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dormakaba Orthos Personal Interlocks

When a high level of security is essential, dormakaba Orthos Security Interlocks provide the ideal solution.

Orthos electronically monitored security interlocks meet the most versatile security requirements and offer optimum protection for sensitive areas of a building. The required safety levels are provided individually: from the authorisation of staff access by a card reader or keypad to verification of identity using biometric systems in the interior of the lock.

Security interlocks can be equipped with a range of different resistance classes, biometric verification, weight checking, or one or two-zone contact mats.

Key features of Orthos security interlocks

A second person can be detected in the interior of the lock by the incorporation of contact mats or a weighing system. Additional biometric identification systems in the interior help to identify users and rule out misuse.

The Orthos product range also includes the modular PIL-M02 for use in airports at airside-landside crossover points. The modular Orthos PIL-M02 Security Interlock only allows passage in one direction. Different security levels are possible depending on the configuration selected.

Orthos PIL Personal Interlocks round or square

The degree of separation may be accomplished by means of body weight, sensors or an additional check point for identification in the middle of the interlock.

With regard to the security requirements the interlock may be equipped with contact mat, scales or in-cabin monitoring. Alternative versions for high-security areas are bullet and burglary-resistant layouts. The different variants are certified from WK2 up to WK4.

  • Smooth and silent running performance
  • Minimal space requirement due to compact design
  • Additional security with contact mats, weighing equipment or Quattro-Vision camera system
  • Resistance classes WK2, WK3 and up to WK4 with square locks
  • The following options are possible:
    • Leaves and folding wing doors
    • Fire protection leaves and/or doors
    • Emergency exit function
    • Bullet-resistant doors and break-in resistance

Orthos PIL-M02 One-Way Interlock with only one direction of passage for airports

This modular interlock controls the passenger flow at airports from airside to landside. Depending on the structural environment the individual half- and full-height swing doors may be combined in a way that the passage in the opposite direction or even the throwing through of objects is made impossible. Various sensor packages triggering alarms are available for separation of people, recognition of unauthorised passages in opposite direction or even left objects.

  • Modular, adaptive system
  • Designed as an angled lock system
  • User-friendly passage even with luggage
  • Sophisticated sensors ensure a high level of personal security and protection for property
  • Visual and acoustic alarm in the event of unauthorised passage (optional)
  • Visual user guidance (optional)

To learn more about our complete range of smart and secure access solutions, contact dormakaba.com.au

Total Facilities, 29–30 March 2017, International Convention Centre Sydney

Total Facilities presents two-days of discussion and discovery for FM and like-minded professionals. It combines Australia’s largest offering of innovative facility products and services with forward-thinking strategies to optimise facility and workplace performance. A thriving exhibition floor featuring over 150 leading brands will showcase real solutions to meet operational challenges, whilst free-to-attend educational seminars offering bold perspectives and latest FM thinking will raise methodologies to drive business performance. Join Australia’s largest community of FM minds for unrivalled networking and engaging discussion for enhancing our living-working environments.

Find out more at totalfacilities.com.au

Is the Video Doorbell Paving the Way for Greater Adoption of Video Verification in Home Alarm Systems?

By Anna Sliwon, analyst, residential security, IHS Markit

As the popularity of video doorbells increases, owners are likely to become more comfortable with video cameras in their homes. For many homeowners, a video doorbell is their first experience with an IP camera. Installing it, setting up the app and then later using it to view something remotely all help to build consumers’ familiarity with network video cameras. This raises consumer awareness and lowers privacy concerns, two of the main barriers responsible for slowing adoption of video in the home in the past.

This also has the potential to lead to increasing demand for integrating video doorbells with home alarm systems. For example, if the two are combined with an electronic lock, this would allow a consumer to grant someone access to his or her home safely from anywhere with a Wi-Fi connection.

New revenue stream for installers

A rise in the popularity of video integration with intruder alarm systems potentially creates new product development and marketing opportunities. It enables integrators and installers to upsell cameras as part of their standard offering and gives manufacturers a unique selling point to market.

Cloud storage services offer another opportunity for revenue generation, which professional monitoring companies could try to integrate with their existing service offerings.

Increased consumer preference for video cameras could result in less spending on traditional intrusion equipment like PIR detectors, magnetic contacts or break glass sensors. In the short-term, it seems that video cameras would be adopted as an add-on to the existing system, strengthening the abilities of the traditional equipment and the system overall. However, as video analytics continue to improve, it remains to be seen how this trend could affect demand.

In 2015, 1.1 million (21 percent of) residential connected professional monitoring service contracts included some form of video monitoring service in the American region. This proportion is forecast to increase, particularly with the emergence of facial and object recognition, promising to further enhance the future functionality of video verification. This functionality offers potential savings both to consumers and providers of monitoring services through lowering false alarm rates.

Future opportunity for video doorbells

Professionally installed alarm solution providers such as Vivint, Comcast and Alarm.com are adding video doorbells to their offerings. Currently, however, the typical profile for a buyer of a video doorbell (young and tech-savvy) is also closer to that of one who would purchase a DIY alarm system rather than a professionally installed system. It is therefore likely that in the short-term, the DIY market will feel these proposed effects first if they are to become apparent.

With a global market size of $78 million in 2015, video doorbells are only just beginning to gain traction among residential consumers. Their adoption is still largely limited to the US and despite many new entrants; market supply is currently concentrated with a few larger suppliers such as Ring. As competition increases, demand will accelerate and prices will fall. However, the primary barrier today remains price. A normal, non-video-capable doorbell costs less than $20, while video doorbell costs often exceed $150. Raising consumer awareness of the benefits will be key to increasing the adoption rate.

IHS Markit forecasts that the global market for video doorbells will experience a 28 percent CAGR over the next five years. As the market continues its rapid ascension, partnering with video doorbell providers could prove lucrative for home alarm manufacturers and service providers.

Security Exhibition & Conference, 26-28 July 2017, International Convention Centre Sydney

 

In 2017 the Security Exhibition & Conference is heading back to Sydney to the brand new International Convention Centre. This state of the art precinct over looks beautiful Darling Harbour and is a short walk away from Sydney’s vibrant city centre.

The new venue features a total of 35,000sqm of exhibition space presented in a smart, stacked layout to capitalise on the inner-city location and provide much improved loading facilities. Plus the halls feature customised registration and ticketing areas and dedicated meeting rooms. ICC Sydney will be Asia Pacific’s premier integrated convention, exhibition and entertainment precinct, underpinning Sydney’s position as one of the world’s most desirable meeting and event destinations.

The entire team is looking forward to reuniting the industry once again in sunny Sydney where Security 2017 will once again connect more than 4,500 security professionals with over 150 leading suppliers. For over three decades the event has provided a showcase for new and innovative security technologies and solutions. Whether you are looking for a solution to protect your property, people or assets, the Security Exhibition & Conference provides the opportunity to discover the solution that is right for your organisation.

Make sure you put July 26-28 in your diary; and we look forward to seeing you again in Sydney in 2017 for the Security Exhibition & ASIAL Conference!

Find out more at securityexpo.com.au

Employee Dismissal

Termination of Employment is a Risky Business that can be Very Expensive

The decision to dismiss an employee may be easy, however defending an unfair dismissal claim can be both difficult and expensive. The following article identifies some of the pitfalls and provides advice on how best to mitigate the problems.

Even if there is a valid reason for dismissing an employee, employers will find themselves in trouble if the process of the dismissal is flawed.

In determining the fairness, or otherwise, of an applicant’s dismissal, the Fair Work Commission (FWC) is required to consider a number of other issues in relation to the dismissal and most of these relate to procedural fairness.

The Fair Work Act 2009 (the Act) sets out the criteria which must be considered by the FWC when deciding whether a dismissal is an ‘unfair dismissal’. As well as needing a valid reason there are a number procedural of points to be considered:

  • Whether the employee was notified of the reason for termination;
  • Whether the employee was given an opportunity to respond to any reason related to the capacity or conduct of the employee;
  • If the employee was allowed a support person to be present at any discussions relating to dismissal; and
  • Whether the employee had been warned about any unsatisfactory performance before the dismissal (if the dismissal related to unsatisfactory performance).

If these points are not satisfied, a decision could go against the employer – valid reason or not!

And even accepting that there was procedural fairness, FWC will still need to be satisfied that the dismissal was not ‘harsh, unjust or unreasonable’, further complicating the whole process.

The expression ‘harsh, unjust or unreasonable’ has been determined by various industrial tribunals to mean:

  • ‘Harsh’ — because of its consequences for the personal and economic situation of the employee or because it is disproportionate to the gravity of the alleged offence; or
  • ‘Unjust’ — because the employee was not guilty of the alleged offence on which the employer acted; or
  • ‘Unreasonable’ — because it was decided on inferences that would not reasonably have been drawn from the material before the employer.

The termination can be harsh but not unjust or unreasonable; unjust but not harsh or unreasonable; or unreasonable but not harsh or unjust – all issues that the FWC will consider and the employer should of thought of at the time of the dismissal.

Valid Reasons for Dismissal

Misconduct includes theft, fraud, harassment, bullying, persistent lateness, disobedience, coming to work drunk or under the influence of drugs, rudeness to clients, customers or other employees; poor timekeeping (evidenced over a period of time); and absenteeism without reasonable cause.

If the behaviour amounts to serious misconduct the employee may be sacked on the spot without notice. However, to allege serious misconduct and sack an employee without notice, the employer must still follow fair procedures.

Poor Work Performance occurs when an employee is genuinely unable to perform the required duties of the job. In such cases the employer is validly able to dismiss the employee. However for this to be fair, the employer will usually need to show that it had raised these concerns with the employee and gave them a chance to respond to any allegations, or to take steps to improve their performance within a reasonable time.

Contrary to popular myth there is no legislative requirement as to the number of warnings that must be given. This will usually depend on the circumstances and the seriousness of the allegations. If an industrial agreement, policy or contract of employment specifies certain steps to be followed, failing to do so may be considered to be a breach of process by FWC. In any case (with the exception of serious misconduct) it is appropriate that a warning is issued prior to dismissal putting the employee on notice that if their conduct or behaviour doesn’t improve, they will be dismissed. This warning doesn’t need to be in writing but it is much easier to prove if it is written.

Procedural fairness for underperforming employees

Where an employee’s performance continues to be below standard despite the efforts to correct any deficiencies or where there are serious issues of misconduct, it may be necessary to take corrective action.

Each case needs to be considered in light of its particular facts. The course of action to be taken will generally involve a consideration of a number of factors such as:

  • The employee’s length of service
  • The employee’s conduct and performance during the period of the employee’s service
  • What the employee has to say about their conduct or performance
  • The need to give the employee an opportunity, over a reasonable period of time, to improve their conduct or performance
  • The seriousness of the issue at hand, be it an issue concerning performance or conduct.

Except where there is a clear case of serious misconduct warranting termination without notice, a system of progressively firmer steps should be taken to ensure an employee has an adequate opportunity to reflect on their conduct and/or performance and correct it.

It is the employer’s responsibility to ensure that an employee understands that the reason for corrective action being taken is their failure to comply with the job requirements and not as a result of failure to comply with a personal request. This procedure should prevent claims of victimisation or discrimination. It is essential that the employee be advised that failure to improve may result in dismissal.

Procedural fairness for instances of serious misconduct

In instances where misconduct is alleged, employers should adhere to a process, which is extremely similar to the process that should be followed in situations of underperformance:

  • Raise the allegation(s) with the employee, preferably in a formal meeting, providing as much detail as possible;
  • Allow the employee a chance to respond to the allegations;
  • Investigate the allegations thoroughly; and
  • Communicate the findings to the employee and the action being considered.

If the results of the investigation indicate that the allegations are valid and therefore dismissal is the appropriate outcome, employers must then:

  • Advise the employee that dismissal is being considered based on the findings of the investigation;
  • Again, allow the employee a chance to respond;
  • Consider the employee’s response and the circumstances of the situation;
  • Come to a final conclusion regarding whether or not termination is appropriate, and advise the employee of your decision, giving reasons for your decision.

Adverse Action

The general protections prohibit “adverse action” being taken against a person when that person decides to, or not to, exercise a “workplace right” or engage, or not engage, in “industrial activities”.

An employee is also protected from adverse action because of their race, colour, sex, age and other grounds.

In essence, the provisions protect employees, employers and independent contractors against unfair, unlawful and discriminatory treatment in the workplace.

Adverse action is taken by an employer against an employee if, the employer undertakes or threatens to undertake any of the following:

  • Dismisses the employee
  • Injures the employee in their employment (e.g. by reducing the employee’s hours or number of shifts per week or taking unwarranted disciplinary action)
  • Alters the position of the employee to the employee’s prejudice (eg by suspending or demoting the employee)
  • Discriminates between the employee and other employees.

Remedies for breaches the general protections are determined by a Magistrate’s Court and damages are not specified. Claims can be made within 21 days of the adverse action being initiated.

In short, make sure:

  • You have the facts
  • You document every thing you do, every discussion you have and every piece of correspondence you send or receive (including text messages).
  • You have a valid reason.
  • You discuss it with the employee.
  • You allow the employee to answer the allegations.
  • You allow the employee to have a support person.
  • You give a warning about performance or conduct – unless the matter is serious warranting summary (instant dismissal).
  • If you stand down the employee pending an investigation, the employee must be paid.
  • You afford the employee a “fair go” at all times.

Claims for unfair dismissal must be made within 21 days of the employee being dismissed (although FWC has discretion under certain circumstances to extend that period. Remedies can include reinstatement of the employee or damages of up to six (6) months pay.

Most claims for unfair dismissal are dealt with in a Conciliation Conference conducted by the Fair Work Commission. If the claim is not resolve at that point it may be referred to arbitration, which is a far more formal process requiring the filing of statements, examination of witnesses and a binding decision by the tribunal or court.

Claims can become legal issues and should be dealt with immediately and referred to a professional for advice and assistance.

The employer to whom the claim is directed should:

  • Inform the ex-employee or their representative that the matter has been referred on;
  • Give the ex-employee the contact details of the person that the matter will be referred to;
  • Not make any personal comment on the matter or offers of resolution;

All relevant details should be forwarded to whoever is dealing with the matter on behalf of the Company, including:

  • The ex-employee’s personnel details;
  • The circumstances which led to the employee being dismissed;
  • The grounds on which the ex-employee believes that they have been unfairly dismissed.

CHRIS DELANEY is a highly regarded Employee Relations professional with over 40 years’ experience in Workplace Relations. He provides workplace relations advice to ASIAL members and has represented the Australian Security Industry Association Limited (ASIAL) in the Ministerial Enquires, the making of Modern awards and most recently negotiating the Commonwealth Games multi employer enterprise bargaining agreement.

ASIAL provides corporate members with professional advice and assistance in these matters. If representation in the Fair Work Commission is required, filing of documents or negotiation with the employee’s representative contact ASIAL’s Workplace Relations Advisor Chris Delaney for assistance.

 

The information provided in this article is for convenient reference only. It is not, nor is it intended to be legal advice. Chris Delaney & Associates Pty Ltd and ASIAL provide this information on the basis that it is not to be relied upon in any or all cases, as the circumstances in each matter are specific Accordingly, we provide this information for general reference only, but we advise you to take no action without prior reference to professional advice on the specific detail of the matter.

ASRC Masterclass- Bomb Safety and Security

Join security experts from Westpac, Sydney Airport Corporation Ltd, and Riskworks among others, to examine the principles underpinning a safe and sensible response to bombs, threats, unattended items and post-blast scenarios.

Presented by security and bomb management expert, Don Williams (MIExpE, IABTI, CPP, RSecP) the emphasis in this class will be on how to provide a safe and secure environment while minimizing disruption to your organisation and protecting you and it from claims of mismanagement. Attendees are invited to bring their site’s security and emergency management plans to refer to during the Master Class.

Topics:
Physical and procedural protective considerations
Hazardous mail
Search planning and management
Emergency procedure considerations
Training and testing
Risk assessment and mitigation and
Blast modeling factors


All attendees will receive a copy of the book Bomb Safety and Security – the Manager’s Guide (RRP $65).

Date: Wednesday, 15 February 2017
Time: 8.30am for 9.00am – 12.30 pm.
Location: Westpac, Tower Two, International Towers Sydney, 200 Barangaroo Avenue, Barangaroo
Cost: $275.00 plus GST.(incl. lunch)
Discounted fee of $250.00 plus GST for: Registered Security Professionals, Members of ASIS International, AIPIO, ARPI, IAFIE,VMA and FMA.

For more information and to register please go to www.asrc.com.au

Will Rhetoric Trump Security?

On 8th November 2016, global politics went into a tailspin. A world still struggling to come to terms with the shock of Brexit was confronted by the Donald Trump bandwagon rolling into Washington, D.C. on the back of a mainly white, some would say racist, backlash against the political, intellectual and economic establishment. Such was the shock of Trump’s victory against Democratic candidate Hillary Clinton that it is probably too early to talk about shock waves reverberating around the globe. Nothing is reverberating yet. The situation feels more like a slow motion accident that everyone knows is going to happen, but can do nothing to stop.

But, like it or not, Donald Trump is the president-elect, and he is slowly getting a team together that, when taken alongside his previous speeches and statements, provides some clues to his planned agenda. His approach to domestic concerns seems to be clear, suggesting a move to the far right, but one that might lean so far towards a Ron Paul style individualism that it could ironically please some of the Bernie Sanders supporters that failed to back Clinton.

What Trump will do in foreign policy is still unclear. It is unclear because Trump believes that uncertainty is at the heart of all good policy making, but particularly at the level of international politics. But policy making in foreign affairs faces structural constraints that differ from domestic politics. Even the most powerful man in the world faces a series of structural constraints on his ability to act as he pleases, and these come in both domestic and international forms.

In theory, the US President exercises almost complete authority in terms of international politics, but the dynamics and structural constraints placed on decisions at the international level mean that, in reality, the room for autonomous decision making is severely circumscribed. On foreign policy issues, Trump will still encounter the ‘Washington Playbook’ so derided by President Obama, and he not only faces his own inherently conservative diplomatic core and foreign policy elite, but also other states, whose views may not align with his own. That said, what kind of foreign policy might be expected from the Trump administration?

Any piece that purports to dare to know what the Trump presidency will mean in foreign policy terms has to come with some strong caveats. First, I did not believe Trump would gain that Republican Party nomination. Wrong! Second, I did not think, even in my wildest nightmares, that he would win the election. Wrong again! Apart from a few exceptions, such as Michael Moore and Professor Allan Lichtman, who correctly predicted a Trump win, I, like everyone else, have a problem in providing further commentary. As I said in a tweet on the day after the election, “You would think all the pundits who said he would not win would take a break before telling us why he did win.” Yet, this is the business everyone is in, so here goes.

There are six main issues in Trump’s potential foreign policy to highlight. First, he treats foreign policy issues as economic matters. And, economically, Trump has a deep distrust of global free trade regimes. According to the Trump narrative, globalisation and major elements of the free trade system constructed post-World War 2 have led to jobs being located outside of the US, and immigrants flooding into the country to undertake low-paid menial tasks that could, and should, be going to disenfranchised Americans.

Whether he believes globalisation to be the cause of America’s (perceived) woes is beside the point. His path to power was constructed by tapping into the deep disenchantment of the losers of globalisation. Concerned middle-class voters, who although well off in absolute terms when measured against national wage standards, did not feel well off, and blue collar workers, predominantly white men, felt excluded from the benefits of the world economy. The idea that the global economy disadvantages the average American transcended party lines. It helps explain the appeal of Bernie Sanders and Hillary Clinton’s eventual repudiation of the Trans-Pacific Partnership (TPP). But given how important this narrative was to Trump’s success, it will be an important driver of his foreign policy as he seeks to provide his supporters with evidence that he can deliver on his promises.

Hence, it is expected that he will at least make some attempt to change areas of the current free trade regime. He has already begun to do this by announcing that he will begin to withdraw from the TPP on his first day in office. This may please China, who refused to take part, and those anti-globalisation protestors that tried to block the deal, but the other signatories to the TPP will be dismayed. Australia has already tried to put a brave face on Trump’s decision, but it is doubtful if the TPP can work without US involvement.

Second, what this means in security terms is that he will be wary of new overseas commitments, but also seek to roll back some that are already in place, or at least move towards a comprehensive restructuring of them. A common theme of his foreign policy announcements so far has been to describe the post-World War 2 alliance system as a drain on American resources. In effect, he has accused many of America’s closest allies of freeloading. This narrative threatens to damage relations with Japan, South Korea, North Atlantic Treaty Organization (NATO) and others.

Moving forward, it is expected a Trump administration will adopt a pragmatic approach, again embedded in an economic rationale, which would make US alliance commitments dependent on other states paying more for US security guarantees and involvement. The idea of a more detached, self-interested ‘America First’ policy clearly found support from US citizens reluctant to embrace international responsibilities as the price for global leadership.

Third, the dilemma for Trump is that, although he is deeply critical of the idea of US involvement in foreign wars in Iraq, Afghanistan, Libya and elsewhere, he has promised to get “extremely tough” with ISIS. It is difficult to see how this getting tough can be reconciled with a US withdrawal from the Middle East conflict zones. One option might be to get tough with those regimes providing support for extremism in all its forms? He has already indicated his deep distrust of Iran and has threatened to overturn the nuclear deal that many believed to be one of Obama’s greatest achievements.

It is hard to see how getting tough with Iran could help deal with ISIS. In fact, quite the reverse; ISIS and Iran are enemies and, as was evident after ISIS swept through swathes of Iraq, Iranian support is needed to help defeat ISIS. Indeed, if Trump is serious about getting tough with Islamic extremism, his first target should be Saudi Arabia, which at the very least is the source of the ideological roots of much of contemporary radical Islam.

However, while getting tough with Iran and Saudi Arabia might please his domestic grassroots supporters, the dynamics of these complex relationships are not well understood even by those that study the region, let alone a president who seems to have no historical sensibility of what drives these regional conflicts. Only a fool would rush into the Middle East with a simple solution. But then again, that is precisely what many think Trump is, so who knows.

Getting tough with ISIS may not even be an option. Militarily at least, ISIS is all but defeated, at least in Iraq. In Syria, closer relations with Russia could lead to the Assad regime regaining control of most areas and driving ISIS out. But this does not bode well for the containment of international terrorism. Once ISIS no longer has safe bases in Iraq and Syria, it will disperse. Unable to maintain the integrity of the caliphate, it could expand its recent tactic of taking the fight to Europe and beyond.

Australia, thankfully, has thus far been spared from major terrorist attacks. Although Australian support for the US in the Middle East does make it a potential target, there are sound geographical reasons for why ISIS may look elsewhere. The potential for increased terrorist activity in Australia is slight, although vigilance is still required. That said, overreaction to terrorist threats is a bigger problem for Australia, as it heightens public concern and disrupts movements of people and commerce. Hence, a sense of proportion suggests that governments should not introduce new policies to limit civil liberties on the basis of perceived but low-level terrorist threats. Balancing freedom with security is never easy, but in a democracy, the former should, in most cases, take priority.

Fourth, although not explicitly expressed in this way, many of Trump’s foreign policy pronouncements mirror something that was explicit in the Brexit vote. This is the issue of national sovereignty. His pledge to build the “Great Wall of Mexico” was effective precisely because of its rudimentary simplicity. Although couched in an economic language of saving US jobs and the social dislocation language of “rapists, crooks and criminals”, it is part of a broader appeal for the restoration of national sovereignty.

As Trump himself tweeted, “A nation without borders is not a nation.” America First, the Great Wall of Mexico, stopping immigration and regaining economic control are all about the restoration of US sovereignty. As such, much of the Trump doctrine can be expected to be about pursuing this, even if some of the ways of doing so might produce unwanted outcomes and contradictory policy processes.

Fifth, great power relationships under the Trump administration are difficult to predict. On the one hand, it seems as if Trump would like to ‘normalise’ relations with Putin and the Russian state. The most immediate impact of this would be an attempt to align the Russian and US position on what to do about the war in Syria. The idea of trying to develop better relations with Russia is surely something no one would object to, but it is not without its problems.

If normalisation leads to granting Russia a free hand in Syria and parts of Eastern Europe, then the outcome could be disastrous. But this is international politics; a realm in which the choice is often not between good and bad outcomes, but rather one of choosing the least worse option. Perhaps the least worse option in Syria is to accept that the goal of removing President Assad from power is counterproductive to stopping the war. And stopping the war should be the first option. But, in principle, better working relationships between the great powers are to be expected.

What the election of Trump will do, however, and the America First logic seems to confirm this, is instigate a retreat from human rights discourse as a leading driver of US foreign policy. There is no doubt that authoritarian regimes have welcomed Trump’s victory, and normative international principles such as the Responsibility to Protect can look forward to nothing but a hard time for at least the next four years. International human rights will not be high on Trump’s agenda.

Ironically, this will please those on the right who think it is not the responsibility of the US to act as a global policeman, but also those on the left who vehemently object to US intervention on the pretense of defending human rights. International politics throws up some strange partnerships on many issues. And, of course, there is also the environment, which, much like human rights, is expected to go well onto the back burner in the Trump era.

But what of that other great emerging power, China? This presents Trump with major problems. His pre-election rhetoric concerning China does not bode well for future relations. According to Trump, China engages in unfair trade practices; it manipulates its currency to gain an unfair advantage; it ignores intellectual property laws; and it has a poor record of worker-safety standards and environmental protection. In short, China has improved its ability to compete in the global economy at the expense of other nations. Although much of this is true, one can point to historical examples of other states engaging in similar practices and, in many cases, much worse, to gain an economic advantage. Colonialism anyone?

How Trump will deal with China could have major consequences for Australia and the region. However, the wilder excesses of Trump’s pre-election logic concerning China will more than likely be mediated by economic pragmatism. Pressure from allies, who will bargain with Trump to provide him with victories regarding alliance contributions, will hopefully mean that a trade war with China will be avoided. That is the optimistic and most likely outcome, but do not put any money on it. My days of forecasting are over.

Sixth and finally, some see the election of Trump as a direct threat to the Liberal order that has governed international relations since World War 2. This is grossly overstating affairs. While it is true that a Liberal world order devoid of US leadership is diminished, one would hope that that order is not so fragile that it could not survive a period of American withdrawal. Of course, if the US, Russia and China all work towards the dismantling of the Liberal world order, then its future may not be so bright. But it is in the interests of none to do so.

States can untangle themselves from certain relationships, but the current configuration is so multi-dimensional that any attempt to do so would inevitably damage all. Moreover, were they to do so, they would be handing the final victory to ISIS who, in seeking to build a caliphate, present themselves as an alternative to the Westphalian State system. Now that would be ironic.

In the final analysis, any discussion of what the Trump presidency means for foreign policy takes place in uncharted waters. Whatever transpires, there is no safety zone called Australia. How Trump deals with international trade will undoubtedly impact on the Australian economy. Heightened tensions with China could severely destabilise the region, as well as disrupt economic prosperity. Whether the conflict with Syria is resolved or continues will have a severe impact on the issue of immigration, as would conflict in the region more generally. And a lessening of the bonds that bind the international community through institutions such as the United Nations would mean forums for Australia to influence global policy become less influential. Another Donald, Donald Rumsfeld, raised the issue of unknown unknowns, and it is these that should worry everyone. Trump is an unknown quantity in foreign policy terms, and everyone has to hope, because hope is better than despair, that the system will exercise more control over him than he will over it.

The Culture Of Resilience

This article focuses on the relationship between human and organisational resilience from a leadership perspective in the creation of a culture of resilience.

All leaders are likely to face situations where members of a group, community or organisation experience challenges and uncertainty. However, few leaders are likely to encounter the life and death leadership situations experienced by Ernest Shackleton and his Antarctic polar expedition. Shackleton and his crew from the aptly named ship, Endurance, were trapped aboard their ship by pack ice between February and September in 1915. However, they had to abandon the ship when it was crushed and sank and they were adrift on an ice floe for hundreds of days before reaching land. Notwithstanding enduring harsh conditions, all members of the crew survived and returned to civilisation. Their survival was largely attributed to Shackleton’s leadership behaviours, which inspired the resilience of his stranded crew throughout their harrowing ordeal.

Today, global events expose people to crises and disaster almost on a daily basis. Organisations operate within increasingly complex environments brought about by different external and internal influences, sudden unforeseen events, and global political, economic and social trends. Individually, people face situations that test their personal levels of resilience and as part of a group, such as in the workplace or organisation. While this may present a daunting picture, there is some evidence to suggest that groups, organisations and even communities can learn to develop a culture of resilience – particularly with the right leadership.

In the same way that individuals can learn to develop personal traits of resilience, organisations can also learn to develop a culture of resilience. It is a combination of a set of principles, a process and capabilities, and where leadership plays a significant role.

Effective leaders understand that an organisation needs more than an enduring or recognisable brand for it to be a resilient organisation. Appropriate leadership can inspire group cohesion by acting as a catalyst for shared organisational values, by articulating the vision of the organisation and, importantly, by exhibiting traits and behaviours associated with resilience. They also recognise that uncertainty can undermine or inspire resilience, but this depends on the culture of the organisation and the capability of individuals to choose to be inspired rather than to be uncertain because the strategies, processes and procedures within an organisation guide and lead them in that direction. It can therefore be argued that workplace cultures that build resilience create more productive, effective and safer environments and the organisation itself is likely to survive and thrive rather than flounder.

An organisation with a culture of resilience is built on several characteristics; most notably, leadership, shared values, and flexible and adaptive capabilities. In practice, there is a matrix approach – horizontally as well as vertically (or to put it another way, top-down, bottom-up and even side to side) – where there is a shared identity and where critical knowledge and practices are known and understood. As a result, when faced with adversity, an organisation with a culture of resilience is capable of maintaining and developing itself.

The capacity for resilience is a vital component of authentic leadership development and this is sometimes referred to in the context of transformational leadership. Transformational leaders may convert crises into developmental challenges by presenting them as challenges that can be overcome, as Shackleton did. Converting crises into developmental challenges underscores the notion of resilience as growth through adversity.

How people respond to challenges and uncertainty is a function of resilience. Resilient individuals have the ability to meet adversity through resourcefulness, creativity and to be strengthened by the experience. This can be enhanced if they have an inspiring leader who models the characteristics of resilience, as demonstrated by Shackleton.

 

Dr Rita Parker is a consultant advisor to organisations seeking to increase their corporate and organisational resilience and crisis management ability. She is an adjunct lecturer at the University of New South Wales at the Australian Defence Force Academy campus where she lectures on resilience and nontraditional challenges to security from nonstate actors and arising from non-human sources. Dr Parker is also a Distinguished Fellow at the Center for Infrastructure Protection at George Mason University Law School, Virginia, USA. She is a former senior advisor to Australian federal and state governments in the area of resilience and security. Dr Parker’s work and research has been published in peerreviewed journals and as chapters in books Australia, Malaysia, the United States, Singapore and Germany and presented and national and international conferences. Rita holds a PhD, MBA, Grad. Dip., BA, and a Security Risk Management Diploma.

Crisis Leadership – More Than Managing People

In the last column, I focused on the results of what makes a good boss, but not every situation can be managed in the ‘business as usual’ mode. Often, particular leadership characteristics are required that are not normally expected or exhibited day to day.

“A crisis can arise when threats posed by adverse events or emerging issues are permitted to escalate beyond thresholds. Such a situation may result from natural (such as flood, earthquakes), man-made events (such as legal disputes, protest campaigns, major power failures) or perceived issues (such as uncorrected, negative media speculation). It may also come about as a result of where, in the eyes of stakeholders, we did not react to any of the above situations appropriately…” Chris Jenkins, CEO Thales Australia.

Such events will vary considerably in terms of seriousness but, if left unresolved, they may have the potential to threaten life, seriously harm an organisation’s reputation or affect its operations. An organisation must be prepared to act quickly and positively to:

  • protect life and health
  • maintain service continuity and the trust of its stakeholders
  • minimise damage to assets, business and operations
  • communicate with, and maintain the confidence of, internal and external stakeholders
  • cooperate in the maintenance of critical infrastructure and the environment

Leaders must maintain an awareness of those real and potential risks. They must also be prepared to deal with events outside their direct control in order to influence favourable outcomes wherever appropriate.

A crisis can attract considerable interest and scrutiny from both internal and external stakeholders. These stakeholders will form an impression of the crisis and how it is being handled from the quality, accuracy and promptness of information communicated. Poorly handled, the communication of key messages can damage the reputation of the company and can further escalate a crisis. When communicating to internal or external stakeholders, the leader or the spokesperson must adhere to the communications principles listed below.

Communications Principles

  • The health and safety of employees, customers and the public comes first. Offer help immediately and communicate it and show sincere concern for those affected and a desire to help in any way possible.
  • Response must be rapid. Acknowledge the situation to all audiences, including the media, quickly. The perfect solution debated for two weeks is a disaster. The organisation will be judged on how it handles the crisis during the first critical minutes and hours.
  • Strive for a balance between the response needs and the legal concerns.
  • Do not make up answers in the absence of fact, under the pressure of questioning.
  • Commit to notifying key stakeholders of the situation and consequent actions (as far as possible, they should hear first from the leader or the designated representative, not the media).
  • Assessment of appropriate communications mediums must be performed and reviewed.
  • Provide a media response as soon as is practically possible and provide media updates on a regular basis.
  • A campaign management approach must be adopted to ensure tight management, integration of messages and refinement following reaction to initial communication.

So, what are the characteristics of such a leader? At the Security Associations Seminar in November, the participants came up with the following elements, in no particular order:

Intellectual Physical Emotional
Objectivity

Listener

Understanding

Negotiator

Clarity

Strategic thinker

Operationally aware

Results/outcome focus

Dependable

Decisive

Communicator

Planner

Stamina

Active

Resilient

Good health

Manage stress

Controlled

Centred

Empathetic

Calm

Assertive

Reflective

Confident (not arrogant)

Stable

Resilient

Empowering

Rational

 

Now you have this list, add it to the list from the last article and start some self-awareness by considering these elements against your own characteristics. Ask, where am I weak and where am I strong, then plan the activities and exercises to overcome weaknesses and build and reinforce the strengths.

ISACA Provides Privacy Guidance as Key Technologies Become Common

Robust privacy programs needed to deal with growing set of challenges

Waves of new data, from new technologies and various regulations across the global economy, call for heightened enterprise vigilance to deal with privacy concerns, according to new guidance from global business technology and information security association ISACA.

A wide array of business scenarios – from scanning devices at airports to police body cameras to visual-recording drones – must put privacy among the central considerations, according to the new publication, ISACA Privacy Principles and Program Management Guide. It provides extensive direction on how practitioners and their organisations can effectively govern their privacy programs.

ISACA identified seven categories of privacy every enterprise must address:

  1. Privacy of person, including the right for a person’s body to be free of unauthorised invasion
  2. Privacy of behavior and action, including personal activities, orientations and preferences
  3. Privacy of communication, including telephone conversations, emails and other forms of correspondence
  4. Privacy of data and image, including personal information
  5. Privacy of thoughts and feelings, including religious beliefs and political views
  6. Privacy of location and space, including being free from intrusion
  7. Privacy of association, including the ability for people to freely get together with groups of their choosing

The guide provides a set of privacy principles aligned with the most commonly used privacy standards, frameworks and good practices while filling existing gaps among them to deliver a harmonised privacy framework. Special instruction on how to use the COBIT 5 framework to implement a more robust privacy program is included.

“By establishing a robust privacy governance and management program, organisations around the world can address and successfully mitigate privacy risk throughout the entire enterprise,” said Christos Dimitriadis, Ph.D. CISA, CISM, CRISC, chair of ISACA’s Board of Directors and group director of Information Security for INTRALOT.

The privacy guide is available for purchase at ISACA privacy and principles. Additional privacy insights can be found on the ISACA Now blog.

No more ‘Sergeant Schultz’ for top executives in a crisis

How long can top executives credibly claim ignorance of malpractice happening on their watch? The bumbling Sergeant Schultz on Hogans’ Heroes became famous for his catchphrase “I see nothing. Nothing-g-g”. The joke of course was that he DID see what was happening and pretended not to.

In the same way, two major reputation crises in the last few weeks raise the very obvious question – How could senior managers NOT know what was taking place?

The first case saw Princess Cruise Lines agree to a record $US40 million penalty after pleading guilty to Princess Caribbean discharging oily waste into the ocean. Moreover court documents showed illegal practices were found on four other Princess ships, including use of ocean water to fool on-board sensors that would otherwise detect dumping of contaminated bilge-water. Authorities said cost saving was the motive and that the ship’s officers and crew conspired to cover up what was going on.

The company’s official response was to blame “the inexcusable actions of our employees, who violated our policies” and went on to say that although they had policies and procedures in place, “it became apparent that they were not fully effective.” No mention of that fact that the illegal practices came to light after an engineer on the ship told investigators looking into a big discharge off the coast of England in 2013.

The second reputation crisis reported just days later was when BMW Australia’s finance arm agreed to pay back $72 million to car buyers who were misled into thinking they could afford a luxury German car and were provided loans on false documents. BMW will write off $50 million in loans the company should never have made, will pay $14.6 million to people who were misled, and grant $7.5 million in interest rate reductions on current loan contracts.

The Sydney Morning Herald reported “there was evidence that the company’s management was aware of the failures and lack of controls in its business.” The paper said an earlier review blamed “a strong sales culture” in which people with “known compliance failings” were paid unprecedented bonuses, while risk and compliance teams were undermanned, under-trained and not taken seriously. Again it raises the question, where were top management in all of this?

Such cases are eerily reminiscent of the VW emissions scandal, which was initially blamed on a handful of low level employees, unbeknownst to the CEO, whereas later reports make it clear that the problem was known in the executive suite much earlier. Or the recent scandal involving systematic underpayment of employees at 7-Eleven Australia, which was initially blamed on unscrupulous franchisees acting without the knowledge of Head Office. The company later admitted a culture of underpayment and false records had become ‘normalised’ in its network

Let’s not be naïve here. In some such cases the CEO steps down, but in the background there are usually highly-paid lawyers warning executives not to admit responsibility, and trying to avoid their clients being forced to undergo cross-examination in open court. However, it would be a welcome change – albeit unlikely – for a top executive to step forward and candidly say: “Yes, I knew about it, and I’m really sorry.” Just don’t hold your breath waiting for that day.

Tony Jaques PhD
Director, Issue Outcomes P/L

Job Satisfaction

What are the key factors in creating job satisfaction to keep people happy in the workplace?

How do you feel when you are continually stopped from achieving something? Do you feel frustrated, or annoyed? Of course you do!

You are trying to make a table in your backyard workshop, but the drill just stopped working, you have run out of sandpaper and your boss just called to ask if you can come into the office on your day off. Damn it! (Or words to that effect…)

Frustration and annoyance are the opposite of job satisfaction, of course, but looking at it from this point of view can actually expose the key to creating job satisfaction. If being stopped from producing something causes frustration and annoyance, what is at the other end of this scale? Production!

That key factor in creating job satisfaction is the achievement of production.

There will always be barriers that impede your progress, or prevent you from getting the results you are aiming for. That is life. The creation of job satisfaction, therefore, becomes a study in how to remove the barriers that are getting in the way. The question is: who should be removing these barriers? Should it be the employee, or the manager?

Some people do this naturally. They actually thrive on the challenges that confront them on a daily basis. Have you seen the sheer joy and exhilaration of an employee who has just managed to overcome some serious obstacles that allowed them to achieve a highly valuable result? Despite the things that seemed to be stopping them, they pushed through (or around, or under, or over…) and they made it happen! That is job satisfaction. And that is also workplace happiness.

However, only some of your people will have the ability to do this. Many require some help. They do not have the horsepower to overcome some of the obstacles and, if left to bang their heads against them for too long, they will eventually go down into frustration; not happy!

With these people, you have to help them push through those things that obstruct their forward progress. These obstacles include other employees, company procedures, lack of knowledge, etc. As a manager, you are in a much better position to remove such barriers, particularly if they relate to other sections of the company.

So, a very worthwhile activity for a manager is to monitor the progress of your people towards their goals and results, and to be aware of the barriers that may be frustrating them. Of course, this assumes that you and the employee both have a clear understanding of the job goals and the results they are expected to achieve.

Be careful, however! Do not be too quick to intervene with your top performers. Let them find the solutions themselves, where possible, otherwise you will be taking away the ‘game’. It is a delicate balance. On the one hand you want to rescue them before they descend into apathy about their job, but on the other hand you need to let your people achieve their wins.

One key distinction here is to look at the source of the barrier concerned. Does it come from some aspect of the employee’s job that they have the power to fix, or is it right outside their ability to control? Hold back on solving situations that they actually have the power to address, but act quickly to remove barriers that are externally imposed and over which they have little control.

You also have to realise that some people are actually not able to do their jobs; they are simply poor performers. With these people, removing barriers will only result in them leaning on you to solve all of their problems. In this case, it is time to review their value to the organisation in that particular position.

The most important part of this whole issue is achieving results. If an employee can blast through the things that are apparently stopping them, they will get a kick out of it and be very happy. If they are continually blocked by apparently insurmountable obstacles, they will eventually give up, because they are not achieving the results expected of them.

There is one final point to consider. If one of your top performers is overcoming all obstacles with graceful ease, it may be time to look at a promotion for them, or at an expansion of their role and responsibilities. If you do not, you may lose them, because the game has become too easy for them. There is no challenge left!

Neil Clark has spent 30 years as a manager in both large and small organisations in Australia and South East Asia. He can be contacted via www.performancemanagement-made-easy.com , where more articles of this type can also be viewed.

 

Notice something suspicious or unusual? Call the national security hotline.

Following the disruption of one of Australia s most substantial terror plots a little over one month ago, and with Australia Day celebrations occurring across Australia tomorrow, Australian’s are reminded to report suspicious and unusual behaviour to the National Security Hotline.

This vital counter-terrorism tool has recently reached a major milestone with calls to the Hotline reaching 250,000.

Information provided to the Hotline makes a real difference – it has helped with ongoing investigations and has sparked new ones. Just last week, a South Australian man was charged with advocating terrorism following a contact to the Hotline.

The Hotline receives a range of useful information – suspicious financial transactions, social media accounts promoting extremist ideology, suspicious travel planning, and people radicalising towards extremism. Even if you think it is probably nothing, the smallest piece of information can be valuable.

Calls to the Hotline have significantly increased since the threat level was raised in September 2014. Call numbers also tend to spike around specific incidents. This week there has been a marked increase in calls with the tragic attack in Berlin.

Since September 2014, Australia has experienced four terror-related attacks and 12 major disruptions of imminent attack planning. This is a testament to the exemplary work and dedication of our security agencies and the vigilance of the Australian public.

I thank the Australian people for partnering with us to keep our community safe. If you notice anything unusual or suspicious call the National Security Hotline on 1800 123 400.

More information is available at the National Security website.

Post-Trauma Stress: Officer Well-being Post Confrontation (Part 1)

Post-traumatic stress disorder (PTSD) is often referred to as a self-inflicted malady, and this is true to some extent. But it is inflicted out of ignorance. Once individuals have knowledge of what can occur under stress and how to ‘release it’ through breathing and debriefing, they are no longer ignorant. Part one of this two-part article discusses the emotional reactions officers may experience after experiencing or witnessing a traumatic event.

Officers may have little control over when confrontations occur, but they do have control over how they respond to these events before, during and after. This is critical, because if there is no sense of intense fear, helplessness or horror, there is no post trauma. There is no fear because tactical breathing keeps the heart rate down. There is no helplessness because the training was appropriate and taught officers what to do. There is no horror because officers were inoculated against trauma. Officers have undergone a critical incident debriefing and worked their way through the event to make peace with the memory. They knew what to expect and, even though it may have been ‘different’ to what they expected, they were forewarned, and therefore forearmed, to survive.

Listed below are the diagnostic criteria for PTSD (Diagnostic & Statistical Manual of the American Psychiatric Association):
A.  Exposure to a traumatic event in which both of the following were present:

  1. experienced, witnessed or was confronted by events involving actual or threatened death or serious injury… of self or others
  2. response involved intense fear, helplessness or horror (the disorder may be especially severe or longer lasting when the stressor is of human design, for example, torture, rape)

B.  Traumatic event is persistently re-experienced in one or more of the following ways:

  1. recurrent, intrusive, distressing recollections of the event
  2. acting or feeling as if the event were recurring including: ‘sense of reliving’ the experience, illusions, hallucinations and flashbacks, including while awakening or intoxicated
  3. intense psychological distress at exposure to internal or external cues that symbolise or resemble an aspect of the traumatic event
  4. psychological reactivity on exposure to internal or external cues that symbolise or resemble an aspect of the traumatic event

C.  Persistent avoidance of stimuli associated with the trauma, or numbing of general responsiveness, as indicated by at least three of the following:

  1. efforts to avoid thoughts, feelings or conversations associated with the trauma
  2. efforts to avoid activities, places or people that arouse recollections of the trauma
  3. inability to recall an important aspect of the trauma
  4. markedly diminished interest or participation in significant activities
  5. feelings of detachment or estrangement from others
  6. restricted range of affect (for example, unable to have loving feelings)

D.  Persistent symptoms of increased arousal (not present before the trauma), as indicated from two or more of the following:

  1. difficulty falling or staying asleep
  2. irritability or outbursts of anger
  3. difficulty concentrating
  4. hyper-vigilance
  5. exaggerated startle response
  6. [self-medication]

E.  Duration of the disturbance (symptoms in B, C, D) of at least one month
F.  The disturbance causes clinically significant distress or impairment in social, occupational or other important areas of functioning

Acute: if duration of symptoms is less than three months

Chronic: if duration of symptoms is greater than three months

With delayed onset: if symptoms were at least six months after the trauma

Emotional Reactions

Relief: The first response of most people upon seeing sudden, violent death is relief; they are relieved it did not happen to them. The midbrain, that part concerned about survival, sends out a message saying ‘hey, that could have been me’. This is not selfish, or inhuman, or cold; it is a normal survival reaction. If officers know in advance that it is normal upon seeing trauma and death to think, ‘thank goodness it was not me’, then that thought will not have the power to hurt them later.

Guilt: Witnessing a person suffer trauma causes the normal response of ‘I am glad that was not me’. Later, on reflection, the person feels guilty because no one ever said that the normal response of most people upon seeing a traumatic event is to focus on themselves and feel relief. In the stress of a violent encounter, the tendency to accept responsibility for what happened can be a powerful one. The midbrain can hit the person with an ‘it is all my fault’ response. Proper debriefing is important for officers to understand their role in the overall event.

Doubt: There are many burdens that weigh upon an officer, and one of the greatest is uncertainty. The constant anticipation of being involved in violent encounters can have a profoundly toxic effect, especially when this stress continues over months or years. For officers, there is a constant possibility that just around the next corner there might be an individual who will dedicate all his energies to causing them harm. When they are warned that something might happen, they can more easily control the amount of stress experienced. However, if they spend their life in denial and then something happens, it can hurt officers seriously. Uncertainty will dissipate when officers are mentally prepared and accept the fact that their job role has the potential to place them in harm’s way.

Fear: If a stressful trauma is severe enough, it can create an associated fear response that lingers well after the event. This is where situations of a similar nature, or stressors related to the event, set off arousal mechanisms under actual circumstances that are not threatening to an officer at all. It is also common for officers to relive the event, or parts of the event. This type of response is related to PTSD and, once recognised by the officer or others, it should be examined and dealt with.

Anger: Officers may feel anger after a traumatic event has passed, commonly anger at the fact that the event happened in the first place. No one has the right to harm officers, and they are likely to feel very indignant if they are put in danger by the very people they are working to protect. There is no use trying to rationalise the irrational, but officers will attempt to do it anyway. This is where professional counselling can be of use to provide an officer with a framework to hang the event on and tools for making sense of it. Officers may also experience anger from their loved ones, surprising as it may seem. If someone has tried to harm them, it is common for officers to experience anger from their spouses. Rather than react to this, officers should keep in mind that they are not actually angry at them, but rather the person who caused the trauma and the irrationality of such events, but since these factors are not readily available to remonstrate with directly and they are, then they will receive this deferred anger. Understanding and emotional openness are important to work through this, not shutting off and distancing themselves from loved ones.

Denial: Some officers, after experiencing a traumatic event, enter a state of denial. This may take several forms, such as denying the event ever occurred, or denying specific parts of the event, to even trying not to think about the event at all. None of these reactions are positive or healthy, and they will not help the officer deal with the event. It is important to make peace with the memory of the event, and the first step in this process is to delink the memory with the emotions. This means eliminating the associated stress-related arousal symptoms that may occur when recalling or reliving the event. The aim is to reach a stage where the officer can remember the event without creating arousal. Proper debriefing, support and counselling are important in this process.

Part two of this article discusses the debriefing process and post-event protocols that help officers heal.

Through The Looking Glass: Future-Proofing Your Security Investment

The time has come to upgrade that outdated security system you have been operating for what seems like an eternity. You have done your homework and built your business case, and you have finally been granted approval to proceed. As your mind fast-forwards with visions of an intuitive security-centric design, multi-camera views, synchronised and instant playback, and motion searching for improved forensic analysis, you know that your security operators will be able to better manage threats and reduce reaction time. As you head for the door to share the great news with your colleagues, you hear a sound, the corporate bean-counter saying “Before you get too excited, I want you to make sure this system is future-proof. We don’t want to be doing this again in two years.” There is always a catch!

So what does future-proof really mean? A quick look at the online dictionary defines future-proof as being protected from consequences in the future, especially pertaining to a technology, that protects it from early obsolescence. With the rapid rate of change in technology, how can you then expect to future-proof your security system?

To start with, your new security solution should be flexible. By deploying a system that subscribes to global standards for open integration you will be able to take advantage of either a dedicated or existing IT infrastructure. This makes it easier to interoperate with other business systems, and is adaptable to future requirements that may arise. The ability to integrate with third-party software and hardware field devices promotes freedom of choice in deploying a comprehensive solution that can be delivered in any combination for increased workplace performance. An investment in an open integration platform is a forward thinking investment, providing you with the power to design your technology roadmap to the unique operational requirements of your business.

New capabilities in service-oriented architecture (SOA) enable the rapid development of applications and real-time open communication between critical systems over your network. Enterprise Web Services make it easier to develop custom applications to meet your facility’s unique operational challenges. Features include:

  • Improve ROI over life cycle – Converged solutions reduce complexity, often resulting in lower operational and maintenance costs.
  • Investment longevity – IP networking provides a longer-lasting open system.
  • Flexibility to expand – Integrating with open system protocols supports future system growth to optimise ROI.

Business resilience is another key consideration in future-proofing your security system. Business resilience is the ability an organisation has to quickly adapt to disruptions while maintaining continuous business operations and safeguarding people, assets and overall brand equity. A solution that is designed with high-availability architecture can insulate you from single-point-failure and can be distributed across multiple facilities to promote maximum system up-time. Business resilience goes a step beyond disaster recovery by offering post-disaster strategies to avoid costly downtime, shore up vulnerabilities, and maintain business operations in the face of additional, unexpected breaches.

Response is better supported because networked physical security solutions are collaborative. Collaboration drives operational flexibility. For example, security personnel are able to view, monitor and respond to incidents from anywhere and from any device. Prevention of loss, connecting physical and logical IT security can be more easily and quickly supported, and policies can be implemented on a global basis.

Deterrence is better supported because Network Physical Security solutions are more scalable, and can be quickly deployed with thousands of endpoints using an existing converged IP network infrastructure at a lower cost. Network Physical Security solutions also make better and more flexible use of human resources.

Detection is better supported because Network Physical Security solutions enable open standards, APIs, and eco-system partners and applications. The end result is that new common-off-the-shelf applications and capabilities can be more easily and quickly deployed, further driving business results and competitive advantage.

Network physical security solutions are more adaptive and never obsolete, thus reducing the need to overhaul infrastructure to upgrade technology. Increasing focus on developing standards in the IT world enables end-users to upgrade technology easily, be it a wired or wireless environment.

Designing a security solution with this in mind means that you will need to consider a broader section of the business to fully understand what is required to protect your people, business and data. This deeper engagement with other stakeholders is also useful to identify what other requirements of the business can be met. It is important to understand how a business can leverage its investment in technology not just today, but five or 10 years from now. This can only be achieved by understanding the vision of the business and the other departments so that their needs can be catered for in the future.

Video surveillance systems with embedded content analytics can help the business collect marketing data, and improve operational efficiency. Data collection around retail spaces in particular can be used to see what kiosks and stores attract shoppers’ attention and help increase revenues in stores. Similarly, digital signage presents the opportunity for businesses to bring information to life in new and exciting ways. In public spaces or within an organisation, it is a way of enhancing an environment, improving communication and influencing customer behaviour. Whether across an airport, a university campus, a stadium or a retail branch network, it is easy to connect and centrally control large, disparate systems, yet tailor content and messages to specific locations. This is driving additional revenue streams by providing dynamic content to help customers get directions and maps to local attractions, look for a place to eat or go shopping, review area entertainment options, check in for their flights and print boarding passes, even access the internet if they want to. This same signage can integrate with the security system and act as an emergency warning display if an evacuation is ever required.

So it seems that future-proofing your security system is actually possible; however, it requires focus in a number of areas.

Organisational alignment
By obtaining a thorough understanding of the organisational tolerance to risk, the depth of security requirements can be ascertained. This needs to take into account the security requirements at a business unit level.

Roles and responsibilities for security need to be defined throughout the organisation with involvement from physical security personnel, IT, business units, and vendors.

Process alignment
The security requirements of business processes and operations should be defined, with enterprise-wide security solutions being integrated into processes and applications. Process owners and users need to be made aware of the importance of security.

Strategies and architectures
Security strategies and architectures need to be clear and actionable, with a level of flexibility to address potential changes to the organisation or technology.

Technology integration
It is important to be involved in selecting the technology solutions to ensure that organisational requirements are met. It is wise to pilot selected technology to validate the solution. Once validated, the solution should be implemented in phases, allowing for the highest priority areas to be dealt with first, with ongoing testing of performance and functionality.

Roll-out
A roll-out strategy should be developed that allows for the solution to be deployed in phases. It is vital to ensure that all of the stakeholders are adequately trained in order to gain their continued buy-in. Once rolled out, ownership should be transferred to the appropriate business units or functions.

Maintenance
Ongoing maintenance of corporate security management requires adherence to the initial business policies and procedures. Regular audits should be performed to confirm that policies and rules are being abided by, and the solutions modified in line with changes to the business.

There are clear benefits to be derived from an active and strategic approach to corporate security management and the implementation of a converged security infrastructure. Organisations can take a holistic view towards risk management and compliance, whilst reaping the rewards of systems that have lower costs of administration and support.

Organisations seeking to embark on such a strategy need to be clear on the outcomes expected, and ensure that buy-in is gained at all levels; these strategies need to be closely aligned with business objectives, and not be viewed as simply a security project. A phased approach should be taken and appropriate time allocated to the process. Key objectives should be set to measure the benefits of each stage as it is rolled out.

It is important to work with organisations capable of delivering comprehensive and best-of-breed security solutions. This provides the benefits of accountability, risk mitigation and knowledge transfer, not typically available from a multi-vendor approach.

Michael Brookes is the Regional Leader, Marketing & Strategic Development – Pacific, Honeywell Building Solutions.

Bosch DIVAR Recording Solutions Make Professional Video Surveillance Easy For Everyone.

The world of video surveillance is still shifting towards becoming full IP day-by-day. Small and medium businesses, for example, might still be in the transition from analogue to IP, planning to upgrade their video surveillance solution step-by-step. Finding a suitable recording device for this transition could be an issue. Or, in case the video surveillance system has already been switched to full IP, small and medium businesses may face a challenge in finding a scalable recording solution to grow with their business.

These organisations need a video surveillance solution that can be tailored to fit their growing needs. With the DIVAR network and hybrid recording devices, Bosch provides exactly that. Specifically designed for 24/7 operation, these devices offer the ability to create video surveillance solutions with professional security features that are easy to install and simple to use. The DIVAR network 2000 and 3000 series and the DIVAR hybrid 3000 are primarily standalone solutions for businesses with one location, such as independent retailers, convenience stores or medium sized hotels. The DIVAR network 5000 and DIVAR hybrid 5000 models are designed to be easily mounted in a 19” rack, making them suitable for medium businesses and chains of stores that prefer hideaway installation below the counter, in a separate server room or another suitable location.

DIVAR network

For those small and medium businesses that already have gone digital, the DIVAR network 2000 (16 channels), 3000 and 5000 (both 32 channels) are cost-effective ways to invest in a future-proof IP video surveillance system that can be scaled as their business grows. Because of its scalability, the complete video surveillance system becomes more durable. Thanks to a built-in Power over Ethernet (PoE) switch, connecting IP cameras to these network video surveillance recorders requires no separate power adaptors, making installation quick and easy. The PoE switch can supply power to a maximum of 16 connected cameras. Each camera automatically receives its IP address from the recorder to enable simple plug-and-play operation.

DIVAR hybrid

The DIVAR hybrid 3000 and 5000 models are cost-effective recording devices for businesses with an existing analogue video surveillance solution that they would like to upgrade to IP one step at a time. It is possible to replace all analogue cameras over time as all 32 available channels can be equipped with network IP video surveillance cameras. A maximum of 16 analogue cameras can be connected to one DIVAR hybrid recording device. Both hybrid models offer the same interface and user experience as the well-known DIVAR AN family for analogue video recorders, guided by simple menu selections and operator commands. Businesses can keep on using their installed analogue base and upgrade to IP where needed, without the hassle of learning a new way of working. The DIVAR hybrid models allow small and medium enterprises to make the transition to full IP video surveillance at the pace they feel comfortable with.

To remain future-proof, the DIVAR network and hybrid recorders enable easy monitoring and configuration as it is easy to watch live footage, playback recorded content, or reconfigure local unit settings anytime from anywhere. This can be done via the DIVAR Viewer app, available on smartphones (iOS and Android), and via the web browser. The app can also be used to control the pan, tilt and zoom functions. The Bosch DDNS service enables users to create a name for their recorder free of charge, making it easy to find the recorder without using an IP address when using a web browser.

The direct monitor output is ideal for desktop models that are often positioned on a counter. The monitor can be placed on or beside the device, giving the business owner an overview of live images from all connected cameras. With DIVAR hybrid models, it is also possible to connect an additional confrontation monitor. The DIVAR hybrid 5000 and DIVAR network 5000 are both designed to be easily mounted in a 19″ rack.

The DIVAR network and hybrid recording solutions help to construct future-proof IP video surveillance systems for small and medium businesses, allowing them to shift to a full IP video surveillance system, or expand it, step by step.

Register your interest in attending the official product launch – marcom@au.bosch.com, visit www.boschsecurity.com.au for technical specifications or call Bosch Security Systems on Ph: 13000 BOSCH (26724) for more information.