the average officer fires less than six rounds during an armed encounter and the entire conflict is over in less than three seconds… It becomes immediately apparent that the physical and time constraints of such situations do not allow for the finer nuances of marksmanship.
Training is critical to minimise the response time necessary to successfully react in spontaneous attacks. skills, a shortcoming compounded by the fact that current recordkeeping fails to capture even the most elementary relevant information about the dynamic nature of real-world attacks on officers. Wherever they are based, if officers are unprepared to meet the various threats they face, it can impair their ability to make good judgments, to affect control, and to avoid injury or death to themselves and to innocent civilians. Officers should train at least four to six times a year with their firearms. The reason for this frequency is that the psychomotor skills needed for firearm manipulation are such that, without constant and frequent reinforcement, those skills will deteriorate. Many authorities suggest that annual, or even semi-annual, firearms training is insufficient for the purposes of avoiding liability. The content of the training also needs to evolve. In addition to classroom instruction of force response policy and procedure, most instructors suggest the range work should include: • clearing stoppages with either hand • drills that simulate malfunctions • emergency tactical reloading with either hand • manipulation of safeties and de-cocking levers with either hand. As well as the usual and customary range topics like: • low-light and judgmental (decision-making) shooting • shooting while moving to cover • one-handed firing • giving verbal challenges • firing and clearing malfunctions from various ‘officer down’ positions • engaging multiple targets.
In the US, the message from the courts is that training should cover ‘whatever officers can reasonably be expected to confront’, and therefore include at minimum: • frequent training • moving targets • reduced light • judgmental training • use of cover • realistic environments • policy reinforcement • force level integration and transitions • relevance to assignments. Most officers go through their entire career without having to use their firearm. Since an armed confrontation may never occur, it is difficult to remain vigilant day in and day out. However, there may come a time when they need to discharge their weapon in defense of their life or the life of another. If officers find themselves in a violent confrontation, they must be prepared. Ideally, operational firearms training should be geared toward combat shooting. Although officers must show proficiency on the firearms range, they must also prepare themselves for real encounters. Winning a critical incident begins long before officers fire a shot.
Time and cost concerns are so restrictive that they significantly compromise the suitability and sufficiency of current operational safety training. Richard Kay is an internationally certified tactical instructor-trainer, Director and Senior Trainer of Modern Combatives, a provider of operational safety training for the public safety sector. For more information, please visit www.moderncombatives.com.au
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CCTV
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The Future Of Video Analytics
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CCTV
By Ryan Talbot and Michael Omeros
Genesis of Video Analytics Since the introduction of video over an Internet Protocol (IP) network was first established in 1997, CCTV has, up until recently, been fundamentally known as a ‘dumb system’, providing just live, prerecorded video playback and export capabilities with very little or no ‘smarts’ behind it. More recently, however, some CCTV systems have been described as IP video surveillance systems due to the fact that such systems now incorporate the use of computer-based intelligence to monitor video streams using analytics. This evolution in technology has changed the nature of CCTV, providing capabilities to end-users far above and beyond what was available only a few short years ago. With such rapid development occurring in only the last few years, one might reasonably ask, what next? Growth of Video Analytics According to a recent report from Transparency Market Research, the IP video solutions industry is now one of the fastest growing areas of security, with an annual compound growth rate (ACGR) of 19.1 percent from 2013 to 2019, with new technologies opening up many opportunities for IP camera manufacturers, software companies, distributors and valueadded resellers. Due to the increased growth rate and market expectations, there is a surge of manufacturers etching their way into the market to secure their own corner. This increase in market competition is spurring companies to action, providing new and unique ways of managing a customer’s expectations through smart technologies. This is made evident by recent technology changes that have provided the industry with higher definition images, improved compression methods, higher frame rates and better low-light performance, combined with improved flexibility as a result of each device being IP addressable. There are now almost infinite opportunities with what can be done with video captured via IP video, essentially turning each image into
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measurable and sometimes critical data for a customer. The surface has only just been scratched with regard to what information and data can be gathered by the use of video-based analysis and it is expected that in the near future, multiple systems will be able to communicate and make decisions between devices. That said, such capabilities are still some way off. So, how can video analytics be more effectively applied on IP video today? What problems might this technology solve for a customer and what could it deliver in the future? To gain insight into these big questions, consider why video analytics has become a growing trend. CCTV has traditionally been about surveillance; using humans to visually process video. Analytics were first introduced in the CCTV field as a means of augmenting a person’s visual processing with pockets of additional digital information. This came in the form of basic motion detection and human tracking. As it became possible to increase the number of transistors on micro-processors (see Moore’s Law), more leeway was given to the amount of CPU cycles the analytic algorithms could consume. Basically, as computers have increased in processing power, they have been able to execute more challenging tasks more accurately and more quickly. As a result, video analytics is no longer supplementing human observation but is fully automating some aspects of surveillance, giving rise to a plethora of new surveillance possibilities. Facial Recognition The most obvious and widely used analytic that is now fully automating parts of surveillance is facial recognition. There is an increasing demand for more efficient and effective security capabilities as intelligence agencies are overwhelmed trying to provide the resources to manage surveillance effectively. Recently, some companies have provided analytics capable of biometric detection of faces with up to 99 percent accuracy and many of these software solutions have direct integration into some
of the major video management system (VMS) platforms. This allows authorities to be alerted with video verification in realtime with push-notifications when a suspect is detected. According to John McGiffen, managing director of Intelliscape, there is also the ability to tap into the Internet and social media platforms to link people together with a who-knows-who engine, providing critical data to authorities. Facial recognition is no longer an ‘after the fact’ analytic; if deployed correctly, it could play a significant role in preventing terrorist attacks or other such catastrophes before offenders have the opportunity to strike. That said, highly accurate facial recognition is just one of many forms of video analytics that have been on the rise over the past few years. Some of the more recent video-based analytics that are being used successfully today include licence plate recognition, object left and object removed from an area, line crossing, direction of travel, people and vehicle counting, intruder detection and forensicbased searching. Audio analytics have also recently come into play, with volume detection and even scream detection built into some manufacturer’s cameras. Video Analytics and Retail The future of analytics in CCTV is very bright. One area currently experiencing significant growth is the retail and marketing sector. The use of retail analytics such as heat mapping, people counting and dwell times are assisting retailers with demographic information and usable business data that has never been accessed before using camera technology. Marketing departments are benefiting from this information, allowing them to better understand trends and allowing them to significantly improve business processes. The ability to create specific aggregate reports on various entrance ways to determine traffic flows and strategically place vendors in these locations is all made possible through video analytic technologies. Queue management and queue abandonment is another analytic that is becoming more prevalent,
Facial recognition is no longer an ‘after the fact’ analytic; if deployed correctly, it could play a significant role in preventing terrorist attacks or other such catastrophes before offenders have the opportunity to strike. with businesses utilising this technology to further improve customer wait times while helping to provide the correct staffing resources at the right times. Caveats in Video Surveillance While there has been significant year-onyear growth in the video analytics market, there are still many areas where analytic technology and software can be enhanced. It is important to understand the pros and cons of where the technology can be applied. For example, alert-style analytics, which are usually contrast based, can still be adversely affected in some instances by scene changes and changes in light. Many manufactures are constantly improving their technologies, but there is a very specific skill set required to set up analytics effectively to reduce the amount of nuisance alarms. However, with this in mind, the solution needs to be built around conditions such as good lighting in these areas to allow analytics to work to their full potential, although there is an abundance of low-light camera technology coming into the market. As this technology improves, the effects of lighting and scene changes will become redundant, with some manufacturers already able to produce colour images in light as low as 0.0045 lux. Big Data In today’s society, people generate data around everything they do; from using credit cards to surfing the Internet, interacting and sharing with each other via social media and so on. People’s day-to-day interactions with security systems are no exception. This abundance of data is often referred to as Big Data. Analytics provide the ability to drill down into and analyse sets of related data in a simplified manner. One can only begin to guess at the kinds of information that might be uncovered when it becomes possible to link and mine data relating to potential security issues from across multiple systems.
Video analytics is not just providing bigger and better ways of extracting information from video feed, it has also become a catalyst for the way in which providers think about IP video solutions. The increasing sophistication of systems and the minimisation of costs from endusers are naturally moving analytics toward the edge, as opposed to a centralised approach. What this means in simple terms is that some of the intelligence in the system has moved out of the VMS to reside within the cameras themselves, relieving some of the pressure on the VMS and allowing it to do more, at a faster pace. Edge-based and server-based analytics over an IP network are now becoming a necessity and a growing number of consultants are specifying these solutions as end-users begin demanding more than a simple ‘video feed into a box’. Edge-based analytics have a distinct advantage in terms of intelligence and metadata. As the hardware capabilities of cameras and encoders increases, so too does the sophistication of the analytics programs they run and the quality of metadata produced. This means metadata can be accessed directly, and quickly, as opposed to having a server transcode information. This has the added benefit of dramatically reducing cost as there is no need for third party software and additional hardware, as many camera manufacturers have this functionality built directly into the camera. Like edge-based analytics, many cameras now utilise edge-based memory storage where the memory is local to the camera. Although this has been around for several years in cameras, it has changed from SDHC, which is a high capacity format with 32GB limitation, to the latest SDXC format which supports up to 2TB onboard the camera. Although the SD cards are not quite there yet, some manufacturers can handle up to 256GB at the edge, which will eventually allow for storage of much more than just video.
The Future of Analytics So what does the future hold and how might video-based analytics evolve over the next five years? There are countless opportunities and problems waiting to be solved by video analytics. As the computing power of IP cameras continues to improve, video analytics will continue to solve more complex problems. Benefits will continue to be seen across multiple sectors, from aiding intelligence agencies to local retail outlets. There are some non-trivial hurdles to overcome in the world of computer vision with regard to lighting changes, but these pale in comparison to the greater picture – the work that is being done with edge devices and integration with the Internet of Things (IoT). Interconnected smart surveillance systems and increasingly autonomous IP solutions will become the norm in the near future. And who knows, perhaps in the distant future there may be fully predictive surveillance systems. Most have heard about the IoT, which is the network of physical devices embedded with software, electronics or sensors which allows these objects to collect and change data between IP addressable devices. There is a new term in the world of video analytics known as the Internet of Recognition (IoR), meaning computer image processing can recognise, through a single frame to many frames of video, capture and analyse any object or thing and intelligently analyse what it is and what it is doing. For example, is the object a skateboard, bike, car or truck? How fast is it going? What other data can be collected? Does it have words, phone numbers or logos and what else is in the scene? Is it a person or a crowd of people? Are they walking, running, climbing, sitting and so on. IoR will really start to bring everything together in the future and, as technology and computer processing evolves, there will be some exciting benefits. Without doubt, video analytics will be one of the most exciting areas to watch and one of the most explosive areas of growth in the security field in the next five to ten years.
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