Security Insider Magazine Feb/Mar

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SECURITY

Page 1

THE MAGAZINE FOR SECURITY PROFESSIONALS

PUBLISHED BY THE AUSTRALIAN SECURITY INDUSTRY ASSOCIATION

[MAG AZINE] VOL.15 | ISSUE.1 | FEB/MAR 2010

PLANES, BRAINS & AUTO MOBILES

44 25

PP255003/02390

AUSTRALIAN SECURITY INDUSTRY AWARDS FOR EXCELLENCE, 29 APRIL 2010, MELBOURNE

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Telstra Secure Security Monitoring Centre

Customer Premises

Telstra Secure Network

• Telstra Secure

• Telstra Secure CPE

Alarm Receiver

• Third party Alarm System

Telstra Secure the official replacement of Securitel is Telstra’s next generation back to base fully managed private IP monitoring security network. Telstra Secure is a managed and dedicated security monitoring service provided on Telstra’s Next IP & Next G Private Network. Telstra Secure is independently accredited to C3, C4 and C5 of Australian Standards AS2201.5 – 2008 and is the only approved Telstra solution.

The Telstra Secure Network does not rely

The Telstra Secure Network is dedicated for

The Telstra Secure Network is fully managed

on any Public Networks, this means that

secure and reliable security services, this

and supported by Telstra. All key network

all alarm messages never stray outside the

provides the availability required to ensure

components are totally redundant, this is to

Telstra Secure Australian Private Network

that critical alarm signals are delivered to the

ensure that the Telstra Secure Network stays

before they reach the monitoring centre.

monitoring centre without concern that the

at peak performance now and into the future.

network is loaded by other non related traffic.

Telstra Secure is now made very simple and cost effective for monitoring centres.

To join please contact your Direct Alarms Supplies representative for more information.

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Telstra Secure 8 General Purpose Inputs for low level connectivity to any alarm system

Primary GPRS communications path

Three General Purpose Outputs Securitel Equivalent RS232 and

which can be remotely controlled

TTL connection to alarm system for ultimate monitoring PSTN line connection for Ethernet port for local

Securitel Equivalent Analogue,

configuration and diagnostics

Contact ID dial capture and Dialler backup

PSU Battery backup with mains monitoring and battery testing **Image depicts UC351G only

Telstra Secure the official replacement of Securitel is built on Telstra’s next generation of fully managed IP networks.

Telstra Secure “Customer Premises Equipment” (CPEs) are the complete modern day communications tool kit; providing an unrivalled level of connection and communication features that maximise third party alarm system compatibility and removes configuration and installation complexities.

Telstra Secure is independently accredited

The unrivalled level of security system

Telstra Secure CPEs are developed in

to C3, C4 and C5 of Australian Standards

compatibility makes Telstra Secure CPEs

Australia and are a modern and powerful

AS2201.5 – 2008 to provide you the

the simple choice for all your security

platform that can continue to be remotely

assurance that you and your customers are

communications needs, allowing you to

upgraded long after your installation is

well protected now and into the future.

focus on supporting the one solution to

completed. This provides you the peace of

minimise installation costs.

mind in an ever changing communications world.

Powerful yet simple, Telstra Secure CPE is now available from any Direct Alarm Supplies branch for your convenience.

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2010 AUSTRALIAN SECURITY INDUSTRY AWARDS FOR EXCELLENCE 29th APRIL 2010, CROWN, MELBOURNE

Entertainment from:

Trevor Marmalade

Phil Cass

The awards recognise outstanding individuals and organisations within the security industry.

Nominations must be received by Friday, 26 March 2010. For more information on the award categories and criteria, along with an entry form visit www.asial.com.au/industryawardsforexcellence.

Sponsored by:

Organised by:

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CONTENTS 20

VOL.15 | ISSUE.1 | FEB/MAR 2010

PLANES, BRAINS AND AUTOMOBILES

10

2010 AUSTRALIAN SECURITYINDUSTRY AWARDS FOR EXCELLENCE

NEW ASIAL MEMBER BENEFITS

08 | President’s Message

10 | ICAC finds corrupt conduct

11 | Exciting new member benefits launched 12 | New Modern Award

14 | NBN Rollout – Training Opportunity in Victoria 17 | Upskilling security in Victoria 19 | Your super

6 //SECURITY INSIDER FEB/MAR 2010

11

30

TAKING STEPS TO CHANGE INDUSTRY PERCEPTIONS

34 | Federal moves to improve security industry

36 | How to Conduct a ‘Fair’Workplace Investigation

42 | ASIAL Certified Security Monitoring Centres

43 | Hot Products 46 | Frank Sales

INSIDER_Feb - Mar10 Iss1_48pp 14/2/10 PM MIP advert 6 copy.pdf 1 14/01/10 4:44 3:15 PM

Page 7

An open offer to every central monitoring station in Australia Buy 10 MultiPath STU’s and Inner Range will install hosted service MultiPath IP technology in your monitoring centre at no charge!

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Multipath-IP Monitoring your property and critical assets For further details Phone Nathan Mc Grath on : (03) 9753 3488 or Email : multipath@fratech.com.au

Assisted Enrolment service for Monitoring Stations and Installers available directly from Inner Range

Special Price at CSD Branches

Securitel Replacement STU

$299+GST

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PRESIDENT’S MESSAGE

National Broadband Network Roll-Out

THE MAGAZINE FOR SECURITY PROFESSIONALS

monitor the phone line voltage expecting to

Welcome to the NewYear!

see a nominal 48 volt feed. It is an essential

Editorial and Advertising

NBN Co, the entity entrusted with the roll-out of

requirement that the ONT provides the right

Security Insider is published by

the National Broadband Network.The object of

feed voltage to avoid the situation whereby

The Australian Security Industry

the meeting was to ensure that the NBN Co had

the alarm system constantly reports a PSTN

an understanding of potential outcomes to

line fault.

Just prior to Christmas ASIAL met with the

consumers serviced by our industry.

•

Whilst the industry is keen to embrace the

NBN network upgrade – there is the potential for the ONT to remove feed voltage during a

opportunities proposed under the National

network upgrade.This can result in alarm

Broadband Network roll-out, there are genuine

panels reporting PSTN faults.

concerns about vital legacy services such as

•

modems – a large proportion of alarm

monitoring systems, duress systems, fire panels

systems deployed in commercial applications

and help point systems.

support remote configuration via low-speed

Network performance – as the telephony service over the NBN will be supported by

orderly transition of legacy systems following the

multiple network providers, it is essential that

roll-out of the National Broadband Network may

standards for telephone services are set to

place the owners of over 1 million security, fire

ensure that signalling requirements of legacy

and health systems at risk.

alarm system are supported.

One of our primary concerns is that if, as a

NBN deployment is able to address the

out, Customer Premises Equipment has to be

requirements of these non-voice

replaced or re-configured, this will represent a

communications services in a cost effective

significant cost impost of individual and

manner.

business users.

was to gain an understanding of role of the NBN Co Limited in addressing the issues of:

roll-out include:

•

is an end-to-end transmission path and

Defines the performance requirements of

physical termination compatibility.

Graphic Design + Prepress Webfx2 digital | design@webfx2.com.au Editorial Contributors Rod Cowan, Chris Delaney Editorial Enquiries

•

Angela Maan communications@asial.com.au Print + Distribution

Compliance to Australian Standards – what

Everedi Press Published bi-monthly Estimated Readership of 10,000

include:

measures will be put in place to ensure

Views expressed in Security Insider do not necessarily reflect the opinion of ASIAL. Advertising

The need to report any attempts to tamper

adherence with existing standards regarding

with the alarm transmission system – as the

battery backup, secure ports and path

does not imply endorsement by ASIAL, unless

ONT is now part of the alarm transmission

availability?

otherwise stated with permission. All contributions

Testing – will the NBN Co Limited establish a

are welcomed, though the publisher reserves the

potentially prevent the alarm system from

test laboratory for compatibility testing and

right to decline to publish or to edit for style,

reporting, or could be used to “subvert” the

ongoing accreditation and registration?

grammar, length and legal reasons. Press Releases

system.

Whilst acknowledging our issues, the position

to: security@asial.com.au

•

The ability of the alarm systems to

of the NBN Co Limited was that it is beyond

Internet

communicate with the monitoring centre

their remit to provide specific leadership or

advertising were correct at the time of printing.

during a mains power outage. AS2201.1:2007

direction to address these challenges. Rather,

ASIAL does not accept responsibility for misleading

calls for 16 hour battery backup. If, as has

the appropriate forum for ASIAL to address

views. Copyright© 2010 (ASIAL) All rights reserved.

been proposed, the service provider needs to

these issues would be to work with the

Reproduction of Security Insider magazine without

monitor the ONT’s backup battery, then a

Communications Alliance.

permission is strictly prohibited. Security Insider is

mechanism needs to be provided to alert the

–

Creative Director Martin Costanzo | martin@webfx2.com.au

Network performance – ensuring that there

Australian Standard AS2201.1 – AS2201.5.

system, interference with the ONT can

–

Advertising Aleisha Collis | advertising@asial.com.au

Among the outcomes ASIAL were seeking,

pertaining to the National Broadband Network

–

Editor Bryan de Caires | security@asial.com.au

For the above reasons, it is essential that the

result of the National Broadband Network roll-

alarm systems. Among these requirements

Publisher

over the NBN. •

to provide a transitional mechanism to ensure an

•

Web: www.asial.com.au

is a need for such systems to be supported

those individuals and organisations that rely on

Some of the specific issues the industry has

Email: communications@asial.com.au

dial-up modems (speeds < 2400 bps).There

in use, this represents a significant issue for the security and safety services provided. Failure

Tel: 02 8425 4300 • Fax: 02 8425 4343

Remote configuration via low-speed dial-up

security and alarm panels, medical and health

With over 1 million of these systems currently

Association Limited PO Box 1338 Crows Nest, NSW 1585

ASIAL is seeking a meeting with the

monitoring centre of ONT power failures or

Communications Alliance to ensure that the

faulty batteries.

industry’s concerns are addressed. We will keep

The ONT port used for security has to be

you informed as we progress.

references

in

articles, stories

a subscription based publication, rates and further details can be found at www.asial.com.au

[Next Issue] Apr/May 2010

monitored for physical or electrical tamper attempts. When detected, these need to be •

reported to the security service provider.

Ged Byrnes

PSTN emulation – many alarm systems

ASIAL President

8 //SECURITY INSIDER FEB/MAR 2010

and

ISSN 1442-1720

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INDUSTRY NeWS

2010 AUSTRALIAN SECURITY INDUSTRY AWARDS FOR EXCELLENCE (THURSDAY 29TH APRIL 2010, MELBOURNE) THE AUSTRALIAN Security Industry Awards for Excellence is Australia’s premier security awards program.

Entering their 15th year, the awards recognise outstanding individuals and organisations within the security industry. Award categories include: • Individual Achievement • Security Manager • In-House Security Team • Training • Integrated Security Solution • Critical Infrastructure Security Nominations must be received by Friday, 26 March 2010. For more information on the award categories and criteria, along with an entry form visit www.asial.com.au/ Industryawardsforexcellence Award winners will be recognized at an awards dinner to be held at Crown

Trevor Marmalade

Phil Cass

Casino, Melbourne on Thursday 29th April 2010.The Master of Ceremonies for the evening will be the well known comedian Trevor Marmalade, with additional entertainment from

magician Phil Cass.

The 2009 Awards Dinner sold out within weeks, so don’t delay, purchase your tickets today by visiting www.asial.com.au/store.

ICAC FINDS CORRUPT CONDUCT AND RECOMMENDS CHANGES TO CLEAN UP NSW SECURITY INDUSTRY TRAINING IN ITS REPORT on corruption in the provision and certification of security industry training, released on the 9th December 2009, the Independent Commission Against Corruption (ICAC) found that the industry's licence upgrade process failed in its objective to weed out incompetent and undesirable registered training organisations (RTOs) and security officers.

The report says that between 1 September 2007 and 9 March 2009, 28 RTOs issued nearly 45,000 training certificates. One of those RTOs, Roger Training Academy, issued around 26% of these certificates.The Commission found that some candidates enrolled in Roger security training courses were provided answers in advance to written tests to assess their competency in security-related activities, and were then issued certificates that falsely represented the prescribed competencies had been demonstrated.

10 //SECURITY INSIDER FEB/MAR 2010

The ICAC recommended that the advice of the Director of Public Prosecutions (DPP) be sought with respect to the prosecution of certain named individuals. In addition, the Commission made 16 corruption prevention recommendations to address the fundamental regulatory problems besetting the industry.The Commission examined the “fragmentary and confused state of the current regulatory system, and considered how the evidence of corrupt conduct and poor quality recognition of prior learning assessments uncovered during this investigation raises real doubts about the legitimacy of all current security licences in NSW and the integrity and competence of all security training provider”.

Functions the ICAC considers the NSW Police Commissioner should assume ultimate responsibility for include corruption prevention,

corruption risk management, and fraud and corruption investigation and detection.The Commission also recommends that the Security Industry Registrar (SIR) should be given sufficient, dedicated staffing and other resources to implement the above recommendation, without reliance on staff from other sections of the Police, the Vocational Education and Training Board, the approved industry associations or any other organisations.

It also recommends that the SIR should take steps to determine the validity of all

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INDUSTRY NeWS

EXCITING NEW MEMBER BENEFITS LAUNCHED OFFICEWORKS DISCOUNTS ON BUSINESS SERVICES AND PRODUCTS

ASIAL members can now access discounts of up to 80%* off the RRP on a selected range of everyday office essentials through Officeworks.

Members will be able to log into an exclusive website to place orders with Officeworks for their supplies, where they can access discounts on more than 200 products, and access free delivery and no handling fees for orders! Visit www.asial.com.au for further details. * Terms and conditions apply.

SAVE ON FUEL COSTS AND VEHICLE SERVICING! Kmart Tyre & Auto Service (KTAS) Shell Card – one card for your total fleet management!

Financial Corporate ASIAL members can now sign up for the Kmart Tyre & Auto Service (KTAS) Shell Card offer. With the KTAS Shell

from page 10: ICAC

security qualifications granted during the upgrade process.

The Commission recommends that VETAB improve its auditing and monitoring of RTOs to ensure early detection of training, assessment or recognition of prior learning not conducted in accordance with the Australian QualityTraining Framework standards.

To view the full report visit www.icac.nsw.gov.au.

Card you will not only receive a fuel discount off the pump price and preferred pricing on servicing and tyres, you will always have an accurate and up to date picture of your fuel and maintenance costs.

Members who sign up for the card will enjoy: • A discount off the pump price on every fuel purchase; unleaded petrol (including premium & E10) and diesel 2.0 (inc GST) cents per litre, Shell V-Power fuel and LPG 0.55 cents (inc GST) per litre.

• National fleet prices (5% off the everyday low price) on all the big brands in tyres, and on their full range of car servicing and mechanical repair options at over 250 Kmart Tyre & Auto Service centres Australia wide.

• A low card fee of $1.50 (inc GST) per card per month.

• No surcharges for usage at any locations.

• Nationwide acceptance at all Shell Card sites, including Coles Express, and at all Kmart Tyre & Auto Service centres, www.shell.com.au/fuelfinder • Free on line management of your

cards and reporting via the Shell Card On-Line, www.shell.com.au/shellcardonline • Smart Alerts provide you with exception reporting to further control your fuel expenditure (fees apply).

To apply for a Kmart Tyre & Auto Service Shell Card visit www.asial.com.au The Shell Card can be used throughout Australia to purchase fuel at Coles Express and Shell branded service stations. Shell offers high quality fuels like Shell Unleaded with Fuel Economy Formula and Shell VPower. Also the new Shell Unleaded E10 is progressively available throughout this network.

KTAS is the largest network provider of tyres and mechanical services under the one roof in Australia, there are over 250 stores nationwide. All stores are open 6 days a week, some now trade 7 days a week offering added convenience. For details on locations and hours of opening visit www.ktas.com.au or call 13 13 28.

ASIAL MEMBER FLYERS AVAILABLE FOR PURCHASE ASIAL’s member flyers are now available for purchase from the ASIAL online store.These promotional flyers set out the benefits of using an ASIAL member company and can be distributed to potential commercial clients and domestic clients. The flyers include a space for you to attach your business card on the reverse.

SECURITY INSIDER FEB/MAR 2010// 11

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INDUSTRY NeWS

WA CCTV GUIDELINES THE FIRST WA Closed Circuit Television (CCTV) Guidelines have been developed as part of the State Government's commitment to the use of CCTV technology to enhance the capacity of government agencies, local governments, businesses, communities and the public to implement and utilise CCTV in an effective and responsible way. View the Guidelines at www.crimeprevention.wa.gov.au

NEW MODERN AWARD In late December 2009 the Australian Industrial Relations Commission (AIRC) handed down its’ decision on variations and transitional arrangements sought by ASIAL in respect of the new Security Services Award 2010 (the Award).

To view the full Decision and the Award visit www.asial.com.au Commencement and operation – the Award commenced on 1 January 2010.

Transitional arrangements commence from 1 July 2010 – Further details on the transitional arrangements will be made available in early 2010.

The monetary obligations imposed on employers may be absorbed into over award payments.The Award does not require an employer to maintain or increase any over award payment.

The Award contains transitional arrangements which specify when particular parts of the Award come into effect. Some of the transitional

arrangements are in clauses in the main part of the award.There are also transitional arrangements in Schedule A and Schedule B.The arrangements in Schedule A and Schedule B deal with: • Minimum wages and piecework rates • Casual or part-time loadings • Saturday, Sunday, public holiday, evening or other penalties • Shift allowances/penalties.

Neither the making of this award nor the operation of any transitional arrangements is intended to result in a reduction in the take-home pay of employees covered by the Award. On application by or on behalf of an employee who suffers a reduction in take-home pay as a result of the making of this award or the operation

GET YOUR FREE COMPANY WEB PAGE ON THE ASIAL WEBSITE A growing number of members are utilizing their FREE new ASIAL member benefit – a company webpage on the ASIAL website.The webpage allows ASIAL members to upload their own logo, images, video and product/service information into a web page with a dedicated URL. The new web page will be available in two different templates and four colour schemes.

If you haven't already done so, sign up at www.asial.com.au now to get started today.

12 //SECURITY INSIDER FEB/MAR 2010

of any transitional arrangements, Fair Work Australia may make any order it considers appropriate to remedy the situation.

OTHER MATTERS The AIRC has made Orders accepting ASIAL’s submissions with respect to these other matters: • Basic Crowd Controller – a security officer with less than 12 months’ experience.

• Part Time and Overtime • Change of Contract and Redundancy • Annual Leave Loading Members will be provided with a detailed interpretation of the new award through a series of breakfast briefings and workshops during February and March 2010.

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INDUSTRY NeWS

NBN ROLLOUT – TRAINING OPPORTUNITY IN VICTORIA THE VICTORIAN GOVERNMENT has announced an initiative to offer Victorian technicians an opportunity to obtain qualifications for the NBN. EPICITB and CITT are currently negotiating with a number of Victorian Registered Training Organisations to secure enrolments in the following qualifications: • ICT30208 Certificate III in Telecommunications • ICT30408 Certificate III in Telecommunications Access and Associated Services • UEE30407 Certificate III in Data and Voice Communications • ICT40208 Certificate IV in Telecommunications Engineering

The targeted qualifications are: • ICT30208 Certificate III in Telecommunications • ICT30408 Certificate III in Telecommunications Access and Associated Services • UEE30407 Certificate III in Data and Voice Communications • ICT40208 Certificate IV in Telecommunications Engineering

you have undertaken training within this industry it is important that past training records and employment information be provided if you wish to have these recognised by the Registered Training Organisation (RTO).

To register your interest in BACKGROUND TO THE NBN undertaking†one of these qualifications The NBN Co. will build and operate a through the Victorian TAFE system visit National Broadband Network (NBN) www.surveymonkey.com/s/R3SYGRX based on fibre and supplemented by This information will be kept strictly next generation wireless and satellite confidential and will only be used to technology. determine the training position†most This means jobs for technical people suited to each individual. Completion of in the Telecommunications industry for: this form is not binding and candidates • running the fibres will be advised of further program • planning and engineering details to enable a more informed • connecting homes and businesses decision at a later date.

• supplying network hardware, and SaveThis 20% when posting job through the ASIAL website! project willa need candidates to • other associated activities and training much as provide To prepare theSecurity NBN Industry rollout in Searching for quality security personnel? Find your new staff member through for ASIAL’s Careers Centre – www.asial.com.au/jobs. evidence as possible employment Victoria, a Victorian Government during interviews to determine what initiative is available to enhance Through the site you can post a job (saving 20% off the MyCareer standard casual advertisement rate), theyqualifications, may be eligible level technical reviewof jobrecognition profiles and required training opportunities andskills more. in the for and to establish what additional Telecommunications industry to obtain Those considering an exciting career in security can use the Security Industry Careers Centre to learn be required.

So if may training “gap” a nationally recognised qualification. more about the industry and search for career opportunities.

VICTORIAN STATE GOVERNMENT SUPPORT This is a Victorian Government Initiative, available only to Victorian residents and enrolments will be initially through the Victorian TAFE system.The cost of the program will be advised at a later date but it is anticipated that normal enrolment fees will apply.

SECURITY 2010 CONFERENCE AND EXHIBITION The Security 2010 Conference and Exhibition will be held at the Sydney Convention & Exhibition Centre, Darling Harbour from the 1st – 3rd of September 2010.

For more information on the gala dinner, cocktail reception and conference program visit www.asial.com.au or email events@asial.com.au.

For information on exhibiting contact Peter Higgins on 03 9261 4561or email phiggins@divexhibitions.com.au.

SAVE 20% WHEN ADVERTISING FOR STAFF THROUGH MYCAREER NETWORK! Through a partnership with the Fairfax Digital Network, ASIAL members can now SAVE 20% when posting a job through the ASIAL website. All ads placed via the ASIAL site appear nationally on the My Career website.

Review job profiles and required qualifications, training opportunities and lots more.

Those considering an exciting career in security can use the Security Industry Careers Centre to learn more about the industry. We also have a tailored search facility for roles in the security industry. Visit www.asial.com.au/mycareer to find out more.

14 //SECURITY INSIDER FEB/MAR 2010

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INDUSTRY NeWS

RAISING INDUSTRY STANDARDS ASIAL MEMBERS are reminded that membership of the association requires adherence to the Associationâ&#x20AC;&#x2122;s Code of Professional Conduct.The Code exists to promote higher levels of professionalism within the membership across all sectors of the industry.

When breaches of the Code are identified, the Association has procedures in place to address them. A copy of the Code is included below:

4.

5.

ASIAL CODE OF PROFESSIONAL CONDUCT 1. Members shall conduct their professional activities with respect for the public interest.

2. Members shall at all times act with integrity in dealing with clients or employees, past and present, with their fellow members and with the general public.

3. Members shall not intentionally disseminate false or misleading

6.

7.

8.

information, whether written, spoken or implied, nor conceal any relevant fact.They have a duty to maintain truth, accuracy and good taste in advertising and sales promotion.

Members shall not represent conflicting or competing interests except with the express consent of those concerned given only after full disclosure of the facts to all interested parties.

Members shall refrain from knowingly associating with any enterprise, which uses improper or illegal methods for obtaining business.

Members shall not intentionally injure the professional reputation or practice of another member.

If a member has evidence that another member has been guilty of unethical practices, it shall be their duty to inform the Association.

Members shall help to improve the

body of knowledge of the profession by exchanging information and experience with fellow members and by applying their special skill and training for the benefit of others.

9. Members shall refrain from using their relationship with the Association in such a manner as to state or imply an official accreditation or approval beyond the scope of membership of the Association and its aims, rules and policies.

10. Members shall cooperate with fellow members in upholding and enforcing the code.

SECURITY INSIDER FEB/MAR 2010// 15

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INDUSTRY NeWS

NEW PARTNERSHIP EYES DYNAMIC SURVEILLANCE MARKET THE DRAMATICALLY EXPANDING surveillance market is the target of a new force formed by LG Electronics and C.R. Kennedy.The Korean Electronics giant has appointed C.R. Kennedy, Australia's largest distributor of CCTV, imaging, survey and medical products, as sole distributor for LG CCTV surveillance products in Australia and New Zealand, effective from 1 February 2010.

According to C.R. Kennedy’s Managing Director, Malcolm Kennedy, the timing is opportune since LG have some ‘very exciting and very advanced products ready for launch, particularly in IP networking’.

As one of the world's leading electronics companies, LG is at the cutting-edge of a range of new security technologies, including DVR’s, Cameras, networks, software and accessories. With a reputation for providing fast and efficient service to the industry, C.R. Kennedy brings to the relationship a fully operational service and support division for surveillance equipment, with a dedicated local support network of technical product specialist across Australia.

Biometrics

Here’s the key that can’t be copied, lost or stolen.

NSW POLICE FORCE – DURESS ALARM HIGH RISK PREMISES (COMMERCIAL)

The hand becomes the key to entry.

HandKey is the reliable, cost-effective biometric alternative to outdated access control systems.

By measuring the unique shape of a user’s hand, the HandKey HandReader ensures that only authorized personnel are allowed to enter your secured area. It’s quick, convenient and flexible.

HandKey may also be used in conjunction with cards to increase security and ease of use.

NSWPF has reviewed the classification of high risk commercial premises in respect of the duress alarm responses. Part of this review included identifying the number of false or non genuine alarm calls that police were responding to for Centrelink premises.

As you may be aware PoliceLink operators have been accepting duress alarm notifications from alarm monitoring companies in respect of CentreLink premises as genuine and actioning an urgent Police response. An urgent police response requires police to attend at high speed, under lights and sirens. The nature of this response is high risk and should be limited to genuine activations to ensure the safety of the public and police are not jeopardised.

Bearing in mind the high percentage of either false or non genuine duress alarm calls the previous arrangements will now cease. Commencing 24 December 2009 police attendance to duress alarm activations at the Centrelink premises will only occur after an employee in the Alarm Monitoring Centre has contacted the relevant CentreLink premisse or monitors any available CCTV link to ensure that the alarm has not been triggered by accident or by malfunction.

16 //SECURITY INSIDER FEB/MAR 2010

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INDUSTRY NeWS

UPSKILLING SECURITY IN VICTORIA THE DIRECTOR OF ART Security, Louise Christie, says the Victorian Skills Pledge is like the heart-tick for her industry.“I would love to see the Victorian Skills Pledge as something a client would recognise as the mark of difference of a company with skilled professionals dedicated to a high level of training,” Christie says.

Part of the Victorian Government’s major package of reforms to the Victorian training system, the Victorian Skills Pledge is a public declaration by businesses of their commitment to skills development.Taking the Victorian Skills Pledge gives businesses a range of marketing opportunities to show potential customers they are dedicated to up-skilling their staff to bestpractice standards. It is open to businesses of all sizes in the private, public and community sectors.

As a tireless advocate for raising professionalism within the security

industry, particularly the electronic security sector, Louise is an active participant on a number of committees including the Victorian Security Industry Council and ASIAL’s Victorian Working Group.

As an industry that is growing at a rapid rate, there is a need for increased training opportunities and clearer career pathways to attract quality candidates. Increasing opportunities for training, along with better developed and publicised career pathways are essential on attracting the right people.

According to Louise,“The electronics sector of the security industry is developing so fast it is breathtaking,” citing major changes in security monitoring systems and platforms in particular.“There is a skills shortage in the industry as a whole, but especially in the electronics field.

The opportunities are immense across

a range of well-paid roles but the technicians are few and far between because the career pathways are not clearly evident.That is something we are working to change.”

Changes to the Victorian training system will make it easier for all businesses to improve the skills of their workforce and, accordingly, the professionalism and reputation of their business. Businesses of up to 200 staff that sign up to the Victorian Skills Pledge are eligible for Skills for Growth: the Workforce Development Program.This program provides eligible businesses with independent specialists to work with them free of charge to identify their strategic business aims and objectives, assess staff skills, and place staff into accredited training.

Skills for Growth is open to all Victorian-based small and medium sized businesses.To be eligible, your continued page 18 >

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INDUSTRY NeWS

> from page 17: upskilling

Need Help with your Security Company? Or Looking to open one?

Shawn Delaney, is the senior Consultant and founder of Watchouse Management Services Pty Ltd.

Shawn Delaney. CPOI Dip(Sec) Risk Mgt (Bus Mgt) MANAGING CONSULTANT Pager: (03) 9625 2159 Mobile: 0407 881 918 Since 1995, Watchouse has successfully restructured and Groomed security operators, that have increased their client base both within Victoria and on a national coverage.

The depth of experience and knowledge gained over thirty years is extensive and this capability is reflected through the success and references from our clients.

Operating a security business can be very profitable, if managed and financially operated correctly and efficiently, we at Watchouse have been involved supporting and assisting security operators with having the right tools when managing or marketing a security business.

Our Services Include: • Security Tender Service (Preparation & Lodgement) • Change Management (Operations) • Interstate Licensing Support • Business Development (Sales) support • Portfolio Development • Policy Development • Security Supervision Program • Tender Probity Services

CONTACT US FOR A BUSINESS ASSESSMENT REPORT. 18 //SECURITY INSIDER FEB/MAR 2010

business must employ between 1 to 200 staff, have been in operation for at least 12 months and be financially viable.

The changes will also make it easier for people of all ages to improve their qualifications, through increased access to subsidised training. Established by the Brumby Government, the Victorian Training Guarantee makes government subsidised training places available to all eligible Victorians, at all levels of skills development, at any stage of their lives, subject to eligibility requirements that encourage enrolments at higher skill levels.

For people aged up to 20, government subsidised places will be available for any qualification level. For people aged 20-24, government subsidised places will be available for any qualification higher than those already held (subject to admission requirements and availability) or for study in Foundation Skills courses (literacy and numeracy).

The Victorian Training Guarantee, which came into effect on July 1, 2009, is now available for Diploma and Advanced Diploma courses, all those up to 24 years of age, and retrenched workers and job seekers.The guarantee will be extended to everyone seeking to use the training system by January 2011.

For more information about changes to the TAFE and training system, including Skills for Growth, the Victorian Training Guarantee and the Victorian Skills Pledge, visit www.skills.vic.gov.au or contact Business Skills Victoria on (03) 9329 4777.

TRAINERS GET NEW AWARD CONDITIONS TRAINERS WORKING for RTOs have been included in a new modern award handed down by the Australian Industrial Relations Commission as part of the Award Modernisation process.

The Award applying to trainers is the Educational Services (Post Secondary Education) Award 2010.

NEWYEAR, NEW BUSINESS OPPORTUNITIES The start of the new year is a great time to evaluate what up-skilling you and your staff may need to achieve your business objectives over the coming months.

ASIAL provides access to a number of online and faceto-face courses, briefings and workshops to assist in reaching your professional development goals. Visit www.asial.com.au/cpd for further information.

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INDUSTRY NeWS

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PLANES, BRAINS & AUTO MOBILES How well thought-out and rehearsed business continuity plans got planes back in the air in 23 hours and 59 minutes after terrorists struck Glasgow Airport. By Rod Cowan.*

suspicious fumes coming from a secondhand Mercedes parked outside. It was the first of two car bombs to be discovered that night. An hour later, in nearby Cockspur Street, another secondhand Mercedes was booked for illegal parking and transported to a car pound, where staff noticed a strong smell of petrol and having heard about the first device reported the vehicle to police. Both cars and their devices were recovered intact; forensic examination revealed both

When Saturday June 30, 2007 began, it “was just another

contained petrol cans, gas canisters, a quantity of nails, and a

normal day”, says Gillies Crichton, Head of Assurance for

mobile phone-based trigger.

Glasgow Airport, which handles around 8 million passengers a

What was not known at the time, was that two men linked

year on European charter flights and long haul routes to the

to the failed attempts a 26-year-old doctor, Bilal Abdullah, and

US, Canada, and Dubai.

a 28-year-old engineer studying for a PhD, Kafeel Ahmed had

“In actual fact,” he adds,“it was shaping up to be our second busiest day of the year. School holidays had started

made their way to back to Scotland by train.

Later evidence, from e-mail and mobile phone

the day before and, for us here at Glasgow, a lot of the family

conversations, revealed the two men first contacted each

holiday/get-away starts the end of June, the beginning of July,

other in February 2007. Receipts and CCTV images showed

so that is really, really our busy time of the year.”

that Ahmed had bought components for an improvised bomb,

To be sure, security levels had been heightened with extra

including nails, from a B&Q hardware store.The pair was also

police patrols in place, but that was due to events in London,

believed to have carried out reconnaissance in London

667 kilometres away not far by Australian standards, but

around that time.

considered the other side of the country to locals.The

On 28 June 2007, Ahmed and Abdulla left Scotland in the

previous day an ambulance crew attending a minor incident

two secondhand Mercedes, and were recorded on CCTV

at the four-storey TigerTiger nightclub in Haymarket reported

driving to London and parking both vehicles. After staying the

20 //SECURITY INSIDER FEB/MAR 2010

>

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GLASGOW AIRPORT

night at a London hotel, they were captured again on CCTV at Johnstone railway station, near Glasgow, returning to their “bomb factory” in Glasgow.

On the morning of 30 June 2007, they set off in a Jeep Cherokee, which they had packed with explosive materials, and drove for several hours around Loch Lomond, just north of Glasgow; an area of breathtaking beauty, perfect for finding places to commune with your god or, alternatively, locating secluded spots for last minute checks on a vehicle-borne improvised explosive device (VBIED).

Later that day, Crichton remembers two larger aircraft had recently taken off from Glasgow, a 747 bound for Orlando and a 777 to Dubai, when a call came into the airport’s control centre that a car had run into the terminal building and had caught fire.

Thought to be a “domestic fire”, local fire and rescue was called.

Photo Courtesy of Dailymail, UK

“In the early instances, we didn’t know what it was,” says Crichton.“All we knew was that it was a car on fire.”

In fact, at 3.15pm, Abdullah and Kaleel had driven their Jeep at high speed along an approach road reserved for buses and taxies and swerved into the terminal main doors. Although media reports claimed security bollards had stopped the vehicle, the only thing in place at the time was chrome tubing at ground level around the entrance, designed to stop luggage trolleys from damaging the wall (hardly a match for a fourwheel-drive vehicle). Glasgow Airport has since spent $3.6 million on installing 300 security bollards in front of the terminal, but on the day it was poor driving skills that resulted in the vehicle going no further than the entrance.To boot, rather than the intended explosion, the Jeep merely caught fire with the two would-be suicide bombers still inside.

Being a busy day, there were plenty of people around to witness Abdullah leave the vehicle in flames, shouting “Allah, Allah”, and attack a police officer trying to save him. Witnesses also saw baggage handler, John Smeaton, who was later awarded the Queen's Gallantry Medal for his actions, step in to help the officer. Many began to capture the images on electronic devices.

“We’re talking about an airport, so plenty of people turn up with a camera or a video camera, because they are going on their holidays,” says Crichton.

“In the past, people used to run away from fires and explosions, but nowadays they don’t. People will stand and try go for that elusive picture or clip of what they are seeing.”

Footage and stills were available almost immediately, with media companies inviting people to post material on the Internet. In the first 24 hours, the airport received over 800 media inquiries. “[The media] are looking for the story. For us, that was very, very prevalent in the early stages,” says Crichton.“I guess within about 25 minutes the fire was under control and

Gillies Crichton at Crisis Room, Glasgow Airport

extinguished. However, being beamed around the world on a loop, basically, it looked as if the fire burned for hours and hours and hours on end.”

As it became apparent that this was potentially a terroristrelated incident, Crichton quickly made his way to a room at an undisclosed location in the airport complex. At first blush, the room looks like any other meeting room: blue-grey carpets, whiteboards dominating the grey walls, boxes and equipment stacked in a corner, in the middle a large, blondwood, round table with a glass centre.

Within minutes more staff began to arrive and form the crisis management team (CMT).Taking their place on the executive chairs around the table, as its centre rose to reveal computer screens for each to use, they begin to execute the airport’s crisis management plans, which they had rehearsed many times before.

If the first time someone sees the plan is when it is needed, Crichton points out: “Nothing is going to happen”.

He goes on to explain all members of the CMT take part in continued page 24 >

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GLASGOW AIRPORT

Photo Courtesy of Glasgow Airport

regular exercises based on the risk register, including the airport’s managing director.

“Our managing director will come in and sit in on table top exercises, just the same as anybody else, so the managing director leads by example,” says Crichton.

Not that that was always the case.

“Quite a number of years ago, we have had managing directors who would walk into the crisis management room and say,“I'm taking over and I’m telling you what you need to do’, having never taken any part in any of the tests or any

Photo Courtesy of The Sun, UK

rehearsals, or having even necessarily read the plan, but yet trying to come in to take over,” says Crichton.“You can’t do that.

It needs to be the people who are familiar with the plan and know what they are doing.”

The plan is built around a three-tier system, mirroring the

everything together,” says Crichton.

Within 45 minutes, the CMT was in place and the room fully operational. Once sufficient staff were on deck to man the crisis room, some peeled away to another room to establish a

UK agreed national structure, with gold being strategic, silver

separate business recovery team (BRT), to concentrate on

tactical, and bronze operational. When instituted, it falls to the

getting business back to normal.

managing director to be gold commander.

“I always liken it to an orchestra, where you need one person in the middle with the baton to be able to bring

“That can’t actually be done under a crisis situation. A crisis situation is evolving, rapidly changing,” Crichton says.“The last thing you want in a crisis situation is to have somebody continued page 26 >

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EVO-22RTV

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GLASGOW AIRPORT

leaning over your shoulder saying,“I need to get the airport up and running.’”

He goes on to explain: “The longer you go into an incident,

passengers there,” says Crichton.

Eventually, in an operation that began about 9pm and finished by 1am the following morning, around 3,500 people

it becomes less and less a crisis...Then the emphasis starts

‘all potential witnesses’ would be taken to the Scottish

to shift more into the recovery phase. In that circumstance, the

Exhibition Centre in Glasgow, to be interviewed by police.

business recovery team go into the incident room and take over running the incident.”

It is up to the crisis management team to work with authorities, businesses and various agencies to get to that point.

First order of business was to gather as much information

“Some people have said it was the largest mass evacuation in peacetime,” says Crichton.“I don’t know if that’s true or not, but certainly to move that number of people in such a short timescale was phenomenal.”

Choreographing such an operation and caring for such a large number of displaced people separated from their

as possible. As anyone who has been in a similar situation

luggage and sometimes their families meant calling on every

knows, the first thirty minutes or so is dominated by chaos and

available resource, including airline personnel, handling

confusion, coupled with rumour and speculation.

agents, airport staff, local council emergency planning staff,

“We didn’t know what was inside that vehicle [and] didn’t know if there were any secondary devices which had been

police, Red Cross, emergency services, and voluntary agencies.

placed anywhere else about the airport,” says Crichton.

As events unfolded, and it was clear there was no further

Concern over secondary devices meant not only

imminent risk, the thorny issues of competing interests began

evacuating people but also adopting a process of “invacuation”, especially in areas where people had been

to arise.

“Clearly the police had a job to do in that they had to try to

through screening and were now in, what security terms as,

bring a case against the perpetrators,” says Crichton.“But, our

sterile areas.

objective was to get our airport up and running again.”

“Rather than tipping everybody out of the terminal building, in the areas that we knew were safe and secure – we kept the

While the police needed to maintain a crime scene, the pressure was on the airport to get passengers flying again.

continued page 27 >

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GLASGOW AIRPORT

“If someone has saved up for a year, in some cases two

plastic sheeting needed from a local hardware store and

years, to go on their holidays, then nobody or nothing is going

organised fencing from building works on the airport to hide

to stop them taking their holidays,” says Crichton.“We had to

the scene from the public eye. When it was found people

get some kind of operation working out of Glasgow Airport in

could peer through windows overlooking the crime scene, he

as short a time scale as we possibly could do.”

organised painters to cover the windows. With the switch to

Regular meetings between emergency services, police

turn off the main sprinkler valve inside the crime scene

and Glasgow Airport agencies, involved a fair amount of

(which meant water had been pouring through the terminal

cajoling, horse trading, pleading, and at times a little bullying,

floor for 6.5 hours) he organised 44-gallon drums to remove

but, says Crichton: “You know what? See if you work together

water for forensic testing.

in partnership, [with] good liaison [and] really good

Within 17 hours, flights were able to land at the airport.

communications, everybody can actually meet their

Seven hours later, flights were taking off.

objectives.”

Rather than tussle with police, the airport sought to give

“We are really proud to say we got the terminal building back up and running in 23 hours and 59 minutes after the

them everything they needed to get their job done as quickly

vehicle ran into the terminal building,” says Crichton, wearing

as possible, including a single point of contact.

a small lapel pin with the numbers 23:59, commemorating

“We had one of our engineers basically standing by on a

the success.“We had good business continuity plans in

24-hour basis to be able to say,“Anything you need to help

place, which allowed us to be able to start up an operation

us get our terminal back up and running, you speak to this

by 9 o’clock the following morning.”

engineer here and he’ll do whatever it takes to be able to make that happen,’” says Crichton.

Importantly, the engineer was also armed with a company mobile phone and credit card.

If police needed an area screened off, he bought the

As one of the architects of those plans, Crichton says they were designed to be realistic, operationally focused, tested, rehearsed and above all – flexible.

“Your plans must remain flexible. It is pointless having a plan which is so rigid that you can’t actually do anything with

continued page 26 >

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GLASGOW AIRPORT

it. When I write plans, what I try to look at is cause and effect.

Whereas, if you don’t give me that money, that will put up my

It is not a case of one plan will do for everything, but you can

risk by y-amount,’” says Crichton.“We have proven that that

actually start to group some specific things in place.”

does actually work.”

For example, when it comes to evacuation: “It didn’t really

The Glasgow attack (and others, notably the alleged

matter what caused that to happen (fire, explosion, terrorist

Christmas Day“underwear bomber”, Umar Farouk

attack) people are out of the terminal building.”

Abdulmutallab, and convicted “shoe bomber”, Richard Reid) also

Focusing on cause and effect also makes a difference

proves that building improvised explosive devices may be relatively simple, but detonating them is a whole other question.

when it comes to budgeting.

“We know exactly how long we could live without our

Ahmed paid with his life for the failure; with burns to 90 per

check-in area, or how long we could live without our baggage

cent of his body, he died in the Glasgow Royal Infirmary on

sort area, or how long we could live without our security

August 2. Abdullah paid with his liberty, after being jailed for a

clearing area,” says Crichton.“Then you can put a monetary

minimum of 32 years for his part in the London and Glasgow

value around that.”

incidents.

Armed with the numbers, it makes creating a risk-to-

Both were subjects of public derision for their incompetence

budget formula much easier, and in turn, to demonstrate a

(one Scottish comedian remarked on the irony of someone

return on risk.Take, for example, trying to decide between

bringing a religious war to Glasgow).

spending money on, say, a new retail premises or buying

But, as the IRA pointed out in a statement 26 years ago,

emergency equipment. Often business decisions tip in favour

after the British Prime Minister Margaret Thatcher survived its

of revenue raising; i.e. adding retail premises, rather than items

bomb at the Grand Hotel in Brighton, England, killing five

such as emergency equipment, seen as no more than a cost

people and injuring 34 others: “Today we were unlucky, but

to the bottom line.

remember, we only have to be lucky once you will have to be

“This return on risk levels that pay off, and you can actually now say,“Yes, I am reducing risk by x-amount or percentage.

lucky always.”

Or, at the very least, always prepared.

*Rod Cowan is an independent contributing editor and can be contacted at mail@rodcowan.net.

28 //SECURITY INSIDER FEB/MAR 2010

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CHANGING INDUSTRY PERCEPTIONS

30 //SECURITY INSIDER FEB/MAR 2010

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IMPROVED SECURITY

TAKING STEPS TO CHANGE INDUSTRY

PERCEPTIONS

By Rod Cowan*

DFfd

SECURITY NEEDS TO CHANGE the perception of the

“It is going to be very difficult to change the perception.

industry and begin by aligning its function with business

Indeed, when I spoke to senior security directors around the

objectives, says a leading researcher, Professor Martin Gill.

world about this, the most that anyone said that their peer

“I think the problem at the moment is by and large security

group were up to the demands of modern security

is seen as a cost, an unwelcome cost on the bottom line,” says

management [was] 25 per cent,” says Gill.“Clearly, even

Gill.“That is true whether you are talking internally within

amongst the elite there is a view that this is going to be a hard

businesses or in terms of making a security purchase. And,

battle to win.”

that’s why I think it is often a marginalised part of business.”

And, as long as it is seen as a cost, it will remain marginalised.

“So, I think we have got to change the perception and that

He suggests the first step is to build a security strategy, starting by setting objectives linked to the needs of the business.

“When we know what an organisation is trying to do setting

means rethinking the way we present security,” says Gill.“If a

corporate objectives we know then how security can

company is investing in security in order to make it more safe,

contribute to those objectives,” he argues.

make it more competitive, give it advantages over others who

“I think it all starts with a strategy: what is the security

are less safe, less secure, less competitive, then clearly it can

function about? What is it trying to do? How specifically is it

be seen as an investment.”

enabling the organisation to go about its business?

Over the last few years, the UK-based Perpetuity Group, which Gill heads, has been speaking to businesses about the way they go about investing in security and he admits change will be tough, especially since security managers themselves have a low opinion of the industry’s abilities.

“Part of the problem is that many organisations do not have a security strategy, or one that is focused in that way.”

Another difficulty is that many security people, some by their own admission, do not speak the language of business.

“People who have come through the business function are

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CHANGING INDUSTRY PERCEPTIONS

used to thinking in terms of profit and loss, balance sheet,

people were doing. So, not only were they getting income,

return on investment, etc.This is not always the case for those

they were also getting a subscriber cheaper than marketing

who go into security functions, who come from rather different

and sales could get it,” says Gill.“Rather than go on a

backgrounds,” says Gill.

campaign to identify these individuals with a view to

“By and large, of course, the problem is how we get security

prosecution, they went about identifying them with a view to

functions to think business,” says Gill. “The more we can say,

turning them from non-payers into subscribers. Apparently, it

“Well, that’s your objective number one, this is how security

was an amazingly successful initiative.”

contributes. If you do not do this, this could be the consequences.’ We could look to failures in other industries or in other companies, and say that was the cost.”

A good objective, he says, is SMART: • Specific • Measurable

Gill admits, as important as measuring objectives may be, it is not always easy.

“The problem comes when that is difficult, it does not get done at all. And, here comes the gap we have to fill. Rome is not built in a day on this,” says Gill.

“I have to say that, as an individual with an academic

• Achievable

background coming into this, the requirements I had for

• Realistic; and

making something measurable and what is required in

• Time bound.

academia, is a lot more harsh, severe, and rigorous than what

The more security begins to develop such objectives, the

is required in business. I think that is helpful to an extent,

more it can relate to the organisation, and the more it will

because business is perhaps more realistic about what sort

begin to make inroads.

of measures we can get in place. If you can get some sort of

“This subject can get quite complex, but it doesn’t have to

a framework for thinking what the costs and benefits were

start complex and many of those I spoke to advocated a

going to be, you have got something to work with and often

good, thought-through strategy,” says Gill.

that is achievable.The more we build up good data and good

“At the very least we can say: find out what the organisation is trying to do and let’s think through how security contributes

examples, the better it can be.”

Having spoken to strategists and security directors around

directly to enabling the organisation to achieve those

the world, including Australia, Gill says: “We have now spent a

objectives. So, at least we have got a link now between what

year researching what makes a good security strategy and we

security does and what the organisation is set up to do.”

have developed a step-by-step guide. We have drawn

Gill says there are many examples he has come across in

examples: not just you need objectives, here are objectives

his research, some of which are “very imaginative”, where

other organisations have used; not just you need to do A, B

security managers that have managed to make that link with

and C, here’s how other organisations have done it.”

some success.

One such example is a US telecommunications firm concerned about the number of homes stealing its media.

“What the security people decided to do was find out how

Gill adds, the guide, which has been “reviewed really, really positively”, is to be made available free of charge at www.perpetuitygroup.com.

“I hope it will become the essential reference point,” Gill

much it cost the marketing and sales to get a subscriber. And,

says.“There is no longer any excuse for someone to say,“We

they worked out, if they turned a certain percentage of those

don’t know how to do it or it is too difficult”, because here is a

who were currently stealing into payers, they would be

step-by-step guide.”

recruiting people at a much cheaper rate than the marketing

And, all journies begin with a single step.

“At the very least we can say: find out what the organisation is trying to do and let’s think through how security contributes directly to enabling the organisation to achieve those objectives.” *Rod Cowan is an independent contributing editor and can be contacted at mail@rodcowan.net.

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IMPROVED SECURITY

FEDERAL MOVES TO IMPROVE

SECURITY

By Rod Cowan*

The Federal Attorney-General, Robert McClelland, has called on businesses to get smarter about buying security and has leant strong support for a national licensing regime to improve standards.

Speaking at an Australasian Council of Security Professionals function, McClelland said threats to national security now go beyond terrorism and territorial borders, to include serious and organised crime, electronic attack and natural disasters.

“To ensure the private security industry continues to make its important contribution to national security, we must do all we can to make sure we have the highest industry standards,” said McClelland.

“Business leaders have an obligation to take all steps reasonably available to protect their company from foreseeable risks.”

For its part, the Government provides information to help understand the range and likelihood of threats and hazards.

“Business then has the obligation to take the necessary steps to manage this risk,” said McClelland.

Government, he added, can't give detailed directions on specific security solutions.

“Such advice must take into account the intricacies of the business operations, applicable regulations and controls and not least, the investment decisions that the business has to make. Business seeks this type of detailed and specific advice from either in-house professionals, or from professionals in the marketplace,” said McClelland.

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IMPROVED SECURITY

“When a business goes to the market it wants to be sure it's getting the best advice from competent and honest professionals.”

Changes to licensing regimes on a Federal level will help improve the industry, McClelland said.

Such moves have been in the pipeline for some time. In 2008, the Council of Australian Government's (COAG) 2008 decided to reform security licensing. Last year, the Ministerial Council on Police and Emergency Management (MCPEM) agreed to more reforms as part of the COAG initiative on harmonising private security regulations.

“This means states and territories will be introducing common training standards for guards, and common background checking for all types of security licenses,” said McClelland.

“This will not only increase the competencies and skills of security staff, it will also increase confidence and trust in security personnel by removing criminal elements.”

One way to boost the industry is to implement the security performance standards demanded by customers and delivered by security businesses.

“I actively encourage clients and purchasers of security services to have high expectations because this will lead to

Critical Infrastructure Resilience, with new branding to

security business owners constantly improving the

accompany the change.

professionalism of their business,” said McClelland.

“Likewise, you should also encourage clients to ask for the

As part of that shift, the Attorney-General’s Department has restructured to create a National Security Resilience

level of security they realistically need to safeguard their

Policy Division, with a key focus on looking after critical

business operations.This isn’t just about them saving money,

infrastructure.

or you making money. It’s about cost effective security that

The MCPEM has also agreed that the future direction of

contributes to the economic and social wellbeing of

emergency management should be based on achieving

Australia.”

community and organisational resilience, including the

As part of improving security buying, McClelland recommended viewing the Security is Your Business DVD,

development of national partnerships with the private sector and non-government organisations.

The Attorney-General’s Department is inviting all

sponsored by the Australian Government.

“This DVD is effectively a security conference-in-a-box and

stakeholders to contribute to the consultation process to

it’s designed to help clients become smart shoppers,” said

develop the details of the Critical Infrastructure Resilience

McLelland.

Program, which will include at least two components:

“Security is Your Business provides professional, constructive security advice from some of Australia's top experts in the field. It addresses security, risk management

• organisational resilience; and • support for disaster resilience.

Organisational resilience will focus on enhancing the ability

and resilience. And it aims to help clients better understand

of critical infrastructure businesses to continue to deliver

the different security issues they should consider in

essential services in the face of significant and unexpected

specifying security requirements.”

challenges.

Through the Trusted Information Sharing Network (TISN),

Disaster resilience will focus on the contribution

he said, the Attorney-General’s Department promotes

businesses could make to the ability of communities to

awareness of security risks, and ensures that information and

prepare for and recover from disasters.This will necessarily

techniques needed to assess and mitigate risks is readily

require organisations to take greater account of the impacts

available and freely exchanged.

on the community of their operational decisions, before and

The Federal Government has, of late, shifted the focus of the existing Critical Infrastructure Protection program to

immediately after a disaster.

The new program is expected to be launched in May.

*Rod Cowan is an independent contributing editor and can be contacted at mail@rodcowan.net.

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HOW TO CONDUCT A ‘FAIR’WORKPLACE INVESTIGATION OUT OF AN EMPLOYEE COMPLAINT

By Chris Delaney* OFTEN EMPLOYERS A FACED with having to investigate a complaint from one employee about the behaviour of another. It may be an allegation of bullying, harassment or discrimination. Whatever the allegation, employers need to deal with it properly and with due process. Failing to do so, or failing to be thorough and fair could have very serious ramifications for the employer if the matter ends up in proceedings before an industrial tribunal, Court of Anti Discrimination Board.

The following guide should assist employers to understand, in a general sense the process for dealing with such complaints and the record keeping necessary to prove that the investigation was fair and thorough.

Regardless of the complaint always seek professional advice before commencing any investigation.

1. ASSESS WHETHER A FORMAL INVESTIGATION NECESSARY With any complaint, the first matter to be decided is whether the complaint warrants a formal investigation. Some problems can be resolved quickly and informally without an investigation, and it is usually in the best interest of both employer and employee to attempt a resolution as quickly and effectively as possible. The questions to be considered should include the following: • Is the issues are simple or complex?

• Does the complaint involve just one employee, or many?

• Whether the complaint stems from a single incident, or a pattern of conduct.

• Is the alleged behaviour is minor, moderate or major in significance.

• Are all the facts necessary for resolution are known (e.g., where the sole basis of the complaint is a single offensive letter, voicemail, e-mail or other document, the source

and authenticity of which is not in question, or where offensive conduct between coworkers has been directly observed).

• Whether special expertise may be necessary in order to reach a conclusion (e.g., medical or financial information).

2. PLAN THE INVESTIGATION A poorly planned or ineffective investigation may be worse than no investigation at all.

Be Flexible The employer needs to be prepared to conduct an objective, fair and thorough investigation. The investigation planning needs to be flexible. For example, the scope of the investigation may need to be expanded if the evidence leads to allegations that people other than the accused harasser are engaging in similar conduct, or that other employees have been subjected to harassment by the same individual.

Select the Investigative Team Determining who should conduct the investigation is an essential part of any planning process. It is often valuable (but not often possible) to have two competent investigators conducting any investigation of substance. One might take the lead during investigative interviews, with the other taking careful notes. It is also important for the investigators to be unbiased and objective, and that the complaining party be comfortable with the investigators. Obviously, a female complaining of sexual harassment may be more comfortable talking with a female investigator, but regardless of the race or gender of the investigator, it is important to obtain confirmation from the complaining party that he or she is comfortable with the assigned investigators.

Collect all Relevant Documents All relevant documents should be identified and reviewed promptly. Each person involved in the investigation should be asked whether they have any documentation that might be helpful in addressing the issues. Relevant documents will typically include the personnel file of the individual accused as well as relevant correspondence, e-mails, medical records, or even hand written notes.

Keep Comprehensive Files Files should typically include copies of all relevant company policies; relevant documents from the personnel files of the complaining employee, the accused, and co-workers or other employees where appropriate; records of prior complaints made by the complaining employee; any prior complaints against the accused; a written plan identifying who will be interviewed and the sequence of those interviews; and a chronology of relevant events.

The written plan and a running chronology should be updated as necessary as the investigation progresses. During the investigation materials to be added to the investigative file will include notes of interviews with employees; signed statements from the complaining employee, the alleged offender, and any witnesses; any memoranda regarding the investigation prepared by the investigators; and the investigators” final report detailing the conclusions and recommendations.

Determine Any Other Resources Needed.

From the beginning clearly identify the issue or issues the employee is raising, identify the company's obligations (legal and organizational) with respect to the issue(s) presented, and determine what other resources may need to be brought to bear on the issue(s). Additional resources you may want to consider include: continued page 37 >

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• Public relations, if there is a potential for adverse publicity about the situation.

• Legal obligations, if the allegations involve criminal conduct.

• Private investigators, if surveillance or investigations outside the workplace are needed, or if there is no one within the employer's organization well-suited to conduct the investigation.

• Legal help, for assistance in determining the employer's obligations, assistance in planning the investigation, protecting sensitive information, or the like.

Who to Interview Typical with harassment or discrimination investigation will often occur before any planning has taken place, and the employer will have little control over the initial interview of the complaining party, or who conducts the interview, as these matters often arise without warning.

Regardless of who first learns of the problem, there may be a need to conduct one or more follow-up interviews with the complaining party. Other persons to be interviewed will typically include: • The alleged offender.

• Anyone who directly observed a relevant incident.

• Other witnesses with relevant information, whether identified by the complaining employee or the accused.

• Creators of relevant documents.

• The supervisor of the complaining employee and/or the alleged offender.

• People whom the complaining employee has asked you to interview.

• People whom the alleged offender has asked you to interview.

Avoid going on fishing expeditions, and limit the number of interviews to only those reasonably determined to have relevant information. Be prepared to conduct follow-up interviews as necessary.

3. PRELIMINARY/INTERIM ACTION Once the basic allegations and issues have been identified, determine whether there is a need for interim action pending completion of the investigation, perhaps to protect the health and safety of any employee, or to protect the integrity of the company's policies or investigation. Such action may include: • Suspension of the alleged offender.

• Temporary transfer of an employee (but be reluctant to suggest that the complaining employee be transferred, even temporarily, unless the complainant requests this, or agrees that a temporary transfer may be necessary).

4. INTERVIEWS Thorough preparation is essential. It is best to carefully select where the interview will take

place, who will conduct the interview, what questions will be asked and what statements will be made at the start and close of the interview, and how you will document both the information obtained from and the instruction and assurances provided to the interviewee.

The Setting In order to protect privacy and confidentiality, and to avoid embarrassing any party to the investigation, you may want to meet off site. You are also more likely to get candid disclosures if the setting is informal and comfortable. Avoid sitting behind an imposing desk, try sitting at a round table or in a less formal setting unless you want to develop a tone of seriousness and professionalism.

The Questions Again, there is no substitute for preparation.

It is too easy to overlook an important issue if interviews are conducted without careful focus on the issues to be addressed.

Identifying the Issues It is usual for employees in an investigative interview to be nervous, and often tentative about what is taking place. It is preferable to provide a brief explanation at the start of the interview regarding what is going on and what is expected of the interviewee. The content of your opening statement should relate to the role of the person you are interviewing, whether it be the complainant, the accused, or witnesses, but in general should cover the following: • Appreciate for their time and cooperation.

• A brief explanation of the nature of the matter you are investigating (e.g., a claim of race discrimination, an alleged theft, a verbal or physical altercation, etc.).

• Why the person has been included in the investigation (e.g., that they have been identified as someone with a complaint, have been accused of harassment or other misconduct, – or have been identified as someone who might have knowledge relevant to the allegations under investigation).

• That the matter is serious, and that the company has a commitment or obligation to investigate the claim.

• That the information provided by the person will be kept as confidential as possible, and disclosed on a need-to-know basis.

• The company has a firm policy prohibiting retaliation against any participant in the investigation, and that any perceived harassment will be reported to you (or some specific individual) immediately.

• That no conclusions will be made until all the facts have been gathered and analysed.

• That each employee is expected to cooperate fully in the investigation of any

complaint of inappropriate behaviour, and that cooperation includes maintaining the confidentiality of any information provided, refraining from discussing the complaint or the investigation with other employees or persons outside your organization.

• That any attempt to influence the outcome of the investigation by discussing it with others violates company policy and can be the basis for disciplinary action.

• That retaliation against a participant in the investigation is prohibited, and should b reported immediately to you or some specifically designated person.

Allow Sufficient Time for a Thorough Investigation The employee being interviewed should never be given the impression that there is a time limit on the meeting. Employees with a significant stake in the outcome of the investigation, such as the complainant or the accused, will feel that the employer is not sufficiently concerned about their rights, and may use any haste in the investigative interview to portray the employer as callous or malicious.

Maintain Professionalism A good interviewer will remain calm and in control throughout the interview. In a harassment investigation, there is no place for joking, sarcasm, or threats, and the interviewer should avoid expressing any opinions about the information obtained. The goal is to obtain information, not to provide editorial comment.

Focus on the Facts Be prepared to explore issues or complaints which come to light in the investigation, but guard against allowing the investigative interview to turn into a general discussion of grievances. The issues you will need to explore may also include the conduct of the complainant (in order to determine whether allegedly offensive conduct was welcomed), but your primary focus should be on whether the allegations against the accused individual are true. Undue preoccupation with the reputation or conduct of the complainant can be dangerous.

Make Accurate Notes Take the time to write your notes legibly, and go over your notes before you complete the interview to make sure that you have accurately recorded all relevant information obtained, and have covered all issues. There are a variety of ways to document the information provided by the interviewee, including having the interviewee provide you with a written statement covering the issues discussed, but there is no substitute for good note taking. Your notes should be dated, and should clearly indicate the identity of the interviewer(s) and interviewee. continued page 38 >

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Keeping Records There is probably no single best method for documenting the interviews, but the goal should be to have the complainant, the accused, and each key witness confirm, by their dated signatures (1) the accuracy of the information they provide, and (2) the receipt of any instructions given to them.

Some complainants or witnesses may be reluctant to provide a written statement or sign anything you might prepare, in which case documentation of the information obtained and instructions given will need to be in the form of statements signed by the interviewers.

Regardless of method used, there are two key components of the interview documentation: Drafting Statements A record of the issues raised, the employee's version of what happened, who was involved, witnesses, dates, the employee's suggestions as to the conduct of the investigation and the resolution of the issues, etc. This can be in the form of (1) a statement prepared by the witness at your request, (2) your own notes (perhaps typed shortly after the interview), or (3) as a component of the Confirmation/Instructions memo (see below), but in any event should be dated and signed by the interviewee (with adequate opportunity to make corrections or additions).

Confirmations/Instructions A record, to be signed by the employee, of the confirmations obtained from the employee, and the instructions given. Components of the employer-generated confirmation memo should typically include some or all of the following acknowledgements, as appropriate to the type of investigation: The identity of the investigators, and confirmation that the interviewee is comfortable with their impartiality.

• Confirmation of the issues.

• Confirmation by the employee that the information provided is true, • correct and complete.

• A brief summary of the investigative plan, and that no decisions will • be made until the investigation is completed.

• An outline of the employer's expectations of the employee as to • confidentiality, cooperation, the prompt reporting of any developments • or further problems.

• A review of the employer's prohibition of retaliation.

5. INTERVIEWING Preparation is Important Create a draft of your proposed opening

statement, a (flexible) list of questions you, and a checklist of instructions appropriate to the person being interviewed.

Adopt Accepted Methods Let the employee talk freely, including ‘venting’ about feelings. Clarify: restate the problem or information to make sure you and the interviewee are in agreement about what was discussed. Simplify. If needed, break down a series of problems or statements into manageable parts. A good interviewer will also control the natural tendency to talk too much themselves, and will avoid hinting at the ‘right’ answer to a question. Avoid interrupting the employee, cutting off information or supplying a conclusion to a sentence. Use silence to advantage; remaining silent after the employee finishes a statement may cause the employee to volunteer more information because he or she feels compelled to fill in the gap caused by silence.

Identify the non verbal Signals Observe ‘body language’ communicated through posture, arm position, eye contact or avoidance, and the like. Look for signs of nervousness such as sweating or restlessness. Are questions answered directly or evasively? A firm denial may be more credible than a ‘why would I do that?’ response.

Use Open Questions Plan the order of your questions, stick to your plan, and be comprehensive. At the same time, be flexible, following up on any new issues raised.

• Ask open-ended questions, avoiding putting words into the person's mouth.

Start with broad questions, and move to more narrow issues.

• Save unfriendly or embarrassing questions until the end of the interview. Beginning with the ‘tough’ questions may cause the interviewee to become defensive.

• Do ask the tough questions. Even if the situation is uncomfortable for you or the interviewee, make sure you are satisfied that you are getting all the information the witness has.

• Ask questions which are designed to give you relevant facts, avoiding questions which will elicit opinions, speculations or conclusions.

• Ask who, what, when, where, how and why type questions.

• Avoid offering opinions or conclusions yourself.

• Don't stop with the pre-planned questions; the employee's responses will typically lead to additional questions and issues not on your list.

• Ask the follow-up questions: ‘anything

else?’

• Before concluding the interview, be sure you have everything the witness knows about the issues. Go over your notes, make sure they are comprehensive, and follow up on any items needing clarification.

• Ask the employee if there are any questions you have not asked which he or she feels you should have asked.

• Conclude the interview with your instructions regarding confidentiality, cooperation, non-retaliation, the reporting of further problems, and with a note of thanks for the employee's time and cooperation.

6. SUGGESTED QUESTIONS Questions For the Complainant Keeping in mind that you may need to conduct follow-up interviews, the primary focus of the initial interview should be to get the facts: who, what, where, when, why and how.

• What is the problem? What happened?

• Who was involved?

• When and where did the incident take place?

• Where there any witnesses? If so, who?

• Was the incident isolated, or part of a pattern?

• Has the employee talked to anyone else about the situation? If so,who?

• Has the employee spoken to anyone in management about the issue?

• If so, who, and what was their reaction?

• Is the employee aware of any documents or things relevant to the situation?

• Has the employee kept any notes, diaries or records relevant to the complaint?

• Is the interviewee aware of any other employees with the same or a similar concern?

• Did the employee participate, and to what degree? How? • What was the employee's relationship with the alleged offender?

• Has the employee had any other problems, on or off the job, with the accused individual(s)?

• What does the employee think the accused might say about the allegations?

• How has the incident affected the employee (and what has the employee done about it)?

• Does the employee believe that he or she can work with or around the alleged offender? If so, is there anything the employer can do to assist in order to restore or maintain a positive working relationship? If not, why does the employee believe he or she could not work with the alleged offender?

• Does the employee have any suggestions or preferred resolutions? continued page 39 >

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• Does the employee have any additional facts or information that would be helpful in an investigation, if one is warranted?

• Before concluding the interview, you should: • Thank the person for raising the complaint.

• Summarize the non-retaliation policy, and instruct the complainant to report any further incidents or any perceived retaliation to you immediately. Make sure the employee knows how to contact you.

• Request a written summary of the complaint, if that is how you have decided to memorialize the employee's complaint.

Consider, however, promptly providing the employee your own comprehensive summary of the information provided, together with written confirmation of your instructions.

• Ask the employee to come to you if they think of any additional information.

• Tell the employee that you will limit disclosure of information to those people having a need-to-know. Instruct the employee that he or she should also maintain confidentiality, and that the employee should consult you before discussing the complaint with anyone else.

• Provide the employee an estimate of how long you expect the investigation to take, and indicate that no decisions will be made until the investigation is complete.

• Tell the employee that you may need to meet again to follow-up, and that you will meet with him or her again once the investigation is complete to summarize the action taken.

• Thank the employee again for raising the complaint, and express your commitment to resolving the matter promptly.

Questions For the Accused Generally, you should inform the accused individual's immediate supervisor of the complaint and your intention to interview the individual, requesting that the supervisor be vigilant for further problems, retaliation, or other reactions which may affect the situation. The alleged offender will often be nervous or apprehensive. At the outset, the investigator should explain his or her own impartiality, that the intent is to conduct a thorough and fair investigation, and to allow the alleged offender a full opportunity to present his or her side.

Need-to-know confidentiality should be explained, and the alleged offender should be informed that, regardless of the merits of the complaint, the employer will not tolerate retaliation against the complainant or any witness.

Explain that no conclusions will be drawn until the investigation is completed, and review the details of the incidents. Afford the accused an opportunity to explain the facts and identify any witnesses. In addition to the who, what,

where, when, how and why questions, the following additional questions might be helpful, depending on the situation: • What positions has the alleged offender held? When?

• Name the employees whom the alleged offender has supervised or worked with?

• Did anyone witness the incidents in question?

• How did the complaining employee respond to the alleged conduct?

• Did the complaining employee communicate that the alleged conduct was unwelcome? Did the complaining employee engage in conduct of a similar nature toward the alleged offender?

• How does the alleged offender view the conduct of the complaining employee?

• Has the alleged offender used profanity (or, as applicable, racial or ethnic remarks) in conversations with other employees? What was said? To whom? When?

• Has any manager or other employee ever requested that the alleged offender refrain from using such language? Who? When?

• Has the alleged offender gone out with the employee socially, or asked employees to go out with him or her socially? Who? When? What happened?

• How did the complainant react to the conduct of the accused?

• Has the employee commented on the physical attributes of the complaining employee or others? What was said and when? Who was present?

• Has the alleged offender ever asked the complaining employee or others about his or her sexual relationships, or discussed sexual relationships with other employees?

• Has the alleged offender ever touched an employee in such a way that the employee found it offensive or inappropriate?

• Has the alleged offender ever implied or threatened a subordinate’s job if he or she was not receptive to his or her advances?

• Have any of the alleged offender's supervisors ever spoken to him or her about the issues?

• Does the alleged offender have any documents concerning the complaining employee or the incidents which are the subject of the complaint?

• Does the alleged offender have any witnesses he or she wants you to interview as part of the investigation?

• If the alleged offender claims the allegations are false, ask of any reasons why the complainant would make up or embellish the allegations.

• Has any spoken to the alleged offender about this investigation?

• Who? When? What was said?

• Does the accused have any other information or documents that might be helpful in the investigation?

• At the conclusion of the interview, thank the employee for his or her time and cooperation, emphasize that no conclusions will be drawn until the investigation is complete, and cover your expectations as to non-retaliation, reporting of additional problems and confidentiality.

Questions For Witnesses The involvement of third-party witnesses should typically be limited to only those individuals identified by the complainant or the accused, or otherwise known or believed to have knowledge of relevant events. Avoid fishing expeditions. Inform each witness of the general nature of the issues you are investigating, but emphasize that no conclusions will be drawn until the investigation is complete. Instruct the witness regarding your expectations as to non-retaliation, the reporting of retaliation or additional problems, and your expectations regarding confidentiality. The focus of the witness interview should be to determine whether he or she has observed the incidents in question, but do not limit your inquiry to only those incidents described by the complaining employee or the alleged offender.

Explore whether the witness has been subjected to similar conduct, and if so, follow up on the allegations. Witness interviews should be focused on getting the facts: who, what, where, when, and why. Do not fail, however, to find out how the witness has been affected by observation of the incidents, and what he or she has done about it.

At the conclusion of the witness interview, as with the complainant, thank the witness for their time and cooperation, and cover your expectations as to confidentiality, nonretaliation and reporting of any problems promptly. Document the witness interview, covering both the employee statement and your commitments and instructions.

7. ANALYSIS AND CONCLUSIONS Quality Control Once you have concluded the investigation, review your investigation plan and all information gathered for completeness and proper documentation. If possible, get a second opinion from someone you trust who is not involved in the investigation regarding the scope and completeness of the investigation, as well as any conclusions to be reached from the information gathered.

Assess Credibility It is important that you reach conclusions, even when doing so is difficult, and this will often require credibility assessments.

Factors to be considered in assessing credibility might include the following: • What was the ‘body language’ of the interviewee? Obvious nervousness?

Sweating? Tone of voice? continued page 40 >

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• How did the interviewee react to the allegations? Argumentative? Defensive?

Hostile?

• Does the person inspire confidence in the listener? Is his or her overall impression credible?

• Logic / consistency of story. Did the person's chronology of any events he or she related differ greatly from the chronology of other interviewees?

• Does this person's version make sense?

Plausible or far-fetched?

• Was the person forthcoming, or did you have to ‘pull information’ from him or her?

• Corroborating evidence. Were there any admissions during the interview? For example, ‘The only reason why I did it was to help her.’

• Did the person's version of the facts differ from anyone else's?

• Do witnesses corroborate the person's version?

• Circumstantial evidence. Are there things that the accused said or did in other situations that make it more likely than not that the facts in dispute actually happened?

Reach a Conclusion Very few issues are black and white, and often you will be dealing with various shades of gray. It is nevertheless important to reach a conclusion. Examine the objective facts, consider motivations, and determine what standards of proof should apply to your investigation?

Report Back to Stakeholders At the conclusion of the investigation, it is generally appropriate to follow up with both the complainant and the accused. Perceptions are important, and no matter how appropriately you respond or what preventative action you take, the complainant may feel that nothing has been done if the general result of the investigation is not promptly communicated. It is typically not appropriate, in most instances, to inform employees other than the complainant and accused of the results of an investigation. Those witnesses who were interviewed may ask about the final results, and it is generally best to explain that the information is confidential, that their assistance was appreciated, but that the conclusions drawn and actions taken are confidential.

Document Your Follow-up with the Complainant Consider a written communication to the employee who raised the complaint, specially

in more significant and serious cases. Such a memo needs to be tailored to the facts of a particular situation, but should generally be brief, and need not discuss specific findings.

Rather, the complaining employee should be informed that the investigation has been completed, that each issue has been reviewed and considered carefully, and that appropriate action is being taken. Depending on the circumstances, it may or may not be appropriate to inform the employee of the specific actions taken. Such a memo should encourage the employee to supply management with any documentation or additional information that he or she might obtain in the future that could impact the decision made in the investigation.

Consider Policy, Practice and Circumstances Once conclusions are drawn regarding what happened, the employer must formulate a course of action. Factors to be considered will typically include the following: • Were any policies or instructions breeched?

• What has been done in the past in response to similar breeches or incidents?

• Does any law require you to take a certain action?

• What is the service and history of the employee who breached policy?

• Are there mitigating or aggravating circumstances?

8. TAKE ACTION Even in those situations in which firm conclusions cannot be drawn, there are typically valuable lessons to be learned and preventative actions which can be taken. The range of responses to consider might include the following: • Warnings to carefully avoid offending conduct in the future, even if no firm conclusions can be reached as to what happened.

• Training or educational programs, individually, as a group, or company-wide • Verbal counselling or warnings • A corrective action plan or probationary period • Demotion • Transfer of the offending employee • Termination • Follow-up on additional complaints raised during the investigation Investigation Reports and Files Depending upon the seriousness of the issues involved, consider preparation of a final

investigative report summarizing the incident or issues under investigation, the application of company guidelines or policies, key factual and credibility findings, and the action taken.

The following information should typically be included: • The date of the complaint or incident leading to the investigation.

• The identity, position and department of the employee initiating the complaint, or the information that prompted the investigation.

• The identity, title and department of the target of the investigation.

• The names and titles of those who conducted the investigation.

• A summary of the complaint raised or information received leading to the complaint.

• When the investigation began, and when it was completed.

• Confirmation that both the complainant and the accused agreed that the person(s) conducting the investigation could, in their opinion, do so fairly and objectively.

• The identities of all persons interviewed, the dates of each interview, and a brief summary of the information obtained from each person.

• Final decisions made and dates of implementation.

• A copy of any employer policies or guidelines relevant to the situation.

• Summary of key facts relied upon in reaching the final decision, with reference to the source of each key fact.

• Brief discussion of any credibility assessments reached, including the objective observations from which such credibility assessments were made.

• A brief discussion of how the employer's guidelines or policies apply to the situation.

• The specific conclusion(s) reached on each key issue.

• Identification of any issues that could not be resolved in the investigation, and why.

• What action is to be taken, and when.

• Remember that each and every document gathered or prepared during the investigation may someday become an exhibit before an industrial tribunal. Keep it brief, factual and objective to the maximum extent possible.

The goal should be that an Industrial Tribunal or Anti Discrimination Board or similar body would conclude that the employer took the situation seriously, responded appropriately, and had a documented good faith basis for any actions taken during or on the basis of the investigation. ªChris Delaney is ASIAL’s Industrial Relations Advisor.

Note: The information provided above is for convenient reference only. ASIAL and Chris Delaney & Associates Pty Ltd provide this information on the basis that it is not to be relied upon in any or all cases, as the circumstances in each matter are specific.

Accordingly, we provide this information for general reference only, but we advise you to take no action without prior reference to an Employee Relations professional. ASIAL members can contact Chris Delaney by emailing ir@asial.com.au

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Help consumers find your business!

The ASIAL website attracts 10,000 visitors a month, with the most popular page being the ‘Find a Security Provider’ Search.

ASIAL members can now create and manage a FREE web page on the ASIAL website to complement their existing ASIAL member search listing. · Receive a dedicated URL that can appear on external search engine listings · Upload images and a description of the products and/or services offered · Choose from two templates and four colours to complement your promotional material No experience required!

Just four easy steps to get your ASIAL web page up and running!

1

2

3

4

STEP

STEP

STEP

STEP

VISIT: www.asial.com.au and login to the Member area.

SELECT the Member Profile Link and Click

Follow the prompts to begin populating your web page.

When you are ready for the page to be published, hit

Create webpage

Submit

Would you like some further information or assistance? Email websupport@asial.com.au or complete the information below and fax to 02 8425 4343.

Company name: Contact name: Phone:

Position: Email:

Your mark of distinction

ASIAL ©2009 www.mynetbuilder.com.au

Register your interest today!

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ASIAL Certified Security Monitoring Centres*

Current as at: 12 February 2010 Company (short form name) ADT Security Allcare Monitoring Services

State

Cert. No.

Grade

Expires

NSW

317

A1

09 Mar 2011

WA

334

A2

28 Feb 2012

ARM Security

WA

318

A1

10 Mar 2011

ART Security

VIC

326

A1

08 May 2010

Central Monitoring Services

NSW

293

B1

21 Mar 2010

City of Sydney Operations Centre

NSW

301

C1

04 Jun 2010

VIC

315

C3

11 Dec 2010

ClubLINKS Security Commonwealth Bank of Australia

NSW

306

A1

24 Sep 2010

Energize Australia

VIC

295

C2

01 May 2010

Golden Electronics

TAS

310

A1

17 Oct 2010

Grade One Monitoring

NSW

333

A1

13 Feb 2012

Grid Security

NSW

290

A1

10 Mar 2010

IAG (operating with IAG Data Centre)

NSW

329

C1

27 Nov 2011

Instant Security Alarms

QLD

320

A1

09 Jun 2011

ISS Security (Manpower Response)

NSW

288

C3

17 Feb 2010

Linfox Armaguard

VIC

313

A1

08 Aug 2010

Monitoring Excellence WA

WA

312

C2

14 Jun 2010

NSS Group

NSW

294

A1

07 May 2010

Paul-Tec Australia

NSW

297

A1

28 Feb 2010

VIC

304

C2

03 Aug 2010

Protection Pacific Security RAA Security Services

SA

314

A1

12 Dec 2010

Secom Australia

NSW

327

A1

14 Dec 2011

Sectrol Security

VIC

322

B2

02 Jul 2011

Securemonitoring

VIC

328

A1

23 Nov 2011

Security Control Room

VIC

296

A1

07 May 2010

Sesco Security Co

WA

319

A1

03 Mar 2011

Signature Security

NSW

307

A1

03 Oct 2010

Signature Security

WA

308

A1

03 Oct 2010

SMC (Chubb)

QLD

330

A1

07 Dec 2011

SMC (Chubb)

VIC

332

A1

16 Dec 2011

SNP Security (Newcastle)

NSW

321

A1

17 Aug 2011

SNP Security (Sydney)

NSW

305

A1

13 Aug 2010

WA

325

A1

02 Sep 2011

Spectus State Govt Protective Security Services

QLD

299

C1

22 May 2010

Summerland Security Services

NSW

331

C2

30 Nov 2011

SA

298

A1

18 Jun 2010

Westpac Banking Corporation

NSW

291

A1

28 Feb 2010

Woolworths Limited

NSW

311

C1

04 Nov 2010

West Coast Security

*The above-listed ASIAL Certified monitoring centres comprise those establishments that have been inspected and graded for compliance with the applicable Australian Standard: AS 2201.2 â&#x20AC;&#x201C; 2004. PLEASE NOTE: ASIAL takes no responsibility for listed companies which may change the nature of their operations subsequent to Certification.

42 //SECURITY INSIDER FEB/MAR 2010

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HOT PRODUCTS

Hills Reliance 128

n Direct Alarm Supplies > (02) 9717 5222 n Email > info@das.com.au n Web > www.das.com.au

The Hills Reliance 128 security control panel supports commercial sites with 128 zones, Inovonics EchoStream commercial-grade wireless technology, up to 64 programmable outputs, and 4 card readers. It’s power and flexibility allows easy expansion of the security system to match an expanding business.

One of the added features this sytem has is that it’s designed to resist false alarms. This is a feature that has the taste of the CP-01 initiative about it. Most false alarms occur on exit or entry as any control room operator will tell you.

Reliance fights back by sending an exit error signal to the control room allowing operators to call the user and have them reset the alarm while they’re still nearby.

It’s a great idea.

For further information and specifications about the Hills Reliance 128 contact Direct Alarm Supplies.

Hills Reliance VoiceNav

n Direct Alarm Supplies > (02) 9717 5222 n Email > info@das.com.au n Web > www.das.com.au

NEW!

Packed with innovation the Hills Reliance VoiceNav security code pad is a revolution in form and function. Designed in Australia and currently shortlisted in the Final Round of the 2010 Australian International Design Awards.

• Advanced Touch Interface – high visual appeal and intuitive to use • End-user Customizable Voice Recording – easy to understand • Intercom Functionality for 8 rooms – keeping family or staff connected • Full backwards compatibility with NX and Hills Reliance It fulfils the need for an aesthetic modern code pad with advanced security and communication features. Perfect for residential and small to medium-sized commercial customers wanting to protect their family, staff, property and assets.

Now available in black vertical and white horizontal models.

Hills Reliance VoiceNav - The security code pad that appeals to your senses

Hills Reliance ComNav

n Direct Alarm Supplies > (02) 9717 5222 n Email > info@das.com.au n Web > www.das.com.au

The ultimate expansion module for Hills Reliance that integrates multiple communication features and technologies in to one powerful product.

Allows the connection of selected Kocom videophone units to a Hills Reliance alarm system so you can answer visitors using Hills Reliance VoiceNav security code pads. Or even divert the visitor intercom to a mobile phone when you go out!

Features include: Email reporting, SMS reporting without a SIM card, Voice Status reporting, 2 Outputs, 4 Zone Inputs, 2 on-board relays (e.g. for door release), web configuration, remote access via PSTN to easily check system status and event history, automatic system clock update from internet time server, DHCP enabled, and more.

SECURITY INSIDER FEB/MAR 2010// 43

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HOT PRODUCTS

Hills Video Intercom

n Direct Alarm Supplies > (02) 9717 5222 n Email > info@das.com.au n Web > www.das.com.au

Hills Home Automation and Video Intercom Kocom KCV-D372 7” Videophone • 7 inch Wide Colour Screen Digital LCD • 1 Door Camera and up to 2 Monitors • On Screen Display • Door Open Function • When no signal on image, converts to standby condition • Ultra Low Power Consumption • Can connect door opener to monitor and camera • Long distance wiring : Can install up to 150cm between camera and monitor.

• Camera comes with surface mount, flush mount, corner mount, and sun visor accessories.

NEW!

TS0099 Enhanced IP Interface n Direct Alarm Supplies > (02) 9717 5222 n Email > info@das.com.au n Web > www.das.com.au

NEW!

Connecting a Challenger panel over IP has never been more affordable. The new TS0099 provides low cost IP connectivity between Challenger panels and management software. The new TS0099 is less than half the price of its predecessor yet with greater performance and features.

Now with integrated firewall protection, 100 Mbps Ethernet, configurable port number, and cross-over cable is no longer required.

It enables the Challenger to be configured and managed remotely as well as locally. By providing IP connectivity you can achieve significant savings in cabling by leveraging your existing corporate IT infrastructure.

The TS0099 may be programmed for either polled or event driven data transfer.

In event mode, network utilisation is reduced to data transmission only enabling quicker delivery of events, and reduced network bandwidth usage.

Inner Range – Integrated Security Solution n Inner Range > (03) 9753 3488

n Web > www.centralsd.com.au n Web > www.innerrange.com

The Inner Range Integrated Security Solution incorporates the renowned Concept 4000 modular hardware system and the user friendly Insight front end software application. Together they deliver unrivalled security, access and automation functionality in one integrated system. The Inner Range solution begins as a single control panel with 16 inputs and its flexible, modular design allows expansion to a network of hundreds of modules, thousands of users, thousands of inputs, hundreds of areas and hundreds of doors.

The system ensures that you only pay for what you need, when you need it, and is a cost effective entry level product for smaller applications while scaling to deliver extremely cost effective enterprise level solutions for the largest of organizations. As a system Concept hardware coupled with Insight software delivers an unrivalled and truly sophisticated, integrated security solution.

44 //SECURITY INSIDER FEB/MAR 2010

NEW!

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HOT PRODUCTS

World Leading Technology in Biometrics n Sagem Australasia > (02) 9424 3500

n Email > melody.morgan@sagem.com n Web > www.sagem.com.au

Powerful capabilities in a small package Sagem Sécurité announces the new MA500+ series biometric terminals for access control and time and attendance applications.

MA 500+ offers value-added retailers and access control manufacturers a reliable, powerful and scalable solution.

The MA 500+ terminals offer the highest level of security on the market.

Fast: 0.7 sec in authentication mode and 0.9 sec in 1:1000 identification mode (including detection, coding and matching).

Accurate: depending on the required level of security, the false acceptance rate or FAR can be configured down to 10-8. The highest database capacity on the market: up to 100.000 fingerprint templates with extended license. Wide area, accurate fingerprint sensor, for high definition fingerprint image acquisition.

NEW!

MA500+ series

Pacom H.264 8/16 Channel RT DVR’s n Pacific Communications > (03) 9676 0222 n Email > info@pacom.com.au n Web > www.pacom.com.au

NEW!

The PDRH-8-RT and the PDRH-16-RT are the first H.264 standalone DVR’s, which utilizes the all-new ClearView ISP1000 multi function chipset, designed for Pacific Communications.

These digital recorders provide real time recording at CIF and have 4 CIF recording capabilities, offering high performance features that make them ideal for advanced digital surveillance applications. Product Features of the PDRH-8-RT and the PDRH-16-RT include: • Embedded Linux operating system • H.264 Compression : 8 or 16 Channel Looping inputs • Recording and Playback rate – Real-time @ CIF • Built-in DVD-RW: Two-way audio communication Now available from your nearest Pacific Communications and DAS branch.

SECURITY 2010 CONFERENCE & EXHIBITION 1-3 SEPTEMBER 2010, SYDNEY CONVENTION & EXHIBITION CENTRE

Security2010 C O N F E R E N C E & E X H I B I T I ON

1–3 SEPTEMBER 2010 For more information visit www.asial.com.au

SYDNEYCONVENTION & EXHIBITION CENTRE

SECURITY INSIDER FEB/MAR 2010// 45

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HUMOUR ME

Frank Sales “A Pennsylvania priest was removed from his parish, after he inadvertently (when using his personal computer during early Mass) clicked on photos of four barechested young men in provocative poses.”

A

frank sales

round the same time the Australian Federal Government was announcing it was relaxing carry-on items restrictions for flights – “A great day for the Australian knitting industry,” said the Minister forTransport, the US Transportation Security Administration reported that, at the three main airports serving New York City, it had confiscated 123,000 items, including: 43 explosives, 1,600 knives, a 10-point deer antler, several fire extinguishers, a tree branch, nun chucks, a grill, a baby alligator, a gassed-up chain saw and a kitchen sink. A West Yorkshire, England, environmental health department prosecuted a 65-year-old farmer for inadequate lighting in his barn, which inspectors said failed to meet the “psychological needs” of his one cow and her calf. In an unsuccessful appeal, the farmer told the court he has had a clean record as a farmer for 30 years and that, in fact, he still lives fine without electricity in his own house. Following his defeat, the farmer’s lawyer complained: “I still have no idea how much lighting is appropriate for a cow.” In another alarming animal tale: The Great Yarmouth Sea Life Centre in Norfolk, England, lowered the water level in its giant aquarium for Christmas because the big turtles which are herbivores were scheduled to receive their annual holiday treat of Brussels sprouts. Officials know from experience that if they fail to lower the water level, the gas bubbles from the powerful turtle emissions will lift the water high enough to trigger the emergency tank-flooding buzzers. A Chicago judge ruled that former firefighter Jeffrey Boyle is entitled to his $50,000 annual pension even though he had pleaded guilty in 2006 to eight counts of arson (and allegedly confessed to 12 more). Known locally as “Matches” Boyle not to be confused with his brother, John “Quarters” Boyle, currently serving time for bribery following the theft of $US1 million in state toll-gate coins the Judge concluded that Matches’ arsons were wholly separate from his firefighting. Just about every Thursday night, Jack Knowler, 61, and his Girlfriend, Bev Rogers, enjoy a few at Hanc’s Bar in Bowmanville, Ontario. Knowing their limitations, they leave their cars parked and call A Ryde Home, a local service for the intoxicated. In December, police booked Knowler and Rogers for being drunk in a public place as they waited outside the bar for their lift. A police spokesman said: “It's not a mixed message.You can't be intoxicated in a public place.” A Pennsylvania priest was removed from his parish, after he inadvertently (when using his personal computer during early Mass) clicked on photos of four bare-chested young men in provocative poses.The UK’s Association of Chief Police Officers, following widespread ridicule, has scrapped publication of a guidebook of instructions for bicycle-duty officers on how to ride a pushbike.The 93-page book, contains words of wisdom with diagrams on subjects such a “deployment into a junction”, i.e., how to turn left or right. A 22-year-old Minnesota man was charged with burglary after allegedly stealing a cash register from a Chinese restaurant and carrying it away on his bicycle. He was found down the street, injured, after taking a tumble when the dangling cash register cord got caught in the bike’s spokes. A North Carolina man was charged with attempted murder after his angry reaction to a bicyclist who was carrying his three-year-old son in an unsafe manner on a busy street.The alleged attacker was so concerned in fact, he pulled his gun and fired at the bicyclist, grazing the man's helmet. Equally cranky, a 61-year-old New York man arrested and charged with assault on a Sears telemarketer.The man had agreed to an appointment but when the telemarketer arrived, the man allegedly punched him in the face. He said he had scheduled the appointment only to “advise” Sears, in person, to stop calling him. A New Jersey court overruled a local police chief who had rejected a firearms license for a 46-yerar-old hunting enthusiast, even though the applicant was a quadriplegic who will need to mount the gun on his wheelchair and fire it by blowing into a tube. A 55-year-old British man whose bowel was ruptured in a traffic accident has been fitted with a bionic sphincter that opens and closes with a remote controller. A 19-year-old Japanese engineering student drowned after he and several colleagues had constructed a prototype canoe made of concrete, and he was the first to try it out. And, presumably, the last. We could say more and probably will do so next issue…

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