security solutions magazine issue 101
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Security Solutions Magazine Digital Issue 101TRANSCRIPT
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ISSUE #101 MAY/JUN 2016
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
SEC
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ITY SO
LUTIO
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• ISSUE 101 • MAY/JUN 2016
I DON’T WANT YOUWILL POPULARITY TRUMP SECURITY?
SSM#101-Cover-FIN2.indd 2 8/04/2016 4:44 pm
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With the Creone KeyBox range you will have complete control over your keys and valuables. Whatever your requirements you can choose a basic or more advanced solution.
Creone offer everything from key cabinets and value boxes that will meet your basic needs to advanced systems that monitor every single key and user.
the creone keybox is a new solution for management of valuables & keys.
intelligentstorage
Creone KeyBox systems are flexible, which makes it easy for you to adapt your system when yourneeds change. Start with a solution that is suitable for your current needs, and expand it as your needs grow. Your storage solutions are future-proof when you invest in a Creone KeyBox to manage your keys and valuables.
There is one important requirement when it comes to storage systems that are used by a number of different people: the easier to use, the better.
Creone intelligent technology automatically keeps things in good order, and thanks to the user-friendly software, it is easy for the administrator to monitor key use and control.
Creone develop intelligent storage systems. They have being doing this since they started in 1979, and today supply solutions to companies in 30 countries. Creone have three keywords for their storage solutions; Control, Flexibility and User-Friendliness. Whatever your needs, they have a solution you can offer with security and good order – both today and in the future.
absolute control
Total flexibility
easy to use
Creone’s extensive KeyBox range will offer storage solutions to a variety of industries.
A Solution to Suit
Pharmacies
Shops Hotels& Hostels
Offices
Police
Cardealerships
Banks
Taxis Aged carefacilities
• A simple and flexible solution• Over 40 different models and
styles available• Easily expandable• Intuitive management software• Made in Sweden
Visit lsc.com.au/creone for more information.
Key Features
visit us at...
CONTENTS101
SECURITY SOLUTIONS002
034 THE LETHAL COCKTAIL OF TERRORISM: THE FOUR NECESSARY INGREDIENTS – PART ONE In the first of a special two-part series, international terrorism expert and researcher Dr Anne Speckard looks at the four main factors
instrumental in driving potential recruits into terrorist organisations.
076 CRISIS MANAGEMENT PLANNING
Paris, Brussels, Sydney, Boston and Parramatta all provide examples of where local businesses were caught up in bombings or shootings. Do
you have a crisis management plan? When was it last updated? Don Williams looks at pertinent points of crisis management planning.
092 EFFECTIVE SECURITY LEADERSHIP
Gone are the days of guns, guards and gates. Today’s security professionals are expected to be business professionals alongside HR, finance
and operations. To achieve this, you must first be an effective leader. Jason Brown looks at some real-life examples of effective leaders and the
lessons they can teach security professionals.
096 2016 TRENDS IN ACCESS CONTROL Blake Kozak of the internationally renowned market research group IHS looks at the emerging trends in access control for 2016–17.
COVER STORY: IF POPULARITY TRUMPS SECURITYWhat if US presidential candidate Donald Trump continued to defy all expectations and was elected to be the 45th President of the US? According to the Economist Intelligence Unit, the election of Trump could be one of the top 10 greatest risks to global stability. Colin Wight, Professor of Government and International Relations at The University of Sydney, looks at what kind of foreign policy we might expect from Trump and the security implications of that policy.
058
008 LETTER FROM THE EDITOR
010 BRIGHT IDEAS
012 CRIMINAL ODDITY It should be called “What not to do to end up in this section”, but alas, we find a special home for those who are met with odd criminal situations and a lack of intellect.
014 LEADERSHIP How does culture impact strategy?
016 CYBER SECURITY How can you address the need for greater awareness of advanced persistent threats amongst company staff?
018 RESILIENCE How can you apply resilience in a security context?
020 HUMAN RESOURCES What are the dangers of casual employees in the security industry?
022 RISK MANAGEMENT Dr Kevin Foster explores a new risk assessment standard for security and operations.
024 COMMUNICATIONS Why do we need to make more noise as an industry?
026 LEGAL What happens when we fail to act on the risk of terrorism?
028 THINKING ABOUT SECURITY When the risk is identified and the incident has occurred, who is responsible for managing the consequences?
030 EVENTS A look at upcoming industry events.
040 ALARMS Why do we still need to be fingerprinted and hold licences in every state of Australia?
044 OPERATIONS Richard Kay looks at the reality of phone cameras in the age of social media.
048 CCTV What is HVEC?
054 BUSINESS What are the little things that can have a major impact on the success of your security business?
070 LEGAL Q&A How does social media impact workplace bullying?
072 LOSS PREVENTION How can you achieve loss prevention on a budget?
080 AVIATION Steve Lawson looks at the need to think differently about airport security following the recent Brussels attacks.
004 SECURITY SOLUTIONS
084 ACCESS CONTROL Can the traditional access token survive the Internet of Things?
088 PROFESSIONAL DEVELOPMENT How well do you understand the cues to deceptive behaviour?
100 SECURITY STUFF
102 SPOTLIGHTS
110 PRODUCT SHOWCASES
114 SHOPTALK Company announcements from within the industry.
CONTENTS101
034 076 092
SECURITY SOLUTIONS006
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Contributors: Jason Brown, Gary Barnes, Rita Parker, Greg Byrne, Kevin Foster, Rod Cowan, Tony Zalewski, Don Williams, Richard Kay, Anna Richards, Darren Egan, Steve Lawson,
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007SECURITY SOLUTIONS
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008 SECURITY SOLUTIONS
For generations, Australia has been referred to as the lucky country. This description has been bestowed upon Australia for a multitude of reasons, including but not limited to our beautiful, wide open country and pristine beaches, our amazing mineral wealth and abundance of natural resources, our quality of living and prospering cities – but more recently, the lack of a Brussels or Paris-type terrorist attack.
And while it is true that we have been very fortunate to date, I do not think it is fair to say that we have been lucky. Undoubtedly, luck has played a small role, but I believe most of the credit should go to our intelligence and law enforcement agencies, as well as the Muslim community itself.
I recently wrote a piece in which I stated that blaming the Islamic faith for terrorism is akin to blaming fast food advertising for the obesity epidemic. I stand by this comment. That said, I am not so naïve as to believe that all Islamic leaders within Australia are supportive of Australia’s involvement in recent conflicts. That not withstanding, we achieve nothing by further demonising Islam and refugees or immigrants to Australia. In fact, we only make it easier for people preaching hate and dissent to perpetuate such nonsense.
Untangling the complex and incredibly intricate problem of terrorism in the modern context is not something that can be done in a day, week, month or even a year. It will take years and will be something that, in my opinion, our children’s children might finally overcome. But one thing is for sure; we cannot solve the problem with an ‘us and them’ mentality, which is why this issue’s cover story looks at the possible security implications of Donald Trump being elected as the next US president.
We have already seen and heard Trump talk on numerous occasions about banning all Muslims from the US; deporting Muslims already living in the US; building a wall between the US and Mexico and other such outlandish, headline-grabbing propaganda. Now Trump has expressed reservations about the security alliance between the US and Japan and suggested that perhaps the best way to secure peace in the Asia Pacific region would be to encourage Japan and South Korea to develop a nuclear arsenal of their own with a view to keeping China and North Korea at bay.
Colin Wight, a professor in the Department of Government and International Relations at The University of Sydney, has drawn on his extensive understanding of both international relations and terrorism to provide an overview of what he believes might be the likely challenges arising from the US moving forward. That said, regardless of what happens in the US, we cannot hope to be the lucky country forever. We need to do all we can to strengthen ties to the Islamic community in Australia, not erode the relationship. The Australian Islamic community has traditionally been something of an early warning system in so far as it provides information about people making the kind of noise that might lead to a potential problem. By alienating that community, I truly believe we erode our ability to detect, deter and prevent incidents.
John BigelowEditor
LETTER EDITORFROM THE
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010 SECURITY SOLUTIONS
DARPA’s ‘Improv’ effort asks the innovation
community to identify commercial products
and processes that could yield unanticipated
threats.
For decades, US national security was ensured
in large part by a simple advantage: a near-
monopoly on access to the most advanced
technologies. Increasingly, however, off-
the-shelf equipment developed for the
transportation, construction, agricultural and
other commercial sectors features highly
sophisticated components, which resourceful
adversaries can modify or combine to create
novel and unanticipated security threats. To
assess this growing security challenge and
identify specific potential risks, a new Defense
Advanced Research Projects Agency (DARPA)
effort will ask experts across multiple disciplines
to look at today’s bustling tech marketplace
with an inventor’s eye and imagine how easily
purchased, relatively benign technologies might
be converted into serious security threats. The
endeavour is dubbed ‘Improv’, an abbreviated
reference to the potential for improvising with
widely available technology to create new and
unanticipated risks.
Mining Everyday Technologies To Anticipate Possibilities
“DARPA’s mission is to create strategic
surprise, and the agency primarily does so
by pursuing radically innovative and even
seemingly impossible technologies,” said
program manager John Main, who will oversee
the new effort. “Improv is being launched in
recognition that strategic surprise can also
come from more familiar technologies, adapted
and applied in novel ways.”
Improv will explore ways to combine or
convert commercially available products such
as off-the-shelf electronics, components created
through rapid prototyping, and open-source
code to cost-effectively create sophisticated
military technologies and capabilities. To bring
a broad range of perspectives to bear, DARPA
is inviting engineers, biologists, information
technologists and others from the full spectrum
of technical disciplines – including credentialed
professionals and skilled hobbyists – to show
how easily accessed hardware, software,
processes and methods might be used to create
products or systems that could pose a future
threat. DARPA will assess candidate ideas and
offer varying levels of support to develop and
test selected proposals. The emphasis will
be on speed and economy, with the goal of
propelling winning submissions from concept
to simple working prototypes within about 90
days.
“DARPA often looks at the world from the
point of view of our potential adversaries to
predict what they might do with available
technology,” Main said. “Historically, we did this
by pulling together a small group of technical
experts, but the easy availability in today’s world
of an enormous range of powerful technologies
means that any group of experts only covers
a small slice of the available possibilities. In
Improv, we are reaching out to the full range
of technical experts to involve them in a critical
national security issue.”
DARPA intends to fund selected Improv
proposals through a short feasibility-study
phase, during which performers will refine their
ideas and compete for the opportunity to build
prototypes. DARPA will evaluate the results of
that work and a subset of the prototypes will
proceed to a detailed evaluation regimen. If
performance warrants, DARPA may advance
the relevant capabilities in separate follow-on
efforts.
REGULAR
BRIGHT IDEAS
012 SECURITY SOLUTIONS
Making A Clean GetawayAnyone who has ever had their home broken
into knows the horrible feeling of coming
home and finding one’s possessions scattered
all over the floor – minus the things that were
taken. Now, imagine coming home and finding
that, instead, the house had been broken into
and someone had cleaned up. I have known
a few people in my time to whom I may have
been tempted to do this to.
It may sound ridiculous but according to
a report in the Huffington Post, a woman in
Indiana of The United States came home from
a night out only to find a man had broken into
her apartment, swept her floors, folded her
clothes and then started to cook a meal of
chicken and onions.
According to reports, when confronted, the
offender refused to leave the apartment even
after police had been called. Police arrived a
short time later and arrested the offender who
claimed that he thought it was his apartment
and that he lived there.
I don’t know about you, but I am fairly sure
that I would know if I was folding someone
else’s clothes. I am also pretty sure that if I
Escaldera appeared to be wearing his shorts
on his head…
Yes, according to the story, and the
accompanying images, Mr Escaldera had
decided that the best way to disguise his
identity was to wear a pair of shorts, on his
head. Because that’s what I do when I want to
remain inconspicuous and anonymous.
According to a report by Monroe County
Sheriff’s Officers, when the bank teller
confronted Mr Escaldera, asking him in a
somewhat confused and bewildered tone of
voice “is this a bank robbery?”, Mr Escaldera
simply mumbled “never mind” and walked
away.
According to the report, the teller informed
his manager of the incident, who then
informed police, who found Mr Escaldera only
a few blocks from the bank, attempting to get
away on his pushbike.
In Mr Escaldera’s defence, the police had
an unfair advantage given that there probably
were not too many Hispanic men wearing a
blue shirt, dark cargos and shorts on their
head in the area.
So many questions, so few answers.
had to kick the door in because my key didn’t
fit the door lock, I might realise I was in the
wrong apartment.
A Short StoryEvery cloud has a silver lining – so the saying
goes. Therefore, it stands to reason that the
silver lining in the cloud of the criminally
stupid is that, so long as no one is injured
or permanently deprived of assets in the
course of their antics, they keep the rest of
us amused. Sometimes we laugh at them.
Sometimes we laugh with… no, hang on, we
just laugh at them. Take for example, 43-year-
old Eli Escaldera of Stock Island in The United
States.
Mr Escaldera wanted money. He wanted
money quickly. So, he walked into a bank in
the Florida Keys and passed the teller a note
which, according to Miami New Times, read,
“Give me what are 20’s and 50’s.”
Now, if you are having trouble understanding
the note, never fear, so did I when I first read
about it and, apparently, so did the bank teller
– who was further confused by the fact that Mr
CRIMINAL ODDITY
REGULAR
013SECURITY SOLUTIONS
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014 SECURITY SOLUTIONS
In an interview about his military career, Australian
Victoria Cross winner Corporal Ben Roberts-Smith
noted that “culture trumps strategy every time”. It
was a phrase I had not previously heard but, after
thinking about it, I realised how right he was.
Having placed so much emphasis on building
and maintaining a powerful culture within my
business over the years, it truly resonated, even
though I had never thought of it in those terms.
But realistically, whether it is a business, or the
military, a security department or government, to
effectively develop a strategy there must first be
in place a culture capable of implementing the
strategy.
Intuitively, good leaders know their first task
when taking on a leadership role is to determine
the quality of the existing culture within the
organisation they are about to lead. If it is weak or
fragmented, it has to be repaired or rebuilt from
scratch before new objectives can be launched.
I had the good fortune to start my business
from scratch, so I was able to create rather
than change a culture. This enabled me to put
my personal imprimatur on every aspect of the
business from day one. I focused on teamwork
driven by a ‘can-do’ attitude, always putting the
customer first (which in the case of a security
department might be the other departments within
the organisation), thus running the business to
suit the customer, not employees. No matter how
difficult the task might be, it was embraced with
energy, enthusiasm and good humour.
The foundation for this culture was an
environment where everyone worked hard to
make the job as interesting and satisfying as
possible. Four basic rules were employed that
management were expected to implement and
maintain, as they wanted employees to really look
forward to coming to work each morning:
1. Ensure employees (team members) got
satisfaction out of their day’s work.
2. Employees were to be recognised for their
work ethic. (This could be a pat on the back or
something more substantial if appropriate.)
3. Constant reinforcement of the team principal,
‘all for one and one for all’.
4. To make it as much fun as possible by
celebrating successes and then setting higher
goals.
In time, this environment morphed into a
very powerful culture where expectations of one
another grew exponentially to the point everyone
was ‘match fit’ and truly believed they could
achieve any realistic objective.
Leadership is the key element in building
positive cultures or changing them within
organisations. The latter is clearly more difficult
than the former, but nevertheless doable through
leading by example with that can-do spirit.
Unfortunately, courageous leaders in business
these days are in short supply. Industrial relation
laws have dumbed down the entrepreneurial
spirit in organisations. Rampant fear has sent
many business cultures into a downward spiral.
Workplace stress is at its highest level in many
years as workers fear for their jobs.
So these times call for strong, courageous
leaders prepared to take risks and focus on
improving every aspect of their business in
preparation for the economic upturn that will
inevitably arrive.
But it is not easy, even with a strong can-do
culture within the organisation. It calls for bold
confident leadership applying all the basic traits
of leadership. Start with a clear concise message
outlining the plan and the way in which it will be
implemented. Set the example by always doing
the right thing even when no one is watching.
Take personal responsibility for all that goes
on, never go it alone and, most importantly, be
fearless.
Shakespeare wrote, “Some are born great,
some achieve greatness and others have
greatness thrust upon them.” Perhaps in the case
of Ben Roberts-Smith, greatness was thrust upon
him, but he seized it with all his might. His Victoria
Cross citation records he showed conspicuous
gallantry under enemy fire. With members of his
patrol pinned down by enemy machine gun fire,
Corporal Roberts-Smith exposed his own position
in order to draw enemy fire away from his patrol.
Then, with total disregard for his own safety,
he stormed the enemy position, killing the two
machine gunners.
Leadership is all about seizing the moment.
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
REGULAR
LEADERSHIP
Seizing The MomentBy Bob Ansett
015SECURITY SOLUTIONS
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016 SECURITY SOLUTIONS
Advanced persistent threats (APTs) continue
to enjoy the spotlight in the wake of their
successful use to launch several high-profile
data breaches. Every year, the damage and
costs related to cyberattacks multiply at a
shocking rate.
Cybercriminals continue to exploit
individuals and enterprises while increasing
profits from more than US $300 billion in 2012
to an estimated US $1 trillion in 2014. Juniper
Research has predicted that profits will top US
$2 trillion in 2019. Major cyberattacks targeting
financial, retail, healthcare, government and
the entertainment industries have resulted in
the stealing of sensitive data, exposed records
and money, with billions spent on remediation
and with significant damage to many brands.
Opinions differ on what makes a threat an
APT. Some state that APT is just a marketing
term; others believe there is no difference
between an APT and a traditional threat;
yet others say that an APT is a nation-state-
sponsored activity that is geared toward
political espionage. This article adopts ISACA’s
definition of APTs – they are prolonged,
stealthy attacks aimed at the theft of
intellectual property (espionage) as opposed
to achieving immediate financial gain.
APTs also employ different attack
methodologies and display different
characteristics from those evidenced by
traditional threats. Furthermore, as technology
changes and information security tools
evolve, so too do the tactics, techniques and
procedures of threat actors. Social engineering
remains at the centre of APT activity to gain
footholds into information systems. Early APT
efforts began with phishing, often involving an
attachment or a link that contained malware
or an exploit. However, over the past three
years, APTs have moved on to the Internet as
the main attack vector (for example, websites,
social media and mobile applications).
Despite the damaging nature of APTs, a
gap in the understanding of what they are and
how to defend against them remains. A 2015
ISACA study designed to uncover information
security professionals’ understanding and
opinions of APTs, revealed that 67 percent of
the respondents believe that they are ready
to respond to APT attacks to some degree,
representing a decrease from 2014’s statistic
of 74 percent.
It is evident that efforts to stay ahead of
cybercriminals and APTs are not being aided
due to advances in technology, coupled with
the existing skills gap in the information
security workforce. Of the ISACA survey
respondents who categorised their enterprises
as ‘not very likely’ targets of an APT, only 48
percent reported feeling prepared for an attack
to some extent.
The data indicates that enterprises have not
really changed the ways in which they protect
against APTs. The technical controls most
often cited as being used to prevent APTs
are network perimeter technologies such as
firewalls and access lists within routers, as well
as anti-malware and antivirus.
While these controls are proficient for
defending against traditional attacks, they are
not as well suited for preventing APTs because
APTs exploit zero-day threats, which leverage
unknown vulnerabilities, and many APTs enter
the enterprise through well-designed spear
phishing attacks. This indicates that different
types of controls – an increased focus on email
security and user education – could benefit an
enterprise immensely.
With that said, the survey reveals that there
is a strong correlation between the perceived
likelihood of an APT attack on the enterprise
and the enterprise’s adoption of improved
cybersecurity practices. In almost all cases, the
higher the perceived likelihood of becoming a
target, the more consideration is being given
to APTs in terms of technology, awareness
training, vendor management, incident
management and increased attention from
executives. This activity and corresponding
effort form an excellent base for information
protection. Yet not all avenues for APT
intrusion are fully locked down. Mobile device
security is lagging, despite acknowledgment
that the bring your own device (BYOD) trend
increases APT risk, and a preference is seen
for technical controls over education and
training, even though many successful APT
attacks gain entry by manipulating individuals’
innate trust and/or lack of understanding.
Enterprises and governments need to be
continually vigilant and ensure they are well
staffed and trained to deal with these ever-
changing threats. ISACA recently established
Cybersecurity Nexus (CSX) to help enterprises
take a skills-based approach to cybersecurity
workforce development. It is critical for all
staff to receive cybersecurity training, and
for cybersecurity teams to receive continuous
development that focuses on building their
capability to protect and defend against these
insidious attacks.
Garry Barnes is practice lead, Governance
Advisory at Vital Interacts (Australia). He
has more than 20 years of experience in
information and IT security, IT audit and risk
management and governance, having worked
in a number of NSW public sector agencies
and in banking and consulting. The above
article is based on ISACA’s 2015 Advanced
Persistent Threat Awareness Report. For a
more detailed analysis of the report, go to
http://www.isaca.org/apt-wp
CYBER SECURITY
REGULAR
Advanced Persistent ThreatsAddressing The Growing Need For APT AwarenessBy Garry Barnes
018 SECURITY SOLUTIONS
critical services during a disruption. Security
professionals are well placed to assist and to
advise C-Suite executives to identify which assets
and resources would be essential and therefore
need to be made resilient, as well as identifying
essential personnel. To do this requires defining
what functions, elements or systems are critical
and, therefore, need to be resilient to changes
that may lead to disruption. Keep in mind that
an organisation is an interconnected system
composed of many different components that
form different system levels. This means that an
organisation can be resilient at some of the levels
but not necessarily at others, meaning other parts
of the organisation can be vulnerable.
Resilience is similar to vulnerability in that it
cannot simply be measured in a single metric; its
importance lies in the ultimate multi-dimensional
outputs (the consequences) of the system for any
specific inputs (risks and threats).
Detecting those risks and threats is a constant
challenge. Different organisations use different
processes and types of analysis to identify future
potential disruptions. Some organisations do
this by using trends analysis, which is a simple
approach based on historical events and data
to project into the future. The problem with this
As noted in the previous article in this column,
definitions of the concept of resilience vary within
different disciplines and sectors, such as critical
infrastructure, homeland security and emergency,
and disaster management response. However,
the common characteristics of adaptability,
transformation and flexibility appear generally
consistent.
While resilience has been described as
“the capacity for complex systems to survive,
adapt, evolve and grow in the face of turbulent
change” (US Council of Competitiveness, 2006),
by extending this description, it is possible
to extrapolate that resilience is a counter to
insecurity. In this extended context, resilience
addresses unknown future challenges and
uncertainty; that is, the inability to know what
combination of conditions will occur in the future.
If the future were predictable, resilience would
lose its importance because all planning would be
based on a known set of conditions. But because
the future is unpredictable, it is necessary to
plan for a wide range of possible conditions and
outcomes, including some which may be unlikely
but could result in significant harm if they are not
anticipated.
To apply the resilience concept it needs to
be considered in a specific context; that is, who
or what needs to be made resilient to whom
or what threat or risk. This is where the role of
security professionals can contribute to achieving
resilience in an organisation. Within the context
of a business or a corporation, resilience means
having the capability and skills to adapt quickly
to disruptions while safeguarding people, assets
and reputation and while maintaining business
operations. This is directly linked to the security
of those people, assets and resources.
Not all personnel or resources will be essential
to maintain an organisation’s functions or
approach is that it assumes past events are likely
or may recur, and it assumes an absence of
unprecedented future events. Other organisations
use a process of horizon scanning to detect early
signs of potentially important developments
that may lead to disruptions. It does this by
determining what is constant, what changes
and what constantly changes both inside and
outside the organisation. This approach enables
identification of unexpected issues as well as
identification of persistent trends and problems
that may be potential risks or threats that
contribute to or cause a disruption.
Whatever approach is used, the results need
to be constantly reviewed because internal and
external factors change. This means that a simple
tick-the-box approach cannot be used to achieve
resilience.
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 and national and international
conferences. Rita holds a PhD, MBA, Grad. Dip.,
BA, and a Security Risk Management Diploma.
Whatever approach is used [to detect risks and threats], the results need to be constantly reviewed because internal and external factors change.
Resilience And Identifying Potential Disruptions
RESILIENCEREGULAR
By Dr Rita Parker
019SECURITY SOLUTIONS
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020 SECURITY SOLUTIONS
hours is 7am to 7pm, meaning any hours worked
outside those hours can attract penalty rates.
• Requests for flexible working arrangements
Employees (including casuals) who have worked
for an employee for more than 12 months have
the right to request flexible working arrangements.
The conditions of the request are that they are: a
parent and need special consideration to care for
children, older than 55 years, a carer under the
Carer Recognition Act 2010 (Cth), and/or a victim
of domestic violence.
• Parental leave and related entitlements
Parental leave is leave following the birth or the
adoption of a child. Both the mother and father
are entitled. Casuals who have a claim to regular
ongoing employment are also entitled to parental
leave.
• Annual leave
All employees (except casuals or those on leave
without pay) are entitled to four weeks of annual
leave per year. The accrual is at the rate of 2.923
hours per completed week of service (for full-time
employees) and pro-rata for part-time employees.
• Sick and carer’s leave, and compassionate
leave
All employees, apart from casuals, are entitled to
sick and carer’s leave. Both entitlements come
under the same entitlement, which is 10 days per
year for full-time employees and pro-rata for part-
time employees.
All employees, including casuals, are entitled
to two days of carer’s leave without pay per year;
however, full-time and part-time employees are
only entitled to avail themselves of unpaid leave
if they do not have any sick days left.
• Community service leave
Employees are entitled to unpaid community
service leave. There is no limit to the amount of
leave that can be taken.
• Long service leave
Entitlements vary from state to state, but generally
are accessible after seven years’ employment.
• Public holidays
Entitlements for public holidays vary from state
to state. The salient points are employees’
This edition’s column details the industrial
and employment legislative requirements of
all employers in Australia. This flows on from
last edition’s column that outlined what casual
employment and sham contracting is. The intent
of the first three or four columns is to work through
the human resource issues as they are for the
security industry in Australia and the potential
risks they pose. Next edition’s column will discuss
how relevant the requirements, as discussed
here, are to the security industry in Australia and
the level of risk posed by non-compliance.
All businesses in Australia with employees are
required to comply with the Fair Work Act 2009
(Cth) and the Fair Work Regulations 2009 (Cth).
These regulations affect all employee/employer
relationships in Australia and are designed to
provide a safety net of minimum standards,
flexible working arrangements and to prevent
discrimination against employees.
Under provisions of the Fair Work (State Referral
and Consequential and Other Amendments)
Act 2009 (Cth) and the Fair Work Amendment
(State Referrals and Other Measures) Act 2009
(Cth), the states are able to refer matters to
the Australian Federal Government to form a
national workplace relations system. Before this,
workplace laws were set and administered by
most individual states. States kept their workplace
relations powers over state and local government
employees.
In addition to the legislative requirements of
employment, all businesses in Australia (with
employees) are required to comply with the
National Employment Standard (NES). The
NES is a document detailing the 10 minimum
employment entitlements that must be provided
to all employees. An award, employment
contract, enterprise agreement or other registered
agreement cannot provide for conditions that are
less than the national minimum wage or the NES.
The 10 minimum entitlements of the NES are:
• Maximum weekly hours
No employee in Australia can be directed to work
more than 38 hours per week. The spread of
entitlements are based on where they are based
and not where they happen to be working at the
time, and the manner in which the entitlement
is satisfied is dependent on the particular award
or workplace agreement. The accepted methods
of payment or compensation are additional pay,
days off, or time in lieu.
• Notice of termination and redundancy pay
This is the most controversial part of the current
employment standards and will be addressed in
more detail in later columns. The salient point is
that, in most cases, certain periods of notice for
termination (from both employee and employer)
must be given.
• Fair Work Information Statement
All new employees must receive a copy of the Fair
Work Information Statement as soon as they start
a new job. The statement provides information on
conditions of employment including:
o the National Employment Standards
o modern awards
o making agreements under the Fair
Work Act
o individual flexibility arrangements
o freedom of association and workplace
rights (general protections)
o termination of employment
o right of entry
o the role of the Fair Work Ombudsman
and the Fair Work Commission.
Greg Byrne is the Managing Director of Multisec
Consultancy Pty Ltd. He also lectures part-time at
the Western Sydney University where he teaches
an under-grad diploma in policing as well as
working as a sub-editor for the Australian Police
Journal and serving as a member of the board of
directors. He possesses a number of academic
qualifications including; Master of Management,
Diploma of HR, Grad Cert in Leadership and a
Diploma a Security Risk Management. He can be
contacted via email; [email protected]. Also
see www.multisec.com.au.
Legislative Requirements For Australian Employers
HUMAN RESOURSES
REGULAR
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022 SECURITY SOLUTIONS
issues, and contexts.
• The Do stage focuses on solving problems
by developing a detailed action plan that is then
systematically implemented. This may involve,
for example, finding more information to fill a
knowledge gap, or determining options to reduce
risk or to increase opportunities.
• The Check stage ensures quality control in
the risk assessment process to make sure the
assessment outcomes are in accordance with
plans and, if necessary, initiates measures to
rectify deviations from the plan.
• The Act stage aims to standardise solutions
and define new issues that need to be addressed
in the Plan stage of the next cycle of the
assessment.
The risk assessment guidance provided by
RA.1-2015 is structured in a way that makes
sense to security practitioners and their managers.
Firstly, the principles of risk assessment are
explained. For example, the standard describes
a risk assessment as “an effective tool for
evaluating the organisation’s risk and resilience
challenges and maturity, and to drive performance
improvements. In addition, the risk assessment
provides assurance to decision makers that the
adopted risk- and resilience-based management
system and risk management measures are
achieving their intended objectives.” The
standard explains the principles that need to be
followed to achieve this. These include impartiality
and objectivity, trust and due professional care,
honest and fair representation, responsibility and
authority, a consultative approach, a fact-based
approach, confidentiality, change management,
and continual improvement.
Following the principles section of the
standard is a description on managing a risk
Many organisations claim their risk management
structures and processes comply with the
International Standard on Risk Management
Principles and Guidelines, ISO31000:2009.
However, if risk assessments used by these
‘compliant’ organisations are poor, then risk
management failures will almost certainly occur.
If a security manager guesses that a risk is low,
medium or high, then questions need to be
raised about whether or not this is a suitable risk
assessment. It is common for security managers
to have only some of the information needed
for a comprehensive assessment. However,
information gaps may not be documented in
the assessments provided to decision makers in
management roles (who may not have security
expertise), so the latter may be unaware that they
are making important decisions without all of the
pertinent information.
Late in 2015, ASIS International and the Risk
and Insurance Managers Society published a
new American National Standard titled Risk
Assessment. The standard is designated
ANSI/ASIS/RIMS RA.1-2015. This attempts
to provide guidance on how to establish and
maintain a reliable risk assessment program.
This new standard is intended to supplement
ISO31000:2009 and provide more detailed
guidance than the International Standard on Risk
Assessment Techniques, ISO31010:2009.
RA.1-2015 provides more operational advice
than ISO31000 on the risk identification, risk
analysis and risk evaluation processes needed
to produce a reasonable risk assessment. Similar
to ISO31000, this new standard utilises the Plan-
Do-Check-Act (PDCA) cyclic model:
• The Plan stage of the assessment cycle defines
and analyses threats, hazards and consequential
assessment program. This goes into much more
detail than ISO31000 and includes the roles and
responsibilities of people who contribute to the
risk assessment process. Note that the security
manager should not perform all the roles on his
or her own! The standard recognises that risks
of strategic importance and complexity must be
assessed differently to those that are routine,
simple and frequent.
The standard has a section on performing
individual risk assessments across a portfolio of
risk categories, including strategic, operations,
financial and external. This section includes a
number of analysis ideas, including the T4RA
model that was first used by some Australian
Government security analysts in the early 1990s.
There are many good ideas in this section of the
standard, including guidance on how best to
assess the level of risk and how to present risk
assessments to decision makers.
Finally, there is a section on confirming
the competence of risk assessors. There are
also some appendices that provide additional
information such as data gathering, ‘root cause
analysis’, contents of a typical risk assessment
report, document protection and business impact
analysis.
This risk assessment standard, ANSI/ASIS/
RIMS RA.1-2015, written by practitioners for
practitioners, is well worth a read.
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.
RISK MANAGEMENT
REGULAR
A New Risk Assessment Standard For Security And Operational RiskBy Dr Kevin J. Foster
024 SECURITY SOLUTIONS
following what it calls a “spate of violent attacks
against security officers”, including the stabbing
of a 72-year-old security officer in Moss Vale and
another being knocked unconscious in Padstow
during an armed robbery. ASIAL responds that
it is “encouraging all Governments to ensure
that appropriate protections are in place to
enable security officers to perform their duties”.
Encouragement is what is offered to pre-schoolers
learning to finger paint.
When attacks, verbal abuse and attackers are
allowed to go scot-free and to become business
as usual, leadership demands strident calls for
the government and the police to do their jobs,
and to do them properly. If the industry is silent in
the most heinous of circumstances, what chance
is there of being taken seriously when it comes to,
say, misuse of security funding or budget cuts?
There are many cases of security being used as
a blatant excuse to rip off the public, and plenty
where lives are at stake because of continual
cutbacks to a point where good luck plays a larger
role than good management in keeping people
safe.
Admittedly, there was a time when access to
the media was difficult and expensive. Today,
however, media tools are readily available, and
journalists are gagging for stories they do not have
to work for, not to mention radio shows scrambling
for material for their morning audiences.
If ISIS can readily grab media attention by
pumping out videos from a cave in Pakistan,
Perth TV reports a vicious attack on a security
guard trying to remove gatecrashers from a
concert. Footage of teenagers kicking in the
guard’s head while he lies on the ground is
sickening.
Sydney news reports that a security guard was
attacked at a bar in Sydney’s CBD in the early
hours of Australia Day – the guard was hospitalised
with facial fractures and head injuries.
When a patient almost killed a police officer
and security guard, media talk turns to a “rise in
violent assaults due to [the fact that] ICE is turning
hospitals into battlegrounds” and a deepening
“security crisis” in NSW hospitals.
Outside a Sydney pub, a passer-by films a
woman repeatedly slapping and racially abusing
security officer Ali Hamam. The evidence is all
there on video and played on the nightly news.
No arrests though. The woman is allowed to
go on her way. In that case, the media focused
solely on the racist nature of the assault. Physical
and verbal abuse, however, is a daily reality for
security officers.
Compared to all other Australian occupations,
security is in the top three for work-related
injuries and deaths from occupational violence,
with security officers ranking number one in both
instances.
Missing from all of these reports and many
others is a complete lack of outrage.
At best, the Australian Security Industry
Association Ltd (ASIAL) posts a media release
there is no excuse for security failing to make
its views loud and clear. Maybe people do not
care because they see security as a second-
hand industry, taking the cast-offs of policing
and intelligence, accepting people that could not
get a job elsewhere, or retired cops and spooks
supplementing their pensions. On the contrary,
many people in the industry choose security as a
career and see not only a future but also honour
in protecting lives and property.
Some argue that lack of time due to budget
cuts leaves them overstretched. So, when it
comes to bragging rights about dealing with their
Board, it appears access is not the same as being
listened to. Other managers, consultants and self-
appointed industry representatives whine that
they cannot speak in the media because of the
brands they work for or people they represent.
Maybe their superannuation is a higher priority
than their obligation to lead.
There it is, three reasons for silence: not caring,
sloth or cowardice. But there is no reason the
silence should continue, and every reason it
should not.
Rod Cowan is a Contributing Editor to Security
Solutions Magazine. He can be contacted via
email [email protected]
Integrity Means Finding Ways To Speak Out
COMMUNICATIONS
REGULAR
By Rod Cowan
025SECURITY SOLUTIONS
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026 SECURITY SOLUTIONS
should adopt reasonably practicable positive
action such as aligning with the considerations
listed under the National Guidelines For
Protecting Critical Infrastructure
From Terrorism.
Although the workplace may
not be part of the sector for critical
infrastructure, the guideline
still provides some relevant
considerations in the context of
work. For example, there should be
a general review of the system for
workplace security and safety as it
relates to:
• staff and contractors, so they are aware of the
increased risk and measures being implemented
• control of people and property on-site through
use of staff and visitor identification and inspection
of property such as parcels prior to entering a site
or designated area
• staff awareness to increase the likelihood of
detecting suspicious people, items and vehicles
in and around the workplace
• perimeter protection to increase the effort of a
perimeter breach and the risk of an early breach
detection
• liaison or communication with local emergency
services seeking advice about local issues
• emergency preparedness and business
continuity planning
• protocols to ensure they remain adequate to
assist and guide staff in terms of proactive and
reactive measures, including the issues outlined
above.
Prudent organisations have also reviewed
their current insurance protections to ensure
there is adequate coverage should a terrorist
incident occur. In some cases, it has been
Risks associated with a terrorist incident are
well reported within Australia and abroad. The
Australian Government raised its terror alert level
in 2014 from medium to high. In
2015, a new National Terrorism
Threat Advisory System was
launched that replaced the
previous four-step approach to
a scale of five levels.
The new scale provides
public advice about the
likelihood of a terrorist act
occurring in Australia. This
public advice will also enable
authorities, businesses and individuals to take
appropriate measures to minimise security- and
safety-related risks as part of their preparedness
and response planning. Of course, such public
advice should also allow employers such as
security leaders to ensure an appropriate level
of precaution and vigilance is maintained across
their workplace.
There are various guidelines to assist employers
to respond to changing levels within the National
Terrorism Threat Advisory System. For example,
the current level is ‘Probable’ and the National
Guidelines For Protecting Critical Infrastructure
From Terrorism (2015) list 11 considerations in
response.
As discussed in the previous article in this
column, employers and those responsible for
workplace safety and security owe a duty of care
under common law. A duty of care is a legal
obligation imposed that requires adherence to a
standard of reasonable care that could foreseeably
harm others. In the context of this article, one
would consider that an employer or person
responsible for workplace safety and security
determined that nuclear, biological, chemical or
radiological terrorist events are excluded, hence
the importance of a policy review.
A relevant case, although outside the
jurisdiction, disclosed risks with failing to act.
The case arose from a carpark bombing incident
in which six people were killed. The New York
State Supreme Court (2005) found the local Port
Authority had failed to heed warnings based upon
the 9/11 attacks to close or substantially improve
its carpark security. The costs were an estimated
US$2 billion in claims.
As the risk of a terror-related event is well
known, it is important that employers, those
responsible for systems of work and security
leaders take reasonably practicable actions to
minimise the risk of terror-related incidents in
and around their workplace. These risks must be
formally addressed proactively and reactively in
line with public advice. Failing to act on the risk of
terrorism exposes those responsible for workplace
safety and security to litigation, plus various risks
including operational, financial and reputational.
In addition to reviewing the system of work
through a risk assessment, it is recommended
that frequent reference is conducted to the
Australian National Security website.
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.
Failing To Act On The Risk Of Terrorism
LEGALREGULAR
By Dr Tony Zalewski
CERTAIN
EXPECTED
PROBABLE
POSSIBLE
NOT EXPECTED
027SECURITY SOLUTIONS
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028 SECURITY SOLUTIONS
all cases, the interdependency of the plans, their
ability to reduce immediate and future losses, and
to protect the reputation of the business and the
owners needs to be recognised.
If there is a risk to life, then the chief warden
will have a major role. It is worth asking if the
emergency plans are
suited to protecting
staff, clients, visitors,
contractors and the
public if the incident
is security rather
than safety related.
Discussions between
the security and
emergency manager
can identify possible
trigger events and
appropriate response
measures for inclusion
in the emergency plans
and training.
The business’ media plan will play an important
part in presenting the appropriate message
to the public, staff and stakeholders. With the
prevalence of mobile technology and the active
encouragement by news media organisations
for ‘live’ amateur feed, the ability to control what
is hitting the airwaves and Internet is severely
limited. So what can the business media plan
hope to achieve and how fast can it respond? The
security manager may help identify the types of
incidents that may occur, the types of messages
that can be sent and even help draft templates
for use in different situations. A key difference
Security is often seen as preventative – stopping
the villains from taking or damaging what people
have, and addressing the ‘likelihood’ element of
risk management. This is true enough, as most
of security management is about identifying
assets and functions, determining threats (who
wants to do harm),
identifying exposures
and vulnerabilities, and
putting measures in
place to prevent the bad
guys from doing what
they wish.
But when the
risk is realised and
the event occurs,
who is responsible
for managing the
consequences? The
security manager will
certainly be involved
in the investigation
and will be the centre of the questions such as,
“Why did this happen?”, “Why did we not know
this was going to happen?” and “What are you
going to do to stop it from happening again?”.
All are questions that a sound risk analysis,
risk mitigation plan and records of requests for
resources may address.
Managing the consequences of the incident will
probably rest with a combination of management
disciplines. In a large business, ownership of
these disparate elements may be dispersed both
geographically and organisationally. In a small
business, they may all fall to the one person. In
when considering a security incident is that it
was a deliberate act by a human and, therefore,
has a different social impact to, say, an industrial
accident.
Human resources (HR) will be important in
responding to a security incident in the immediate
and longer term. If there are injuries, then HR
will need to be involved in tracking the staff
members, advising family and so on. If the site is
to be closed for any length of time, then how staff
will be informed, paid, employed and otherwise
managed are also HR issues. There may be the
need for ongoing monitoring and counselling of all
those directly or indirectly involved.
Legal, insurance, business continuity/
resilience, facility management and environmental
management will probably have roles to play
in managing the immediate and longer term
responses to a security incident. Even a relatively
minor incident such as a punch-up in the
workplace, theft of some goods or graffiti attacks
will involve more than one manager.
As part of the responsibility of protecting the
business, it is up to the security manager to
ensure that the other managers are aware of their
involvement in consequence management and
that the plans are at least vaguely aligned.
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 [email protected]
Managing the Consequences
Managing the consequences of the incident will probably rest with a combination of management disciplines.
THINKING ABOUT
SECURITY
REGULAR
By Don Williams
030 SECURITY SOLUTIONS
ISC West6–8 April 2016Sands Expo Centre, Las Vegas
ISC West is THE largest security industry trade
show in the U.S. At ISC West you will have
the chance to meet with technical reps from
1,000+ exhibitors and brands in the security
industry and network with over 28,000 security
professionals.
Find out about new and future products and
stay ahead of the competition. Encompassing
everything from access control to Facial
Recognition software, you are sure to find
products and services that will benefit your
company and clients. This year don’t miss our
new IT Pavilion featuring the latest cyber security
solutions.
Working with SIA, ISC also features world
class education to learn about every facet of the
security industry.
For more info on SIA Education@ISC visit:
www.iscwest.com
Safeguarding Australia 2016: Protecting The HomefrontThe 13th National Security Annual Summit11– 12 May 2016, QT Canberra
The national security threat posed by
contemporary terrorism ranges from organised
attacks against societies, to inspired attacks
against individuals. At the core of the threat
is the spread of extremist propaganda used to
radicalise, recruit and inspire others.
The frontline of this conflict spans the globe
and reaches the homes of ordinary citizens
through traditional media and social networking
platforms. Today’s counterterrorism initiatives
include interdicting and disrupting terrorists
operations, but they focus more than ever
on Countering Violent Extremism (CVE) and
combating terrorist propaganda.
Safeguarding Australia 2016 will bring leading
industry experts from state and federal
governments, the corporate sector and
Australian and international universities to
explore evolving national security threats and
opportunities for improving Australia’s resilience
to violent extremism
Key Conference Themes Include:
• Professional Development Session: Career
management in the national security sector
• The internet as a force multiplier for violent
extremists
• Counterterrorism Intelligence Simulation: The
Bayzhanov Deception
• Australia’s Countering Violent Extremism
(CVE) policy
• Radicalisation and extremist propaganda
• Foreign fighter recruitment and disruption
• Partnering with local communities
For more information, visit
safeguardingaustraliasummit.org.au
AusCERT2016: Ubiquitous23–27 May 2016Surfers Paradise Marriott, Gold Coast
AusCERT is hosting AusCERT2016, the
15th annual AusCERT Information Security
Conference.
As society increasingly moves towards
ubiquitous computing and the Internet of
Things, the innovations and benefits for society,
health and wellbeing are profound and exciting.
We are seeing innovation in sensors and data
analytics, context aware systems, wearable
devices, drones and robotics, and machines
and critical systems that have not previously
been accessible remotely now being connected.
EVENTSREGULAR
031SECURITY SOLUTIONS
CivSec 2016A FREE FORUM FOR PROFESSIONALS IN
SECURITY, SAFETY, EMERGENCY SERVICES& PUBLIC PROTECTION
31 MAY - 1 JUNE 2016 MELBOURNE, AUSTRALIA
CIVIL SECURITY AND CIVIL DEFENCE FOR THE INDO-ASIA-PACIFIC
A COMPREHENSIVE FORUM FOR LEADERS AND PROFESSIONALS l Border Control l Transport, Resource and Infrastructure Security l Physical, Cyber and
CBRNE Security l Policing and Emergency Services l Surveillance, Intelligence andResponse l Community Safety and Public Protection l Disaster Relief and Humanitarian
Assistance l Remediation, Reconstruction and Resilience l Safety, Search and Rescuel Capability and Research l Technology and Innovation
FREE ADMISSION - PRE-REGISTRATION REQUIRED
www.civsec.com.au
CivSec2016 SSM 210x275 V2.qxp_CivSec2016 SSM 210x275 V2 22/03/2016 1:09 PM Page 1
032 SECURITY SOLUTIONS
Advances in medical science using embedded
medical devices that can prolong life, restore
hearing and allow the visually impaired to
‘see’ through machines are some remarkable
examples of ubiquitous computing.
However, ubiquitous systems also create
challenges and risks for everyone and
everything. The interconnectivity of devices
and systems; the ability for them to be remotely
accessed or controlled; and the ability for them
to be exploited and misused can have adverse
consequences for individuals and societies that
were not intended by their designers.
The information security community must
address and respond to these challenges and
risks while nurturing the innovations that benefit
society and individual wellbeing. Come to
AusCERT2016 to hear a great line up of talented
speakers discuss and explore the security
challenges and risks associated with ubiquitous
computing, and network with your peers.
Visit conference.auscert.org.au for more
information.
Biometrics Institute Asia-Pacific Conference 201625–26 May 2016Dockside, Sydney
The Biometrics Institute is delighted to announce
the dates of their annual event for 2016.
If you are interested in sponsorship or speaking
opportunities, please email:
CIVSEC 201631 May – 2 June 2016Melbourne Convention and Exhibition Centre, Melbourne
CIVSEC 2016 is an international forum dealing
with the acutely relevant and inextricably
interconnected imperatives of civil security and
civil defence in the preservation of sovereignty,
the protection of people and the safety of
communities.
It confronts the complex and increasingly
interdependent challenges of the control of
borders, the maintenance of law and order, the
prevention of terrorism, the defence against
threats to society, the protection of people and
communities, the security of infrastructure and
resources, the provision of emergency services,
the response to disasters, the coordination of
relief and the management of crises.
Comprising a congress of specialist
conferences and an associated exposition of
equipment, technology and services, CIVSEC
2016 will bring together leaders and decision
makers, policy makers and advisers, managers
and officials, operational professionals,
technical specialists, strategists and academics,
researchers and consultants, technology
developers and industry suppliers.
While focusing on the Indo-Asia-Pacific
region, CIVSEC 2016 will address issues of
global significance. From the Indo-Asia-Pacific
to Africa and the Middle-East, from Europe to
the Americas, the world faces similar challenges
with respect to the preservation of sovereignty
and the protection of people. The peace,
prosperity, safety and cohesion of societies
and communities everywhere are threatened
by natural disasters and emergencies, by
human catastrophe and civil disorder, by
criminal activity and terrorism and by the
movement of distressed populations across
porous frontiers.
The key players who respond to these
challenges are diverse: governments and
non-government organisations, aid agencies
and emergency first responders, police and
paramilitary law enforcers, national armed
forces, immigration and customs authorities,
border protection agencies and specialists in
the law, medicine, infrastructure, civil affairs
and search and rescue.
Visit www.civsec.com.au for more
information.
Security Exhibition & Conference 201620–22 July 2016Melbourne Exhibition Centre, Melbourne
As an industry you have spoken and your
event is returning to Melbourne in 2016!
The Security Exhibition & Conference will
return to Melbourne again in 2016 following
another outstanding event last year. Having
held the Security Exhibition & Conference
in Sydney for 12 consecutive years, it’s
great to remain in Melbourne to consolidate
relationships and to nurture business in this
market.
For more information visit securityexpo.com.au
EVENTSREGULAR
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035035
The Lethal Cocktail of Terrorism:
The Four Necessary Ingredients
Part One
036
offers to equip them to strike back. They often
want their enemy to feel the same pain they do
and, even if they know their terrorist act may
be futile in every other way, they may be willing
to even engage in a suicide attack in order to
express their outrage, make the enemy suffer
similarly, and sometimes even to end their own
pain. If they are highly traumatised, a suicide
mission may offer them psychological first aid
of a short-term nature – they can honorably
exit a life overtaken by psychological trauma,
painful arousal states, flashbacks, horror,
anger, powerlessness, survival guilt and
traumatic bereavement. If the group is good
at selling suicide, they may even believe that
they will immediately go to Paradise, also earn
Paradise for their family members, and that
they will reunite with lost loved ones by taking
their own lives in a suicide attack.
But what about those residing in non-
conflict zones like Belgium? What are the
individual vulnerabilities that may contribute
to their entering the terrorist trajectory?
There are many. In places like Belgium, the
Moroccan second- and third-generation still
live uneasily, segregated from their white
neighbours. They find themselves easily able
to gain an education, but less easily hired and
allowed into the mainstream middle class,
which can lead to anger over marginalisation
and discrimination. Unemployment,
underemployment and frustrated aspirations
can all lead to feelings of alienation and a
longing for personal significance that a terrorist
group may offer.
When interviewing youth in Belgium (long
before ISIS arose), the author found that youth
of Moroccan immigrant descent reported being
told “Go home Moroccan” at nightclubs, and
at job interviews that prospective employers
could never hire a Moroccan for the front
office. One youth, Jamal, told, “If this country
does not want me, I can find one that does,”
referring to joining a militant jihadi movement.
Now with ISIS having declared its caliphate,
this draw is even more powerful to the socially
alienated, the person falling off his tracks or
unable to succeed in the society in which
he lives. In the city of Brussels where the
commune of Molenbeek has been labelled a
did, will have to dig deeper in his community
to find other like-minded individuals; although
with the Internet, having a smartphone or
computer handy means that one can quickly
and easily tap into social networks supportive
to terrorist groups. ISIS currently maintains a
24/7 presence on the Internet and produces
thousands of videos, posters and memes for
individuals to interact with on all of the social
media sites. When a person shows interest
in their activities, they quickly swarm in,
providing him with one-on-one attention, care
and nurture that is often lacking in his own life
to recruit him further into the group.
Lastly, there is some individual vulnerability
that resonates with the first three factors –
the group, its ideology and the social support
provided by the group. This article identifies
50 factors that have to do with individual
motivations and vulnerability (see Table One)
and these can be broken into two groups: by
whether or not the person lives inside or outside
a conflict zone. According to the author’s
research, those who reside in conflict zones
are most often primarily motivated by trauma
and revenge, as well as frustrated aspirations.
They most often have family members who
have been killed, raped, tortured, imprisoned
or otherwise unfairly treated. They may have
lost their home, territory, jobs and resources,
and may be living under occupation. Often,
there are checkpoints and conflicts that keep
them from engaging in their studies or block
them from steady employment. They are
angry, hurt and easily resonate to a group that
The author recently returned from an interview
trip in Belgium, the European country with
the highest per capita rate of foreign fighters
going to Syria; young men and women who
travel there sometimes for good, but mainly
to join groups like ISIS and Jabhat al-Nusra
(the Syrian franchise of Al Qaeda). With over
500 Belgians having gone to fight jihad and
over 100 foreign fighters now having returned
(half of them put in prison, half returned
into society) authorities are struggling with
the staggering numbers that have been
attracted into militant jihadi groups. They are
wondering why and how that comes to be, as
well as what can be done to prevent and turn
back those already entered onto the terrorist
trajectory. After interviewing almost 500
militant jihadi terrorists, their family members,
close associates, and even their hostages,
from places ranging from Palestine, Lebanon,
Iraq, Jordan, Syria, Russia, Chechnya, Israel,
Canada and Western Europe, the author
believes she has a good idea of how and why
some people get onto the terrorist trajectory.
This is her explanation of the necessary
ingredients for the lethal cocktail of making
a terrorist, along with an explanation of the
individual vulnerabilities/motivations that may
also play a role, depending on the context and
the individuals involved.
First, there is nearly always a group. Ted
Kaczynski (the Unabomber) and Chris Dorner
(the former LA policeman and shooter) each
formed their own manifestos and attacked on
their own, but these types of true lone wolves
are rare. There is usually a group purporting to
represent some faction of society and offering
terrorism as an answer.
Second, the group offers an ideology – one
that always wrongly attempts to justify terrorism
and the attacking of innocent civilians for the
cause.
Third, there is some level of social support
that can vary widely by context. A youth in Gaza
thinking about joining a terrorist group, for
instance, is likely to have many friends who are
also part of Hamas or Fatah and may choose
his group the way youth in other countries
choose a football team. In contrast, a youth
growing up in Boston, as Tamerlan Tsarnaev
By Anne Speckhard
Lastly, there is some individual vulnerability that resonates with the first three factors – the
group, its ideology and the social support provided by the group.
038
Unemployment, underemployment and
frustrated aspirations can all lead to feelings of alienation and a longing for personal significance that a terrorist
group may offer.
Director of the International Center for the
Study of Violent Extremism. She is author of
Talking to Terrorists and Bride of ISIS and
co-author of Undercover Jihadi. Anne was
responsible for designing the psychological
and Islamic challenge aspects of the Detainee
Rehabilitation Program in Iraq to be applied
to 20,000 detainees and 800 juveniles. She
has interviewed nearly 500 terrorists, their
family members and supporters from various
parts of the world, including Gaza, the West
Bank, Chechnya, Iraq, Jordan, Russia, Canada
and many countries in Europe. Visit www.
AnneSpeckhard.com for more information.
hotbed of terrorism, unemployment levels for
Belgian citizens of Moroccan descent hover
at around 30 percent. Yet ISIS currently offers
any Muslim who is finding it hard to make his
life in Europe or elsewhere a job, a wife, a sex
slave, a house, perhaps even a car, and the
promise of being a significant part of building
the so-called caliphate.
Anger over geopolitics, particularly if it is
mirrored on the micro-level in one’s own life,
can also play a very important part in providing
a fertile ground for terrorist recruitment. Hamid
in Antwerp, Belgium, told that he answered the
call to Al Qaeda terrorist recruitment after the
recruiter brought the conflict back home to
local politics for him – asking if he did not live
uneasily with his ‘white’ Belgian neighbours
and fear what might happen if things rapidly
fell apart in Belgium someday as they had in
the Balkans when Muslim women became
mass rape victims.
Terrorist groups today use video, images
and the Internet to portray extreme traumas
and perceived, as well as actual, injustices in
conflict zones such as in Syria, Iraq, Kashmir,
Palestine and Chechnya. They argue the
traumas are caused by an enemy other than
the terrorist group and then call the viewer to
fight against that enemy to restore justice and
defend the defenseless. Al Qaeda for years
argued that Islamic people, lands and even
Islam itself were under attack by the West and
therefore people all over the world had a duty
to rise up and join a defensive jihad. The same
is being argued today by ISIS. In a sense, these
groups instil secondary trauma in the viewers
of their raw and graphic videos. A Moroccan
friend of the Casa Blanca bombers told, “We all
viewed these videos of the war in Iraq and what
was happening in Fallujah and we began to
shake from the emotions of it all.” He surmised
that the terrorist recruiter of his friends referred
to what they had all seen on these videos and
how they could fight against it. “You see how
we have nothing here and will never get jobs or
be able to be married. The most we can be is
drug addicts as you see us, but their recruiter
cleaned them up and showed them another
way.” That way was self-sacrifice, attacking on
behalf of others, and terrorism. He did clean
the youth he recruited of their drug addiction,
as well as provide purpose and significance
and he used the secondary trauma that the
video recruiting materials caused to put them
on a path that tragically and violently ended
their lives and the lives of others.
Part two of this article in the next edition of
Security Solutions Magazine will continue
the examination of individual motivations
and vulnerabilities that may contribute to the
making of a terrorist.
Anne Speckhard Ph.D. is Adjunct Associate
Professor of Psychiatry at Georgetown
University in the School of Medicine and
039SECURITY SOLUTIONS
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040 SECURITY SOLUTIONS
ALARMS
041SECURITY SOLUTIONS
Alarm Online
HistoryPhysical security systems have a long history. In recent decades, they have become quite sophisticated and have followed the evolution of other digital embedded systems; that is, mechanical systems that contain computer software.
Bigger or older physical security systems needed maintenance from skilled technicians with special cables. This meant that hacking these systems required high levels of creativity. As time passed, security systems became more like network devices that happened to relate to security. They were integrated into building management and automation systems, telecom systems and office networks. They were made easier to operate, and more feature-rich.
This is a natural evolution for such systems. It is necessary for these systems to keep pace with the population’s appetite for risk, convenience and gadgetry. But there is a downside.
While there is a range of sophistication and maturity in the systems, there is also a spectrum of self-preservation capability. The hardness of the system is often balanced against its ease of use. Concessions are also made for reasons of commercial efficiency. Sometimes, comically, there is no rational explanation for a risky design decision.
A lack of operator expertise can compromise the state of the system in terms of IT security. The end result is a wide range of vulnerabilities being exposed with little awareness of the associated risks.
Physical security systems have benefited from the technology revolution. Control modules are network-aware, or at least they connect to a PC. Some are PCs. They interact with a website account, or they contain a website. They provide remote access. They get system updates.
The great thing about this is that users can interact with the system and configure and review it without needing all those special tools used in the old days. The convenience of using common software to configure systems, monitor online, send emails and SMS alerts, remotely access video feeds, and zoom in and out, is all too curious to resist. So, also, say the hackers.
As an adversary, anyone can jump online and buy a zero-day, spear-phishing template for a few dollars. This lets a hacker create an email to send to a target, infect and control his PC, find out what software he uses, what gadgets are connected, what passwords he uses, and what web addresses he frequents. If he has remote video monitoring, the hacker now has that too. Neat.
Included here are all detection, analysis, surveillance and alarm systems. For example, many people have global positioning system (GPS) trackers on their car for when it is stolen. What treasure might this decision expose to online adversaries? Could they hack the website account and monitor the car at whim? Would that let them turn on the hands-free kit and listen to a conversation?
By Kim Khor
ScenariosNetworked camera vulnerabilityA few years ago, a significant manufacturer of domestic security cameras accidently introduced a bug into its camera software. The bug allowed an intruder to view the camera feed on the internet, without the need for a password.
Bulletin board websites and internet newsgroups started listing the web addresses at which the camera images could be viewed. Numerous breaches occurred, exposing the private video surveillance of households and elsewhere.
The bug remained active in the software for the cameras for a number of years! It was estimated that only five percent of customers had registered with the manufacturer, so it is difficult to know how many people were affected, or how many know of the compromised camera systems.
Data breachesThe fact that people’s information is held by a third party means it can be improperly obtained from another source. The infamous Sony data breach (an arbitrary example among many) demonstrates that big budgets and ‘terms of use’ do not necessarily guarantee security.
If a physical security provider is compromised in this way, what information and capability is exposed?
Now that so-called advanced persistent threat resources are available for hire on the internet, the attack surface of physical security systems and their associated
042 SECURITY SOLUTIONS
ALARMS
While there
is a range of
sophistication and
maturity in the
systems, there is
also a spectrum of
self-preservation
capability. The
hardness of the
system is often
balanced against
its ease of use.
technology must be re-thought as “From where am I visible?”
StuxnetThe Stuxnet computer worm became famous for targeting nuclear fuel refinement robots (centrifuges) in Iran. It is said to have caused real physical damage in an unmanned sabotage operation. In broad terms, the malware turned up the rev limiter on the robots so they spun out of control and blew up. Although not a completely accurate description, it shows the concept. The systems it targeted were not connected to the internet. It jumped, morphed and hid. The studies have revered the design of the malware as if it were a magnificent mythical beast.
This shows that a properly motivated intruder can overcome almost any obstacle via design ingenuity in the tactics or the tools.
Social mechanicsQuite often, the hardness of the system alone is not the deciding factor. Much hacker folklore is based on combination attacks. Social engineering is the practice of exploiting human behaviour for tactical advantage. In computer hacking, it is typified by examples such as:• Arrive at reception dressed like a maintenance guy. Ask for a visitor pass to get in, perhaps to clear a blocked drain (and plug in a little box).• Use 100 points of identification to change someone’s password or personal identification number (PIN) over the phone.• Get hold of a support guy’s toolkit. They often contain master passwords – back doors.• Drop a USB gadget in the car park for an employee to find, inherit and use at work.• Follow someone through a secured door, like the door to the shared bathrooms corridor, which also has the telco wiring riser and a wiring distribution frame to play with – piggybacking.
Whose responsibilities are these? Do not consider computer security and physical security as separate forces. They must interweave.
SolutionsResist gimmicksThe manufacturers of systems rush to give consumers a reason to be interested in them. They will give consumers half-baked software as long as the list of features sounds right. What many people fail to realise is that the gimmick which enticed them to purchase the software, or one of its many unused features, may be the very thing that makes it interesting to an intruder.
Include it in the risk matrixAnyone on the risk committee, or who gives advice to such committees, should get these issues on the table and state that there are connections between systems and there may be vulnerabilities. What to do? It is okay to just say, “We acknowledge the question, and will consider how to increase our knowledge.” That is an important step.
Ask suppliers questions in writingEspecially if there are any specific concerns, consumers should ask questions via email so they get a written reply and therefore a record of the supplier’s stated position. If the supplier dodges the question, politely restate it. If the consumer ends up in a bad corner, it can be valuable to be able to show that he made conscious efforts.
Test suppliersUsers should ask suppliers for logs, or something, and see how they respond. Tell them an IT security scenario is being fire-drilled. Do they email a text-based log file that can be easily analysed, or do they fax shadowy pages that can hardly be read? Does it take minutes, or days?
Use security awareness educationSpear phishing cannot be forced on anyone; they have to fall for it. If consumers know what it looks like, they probably will not fall for it anymore.
Staff, clients and system users are the best guardians of the systems, and the best coaches for each other. Empower them to do the work. They will enjoy being competent, and their confidence will spread beyond the office to their personal lives.
Kim Khor is a computer forensics expert. He consults on network security, incident response, risk and compliance, investigations, and electronic evidence management in the Asia Pacific region. He can be contacted at [email protected]
043SECURITY SOLUTIONS
Delivering Proven Solutions for Security & SafetyWe Protect People & Assets
www.magneticautomation.com.au
Contact us on 1300 364 864Follow us on
044
Conflict And Cameras: Facing The Reality Of Social Media
045
046
It also sends a conciliatory, non-threatening
message to the other party. Mentally stepping
back is a process of reviewing, assessing and
rethinking the strategy in a conflict situation.
Interpersonal Communication
To effectively communicate with people, it is
important to understand the factors that affect
interpersonal communication and seek to
diminish their negative impact on the situation.
Language should be clear, concise and
appropriate to the situation, and communication
should be courteous and reflect sensitivity to
social and cultural differences.
The verbal aspect (the words used) has the
least impact in communication, but tends to be
the aspect most people focus on. Obviously, the
choice of words should be carefully considered at
all times, as it can be as simple as having a single
word misinterpreted for conflict to escalate.
Officers should be adept at communicating with
people at many different levels.
Tone (how the words are said) includes rate of
speech, volume, pitch and inflection. The tonal
aspect of communication is important, as any
particular phrase can have a different meaning
depending on how it is spoken and, therefore,
how it is perceived. For example, loud volume,
fast rate and high pitch can indicate anxiety
and stress. Low volume, even rate and low pitch
indicate calmness and assertiveness.
are usually precipitating factors to any violent
episode.
Officers should be aware that what they bring
personally to the interaction can contribute
to conflict, and this includes assessment of
stressors and their style of interacting:
• Are there ongoing problems in their life that
are affecting their work?
• How stressful is their work and is there
greater stress on a particular day?
• Are there clients or colleagues that ‘push their
buttons’?
• What is their attitude towards the subject?
With additional stressors, anxiety increases
and people become susceptible to errors in
judgement. It is important to make a deliberate
effort to diminish the impact of stressors by
developing an awareness of personal style, as
self-control is important to achieve situation
control.
Negative language reflects the mindset of the
speaker and affects the outcome of a situation.
It is common for people to view the world as
dichotomous – only two possible choices, positive
or negative – which leads to judgements and a
closed mind. When resolving conflict, keep an
open mind to all possibilities and opportunities.
Once a pattern is developed, it takes effort to
change this entrenched behaviour, so practice
maintaining a flexible mind every day. It is
important to accept each person and situation
on its own merits and only deal with the situation
at hand. Previous history can be useful, but do
not let it affect the management of a situation.
To effectively negotiate conflict situations,
officers should endeavour to:
• control breathing to stay calm
• be patient and avoid arguing with the subject(s)
• be aware of emotional triggers and ignore
them
• be objective and neutral
• offer options, not ultimatums
• incite empathy so the aggressor sees them as
a person, not an object
• adopt an assertive, not a confrontational,
approach.
The ability to ‘step back’ from an escalating
conflict is an extremely valuable skill. Taking a
step away or physically withdrawing can provide
space, time and an opportunity to reassess.
By Richard Kay
Technology can benefit public safety operations
in many ways. With advances in technology
increasing at a staggering rate, there are many
options available for public safety agencies to
increase operational efficiency. However, point-
of-view (POV) technology is now prevalent
in people’s daily lives and, in the age of
smartphones and CCTV, security personnel
need to understand that they are always under
scrutiny. This article examines the risk POV
technology may pose to officers in the form of
cameras and uploaded content to the public
domain.
Most readers will have seen, or at the very least
heard about, incidents of interpersonal conflict
and violence being videoed and uploaded to
social media websites such as YouTube or
Facebook. Most smartphones now have inbuilt
apps that upload content directly to the user’s
page with the simple press of a button. There
have been numerous incidents of violence in
schools that have been filmed and uploaded as
a form of bullying and victimisation, sometimes
with tragic consequences.
A recent incident in Queensland involved a
transit security officer who was verbally abused
by a young offender whilst his friend filmed the
whole thing on his smartphone and later put the
video online. In this instance, the security officer
remained calm and professional and did not
react to the harassment from the offenders and,
as a result, the incident was resolved without
escalation – certainly a credit to the officer
involved.
With so many people in modern society
having ready access to a camera, what can
security officers do in relation to this matter? The
key is to remain calm and employ appropriate
interpersonal strategies to resolve incidents in a
professional manner, the basis of which is taught
during security licensing training.
Harm Minimisation
The objective in conflict situations is to defuse
conflict before it reaches the level of physical
aggression, so officers should be aware of the
levels of conflict escalation. People often resort
to aggression as a last resort, acting out of fear
or desperation, whilst some choose violence
as an ‘easy’ option, intimidating others to get
their way rather than communicating rationally.
Violence rarely occurs without reason and there
The key is to remain calm and employ appropriate interpersonal strategies to resolve incidents in a professional manner, the basis of which is taught during security licensing training.
047SECURITY SOLUTIONS
Body language makes up the bulk of
interpersonal communication. The body gives a
true expression of what a person is feeling, so it
is important to observe for signals that indicate
whether they are positive or negative in relation
to an officer’s message. Officers should ensure
consistency in their verbal and non-verbal
messages, as the subject will perceive body
language messages more accurately.
An important feature of aggression is that it
does not generally occur as an isolated act, but
as part of a process. Awareness of this cycle
can assist in assessing the subject’s immediate
potential and choose an appropriate method for
dealing with a situation before it escalates.
Early intervention begins with detecting the
subject’s emotive state and involves:
• questioning: ask how he feels; does he have
needs that are not being met
• listening: hearing ‘feelings’ allows for
identifying the source of agitation and can
provide clues on how to assist him
• validation: acknowledging feelings is
extremely important, even if it is difficult to
attend to the need or request.
Verbal and Non-Verbal Strategies
People have a personal space which they regard
as their own. Officers need to respect this
personal space whilst maintaining awareness of
people entering theirs, especially in potentially
violent situations where close proximity increases
their vulnerability to attack. Maintain a balanced
and relaxed posture to display confidence,
and keep a safe distance of two-arm’s length;
otherwise stand at 45 degrees to the side of the
subject, if possible.
Proper use of eye contact shows confidence
and assertiveness and helps focus the subject’s
attention on an officer. The incorrect use of eye
contact may be deemed inappropriate and cause
conflict by sending the wrong message to the
receiver.
Personalise communication by using names
and terms like ‘us’ and ‘we’ to show involvement,
rather than ‘you’ and ‘I’, which tends to separate.
Officers should show respect for the subject’s
position, display empathy and promote the
benefits of taking their course of action, rather
than consequences of choosing another.
Ask questions to gather information and
engage the subject’s brain, which assists in
reducing options for resistance; but give him
an opportunity to answer in his own way. Active
listening involves co-operation with the speaker,
not competition. Using eye contact to focus on
the subject and making listening noises indicates
interest and shows him he is being ‘heard’.
Provide feedback to clarify understanding,
avoiding personal opinion or interpretation.
Establish a cause for the subject’s behaviour.
Encourage him to express his frustration
or distress, but set reasonable limits and
clear consequences. Clearly inform him that
aggression is unacceptable, and outline the
consequences if it occurs.
Offer assistance by asking the subject what
can be done to assist or help him and, where
practicable, provide him with a choice of options.
Keep requests to a clear, simple and direct
manner. Remain neutral and avoid arguing. Do
not criticise values or beliefs, or get involved in
‘power’ struggles. This supports a notion of being
right and wrong, and will not support the process
of resolution. Stay focused on the issue at hand
and avoid being side-tracked.
De-escalation versus Compliance
Communication varies depending on the stage
of conflict and what officers are aiming to
achieve. The initial strategy will revolve around
using language that de-escalates the intensity
of the situation. If this does not work, then
communication that asserts proactive control
may be required.
De-escalation phrases are used to defuse
potentially violent situations by verbally offering
alternatives to the subject’s current intentions, or
outlining consequences of his course of action.
Compliance commands are used for affecting
assertive control. ‘Commands’ does not mean
officers start screaming at the subject; it simply
means they have chosen to take assertive control
of the situation. Once this is achieved, return to
normal communication, stressing calmness and
cooperation.
Effective verbalisation during an incident is
vital because it:
• demonstrates reasonableness
• informs the subject what the officer requires
of him
• creates witnesses from bystanders.
A critical skill in officers developing effective
conflict management strategies is the ability
to assess a wide range of factors, including
the subject, the situation/context, their own
responses, the potential for escalation, risk
factors and environmental issues. Assessment
and strategic planning drive the choice of
conflict management options, and it is important
to ensure that this assessment is as thorough as
possible. It is clearly important to acknowledge
that assessment must sometimes be carried
out in difficult situations, or even while trying
to defuse a hostile confrontation. Focusing
on assessment, however, helps to maintain a
resolution-based approach and an awareness of
any potential escalation features.
Security companies should be proactive in
creating awareness, through internal education
strategies such as presentations, internal memos
and updates to company orders, as officers
representing the company in the workplace pose
a risk through vicarious liability if they make poor
operational decisions. It is only a matter of time
before someone gets the idea to deliberately set
up a security officer and video the confrontation
in an effort to either gain social media notoriety
or try to extract dollars from a security company
through a lawsuit. No company wants their
branding displayed over social media in a
negative manner.
Personal cameras and social media are a fact
of life and officers need to remain alert to this in
the operational environment. It is important that
officers are not only seen to DO the right thing,
but are heard to SAY the right thing. Officers
should presume they are being filmed each
and every time they conduct operations and act
accordingly, because the reality is, they probably
are!
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
048 SECURITY SOLUTIONS
The New Video CompressionHEVC / H.265
CCTV
049SECURITY SOLUTIONS
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CCTV
By Vlado Damjanovski
Video compression has come a long way since the introduction of the first digital transmission, the Integrated Services Digital Network (ISDN), back in the 1980s. Utilising (now long forgotten) H.261, a video compression standard used mostly for video conferencing, it was introduced by the CCIR (Consultative Committee on International Radio) group, which later became known as ITU (International Telecommunication Union).
H.261 worked with CIF size video (352 x 288 pixels) and achieved sufficient good quality for video conferencing, especially when predominantly static people are just talking and hardly moving in a video conference.
Around the same time, near the end of 1980s, personal computers became more popular and a new video compression standard was introduced for converting analogue VHS and S-VHS movies to fit onto a CD media – the MPEG-1. This was proposed by the Motion Pictures Experts Group (MPEG), and the main idea was to advise a video compression that can encode movies with up to 1.5 Mb/s, sufficient streaming speed to be played back from a CD media.
The digitisation of analogue video became seriously attractive after the introduction of of CD media and larger computer hard drives. The MPEG-1 standard was the first attempt to digitise the video industry, predominantly the broadcast and multimedia. Like the H.261, MPEG-1 also worked with CIF size video and achieved sufficient good quality comparable to VHS recorded quality – i.e. up to 240 TV lines.
After the introduction of S-VHS analogue recording some time in the 1990s, which claimed 400 TV lines of horizontal resolution, the broadcast industry had to come up with a video compression that equals or exceeds the S-VHS. Consequently, around 1993/1994, the MPEG-2 standard was proposed. This was a more advanced form of video compression than MPEG-1,
and allowed for much higher picture quality. Instead of saving movies on Betamax and S-VHS video tapes, it became possible to save a full featured movie in a digital format, in MPEG-2 on a newly created DVD media. Cable television was possible, where MPEG-2 streams were used to transmit the content. MPEG-2 was designed to use more than 1.5 Mb/s, although it was backwards compatible with MEPG-1, it could go over 16 Mb/s.
The DVD quality movies were typically encoded with around 4 Mb/s, surpassing VHS and even S-VHS resolution of 400 TV lines. A typical MEPG-2 encoded high quality video was using so-called D1 resolution (or 4CIF) which was designed to offer up to 450 TV lines.
Ten years have passed since the introduction of MPEG-2, and the television industry decided on yet another huge jump – the High Definition TV (HD TV) format.
The HD is a digital video format from the source, rather than being converted from analogue, as was the case with DVD media. The HD format is the current television format and it is also known as 1080HD with 1920 x 1080 pixels. HD offers five times the pixel count of D1 resolution.
When an HD signal is produced by an HD camera, it comes out as 1.5 Gb/s or 3 Gb/s stream, depending on if it is 1080i (interlaced) or 1080p (progressive). This is huge data traffic coming out from one HD camera, impossible to imagine 20 years ago. In order to be able to transmit and store such a huge amount of video data, a new video compression was needed. Although MPEG-2 was flexible enough to cater for HD video format as well, a more efficient video compression was needed. As a result, about 10 years after the introduction of MPEG-2, the Advanced Video Codec (AVC), also known as H.264, was introduced.
The H.264 is the current most popular video compression, used for broadcasting, saving high quality movies on Blu-Ray
disks, or recording HD and MP multiple CCTV cameras.
The H.264 offers at least four times the efficiency of the MPEG-2, so that a nice looking HD stream would require around 16 Mb/s with MPEG-2, but the same visual quality can be achieved with only 4 Mb/s using H.264.
AVC or H.264 is still the most popular video compression today, used in broadcasting, storing HD movies on Blue-Ray disks, and certainly in IP CCTV for recording and transmitting multiple HD and MP CCTV cameras.
H.264 offers at least four times the efficiency of MPEG-2, so while a nice looking HD stream would require around 16 Mb/s with MPEG-2, the same visual quality can be achieved with H.264 using only 4 Mb/s. In fact, what was a very decent compression for SD D1 video using MPEG-2, at 4Mb/s, it is the same streaming bandwidth of only 4Mb/s with H.264 that achieves a very good video quality for 1080 HD.
Now, another 10 years have passed since the introduction of the H.264.
The latest television advancements are now offering even larger video formats, so-called 4k video, with quadruple the pixel count of HD, i.e. 3840x2160 pixels. 4k is basically equal to live streaming of 8 mega pixel video. It is also known as Ultra-HD-1 resolution. Many broadcast studios, and many production houses, are already using 4k on their movie sets.
An even more impressive format called 8k is being experimented with, offering another quadruple resolution of 7680x4320 pixels, which is almost 32 mega pixels of live streaming video. This is also known as Ultra-HD-2.
When viewing 4k, and 8k video, a viewer sits closer to the display relative to the viewable details and this immerses the visual sensors completely. It is said that the viewing experience is almost three dimensional without having the 3D
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goggles. This was reported by many viewers watching the London Olympics in 2012 with the experimental 8k video.
The H.264 compression can be applied to 4k video too, but more efficient video compression was sought after. So, in 2013, a new video compression, H.265, also called High Efficiency Video Codec (HEVC), was introduced.
What are the key features of the HEVC/H.265?
First, and most importantly, it is twice as efficient when compared to AVC/H.264. This means, to produce the same visual quality of what H.264 would produce with 4 Mb/s, HEVC/H.265 could produce it with 2 Mb/s.
To put this another way – with the same stream as H.264, H.265 will produce a video stream twice as nice visually and smoother to watch (if there was a way to measure nice and smooth).
In 2014, a subjective video comparison was conducted by BBC among the students at the University of West Scotland and the following score was produced: H.265 average bit-rate reduction compared to H.264 Video format => 576i 720p 1080p 4k HEVC/H.265 52% 56% 62% 64%
This potentially means saving a lot of hard disk space if we were to encode with H.265 but wanted to obtain the same visual quality as what we are doing today with H.264. Of course, in order to do that, the source material needs to be encoded with H.265. Certainly, this also means saving in network bandwidth, not just storage space.
The key technical reason behind the improvement of H.265 over H.264 is in the more complex intra-prediction of moving objects, using partitions of the frame versus macro blocks, and allowing up to 64 x 64 pixel blocks.
While HEVC/H.265 increases the compression ratio, at the same time it is also more effective at predicting the details of moving objects, subdividing the compression blocks to quarter size, and managing colours more efficiently. This is
necessary because, while the 4k sensors have an increased number of pixels, they may also have an increased number of frames per second (50, 60, 120 or even 240 fps).
Currently, 25 fps (frames per second) is considered as sufficient for “live motion” in CCTV. However, larger displays using 4k resolution (and soon to be released 8k displays) have a more noticeable flicker effect when viewed up close. The flicker effect is the result of the old 24 pictures per second phenomenon from the early days of film, known as human eye persistence. The eye persistence effect is more noticeable with our peripheral vision and it is stronger with bigger and brighter displays. In order to minimise the flicker effect on our eyes, displays need to produce more frames per second.
One way to increase the displayed frames per second is to simply duplicate the frames within the TV itself, without necessarily having to capture footage using 50 frames at the camera, you just double the frames of a 25 fps signal. That said, the proper way to reduce the flicker is to increase the frames per second on the camera itself. Eventually, all cameras in the near future will not only have 4k display or more, but they will produce more fps as well. To encode such a high megapixel stream with such a large frame rate, more capable video compression will be required. This certainly has been considered in H.265.
Switching from HD to 4k When switching to 4k video, with H.265 video compression, your system will use the same bandwidth as with HD video with H.264 video compression. There is no need to update the network or your storage. Of course the cameras and the displays will need to be upgraded from HD to 4k.
Many broadcast studios, and many production houses, are already using 4k on their movie sets. Many CCTV camera manufacturers have already showcased and are now shipping 4k cameras. Some of them are using H.264 video compression for the 4k format, but some have already
embedded H.265 encoders inside their 4k cameras.
4k Display screens are already available and they are not much more expensive than their HD predecessors were a few years ago.
How about 8k? An even bigger and more impressive format known as 8k is being experimented with now. 8k offers quadruple again the resolution of 4k equaling 7680x4320 pixels. This is 32mega pixels of live streaming video, also known as Ultra-HD-2.
When viewing 4k, and 8k video, a viewer sits closer to the display relative to the viewable details and this immerses the visual sensors completely. It is said that the viewing experience is almost three dimensional, without having to use 3D goggles. This was reported by many viewers watching the London Olympics in 2012 with the experimental 8k video.
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More processing power and better displays There is a price to pay for such an advancement in video compression. This price is even higher demand for processing power than what was needed for H.264. HEVC technical papers state that H.265 encoders require 3–5 times more processing power than the H.264 encoders. This would typically be done in the silicon (encoder chips) of the new 4k cameras. The H.265 decoders should be a little bit less demanding then the encoders, but would still require 1.5–3 times more processing decoding power than H.264. This is important for anyone in CCTV to understand, as most of the decoding in CCTV is done in the software of the operating system, as is the case today with most HD client stations. This will clearly require even more CPU and GPU computer power, and more efficient viewing software.
Certainly, display quality needs to be adequate as well. When using 4k cameras, one should really use 4k displays as well. While it is still possible to display a 4k feed on a HD display, unless you have digital zooming ability in your client software, having 4k cameras on an HD display is almost pointless.
When making the switch to 4k, make sure you have suitable workstations that have sufficient processing power to decode and display 4k video streams smoothly. You need to be even more cautious if you wish to view multiple 4k streams simultaneously.
Vlado Damjanovski is an author, inventor, lecturer, and closed circuit television (CCTV) expert who is well-known within the Australian and international CCTV industry. Vlado has a degree in Electronics Engineering from the University Kiril &
Metodij in Skopje (Macedonia), specialising in broadcast television and CCTV.
In 1995, Vlado published his first technical reference book – simply called CCTV, one of the first and complete reference manuals on the subject of CCTV. Now in its 4th edition, and translated into four languages, Vlado’s book is recognised the world over as one of the leading texts on CCTV.
Vlado is the current chairman of the CCTV Standards Sub-Committee of Australia and New Zealand. In his capacity as chief contributor, Vlado has helped create the Australian and New Zealand CCTV Standards (AS4806.1, AS4806.2 and AS4806.3).
He can be contacted through his website www.vidilabs.com
BUSINESS
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BUSINESS
SECURITY SOLUTIONS 055SECURITY SOLUTIONS
The Gate:How Little Things Make Big First Impressions
056 SECURITY SOLUTIONS
tradesman turns up to a customer’s home in a filthy
vehicle, looks like he slept in his clothes or leaves
a mess upon his departure, the customer will more
than likely judge the company to be unprofessional
and think twice about using it again.
5 Keeping promises
“I will have the quote to you tomorrow.” “I will
give you a call this afternoon.” “Our technicians will
be there at 4pm.”
It is a strange thing, but customers actually
believe what staff say they will do. Then, when they
do not follow through, it dents trust. Break enough
promises and a business will fully shatter trust.
6 Energetic communication
The initial contact with a potential customer
at the gate for many companies is via the
phone. The energy and corresponding voice
tone communicates either a friendly welcome to
come inside or a ‘go to the next gate’. Ever called
someone and he/she sounded like he just got out of
bed? Or have callers felt like they have just intruded
on a receptionist’s day or encountered a dreary
voicemail message?
Leaders must work on themselves and their
employees to raise personal energy when
communicating, whether in person or via the
phone.
Summary
Will a business always get the basics right? No.
Humans are involved. But business owners and
leaders can make a commitment to perfect the
basics through an incremental and improvement
change process. Establishing written standards,
exemplary leadership, social activities with
employees, key performance indicators, customer
surveys and reward systems all play a part in
creating a company that is different purely based
on treating people with respect, which in the end
all boils down to common sense.
Leaders need to create a gateway to their
business where customers love to return. There is
never a second chance to make a first impression.
Ray Hodge speaks and consults to government,
businesses and organisations. His emphasis is
on improving critical efficiencies to dramatically
increase key results. He has coached and provided
consulting services to leaders and teams for over 25
years. Ray can be contacted at:
[email protected] or on 0403 341105.
BUSINESS
Being personable starts at an internal level
within the company. It is about leaders and their
people connecting at a personal level while they are
doing their work. It might also mean establishing
a regular social activity or a weekly meeting where
leaders and staff eat and drink together to foster a
feeling of community. If employees are connecting
personally and are happy in their work, it stands to
reason it will flow out to customers.
Customers return to companies where they feel
they are valued as a person, not just valued for
the money they spend. A company’s culture will
not change overnight, but establish a vision for it,
make plans for changes and introduce one thing
at a time.
2 Staff presentation
Presentation here is about how staff ‘present’
to the customer in language, appearance, interest
and so on. Unironed shirts, unkempt hair, a waitress
asking “what do ‘yous’ want?”, a receptionist using
the ‘f’ word when customers are in reception, a
salesperson disinterested in the customer… no
doubt, readers have experienced similar. This is a
big one for first impressions. The first interaction
with a company should be the customer experience
that invites the person through the gate.
3 Promptness
People love promptness. Even if the initial
reply is a message that says “I will call you tomorrow
at 10am”, prompt communication is one of the
basics that many neglect and will set a business
apart instantly.
4 Order and cleanliness
Customers will quickly form first impressions
around order and cleanliness. When customers
walk through the door, will they see order or chaos?
Things should be tidy, with a friendly atmosphere
that welcomes people through the gate; it should
not look like no one cares. For example, if a
By Ray Hodge
Some home entry gates are enticing, welcoming
and warming. People imagine that, once opened,
a charming path leads to the grand homestead.
Other gates are old and dilapidated, where it is
imagined that, upon entry, the path beyond is
riddled with potholes, obstacles and wilting weeds
guiding the way to a rundown shack.
First impressions are the gate of a business.
Customers make up their minds almost immediately
(seven seconds is what some researchers have
discovered) and it is those little things that make
the big difference.
In today’s highly competitive business
environment, it is not good enough just to be
the cheapest (and nor should that be the goal
if a company wants a decent bottom line).
Each individual organisation requires a point of
differentiation – how it can stand out amongst the
competition. Strangely enough, one of the most
effective starting points is perfecting the basics. It
is in the perfecting of these foundational elements
that new customers will be attracted and where
existing ones will return. In today’s business world
of dismal customer service and poor presentation,
it does not take much to stand out from the crowd
– and that is before even considering core business
differentiation.
The following are some of the basics that many
businesses neglect:
• culture of personable professionalism
• staff presentation
• response times
• order and cleanliness
• keeping promises
• energetic communication.
1 Culture of personable professionalism
Underlying all first impressions is the
company culture and, like it or not, the culture
that exists in a business is a direct reflection
of its leadership. The author recently dined in
one of Brisbane’s top restaurants. The food was
wonderful, but the service he labels as detached
professionalism. Yet another down the road had
the mix of professional and personable right. He
has been a patron there for years.
Customers want staff to be professional, but also
to be friendly and interested in them as a person.
Talking about their dog, their work or their family
speaks volumes to customers. If leaders are not
demonstrating this, and the business is all about
productivity and profitability, then the business will
miss this point of differentiation.
Each individual organisation requires a point of differentiation – how it can stand out amongst the competition. Strangely enough, one of the most effective starting points is perfecting the basics.
057SECURITY SOLUTIONS
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058 SECURITY SOLUTIONS
COVER STORY
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IF POPULARITY TRUMPSSECURITY
COVER STORY
060 SECURITY SOLUTIONS
It is not entirely clear quite when it happened
but, at some point over the last three months,
the improbable became likely. Indeed, barring
a spectacular collapse in popular support, or
convoluted Machiavellian contortions at the
Republican convention, it looks likely that
Donald Trump will be the GOP (Grand Old
Party – a term used to refer to the Republican
Party) candidate for president later this year.
The GOP hierarchy may be lining up against
Trump’s candidacy, but they are not fools,
and the grassroots anger that has gotten him
this far will only get angrier if the Republican
establishment attempt to deprive him of their
nomination.
It is easy for outsiders to deride Trump’s
bombastic and hate-driven form of populism,
but his speeches are not targeted at outsiders.
Trump knows his audience and has reached
out to them with spectacular success thus far.
It is difficult to see how he can translate that
success at the party level into national success
in a presidential campaign. Yet, this is politics
and stranger things have happened.
What if Trump continued to defy all
expectations and was elected to be the 45th
president of the US? In particular, what kind of
foreign policy could be expected from Trump
and what would be the security implications of
that policy?
According to the Economist Intelligence
Unit, the election of Trump would be one of
the top 10 greatest risks to global stability. This
is a remarkable intervention into the domestic
politics of the world’s pre-eminent superpower
and it is the first time that a US (yet to be
nominated) candidate has been included in
the list. A Trump presidency, according to the
Economist, both threatens the global economy,
as well as US politics and national security.
Rated on a scale of 1 to 25, with 25 considered
the most dangerous, Trump scored a 12.
Yet the reasoning of the Economist
Intelligence Unit is as flawed as most of Trump’s
foreign policy announcements. Indeed,
Trump’s global stability rating can only be
based on assumptions about what he might do
if he wins the presidency. And that judgement
can only be made on the basis of Trump’s
utterly incoherent foreign policy declarations.
A Trump presidency, according to the Economist, both threatens the global economy, as well as US politics and
national security.
In effect, the Economist Intelligence Unit has
taken Trump’s statements on foreign policy at
face value, and that is far more seriously than
they deserve.
Trump’s foreign policy statements at this
point in time are a poor guide to the kind of
foreign policy he would be likely, or able, to
pursue if he were to be elected president.
There are two reasons for this.
First, his current foreign policy stances are
aimed at gaining the Republican nomination
and are not a clear set of policies that he will
implement if elected president. That explains
why he has thus far failed to attract any major
foreign policy heavyweights to his team. And it
is not only that he has failed to attract them, but
also he does not want them. Aligning himself
with key figures in the Republican foreign
policy establishment would automatically send
a signal of intention about his real foreign
policy stances and that will not play out well
with the audience he needs to attract to get the
Republican nomination.
By Colin Wight
Trump’s success thus far has been based
on his ‘outsider’ status. He is outside the
Republican Party elite and outside the
Washington cognoscenti. It is a place he is
happy to be. Until he gains the nomination,
he will do nothing to change that stance.
This means that all of his foreign policy
pronouncements to date should be taken with
a large pinch of salt.
Second, the idea that even if he were serious
about his foreign policy stances, that he would
be able to implement them when in power
misunderstands the nature of the foreign policy
decision-making process. Often described as
the most powerful person in the world, even
the US president does not operate in a context
lacking in constraints. Anyone who doubts this
should reflect on Barack Obama’s ongoing
attempts to close Guantanamo Bay; something
he promised to achieve by 2009. Obama’s
audacity of hope in the possibility of change
was at the heart of his first election campaign.
Yet, what he encountered when entering office
COVER STORY
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COVER STORY
was a structural context that impedes change,
and that context would likewise confront
Trump. The ability of any politician, including
the US president, to mould foreign policy in
new ways is severely circumscribed by the
world itself and the structural context in which
decisions are made. Those involved in foreign
policy decision making tend to be conservative,
and with good reason.
So even if Trump were totally serious about
his foreign policy announcements, he will face
an institutional and structural environment
that is highly resistant to large-scale change.
And this is not just the diplomatic core, which
Trump is often so scathing about, but also the
Pentagon and the Joint Chiefs of Staff who are
clearly unhappy with many of the outcomes of
poorly conceived foreign policy adventures.
Still, this does not mean that there are
no insights to be gained into how a Trump
presidency might approach foreign policy, and
there are glimmers of a policy that occasionally
shine through the bombastic bluster of Trump
playing to the disaffected Republican crowd.
In short, what can be expected from a Trump
presidency will be a well-travelled route based
on ‘America first’, nationalistic isolationism and
moralistic public pronouncements, but little
in the way of resources aimed at following up
those pronouncements. This is pretty much the
standard foreign policy line of all Republican
administrations apart from George W. Bush,
who disastrously went off at neoconservative
tangents. It is best described as a form of
realism brilliantly articulated by the likes of
Hans Morgenthau, one of the major twentieth-
century figures in the study of international
politics. However, there are also important
differences between Trump’s vision of foreign
policy and that of Morgenthau’s.
Some of the crazier things Trump has said
about foreign policy can simply be dismissed.
The Great Wall of Mexico for example, plays
to the Republican crowd, yet even if he builds
it there is no way Congress will pay for it, let
alone Mexico. Banning Muslims from entering
the US will run into all sorts of legal challenges,
although it is conceivable he could increase
‘profiling’. As for bringing back torture, well
there is simply no way that he will persuade
military and security officers to violate
international law. These are the outer edge
of a foreign policy stance that is verging on
fantasyland. Many of Trump’s supporters find
them attractive, but they are not realistic policy
options, and Trump knows this.
That said, there are at least two sources
where hints of his actual beliefs can be found.
The first is a lengthy interview by Maggie
Haberman and David Sanger of the New
York Times. The second is his foreign policy
address to the American Israel Public Affairs
Committee (AIPAC) that was markedly different
in style from his usual, off-the-cuff campaign
comments. Taken together, both the speech
and the interview could have been delivered by
Trump’s foreign policy statements at this point in time are a poor guide to the kind of foreign policy he would be likely, or able, to pursue if he were to
be elected president.
063SECURITY SOLUTIONS
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SECURITY SOLUTIONS064
COVER STORY
any of the Republican presidential candidates
this year.
Two broad things differentiate Trump’s view
of foreign policy and the typical ‘America first’
type of realism that Morgenthau and most
Republicans have espoused. Morgenthau’s
sixth principle of international politics suggests
that politics is an autonomous realm of human
activity. Politics is concerned with power
and influence, not the financial bottom line.
Trump, on the other hand, does not seem to
understand the basics of foreign policy and
treats it as a branch of business or economics.
His grand narrative is that the US is in decline
and what explains that decline is the economic
costs associated with US leadership of the
international system. Trump expects the
US to continue to provide leadership of the
international system, but to have the costs
of that leadership borne by those who most
benefit from it.
As he puts it, “Now, I am a person that –
you notice I talk about economics quite a bit,
in these military situations, because it is about
economics, because we do not have money
anymore because we have been taking care of
so many people in so many different forms that
we do not have money… I mean, we defend
everybody. (Laughs.) We defend everybody.
No matter who it is, we defend everybody. We
are defending the world. But we owe, soon, it is
soon to be $21 trillion. You know, it is 19 now,
but it is soon to be 21 trillion. But we defend
everybody. When in doubt, come to the United
States. We will defend you. In some cases free
of charge.”
Trump’s view of foreign policy as a branch
of economics is not surprising given that he
has no background in foreign policy, but
extensive experience in business. Indeed,
he has admitted that what he knows about
foreign policy comes mostly from the media.
Astoundingly, he also believes that on the basis
of this limited knowledge he has an aptitude
for foreign policy matters; as he puts it, “But
it was not something that came into play as a
business person. But I had an aptitude for it I
think, and I enjoyed reading about and I would
read about it.”
The second major aspect of Trump’s
approach to foreign policy is the emphasis he
places on the importance of ‘unpredictability’.
There is nothing unusual about this in terms of
foreign policy practice and in many respects he
is simply following many of the precepts set out
by Machiavelli in The Prince. Still, while there is
some logic to the non-disclosure of intentions
in relation to enemies, in a globalised and
highly interdependent world, ‘trust’ is highly
valued and helps oil the wheels of interstate
cooperation. Hence, not communicating
intentions to friends can only increase the
possibility of misunderstandings.
Given these broad approaches, what
then can be expected in terms of specifics
from a Trump doctrine? To begin with, his
‘America first’ policy will inevitably lead to
a more isolationist foreign policy than has
been witnessed for the last two decades or
so. Typically, isolationism refers to America’s
longstanding reluctance to become involved in
European alliances and wars. Isolationists have
always believed that America’s perspective on
the world was different from that of European
societies, and that America could advance the
cause of freedom and democracy by means
other than war. Importantly, however, American
isolationism did not entail disengagement from
the world stage. Isolationists were not averse
to the idea that the US should be a world
player and further its territorial, ideological and
economic interests. This form of isolationism is
at the heart of the Trump doctrine.
However, given that isolationism is not
equivalent to disengagement, then what kind
of policies might Trump adopt? First, there is
no doubt that there will be a return to a more
unilateralist policy coming out of Washington.
Left to his own devices, Trump would clearly
withdraw from global and regional institutions
if his demands were not met. Thankfully, he will
not be left to his own devices but, nonetheless,
there is no doubt that he would push for
what he perceives to be a more equitable
economic input from states that benefit from
US leadership in international affairs. He
has said this clearly in relation to The North
Atlantic Treaty Organization (NATO), but also
South Korea.
In both cases, he thinks that the Germans
and the South Koreans in particular are not
In short, what can be expected from a Trump presidency will be a well-
travelled route based on ‘America first’, nationalistic isolationism and moralistic public pronouncements, but little in the way of resources aimed at following up
those pronouncements.
065SECURITY SOLUTIONS 065SECURITY SOLUTIONS
paying their way in terms of covering the costs
for the security blanket the US provides. This
is not a new argument, and it forms the basis
of Robert Kagan’s influential neoconservative
book Of Power and Paradise. However, Trump’s
economic version of it misses some vital facts
about foreign policy. What America gains from
NATO and close contacts with South Korea
cannot be measured in purely economic terms.
Trump clearly is not conversant with how
power operates in the international system, or
he thinks it comes out of the vaults of a bank.
What American leadership of the system
facilitates is influence, alliances and a role
that allows them to shape the international
order in ways that benefit the US. Despite the
many problems with the concept, ‘soft power’
is as important today as is military power. The
normative environment surrounding the use of
force has radically changed, and it is no longer
possible to use military force to achieve one’s
ends without taking into account the negative
normative costs associated with the use of that
power.
It can seem that Trump has no understanding
of these developments and that he intends
to dismantle the post-WWII world order
and return the international system to one
where the great powers constantly compete.
However, despite his claims, there is little
prospect of this happening, not least because
in reality, this system was constructed to serve
American interests, but also because many of
the other major states in the system, including
China, benefit from it. Of course, many states
suffer as a result of this post-WWII system, but
those are not the type of states Trump would
want to ally with.
However, Trump will clearly use trade as a
weapon, particularly in relation to China, and
for a country such as Australia, which is so
dependent on trade with China, that is perhaps
the greatest worry. Any trade war between the
world’s two largest economies can only be bad
for business for everyone. Australia would not
be immune from this. In fact, for a businessman,
Trump has a strange understanding of the
role of trade in the global security framework.
Trump has repeatedly condemned what he
views as unfair trade deals that have allowed
countries like China to benefit at the expense
of US jobs. He has said he supports free trade,
but not “stupid trade”. “I feel that we have had
horrible negotiators, horrible trade deals,” he
said at the most recent Republican debate.
“The jobs in this country are disappearing, and
especially the good jobs.” But yet again, most
of these pronouncements can be taken with a
large pinch of salt, and it is simply not going to
be possible to rip up trade deals in the way he
suggests. Once again, his rhetoric can largely
be explained as a siren call to those Republican
voters he needs to gain the nomination.
What about Israel, Iran and the Middle East?
He has claimed he “would knock the hell out of
ISIS in some form. I would rather not do it with
our troops, you understand that.” Effectively,
what this means is that he would attempt to
put pressure on other countries to use their
troops and supply US air support; basically
a continuation of Obama’s policy. Given his
bellicosity, however, it would be expected to
see an increase in drone activity and a ramping
up of air support in Iraq and Syria. But in Syria,
as well as in Europe, he clearly believes that
he can do business with President Putin.
This suggests that he would be prepared to
leave dictators and autocrats in power free of
external interference.
It is certainly clear that he believes that if
Assad and Gadhafi were still in power, the
Middle East would not now be such a mess.
Also, of course, he has argued that he wants to
dismantle the nuclear weapons deal with Iran.
However, Trump will clearly use trade as a weapon, particularly in relation to China, and for a country such as Australia, which is so dependent on
trade with China, that is perhaps the greatest worry.
SECURITY SOLUTIONS066
COVER STORY
According to Trump, the biggest concern with
the deal is not necessarily that Iran is going to
violate it, but that they can keep the terms and
still get to the bomb by simply running out the
clock and, of course, using the dividend gained
from the lifting of sanctions to fund their
attempt to gain pre-eminence in the region.
This is something he could achieve, and
there are many on the right in the US who
would support rejecting the deal with Iran. The
consequences of doing so, however, could be
increased tensions in the Middle East, and
an emboldened Israel taking unilateral action
while the Trump regime looks the other way.
His support for Israel seems to be genuine
enough, although if he follows through on his
plan to move the US embassy from Tel Aviv
to Jerusalem, the prospects of achieving a
solution to that conflict would seem to be
beyond reach.
Finally, there are Trump’s contentious views
on nuclear proliferation, which ironically
enough, do have some basis in the academic
literature; although it is clear Trump has not
read it. Strange as it sounds, the idea of using
well-managed proliferation to bring stability
to certain regions is the argument advanced
by American political scientist Kenneth Waltz.
However, it is surely a dead-end argument, and
the possibility of terrorists gaining access to
nuclear material of any kind makes the thought
of proliferating nuclear weapons a particularly
dangerous idea.
In the final analysis, a Trump presidency,
however unlikely, would not be the foreign
policy disaster many are predicting. Australia
should not be complacent, but the prospects
of him achieving some of his stated foreign
policy goals, even if elected, are even more
remote than the possibility that he will be
elected. Foreign policy has its own dynamics
and logics as the Trump doctrine will discover.
Colin Wight is a Professor in the Department
of Government and International Relations at
The University of Sydney. In addition to his
current roles as a lecturer and PhD supervisor,
Professor Wight is Editor in Chief of the
European Journal of International Relations,
and has written a number of books, including
Rethinking Terrorism: Terrorism, Violence
and the State and Agents, Structures and
International Relations: Politics as Ontology,
both available through Amazon.com
He can be contacted via email at:
In the final analysis, a Trump presidency, however unlikely, would not be the foreign policy disaster many are
predicting… Foreign policy has its own dynamics and logics as the Trump
doctrine will discover.
Image: GrAl / Shutterstock.com
067SECURITY SOLUTIONS 067SECURITY SOLUTIONS
068 SECURITY SOLUTIONS
Is Security Really About Security
FEATURE ARTICLE
able to demonstrate the ability to achieve
yearly revenue targets and generate income
as opposed to simply being a red line at the
bottom of the corporate ledger each financial
year.
Of course, the journey from the traditional,
reactive role of guns, guards and gates to a
more modern proactive security position of
protecting brand, reputation and information (in
addition to the traditional protection of people,
property and assets) has not only required a
paradigm shift within security, but it has also
given rise to the need for security professionals
to break out of their silo and develop mutually
beneficial relationships with other departments
within an organisation. The days of secrecy
and isolation have, by necessity, given way to
openness and cooperation.
Today, the savvy security manager knows
that the best way to achieve his or her goals
is to find ways to tie those goals into the goals
of other departments within the organisation.
How can security help marketing achieve
Even today, there are people who still think
that security is all about using guns, guards
and gates to protect people, property and
assets. Of course, 20 years ago this may have
been true, but a great deal has changed in
the world of security in the last two decades
– especially in the world of corporate security.
It is reasonable to assert that much of that
change has been driven by the changing
nature of threats affecting security over the
last 20 years. However, to believe that this has
been the only driver for evolution would be to
ignore what is arguably one of the greatest
driving factors in the evolution of modern
security – the desire for security to be seen as
a profession as opposed to a function.
In the quest to effect this change, savvy
security managers have come to understand
that the quickest path to corporate legitimacy
and acceptance is paved with gold – literally.
If they wish to gain a seat within the the
C-Suite, alongside finance, marketing and
human resources, then they need to be
By John Bigelow
In the quest to test and possibly even burst
assumptions, one must put forward thoughts
and ideas designed to test established
paradigms. The aim of this short piece is not to
provide definitive proof via academic research
of a particular flaw in current thinking around
security management, but rather, to highlight
the possibility that some security managers
have become entrenched in a particular way
of viewing the world, and that this view may be
at odds with that of their corporate masters.
Further, it has been written with a view to
promoting discussion around the concept that
there is a middle ground between the traditional
aims of security managers and the needs of the
organisations they serve. And that by seeking
this middle ground, security managers can not
only more effectively achieve the goals of their
department, but also add significant value to an
organisation. For some, these ideas may seem
obvious; to others they may seem ridiculous.
Either way, as long as people discuss them,
then they can start to burst assumptions.
069SECURITY SOLUTIONS
coverage of an area, could also be used in
conjunction with video analytics to track eye
movement to determine which parts of an
advertising campaign are drawing the viewer’s
attention. Alternatively, security might also be
able to help marketing more accurately focus
their efforts to increase returns by using CCTV
to gather information about demographics.
This might include information about how
many men versus women are in the building
at a given time of day, or whether certain age
groups are more prevalent within the property
at certain times of day and so on. Modern
security systems can gather extraordinary
amounts of data. What can be done with that
data is limited only by one’s ability to come up
with new and useful ways in which to mine and
use the data.
During a recent interview, Microsoft Chief
Security Officer Mike Howard disclosed
how he secured funding to build three new
Global Security Operations Centers (GSOC)
by showing the sales department how these
centres could be used as a sales tool. Howard
now invites key clients from around the world
to come and tour the Microsoft GSOC facilities
with a view to demonstrating Microsoft’s point
of difference, specifically, how secure the
client’s sensitive data will be with Microsoft as
opposed to its competitors. Since completion
of the GSOCs, Howard has been able to show a
demonstrable increase in yearly sales directly
attributable to the activities and resources of
the security department.
their revenue targets or protect the brand
that marketing has spent millions to create?
How can security help human resources (HR)
minimise financial damage to the business
by way of reducing the potential for hiring
unsuitable candidates or minimising the
number of expensive workplace lawsuits? How
can security help finance and procurement
reduce costs and increase profits? How can
security help operations minimise downtime
and ensure that the business is resilient enough
to get back on its feet as quickly as possible in
the aftermath of an incident? How can security
help IT protect valuable intellectual property
and data? These are the questions that drive
many modern security departments.
This new focus, born of the need for security
to have greater interoperability with other
business units, has given rise to new and
interesting possibilities with regard to budget
acquisition for today’s security departments.
Once upon a time, a security manager would
be required to go before the board, cap in
hand, in the hope of securing funding to
upgrade systems or retain staff. Today, security
managers are starting to realise that accessible
sources of revenue can be found through
other departments within the organisation,
such as marketing and HR, if they can aptly
demonstrate how security can use those funds
to help those departments meet their key
performance indicators (KPIs).
For example, where a security manager
might have previously struggled to petition
the board for funds to upgrade the current
analogue CCTV system to a newer digital
system, especially where the current analogue
system is still working, the same request might
achieve three times the funding if channelled
through the marketing department. In order to
achieve this, security need only demonstrate
to marketing, and the board, how the new
digital system can help to improve marketing
returns by way of things like helping to identify
which promotional campaigns are and are not
working. Take the example of a busy casino,
shopping centre or airport. Using heat mapping
as a function of the new digital CCTV system,
security can track which promotional displays
attract the greatest attention as opposed to
the displays which attract little or no attention.
Further, CCTV cameras positioned within
digital signage, while providing greater covert
Today, the savvy security manager
knows that the best way to achieve his or her goals is to find
ways to tie those goals into the goals of other departments within the organisation.
At the end of the day, the question must be
asked – what does a corporate board really
care about? Does the board really care that the
company’s assets are now protected by a new
state-of-the-art digital surveillance system? Or
is it more interested in the fact that marketing
has increased its return on investment by 20
percent in the last financial year? Is the board
really impressed that its new facilities are
protected by tier one access control systems?
Or are they more interested in the fact that the
revenue is up by 10 percent because they are
seen as the safest airline in the world – in part
because they are a much harder target than
their competitors.
A board’s first and foremost concern is the
financial performance of the company. Put very
simply, the board answers to shareholders.
Shareholders invest in shares with a view to
making financial returns. When the board can
dispense dividends, shareholders are happy
and the board has done its job. Bottom line,
the board cares about investor confidence and
making a profit because that is what they have
been appointed to do. This begs the question,
in the quest to gain the acceptance of the
board and the C-Suite, and be seen as not
only a profession, but also a business unit on
equal standing with finance, sales, marketing
and HR, is security really about security in
the traditional sense, or is security merely a
by-product of what happens in the quest to
increase profits?
It is arguable that security managers who
still believe that their role is solely to protect
people, property and assets while identifying,
mitigating and managing risk are not only
at odds with the thinking of the board and
C-Suite, but are doing themselves and their
profession a disservice in the process. Where
those goals were once the metrics by which a
security department was measured, perhaps
today they are simply functions which form the
basis upon which security managers should
be building more profit-centric programs run
in partnership with other departments?
This paper was originally presented at the
Australian Security Research Centre’s event
Challenge Security Paradigms: Bursting The
Assumptions Bubble, held in Canberra in
march of this year. For more information on the
ASRC and its future events please visit:
www.asrc.com.au
070 SECURITY SOLUTIONS
Social media has become a ubiquitous part of
modern society. In fact, rare are those who do
not in some way engage with, communicate
via or access social media either in their
private lives or as part of their work duties.
However, this new and somewhat omnipresent
form of social interaction, whilst providing
a range of benefits, can have some very
negative outcomes when it is abused or used
incorrectly. Of late, there have been a number
of cases in which employees have alleged
that they have been the victims of workplace
bullying which has occurred via social media.
This raises important questions around how
vulnerable businesses are regarding the
conduct of employees and the use of social
media. Is the business liable or responsible
if one employee abuses another employee
via social media in their own personal time?
Readers might be surprised by the answer.
What is Workplace Bullying?
What sort of conduct could amount to
workplace bullying? The two most important
sections of the relevant legislation, the Fair
Work Act (Cth) 2009 (the Act) are set out
below.
The first section defines who is capable
of asking the Fair Work Commission (the
Commission) to intervene by making orders
which regulate the conduct of the person
alleged to be engaging in workplace bullying.
Section 789FC (1) says, “A worker who
reasonably believes he or she has been bullied
at work may apply to the Commission for an
Order under section 789FF of the Act.”
The second is section 789FD which deals with
when a worker is bullied at work. It states:
“(1) A worker is bullied at work if:
(a) while the worker is at work in a
constitutionally covered business [which
includes a business operated principally
in Australia] an individual or a group of
individuals repeatedly behaves unreasonably
towards the worker or group of workers of
which the worker is a member; and
(b) that behavior creates a risk to health and
safety.
(2) To avoid doubt, subsection (1) does not
apply to reasonable management carried out
in a reasonable manner.”
What Should an Employer do?
What an employer should do in order to
protect itself will depend on whether or not the
employer permits employees to access and use
social media whilst they are carrying out work
duties or duties regarded as being at work.
Access and Use Prohibited
If an employer chooses to prohibit employees
from using and accessing social media
platforms, then the answer is a little more
simple. Effectively, the employer should have
a clear written policy that is provided to
all workers stating that they are effectively
prohibited from accessing or using social
media whilst at work or whilst carrying out
any work duties. Further, they should retain
evidence of having provided each worker
with that policy and have the workers sign a
written acknowledgement of having read and
understood the policy. Obviously, the employer
would need to provide the worker with
sufficient time to read the policy. Ideally, the
employer should establish a chain of evidence
that the worker read and understood the terms
of the policy. This could be done by emailing
the policy and then requiring the worker to
email a signed acknowledgement back to the
employer. Both of these documents (including
the policy attached to the email) should be
retained by the employer.
Access and Use Allowed
The second situation, where an employer
permits workers to access social media,
is probably the most common situation in
workplaces in Australia. The answer to the
question of how such an employer should
protect itself from claims is much more
complicated.
The Scope of the Definition of Workplace
Bullying
What are the limits regarding where and
when the bullying conduct takes place? For
instance, does the conduct need to occur
during usual work hours or at a work site?
The relevant part of the legislation states, “A
worker is bullied at work if, while the worker is
at work… an individual or group of individuals
repeatedly behaves unreasonably towards
the worker or group of workers… and that
behaviour creates a risk to health and safety.”
The big hurdle then becomes what sort of
conduct constitutes being bullied ‘at work’.
More particularly, what does ‘at work’ mean?
The Meaning of ‘At Work’
Readers may think that in most cases it is
easy to establish that the offending conduct
occurred “while the worker is at work”; most
commonly, where a worker makes a remark
about another worker on social media during
normal working hours and at the workplace of
the employer.
However, most readers would probably be
shocked at the broad scope of where and
when the offending conduct can occur. As a
result of a 2014 Commission case (Bowkers
and Others v DP World), it is possible for
workplace bullying to occur:
• when the offending social media remark is
made by a worker (the perpetrator) on a social
media platform in his own private life; that is,
outside of work hours, whilst the perpetrator
is not carrying out any work functions and
even where the perpetrator is using his own
computer or phone to make the remarks; and
• when the bullied person (the complainant)
is exposed to the remark (on a social media
platform) when carrying out work duties or
even when on a normal work break, regardless
of where that work or work break is taken;
that is, if that worker is permitted to work
away from a work office or work site, it is
possible for the bullying to take place if that
complainant accesses the remarks and is
LEGALQ&A
Anna Richards
Workplace Bullying And Social Media
071SECURITY SOLUTIONS
LEGALQ&A
exposed to them even if on a work break whilst
working from home.
Readers might quite reasonably ask how
far the scope of “being at work” is going to
increase and encroach upon private time
and private locations. The Commission
acknowledged this in the 2014 case referred
to above. A couple of scenarios which it
discussed where it might not be clear-cut as to
whether a worker was ‘at work’ include:
• where a worker receives a phone call from
a supervisor about work-related matters whilst
the worker is at home and at a time outside
the worker’s usual work hours.
• where a series of Facebook posts are made
about a worker when the worker is not at work
and the worker later accesses the comments
when he or she is in the workplace.
The Commission made it clear that it may
find that workplace bullying had occurred
in both cases, though its actual decision
would depend on the particular facts of each
separate case.
What is not Workplace Bullying?
One thing that appears clear from the 2014
Commission case referred to above is that,
unless the worker accessed the social media
comments whilst he or she was at work (and
hence, either in the workplace carrying out
work duties [including during work breaks] or
at some other time while engaged in activity
permitted by the employer) then it would
probably find that there was no workplace
bullying and hence would not be able to make
an order regulating the conduct of the alleged
perpetrator. That is, it would not be able to
order that the perpetrator of the conduct
alleged to be workplace bullying stop engaging
in that behaviour.
Employer Protection
The employer should develop a social media
policy with full explanations of what conduct is
permitted and prohibited in the digital space.
Further, such policies should provide:
• an explanation that workplace bullying
can extend to conduct that occurs during
that person’s private life; that is, conduct that
occurs outside of working hours and whilst the
worker is not carrying out any work duties.
• an explanation that workplace bullying
can extend to comments of a worker (such as
Facebook posts or tweets) made during that
person’s private life, if read or accessible by a
worker whilst working, whether working from
a workplace or when carrying out work duties
from home or any other place.
Obviously, the employer should follow the
same steps as outlined above regarding being
able to prove that each worker was provided
with the policy, read and understood the
policy, and acknowledged having done so.
What does this mean in practice?
A worker will be regarded as being ‘at work’
where he or she is:
• in the office, factory, shop, warehouse,
work site;
• on a lunchbreak or other routine work-
related break;
• travelling between work sites.
A worker will not be ‘at work’ when he or she
is:
• at home or elsewhere other than a
usual workplace and not performing
work-related duties;
• socialising after work at a social venue.
Whilst every effort has been taken to ensure its accuracy, the information contained in this article is intended to be used as a general guide only and should not be interpreted to take as being specific advice, legal or otherwise. The reader should seek professional advice from a suitably qualified practitioner before relying upon any of the information contained herein. This article and the opinions contained in it represent the opinions of the author and do not necessarily represent the views or opinions of Interactive Media Solutions Pty Ltd or any advertiser or other contributor to Security Solutions Magazine.
A worker will be bullied at work if he or
she reads a remark on social media whilst he
or she is performing work duties, even if the
remark was posted in private time and from a
private location.
It is likely that a worker will not be bullied
at work if he or she reads the negative remark
on a social media platform whilst at home or
another non-work related venue and at a time
outside his or her working hours and whilst he
or she is not carrying out work-related duties.
Why is this so important?
It is extremely important to adopt the sort of
policies described above because there are
severe consequences of workplace bullying,
which may include:
• the development of a hostile working
environment
• high rates of absenteeism of workers
• reduced efficiency of workers because of
the adverse effect on their mental health
• damage to the health of those involved
• the substantial impost of incurring
significant legal costs of defending claims
• adverse costs orders where the claim is
made out by the worker.
Anna Richards is the Legal Director and a
lawyer from Victorian Legal Solutions Pty Ltd
and practices in the areas of Commercial
Law including Commercial litigation and other
areas. Anna Richards and Victorian Legal
Solutions can be contacted on:
(03) 9872 4381 or 0419 229 142.
The employer should
develop a social
media policy with full
explanations of what
conduct is permitted
and prohibited in the
digital space.
072
LOSS PREVENTION
073
Retail Loss Prevention
On A Budget:The Power
Of Staff Networking
profit – that is after all business operating costs
(such as wages, rent and the cost of stock to
name a few) have been paid for. Lurking within
every retail operating cost structure is wastage.
Wastage, or shrinkage, if not effectively curtailed,
can erode and ultimately cancel out a retailer’s
bottom line profit. The most common form of
wastage is stock loss; however, wastage comes
in many forms and occurs across all levels of
a retail business. On the flipside, the potential
for converting wastage savings into bottom line
profit is an option few retailing businesses can
afford to ignore.
An important question is: What is a bricks and
mortar retailer’s most important resource and,
by extension, its greatest asset? The answer, of
course, is its staff. Indeed, the combination of
staff, in conjunction with networking, can prove
an irresistible force against wastage. All that is
needed to bring these two elements together is a
suitably experienced loss prevention professional
who is able to demonstrate the following skill sets.
By Darren Egan
For small to medium and possibly even a
large retail business, is it possible to operate a
wide-ranging loss prevention program which
consistently delivers company best results,
under a very limited loss prevention budget? The
answer is a resounding yes!
To set about achieving the above, it is first
necessary to look at the setting up stage and
what the retail business should consider in order
to get off to the best possible start:
• needs of the business – in which areas and
what savings are expected?
• suitable candidate – what type of person is
going to fit the bill?
• the level of support the business is willing to
offer loss prevention to achieve the potential
bottom line wastage savings on offer.
Anyone who has worked in retail for a length
of time will understand the following concept;
in order to stay commercially viable, a typical
retail business must sell relatively huge volumes
of merchandise to reap a fractionally smaller
COMMUNICATE
INVESTIGATE ANALYSE
074
Indeed, the combination of staff, in conjunction with networking, can prove an irresistible force against wastage.
shoplifting is huge. Changing culture and staff
attitude towards shop theft hinges on several
factors, the biggest being the sales team’s
willingness to confront the problem.
Although it is the manager who must assume
responsibility for wastage, including theft, more
often than not it is the sales team who should be
encouraged to take ownership of the issue. The
positive is that within every sales team there is at
least one person (other than the manager) who is
ready to step up and take ownership of external
theft. Once this person is identified, it then
becomes a relatively simple task of coaching
the staff member through a selection of easy-
to-follow processes, all specifically designed to
deter shop theft.
Once the staff member has gained a measure
of confidence in the process, the loss prevention
message can then be spread throughout
the entire sales team (often the original staff
member will do this without being prompted).
Progress can be measured (to a point) through
the company stocktake cycle. However, what the
loss prevention professional ultimately strives for
is a consistent result.
Indeed, consistency can and should be viewed
as a measuring tool in its own right. Consider, for
example, a multi-site retail business operating 20
stand-alone stores. Aside from reducing stock
loss, it is critically important to close the stock
loss gap between the best and worst performing
stores (for comparison, think of a marksman’s
grouping – the tighter the grouping the more
accurate the shooter). Over time, closing the
gap becomes an indicator for consistency,
providing clear evidence that the company’s loss
prevention initiatives are working effectively.
Alternatively, if store stock loss results are
ranging wildly from stocktake to stocktake, this
can be an indicator that there is something
seriously amiss with the company’s stock loss
methodology and that a closer look at the issue
is warranted.
Example 2: How do I reduce register variances?
Solution: Register variances should be placed
under the heading of ‘controllable’ wastage,
simply because once counted, a register will
either balance or it will not. This also illustrates
the key pressure point when controlling register
variances. Where the temptation is to focus on
the dollar variance amount (which is variable),
the true controlling pressure point lies in the
variance itself. Focusing on the number of
variances as opposed to the dollar amount goes
to the root cause of the problem (usually staff
training). Just as important, once a company’s
register variances begin to improve, there will be
a similar improvement flow-on to the amount of
dollars being lost to the business.
Finally, at the top of the article there was a
pointed reference made to the level of support a
retail business would be willing to offer a future
loss prevention candidate. The greatest thing a
company can offer its appointed loss prevention
representative is support and an open mind.
Loss prevention, as a resource, works most
effectively when it is communicated directly to
the employee. When people are forced to jump
through hoops to gain access to a resource,
the outcome can be frustrating and the results
spurious at best. However, if that same resource
is brought to the coal face, the response can be
totally opposite, producing amazing results.
Although still not widely practised, it is this
writer’s view that the future of loss prevention
lies in the collaborative approach, where loss
prevention strategies and waste management
principles are rolled out directly to staff in a
positive, non-threatening manner, ensuring that
the loss prevention function is not only cost
effective but also truly integrated.
Darren Egan has 15 years of experience in the
loss prevention field and is the Loss Prevention
Manager for the Star Retail Group.
SUPERIOR SOLUTIONMULTIPLE CAPABILITIES
Volvo Group Governmental Sales Oceania
IN HOSTILE ENVIRONMENTS, IT’S IMPORTANT
exceptional protected mobility
THE SYSTEMS THAT YOU DEPEND ON CANSTAND THE TEST OF TIME.
At Volvo Group Governmental Sales Oceania, our core business is the manufacturing, delivery and the support of an unparalleled range ofmilitary and security vehicle platforms; arange of platforms that are backed by anexperienced, reliable and global networkwith over one hundred years of experience
superior solutions, providing
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LOSS PREVENTION
Thinking about loss prevention in the past
conjures the image of a physical security guard
towering over a flock of staff who (apparently)
have little or no comprehension about wastage or
how to prevent it. Thank goodness that perception
is changing! Fast forward to the present and the
picture involves the same team of staff, only
now each staff member has the confidence
and ability to handle waste management in their
particular roles. More importantly, there is no
physical security to be seen anywhere.
So, how does networking make the difference
in waste management?
• By investigating the root cause of waste (do
not guess!) and through developing initiatives/
processes designed to highlight, manage and
finally reduce the wastage.
• By analysing data, converting results into
factual tables and compliance reports, tracking
historical data, providing routine feedback to key
stakeholders.
• By communicating loss prevention across all
levels of the business (from floor staff to general
manager if possible) and ensuring that ALL staff
are aware of waste management issues.
• Wherever possible maintain a positive and
thoroughly supportive attitude!
The benefits of waste management through
networking include:
• over time, staff and management assume
responsibility and accountability for company
waste
• identifies key company talent
• the bottom line waste savings available will
far outweigh costs associated with the loss
prevention function.
Example 1: How do I reduce the impact of
shoplifting on my retail business without hiring
more staff or expensive external security?
Solution: When existing staff are well coached
and supported, the opportunity to impact
075SECURITY SOLUTIONS
SUPERIOR SOLUTIONMULTIPLE CAPABILITIES
Volvo Group Governmental Sales Oceania
IN HOSTILE ENVIRONMENTS, IT’S IMPORTANT
exceptional protected mobility
THE SYSTEMS THAT YOU DEPEND ON CANSTAND THE TEST OF TIME.
At Volvo Group Governmental Sales Oceania, our core business is the manufacturing, delivery and the support of an unparalleled range ofmilitary and security vehicle platforms; arange of platforms that are backed by anexperienced, reliable and global networkwith over one hundred years of experience
superior solutions, providing
www.governmentalsalesoceania.com
076 SECURITY SOLUTIONS
FEATURE ARTICLE
077SECURITY SOLUTIONS
YouHaveBeenWarned
FEATURE ARTICLE
078 SECURITY SOLUTIONS
safely from a rear entrance, thereby removing a
few thousand people from the incident. Or, if the
police are insistent that everyone must stay put,
to decide how to feed, water and look after the
staff and others now trapped inside.
A CMP may also help managers consider
how they will help staff if the buses and trains
are out of service, or perhaps to decide that this
is not a problem for the business. If there is a
childcare centre on site, as well as considering if it
is adequately addressed in the emergency plans,
it will add other factors such as how to look after
the children for an extended period, and how to
deal with parents that cannot get to the building
or who cannot leave.
Where a CMP fits in the hierarchy of
documents can be discussed over many a long
coffee: is it superior to the emergency, security
and business continuity plans (BCP); is it only the
communications element of the BCP (a somewhat
limited view that assumes the only crises are
related to image protection); is it off to the side
providing an overview of the incident; can the
CMP considerations be built into the emergency
plan; how does it relate to security planning? If
the CMP fits within the corporate structure and
helps bring together the other plans in a cohesive
manner, it probably does not matter too much. As
long as there is some document and associated
training providing managers with the tools to think
their way through the problem.
The relationship between a crisis and
an emergency needs to be considered. An
emergency, according to AS3745 is, “An event
that arises internally, or from external sources,
which may adversely affect the occupants
or visitors in a facility, and which requires an
immediate response” and that the emergency
The main focus of the crisis management plan, however, will be to provide the
relevant on-site managers with the initial tools to do the best they can under trying
circumstances.
If the incident is something like a fire in the
building, then the emergency plan is initiated
and the chief warden takes over, until everyone
is outside and then corporate communication,
business continuity, staff comfort and other
issues need to be addressed. The CMP brings
all the plans together and makes sure they are
compatible and consistent. The CMP also helps
the managers decide if the emergency plan
actions are the most appropriate for the incident.
If there is no immediate threat to life, then
evacuation may not be the best idea. If the hazard
is external, then sheltering in place and locking
down the entrances may be a better solution.
Which begs the question, do the emergency plans
adequately address ‘shelter in place’ procedures,
capability, building structure, control over doors,
and so on?
If the decision is made to lock down the building
because of a bombing or shooting outside, what
about those people trying to get in to find shelter
and to get away from the shooter? Will they be let
in? What if the shooter or another bomber comes
with them? Can those people be left out there?
Where does the priority lie, where is the duty of
care?
If staff are caught up in the incident, do the
managers know the corporate human resources
(HR) plans and contacts? Do they know how to
contact the police and other emergency services
and what information the services will need,
particularly if it is a hostage situation?
A CMP should assist managers to understand
what is happening and how they can influence
events. It may help them suggest to the emergency
services that having staff locked down in a
building opposite the incident for hours is not the
best idea, especially when they can be extricated
By Don Williams
Paris, Brussels, Sydney, Boston and Parramatta
all provide examples of where local businesses
were caught up in bombings or shootings. No
one can claim that they were not aware of the
risk or that “it cannot happen here”. That said,
it is clearly time to find and dust off the crisis
management plan (CMP).
The CMP is not the emergency plan that a
predecessor or neighbour paid the lowest price
for some years ago that tells how to evacuate
in case of a high rise fire; the plan that is full of
‘warden makes wise decision here’ statements
and is almost identical to that of most of the
surrounding buildings and businesses, regardless
of function, design or tenants.
The CMP, or whatever name it was given, is the
plan that helps managers think their way through
a problem. This is the plan which focuses on what
the business does, and the image that it wishes
to portray in a crisis (not a fire or bomb threat). It
is the plan that recognises that the business has
a responsibility to its staff, the stakeholders and
even to the wider community.
The CMP acknowledges that during a crisis
there will be a lot of conflicting demands, there
will be a degree of chaos, information will be
sparse and sometimes contradictory, and that
managers will have to make the initial decisions
in limited time with limited information. The CMP
will have considered what the legal and moral
responsibilities are, what the main drivers are to
keep the business alive, as well as keeping the
staff and others on site alive and safe. The CMP
will have considered what in-house and external
resources may be available and which ones may
be cut off during the crisis.
The main focus of the CMP, however, will be
to provide the relevant on-site managers with
the initial tools to do the best they can under
trying circumstances. That is why CMPs are
drafted during quiet times, when effort can be
put into developing clear and simple guidance.
The guidance will differ from site to site; in some
cases it will reflect how to protect the corporate
headquarters, in others it may be to inform the
shift manager of the local coffee shop of his
options.
079SECURITY SOLUTIONS
plan “provide(s) for the safety of occupants…
leading up to and during the evacuation.” A crisis
is more than this; it addresses the wider picture.
There may not be a life-threatening incident, it
may be a business continuity issue, a security
problem, a societal or health problem, but it is
one that affects the business. AS3745 also states
that “the emergency plan… may form part of a
higher level emergency management or disaster
management plan.”
A crisis will probably be beyond the capability
of any one person, be it the chief warden,
security, HR, facility, environmental, legal, media
or other manager. Resources from a number of
business units will be needed and probably a
crisis management team will be formed, unless
of course there is only one manager in the coffee
shop.
At any site, from the corporate headquarters
to the small coffee shop, a crisis will be outside
the normal scope of operations. Any guidance
will be of value as to what is expected, where the
priorities lie, what resources are available, and
what immediate and longer term considerations
should be thought about.
The CMP should not be a long and complex
document, rather it should provide key thinking
points, list the other plans and show how they
can/should work together, highlight some of the
resources available and, most importantly, explain
what the underlying expectations are in terms of
protection of life and other assets, protection of
reputation and corporate image and in keeping
the business operating.
The CMP should not be a checklist, but rather
a series of thought joggers to help the manager
or team think through all the aspects of the crisis,
both short-and long-term. Issues that might be
considered include:
• Have families been contacted – check with
HR?
• Who is the police/emergency services point of
contact for this incident?
• How is staff transport or accommodation to
be paid for – check with finance or the BCP?
• Images of the incident taken from the
building are already on social media – what is
the company’s liability, can this be controlled,
is there a policy – check with legal and media
communications?
• If the manager cannot get advice because
the landlines and the mobile phone networks are
down, what are the key responsibilities, priorities
and messages?
• How can it be determined if this is an
emergency that can be adequately addressed
through the emergency plan or if it is a crisis with
greater ramifications?
Getting the people out of the building (or
locking them in) is only part of the picture. How
each business will make the bigger and often
harder decisions will depend on what is in the
CMP (or equivalent) and what training the local
manager had.
The crisis will occur and everyone has been
warned. Time to find and dust off the CMP and
see what it says.
Security professionals... are now able to have
their skills, qualifications, experience and attributes
assessed, recognised and registered. This is a powerful enabler for professionalising the
industry and a substantial public good.
A crisis will probably be beyond the capability of any one person... Resources from a number of business units will be needed and probably a crisis management team will be formed.
Don Williams CPP RSecP has
provided managerial advice on
security and strategic security
analysis for 30 years. Don can be
contacted at:
Photograph: Roman Yanushevsky / Shutterstock.com
Photograph: Nazar Furyk/ Shutterstock.com
ALARMSAVIATION SECURITY
SECURITY SOLUTIONS080
081SECURITY SOLUTIONS
By Steve Lawson
Following the 22 March attacks in Brussels, I
listened, like many, to the news and the various
commentators to learn as much as I could
about what went wrong, what went right and
what could be done better. It was not long
before I started to become more than a little
frustrated by comments made by many people
who apparently think they know about aviation
security.
One of the most frustrating themes was
that (physically) Australian airports are not as
vulnerable as Brussels. Rubbish!
I listened to two stars on TV lamenting that
it was pitiful that the baggage managed to get
into the departure hall without being examined.
Guess what – baggage is not screened until
it is either checked in and goes through
checked baggage screening or it is put through
the passenger screening point as carry-on
baggage.
My next favourite comment was that people
should be screened into the terminal. Sure,
that would mean an inordinate amount of
inconvenience to passengers and spending
large amounts of money to develop the
infrastructure, and all that would be achieved is
to concentrate victims into a more convenient
place for the terrorist.
Then, these people were known to police,
how did they get into the airport? Known
to police and being on a watch list are two
different things. Even known to police is not
really the same as having a criminal record.
These people were, apparently, on a United
States watch list, but not on one in Belgium
(which is another conversation, as is the use
of intelligence). However, these people had not
checked in. They were in a public part of the
airport, no different to a local shopping centre.
Are people screened into the local shopping
centre or refused entry if they are known to
police or have a criminal record?
Before readers say that airports are different,
according to the University of Maryland,
transport accounted for about 5.2 percent of
terrorist incidents between 1970 and 2014, and
airports were 6.4 percent of transport incidents.
Buses and trains accounted for about 61
percent. Should everyone be screened onto a
bus or people with criminal records be stopped
from using public transport? It is assumed the
answer is no.
So, the question is what can be done to
improve airport security within Australia? To be
blunt, not much. Aviation security in Australia is
amongst the best in the world. There are some
improvements that may have made attacks such
as Brussels more difficult, but not by much.
An effective measure is a more extensive
use of profiling and while some commentators
suggested the introduction of an Israeli-style
aviation security system (of which I am a
great fan), it must be remembered that Israel
really only has a single airport of note, that
97.5 percent of Israeli security is paid for by
the government, and that Qantas Link carries
more passengers than El Al. For implementation
in Australia, Israeli security is cost prohibitive
and the adverse impact on aviation would be
significant.
But consider Israel in relation to Brussels.
Security starts before passengers arrive at
the airport. The names of passengers are
checked by authorities and profiled. As they
drive into Ben Gurion Airport, they are stopped
at a vehicle checkpoint by security personnel
who do no more than ask reasonably pleasant
questions, but they are checking passengers’
reaction to those questions. In short, people do
not get into the terminal unless the authorities
are reasonably certain that they are not a threat.
Security continues through the check-in and
boarding process, and is heavily reliant on
intelligence and profiling.
Frustratingly, last year AvSec tried to put
together a series of workshops looking at
security profiling. One of the speakers was a
former Head of Security for El Al and one of the
principle developers of aviation profiling. There
was a surprising lack of response, both from
industry and government.
So were there any interesting reactions to
Brussels? As it happens, yes. Since 22 March,
various airports have put in security measures,
many just for show. For example, how is an
armed soldier meant to prevent an attack such
as Brussels other than to watch as a suicide
bomber presses a button; it is too quick. But
this type of reaction makes people feel safe and
looks like something is being done.
On the positive side, Dallas Forth Worth’s
reaction has been innovative. Dallas police
cars (like Australia’s) have cameras that read
number plates and check against criminal
databases. They placed police cars at the entry
roads to airports to check each number plate
as the vehicle enters the airport. It is not a
perfect solution; it will not cover taxis, limousine
services or loan cars and so on, but someone at
least came up with an interesting solution that
is a step beyond window dressing.
As a short-term solution, number plate
recognition is terrific, but what is really needed
is facial recognition and, while many airports
are introducing facial recognition systems, it
can be very expensive. After 22 March, I was
sent an article discussing a system developed
by a major company for the US military. It uses
a “high-speed, multi-resolution camera capable
of capturing a facial image even at an angle”
Think Inside The Box, Differently
ALARMSAVIATION SECURITY
SECURITY SOLUTIONS082
and “could be deployed on city streets or on the
road to an airport”. Sounds great, but this is not
a cheap system.
What is needed is a system that is cost
effective enough to be put into a local shopping
centre but is on a par with or as close as possible
to the “high-speed, multi-resolution camera”
and allows a smartphone to be strapped to
the vest of a soldier that will alarm if it ‘sees’ a
suspect. Impossible? Probably not – it happens
to have been developed in Australia.
In January, I was briefed about a system
first developed by a local university team
and now being deployed commercially. The
following example caught my imagination
– it is not a practical use of the system, it is
just an illustration of capability. If you place a
smartphone with web access on the front window
of a train approaching a station at 50km/h, and
say there were three people every metre on the
station standing in two rows facing the train. It
can check all of the visible faces and, if they use
their own photograph in their Facebook profile,
match them… and give a result before the train
has gone through the station.
Better still, the system is designed to use
low-quality cameras in less than optimal
environments, which is a nice way to say crappy
cameras in crappy places – the sort seen
at local shopping centres or at the local train
station in bad weather!
After the briefing, I went away and thought
about how airports could use such a system,
and not just for security – identifying frequent
flyers as they approach the check-in counter or
airline lounge; an automated radio warning that
a runway is clear when pilot-controlled lighting
is activated; an airport perimeter protection
system to rival a radar system; and even a
surface movement control for smaller airports.
Obviously, I also considered its use as a
security system attached to the existing CCTV
systems at airports, which leads me to Brussels.
Building on the Dallas Fort Worth idea, think
of CCTV cameras of a standard found at local
shopping centres, integrated into the existing
CCTV system. Expand that CCTV system
to include cameras attached to the ticket
dispensers at airport carpark entries, taxi ranks,
bus stops, even built into traffic light poles to
enable a view into cars entering the airport – all
attached to a system that is capable of using a
smartphone on the front of a train. That would
be an interesting layer of security and would
move one level of security checks away from
the terminal.
Then think of the same system, using a
smartphone or body camera, attached to
the vest of security or police patrolling the
terminal, even the person checking on parked
cars outside the terminal; now it gets more
interesting. Make it so cost effective that the
local IGA, Coles or Woolworths can introduce it!
Should current aviation security systems
be changed or drastically altered because of
Brussels? Absolutely not, unless those same
changes are going to be made at the local
shopping centre, train station or sporting arena!
Are Australia’s airports vulnerable to the
same type of attack as Brussels? Yes, and
anyone who says that is not the case is being
disingenuous. Things can be improved, but do
not just think outside the box. People need to
continue to think inside the box, differently. The
guys in Dallas did.
Steve Lawson has over 20 years of experience
in aviation security. As a Security Executive
with Qantas Airways, Steve held a number of
senior management roles covering all aspects
of aviation security from policy development
to airport operations. He was sent to New York
immediately following the 9/11 attacks to manage
the Qantas response and undertook a similar role
following the 2002 Bali Bombings. On his return
to Australia, he was appointed Security Manager
Freight for the Qantas Group. Since 2007 he
has been a Director of AvSec Consulting in
partnership with Bill Dent, a fellow former Qantas
Security Exec. Today Avsec Consulting provides
consultants from the US, NZ, ME, Israel and
Europe. Steve can be contacted on:
0404 685 103 or [email protected]
Aviation security in Australia is amongst the best in the world. There are some improvements that may have made attacks such as Brussels more difficult, but not by much.
As a short-term solution, number plate recognition is terrific, but what is really needed is facial recognition.
An effective measure is a more extensive use of profiling.
083SECURITY SOLUTIONS
When, where did she enter?
How many people are here? Is it too crowded in this area?
Is this valued customer Mia Clark?
How often was he here this month?
How old is she?
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Is he a known suspect?
Are they employees?
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084
085SECURITY SOLUTIONS
The Internet of Things (IoT) has stirred the imaginations of vastly diverse
groups, from the C-level executives at the world’s largest corporations, to
the engineers designing applications, to the component manufacturers
trying to cram the ‘perfect’ feature/price balance into their latest silicone
creation and to consumers, the most prolific source of most of the ‘big
data’ outside the machine to machine (M2M) world. It generates vast
quantities of data, has the potential to create large volumes of recurring
revenues and to provide the material for mining valuable knowledge from
the immense information resource gathered. But what impact will this
have on the access control and security markets?
Most people are aware that the uptake of bring your own device (BYOD)
programs and the ever-growing presence of near field communication
(NFC) in cellular devices has changed the credential practices of many
organisations in the enterprise sector. Bluetooth entry systems have also
been around for quite a few years now in the lower security residential
markets. In some ways, these have taken away some of the lack of choice
of credentialing for many users, adding in biometrics – fingerprints, hand
geometry, iris recognition, vein pattern recognition, facial recognition to
a lesser degree, and others. They have all opened up options for those
with a need to control access to resources using machine verifiable
means; however, what about going beyond this?
Many people have radio-frequency identification (RFID) and biometric-
profile verified passports, but what further path might this take? The
following explores some concepts and applications of technology that
may disturb some of the more paranoid people amongst the community;
those with foil hats in the drawer may want to dig them out and strap
themselves in!
Size Matters
Many people mistakenly associate the IoT exclusively with M2M events
and communications, but this is not reality. Any device that can generate,
consume, or analyse data can and likely is already a part of the IoT
world, and many of these devices only need transitory connection to the
greater hive of devices to contribute.
By Jonathan Johnson
Smartphones are one of the most common
items carried by pretty much anyone involved
in business and many consumers as well.
With in excess of two billion smartphone users
estimated to be active by 2016 and with uptake
accelerating year on year, it is one of the growth
sectors contributing to the IoT ecosystem; but
it does not stop there. Wearables are becoming
increasingly common and everything from
cars to light fixtures are coming online with
some embedded intelligence. No matter how
seemingly inconsequential, the number of
devices becomes truly staggering. A common
figure projected is 50 billion devices online
by 2020, not counting industry and city-wide
applications.
Secrets and Lies
Most credentials are based upon something
that is not readily replicable. In most cases,
this is a secret of sorts, be it a data sequence
in a physical token, a code or password that
users enter, or a physical trait on a person.
These are all things that are considered
difficult for outsiders to replicate because
they have limited knowledge of the secret,
be it code digits or the edges of a person’s
fingerprint. It is postured that the next move
for credentials to control access to resources
and facilities will likely follow in line with the
‘something you have’ principle, rather than
the path of biometric analysis and ‘something
you are’ or ‘something you know’ knowledge-
based secret. The obvious path of implant-
Token Behaviours
086
address? It does not have to. It simply needs
to know ‘you’ are database entry ‘kz5pw934’,
the same person it identified at 37 previous
interactions earlier today, or this week, or
however long the fingerprint was identified, to
be able to use it to expand and enhance the
dataset.
Familiarity in Chaos
This can be compared to the very human trait
of getting to know a person’s behaviour and
habits. People get to know and anticipate what
a person will have a high likelihood of doing
next; they may even be able to recognise
someone by these behaviours if they were to
look completely different. However, thanks to
the IoT, this is done by a cluster of computing
engines and interlinking communications
paths, instead of a human mind becoming
familiar with the person.
This level of technology cooperation may not
only provide society with greater flexibility and
more secure security credentials, it will very
likely enable a significantly safer world, where
terrorists will not only need to procure a new
credential, they will need to change everything
about themselves in order to hide.
Jonathan Johnson has nearly 20 years’
experience in security and related
technologies. Starting at the technical level,
he has experience in hands-on and consulting
roles across the spectrum up to board level.
He is currently Regional Sales Manager in the
Oceania Region for Senstar Corporation and
APAC Cyber Security Products Lead.
but parasitically reside on top of others, using
whatever physical resources may be available
to gather data about what is going on in the
physical world around them. This is very much
akin to providing game developers valuable
data through apps, only it is embedded deeper
and is visible to a relative few instead of the
tens of millions of people knowingly using
them.
Whether most people are aware of it or not,
at various times in their daily life they will likely
be captured, analysed and have data extracted
about just what quantifies ‘you’. This dataset
may be limited in many regards today, but in a
very short time, the rich source of data that is
a person’s daily life will be able to be compiled
into an ever-growing array of patterns, a
digital fingerprint of sorts that will be capable
of allocating a percentage probability of his
identity based upon different subsets of data
that has been gathered – the what of you, the
how of you, the when and even the who with
regard to how you interact with others, the time
it takes you to perform certain tasks, the route
you take between rooms or destinations, the
approximate times of day you interact with your
environment in certain ways. They all leverage
the IoT to gather a vast amount of data.
This data is most often used to improve a
person’s life or make it easier, increase energy
efficiencies, or reduce costs of achieving
certain tasks, but in a large enough sample, it
can be used to predict many behaviours and
define the differences between individuals. A
person may ask, how could it know you are
you… ‘Robert Smith’ at your particular home
based credentials or skin-applied barcodes,
whilst popular in many film scenarios set in the
future, has the vast majority of the population
cringing at the thought of it. Short of forcibly
implanting the populace with an RFID device,
there is very little chance this will eventuate
into the populace encompassing practice
envisioned in Hollywood.
The old faithful access card is well
entrenched and provides a means of linking
a recognisable identifying marker (photo)
with a machine readable and verifiable secure
token. Usually, the wide publication of easily
broken or broad copying of these credentials
is what sounds the death knell of a credential
technology, at least at the deployment level.
Yet, even the most secure card protocols are
still vulnerable to human nature when used as
the only verification method.
As an additional factor in broad, generic
use of card-based identity systems, there
has always been a stigma in certain groups
about being issued a credential. In years
past, there was outcry over centrally managed
and issued unified identification cards for
citizens. Fear not, that is not where the path
lay! No one needs a card for this to occur; the
‘establishment’ does not need to DNA sample
a person to enable identification.
Tomorrow’s Next Big Gadget…You!
Many people are now aware of and understand
the value of data gathered from the users
of many of these devices – the ‘Freemium’
gaming industry being well and truly on top of
monetising interactions and certain addictive
human traits – but what are the others?
Card readers are by far the most commonly
used devices for granting access and people
are aware of their direct, conscious interaction
with them. However, surveillance devices are
pervasive in today’s world, be it a surveillance
camera, a dash cam, traffic cameras or camera
phones, and most people will be recorded, on
average, over 70 times a day. This may increase
if a person’s employment takes him anywhere
considered to have a higher risk profile.
The data from these video surveillance
devices is often missed in the IoT analysis. The
implementation of Intelligent Video Analytics
(IVA), facial recognition engines, gait analysis,
audio analysis and more has created a ‘virtual
layer’ of devices that do not in themselves exist
087SECURITY SOLUTIONS
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088 SECURITY SOLUTIONS
PROFESSIONAL DEVELOPMENT
089SECURITY SOLUTIONS
The Truth Of A LieBy Lizz Corbett
I was sitting in my favourite cafe when I noticed a small magazine
with a number of topical articles, along with advertising featuring local
businesses. On the front cover there was a bold heading that read, “How
to detect lies, the easy way”. I thought, “Great! I have been studying and
teaching this topic for over 14 years and now, somewhere in this little
gem of a magazine, the easy way of spotting a liar will be revealed.” So
I flicked through to find the article that would uncover this foolproof
method my research had missed. There, the author revealed his secret
– a liar always averts his or her gaze. He claimed that if someone is
answering a direct question and looks away when answering, it is a sure-
fire, reliable sign the person is not being truthful.
Suffice to say, I was disappointed that the conclusion reached by the
author was, in fact, less than definitive. It is true that a person who is
under stress and telling a lie may well find it difficult to look someone in
the eye as he delivers that lie. But the reverse can also be true. In fact,
only last year, I had a close friend tell me a significant lie and, whilst she
delivered the words, she maintained a very solid gaze. It was almost as
if she was evaluating whether or not I was ‘buying’ the lie.
So, while eye contact and eye positioning is certainly something to
be considered, unfortunately it is not the easy answer when spotting
deception. Based on research, there is no telltale, sure-fire, absolutely
reliable sign of lying. That one thing in a person’s demeanour or
physiology which is always present when telling a lie and always absent
when being is truthful is yet to be discovered. But that does not mean
it is not sometimes possible to do far better than chance in discerning
whether a person is lying or telling the truth.
Many popular TV crime shows will have viewers believe that the best
chance they have of spotting lies is through the use of a polygraph
machine, also referred to as a lie detector. However, it would be more
accurately described as a change monitor. Changes in heart rate,
respiration and sweating on the palms or fingers are recorded when the
subject responds with a yes or no answer to a series of questions that
have been explained before the test so that there will be no surprises.
The hope is that the guilty person will show an increase in these
measures of autonomic nervous system activity when asked a question
relevant to the matter being investigated.
The polygraph can be useful if there are crucial facts known only
to police or investigators and the suspect. What is called a ‘guilty
knowledge’ series of questions can then be asked. The person who
knows the answer, presumably only the guilty person, is more likely to
show an increase in autonomic physiology when the correct answer is
mentioned. But this method is not perfect and, more often than not,
information known only to the police and the suspect does not exist.
In a more typical polygraph examination, the accuracy of the readings
attained by the polygraph give the interviewer a more clear indication
of a person’s truthfulness under questioning than one might obtain by
chance. However, the chances of attaining false positives (an innocent
person labelled guilty) and false negatives (a guilty person labelled
innocent) are significant. Mistakes can be made and they can depend
on the examiner, the individual examined, the questions asked and a
variety of other factors.
Putting aside measurement of physiology, many people believe they
can identify lies from demeanour: what is said, how it is said, gaze
direction, posture, gesture and/or facial expression. There are many false
clues to deception in circulation, based upon conjecture, anecdote or
imagination, all of which are endlessly repeated in the media. One of the
most popular ideas, still taught in some areas, is that whether a person
looks to the left or right when asked a question clearly distinguishes
the liar from the truthful person. This is a fundamental tenet of what
is called Neurolinguistic Programming (NLP). But tests carried out by
expert Dr. Paul Ekman and his colleagues have shown this concept to
be invalid, though some people still swear by it.
Also worth taking into account is that lies are, of course, not all born
of criminal motivations. There are many reasons why people lie. These
SECURITY SOLUTIONS090
include avoiding punishment, getting out of an
awkward situation, helping another person,
obtaining a reward which would not normally
be possible (or not as easily accessible)
without lying, lying just for the excitement
of taking a risk of being caught and lying to
control another person.
Similarly, there are a variety of reasons why
lies succeed. Often, it is because the target
simply does not care. Does the dinner party
host scrutinise to see if the guests are truthful
when they said they had a lovely evening? And
often the person asking questions unwittingly
colludes in being misled. Does the employer
really want to find out he hired an embezzler
any more than parents want to discover their
children are using hard drugs or a spouse
wants to learn he or she is being betrayed?
Psychologically, people sometimes put off
discovering bad news even if it will get worse
later; at least they do not have to face it now.
Yet there are times when people really do want
to find the truth, no matter the cost. This is
especially the case when working in a security
role and being tasked with duties such as loss
prevention, fraud investigation, crowd control
and so on. Therefore, it must be asked, are
there clues in a person’s demeanour which
indicate that person is being dishonest? Not if
the lie is trivial. “Sorry, I am on my way out
the door” or “I cannot make it next week,
babysitting problems” are not high-stakes lies.
Lies may be more easily uncovered only
when there is a lot to be gained or lost if the
lie is discovered. In such a situation, unless
the person is extremely well prepared and
rehearsed, there are both cognitive and
emotional signs that can be helpful in evaluating
a person’s truthfulness. For example, there is
often an increase in hesitation and a decrease
in the use of the hands to illustrate speech
when someone is thinking hard about what
they are saying as they say it. This could be
creativity, inventiveness or fabrication. But
if there is hesitation or a decrease in hand
gestures, it is the job of the interviewer first to
notice it and then to ask more to find out more.
High-stakes lies may also generate emotions
that do not fit or match what the person is
saying. Fear of being caught, guilt about lying,
or what Ekman calls ‘duping delight’, may
leak in the face, body or voice and suggest
the person is not being truthful. But these
indicators need to be seen for what they are:
red flags highlighting the need for further
exploration. Discrepancies between what
someone says and how he says it can arise for
many reasons. Emotions do not divulge their
source.
In the Shakespeare play of the same name,
Othello made the error of not recognising that
the fear of being disbelieved can look the
same as the fear of being caught in a lie; as
a result, he convinced himself, wrongly, of
Desdemona’s infidelity from her fear reactions.
To avoid Othello’s error, it is necessary to
investigate why a person may be showing an
emotion that does not fit what he is saying.
The most subtle signs of emotion sometimes
present during a lie are by definition very small
and can be restricted to a single region of
the face. There may be a movement, barely
noticeable, in the chin, lips, cheeks, lower or
upper eyelids, or brows. When these slight
movements, called subtle expressions, appear
in this isolated way, they signal that an emotion
is just beginning. The person showing the
expression may not yet be aware of feeling
an emotion and it may not register in his
consciousness for many more seconds.
Subtle expressions and micro-expressions
also may occur as ‘leakage’ – facial movements
that escape deliberate attempts to conceal
signs of what is actually being felt. While
these can be hard to spot and are usually
missed, once a person has learnt to read facial
movements more effectively, it does get easier
to spot them.
Knowledge and awareness of behavioural
and emotional skills can be used for more
than just spotting liars. Managers can use
these skills to be more in tune with employees
and recognise problems before they become
a concern. Negotiators can use them to get
a better feel for a situation, knowing when to
push and when to pull back.
In fact, when building any type of professional
relationship, increasing behavioural awareness
can assist in connecting and influencing the
direction of another person. For those people
working in a role where reading behaviour is
important and evaluating truthfulness and
credibility matters, they should continue to
develop their skills and awareness and they will
begin to notice behaviour and signs that other
people miss.
Lizz Corbett is the Managing Director of Training
Group International (TGI), an Australian-based
training and consulting company delivering
training in Australia and internationally.
Visit traininggroup.com.au for more information.
PROFESSIONAL DEVELOPMENT
Based on research, there is no telltale, sure-fire, absolutely reliable
sign of lying.
Lies may be more easily uncovered only when there is a lot to be
gained or lost if the lie is discovered.
Discrepancies between what someone says
and how he says it can arise for many reasons. Emotions do not divulge
their source.
FEATURE ARTICLE
092 SECURITY SOLUTIONS
093SECURITY SOLUTIONS
Leadershipin SecurityLeadershipin Security
I have been privileged to have a number
of leadership roles in security, both within
government and private enterprise, but
no matter what my role, there was always
someone to report to and, as the ‘boss’, they
generally held the leadership role. The best
of these bosses allowed people to be leaders
themselves by listening to and being guided by
their advice. In this article, I touch on a few in
my experience who demonstrate many of the
characteristics of good leadership. Importantly
the leaders of an organisation set the standards
in the way they address its customers,
stakeholders and, not least, their own people.
I have seen a few examples of companies
that really “walk the talk” for the values and
culture of an organisation, including security,
and noted the difference it makes to all staff.
It should be an aspiration for all companies. In
my current role of National Security Director
in Thales, I report to the Chief Executive
Officer, Chris Jenkins, and to the Security
Committee of the Board of Directors, and
it is here I see that aspiration working in
reality. The Security Committee is chaired by
Stephen Loosely and consists of the overall
Chair of Thales in Australia and New Zealand,
formerly Paul McClintock and now Belinda
Hutchinson, and the CEO. It is an interesting
experience reporting to people who are either
smarter or more experienced (or both) than
you. Importantly, it is an opportunity for me to
observe leadership in action and to learn from it.
By Jason Brown
The first characteristic of leadership that they
all share is strategic vision and understanding.
They guide the organisation over the long-term,
but also demonstrate the capacity to regularly
identify immediate emerging issues of strategic
importance. In this context, they demonstrate
an acute sensitivity for identifying and moving
to mitigate risks and seize opportunities.
The second important characteristic is
a willingness to recognise their own lack of
experience and knowledge in some areas
and they correct this by being willing to ask
questions and listen to advice. In continuing to
learn as a leader myself, it is the questions that
they put to me, sometimes out of ‘left field’,
that challenge me to be across the security
brief and be willing to admit when I do not
know things myself. They do, however, expect
me to go and find out!
The third characteristic is a willingness
to participate in staff briefings and
training activities. I remember vividly Paul
McClintock’s timely intervention during a crisis
management simulation when there were a
few sceptical senior participants. He engaged
directly with the attendees, providing some
personal examples that absolutely reinforced
the scenario, and his participation directly
demonstrated the importance of the exercise.
Similarly, Stephan Loosely actively engages
with security events to provide advice, support
and presentations, reinforcing the message
to all that security is an important issue for
Thales and is fundamental to the Board’s
considerations. He takes this role onto many
public activities, such as Chair of the Australian
Strategic Policy Institute.
A fourth characteristic is a genuine care
for the people of the company. All Security
Committee members take a deep and abiding
interest in the security for travellers program
and expect immediate action to protect
travellers at risk. This also translates through to
a deep commitment to health and safety, and
appropriate resourcing for security and safety
functions reflects this. It is further reflected
in the leadership support for the employment
assistance program available to all staff.
Just to show that this is not only the ‘soft
stuff’ the Committee focuses on, the security
outputs and my leadership is judged on how
well I am meeting them. Some readers will
recall a previous article on security metrics.
These metrics grew out of what the CEO and
Security Committee identified as important
to them in understanding how security was
making a contribution to the company.
Therefore, another important element of
leadership is being able to explain what you
plan, what you have done, how effective it has
been and if the results made the difference
that the time and expenditure warranted. I
have learnt a lot about security by being forced
to test my own assumptions and attitudes in
the face of Security Committee questions
about these elements.
FEATURE ARTICLE
094 SECURITY SOLUTIONS
Many people learn by imitation and tend
to emulate those who hold higher status, so
the culture and, therefore, the success of
an organisation depend very much on the
observable behaviour of the organisation’s
leaders. When leaders in an organisation fail
to live up to the stated organisational ethics
and values, it is not long until the rest of the
employees also start to fail. The case of the
Volkswagen (VW) diesel emissions scandal is
a case in point.
Roland L. Trope of Trope and Schramm
LLP and Eugene K. Ressler of the US Military
Academy Emeritus Faculty, in their article
Mettle Fatigue – VW’s Single-Point-of-Failure
Ethics draw out the consequences of a failure
of ethics at the leadership level of VW. Trope
and Ressler focused on four dysfunctional
practices that took root at VW and provide
the most plausible explanation for how VW
engineers and officers could decide to engage
in widespread, repeated dishonesty. They used
the term ‘dysfunctional practices’ to denote a
significant departure from good engineering,
whether by engineers, their superiors up the
chain of command, or their bosses at the
company’s apex who started out as engineers.
The common ingredient in each case was
dishonesty. They derived four dysfunctional
practices from an analysis of facts published in
open sources. When set forth in a chronology,
the causal relationships become discernible.
The dysfunctional practices were:
• senior officers’ insistence on the pursuit
of infeasible objectives with no tolerance for
failure
• suppression of open communication,
enforced by an intolerance for bad news and
dissenting views
• creation of software to cheat, rather than
solve, engineering problems and protection
of that software from disclosure as if it were a
trade secret
• departure from honesty in the chain of
command and reckless disregard for the
consequences.
To directly quote the article:
“German auto executives are reportedly
‘used to getting what they want’. Winterkorn’s
management style was reportedly one of
intolerance for bad news: ‘He does not like bad
news. Before anyone reports to him, they make
sure they have good news.’ He reported to a
chairman who boasted publicly that he would
fire any engineering team that failed to achieve
an objective. The 10 December 2015 interim
report confirms this by acknowledging that
change was necessary. According to VW’s new
CEO Matthias Muller, ‘the future will be about
more open discussions… and a willingness to
allow mistakes if they are understood as an
opportunity to learn.’”
It is human nature not to want to get into
trouble, so who would wish to stand up
to Winterkorn given his statements? The
reputational and financial damage to VW has
already occurred and will continue for some
time.
It is also worthwhile to look at another
failure of leadership in the BP response to the
Deepwater Horizon oil spill, the largest marine
disaster of all time. In reviewing the event, poor
leadership came out as a significant factor that
compounded the financial and reputational
damage to BP. Daniel De Wolf and Mohamed
Mejri in Crisis communication failures: The BP
Case Study summarised:
“Because of his arrogance, negligence,
its famous statements and particularly
being not prepared to a crisis, former BP
CEO has significantly contributed to BP
loss of reputation. Instead of assuming its
responsibility and expressing its compassion
towards the victims, the BP former CEO Tony
Hayward – as the company spokesman, had a
series of mistakes during this crisis. He initially
downplayed the spill and minimized its severity
considering that ‘its environmental impact
would likely be very modest’ and that it is
‘relatively tiny’ in comparison with the big size
of the ocean. He also told a news cameraman
to ‘get out of there’, complained that he wanted
his life back stating to reporter that ‘There is no
one who wants this thing over more than I do, I
would like my life back’, and went to watch his
yacht race while oil spews into the Gulf. As a
consequence, the former BP CEO has become
the most hated man in the United States.” It is
clear that under pressure, Hayward provided
a list of characteristics that are not desirable
in a leader.
Moving away from the CEO level, work done
at the Royal Melbourne Institute of Technology
indicates that there are a number of common
behaviours recognised in an effective team
leader at the helm of a productive team. In
particular, an effective team leader displays
the ability to:
• communicate effectively – listen, consult,
share and explain strategy (goals and
objectives) and provide feedback
• recognise the developmental requirements
of team members – know his people, their
capability and needs, delegate effectively and
provide development opportunities
• set goals and motivate the team to achieve
them – ensure goals are achievable and aligned
with strategy, monitor progress
• provide enthusiastic and creative
encouragement – recognition is a motivator
and solving problems is rewarding
• model acceptable behaviour – subordinates
will respond or copy a leader’s behaviour, good
or bad; as their primary role model at work,
a leader’s behaviour must reinforce the values
and ethics of the organisation.
In summary, there are a range of positive
behaviours that demonstrate good leadership
and get results and there are clearly some bad
ones that can lead to disaster. These will be
examined in more detail in the next column,
which will also introduce a leadership game
that anyone can play.
Jason Brown is the National Security Director
for Thales in Australia and New Zealand.
He is responsible for security liaison with
government, law enforcement and intelligence
communities to develop cooperative
arrangements to minimise risk to Thales and
those in the community that it supports. He is
also responsible for ensuring compliance with
international and commonwealth requirements
for national security and relevant federal and
state laws. He has served on a number of
senior boards and committees, including
Chair of the Security Professionals Australasia;
Deputy Registrar Security Professionals
Registry – Australasia (SPR-A); Chair of the
Steering Committee for the International Day
of Recognition of Security Officers; member of
ASIS International Standards and Guidelines
Commission; Chair of Australian Standards
Committee for Security and resilience.
095SECURITY SOLUTIONS
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FEATURE ARTICLE
096 SECURITY SOLUTIONS
097SECURITY SOLUTIONS
Access Control Expectations
for 2016
FEATURE ARTICLE
098 SECURITY SOLUTIONS
As physical and logical (IT) threats to
corporations evolve, so must electronic access
control. Additional deployments of logical and
physical access control, mobile credentials,
biometrics and cloud-based services are
expected in 2016. To ensure success – and
speed growth – access control companies
need to keep pace with the ever-changing
market environment.
The global access control market grew
6.6 percent in 2015 and is expected to grow
7.2 percent in 2016. Global gross domestic
product (GDP) is forecast to grow 2.6 percent,
and total construction spending is increasing
by 3.3 percent, which will have a positive
impact on the access control market.
Access control suppliers that grew the fastest
in 2015 did not focus on only one segment
of the total available market. Instead, these
companies deployed IP-based solutions with
remote, web-enabled features, while others
expanded on existing customer contracts by
adding wireless electronic locks. These types
of solutions are scalable to any organisation,
no matter its size.
The industry’s strong growth is primarily
due to the following factors: price, accuracy,
aesthetics, and reduction in physical cards.
Depending on a country’s privacy laws and
the level of security required, biometrics offer
card-free access control capabilities that can
greatly reduce cost over time.
In addition to web-based solutions with
remote management functionality and wireless
By Blake Kozak
electronic locks, biometrics also experienced
strong growth in 2015. The global market for
biometrics will grow by nine percent in 2016
– with double-digit growth expected in 2017.
Although biometrics-enabled products have
been available in the market for over a decade,
only recently has growth been consistent
enough to meet market expectations.
Access control open standards, software
and integration will also improve in 2016.
Although open standards have been discussed
for several years, progress has been slow.
Many companies continue to deploy and
promote their own forms of open standards
and open application program interfaces,
while the Physical Security Interoperability
Alliance (PSIA), Open Network Video Interface
Forum (ONVIF) and other industry groups
work to bring the industry together.
Despite these efforts, the access control
market remains mostly proprietary and is now
one of the last of the security industry sectors
to fully embrace open standards. For example,
the intruder alarm market took big steps toward
creating open standards in 2015, and 2016 will
prove to be even more exciting with the Z-Wave
becoming UL certified in the fourth quarter of
this year. Software and integrations will also
be focal points in 2016, as suppliers look to
differentiate themselves from competitors.
Today’s customers expect access control
to provide security beyond the door. Access
control can be used to collect data on
building efficiencies or joined with compliance
standards to maintain a safe work environment.
Access control software can also monitor
anomalies in daily habits and schedules to
detect potentially malicious behaviour that can
cause network and computer downtime.
Continued positive results are expected for
the access control market for the remainder
of the year as end-users look to protect their
assets in an uncertain marketplace. Thanks
to innovations and technology improvements,
access control suppliers, integrators and
dealers are well positioned to offer customised
and turnkey solutions, with the opportunity for
upselling and repeat business from electronic
locks, mobile credentials and professional
monitoring services.
Blake Kozak is a principal analyst with the
Security and Building Technologies group
within IHS. Since joining IHS in 2008, he has
authored market reports on intruder alarms,
electronic physical access control, access
control as a service (ACaaS), perimeter security
and residential security. Blake is a regular voice
in the industry, presenting at industry events
around the world.
Additional deployments of logical and physical access control, mobile credentials, biometrics and cloud-
based services are expected in 2016.
Access control open standards, software and integration will also
improve in 2016.
099SECURITY SOLUTIONS
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• Monitor Aendance• Hours Worked Calculaon• Holiday, Leave & Shi
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miPass Access includes features that allow adminstrators to define me, shis, daily schedules and holidays. miPASS Access can administer
employees to comply with “On Site” and “Off Site” procedures, restrict access to off-duty employess and generate aendance reports. miPASS
Access Time and Aendance features also give admininistrators the ability to generate a variety of reports.
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100 SECURITY SOLUTIONS
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SecuSafe 118
Quantum 119
Elvox Video Intercom 119
SPOTLIGHT
EZI 102
AST 104
BQT 106
101SECURITY SOLUTIONS
Unless otherwise expressly stated, the review of the product or products appearing in this section represent the opinions of the relevant advertiser and do not represent the views or opinions of Interactive Media Solutions or the other advertisers or contributors to this publication.102 SECURITY SOLUTIONS
There is a well know axiom which states that in
attempting to carry out an attack, terrorist only
have to get it right once where as those looking to
prevent a terrorist attack need to get it right every
time. For those people responsible for designing
security plans and systems specifically aimed at
preventing attacks, the need to get it right every
time is a heavy burden to bare. However, it is not
the kind of burden one has to bare alone. With
the right partner, and the right tools, what seems
to be an insurmountable challenge can quickly
become eminently achievable.
For over twenty years, Ezi Security Systems
have been designing, manufacturing and
installing a comprehensive range of high quality
perimeter security products covering both
vehicle and pedestrian control requirements
across a wide range of applications including
both low and high risk sites. Their solutions have
been installed in the harshest of environments
the planet has to offer, and all with outstanding
results.
While Ezi Security Systems has a commitment
to innovative design and quality products, they
also understand the importance of easy and
efficient after sales service. Ezi Security Systems
fully service and maintain the products they sell
to ensure that your critical infrastructure and
personnel are safe and protected at all times.
With a track record of proven results and
constant innovation, Ezi Security Systems
products have been used in the protection 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.
Building on a well established tradition of
continual improvement and innovation, Ezi
Security Systems recently announce that working
in conjunction with their partners Perimeter
Protection Group (PPG) the ‘Wedge II’ barrier
solution has passed the vehicle impact test as
per ASTM F2656/F2656M–15 with flying colours
using a standard test truck (M) travelling at 50
mph. Their ‘Wedge II’ solution arrested the truck
with negative penetration receiving an ASTM
classification of M50/P1.
“With its decreased installation depth and
foundation footprint combined with the lowest
foundation thickness in the world, the new
‘Wedge II’ reduces installation costs significantly
and allows installation in areas where foundation
depths are limited due to underground utilities.
Supplied as a compact ready-to-install assembly
unit, the ‘Wedge II’ can be installed very quickly
and easily,” says Yvonne Kolatschek, Elkosta
Product Manager for High Security products.
The outstanding result of this vehicle impact
test as well as the fact that it was executed on a
wedge II with a blocking width of 2.0 meters puts
Ezi Security Systems in a unique position.
The ‘Wedge II’ is
• The first of its kind to be crash-tested as
per the new ASTM F2656/F2656M–15
standard
• The only product on the high security
market which has successfully proven its
impact resistance in compliance with
all three major and
internationally renowned standards:
• PAS 68:2013 V/7500[N3]/80/90:0.0/20.7
(tested with 4 m blocking width)
• IWA 14-1:2013 V/7200[N3C]/80/90:0.0
(tested with 4 m blocking width)
• ASTM F2656/F2656M–15 M50/P1 (tested
with 2 m blocking width)
• The only solution of its kind outside the
USA which has been crash-tested in
minimum and maximum width
configurations, thereby in turn validating
the assumed impact resistance for all
intermediate sizes!
The test results can only be described as
impressive, both by British and International
standards. Clearly, Elkosta has once again raised
the bar for high security products. In the types of
high risk environments into which these sort of
solutions are typically deployed, such as airports,
military premises, jails, power plants, embassies
and other such sensitive areas, only the most
effective and proven solutions will do. The new
Elkosta ‘Wedge II’ has undoubtedly secured
Successful US Crash Test
SPOTLIGHT
Unless otherwise expressly stated, the review of the product or products appearing in this section represent the opinions of the relevant advertiser and do not represent the views or opinions of Interactive Media Solutions or the other advertisers or contributors to this publication. 103SECURITY SOLUTIONS
it position as a leading solution in the high
security market due to its pioneering technical
construction and proven results
Compared to the previous model, the Wedge II
features many technically innovations such as
• State of the art foundation and reinforcement.
• Offers high-energy efficiency due to
employment of pressure spring pistons
• Starting power and lifting power for raising
of blocking element due to energy stored in
pressure springs have been fully optimized as
well.
• Working oil volume was reduced due to
single hydraulic cylinder.
• Further improvements are:
o The scale-downed versions of
accumulator for EFO and
RO3 function.
o LED`s and a safety skirt are
available as optional extras.
All Ezi Security System solutions are built to last
and operate safely with a reliable over a thirty
year (plus) product life span.
Ezi Security Systems has one of the most
extensive ranges of high to very high security
gate products (HVB’s) on the market today.
Furthermore, their expertise and experience
gives them the ability and design and install
solutions specifically tailored to 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. For anyone seeking high
security vehicle and pedestrian access control
EZI
FIND OUT MORE ABOUT US! AUSTRALIA NATIONAL 1300 558 30411 Cooper Street Smithfield NSW 2164
TEAMS UP WITHBollard M50 Just over two years ago our movable bollard M50 was vehicle crash tested to the American Standard Test Method (ASTM) F 2656 – 07 with a 6.8 tonne vehicle travelling at 50 mph where it achieved a penetration rating of P2. It turned out that ASTM is still not as widely accepted all over the world as we had hoped for despite being an internationally recognised standard. Many Commonwealth countries especially still hold on to the British Publicly Available Specification (PAS) 68 for impact testing of vehicle security barrier systems. In light of a promising project with our Australian partner EZI Security Systems which involves a considerable quantity of movable bollard M50 it was therefore decided to retest the bollard to PAS 68:2013 to meet all specified requirements. Owing to the professional and effective execution of our recent crash test for the movable bollard M30 we once again entrusted CTS / crashtest-service with the vehicle impact testing of one of our products – this time the movable bollard M50.
We are pleased to announce that our movable bollard M50 has once more been successfully vehicle impacted tested to arrest a 7.5 tonne truck travelling at 80 kph. The achieved performance classification of V/7500[N3]/80/90:5.2/7.8 and performance rating V/7200[N3C]/80/90:5.5 as per PAS 68:2013 and IWA 14-1:2013 respectively match the P2 penetration rating previously accomplished with the crash test to ASTM standard despite the less favourable test conditions, i.e.
• 10 % increased kinetic energy of the impacting truck due to increased test vehicle weight
• 25% decreased distance from front of truck to vehicle datum point (i.e. the leading edge of the load platform) which is used as reference point to determine the vehicle penetration from the datum line of the tested bollard
WEDGE II I am proud to announce the launch of our second generation elkosta wedge barrier, called Wedge II.
The Wedge II was successfully tested by TRL to PAS 68:2013 and IWA 14-1:2013 standard stopping a 7.5 t vehicle travelling at 80 km/h with ZERO penetration achieving the following performance classifications:
• PAS 68:2013 V/7500[N3]/80/90:0.0/20.7 (tested with 4 m blocking width)
• IWA 14-1:2013 V/7200[N3C]/80/90:0.0 (tested with 4 m blocking width)
With its decreased installation depth and foundation footprint combined with the lowest foundation thickness in the world, the new Wedge II reduces installation costs significantly and allows installation in areas where foundation depths are limited due to underground utilities.
Compared to the previous model, the wedge II features many technically innovative details:
• S tate of the art foundation and reinforcement
• High energy efficiency due to employment of pressure spring pistons
• Optimised starting power and lifting power for raising of blocking element due to energy stored in pressure springs
• Reduced working oil volume due to single hydraulic cylinder
• Scale-downed versions of accumulator for EFO and RO3 function
• Safety skirt available as optional extra
solutions designed to meet the requirements
of the most secure sites, in the most harsh
of environments, without compromising the
aesthetics of the location, look no further than
Ezi Security Systems.
*All Ezi Security System AVB & HVB have been
vigorously crash tested and certified to meet all
ASTM and PAS 68 stipulations.
Contact Details:
Troy Donnelly – 1300 558 304
Address: 11 Cooper St Smithfield 2164 NSW
Australia
Unless otherwise expressly stated, the review of the product or products appearing in this section represent the opinions of the relevant advertiser and do not represent the views or opinions of Interactive Media Solutions or the other advertisers or contributors to this publication.104 SECURITY SOLUTIONS
Every facility is safer with the addition of a key
control and management system from Morse
Watchmans. Physical keys continue to be
mission-critical for every type of organization,
and Morse Watchmans is dedicated to delivering
the best solutions for managing, controlling,
tracking and auditing all your keys. KeyWatcher
Touch Systems are the access control solution
for physical keys. Every key is accounted for at
all times, with full tracking, reporting and alerts
for your defined incidents. SmartKey™Locker
Systems deliver the same level of accountability
for small assets including weapons, cash trays
and more.
Key Anywhere saves time by allowing you to
return a key to any KeyWatcher in your operation,
while Key Find lets you locate which KeyWatcher
a specific key is in, or determine who has it out.
Keys available to a user can easily and quickly
be called up on the screen. Key reservations and
notes can now easily be entered on the screen.
The unified KeyWatcher Site design allows a
network of KeyWatcher Touch systems to share
a single database, which can accommodate
more than 14,000 keys and over 10,000 users.
All control and management of the system,
including programming, remote functions and
reporting is managed via KeyWatcher TrueTouch
software.
KeyWatcher Touch Features and Options:
• Easily identify the correct keys
• Return keys to any location
• User interface controls various access
devices
• Alarm and access control integration
capability
• Built-in Ethernet.
Modular, Scalable Design Lets You Customize
Your KeyWatcher System
From a single key management system to
multiple cabinets holding hundreds of keys,
it’s easy to expand KeyWatcher as your needs
grow. Each additional unit can be controlled by
a single console and monitored by the advanced
software.
KeyWatcher can hold keys of almost any size,
including Folger Adam keys. Plus, the systems
are capable of incorporating additional lockers
for valuable items. Available modules include
16-key, 8-key, 6-key, card, and a variety of locker
sizes. These key modules can be customized in
a wide range of cabinet sizes.
The flexibility that is available in the modular
design enables sites to utilise all the accountability
for not only keys but, laptops, mobile phones,
IPad’s and so on.
Smart Keys
The smarts behind the system is the Smart Key
itself, designed to enable flexibility with return
methods which include random return, this
method enables smart keys to be returned to any
open slot in the cabinet. The non-random return
enforces the requirement for a Smart Key to be
returned to the same location each time.
Keys are secured to the Smartkeys which
features an identification microchip and 1/8″
stainless steel locking ring for additional security
and functionality. Smart Keys are available in a
range of colours which enables administrators to
easily differentiate areas of their business by the
colour of the Smart Key.
True Touch Software
KeyWatcher TrueTouch software comprises the
KeyWatcher TrueTouch client interface and the
KeyWatcher Server for enhanced administration
and control of the KeyWatcher Touch system.
Key Inventory Software Features:
• New access control-style interface.
• Auto-sync for automatic updates of
KeyWatcher systems as changes are made.
• New “Profiles” feature for quicker, easier
programming of users.
Morse Watchmen KeyWatcher Touch
SPOTLIGHT
Unless otherwise expressly stated, the review of the product or products appearing in this section represent the opinions of the relevant advertiser and do not represent the views or opinions of Interactive Media Solutions or the other advertisers or contributors to this publication. 105SECURITY SOLUTIONS
AST
• Profiles to quickly assign users key and
group permissions, access level, and many
other settings.
• New, easier to read reports.
• All reports can be saved in PDF and CSV
file formats.
KeyWatcher TrueTouch client interface
is designed to run all programming, remote
functions and reports. Add users from a global
list and all specific settings (added or modified)
will be automatically synchronized across the
system. Quick profiles can be assigned for
improved user control. Administrative access
levels are designed to allow reports only or
alarms only in addition to the five system
administration levels.
Integration and High Level Interface’s
The requirement for a number of industries
is to provide a solution that has integration
options and also provide operational efficiencies
and Morse Watchmans continues to deliver;
with integration to some of the world’s leading
Access Control providers such as Honeywell
ProWatch, Honeywell EBI, Lenel, Gallagher,
Inner Range Integrity, and SMAG Symmetry the
Morse Watchmans Touch enables administrators
to reduce the demands of running both Access
Control and KeyWatcher data bases by enabling
this interfacing.
The Morse Watchmans range of solutions
including the KeyWatcher Touch are available
exclusively through Australian Security
Technology.
For more information please contact David Ishak,
General Manager on 1300 539 928 or email him
Unless otherwise expressly stated, the review of the product or products appearing in this section represent the opinions of the relevant advertiser and do not represent the views or opinions of Interactive Media Solutions or the other advertisers or contributors to this publication.106 SECURITY SOLUTIONS
SPOTLIGHT
It should come as no surprise that not all access
control systems are created equal. An Access
Control System is made up of many elements,
beginning with a panel which incorporates
a feature set designed to facilitate proper
verification and enrolment procedures. The
panel should also enable continued credential
maintenance procedures for the maintenance
of both the approved credential lists and
unauthorised credential lists.
Perhaps the most important component of
any access control system is the selection of
smart reader and card technology. With so
many different types of smart readers and card
technologies available, it is often difficult to
know what to choose. Which combination smart
reader and card technology will minimise the
chances of someone successfully presenting
false credentials with a view to gaining access,
or the ability to compromise communications
within the system through hacking and cloning of
authorised credentials and reader data?
Choosing the right technology, one which has
a level of security commensurate with your level
of security risk, is vitally important.
Proper risk analysis is the key to ensuring
that the right Smart Reader choice is made. For
example, some Smart Reader products, such
as 125Khz prox or CSN/UID readers, offer no
protection against hacking and cloning cards.
Others readers are based on technology
platforms that have, at some point, been
compromised. However, the level of sophistication
required to compromise the technology is
sufficiently high enough that it does represent
a threat to medium level security applications.
Alternatively, new counter measures many have
been incorporated into the existing platform
to insure that it once again provides sufficient
protection for medium security applications.
Then there are the high security smart
reader and card systems which are designed
using technology platforms that support higher
encryption standards which are considered safe
for protecting sensitive and classified data.
As is the case with any security design,
a balance must be struck between ease of
maintenance and use and the degree of security
provided based on the perceived level of risk.
In the case of access control systems, the
decision to implement a more user friendly,
easier to maintain system often comes at a
cost to the integrity of the system’s security,
especially where reader technology is an ‘off-
the-shelf’ solution chosen primarily because of
factors such as how easily components can be
purchased, maintained, replaced. The cheaper
and more readily available the components of a
system are, the lower the level of security they
are likely to provide. Furthermore, it is often the
case that ‘off-the-shelf’ access control systems
are much easier to administer because such
systems offer little or no encryption, hence
minimal security.
BQT Solutions are uniquely different in that
their miPASS card and reader systems offer
economical “off the shelf” convenience with
the right level of encryption and security
for both medium and high risk security
applications.
They can also provide tailored Smart Reader
and Card systems with custom “secret” keysets
and/or encoders and configuration software for
larger organisations or classified installations.
EncryptionCard Readers communicate between the
access Credential and the Reader through
radio frequency and also to the Access Control
Panel via a protocol such as Wiegand. For a
security risk analysis to be considered complete,
an examination of both of these methods of
communication is required in order to assess
the how easily data in the system could be
compromised. This risk assessment then
determines the appropriate technology platform
and encryption standard.
BQT Solutions advise that medium security
products such as their miPASS 2 secure card and
reader system, which include modern MIFARE®
Crypto1® encryption, may be implemented at a
similar budget to non-encrypted technology such
as such as 125Khz prox or CSN/UID readers,
eliminating the need to expose an organisation
to the kinds of hacking and cloning security risk
associated with cheaper systems.
The standard of card and smart reader
encryption for high security applications requires
a higher level of encryption such as Triple DES
(3DES) and AES which have been approved by
organisations such as the US Department of
Commerce, National Institute of Standards and
Technology (NIST) for the protection of sensitive
and confidential data.
BQT Solutions miPASS 3 secure card and
reader system provides a suitable “off the
shelf” solution which implements Triple DES
(3DES) encryption between the card and the
reader to protect against hacking and cloning
of these communications.
BQT Solutions also offer a smart reader range
that has custom keys and output formats, as
Reader and Card Security Considerations
Unless otherwise expressly stated, the review of the product or products appearing in this section represent the opinions of the relevant advertiser and do not represent the views or opinions of Interactive Media Solutions or the other advertisers or contributors to this publication. 107SECURITY SOLUTIONS
BQT
well as a choice of platform, encryption standard
(as available for the platform) and output
protocol. These readers offer MIFARE® Classic
with Crypto1® encryption, MIFARE® DESFire®
EV1 with DES, 3DES or AES encryption and/
or MIFARE Plus® with AES encryption. Output
protocols offered as standard include Wiegand
and both plain and AES encrypted RS485 with
plain or encrypted OSDP as a further option.
Smart Reader Output (Communication With The Access Control Panel)Most access control panels on the market
today communicate data from the smart reader
as Wiegand protocol. This communication is
unencrypted, plain text and may be hacked
and replicated to allow unauthorised access.
Many models in the range of BQT Solutions
readers include the option of RS485 protocol
communications encrypted with AES. Data from
the reader is then sent to a High Security Module
(HSM) installed next to the Access Control Panel
in a secure area and decrypted back to Wiegand
data for use in the Access Control Panel.
Other Security FeaturesDiversified keys and Random UID enhance
a Smart Reader and Card System’s security
and integrity, making hacking and cloning of
systems more difficult. Many BQT Solutions
products include Diversified Keys and Random
UID techniques within feature sets, providing
additional peace of mind.
Other AuthenticationIt has often been noted among security experts
that the strength of an access control system is
not the back-end, which grants access based
on a string of data that it receives, but on the
authentication and verification of the individual
seeking access. Essentially, this means that the
security risk is mitigated at the Smart Reader.
As there are cost implications to each additional
factor of authentication, most organisations
determine the authentication and verification
processes based on the constraints of time and
of money and take a zonal approach to increasing
factor authentication as the security risk or value
of property being protected increases.
The Multifactor approach to security is
strongest at three factor authentication and
verification providing three key ingredients:-
What you ARE - (Biometric Information e.g. a
fingerprint)
What you HAVE - (A credential such as a
Smart Card)
What you KNOW - (A PIN, kept secret)
Backend Security Procedures and ControlsAn Access Control System is only as strong
as its weakest component or procedure. Just
as important as the technology selection are
the procedures that are implemented around
enrolment, and suspension of system users and
custody of credentials. System lists of authorised
and unauthorized issued credentials should be
strictly maintained on an on-going basis, strong
policies should be adopted with regard to lost/
stolen cards and practices such as tailgating and
card sharing should be prohibited.
BQT SolutionsBQT Solutions has a range of smart reader
products that cover all applications and risk levels
from low to high and critical risk applications
and multiple factor authentication readers are
available. Their technology is installed at over
3,500 sites globally and is trusted for some of the
most high risk security applications in the world.
They offer both “off the shelf” secure
smart reader and card systems and tailored
solutions which can be specified for any security
application.
For more information visit www.bqtsolutions.com
or call +61 (0)2 8817 2800
108 SECURITY SOLUTIONSUnless otherwise expressly stated, the review of the product or products appearing in this section represent the opinions of the relevant advertiser and do not represent the
views or opinions of Interactive Media Solutions or the other advertisers or contributors to this publication.
PROFILE ADVERTORIAL
Protecting People & Assets Through Proven Solutions for Security & SafetyEffective perimeter security is about more than
gates and turnstiles. Like everything in life, effective
perimeter security is a balancing act in which one
must seek the right blend of design, price, quality
and service. Being the cheapest most certainly
does not make something look the best, just like
being the most expensive is not always a guarantee
that one will receive great service. It is the ability to
balance all four, design, quality, price and service
which sets true industry leaders apart from the
competition. It is for this reason that Magnetic
Automation has been a leader in the perimeter
security industry in Australia for more than 30 years
offering locally manufactured products that are
designed, engineered, and installed in accordance
with international standards. Magnetic is also
certified to ISO9001, ISO14001 and OHS18001.
The Magnetic product range includes every
kind of product one might need from barriers
and boom gates, to automated slide and swing
security gates, turnstiles and other pedestrian
access control technologies – all of which can be
custom tailored to a client’s specific needs. With
extensive experience in commercial and industrial
environments, Magnetic Automation has installed
a wide range of solutions across a diverse range
of industries including mining, rail, corporate
buildings, industrial sites, government installations,
critical infrastructure projects and defence sites. In
fact, the depth and breadth of their work stands
as testament to their service, quality and reliability.
Within government environments, Magnetic
Automation offers a variety of high security products
enhanced through the addition of value adding
features and services. The full height turnstile
is fully risk assessed, IP65 rated, solar powered
(optional), a can be constructed using A portable
plynth (optional) in addition to being constructed
using Australian RHS galvanised hot dipped steel
(stainless steel option available). Their Road
Blocker has been installed in various correctional
facilities and can be customised to meet individual
site requirements. The Magnetic Telescopic gate
provides a high level of security for vehicle access
where restricted gate run off areas are found. In
fact, there are numerous examples of Magnetic’s
gates which have been installed gates in various
high security government locations. Furthermore,
Magnetic's Pedestrian High Door speed gate offers
a stylish and robust security solution which can be
integrated with existing and/or new access control
systems.
Whatever the situation, Magnetic Automation
can provide a total solution for individual needs,
incorporating complete traffic control systems
for both vehicles and pedestrians. All Magnetic
products are supported by a comprehensive,
preventative maintenance, service and spare parts
programs.
Magnetic Automation is part of the global FAAC
Group – a world leader in access control and
automation since 1965. To ensure the highest
levels of service and support, Magnetic Automation
maintains a presence in every state, with a Head
Office in Tullamarine, Victoria and branches in
Western Australia, Queensland and New South
Wales. In this way, you can be assured that whether
you require a consultation, service technician,
installation or just have a question, a Magnetic
Automation staff member is only ever a phone call
away.
Why not turn to a name you can rely on and trust
the next time you need someone to provide proven
solutions for security and safety to help protect your
people and assets.
Contact Magnetic Automation 1300 364 864 or
visit www.magneticautomation.com.au
SECURITY SOLUTIONS 109
PROFILE
ADVERTORIAL
STid Technologies Set New Standards In Mobile Access ControlData and information have become a priority in our
smart, mobile and connected society. Beyond the
economic realities, human authentication through
the securing of people's identity and access is
essential. Are you ready to face the change mobile
technologies have brought to access control?
To respond to these new challenges, STid
anticipates market trends and introduces new
access control concepts, offering contactless
Radio Frequency IDentification technologies
(RFID, NFC & Bluetooth® Smart). The French
company with a worldwide reach invents, designs
and provides solutions in the security and industrial
asset track and trace markets for the most
demanding industries and governments. As French
market leader, STid develops innovative products
and solutions for high security access control and
automatic vehicle identification (AVI).
STid offers awarded innovative solutions
STid Mobile ID® access control solution and
Architect® Blue upgradable readers were awarded
the “Think outside the box” award and the
Innovation Trophy at the latest security trade fairs.
The reasons for this success is evident… STid
Mobile ID® allows you to secure your access
and to protect your sensitive data with your
smartphone. The mobile access control solution,
combined with Architect® Blue secure upgradable
readers, merges the best security levels of the
market, rewarding human experience and open
technologies to keep control of your security.
Improve the human experience
The user-friendly solution allows 5 identification
modes of intuitive, smooth and unhindered
management of your access points:
• Badge mode by placing your smartphone in
front of the reader.
• Tap Tap mode by tapping your phone twice in
your pocket for Prox or remote opening.
• Slide mode by placing your hand close to the
reader.
• Remote mode by controlling your access points
using a smartphone app.
• Hands-free mode by entering while carrying a
smartphone loaded with a valid credential.
These 5 modes are possible thanks to
STid's exclusive, patented technology that can
differentiate between access points depending on
their distance. This means that multiple Bluetooth®
readers can be installed in the same area.
Easy access to High Security
STid is the first RFID manufacturer to have received
First Level Security Certification (CSPN). This
French government certification is a recognition
of their unique know-how, the technological and
security expertise that are implemented in your
access architecture, whether new or existing.
Managing digital keys on a smartphone requires
expert control of the security chain: phone, reader
and system. STid offers unprecedented security
levels while protecting and encrypting all data and
communications between the mobile phone and
the access reader.
Architect® Blue readers use the latest MIFARE®
DESFIRE EV1 / EV2, Bluetooth® Smart and NFC
technologies with new data security mechanisms.
The innovative tamper protection system is the
best way to protect sensitive data while making it
possible to delete the authentication keys (patent
pending).
Create your own scalable configuration
The concept can be tailored to your needs, offering
the optimum solution for any situation and ensuring
that all functionalities and security levels can be
upgraded across all your readers.
Architect® Blue is the first modular range of
secure RFID, Bluetooth® Smart and NFC readers
offering both flexibility and simplicity. The awarded
readers are based on a common smart RFID core
to which various interchangeable modules can be
connected, such as card reader, keypad, touch
screen, biometric device...
Tailor your own access control readers
The design of Architect® Blue readers is
immediately recognizable, with a dynamic and
elegant style, featuring clear pure lines. STid offers
a wide range of customization options to tailor your
reader to your corporate image and integrate it fully
in its installation environment: logo printing, casing
color and material-effect, multi-colored LEDs…
For more information visit www.stid.com
110 SECURITY SOLUTIONSUnless otherwise expressly stated, the review of the product or products appearing in this section represent the opinions of the relevant advertiser and do not represent the
views or opinions of Interactive Media Solutions or the other advertisers or contributors to this publication.
PROFILE ADVERTORIAL
ActivConsoleA true investment in your control room operation
ActivConsole, AME System flagship product, has
been revolutionising surveillance control rooms
throughout Australia and internationally for the past
20 years.
A strong push towards ergonomics within many
surveillance room environments has shifted the
role of consoles over the last 10-15 years. Consoles
are no longer an outdated, inconspicuous piece
of furniture offering no ergonomic benefit for its
operator. Today’s consoles are custom designed,
ergonomically beneficial and tailored towards each
single operator and task.
Height adjustable consoles are not just the
future, they are the very much the present and they
are very much a trend that needs to be embraced.
Not only do they increase operator comfort and
safety, productivity and alertness of each operator
remains higher for longer.
Australian made and owned, all ActivConsole
models are designed and manufactured from their
engineering facility and design studio in Melbourne,
Australia. Utilising Australian suppliers whenever
possible, the ActivConsole ensures that up-to-date
technologies, services and ongoing support remain
local and readily accessible for their customers.
Over the last 12 months, ActivConsole models
have been implemented in & associated with a
variety of large scale, state-of-the-art projects
throughout many of Australia’s top industries.
Spanning across the various sectors of road and
rail, mining, military, casino gaming, oil and gas
and air traffic control, the ActivConsole models are
as diverse as ever and proving to be the backbone
behind many every day critical applications
required to ensure the security of Australia’s future.
Internationally, ActivConsole models have
recently been commissioned and installed within
several major projects in casino gaming, audio-
visual and education industries located within
South East Asia, New Zealand and the United
States.
Each new console produced, whether
incorporating specialised high-tech hardware,
advanced touch screen technology or simply just
a retrofit to an existing application, is meticulously
designed and tailored to suit its application –
ensuring the highest levels of practicality, comfort
and ergonomic benefit have been identified and
utilised.
ActivConsole’s trained in-house design team
ensure that all consoles created recognise all
relevant control room standards and meet all
applicable requirements from Australian and New
Zealand Standard 4443:1997 and ISO 11064-4.
All height adjustable consoles created under the
ActivConsole brand utilise proven, internationally-
recognised electric lifting actuator technology to
ensure the functionality and safety of its height
adjustable operation are never compromised. At
the touch of a button, each operator can set and
save their desired working height to ensure an
ergonomically beneficial position is met, without
having to compromise between sitting and
standing.
The pivotal element of every ActivConsole is
ergonomics. Technically speaking, this is the
optimum way an operator interacts with every
aspect of the console in order to achieve their
performance objectives, whether seated or
standing. All ActivConsole models are designed
with ergonomics at the forefront, taking an active
approach to ensure the operators and the tasks
they perform are accounted for first, prior to any
design work being undertaken. It is this approach
that ensures all consoles are designed specifically
for a certain task or role, all the while creating
an innovative 24/7 working environment and
increasing workflow and productivity.
The success of ActivConsole is embedded in
its long lasting quality and repeat interactions with
existing customers. Aligning itself heavily within
growing companies, industries and technologies,
the ActivConsole has continued to diversify into
a wide variety of thriving sectors, ensuring it
remains a benchmark in the console industry and a
mainstay for years to come.
Despite its already expansive customer base,
the ActivConsole continues to expand rapidly into
a variety of different markets internationally and
throughout Australia. As customers continue to
ebb and flow with this ever changing marketplace,
new sites are constantly being fitted out with
new, state-of-the-art ActivConsole models and
old sites are being retrofitted to compete with the
dynamic requirements of large-scale automation
synonymous with the 21st century. Whether it’s a
new project, a refurbishment or simply a retrofit,
the ActivConsole is the proven first step towards a
healthier and more effective workplace.
For more details on AME System and their
ActivConsole range, visit their website at:
www.activconsole.com
059SECURITY SOLUTIONS
AME System produces its customisable ActivConsole range of electric height adjustable and fixed height control room consoles from their local design studio and manufacturing facility in southeast Melbourne, Australia. The ActivConsole range has revolutionised control rooms throughout Australia and worldwide, introducing state-of-the-art ergonomic technology into a 24/7 monitoring environment. Able to be customised to suit any application, the ActivConsole plays
a vital part in keeping your workplace and employees healthy and productive. By utilising new modern production methods and combining them with high quality materials and finishes, the ActivConsole range continues to adapt to new technologies and trends, ensuring unparalleled versitility and flexibility in every design. Customising ergonomic solutions for over 20 years, we continually ensure safety and quality for a whole new generation of operators. Contact us now for a tailored solution.
PROFILE
ADVERTORIAL
SECURITY SOLUTIONS 111
Redefining Wireless Security
Despite advances in IP camera and security
management system technologies, Dr. Patrick Lam,
founder and CEO of P2 Wireless Technologies,
realised that the backend of most surveillance
network designs is still heavily reliant on cable.
P2 focuses on the creation of innovative,
reliable and large-scale wireless mesh networking
technologies for industrial and commercial use.
Based in the prestigious Hong Kong Science Park,
P2 has blossomed under Dr. Lam's leadership and
his Silicon Valley management experience.
Rather than simply building on existing wireless
technology models and systems, every P2
technology is uniquely designed from scratch,
resulting in revolutionary products.
P2's patented MeshInfinity technology
provides the ultimate security solution. The
MeshInfinity powered wireless mesh networks
enable transmission of security information and
HD, or even 4K, video streams across various
terrains where cabling was previously not feasible.
With the maximum capacity of 80 HD or 20 4K
simultaneous video feeds per mesh backhaul
or path, P2’s MeshRanger product line is set to
change the security eco-system.
MeshRanger comes in 2 lines of products. The
MeshRanger X20 line is a 2-Radio mesh router
providing up to 867Mbps raw throughput across
the entire wireless mesh network up to 20 wireless
hops. The MeshRanger X30 line is a revolutionary
3-Radio sibling providing the world’s highest
1.7Gbps raw throughput over the entire wireless
mesh network up to 30 wireless hops and featuring
P2’s unique self-healing technology that ensures
no interruption in mesh connection even under
the most adverse situations. A typical security
surveillance network solution may comprise of a
combination of the two product lines depending on
terrain and density.
Flexibility, adaptability and capacity are not
MeshRanger's only attributes. One of its most
attractive features is its extreme cost-effectiveness.
Better yet, the MeshRanger product lines are
designed to be compatible with most, if not all,
existing security systems and IP surveillance
cameras - meaning it is instantly deployable, with
minimum disruption to existing service.
In the wake of heightened demand for increased
security as a result of recent global events,
P2's timing could not have been better. P2's
MeshRanger is poised to make a significant impact
on communities around the globe.
For more information visit www.P2WT.com
112 SECURITY SOLUTIONS Unless otherwise expressly stated, the review of the product or products appearing in this section represent the opinions of the Editor or relevant editorial staff member assigned to this publication and do not represent the views or opinions of
Interactive Media Solutions or the advertisers or other contributors to this publication.
CENTAMAN ENTRANCE CONTROL PROVIDES SECURE ACCESS TO THE NEW NOVARTIS FACILITY
Access to Novartis Pharmaceuticals new campus in Sydney’s Macquarie Park has been secured in style with three lanes of Centurion EasyGate HG speedgates from Centaman Entrance Control.
The new development represents Novartis’s continued long-term local commitment to delivering healthcare solutions that help make a difference to the health and wellbeing of Australians, now and in the future.
Part of the requirement for the building was to control tailgating in the main reception area of the campus – limiting access to only authorised occupants and visitors. As such, three lanes of EasyGate HG were installed and integrated with the Novartis’s usual access control system.
Centurion EasyGate HG uses glass barriers of up to 1800mm in height, in conjunction with state-of-the-art optical technology to provide a high throughput security gate. The bi-directional glass barriers are designed to work in a ‘normally closed’ mode and open after a valid card has been presented to allow the authorised user to pass. The barriers are designed to close quickly behind the authorised person to deter tailgaters whilst the IR sensors monitor the lane to detect unauthorised entry and ensure the safety of users. The ‘swing barrier’ design of the EasyGate HG allows the same slim pedestal to be used for both standard width and wheelchair width lanes alike, making it ideal for installation in areas with space constraints.
These turnstiles offer unrivalled processing speeds coupled with an aesthetic design which sits comfortably in a building designed to put everything on display. “The elegance and simplicity of the design affect the image of the access control. Security should no longer seen as an obstacle. EasyGate HG’s open design makes it an ideal solution for the reception area of a building like this,” commented Michael Bystram, Entrance Control Manager at Centaman.
For more information on CENTAMAN Systems visit www.entrancecontrol.com.au
PRODUCT
SHOWCASES
113SECURITY SOLUTIONS
INTREPID™ UNIZONE™ PLUG-AND-DEPLOY FENCE DETECTION SENSOR
Offering unprecedented ease of installation and deployment, INTREPID™ UniZone™ Plug-and-Deploy Fence Detection Sensor is a high-performance, standalone perimeter intrusion sensor designed to reliably and cost-effectively protect smaller critical infrastructure sites vulnerable to terror attack, sabotage, asset theft, or liability risk.
Based on Southwest Microwave’s field-proven MicroPoint™ smart-sensor technology and designed to perform in harsh outdoor environments, UniZone protects up to 200 linear metres of fence against cut or climb attacks. Advanced shielding and surge protection make it ideal for lightning-prone sites or those with high electromagnetic or RF interference.
As a plug-and-deploy detection sensor, the UniZone set-up process is simple. An installer uses a laptop USB connection to configure and calibrate the system in minutes via user-friendly Installation Service Tool software.
Like all of Southwest Microwave’s fence detection systems, UniZone employs patented Point Impact Discrimination™ to monitor activity along the sensor cable in one-metre increments, letting the system analyse the characteristics of each disturbance and reliably detect intrusion attempts while ignoring harmless environmental noise like wind, rain, or vehicle traffic.
UniZone also employs Sensitivity Leveling™, a proprietary software-based calibration process, to account for variations in fence fabric or tension and achieve uniform detection along the protected fence line.
For more information visit www.southwestmicrowave.com/UniZone
INTREPID™ MODEL 336 LONG RANGE DIGITAL MICROWAVE LINK
This advanced, standalone volumetric sensor couples Southwest Microwave’s field-proven RF detection technology with leading-edge embedded digital signal processing to reliably discriminate between intrusion attempts and environmental disturbances, mitigating risk of site compromise while preventing nuisance alarms.
Designed for protection of fence lines, open areas, gates, entryways and rooftop applications, the all-weather Model 336 has a 457m detection range and operates at K-band frequency, optimising detection of slow-moving intruders and limiting interference from external radar or other microwave systems. Unique parabolic dish and antenna design assure superior beam control and predictable Fresnel zones, further enhancing detection probability and nuisance alarm prevention.
Offering maximum protection against sabotage, Model 336 is an ideal solution for security-sensitive sites. Heavy duty components and packaging, radome tamper switches and optional steel enclosures prevent physical abuse. Integrated EMI/RFI shielding protects sensor electronics against electromagnetic or radio frequency interference. Standalone configuration and on-board relay outputs for monitoring of alarms eliminate risk of digital compromise.
Model 336 features six crystal-controlled, field selectable modulation channels with narrow band filtering, preventing interference between sensors. Units can be dual, triple or quad-stacked for ultra-high security applications.
User-friendly Installation Service Tool software simplifies sensor set-up, and graphically administrates sensor status, control parameters and signal strength with laptop convenience.
For more information visit www.southwestmicrowave.com/Model-336
PRODUCTSHOWCASES
114 SECURITY SOLUTIONS Unless otherwise expressly stated, the review of the product or products appearing in this section represent the opinions of the Editor or relevant editorial staff member assigned to this publication and do not represent the views or opinions of
Interactive Media Solutions or the advertisers or other contributors to this publication.
PRODUCT
SHOWCASES
SEAGATE ENTERPRISE CAPACITY 8TB 3.5IN HDD
The ninth generation, 8TB Seagate Enterprise Capacity 3.5in HDD is a drive designed for nearline applications with 550TB/yr workloads and requires 24x7 reliability. Leading the industry in capacity, reliability and performance, the Enterprise Capacity 8TB HDD is available in various configurations, such as 6Gb/s SATA or 12GB/s SAS for different DVR/NVR requirements. Power consumption and performance is continuously monitored and calibrated with the PowerBalance feature. The SED versions featuring Instant Secure Erase help to ensure secure data access and drive retirement cost-savings.
Supporting the industry’s best response time for an 8TB nearline drive, the Seagate Enterprise Capacity 3.5 HDD enables the fastest data transfers thanks to Seagate’s comprehensive caching technology. With RAID Rebuild functionality built into the Enterprise Capacity’s firmware, it can target bad data sectors and remove the requirement for rebuilding an entire array.
With a five year warranty for peace of mind, the Enterprise Capacity 3.5in HDD ensure you can meet all of your critical bulk data storage requirements.
The Seagate Enterprise HDDs have been voted as Best-In-Class for the past four consecutive years by IT professionals.
Learn why at www.seagate.com/au/en/internal-hard-drives/enterprise-hard-drives/hdd/enterprise-capacity-3-5-hdd
DRIVEPRO BODY 10
Day or night, indoors or outdoors, Transcend’s DrivePro Body 10 may well be a security officer’s most valuable health and safety tool while providing a wide array of other useful functions.
Collect evidence day and nightWith a large ƒ/2.8 aperture, a wide 160° viewing angle and a high-quality camera lens, the DrivePro Body 10 can automatically adjust to different lighting conditions to capture all details of actions during either daytime or nighttime in clear and smooth 1080P (30fps) recordings. In addition, as the infrared LEDs will automatically activate in low light conditions, recording incidents at night is now easier than ever before.
The DrivePro Body 10 also features a 360° rotatable clip which enables officers to firmly attach the camera to their clothing or straps on equipment, making it easy to record all details anytime, anywhere.
With a built-in 1530mAh Li-Polymer battery, the DrivePro Body 10 can record up to 3.5 hours of footage (without LEDs activated) on a fully charged battery, enabling officers to record what happens on the front line without the need for a power adapter.
The handy snapshot feature allows users to take photos while recording video. During an incident, one need just press the snapshot button to capture the irrefutable evidence on the spot. (Snapshots taken with infrared LEDs will be in grayscale.)
The rugged DrivePro Body 10 provides excellent protection for outdoor recording. The IPX4 water resistant feature offers protection against splashing water from any direction. The DrivePro Body 10 also offers great shock resistance, meeting the rigorous U.S. military drop-test standards (Based on MIL-STD-810G 516.6-Transit Drop Test).
The camera even comes with a 32GB microSDHC memory card that can record up to 240 minutes of Full HD video, so there is no need to worry about storage capacity. Built with top-tier MLC NAND flash chips, the Transcend’s 32GB microSDHC memory card provides consistent long-life durability and endurance.
For more information visit www.signalone.com.au
115SECURITY SOLUTIONS
PRODUCTSHOWCASES
the peak body forsecurity professionals.
116 SECURITY SOLUTIONS
Recognising excellence within the Australian security industry
The 21st annual Australian Security Industry Awards for Excellence and 2nd annual Outstanding Security Performance Awards provide an
opportunity for exceptional companies and individuals across the security industry to be recognised.
Organised by the Australian Security Industry Association Limited (ASIAL) and World Excellence Awards, the event is designed to be both
independent and inclusive, providing an opportunity for outstanding performers, whether buyers or suppliers, to be recognised and their success
to be celebrated.
The Outstanding Security Performance Awards form part of a global initiative which includes events in Germany, Norway, Poland, Romania,
United Kingdom and United States of America.
This year’s awards are supported by the Australian Information Security Association, ASIS and Security Professionals Australasia.
The 2016 judging panel will comprise of:
• Damian McMeekin, Head of Group Security, ANZ Bank
• Mark Edmonds, Manager, Security Capability, Sydney Trains
• Vlado Damjanovski, CCTV Specialist, ViDi Labs Pty Ltd
• John Adams, Editor, Security Electronics Magazine
• Chris Beatson, Director, NSW Police Force – PoliceLink Command
• Sean Giddings, Director of Security Operations, Australian Parliament House
ASIAL awards for Excellence categories
Individual Achievement – General Security
Individual Achievement – Technical Security
Individual Achievement – Security Student
Gender Diversity
Indigenous Employment
Special Security Event or Project (<$200k)
Special Security Event or Project (>$200k)
Integrated Security Solution (<$200k)
Integrated Security Solution (> $200k)
Product of the Year (Alarms, Access Control, CCTV, Communication/Transmission System)
OSPAs categories
Outstanding In House Security Team
Outstanding In House Security Manager
Outstanding Contract Security Company (Guarding)
Outstanding Security Consultant
Outstanding Security Training Initiative
Outstanding Security Partnership
Outstanding Investigator
Outstanding Police / Law Enforcement Initiative
Outstanding Risk Management Solution
Outstanding Cyber Security Initiative
Outstanding Female Security Professional
Detailed information on the criteria and conditions for award nominations can be found at www.asial.com.au
Awards Ceremony and Dinner
Award winners will be announced at a special dinner to be held at the Westin Hotel (Martin Place, Sydney) on Thursday 20 October 2016 from
7.00pm. The cost of attendance is $175 per person or $1,650 for a table of 10 (prices include GST).
For further information visit www.asial.com.au
Unless otherwise expressly stated, the review of the product or services appearing in this section represent the opinions of the relevant advertiser and do not represent the views or opinions of
Interactive Media Solutions or the other advertisers or contributors to this publication.
SHOPTALK
117SECURITY SOLUTIONS
Unless otherwise expressly stated, the review of the product or services appearing in this section represent the opinions of the relevant advertiser and do not represent the views or opinions of Interactive Media Solutions or the other advertisers or contributors to this publication.
SHOPTALK
This person has made a di�erence to someone’s life. It may be that he or she, through an act of courage or valour, has stepped in harm’s way so that someone else may be safe. It may be that he or she has put in tireless hours, made great personal sacri�ces and dedicated a career to making the security industry a better place. Please, help us �nd and reward this person.
Nominations are now open for the 2016 Australian Security Medals.
Whether you are nominating a medal recipient, making a donation to the Foundation or booking seat (or table) at the industry’s premier charitable event, you will be helping to create a more professional security industry of which we can all be proud.
For more information about making a nomination or providing sponsorship, please visit the Australian Security Medals Foundation website today!
www.inspiringsecurity.com
Do You Know This Person?
118 SECURITY SOLUTIONS
SecuSafe Launches New DigiGuard 3MP IP Turret Network POE Camera
SecuSafe Pty Ltd, an Australian importer and distributor of electronic security products located in Sydney,
introduces their new 3MP IP Turret Network POE Camera for SME surveillance industry.
The attractive DigiGuard Matrix IR Turret Network Surveillance IP Camera, is fitted with a 2.8mm
security lens available in grey and white colour, this can achieve an impressive wide angle view of 98° at
2MP (1920 x 1080) and 3MP (2048 x 1536) with a 86° angle of view. With the Matrix IR Illuminator you
have auto switched night vision, up to 30m in zero lux conditions. One of the key features is in the 3D
Digital Noise Reduction, and a Digital WDR. It is rated IP66 suitable for outdoor installations. Power for this
DigiGuard Camera, can be either 12Volt DC or PoE (802.3af).
Available Models:
• IP-3MP3332-I4 (White Turret with 4mm lens)
• IP-3MP3332-I28 (White Turret with 2.8mm lens)
• IP-BLK3MP3332-I28 (Grey Turret with 2.8mm lens)
With dedicated people, warehouses in Melbourne, Perth and Brisbane, we can support customers locally
and nationally.
For more information about our full range of IP and TVI series, please contact SecuSafe Pty Ltd at:
(02) 9649 4477 or email: [email protected] or visit http://www.secusafe.com.au
Hikvision Blazer Pro All-in-One Server
Hikvision Blazer Pro All-in-One server is a video management software station that comes
preloaded with a licensed VMS in a Windows environment, boasting advanced features in
storage capacity, system scalability and centralised management.
Easy deployment and maintenance
Blazer Pro has a pre-installed activated operating system (Win 8.1) and a preloaded VMS,
which makes the unit even more comprehensive. The VMS and OS are installed in SSD Card,
with 64GB capacity for operation and management. Pluggable as it is, the SSD Card allows
much easier after-sales maintenance. Moreover, Hikvision Blazer Pro supports power-off data protection to ensure operation safety.
Data reliability
Designed with reliability in mind, the Hikvision Blazer Pro provides dual redundant power supply to ensure seamless video recording even when
one power supply crashes. It also provides performance enhancement and fault tolerance by employing RAID 0,1,5,10 disk management.
System scalability
The default license of Hikvision Blazer Pro offers 128 or 256 channels connection. This could be extended to 256 or 512 channels when large-
scale project requires. The same goes for storage. It contains 7 HDD slots. Users can further add miniSAS, 16-disk and 24-disk storage cabinets
for necessary storage extension.
As preloaded with VMS, the Blazer Pro shares all the features with Hikvision video management software, including real-time video preview,
video playback, alarm management and smart features. It also supports vertical modules including Transact module and a Business Intelligence
module for retail, License Plate Recognition module for transportation and parking sectors, as well as Access Control module for building facility
management.
Unless otherwise expressly stated, the review of the product or services appearing in this section represent the opinions of the relevant advertiser and do not represent the views or opinions of
Interactive Media Solutions or the other advertisers or contributors to this publication.
SHOPTALK
119SECURITY SOLUTIONS
Storage Now a Critical Component
Storage is now a critical part of a robust video surveillance solution. Increasing camera
resolutions, longer retention times, and increasing use of analytics all lead to larger digital
storage capacity requirements. Across the industry, storage demands are increasing at existing
sites undergoing upgrades and refreshes, and also in greenfield installations. Quantum, a
global leader of the storage industry, now offers their best-of-breed multi-tier storage solution for
security and video surveillance projects.
The Quantum multi-tier storage solution combines various types of storage media – flash
or SSD drives, high performance hard drives, standard hard drives, file-based tape, and the
Cloud. These tiers of storage are specified according to the usage profile of the solution – high
performance to match the video write requirements, and hard drives and file-based tape or
Cloud for longer term retention. The resulting combination provides the highest performance,
largest overall storage capability, at the lowest cost of ownership. Typically, 40% less than
comparable all hard-drive solutions.
For ease of use, the Quantum multi-tier storage solution unites the storage media under a
software layer – StorNext 5 – which presents all the combined storage as a single name space –
as simple as accessing a C: drive. Quantum Storage products and StorNext 5 are certified and
tightly integrated with leading VMS providers (Milestone, Genetec, 3VR, Avigilon, etc).
To learn more, contact Quantum on 1800 999 285 (Aus) 0800 105 999 (NZ), ANZsales@
quantum.com or check out www.quantum.com/video-surveillance . Until 30 June, mention Security
Solutions Magazine for exclusive 10% discount offer.
Elvox Video Intercom System To Be Showcased At Design Build 2016
Seadan Security & Electronics, one of Australia’s leading wholesale suppliers of Security and Intercom system
solutions, will be showcasing the latest technology from Elvox at this year’s premier building and construction
event – DesignBuild Expo 2016.
Taking place from 4-6 May 2016 at the Melbourne Convention & Exhibition Centre, this annual event
attracts thousands of architects and assorted building professionals from both the residential and commercial
markets in addition to professionals from across the construction sector, all of whom come to the show with a
single goal, to find the latest in state-of-the-art designs and cutting-edge solutions.
Based in Italy, Elvox is an internationally recognised manufacturer of innovative, premium quality video
door entry systems, intercoms and integrated access control solutions. On display at the show will be a
number of stand-out products including the Elvox Pixel, Pixel Heavy and the TAB series supported by the
Due Fili Plus system, a proprietary solution designed to facilitate faster, more practical and flexible video and
audio door entry systems.
The Pixel entrance panel, with its slim and sophisticated design, comes in four versatile colour finishes all
of which are sure to complement even the most modern construction. Protruding just 14mm from the wall
and only 100mm wide, Pixel is the ideal solution for elegant installations, even in confined spaces.
Capitalising on its sleek European styling, the Due Fili Plus system highlights the most elegant of building
designs while facilitating functionality for up to an astonishing 6,400 stations. The Due Fili technology is
distinctiveness in that it carries not only data, voice and video, but also power over a single pair of cables.
This makes Due Fili Plus highly practical in that it resolves the vast majority of cabling issues by eliminating
the normal mass usually experienced when installing large intercom systems.
For further details on the entire range of Elvox Intercom solutions and a chance to see the award winning
products in operation, visit the Seadan Security & Electronics Elvox display at DesignBuild 2016.
For further information call 1300 366 851 or email: [email protected]
Unless otherwise expressly stated, the review of the product or services appearing in this section represent the opinions of the relevant advertiser and do not represent the views or opinions of Interactive Media Solutions or the other advertisers or contributors to this publication.
SHOPTALK
120 SECURITY SOLUTIONS
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SIMTRACK™ is the solution of choice for organisations to manage and track security related incidents across all business sectors in a structured and unified environment.
Built with complete mobile and tablet support, SIMTRACK™ allows incidents to be reported as they happen, where they happen.
Intelligent insights to trends, incidents hotspots, serial offenders and more emerge through powerful inbuilt real-time reporting. Businesses can mitigate risks effectively with strategic implementation of preventative measures.
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3 Dimensional Consulting211A Swan StreetRichmond Melbourne Victoria Australia, 3121Founded 1999
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ISSUE #100 MAR/APR 2016
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
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