Security Insider February 2014

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SECURITY

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THE MAGAZINE FOR SECURITY PROFESSIONALS

PUBLISHED BY THE AUSTRALIAN SECURITY INDUSTRY ASSOCIATION

[ M AG A Z I N E ] VOL.18 | ISSUE.6 | FEB 2014

68 26

PP255003/02390

Police and Security working together Security 2014 Exhibition & Conference, 4-6 June 2014, Melbourne

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CONTENTS VOL.18 | ISSUE.6 | FEBRUARY 2014

18 Police and security working together

22 NEW LOOK ASIAL WEBSITE

08 | President’s message 09 | ASIAL website gains global recognition!

10 | Safe design display home unveiled 14 | Changes to specialist cabling competencies

ASIAL Strategic Partners:

6 //SECURITY INSIDER FEB 2014

24 WIN MORE WITH LESS: 10 TIPS FOR TENDERING TRIUMPH IN TOUGH TIMES

15 | Welcome to our new members 16 | Preparing your business for the NBN 18 | Public Private Partnerships exploring the opportunities 28 | The Productivity equation 32 | Monitoring centre certification

39 HOTPRODUCTS:THE WORLD’S SMALLEST FULL HD COMPACTIP CAMERA

listing 34 | Employing people in Australia – it’s a complicated business 37 | Fleet tracking system puts management in the driver’s seat 38 | Hot products 42 | ASIAL Calendar of events

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PRESIDENT’S MESSAGE

The only constant is change

W

THE MAGAZINE FOR SECURITY PROFESSIONALS Editorial and Advertising Security Insider is published by

elcome to the first issue of

The Australian Security Industry

Security Insider for 2014 - a

Association Limited PO Box 1338 Crows Nest, NSW 1585

year in which we will

Tel: 02 8425 4300 • Fax: 02 8425 4343

celebrate 20 years publication of the

Email: communications@asial.com.au

magazine. During this time much has

Web: www.asial.com.au

changed in our industry, some for the

Publisher

better and some for the worse.

As we look to the year ahead it is clear that the only constant is change.

The challenge for us as an industry is how we respond to change. A case in point is the National Broadband

Editor

Network rollout.

Bryan de Caires | security@asial.com.au

The Abbott government has flagged

Editorial Enquiries

significant changes to the Labour

communications@asial.com.au

government’s NBN rollout strategy.The

our personnel.Through initiatives such

Advertising

once in a lifetime change to our

as the Security Technician Certification

Tania Laird | advertising@asial.com.au

telecommunications infrastructure

program, ASIAL has sought to provide

Creative Director

offers tremendous opportunities and

guidance and support to the industry

Martin Costanzo | martin@webfx2.com.au

challenges. Burying your head in the

through this period of change.

sand will not address the challenges or identify the opportunities.

The fact of the matter is that if we

I urge you all to review your skills development needs and take a more proactive approach to ensure that as

wait for change to happen before we

an industry, we are well placed to

take action, we will be left behind. As

service the needs of customers as new

an industry, we need to be proactive

and emerging technologies become

and take the lead, otherwise other

available.

industry sectors will engulf us.This is

Finally, I look forward to meeting

Graphic Design + Prepress Webfx2 Digital | design@webfx2.com.au Editorial Contributors AON, Chris Delaney, John Fleming & David Owens Print + Distribution Nationwide Advertising Group Published bi-monthly Estimated Readership of 10,000 Views expressed in Security Insider do not necessarily reflect the opinion of ASIAL. Advertising does not imply endorsement by ASIAL, unless

illustrated by the large number of data

with as many of you as I can as I

and communications cablers

attend the various ASIAL functions

are welcomed, though the publisher reserves the

completing government funded skills

scheduled to be held across the

right to decline to publish or to edit for style,

development training in preparation for

country over the year.

grammar, length and legal reasons. Press Releases

otherwise stated with permission. All contributions

to: security@asial.com.au.

the digital/IP age. In comparison, the

Internet

security industry is trailing a long way

advertising were correct at the time of printing.

behind.

ASIAL does not accept responsibility for misleading

references

in

articles, stories

and

views. Copyright©2014 (ASIAL) All rights reserved.

This apparent ambivalence towards

Reproduction of Security Insider magazine without

skills development of security

permission is strictly prohibited. Security Insider is

technicians needs to change or we risk

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

becoming losing work to other industry

[Next Issue] APRIL 2014

sectors. As an industry, to remain competitive we need to be on the front foot by embracing change and actively

Kevin McDonald

investing in the skills development of

President

8 //SECURITY INSIDER FEB 2014

ISSN 1442-1720

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INDUSTRY NeWS

ASIAL WEBSITE GAINS GLOBAL RECOGNITION! The recently launched ASIAL website has been recognised internationally in the top 10

websites by Kentico for October 2013.The ASIAL site is the only Australian (partner) site to feature in

the Top 10 sites globally for Kentico.

Kentico Software is one of the world’s industry leaders in creating successful websites, online stores, community sites and intranets.The company has offices in the US, UK and Czech Republic and more than 1,100 partners in 80 countries.

The new ASIAL site features easier log-in and navigation, along with access to blogs and online forums.The site features responsive design which automatically configures the appearance to suit the device it is being viewed on (ie computer, smartphone or tablet).

To view the site visit www.asial.com.au

SNP CELEBRATES 90 YEARS SNP Security recently celebrated its 90th anniversary with a celebratory dinner in Sydney.The event attended by 150 SNP Security employees and industry peers, including the Minister for Police and Emergency Services, The Hon Michael Gallacher and Executive Director of the Sydney Business Chamber, Patricia Forsythe coincided with the re-signing of SNP Security's long term contract with Sydney Airport.

Tom Roche, Managing Director, says that SNP Security’s longstanding position in the industry means that the company offers all clients a heightened level of service, fully regulated government compliance and the latest in state-

of-the-art integrated security solutions.

"Our 90th year in business has been a monumental year for the company. We have seen the industry transform quickly, particularly over the past decade and it's been exciting to be at Left - Right: The Hon Michael Gallacher, Tom Roche and Patricia Forsythe. the centre of these businesses since 1923, we are still a changes. Now we are working to family-owned company. I am deliver further security innovations in honoured to have been part of that line with the industry's future vision tradition of service and I'd like to to ensure that we are still at the top thank each of our employees and in another 90 years," says Roche. clients for their role in our continuing "We are extremely proud to say success." that after serving Australian

SECURITY 2014 The Security 2014 Exhibition and Conference will be held in Melbourne this year from the 4-6th June.

This year, the ASIAL Gala Dinner will be held on the first night of the event (Wednesday 4th June) and the Cocktail reception on the second night (Thursday 5th June).

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INDUSTRY NeWS

SAFE DESIGN DISPLAY HOME UNVEILED • Indications of home occupancy through the use of design features that promote high visibility and a strong building presence to the street.

• Defined property boundaries and visitor access routes around the home’s exterior through the use of landscaping materials, plantings and sensor lighting.

• Passive surveillance through the layout of internal rooms and window placement to enhance visibility throughout the home.

• Protection against unauthorised entry through security products including security doors, window and door locks and home alarm systems.

NSW Attorney General Greg Smith SC (3rd from left) at the official opening of the home.

NSW Attorney General Greg Smith SC has unveiled a display home in Sydney’s northwest that aims to provide affordable, easy to install and aesthetically pleasing security features.The Safe Design Home, which is the result of a collaboration between the Department of Attorney General and Justice and UrbanGrowth NSW, will be on display for three years at The Ponds Display Village.“The design demonstrates that you don’t need to build a steel fortress or have access to expensive state-of-the-art technology in order to have a safe home,” Mr Smith said.

The Safe Design Home, which was built by Eden Brae Homes, is located on the corner of Riverbank Drive and Tomah Crescent at The Ponds. It is open from 10am to 5pm seven days a week.The Ponds development is home to 7,500 residents and is the fastest growing master planned community in NSW. The Safe Design Home showcases a range of design features, techniques and building products that the design and home

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building industry utilise to enhance safety within individual homes and across local communities. Design techniques and features have been incorporated to provide:

ASIAL Chief Executive Bryan de Caires attended the home’s official opening and appeared in the recent Channel 9 A Current Affair program which featured the home.

For more information visit www.asial.com.au

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INDUSTRY NeWS

PUBLIC-PRIVATE POLICING: EXPLORING NEW SECURITY FRONTIERS Since the last quarter of the 20th Century the policing environment has changed from one dominated by a state funded “public” police, to one in which the provision of “policing” is shared between public and private actors. Private security has expanded to meet citizen demand, and increasingly governments are turning to the private sector to provide policing services that are more flexible, cheaper, and in some cases more specialised than that which can be achieved by the public police.This trend has significant implications for our understanding of policing, and specifically for the leadership and management of public police organisations. How should the public police position themselves in a plural environment? What are the risks of pluralisation to the public police?

What is there to be gained?

These questions and others were the focus of a day symposium held at

the Australian Institute of Police Management on 5th November 2013.The purpose of the symposium was to bring together representatives from public and private policing worlds, alongside academics specialising in the field, to discuss the changing nature of the policing landscape and consider the new security frontiers.

ASIAL Chief Executive Bryan de Caires was one of those to address the meeting. Among the topics addressed included: • Shifting boundaries of policing: Globalisation and its possibilities • Trends in public-private policing and legislative implications • Finding synergies in public-private policing: Opportunities, communication and regulation • Port and maritime security: Comparing US and Australian

CHANGES TO SPECIALIST CABLING COMPETENCIES The Australian Communications & Media Authority’s regulatory requirements for cabling providers who install specialised cabling within customer premises have been amended. As a result, registered cablers who intend carrying out specialised cabling (such as Structured, Co-axial and Optical Fibre) after 1 July 2014 need to have the training competencies

relevant to this specialised cabling work.

The new competencies only apply to cabling providers who undertake the relevant specialised cabling work within customer premises.The final date on which cablers may undertake the full range of cabling operations with a basic Open cabling registration is 30 June 2014.

OPEN REGISTERED CABLERS

Endorsements).

Cablers who have already attained Endorsements for Structured (previously Cat 5), Coaxial and Optical Fibre Cabling will not need to do further training in these specialisations, as these endorsements are equivalent to the current competencies.

All Open registered cablers doing these types of specialised/advanced cabling within customer premises must by 1 July 2014 have acquired the appropriate specialist competencies (also known as 14 //SECURITY INSIDER FEB 2014

experiences of working in partnership • Public-private partnerships in cyber security: Examples from the US and UK A summary of the discussions is available in the ASIAL member area.

The outsourcing of non-core policing activities is also the subject of a paper prepared on behalf of ASIAL by former NSW Deputy Police Commissioner Dave Owens. For more information turn to page 18.

CHANGES TO COMPETENCY REQUIREMENT FOR MONITORING CENTRE OPERATORS The Standing Council of Police and Emergency Management has resolved that the previously agreed national minimum competency requirements for monitoring centre operators be abandoned. As a result the role has become purely a probity-based licence class.

The change is a win for common sense and is one that ASIAL and many other in the industry have argued some time for.

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ASIAL NEW MEMBERS

WELCOMETO OUR NEW MEMBERS ASIAL is pleased to welcome the following new members (including Corporate and Associate members) who have joined the Association over the past few months.

CORPORATE MEMBERS

MG Security Services QLD Pty Ltd

Rescue Force Security Pty Ltd

313 Business Group Pty Ltd

NSW Alarm Monitoring Pty Ltd

SAAB Australia Pty Ltd

All-Skilled Hospitality Staff Pty Ltd

Alpha Commercial Business

Security101

Auctoritas Consulting Pty Ltd

Consultants

Seneschal Security Group Pty Ltd

Black Tie Security & Investigation

Plan B Security (QLD) Pty Ltd

Steve Rolls Electrical Pty Ltd

Services Pty Ltd

Prime Traffic Solutions Pty Ltd

Sync Electronic Security Pty Ltd

A & J FamilyTrust

Pro K9 Security Services

T & M Security Pty Ltd

Grant Michael Lewis

QinetiQ Australia Pty Ltd

Vertex Integrated Services Pty Ltd

Focus Holding Pty Ltd

Quick Step Solutions Pty Ltd

Vicguards Pty Ltd

Gentlemen Guards

Quantum Vision Pty Ltd

Worldwide Security Services Pty Ltd

Andrew Gill

Raymond Adams Investments Pty Ltd

Zoom Security Services Pty Ltd

IMDT Professionals Pty Ltd

Red Shield Technologies Pty Ltd

UPGRADES TO CORPORATE MEMBERSHIP

Swagger One Pty Ltd

already signed up to the program (there

UXC Connect Pty Ltd

is no cost to sign up).You find out more

Wrightway Security Services Pty Ltd

information by visiting www.asial.com.au/Memberecognitionpr

Becktech Pty Ltd

Intercept Security

ASIAL MEMBERSHIP RECOGNITION PROGRAM

security@asial.com.au

Kevin Wayne Bennet

The ASIAL member recognition

The following organisations have

Kiama Golf Club Ltd

program acknowledges longstanding

attained recognition levels:

Lynette Kay Ogston

association members. Recognition

Bronze

Opal Security Australia Pty Ltd

categories include Platinum (25 years+),

Backup Security Pty Ltd

Powercorp Security Services

Gold (16-24 years), Silver (11-15 years)

Silver

Prosec Pty Ltd

and Bronze (6-10 years).

Kudos Australasia Pty Ltd

BlueCorp Group Pty Ltd

Securevent Protection Group

If you are eligible and have not

ogram or by emailing

ELK Security Pty Ltd

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INDUSTRY NeWS

PREPARE YOUR BUSINESS FOR THE NBN

By John Fleming* The Federal government is currently analysing a review of the National Broadband Network (NBN) that it commissioned. Whilst some are waiting on the government to decide on the direction it will take before doing anything, the reality is that the NBN is pressing ahead regardless. Areas that have already had fibre cable installed will be eligible to connect to the NBN during the rollout.The proposed disconnection of PSTN services in fifteen areas across Australia starts in May 2014.

Recently, ASIAL published details of the post codes that will be affected in the rollout of the new NBN fibre network.

Further to industry feedback, the NBN Co is now issuing providers of PSTNconnected devices such as security and medical alarms with a spreadsheet listing addresses scheduled for disconnection from the existing copper network.

The Disconnection Address Data (DAD) list is a complete listing of properties affected by the copper disconnection. Access to this will enable you to compare the list of addresses that will be disconnected from the copper network against your own database of customers.This will assist you in conducting targeted communications to affected customers and enable you to work with them in finding a suitable migration strategy.

This DAD will be supplied to you once you have signed and returned the standard non disclosure agreement to NBN Co. NBN Co reserves the right to decline to supply the DAD at its discretion.

To request access to the list you will need to email NBN Co at legacyservices@nbnco.com.au advising of your interest in accessing the DAD. NBN Co intends to provide the DAD on a monthly basis. However, they may choose to stop providing the DAD at any time at its sole discretion.

Retail Service Providers (RSP’s) will start to contact identified customers at 6 month and 3 month intervals to advise them that the current copper network that supports their home phone service will be switched off on the specified

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disconnection date.The home phone service will not work after this date unless it is moved to the NBN. Mode 3 connected devices such as security alarm systems and medical alarms will be at risk during this transition period. While it is ultimately the customer’s responsibility to advise the RSP of any special needs, it is vital that security providers contact their customers to make sure that the security system continues to function.

Security systems are not telecommunication services, they are typically supplied by alarm companies who contract directly with end users and make use of the existing in-premises telephone line to connect their devices to remote monitoring centres for service and where necessary respond to situations. In the majority of circumstances telecommunication service providers have no knowledge or record of an alarm device being connected to the customer telephone service or any of the associated in-premise wiring arrangements.

A key question for security providers is whether to offer services on the NBN or be independent of the NBN by offering a GPRS solution.

New products are starting to evolve from GPRS service providers and equipment manufacturers utilising video through a hosted cloud service. As demand for video verification becomes standard practice, state-of-the-art 2-way wireless alarm systems designed for the residential and small business markets provide more than a standard home security system.

These alarm systems support visual verification with a self-monitoring Smartphone applications (also available via web browser).These systems enable homeowners to control their alarm systems remotely as well as view real-time images taken inside their premises with the wireless PIR camera detector which communicates with the host cloud server.

In the event of an alarm, the PIR camera is automatically activated and captures a sequence of images which it sends to users via Smartphone/ web Application.This capability enables users

UPSKILLING FOR THE FUTURE Options for SecurityTechnicians to upskill: Option 1: SecurityTechnician Certification Course Modules include: • Cabling Installation Practices • Intruder Alarms • CCTV Fundamentals • Telecommunication Transmission Pathways For more information www.securitytechniciancertification.com. au or email security@asial.com.au Option 2: Government funded • Certification III in Telecommunications • Certification II in Technical Security Incentive payments are available for employers and trainees. For more information contact security@asial.com.au to view the images and confirm if there is a crime in progress. Monitoring stations also benefit from the visual verification feature as the capability to ascertain whether there is a false alarm will save valuable police time and resources.These systems will provide benefits for installers, monitoring centres and end users.

Even though it’s early days in the life of the NBN, a growing number of providers are now developing the capability to deliver services on the NBN, which will lead to greater competition.

Security providers need to be proactive in developing solutions to meet this changing environment. Failure to do so could result in the loss of market share. A key element in being prepared is ensuring that your technicians stay abreast of changes in technology and cabling requirements.

Maintaining and developing the skills of technicians to meet the needs of the digital age will be vital. Companies in the data and communications sector are already investing heavily in up-skilling their technicians. Apart from some early adopter’s such as Chubb Security, it appears that many in the security industry have not taken opportunities to provide staff training. Rather they have continued to focus on the here and now - a decision that could come back to haunt them down the track. * John Fleming is ASIAL’s General Manager.

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FEATURE: PUBLIC PRIVATE PARTNERSHIPS

PUBLIC PRIVATE PARTNERSHIPS EXPLORING THE OPPORTUNITIES

By David Owens*

In a tightening fiscal environment, Governments across the country are searching for ways to balance budgets and increasingly they are turning to Public Private Partnerships to achieve these savings.

When it comes to public safety, Police will always be required to maintain law and order, prevent and detect crimes, and reduce the fear of crime through their presence. However, the question now being asked is, can some of the functions currently performed by the police be provided as efficiently and effectively through the establishment of private partnerships?

To explore this issue further, ASIAL recently engaged Dave Owens APM, Managing Director, Risk-e Business Consultants Pty Ltd and former Deputy Commissioner with the NSW Police Force to prepare a position paper addressing the opportunities and obstacles for public/private partnerships.

The following is a summary of the final report, copies of which are available to members on request by emailing security@asial.com.au In consideration of any Public, Private Partnership there needs to be acknowledgement that there is an interdependence between four interconnected stakeholders in the process: Government, Police, Private Security and the Community.

Consideration needs to be given that, through tight contractual arrangements, could partnerships be managed in ways that would meet the public interest

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criteria, whilst at the same time ensuring accountability is maintained?

In preparing the report, sworn and unsworn staff from the NSW Police Force, Queensland Police Force and Northern Territory Police were interviewed, along with senior personnel from G4S Security (Australian and UKbased personnel), MSS Security, Serco Sodexho Defence Services and QANTAS. The Australian Federal Police were invited to participate, but declined.The Victorian Police Force was invited to participate, but declined citing that as the matter related “primarily to the Victorian Government's policy position on public/private partnerships it would be inappropriate for Victoria Police to participate in this survey”.

The New South Wales and Queensland Police Associations were also invited to participate.The issue was discussed at their National Conference and a decision was made not to participate as they are opposed to the concept of Public Private Partnerships and plan to issue a research paper of their own.

The study focused on five key questions and the following is a summary of the responses provided.

1. What are the potential benefits to the Government and community?

The three main responses included: • Cost savings – enables the provision of a more flexible and cost effective support service, coupled with the concept of ‘Contestability • Free up resources - frees up of front line staff to attend to core business activities • Improved systems - use of improved buying power, local suppliers in rural areas and a broader network of suppliers Other comments provided included: increased innovation in policing through exposure to different sectors and ideas in service delivery; reduced overheads; increased professional relationships between police and security; potential conflict of interest and undermining of confidence in police; and sustainability of service delivery standards within a tight fiscal environment.

Contestability The Queensland Government has been at the forefront of the recent ‘push’ for contestability of service provision (the process where Government tests the market to ensure it is providing the public with the best possible solution at the best possible price).This is a concept that is currently being worked through by the

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FEATURE: PUBLIC PRIVATE PARTNERSHIPS

Queensland Police Service.

If applied correctly, the contesting of policing services will free up police officers to focus on work that requires the actual or potential exercise of police powers.The flow on effect should be that this should increase productivity, increase value for money and increase the quality of services to the community.

2. What activities currently performed by police could be outsourced to the private security industry?

No exercise of the powers associated with the Office of Constable consideration could be given to outsourcing duties where the Office of Constable and legislative powers were not required.

Through Legislation, police are empowered to enforce the law. Private Citizens, including private security, are not so empowered.The police have the ability to prevent the commission of an offence before it actually occurs and are given statutory immunity from civil prosecution (where it is proven they have acted reasonably).The same rights are not extended to private security personnel.

Custody Management - responses ranged from full privatisation of custody management to consideration of the ‘street to suite’ approach in the Lincolnshire Policing Strategic Partnership model in the UK. Facilitating the custody management process but not taking away the ability for determining the charge or decision not to charge.This should remain with a sworn officer.

Firearms Inspections/Licenses firearms inspections to ensure general compliance issues were being met, but not handguns, security firms and licensed dealers. Consideration was also given to fingerprinting associated with obtaining a security licence, a task currently conducted by a police officer.

If a partnership existed in respect to Custody Management, private security would be already trained in obtaining fingerprints, so it was seen as a natural progression. Licensing (with regards to licensed premises) was seen as a policing responsibility.

Exhibits and Property handling - long term storage and exhibit handling where exhibit facilities were centrally located.

Crime scene/Hospital Guard: Responses were divided on this issue.

Hospital guards could be performed, post arrest but prior to a detained person being entered into the custody of corrections.

There was however, concern at the guarding of crime scenes due to perceptions of professionalism (or lack thereof) within private security and the need to be vigilant with respect to access and egress from a crime scene.

Other activities suggested included mental health transportation; major events (eg APEC, G20); in the role of Special Constables in building access and security functions; prosecutions, (outsourcing to the Department of Public Prosecutions); functions performed within a Crime Management Unit, Crime Prevention Officer, Domestic Violence victim support; partnerships should not be only looked at as security doing the role, but rather nonsworn staff being able to perform a role, administration roles; wide load escorts and other traffic related duties; fleet management; security/anti looting during disaster recovery.

3. What are the obstacles (real or perceived) to outsourcing?

Police Association/Unions - the Police Association views any outsourcing as having a negative impact on policing numbers and is firmly against outsourcing functions being performed by anyone other than police. Outsourcing is seen as a threat to policing and the push for professionalism and the ‘thin edge of the wedge’ for further encroachment into police duties.

Police Legitimacy – concerns were raised as to community perception and confusion over who the ‘real’ police are and community expectations of police and delineation of their role.

Perception that policing services are only provided to those that can afford them.Will the community accept some tasks being undertaken by someone other than an employee of the State (whether a police officer or staff member).

Reduction in the quality of service - a reduction in the quality of service due to lower standards of training in private security.The perception or reality of the creation of a second tier police force. In the provision of service to the community,

security companies provide a level of service that is commensurate with how much it is funded. If outsourcing is viewed as a cost saving exercise, there is the potential risk to service provision as you get what you pay for.

Legislative Reform - the Police Act is not applicable to outsourcing. Legislative reform would have to occur as there would be a requirement for power to undertake specific tasks. Ineffective and slow to change to keep pace.

Culture - the police are traditionally conservative and protective of the functions they perform.There is a reluctance to work with change.

Security of Information - security and confidentiality of information was expressed as a concern due to differing vetting processes from State to State. Concerns expressed over the security industry accreditation process and probity during that process.

Command and Control - contractual arrangements and who would be in control in certain situations.

Other comments included professionalism (or lack thereof) and corruption. Police Forces have come a long way since Commissions of Inquiry or Royal Commissions. Systems are now in place through auditing, guidelines, policies and processes. Private security does not have the same robust systems in place; availability of a competent, appropriately trained workforce; consistency in training between different security providers; reduction in the size of the Police Force; inability of police and providers to keep pace with community changes and expectations.

4. What would the necessary prerequisites/conditions be for outsourcing to occur (from a policing perspective)?

Contractual obligations and performance methodology – a comprehensive memorandum of understanding and service level agreement; performance reporting methodology – key performance indicators; realistic activity based costing. Clarification of accountability process/well-constructed contracts setting out contractual obligations and performance requirements.

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FEATURE: PUBLIC PRIVATE PARTNERSHIPS

Realistic cost benefit analysis/strong business case - a realistic business case coupled with a cost benefit analysis would need to be developed considering all costs to outsourcing.

Appropriate training standards - the establishment and maintenance of appropriate training standards – including task specific training for custody facilities etc.

Legislative changes - changes may be required and need to be considered in respect to outsourcing of some tasks.

Custody and mental health were mentioned as possible examples.

Robust vetting - the robust vetting of potential applicants.

Police retain control - Police agencies should retain control of the outcomes that are to be achieved (where the service remains a policing responsibility) and ability to control contracts, i.e. the Commissioner can terminate services where contracted performance indicators are not met.

Training - training of security industry personnel was identified as a major concern as requirements vary from state to state.There was a strong view that only through all jurisdictions being held to account to the same standards that this issue will be overcome.

5. What is the view amongst senior police towards the idea/concept of outsourcing?

Participants were asked to provide their views on the corporate response and their individual thoughts on the idea/concept of outsourcing. A significant number of individuals chose not to answer the question about what the corporate view is.

Corporate: Committed/Conservative - committed to an equitable process in delivering value for money services to the community. Can be achieved if appropriately budgeted.

Committed to ongoing renewal using contestability as a framework for determining best value for money services that can be delivered to the community.

High degree of risk attached to outsourcing – concerns in respect to public perceptions, legitimacy and core functions/roles. Risk is also associated in the failure of contracted security to provide the service for which they are contracted.

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Nervous - nervousness about public perceptions that police are not able to do the job.

Concerns re budget transfer - in any outsourcing, if the job is no longer being done by police, then they don’t require the budget associated with that task any longer. Budgets then get cut.

Experience of the corporate view is that essentially police remain ‘shy’ and cautious of the potential for outsourcing.

As police executives struggle to define new ways of achieving cost efficiencies in a changing fiscal environment, the outsourcing debate will become a more attractive option to deliver improved services at a reduced cost.

Personal: Limited role - there is a role for outsourcing, however it is a limited one.The concept that it would release police to the front line is a good one, however equally, it would take potential restricted duties positions away from the police and would likely result in medical discharge of officers rather than having them restricted and performing meaningful ‘back of house’ roles and functions.

No pre-ordained views - the views were either moderate or no pre-ordained views, however they needed to know the details of any proposal and any changes must be evidence based changes. Any negativity surrounding outsourcing would be purely a cultural issue and one that could be overcome by a well-constructed communication strategy and with the passage of time.

Pragmatic approach - obligation to the tax payer to deliver a quality service with value for money. A necessary corporate alternative due to ongoing tight fiscal policy and requirement by government to reduce operating budgets.

Needs to be seriously considered needs to be considered seriously however any issues with service delivery will see it fail.There would be a sense of disjoint with the community if police are not seen to be maintaining law and order. Likewise there is a sense of lesser quality service if they are given a lesser trained and equipped person to perform the task. Back of house functions such as custody management, transportation etc would be appropriate.

High degree of risk – concern over

public perceptions, legitimacy and core functions/roles. Risk is also associated in the failure of contracted security to provide the service for which they are contracted.

In the consideration of outsourcing, it is about achieving the best possible outcome, so if the same outcome can be achieved through use of external resources/providers, then this should be an option that needs to be considered.

However, if an external provider cannot achieve the outcomes that the Police, Government and Community are seeking, or cannot provide the service to the standard that is expected, then the task must remain with the police.

Policing is undergoing arguably its most comprehensive transformation in its history (globally) as both a ‘way of life’ and as a business. It will create new methods of business and managing public expectations, absorbing dynamic technology and social media. Outsourcing needs to be a constant consideration in the debate about services and closer interaction with business needs to occur, as executives strive to incorporate this into new business models.

The interviews highlighted the interactions/linking between the four groups involved or affected by Public Private Partnerships.These groups are: Police Police need to firstly understand fully what function they need to perform as their‘core duties’.They also need to be in a position to clearly set the desired outcome of any partnership (or outsourcing) that may occur, along with the processes of how that outcome is going to be achieved.There is a need to understand what it is that is going to be outsourced, then a minimum standard set for those tasks to be achieved. Consideration also needs to be given as to the expertise that Police possess in being able to manage an outsourced contract.

There is a clear lack of knowledge and understanding of what resources and expertise are available within the private sphere. An understanding of what is available and how it can be utilized is vital in any partnership. An example of this is in the area of Emergency Management.

Private security are not viewed as first responders. When people are asked to

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identify first responders they immediately think of Police, Fire and Ambulance (the traditional ones). However, as the terminology used and role definition has changed, so to should the definition of first responder. Private security for major corporations and insulations are not viewed by the police as a primary responder. Whilst in many circumstances they are highly trained and have rehearsed their roles within an emergency management situation, in many instances they are not utilised and in fact prevented from doing their job.

performing that role.This perception needs to be overcome early in any debate through education of the public as to the reasons why the task is no longer done by a police officer, and that training has been specifically provided to perform that role.

There must also be a guarantee that the service will be provided to an equal or higher standard.There needs to be reassurance that both the individual and the company has met an agreed upon standard and that the standard is a nationally accepted standard.

Government Governments need to have the courage and fortitude to research and consider implementation of Public/Private Partnerships if they are going to improve the service to the community.

This will occur during times of tight fiscal constraint, where there is a need for balanced budgets.The Queensland Government with the adoption of its ‘contestability’ approach to all contracts and tenders is clearly heading in that direction (and lessons can be learnt from that process).

Governments need to ensure that there is an equitable tender process in place that not only ensures value for money service provision, but also considers and facilitates the use of security in commercial and institutional ventures. Governments also need to ensure that there is effective regulation in place in any Public, Private Partnership.

Legislative requirements need to be considered by Governments as they currently exist and how to move into the future.These considerations should encompass the establishment of national security protocols as the Council of Australian Governments has sought to establish a model of national regulation.

Private Security Training needs to be implemented to enable that individuals reach the standard that has been set.The question needs to be honestly asked within the industry; is the individual and company fit to provide the service, considering the capability of the people that are going to provide that service?

The training capability of the industry provider needs to ensure that the provider has the training capability along with the proven ability to employ the right person for that function.The only way you can achieve this is through a model of national recognition.

Industry regulation needs to ensure that the licensing systems in all jurisdictions are consistent, this would include probity (including a robust compliance regime) and mobility.

Consideration needs to be given as to how this regulation is achieved to ensure community confidence is gained.

Community The Community needs to be satisfied that there will be no loss in standard of the service that they are going to receive.The perception remains that, policing services/tasks are being undertaken to a lower standard, simply because police are no longer

Conclusion It is clear that there is growing interest in the area of Public Private Partnerships, not only by Government and Police but by a community who are better informed due to the expansion of social media. As society develops and ‘social migration’ occurs, society’s views on who will deliver what service will become more flexible. It is at this time that agencies/organizations (both public and private) need to be in a position to capitalise on this opportunity.

The Queensland Government has introduced the concept of ‘contestability’ for contracts and

provision of services.This has meant that the Queensland Police Service has found itself having to compete in the provision of service to areas where there has traditionally been no competitors. Overseas experiences have shown that this is a developing trend and other Police Forces need to consider and research partnerships, before it is thrust upon them.

There needs to be a consistent push by private security for a National Model of Regulation to ensure consistency (not inconsistency) in the provision of services.There still exists a view within policing services that private security is poorly trained (in some instances) or at least that training is provided inconsistently across jurisdictions.

Concerns also remain regarding access and security of information, even though many private security operators within the military sphere have secret and top secret clearances.These perceptions need to be addressed through the commencement of high level discussions, coupled with mutual respect for each organisation.

Public, Private Partnerships are not a new concept.There has been significant discussion and implementation within the defence industry where similar arguments against change were raised.

The private sector is now well embedded within defence facilities and lessons could be learned if it is to be considered within a policing sphere.

There needs to be an ongoing debate where all parties have an equal voice, along with additional research.

Public, Private Partnerships-exploring the opportunities is available on request to ASIAL members by emailing security@asial.com.au

About the author David Owens established Risk-e Business Consultants, an Executive Level Management Consultancy, when he retired as Deputy Commissioner of the NSW Police Force after over 30 years of service. As the Deputy Commissioner, he was responsible for the leadership and management of nearly 13,000 police and 1200 public servants.

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ASIAL WEBSITE

New look ASIAL website up and running The new ASIAL web site now features the latest in responsive design for mobile and tablet viewing and automatically resizes for the device you are using.This means you can access the site anywhere, anytime and still be viewing the same information as you would on your desktop.

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Are you accessing the member area of the site?

At no extra cost, ASIAL members can have multiple logins for additional employees to access information and special discounts. For more information email security@asial.com.au SECURITY INSIDER FEB 2014// 23

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TENDERING

Win more with less: 10 tips for tendering triumph in tough times

By David Lunn*

NEW contracts and orders are the lifeblood of any organisation. Winning these new contracts and orders (from existing as well as new customers) almost always involves the preparation of an offer in the form of a written tender, proposal or quote.

Writing tenders and proposals takes on a whole new dimension when businesses are dealing with government bodies or large corporations.The formality of responding to the invitation documents, the use of on-line systems to prepare and communicate responses and the sheer size and complexity of their buying processes can seem very daunting.

When economic circumstances tighten, the need to secure these new contracts and orders (especially from big stable clients like government departments) becomes even greater. But to conserve cash when times get tough, many businesses cease or reduce business development, marketing and administrative functions.The problem of course is that these are the exact types of skills needed preparing winning tenders and proposals.

So the key question is: How can organisations maximise their chances of winning tenders and proposals in the face of fewer resources to complete them? Bid Write offers the following 10 tips to help out.

1. Get ready for tendering. You don’t just wake up in the morning and run a marathon. It takes training, nutrition, advice and careful preparation to succeed.The same applies to writing tenders and proposals. Businesses

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can’t just decide to write a proposal and expect it to get it right. For example, do you understand what information you typically need to provide and how to get it? Are you familiar with the terminology and processes? Do you have the necessary skills to write clearly and prepare attractive professional documents? Do you have the right computer support and software? To be good at tendering requires the same planning and investment as any other business function or personal endeavour.

2. Target opportunities and invest wisely. Tendering isn’t like buying a lotto ticket every week. Writing mountains of tenders and proposals, crossing your fingers, and rejoicing when one eventually wins is wasteful in a business context. Savvy organisations know that they are better off focussing on high likelihood prospects, which are consistent with their strategies and plans.They have clear methods and tools to help work out when they should tender or not.This means that they preserve their resources to do a great job on the tenders and proposals they are better placed to win.They do not spread themselves too thinly over a wider range of marginal ones.

3. Winning happens before writing.

Most of us understand the value of relationships in a business context. It is extremely important to know your

client or prospective client and match what you offer to what they need.

Some would argue this is the best way to carry out business, but concerns over impartiality and getting genuine value for money mean that tendering and proposal processes try to eliminate the potential for unfair bias by limiting ways in which interpersonal access is undertaken.This doesn’t mean that there is no place in tendering for building relationships, understand clients needs and building your company profile. Quite the opposite in fact.To be successful in tendering almost always involves being better“positioned” to win before the written tender or proposal is required.

A good rule of thumb is that if the first time you have learned of an opportunity is when you heard the “thud” of it hitting your desk – then you are unlikely to be succeed.

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4. Follow the rules. Our own values and beliefs often guide the degree to which we follow, or not, all rules, regulations, guidelines (and laws!) we live and work within. Unfortunately buyer tolerance to departures from tendering conditions and rules tends to be much tighter. Flirt with these at your peril. If the buying organisation wants you to fill in a form, do it. If they want your prices presented in a particular way, do it. If you need to lodge your tender in at a particular time and location, do it. Remember that it is really easy for buying organisations to eliminate your tender or proposal because it hasn’t complied with their “rules” irrespective of how great your solution or price is.

5. Time is your enemy. Tenders and proposals, by and large, need to be submitted within a defined timeframe.

This can range from a few days to several weeks, but hardly anyone ever believes they get too much time to submit. Some people are great at scheduling their days so effectively that everything is done ahead of time, to a high standard and without compromise.

Writing tenders and proposals should be prepared like this too, but they are left to the last minute, no matter how long the tender open period is! The simple truth is that writing effective tenders and proposals means early planning action. For example, who is writing what parts of the tender? When do your draft responses need to be complete? How long are you internal reviews and approvals going to take?

Have I got enough information to do the estimating/pricing? Businesses that write winning tenders and proposals know that they need to schedule all these activities and manage them like they would any other project.

6. It’s all about your client. Most of us find it easy to talk about ourselves, our achievements, our successes.

Unfortunately this is not the way to win work through tenders and proposals.

Tenders, proposals and quotes are actually about your client, not you. How have you shown you truly understand its needs? What’s in it for them? How will they benefit from choosing you? You

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need to say these things in your tender or proposal. Banging about how good you are, especially with unfounded motherhood type statements regarding your products, history and performance is not being client focussed and is a sure way to lose that next sale.

7. Win the work first, then do it. A tender, proposal or quote is a sales document. It is designed to convey your offer to supply in such a way that it convinces your client to choose you above all others. Many organisations go into minute detail to describe how the work will be done or how the solution will be provided but forget that they actually need to win the work first.

Yes you need to prove that you can do the job or have the necessary experience, but have you shown that you understand what you client actually wants? There is no point solving the wrong problem…

8. Ignore competition at your peril. It’s a rare occasion in which tenders and proposals are prepared without any competition. In fact many tendering processes are purposefully designed to maximise participation by competing businesses. So preparing tenders, proposals and quotes must be undertaken in light of competitors. Who are they? What are they likely to do/say? How can I set myself apart from them – when there could be 10’s (or even hundreds) of them all as equally anxious to win the work as me?

A tender or proposal that is prepared without an understanding of competitive alternatives is not persuasive.

9. Price is always important. Sometimes price is the dominant decision criteria when organisations and individuals make their buying decisions.

Sometimes it isn’t. In any event it is always important.You need to understand how the price (or total cost) of what you offer is likely to be being judged and make sure you not only price to suit - but consider also describing your price in this light. If you know you are low cost – say why. If you offer higher value, higher cost services

then maybe you should describe this so the buyers understand and don’t make ill informed comparisons. Maybe you should provide options to give greater price/value choice. Realise too that an obviously low price is often treated by buyers with the same suspicion as a price much higher than others. A good guide is that you should price reasonably, sustainably and be “in the ball park” to win.

10. One size does not fit all. Clearly a simple price/availability quote is different to a multiple volume, large tender submitted to a resource giant on a mega-project! So businesses need to recognise that the kind of opportunity they are trying to win shapes what the tender, proposal or quote will contain, look like and amount of effort needed to be invested.Wise businesses don’t therefore fall into the trap of thinking they can use a tender or quote “template” to respond to every request. Sure if it’s a small quote, or you get to control exactly how your proposal is prepared and structured, then well designed templates are a great way to be efficient and clear.

But for larger opportunities your tender or proposal has to be tailored to that opportunity.This means that you must have the skills necessary to make these changes. If you don’t then you aren’t either following the rules or being client focussed – fatal flaws as we have described above.

The bottom line. Writing tenders, proposals and quotes is an extremely important business function. By being strategic, selective and well prepared winning documents can be completed as part of the ordinary fabric of any organisation, not treated as an afterthought which is relegated to whoever is least busy or performed late at night over takeaway food and energy drinks! If you follow these 10 tips then you’ll be well on the way to winning that next contract.

About Bid Write David Lunn is a Director with Bid Write, a specialist Australian consultancy that brings together tender request and tender response expertise in one organisation to help clients buy better or win more.

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Angelo Gannis Client Manager, Aon Risk Solutions t: +61 2 9253 7489 e: angelo.gannis@aon.com

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ASIAL Certified Security Monitoring Centres*

Current as at: 20 December 2013

Company (short form name)

Australian Security Industry Association Limited

State

Cert. No.

Grade

Expires

ADT Security

NSW

404

A1

30 Jun 2014

ADT Security (Data Centre)

NSW

405

A1

30 Jun 2014

Allcare Monitoring Services

WA

379

A2

28 Feb 2014

ARM Security

WA

402

A1

10 Mar 2015

ART Security

VIC

392

A1

30 Sep 2014

Calamity Monitoring

NSW

383

A1

20 Mar 2014

Central Monitoring Services

NSW

380

B1

21 Mar 2014

VIC

391

C2

18 Mar 2014

Glad Security

NSW

398A

A1

25 Nov 2014

Golden Electronics

TAS

395

A1

17 Oct 2014

Energize Australia

Grade One Monitoring

NSW

378

A1

13 Feb 2014

Grid Security Services

NSW

381

A1

18 Mar 2014

Instant Security Alarms

QLD

413

A1

23 Sep 2015

ISS Security

NSW

373

B3

25 Nov 2013

Linfox Armaguard

VIC

393

A1

08 Aug 2014

Mekina Technologies

TAS

399

A1

02 Nov 2014

NSS Group

NSW

384

A1

07 May 2014

Onwatch

NSW

396

B1

31 May 2014

Paul-Tec Australia

NSW

409

A1

01 Aug 2015

Protection Pacific Security

VIC

394

C2

9 Aug 2014

RAA Security Services

SA

400

A1

12 Dec 2014

Secom Australia

NSW

417

A1

14 Dec 2015

Sectrol Security

VIC

412

B2

01 Dec 2014

Securemonitoring

VIC

414

A1

23 Nov 2015

NSW

386

A1

04 May 2014

Security Alarm Monitoring Service

SA

387

A1

18 Jun 2014

Security Control Room

VIC

411

A1

18 Aug 2015

Sesco Security

WA

407

A1

03 Jun 2015

Signature Security

WA

403

A1

30 Jun 2014

SMC Australia

QLD

416

A1

07 Dec 2015

SMC Australia

VIC

415

A1

16 Dec 2015

SNP Security (Newcastle)

NSW

410

A1

17 Aug 2015

SNP Security (Sydney)

NSW

408

A1

13 Aug 2014

WA

406

A1

12 Apr 2015

Securenet Monitoring Services

Spectus State Government Protective Security Service

QLD

388

C1

22 May 2014

Westpac Banking Corporation

NSW

382

A1

19 Mar 2014

Woolworths Limited

NSW

397

C1

04 Nov 2014

*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 – 2004. PLEASE NOTE: ASIAL takes no responsibility for listed companies which may change the nature of their operations subsequent to Certification.

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EMPLOYING PEOPLE IN AUSTRALIA

Employing people – it’s a complicated business

By Chris Delaney

The following provides a helpful overview of the many essential things employers need to understand when employing people.

Obviously we cannot cover everything in detail here, however, members requiring further information can contact ASIAL. RECRUITING Employers aim to have an efficient and productive workforce.This means having the right people in the right place at the right time. But it isn’t that easy thanks to the many legal issues that arise in the process of seeking, interviewing and selecting candidates for a position.

SELECTING Employers cannot discriminate against a candidate on the basis of an attribute (including sex, race, pregnancy, age, impairment, political belief or activity) when deciding who should/should not be offered employment. Employers should always develop objective criteria for selecting employees, preferably based on the position description and the essential and desirable requirements of the job.

OFFERING EMPLOYMENT Offers of employment should be in writing, however a verbal offer is still binding if accepted by the employee. A written offer should include the date of commencement of the employment, probationary period, reporting responsibilities, information on hours of work, wages, leave and other

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entitlements, confidentiality and how the employment contract may be terminated and any other important aspects of the employment relationship that are not set out in Australia's employment legislation, the Fair Work Act 2009 (Cth) (Fair Work Act).

Also included will be information on any bonuses, other benefits such as car allowance, superannuation, notice of termination and summarily dismiss, protection of confidential information and intellectual property, post-termination restrictions and governing law and jurisdiction.

maintained, and that there is compliance with relevant legal obligations.

RESTRAINTS Employers should ensure that the prospective employee does not have any restrictions that may prevent him or her from entering into the employment contract (for example, a post-employment restraint of trade imposed by his/her former employer).

THE TEN NATIONAL EMPLOYMENT STANDARDS: 1. Hours of work – the maximum ordinary hours of work for a full time employee is 38 hours per week. An employer may require an employee to work reasonable additional hours.

MANAGING EMPLOYEES Many matter issues arise during the employment relationship that requires careful management in order to ensure that a positive ongoing relationship is

BENEFITS AND ENTITLEMENTS Modern awards apply to national system employees in a particular industry or occupation. Modern wards and the NS set out the minimum requirements with which an employer must comply in respect of benefits and entitlements for their employees, including the minimum wage. Alternatively employees may covered by an enterprise or collective agreement.This will set out employees' benefits and entitlements.

2. Request for flexible working arrangements – after 12 months of continuous service an employee who is a parent, or has the responsibility for care of a child, may ask for a change in working arrangements to assist with

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caring for the child. An employer may refuse a request for flexible working arrangements on reasonable business grounds.

3. Annual leave – all employees other than casual employees are entitled to four weeks' paid annual leave for each year of service. Shift workers are entitled to an additional weeks leave.

4. Personal/carer's leave – all employees other than casual employees are entitled to ten days (76.hours) of paid personal/carer's leave (including sick leave) for each year of service.

5. Compassionate leave – all employees other than casual employees are entitled to two days of paid compassionate leave for each occasion when a member of their family or household dies, contracts a personal illness or sustains a personal injury that poses a threat to the member's life.

6. Community service leave – employees other than casual employees who engage in eligible community service (including jury service and voluntary emergency activity) may be absent from his/her employment to engage in the activity.

7. Public holidays – an employee is entitled to be absent from work on a day (or part-day) that is a public holiday in the place where the employee is based for work purposes.

An employer may ask an employee to work on a public holiday if that request is reasonable.The Fair Work Act describes factors that must be taken into account when determining whether a request is reasonable.

8. Unpaid parental leave – unpaid parental leave is available to employees with 12 months continuous service for the birth of a, or the placement of a child with the employee for adoption.

A paid parental leave scheme has recently been introduced in Australia, giving those eligible an entitlement to 18 weeks' paid parental leave at the national

minimum wage, to be paid by the government via employers.The Paid Parental Leave Act 2010 came into effect on 1 January 2011.

9. Notice of termination and redundancy pay - The length of notice depends on the duration of service of the employee.The NES also entitles eligible employees to redundancy pay where employment is terminated for specific reasons.

10. Fair Work Information Statement – employers are obliged to provide a Fair Work Information Statement to all employees who commence employment.

THE MODERN AWARD SYSTEM Most employees in Australia are covered by one of the 122 modern awards relate to specific industries or occupations which, together with the NES, provide relevant minimum safety net of terms and conditions.

In the Security Industry the two main awards are the Security Services Industry Award 2010 for guards patrol officers and monitoring centre operators and the Electrical, Electronic and Communications Industry Contracting Award 2010, which covers alarm, CCTV installers and associated activities.

WAGES Employees may be paid weekly or fortnightly. Employers must issue pay slips (in hard copy or electronically) to each employee within one working day of their pay day, even if they are on leave.

Modern awards prescribe minimum wages and often have provisions related to the manner and timing of the payment of wages.

Deductions from wages may only be made with the express written permission of the employee.

SUPERANNUATION Employers are required to pay superannuation for all employees in accordance with superannuation legislation.The current minimum rate of superannuation to be paid into a superannuation fund for eligible

employees is 9.25% of the employee's ordinary time earnings.

LONG SERVICE LEAVE Long service leave is governed by state and territory legislation. It is envisaged that these will eventually be harmonised with LSL being covered in the Fair Work Act 2009. Employees currently become eligible to take long service leave after completing between seven and 15 years of continuous employment with the same or a related employer.

TAXATION All employees who earn income in Australia are required to pay income tax.

Employers deduct income tax instalments (PAYG instalments) from employees' wages. Deductions go to the Australian Tax Office (ATO).

VARYING TERMS AND CONDITIONS Award conditions may only be varied by the Fair Work Commission and in the case of the NES by legislation.

Employment contracts may only be varied by agreement between the parties, provided that minimum legislated standards cannot be reduced.

WORK HEALTH AND SAFETY Recently Safe Work Australia developed national model work health and safety laws. Most jurisdictions in Australia have enacted their own laws that mirror the national model. Generally, employers are required to ensure, so far as is reasonably practicable, the health, safety and welfare of their employees while they are at work.

Work health and safety legislation sets out an employer's duties.

TERMINATION OF EMPLOYMENT Termination of employment is a complex matter, which must be approached carefully. Employers need to be aware of their contractual and common law obligations as well as the statutory provisions when ending an employment relationship. Before any decision to terminate is made employers are advised to seek professional advice.

REDUNDANCY Redundancy is a minimum condition of employment under the NES. Redundancy occurs when the employer decides that

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the work performed by the employee will no longer be performed by anyone. As with termination this is a complex area of the employment relationship and should only be considered after seeking professional advice.

Employers have an obligation to consult with employees affected by the redundancy and must consider redeployment. Failing to follow the consultation process may render the redundancy an unfair dismissal.

The entitlement to redundancy benefits is based on a sliding scale and calculated by reference to the length of the employee's continuous service on termination.

SUMMARY DISMISSAL The minimum period of notice does not apply where an employee is summarily dismissed for serious misconduct.

Serious misconduct occurs where an employee is in serious breach of the obligations owed to his/her employer.

At common law, examples of serious misconduct include dishonesty, assaulting a colleague or refusing to follow a fair and reasonable direction of the employer.

UNFAIR DISMISSAL Employees who have completed six months of service with their employer and are covered by a modern award, an enterprise agreement and/or whose sum of annual earnings is less than the high income threshold (as defined in the Fair Work Act and indexed annually) are protected from unfair dismissal.

Small business employers (those with less than 15 employees) are subject to the Fair Dismissal Code.

Under this Code, employees of a small business employer may claim unfair dismissal against their employer if they have completed 12 months of service with the employer and have been dismissed.

Remedies available to employees who bring a successful case for unfair

dismissal include reinstatement or compensation of up to six months' pay).

TERMINATION PAYMENTS Upon termination, statutory entitlements must be paid to the employee including accrued but untaken annual leave and leave loading (where relevant), accrued wages for work performed and payment in lieu of notice (if relevant). An employee may also be entitled to other contractual entitlements on termination.

GENERAL PROTECTIONS Under the Fair Work Act, employers are prohibited from taking 'adverse action' against an employee because the employee has exercised a 'workplace right'. Workplace rights include benefits under workplace law, making a complaint or inquiry and participating in a process or proceeding under a workplace law or instrument. Adverse action includes dismissing the employee, altering the position of the employee to the employee's prejudice and discriminating between the employee and other employees.

DISCRIMINATION Direct and indirect discrimination in employment on the basis of sex, race, pregnancy, impairment, industrial activity, race and religious beliefs is prohibited in all states and territories of Australia under the relevant equal opportunity or anti-discrimination legislation. Bullying, harassment and victimisation are also prohibited.There is legislation covering these matters in each state and territory as well as the Commonwealth. Employers should be aware of the different tests applied for determination of whether discrimination has taken place.

CONFIDENTIAL INFORMATION/POST TERMINATION RESTRAINT OF TRADE Employers should consider policies and contractual obligations binding employees during and post employment

on matters of confidential information, intellectual property rights and privacy.

The damage that may be caused if an employee sets up a rival business, uses confidential information or encourages clients to move with them can be extensive. Professional advise is essential in the formulation of these policies.

REFERENCES Employees have no entitlement to a reference for a former employer.

However it is appropriate to provide an employee on termination with a certificate detailing the commencement and finishing date and the capacity in which the employee worked.

EMPLOYMENT DISPUTES Disputes between employees and employers over the safety net of minimum wages and employment conditions, enterprise bargaining, industrial action, dispute resolution, termination of employment and other workplace matters are mostly dealt with by either the Fair Work Commission.

Claims for underpayment of wages and the like are dealt with by the Fair Work Ombudsman and prosecuted through the Federal Court which can also deal with adverse action matters and issues arising under federal legislation.The Australian Human Rights Commission will hear claims from employees who claim that they have been discriminated against, and complaints may be made to the relevant state's equal opportunity commission or tribunal.

Dealing with employment issues can be complex and time consuming.

Getting it wrong can be expensive and may adversely affect your company’s reputation. ASIAL provides members with free advice, assistance and guidance on wages and conditions and all employment related matters. We also provide representation before industrial and other tribunals at rates substantially less than those of a law firm.

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 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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ADVERTORIAL

FLEET TRACKING SYSTEM PUTS MANAGEMENT IN THE DRIVER’S SEAT IT IS A well-known fact that knowledge is power and, in these tough economic times, it is more important than ever to know where your fleet is 24/7.The simTRAC fleet tracking and management system will give you the knowledge to defend your invoices from sceptical clients, avoid being misled by your technicians, and schedule your jobs more efficiently to save time and fuel.

Let’s look at the benefits.

End bill disputes More and more customers are seeking to save money by disputing invoices from security technicians. When a client claims to know that a technician was on site for less time than they billed, a business can be forced to cut their invoice by up to 50%. No business can afford to work for half price. simTRAC vehicle tracking software can end this problem immediately and defend your cash flow by proving beyond doubt how long any technician was at a job.The system can generate a report to be shown to the client that will blow their concerns out of the water. By eliminating one of the most common bill disputes, simTRAC will quickly pay for itself and start boosting the profitability of your business.

Save time Once you have full visibility of your fleet all day every day, you can spot errors in timesheets where entries do not match the actual movements of your vehicles.

Even better, when it is known that you can easily review vehicle movements from yesterday, last week, or last month, it encourages greater accuracy in entering data in the first place.

This ensures that your company and your clients are getting fair value from the technician and that you are maximising the productivity of each technician and vehicle.

Save on fuel and maintenance simTRAC allows your administration staff to see exactly where all technicians are at any time.

This allows them to schedule the technician’s movements more efficiently and make better decisions about who to assign to last minute jobs based on the location of each technician.

Administration staff simply locate a site on Google Maps, find the best person for the job and dispatch job details to the relevant vehicle.This saves on both travel time and fuel.

As an added bonus, administration staff can schedule jobs without interrupting the technician with a phone call to find out where they are and another call to dispatch them. Jobs are dispatched and appear via on-board messaging hardware installed in the van.

The technician just reads the message when they are finished with the current job.This makes both scheduling and working more efficient.

Work Health & Safety Under new legislation, businesses are more at risk of litigation than ever – especially those with mobile workforces.

The simTRAC system can protect directors and everyone within the chain of responsibility by allowing you to keep track of staff, manage vehicle use, monitor vehicle safety and identify“at risk” drivers including those who speed.

A saving not an expense Many managers assume GPS technology is yet another expense they cannot afford. The reality is just the opposite. Continuing to operate without a GPS tracking system creates waste that no business can afford in the modern market.

Just one extra job each week or one less invoice dispute easily pays for the simTRAC system.That’s why businesses that start with simTRAC never look back.

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HOT PRODUCTS

HIKVISION 2MP PTZ WITH IR & EDGE RECORDING

NEW!

■ Central Security Distribution > 1300 319 499 ■ Web > www.centralsd.com.au Recording at 2 MP and built on the latest Davinci processing platform the Hikvision HIK-2DF7286-A delivers outstanding images regardless of conditions.

With just about every available acronym in its feature list this PTZ is equally comfortable in low light or utilising its high ratio wide dynamic range.

Hikvision have included the usual host of programming options for patrols as well as high speed pan/tilt with ±0.1° pre-set accuracy and support for smart tracking.

Rounded off with a built-in Web server, Edge Recording, support for up to 8 NAS devices along with 120m IR illumination making this powerfully versatile weatherproof PTZ.

FLEXIBLE VMS FROM HIKVISION ■ Central Security Distribution > 1300 319 499 ■ Web > www.centralsd.com.au

NEW!

Hikvision’s iVMS-4200 is a versatile video management software designed for Hikvision’s fantastic range of DVRs, NVRs, IP cameras, encoders and decoders that are available through CSD. With its flexible deployment architecture and easy-to-use operations; Hikvision’s iVMS-4200 client software is perfect for medium-sized installations with multi-site requirements. iVMS-4200 offers users advanced control and remote management of up to 1,024 video channels linked via LAN or WAN. Operators can view 64 cameras in real-time live view on a single monitor; additional functionalities include file backup, video recording and remote search and playback

simPRO CONNECT ■ simPro > 1300 139 467 ■ Email > sales@simpro.com.au ■ Web > www.simpro.com.au The simPRO Connect app is an out-of-office extension of our flagship product, simPRO Enterprise.

Connect enables staff in the field to update times, materials and job details in real time.

Compatible with both Android and iOS, on both tablet and smart phones, Connect keeps staff in the field connected with the back office.This seamless connection reduces travel time and increases billable hours.

Imagine the time saved with field staff generating invoices and receipts on the spot. Client has more work for you next time? Great! Create new jobs and quotes there and then.

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HOT PRODUCTS

THE WORLD’S SMALLEST FULL HD COMPACT IP CAMERA RANGE ■ Canon Australia > 1800 021 167 ■ Email > pecialised.imaging@canon.com.au ■ Web > www.canon.com.au/networkcameras Canon’s new VB-S compact FULL HD camera range hits the market between December 2013 and January 2014. Recently announced, It features the world’s smallest FULL HD, powered Pan-Tilt-Zoom camera with 3.5 x optical zoom (VB-S30D) and the world’s smallest FULL HD, powered Pan-Tilt camera with 4 X digital zoom(VB-S31D).

Also in the range is the VB-S800D, fixed mini dome camera and also the VB-S900F fixed mini box camera. All are ONVIF S compliant, with 6 built-in advanced intelligent functions including such things as object removal detection and camera tampering detection; wide angle Canon lenses and class leading low light performance.

NEW!

NEW!

CSD NOW STOCKING NEW MOBOTIX 25 SERIES IP CAMERAS ■ Central Security Distribution > 1300 319 499 ■ Web > www.centralsd.com.au Building on the success of their respective predecessors, MOBOTIX has released the new Q25, M25, D25 and T25 IP camera models which come equipped with a 5-megapixel sensor … and better yet, these models are stocked and available now through CSD! Featuring an improved CMOS sensor as well as the all new MxLEO digital image optimisation technology; the new models have twice as many pixels as Full HD and offer dramatic image clarity, especially in low-light conditions.

Features: • Up to four times higher light sensitivity • More details when zooming • Smoother video streams for up to 30 fps@MEGA • MxBus interface Included on all models

ICARE PERSONAL TRACKER ■ Grade One Monitoring > 1300 723 185 ■ Email > info@grade1.com.au ■ Web > www.grade1.com.au Grade One Monitoring has launched the iCare Personal Tracker.

Our Grade A1 monitoring centre now offers the peace of mind of a trackable hand held device utilising the Telstra Next G network.

The iCare unit offers a rapid and accurate GPS positioning, 2 way on board communication as well as a geo-fencing solution. iCare monitoring has many benefits including the ideal solution for OH&S/WHS legislation, a safety device for loved ones, immediate notification in the case of a medical emergency as well as GPS tracking for dementia patients.

Phone us on 1300 723 185 to discover the full range of features and benefits that the iCare Personal Tracker has to offer for your staff and clients as part of an overall security solution.

NEW!

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HOT PRODUCTS

Effective Security From the name you trust ■ Jim’s Security > 131 546 ■ Web > www.jimssecurity.com.au Why invest in a Franchise with Jim's Group? The Jim's Group have been leading the way in Franchising in Australia for over 30 years.

With just over 3500 Franchisees and Franchisors across some 34 Divisions , the Jim's Group is one of the most recognised brands in the country. 94% of adult Australians recognise the brand and with over 500,000 new inbound inquiries to the Customer Service Centre per year, the advantages of having your own business operating with this Trademark are enormous.

From advertising and marketing, to purchasing products and services, you will be taking advantage of the strength of a proven National brand utilising proven systems to manage your own business Call 131 546 Today or check us out at www.jimssecurity.com.au

NEW!

Powerful Mobile Control ■ Inner Range > +61 3 9780 4300 ■ Web > Central Security Distribution - www.centralsd.com.au ■ Web > Inner Range - www.innerrange.com

NEW!

The Integriti Mobile App packs a powerful punch of accessibility and control for your Integriti Security and Access Control System from any smart mobile device.

The Mobile App puts you in control, allowing you to individually tailer the App to fit your needs and requirements. Advanced customisation lets you create custom page views and Widgets for fast access to common tasks. The App provides real-time system status and control, from locking or unlocking doors and gates, arming or disarming your security system, to controlling auxiliary devices like heating and cooling. It even gives you the power to start automated tasks and view system activity logs.

Whatever your schedule or wherever you are, the Integriti Mobile App empowers you to take charge of your Integriti Security and Access Control System. It really is convenient System Control at your fingertips.

Multipath-IP - SkyCommand ■ Inner Range Melbourne > +61 3 9780 4300 ■ Email > admin@innerrange.com ■ Web > www.innerrange.com SkyCommand is a new browser based application for Multipath-IP, it allows you to take command of youralarm system like neverbefore and control your home or business with convenience. SkyCommand gives you remote access you can depend on using Multipath-IP connectivity.

Take full control of your alarm system & integrated systems like lighting and access control from anywhere in the world.

SkyCommand is on call anytime from anywhere via any desktop or mobile device, it is included as a standard option with selected Multipath-IP monitoring plans.

For more information contact: Inner Range Melbourne 03 9780 4300 | www.innerrange.com

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HOT PRODUCTS

DTU3G/IP ■ SCSI > 1300 555 570 ■ Email > daleacott@securitycommunications.com ■ Web > www.securitycommunications.com SCSI’s DTU3G/IP wireless alarm communicator is Australian made and designed. Dual-SIM technology provides 6 secure paths using Telstra NextG, Optus 3G, Telstra GPRS, Optus GPRS, Ethernet & PSTN. With thousands already sold and installed, the DTU3G/IP has been released to the Australian Security Industry with outstanding success. The combination of multiple, proven communication paths ending the days of nuisance “poll fails” and unwarranted guard attendances.

The DTU3G/IP connects to the DirectWireless Network, Australia’s only dedicated and private alarm transmission network.

To find out more about the DTU3G/IP, contact SCSI on 1300 555 570.

NEW!

NEW!

Maximum Camera Value: All-new Sarix IL10 Series Box Cameras and Micro Domes ■ Pelco Australia > +61 2 9125 9310 ■ Email > mark.romer@schneider-electric.com ■ Web > www.pelco.com/sarix The all-new Sarix™ Value Range of mini box and micro dome cameras are high-definition, cost-effective IP network cameras perfect for most any indoor fixed video security application.These cameras produce high-quality, color HD video, and the integrated pre-focused fixed focal length lens makes sharp scene alignment and installation quick and easy.

Convenient network connectivity, PoE models, and a simple Web user interface, make for easy plug-and-play finalisation of settings and positioning adjustment. And by delivering industry-leading Sarix image quality, backed by the Pelco™ by Schneider Electric™ satisfaction guarantee, the IL10 series are the value-driven cameras that you can choose with confidence.

Schneider Electric Expands Investment in IP Video with Major Additions to Pelco Line ■ Pelco Australia > +61 2 9125 9310 ■ Email > mark.romer@schneider-electric.com ■ Web > www.pelco.com/sarix Schneider Electric announced a major expansion and commitment to its Pelco IP Video Surveillance product line by announcing the planned rollout of more than 50 new IP cameras in 2013, including the new Sarix IL10 Series mini box and micro dome cameras. Schneider Electric continues to make major investments in IP video, expanding its R&D effort, product line and industry-leading education and training programs to meet the needs of partners and customers.

The company has achieved several major milestones in its continuing evolution as an IP market leader, including the expansion of its Fort Collins, Colo. Facility.

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ASIAL NATIONAL CALENDAR OF EVENTS 2014 JANUARY-MARCH 26 February, Hobart ASIAL Industry Briefing – Henry Jones Art Hotel Assistant Commissioner Donna Adams, Tasmania Police will address the meeting along with a representative from the NBN Co. 7 March, Melbourne ASIAL Industry Briefing Ibis, Glen Waverley Supt Pauline Kostiuk from the Licensing & Enforcement Division (VIC Police) will provide an update on LED's future directions for the Security Industry, plus a representative from the NBN Co will provide an update on developments in the NBN rollout.

19 March, Sydney ASIAL Industry Briefing Park Royal, Parramatta A representative from the NBN Co will provide an update on developments in the NBN rollout.

20 March, Adelaide ASIAL Industry Briefing Sebel Playford A representative from the NBN Co will provide an update on developments in the NBN rollout.

21 March, Perth ASIAL Industry Briefing – Hotel Northbridge a representative from ASIC will address the meeting.

26 March, Canberra ASIAL Industry Briefing Premier Inn Belconnen A representative from the NBN Co will provide an update on developments in the NBN rollout.

26 March, Brisbane ASIAL Industry Briefing Niche Event Spaces, A representative from the Stones Corner NBN Co will provide an update on developments in the NBN rollout.

APRIL-JUNE 4th June - Security 2014 Conference 4th June - Security 2014 Gala Dinner Gala Dinner 5th June - Security 2014 Cocktail reception 4th-6th June - Security 2014 Exhibition

JULY-SEPTEMBER 10 July, Adelaide 11 July, Perth 23 July, Sydney 6 August, Brisbane 24 September, Canberra 25 September, Hobart

ASIAL Industry Briefing ASIAL Industry Briefing ASIAL Industry Briefing ASIAL Industry Briefing ASIAL Industry Briefing ASIAL Industry Briefing

OCTOBER - NOVEMBER 15 October, Brisbane 16 October, Melbourne 23 October, Sydney

ASIAL Industry Briefing ASIAL Industry Briefing 2014 Australian Security Industry Awards for Excellence 6 November, Adelaide ASIAL Industry Briefing 7 November, Perth ASIAL Industry Briefing 26 November, Sydney ASIAL Industry Briefing and 45th Annual General Meeting

For more information visit www.asial.com.au/events or email: marketing@asial.com.au

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