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Countering Extremism
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CONTENTS ISSUE 94
056
COVER STORY COUNTERING RADICALISATION: DEALING WITH EXTREMIST NARATIVES This issue’s cover story examines the nature of extremist narratives in the context of the information environment. Narratives are a cornerstone of radicalisation that can lead to ‘home-grown’ terrorism as experienced in a number of diverse countries, including Australia. In considering these topics within the information environment, author Nick Burma examines the importance of counter-narrative messaging and highlights the challenges associated with shifting perceptions of events that impact Muslims locally and globally.
032.
WHY SOCIAL MEDIA IS A SECURITY ISSUE With change accepted as an every day part of life – and with Web 2.0 accelerating the pace of change – ambiguity in all spheres of business, government and society is reaching unprecedented levels. Rod Cowan looks at some of the security challenges that social media posses to organisations from large to small.
068.
WHY SOCIAL MEDIA IS A SECURITY ISSUE
032
THE DEEP WEB: BIG DATA AS A RISK MANAGEMENT TOOL Managing security-related risks requires information. To manage those risks effectively requires the right information; available at the right time; presented in a meaningful format. How do you get it? Rick Draper examines how the Internet has changed the nature of intelligence gathering. Exactly how can you find what you need when you need it?
076.
GETTING INSURANCE RIGHT Insurance, much like security, is often seen as a grudge purchase, something that you need to pay for but never really want to pay for. However, smart business people know that insurance is much more than a simple compliance cost, it is an essential part of running successful business. The question is, how do you know if you have the right insurance cover? Where should you even begin?
100.
CONNECTED TECHNOLOGY IN THE WORKPLACE: RISKS VS REWARDS The Internet of Things can yield some extremely exciting and productive efficiencies in the work place. However, it can also be a double edge sword creating significant security challenges. How do you determine the effective level of risk versus reward for your workplace?
104.
FIREBOMBING – A HOT ISSUE FOR SECURITY MANAGERS According to a report titled Counting the costs of Crime in Australia: A 2011 Estimate by the Australian Institute of Criminology, there were an estimated 44,925 incidents of arson in Australia between 2011 and 2012 resulting in property loss calculated at approximately $971 Million. How can security managers more effectively mitigate the risks posed by arson attacks?
08 SECURITY SOLUTIONS
GETTING INSURANCE RIGHT
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SECURITY SOLUTIONS 009
ALARMS
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OPERATIONS
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CONTENTS ISSUE 94
014.
LETTER FROM THE EDITOR
016.
BRIGHT IDEAS
018.
DID YOU KNOW?
020. SECURITY BYTES Funny stories, tips, tricks, trivia and news from the security industry.
072. LOSS PREVENTION Industrial espionage doesn’t just happen in spy movies. Michael Dever explains why your business could be at risk.
080. AVIATION SECURITY We present the third part in a new short series on understanding aviation security models and regulations around the world.
022. CRIMINAL ODDITY
It should be called ‘What not to do to end up in this section’, but alas, we find a special home for those who are met with odd criminal situations and a lack of intellect.
082. LEGAL Q&A We do our best to answer your legal queries, pro bono.
024. EVENTS CALENDAR A look at upcoming industry events. 028.
INDUSTRY NEWS All the latest from the industry.
030. MLA UPDATE Peter Johnson explains the vision and plans for the MLA in 2015.
084.
ACCESS CONTROL We look at some of the challenges involved in
migrating to a modern access control solution.
088. SPECIAL FEATURE Don Williams looks at the relationship between facility managers and the returning Jihadist and how the two are interconnected.
038. ALARMS Matthew Baas-Becking looks at some of the basic fundamentals of effective integrated electronic security design.
092. EMERGENCY RESPONSE What would you do if an armed gunman entered your workplace?
042. OPERATIONS Richard Kay shows you how to maintain operational effectiveness 24/7.
096. HOMELAND SECURITY Graeme Cunynghame looks at the phenomenon of corruption in the workplace and its potential impact on security.
046. CCTV Where will the growth be in the CCTV market in 2015? 052. BUSINESS BEYOND According to Future Workplace, it is estimated that by 2025 Gen Y workers will account for 75 per cent of the workforce. How might we more effectively prepare these people to become the security leaders of the future?
064. JUST LAW Dr. Tony Zalewski continues his examination of trends in litigation in security and strategies to help minimise the risk of litigation.
010 SECURITY SOLUTIONS
108.
SECURITY STUFF
109. PROFILES 114. SPOTLIGHT 118.
PRODUCT SHOWCASES
119. SHOPTALK Company announcements from within the industry.
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SECURITY SOLUTIONS 0011
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Editorial Editor: John Bigelow john@interactivemediasolutions.com.au Sub-Editing: Ged McMahon, Emma Stanley
Contributors: Peter Johnston, Jon Cropley, Matthew Baas-Becking, Richard Kay, Rod Cowan, Barry Thomas, Nick Burma, Tony Zalewski, Rick Draper, Mike Dever, Kylie Howlett, Anna Richards, Steve Lawson, Steve Katanas, Don Williams, Graeme Cunynghame, Paul Johnstone, Garry Barnes
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012 SECURITY SOLUTIONS
SECURITY SOLUTIONS 013
LETTER FROM THE EDITOR As recently as only a decade ago, anyone looking to undertake a career in security at a professional level, only needed experience in either the police or the military as it was assumed that if they had come from one of those professions, then they knew about security. As the industry began to mature, there was a push for greater certification and training, meaning that even if one had a law enforcement or military background, people looking to enter the security profession needed to have at least a Certificate 4 or Diploma in Security Risk Management. Around the same time, commercial certifications such as the ASIS Certified Practicing Professional (CPP) program gained in popularity and prominence, setting a new benchmark for professional standards in the industry. These industry certifications have, for a number of years now, sat alongside tertiary degrees such as the Bachelors of Security Science offered by Edith Cowan University, and other institutions, as the minimum standard required when undertaking a career as a security professional. What is interesting to note, is that, as the industry matures, the career development path has evolved. Where once a Cert 4 might have been enough to gain entry to a senior position, today, even Bachelors degrees and industry certifications no longer seem to be enough. As security gains acceptance as a legitimate function within the broader organisation, alongside Finance, Marketing, Human Resource and the like, Security Managers across the globe are finding themselves at a distinct disadvantage. Not because they have failed to understand the science of security, or best practice with regard to the application of security, but because the other departments within the organisation, who have now become pseudo clients of the security department, all speak a different language. They speak the language of business. And so, in order to better understand and serve the needs of their clients, whether those clients be other departments within their own organisation or other companies entirely, today’s Security Managers have found that they need to develop a deeper understanding of Finance, business continuity, reputation and brand protection, crisis and risk management and so on. What is interesting to note from all of this, is that the benchmark for anyone looking to embrace the most senior roles within the security industry seems to have shifted significantly. Gone are the days of ex-police or military personnel with a Cert 4 in security running security departments. While today’s security managers might still be ex-law enforcement or military (although less so now than ever before), many of today’s senior security managers are undertaking a Masters of Business Administration (MBA). What’s more, they expect their senior staff to do the same. As the role of the security professional continues to evolve at a steady rate, we too must evolve as the industry’s leading professional security magazine. Therefore, over the coming months, you will see a number of exciting changes to the magazine, not the least of which will be new writers and an expanding of our editorial content to include more from experts on subjects integral to the success of todays security professional. This issue’s articles on Preparing Gen Y by Barry Thomas, Litigation Trends by Dr. Tony Zalewski and Social Media as a Security Issue by Rod Cowan serve as good examples of some of the sort of areas we intend to cover. Expect to see more on reputation protection, brand management, innovation, leadership, strategy and so on over the course of this year. Of course, we would value you feedback. If there are specific issues you feel need to be addressed, please feel free to drop me a note at: john@interactivemediasolutions.com.au. We look forward to embarking upon an exciting new journey with you and hope you have a prosperous 2015.
John Bigelow Editor
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REGULAR
BRIGHT IDEAS
Welcome Now here is a nifty new idea. Netatmo, an innovation company developing consumer electronics for a better and connected lifestyle, recently unveiled ‘Welcome’ at the 2015 Consumer Electronics Show (CES) in Las Vegas. Welcome is reportedly the first smart home camera to feature revolutionary face recognition technology that recognizes each family member. Welcome sends the names of the people it sees to the user’s smartphone. Conversely, the camera also notifies users when it detects an unknown face. The winner of 4 separate categories at the renowned “2015 CES Innovations Awards” Welcome received the “Smart Home”, “Home Appliances”, “Digital Imaging” and “Tech for a better World” awards. According to developers Netatmo, Welcome’s face recognition technology is a breakthrough in the smart home camera market as the camera can learn to identify each family member. The camera’s developers state that Welcome was conceived with the greatest respect for privacy - providing reassurance without surveillance. Privacy settings are fully customizable. For each family member, the user decides whether or not Welcome should send notifications or store footage enabling parents to respect their children’s individual privacy needs. Recorded videos and identification data stay entirely private thanks to the camera’s on-board SD card storage. No data is saved in the cloud.
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Without the SD card, the camera cannot file any data. This local storage approach eliminates the need for additional fees or subscriptions to use the camera or to consult its information. Furthermore, access to the camera from the user’s smartphone is secured by a bank-level encrypted connection, to guarantee the highest level of protection. The developers state that Welcome’s setup is straightforward: the camera only has to be plugged in and paired to the free App, available on the App Store or on Google Play. The user can access the Welcome App from their smartphone, tablet or PC/Mac. The dashboard screen displays every person currently home and plays a live stream video while the timeline screen lists past events and people detected by the camera. For more information, visit www.netatmo.com BulletSafe Launches Their New Bulletproof Baseball Cap Via Kickstarter BulletSafe, the company that last year introduced a $299 Level IIIA bulletproof vest is now introducing a bulletproof baseball cap. The cap, which offers frontal protection, isn’t meant to replace a SWAT-style helmet, but is instead meant to be worn all the time and to project a more approachable image. “This cap gives increased protection without intimidation. It’s a discreet way for officers to be a little bit safer and aligns with community
policing practices,” said Tom Nardone of BulletSafe. Will officers like the hat? Will they wear it? Will departments buy them? Do regular people want them? These are all questions that will affect the future of this product. The hats are comfortable, discreet, professional, and inexpensive. They are comfortable because the hard ballistic panel rests upon the wearer’s forehand and weighs about 7 ounces. They are discreet, with no real difference between the look of the bulletproof hat and a premium fitted baseball cap. They are also reasonably priced. The retail price will be just $129 or about 1/3 the price of a SWAT helmet. To find out if the BulletSafe Bulletproof Baseball Cap will be successful, BulletSafe is launching the project via Kickstarter.com, a crowd funding site. Kickstarter allows people to pre-order a new product at a discount while helping get the product off the ground. In exchange for buying the BulletSafe Bulletproof Baseball Cap on Kickstarter, backers get a special price of $99. BulletSafe recently completed prototype tests and they are targeting NIJ Level IIA protection for the cap. The project launch has gone well, after just two days, the project is beyond 50% of its pre-order goal. The company will also be showing the bulletproof baseball cap at SHOT Show booth #616 and other trade shows. The Kickstarter project is currently live and is offering the special pre-order price until January 26th.
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SECURITY SOLUTIONS 017
REGULAR
DID YOU KNOW Did You Know… that according to leading tech research firm Juniper Research, the top technology trends to watch in 2015 include: Securing Your Data: The Time for Encryption, Tokenisation & Biometric Authentication In the wake of a number of high profile security breaches, cloud service providers need to regain trust at both the enterprise and consumer level. The industry can expect to see an increasing array of companies investing in encryption and tokenisation solutions as a means of reducing the risk of data loss or theft during 2015. As with tokenisation, biometrics are increasingly perceived as a key way to enhance end user identification and transactional authentication, across an array of technologies. In mobile, the combination of Apple Pay with Touch ID is perhaps the most high-profile example, but it is envisaged that markets where the mobile device is already used for personal authentication (such as Scandinavia and the Baltic states) will rapidly incorporate biometrics as an additional factor. The technology is also entering the card space; biometric technology developer IDEX has recently agreed to provide fingerprint sensor technology to Card Tech for incorporation into a digital card. 2015 – The Year of NFC (At Last!) For several years now, NFC (Near Field Communications) has been ‘the next big thing’ in payments. Finally, it may now be in a position to justify the hype. Notwithstanding the continuing reluctance of a number of US retailers to engage with NFC, it is likely that the combination of Apple Pay and HCE (Host Card Emulation) should provide substantial impetus for NFC payments.
018 SECURITY SOLUTIONS
Apple Pay’s combination of proximity and remote purchase capability should mean that usage of one cross-promotes the other. Meanwhile, the arrival of a model whereby the secure element no longer resides on the SIM card but instead is remote to the handset removes the necessity for MNO (Mobile Network Operator) involvement, making NFC more attractive to banks. In the US, Tim Cook has already confirmed that more than 1 million credit cards were activated on Apple Pay within 3 days of its going live in the US; in Europe, the first banks have now launched commercial HCE-based NFC services. The initial omens are good: expect to see substantial consumer adoption by the end of 2015.
Attack of the Drones Civilian drone usage is now ramping up in sectors such as construction, film-making, farming and conservation, while sales are now being bolstered by a burgeoning hobbyist sector. Meanwhile, the price point of higher end drones (eg Parrot and DJI Phantom) has fallen to around $400-$500, with mini-drones now available for around $100. These 2 leading drone companies realised a combined $180 million in sales in 2013, a figure expected to exceed $500 million in 2014 and $1 billion in 2015. Elsewhere, both Amazon and Google are seeking to use drones for retail distribution, with the former stepping up its UK drone activities and conducting FAA-approved trials in the US and the latter having confirmed that its Project Wing trials in Australia are looking into the same arena.
While commercial retail distribution may be several years away, due primarily to significant regulatory hurdles, the increased adoption in other sectors will have laid the groundwork for acceptance in that arena possibly even security.
For more information visit: www.juniperresearch.com
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SECURITY BYTES Counting the cost of crime in Australia The Australian Institute of Criminology (AIC) recently released a new report titled Counting the Costs of Crime in Australia: A 2011 estimate. The fifth report in a series from the AIC, this comprehensive snapshot from 2011 estimates the total cost of crime to the community was $47.6 billion. The majority of the costs related to operating criminal justice agencies such as police, courts and corrections, as well as assisting victims and crime prevention measures. In 2011, the most costly crimes to the community were: • fraud $6 billion • drug abuse $3 billion • assault $3 billion • criminal damage (vandalism and graffiti) $2.7 billion; and • arson $2.3 billion According to the report, in 2011 there was: • 463 homicides, including 274 cases of murder and manslaughter and 189 cases of driving causing death. The total cost for homicide was estimated at $2.7 million per incident, totalling $1.3 billion. • An estimated 1.2 million assaults with a cost of $2,600 per assault. The estimated medical costs of an assault requiring hospitalisation was $11,600 with a total medical cost of $379 million overall. • An estimated 198,000 sexual assaults, the vast majority of which were against women. The average medical cost for those injured was $950 per incident. The estimated total cost of sexual assault, including those not reported to police was $775 million. • A total estimated cost of robbery of $372.4 million, on average representing approximately $5,118 per victim.
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• An estimated 1.3 million incidents of shop theft nationally in Australia. Victoria Police estimates an average cost per incident of shop theft of $70, which results in an estimated property loss of $90.9m. (Based on the most recent comparable estimates of shop theft by the UK Home Office that only 6.2 percent is reported officially, the national number of incidents of shop theft would have been 1.3 million in 2011.) • $6 billion in fraud losses including: fraud against the Commonwealth (including welfare fraud plus internal fraud) $96.5 million, personal/ consumer fraud $1.4 billion, serious fraud $657 million; and police-recorded fraud $2.1 billion, with a further $1.7 billion in indirect costs of fraud. • An estimated total cost of arson to be $2.3 billion, of which the largest component was property loss estimated to be $971 million. Complete information on how the costs were estimated is in the AIC’s Report which is available at www.aic.gov.au
Image : Oleg_ Mit / Shutterstock .com
The Law Is An Ass One often has to wonder about the validity of some of the laws we uncover. I mean, really? Can anyone honestly tell me that in the city of York (London), it is legal to murder a Scotsman within the ancient city walls, but only if he is carrying a bow and arrow. If that were the case, you could imagine a lot of people setting up archery shops and offering free lessons to Scotsmen. However, we often also run across plenty of very credible laws such as the one which states that in San Salvador, drunk drivers can be punished by death before a firing squad. This is pretty much how they punish everything in San Salvador so it is no real surprise. Then of course, we come across laws that are just plain stupid, which makes this column so much fun. Take for example, the law from Kentucky in the USA which proclaims that in Kentucky, it is illegal to carry a concealed weapon more than six-feet long. Seriously, how do you conceal a weapon that is more than six-feet long. I am not even that tall! And what sort of weapon is more than six feet long? An intercontinental Ballistic Missile? I can see why law makers would not want you walking around the streets with one of those up your jumper.
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CRIMINAL ODDITY We live in a world that is full of war, crime and despair. Be that as it may, it’s good to focus on the ridiculous and hilarious in life sometimes. That’s why it’s great to look on the bright side of life… and read stories about really dumb criminals. It’ll help you learn to laugh about your own misfortunes.
When Thomas Jefferson wrote “All men are created equal” (to be politically correct, the modern version would read “all people”), he was, unfortunately mistaken. And while this might seem like a terrible statement to make, the reality is, Mr Jefferson had not had the pleasure of reading this column at the time that he wrote that now famous statement. Had he done so, he would have very quickly realized that while some of his contemporaries were quite smart, there are other people in the world who are so stupid, they make my golden retriever puppy, who eats his own waste and licks windows, look like a towering intellect by comparison. 23 year old Michael Durban might be described as one such individual. According to reports, Durban was ordered to appear at Marion County court on charges relating to drug possession. Upon attending court, Durban was required to pass through a security screening point where court security allegedly found hypodermic needles and a cotton ball in Durban’s possession. When questioned about the items in his possession, Durban is reported to have stated “Sorry, I thought I left them in my car”. Not exactly what one might call a resounding denial that the items in question were his. According to reports, Durban, who was attending court to be arraigned on a drug charge, was arrested on the spot and charged with unlawful possession of heroin. He was taken to the Marion County Jail and held until the new charges could be heard. Unfortunately, Durban is not the only example of extreme stupidity that might cause one to question the accuracy of Jefferson’s statement. Take, for example, Quinton
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Murphy of Fayetteville, North Carolina. While not in the same league as Durban, Murphy, by all reports, still managed to exercise spectacularly poor judge when he decided to strip off his ceremonial gown and strut about on stage during his high school graduation in nothing other than a pair of leopard print briefs. While some in the audience may have found the event humorous, the faculty of Jack Britt High School apparently did not. According to reports, Murphy was escorted from the graduation ceremony by Police officers before being informed that his little strip tease had also resulted in him being stripped of his diploma. Still, on the bright side, it is highly unlikely that a career as a male stripper or public exhibitionist requires a high school diploma. While Quinton Murphy was busy getting his kit off, one unknown offender in the UK was apparently busy dressing up. According to London Mirror, a male dressed in a penguin onesie walked out of a convenience store with ten cans of beer he had failed to pay for. Described by police as “quite conspicuous”
(you think?), the male reportedly aged in his 20’s has not yet been identified yet police remain optimistic. After all, how many beer swilling penguins could there be who were seen walking down a busy London street of an evening. Last but not least, we bring the tale of James Rhein of Middleton, New York. When Rhein’s wife Diane Andryshak left for work one morning late last year, she was under the impression her husband was going to begin renovations on their house. And he did… in a manner of speaking. Just not quite the way Andryshak, or anyone else for that matter, had thought he would. According to reports, upon returning from work on the evening of Monday 16th of January, Diane Andryshak discovered her husband had bulldozed the house… completely… with everything still in it… including appliances, possessions, clothing and apparently even his wife’s medication. Not only had Rhein completely demolished the house and failed to remove important items, he had also failed to first disconnect utilities such as gas, power and water, which he may have known to do had he bothered to obtain a permit for the demolition. Amazingly, when questioned by police regarding the nature of their relationship, Diane Andryshak allegedly stated that she was in complete shock as, to her knowledge, there were no problems in the relationship. Rhein also confirmed there were no marital problems, the house simply had bad foundations which needed to be fixed. Of course, he would have obtained a permit but it was a public holiday… which clearly explains everything.
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EVENTS Total Facilities Expo 25-26 March, 2015 Sydney Exhibition Centre More than just a trade show, Total Facilities presents the largest range of facilities products and solutions in the Southern Hemisphere, plus a massive line-up of international keynote speakers, seminars and discussion panels to keep Facilities professionals from across the industry up-to-date with the latest. Coming to the Sydney Exhibition Centre on 25-26 March 2015, Total Facilities presents two jam-packed days of activity with hundreds of innovative products and solutions and a huge range of networking opportunities for rubbing shoulders with industry peers and influencers. Key decision makers responsible for: • Facilities management • Building operations • Property management • Maintenance management • Capital works • Security • Grounds management • Design and build • Energy and sustainability • Safety and risk • Procurement • Compliance Type of facilities • Commercial • Healthcare • Government • Education • Owner corporation • Industrial Facilities Management responsibilities • Asset management • Construction • Energy and sustainability • Executive management • Facility and property management • Maintenance and engineering • Operations • Safety and security
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Areas of interest • Facilities management services and solutions • Building system technologies • Preventative maintenance technology and solutions • Renovation, modernization and construction • Security technology and solutions • Safety products and solutions • Energy related products and services • Space management design and solutions Size of the industry • One of Australia’s fastest growing and diversifying industries • Estimated annual turnover of $60 billion AUD • Annual national investment contributes approximately 4% to GDP • 400,000+ people working in the facilities management industry in Australia For more information, please visit: http://www. totalfacilities.com.au
Counter Terror Expo 21-22 April, 2015 Olympia, London Counter Terror Expo (CTX), held at the Olympia Exhibition Centre in London, is the premier international event for bringing manufacturers together with buyers and industry VIPs from across the spectrum of Government, Military, Law Enforcement, Emergency Services, Critical National Infrastructure, Private Sector and the Security Services. At the heart of this event is an operationally critical and highly respected centrepiece conference with a well deserved reputation for its delivery of insight, analysis, and perspective on the range of threats faced. The conference gathers together over 150 internationally recognised experts in the field of counter terrorism annually to debate the issues we face, define operational strategies, and to help shape future policy within the secure conclave of a conference. Counter Terror Expo’s centrepiece conference is a multi-stream event bringing clarity to the
most critical and topical issues of concern to the international counter terrorism community. CTX typically attracts over 10,000 attendees involved in the protection and security of private and public interests from across the globe to explore solutions for threat mitigation, protection against attacks and to understand the risks they face. The exhibition, featuring over 300 exhibitors, showcases the latest counter terror technology and solutions. In recent years it has been the launch platform for some of the most innovative products on the market. New Feature Zones CTX 2015 will see the launch of a range of interactive Feature Zones. The zones will provide the perfect opportunity to explore crucial aspects of counter terrorism in detail and will host informative seminar sessions, demonstrations and the latest products and services. Zones include: Transport Security Live, Policing & Special Ops, Advanced Technologies and Cyber Threat Intelligence. For more information visit: www.counterterrorexpo.com
APCO Australasia 2015 29-30 April, 2015 Melbourne Exhibition Centre
&
Convention
The APCO Australasia Conference connects the largest network of public safety and emergency management leaders in the Asia Pacific region with innovative organisations within the communications and technology industries. The rapid rate of technological advances makes it essential for emergency managers to collaborate and plan for the changes that face our sector. The connections made and creativity demonstrated at this event provide insight and practical solutions that will assist in improving communication, managing resources, efficiency and response as well as helping your agency to manage information and community expectations.
Visit us on the web at www.takex.com or call (03) 9544 2477 for more information.
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EVENTS The conference program runs over two days and comprises local and international keynotes, expert panels, interactive pre-conference workshops and an extensive public safety solutions exhibition. Key topics • Technology advancement • Emergency management • Future challenges • Community expectations • Cross-industry collaboration For more information visit: www.apcoaust.com.au
Biometrics Institute Asia-Pacific Conference 2015 27 - 28 May, 2015 Dockside, Sydney The Biometrics Institute is pleased to announce the dates for the 2015 conference. Following an unprecedented response to the 2014 conference, this special event will once again be held at Dockside venue which showcases an unmissable view of Sydney’s stunning harbour side. With a promising line up of international and expert speakers along with the intention to make this event bigger and better than the last, this conference is shaping up to be the most successful Biometrics Institute event yet. In 2014, this 2-day event was attended by over 140 industry professionals who represented organisations including (but not limited to): • Australian Federal Police • Australian Government Attorney-General’s Department • Australia Post • Ball Aerospace & Technology Corporation (USA) • CrimTrac Agency • Crown Casino Melbourne • Department of Foreign Affairs and Trade • Department of Immigration and Border Protection • Department of Planning, Transport and Infrastructure (South Australia)
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• Defence Science & Technology Organisation • IDP Education • Ministry of Business, Innovation and Employment (New Zealand) • NSW Police Force • PCS Security Pte Ltd (Singapore) • Queensland Police Force • University of New South Wales • University of California, Berkeley (USA) • Victoria Police Force For more information visit: www.biometricsinstitute.org
Security 2015 Melbourne Exhibition Centre 15-17 July 2015. Your Industry, Your Event Australasia’s premier security industry event, the Security Exhibition & Conference, will return to Melbourne next year. Following the outstanding success of the recent event – with record attendances, a soldout floor plan months before the event and almost 170 brands exhibiting, Security 2014 was hailed as the most successful in the event’s 29 year history, despite this year being the first time in more than a decade that the event had been held in Melbourne. Security Exhibition & Conference 2015 marks the 30th anniversary of this show – its longevity a testament to its unrivalled success. We’ve listened to the industry, and we’ll be back in Melbourne in 2015 for what will be Security’s best show yet. Join us and celebrate 30 years of security innovation at Melbourne from 15-17 July 2015. For more information or to book a stand visit http://securityexpo.com.au/security-2015
Security in Government Conference 31st Aug - 2nd Sep, 2015 National Convention Centre Canberra The National Security Resilience Policy Division, part of the Australian Attorney-General’s Department, will host the 27th Security in
Government (SIG) Conference at the National Convention Centre, Canberra from 31 August – 2 September 2015. The SIG Conference began in 1987 as a meeting of agency security advisers focusing on protective security issues. Since its inception, attendance at the conference has enabled delegates to engage with public and private sector security experts from a diverse range of fields. The extensive trade exhibition attached to the conference features over ninety securityrelated service providers who work closely with both the government and private sector to provide cutting-edge solutions to protective security issues. Attendees The SIG Conference is targeted at senior executives responsible for managing security in agencies, officers from all levels of government who contribute to the development of security capability and response, security practitioners from the public and private sectors who provide services to government and critical infrastructure providers in the following areas: • physical security • personnel security • information security • information and communications technology • government policy Personnel from other areas who should attend include: private sector service and technology professionals with responsibility for critical infrastructure resilience, and who engage with government and the public sector in the security field; and undergraduate and post-graduate students undertaking studies in security policy, capability development, incident response and policing. Registration for SIG 2015 will be available online in March 2015.
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INDUSTRY NEWS ICT TAKE PROTÉGÉ GX TO THE DAHUA – emerging Chinese CLOUDS powerhouse announces Seadan Security & Electronics as Ideally suited for integrators wishing to offer exclusive brand distributor of its a Software as a Service (SaaS) model to their products in Australia. customers, ICT’s new Protégé GX Web Client provides a truly cross-platform solution that works on any device with a modern web browser, giving you the freedom to monitor and control your sites from anywhere, at anytime. With the ability to modify stylesheets to conform to corporate branding and control the elements that are displayed, it is easy to build an interface tailored to the end user. No software to install or maintain, and a central point of management, gives you more time to focus on other things. Businesses can also incorporate the Web Client into their intranet to build a single unified system that controls multiple applications from a single centrally managed location. With no software to deploy, setup and maintenance is kept to a minimum while allowing you to scale usage as fast and as much as required without adding costly infrastructure. Visit www.ict.co/ProtegeGX-Web-Client to find out more.
Emerging security Chinese powerhouse Dahua Technology has expanded its global network by forming a partnership with Seadan Security & Electronics to distribute its branded products. Dahua is an advanced video surveillance solution provider manufacturing leading edge CCTV software and hardware. The partnership and exclusive distribution agreement allows Seadan to actively promote Dahua’s superior and integrated video surveillance products to the Australian market, lifting the game in CCTV. Seadan will utilise its extensive national branch network and regional distribution centres, including Sprint Intercom & Security, to sell and
distribute these products bringing superior and outstanding video surveillance technology to the customer’s finger-tips. “The alliance with Dahua brings greater depth and wider reach to the most innovative range of video surveillance Australia has ever encountered” says Managing Director, Ian Harris of Seadan. “Our customers will appreciate the sophisticated and revolutionary CCTV systems that will provide video surveillance like never before”. Dahua Technology, based in China, is rapidly taking the security video surveillance industry by storm world-wide. An emerging powerhouse boasting over 3,500 engineers in its R&D department to continuously advance and improve its products, Dahua is a force to be reckoned with. It is rapidly becoming one of the most respected names in global video surveillance due to its dedication and concentration on providing products that exemplify leading edge technology, quality, reliability and continuous improvement. Dahua has enjoyed much recognition, awarded “Top 10 Security Brand in China” for nine years running and has been ranked sixth in the “Security 50” by A&A magazine for the last five years. Moreover, Dahua has seized the second largest market share according to the 2014 IMS global report. Seadan Security & Electronics is a leading Australian wholesale supplier of security system solutions, including CCTV. Seadan is pleased to be appointed the exclusive supplier of Dahua, and their products are on display in all their showrooms across Australia. For more information, please contact David Pettigrew, National Marketing Manager – CCTV Division of Seadan Security & Electronics. Email: david.pettigrew@seadan.com.au or call (03) 9263-0111.
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MLA UPDATE Peter Johnson
Vision 2020 – Raising the Bar
(the Future Direction of the Master Locksmiths Association)
According to dictionary.com, a locksmith is a person who makes or repairs locks and keys. While the locksmith of today still performs these activities, they are only a small part of what the modern locksmith does. The locksmith of today is a highly trained, highly skilled technician, with many locksmiths actively engaged in installing the very latest in electronic security and CCTV systems, designing and building sophisticated master keying systems, working on a commercial safe or vault in the strongroom of a financial institution, or performing advanced diagnostic analysis on a late model automobile in order to make new keys. Just as the modern locksmith is continually developing new skills and refining old ones, the Master Locksmiths Association of Australia Limited (MLA) is very clearly focussed on where it needs to be in 2020 to meet not only the demands of the ever evolving security industry, but also to ensure the needs and expectations of our business members are fulfilled. As we head towards 2020, the bar has been set high:
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Being the Authority for Security Licensing in Australia A tough ask some might say, but for the MLA to have National and State/Territory governments recognize and trust us to self-regulate our industry is something we aspire to. Our members currently fall into the “manpower” category, along with the likes of security guards and crowd controllers, yet our members are fully qualified tradespeople undertaking projects that require a very high level of proficiency. Licensing is currently State controlled, with only New South Wales, Queensland and Western Australia actively enforcing licensing. There are no licensing requirements to operate as a locksmith in South Australia, Tasmania, the Northern Territory or New Zealand. The reality is that licensing is more about probity, and while the MLA supports the idea of locksmiths being licensed, it strongly believes that the competency/qualifications of a locksmith form part of the licensing process. Providing a Professional Guarantee Our logo has the words “Professional Guarantee” in it. But what does this mean and how do we back it up? There are a number of ways we can do this, including:
• Assuring the public that our the businesses and the employees of our Business members are vetted, inspected and qualified through regular auditing • Clearly identifying the businesses and employees as MLA members through the use of the MLA logo on shopfronts, vans, uniforms, websites and dedicated MLA identification • Ensuring our members have the appropriate levels of insurance, to cover not only their business, but also for the security and livelihood of their customers. Importantly this insurance must include Errors and Omissions insurance. The MLA has the support of its Business Members for Vision 2020 and Raising the Bar. There are many challenges ahead, but the future for the locksmith who embraces our vision and is prepared to do what it takes to “raise the bar” is not only exciting, but also very rewarding.
Peter Johnson is the General Manager of the Master Locksmiths Association of Australasia (MLA). You can find out more about the MLA at www.masterlocksmiths.com.au
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Why Social Media Is A Security Issue
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By Rod Cowan With change accepted as an every day part of life – and with Web 2.0 accelerating pace of change – ambiguity in all spheres of business, government and society is reaching unprecedented levels. Technology writer Jason Feifer, writing in a US business magazine Fast Company (November 2014), bemoans the fact that at a policy retreat with Congressional and Obama staffers on the Internet of Things, “virtually all the discussion was about risk”. Feifer admits that, given revelations about the US Government spying on it citizens, “it is understandable that people fret”, but adds that legitimate concerns can quickly turn to paranoia and progress can be impeded by a “neo-Luddite class ... that has a stake in opposing technology”. However, just because you are paranoid does not mean they are not out to get you. There is a very real risk that your email accounts may be hacked, someone may eavesdrop on your phone calls, and documents may be siphoned off cloud services, and “they” may not be your government – or any government for that matter – but activists, organised crime, or terrorist organisations. Or, a 15-year-old Wisconsin kid with nothing better to do with his time. An even bigger concern is the amount of information that is leaking from organisations through social media services that could jeopardise individuals, employers, and the public. Then there are the unintended consequences or services, most notably how quickly criminal elements figure out how to abuse such services, not to mention the ability for pranksters and activists to use services to generate support, disrupt activities, or create embarrassment for corporations and governments.
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Meanwhile, mention, say, social media to a Security Manager, and the response is likely to fall into two camps: “that’s for the IT department”, or, “corporate communications handle that stuff”. Really? Consider just some real-life examples. Case study 1: A young woman has a new job as cabin crew for an airline overseas. During training, she uploads an Instagram picture of the sunrise over her workplace. On the same Instagram page are pictures of t-shirts reading: “Don’t talk to the bitch” and “F*#K you”. Hardly the image the airline’s marketing budget strives to create. Armed with her name and her picture from Instagram, a stranger can now identify her Facebook page, where she writes about her new life in a foreign country, and includes her new telephone number. All publicly available. No invasion of privacy. No hacking. Just open search techniques. From a security point of view, the problem is not only organised crime or terrorists approaching a new employee, but the more mundane issue of disgruntled passengers or potential stalkers. The point is, would she walk into a bar and shout out her telephone number? Case study 2: A woman applies for the position of PA to a person in a sensitive position. Open search reveals that in December she has been posting comments about how much Christmas was costing. In January and February, she complains about the size of her credit card bills. In March she tells all that she has taken a job pole dancing to earn extra cash to pay her credit cards. None of these revelations are particularly startling (or illegal), but in aggregate create a different picture of a potentially vulnerable staff member with access to important information.
Case study 3: An activist group with no resources gathers open source intelligence on a power plant, including corporate videos on company websites. Armed with sufficient – and it is worth stressing here, publicly available – information, the group mounts a demonstration that closes the plant for weeks and costs millions of dollars. The group also posts a video online to show other activist groups how it is done. At what point would an IT department be involved in any of these cases? To be sure, it may issue the likes of an acceptable use policy, but the focus would be keeping stuff off the network – i.e. stopping hackers or other hostiles getting into systems. The real problem, however, is likely to be human factors. Even if you had a computer in a sealed room and no network connection whatsoever, at some point a human has to interact with it. As for the corporate communications department, there is every chance of them unwittingly being part of the problem if Twitter campaigns are anything to go by. For example, when the New York Police Department media people ran a Twitter campaign inviting the public to post pictures, they expected pictures like this:
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Instead, what they got was this:
And, this:
And, a lot more besides. The fact is, media and public relations departments view social media as a broadcast tool; a means of communicating with constituencies in real time. Which it is. But it comes with inherent risks and overlooking those risks – not engaging with security and risk management – is resulting in risks not being anticipated, far less mitigated. Risks not only entail staff misstepping online, but a whole raft of new crimes and problems are beginning to surface, and quickly. For example, Airbnb, a popular online service that allows people to rent out a spare room or their entire home to strangers, was being used by people smugglers in Europe to house their illicit cargo. Cases have also surfaced of various scams, such as people renting homes then posing as real estate agents advertising the property for cheap rent to obtain deposits. This begs the question, how long before we hear an Airbnb defence after a drug raid: “It must have been the people who rented my place that left it, your Honour.”
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Misuse and scams are not the only issue here. Too few people look under the hood of the app they are downloading. As a rule of thumb, you can pretty much take it as read that, if it is free, you are the product – i.e. any data you are giving access to is being bought and sold to third parties you know nothing about. Some people respond that they do not care what happens to the data, they are doing nothing wrong/illegal/immoral. What if a future government decides that something is to be outlawed? The problem, too, is that data fails to give context. You may be searching “Obama” and “bombs”, because the President gave a bad speech; the algorithms are not to know that. What about the people behind the app? Ask people if they use the popular app Viber, which provides free communication. Point out that Viber is owned by a former Israeli intelligence operative, that it was funded by “family and friends” (but we do not know who those friends are) and that, while the company emphasises that it is not incorporated in Israel, its research and development arm is based there. That is not to say that Viber is doing anything inappropriate, but point this out to anyone in an Arab country and the next question is how to delete it. It should also give anyone in security related fields pause for thought, too. Again, people argue that even if intelligence agencies do have access to their kitten videos and buying habits, so what? From a surveillance point of view it may tell a lot about you, your character and habits. Moreover, the likes of advances in facial recognition begs the question where future field operatives will come from in a generation that has grown up as digital natives in a sharing world. More importantly, data analysis is a relatively new field and how it may be used in the future lies in the realm of unknown unknowns. There is no doubt that social media and other Web 2.0 developments have changed and will continue to change the way in which we communicate and work, resulting in
ambiguity rising to unprecedented levels. While organisations may be good at solving complicated problems, it tends to be when all parameters are in clear view; not so much when the only variable you can rely on is uncertainty. This will mean learning to tolerate ambiguity and taking security beyond the realms of traditional risk management. As Rolf Dobelli writes in The Art of Thinking Clearly, “Risk means that the probabilities are known. Uncertainty means the probabilities are unknown. On the basis of risk, you can decide whether or not to take a gamble. In the realms of uncertainty, though, it is much harder to make decisions.” Feifer, our technology writer, may have been miffed that “virtually all the discussion was about risk” at the recent policy retreat with Congressional and Obama staffers, but somehow security will need to become an integral element in developing or adopting new technologies. Who will be making the hard decisions? The IT department? Corporate communications people? Or a new breed of Security Managers oriented toward the future, prepared to continually adapt and learn new concepts and skills, rather than trying to apply yesterday’s solutions to today’s problems? Or, Security Managers prepared to hire such people. Rod Cowan is Editor-at-large for Security Solutions and writer/director of securityisyourbusiness.com
ALARMS
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INTEGRATED ELECTRONIC SECURITY
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ALARMS
By Matthew Baas-Becking
The most important aspect of a security system is the overall functional architecture of the system. It is often argued that systems security, physical security and personnel security are separate entities that are developed and maintained separately. And yet they need to operate together to achieve optimum benefit for a particular area and level of security. Electronic security provides us with many opportunities to integrate security systems and develop whole new methodologies of security architecture. But there are pitfalls and much research and development that need to be undertaken before such methodologies can be fully developed and implemented as a complete, integrated security system. Each element of the security architecture or plan is dependant on another. For example, a security card with photographic identification may also have encrypted access codes. The issuing of the card is part of the security clearance and identification process, but the encrypted codes are an access control component. It is important that the card is issued and secured to the right person. With the use of this one security token, the trusted person can access all the areas that have been coded on the access card, even computer systems. For some agencies, various levels of access control should mean restricted access to sensitive material and information. But with some access control systems, this is not the case. With the emphasis on electronic security systems providing the only real audit trail and automatic anti-pass-back management, a number of security, and particularly access control principles, have been lost in the push to automate every aspect of the security system. The edict that smart cards, prox systems and other encrypted automatic access products on their own can provide maximum access control security is a risk-averse overstatement. A system that relies solely on such a product, including primary identity management keys, face the risk that the entire security system is vulnerable with the loss of just one card or key. And if
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Each step should be separate, so that the security-in-depth principle literally means a room with a room within an area. compromised at the encryption level, there may be no tamper evidence to show that an area has been broken into. So, let us get back to some of the basic security system principles. Firstly access control should be based on a structured, graduated, step-by-step process that uses the old principles: • What you have • What you know • Who you are Each of the above principles can be used as a step process for electronic access control, such as: • What you have – Access Card (identity secured – photo ID and/or other smart card technology) • What you know - Pin Codes for Doors, Electronic Key Cabinets, Electronic Keys • Who you are - Biometric or other added access measures To be effective, each step needs to be separate from the main access control product (such as the access card) and be managed (for example) at a head-end server so that programming is not included on the main access control item. Each step should be separate, so that the security-indepth principle literally means a room with a room within an area. This methodology effectively translates to levels of security where the first level must be accessed successfully before the next, and so on. This methodology also allows for automatic anti pass-back at any nominated level. The next important aspect is that electronic products such as RFID prox
With access control, the ‘key’ is to integrate most if not all electronic products into one system.
auto opening doors, electronic pin pads, electronic key cabinets, electronic keys and biometric systems all have their own propriety software and are difficult to integrate into one fully functioning access control system. Add the complexity of security alarm systems and CCTV and you can easily have a system that defeats itself or is too complex to manage. With access control, the ‘key’ is to integrate most if not all electronic products into one system. Some ‘middleware’ programming may be required, but without integration the system is still vulnerable to one-off attacks. Integration also allows greater audit trail processing, and introduces new features as provided by new products, such as programmable profiles with electronic keys that ‘turn off’ after a nominated period of hours. However, to achieve a complete audit trail and anti pass-back every mechanical device, including keyed locks, must be replaced with an electronic device. Access to sensitive or classified information can also be added to the system, using prox and pin codes, or even biometrics, at computer terminals and electronic keys for cabinets. Once an access control system is established, other items can be added or held separately, such as alarm systems and CCTV. In general, it may be more beneficial to have these as separate systems so that alarms are not affected by access control attacks or disruptions. CCTV can be integrated but also can be better utilized as an independent identification monitoring system. Much research and development still needs to be done to define all areas that could be included in an integrated system. Perimeter security, gates and turnstiles, physical security components, guarding and response force requirements and other systems-related security measures are all components of an integrated security system. And there is still some extensive research required into counter terrorism protective security applications, which can also be included in an integrated system.
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Low Light Operations:
By Richard Kay Many security operations are conducted in low light environments, yet many officers do no training in low light conditions or techniques. Having an understanding of day versus night vision, as well as how to properly use artificial light, is crucial for maintaining operational effectiveness in all conditions. It is also an important aspect of operational safety, especially during confrontations in low light conditions. Regardless of location, there is usually some light source available for officers to use. Whether working in an urban or rural environment, there should be some type of illumination. The only true absence of light will be in buildings, thick smoke, or fog. In urban, there is direct and reflected light from streetlights, homes and businesses. In rural, there is light from the stars, moon and dwellings. Even light from passing cars on roads can provide ambient illumination.
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Maintaining Operational Effectiveness 24/7 Night Vision Night vision is the ability to see in a dark environment. Whether by biological or technological means, night vision is made possible by a combination of two approaches: enhanced spectral range, and enhanced intensity range. Operational requirements may require working in dark or low light conditions, so understanding night vision and how to use to it is an important factor. If officers work at night, then they should train with their firearm in low light conditions, and in conjunction with an illumination device. Biological Night Vision The human eye is composed of two types of cells used in vision: • Cone cells are responsible for ‘day’ vision and are located in the centre of the retina. When light enters the eye from an image looked at directly, it falls on the cone cells. • Rod cells are responsible for ‘night’ vision and are located around the edges of the retina.
Cones Active
Night blind spot Rods Active
At night, looking directly at an object means the light is falling on the cone cells in the centre of the retina. To ‘see’ an object at night, look slightly ‘off’ the object, so that the light from the object falls onto the rod cells at the edges of the retina. Molecules of rhodopsin (an extremely lightsensitive chemical that allows night vision) in the rod cells undergo a change in shape as light is absorbed by them. Exposed to white light, the pigment immediately bleaches out, and takes about 30 minutes to regenerate fully, but most adaptation occurs within the first 5-10 minutes in the dark. Rhodopsin in the rod cells is insensitive to the longer wavelengths of light, so using red, blue or green light can preserve night vision as it will not deplete the rhodopsin stores in the cells. There is also no depth perception in the dark, so officers may have to use aids to judge distance. Technological Night Vision Enhanced spectral range techniques make the viewer sensitive to types of light that would be invisible to a human observer. Human vision is confined to a small portion of the electromagnetic spectrum called ‘visible light’. Enhanced spectral range allows the viewer to take advantage of non-visible sources of electromagnetic radiation (such as near-infrared or UV radiation). Night vision can work in two different ways, depending on the technology used. Image enhancement works by collecting the tiny amounts of light, including the lower portion of the infrared light spectrum, that are present but may be imperceptible to our eyes, and amplifying it to the point that we can easily observe the image. • Thermal imaging operates by capturing the upper portion of the infrared light spectrum, which is emitted as heat by objects instead of simply reflected as light. Hotter objects, such as
warm bodies, emit more of this light than cooler objects like trees or buildings. • Enhanced intensity range is the ability to see with very small quantities of light. Although the human visual system can, in theory, detect single photons under ideal conditions, the neurological noise filters limit sensitivity to a few tens of photons, even in ideal conditions. Enhanced intensity range is achieved via technological means through the use of an image intensifier or other very low noise and high sensitivity array of photodetectors. Adjusting Vision To Low Light Officers should use available lighting to work to their advantage by controlling its presence or absence whenever possible. If possible, turn the lights on in front of officers so that they can work from the dark to the light. If that is not possible, use a flashlight and work from dark to dark, making sure there is no light behind the officers. Remain cognisant of any light source which can silhouette, cast shadows, or illuminate an officer. Officers should always be aware of light sources and use them to advantage while avoiding putting themself into the light. The use of building lighting will be situational driven but should adhere to the principle of moving from dark to light. Officers should turn switches on or off from a position of cover. Generally light switches are on the knob side of the door, approximately 4’ from the floor. When an officer against an interior wall reaches through a doorway to turn a switch on, the officer should back away after the attempt. Although the subject could shoot through the wall, being behind the wall is better than standing in the open at the ‘fatal funnel’ when turning the lights on. Officers should know the area before they work in in the dark, where possible, and get to that area using the least amount of light. This allows officers to get there without warning the
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subject and with the least amount of damage to their own night vision. The eye requires time to adjust to darkness each time it has been exposed to light. Being aware of this lets officers plan ahead to give their eyes the best chance to adjust before they need them. Avoid exposing your eyes to light sources after they have adjusted to the dark. This will allow your eyes to reach their full potential. Any light source will degrade night vision. Looking directly into light sources will destroy night vision, requiring the eyes to adjust again. Night vision equipment enhances what is seen but it degrades natural night vision. Sources of light to avoid include vehicle lights (e.g. headlights, dash and interior lights), other people (e.g. cigarettes, matches, torches), and nearby light sources (e.g. street lights, building lights, open fires). At night, objects or shadows can appear to be real to the untrained eye. Avoid focussing on an object. Allow your eyes to scan the area to eliminate this illusion, and look ‘off’ the object. Practice looking all around when searching in low light using a figure-4 pattern to scan an area. First, look right to left or left to right, then up above the normal line of sight, then down below the normal eye position. With prior planning, officers can place subjects into available light. At the same time, they must avoid placing themself into light a subject can use. In low light situations, distinct forms will not be visible. The presence of another person will usually be alerted by movement, as the eye is designed to catch movement quickly. This also applies to the subject, so officers should control their movement as well. Do not stare directly at objects, as they tend to disappear or move in the dark. Use peripheral vision to look around the object. Torch Use In Low Light A torch requires some skill and training to be used effectively. A good tactical torch should have a high lumen rating. LED technology is more robust for operations than the traditional ‘bulb’, and LED can create bright ‘white’ light, rather than the natural ‘yellow’ light of incandescent bulbs. A rear activated noiseless tail cap switch is preferred over the conventional noise producing side button light, and it should be equipped with a momentary-type switch so that if dropped, the torch will not stay lit and illuminate the officer.
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Some common problems with the use of torches are that they are used too often and left on too long. Overuse of a torch will spoil an officer’s night vision. Use of the torch must be carefully considered before turning it on. Officers should use their torches tactically, not as a crutch. The torch should only be used when it is absolutely necessary, and for the least amount of time possible. As with any tool, the torch has advantages and disadvantages. Advantages include that it can be used: • to blind/disorient a subject, either directly or by bouncing off reflective surfaces • as a distraction (e.g. a torch can be turned on, put down and you walk away, staying out of its cone of light) • during searches (e.g. it can be turned on and rolled into the room to partially illuminate the room). Disadvantages include the: • light of a torch will have a negative effect on your night vision • torch’s cone of light appears as a halo or aurora around the user, illuminating you/others • light produced by the torch will announce to a subject where you are – by following the light, they can also discern your line of travel • torch may hinder a proper two-handed grip on your firearm. Common strategies for using a torch include: • Remote – hold the torch in the support hand high in front of the body. This is a good technique when searching open areas, as the officer is kept back behind the cone of light and the torch is kept away from and off the body. • Braced – grip the torch with the head on the little finger side of the hand, putting the torch barrel and tail cap out the thumb side of the hand. If using a firearm, the torch hand can support the dominant hand by bringing the torch hand under the dominant hand and locking the back of the torch hand against the back of the firearm hand. • Mounted – a firearm-mounted light can be attached to the firearm throughout normal duty carry (with holster to accommodate), or carried separately and attached as required. If officers carry a mounted light, they should also carry a separate hand-held torch for situations requiring light but no weapon. The torch should not be locked in the ‘on’ position in tactical situations. Use the momentary switch for sporadic bursts of light (e.g. three
to four seconds) and then change position, because subjects generally attack toward the light. Officers should not move when the torch is on, because that will show the subject where the officer is going. Turn the light on, turn it off, and then move. If acting as the contact officer, in front of a partner doing an initial visual survey, the officer should keep the torch as far away from their head as possible and do quick peeks. Do not roll or slide the torch into an area where it cannot be retrieved safely. Equipment should be kept with the officer in case they have to retreat or leave the building quickly. Firearm Use In Low Light The purpose of reduced light training is to help officers develop those techniques that are necessary for them to be effective with firearms during shooting confrontations in other than daylight conditions. Officer may spend time working in reduced light. This means they have a chance of having a shooting confrontation in reduced light. An officer properly trained in reduced light shooting gains confidence in their ability to react to a realistic situation under reduced light conditions. The fundamentals of marksmanship do not change with low light. Centre mass of available target is still the point of aim, even in low light conditions. The first rule of reduced light shooting is to reference the firearm sights, if possible. In many cases, the sights can be acquired against a light background, seeing a sight silhouette that can then move to the threat. Light areas can be produced by many things, from lighter shaded spots on the ground to light sources behind the threat. Remember that in low light situations, only shade differences of grey, black and white will be visible rather than colours. Moving from light to dark shades will, at the very least, give officers a general idea of sight alignment that can be adjusted after the first shot. If the firearm sights are not visible, then look at the spot desired to hit and bring the firearm up to eye level. Firearm discharge will create a flash picture of how the sights were aligned at time of discharge. At close range this will do two things: the flash sight picture will allow for an adjustment of aim, and it will illuminate the target. Both of these will permit adjustment of fire, giving better shot placement. The pitfall to the flash sight picture is that the muzzle flash of the firearm will degrade night vision, as well as pinpoint officer
position. With modern gunpowder with flash suppressant, flash sight picture may not be seen as distinctly. The use of night sights on a firearm will aid in an officer’s ability to aim at a target. Care must be taken when using night sights, as there is a tendency to spend time aligning the dots which creates a time lag in discharging the firearm. Whether it is just the front sight, or both front and rear sights, it can be advantageous to have night sights. The second rule is that officers must still control the trigger. A common tendency is to shoot high when firing under low light conditions. When practicing shooting in low light conditions, officers need to become aware of how they shoot. Often the wrist is not locked out, as it would normally be under daylight conditions. This practice allows for a mental adjustment before discharging the shot. Stance should be the same for day or night shooting: the body balanced upright over the base and facing naturally toward the threat. Stand in such a way that when the arms are raised to
shoulder level, the body is naturally aligned with the target. Officers should adjust their stance closer to the neutral one to prevent the need for separate and distinct shooting positions. To find this natural or neutral position, face the target area, draw the firearm, and aim in on the edged target. Turn the lights off, face the target, and when the lights are turned on note where the firearm is pointed. To correct the aim on the target, move the body (not the arms) until aimed centre mass on the target. Return the firearm to the ready position and repeat the exercise once or twice until the neutral point of aim is centred. Repeat the exercise, drawing from the holster until the natural draw brings the firearm to centre mass on the target in the dark. The ability to reload and correct malfunctions in reduced light is governed by the amount of practice applied to that skill. Whichever method works best must be practiced. The firearm should be in a ‘control circle’ where it can be operated efficiently. Magazines and speed-loaders should be prepared in a manner that when removed it will load properly into the firearm. When reloading
the firearm under tactical conditions, consider moving to a different location and behind cover, or create a lower profile by changing position, such as from standing to kneeling. Low light conditions are a reality of security operations, so officers should equip themselves with appropriate tools and training for working effectively in the dark. Failure to understand the low light environment may leave officers working ‘blind’ and relying on luck. Plan ahead and prepare for operational effectiveness and safety in ALL operational conditions.
Richard Kay is an internationally certified tactical instructor-trainer, Director and Senior Trainer of Modern Combatives, a provider of operational safety training for the public safety sector. For more information, please visit www.moderncombatives.com.au
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Massive Growth Predicted For Video Surveillance In 2015
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The global video surveillance industry can defy conventional market logic, resist product commoditisation, and still grow by more than 10 per cent in 2015, according to a new white paper from IHS Inc.
Final Paths Ad 396 x 121.indd 1
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The global market for video surveillance equipment was worth an estimated $15.0 billion by the end of 2014, up from $13.5 billion in 2013. By 2018, it is predicted that worldwide revenue will reach a projected $23.6 billion, as shown in the attached figure, equivalent to a five-year compound annual growth rate of 12 per cent.
“The year 2014 has been one of the most interesting – and disruptive – in recent memory for both the professional and consumer video surveillance industries,” said Jon Cropley, principal analyst for video surveillance and security services for IHS. “A sharp decline in the cost of semiconductor components has ushered in a new era of price competition, and the competitive landscape has shifted, with merger-and-acquisition activity affecting
some of the leading global product and software vendors.� Even so, the video surveillance industry can sustain this level of fragmented supply base and overall revenue growth for a number of reasons, such as brand recognition, subtle differences in enduser requirements among geographical locations and the continued differentiation of products, as with the use of embedded analytics, for example. Differentiation will be a key market driver for almost every equipment vendor,
distributor and integrator active in the video surveillance market over the next couple of years. This trend represents the first of 10 that IHS has predicted for the video surveillance industry in 2015. The remaining trends include: Shipments of high-definition closedcircuit televisions (HD CCTV) cameras are projected to have hit over 4 million units in 2014, climbing from just 1 million units in 2013. Led by the strong performance of technologies such as composite video interface (CVI), analog high-definition (AHD) and transport video interface (TVI), 2015 will see the analog portion of the market far outsell digital, serial digital interface
(SDI)-type solutions. However, fierce price competition and small incremental product upgrades are expected throughout the year. H.265 was one of the most popular topics at the Security China Show held in Beijing in October 2014, marking a shift in cuttingedge video surveillance. In 2015, China will emerge as a leading region in product development, instead of the market being driven primarily from European and North American research and development (R&D) centers. Some leading Chinese companies now have the world’s largest teams devoted to video surveillance R&D. With complete product portfolios and cost-competitivequalified products, more Chinese suppliers are also seeking opportunities in the global landscape, gaining share in non-domestic markets.
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Differentiation will be a key market driver for almost every equipment vendor, distributor and integrator active in the video surveillance market over the next couple of years.
Global Revenue Forecast for Video Surveillance Equipment
Billions of US Dollars
25 20 15 10 5 0 2013
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2014
2015
2016
2017
2018
Increasing numbers of traditional IT vendors are taking note of the opportunities in video surveillance, and the migration from analog to network surveillance cameras has changed the way many security systems are conceived, built and managed. The global video surveillance equipment and storage market is forecast to be worth over $28 billion by 2018. The consumer and do-it-yourself (DIY) video surveillance market, which comprises equipment sold through in-store or online retailers, was worth $953.4 million globally in 2013. Small business, as well as commercial end users, accounted for 47 per cent of the $953.4 million total in global consumer and DIY market revenue in 2013. Predictions indicate that we can expect to see more video surveillance vendors in the professional – not consumer –category taking an interest in this market in 2015, in order to fill out the low end of their product offerings. Video surveillance equipment sold through distribution channels was estimated to account for 55 per cent of global equipment revenue in 2013, and represent over 60 per cent of European market revenue in the same year. Furthermore, these percentages are forecast to increase as integrators and installers take advantage of the benefits of purchasing equipment through distribution. Trials of body-worn cameras as part of video surveillance systems for law enforcement have been ongoing during 2014, but 2015 is expected to be the year that firm orders and long-term partnerships are made. Body-worn cameras are not just useful as part of an overall video surveillance
solution, they can also be part of a political solution in helping to promote faith in local law enforcement and security officers. Embedded vision – the combination of embedded systems and computer vision – will have new implications in Advanced Driver Assistance Systems (ADAS) in the automotive industry, with innovations in ADAS filtering back into the video surveillance industry. All in all, 2015 is set to be a very exciting and profitable year in the video surveillance market.
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BUSINESS
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Preparing Gen Ys To Become The Security Managers Of The Future By Barry Thomas According to Future Workplace, it is estimated that by 2025 Gen Y workers will account for 75 per cent of the workforce. Indeed, Gen Ys are set to become the leaders of the future and are, therefore, a critical talent pool for global organisations to coach and mentor. Gen Ys are increasingly moving towards managerial roles and, to support this, it is
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Gen Ys are our future leaders, who are increasingly moving towards managerial roles and there is a need to address any preconceptions to break down barriers. imperative that organisations and senior managers are incorporating appropriate succession planning strategies to prepare this emerging generation of workers. When referring to Gen Ys, it broadly includes people who were born between the early 1980s to the early 2000s. Importantly, this timeframe encompasses significant technological advancements which have impacted the way that business is conducted – most notably the ubiquitous use of the internet. Each Gen Y employee contributes a unique set of skills and characteristics to the workforce. However, we are seeing distinct trends amongst Gen Y employees which impact the way they conduct business. This includes being technologically advanced and well-connected, ambitious, welltravelled, open minded, flexible, confident and conscious about what their peers think about them. We also need to consider unique Gen Y trends and social influences in individual markets. Gen Ys who grew up in Asia, for example, demonstrate different work-related preferences and expectations to those who grew up in Australia or Europe. This is usually attributed to the different cultural and economic conditions experienced while growing up. In China, the one child policy may have impacted Gen Ys and their professional interactions. Whereas in Greece and Ireland, the global financial crisis has affected job security and we have seen a recent influx of Gen Ys from these countries seeking job opportunities. If you are refining your organisational succession plan to prepare the leaders of the future, here are some key considerations to incorporate in your Gen Y talent management strategy: Be Flexible Gen Ys value flexibility in the workplace. For them, having a good work/life balance is important and feedback also suggests that they prefer flat working structures. A working day for a Gen Y is less about appearing busy nine-to-five, and more about achieving results. In light of this, to contribute to a positive working environment, it is important to adapt to the individual needs of staff. For example, if an employee needs flexibility to focus on a specific project, it is worth considering this to maximise productivity.
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Embrace Technology And Social Media Technology and social media platforms are a key component of a Gen Y’s daily life; online channels including Facebook, LinkedIn, Twitter and Weibo are often the preferred channels of communication with their peers and colleagues. As such, we have seen a shift in the way that Gen Y staff members communicate with each other – with less emphasis being on personal interaction. In light of this, it is worth encouraging teams to schedule regular face-to-face meetings and, when coordinating discussions, encourage Skype meetings or video conferences over email exchanges to enhance professional relationships. You may also consider introducing a more relaxed internet policy that allows employees to browse the internet during their lunch break. Fostering a culture that encourages Gen Ys to research and use technology will contribute to an innovative and forward-thinking workplace. Assign Gen Ys With An Experienced Mentor A mentoring program is really important for preparing Gen Ys because they crave leadership, and personal development is a key motivator – arguably more so than remuneration. Gen Ys also tend to welcome regular feedback and respond well to positive reinforcement, therefore a seniorled mentoring scheme will build their confidence and enhance their skillsets. Select mentors who are familiar with mentoring and are comfortable with the process and the people. Transparency is also vital when interacting with this generation, and a mentoring scheme will encourage regular and open communication so that any issues or concerns can be immediately addressed. Implement Managerial Training In Each Market There are some stigmas about Gen Ys in the workplace which may, for example, relate to their less formal working style. Gen Ys are our future leaders, who are increasingly moving towards managerial roles and there is a need to address any preconceptions to break down barriers. To get the best out of Gen Ys, it is worthwhile implementing training schemes for managers in each market to equip them with the appropriate skills to understand and motivate their Gen Y teams.
Build Relationships With Local Academic Institutions Many areas of Australia now have university-based security programs. Therefore, it is worthwhile looking for local educational institutions you can engage with and building relationships with universities. Implementing an internship program could potentially benefit all involved – whereby Gen Y graduates are provided with on-the-ground experience and, from a HR perspective, it will help to attract the best talent. Adapt And Regularly Review Your HR Policy Your HR policy should frequently be reviewed and adapted to address changes to the organisational structure – especially as we are seeing Gen Ys increasingly climb up the career ladder. One key component within the policy may include strategies that address Gen Y retention in the workplace. Foster Innovation And Encourage New Ways Of Thinking While Gen Ys appreciate clearly defined objectives, freedom and the ability to innovate empowers this generation of workers. As such, if they wish to host a brainstorm outside or at a local coffee shop, then encourage them. Facilitating innovative ideas is vital to a positive and progressive working culture. One strategy is to host an online suggestion portal via your corporate intranet whereby employees can submit ideas and feedback – it will encourage participation and involve staff in all markets in key organisational decisions.
Barry Thomas is the Vice President Cook Group and Director Cook Medical APAC and Managing Director of Cook Australia. Barry has more than two decades of international leadership and expertise in the pharmaceutical and medical device industries, and he currently spearheads the world’s fastest growing region for Cook Medical. His current position sees him working to expand the opportunities for people in Asia to access Cook Medical’s advanced and minimally invasive medical devices.
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Placing Extremist Narratives Within The Context Of The Information Environment
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By Nick Burma This article examines the nature of extremist narratives in the context of the information environment. The focus of the discussion is intentionally directed towards Islamic extremism. This is not to suggest that members of the Muslim community are particularly predisposed towards extremism and terrorism. However, the presence of radicalisation and extremism, as well as terrorist violence, in Muslim communities around the globe remains a persistent and immediate threat. Australia is not excluded from the challenges posed by extremist Islamic narratives disseminated by local and foreign extremist ideologues.1 Narratives are a cornerstone of radicalisation that can lead to ‘home-grown’ terrorism as experienced in a number of diverse countries, including Australia. In considering these topics within the information environment, the article will stress the importance of counter-narrative messaging and highlight the challenges associated with shifting perceptions of events that impact Muslims locally and globally. Radicalisation Radicalisation is considered a relatively new term in the discourse of terrorism. It really came into widespread use following the suicide attacks of the London transit system on 7 July 2005 (7/7). The perpetrators did not enter the United Kingdom (UK) from abroad to conduct the attacks. Instead, they originated from within the Muslim community in the UK, and comprised second-generation citizens and other British residents. As a consequence, radicalisation became the vehicle for security authorities to try and gain an understanding of how a typically unremarkable individual could be influenced by ideological messaging which drove them towards extremism and terrorism. It is thought that an understanding of radicalisation will assist in the prevention of home-grown terrorism, which is another legacy of the 7/7 attacks. The 7/7 attacks, and others such as the 2003 terrorist plot by Pakistani-Australian Faheem Khalid Lodhi, merely re-established an existing connection between radicalisation and terrorism. According to Anthony Glees of the Centre for Security and Intelligence
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Studies at the University of Buckingham, not every radical is an extremist and not every extremist is a terrorist. However, every terrorist is an extremist and a radical. Furthermore, every terrorist is an individual who has a pre-radicalisation identity which is generally unremarkable. Much like terrorism, there is no universallyagreed definition of radicalisation. For current purposes, Jenkins (cited in Kennett, 2006, pp. 49–50) defines terrorism as “violence or the threat of violence calculated to create an atmosphere of fear and alarm – [that is,] to terrorise – and thereby bring about social or political change”. Furthermore, this article will rely upon the Commission for European Communities, which defines “violent” radicalisation “[as] the the phenomenon of people embracing opinions, views and ideas which could lead to acts of terrorism”. This definition maintains the connection between radicalisation and terrorism while not impinging on the rights of individuals to hold radical, but non-violent, views regarding all manner of religious, social or political topics. This is an important distinction for the purposes of effective counter-narrative messaging which, in simple terms, should focus on understanding “what goes on before the bomb goes off” (Sedgwick, 2010, p. 479).
Notwithstanding the level of sophistication involved, there is a symbiotic relationship between the message and its means of communication with the latter determining who, and how far, it reaches.
Information Environment The dissemination of radical ideas, including narratives, pre-dates modern Information and Communications Technology (ICT). In fact, non-ICT dissemination of messages persists in less-developed regions and relies upon more traditional mediums such as sermons in mosques and other public gatherings, as well as pamphlets and other similar media. Notwithstanding the level of sophistication involved, there is a symbiotic relationship between the message and its means of communication with the latter determining who, and how far, it reaches. Modern ICT simply compresses the spatial and temporal dimension of messaging which occurs across three interlinked domains – physical, information and cognitive. Physical Domain The physical domain is the realm in which Muslims are affected in real and tangible ways. These effects pre-date ICT and reach back to foundation Islam in the early seventh century, and the first contact between this newlyestablished religion and what has generally become known as the Western world. The entire fourteen-hundred year history of this relationship cannot be dealt with here and, therefore, such consideration will start with the mid-twentieth century. Since that time, the Muslim world has oscillated between humiliation and pride. The former includes the significant defeats of Arab armies by nonMuslim military forces as occurred during the 1967 Six Day War against Israel as well as the 1991 and 2003 wars against Iraq by American-led coalitions. The treatment of Muslims in Bosnia and Chechnya by largely Christian forces has added to this resentment as has the perceived indifference and inaction over the Israeli occupation of territory claimed by Palestinians. On the opposite front, Muslim honour and pride was revived by the establishment of the Islamic Republic of Iran in 1979. This was reinforced a decade later when indigenous resistance forces and foreign fighters from across the Muslim world helped end the occupation of Afghanistan by the (former) Soviet Union. As an unintended consequence
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COVER STORY
A remote LeT operative reportedly instructed the final surviving terrorist to “inflict maximum damage. Keep fighting. Don’t be taken alive. Everything is being recorded by the media.”
of geo-strategic politicking, this gave rise to the establishment of al-Qaeda which, under the leadership of Osama bin Laden (1957– 2011), evolved into a transnational terrorist organisation and the foundation of modern extremist narrative. The al-Qaeda attacks against the United States on 11 September 2001 were a seminal event for both the West and the Muslim worlds. Many Muslims derived a level of satisfaction from these attacks which were seen as retribution for the actual and perceived harm and injustice of US foreign policy, particularly towards the Middle East. The subsequent invasions and occupation of Afghanistan, which provided sanctuary for alQaeda, and Iraq were viewed by many Muslims as a war against Islam. In turn, these military adventures became the single-most significant drivers of Islamic radicalisation and homegrown terrorism. These global conditions are exacerbated by the disenchantment and alienation among young Muslims who were born in the West. These second-generation Muslims are frequently torn between the often alien culture of their parents and the demands of a modern secular society that emphasises and promotes individualism and liberal attitudes, particularly in respect of gender relations. Adoption of Western values only brings partial acceptance by the mainstream community which sometimes cannot fully disregard cultural markers and thereby leads to intended and unintended discrimination. Overall, this results in disappointment and, in some cases, hostility towards the mainstream community. Information Domain The information domain links the physical experiences of Muslims to the individual. Barriers, intentional or otherwise, may have at times slowed the flow of information between groups of people but they never completely
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stopped it. Internet Communications Technology (ICT) has simply optimised the passage of information. After losing its ability to conduct operations in the physical world, al-Qaeda enhanced its presence and effectiveness in the information domain that included an expanded use of ICT, as well as broadcast media and messaging through mosques, religious schools and other venues. As a result, the (then) deputy-leader of al-Qaeda, Ayman al-Zawahari (in CFR, 2006), claimed that “more than half of [the] battle is taking place in the battlefield of the media. We are in a media battle in a race for the hearts and minds of Muslims.” The inability of terrorist organisations, such as al-Qaeda and its various off-shoots and franchises, to match the capabilities of modern Western militaries in a conventional physical contest resulted in the adoption of asymmetric tactics. Consequently, terrorist organisations seek those areas in which there are mismatches in their favour. Therefore, acts of terrorism are not designed to meet strategic objectives in the physical domain. Instead, terrorist attacks, on any scale, are purely tactical and designed to achieve strategic objectives in the information domain. The November 2008 attack by members of the Lashkar-e-Taiba (LeT) terrorist organisaiton on various facilities in Mumbai lasted around four days and left about 160 people dead. Notwithstanding its relative scale, it was still a tactical operation aimed at achieving strategic information objectives. A remote LeT operative reportedly instructed the final surviving terrorist to “inflict maximum damage. Keep fighting. Don’t be taken alive. Everything is being recorded by the media [emphasis added].” At the other end of the scale, the May 2013 killing of off-duty soldier Lee Rigby in public on a London street was carried out by more rudimentary, but the nonetheless gruesome, means. After murdering Rigby, his killers not
only provided one bystander with a letter of explanation but also called upon others to record their message on mobile phones. Cognitive Domain The cognitive domain is the terminus of the information environment and is the actual centre-of-gravity in countering the radicalisation that can lead to terrorism. Terrorist organisations, and their potential recruits moving through the radicalisation process, have typically lacked critical vulnerabilities that could be destroyed by kinetic means. Even the capture or killing of leaders and foot soldiers has limited effect. It remains to be seen what the longer-term prospects will be for the Islamic State in Iraq and the Levant (ISIL), which has campaigned in a manner that resembles conventional warfare and includes capturing and holding territory, as well as exercising control over finance-generating infrastructure such as oil production and distribution. Contemporary terrorist organisations have repeatedly demonstrated their resilience and ability to adapt to countermeasures. Therefore, the key terrain for counterradicalisation is the minds of those individuals who may respond to the narratives of extremist ideologues. The cognitive domain is where individuals maintain their awareness, understanding, beliefs, opinions and values. This enables individuals to make sense of the real world – or physical domain – as well as decisions based on their understanding of a particular situation. In his portrayal of the fictional corrupt spy Walter Bourke, Al Pacino stressed that “what you see, what you hear – nothing is … what it seems”. This is an accurate depiction of the relationship between reality and an individual’s perception of it. According to Richards Heuer, a former US Central Intelligence Agency analysis expert:
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COVER STORY
People construct their own version of ‘reality’ on the basis of information provided by the senses, but this sensory input is mediated by complex mental processes that determine which information is attended to, how it is organised, and the meaning attributed to it. What people perceive, how readily they perceive it, and how they process this information after receiving it, are all strongly influenced by past experience, education, cultural value, role requirements, and organisation norms, as well as the specifics of the information received. Additional factors that will affect perception include the individual’s ethnicity, religion, age, gender, and socio-economic status, as well as level of education and knowledge. Perceptions are not fixed and can change as new information, regardless of its accuracy, is presented to the target audience. The additional information is fused with the individual’s existing perception which is, in turn, shaped by any changes in sense-making. Consequently, a perception can never be complete but is instead developed and adjusted to suit a desired outcome. Such manipulation of people’s perceptions is not new. However, advances in ICT allow such manipulation to affect larger numbers of recipients far more rapidly than ever before. This vulnerability is further exacerbated by the internet which provides any group or individual with ready and unfettered access to the information domain in which to manipulate reality. Narratives The primary mechanism by which beliefs may be shifted is through a persistent narrative. According to Kundnani: Narratives have plots, within which events are given significance and explained in terms of particular causes. They also have protagonists who are given particular identities. Events and protagonists are relational, in that they only make sense in relation to other actual and potential protagonists and other actual and potential events. And narratives are necessarily
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selective, reflecting choices about what is relevant and irrelevant, and foregrounding particular events and protagonists as opposed to others. Usually, narrative plots involve their protagonists being confronted with a disturbance or conflict which needs to be resolved through some course of action. Extremist Narrative Little has changed at the fundamental level since bin Laden outlined his narrative to Muslims around the world during the mid1990s. He successfully tapped into the frustrations, anger and disappointment felt by Muslims towards the impact of the physical domain – both global and local – on them. Many Muslims are confronted by circumstances that have a direct and indirect impact on them, but over which they have limited influence and understanding of. While they seek explanations of these circumstances, they do not believe their own leaders and dismiss comments from the West as anti-Islamic conspiracies and propaganda. Consequently, according to Allain, they turn to traditional sources such as religion which at least offers some certainty in an otherwise unstable and confusing global and local environment. The desire for certainty and explanation enabled bin Laden, along with his successors
and protégés, to promote a religiously-inspired ideology that disdains the secular, plural and liberal West, and its political, economic and social institutions, as well as progress and modernity. Instead, this ideology offers the Muslim community a simplistic solution that is generally associated with traditional societies. The hallmark of such societies is reliance upon an externally-imposed model that does not encompass progress and development. Instead, it relies upon myths, revelations, and a “golden age” that is claimed to have existed in the distant past. Emulation of this model is promoted as a means of overcoming the challenges of competing in a modern and globalised world. This broad narrative shifts the blame for the plight of Muslims to other entities. The blame is directed at the US-Israeli alliance which uses its influence to discriminate against and repress Muslims, either directly as in the case of Palestine, or through proxies. These proxies include the leaders of Muslim-majority countries, as well as those Muslims in the West who actively or passively support the perceived anti-Islam strategies. The solution, according to the narrative, is the establishment of a caliphate governed by Islamic legal principles and organised in accordance with Muslim cultural belief and practices. However, this can
only be achieved through violent jihad which will remove the presence and influence of the West from Muslim territories. Finally, it is a duty of every Muslim to strive towards this objective, irrespective of where they are located. As Muslim youths redefine their identities, issues are increasingly viewed through the contrasting values of the West and Islam. This is combined with the global injustices suffered by Muslims, which are internalised by the individuals who may not seek wider context or explanation. Instead, the context will be provided by jihadist and Islamist interpretation of religion, history and international politics. Additionally, these events will be narrated in a way that connects the experience of the individual at the local level with global events affecting Muslims. The source of this narrative makes little difference. Challenges of a Counter-Narrative Development of a counter-narrative presents significant challenges, regardless of the means by which the message is disseminated. There may be points of disagreement between various jihadists and extremist ideologues; however, all are generally aligned on strategic objectives. In this case, a message is broadcast or made available to the wider audience. The message only needs to resonate with a small number
of individuals who will act upon it, regardless of its original source. In contrast, authorities are required to influence a far greater and diverse population that requires tailored and synchronised messaging directed at domestic and international audiences. Any action, successful or otherwise, will provide a terrorist movement with disproportionate strategic information advantage. Furthermore, terrorist movements and extremists leverage further information advantage from any messaging – regardless of content – by authorities. This situation is neither new nor unique. It may be traced as far back as 1984 when Irish Republican Army (IRA) terrorists attempted to assassinate the (then) British Prime Minister, Margaret Thatcher. In acknowledging the failure, a spokesperson for the IRA highlighted that it needed to be successful only once. Meanwhile, security authorities had to succeed every time in preventing terrorism. This position has become a maxim of sorts for security professional across a number of sensitive sectors and not necessarily confined to the terrorism threat. Conclusion The narrative put forward by extremist ideologues can be compelling. This is particularly true when it coincides with media coverage of events impacting Muslims overseas or more directly in their host communities. Governments are limited in the extent to which long-standing and deep-seated socio-economic conditions can be improved within a suitable timeframe. Additionally, unlike extremists, governments are responsive to a much more diverse range of constituents. Consequently, messaging requires greater customising, precision and co-ordination. This places the government at a disadvantage in respect of its responsiveness to events. Its actual capacity and influence, as well as everpresent realpolitik, determine what actions a government can and will take in respect of particular international events. Regardless
of reasons provided, action and inaction that adversely affects Muslims will only underscore the standing narrative of hostile or uncaring attitudes by the West towards Islam and Muslims, and continue to fuel the radicalisation process. Although physical acts of violence will remain as a tactic, the primary battleground of terrorists and extremist ideologues is the cognitive domain and the ability to influence perceptions. Currently this is being achieved through the dissemination of an extremist narrative that is proving difficult to counter by security authorities. For a full list of references, please contact editorial@interactivemediasolutions.com.au Nick Burma has served as an Australian Air Force Security Officer for over twenty five [28] years. During that time, he has held management, training and advisory appointments dealing with security risks in Australia and overseas including South East Asia, the Pacific region, Central Asia and the Middle East. He holds a BA (Police Studies) from Monash University and BSc (Security) from Edith Cowan University. Additionally, he holds a Graduate Certificate in Risk Management from the Swinburne University of Technology and a Graduate Certificate in Security, Terrorism, Counterterrorism Studies from Murdoch University. He can be contacted via nburma@bigpond.com. Any views expressed in this article are those of the author.
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JUST LAW
Emerging Themes In Litigation: Working Smarter To Minimise Risk Part Two
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JUST LAW By Dr Tony Zalewski In the previous issue, development of a security system was discussed, including risks associated with informal systems of security and risks associated with the exercise of discretion by individuals in the workplace. As the industry continues to enter new markets, and experience further growth, the author has noted that in many civil actions (over 500 cases to date) a constant theme has emerged that highlights poor system development. This second article will examine some recent cases to highlight how deficient systems impact upon workplace productivity, reputations and, ultimately, the bottom line. Security guard injured at retail complex In 2008, the Victorian Supreme Court heard evidence about injuries sustained by a security guard (Plaintiff) at a retail complex in Melbourne. The security guard was employed by a large security firm, and responsible with other guards for securing the complex and
CCTV vision from the complex was shown to the court. During expert evidence it was noted that the method of managing the patron was inappropriate, there was no evident strategy between the crowd controllers of the pub or the security guards, the Plaintiff was incompetent in physical techniques, and hence the poor system of work led to his injury. Amongst other findings, the Court held that the employer owed a duty of care to the security guard and, on the evidence, was negligent as: the employer did not make a proper risk assessment and develop relevant protocols, including management of intoxicated and aggressive persons; failed to guide staff about their role and responsibilities in dealing with removed patrons from the pub; failed to formally document with the pub the roles of each party on the ejection of patrons from the pub; and
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entered the hotel through a side doorway, a lone armed male bandit wearing a balaclava approached her from behind. The bandit made the manageress disarm the security system, take him to the strongroom, unlock the safe, and hand over cash. He then bound her hands with tape and left the hotel. Her alleged injuries were of a psychological nature. Much of the evidence presented at trial was disputed with the hotel operator arguing the Plaintiff failed to follow a number of security instructions. These instructions included opening the hotel with two persons, not alone. The trial Judge found that much of the hotel’s system was informal in that instructions were verbal and not documented, staff induction was ad hoc, and there was no strategy for opening such as a two person rule. The Judge also found there were little physical protections such as external CCTV cameras, signage, time-delay or a two-key safe, or cash collections by a CIT provider.
in many civil actions (over 500 cases to date) a constant theme has emerged that highlights poor system development. related commercial towers. A pub was also located within the complex, and during peak trading times engaged crowd controllers. There was an informal understanding that the crowd controllers ejecting patrons from the pub would also eject them from the complex, not the security guards protecting the complex. On the night of the Plaintiff’s injury, a patron was removed from the pub by crowd controllers but not from the complex. CCTV images showed the patron was standing in the complex walkway arguing with the crowd controllers at about 1.30am when approached by the Plaintiff. The patron also argued with the Plaintiff, attempted to re-enter the pub, was physically pushed back by the crowd controllers, and then, shortly after, the patron struggled with the Plaintiff. During the struggle and a fall to the floor, the Plaintiff suffered physical injuries and subsequently sued his employer alleging a deficient system of work.
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failed to properly induct and train its security guards in physical skills should the need to control a person arise. The court found for the Plaintiff and awarded a substantial sum based upon pain and suffering, and loss of earning capacity for future employment. Poor security system did not minimise robbery risk In 2009, the Victorian Supreme Court heard evidence about injuries sustained by a manageress (Plaintiff) who was involved in an armed robbery at a South Melbourne hotel. The armed robbery occurred when the manageress entered the hotel alone on a Monday morning to count and bank cash that had been taken over the weekend. Often cash totalled between $25,000 to $45,000 and as she unlocked and
The court found for the Plaintiff and awarded a substantial sum based upon pain and suffering, loss of earning capacity for future employment, and loss of enjoyment of life. Absence of security staff contributed to patron assault Proceedings were launched in the Victorian County Court in 2012 from an incident in a pool hall where a patron was seriously injured during an assault by another patron. There was no security staff engaged for crowd control, although up to 150 patrons were expected to attend the licensed premises. There were no security conditions on the pool hall liquor licence and, at the time of the assault, two staff members were present albeit they did not detect pushing, shouting, struggling and fighting over approximately four minutes between a small group at one end of the venue.
The lesson to be learned is that formal and proactive systems that are carefully developed rarely result in incidents of note.
A security expert report discussed elements within a system of security and the need for an appropriate risk assessment. The expert noted there was no evidence of a risk assessment, no standard operating procedures, or any system for effective crowd control whilst patrons entered or were within the premises. The staff involved at the time were too busy performing a range of other tasks such as pool master, bar and food service, glass collection, customer service and, therefore, were not able to detect potential issues that might escalate to aggressive or violent behaviour. The case settled for an undisclosed sum to the Plaintiff. Conclusion In each of these cases, like most that result in workplace injuries involving security-related activity, the following themes emerge: No formal risk assessment or a risk assessment that did not address obvious and common security risks. No Standard Operating Procedures to guide staff. No strategy to operationalise, identify risks through induction, and/or on-thejob training of staff. An absence of, or poor monitoring or review of, the system.
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The adverse findings in this article against some industry employers are a snapshot of common themes arising in litigation. Of course many workplace incidents do not result in litigation. The lesson to be learned is that formal and proactive systems that are carefully developed rarely result in incidents of note.
For over 20 years Dr Tony Zalewski has provided expert security reports to courts in all Australian jurisdictions. He has worked on some of Australia’s leading security- related civil actions and currently provides advice about security across industry sectors, as well as being a member of relevant industry associations, and a security adviser to governments locally and abroad.
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FEATURE ARTICLE
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The Deep Web: Big Data As A Risk Management Tool
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FEATURE ARTICLE By Rick Draper
Managing security-related risks requires information. To manage those risks effectively requires the right information; available at the right time; presented in a meaningful format. How do you get it? Open source intelligence, or OSINT, has long been used in risk management by governments and big business around the world; well before the internet was even conceived. However, the World Wide Web has made ridiculous amounts of information available to everyone. It is just a matter of defining your requirements, and knowing what you want to do with the information you obtain so that you can turn that information into worthwhile intelligence. The Internet in 3D The internet, like most human sources of information, has a number of dimensions. Information that we are happy for others to know, and may even want to publicise; things that we are happy enough to share, but only in a qualified way; and, of course, those dark secrets that should never be publicly known. The three dimensions of the internet that are relevant to our search for data to inform risk management are the Daily Web, Deep Web, and the Dark Web. The Daily Web, or more commonly referred to as the “surface web” or “indexable web”, is how most of us access content on the internet every day. If we are interested in finding information on a specific subject, we almost certainly turn to Google, Yahoo or Bing. There are over 45,000 Google searches every second! Ever wondered how they determine what gets displayed in the search results and what does not? In order for a link to a webpage to be shown at all in the search results, it had to have been ‘indexed’ by the search engine. That means that someone told the search engine about the page directly (there are techniques for this), or the page was available as a link on another page that was itself indexed. There is a whole industry around getting pages indexed and appearing first in the search results – Google “Search Engine Optimisation” if you are interested. The Deep Web, is a term coined by the founder of BrightPlanet, a company that pioneered harvesting data from the internet. The “Deep Web” is that layer of the internet
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that is not indexed or accessible directly via the regular search engines. It is impossible to reliably estimate the size of the Deep Web, but it is thought to be many thousands of times the size of the surface web. It includes, for example, web content accessible only after logging into paid subscription or membership accounts – such as www.asisonline.org, asial. com.au and www.spaal.com.au. There are many approaches that can be used to restrict Deep Web content from being indexed by publicly available search engines, or accessed by links in other webpages that seek to expose the content (a technique called deep linking). However, it is important to note that just because content has not been indexed, does not mean that it is not able to be harvested using tools designed for the purpose. There are techniques available to unlock a substantial amount of Deep Web content to supplement OSINT from the surface
TOR was originally conceived and deployed for US military purposes, but is now known to be widely used to provide the anonymity sought when engaging in illegal or otherwise questionable activities. Law enforcement agencies invest a great deal of time and effort tracking down the dark websites that are, in effect, supporting crime. Probably the most famous of those taken off line by the FBI was Silk Road, which appeared again not long after that as Silk Road 2. As you might expect, these sites facilitate the sale of illegal drugs and firearms, distribution of trade secrets, and money laundering, along with enabling horrific examples of human depravity. However, there are other dimensions of the Dark Web that are important to understand from a corporate security perspective, including issues around the sale of counterfeit goods and diverted/stolen property, and fraud. These will be discussed in more detail below.
there are legitimate uses for TOR and the dark web; they just tend to be overshadowed by the nefarious activities that it supports. web – some of which will be discussed later in this article. The Dark Web, is sometimes referred to as a subset of the Deep Web; and to the extent that the content in the Dark Web is not indexed by commercial search engines, this is valid. However, the Dark Web is actually (and intentionally) more difficult to access, unless you know the techniques needed to reach the content. For example, a publicly accessible webpage might appear innocuous enough on first inspection, but clicking on a part of the page may reveal an otherwise hidden form field. Entering a valid passphrase into that form causes the content on the page to change completely, revealing the hidden secrets. Welcome to the Dark Web, where all manner of content is hidden in plain sight. Some Dark Web content is even further obscured through anonymising networks, such as the TOR (The Onion Router) Network. TOR uses a series of virtual tunnels to conceal information about both the user and the website, which would otherwise be available over conventional internet routing.
It would be remiss not to point out that there are legitimate uses for TOR and the dark web; they just tend to be overshadowed by the nefarious activities that it supports. What is Big Data and what is in it for me? The term “Big Data” is used to describe a collection of information that is so large or complex that it becomes challenging to process and use in a meaningful way. What is “big” to some organisations may be routine for others, so the term is context dependent. For the purposes of this discussion, big data is simply a collection of large, and mostly unstructured, datasets that have the potential to reveal linkages and relationships that can aid understanding and inform further analysis. The data and information available on all three dimensions of the internet comes in many forms, including traditional websites and web-enabled databases, through to streams of social media. Most of these sources are being used to varying extents by organisations in managing security-related risks. But there are even more benefits to be gained by leveraging
insights available through harvesting data from multiple sources. Public and private sector organisations are taking advantage of deep web harvesting services that effectively operate in parallel with the traditional search engines. These services go much further than indexing webpages, by actually extracting surface web and deep web content so that it can be analysed on the fly and comparisons made of content over time. In some cases, it is even possible for these services to harvest content from dark web sources. The risk management uses for this type of big data collection and analysis range from detecting potential disease outbreaks so that staff travel advisories can be issued, through to identifying related websites selling counterfeit designer brand products, so that targeted action can be taken. The power of being able to pull data from literally tens of thousands of sources on a daily, or even hourly, basis should not be underestimated. The key to being able to use all this information effectively is inherent within the stages of the traditional intelligence cycle: 1. Planning and direction. 2. Collection. 3. Processing/collation. 4. Analysis and production. 5. Dissemination.
What about Social Media? The next article in this series deals specifically with social media and how it can be used in security risk management. For now, it should be recognised that for the most part, social media is a part of the deep web that can provide insights into a wide range of securityrelated risks. Many organisations now require staff, and even contractors, to provide details of their social media accounts. Naturally, there are privacy concerns that are often raised in relation to such requirements, but the fact remains that utterances by staff on social media can have implications for employers. Security managers should familiarise themselves with social media and deep web harvesting tools that they can use tactically for situational awareness, and as sources for OSINT to support their risk management programs. In employing any of these strategies, it is essential that effective policies and procedures be developed and implemented to ensure that OSINT and social media are leveraged in the most effective manner, while having regard to human resource and reputational risks.
While you might not know what information you are actually going to get, having a very clear plan and direction for harvesting the data is essential. While you might not know what information you are actually going to get, having a very clear plan and direction for harvesting the data is essential. When it comes to big data, the value comes through semi-automating analytics and the application of visualisation tools that enable the important relationships to be brought to the attention of a human who can take the analysis further. While big data is not something that every security manager needs for their risk management program, it is important to become familiar with what all three dimensions of the internet have to offer.
Rick Draper is the Principal Advisor and Managing Director at Amtac Professional Services Pty. Ltd. Rick has over 30 years of experience in the security industry – the last 21 years as a consultant. He is also an adjunct senior lecturer in security management and crime prevention at Griffith University, and a member of the ASIS Loss Prevention and Crime Prevention Council. Rick Draper has been involved in the development of webapplications and data management since the 1990s, including the development of a range of tools to assist security managers. You can contact him on rick.draper@amtac.net
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LOSS PREVENTION
Demystifying TSCM
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By Michael Dever Industrial and economic espionage are serious threats to the security of information for individuals, business and government. Countering the new corporate spy is no longer a matter of simply ‘sweeping for bugs’. In this three-part series of articles, I will explore the issues associated with technical surveillance counter measures (TSCM), and provide an update on contemporary threats and solutions. In this first article, I will describe TSCM and its relationship with information security, and provide a summary of contemporary threats. Future articles will cover: designing counter measures and selecting a service provider. Information in all its forms is the lifeblood of business and governments, and is the second most valuable asset of organisations, after people. “Information has become the new currency of business, and its portability and accessibility are crucial components of a collaborative, interconnected business world” - Price Waterhouse Coopers 2010 Maintaining information security in this environment is complex, and protection of information is an overall business management issue, not just an information and communications technology (ICT) security issue. There is a growing body of evidence that businesses around the world lose millions of dollars every year through hostile intelligence gathering activities by state and non-state actors where all that is stolen is information. This is serious business and countering these threats requires obtaining advice about protecting your valuable information (particularly conversations) from a qualified, accredited and experienced TSCM security professional.
protected against compromise by technical means. Other protective security measures are only a part of the information security solution. The relationship between technical security and other protective measures is illustrated in figure one. Whilst overlap of functions exists, technical security is not the same as ICT security. A different paradigm A counterintelligence program is basically the protocols designed to prevent the hostile intelligence gathering efforts of other parties. The counterintelligence paradigm requires differentiating between information security and protective security. It requires an understanding of what information is valuable, who are your adversaries and their capabilities, how vulnerable you are, and what counterintelligence means to the organisation. The traditional methods of hostile covert intelligence gathering – such as suborning people, copying documents, etc. – have been joined by a wide range of technical devices and methods for collecting information. To understand technical security and counterintelligence, a professional TSCM practitioner must have an understanding of the aims of technical surveillance and possess a strong technical understanding of the contemporary technical intelligence collection methods in order to understand how to counter those threats.
Technical surveillance attacks on individuals and organisations are becoming increasing complex, and are evolving to take advantage of massive technological changes that have occurred in the past two decades. Technical surveillance attacks take many forms and can be characterised depending on the methods used, namely: • Acoustic surveillance – which relies on weaknesses in the sound proofing of an area or the use of mechanical devices to pick up conversations. • Optical surveillance – which utilises binoculars, telescopes, cameras or bore scopes to observe documents or conversations from a vantage point. • Electronic surveillance – which involves the use of listening devices of all kinds (bugging), interception of wired (wiretapping) and wireless communications, covert or overt use of video cameras, tracking devices, and many other techniques. Technical surveillance may employ hidden microphones, miniature radio transmitters, concealed cameras, or vehicle tracking devices to glean information relating to sensitive activities or conversations such as those relating to commercially sensitive discussions, private matters relating to celebrities and other high profile individuals, or may be a component of industrial or economic espionage activities.
Personal Security Physical Security Protective Security
ICT Security Data Security Domain
Technical Security What are Technical Surveillance Counter Measures? TSCM is the term used to describe a range of counterintelligence activities implemented by an organisation to counter the threat of technical surveillance. Strictly speaking, TSCM is a defensive counterintelligence activity and part of technical security. Technical security is the branch of information security which concerns itself with the assurance that information remains
Information Security Domain Figure one – The relationship between technical security and other protective security measures
The threat of technical surveillance Technical surveillance is defined as the use of technological devices to extend the human senses of sight and/or hearing. For example, using a telephone extends the human sense of hearing; intercepting or monitoring this communication thereby extends the adversary’s sense of hearing.
Is the threat real or am I just being paranoid? The extent of covert technical surveillance is difficult to quantify for a variety of reasons, including the inherent secrecy of the activity, the unwillingness of organisations to discuss incidents due to fear of embarrassment or recriminations, and the difficulty of prosecuting offences.
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LOSS PREVENTION
Nevertheless, the Australian Security Intelligence Organisation (ASIO) consistently warns Australian business of evidence of hostile intelligence gathering activities directed at Australian entities. Espionage is an enduring security threat to Australia. The traditional methods of espionage – suborning Australians and others to obtain information or provide support for foreign intelligence agencies and using technology to access communications or conversations – continue to be the backbone of the threat. But they have been joined by additional capabilities exploiting new technologies and by the new vulnerabilities that they bring with them. - ASIO Report to Parliament 2011
Technical surveillance receives a lot of attention from the media whenever a case involving the use of technical surveillance comes to light. However, a lack of credible technical knowledge by reporters can create misconceptions or misleading myths about technical surveillance. Recent incidents in Australia involving the use of covert closed circuit television cameras in inappropriate situations have highlighted community concerns about the invasion of privacy by technical means. Who is at risk of technical surveillance? Anyone can be the target of technical surveillance. Some people are at greater risk because of their occupation, financial position, or their fame. Some organisations are at risk because of the nature of their activities. To some extent, the risk of loss is dependent on the nature and value of information that they possess. The types of information that a competitor or adversary may be interested in depends on the normal daily functioning of the organisation and during special events such as board meetings or ‘think tank’ strategy meetings. This information could include: • Commercially valuable information – e.g. tender information, contract negotiations, pricing, trade secrets, marketing plans, client lists, and customer information. • Organisational valuable information – e.g. labour negotiations, legal matters, or political strategies. • It may involve issues of public trust or confidence and which would cause
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embarrassment to the organisation if lost – e.g. details of a police investigation. The type of information that could be targeted includes any information that could give one party an advantage over another. Should I be concerned? With the high tempo of life for most security professionals, technical security barely rates a mention, unless there is an incident. However, by the time an incident has occurred it is too late to implement protective measures. Technical surveillance devices are inexpensive, small and can be bought by anyone online or from retail ‘spy shops’. They require very little technical knowledge and can be installed in minutes. It is easy to find instructions on the internet about how to construct and use devices, and this is leading to more widespread use of surveillance devices and activities. Recent Australian Case Study Concern: It was suspected that an insider subjected a senior public servant to audio surveillance in the workplace. Location: Capital city. Action taken: The organisation commissioned a TSCM professional to conduct a covert inspection of the target areas. Result: An over-the-counter ‘baby monitor’ was discovered operating under the desk of the targeted individual. Subsequent investigations and searches uncovered a number of these devices on the premises still in their original packaging. Fortunately for the investigators the boxes also had an invoice with the name of the buyer. This situation highlights a major issue for employers when technical surveillance enters the workplace. What is the employer’s duty of care? It also highlights the threat posed by trusted insiders and the need to conduct investigations in secret so as not to forewarn the adversary.
Whilst illegal in many jurisdictions, the motivation, cheap cost, ready access to reliable devices and components, together with the expectance that detection is unlikely, leads many people to be more than prepared and willing to use eavesdropping and technical surveillance techniques to obtain private and sensitive information. In a recent report, Price Waterhouse Coopers indicated that: “Nearly 90% of our ethical hacking tests
are successful in gaining access to highly sensitive information, proving there is a need for enhancing existing security controls.” - Price Waterhouse Coopers 2010 If ethical hackers can gain access to the highly sensitive information of Australian business in this way, then covert technical surveillance by the same means is a real threat. The consequences of a successful technical surveillance attack by an adversary range from loss of life to very serious monetary and reputational loss. This is managements’ dilemma. What can be done to counter these threats? A range of general and specific TSCM are available to significantly reduce or even eliminate technical surveillance. A comprehensive information security plan should include a number of co-ordinated and complementary layers of protection designed to provide ‘security in depth’. A TSCM Survey (often called bug-sweeping) is the combination of people, process and equipment designed to detect and respond to attempts to undertake hostile covert technical surveillance. The good news: Successful technical surveillance attacks can be prevented!
The technical surveillance threat is constantly evolving and changing along with technological advancements is electronics. Genuine TSCM professionals are involved in their craft as a full time occupation and regularly attend conferences, seminars and workshops around the world to keep abreast of developments in technical surveillance and TSCM methods. In the next article in this series, I will further explore TSCM by discussing TSCM technology, how to design an information security program, and how to select a TSCM provider.
Michael Dever CPP is a Canberra based independent consulting security adviser who specialises in TSCM. Michael is an internationally recognised subject matter expert on TSCM. He can be contacted via Michael@edpsolutions. com.au
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FEATURE ARTICLE
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Getting Insurance Right
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FEATURE ARTICLE
By Kylie Howlett Insurance, much like security, is often seen as a grudge purchase, something that you need to pay for but never really want to pay for. However, smart business people know that insurance is much more than a simple compliance cost, it is an essential part of running a successful business. In fact, when you get it right, the correct insurance cover can not only save you vast sums of money, it be can actually be the difference between remaining in business or
are two different types of cover and it is imperative that you understand what you are insured against. The options for this cover are: • Negligence based wording – which would cover you should you be found negligent for the loss • Property Risk – which covers you against physical loss of or physical damage to the insured property up to the amount(s) Insured. Generally your policy will also exclude theft of
closing the doors, just like having the right security. The question is, how do you know if you have the right insurance cover? Where should you even begin?
client’s money by employees. However, Fidelity Insurance is available to protect you against such claims and premiums are available for this.
Public and Products Liability Insurance Every security business, regardless of what area of security you are in, should have Public and Products Liability Insurance as a minimum. Public Liability Insurance covers personal injury or property damage you may cause to a third party while Products Liability Insurance protects you in the event that the product that you supply or manufacture causes personal injury. You can extend the Public Liability policy by adding the following options: Errors And Omissions Insurance This covers you against Errors And Omissions for incidental advice and/or design you provide your customers. A customer can claim that the service you provided was carried out incorrectly, and that this error cost them money or caused them harm. This insurance is designed to help cover your defence costs and, ultimately, the final judgment if you do not win the case. In policies that are specifically designed for the Security Industry, Errors And Omissions cover is either automatically included or offered as an extension to the policy. Other additions you may wish to consider adding to your Public and Products Liability Insurance include: Goods in Care Custody and Control (usually included automatically) and Loss of Key Insurance (also usually included automatically). Cash in Safe and Cash in Transit When purchasing this type of insurance, there
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Statutory Liability Insurance Statutory Liability insurance protects you from any accidental infringements which incur fines, penalties, or court costs under any statutory authority. Professional Indemnity Insurance Professional Indemnity Insurance is similar to Errors And Omissions cover in that it covers you against claims brought against you due to alleged professional negligence. The main difference here is that the cover is required where you charge a fee for your professional service – e.g. Consultant, Private Investigator, Training, and so on. The coverage is also more comprehensive than Errors And Omissions cover. Insurers may offer this policy as an extension to your Liability policy or it may also be purchased separately. Other information relating to Liability Insurance: Sub-Contractors – Liability Insurance It is important to ensure that your sub-contractors have their own liability insurance policy in place as the general insurance definition of a subcontractor/employee is different from Workers Compensation Insurance. If your sub-contractor operates under an ABN (Australian Business Number), then they will require their own liability insurance policy, regardless of whether they work one hour or 40 hours a week. If your subcontractors are deemed contractors (refer to Workers Compensation Section) then you should consider whether they should have their own Workers Compensation Insurance or Personal
Accident Insurance policy to reduce the possibility of any personal injury claims brought against you. It is also important that you check with your current Insurer to see if you are protected against sub-contractor claims for personal injury as not all Insurers include this cover automatically, so you may need to request cover. An additional premium may apply. Some Insurers will allow you to cover your sub-contractors under your liability policy for an additional cost. However, your sub-contract or should be advised that under this arrangement, they would only be insured whilst operating for you or your company. You would need to consider whether this would be in your best interest, because if your sub-contractor is responsible for an incident /claim, then the entire claim would be brought against your policy which may ultimately affect your insurance history and premium costs. Vicarious Liability (included in your Liability policy) Even if your sub-contractor is responsible for an incident you may still be partly responsible/ negligent as well. If a claim is brought against your sub-contractor, it is likely that their Insurer/ solicitor would also include you in the claim as a second or third defendant. Vicarious Liability insurance can help ensure your defence costs and the final judgement are insured. If you do not ensure your sub-contractors have their own insurance policies, then you run the risk of not having full protection should a claim be made against you by a disgruntled client who could ruin your reputation. Workers Compensation Insurance Workers Compensation Insurance is required by Law and each state has different conditions. It provides financial protection against workplace injuries. Is your worker an employee or contractor in respect to Workers Compensation Insurance? This can be difficult to ascertain. The ATO provides an online decision tool to assist you to find out whether your worker is an employee or contractor:
If you do not ensure your sub-contractors have their own insurance policies, then you run the risk of not having full protection should a claim be made against you by a disgruntled client who could ruin your reputation. • Employees work in your business and are part of your business. • Contractors run their own business and provide services to your business. There are tools available on the Australian Taxation Office website (www.ato.gov.au) to help you determine the status of a worker. Management Liability Insurance Management Liability generally includes Directors and Officers Insurance as well as many extras, such as: Employment Practices; Tax Audit; Crime; Statutory Liability, Company/Entity Cover, Superannuation Trustee cover to name a few. The explanations below highlight how these policies can protect you and your company (not available to sole traders or partnerships, although some sections may be able to purchased separately): Directors Officers Insurance: This is designed to protect the personal assets of directors and officers of a corporation by providing indemnity for loss arising from a claim as a result of a ‘wrongful act’ committed by them in the course of performing their duties. A Wrongful Act is usually defined as an error, mis-statement, misleading statement, conduct, omission, neglect or breach of duty. Examples would be customer disputes, competitor disputes, regulatory inquiries, possible shareholder disputes, negligence in running the company, management of employees, work health and safety issues, trade practices issues such as discrimination, and defamation.
representation costs in connection with preparation and attendance at investigations by official bodies. Statutory Liability: Cover explained earlier in the article. Crime: Direct Financial loss to your company which includes Fraud/Theft by an employee (this is not designed to cover your client’s money in transit/ safe). Tax Audit: Accountant’s fees as a result of an ATO or State government audit. Cyber/Privacy: New Privacy legislation was introduced in March 2014 which has increased awareness around cyber attacks, privacy and cyber exposures. More than 20 per cent of Australian businesses have experienced cyber crime, and 40 per cent of all attacks were made against SMEs. Some of the common events that can result in a cyber claim include: • denial of Service; • breach of privacy; and • lost or stolen iPad or laptop.
Protection can be provided against third party claims for breach of privacy, first party claims for costs involved to respond to a breach, and also loss of profits. Some Insurers include this cover within their Management Liability policy or you may be able to purchase this separately. Business Pack and Motor Insurance Generally, you can obtain the following covers within a business pack policy. This list is an example only and should not be considered exhaustive: Fire and Perils, Business Interruption, Burglary, Money, Glass, Electronic Equipment, Machinery Breakdown and General Property (laptops, tools of trade, etc.), transit (cover your stock), and Motor Insurance. There are other Insurances that are available that may be suitable for your business which have not been covered in this article. Before setting up any business, seek advice from a suitably qualified broker. You should also re-evaluate your cover every twelve to eighteen months to ensure that your cover evolves to meet the growing demands of your company.
Kylie Howlett has over twenty years experience the Insurance Broking Industry, gaining valuable experience and knowledge managing various types of portfolios including Corporate style risks to your SME business. Since 2008, Kylie has specialized in insurance cover for security businesses. Kylie can be contacted at: kylie@guardsafe.com.au
Company Liability: Provides coverage to the company relating to claims alleging corporate wrongful acts and furthermore, it extends cover for the company’s
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AVIATION ALARMSSECURITY
Understanding Aviation Security Regulations Part Three By Steve Lawson This is the third in a series of articles discussing the aviation security regulators around the world. In this article, I will look at aviation security in Australia and the United States. At the end of this article, as promised, I will give an opinion of the best and worst of the aviation security regulators. The United States Before I start, I must say that I have worked for and with Americans. I have also travelled to 27 states and I find the United States fascinating. There are so many things about the United States to be fascinated by. Among them is a confidence, bordering on patronising, that the ‘American way’ is the right way. When talking about the Transportation Security Administration (TSA), what makes confidence an interesting point? I am not sure if many of you recall how aviation security in the United States worked before 11 September, 2001? It was the province of the Federal Aviation Administration (FAA), and they generally left things like screening to contracted security companies. Within two months of September 11, the United States Congress had established the TSA and transferred aviation security responsibility from the FAA to the TSA. Those who have worked for or with any government organisation anywhere in the world will agree that this was a stunning accomplishment. To put it into perspective, the TSA now numbers about 60,000 people – approximately the same
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size as the active Australian Defence Force. Initially, the TSA, like the FAA, was part of the Department of Transportation but it was transferred to the Department of Homeland Security within four months of the creation of that Department. So, is there anything wrong with establishing such a large and important organisation within two months? Not in theory; it indicates a decisive move by the U.S. Government. That is provided you did not throw out the baby with the bath water! My experience of the TSA during that period was that if they did not get rid of the baby, they certainly gave it a real fright. As an example, I will not tell the city, but there was a 747 freighter aircraft parked on the ramp and stairs to the upper deck. There was a guard on the stairs with instructions to search anyone before they went up the stairs. A TSA agent arrived, produced ID, which was verified, and he asked to access the aircraft’s upper deck as part of an inspection. An infringement notice was given to the airline in the amount of $50,000 for not searching the TSA inspector. Now I realise that some will argue that it was a breach; however, if the inspector was denied boarding until he had submitted to a search, a similar infringement would have been issued for denying access to an inspector. It was a Catch 22. A similar infringement was given when an agent stood on a small ledge waiting for a freight terminal roller door to open. It did, he ran into the cargo terminal. As soon as he entered he was chased by the employee opening the door.
The employee tackled the agent but as the inspector touched a Unit Load Device (ULD). All of the time under the observation of the employee who was only a few metres behind the agent. Both the terminal operator and the airline received fines. I am all for ‘red teaming’ but the point about systems testing is to see if a real breach is possible, not this sort of testing. It was, to say the least, childish. It turned out that neither inspector had any civil aviation experience, it was all Police and Military. If they had civil aviation experience, maybe they would have found a more realistic way to test systems. I spoke with the head of the TSA in that region about these examples and his answer was that they would obviously get better at this sort of thing but, as it was, the infringements would stand. I am sure they have, over the intervening time, but I do wonder how much they have changed as an organisation. A cursory look at the leadership of the TSA shows only two have worked in civil aviation before joining the TSA and, of those, neither worked for the FAA. Another telling point involves the links on their website. Like many sites, the TSA provides useful links to other agencies or organisations. The TSA includes links to government services including credit unions. However, links to the FAA are so heavily hidden as to be non-existent. There is a site on their home page giving a link to the Flight Delay site run by the FAA, but not much else. Similarly, there is no obvious link to ICAO,
which you would expect. There are plenty of links to speeches at ICAO events by the TSA, but not much else. Perhaps I am drawing too much from this but it seems that the tenor of the links speaks to my point about the ‘American way’ both on a national and a departmental level. I am being a little disingenuous with this comment, since within the United States there is the General Accountability Office (GAO), which investigates how the U.S. federal government spends taxpayer dollars – including conducting audits of U.S. Government agency operations to determine whether federal funds are being spent efficiently and effectively; investigating allegations of illegal and improper activities; reporting on how well government programs and policies are meeting their objectives; performing policy analyses and outlining options for congressional consideration; and issuing legal decisions and opinions, such as bid protest rulings and reports on agency rules. However, you need to remember that they do this for the whole of the U.S. Federal Government, with only 3,000 people and approximately 70 per cent of them working in the GAO headquarters. In my opinion, the TSA is in the enviable position of advising the government on legislation, implementing that legislation, and being the auditor. I wonder if there are too many eggs in one basket? Australia The final country to look at is Australia. Here aviation security is the responsibility of the Office of Transport Security (OTS), within the Department of Infrastructure and Regional Development. The OTS is responsible for: • transport security intelligence • transport operations • transport security policy, planning and regulation • audit, compliance and security measures • ensuring a nationally consistent approach • complying with international standards. The things you would expect of any transport security regulator. What is not included in the list is a role in implementing security. That is the province of the aviation industry participant: the airline, airport operator, cargo terminal operator, or freight forwarder. The model is very little different to other regulators around the world, or even the U.S. before 11 September, 2001.
The OTS have offices in most States, and actively operate at security controlled airports. I know many capable and dedicated people within the OTS. However, and there always seems to be an however when you talk about any regulator, my main concern about the OTS is that for many it seems to have become part of a career pathway. That is not necessarily a bad thing, but it impacts on aviation security when people with no aviation background decide that they are suddenly an expert just because they are within the department. I have met a few who fall into that category, and it reflects poorly on the department – which, in my opinion, is one of the better within the world. One of the things I do like about the OTS is that as an organisation it takes a reasonably pragmatic approach. For example, while they do undertake testing of security equipment here it is not as detailed or often as that undertaken by the U.S. or the E.U. The OTS has taken the view that if equipment has been approved by the U.S. or the E.U. then it may be used here. The costs involved in getting certification in the U.S. or the E.U. are horrendous. Where I think that they fail is that a number of manufacturers do not apply to the U.S. or E.U. for certification because of those costs. As an example, there is a test regime the ‘Standard Practice for Evaluating the Imaging Performance of Security X-Ray Systems’ x-ray machines which is used as the daily test for x-ray machines at Australian airports. It uses a standard test piece. If a machine can pass that test, why should it not be used? In other words, maybe there is scope for a more outcomes-based approach. So, which is my least preferred model for a regulator. It will not be a surprise that it is the TSA. There is just way too much invested in a single department, and it is becoming a bureaucratic behemoth. Which is my preferred model for a regulator? Hands down Canada.
it impacts on aviation security when people with no aviation background decide that they are suddenly an expert just because they are within the department. Steve Lawson has over 20 years of experience in aviation security. As a Security Executive with Qantas Airways, Steve held a number of senior management roles covering all aspects of aviation security from policy development to airport operations. He was sent to New York immediately following the 9/11 attacks to manage the Qantas response and undertook a similar role following the 2002 Bali Bombings. On his return to Australia, he was appointed Security Manager Freight for the Qantas Group. Since 2007 he has been a Director of AvSec Consulting in partnership with Bill Dent, a fellow former Qantas Security Exec. Today Avsec Consulting provides consultants from the US, NZ, ME, Israel and Europe. Steve can be contacted on 0404 685 103 or slawson@avsecconsulting.com
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LEGAL
Q&A Anna Richards
Dear Anna, We run a small security business which involves employing security personnel both inside and outside an office. We have received a number of complaints from other employees about the body odour of one of their colleagues, another of our employees. Can you advise me on how to address this issue without exposing our business to a bullying claim? Can I speak to the employee about this issue? In an attempt to answer your question, I think it would be useful to first isolate the sorts of laws which might potentially become relevant to this issue. You could imagine that if this issue is not addressed carefully, the employee could clearly become extremely offended and potentially even aggrieved. Such circumstances are clearly a recipe for such an employee to want to take action against someone, maybe the employer or maybe even work colleagues who he believes to have initiated the complaint process. You would also be able to see that avoiding such a situation would be favourable to both an employer and also to other work colleagues. It would be favourable to an employer, because it will enable him to avoid the costly and time-consuming process of having to engage a lawyer and potentially having to defend a claim made by the employee in, for instance, the Fair Work Commission. Avoiding such a situation would also clearly be favourable to work colleagues, as otherwise, they may be the recipient of anger directed towards them by the employee, and also because they may have to appear as witnesses at any legal proceedings started by the employee against their employer. In the time I have been a lawyer, I have never heard a single person tell me that they enjoyed being a witness in a Court Hearing and
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being exposed to cross-examination by the opponent’s lawyer. What Other Types Of Behaviour Might Also Be Relevant? It is easily imaginable that addressing almost any issue which may cause an employee to feel embarrassment, shame, humiliation, offence or even discomfort of some sort could potentially result in that employee wanting to seek retribution against the person who addressed the issue, or relief from a legal body such as the Fair Work Commission. Accordingly, this article can be treated as relevant to a much broader subject matter than just of addressing the specific issue of an employee’s body odour. For instance, the relevant subject matters that this article is relevant to might include, by way of example: • an employee arriving late to work • an employee being off hand to other work colleagues • an employee being excessively noisy at work and causing disruption to other employees • an employee swearing in the presence of customers and causing at least some customers discomfort • an employee being unhygienic whilst suffering from a contagious virus or infection (such as the common cold), and increasing the likelihood of his colleagues catching his cold • an employee playing loud music in his office whilst those in surrounding offices ideally require an atmosphere of silence to optimise their work output. It is easily foreseeable that addressing any of the above issues could be problematic. Whilst one employee may cope with ease with constructive criticism addressing any of the above issues, another, who may be
more sensitive or more disgruntled for other reasons, might react very differently and become extremely offended by any such feedback. What Types Of Law Are Relevant The main areas of law that would be seen as being relevant to the above scenarios would appear to be: • discrimination • bullying What Behaviour Amounts To Discrimination? Section 351(1) of the Fair Work Act 2009 (the Act) states that “an employer must not take adverse action against a person who is an employee, or prospective employee, of the employer because of the person’s race, colour, sex, sexual orientation, age, physical or mental disability, marital status, family or carer’s responsibilities, pregnancy, religion, political opinion, national extraction or social origin.” However, section 351(2) does not apply to action that is: • Not unlawful under any anti-discrimination law in force in the place where the action is taken; • Taken because of the inherent requirements of the particular position concerned; or • If the action is taken against a staff member or an institution conducted in accordance with the doctrines, tenets, beliefs or teachings of a particular religion or creed – taken: ~ In good faith; and ~ To avoid injury to the religious susceptibilities or adherents of that religion or faith. Clearly, the purpose of this law is to prevent an employer discriminating against an employee (or potential one) in favour of another because of matters that are generally seen as irrelevant to a person’s capacity to
LEGAL
Q&A carry out work duties. Of course, some exceptions to that rule apply in more rare circumstances. Obviously, if a position of employment requires the employee to be capable of lifting heavy loads
~ Conduct that intimidates, manipulates, offends, degrades or humiliates; ~ Unreasonable criticism that is not part of managing a person’s performance; ~ Exclusion or isolation from co-workers;
read the updated manual and to sign an acknowledgement that they have done so, or to send email correspondence or the like acknowledging that they have done so. ~ If necessary, speak to the employee in
and to be extremely agile, then an employer who does not give the job to an employee who is unable to walk and lift objects would clearly not be found liable for having discriminated against that potential employee. It is unlikely that the employer addressing the issue of the employee’s body odour would expose him or his business to this area of the law. However, having said that, it is certainly conceivable that the employee might think he has been discriminated against (or treated differently to his work colleagues) despite that the mere raising of the issue (of addressing body odour) would not appear to amount to any form of legal discrimination under the Act. For this reason, the issue needs to be addressed very carefully and delicately. What Behaviour Amounts To Bullying? Workplace bullying is also covered by the Act. Section 789FD(1) states that a worker is bullied at work if: • While the worker is at work in a constitutionally-covered business: ~ An individual; or ~ A group of individuals; • Repeatedly behaves unreasonably towards the worker, or a group of workers of which the worker is a member; and • That behaviour creates a risk to health and safety. Section 789FD(2) of the Act makes it clear that the definition of “bullying at work” does not including reasonable management action carried out in a reasonable manner. In general, workplace bullying includes verbal, physical, social or psychological abuse, and can include the following types of conduct:
~ Withholding information that an employer requires to carry out his work functions; ~ Removing work responsibilities or imposing menial tasks on an employee. In general, workplace bullying does not include: ~ Bullying conduct that occurs on a once off occasion; ~ Bullying conduct that does not create a risk to health and safety; ~ Genuine differences of opinion or approach to carrying out tasks and the like; and ~ Reasonable management action carried out in a reasonable manner. So, in a nutshell, if an employer or his agent (such as a manager) directs an employee to act or not act in a particular way that is reasonable and is relevant to the management of that employee in the course of discharging his work duties, and the direction is made in a reasonable way, then it is unlikely that such action would be found to be “workplace bullying”.
private, though potentially with a trusted senior staff member present (who you can trust to keep the matter confidential). ~ During any such meeting with the employee, ensure that you emphasise why the issue being addressed is relevant to his work station. ~ Ensure that any directions are clearly relevant to the management of that employee’s work and that they are delivered in a calm, diplomatic and reasonable fashion. ~ Ensure that you and your witness (senior or trusted staff member) record the matters discussed during the meeting, including the time of the meeting, who was present, and the
Conclusion Therefore, taking what we have learned about the law and addressing it to this issue, it would be advisable to do the following when addressing any such delicate issues as proposed in this article: ~ Add policies addressing the issue to a policy manual (such as that employees are expected to present at work in a clean and tidy state of attire and presentation). ~ Ensure the policy manual is redistributed to all employees of the business. ~ Include a clause in any email or other correspondence enclosing the revised Policy Manual requiring employees to
like, and that you retain such information as a record. ~ In general, ensure that the updated Manual is included in induction for new employers, is discussed at team meetings, and has a review date.
Anna Richards is the Legal Director and a lawyer from Victorian Legal Solutions Pty Ltd and practices in the areas of Commercial law including Commercial litigation and other areas. Anna Richards and Victorian Legal Solutions can be contacted on (03) 9872 4381 or 0419 229 142. Whilst every effort has been taken to ensure its accuracy, the information contained in this article is intended to be used as a general guide only and should not be interpreted to take as being specific advice, legal or otherwise. The reader should seek professional advice from a suitably qualified practitioner before relying upon any of the information contained herein. This article and the opinions contained in it represent the opinions contained in it represent the opinions of the author and do not necessarily represent the views or opinions of Interactive Media Solutions Pty Ltd or any advertiser or other contributor to Security Solutions Magazine.
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The Convergence Of IT Security And Physical Access Control By Steve Katanas Organisations are increasingly adopting a model in which multiple access control use cases and identities can be supported on one card or smartphone. This convergence of use cases and identities eliminates the need for users to remember and carry separate cards or other devices for opening doors, logging onto computers, and accessing cloud-based applications. It also enables the inclusion of other high-
to conduct business. To accomplish this, organisations must deploy a solution that can be used to secure access to everything from the door to the corporate computers, data, applications and the cloud. They must combine the traditionally separate domains of physical and IT security to co-ordinate the management of their users’ identities and access.
value applications, including cashless vending, time and attendance, and secure print management. There is growing demand for provisioning IT and physical access control system (PACS) credentials to a single card or smartphone, using a single set of processes. Beyond convenience, however, the convergence of credentials onto a single card or device can greatly improve security and reduce ongoing operational costs. It also centralises identity and access management, consolidates tasks, and enables organisations to quickly and effectively use strong authentication throughout their infrastructure to protect access to all key physical and IT resources.
The Value Of Converged Access Control Truly converged access control consists of one security policy, one credential, and one audit log. In some organisations, user management is already fully converged, with a single corporate policy that defines acceptable access and use of resources, a single master user repository, and a single logging tool for simplified reporting and auditing. This approach enables enterprises to: • Deliver Convenience – replaces one-time password (OTP) tokens and key fobs, negating the need for users to carry multiple devices or re-key OTP to gain access to all the physical and IT resources they need. • Improve Security - enables strong authentication throughout the IT infrastructure on key systems and applications (rather than just at the perimeter), and even at the door. • Reduce Costs – eliminates the need to invest in multiple access solutions, centralising management and consolidating tasks into a single set of administration and helpdesk processes around issuance, replacement and revocation.
Understanding The Drivers For Convergence Choosing an effective authentication solution for enterprise data protection has traditionally been difficult. Most available solutions are inadequate either in their security capabilities, the costs and complexities they introduce for the organisation, or the user experience they deliver. Employees want the convenience of being able to use a single card or mechanism to quickly and easily access the resources they need
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Exploring Multiple Deployment Options With a converged access control model, the credential can be delivered in a variety of form factors, such as a smart card (e.g. ID badge) or even a smartphone. Depending on the enterprise’s requirements and existing infrastructure, there are several ways to design the solution. The following are the three most common models: • Legacy Contactless: Enables an existing card-based physical access system to be extended to authenticate enterprise networks and applications. Software is deployed on the end user’s workstation, with a contactless reader connected to or embedded in it. The card can be ‘read’ without needing to be physically inserted into the reader device. This is convenient for users, who can take the same card they have been using with a door reader and use it with a personal computer or laptop in order to gain access to their computer and to corporate and cloud applications.
appropriately. With simple-to-use solutions, enterprises can secure access to an enterprise’s resources from both managed and unmanaged devices. Without having to build or maintain multiple authentication infrastructures, enterprises can use a single solution to secure access to all their resources, from a facility door or copier to a VPN, terminal service, or cloud-based application. What About Mobile? As we all know, users are increasingly mobile and bringing their own devices (BYOD) into the organisation’s environment using smartphones, laptops and tablets to access the resources they need. Organisations are trying to support all this mobile access, while looking at ways to leverage their users’ mobile devices as platforms for carrying credentials for physical and logical access control. Mobile access control requires rethinking
Users will be able to carry a variety of access control credentials as well as an OTP computer logon token on the phone that they can simply tap to a personal tablet for authenticating to a network. By combining mobile tokens on the phone with cloud app single-sign-on capabilities, it will be possible to blend classic two-factor authentication with streamlined access to multiple cloud apps on a single device that users rarely lose or forget. Plus, the same phone can be used for opening doors and many other applications. Mobility is driving ongoing convergence, as it forces physical and IT security teams to work together to come up with a solution. The result can be a solution for easily managing PACS credentials and IT access credentials on phones in a cost-effective way, while delivering the same level of security they were used to with cards. The ability to combine access control for physical and IT resources on a single device
There is growing demand for provisioning IT and physical access control system (PACS) credentials to a single card or smartphone, using a single set of processes. • Dual Chip Card: Embeds a contactless chip for physical access control and a contact chip for logical access control on a single smart card. Credentials, such as PKI certificates and OTP keys, can be managed on the contact chip using a card management system (CMS). • Dual Interface Chip Cards: Leverages a single PKI-capable chip, with both a contact and contactless interface to support both physical and logical access control. The card can be used to support a contact card reader for logical access use cases, such as logging into a computer or signing an email, and PKI authentication for physical access. Bringing Strong Authentication To The Door Strong authentication will increasingly be employed not just for remote access, but also for desktops, key applications, servers, and cloud-based systems and facilities. This requires bringing strong authentication to the door. Organisations need a range of authentication methods and the flexibility to easily support different users and protect different resources
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how to manage physical access credentials, and to make them portable to smartphones so that organisations have the option to use smart cards, mobile devices or both within their PACS. For example, HID Global’s Trusted Identity Platform (TIP) uses a secure communications channel for transferring identity information between validated phones, their SEs, and other secure media and devices. The combination of TIP and SIOs not only improves security, but delivers the flexibility to adapt to future requirements, such as adding new applications to an ID card. With a mobile access control model, any piece of access control data can be supported on a smartphone, including data for access control, cashless payments, biometrics, PC logon and many other applications. The authentication credential will be stored on the mobile device’s SE, and a cloud-based identity provisioning model will eliminate the risk of credential-copying while making it easier to issue temporary credentials, cancel lost or stolen credentials, and monitor and modify security parameters when required.
that can be used for many applications improves user convenience while increasing security and reducing deployment and operational costs. It will eliminate the need for separate processes for provisioning and enrolling IT and PACS identities. Instead, it will be possible to apply a unified set of workflows to a single set of managed identities for organisational convergence. Organisations will be able to seamlessly secure access to physical buildings and IT resources, such as computers, networks, data and cloud applications. An effective solution will also scale to secure access to other resources, as needed, to support a fully interoperable, multilayered security strategy that can protect the organisation’s buildings, networks, systems and applications, now and in the future.
Steve Katanas is the Director of Sales AU, NZ for HID Global. For more information, please visit www.hidglobal.com
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SECURITY SOLUTIONS 087
Terrorists And Facility Managers: Why They Need Each Other By Don Williams The Facility Manager’s relationship with the terrorist is one of mutual support. The terrorist needs the sites under the control of the Facility Manager as targets; the Facility Manager can use the threat posed by terrorists to consider the measures in place, their effectiveness, relevance, and the documented and assumed responsibilities of the various managers onsite. The Facility Manager has two overarching responsibilities: to provide a safe and secure environment, and to minimise disruption to the tenants. These two responsibilities need to be done in an economical and profitable manner. The Facility Manager is the person best suited to ensure the site’s plans, policies, procedures and occupants are co-ordinated and effective. The threat posed by organised groups and “lone wolf” terrorists is not new. Since the mid-Nineteenth Century, extremists have been committing acts of violence in managed sites: anarchists, ethno-nationalists, separatists, right and left wing activists, as well as religious and racist zealots. During, the terrorist decade of the mid-1960s-70s there were bombings, shootings, hostage takings, and other acts of violence across Australia. Since then we have had many incidents, some of which were political, some criminal, and some the result of mental illness. With the exception of the odd shooting in the bush, and attacks against private houses, they have all occurred in managed facilities. The intent and capability have always existed. What has changed and
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led to an increase in the national alert level is the loose association of aligned terrorist groups and individuals with the stated aim of committing public acts of violence. Terrorist methods remain largely the same: bombings, assaults, murders, and hostage takings. The London underground was bombed in 2005 and in 1883; very little of what we are seeing today is innovative. Occasionally a new attack vector is tried, such as flying a plane into a building or bringing an explosive laden dinghy up against a warship, but the usual attacks are those which are easy to arrange and conduct: armed assaults, hostage taking and bombings, or a combination of these. Traditionally, targeting is of places where people work, meet, transit, rest and play – i.e. managed facilities. These may be commercial buildings, apartments or hotels, sporting venues, entertainment hubs, theme parks, retail centres, open air, or fully under cover. In each case, they offer the terrorist a location where people gather and where media will report the “propaganda of the deed”. For the Facility Manager, terrorist attacks are low likelihood events, well below the probability of mechanical failure, contractual breaches, or tenant issues. But, a terrorist incident is a high consequence matter and the site-wide ability of the tenants to respond safely and effectively must be considered. The Facility Manager may seek to devolve the responsibility onto tenants; however,
the question of who co-ordinated the identification, assessment and response will probably return to the person responsible for the overall management of the facility. Most sites are multi-tenanted, including: caterers, retail, child care, carpark operator, other businesses, security and maintenance contractors, and possibly even the Facility Manager’s office. Having each tenant arrange their own emergency management system and security plans without some form of coordinated understanding of the capabilities, expectations and planned responses, can only lead to confusion and possibly death. Delegation to tenants may appear to absolve the Facility Manager of providing a safe and secure environment; however, site-wide coordination is likely to be raised in later inquiries. If the facility has only one tenant, then overall responsibility may rest with that organisation. Even a single tenant facility may be found to have a range of other organisations on-site. All tenants, including, or perhaps especially, small ones – such as a café or chocolatier – should be involved in site-wide discussions on safety, security and emergencies. There are three key issues the Facility Manager should ensure are co-ordinated: prevention, detection and response. The roles and responsibilities for these functions vary from site-to-site between: the Facility Manager, the Security Manager, Safety/WHS Manager, and the Chief Warden. All of them have some
responsibility for aspects of the preventative and response capabilities, but the Facility Manager has overall responsibility for ensuring that all activities on-site are co-ordinated. The Facility Manager should be aware of how many security, safety, WHS managers, and Chief Wardens are on-site, and whether each tenant has their own or any of these positions. Prevention is primarily a security function, and is about protection from deliberate human action – in this case: violent attacks by terrorists. Other disciplines worry about mechanical failure, weather events, human stupidity, etc. If security staff are on-site, which is not always the case, they will be the frontline – expected to identify the hazard and step between it and the tenants and visitors. It is worth determining if on-site security has the contracted, or assumed, responsibility to assess incidents and to initiate a response that can result in thousands of people being moved and closing down the facility for hours. The level of preventive security obviously relates to the function of the site. The general nature of the facility may be open to the public, have highly controlled access or, in most cases, a combination of both with some public areas and some access controlled sections. The site’s protective environment is also dependent on its image: is it a family friendly venue with a discreet security posture or one with a highly visible, deterrent security presence? When considering protection, it is not possible to determine which tenants are likely to be targets. Some may obviously be at greater risk than others, but the presence of visible security measures may drive the terrorist to attack easier and less obvious tenants – such as the recent incident at a café in Martin Place in Sydney. The reality is that for most facilities, particularly those that seek to be opening and welcoming, it will be difficult to prevent someone from entering public areas and committing acts of violence. For sites that have access control systems, preventing unauthorised entry through a combination of good security policies, procedures and practices supported by technology, should prevent incidents in the secure areas. Of course, this does not stop the “trusted insider”, who has been granted access, from causing harm. Detection is the primary factor in minimising the effects of an act of violence. Detection
relies heavily on staff, particularly those who deal with the public. The staff may work for the Facility Manager, for one of the sub-contractors, or for one of the tenants. The Facility Manager is in a position to co-ordinate awareness and response training with or through the security manager(s), the emergency manager(s), and the Chief Warden(s) for the site. The Facility Manager and other managers need to foster an environment that encourages and does not belittle staff for reporting people, items or incidents that they think are out of place or do not fit. The key is staff being aware of the normal environment and knowing what to do if they see anything they think is out of the ordinary. They need to know to whom they report, how, and what to say. Incidents that may be out of the ordinary are groups or individuals acting in a furtive manner, appearing to conceal items, wearing inappropriate clothing for the season or event, people who seem inordinately interested in
for most facilities, particularly those that seek to be opening and welcoming, it will be difficult to prevent someone from entering public areas and committing acts of violence. back-of-house areas or how the site works, and of the security and emergency response plans. Actions that raise suspicions may not be the prelude to a terrorist act, it may be the planning or conduct of a range of criminal activities. In all cases it is worth noting and reporting. A factor the facility Manager may wish to consider is when are they to be advised of an incident. Should the Facility Manager be told when an incident is first reported, during or after the assessment, when the emergency services arrive, or after they have been evacuated? An appropriate response is fundamental to protecting both lives and business operations. Response should not always equate to an immediate evacuation, the concept of “better safe than sorry” is a fallacy. There is nothing safe in moving thousands of people in a way that they are not used to – unless they are being moved away from a hazard. If an evacuation is
initiated when there is no hazard, the tenant’s business will be severely disrupted, and the responsible manager’s judgement called into question. If the site is not evacuated when there is a hazard, people will die. The difficult part is determining whether the incident does pose a hazard. Even for tenants that have been identified as potential targets and allocated additional security, such as the publishing office in Paris, a determined terrorist may still attack the site, and adjust their planning and weapons to exceed the protective measures. Management of an incident, particularly a terrorist initiated one, requires accurate information from those who observed the initial event, objective assessment, and implementation of the appropriate response. If there are multiple security providers on-site, comparing their contracted responsibilities and individual response plans is worthwhile, if not essential. It may be that the plans are in conflict with each other. The chain of authority for initiating an evacuation needs to be identified, defined and documented. Questions that need to be addressed include: who is responsible for assessing the incident; who has authority to respond, particularly if the response includes closing down the site; what are the tenants’ expectations; what are the contracted responsibilities; and what are the legal and ethical responsibilities, particularly of the Facility Manager? There are specialists with a wealth of knowledge to assist in developing appropriate, site specific policies, procedures and practices. There are also those of less skill. We are seeing a new group of “talking heads” appearing on media outlets, offering advice on terrorism and security. Managers, and particularly Facility Managers, should recognise that security is a management discipline with its own body of knowledge, research and literature. When seeking security guidance, managers should apply the same criteria they would for any other management advisor: appropriate qualifications, relevant security management experience (not just law enforcement or military experience), internationally recognised certifications, membership of appropriate professional associations, relevant professional indemnity insurance, and applicable State/ Territory licences. It is unwise to expect suitable advice on managing the protection
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of life, business, profitability and reputation from anyone without the appropriate skills, qualifications, certifications and experience. To ensure the site has prevention, detection and response capabilities appropriate for the functions and image of the site, the Facility Manager should ensure that “someone” reviews the co-ordination, communication and co-operation between the parties. Ideally this could be the site’s Chief Warden but probably the best positioned, experienced and relevant person to do so is the Facility Manager. If it is not the person responsible for managing the facility, then who is it? As a preliminary step, the Facility Manager should review the site’s Emergency Plans, actually read them and walk through them. Are the plans really applicable to the site if they are of the “insert client’s name here” type, with only the diagrams having changed from any other site? Do they reflect what will happen? Do the plans address the actual tenant base; does it include the Child Care Centre; kitchen areas; critical assets; secondary hazards (those things normally on-site and safe until acted upon by an event such as a fire or explosion); what will happen if surrounding buildings also evacuate to the same location? Do the plans actually offer guidance to the Chief Warden or is the plan littered with “Warden makes wise decision here” type statements? Having contracted and paid for Emergency Plans does not mean the resultant product is suitable for the facility. There are a number of instances where simple compliance with AS3745 “Planning for emergencies in facilities” may not provide appropriate levels of co-ordination, management or safety. If the incident, say a hostage taking or mass shooting event, is external to the building, do the emergency plans adequately address how to “Shelter In Place (SIP)” until a safe response can be identified? Shelter in place gets passing mention in AS3745. In relation to SIP, Facility Managers have a critical role as they are the ones most likely to know where the strongest and most secure areas of the facility are to be found, and how long people can stay in the building – particularly if water or sewerage are cut off. Do the plans provide sensible and relevant guidance on what to do if there is an armed assault, knifing, hostage taking,
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unattended item, or a post-blast incident? Communication between parties is critical, not only during an incident but prior to one. Do the various tenants know what is expected of them, do they share information on security measures, and the responsibilities of their wardens and security managers/supervisors, whether they be in-house or contracted? What are the threshold levels for the various tenants to initiate an evacuation? For some, particularly government tenants, an evacuation can be called on a much lower level of confidence that there is a hazard than for corporate tenants that are aware of the financial cost of disrupting the site for three hours or more. If one tenant evacuates, is it expected that others will? What happens if some tenants decide to evacuate and some to shelter in place? How do tenants advise the Facility Manager and Chief Warden that there is an incident? In some new buildings Warden Intercommunication Points (WIP) phones are being designed out, which raises questions over how Area Wardens will be advised of specific response actions if the requirement is not for a full evacuation. What is the Facility Manager’s responsibility for ensuring that all tenants can be advised of the appropriate response as determined by the relevant site-wide authority? The Martin Place hostage incident of December 2014 raises a number of interesting points. Why surrounding buildings kept staff on-site rather than evacuating them away from the hazard, particularly once it was believed that the gunman was acting alone? What communication systems were in place to advise staff to keep away from windows overlooking the incident, and how was this enforced? Were all tenants, including small ones, contacted and advised of the appropriate response? Was there a Chief Warden for each site, or were tenants responsible for their own decisions as to the appropriate response? Were there safe egress routes that did not expose tenants to the hazard as they evacuated? If not, what alternatives were available? Was security of the site maintained once it was evacuated? Were there plans for the reoccupation process? For government and others with classified or sensitive information, did the emergency plan include the security of hard and soft copy data, and how was this verified? For sites with potentially hazardous areas, how were they
managed during the evacuation and how could this have continued over a period of days? Co-ordination of those involved in providing a safe environment – including, prevention, detection and selection of an appropriate response – may be left to the contracted emergency service planning and training contractor, if it can be demonstrated that the provider did deliver appropriate procedures and training that addressed a wide range of incidents and that all tenants attended and were involved in the planning and training. Otherwise, the Facility Manager may need to suggest that co-ordination meetings with flowdown training and information sharing to all on-site may be of benefit. As well as the tenants, there are others concerned with the reputation of the site as a safe and secure facility – owners, the organisation with signage rights, insurers, emergency services, regulators, and neighbours. A factor that will affect the assessment of an incident is where the Facility Manager is geographically located: on-site, in a different building, or even a different city to the particular facility. In which case, who has the local responsibility for providing the safe and disruption free environment? Facility Managers should be willing to challenge security, emergency and safety reports that fail the “common sense” test, and to send them back to the provider requiring them to be rewritten to reflect the needs and operating environment of the specific facility. The Facility Manager has a responsibility to ensure that the safety of tenants and visitors is protected through co-ordination of security and emergency management policies, procedures and practices. Knowing that they have a relationship with terrorists, no matter how unwillingly, the Facility Manager cannot be complacent.
Don Williams CPP RSecP holds qualifications in Security Management and Security Risk Management. He is a Certified Protection Professional and Registered Security Professional. He has long-term relationships with the Venue and Facility Management Associations. Don can be contacted at donwilliams@dswconsulting.com.au
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Preparing FOR THE Unthinkable
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By John Bigelow The recent, shocking and tragic siege which occurred at Martin Place in Sydney, serves as a reminder that Australia is not the isolated, safe-haven we have so often presumed it to be. Unfortunately, what this event has demonstrated, all too clearly, is that we are just as susceptible to the actions of radical extremists as any other nation – we have simply been more fortunate than other nations in that it has taken a lot longer for Australians to feel the effects of such individuals. Whether or not this incident was, in fact, terrorism, or simply the actions of a lone gunman who was a highly disturbed individual, is irrelevant in the context of this article. What matters, is how facilities managers respond in the wake of such an event. As professionals with responsibility for people and property, it is not only a legal requirement but also a moral requirement to ensure that all evacuation, fire and bomb threat procedures are up-to-date and well drilled. Too often, such procedures are treated as perfunctory compliance requirements that are approached with an air of tolerance as opposed to the life saving necessity that they can be. One must ask, when was the last time emergency polices and procedures were actually updated? When was the last time these procedures were drilled? When was the last time a proper risk assessment was conducted on your premises? Was it done by a properly qualified professional? These are all extremely important questions in the wake of recent events. And while most buildings will have a formal fire, bomb and emergency evacuation plan – how many facilities actually have an active shooter management strategy? Do not for a second believe that your existing emergency evacuation plan will suffice. An active shooter situation requires a very different strategy from an emergency evacuation – if for no other reason than the last thing you want, is to funnel the building’s occupants into stairwells and other locations which could be used by a gunman as a kill zone. In the event of an active shooter in your building, there are a number of factors your plan should consider. In the event of an evacuation, people should only attempt to flee if there is an accessible escape path. In the course of leaving the building, people should be sure to:
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1. Warn individuals not to enter an area where the active shooter may be. 2. Have an escape route and plan in mind. 3. Evacuate regardless of whether others agree to follow. 4. Leave their belongings behind. 5. Help others escape, if possible. 6. Prevent individuals from entering an area where the active shooter may be. 7. Keep their hands visible. 8. Follow the instructions of any police officers. 9. Not attempt to move wounded people. 10. Call 000 when it is safe to do so. If it is not safe to flee the building, possibly because the active shooter is nearby, people should be encouraged to find a place to hide where the active shooter is less likely to find them. A hiding place should: 1. Be out of the active shooter’s view. 2. Provide protection if shots are fired in at people (i.e. an office with a closed and locked door). 3. Not trap an individual or restrict their options for movement. To prevent an active shooter from entering one’s hiding place, people should: 1. Lock the door. 2. Blockade the door with heavy furniture. 3. Close, cover, and move away from windows. 4. Switch mobile phones to ‘silent only’ as the vibration setting can give away a hiding position. 5. People also need to understand the difference between cover and concealment – with concealment simply providing protection from sight, while cover provides protection from both sight and gunfire. For example, hiding behind a curtain (concealment) as opposed to hiding behind a heavy wooden locked door or desk (cover). In the event that people are trapped in a building with an active shooter, but are able to relay information to police, they should note the: • location of the active shooter • number of shooters, if more than one • physical description of the shooter/s
• number and type of weapons held by the shooter/s – i.e. pistol, shotgun, rifle • number of potential victims at the location. Last but not least, when police do arrive and take control of the situation, people must understand that they should: 1. Try to remain calm, and follow officers’ instructions. 2. Put down any items in their hands (i.e. bags, jackets). 3. Immediately raise hands and spread fingers. 4. Keep hands visible at all times. 5. Avoid making quick movements toward officers – such as holding on to them for safety. 6. Avoid pointing, screaming and/or yelling. 7. Do not stop to ask officers for help or direction when evacuating, just proceed in the direction from which officers are entering the premises. There are a range of other measures that can be implemented to prepare for active shooter situations, ranging from developing a comprehensive emergency management plan to preparing your facility more thoroughly. I would encourage every venue and facility manager to look closely at their emergency management plans with a view to reviewing, revising and updating any such plans, where necessary, in the hope of minimising the potential for any future devastating incidents. The reality is, incidents such as the one which occurred at Martin Place are extremely difficult to predict and/or prevent. However, with proper planning and forethought, their effects can be greatly diminished and minimised. Our thoughts go to the families and loved ones of the victims of this terrible incident, while our congratulations go to the police who did an outstanding job in the face of impossible pressure.
Special thanks to Paul Johnstone of Queensland TAFE (Security and Investigations training) for his assistance in preparing this article.
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Corruption In Security By Graeme Cunynghame Corruption is a global phenomenon which impacts countries, organisations and individuals. A recent world economic Forum estimated the cost of corruption to be more than 5 per cent of global GDP (US $2.6 trillion), with corruption adding up to about 10 per cent of the total cost of doing business globally. In 2007, the World Bank estimated about $1 trillion per year was paid in bribes with about $40 billion per year taken by corrupt political leaders. Systemic corruption has a bearing on security. Security firms are there to improve security, not be part of the problem. A greater understanding of the impact of corruption will contribute to a better assessment of costs and benefits and, therefore, impact on improved policy and practice. There is a considerable body of research on the subject; however, most people are busy with their day-to-day lives and are not likely to review the literature. Because of my university studies and experiences involving corruption, I have formed the rather cynical view this will be the ‘Decade of Corruption’. Corruption will reach an unprecedented level in Australia, which requires a concerted response. Most of us can agree corruption has a corrosive impact on society. It undermines democracy and the rule of law, as well as distorting market forces and paving the way for destablisation, organised crime, and terrorism. Australia has a strong record of global, regional and domestic action to prevent and expose corrupt activity. Transparency International’s Corruption Perceptions recent index release suggests Australia is slipping in the ranks, which should be of concern to all of us, as we need to maintain perceptions of fairness and a level playing field. First launched in 1995, the corruption perception index has been widely credited with raising the profile of corruption. Australia ranked ninth in 2013, dropping to
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eleventh in 2014. New Zealand ranked second in 2014. The decline might be attributable to events such as the prosecution of Securency and Note Printing Australia executives, and the findings of ICAC in relation to Eddie Obeid and corruption within the NSW state government. It is predicted Australia will continue to decline because of ongoing issues relating to corruption. If that is the case, then corruption will continue to impact directly and indirectly on Australians. What Is Corruption? Throughout history, people have sought to improve their financial situation in order to improve their lifestyle. In Australia, there are a number of accepted and well-documented processes by which those ends can be achieved. Most of us know the rules and adopt the values of our society to enable us to succeed to varying degrees in life. However, there are times when these ends are achieved by the misuse of power or commonly owned resources, and that is when corruption comes into play. It is commonly conceded that corruption harms, and the damage it causes outweighs whatever social benefits are occasionally contended. There are numerous definitions of corruption. According to Adam Graycar and Tim Prenzler (Understanding and Preventing Corruption), the study of corruption often embeds itself within narrow academic confines, with much of the literature immensely analytical and mainly consumed by specialist audiences. Yet we are dealing with a phenomena that cuts across many academic disciplines and can impact significantly on our day-to-day lives, especially those caught up on the edges (ripple effect). The NSW Independent Commission Against Corruption (ICAC), in Appendix 2 (pg. 63) of their report on corruption in the provision of certification of the security industry training, provide a definition of corrupt conduct and the relevant standard of proof.
There is much behaviour considered to be corrupt which plays out in many settings with varying consequences. There can often be a debate as to whether the behaviour is acceptable, harmful or routine, as is the situation involving recent ICAC investigations. Bribery is probably the most common form of corruption and simply involves the offer of money by someone to persuade another person to do something that is understood to be wrong or inappropriate in terms of the laws or community standards. In terms of community expectations, cultures have varying views on what qualifies as corruption and this can impact in security workplaces. Bribery is often employed to get things done quickly that without the incentive of money might not have happened as quickly or at all. The inducement might be in the form of cash, inside information, meals, holidays, employment, or sexual favours. According to Graycar and Prenzler, bribery may involve getting someone to do something or not to do something, or overlook something. There are many forms of corrupt conduct and examples include extortion, theft, fraud, embezzlement, nepotism (involves family), cronyism (involves friend), conflict of interest, secret commission, influence peddling, self dealing (taking advantage of your position to advance your interests rather than the organisations), ‘pay to play’, and abuse of discretion which is quite common. Corruption occurs in governments, political regimes, corporations, schools, hospitals, police forces, and security firms. In fact, most places experience corruption. It happens everywhere and most people understand the laws in relation to corrupt conduct, as most corrupt behaviour is criminal. Extortion may simply involve company staff employing price gouging or overcharging for services. Some defend this scenario as opportunistic business practices. Conflict of
interest is another example of behaviour that may not breach the law but deal with ethical issues and individual perceptions. What is noteworthy is there is no one definition of corruption and many pieces of legislation contain intricate legal definitions. The UN Convention against Corruption does not attempt a definition. Part of this problem involves the shifting sands of technology. Another of the issues when attempting to define corruption involves the varying customs of different societies. For example, in Italy it is customary for favours to be exchanged. Getting a job may involve someone whom you know not what you know, and contracts are awarded in a less than transparent method (Graycar and Prenzler). So it is difficult to define corruption as a single concept as it manifests itself in varying behaviours, activities, sectors and places. In global terms, corrupt ruling elites may deliberately cultivate conflict because of the diverse opportunities for profiteering and wealth transfer that conflict or fighting affords. A perverse incentive structure can be created, with corruption and conflict interacting symbiotically. In these environments, security firms can be corruptly deployed to train or assist in missions. Causes Of Corruption Corrupt conduct arises as a result of someone’s personality combined with his or her experiences, which impacts on a person’s thinking and decision-making. Factors of influence may involve socioeconomic circumstances, education, the influence of parents, friends and associates, poverty, moral identity, greed, attitudes, cultures, disorders (e.g. psychopath), risk behaviours, power, and so the list goes on. Combinations of these factors may result in corrupt behaviour. In my experience, greed and power appear to be the main motivators, particularly when we consider a number of the offenders are independently wealthy.
Closely related to corruption is the abuse of power for institutional ends, where there is no explicit personal gain for the perpetrator. This category includes the use of excessive force or fabrication of evidence by police (referred to as “noble cause” corruption), or discriminatory practices by public sector employers who are motivated by factors other than personal enrichment (Grabosky and Larmour). Problems Caused In The Security Industry In December 2009, the Independent Commission Against Corruption issued its final investigation report into allegations of corrupt conduct involving a number of firms which provide training to the NSW security industry. The ICAC report specifically names individuals (remember the ripple effect) regarding their findings of fact and corrupt conduct. Chapter 5 (Corruption Prevention) of the report is compulsory reading for those in the security industry. ICAC reported the corruption uncovered by their investigation has serious implications for the NSW security industry. In summing up, ICAC’s view was that crime and corruption had been linked to the security industry for decades and unless corrective action was taken, the same behaviours would continue. There were some State and Commonwealth legislative changes, and training and education standards changed; however, the impact on those named or linked to the investigation was likely to have been life-altering. There is also the issue of security industry reputational damage, which in my view needs improvement. There are a number of high-risk functions, which are part of any organisation’s activity, and they should be identified and dealt with in a corruption risk assessment. A stand out risk involves issuing or acquiring qualifications or licenses to or for individuals to indicate their proficiency, or enable them to undertake certain types of activities.
In a 2013 investigation conducted by ICAC into allegations of corrupt conduct in the provision of security products and services by suppliers, installers and consultants (essential reading), it was disturbingly found that people engaged in corrupt conduct. A number of recommendations were made which is also compulsory reading for those in the security industry. How To Limit Corruption Like everything to do with corruption, the control of corruption is a multi-faceted activity and part of that process is to know what corruption is however contentious the definitions. Measuring corruption is also difficult, especially if those in charge do not have an appetite for it. I am aware of many examples of executives burying their heads in the sand or, worse, shooting the messenger. The implementation of education, training, policies and procedures flowing from Australian Standards makes sense in the contemporary corruption landscape. The implementation of the Australian Standards should also support the organisation’s position in relation to its compliance obligations (safe workplace, duty of care) under Work Health and Safety legislation. Australian Standards outline a suggested approach to controlling the risk of fraud and corruption. Some of the standards include: • AS/NZS ISO 31000:2009 Risk Management • AS 8000 Good Governance principles • AS 8001 Fraud and corruption control • AS 8002 Organizational Codes of Conduct • AS 8003 Corporate Social Responsibility • AS 8004 Whistleblower protection programs for entities • AS 4811 Employment screening • HB 400–2004 Introduction to Corporate Governance. Determination is critical in generating change, and anticorruption methods should be well constructed, specifically managed, implemented
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by capable people, and appropriately resourced with effective strategies and proactive support from all stakeholders. It is critical there is a commitment from the organisation’s leaders and somewhere embedded in the organisation a “risk management champion” who will manage, educate and motivate workers in compliance with Work Health and Safety legislation (maintaining a safe workplace). Incidents of corruption usually involve the ‘ripple effect’ and careers have the potential to come to an abrupt halt. Remember there is often room at the top after the investigation. The ‘ripple effect’ resulting from corrupt behaviours can impact on people, even those outside the impact zone. I recall the circumstances involved in the arrest of a former Police officer for his involvement with two large corporations in facilitating the movement of precious metals and him benefiting from secret commissions. The fraud investigation resulted in one person being charged due to his corrupt conduct, which benefited him and others. What was memorable about this case was the impact on the offender’s family. A search of the family home on the day of the offender’s arrest resulted in the near collapse of his wife who had no idea of her husband’s corrupt conduct. The family home was located in a leafy north shore suburb of Sydney in idyllic surroundings. Their young children were attending a private school, obtaining a first class education and all that came crashing down within a 24-hour period. I will never forget the look on that woman’s face when we explained the scenario to her during the search. Needless to say, there was a complete breakdown in the family unit over the ensuing months, and no more private schooling, all because the head of the family wanted more and decided to bend the rules to temporarily achieve it. The sad thing was that he could have maintained the lifestyle without the corrupt conduct. He went to jail and the family went to a place of torment. The offender mentioned on more than one occasion how he wished he could have turned the clock back. Others should have joined him in jail but they did not due to a lack of evidence. They would have endured a period of time in which they were anticipating a knock on the door from Police. The ripple effect from corrupt
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conduct is often overlooked by the perpetrator and seldom reported on by participants who move on. The implementation of sound workable policies and procedures are important in limiting corruption, as is ongoing training and education with the aim of establishing a clean culture. Whistle blowing has a place, as does the implementation of crime prevention techniques. There is impetus by some governments, including the United Kingdom (UK Bribery Act) and United States (Foreign Corrupt Practices Act, American Anti-Corruption Act), to change the legal landscape in the fight against corruption. These Acts impose high standards and prescribe severe penalties. The legislation has extensive extra-territorial jurisdiction. They have entrenched legislation that reaches into other countries, and defines the conduct of people doing business on a global basis. These changes will require a response from local businesses in order to meet their compliance requirements. Since the 2000s, over 70 countries have signed anti-corruption treaties. Corruption can be dealt with as suggested by developing programs that conform to the tenets (UK Bribery Act) of these six principles: 1. Risk Assessment. 2. Top Level Commitment. 3. Due Diligence. 4. Clear, Practical, Accessible Policies and Procedures. 5. Effective Implementation. 6. Monitoring and Review. According to KPMG Australia, the UK Bribery Act 2010 is one of the broadest laws of its kind anywhere in the world. Effective from 1 July 2011, under the legislation, commercial organisations are liable for activities of associated third parties as well as those of their own staff. One of the key findings of the Fraud, Bribery and Corruption Survey 2012 (Australia and New Zealand) was that collusive fraud is growing, particularly between employees and external parties. Technology advances and increasing use of social media are likely to result in more collusion. Another key finding was that Australian and New Zealand organisations are increasingly exposed to tougher anti-bribery and corruption regimes in countries in which they do business. However, they are often ill-equipped to deal with it. This is particularly relevant for security firms providing services overseas in the growing global marketplace.
KMPG suggest commercial entities based in Australia could be subject to the UK law if they carry on business, or part of a business, in Britain. This provision is likely to affect the many thousands of Australian entities that do business in the UK, even if this presence is a minor part of their overall operations. ICAC determined, as part of their investigation into the corrupt conduct in the security industry, the importance of clear accountabilities, adequate capacity, understanding of the regulatory environment, prevention of end-to-end control by private suppliers, and sound change management and corruption risk management practices. The absence of meaningful risk analysis not only results in bad decisions for minimal benefit, but significant operational, reputational and financial exposure. Workers need to understand the meaning of integrity and values, and see them applied in the workplace and in the leader’s behaviour. Organisations might focus on increasing the effort required to behave corruptly, increase the risks of corrupt behaviour, reduce the rewards of corrupt behaviour, and remove excuses for corrupt behaviour. In conclusion, it is worth noting that ‘integrity’ has become a significant trending determinant in job applications. If a person does not have integrity, they should not be working in the security industry. Leader commitment, along with the assistance of a motivated risk management champion in an organization, is essential in the fight against corruption. Anti-corruption strategies should be fit for purpose and match the particular problems and conditions that apply in different settings according to Graycar and Prenzler. The reputation of our security industry is at stake.
Graeme Cunynghame served in a number of areas during his policing career, including the Fraud Squad, Corporate Affairs Commission, Drug Enforcement Agency, National Crime Authority, and NSW Crime Commission. Graeme attends Edith Cowan University where he reads Security Science (Honors). He is a member of ASIS and ACFE. Graeme welcomes referrals relating to fraud matters, workplace investigations, and security risk management concerns. He can be contacted on 0408 787 978, email: pripol@pripol.com.au or www.pripol.com.au
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FEATURE ARTICLE
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Connected Technology In The Workplace: Risks Vs Rewards By Garry Barnes “With great risk comes great reward,” is an oft-used adage, originally spoken by Thomas Jefferson. While offered more than a century before computers were even invented, it rings true in our ever-connected world. The new frontier is the ‘Internet of Things’ and involves more than just connected devices – it comprises the vast integrated systems that the billions of internet-enabled devices make up. An increasing number of products, companies and networks are collecting and sharing data from more individuals and enterprises than ever before, in the name of greater personalisation, ease, insights, and operational efficiency. But as several recent high-profile data breaches have shown, this ecosystem is far from impenetrable. Following these large-scale attacks on consumers and corporate data, ISACA’s 2014 IT Risk/Reward Barometer set out to explore the mindsets and behaviours of both consumers and IT/ business professionals, looking specifically at their awareness, concerns and reactions to issues related to connected devices. A number of interesting patterns emerged – from the uncertainty among IT professionals to concerns about the possible effects these technologies will have on our workplace. The business and IT implications for enterprises are significant, particularly among the community of professionals whose duty to safeguard the data their organisations collect is now under even more intense scrutiny. There are many potential benefits to having more seamlessly connected devices. This includes more personalised consumer experiences; the ability to draw data from various sources to form a more complete picture of a user’s preferences and needs; added convenience when devices can speak directly to each other without the need for a human mediator; as well as increased opportunities for collaboration among different software and device-makers. Enterprises also have the potential to reap numerous rewards from the Internet of Things: greater efficiency, lower costs, improved services, more
accurate supply chain management, greater accessibility to information, increased employee productivity, and increased customer satisfaction. Recently, one specific subset of connected devices has been receiving increased attention: wearables. Consumer technology companies are introducing increasingly accessible and appealing wearable devices, hoping to encourage wider adoption among the masses. These products do not stand alone either. Connected devices prove their usefulness by functioning within ecosystems. As an example, this could be a health/fitness armband that can communicate with your smartphone, which can adjust the temperature in your home, can also speak to your smart fridge, plus show notifications on your connected TV! Within the ISACA research, a desire to realise the benefits of such devices is apparent. But on the flipside, a number of concerns arise that need to be considered when organisations and consumers look to take advantage of the plethora of technology options available today. And these are only set to grow. BYOD is popular but organisations are not universally prepared Using a personal mobile phone for work purposes is increasingly the norm – as the recent IT Risk/Reward Barometer shows. Two-thirds of organisations across Australia and New Zealand now allow employees to bring their own device (BYOD) and connect to the company network. But companies appear to be struggling to keep up. Just over one in ten (12 per cent) Australian and New Zealand organisations do not have a policy around BYOD, opening themselves up to serious business risks. From losing personal devices while at the pub, to stealing a soon-to-be ex-employer’s intellectual property, there are a number of scenarios businesses need to be prepared for. Enterprises need to remember that the insider threat is often more perilous than an attack from the outside.
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FEATURE ARTICLE
Enterprises need to remember that the insider threat is often more perilous than an attack from the outside. When asked about the risks of BYOD, the majority of IT professionals in Australasia think the risks and rewards are appropriately balanced (42 per cent); however, a considerable amount believe the risk outweighs the potential benefits (26 per cent). There are a number of factors companies need to review when deciding what path to take, but the key part is education. For example, making sure users understand how to protect their devices, which can be as simple as using strong passwords. It can also involve regular software updates and ensuring a device has been disconnected and wiped of all company-owned information when an employee leaves the company. But at the heart, it involves a detailed plan and an educated workforce. When it comes to the next stage of BYOD and wearable technology, the results are very telling. More than half (56 per cent) say their BYOD policy does not address wearable tech, and just six per cent say that their organisations are prepared for the rise of wearable tech. This leaves huge gaps in the security arsenal of major organisations and businesses. Wearables at work Google Glass shows the future of wearables and where we might be heading; however, there are numerous examples of where wearables are already in use in the workplace or would be considered for use by Australian workers. When surveying consumers, the ISACA IT Risk/ Reward Barometer found that three quarters of men (75 per cent) would consider using a wearable device at their current workplace. However, there is a definite gender split, as a lesser two-thirds (66 per cent) of women said they would be willing to use wearable technology. Almost half of all consumers (45 per cent) would consider using an employee access card and onethird (30 per cent) a wireless fitness tracker, but very few would consider wearing smart glasses, such as Google Glass, in their current workplace (12 per cent). There is also a level of uncertainty among IT professionals about what wearable technology will mean for their organisation. And this is consistent
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globally, as the 110-country survey of ISACA members, who are business and IT professionals, shows that few IT departments or workplaces in general are ready for the invasion of wearables. Locally, one in five (19 per cent) ISACA members in Australia and New Zealand believe having wearables in the workplace will have a positive impact on their organisation, and a similar amount believe it will have a negative impact (21 per cent). Likewise, 19 per cent think employees’ use of wearable technology will have no impact – but the largest portion (42 per cent) are unsure of what it will mean for their company. This can be partly attributed to the lack of information and also the small penetration such devices have in companies. But with the launch of Apple Watch, and a number of new devices on the horizon, it will be an interesting space to watch in the coming year. IT departments still not ready for the Internet of Things Another major concern among IT professionals directly links to the Internet of Things and the rise of connected devices. As more items become connected to the internet, from cars to refrigerators and cameras to office swipe cards, the risk they can be attacked increases. Security measures then need to be considered from all aspects – the device itself and everything else that connects to it. More than one-third (37 per cent) of members in Australia and New Zealand say their organisation has plans now or expects to create plans in the next 12 months to leverage the Internet of Things. ISACA members are evenly divided as to whether the benefit of the Internet of Things outweighs the risk for enterprises (35 per cent) or the risk outweighs the benefit (33 per cent), and only 35 per cent describe themselves as very concerned, though 51 per cent are somewhat concerned, about the decreasing level of personal privacy. There is no doubt that the Internet of Things is here, and we are also likely to see a surge in wearable devices in the workplace. These devices can deliver great value, but they can also bring
great risk. Companies should take an ‘embrace and educate’ approach to ensure they receive the benefits but also protect themselves from the risks. Training needed to bridge the gap It is imperative that everyone who has any form of connection, be it customer, vendor, service provider, staff member or investor, has a critical role in helping information stay secure and private. The time to implement holistic risk management is now. ISACA recently established the Cybersecurity Nexus (CSX) as a resource that enterprises can turn to for security advice. Cybersecurity as a discipline includes the social environment of people, enterprises and related processes. In addition to other types of risk, social risk primarily arises from people and their behaviour, human factors in IT use, and the emergence of change within the overall system. Therefore, ongoing training of all employees needs to take place and not become just the domain of the IT team. But to raise awareness of threats within an organisation and drive behaviour changes, cybersecurity professionals should also be skilled at speaking the language of business, understanding their employer’s business strategy and organisational structure, and communicating effectively with employees at all levels in the organisation – from the mailroom to the boardroom. Before we know it, these devices will become so prevalent, and the capabilities so commonplace, that they no longer are described as “smart”. While the benefits of connected devices and wearables are only set to increase, this needs to be balanced with the potential negative impacts. The key is ensuring we prove Jefferson was correct – and that with the risks of increased technology come a range of great rewards. Garry Barnes is the International Vice President of ISACA and Practice Lead, Governance Advisory at Vital Interacts. He has more than 20 years of experience in information and IT Security, IT audit and risk management, having worked in a number of NSW public sector agencies and banking.
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FEATURE ARTICLE
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Firebombing A Hot Issue For Security Managers According to a report titled Counting the costs of Crime in Australia: A 2011 Estimate by the Australian Institute of Criminology, there were an estimated 44,925 incidents of arson in Australia between 2011 and 2012, resulting in property loss calculated at approximately $971 million. This figure does not include the cost of dealing with arson, which according to the same report, was estimated at around $856 million for fire services alone. Despite the incredibly high cost of arson in Australia, there still seems to be some degree of debate with regard to who is ultimately responsible for fire protection within an organisation? Is it the security manager, or is it the venue/facility manager? And while the answer may differ from one organisation to another, what cannot be disputed, especially in light of the previous figures, is the need not just for a fire management plan, but well- crafted fire prevention. Arson, as previously illustrated, is a very real danger for a great many businesses and facilities. As a case in point, a database of anti-Semitic incidents in Australia, maintained by AIJAC’s (Australian/Israel & Jewish Affairs Council’s) Jeremy Jones from October 1, 1989
to September 30 2011, includes 566 incidents of property damage to buildings. Some of the more serious incidents include: • 1990: one Jewish residential college in Sydney and two synagogues in Melbourne were firebombed, an additional Melbourne synagogue was set on fire. • 1991: A number of Jewish institutions were firebombed, including: Jewish Kindergarten in Melbourne; Sephardi Synagogue in Sydney; North Shore Synagogue in Sydney; Bankstown Synagogue in Sydney; and Illawarra Synagogue in South Sydney. • 1993: Illawarra Synagogue was again firebombed. • 1995: an arson attack was committed at a synagogue in Melbourne. • 1998: an explosive device was placed in the mailbox of a synagogue in Sydney, however it failed to detonate. • 2000: an explosive device was defused at a synagogue in Bondi. Firebombs were thrown into private residences of rabbis and at synagogues in Canberra and Sydney on numerous occasions. • 2006: Attempted arson attack on Mizrachi
Synagogue in Bondi, with oil-soaked logs being thrown at the building. Arson and firebombing incidents are not limited to Jewish facilities. Such attacks can occur for a variety of reasons and across a diverse range of facilities, as evidenced by the attack earlier this year against the Hamburger Morgenpost, the headquarters of a German newspaper. The attack occurred after the paper printed Charlie Hebdo cartoons on its front page with the headline “This much freedom must be possible!” following the massacre which occurred at the Paris publication. According to Swedish anti-racism magazine Expo, there have been more than a dozen arson-related attacks on mosques in Sweden last year. Closer to home, mosques in both Whyalla (South Australia) and Toowoomba (Queensland) were targets of arson attacks just last month. Although police have released CCTV footage to help with their enquiries, would an integrated flame sensor have enabled a quicker response to the incident, rather than trying to identify a suspicious silhouette in a hoodie after the fire has already damaged the building? Fire bombing and other such arson-style attacks can cause devastating losses, both
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FEATURE ARTICLE
to property and life. The question is, short of posting 24 hour-a day guards, which is obviously cost prohibitive for the vast majority of businesses, what can be done to prevent such attacks? TAKEX, a Japan based Electro-optical product manufacturer has been offering the highest quality security and industrial automation sensors since 1959. TAKEX produces a range of Ultraviolet Flame detectors which are ideally suited to providing early warning in fire and arson situations. These sensors are designed to immediately detect the ultraviolet (UV) rays contained in flames. They are particularly useful in situations where smoke detection is not a practical option due
Japan Rail – Sensors installed in restrooms, to detect the lighting of cigarettes and prevent damage to restrooms at JR stations. Namseoul University, Korea – Over 1,100 sensors were installed throughout the University with a view to both preventing smoking, and increasing laboratory safety. Lithium Battery Manufacturing Facility (JAPAN) – A prominent manufacturer of lithium batteries hybrid vehicles installed TAKEX UV Flame sensors throughout their manufacturing plant. Japan Highway Bus Service – Sensors installed in highway buses to detect smoking in the restroom of the bus. “The fire prevention and life safety applications of the TAKEX UV flame sensors are
blowing smoke away from the sensor.” “If we take the examples mentioned earlier in the article, involving schools or cultural organisations that have experienced arson or ‘fire bombing’, we can see how the integration of UV Flame sensors into traditional systems – such as CCTV and alarms – could potentially enable such threats to be identified and managed before significant damage occurs. Much more rapidly than through other more traditional means.” “Detecting and responding rapidly to potentially life threatening and highly costly arson situations does not need to be difficult or expensive,” explains Kinkade. “We can, and have, successfully integrated our UV Flame
to wind, environmental smoke (from diesel engine rooms), and so on. Other common flame detection applications include laboratories and manufacturing facilities where open flames could cause catastrophic outcomes. In essence, these sensors ‘look’ for flames. In fact, according to Tom Kinkade of TAKEX, “some of the TAKEX sensors can be configured to detect the lighting of a cigarette within 0.2 seconds in indoor environments”. TAKEX UV Flame detection sensors have recently been adopted and installed at a number of high profile sites, including:
infinite,” states Kinkade. “Imagine a situation where an occupant is working on the secured side of a door with no view to the outside – for example, in a warehouse or office building. In such a situation, if someone were to throw a Molotov cocktail on the unsecured side of the door, how would they know about the danger outside? Alternatively, if a person was to set a piece of cardboard alight at a bin at a loading dock, what would be the risk to the facility if the response was delayed until traditional smoke alarms were triggered?” asks Kinkade. “This situation could be even worse if the wind is
sensors into a wide variety of existing systems to provide added functionality.” From a fire detection and prevention point of view, the question is not whether one can afford to invest in such early warning technology, but rather, can you afford not to?
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For more information about the full range of TAKEX UV flame sensors, visit www.takex.com or call +61 3 9544 2477
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PROFILE
UNIFIED
ADVERTORIAL
Unified Security Group UniStream® UniStream® is a secure 24hr, 365 day, 3G/4G network CCTV camera streaming service with secure cloud based storage. The system is designed to permit access controlled, multi-user viewing of live and recorded footage from wireless field CCTV cameras such as Unified Security Group's solar powered CouncilWatch® units. UniStream® can be accessed from any PC, smart tablet or mobile phone (Android or IOS mobiles) with internet access. What Makes UniStream® Different? Typically, remote CCTV cameras that are accessed over the 3G/4G network only store recordings locally at the edge, in the field units themselves (whether in the camera’s SD Card or other storage device such as a USB). At best, some cameras may be programmed to email low resolution jpeg images on an intermittent basis to the end user. The reason for this has been due to the prohibitively high bandwidth costs involved in live streaming CCTV over the telecommunication provider’s 3G/4G networks. Following years of research, field testing and significant financial investment, UniStream® was developed to not only permit constant 24hr 3G/4G connectivity of remote CCTV cameras, but to also facilitate a high definition (720p) stream. Furthermore, and through the use of Telstra's IP WAN (Wide Area Network), we are able to offer end users a truly secure and private network solution. Combined with our secure cloud storage solution, not only can we offer unlimited connectivity, we are also able to store up to 6 months of historical footage available at anytime for instant playback. How is UniStream® of Benefit to the End User? The benefits to end users of UniStream® truly are limitless when compared to typical methods of managing remote CCTV field cameras. UniStream® Benefits include; Footage Review In most instances, end users would typically receive a report of an incident occurring (perhaps a rubbish dumping 'sometime over the weekend') and would be required to log directly into the
camera and arduously go through untold hours of footage in an attempt to first locate the time of an incident. As the user is communicating with the camera over the 3G/4G network, it is not only a slow and time consuming process but one which also attracts significant expense in 3G/4G data usage. Once the incident is identified (providing the unit had held sufficient storage capabilities), the user would then be required to download the footage to their computer for evidentiary purposes. If the required evidentiary footage exceeded more than 20 minutes and due to the downloading data costs involved, a technician would generally be needed to physically remove the storage device from the unit in the field. UniStream® lets the end user connect to the cloud based storage system through a standard ADSL internet connection, so there is no additional 3G/4G data cost. Furthermore, the review of footage is immediate and an incident similar to the above can be located in less than 60 seconds. Multi-User Connectivity Based upon work completed for national corporations, critical infrastructure facilities, councils and the like, it became apparent that instances often arise where multiple departments and/or individuals need varying levels of access to particular field cameras. Unistream® can not only facilitate multi-user access control, but also 'simultaneous' multi-user connectivity. In the case of a local area councils, for example, simultaneous multi-user access may be required by the security department, waste division, parking officers and Rangers out in the field. Furthermore, because UniStream® offers cloud based access, councils are able to grant access to local area police stations for investigative purposes. Dual Recording Whilst Unistream® records to the cloud in 720p at reduced frame rates for the purposes of 24hr live monitoring, multi-user access and general incident identification, the field camera itself is recording ‘at the edge’ at up to 5MP and at 12fps. As such, if an identified incident requires highly detailed
Unless otherwise expressly stated, the review of the product or products appearing in this section represent the opinions of the relevant advertiser and do not represent the views or opinions of Interactive Media Solutions or the other advertisers or contributors to this publication.
footage for evidentiary purposes, it can be remotely acquired and downloaded as may be needed. So in addition to the Unistream®, 6+ month storage capabilities, the CouncilWatch® unit with a 2TB SSD installed can hold up to 3 months worth of edge stored recordings. No Back End Required Because Unistream® is a cloud based system and can be securely accessed via any PC with an internet connection, there is absolutely no requirement for the end user to invest tens of thousands if not hundreds of thousands of dollars in dedicated control rooms. In effect, any location the end user chooses, be it an office PC or tablet device, can become an instant and virtual control room. Significant Cost Savings One of the major financial benefits of the Unistream® system is that it requires very little, if any physical infrastructure to operate, especially when combined with the solar powered CouncilWatch® units. We often see situations where the deployment of a camera unit in a particular location may have base equipment and installation labor costs of approximately $10,000. However, the cost involved in bringing footage back to a central recording location (trenching a fibre/power run for example) may be 5 to 10 times the initial camera installation cost for the client. How much does UniStream® cost? A number of different monthly plans are available depending on the end user’s requirements with regard to preferred cloud recording resolution and frame rates. All plans include the cost of provisioning the telco simcard, associated data streaming expenses, 6 months cloud storage, 24hr/365 day live connectivity and support. Plans are available from as little as $150 per month on a 12 month contract. For more information call 1300 658 657
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PROFILE
STENTOFON
ADVERTORIAL
Exigo by STENTOFON Norway’s STATOIL – the World’s 26th Largest Company –Deploying Globally Exigo is a PAGA (Public Address General Alarm) -system based on native IP-technology. No extra interface units or other technical components need to be attached in order to provide IP signals from the microphone to the speakers. This effectively means that the Exigo system can run on existing IT infrastructure - something that no other IP based PA system is currently capable of. In short, this innovation not only means that the system is far more cost effective and simple to install, as you do not need to purchase or install any additional specialist equipment, it also enables you to integrate the multitude of other IP based systems currently operating on your IP network. For example, in the event that your CCTV or alarm system detects an intruder, an automated message can be generated through Exigo informing intruders that they are being watched and police have been called. Another example might include an alarm being generated through the Exigo system as a result of the fire detection system registering a threat. Integrate Exigo with telephony systems, access control, intrusion detection or any other IP based system. The system is also software based, providing users with the option to control the system and perform diagnostics remotely. Being native IP, the Exigo also has fewer potential sources for errors than more traditional systems for PAGA. The native IP architecture of the Exigo system not only allows you to run the system across multiple sites at no added cost, it also ensures you can future proof your investment due to the unlimited scalability of the system ensuring it can grow with the needs of your organization for many years to come.
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Alarm and messages Exigo enables you to setup and program a custom alarm pattern. This includes definition of required tones, repetitions and outputs following the alarm pattern. If the alarm signal also includes audio messages, this is also included, and is stored as WAV. Custom Audio Message The custom audio message includes the setup and programming of one custom audio message. Again, is stored as WAV. Exigo VPN Remote Management The Exigo VPN remote management configures and prepares the Exigo system for remote management via the internet. EXIGO – ACM Integration The Exigo – AlphaCom integration delivers a complete integration between the two systems. This includes setup of AlphaNet in the two systems and configuration of a matching call plan, allowing the AlphaCom stations to call to the Exigo and do announcements. Note! AlphaNet license required in the Alphacom exchange (ACM)
Exigo – IPBX Integration The Exigo – IPBX integration delivers a complete integration between the two systems. This includes the setup and configuration of an SIP trunk to an SIP based IPBX. The Exigo system is set up to receive and broadcast calls from the IPBX as required by the customer. (Note! An AlphaNet license is required). Exigo – PABX Integration The Exigo – PABX integration delivers a complete integration between the two systems. This includes the setup and configuration of an SIP based gateway between the two systems. The Exigo system is set up to receive and broadcast calls from the PABX as required by the customer Exigo System Documentation and Programming The Exigo system documentation and programming includes drawings, documentation and manuals for the Exigo system, as built and delivered. The documentation package is delivered and created in the format required by the customer (e.g. NORSOK). Easy-to-install and simple to set up, Exigo this cost effective system is robust enough to be used on virtually any site, across any location with any other IP system. A true leap forward in IP PAGA systems. For more information visit: www.stentofon.com.au
Unless otherwise expressly stated, the review of the product or products appearing in this section represent the opinions of the relevant advertiser and do not represent the views or opinions of Interactive Media Solutions or the other advertisers or contributors to this publication.
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www.stentofon.com.au sales@stentofon.com.au
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PROFILE
ICOM
ADVERTORIAL
Icom’s IP100H WLAN and IP network radio
Icom’s IP100H WLAN or IP radio is a compact, yet powerful device. Measuring only 95 mm high (~3.7 inches) and weighing 205 grams, the IP100H is one of the smallest professional radios on the market. The IP100H WLAN or IP radio bridges the gap between license-free and licensed radio devices through the use of standard WLAN networking products as infrastructure. The system uses the IEEE 802.11 a/b/g/n standard and as such, requires no licensing. Furthermore, the system is easy to connect to an existing wireless network and allows full duplex communication with reliable sound quality. And because communications are distributed across WLAN access points in an IP network, the system is easy to expand.
Versatility The IP100H is ideal for use in many settings, including: • Large Stadiums • Hotels/Museums • Shopping Malls/Department Stores • Security/Guards • Hospitals/Care facilities
Handsets communicate via the use of a IP1000C controller that connects to the wireless network and allows grouped users to hear and talk with each other. Individual calls are also possible. For those users requiring a more flexible solution, full duplex communication (as with a regular telephone) is possible providing the function has been enabled in the IP1000C controller and the IP100H handset is connected to a headset.
wireless network products as infrastructure. In many cases, the infrastructure may already be in place.
Other handy features include: • Up to 27 hours operation with standard BP-271 • High security with encrypted communication* (*AES Encryption) • Vibration function for incoming calls • Waterproof in accordance with IPX7
Secure encrypted communication The wireless security protocols WPAPSK and WPA-PSK2 encrypt the calls.
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License-free radio for wireless networks (WLAN) The system is easy to connect to an existing wireless network and allows full duplex communication with reliable sound quality. Icom’s new WLAN-based radio system offers scalable, license-free communication that uses standardized
Scalable system Communications are distributed across WLAN access points in an IP network which makes it easy to expand the system.
is connected to the IP100H, users can talk concurrently in full duplex – similar to talking on a regular telephone.
IP 100H
Localization of users IP100FS software can connect to the network and Icom Australia has released a revolutionar IP Advanced Radiosend System that works be used as a fixed radio.new It can call a user, over both wireless LAN and IP networks. a message and can easily see which access point each user is connected to.The IP Advanced Radio System is easy to
set up and use, requiring no license fee or call charges.
Easy maintenance Most programming takes place wirelessly over the network eliminating the need to gather all radios every time a change is made. Reliable sound quality Since communication over a WLAN offers a wider frequency bandwidth and QoS priority packet delivery, the sound quality is higher than in a traditional radio communication system and is comparable to regular telephone communication. For more visit www.icom.net.au
Simultaneous use Many users in the system can transmit simultaneously. When a headset
Unless otherwise expressly stated, the review of the product or products appearing in this section represent the opinions of the relevant advertiser and do not represent the views or opinions of Interactive Media Solutions or the other advertisers or contributors to this publication.
ICOM5003
FULL DUPLEX COMMUNICATION OVER WIRELESS LAN AND IP NETWORKS
IP 100H Icom Australia has released a revolutionary new IP Advanced Radio System that works over both wireless LAN and IP networks. The IP Advanced Radio System is easy to set up and use, requiring no license fee or call charges.
To find out more about Icom’s IP networking products email sales@icom.net.au WWW.ICOM.NET.AU
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SPOTLIGHT
Samsung Security Launches Australian Office Based on optical and image processing technologies accumulated over 30 years, Samsung has solidified its leadership position in the field of security solutions by developing and manufacturing cutting-edge security systems, including some of the world’s best-performing security cameras, digital video recorders, and network control systems.
For years, Samsung has built on the success of its products by partnering with some of the most trusted names in the Australian security market to ensure that Australian businesses can enjoy cutting-edge, high quality security solutions. Due to the growth and popularity of their solutions in recent years, as well as technological changes in the industry, Samsung has decided to take a more active role in what it sees as an increasingly important market, opting to open its own local office in Australia with a view to working directly with its partners to achieve the best possible outcome for clients. According to Fraser Larcombe, the newly
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appointed National Sales Director for Samsung Security Australasia, “The move by Samsung to create an Australian presence was motivated by a strong desire to better understand our customer’s needs so that we can create better solutions.” “Samsung has been extremely fortunate over the years,” explains Fraser, “in that we have been supported by exceptional distributors such as EOS who have proven to be invaluable
“The move by Samsung to create an Australian presence was motivated by a strong desire to better understand our customer’s needs so that we can create better solutions.” partners. We have always valued and supported our partners and our distributor/installer base to the best of our ability and we intend to continue to honor that commitment moving forward. The only real change that will arise from the move to open an Australian office is that we can now offer
our partners the kind of support they have always deserved while ensuring that we create the best possible solutions for end-users.” “I have always maintained that in order to create the best possible solutions, you need to have an in-depth understanding of the customer’s problem. The only way this can be achieved, in my opinion,” states Fraser, “is to meet with the customer with a view to solving that problem. It is not uncommon for a customer to think they have a particular type of problem, only to discover when you are talking to them and working through the issues, that in fact, the real issue is something else entirely which they hadn’t even considered.” According to Fraser, IP has had a profound impact on the security industry, not just from the point of view of security technology, but more importantly, with regard to the diversity of solutions that one can now offer customers. “In recent years, everyone from small operators through to larger systems integrators has done a great job of providing solutions based on traditional security needs. However, as the technology continues to evolve, the possibilities for what can be achieved with that technology expand exponentially. It is unrealistic to expect integrators and installers to be intimately familiar with all the capabilities of a product or system when they work across a wide variety of solutions.”
Unless otherwise expressly stated, the review of the product or products appearing in this section represent the opinions of the relevant advertiser and do not represent the views or opinions of Interactive Media Solutions or the other advertisers or contributors to this publication.
SAMSUNG
Space Lee
Fraser Larcombe
David Kim
Jeff Perrey
This is where Fraser believes that it is a manufacturer’s responsibility to work with the customer and integrator/installer to help fully understand the true capabilities of a product or solution so that the customer can achieve the best outcome and the greatest return on investment.
According to Fraser, “Too many manufacturers attempt to do everything themselves. This rarely, if ever, works. One needs trusted partners who can help deliver an end-to-end solution that works, is dependable and reliable and achieves the customer’s goals in a cost effective manner. That is why we continue to work with companies such as Milestone and Allied Telesis or BCDS and Visualize, because these are all partners whose overriding priority is to ensure that the
customer’s solutions works as required at the end of the day.” “As one who comes from a technical service background, I know what it is like to be the person on the end of the phone trying to solve a problem only to be told that it is a hardware problem by the software provider and a software problem from the hardware provider, only to have to sort it out myself. Through creating partnerships between all the parties involved in a project, we can quickly and effectively ensure that the customer has a working solution doing what they need, when they need it.” Aside from creating cutting edge products designed to deliver class-leading performance,
Unless otherwise expressly stated, the review of the product or products appearing in this section represent the opinions of the relevant advertiser and do not represent the views or opinions of Interactive Media Solutions or the other advertisers or contributors to this publication.
Samsung’s primary goal is always to ensure that we work with the best people to deliver the best outcome for a customer, not just for today, but for as long as that solution is required.
For more information on Samsung’s comprehensive range of products, visit: www.samsungsecurity.com.au
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SPOTLIGHT
Hills Talks The Latest In CCTV And Security Access Sector Ahead Of Landmark Product Showcase Hills has one of the biggest ranges in the country when it comes to CCTV, IT and Security products. It provides a complete suite of products and services across these markets segments and it offers customers a complete turnkey product solution coupled with professional services, training and technical support. All of this expertise, capability and product will be on display at the Hills Technology Expo to be held in Sydney on 10-12 March. To give us a sneak peek of the Hills Tech Expo, an overview of Hills offering and where they see the market going, Security Solutions has spoken to the heads of Hills CCTV/IT and security practices Daniel Lee and Kobi Benshebat. Kobi Benshabat leads the security practice at Hills. With 15 years’ experience in the industry, he specialises in video technology and has a strong background in access control and security. Daniel Lee leads the CCTV and IT practice at Hills. With an IT background, Daniel has turned his focus in recent years to the CCTV industry transformation from analogue to IP. What are the trends that Hills are seeing in these practices? DL: The biggest trends across these sectors are the convergence of video and security and the move towards IP away from analogue. Whether you are talking home, small business, big enterprise or Government infrastructure, the move is the same. Larger organisations are converting at a slower rate as their systems are more complex, but the trend is unmistakeable.
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KB: In my area, we are seeing a move toward flexibility in credential management. People are looking to use Bluetooth and near field communication to bring that about via a new range of Readers that support the new technology. There is also a strong push to 4k and 8k resolution of cameras and display units as customers and organisations want to drive insights from video analytics into their organisations. What is driving this? DL: In large part it’s driven by cost. Technological innovation is driving down the costs of cameras, devices and software and bringing much more sophisticated products to market at a lower cost. And the move from analogue to IP is a huge driver of activity in the market at the moment. IP CCTV is also becoming more affordable as the cost of storing data comes down. Video analytics is also emerging a key interest for customers, particularly in the retail arena and this is transforming the way companies are using CCTV. It’s no longer seen as just a security product, or incident capture tool, but rather, a tool to generate insights into a customer base. This appetite for customers to drive insights into their business through video analytics is driving the pace of migration toward IP. KB: In retail especially, the vision from this footage is assisting retailers to maximise their investment. It has really shifted from loss prevention to a proactive driver of business and the technology can produce foot traffic heat maps, marketing trends, sales turnover, the list goes on.
Can this be used in other ways? KB: Definitely. I think we will see a greater investment in this kind of technology infrastructure and analytics to prevent security breaches and provide greater monitoring capacity and input. CCTV cameras exist in a lot more places, but don’t really have a role in prevention because the technology hasn’t provided the capacity to immediately respond. It has been used more as a retrospective recording device. In many parts of the world, these types of video analytics provide the ability to respond to these kinds of activities as they happen. Globally, Australia lags a bit in this regard.
The biggest trends across these sectors are the convergence of video and security and the move towards IP away from analogue. DL: The technology exists to implement a smart city approach, where different agencies are able to collaborate on one system. Having police, transport and health services able to access the same video information as well as local councils can have a huge impact on security responses
Unless otherwise expressly stated, the review of the product or products appearing in this section represent the opinions of the relevant advertiser and do not represent the views or opinions of Interactive Media Solutions or the other advertisers or contributors to this publication.
HILLS
in dire situations. The interoperability between technologies and CCTV systems – creating a federation of systems across different agencies – is a growing trend. Another major trend is push toward Unified Security, one system that does video, one system that does access control, intruder, license plate recognition and other unification technologies that come through a central repository. KB: This is also being driven by the improvement in image quality and the shift to 4k and 8k. If the camera and the monitor can provide higher resolutions, it provides better images which in turn provides better capacity for identification. This way you won’t see grainy images on Crime stoppers from a lousy camera! That’s why it is important and that’s why it is emerging as a tre nd or a future requirement. There has been a race to get as many megapixels as possible – bigger is better. 4k as standard was a way to provide higher resolution in a more cost effective way. How about access control? What is happening there? KB: In short - Bluetooth and near field communication readers. The ability to use your mobile phone to open a door. The advantage of such technology is the ability to manage
credentials in a very easy way. Access control cards aren’t going to disappear but there are huge productivity benefits. The advantage rests in being able to provide access to people efficiently and securely which increases productivity and security. For example, a contractor can be granted access between 8 - 4 on a particular day next week and that’s it. You send him or her an SMS providing that person with access for that day and at that time only. Once that period elapses, access expires. DL: Could you imagine what something like airbnb could do with that kind of system? It is a much easier and more secure than physical keys. It’s like changing your locks after every tenant. KB: Exactly. The other trend is in wireless intruder alarm systems and an interactive smart and secure home. Being able to turn on the lights, video verification of alarms and the like through your phone while also getting alerts through your mobile is becoming increasingly popular. At the moment, there are a limited number of ways to carry out video verification at your premises while fully integrating that technology with wireless intruder systems to let you know what is going on at your home or your office. New trend is an easy-to-install wireless alarm system that is fully integrated with the new interactive cloud based
Unless otherwise expressly stated, the review of the product or products appearing in this section represent the opinions of the relevant advertiser and do not represent the views or opinions of Interactive Media Solutions or the other advertisers or contributors to this publication.
system allowing you to be alerted if someone breaks in to your home. You can also control your energy monitoring devices , locks and doors all via your smart phone ( either via Z-Wave , Bluewtooth or WI-FI ). Will these kind of products be on display at the Hills Technology Expo in March? DL and KB: Absolutely! KB: This will be the first time we showcase all of Hills trusted technologies and turnkey solutions in one place for our customers, sales team, system integrators, industry consultants and specifiers. We have had a significant strategic overhaul and we want Hills customers, vendors and suppliers to get first-hand experience of our vision for Hills future. DL: In the Security, CCTV and IT sectors, we will be exhibiting a range of products from our key brands, including Major sponsor Panasonic, as well as top sponsor Interlogix and Axis, Ruckus, PowerShield, Mobotix. Assa Abloy, Sophos, EMC, Juniper, Cambium and many, many more.
For more information visit: hills.com.au/techexpo/news
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PRODUCT ActivConsole / UniGuard / SALTO THE ELITE D SERIES CONTROL ROOM CONSOLE The Elite D Series from ActivConsole has been developed for environments where both functionality and operator comfort are equally important. Independent dual level electric height adjustment gives you the flexibility to adjust both your working surface and your monitor layout at the touch of a button, helping you achieve your optimum ergonomic working configuration. Capable of remembering up to three different operator height positions and displaying an LED read out of the current height, this console ensures shift changeovers are as smooth as possible. Sporting an enclosed base cabinet, the Elite D series allows for hidden hardware storage with lockable key access for technicians while the interlocking cabinets bolt together for continuous cable management and storage compartments. Able to be customised to any shape using unique interchangeable base cabinet design and in house manufacturing facilities in Australia, the Elite D series can be tailored to suit every environment. Supplied with inbuilt configurable power modules and heavy duty cable management, the Elite D series ensures that all cables and hardware are contained within the base cabinet and all external surfaces are neat and tidy. Australian designed and manufactured, the Elite D series is the most ergonomic and comfortable console ActivConsole has ever produced. For More Information Visit, ActivConsole: www.activconsole.com
UNIGUARD 12 UniGuard 12 provides a real-time solution for collecting, organizing, and presenting real-time data from your field operations. The UniGuard 12 system can be accessed from any Smartphone, tablet, or computer, eliminating the inherent inefficiencies and exaggerated costs associated with paper-based reporting. From security agencies to facility managers, UniGuard is the solution to streamlining your operations and reducing your overheads. UniGuard 12 provides users with a single secure, central hub for all your field data, employees, clients, reports and more. What’s more, UniGuard 12 can reduce your administrative tasks by eliminating the manual procedures involved with paper based reporting by providing a self-service interface to employees and clients. UniGuard 12 also provides the peace of mind that comes from being able to obtain up-to-the-minute, real-time information on employee status so you know exactly what’s going on out in the field. Furthermore, UniGuard 12 gives you the edge you need to gain new accounts and secure the existing ones with the latest tools and innovations. Through increased accountability, UniGuard 12 can help raise employee performance, directly impacting on liability and motivation which ultimately translates into an increase in professionalism and efficiency providing your organization with a competitive advantage. For more information, visit www.uniguard.com.au
SALTO XS4 MINI SALTO Systems latest product breakthrough, the XS4 Mini, is part of a broad initiative of new products that follows SALTO’s concept of developing innovative access control products with state-of-the art technology and an attractive design. XS4 Mini includes all the original SALTO features like SALTO Virtual Network SVN and wireless capability but in a mini size, with mini installation needs and on an updated technology basis. Embedded in the heart of the product is the latest microprocessor technology, ready for the connected world, open and future-proof for online connection, wireless technology and NFC. The XS4 Mini’s compact size combined with a modern LED aesthetic also marks a new design language from SALTO. The market will increasingly see this in the coming months as the XS4 family continues to grow, with a long-plate version, new XS4 readers, cylinders and a control unit following. More advanced than any other electronic lock on the market, XS4 Mini has been designed to cover users security needs today and future needs tomorrow. In addition to supporting the SALTO Virtual Network and SALTO Wireless Network, the XS4 Mini will be compatible with multiple types of RFID technology, including NFC. For more information, visit: www.saltosystems.com/XS4Mini
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SHOP TALK
Unless otherwise expressly stated, the review of the product or services appearing in this section represent the opinions of the relevant advertiser and do not represent the views or opinions of Interactive Media Solutions or the other advertisers or contributors to this publication.
Easygate From Centaman Lifts Security To A New Level A new entrance control system that allows people to call an elevator as soon as they enter a building is now available in Australia, enabling offices to provide more secure and efficient access to their sites. Centaman EasyGate HG speedgates now come with built-in technology from lift industry leaders Schindler that can improve access control and speed people to their destination in a facility up to 30 per cent faster, said Centaman Entrance Control Manager Michael Bystram. “The integration of Schindler PORT technology with our Centurion EasyGate HG turnstiles is key to ensuring a high speed, secure, and easy to use destination control solution that gets people around the building as efficiently as possible.” Schindler’s system enables people to register their destination before entering the lift using the PORT access card reader integrated in the turnstile. Users operate the EasyGate by scanning their access card to open the barrier and at the same time they are automatically allocated a lift, which is displayed on the integrated PORT screen, and guided to the lift that will take them to their floor in the most efficient way possible. The EasyGate glass doors then close quickly behind the authorised person to deter unauthorised entrants. Mr. Bystram said the system allows lifts to be allocated to individual passengers efficiently, reducing crowding in cars and delays resulting from conflicting destinations, and eliminating the need to rush to get to the first available elevator. “The EasyGate HG can save time for clients and staff, and enables building supervisors to maintain optimal control of the building with minimal effort. It provides a simple solution for secure and efficient access.” said Mr Bystram. The EasyGate HG features an architecturally inspired design which has options for easy customisation to blend the speedgate in seamlessly with the building. The glass doors operate silently, opening to provide a clear lane for authorised users. This enables hands-free use of the EasyGate lane even if a person is carrying luggage, a sports bag, or briefcase. The EasyGate HG can be deployed with a 900mm wide lane to comply with the Disability Discrimination Act, and an additional lift control display can be added to the front of the pedestal for easier viewing and access by wheelchair users. Additionally, the EasyGate HG can come with barriers ranging from 1000mm to 1800mm to deter jump over attempts. For more information on CENTAMAN Entrance Control Systems, visit: www.entrancecontrol.com.au
Panasonic launches Ultra HD 360° network security cameras New cameras offer both high-performance surveillance and intelligent analytics Panasonic Australia has launched two new intelligent surveillance cameras featuring 9-megapixel resolution, a 360° field of view, and ultra-high 4K resolution. Aimed at applications such as banking, retail, and logistics, the cameras serve both marketing and security purposes, through heat mapping and people counting. Inbuilt analytics tools allow the user to identify where people move and stay within an area, which in a retail context for instance, can help measure the effectiveness of sales promotions, while data privacy is protected through motion scrambling. The WV-SFV481 weather-resistant camera and the WV-SFN480 indoor camera deliver very detailed 9-megapixel images. The high-resolution 4K engine, 1/2inch high sensitivity image sensor and large diameter lens provide clarity from the centre to the rim of the image. Real-time image de-warping is performed in camera, with display formats including fisheye view, single and double panoramic view, and single and quad de-warped views. Adrian Aliberti, Product Marketing Manager, Security, Panasonic Australia, said: “These cameras offer organisations excellent performance and value. They are designed for very clear imaging, with the wide 360-degree view meaning businesses don’t need to install as many cameras to cover an area.” “The business intelligence features are built in, so the cameras can track people flow, identify hot spots and bottlenecks, and then provide data to allow the organisation to improve areas such as in-store marketing, and store layout.” The day/night cameras feature sharp and natural colour reproduction with strong low light performance – the 1/2-inch sensor operates down to 0.05lx in black and white mode enabling real day/night switching – providing an ideal 24/7 surveillance solution. The WV-SFV481 is weather and vandal-resistant, with IP66 and IK10 ratings, making it suitable for both indoor and outdoor use. Both cameras are ideal for surveillance applications that require wide area coverage such as shopping malls, retail stores, airports, railway stations, parking areas, factories, warehouses and offices. Customers can visit http://security.panasonic.com for more information. The cameras are available now from authorised Panasonic distributors Pacific Communications (www.pacom.com.au), DAS (www.das.com.au), Lan 1 (www.lan1.com.au) and OPS Systems (www.opsystems.com.au).
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SHOP TALK
Unless otherwise expressly stated, the review of the product or services appearing in this section represent the opinions of the relevant advertiser and do not represent the views or opinions of Interactive Media Solutions or the other advertisers or contributors to this publication.
VIVOTEK Launches Four New 5-Megapixel Network Cameras Continuing its pursuit of the highest possible image quality, VIVOTEK has launched four new 5-Megapixel network cameras: the professional outdoor bullet network cameras IB8381and IB8381-E; the outdoor dome network camera FD8381-EV; and the indoor dome network camera FD8181.Equipped with enhanced image processing technology, these four new cameras provide excellent image quality and finer detail than ever before. Incorporating advanced features such as 3D Noise Reduction, Smart IR and Smart Stream technology, the IB8381, IB8381-E, FD8381-EV and FD8181 are able to suppress sensor noise, prevent overexposure and result in clear images around the clock while further reducing bandwidth consumption and enhancing image detail in both extremely bright and dark environments. In the near future, new features such as video rotation for corridor view and electronic image stabilization (EIS) technology will be introduced to the four new cameras. Video rotation for corridor view can provide wider vertical coverage for more depth while EIS technology enables cameras to mitigate the effect of camera vibration due to wind while ensuring a stable image. The four new 5-Megapixel network cameras are ideal options for city surveillance, campuses, train stations, parking lots, critical infrastructure and nature monitoring. The FD8381-EV, the outdoor version of FD8181, is specially designed with a robust IP66-rated and IK10 housing to ensure the camera body withstands rain and dust and is protected against vandalism or tampering. The IB8381-E and FD8381-EV, with an extended operating temperature range of -50~50°C, are further able to ensure performance and reliability in extremely cold and warm weather. For more information about VIVOTEK and its comprehensive product line, please visit www.vivotek.com.
ICU Solar Cam ICU is proud to announce the release of their new self contained wireless security system designed specifically for remote monitoring capabilities. One of the most advanced camera solutions available on the market today, the ICU Solar Cam gives you eyes and ears at all times. Featuring an integrated solar panel, floodlight, motion sensors and 3G communications, the ICU Solar Cam has been designed to be quickly and easily relocated from site to site. Designed in Australia for Australian conditions, this versatile system enables users to login and view live footage at any time and from any smart device thanks to an easy to use smart phone app available for both iOS and Android devices. Video can be viewed in full HD 1080 resolution and users can even capture images for later use. The system features on-board storage capacity for digital stills and video with cloud server back-up so you never have to worry about loosing data while an in built two-way communication capability with microphone and speaker enables users to communicate with people on-site directly. This gives you that ability to either warn offenders that they are being monitored and police have been called, effectively deterring an criminal activity before it begins, or to confirm a persons’ identity and reason for being on-site thus minimizing alarm response activity. The system also includes a floodlight and external sensor, a siren and strobe and, a pre recorded audio warning that is triggered by motion. The system will also deliver motion activated Push Notifications via email or SMS to smartphones and computers. The ICU Solar Cam is a fantastic loss prevention set to make big waves in 2015. For more information, contact Crimewatch 1300 928 241
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Switch to the access control that changes with you.
Move to HID Global’s adaptable iCLASS SE® Platform and start using the technology of tomorrow, today. When it comes to access control, it can be difficult to stay ahead of changing security concerns and technology demands. Go with HID Global’s iCLASS SE® Platform — the new standard in access control that positions you for the future with an open, adaptable solution that easily integrates smart cards, mobile devices and whatever tomorrow brings. Join the revolution in evolution and get greater security, flexibility and simplicity. Make your change by visiting hidglobal.com or contact us at +613 9809 2892 or email at asiasales@hidglobal.com. © 2015 HID Global Corporation/ASSA ABLOY AB. All rights reserved. HID, HID Global, the HID Blue Brick logo, the Chain Design, and iCLASS SE are trademarks or registered trademarks of HID Global or its licensor(s)/supplier(s) in the US and other countries and may not be used without permission.