RiskUKAugust2017

August 2017
www.risk-uk.com
Security and Fire Management
Visions of Tomorrow’s World
The Roadmap for Physical and IT Security Convergence
News Analysis: Counter-Terrorism Procedural Reviews
Violence Risk Management: Safeguards in the Workplace
Business Resilience: Focusing on Successes and Failures
Fire Safety Management and Installation Supplement

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August 2017
Contents
44 Meet The Security Company
In association with the NSI, Risk UK continues its new ‘Meet The
Security Company’ series by asking Cobra Security’s company
director Stephen McComb the key questions of the day
ISO 22316: Preparing for Brexit (pp14-15)
5 Editorial Comment
6 News Update
EU Home Affairs Sub-Committee Report on Brexit. Surveillance
Camera Commissioner introduces ‘Passport to Compliance’
8 News Analysis: Counter-Terrorism Reviews
MI5 and the National Counter-Terrorism Policing headquarters
are conducting review procedures. Brian Sims reports
11 News Special: BSIA Security Personnel Awards
Brian Sims reports from The Grand Connaught Rooms in London
on this year’s BSIA Security Personnel and Chairman’s Awards
14 Opinion: ISO 22316 Security and Resilience
ISO 22316:2017 on Security and Organisational Resilience has
arrived. John Robinson appraises the content in relation to Brexit
16 Opinion: Security’s VERTEX Voice
Peter Webster takes an in-depth look at what can be done to
make security a far more attractive career choice for females
19 BSIA Briefing
James Kelly details Best Practice for security search procedures
22 Physical and IT Security Convergence
Where are we now on the road to genuine convergence between
physical and IT security? Damien Pezza investigates
47 The Security Institute’s View
Despite the attention afforded to preventing workplace violence,
it seems that we’re no closer to a solution. Richard Diston feels
it’s time to adopt a fresh perspective on the matter
50 In The Spotlight: ASIS International UK Chapter
Allison Wylde suggests that, even with the emergence of
standards and research, there’s still deliberation on an agreed
definition of resilience for today’s organisations
53 FIA Technical Briefing
Following the tragic events at Grenfell Tower in June, there
appears to be a renewed interest around fire safety issues.
Robert Yates focuses on regimes for care homes
57 Security Services: Best Practice Casebook
Organisations must take stock of the ways in which loss
prevention is managed, as Jon Felix observes in detail
60 Cyber Security: Automated Cyber Weapons
Nicola Whiting evaluates the threat of automated cyber weapons
62 Training and Career Development
Next month, the Register of Certified Technical Security
Professionals opens for business. Kevin Matthew has the detail
64 Risk in Action
66 Technology in Focus
69 Appointments
The latest people moves in the security and fire business sectors
24 State of Mind: Developing ‘Risk Culture’
How might you transform your risk culture such that it’s a key
asset in managing risk? Alex Poppleton addresses this issue
26 On The Mark
James Brown highlights the property marking solutions available
for today’s risk and security management professionals
28 Touched By A Physical Presence
David Mundy discusses how security installers are providing
added value on physical security for their end user customers
31 Fire Safety Management and Installation
The FIA, Advanced, the FPA, Klaxon, BAFE and Hochiki Europe all
feature in our regular Fire Safety Supplement
72 The Risk UK Directory
ISSN 1740-3480
Risk UK is published monthly by Pro-Activ Publications
Ltd and specifically aimed at security and risk
management, loss prevention, business continuity and
fire safety professionals operating within the UK’s largest
commercial organisations
© Pro-Activ Publications Ltd 2017
All rights reserved. No part of this publication may be
reproduced or transmitted in any form or by any means
electronic or mechanical (including photocopying, recording
or any information storage and retrieval system) without the
prior written permission of the publisher
The views expressed in Risk UK are not necessarily those of
the publisher
Risk UK is currently available for an annual subscription rate of
£78.00 (UK only)
www.risk-uk.com
Risk UK
PO Box 332
Dartford DA1 9FF
Editor Brian Sims BA (Hons) Hon FSyI
Tel: 0208 295 8304 Mob: 07500 606013
e-mail: brian.sims@risk-uk.com
Design and Production Matt Jarvis
Tel: 0208 295 8310 Fax: 0870 429 2015
e-mail: matt.jarvis@proactivpubs.co.uk
Advertisement Director Paul Amura
Tel: 0208 295 8307 Fax: 01322 292295
e-mail: paul.amura@proactivpubs.co.uk
Administration Tracey Beale
Tel: 0208 295 8306 Fax: 01322 292295
e-mail: tracey.beale@proactivpubs.co.uk
Managing Director Mark Quittenton
Chairman Larry O’Leary
Editorial: 0208 295 8304
Advertising: 0208 295 8307
3
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Premier Elite LCDLP-W
Wireless LCD keypad with Ricochet® mesh technology
Introducing a remarkable new wireless keypad from Texecom. The Premier Elite LCDLP-W is a fully functional, fully programmable
wireless keypad with identical performance and capabilities of wired Premier Elite keypads.
Featuring Ricochet mesh technology, the Premier Elite LCDLP-W operates with a 5-year battery life and completes the range of
‘wire free’ Premier Elite system options, offering faster installations and greater flexibility than ever before.
Outstanding features:
• Wireless keypad with Ricochet mesh technology
• Fully functional keypad; not just an arming station
• Operating speed equivalent to wired keypads
• 5-year battery life with typical usage
(4x AA lithium batteries supplied)
• Completes ‘wire free’ Premier Elite system options
• Requires Premier Elite systems with V3.1 wireless receivers (or higher)
• Integral proximity reader for use with Texecom RFID prox tags
• EN50131-1, EN50131-3, EN50131-5-3, PD6662 Grade 2 Class II
Texecom products are designed
and manufactured in the UK

Editorial Comment
Many applications
The Premier Elite LCDLP-W is designed for use as the
main system keypad, but is also ideal for upgrading
existing systems. Typical uses include:
• Main alarm keypad near front door
• Additional keypad near back door or bedroom
• Remote buildings, such as garages
• Mobile engineer’s keypad
Secure wireless
Ricochet Mesh Technology provides secure, encrypted
wireless communications with unparalleled
performance. Ricochet enabled wireless devices
receive and repeat messages from
other devices. The size, scalability
and range of the entire system
are extended, as wireless
signalling is no longer limited
by point-to-point
communications.
Spot the difference
The Premier Elite LCDLP-W is all but identical to its
wired equivalent - in size, aesthetics and performance.
The only difference is wireless connectivity powered
by Ricochet mesh technology, the world’s most robust
wireless security technology.
Profile Building
The National Business Crime Solution (NBCS) – the not-forprofit
initiative that enables the sharing of data between law
enforcement agencies and the business community in order
to reduce crime – is now embarking on the next stage of its
development after securing significant Government funding.
The award of a six-figure sum is in recognition of the NBCS’
success in supporting the police service in the fight against
persistent and often travelling offenders and enables the
organisation to become self-sustaining, make new appointments
and implement a marketing and awareness campaign (including
the introduction of a new independent corporate identity).
By providing a central repository where business crime data is
submitted, shared and analysed, the NBCS is able to gather the
necessary intelligence needed to more effectively detect, prevent
and respond to crime. In short, it’s function is essential.
The money awarded to the organisation is part of the Police
Transformation Fund, a Home Office programme that marks a
real opportunity for police leaders and Police and Crime
Commissioners to respond to the changing nature of crime.
The new funding is a significant development in the evolution
of the NBCS. Founded by Jason Trigg (the former owner of
Cardinal Security), over the last three years the NBCS has grown
its membership by over 200% to encompass nearly 50
organisations, and acts as a valuable link between separate
police services in the UK and its members by connecting crimes
that would have traditionally been viewed as independent.
Shared information is particularly valuable when looking at
offences involving mobile teams of criminals who are known to
have very specific targets and travel extensively across the UK in
order to commit offences. Prior to the NBCS, collating details of
these crimes and offences would most likely have gone
unnoticed and unpunished.
The NBCS also works closely with a number of policing bodies
including the National Police Chiefs’ Council, in addition to the
National Business Crime Centre. The latter’s operational lead,
namely DCI Georgie Barnard, commented: “This is a unique
service from a trusted partner that truly offers the way forward
for the industry and the police service to work together in
achieving a common goal. The NBCS offers timely information on
crime trends that actively enables businesses in all market
sectors to take better preventative action and realise more
effective engagement with the police.”
Not only will the funding help attract new members, but it will
also enable the NBCS’ strategic priorities – among them
corporate governance, data protection and sustainability – to be
met through its new operating model.
Importantly, the funding will also assist in continuing to
improve the quality of information shared and circulated, protect
those who face the growing risk of threats and violence, capture
the criminals who pose the greatest harm (both physically and
online) to member businesses and deliver a fraud sharing
platform that supports businesses in eradicating persistent
offenders and identifying emerging threats. A win-win scenario.
Brian Sims BA (Hons) Hon FSyI
Editor
www.texe.com
Sales: +44 (0)1706 220460
December 2012
5
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“Barrier to trade and security if data
transfers are hindered post-Brexit”
The Government should pursue full regulatory
equivalence with the European Union (EU) with
respect to data protection in order to ensure
unhindered data flows between the UK and the
EU post-Brexit, offer stability and certainty for
businesses and maintain police and security cooperation.
That’s the considered viewpoint of
the EU Home Affairs Sub-Committee as outlined
in its latest report.
Maintaining unhindered and uninterrupted
data flows between the UK and the EU following
Brexit is an important aim, as any arrangement
that results in greater friction could present a
non-tariff trade barrier that places the UK at a
competitive disadvantage and serves to hinder
both police and security co-operation.
Although the Government has stated that it
“will seek to maintain the stability of data
transfers between the EU, Member States and
the UK”, little detail has so far been offered by
the Conservative Party in terms of how the
Government plans to deliver this outcome.
By looking in depth at four elements of the
EU’s data protection package within the pages
of its report, the EU Home Affairs Sub-
Committee has determined to examine the
options available to the Government for
securing uninterrupted data flows between the
UK and the EU after the UK exits the EU.
These four elements are the General Data
Protection Regulation, the Police and Criminal
Justice Directive, the EU-US Privacy Shield and
the EU-US Umbrella Agreement.
Lord Jay of Ewelme, chairman of the EU Home
Affairs Sub-Committee, stated: “The volume of
data stored electronically and moving across
borders has grown hugely over the last 20
years. Between 2005 and 2012 alone, Internet
traffic across borders increased eighteen-fold.
The maintenance of unhindered data flows is
therefore crucial, both for business and for
effective police co-operation.”
Lord Jay continued: “The Committee has been
concerned by the lack of detail on how the
Government plans to maintain unhindered data
flows post-Brexit. It’s also concerned by the risk
that EU and UK data protection rules could
diverge over time when the UK has left the EU.
To avoid this scenario, the Committee urges the
Government to secure a continuing role for the
Information Commissioner’s Office on the
European Data Protection Board.”
There’s broad consensus among witnesses
that the most effective way to achieve
unhindered flows of data would be to secure
adequacy decisions from the European
Commission under Article 45 of the General
Data Protection Regulation and Article 36 of the
Police and Criminal Justice Directive, thereby
confirming that the UK’s data protection rules
would offer an equivalent standard of
protection to that available within the EU.
Surveillance Camera Commissioner launches ‘Passport to Compliance’
Tony Porter QPM LLB (pictured), the Surveillance Camera Commissioner, has launched a ‘Passport
to Compliance’ document (formerly known as an ‘Operational Requirement’ document).
When organisations are considering the procurement and installation of a surveillance camera
system, it’s crucial to be able to specify what they want the system to do, how they want it to
perform and also to ensure that it complies with all relevant regulations. Of course, how much the
system will cost to procure and operate are also key points to bear in mind.
The ‘Passport to Compliance’ places the responsibility for CCTV system development in the
hands of the organisations that operate them. It guides organisations on the stages they need to
go through when planning, installing and eventually operating surveillance camera systems. The
document should be completed for new systems or where there’s a significant change to an
existing system (for example, due to the addition of a large number of cameras).
Following the ‘Passport to Compliance’ will help organisations to meet the 12 guiding principles
set out in the Surveillance Camera Code of Practice and, while not a guarantee, other relevant
legislation such as the Data Protection Act and the Human Rights Act.
The ‘Passport to Compliance’ is aimed primarily at public space CCTV surveillance systems such
as those operated by local authorities or in large shopping centres, although in practice it can be
used for any type of surveillance camera system.
Surveillance Camera Commissioner Tony Porter commented: “I’m delighted to be able to launch
the ‘Passport to Compliance’. It enhances, updates and simplifies the widely-used Home Office
‘Operational Requirement’ document and aims to reduce technical jargon.”
6
www.risk-uk.com

News Update
“Clarification on regulatory regime
for private security industry
essential” urges BSIA
The British Security Industry Association
(BSIA) is calling for urgent clarification on the
future of the regulatory regime for the private
security industry. This follows on from the
news that a security firm is being investigated
by the Security Industry Authority (SIA) for
allegedly supplying cloned badges to
unlicensed stewards. The company in question
isn’t a BSIA member.
“The industry has faced a great deal of
uncertainty with regards to how it will be
regulated in the future,” explained James
Kelly, CEO at the BSIA (pictured). “This is an
issue that has been ongoing for many years,
despite overwhelming support from the
industry for the transition to a new ‘lighter
touch’ regulatory regime. A proposed system
of business licensing for the security business
sector received extensive backing from the
industry, the Regulator and the Government
following a consultation in 2012, but this is yet
to materialise. This has left all stakeholders
uncertain about the future regulatory
framework which would govern its operations,
as well as the cost of licensing.”
Kelly continued: “An Independent Review of
the SIA was carried out in 2016 during which
the BSIA lobbied for the reaffirmation of
business licensing in place of the current
system. The outcome of this review has been
left in situ with successive Governments for
almost a year and appears no closer to being
published in the foreseeable future.”
In addition, Kelly stated: “Incidents such as
the allegation of cloned badges being
supplied to unlicensed stewards demonstrate
the importance of clear and robust regulation
for the security industry. A business licensing
system would enable the Regulator to revoke
a business’ licence and prevent it from
operating within the industry should the firm
fail to ensure that all of its personnel are
licensed or carry out the required level of due
diligence when sub-contracting work.”
The BSIA is calling for the Government to
“urgently address” the future of the regulatory
regime for the private security industry. This
starts with the results of the Independent
Review of the SIA which, in Kelly’s opinion,
“should be published as a priority.”
Member companies of the BSIA are required
to meet the Trade Association’s stringent
eligibility criteria which serve as an assurance
that those businesses operate in full
compliance with the relevant licensing
requirements (and British and European
Standards) for the services they provide to
their end user cohort.
ASIS UK to host inaugural CSO
Centre for Leadership and
Development meeting in London
ASIS International’s Chief Security Officer
(CSO) Centre for Leadership and Development
brings together the most senior security
professionals from the largest and most
influential organisations in the world.
Now, on Wednesday 4 and Thursday 5
October, ASIS UK will host a meeting – the
first of its kind to take place in central London
– specifically aimed at tackling some of the
issues facing CSOs today, tomorrow and into
the future.
The gathering is to be informed by some
leading thinkers and practitioners in the fields
of risk, resilience and security.
Speakers/participants confirmed thus far
include Dr Jon Arthur (an expert in applied risk
reasoning systems for complex organisations),
Roddy Drummond (head of security at the
Foreign and Commonwealth Office) and
Professor Martin Gill CSyP FSyI (a leading
security academic, researcher and writer and
the director of PRCI).
Additional speakers on the schedule are Dr
Samir Puri (lecturer at Kings College London
within the Department of War Studies), Chris
Smith (global security risk director at HSBC)
and David Thorp (executive director of the
Business Continuity Institute).
The event will begin with an informal
networking reception on Wednesday 4
October and conclude with a gala dinner in the
celebrated Peers’ Dining Room in the Palace of
Westminster.
While attendance is by invitation only, any
individuals who meet (or who are close to
meeting) the eligibility criteria (see below) are
invited to contact ASIS UK’s chairman David
Clark CPP PCI PSP via e-mail at
chairman@asis.org.uk for an invitation.
Typically, CSO Centre membership is limited
to the highest-level security professionals
operational in organisations with turnovers of
$500 million (or equivalent), a company that
provides security services with at least
US$300 million (or equivalent) in gross annual
revenue, a significant Government
(local/regional/national) department or
agency, a significant not-for-profit or nonprofit
organisation or professionals currently
operational at another business, agency,
facility or organisation with distinctive and
notable global or national significance.
7
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MI5 and police in joint review of operational
procedures for counter-terror investigations
Photograph: Harry Metcalfe
Home Secretary Amber
Rudd has announced
that David Anderson
QC, the former
Independent Reviewer
of Terrorism
Legislation, will
provide independent
assurance of the
reviews that MI5 and
the National Counter-
Terrorism Policing
headquarters are
conducting following
the recent terrorist
attacks in London and
Manchester. Brian
Sims reports
The MI5 and police reviews were
commissioned by MI5’s director Andrew
Parker and Metropolitan Police Service
Commissioner Cressida Dick following the
recent attacks at London Bridge/Borough
Market and the Manchester Arena and with the
support of the National Police Chiefs’ Council.
The reviews will examine in detail what was
known and how investigative processes and
decision-making operated prior to the attacks,
and whether any further improvements can be
made to help prevent future acts of terrorism.
This work is scheduled to consider key
elements of the investigative life-cycle,
including processes for assessing incoming
intelligence and prioritising investigations
through to managing the potential risk posed
by individuals after they’re no longer subject to
investigation. It forms part of MI5 and National
Counter-Terrorism Policing’s shared
commitment to continued improvement as the
threat evolves at pace.
David Anderson QC will conclude his work by
the end of October and report the resulting
conclusions to the Home Secretary, copied to
the Prime Minister and the Intelligence and
Security Committee of Parliament.
In a joint statement, Andrew Parker and
Commissioner Cressida Dick said: “Since the
appalling terrorist attacks in London and
Manchester this year, the police and MI5 have
been working relentlessly to investigate the
events that led up to the attacks, pursue those
involved and protect members of the public.”
The statement continues: “After a major
incident, we always look at how we can further
strengthen the highly effective counterterrorism
arrangements that we’ve developed in
the UK over many years. We welcome the
independent assurance that David Anderson
will provide.”
In conclusion, the joint statement reads: “Our
organisations are deeply committed to being
the best we can be at keeping the country safe.
Our work necessarily involves difficult
prioritisation decisions and professional
judgements based on partial information.
Sadly, we cannot stop every plot, but together
with our partners we will do everything in our
power to improve our ability to identify and
disrupt those seeking to do our country harm.”
The threat posed to the UK from terrorism is
complex and ranges from lone actors carrying
out simple, but deadly attacks through to
networks plotting more co-ordinated activities.
MI5, the police service and their law
enforcement partners have together stopped 18
terrorist plots in Great Britain since mid-2013,
including five in the wake of the Westminster
attack in March this year.
At any one time, MI5 and the police service
are reported to be conducting around 500
active international counter-terrorism
investigations involving 3,000 subjects of
interest. In addition to this, there are around
20,000 individuals who’ve been ‘subjects of
interest’ in previous terrorism investigations.
Briefing in Manchester
In mid-June around 750 professionals gathered
at Manchester’s One Central Convention
Complex for a Project Griffin briefing. Attendees
emanated from a range of industry and
business sectors – including retail, hospitality,
entertainment and the travel world – in a bid to
learn how they can protect their organisations
against terrorist attacks and what to do in the
event of a major incident unfolding.
These briefings are typically administered to
groups of between 30 and 50 individuals, with
the previous largest attendance in Manchester
consisting of around 140 attendees. With this
event being delivered to more than five times
that number, it demonstrates the desire of local
businesses to keep their employees – and
members of the wider public – safe from harm
at all times.
8
www.risk-uk.com

News Analysis: Counter-Terrorism Procedural Reviews
The briefing consisted of a package devised
by the National Counter-Terrorism Security
Office (NaCTSO) and delivered by Counter-
Terrorism Security Advisors from the North
West Counter-Terrorism Unit (NWCTU).
Project Griffin is a NaCTSO initiative designed
to help protect workers, businesses and
communities from the threat of terrorism.
Launched back in 2004, the initiative builds on
existing partnerships between counterterrorism
police, the Emergency Services and
local companies, helping businesses to improve
their security posture and preparedness plans
and better protect their staff and customers.
In this day and age, companies have to guard
against a variety of potential threats ranging
from crude attacks by lone attackers inspired
by terrorist or extremist political ideologies
through to sophisticated and directed plots
requiring significant planning and resources.
Sense of perspective
Detective Chief Superintendent Scott Wilson,
the national police co-ordinator for Protect and
Prepare, said: “Project Griffin has been a vitally
important strand of our policing strategy for
more than a decade, but the recent atrocities in
Manchester and London have brought into
sharp focus the necessity for the police and our
partners in industry to work even more closely
together. I’m delighted to see that this
partnership is flourishing in the North West,
and I’m absolutely sure this is typical of the
close relationship police forces around the
country share with local businesses.”
Wilson continued: “While there’s no specific
intelligence to suggest that an attack is
imminent, the threat from terrorism is ‘Severe’
and that means an attack is highly likely. It’s
important to keep a sense of perspective,
though. Our aim is to move public thinking from
an irrational fear of terrorism to a rational
concern, whereby the nature of the current
threat is better understood and staff members
know what to do if they find themselves
involved at the scene of a terrorist incident or if
they should witness the preparations for a
future attack. This may include recognising and
reporting suspicious behaviour, dealing with a
suspect package or reacting to a firearms or
weapons attack, even though such events are,
thankfully, quite rare.”
In addition, Wilson stated: “We’ve recently
renewed our crowded places guidance to
ensure that both the public and industry have
the most up-to-date information on how to
mitigate the risk from terrorism.”
Vaughan Allen, CEO of CityCo (the city centre
management company for Manchester and
“The threat posed to the UK from terrorism is complex and
ranges from lone actors carrying out simple, but deadly
attacks to networks plotting more co-ordinated activities”
Salford), explained: “Since the tragic night of
the bombing at the Manchester Arena, CityCo
has been working with businesses to keep the
city open and help ensure that everyone
working in, living in and visiting Manchester
feels safe. It’s a sign of how seriously
businesses take the need for their staff to be as
well informed as possible that this Project
Griffin event is one of the largest-ever counterterrorism
awareness events organised in the
UK. CityCo will continue to work with our
partners at the NWCTU and the Greater
Manchester Police in the months ahead, rolling
out further training and ensuring businesses
have up-to-date and accurate advice to hand.”
Travel sector training
The travel industry is providing training for staff
working in the UK and overseas in a bid to help
keep holidaymakers safe this summer. Over
23,000 employees have attended education
sessions, which include detailed advice on how
to spot suspicious items and activities, as well
as what to do in the event of a major incident.
The programme is being run in partnership
with the NaCTSO which has created a short
presentation offering travel companies an easyto-deliver
counter-terrorism awareness product.
This covers the core counter-terrorism guidance
required by staff working in crowded places
either at home or abroad.
The product – which is funded by the Foreign
and Commonwealth Office – includes three new
films which show staff what to expect and how
to respond in the safest way possible to the
terrorist threat: ‘Identify and Respond to
Suspicious Behaviour’, ‘Identify and Deal with
Suspicious Items’ and ‘How to React to
Firearms or Weapons Attacks’.
The presentation is accompanied by a helpful
two-page leaflet which can be printed and
distributed as an aide memoire for staff and
refers to the ACT: Action Counters Terrorism
guidelines for reporting any suspicious
behaviour or items.
In addition to this industry-specific training,
holidaymakers travelling abroad this summer
are also being urged to watch a new video
designed to help keep them safe in the event of
a terrorist attack. This film is four minutes long
and outlines key actions to take if terrorists
strike. The message is ‘Run, Hide, Tell’, which
was first launched by UK police in late 2015.
David Anderson QC
Home Secretary Amber Rudd
9
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News Special: BSIA Security Personnel Awards 2017
BSIA’s national industry award winners
demonstrate high value of security personnel
The BSIA’s Security Personnel Awards are in
their nineteenth year and have been
sponsored by Camberford Law plc –
specialist insurance broker to the security
industry – since their inception. These awards
serve to recognise the talent, dedication, skill
and bravery exhibited by security personnel in
their roles each and every day.
This year, there was a special commendation,
runner-up and overall winner for each of the
five categories: Outstanding Act, Best
Newcomer, Best Use of Technology, Service to
the Customer and Best Team.
Discussing the value of the Security
Personnel Awards, James Kelly (CEO at the
BSIA) explained: “The past year has been
extremely testing for the United Kingdom, with
numerous terror events shocking the nation. In
times like these, it’s important to recognise the
true value of security personnel who are often
the first responders during emergency
situations and play a vital role in keeping our
country safe. This year’s winners are a perfect
testament to the truly high calibre of personnel
we have working within our industry.”
Kelly went on to add: “We received a high
number of fantastic nominations this year,
making the judging process a particularly tough
one. This year’s winners should be extremely
proud of their achievements.”
This year’s Keynote Speaker was renowned
publisher, writer and broadcaster Andrew Neil,
who entertained attendees with fascinating
observations about the political climate in the
UK, Europe and the United States.
Talking about the company’s long-standing
support of the Security Personnel Awards,
David Ottewill (managing director at
Camberford Law plc) commented: “Camberford
Law plc is delighted to be involved in
sponsoring the BSIA’s Security Personnel
Awards 2017. We applaud and encourage the
promotion of professionalism within the
industry and also the hard work and dedication
required by the award entrants to achieve their
accolades. We’ve been insuring security
companies for over 30 years now. All-too-often,
though, the diligent work of security companies
and their constituent individuals is overlooked,
despite the fact that these businesses and
individuals play such a crucial role in today’s
public life. We feel it’s only fair to recognise the
outstanding achievers in this field.”
The British Security Industry Association (BSIA) has
announced the national winners of its 2017 Security
Personnel Awards. The award presentations took place on
Wednesday 12 July at the Trade Association’s Annual
Luncheon, held at The Grand Connaught Rooms near
London’s Covent Garden. Brian Sims reports
The overall winners, runners-up and special
commendations in 2017 are as follows:
Outstanding Act
• Overall Winner: Megin Dorrian – The
Westgrove Group
• Runner-Up: John Atkins – Vision Security
Group (VSG)
• Special Commendation: Charles Stewart –
SecuriGroup Services
Best Newcomer
• Overall Winner: Simon Searle – Vision
Security Group (VSG)
• Runner-Up: Erin Jackson – SecuriGroup
Services
• Special Commendation: John Moore –
Robinson Services
Best Use of Technology
• Overall Winner: Andrew Horner – Kings
Security Systems
• Runner-Up: Steven McKenzie – SecuriGroup
Services
• Special Commendation: Jason Thomas – The
Westgrove Group
Keynote Speaker Andrew Neil
(above) addresses the BSIA’s
members and guests at The
Grand Connaught Rooms in
central London
11
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News Special: BSIA Security Personnel Awards 2017
Tom Lewis (above, left) of The
Westgrove Group and the
BSIA’s CEO James Kelly
BSIA Chairman Dirk Wilson
The BSIA Chairman’s Award
presented to Tim Geddes
Service to the Customer
• Overall Winner: Tom Lewis – The Westgrove
Group
• Runner-Up: Winston Cooper – Mitie Total
Security Management
• Special Commendation: Phillip Hillman –
Mitie Total Security Management
Best Team
• Overall Winner: Union Square Security Team –
Vision Security Group (VSG)
• Runner-Up: North Bristol NHS Trust
Southmead Hospital Security Team – OCS
Group UK
• Special Commendation: JLL Bridgewater Place
Security Team – Vision Security Group (VSG)
BSIA Chairman’s Awards
Some of the security industry’s most influential
practitioners were duly presented with
prestigious BSIA Chairman’s Awards in
recognition of the significant contributions
they’ve made to the ongoing success of the
UK’s private security industry.
The awards were personally selected by the
BSIA’s chairman, Dirk Wilson, and serve to
recognise significant or life-long contributions
in five different categories: Contribution to
Standards, Contribution to the Community,
Contribution to the Industry, Contribution to
Training and Contribution to Exporting.
Again, this year’s award winners were
presented with their accolades at the Trade
Association’s Annual Luncheon. Speaking
ahead of the presentations, Dirk Wilson
commented: “It’s a huge pleasure to formally
recognise the contributions of this year’s
winners, all of whom have made a lasting
impression on the security sector through their
dedication, commitment and passion.”
The Chairman’s Award for Contribution to
Standards was presented to Tim Geddes.
Geddes has been described as one of the
‘founding fathers’ of the electronic security
industry and has helped to shape the industry
we have today over the course of more than
four decades. He was involved in the days of
NACOSS, liaising with the police service to
regulate and reduce the number of false alarms
from which the early systems suffered.
The Chairman’s Award for Contribution to the
Community was presented to David Cain and
Fiona Noble of Sword Security (Northern
Ireland). Cain and Noble have both been an
“This year’s winners of the BSIA’s Security Personnel
Awards are a perfect testament to the truly high calibre of
personnel we have working within our industry”
active and consistent presence in the local
communities in which the business operates.
They’ve sponsored local sports teams for many
years and have also arranged regular
fundraising activities on behalf of charities such
as the Northern Ireland Children’s Hospice, the
Girls Brigade, Macmillan Cancer Charities and
Action Cancer (to name but a few).
The Association chose to honour the late
Mike Tennent, one of the industry’s finest and
most influential individuals, with the
prestigious Chairman’s Award for Contribution
to the Industry. Tennent founded Tavcom
Training back in 1994 and built the business to
become the leader in security systems training
in the UK and a major provider in other nations
across Africa, the Middle East and beyond.
Tavcom’s growth was never at the expense of
quality as Tennent insisted on the very highest
standards. He played a pivotal role in the
professionalisation of an industry wherein
many aspects of regulation, licensing and
training were once minimal or non-existent.
Tennent was a true Gentleman and is very
much missed by his many friends and
colleagues right across the security industry.
Lucie Banham of the Banham Group was
deservedly presented with the Chairman’s
Award for Contribution to Training. This award
is particularly special as it serves to recognise
those who’ve made significant contributions
towards equipping the industry with the skills
and knowledge required for it to develop.
Banham received the 2017 award for her
involvement in the establishment of The
Banham Academy, which offers traineeship and
apprenticeship schemes for those individuals
looking to develop a career in the security and
emergency systems industry.
Lucie Banham has shown staunch support for
apprenticeships in general and, more
specifically, how an apprenticeship in the
security industry is a fantastic career prospect
with plenty of opportunity for progression.
Last, but not least, the Chairman’s Award for
Contribution to Exporting was presented to GJD
Manufacturing, a specialist in the design,
manufacture and supply of professional
external detector equipment.
The company’s products range from CCTV
and lighting controllers through to white light
and infrared LED illuminators used in the
intruder surveillance industry.
Highly regarded within the UK’s security
industry and, indeed, throughout a wide range
of international markets, the company has built
an impressive network of trusted distributors
worldwide and is a regular exhibitor at the
industry’s key trade shows around the globe.
12
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ISO 22316: Preparing for Brexit
The long-awaited ISO
22316:2017 Security
and Resilience –
Organisational
Resilience – Principles
and Attributes has
arrived. At first read it
doesn’t seem to offer
much – a long title,
but just ten pages of
what might be
construed as rather
dry and heavilyengineered
clauses.
Surely, there must be
value in there if only it
can be unlocked? John
Robinson decided to
apply his own test
that’s perhaps a little
‘off-piste’ as far as
conventional reviews
go, but relevant for
many: Brexit
John Robinson MSc CEng FBCI:
Managing Director of INONI
14
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Brexit isn’t just there to be ‘enjoyed’ by us
British. Rather, it’s an international
phenomenon. Set aside your personal
views and think about it neutrally from the
perspective of your organisation. Whether
you’re based in Manchester, Milan or
Melbourne, whether you represent a charity, a
public body or a plc, there’s a good chance
Brexit may affect what it is you do as a
practising professional and, if ISO 22316 can
help you deal with this, so much the better.
Brexit represents a systemic, multi-faceted,
enduring, changing and complex risk. It carries
the possibility of both losses and opportunities
that may be linked and, circumstantially, felt
differently by each of us at different times. It’s a
moving feast or famine and business resilience
seems to be a necessary stabilising quality if
we’re to complete the ‘exit’ journey acceptably.
The approach adopted here is to work
through the International Standard, interpreting
the guidance it offers with Brexit as the subject.
What follows is modestly informed opinion and
will undoubtedly not apply for all, but reflects a
personal search for value in the widest sense.
By their very nature standards are generic
and require interpretation for the context in
which they’re applied. You simply cannot pick
one up and expect to extract an instant list of
tasks that must be performed in order for
compliance. Instead, you must work at it (or
maybe ask a specialist to do it for you).
ISO 22316 begins by explaining what it
means to be resilient. In short, this amounts to
preserving the delivery of strategic objectives
by anticipating and responding, absorbing
shock and adapting to change. It states that
there’s no absolute measure of resilience or a
definitive goal, but that it’s possible to become
more (or less) resilient. We cannot sensibly
expect to compare between organisations as
we all have different resilience appetites, but
this truism doesn’t prevent us from creating
internal Key Performance Indicators as a basis
for improvement or convergence.
Further, ISO 22316 states that resilience is
brought about by the interaction of certain
organisational attributes and activities and the
application of specific expertise. It points out
that these interactions are then shaped by how
we handle uncertainty, decision-making and
behaviour. This suggests that, once we know
what drives our individual resilience condition,
we should then be able to measure, manage
and improve upon it.
Most of the ISO document’s substance lies in
three main sections. Section 4: Principles is a
distillation, possibly acting as an aide-memoire,
whereas the Attributes section defines more
granular resilience indicators. Evaluation then
provides a form of closed-loop control that
keeps your resilience strategy aligned with
organisational needs. The remainder of this
discourse focuses on applying the Attributes.
Clarity of purpose
In this first of nine Attributes, ISO outlines that
organisations clearly setting out their position
and communicating it effectively are more likely
to be resilient. This reflects the form of
guidance used throughout and that resilience
drivers will vary between organisations.
Attribute structure is also broadly consistent,
wherein each Attribute has a headline directive
statement followed by a list of capabilities that
should be enhanced and demonstrated and a
list of activities that facilitate the capabilities,
requiring prioritisation and resourcing.
In this case, the ‘Clarity of purpose’ Attribute
implies that we need all our resilience-related
goals to be aligned, promoting synergy and
reducing conflict and making the initiative roll
smoothly. It implies that we should design a
strategy that takes us safely through Brexit
without compromising the business, make sure
the strategy is adopted by the Board,
communicate it internally and externally where
appropriate, deliver the strategy while
maximising resilience value for the organisation
and repeat, monitor, adapt and improve.
Note that the final continuous improvement
point applies for all attributes and isn’t
repeated hereafter. It ensures the system is
optimised against organisational goals, in this
case for Brexit. One would expect it to be
applied fairly frequently to deal with the rapid
rate of change.
This Attribute provides overall stability and
directional control. However, it begs the
practical question: “How do we select the right
strategy and what are its constituent parts?”
As previously explained, this is unique for
you. However, there are clues elsewhere and
we’ll come to them in due course.
Understanding context
ISO 22316 suggests that organisations who
understand their context are more likely to be
resilient. Context is a term that doesn’t appear
in the terminology listings, but in simplifying

Opinion: ISO 22316 Security and Organisational Resilience (Part One)
the term it can be taken to mean ‘everything
relevant to us’. It includes all direct and indirect
external parties and internal organisational
components, in addition to all of the ways in
which they interrelate.
Understanding context provides a basis for
us to explain and anticipate the effects of
change, and this is clearly valuable for Brexit as
we want to know what might happen. It’s our
very own crystal ball.
Influencing context implies shaping our
environment internally, but also persuading
third parties to align with our strategy,
modifying agreements and lobbying decisionmakers.
It represents a powerful destinyshaping
force and is something to which we
might aspire.
Steps we may take include developing a
detailed context model for the organisation,
thinking big and looking beyond the immediate
(up and downstream and including a focus on
competitors), factoring-in all relevant ‘climates’
such as operational, commercial, socio-political
and economic, mapping all the potential Brexitrelated
sources of vulnerability, concentration
and change and both identifying and
strengthening relationships and entities that
support the strategy.
For me, the idea of a contextual map is the
beating heart of resilience management.
Effective leadership
This Attribute implies that resilience will be
enhanced by delegation and empowerment
during periods of uncertainty and disruption. I
would interpret this as instruction to carefully
select and appoint a Brexit programme owner
with a targeted brief and delegated authority.
It implies that the nominated individual
should be prepared to embrace and leverage
the change, address problems and seize
opportunities, be ready to identify and promote
Brexit-compatible practices, be technically
adept, adaptable, innovative and empowered to
make tactical and strategic decisions.
ISO 22316 seems to be saying: ‘Build a team
with an executive leader with the experience to
understand our unique position and resulting
Brexit challenge, and whom the Board trusts
enough to wield delegated authority when
unplanned-for changes demand a fast
response.’ Again, this will not apply for all
businesses, but seems appropriate for those
who perceive a major threat.
Creating a resilient culture
A strong culture implies a close-knit
organisation whose members share consistent
and ingrained values and beliefs. A weak or
dilute culture suggests variance, fragmentation,
uncertainty, fragility and diluted resilience. It
follows that those with a strong culture are
more likely to be resilient.
This applies for Brexit due to its multi-faceted
profile and its strong political, economic, social
and emotional implications for individuals both
within and outside of the workplace. It implies
that we might enhance our cultural resilience
by finding out what drives employees’ attitudes
to Brexit and whether views are shared,
determining if people will broadly resist or
support the strategy, deciding how to position,
promote and deliver the strategy while building
support, encouraging people to innovate,
improve and back the strategy and empowering
them to identify and communicate Brexitrelated
threats and opportunities.
Culture is a slow-moving beast. It has inertia
and naturally resists any wholesale change of
mindset, implying that a resilient culture will
not be created overnight, either in the general
sense or, indeed, for Brexit. It also means that,
in the short term, we may need to work with
what we have and search for supportive
influences that might already be present,
adding only culturally-compatible new ideas.
In the UK, Brexit has already caused divisions
along unexpected lines between friends,
businesses and even within families, with many
still holding opposing views. With so great a
divide, there seems little chance of imposing a
Brexit position on a workforce. Indeed, it would
be ill-advised to even consider doing so.
*Next month: Attribute 5
(Shared information and
knowledge), Attribute 6
(Availability of resources),
Attribute 7 (Development and
co-ordination of management
disciplines), Attribute 8
(Supporting continual
improvement) and Attribute 9
(Ability to anticipate and
manage change) in focus
“Brexit represents a systemic, multi-faceted, enduring,
changing and complex risk. It carries the possibility of both
losses and opportunities that may be linked”
15
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All Things Being Equal
recommends that the proportion of females
present on FTSE 350 companies’ Boards of
Directors should reach 33% by 2020.
It’s not just the security industry that has
work to do in this area, either. According to
UCATT, women make up only 11% of the
construction workforce and just 1% of workers
on site, while the Office for National Statistics
has stated that the number of females working
as roofers, bricklayers and glaziers is so low as
to be unmeasurable.
Similarly, the latest figures issued from the
2016 Women in IT Scorecard research –
published by the BCS (The Chartered Institute
for IT) and The Tech Partnership – show that
females account for just 17% of IT
professionals. It’s a figure that has remained
essentially unchanged over the three years the
report has been made available.
Amid the wider
requirement for
gender diversity in the
workplace, the
number of females
resident within the
security industry
remains
disconcertingly low.
Peter Webster
examines why there’s
such a gender
imbalance and
outlines what can be
done to make security
a more attractive
career choice for
women
According to the British Security Industry
Association (BSIA), an estimated 352,000
individuals are presently employed by the
UK’s security industry, yet research conducted
by the Security Industry Authority (SIA) in 2015,
which looked at gender and other protected
characteristics, revealed that only 9% of SIA
licence holders are female. Although there are
indeed a number of women occupying highprofile
roles within the industry, it remains the
case that security is still very much a maledominated
domain.
There’s little doubt that the industry has an
image problem. Just ask a member of the public
to describe a security professional and the
chances are that one of the first words
mentioned will be ‘male’. The national media
has to take its share of the blame here, with
security officers on TV traditionally portrayed
as men who are often lazy, overweight and
‘jobsworth’ when it comes to their attitude.
However, the blame for the current gender
disparity cannot be foisted upon the media
alone. It’s also still a general assumption that
the security sector is misogynistic in nature,
which is something that’s enough to dissuade
many women from joining the ranks.
Achieving greater gender diversity in the
workplace is a massive problem in general,
even at the highest levels of management. The
Cranfield University School of Management
Report found that, in 2016, the number of
women with places on the top Boards of FTSE
100 companies stood at 26%. This report
Business benefits
There’s plenty of research available to suggest
that gender diversity is crucial for innovation
and growth in a given business sector. For
example, the Harvard Business Review reported
that leaders who give diverse voices equal
airtime are nearly twice as likely as others to
unleash value-driving insights, while those
employees working in a ‘speak up’ culture are
over three times as likely to contribute their full
innovative potential to the host business. In
addition, customers can see the benefits of a
more gender-balanced workforce.
Going forward, if the security industry is to
reach its full potential then, put simply, it needs
the skills and mindsets of both men and women
in order to do so.
There’s already a severe skills shortage
across the sector. Failing to attract enough
candidates from the 50% of the UK workforce
who are female can only add to this and will
seriously hamper growth. The problem was
highlighted earlier this year, in fact, when the
Sunderland Echo reported that Peterlee-based
Steadfast Security had been advertising for
female officers for months, but applicants were
proving impossible to find.
Various initiatives have been kick-started to
redress the balance, among them the Women’s
Security Society, which aims to create an
inspirational networking forum for females
operating in the industry. Frankly, anything that
helps to attract women into the security
industry and address the negative perceptions
of it should be welcomed.
16
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Opinion: Security’s VERTEX Voice
All that said, it’s dangerous to fall into the
trap of gender stereotyping and positive
discrimination. To put it bluntly, statements
about ‘what women bring to the workplace’ are
potentially damaging both to the cause itself
and to its desired effect. If we are to have a
truly inclusive and equal industry, women will
demonstrate their strengths through their
achievements. The more female role models
there are then so much the better.
Awareness is key to addressing the problem.
Visits to schools, student visits to facilities,
mentoring, work placements and campaigns
designed to drive interest in the sector would
all help to attract more women into the security
workforce. Trade shows should invite more
high-profile female guest speakers to educate
the industry on how they’ve achieved their
success and the benefits businesses can
receive by dint of more gender diversity.
Theory of evolution
Particularly so when it comes to security
guarding, security companies have often had to
consider the physical attributes of an employee
and their ability to ‘stand their ground’ in some
challenging situations. There’s little point in
pretending otherwise: security guarding isn’t a
glamour profession.
Combined with the inherent risks involved in
this type of work, front line security officers
who are not prepared to work hard, put up with
long and often anti-social hours – including
working at weekends – and travel to and from
work at odd times of the night will soon realise
that it’s not for them.
The security industry is constantly evolving,
though, and besides the aforementioned front
line roles, the influx of technology in all aspects
of security is creating new opportunities.
Security is becoming so much more than just
having a physical presence, with technology
including electronic surveillance and access
control making traditional guarding functions
less dominant. However, technology cannot
replace the need for human beings to interface
with one another, which is precisely why, in
modern security, good communication skills
and high levels of emotional intelligence are
required from professionals of both genders.
Emotional intelligence
Since 1990, Peter Salovey and John Mayer have
been the leading researchers on the subject of
emotional intelligence.
Salovey and Mayer define it as the sub-set of
social intelligence that involves the ability to
monitor one’s own and others’ feelings and
emotions, to discriminate among them and to
use this information for guiding one’s thinking
and actions.
While many males have excellent levels of
emotional intelligence, women have been found
to be especially good at identifying, assessing
and controlling situations, often diffusing
particularly volatile epidodes through tone of
voice and body language. Since men and
women tend to think and solve problems
differently, the combined gender talent pool
can be amazing.
A family affair
Modern family life is changing just as rapidly as
working life and accommodating this work/life
balance is something that companies have to
consider. Although the nature of security work
itself might appeal to women, there’s no
escaping the fact that much of it takes place
outside of the 9.00 am to 5.00 pm parameter.
That often makes retaining staff difficult. This is
particularly evident in people of both genders
who have young families and find arranging
childcare a problem because their partners
might also be at work.
Work patterns also need to be more flexible.
The sector must adopt a unified approach to
the issue before the available talent dwindles
still further. There’s a strong argument to
suggest that, if security companies were able to
offer regular hours, then they would be much
closer to having a balanced workforce than they
do at present.
Unfortunately, and as stated, anti-social
hours are an inherent part of the job. Indeed,
it’s an aspect of the role that’s unlikely to ever
change (unless, that is, security companies are
prepared to look seriously at how they can
provide more flexible working hours).
The shortfall in female recruitment takes
place at a time when the sector itself is in
strong growth. This means that opportunities
for employers and employees alike are being
missed. The figures speak for themselves,
though, and the industry needs to take
ownership by attracting female talent.
Although the barriers to gender equality in
the workplace are slowly beginning to change,
it’s fair to state that there’s much more work
still to be done here. True balance can only be
built if the people in leadership positions
understand the many benefits that a diverse
workforce can bring to their operations.
Peter Webster: Chief Executive
of Corps Security
*The author of Risk UK’s regular
column Security’s VERTEX Voice is
Peter Webster, CEO of Corps
Security. This is the space where
Peter examines current and often
key-critical issues directly
affecting the security industry. The
thoughts and opinions expressed
here are intended to generate
debate among practitioners within
the professional security and risk
management sectors. Whether you
agree or disagree with the views
outlined, or would like to make
comment, do let us know (e-mail:
pwebster@corpssecurity.co.uk or
brian.sims@risk-uk.com)
“Various initiatives have been kick-started, among them
the Women’s Security Society, which aims to create an
inspirational networking forum for females in the industry”
17
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BSIA Briefing
Security personnel operating in the retail
sector are not only a vital form of
protection against criminals, but also very
often the first impression portrayed of a store’s
brand. That being so, it’s critical that security
personnel are well-trained, professional and
presentable to ensure that losses are reduced
and brand integrity constantly maintained.
In the UK, private security personnel are
regulated by the Security Industry Authority
(SIA), an independent body reporting to the
Home Secretary under the Terms and
Conditions of the Private Security Industry Act
2001. The SIA issues licences to private security
personnel who operate in the spheres of
security guarding, door supervision, close
protection, Cash and Valuables in Transit,
Public Space Surveillance (CCTV), key holding
and vehicle immobilisation. This ensures that
those operating within the private security
industry are ‘fit and proper’ and have
undertaken the necessary training and
achieved the required qualifications to do so.
However, the current regulatory ambit
doesn’t extend to the in-house security sector.
In practice, this means that many retailers in
the UK could be employing their own security
staff who are not subject to the same licensing,
training or qualification requirements as those
employed by a private security company.
Within the pages of the security Regulator’s
In-House Licensing Review Outcome Report
(published in May 2009), the recommendation
is that: ‘There is no clearly defined or
substantiated risk to public protection to be
addressed and so we are unable, at this time,
to make a case which would justify extending
the SIA’s remit to include the licensing of inhouse
security officers.’
Despite this, the report does acknowledge
that there are two sides to the debate. First, the
private security industry has long maintained
that in-house security guarding should be
subject to the same legislative and regulatory
conditions to ensure there’s a level playing
field. It has also been argued by the industry
that, if the in-house sector was regulated, then
a significant number of individuals would be
unable to obtain an SIA licence.
Furthermore, the in-house sector is subject to
some form of regulation in other countries,
among them the Republic of Ireland and France.
Although many organisations employing inhouse
security staff will have their own robust
policies and procedures in place for the
recruitment and training of security staff, it
cannot be guaranteed that all are trained to the
necessary level since there’s no legislative or
regulatory requirement for them to be so.
Showing Respect:
Conducting Security Searches
According to the 2016 Retail Crime Survey published in
February by the British Retail Consortium, the cost of crime in
the retail sector has continued to rise. As the first line of
defence within many retail environments, security personnel
have a key role to play in the fight against criminality. Here,
James Kelly discusses how using high quality, professional
security personnel can help to reduce both the financial and
reputational impacts of crime for today’s businesses
Respecting the individual
Recently, the British Security Industry
Association (BSIA) was asked to comment on
the experience of a supermarket customer who
had been stopped and searched in front of a
crowd of other shoppers 1 . The experience left
the woman involved feeling humiliated. The
female concerned was also of the belief that
she had been racially profiled.
While retailers are perfectly within their
rights to stop and question customers they
suspect may be attempting to steal from their
premises, they absolutely must have proper
grounds for doing so, while any searches
should be carried out with respect.
To this end, the BSIA has published a Code of
Practice for Security Searches 2 specifically for
companies that offer a search service to
customers (and would, in appropriate cases, be
subject to the provisions of the Private Security
Industry Act 2001), as well as businesses that
directly employ in-house security staff. The
James Kelly: CEO of the British
Security Industry Association
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BSIA Briefing
References
1 https://www.theguardian.
com/money/2017/jun/18/
high-street-security-guardsshoppers-theft
2 https://www.bsia.co.uk/
Portals/4/Publications/231-
security-searches-cop.pdf
Code outlines good practice recommendations
for the conducting of searches by personnel
employed to ensure the security and safety of
property and individuals alike.
First, consent to search is always required,
except in those circumstances where statutes
or regulations provide otherwise. There are
serious implications for any person or company
enforcing a search without explicit consent.
Second, those people being searched may
consider the search to be invasive. It’s therefore
important that the searcher understands and
respects the person concerned and operates in
a manner that reduces the impact of that
search. In particular, searchers should avoid
discrimination and show respect for privacy,
cultural differences and religious sensitivities.
As part of this, there should be a definition,
which is understood by all parties, of the object
of the search and a clear definition of when the
search is complete or has been carried out to a
sufficient degree of thoroughness.
Other factors that require to be considered to
ensure that respect is given at all times include
precautions about additional needs such as
medical conditions or disabilities, advising
individuals of their rights, confirming that
individuals fully understand the search process,
distance from other persons and the
information that’s afforded to individuals
following the search.
There should be procedures in place that
clearly define the principles under which an
individual is searched and they shouldn’t be
discriminatory. Such criteria might include
whether all individuals carrying bags are
searched, whether individuals are randomly
selected to be searched (preferably where the
decision-making isn’t controlled by the
searcher) or the search of individuals where
there’s suspicion (such as the activation of an
Electronic Article Surveillance system).
In terms of the case featured in The Guardian,
it would appear that many of the good practice
recommendations outlined in the BSIA’s Code
of Practice hadn’t been followed. It’s an episode
that may well have exerted a negative impact
on the supermarket’s brand and reputation.
Maintaining reputation
The private security industry has built a solid
and trusted reputation that’s favourable among
“Consent to search is always required, except in those
circumstances when statutes or regulations provide
otherwise. There are serious implications for any person or
company enforcing a search without explicit consent”
Government, the police service and the general
public, largely down to the very high standards
maintained by the industry. Since the Private
Security Industry Act 2001 was passed, the
industry and the personnel working on the front
line have upheld the image of a business sector
that’s professional, whose staff are well-trained
and which is, in broad terms, an essential
component of public safety in today’s world.
However, it may be argued that experiences
like the one reported in The Guardian can have
a negative impact on the reputation of the
private security industry, as it’s unlikely that the
general public will distinguish between a
licensed security officer and an in-house one
during any interaction they might have with
them. Therefore, a bad experience with an inhouse
security officer has the potential to cloud
a member of the general public’s perception of
licensed security personnel.
Given the increasingly important role that the
private security industry plays in protecting
people and assets, maintaining the industry’s
reputation is essential. To this end, the BSIA
has been lobbying for the inclusion of the inhouse
sector in the regulatory regime for many
years now. Indeed, this was one of the
Association’s positions during the 2016
Independent Review of the SIA. It’s hoped that
this position – along with the reaffirmation of
business licensing in place of the current
system and greater recognition of the industry’s
vital role in protecting the public – will be
recognised in the final report when published.
Sourcing a supplier
Members of the BSIA’s Security Guarding
Section must comply with the Association’s
stringent eligibility criteria which is an
assurance that they’re reputable service
suppliers. This includes demonstrating that a
given company is financially sound, that its
directors are of good repute and that the
company possesses ISO 9001 certification
(accredited by a UKAS certification body).
In addition to this, members of the BSIA’s
Security Guarding Section must also meet the
Section-specific criteria which include ensuring
that all employees are security screened to BS
7858 Security Screening of Individuals
Employed in a Security Environment and
conforming to the latest version of BS 7499
Code of Practice for Static Site Guarding and
Mobile Patrol Services.
For retailers employing their own in-house
security staff who may be required to conduct
on-premise searches of individuals, the BSIA’s
Code of Practice for Security Searches can be
downloaded free from www.bsia.co.uk
20
www.risk-uk.com

The New Camera Line Mx6 Creates More Possibilities.
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More Intelligence Is on the Way
The new Mx6 6MP camera system from MOBOTIX offers increased performance.
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MOBOTIX AG • Langmeil, Germany • www.mobotix.com

Physical and IT Security
Convergence: Are We There Yet?
Although historically
distinct, physical
security and
information security
have grown closer in
recent times as a
direct result of the
integration of IPenabled
devices
within traditionally
closed and isolated
security systems.
Where are we now,
then, on the road to
genuine convergence?
Damien Pezza
investigates
Damien Pezza MSc FIHEDN
FINHESJ: Security Consultant
at CornerStone GRG
Over recent decades, the increasing
visibility and resourcefulness of cyber
threat actors and the Internet of Things
(IoT) have combined to revolutionise the
security sector. Gartner recently forecasted that
8.4 billion connected ‘things’ would be in use at
the global level in 2017, representing an
increase of nearly a third from 2016, and also
predicted that the number of devices would
reach 20.4 billion by 2020, with a rise in the
share of ‘cross-industry business devices’ such
as HVAC and physical security systems.
For their part, video surveillance, access
control, perimeter detection and alarm systems
have become increasingly dependent on
network electronics. Security systems are
therefore exposed to a variety of cyber threats,
necessitating that cyber protection is now as
relevant to the security industry as it is for lowend
and domestic ‘smart’ devices. This has
prompted the need for holistic approaches
towards security and risk management that
emphasise formal co-operation between
previously separate security functions. In
industry parlance, this is ‘Convergence’.
The interdependence of IT, physical and
operational technology systems can bring
concrete advantages to public and private
sector organisations that wish to secure their
assets. The same applies for convergence.
Theoretically, the latter enables fast and
informed responses to all types of threats,
while bridging gaps between IT and Security
Departments by merging them into a
centralised risk management unit or otherwise
creating overarching supervisory structures –
thus improving organisational efficiency and
eliminating both the vulnerabilities and
inefficiencies of managing security and risks
across silos.
In such a converged risk management
framework, cyber security plays an essential
role in securing an organisation’s infrastructure
and operations. In tandem, physical security
measures ensure the integrity of its network
and information assets.
Problematic endeavour
However, convergence is far easier and safer to
achieve in theory than is the case in practice.
Integrating an increasing number of devices
into corporate networks presents a significant
security risk to organisations. It has enabled
external or ‘insider’ threats not only to impair
security systems, supervisory control and data
acquisition platforms or critical infrastructure
through the Internet, but also to infiltrate or
attack an organisation’s network by targeting
IP-enabled equipment (such as cameras) or
devices owned by employees themselves.
Calls for greater convergence have naturally
met with internal and organisational obstacles,
as the setting out of such a massive project
entails considerable resources and involves
numerous departments. A study on Cyber
Security and the Internet of Things published
by EY in 2015 indicated that only 6% of all
surveyed organisations claimed to have a
robust incident response programme in place
that includes third parties and that’s integrated
with broader threat and vulnerability
management functions.
Even if successful in appearance,
convergence at the structural level doesn’t
necessarily solve underlying gaps and tensions
within an organisation. A survey conducted by
The Ponemon Institute in 2015 highlighted
significant rifts in cyber security knowledge
between decision-makers and IT security
professionals. It revealed that cyber security
has only begun to have an impact on the
agenda of decision-makers in recent years, and
that most IT professionals think their Board of
Directors isn’t properly informed about every
threat the organisation is facing.
Hybrid environment
Threat actors operate in a hybrid environment
where the boundaries between virtual and
physical threats are blurred. It’s now more
important than ever for public and private
sector organisations to implement holistic
security strategies that address additional
challenges stemming from convergence itself.
As long as the physical and cyber domains are
treated as segregated, there’s very little hope of
securing either of them.
Convergence isn’t only about form, but also
about function. Organisations should
encourage internal co-operation, co-ordination
and training, not only by ‘changing the
organisation chart’ and creating overarching
risk management structures, but also by
bridging gaps between security practitioners, IT
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Convergence of Physical and IT Security
specialists and senior executives. Knowledge of
cyber threats is currently insufficient within
company leaderships and, indeed, among non-
IT professionals in most organisations. IT and
physical security practitioners can potentially
hold competing and partial views as to what
motivates threat actors and how they operate in
a hybrid environment.
Physical security managers need to
understand the criticality of their business’
information and electronic assets, as well as
the nature and potential consequences of a
successful cyber attack on the company’s
operations. Successful attacks on Data Centres
or networks could result in the partial or total
disruption of a company’s critical infrastructure.
Physical security managers must also
understand the criticality of all IP-enabled
devices (from cameras, recorders and badge
readers to loudspeakers) and move to ensure
their proper protection and isolation in cooperation
with IT security professionals.
At the same time, IT security managers must
understand the physical attack vectors to which
their equipment and hardware may be exposed.
Threat actors are now able to compromise
electronic and information assets by infiltrating
an organisation’s premises, bugging
unprotected IP devices (such as security
equipment or HVAC systems) on-site, stealing
employees’ badges or electronic devices or
setting up fake Wi-Fi networks in the vicinity of
a given companies’ premises.
Wider risk framework
IT professionals need to comprehend to what
extent cyber security must be embedded within
a wider risk management framework and assist
corporate-level and security managers in order
to inform decisions that take into account the
growing threats posed by the ‘cybersphere’ and
the IoT to a company’s assets.
Where convergence isn’t a possibility at the
structural level, IT and Physical Security
Departments should nonetheless be aligned,
allowing Chief Information Security Officers
(CISOs), Chief Security Officers (CSOs) and
Chief Operations Officers to share overlapping
goals and targets. Last year, for instance,
Barclays merged the functions of CSO and CISO
in an attempt to redefine the company’s
approach to security and provide overall
resilience against all kinds of threats by
building group-wide investigations ably
supported by joint Operations Centres.
Implementing such organisational and
structural changes can prove complex.
Ensuring that all stakeholders and employees
are on the same page entails considerable
resources: time, money, people, technology and
processes. The use of independent security
consultancies and their expertise might well
help organisations in optimising their transition
towards a fully-converged security apparatus by
bridging the gap between convergence at the
strategic and operational levels. This allows
companies to adopt an holistic view of security
in which security equipment, Physical Security
Information Management software and
organisational dynamics are interdependent.
It must be borne in mind that encouraging
co-operation at the organisational level alone
isn’t sufficient to achieve convergence in the
current security context. Incidents have
continuously highlighted the now global
character of security threats and their
mitigation. The multiplication of IP-based
security systems at the global level has
transformed each single device – ranging from
security systems to coffee machines – into a
potential attack vector against third parties that
are not related in any way to said devices.
It’s also essential to think beyond the
individual business and seek to encourage a
culture of communication and co-ordination not
only within organisations, but also between
them. As was highlighted in an excellent White
Paper published only last November by The
Economist: “Every organisation is more secure
when all are more secure.”
“In such a converged risk management framework, cyber
security plays an essential role in securing an
organisation’s infrastructure and operations”
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State of Mind: Developing ‘Risk Culture’
intelligence. Risk professionals often deal with
culture as if it can be controlled and managed
rather than recognising its evolving and
complex character. Disciplines such as
psychology and organisational development
which bring methodologies for working with
organisational cultures remain little explored.
When organisations attempt to change their
risk culture, they often delegate that objective
to risk professionals: individuals ‘siloed’ in their
functional discipline and who perhaps lack
broader operational leadership experience.
Alternatively, this task is delegated to Human
Resources professionals who may not
understand financial risk, for example.
Risk culture needs the support of leadership
across the whole business to change
effectively. A series of high-profile fines and
failures in the finance world over the last
decade show that approaches based on
conventional risk processes have little impact.
During the last few
years, we’ve moved
from thinking about
risk as a technical
issue to
understanding that,
once the technical
basics are covered,
it’s primarily one of
culture. What kind of
risk culture prevails in
your organisation?
How does it influence
risk management?
How might you
transform your risk
culture such that it’s
then a key asset in
managing risk? Alex
Poppleton addresses
these core questions
The 2008 financial crisis was underpinned
by ineffective and entrenched risk cultures
in investment banks. Following the crash,
financial regulators began asking for evidence
of how institutions were changing their ‘risk
culture’ and, in the time since, the idea that
‘risk culture’ is a critical aspect of managing
risk has steadily gained currency.
Dr John Kotter, founder of Kotter International
and Emeritus Harvard Professor of Leadership,
has spent decades studying the factors that can
derail even the best-laid of business plans.
Kotter’s research demonstrates that 70% of
transformation efforts still fail to meet the
expectations that were laid out when those
efforts began. Kotter has observed that the
human factors critical to effective change can
become lost in the simplicity of a ‘formula’.
Despite this history, the idea that you can
transform culture primarily through a predetermined
process or project plan has
pervaded our organisational life. However, a
key challenge for today’s risk management
professionals is that they often don’t have
experience of the leadership capabilities
needed to change the culture of their business.
Typically, risk has been understood primarily
through systems and processes, creating a
tendency to value numeracy over emotional
Complex and nuanced
Dr Kotter’s work demonstrates that only 5% of
organisations fully succeed or exceed their
transformational intentions. Culture change is
critical to that success. Risk culture isn’t about
binary compliance or non-compliance. Rather,
it’s complex, nuanced and intrinsic to the
organisational DNA. So can it be ‘changed’? The
answer is ‘Yes’, it can, but institutions first need
to alter their frame of reference.
To draw a parallel here, we generally accept
that we’re not able to ‘manage’ national
cultures. Rather, we generally experience them
changing over many years. Attempting to treat
risk culture as part of a project plan belies its
intrinsic complexity.
Many begin to look at organisational culture
change by defining the behaviours that will be
needed as a future ‘blueprint’. However, as
becomes obvious once you deal with complex
risk, behaviour alone isn’t enough. Individuals
can display the right behaviours, but with the
wrong motivation, which still represents a key
risk. This critical insight demonstrates the need
to look beyond behaviours in organisational
change initiatives which would otherwise
operate on a superficial level.
Risk professionals understand that rules and
procedures are of limited value without a set of
underpinning principles to guide decisions. For
their part, organisations are increasingly
recognising the need to move from setting out
rules to establishing guiding principles.
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Risk Management and Organisational Culture
Managing risk through enforcing rules tends
to create a compliant culture wherein people
are discouraged from thinking for themselves
or making their own decisions. This is often
manifested as a superficial conformance in
order to implement what’s required, but those
involved will quietly wash their hands of the
consequences of any actions with which they’re
not engaged.
From rules to principles
Culture is about much more than just
behaviour: definitions such as ‘the way we do
things around here’ also implicitly include
values, assumptions and collective
understanding. Organisations have begun to
understand that a set of binary rules that define
behaviour isn’t sufficient. Decisions need to be
made in fast-moving and highly-complex
situations that, to be frank, are too diverse to
legislate for every eventuality.
To help people do the right thing, you need to
give them principles to work with – fairness,
decency, the right thing to do, accuracy,
transparency – and they can then make
decisions based on those principles. These
principles need to be aligned to values – not
words pinned on the wall, but what people
genuinely believe in and care about. That takes
time and real attention to do well. People will
sniff out ‘values’ that don’t seem genuine and
heart-felt. For example, hiring a high achiever
with a tarnished reputation will damage efforts
to create a principles-based risk culture.
Organisations need to develop their
employees’ ability to make principle-based
decisions, in turn moving away from ‘Does this
break the rule?’ to ‘Would this stand up to
scrutiny?’ Have you done the right thing for the
wrong reasons (ie ‘got away with it’, but with
potential dangers for the future) or the wrong
thing for the right reasons (ie made a genuine
mistake that can be learned from)? Applying
such tests consistently creates the opportunity
to make real improvements in a business.
How do we develop this new risk culture,
then? Some key elements include clearly
communicating how an effective risk culture
functions, developing people’s understanding,
empowering their decisions and enabling
transparency around mistakes that supports
learning rather than punishment.
The resulting new and open organisation
needs to be lived and modelled by senior
leadership and communicated to all.
Complete engagement
It’s vital to engage stakeholders across the
organisation so that they share in a common
“Organisations need to develop their employees’
ability to make principle-based decisions, in turn
moving away from ‘Does this break the rule?’ to
‘Would this stand up to scrutiny?’”
purpose to own risk collectively and
individually for all levels, roles and
responsibilities. Cascading this from the top
down is counter-productive to an initiative
which is intending to make sure everyone in the
organisation ‘owns’ risk. It has to be created
and implemented in a way which demonstrates
that ownership and doesn’t just talk about it.
To create an effective risk culture, leaders
need to work hard to establish transparency
and trust over time. Initially, moving from rules
to principles takes time and consistency to
work. The key to success is to persist in
creating an environment which enables
individuals to raise challenging questions,
discuss ethical dilemmas and flag potential
conflicts without being personally damaged as
a result of doing so.
To create a culture of openness and
genuinely learn from failures takes courage,
leadership and consistency across time.
Internal politics need to give way to an
environment which is focused on the greater
good of achieving better safety and less risk all
round. Change comes from enabling those
values to be put into action: trusting people to
act well, empowering them to ask for help when
they’re unsure and treating them as adults.
One further requirement for changing risk
culture is the necessity for risk specialists to
have interpersonal as well as intellectual
expertise. Successful transformation demands
both passion and intellect. It also demands
both management of day-to-operations and
leadership to guide and inspire transformation.
The move from a rules-based to a principlesbased
culture imbues leadership with the
courage to step forward and act with good
intent, encouraging similar acts by others. It
challenges us to act from our best intentions. In
this context, it’s harder for risks to not be
noticed and addressed, simply because
everyone’s invested in being part of an
organisation of which they can be proud.
Does this sound too good to be true? Is it
perhaps too optimistic for hard-nosed risk
managers? Our experience in industries where
establishing effective risk cultures is existential
– such as in banking and pharmaceuticals –
demonstrates that this really is possible. We’ve
found that employees want to be part of
initiatives that foster an effective risk culture.
Alex Poppleton:
Principal Consultant at Kotter
International
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On The Mark: Safeguarding Your
Company’s Valuable Assets
According to the British Security Industry Association, asset
and property marking is one of the oldest sectors of the
security industry. Not surprising, perhaps, given that the
owners of valuable items have always sought ways in which
to identify their belongings. Here, James Brown evaluates the
solutions available for today’s practising risk and security
management professionals
Asset marking systems enable the marked
asset – be it a laptop, a PC, an item of
jewellery or perhaps a smart phone – to be
traced to the legal owner via a secure database
such as a Secure Asset Register (SAR). Today’s
property marking systems have had to become
increasingly high tech to counter ever-more
sophisticated criminal activities. While property
marking by itself will not necessarily prevent a
theft from occurring, it can act as a significant
deterrent to most thieves.
In essence, asset marking is the covert or
overt marking of a valuable item that allows
unique identification of the legal owner of the
asset. It can be applied in a variety of ways. For
example, covert marking is a type of marking
that’s not visible under normal lighting, but can
“End users of forensic marking solutions are advised to look
for products tested to PAS 820. Where marked items are
being used outdoors always seek a Grade A external rating”
be read by simple equipment. Examples include
forensic DNA marking and microdots with a UV
tracer. Criminals know that DNA is the police’s
most powerful weapon in convicting them. The
DNA ‘fear factor’ is highly understood and acts
as a huge deterrent against theft.
Overt marking is easily visible and certified
as complying with the requirements of LPS
1225 (the LPCB Approval and Listing of Asset
Marking Systems). Overt marking also includes
stencil etching and labels.
Stencils can be personalised and include a
unique identification number in addition to the
contact details of the SAR. It’s a case of sticking
the stencil on to the item and then applying an
etching compound over the matrix holes to
leave a permanent and visible mark.
Personalised TESA security labels – which
have an extremely high-tack adhesive and are
resistant to tampering, chemicals and
temperatures of -40°C to 270°C – are ideal for
outdoor use and the most secure and durable
label option. It should be noted, though, that
any form of label on its own cannot be used or
classified as a form of security marking.
Forensic DNA property marking (covert) is a
type of marking in which the asset is uniquely
identified using DNA markers and a UV tracer,
and which is sent for laboratory analysis. Each
DNA code is unique to each client. If thieves
break in to a property and steal electronic items
that have been marked, it makes it very difficult
for them to sell them on. If the police find the
stolen goods they can then reunite them with
their rightful owners. The advantage of
synthetic DNA marking is that it can be used to
mark just about anything without damaging it.
It’s extremely quick to apply and also virtually
impossible to remove.
Deterrent warning stickers can be placed in
office windows at your premises. It has been
proven that thieves don’t even want to risk
breaking into a property in the first place if they
see a sticker stating that DNA marking’s in use.
Forensic offender marking
Also referred to as event-triggered tagging,
forensic offender marking is a covert solution
that’s becoming widespread both here in the
UK and across Europe due to its powerful
ability to deter acquisitive crime. It involves the
marking of a suspected offender to provide
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Property and Asset Protection: Best Practice Methodologies
evidence of a crime by use of a system such as
a DNA spray, which is employed by retailers,
banks and petrol station managers to deter
robbery and commercial burglaries.
In practice, the spray is either delivered
automatically in conjunction with an intruder
alarm or by a device set off by an offender or
employee during an incident (such as a robbery,
for example). When a suspected offender
arrives at a police station, they’re examined
under UV light in the custody suite as a matter
of course. If the suspect’s skin and/or clothes
fluoresce under the UV light then samples will
be taken from them and submitted for analysis.
As each batch of DNA is uniquely coded, the
police will be able to link the criminal to the
scene of the crime.
Systems are provided with warning signs to
alert criminals to its use and keep them away
from protected sites. A new hand-held version
of the DNA spray system is being used by the
police to tackle the scrambler bike epidemic in
the UK and has been successful in catching and
convicting offenders for dangerous bike riding
and forms of anti-social behaviour.
Transferrable markers realise a type of mark
that transfers from the marked asset to an
offender coming into contact with it, such as
DNA grease that can transfer from a lead roof or
copper piping to the hands and clothing of a
metal thief and can still be visible weeks later.
A DNA gel is also available that can be smeared
on indoor items, such as door and window
handles and cash tills. This type of marker is
used as a short-term solution where there’s
intelligence to suggest an offence is imminent.
Advice should be clear as to whether the
mark is permanent or transferable. This ought
to include information about the marking and
the suitability of the adhesive and any overt,
covert or forensic content for use on different
materials (such as glass, metal and plastics)
and exposure to different environments (ie
sunlight, water and varying temperatures) as
well as cleaning materials. Where components
of a mark have different durations of
permanence this should always be stated.
End users of forensic marking solutions are
advised to look for products tested to PAS 820.
Where marked items are being used and/or
kept outdoors, a Grade A external rating should
be sought. This is the highest industry standard
and means that the solution has been tested to
last for at least five years.
Providing a SAR
Company premises used for the provision of the
SAR should be secure. The management of data
held by the SAR should be operated in an ISO
9001:2008-approved manner by security-vetted
staff working to protocols for data handling in
accordance with the Data Protection Act 1998.
Controls should be implemented to preserve
the integrity and validity of the asset
registration data. These controls should comply
with industry-recognised information security
standard requirements such as LPS 1224 Issue
3 for SARs and ISO 27001 for Information
Security Management.
Another benefit of using such a database is
that the presence of security marks of a certain
type (such as an owner’s name and postcode)
can prevent the legitimate transfer of
ownership while other marks in conjunction
with a SAR can actually help the transfer.
Property marking is generally a low-cost
option, especially when compared to the value
of the asset it’s being used to protect. The cost
of any of these marking products is determined
by how much product is needed and how many
assets have to be protected.
Insurance considerations
Many insurance companies offer discounts to
customers who mark their property. Users are
advised to check with their insurer or broker
when taking out or renewing a policy as they
may be entitled to a reduction in premiums if
their property, equipment or vehicles are DNA
security marked.
Also worth noting is the fact that some
companies still charge annual renewal fees
after the initial purchase or to use the
manufacturer’s database. Read manufacturers’
sites carefully to avoid any additional charges
and find the right product for your organisation.
Each manufacturer has different procedures for
you to follow when you move or sell an item
that you’ve marked.
Asset and property marking solutions are
making a genuine difference and helping the
police service, communities and businesses to
reduce crime and protect their assets – all with
the added bonus that such solutions are very
simple to use, low cost and highly effective.
James Brown:
Managing Director of
Selectamark Security Systems
plc and Chairman of the
British Security Industry
Association’s Asset and
Property Marking Section
27
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Touched By A Physical Presence
Physical security’s
three important
components – namely
access control,
surveillance and
testing – can
sometimes be
overlooked (and their
importance
underestimated) in
favour of more
technical threats
posed to an
organisation by
hacking, malware and
cyber espionage.
Focusing in particular
on the present state of
play in the education
sector, Dave Mundy
discusses what
physical security is
and how it has
progressed before
evaluating ways in
which installers are
providing added value
for their end users
28
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Currently, there are 8.7 million children in
England attending over 24,000 primary
and secondary schools resident within the
state and independent sectors. That their
security is paramount goes without saying, and
it’s the security industry’s responsibility to face
the challenges of securing schools to the very
highest standards within budgets that those
educational establishments can afford.
The principal purpose of security is the
prevention of unauthorised access. As security
installers, the tools we have at our disposal are
a vast range of access control and perimeter
protection products, from basic card entry
systems through to the most sophisticated
intrusion detection technologies – all of them
designed to manage and control access.
Digital technology also plays its part, of
course, whether in the form of basic CCTV or
rather more futuristic facial recognition
systems, but again with the principal aim of
allowing the good people in and keeping the
bad ones out (while also being able to track
them across a given site).
It’s easy to take for granted how advanced
these systems have become, forgetting a time
in days gone by when so much of physical
security was heavily reliant on manpower. In
fact, the school environment provides a good
example of just how far access control and
CCTV systems have progressed and how new
solutions continue to evolve.
Changing environments
It used to be that anyone could walk into a
school’s grounds and head for reception.
Nowadays, perimeters are more tightly
controlled and, in general, no-one enters a
school’s grounds without authorisation. This is
achieved through turnstiles, electronic gates
and barriers granting access with codes, ID
cards or – in the case of vehicles – via CCTV
incorporating Automatic Number Plate
Recognition functionality.
Physical security of this kind is about
convenience as well as security. For example,
it’s important for schools that gates close
automatically such that parents who arrive with
buggies and other children are given a helping
hand in keeping the school secure.
In school reception areas, visitor and entry
management systems provide fast, userfriendly
and intelligent mechanisms for
authorising access and ensuring the school’s
management team knows exactly who’s on the
premises at any given time.
Systems can pre-register guests, providing
faster access and significantly enhanced
security. For supply agency teachers, for
example, a photograph supplied by the agency
can be used with a unique code to create a
temporary, time-specific and secure ID pass.
Automated systems of this nature reduce the
paperwork and resources required by school
administration staff and ensure that temporary
staff and guests don’t threaten the integrity of
a school’s security.
Systems also allow individuals to sign
themselves in on intuitive touch screens, again
making their ‘journey’ much easier, but without
compromising security. Systems can be
branded to add further value and afford an
impression of a school that takes a professional
approach to safeguarding its pupils and staff.
Data recording and reporting are important
elements of a modern visitor management
system and particularly useful in the event of
an emergency such as a fire outbreak, when
quick access to detail regarding who is or isn’t
present on the premises is imperative.
Systems also need to be flexible. It’s now
common for schools to lease sports and drama
facilities after school hours and, indeed, at
weekends. That being so, any system installed
has to accommodate multiple needs.
Balancing budgets
Whatever we do and whichever systems we
recommend, we have to strike the balance
between safeguarding people and protecting
the public sector purse. A good example of this

Physical Security: Delivering Added Value for End Users
can be seen at Oak Hill Theological College
(pictured, below left), a facility that presented
us with an unusual access control challenge
because not only do plenty of its students live
on site, but many of their families do, too.
Oak Hill College is set in 60 acres of land in
Hertfordshire. It houses a modern academic
centre with lecture theatres, seminar rooms,
library space and study facilities, as well as
considerable residential facilities for both yearround
and term-time residents.
To securely accommodate access for young
families and teenagers, as well as employees
and deliveries, Delta Security installed a Salto
access control system, including ID passes and
ad hoc printable passes as well as automatic
electronic gates at the college entrance.
The customer was keen that the new system
had the ability to provide quick information on
access usage and give stakeholders greater
control over what access was afforded to
different parties. The system was therefore
designed such that Oak Hill College can tailor
access according to the user’s needs and to
accommodate different entry ‘media’ including
ID cards, codes and help buttons that transfer
to either reception or relevant mobile numbers.
In addition, Oak Hill College’s management
wanted the system to be able to integrate
seamlessly with other technologies, notably the
fire alarm system, so that the entry gates would
open automatically in the event of an alarm
activation and afford access to the local Fire
and Rescue Service. As the Salto system is fully
IP-based it’s also future-proof, enabling the
school to make good use of additional
capabilities as and when budgets allow.
CCTV in schools
In the 1980s, cameras were fixed, offered black
and white images and had no night vision.
Footage was captured on video cassette tapes
at a rate of only one or two frames per second,
creating a series of still images that made for a
largely unhelpful playback experience. Add to
that equation the fact that viewing monitors
were enormous, heavy, suffered from ‘screen
burn’ and consumed so much power as to be
permanently ‘hot’ and it wasn’t a good mix.
Functionality today is a world apart. Speed
dome cameras with optical zoom and motion
detectors allow for the intelligent capture and
recording of events, while digital zoom
functionality means that areas of interest can
be closely monitored during playback. Critically,
infrared technology now delivers reliable
images at night or in poor lighting conditions.
Again, CCTV cameras can be integrated with
access control technology – as well as fire
alarms – to give further ‘visible’ evidence (and
confirmation) as an incident unfolds. In truth,
the advent of event-tagging functionality has
been extremely significant as it means footage
periods where the environment has changed
are highlighted and instantly accessible rather
than the system end user having to trawl
through hours (or even days) of footage to
locate the particular event they wish to review.
Other useful developments are in the way
users are able to view images. Most influential
has been remote viewing, made possible
through mobile Apps and the Internet. This
gives school management or security staff realtime
visibility of events direct to their mobile or
tablet device wherever they are in the school or
if they’re off-site for that matter. Management
then has the ability to take immediate and
appropriate decisions for mitigating risk.
Installers adding value
It’s the installer’s job to ensure all security
equipment is appropriate to its environment.
For educational establishments, High Definition
CCTV with infrared functionality is preferred,
with video content stored for a minimum of 28
days. Most importantly, playback needs to be
intuitive and user-friendly.
For larger sites like Oak Hill, perimeter
protection is a must. Here, the installer’s skill is
in advising end users where cameras and
detectors are best placed in order to create
both an actual and a ‘virtual’ perimeter to
ensure that perimeter isn’t compromised.
Data protection and privacy laws, of course,
can impact where cameras are situated and
how footage is stored, which is of particular
importance in schools. Installers need to be
registered with the Information Commissioner’s
Office. Accreditation ensures customers that
security installations are compliant and gives
the installer the authority to advise the client
on how to store CCTV footage correctly.
With regard to access control, installers can
add value by advising on lockdown procedures.
They’re able to advise on specific alarm
systems, sealing off boundaries and using CCTV
with intelligent tracking software to monitor
any security breaches.
The biggest challenge isn’t around whether
the technology is available to provide the type
of security schools need, but rather whether
ambition can be matched with budgets.
Dave Mundy: Operations
Director at Delta Security
“Data recording and reporting are important elements of a
modern visitor management system and particularly useful
in the event of an emergency such as a fire outbreak”
29
www.risk-uk.com

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FIRE SAFETY
Management & Installation
Fire Protection and Prevention
with Technology and Innovation
Special Supplement in association with:

FIRE SAFETY
New Qualifications for Fire Detection
and Alarm Systems
The Fire Industry
Association (FIA) is
about release four allnew
qualifications in
fire detection and
alarm systems. In
short, there’ll be on
qualification each for
designers, installers,
maintainers and
commissioners. Here,
Martin Duggan
examines the
reasoning behind this
move and what it
means for the FIA,
learners and the
industry as a whole
fter a soft launch at FIREX International
A2017, the Fire Industry Association (FIA)
will be releasing four new qualifications in
fire detection and alarm systems. In short, one
each for designers, installers, maintainers and
commissioners. The overiding intention here is
to replace the general training that the FIA has
been conducting for many years now.
In fact, we’ve been running fire detection and
alarm systems training in a similar format since
2000 and trained over 30,000 delegates across
our 17 different courses (so not just in fire
detection and alarms). Our current run-rates are
300 courses across the year and the country, in
turn training around 4,000 delegates each year.
FIA training has pretty much become the de
facto standard for proving (or partially proving)
competence. I discovered a job advert on a
recruiter’s website only last week, and the
common language was the FIA’s Units 1 and 5,
etc (ie the names of our current courses). So it’s
becoming a common language within fire
detection and alarms (and within recruitment),
and is often a requirement set by employers.
Why is the FIA involved in training and
education? We have a Memorandum of
Association – it’s our constitution, and the very
second objective is education and training. Put
simply, it’s in our DNA.
The FIA is a not-for-profit organisation so any
moneys that we make are put back into training
and development or are ploughed back into
research. We launched a project five years ago
with the aim that 5% of our turnover goes back
into research projects. Those research projects
are for the good of the fire industry. Everything
that the FIA does is fed back into the industry.
What have we done to underpin the new
qualifications? We’ve become an Awarding
Organisation. What does that mean in the real
world? Essentially, it means that we’ve been
placed on the Register for Awarding
Organisations and can write qualifications for
subsequent approval by Ofqual and other
official Government bodies for examinations.
To become an Awarding Organisation has
taken us a long time and much hard work.
There’s an awful lot of policies and protocols
that we had to put in place that must be
inspected against. Suffice it to say that we had
to jump through a good many hoops in order to
become an Awarding Organisation.
32
www.risk-uk.com

To build the qualifications themselves, we
held a ‘Voice of the Customer’ Day and talked to
our members and training customers to find out
what they wanted from a qualification. They
know what our training delivers, but if we were
going to provide a qualification we wanted to
find out exactly what they would like within that
qualification. We tested what we learned from
the ‘Voice of the Customer’ Day through
surveys. We surveyed everybody, with the
results helping us to build our qualifications.
Individuals begin with the Foundation
course, then move on to an Environmental Unit
and a Health and Safety Unit before they can
specialise in one of the four areas (ie designer,
maintainer, installer or commissioner). If the
learner wishes to take on an additional one of
the four courses, they don’t need to repeat the
Foundation, Environmental and Health and
Safety Units first. They simply need to take the
specialist Unit in which they’re interested.
One of the biggest changes we’ve had to
make in preparation for the new qualifications
arriving is that we’ve had to separate out our IT
systems. Training is completely divorced from
the Awarding Organisation. We’ve had to
develop an Awarding Organisation website with
a separate CRM system. We’ve had to work with
and invest in a ‘software exam’ company and
we’ve had to link all of that together with our
existing CRM system and website. We’re
currently undergoing, then, a huge IT project.
The idea is that if you’re used to FIA training
(or if you’ve been booking FIA training), we’ve
been trying to continue along those lines. It will
feel very much the same when you come to
book on to the new qualifications. You’ll access
the FIA website and be able to book the courses
there. The only slight difference is that learners
first have to complete the Foundation Unit. Once
they log on to the foundation unit they then
register as a learner and receive a unique
learner’s reference number. That number is used
to book on to the other courses.
Learners must have also completed the
Foundation Unit and successfully passed it in
order to be allowed to book on to the
specialised courses at the end. There are some
IT tricks in there to stop people from booking
unless they possess a unique learner number.
We’ve had to invest in 250 tablets so that we
can move our examination process to a digital
platform and examine learners at the end of
each training module.
We’ve had to separate the personnel, too.
We’ve moved Ian Gurling (formerly our training
manager and the individual who has guided us
through the application process to become
Ofqual-registered). Ian has become our new
Awarding Organisation manager (which is a
completely new role for the FIA).
We’ve also moved Michael Gregg into the
training manager’s role.
In essence, then, we have two individuals
working on the different parts, and we have to
keep those parts completely separate. The
Awarding Organisation looks at the exam
processes, while the training side of things
concentrates on the actual learning provided so
you can actually pass those examinations.
The Awarding Organisation is currently
working on the seven modules that we have. At
the time of writing, the focus is on completing
all of the question banks and putting the exams
together. Meanwhile, the FIA’s training team has
completed some analyses looking at our
existing Units 1-6 and mapped across the old
training to what the new qualifications will
provide – what we had compared to what’s new.
It’s so much more in depth than it was.
Learners are going to have much more
knowledge and a far greater understanding of
the subject. Not only have we expanded on
every area from Unit 1 for Foundation – we’ve
enhanced everything that was in Unit 1 and
added a set of new subjects as well.
The Health and Safety Unit is completely new
to us, too, and so is the Environmental Unit.
These new areas are all based on what our
‘Voice of the Customer’ Day and our survey said
the industry wants from a qualification.
Essentially, all of our old training has been
significantly enhanced with the addition of new
areas and new topics for study. There’s no doubt
that we’ve compiled a much more rigorous
programme of learning.
For example, our current training for a
designer has dramatically increased for the new
qualifications. There’s lots more standards
involved that we feel the designer needs to
know about so we’ve made the course for the
designer qualification much longer and far more
in-depth than was the case previously.
www.fia.uk.com
“Individuals begin
with the Foundation
course, then move on
to an Environmental
Unit and a Health and
Safety Unit before
they can specialise in
one of the four areas
(ie designer,
maintainer, installer
or commissioner)”
www.risk-uk.com
33

FIRE SAFETY
False Fire Alarm Management
The latest innovations
in fire system
technology offer a
number of solutions
for minimising false
alarms, writes Aston
Bowles (marketing
manager at
Advanced). The key is
to verify whether
there’s a real fire
before the next stage
of the building
evacuation strategy
commences
alse alarm reduction should be considered
Fas part of the risk assessment before any
specification is written. Each building will
have different users and specific circumstances
that may require unique verification,
investigation and evacuation processes. All of
this can occur under one roof and over multiple
floors, so flexibility is very definitely the key.
Intelligent detectors
The industry has taken two main approaches:
one focused on detector head technology that
looks at reducing incorrect signals in the heads
themselves, the other an approach that centres
on signal processing and decision-making in the
fire control panel. Some forward-thinking
manufacturers are combining the two into
approaches to combat the causes of false
alarms from multiple directions.
The development of intelligent detectors, the
most sophisticated of which use smart
algorithms to differentiate between real fires
and false signals perhaps caused by steam or
cooking smoke, has accelerated in recent years.
Detectors can also be used together or in
other modes specifically designed to reduce
false alarms. For example, multi-sensor
detectors may be switched between heat and
smoke in order to confirm a signal. Several
detectors may also be combined, for example
using double-knock or coincidence to confirm a
genuine signal.
Automatic, addressable fire systems will
analyse detector signals and then, if the signals
match expected criteria, activate a range of
verification and confirmation procedures. A
good fire system can do a huge amount
automatically and much can be achieved with
minimal human intervention.
However, one of the key ways to reduce false
alarms is to involve people and, in order to make
this effective, some manufacturers have
introduced dedicated false alarm input devices.
Verification time extensions
The AlarmCalm Button, part of Advanced’s
AlarmCalm solution, allows the verification time
on a system to be extended by the occupant of a
room if they believe the signal to be ‘false’ in
their area. If the signal clears then the system
will return to normal. If it persists beyond the
pre-set verification time then the system will go
into full alarm and implement the next phase of
‘cause and effect’ such as evacuation.
Involving people, even trained individuals,
means fail-safes must be strong. The AlarmCalm
button can only be pressed once before a
system reset and times are programmable. If an
alarm signal has been verified by the panel or if
a manual Call Point is activated, the system will
enter a full fire alarm condition immediately.
Equally, if a pre-set number of areas are in
verification (ie detecting potential fire signals)
the system will go into full alarm. The benefits
of involving the occupants of, say, a student
accommodation building are, however, pretty
hard to ignore.
Another key aspect to consider when
specifying a false alarm management system is
ease of system management. Can the system be
divided precisely into different areas? Can
points be managed singly or grouped, as in an
apartment, and is it easy to programme and
install? Wiring and configuration on larger sites
can add much complexity and cost.
Intuitive in operation
Equally, priority should be given to selecting a
system that’s acceptably intuitive for staff and
designated users alike to operate. The ability to
share information in dynamic fire conditions has
also developed rapidly. For example, some
touchscreen displays are a key tool that can
make it far easier to identify the location and
status of an alarm.
Careful consideration should also be given to
how the system will be monitored, serviced and
maintained. There are a growing number of
solutions that allow fire systems to be remotely
monitored and controlled over the Internet,
which means an engineer can arrive with a plan
agreed and all spare parts required, in turn
minimising disruption to the building’s users.
In summary, then, false fire alarms most
certainly remain a problem, but the industry has
the tools at its disposal to radically reduce them
and, indeed, their impact. This will certainly
involve trained professionals at the design and
specification stage and, possibly, the trained
occupants of a given building.
34
www.risk-uk.com

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FIRE SAFETY
Fire Alarms and Detection: Best Practice
Mike Floyd of the Fire Protection Association examines the
management, use and maintenance of fire alarm and
detection systems
Further guidance
Further guidance on the
completion of these tasks
is available from the FPA’s
Training or Publications
Departments. The FPA also
hosts a monthly webinar
series which recently
covered alarm systems,
roles and responsibilities.
All webinars are recorded
and available in the
member’s area of the FPA’s
website: www.thefpa.co.uk
*For more information on
alarm systems and
maintenance needs send
an e-mail to:
technical@thefpa.co.uk
ire alarm and detection systems are
Fundoubtedly an integral part of the fire
protection strategy for a property. However,
the management and maintenance of these
systems are all-too-often overlooked, poorly
maintained and/or poorly managed. The
severity of this situation is often
underestimated. This can leave people and
assets badly exposed, invalidate insurance
policies and. in many cases, fall foul of the law.
System management
In any premises subject to the requirements of
the Regulatory Reform (Fire Safety) Order 2005
or equivalent legislation, a responsible person
or duty holder must carry out a fire risk
assessment that considers the safety in case of
fire of all ‘relevant persons’. A relevant person is
any individual who is or may be lawfully on the
premises or any person in the immediate vicinity
who’s at risk from a fire on the premises.
Particular attention needs to be paid to those
at special risk, such as disabled people and
those with special support needs, and must
include consideration of any dangerous
substance likely to be on the premises.
The person with day-to-day responsibility for
the system, not necessarily a competent person,
is now termed ‘premises management’ to
remove the confusion with the former title of
‘responsible person’ which had been used in the
previous edition of the British Standard and is
used in overarching legislation in England and
Wales as described above.
This person may be the first point of contact
on fire alarm problems for any member of staff
or service contractors. They may also keep the
log book up to date, including false alarm
entries. The evacuation arrangements and
warnings will have been determined from the
building’s fire risk assessment.
Evacuation arrangements and
warnings
In some cases, a general evacuation warning
may be inappropriate and a delayed or staged
evacuation, perhaps by floor or defined area,
may be adopted. In those places such as
hospitals or department stores where a general
audible alarm isn’t deemed to be immediately
desirable, the alarm may be transmitted to a
permanently staffed control point or discretely
to pagers held by key staff whereby trained
people can assess the warning required and
then pass on the necessary instructions to staff
or the Controol Room as appropriate.
In taller commercial buildings designed with
reduced stair capacity, the evacuation signal
may be ‘phased’. This requires the fire alarm
system to emit a clear message to individual
floors in sequence so as to avoid overloading
the staircases.
A voice message system is the preferred
arrangement in such cases as an ordinary
sounder tone may ‘bleed’ into additional areas,
causing confusion as to when to evacuate.
Maintenance regimes
BS 5839-1 outlines the current guidelines for
servicing and maintenance regimes related to
automatic fire detection and alarm systems.
Many organisations, though, continue to service
systems to the previous guidelines. Practising
professionals should be aware that this doesn’t
ensure compliance with the current standards.
A maintenance regime may include the
following elements:
• Weekly test
• Monthly user requirements (where generators
are used as a form of standby power)
• Quarterly inspection of vented batteries
• Periodic inspection and testing of the system
(not exceeding six months between tests)
• Annual service which may be undertaken
across two six-monthly services or any other
pattern that assures not more than 12 months
pass since any device has received attention
36
www.risk-uk.com

ATTRACTING
YOUNG TALENT
INTO THE LIFE SAFETY INDUSTRY
95% the
Of life safety installers think the industry
isn’t doing enough to provide training for
next generation of professionals
JUST
17%
Work for a company
that offers a graduate
programme
9IN10
Said that the sector had
a responsiblity to educate
secondary school pupils
on the range of life safety
roles available
78%
Of respondents felt that
young people don’t know
what jobs are available
in the life safety sector
2IN 5
Respondents work for
a company that offers an
apprenticeship programme
TWO THIRDS
Are worried that young people don’t view the industry as a viable career path
Based on a study of European fire safety and emergency lighting installers by Hochiki Europe

FIRE SAFETY
Audible and Visual Protection
Pulse Alert Technology from Klaxon Signals is an award-winning beacon
warning system which produces a light output that can protect most
rooms with just a single device
“All buildings deserve
the latest fire
evacuation
technology, all fire
alarm systems should
be able to be
upgraded and
everyone deserves to
feel safe and secure”
odels in the Sonos Pulse range of EN54-
M23 compliant beacons and sounder
beacons are designed to ensure that all
personnel, including those individuals with
sensory impairments or working in sensory
depriving conditions, are notified of fire
emergencies. Featuring Pulse Alert Technology,
Klaxon’s EN54-23 compliant beacons enable
buildings to be evacuated much quicker, make
evacuation requirements clear and
unambiguous and allow personnel to feel safe.
Relying on audible fire alarm notification
alone disadvantages those people with hearing
impairments or those working, or living in
sound-reducing conditions. Even something as
simple as wearing a pair of headphones could
prevent someone from hearing an audible fire
evacuation warning. To evacuate everyone from
a building, fire systems need to signal
effectively using light as well as sound.
EN54-23 specifies the minimum performance
requirements for Visual Alarm Devices. Klaxon’s
Sonos Pulse beacons produce a light output
that can protect most rooms with the
installation of just a single device.
Optical systems disperse light evenly,
ensuring the most efficient distribution of light
to maximise effectiveness.
Klaxon’s Pulse Alert Technology affords all of
the benefits an EN54-23 compliant system can
bring, while at the same time answering all of
the design challenges.
Featuring the latest high-power LED
technology, Pulse Alert Technology contains
advance LED drive circuitry, further improving
efficiency, light output performance and longterm
device reliability. Sonos Pulse LED circuits
are designed to exceed five years of continual
operation without degradation of light output.
As a company, Klaxon firmly believes that all
buildings deserve the latest fire evacuation
technology, that all fire alarm systems should be
able to be upgraded and that everyone deserves
to feel safe and secure.
Installation
EN54-23 specifies three different classification categories for Visual Alarm Devices: Wall, Ceiling and Open. Wall and Ceiling mount
categories are specified at designated mounting heights and particular coverage pattern areas, as detailed by EN54-23. Open
classification allows the manufacturer to specify the coverage volume and coverage shape and doesn’t restrict mounting height.
Pulse Alert Technology has been designed to exceed the requirements of both Wall and Ceiling classifications, providing system
designers with simple device performance specifications.
Wall Classification
Wall-mounted devices provide a rectangular prism of light. Wall
classification devices with Pulse Alert Technology can be
mounted up to 3.1 m in height and cover an 11.3 m x 11.3 m area
Ceiling Classification
Ceiling-mounted devices provide a cylinder of light. Ceiling
classification devices with Pulse Alert Technology can be
mounted up to 3 m in height and cover a 15 m-diameter area
38
www.risk-uk.com

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FIRE SAFETY
Following the Grenfell
Tower fire in June,
BAFE’s CEO Stephen
Adams focuses on
the subject of fire risk
assessments and the
need for genuine
measures of
competence to be
included for individual
assessors as part of
legislative
requirements
40
www.bafe.org.uk
Assessing Fire Risk
n a recent statement issued by BAFE, we said:
I“While there can never be absolute certainty
that even the most experienced fire risk
assessor will be able to inspect and analyse
every part of a building’s construction – for
example, there are parts of a structure that will
be inaccessible when a building’s completed
and, without extensive re-examination, material
test reports have to be taken at face value – a
competent assessor will recognise and highlight
any potential concerns.”
Unfortunately, Grenfell Tower highlighted a
situation wherein the external materials used
were apparently not suitable for the building
and would require extensive re-examination by
a testing authority to confirm this point.
This tragedy has also shone the spotlight on
fire risk assessors and the law behind this
process. With a suitable assessment, actions
may have been raised to ensure that common
areas of the building were as safe as possible in
order for residents to evacuate.
Grenfell Tower was an horrific tragedy with a
large loss of life, but we would also highlight
another major fire at the Rosepark Care Home in
Scotland during January 2004 that took the lives
of 14 elderly residents. Sheriff Principal Brian
Lockhart, who led the fatal accident inquiry,
stated that “some or all” of the deaths could
have been prevented and also said: “The
management of fire safety at Rosepark was
systematically and seriously defective. The
deficiencies in the management of fire safety
contributed to the deaths.”
As a result of the Rosepark Care Home fire,
the Regulation and Quality Improvement
Authority in Northern Ireland issued information
to the managers and proprietors of all regulated
residential care establishments. This stated that
all new fire risk assessments should be
performed by a competent provider holding the
appropriate registration or certification (which
includes the BAFE SP205 Life Safety Fire Risk
Assessment Scheme).
While this isn’t a fully-mandatory
requirement, it’s certainly a step in the right
direction for fire safety.
Despite the various national legislation
requirements which came into force over ten
years ago (changing the responsibility from the
Fire and Rescue Services to the ‘Responsible
Person’ or duty holder), there are still no
statutory requirements in place to measure the
competence of a fire risk assessor, even in care
homes or other high risk premises.
Reforming the system
David Sibert, an experienced firefighter and
qualified fire engineer who advises the Fire
Brigades Union, informed the BBC that the
Government had failed to respond to demands
from the fire industry to reform the system
following the Lakanal House blaze in July 2009
that claimed six lives.
In fact, Sibert said: “There are no controls on
who can be a fire risk assessor or over the
competence or skills that they should have.”
Stuart Edgar, chief fire officer for
Gloucestershire Fire and Rescue Service and
chairman of the Protection Committee of the
National Fire Chiefs’ Council, told ITV Tonight
that they would encourage third party
certification of fire risk assessors.
After the Lakanal House fire, a Competency
Council comprising experts from across the fire
industry was established and produced a ‘Guide
for Choosing a Competent Fire Risk Assessor’
which is now available through the Fire Sector
Federation, CFOA and the BAFE website. This
highlights the need for assessors to be qualified
through a professional body and that companies
providing such a service should be third party
certificated by a UKAS-accredited certification
body (even if they’re a sole provider). The
largest of these company certification schemes
is the BAFE SP205 register.
BAFE considers it imperative that genuine
measures of competence for fire risk
assessments are included as part of legislative
requirements. While we’re pleased with the
recent announcement from Government relating
to a review of the Building Regulations,
mandatory fire safety requirements need to be
introduced to help in identifying where there are
potential life safety risks before there’s another
tragedy. All businesses must adhere to fire
safety legislation and it’s imperative that they’re
using competent providers to help them fulfil
their duties, primarily to protect life, but also
the buildings themselves and their contents.
www.risk-uk.com

Evacuate everyone
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Seminars
EN54-3 Sonders & Beacons
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Tel: +44 (0)1706 233879

FIRE SAFETY
Emergency Lighting Standards
Ian Watts, emergency
lighting manager at
Hochiki Europe,
explains the most
recent updates to BS
5266 and what they
mean for life safety
system installers in
the UK
To find out more about
Hochiki Europe visit
www.hochikieurope.com
42
he British Standards Institution’s BS 5266
TPart 1 2016 Emergency Lighting Code of
Practice is a key standard in the life safety
industry, helping to define Best Practice in the
design, installation and maintenance of
emergency lighting in order to protect the wellbeing
of building occupants at all times.
Recent updates to the standard bring a raft of
changes that installers and duty holders need to
be aware of to make certain that new and
existing buildings continue to be compliant and
keep occupants safe.
Under the latest fire safety legislation in the
UK and Europe, BS 5266 is no longer a
prescriptive requirement. Buildings’ life safety
systems can be legally compliant without being
certified to this British Standard. However,
compliance with BS 5266 is the easiest way to
demonstrate to the auditing authorities that
adequate safety precautions are in place.
Certification needs to be reviewed every 12
months (and after any renovation work has been
carried out) to ensure a given property
continues to meet the latest requirements.
New lighting categories
BS 5266 now stipulates the inclusion of
emergency safety lighting that allows occupants
to see their surroundings in the event of a mains
supply failure and the loss of normal lighting.
The British Standard also recommends that
procedures are put in place to determine
whether a premises needs to be evacuated
immediately in the event of a safety incident
and, if a ‘defended place’ or ‘stay-put’ solution is
agreed upon, to then direct occupants to safe
refuges. Duty holders can use risk assessments
to identify these situations and put the
necessary measures in place to address them.
While lux level guidance for escape lighting
remains the same as in previous editions of BS
5266, a host of design conditions for lux
calculations have been added to ensure lighting
remains at the minimum level required for the
duration of a potential incident. The effects of a
reduction in voltage, ageing batteries and lamps
and dirt accumulation should be accounted for.
In those areas where dangerous processes
are carried out, it’s now advised to implement
procedures to automatically shut down any
hazardous operations. Lux values of 10% of the
mains lighting level or 15 lux (whichever is the
greater) should always be adhered to.
Of equal importance is the time taken for the
emergency lighting to switch on. In high risk
areas, this period should never be more than 0.5
seconds in order to minimise the risk of harm to
building occupants.
Testing and maintenance
To ensure optimum performance and safeguard
occupants’ well-being, emergency lighting
systems should be tested and cleaned at least
once every month.
Furthermore, each luminaire must be visually
inspected no less than once each year in order
to ensure it’s in good working order and,
importantly, offering the correct lux level.
Under the new guidelines, this testing regime
should be carried out at a period of low risk, or
while the building is empty, in order to minimise
risk to occupants. Alternate luminaires should
be tested in any 24-hour period with a view to
ensuring that the building always has a charged
and fully-operational evacuation system
available to assist occupants.
Systems should also be tested for their full
rated duration to make sure that they do indeed
meet specified performance requirements.
The simplest way in which to achieve these
requirements is by incorporating a certified EN
62034 automatic testing system.
Acting on faults
BS 5266 requires that a qualified engineer
carries out corrective action whenever a failure
has been identified. It also recommends that
alternative safety procedures be put in place
until the repair is complete and the system has
been re-tested satisfactorily to ensure occupant
safety is never compromised.
Standards relating to fire detection and
emergency lighting are updated all the time,
duly reflecting the evolving safety requirements
of the built environment. It’s crucial that
installers and duty holders do all they can to
keep up with these changes in order to ensure
their premises remain legally compliant.
www.risk-uk.com

CUT OUT AND KEEP
DO IT
You could face jail
or six-figure fines if
you don’t appoint a
competent person
to perform your fire
risk assessment.
Receive training to complete
your Fire Risk Assessment.
• Helps prove your competency
• Choose courses to suit all
experience levels
• Courses held across the
UK or at your offices
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Do your Fire Risk Assessment
justice. Call us now on
01608 812 500 or
visit www.thefpa.co.uk

Meet The
Security Company
This is the second
instalment of a new
series of articles for
the readers of Risk UK
in which we focus the
spotlight on NSIapproved
businesses
for the benefit of risk
and security managers
who purchase security
guarding as well as
systems-focused
solutions. Answering
our questions on this
occasion is Stephen
McComb, director of
Cobra Security
Risk UK: Can you briefly describe your
business’ activities and what you consider to
be your USP as an organisation?
Stephen McComb: Cobra Security is a security
services business based in Lisburn, Northern
Ireland that has been delivering tailored
security solutions to its client base throughout
the UK and Ireland since 1998.
We have a dedicated and experienced team
of security professionals on board whose
constituent members provide the following
services: key holding and alarm response, door
supervision, CCTV installation and monitoring,
corporate concierge solutions and a security
guard dogs/dog handling service.
As an organisation, Cobra Security has one
overarching goal: to protect our clients’ people,
customers and assets. We tailor a specific
security solution for the benefit of each of our
clients by listening to their requirements and
advising on how we can best meet their needs
while also adhering to budget.
This formula has led us to be trusted by a
wide range of clients, from individuals to SMEs
and on to some of the top brands and blue chip
companies in the UK, Northern Ireland and the
Republic of Ireland. We provide security
services for Government, councils, the
education, healthcare and construction sectors
and private commercial and industrial concerns.
Having been in operation since 1998, we’ve
developed a deep understanding of the security
issues impacting UK and Irish companies and
organisations on a daily basis. In turn, the
business has nurtured robust and bespoke
systems that allow us to respond both quickly
and effectively to situations that arise, ensuring
peace of mind for our customers at all times.
Risk UK: What do your clients value most
about the services you deliver?
Stephen McComb: Cobra Security is proud of
the security services it provides to each of its
clients and the bespoke solutions we offer
depending on their defined requirements.
Customer satisfaction is of the utmost
importance to us, with our main priority being
to ensure we provide the best service possible.
The company has always embraced the ethos
that its customers must receive reliability,
honesty and transparency at all times.
As stated, we tailor our security solutions to
fit each client’s requirements and budget and,
above all, we do what we say we’ll do in an
efficient and professional manner. Our clients
most certainly appreciate the personal service
Cobra Security offers them.
As company director, I value building longlasting
working relationships with every client.
I’m in constant and regular contact with our
client companies, whether it be by visiting
sites, meeting with their representatives faceto-face
or via the telephone, and am always
there should they need to speak with me. This
level of personal service runs throughout Cobra
Security’s management team and is instilled
within the whole organisation.
About the National Security Inspectorate
The National Security Inspectorate (NSI) is a wholly-independent, not-for-profit
company limited by guarantee and operates as a UKAS-accredited certification
body specialising in the security and fire safety sectors.
For over 40 years, the NSI has served to protect businesses, homeowners
and the general public alike, raising standards by providing robust and high
quality audits of both security and fire safety service providers.
Risk UK: How do you feel accreditations have
assisted your company?
Stephen McComb: Cobra Security has always
harboured an ethos of securing the most
important accreditations within the security
industry. For example, we’re a registered
business on the Security Industry Authority’s
(SIA) Approved Contractor Scheme (ACS) for the
provision of security guarding and key holding,
44
www.risk-uk.com

Meet The Security Company: Cobra Security
In association with the
NSI Guarding Gold-approved and accredited to
ISO 9001:2008, BS 7984:2008, BS 7825:2012,
BS 7499:2013 and BS 7958:2015.
The fact that we’ve been awarded these
accreditations shows clients that the business
is professional, audited and regulated. In short,
they’re in safe hands when they work with us.
Risk UK: Specifically, what value does ACS
registration and NSI Guarding Gold approval
bring to your business and its clients?
Stephen McComb: ACS registration and NSI
Guarding Gold approval demonstrate to clients
the level of service and quality they will receive
from a highly accredited company. They show
that we adhere to the most stringent auditing
processes available in the industry.
In terms of our business, this helps us to
continually raise our standards, embrace new
methods of working, develop efficiencies in
order to advance our company and improve on
what it is that we already do.
Risk UK: In practice, what are the main
differences between ACS registration and NSI
Guarding Gold approval?
Stephen McComb: ACS registration and NSI
Guarding Gold approval are voluntary schemes
in the security business sector. Security
companies don’t have to have these
accreditations to operate in the industry. Cobra
Security chose to be audited at the highest
level as we know that not only does this afford
our customers added peace of mind, but it also
helps us to achieve more as a business.
NSI Guarding Gold is a more rigorous
auditing scheme than that imposed by the ACS.
The ACS audits to ensure that a company
understands what it should be doing, while the
NSI audits to make certain that a business is
actually doing what it should be doing.
Risk UK: How do you think technology has
changed the industry over the last couple of
years and what do you feel will be the
direction of travel in the future?
Stephen McComb: Technology is moving at a
very fast pace and, at Cobra Security, we
absolutely believe in embracing it.
We’ve found that the business community in
particular also embraces advancements in
technology and fully realises the benefits of
using it in terms of their budgetary spend. This
trend is speeding up, and specifically so in
relation to the apparent decline in the demand
for manned security personnel.
Risk UK: When it comes to negotiating
contracts and responding to tender requests,
what aspects are of most value to customers
and how are these changing?
Stephen McComb: Value for money and cost
savings are two of the most important elements
here. Clients are constantly looking for ways in
which to save money. Introducing technology
and value-added services to contracts is the
way forward, while at the same always ensuring
that a given contract is tailored to the client’s
specific and stated needs.
Risk UK: How has Government legislation (eg
the National Minimum Wage, the National
Living Wage and holiday pay) affected your
business? Do you believe such legislation is
a good thing?
Stephen McComb: The legislation you’ve
mentioned is attempting to improve the living
standards of workers in low or minimum wage
jobs. I can completely understand the
sentiment behind what the Government is
attempting to do here, but in the security
industry it’s simply not working.
In practice, clients now offset these increases
with a change in service requirements such as
replacing physical security guarding with a
technology-based solution or otherwise
reducing man hours. This is a massive factor
facing the security industry as the increases are
set to continue until 2020.
As time goes on, I strongly believe this will
show a direct correlation with a reduction of
people employed in the security industry.
Risk UK: What are the most important
attributes you look for in your security
officers and staff members in general?
Stephen McComb: Cobra Security ensures its
employees understand the importance of
customer service and customer care. Without
doubt, the key attributes we look for in
employees are honesty, integrity, a hardworking
attitude, excellent presentation and smartness,
the ability to think quickly, conscientiousness
and the overriding desire to be a team player.
Risk UK: How can the SIA, the NSI and
industry standards best serve the sector in
addition to the needs of your company’s
clients and the wider public interest? Will
the introduction of business licensing be a
positive step?
Stephen McComb: I don’t believe there’s
enough of an understanding of who or what the
NSI and the SIA are, and specifically so in
Northern Ireland. Raising awareness is key.
Mandatory business licensing would be a
good thing because, as stated, the ACS and NSI
Guarding Gold are voluntary schemes.
Name
Stephen McComb
Job title
Company Director
Time in the security sector
I’ve worked in the security
industry since 1985 for
companies including Federal
Security Services, Resource
and Mitie. I joined Cobra
Security in July 2015. I’ve
served at every level in
security, including the roles
of security officer, CCTV
operator, operations coordinator,
operations
manager, regional manager
and general manager
Location of the business
Lisburn, Northern Ireland
Areas of expertise
Cobra provides services in the
commercial, industrial and
events sectors, with those
services including door
supervision, corporate
concierge, CCTV installation
and monitoring, security
guard dog and guard dog
handling provision, key
holding and alarm response
Accreditations
SIA ACS, NSI Guarding Gold
Scheme, ISO 9001:2008, BS
7984:2008, BS 7825:2012, BS
7499:2013 and BS 7958:2015
Stephen McComb:
Director of Cobra Security
45
www.risk-uk.com

Advertisement Feature
Reaping the Benefits of Full Security Integration
The widespread use of
truly integrated
systems is one of the
most important
developments in the
security sector for
decades. With a heavy
reliance on software,
using open systems
has gone from being a
desirable selling point
to a necessity in only
a few years, writes
John Davies
John Davies:
Managing Director of TDSi
As well as the obvious security advantages,
there’s potentially a whole new world of
opportunities for operators thanks to the
arrival of the Internet of Things (IoT), but at the
same time there are additional factors that
need to be considered which may not have
been an issue in the past.
It might seem obvious at first glance, but this
is a valid question: ‘Why does the security
industry and its customers need full
integration?’ Put simply, if all the components
within the security and wider IT network have
the ability to interact, they can offer so much
more than their individual capabilities. This is
certainly something that has transformed the
way in which organisations think about their
security systems and how they work in the
wider context of their business systems.
From passive, yet rather elaborate electronic
doors/locks and basic CCTV over the past few
decades, we now have Artificial Intelligence and
connected surveillance systems with an in-built
analytics capability which not only match, but
in practice usually outperform a human
operator fulfilling the same role.
Reducing costs, broadening choice
Another key factor in the popularity of
integrated networks is cost. Producing
compatible systems makes it both simpler and
cheaper for customers to choose, purchase and
use the most efficient components for their
needs. Equally, for manufacturers and suppliers
it’s more cost-effective to produce standardised
products. The IoT is going a long way towards
driving demand and the security industry has
sensibly taken this on board, catering heavily
for these market forces.
Within the security industry itself there have
also been interesting and helpful
developments. The International
Electrotechnical Commission recently adopted
ONVIF Profile A and C as the de facto new
international standard for access control which
will offer a truly universal benchmark for
security software and hardware integration.
Naturally, full integration also provides
greater choice, offering the ability to ‘mix and
match’ different components to find the most
suitable and bespoke solution. On the face of
it, it may seem that older legacy systems will
struggle to cope with this, but actually the
flexibility of a fully-integrated approach means
that isn’t necessarily the case. Modern
integrated open protocol systems are often
able to ‘bridge the gap’ in a way that
proprietary systems would simply have failed to
do in the past.
It’s also somewhat ironic that developments
in the latest technology may actually make it
possible for some older systems to continue
being used beyond their expected lifespan.
Mining and analysing data
With integrated systems, the benefits go
beyond just the security provision. If an
intelligent system can learn the behaviours and
trends of people and property within its remit,
it can then predict patterns and, from this, help
to increase efficiencies across the whole
organisation and its facilities.
By mining the data from security systems, it’s
possible to form a detailed picture of any
controlled area and the activity going on within
it. This is a powerful tool for any organisation,
affording an instant snapshot of people
movement or the use of resources while also
monitoring for security threats.
A good example of such data analysis in
practice is the widespread integration of
security with IT infrastructure, power, lighting,
heating and ventilation systems. As CCTV and
intruder detection systems can equally check
the real-time occupancy of a designated area,
these sensors can advise when the correct
individuals are attempting to log-in to the
network. Equally so, when environmental
systems are not required, these solutions can
intelligently lower energy consumption (where
possible) and ensure secured access to the
host organisation’s IT network.
This ability to assess a given situation
renders security components the ideal ‘eyes
and ears’ of more intelligent automated
systems. Such technology is now being used to
assess and report on people traffic in busy
office spaces. Security and detection systems
can ascertain who’s entering the space and
where they need to go and then direct them to
the most appropriate route for their destination
(be that a lift, a ‘hot desk’ or a meeting room).
Going forward, security providers and
operators will need to be even more aware of
how their whole organisation works (right down
to a granular level) when it comes to systems
integration. This may seem somewhat
daunting, but with the right planning and
respect for their needs and benefits, the
development and evolution of fully-integrated
systems is set to continue being a key driving
force for the security industry, in turn offering
many more benefits than disadvantages.

The Security Institute’s View
The first consideration needs to be what the
organisation believes violence looks like.
Over the years, panels of international
experts have attempted on several occasions to
create a unified definition of violence, all of
them failing to reach a consensus.
The Health and Safety Executive has
espoused a definition that bears consideration,
not least because this may be the standard by
which an organisation is held to account in
court. However, this definition falls well short of
what an organisation needs to consider. It’s
recommended that businesses work to develop
their own definition which then becomes
enshrined in their policies and processes.
If we consider that the roots of the word
‘violence’ come from the Latin words ‘vis’
(force) and ‘latus’ (to carry), we’re eventually
led to the word ‘violans’. Since the modern
words ‘violence’ and ‘violation’ share the same
root, we should consider that any act that’s a
violation of a person (including acts against
their body, dignity, autonomy and rights to the
consequences of their actions) should be
considered as violence. Without a clear and
formal definition of what violence within an
organisation means, there’s no foundation for
incident reporting or risk measurement activity.
An incident of violence within a workplace
has a wide range of effects. ‘Conventional’
physical violence has the obvious effect of
harms to staff that range from physical harm to
those affected through to emotional harm to
them and others not directly involved, reduced
employee commitment, reduced customer
satisfaction, reduced productivity, increased
conflict, absenteeism, staff attrition and
recruitment costs and therefore increased
training costs in addition to cultural harm.
All of this is in addition to potential civil
claims, criminal prosecutions and reputational
harm that may arise.
Shocking incidents of physical violence are
not commonplace, yet gain far more attention
than the day-to-day, lower-level negative
workplace behaviours ultimately more corrosive
to organisations. An incident of physical
violence may harm one person, while a poor
culture can harm hundreds or even thousands.
When that number is multiplied by factors
such as stress-related illness and absence,
reduced productivity, the loss of human capital,
replacement recruitment and training costs and
settlements at tribunals, an idea of what
violence can cost a business begins to emerge.
Strategic level
The scale of these risks clearly makes violence
an organisational risk to be managed at a
Violence Risk Management
Violence in the workplace has been the subject of discussion
for over 20 years, with concerns arising in sectors as diverse
as healthcare, education, aviation, prisons and retail. As a
result, it has arguably become one of the most researched
areas of crime risk. Despite all of this attention, it seems that
we’re no closer to an overall solution. Richard Diston argues
that it may be time to adopt a fresh perspective on this issue
strategic level rather than it being viewed as an
operational risk. That said, most organisations
still have little clarity on who’s actually
responsible at Board level.
Violence is commonly seen as an issue for
security, Health and Safety or – in the cases of
‘horizontal’ (eg staff on staff) violence – Human
Resources. Given that violence is a specialist
risk area, none of these departments are
usually equipped to respond proactively in the
prevention of such incidents. There’s an
argument to be put forward that a formal risk
management approach might be more effective.
Referring to the ISO 31000 risk management
standard, the first step is to establish the
context of risk. If we apply this process directly
to the matter of violence, we start to
understand the importance of defining what
violence means to an organisation. Due to the
level of subjectivity involved, it’s worth
considering the current models that are in place
to help contextualise violence.
Perhaps the most common typology in use
was created by the Californian Occupational
Safety and Health Administration and later
amended by Vaughan Bowie. This model
identifies four types of violence based on the
Richard Diston MSc MSyI:
Director and Principal
Consultant at Ark Services
(www.ark-services.co.uk)
47
www.risk-uk.com

The Security Institute’s View
relationship between the perpetrator and the
victim. These are intrusive violence (where
there’s no legitimate business for the
perpetrator at the site), consumer violence (the
perpetrators of which initially have a legitimate
reason to be present, but then act violently),
relationship violence (whereby a relationship
between parties, such as ex-colleagues or
partners, exists) and, last but not least,
organisational violence (which is violence
performed by the organisation, such as through
poor conditions, poor management or poor
culture). This model has been in use for many
years, but offers little detail of practical use in
the management of the problem. Knowing that
a customer may present a threat of violence
doesn’t do much to assist in reducing the risks.
Model of understanding
To this end, it’s worth introducing a new model
for understanding the nature of violence in the
workplace. Focusing on the actual causes of
violent conduct, we can identify seven different
types collectively known as the V7 Model.
Functional violence refers to violence being
employed as a ‘means to an end’, such as in the
perpetration of a crime. In contrast, predatory
violence is perpetrated as its own end and can
be used to refer to acts of terrorism, active
shooters, rape, stalking and other incidents.
Social violence describes situations where
violence is used as social currency, such as in
gangs where it’s employed to increase
reputation or credibility or in incidents of
bullying. Intimate violence takes place between
individuals where there’s an existing intimate
relationship, such as when situations of
domestic abuse enter the workplace.
Impaired violence refers to actions by people
who may be under the influence of drink or
drugs or otherwise suffering from mental
illness. Expressive violence refers to the actions
of individuals who struggle to communicate
their needs (due to disability, for example).
Finally, reactive violence describes situations
where violence is triggered as a response to
stimuli and can include customer outbursts as
well as acts of self-defence.
This typology of violence is based on the
perceived motivations or intentions of the
perpetrator according to their observable
actions and behaviours. For greater context,
each of these types is then subject to a further
“Shocking incidents of physical violence are not
commonplace, yet gain far more attention than the day-today,
lower-level negative workplace behaviours”
range of influences. These include situational
variables (influences present in the actual
‘moment’) as well as personal variables, such
as psychology, personality, worldview,
pathology and history.
There are also social factors (referring to the
ways in which the participants engaged in the
event function within wider society). Finally,
there needs to be a reflection on the
organisational factors present in line with the
concept of organisational violence.
Each type of violence in the V7 Model is
significantly different in purpose and so
requires distinct mitigation methods that are
contextually appropriate. What works for
reducing one type might well exacerbate
another. It can also be argued that an incident
could include a number of these types of
violence, such as an incident of intimate
violence also including impaired and predatory
types. As such, it would be worth planning for
what are felt to be the most predominant types
and designing mitigations as required.
The V7 Model also affords us a solid
foundation for a reporting scheme, given that it
allows us to respect the subjectivity of the
victim in describing what they felt the reason
for the incident was, as well as supporting a
parallel root cause analysis process.
Common mitigations
Common mitigations employed for violence
management by organisations are usually
focused on training. There are several problems
with this approach, which lends itself to
reducing liability through compliance with the
Health and Safety at Work Act 1974 instead of
actually trying to resolve the problems.
There’s no academic evidence to suggest that
physical intervention training is effective, while
similar claims have recently been made about
de-escalation training. Further, it can be argued
that, in focusing on training of this nature, the
organisational response to violence is more
violence. There are also commentators who
consider that training staff in conflict
management indirectly blames them for
contributing to situations in the first place.
At this point, it may be worth pausing to
consider our general approach to violence.
Organisations focus on developing policies and
procedures that centre heavily on what’s not
acceptable. Anyone who has ever had any life
coaching will be familiar with the statement
that ‘what we resist persists’.
It might be time, then, to switch our focus to
a ‘positive peace’ model wherein we emphasise
the behaviours and culture in which we wish to
work instead of ‘fighting the fighting’.
48
www.risk-uk.com

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Resilience Revisited: Turning Our
Attentions To Successes and Failures
Despite widespread
acknowledgement of
the importance of
‘resilience’ to today’s
organisations, in
practice a number of
questions remain
unanswered. Allison
Wylde suggests that,
despite the emergence
of standards and
research, there’s still
deliberation on an
agreed definition for
the term, while
methods for
understanding and
applying resilience are
somewhat unclear
Dr Allison Wylde BSc (Hons) MA
FRGS FHEA DIC (Imperial):
Faculty Member with Cardiff
University’s Business School
and a Research Fellow at
Cardiff University’s Crime and
Security Research Institute
50
www.risk-uk.com
Arguably, the prevailing position around the
definition of resilience and its
understanding and application appears to
arise partly as a result of its trans-disciplinary
nature. As a consequence, a number of
different schools of thought, theories and
approaches have developed over the years, in
turn giving rise to so-called ‘gurus’ on the
discipline aside from those practitioners
operating in this specialist realm.
Findings from a recent UK survey which
asked what resilience means within private
sector organisations found that more than 80%
of respondents named IT disaster recovery as
the most important element of resilience. 55%
suggested that it was security and 45%
favoured Health and Safety.
There’s an important gap in our knowledge
and understanding of resilience. Further
research might assist our comprehension of the
different ways in which resilience may be
understood and applied and its performance
assessed. Clearly, further work must be
undertaken in discussion with practitioners and
those companies responsible for resilience
plans being implemented.
In addition, the specific requirements for
each company, setting and industry need to be
accounted for. In the here and now, we can
focus on recent empirical studies and
discussions concerning the topic of a resilience
‘success and failure’-style approach. The
overarching aim for all of us is to make sense of
resilience as a discipline.
In the field, practitioners typically
concentrate their focus on a particular stage or
phase of resilience. For example, the business
continuity sector has been concerned with the
stages of recovery from – and to – a ‘business
as usual’ mode of operation.
As is the case with the emergency sectors,
security practitioners have tended to focus on a
broader scope for resilience from the
perspectives of anticipation and preparation as
well incident and/or crisis management and
recovery, together with issues of quality (eg ISO
9000:2005) as well as the key drivers of risk
(ISO Guide 73:2009 and ISO 31000:2009) and
the supply chain (ISO 28002:2011).
Engineers were arguably the first to adopt a
reliability (ie repeatability) lifetime-focused
approach. For their part, some researchers have
more recently suggested that strengthening the
anticipation element of resilience through
concentrating on understanding ‘successes’, as
well as failure, may provide benefits.
Resilient system
According to Hollnagel 1 , a resilient system will
exhibit several different traits or ‘abilities’.
First, there’s the ability to respond. It’s all about
knowing what to do or being able to respond to
regular and irregular changes, disturbances and
opportunities by activating prepared actions or
adjusting the current mode of functioning
within the host organisation.
Then there’s the ability to monitor. Knowing
what to look for, or being able to monitor that
which is or could seriously affect the system’s
performance in the near term (either in a
positive or negative way). The monitoring must
cover the system’s own performance as well as
what happens in the environment.
Next on Hollnagel’s list is the ability to learn.
Knowing what has happened or otherwise
being able to learn from experience, and in
particular learning the right lessons from the
right experiences.
Last, but by no means least, there’s the
ability to anticipate. Here, the focus is squarely
on knowing what to expect or being able to
anticipate developments – such as potential
disruptions, novel demands or constraints, new
opportunities or changing operating conditions
– further into the future.
It’s interesting to note that, from a
policymaker’s perspective, concerns regarding
resilience have largely resulted in the creation
of new standards and guidelines, as well as
additional requirements for governance and/or
safety regulations across organisations and
civil society and during disaster recovery. As a
direct consequence, the requirements for
reporting near misses, due diligence and audit
have increased.
Yet, as the fire at Grenfell Tower in West
London illustrated with such tragic effect back
in June, even in advanced economies disastrous
events and fatalities still occur. Tensions
between the goals of resources versus
efficiencies might have meant that standards
were simply applied as minimum standards,
while collaborations and partnerships may have
fostered confusion and gaps in responsibility.

In the Spotlight: ASIS International UK Chapter
One area that shows promise concerns
apparent differences in the methodology of risk
assessment and, in particular, risk ‘acceptance’
as practised in different industries, sectors and
countries. An example centres on industries
operating in Scandinavian countries when
compared with those in EU nations and, indeed,
the US. Different approaches in the
specification of controls and factors associated
with risk aversion can be identified according to
the country under examination.
Different disciplines
A further promising avenue has been identified
among the differing views of resilience that, to
date, have been viewed as separate (for
example the engineering and built environment
disciplines and between healthcare
management and patient care).
In the discipline of engineering, following an
external shock the focus will be turned towards
the ability of a system to return to equilibrium.
The scope of interest will be resistance to
shocks that occur near equilibrium. In ecology,
the main characteristics are the scale of shock
that a system’s capable of absorbing before it
changes to a new and stable state. The scope of
interest is far from equilibrium behaviour.
When it comes to complex adaptive systems,
attentions are drawn towards the ability for
anticipatory or reactionary re-organisation in
order to minimise the impact of the shock. In
terms of the scope of interest, the adaptive
capability of systems might result in a new form
which may – or may not – be desirable.
The scope of each interest varies in context
and scale from near-normal to irreversible
change. Returning to the case of engineering,
the suggestion is that the entity exerts
resistance to prevent and resist any change. If
change occurs, the entity will be able to return
to its original condition.
This condition appears similar to the horizon
scanning-style ‘anticipate and prepare’ stages
outlined within BS 11200: 2014 Crisis
Management Guidance and Good Practice.
The examples of ecology and complex
adaptive systems are more related to the
events involved in crisis management, where a
return to the initial condition may not be
possible since change (ie ‘adaptation’) has
already occurred. Furthermore, if the ‘change’
had been preceded by unsafe, insecure or
illegal practices then, as mentioned, a return to
the original state may not be desirable.
One example here concerns the BP-operated
Macondo oil and gas prospect oil spill in the
Gulf of Mexico which began on 20 April 2010.
Killing eleven people, it’s considered to be the
largest marine oil spill in the history of the
petroleum industry. The US Government
estimated the total discharge to be 4.9 million
barrels of oil (that’s 210 million US gallons or
780,000 m 3 ).
After several failed efforts to contain the oil
flow, the well was declared sealed on 19
September 2010, although reports in early 2012
indicated that the well site was still leaking.
The subsequent US Presidential report on
this episode highlights at least four
preventative barriers that failed. Further, a
similar event to Macondo had occurred six
months earlier, but warnings had apparently
not been heeded and, despite the
establishment of a dedicated Commission,
lessons from the earlier incident were not
implemented. In July 2015, BP agreed to pay a
massive sum of $18.7 billion in fines.
Academic scholarship in and beyond the
sphere of security management appears to
have been constrained by a view of the
‘inevitability’ of the failure of resilience. Here,
then, managing resilience for some scholars
has been about managing the effects and
impacts of an inevitable failure of resilience.
The argument presented for focusing on
successes and failures opens many promising
avenues to help us develop further questions
and research that will hopefully bridge some of
the remaining gaps in our understanding.
Reference
1 Hollnagel E (2016):
‘Resilience Analysis Graphs’
and ‘Resilience Assessment
Grid’
“One area that shows promise concerns apparent
differences in the methodology of risk assessment and, in
particular, risk ‘acceptance’ as practised in different
industries, sectors and countries”
51
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FIA Technical Briefing
Fire Prevention in Care Homes:
What Strategies Should Be Considered?
Those who have been in the fire industry for
some time will remember the Rosepark
Care Home incident wherein 14 elderly
residents died at the facility in Scotland after a
fire broke out in a cupboard back in 2004.
If you think that’s long in the past, you only
need to filter through the News on the Fire
Industry Association’s website to find multiple
stories of care homes in breach of fire
regulations. Only recently, a care home in
Cheshire was fined £50,000 for two breaches.
All of this shows the severity of the need for
careful fire risk management and planning.
Let’s examine the problems of fitting out care
homes with the correct equipment and putting
in place the maintenance that’s required.
The responsibility to actually plan and
schedule the installation and maintenance of
any fire protection equipment lies solely with
the ‘Responsible Person’ as outlined in the
Regulatory Reform (Fire Safety) Order 2005.
This is usually the care home itself. So, while
those contracted to the care home are not
necessarily in the immediate firing line (so to
speak) if something goes wrong, there’s a duty
upon technicians and contractors to follow
standards and Best Practice in order to ensure
that the highest possible levels of safety are
maintained and that the blame cannot be
shifted in the event of a fire.
It’s worth noting that a fire alarm contractor
was actually fined over £11,000 in 2016 for
failing to inform a care home owner of faults
within the system after the court decided the
contractor flouted fire safety legislation.
Main challenge posed
The main challenge with most care homes is
the inability of occupants to evacuate quickly.
Some residents may be bedridden while others
will take a significant amount of time and staff
support to enable their mobility. In addition,
even able-bodied residents may experience
significant confusion upon hearing an alarm
and have difficulty in finding building exits.
When added to commercial pressures on
staffing levels, it’s somewhat challenging to
ensure a care home could be evacuated fully
and safely in the event of a fire. Clearly, then,
the necessity to detect fires as quickly as
possible (and before they become too large to
deal with on a safe basis) plays an important
role in ensuring the safety of occupants.
Following the tragic events at Grenfell Tower in June, it seems
that there’s a renewed focus on fire safety issues.
Unfortunately, it often takes a disaster such as this to
rekindle public interest in the discipline. Naturally, this will
likely lead to an upsurge in new business, with fire
companies increasingly involved in new projects, system
updates and refurbishments of specific building types. Robert
Yates focuses on fire safety regimes for care homes
To this end, BS 5839 Part 1 recommends L1
(coverage throughout) fire detection in large
nursing homes, while many specifications for
smaller care homes will also specify L1 after the
appropriate risk assessment is conducted.
The Rosepark Care Home episode led to BS
5839 Part 1 making two important
recommendations. First, that nursing homes
with more than ten occupants should be
protected by addressable systems and, second,
that those homes should have an automatic
connection to the Fire Brigade.
The key advantage of addressability in a
system is in providing accurate information as
regards the point of detection. This can be
critical in reducing the time taken between
detection and the commencement of
firefighting either by staff using portable
extinguishers or by the Fire and Rescue Service
if the fire’s more significant in scale.
Connectivity to the Fire Brigade is also an
essential point. In the event of fire, members of
staff need to react quickly and may already be
Robert Yates:
Technical Manager at the Fire
Industry Association
53
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FIA Technical Briefing
*The Fire Industry Association
has compiled plenty of useful
guidance that can be
consulted when it comes to
fire safety in care homes, with
a number of downloadable
and printable resources
available free of charge on the
website (www.fia.uk.com).
Some documents that may be
of particular interest for fire
professionals include:
• Guidance on Fire Alarm
Detector Applications and
Documentation of the
Selection
• Guidance on the Application
of Primary Visual Alarm
Devices and Supplementary
Visual Indication Devices
• Guidance on the Selection
and Specification of Fire
Alarm Categories in
Accordance with BS 5839-1
dealing with other important issues. Therefore,
relying on staff to make a call to the Fire
Brigade while under such pressure is
unreasonable. Rather, they’re better tasked
with undertaking their Fire Action Plan.
Excessive false alarms
Such intensive detection coverage allied to
automatic connection to the Fire Brigade leads
to the obvious concern of excessive false
alarms. Typical sources of false alarms in care
homes include steam from showering and
laundry rooms, cooking fumes and the use of
hair spray or air fresheners.
Often, attempts are made to reduce false
calls either by reducing detector sensitivity or
introducing delay features into the system. One
common response is to install heat detection
instead of smoke detection as the former type
of detector is much less likely to ‘false alarm’.
However, heat detectors only activate when the
fire has established itself. By the time staff
members have responded to the alarm, it’s
unlikely that the fire can be tackled without Fire
and Rescue Service intervention.
In addition, heat detectors cannot fully
protect occupants who are asleep within a room
where the fire breaks out as the smoke may
well overcome those occupants before such
time that a heat detector could respond. Smoke
detection should be used throughout, then,
with heat detection only being employed where
absolutely necessary.
Where thermal detection is the only option,
it’s once again essential to maintain as high a
sensitivity as possible. Heat detectors come in
two basic types: fixed temperature and rate of
rise. Fixed temperature devices only respond
when the temperature at the detector reaches a
pre-defined limit. Typically, this is 58 o C, but
higher temperature devices are also available.
Rate of rise heat detectors have a fixed
temperature limit in addition to a response
based on a temperature increase over a certain
period of time. The rate of rise heat detector is
normally faster in its response than fixed
temperature and should be used as the next
best alternative. Occasionally, rate of rise
detectors can still false alarm (for instance,
when an oven door’s opened directly below a
detector). This can normally be handled by
careful positioning of the detectors in the
installation phase.
With the clear goal of maintaining detection
sensitivity throughout care premises, the
installer is well advised to consider some of the
latest multi-sensor technologies now available.
This enables smoke detection to be provided
where previously only heat detection could be
reliably used. Installers should seek the advice
of the manufacturers to establish Best Practice
with their products.
A further tendency to reduce false alarms is
to introduce delays in calling the Fire Brigade.
BS 5839 Part 1 2013 updated the guidance and
recommendations of Clause 19 and sub-clause
35.2.7 to address the need to avoid delay in
summoning the Fire and Rescue Service to
residential care premises. Again, the extensive
support and time needed to evacuate
occupants is the primary concern here.
Another key issue regarding the design of fire
alarm systems in care homes is the topic of
alarming. In some premises, it might not be
Best Practice to provide alarming for all areas in
one initial step. Fire alarms may well cause an
unwanted level of disruption to occupants who
could then draw support away from critical fire
response activity at the very worst moment.
Staff alarms and/or zonal alarming strategies
may well be helpful. Any such alarm strategy
needs careful consideration based on a risk
assessment and full consultation with all
interested parties (ie care home management,
the local Fire and Rescue Service and insurers,
etc). BS 5839 Part 1 outlines recommendations
for such systems and should be a key point of
reference for these discussions.
Containing fire and smoke
With prolonged evacuation, a major concern is
the control and containment of fire and smoke.
Sprinklers were highlighted as a key topic
subsequent to the investigations into the
Rosepark Care Home tragedy.
Smoke control systems and passive fire
protection are also critical in allowing
occupants sufficient time to safely evacuate the
premises. Again, the fire detection and alarm
system has an important role to play.
Fire doors are an essential element of passive
fire protection and need to be closed in the
event of fire. Unfortunately, they’re also
inconvenient in daily use, and especially for
elderly people, so tend to be held open with
electrical door holder units and released in the
event of a fire alarm.
For their part, final exit doors need to
balance the security of residents with the needs
of evacuation in the event of a fire outbreak.
Door release from the fire detection and
alarm system needs to be 100% reliable in all
events and should be according to the
recommendations of BS 7273 Part 4. For care
homes, Category A operation is required. The
systems installer should ensure that all the
requirements for this category are included in
the system design.
54
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Security Services: Best Practice Casebook
Last year, the Crime Survey for England and
Wales recorded the highest level of
shoplifting for 13 years and, indeed, a 3%
uplift on the prior 12 months. With a much
higher percentage of shopping now being
transacted online, perhaps in-store shoplifting
is a more attractive way for a ‘professional’
criminal to avoid leaving a digital footprint?
Security professionals are responsible for
continuously analysing the loss prevention
equation and identifying triggers, signals and
barriers to communication, all of which can be
logged, tracked and pattern-analysed for better
outcomes. In terms of retail security, things
have changed quite substantially and, in
addition to the accepted ASCONE (Approach,
Selection, Concealment, Observation, Non-
Payment and Exit) method, the importance of
intelligence analysis and planning cannot be
overstated as part of the loss prevention mix.
The powers of retail security professionals
are among the most poorly understood by the
casual observer. Does anyone outside of the
profession really understand the limited
parameters within which a retail security
professional is often required to work?
What about the ‘rock and a hard place’ legal
situations which can mean that loss prevention
specialists have to take decisions that could
lead to shoplifters being allowed to walk away
from the premises with products for which they
haven’t paid?
Not surprisingly, this doesn’t make them feel
good as practising professionals. Security
officers have come into this business to be a
force for good, but it’s little wonder that the
general public harbours negative perceptions of
these officers when the former doesn’t have an
understanding of the limited options at the
latter’s disposal when it comes to chasing after,
detaining or restraining a suspected shoplifter.
A high-profile example happened in one of
the larger supermarket chains and involved
stolen glass bottles that resulted in a fatal
injury during the detention situation. More
recently, a security officer was suspended from
working for a well-known High Street retailer as
a result of being deemed to have used
excessive force in detaining a shoplifter who,
unbeknown to the officer involved, was
pregnant. The female was given a six-week jail
term having pleaded guilty to her crime.
Even searching a suspect can pose problems,
with the risk factor stretching from negative PR
to allegations of sexual assault being made.
Mobile technology
Set against this backdrop, what’s the on-duty
security officer supposed to do? It’s not yet
Addressing Modern Challenges
Recent high-profile security incidents have served to remind
us all of the need for constantly questioning our security
focus and addressing the balance between expenditure
versus public safety in a period where we’re experiencing
peaks in threat levels. Assuming that public safety is in hand,
organisations also need to look at ways in which loss
prevention is managed, as Jon Felix observes in detail
widely implemented, but mobile technology
simply must be embraced to allow our
professionals to document evidence in the
fastest and most accurate way possible.
Recently, we carried out an analysis exercise
to look at the barriers to loss prevention
procedures which can serve to prevent the
accurate and timely documentation of evidence.
It was clearly evident that the deployment of
staff with mobile technology had the potential
to eradicate a number of time-consuming tasks
from the overall process.
Taking time-stamped photos on the shop
floor, for example, eradicates the need for a
security officer to find someone to cover his or
her station, go to the back office and accurately
recall and document time, dates, description
and methods. This ‘digitisation’ of evidence
facilitates easy information sharing with
neighbouring security teams for collaboration,
pattern analysis and effective case building for
litigation purposes once the offender has left a
clear trail of digital evidence behind them.
Indeed, a given offender could well be lulled
into a false sense of security in their mission,
reassured that the security officers on the
premises are otherwise engaged with mobile
Jon Felix BSc (Hons) MDIP
MBCI MSyl: Security
Consultant at CIS Security
57
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Security Services: Best Practice Casebook
devices when really they’re watching via the
camera lenses and happily snapping evidence
of offenders for potential prosecution.
The role of communication in the
management of public safety is clear and,
again, can be better facilitated through mobile
technology. The provision of a digital platform
for instant documentation, communication and
information references (such as the Citizen Aid
critical incident First Aid App, for example)
would better equip officers on the front line to
limit all kinds of losses.
Event security management
Effective security management at an event, and
particularly so a crowded one, will hinge upon
the provision of clear and easily digestible
information for security officers and members
of the public alike. This will enable a joint
understanding of roles and the powers security
operatives have, the location of key amenities
such as exits, medical stations and meeting
points and also manage expectations in terms
of individuals’ experiences and degree of
security awareness.
Airlines do this extremely well by placing
emergency advice right in front of passengers’
noses and supplementing that detail with a live
run-through of safety awareness by members of
the cabin crew to really hammer home the way
in which to remain safe on an aeroplane.
Event security specialists look to issue
guidance such as this, particularly for the
collection of children from events like the
recent Ariana Grande concert at the Manchester
Arena. That guidance will be around
communication with loved ones and outlining
clear meeting points, with consideration
afforded to stated meeting point area
capacities and designated escape routes.
In addition to the awful outcome of that
tragic episode in Manchester, there’s always
the potential for serious injury to occur among
crowds of people trying to exit a venue in haste.
Could Near Field Communication tags be used
to track attendees at an event, perhaps with
systems embedded on a wristband to monitor
crowd flow? The technology is there to do this.
Maybe it’s time for the Security Industry
Authority to make a plan to communicate
directly with the public through adverts
outlining the roles and responsibilities of
“Maybe it’s time for the Security Industry Authority to
make a plan to communicate directly with the public
through adverts outlining the roles and responsibilities of
security personnel operating in different environments?”
security personnel operating in different
environments? If the Regulator opens the
dialogue, we can potentially gain more support
from the public who will then start becoming
more knowledgeable on security issues.
Anyone watching the coverage of the recent
terror attack at London Bridge on BBC News
will have heard the straining voices of the
police officers on scene trying to communicate
with the public and reporters about the
seriousness of complying with the security
cordon. Perhaps it’s time to trust the public
with more information and provide them with
facts in a more relatable and ‘bite size’ format
(ie a handgun bullet can injure someone within
the distance of a double decker bus, whereas a
bomb blast can harm an individual as far away
as the length of Tower Bridge)?
Critical incident response
As a company, CIS Security is working to
encourage its clients/end users to cascade
more critical incident response and situational
awareness messages to their own staff through
the encouragement of the mental rehearsal of
critical incident situations. Where are the
emergency exits? What happens if the power
drops out?
If athletes and dancers can perform better by
mentally rehearsing their skills and moves,
then those individuals who find themselves in a
critical incident scenario can do as well. Instead
of receiving a medal, they’re able to stay alive if
an event should unfold.
Our responsibility as security professionals
now encompasses a stronger need to
communicate with the public about how to alter
the way in which they think about critical
incidents so they’re more ready when the time
might – but hopefully doesn’t – arise. Yes,
critical incidents are rare, but I’ve been reading
about people who’ve found themselves at (or
close to) more than one of the recent terror
incidents, so one supposes such events don’t
feel so rare for them.
Perhaps society should examine the role of
security and allocate more importance to
investments placed in it? Technology is a big
part of this, but the security officer will always
be the essential director and decision-maker
requiring increasingly higher quality training
and better tools in order to do the job well.
Many diligent companies are working hard to
raise both the profile and skill sets of practising
security officers. To really capitalise on this
effort, though, the industry needs to recognise
those officers with the same level of respect
afforded to police officers and embrace their
ability to use modern technology effectively.
58
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How Can We Combat ‘Virtual Hackers’?
The WannaCry
ransomware attack in
May, which affected
elements of the
National Health
Service (NHS), has farreaching
implications
for the nature of the
threat presently facing
our connected
economy. Nicola
Whiting outlines the
growing threat of
automated cyber
weapons in criminal
hands and observes
how leading
organisations from
NATO to the FBI are
borrowing from the
hackers’ ‘playbook’
in order to fight back
The revelation that the WannaCry attack was
probably the work of a ‘script kiddie’
indicates that the automation of hacking
techniques is now enabling amateur hackers to
launch attacks with nation state-level expertise,
a development that dramatically increases the
severity of cyber threats facing today’s major
organisations. What was once the preserve of
military forces and spy agencies is now within
the reach of basement-dwelling hacktivists and
generalist cyber criminals.
The WannaCry network infection vector was
among a slew of sophisticated tools apparently
stolen from America’s National Security Agency,
demonstrating that advanced cyber warfare
technologies developed by Governments are
increasingly falling into the hands of ordinary
citizens. This could be construed as the
equivalent of intercontinental ballistic missiles
being stolen and sold to street criminals.
Not only does this development dramatically
increase the number of potentially devastating
cyber attacks the world might face in times
ahead, but also renders it that much harder for
the authorities to trace the perpetrators.
In the same way that automated cyber
weapons may replicate the work of skilled
Black Hat hackers, new software can
autonomously replicate the work of leading
White Hat hackers, analysing entire networks
for vulnerabilities with the knowledge and skills
of a penetration tester.
The WannaCry attack on the NHS is a good
example. Just as the attack was launched using
an automated network ‘worm’ coded to find
vulnerabilities, parts of the NHS were able to
use their own automated tools to identify
vulnerabilities and successfully protect
themselves against the attack.
Some NHS Trusts used the automated Nipper
Studio tool to replicate the skills of expert
human penetration testers and harden their
firewalls and network devices at a speed and
scale that’s beyond human capabilities, duly
finding and closing vulnerabilities before they
could be attacked.
Nipper Studio creates a virtual model of how
the setting and rules interact with each other
and understands the interactions just like a
human would, but in a fraction of the time and
with repeatable accuracy.
NHS Trusts with well-tested procedures in
place and which had used automation to
harden their networks against attack went
unbreached when WannaCry struck,
subsequently ensuring that the highly sensitive
information in their systems remained secure.
Rise of cyber warfare
Behind the escalation of cyber attacks lies the
increasing investment by Governments,
terrorists and other groups in ‘cyber-offensive’
capabilities: the development of hacking tools
that offer the ability to penetrate enemy
networks and systems and project ‘cyber
power’ around the world.
The capability of automated cyber warfare
systems was first illustrated by Stuxnet, a selfreplicating
cyber worm which destroyed over
1,000 nuclear centrifuges across an Iranian
nuclear facility, setting that nation’s nuclear
ambitions back by at least two years.
Security expert Claudio Guarnieri has noted
that the so-called Regin malware, recently used
to attack EU diplomatic delegations, also bore
the signature of a nation state spy apparatus.
Another such attack recently knocked out the
Ukraine’s national grid.
These military-grade cyber weapons are
percolating down into the online underworld,
largely because cyber weapons are far easier to
steal than conventional armaments. It’s both
easier and cheaper to copy a code than a cruise
missile. Today, an entire cyber arsenal can be
spirited away on a USB stick.
In the subterranean networks of The Dark
Web, there’s now a highly-developed cyber
60
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Cyber Security: Risk Management for Automated Cyber Weapons
arms ‘bazaar’ wherein criminals can purchase
the cyber equivalent of smart bombs, complete
with user guides, money-back guarantees and
TripAdvisor-style user ratings.
Powerful custom-made tools designed to
exploit unpatched vulnerabilities and
autonomously reproduce themselves across the
world are widely available to buy, rent or
franchise. They can also be repurposed and
customised for any particular task, from
hacking a bank through to attacking a hospital.
These sophisticated weapons often contain
an autonomous ‘transport’ mechanism that
enables the malware to scan for vulnerabilities
and spread itself along with a ‘payload’ that
then delivers the attack.
The Internet is also replete with intelligencegathering
tools that lie dormant inside an
enemy system like a cyber ‘sleeper cell’,
covertly mapping out the network architecture,
domains, servers and IP addresses of potential
targets. A recent investigation showed that the
UK’s national rail network had been unwittingly
infiltrated by four nation state cyber attacks
which appeared to be ‘exploratory’ exercises.
Two-way relationship
One cyber expert has warned the US
Government that: “The Internet allows
malicious cyber actors to deliver weaponised
tools at a scope and scale we’ve never seen.”
Even worse, nation states are deliberately
‘leaking’ cyber weapons to illegal hacker
collectives, hiding their activities behind proxy
groups. The relationship works both ways, with
cyber crime groups also sharing tools with
Governments in return for payment or
protection from prosecution. These tools then
work their way lower down the food chain until
they end up in the hands of low-level hackers,
with the end result being that highly classified
cyber offensive expertise is being transplanted
into the laptops of teenagers.
According to cyber security body (ISC) 2 , this
comes at a time when the Human Resources
needed to prevent these increasingly advanced
and widespread attacks are in scarce supply.
The world is set to face a shortfall of 1.8 million
cyber security professionals in five years. Rising
demand for a dwindling pool of talent is
pushing up the cost of hiring, rendering it
increasingly difficult for companies to recruit
and retain the necessary and best talent.
Given this major manpower shortage
combined with a rise in automated hacking
tools entering wider circulation, business and
industry is now under greater threat than ever
before. The central problem is that machines
are far faster and more efficient at hacking than
“The central problem is that machines are far faster and
more efficient at hacking than humans. Automated tools
can launch many simultaneous worldwide attacks at a
speed and scale beyond the capacity of human attackers”
humans. Automated tools can launch many
simultaneous worldwide attacks at a speed and
scale beyond the capacity of human attackers.
For example, computer ‘worms’ are capable of
autonomously replicating themselves millions
of times in order to simultaneously infect a
wide array of targets.
To illustrate that statement, studies have
shown how an automated worm could ‘infect’ a
single lightbulb and then cross-contaminate all
neighbouring lightbulbs, spreading like wildfire
to plunge entire cities into darkness at
lightning speed. In this way, widely-available
automated weapons dramatically increase the
speed, power and reach of cyber attacks on
faraway targets.
Autonomous tools also enable human
hackers to cover their tracks, like a thief
evading detection by sending a drone to burgle
a house. While companies lack the time and
Human Resources needed to find and fix all of
their vulnerabilities, automated tools afford
cyber criminals limitless time and resources to
find and exploit vulnerabilities. It’s no surprise
that, in a race between human defenders and
autonomous attackers, the humans are losing.
To turn this around, we simply must use
autonomous tools as a defence mechanism.
Automating our defences
Whereas traditional ‘dumb’ scanners
indiscriminately bombard a network from the
outside in the hope of exposing a vulnerability,
modern ‘smart’ tools can autonomously scour
the individual blueprint of any network or
system to find deep structural vulnerabilities
and explain how to fix them. It’s the digital
equivalent of going through every line of an
architect’s drawings and identifying
weaknesses in the structure within seconds.
‘Smart’ tools dramatically reduce the
demands placed on heavily-overstretched
Human Resources, using automated systems to
plug the cyber security skills gap that shows
little sign of diminishing any time soon.
With advances in automation enabling
today’s criminals to launch devastating attacks
in minimal time and with few Human Resources
of their own, we really must begin to deploy the
same ‘smart’ technologies to cut the time and
cost of shoring up our defences. Frankly, we
neglect to do so at our peril.
Nicola Whiting: Chief
Operating Officer at Titania
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The Certified Technical Security
Professional: Focusing on Systems
brought about any discernible change or means
of introducing minimum standards setting for
individual practitioners. In short, there have
been a good many expressions of
dissatisfaction but, until now, no action.
The demands placed upon the Government to
address heightened levels of risk – and
particularly so in relation to the increasing
threat of terrorism – are unlikely to abate, while
it’s generally accepted that the responsibility
for safeguarding our society rests with central
Government via the national police service, the
Security and Intelligence Services and,
increasingly, the private sector.
Next month, the
Register of Certified
Technical Security
Professionals opens
for business in order
to recognise the
competence of – and
qualifications gained
by – installers as well
as those individuals
who maintain fire and
security systems.
Kevin Matthew
recounts the benefits
of this landmark
development for
practising in-house
risk and security
managers
Many UK industries are governed by some
form of regulation and Best Practice. In
our business sector, the UK’s Private
Security Industry Act 2001 led to the creation of
the Security Industry Authority, the regulatory
body that has subsequently realised mandatory
licensing for various security activities, among
them security guarding, door supervision, close
protection, Cash and Valuables in Transit, key
holding and Public Space CCTV Surveillance.
However, there’s a viewpoint commonly held
by many operating within the security industry
that licensing hasn’t gone far enough in terms
of instilling competencies and raising
standards, nor has it reached far enough across
what is today an extremely diverse sector.
One significant area which has certainly
escaped the Regulator’s reach is that of
security systems, and more specifically those
individuals who are responsible for installing
and maintaining such systems.
For many years, the technical security sector
has expressed concern – all-too-often only
within its own ranks – about the absence of
recognised professional standards and
protocols. This has allowed the proliferation of
unqualified and potentially unscrupulous
individuals operating within this field.
Despite those protestations, no-one from the
Regulator’s office, wider Government or,
indeed, the technical security sector itself has
Electronic security systems
Security and fire detection systems have
advanced beyond all recognition in the last
decade. Anyone visiting IFSEC International at
London’s ExCeL back in June would have
witnessed the hugely diverse range of
sophisticated technologies on display such as
video surveillance systems with HDI, CVI and
TVI cameras, 4K and 8K monitors, cyber tools,
drones, analytical software, biometric access
control solutions, wireless intruder alarms and
fully-integrated systems orchestrated by a
central Command and Control point.
A major element of security planning and
developing strategy is the use of electronic
security systems. CCTV and many types of
technical access controls are fundamental when
it comes to combating crime and terrorism.
With such reliance placed on security systems
technology, it’s ever-more vital that those
charged with installing and maintaining such
high tech equipment are appropriately
experienced and qualified to do so, while
always looking to embellish and enhance their
skills by dint of accredited training.
Security systems which fail due to incorrect
installation or sub-standard maintenance can
result in major consequences for those
responsible. The fall-out here can affect
companies and directors, sometimes extending
to criminal charges and/or litigation, not to
mention untold reputational damage.
In-house directors of security have a duty to
ensure those systems they procure are fit for
purpose and that the equipment harbours the
requisite quality standards. Their ‘responsibility
remit’ here also extends to taking all
reasonable steps needed to ensure that such
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Training and Career Development
equipment is installed by a competent
professional. Some manufacturers and
installation companies do routinely outsource
the installation and maintenance of security
systems, but this is where a real risk can arise.
To date, there hasn’t been any recognised
means by which to check that a subcontractor’s
competencies and background
pass muster. By contrast, in the gas industry
both installers and maintenance engineers are
necessarily required to be Gas Safe (previously
CORGI)-registered.
Qualified installers
As the security and fire sectors move
increasingly towards integration, competent
and demonstrably qualified systems installers
and engineers are needed to ensure that
systems design, installation, servicing and
operation are all fit for purpose, comply with
current standards and, importantly, meet the
procuring end user’s needs.
Often overlooked by procurers and end users
are the issues relating to the retention of
personal data, compliance with legislation such
as the forthcoming EU General Data Protection
Regulation and how that data may be provided
in response to subject access requests. It also
needs to be asked whether the installer or
maintenance technician has been assessed, not
just in terms of their technical competence, but
also when it comes to their background and
probity. System installations at schools and
other sensitive locations in particular require
careful vetting considerations.
To address the absence of any meaningful
regulation or Code of Conduct governing
installers and maintenance technicians, Tavcom
Training has developed a professional Register
specifically for installers and those who
maintain fire and security systems. On Friday 1
September, the Register of Certified Technical
Security Professionals (to be found at
www.ctsp.org.uk) will go live.
The British Security Industry Association
(BSIA) and Dubai’s security sector Regulator
the Security Industry Regulatory Agency (SIRA)
have both welcomed and endorsed the creation
of the Register.
David Wilkinson, the BSIA’s director of
technical services, said: “We’re very pleased to
see this innovative registration that recognises
many of our security systems members. In such
a challenging technical environment, it’s more
important than ever to demonstrate the
professionalism of the personnel actively
representing our specific market sector.”
In recognising the CTSP Register, Khalifa
Ibrahim Al Saleis (CEO of SIRA) stated: “The
“Eligibility criteria for entry to the Register must be
evidenced and include a sound working knowledge of
electrical/electronic principles”
Dubai Government is renowned in the region for
setting the highest standards across all
elements of security. By law, engineers and
technicians who install and maintain security
systems are required to be licensed. On that
note, the CTSP Register will be another
effective way in which to ensure professional
standards are both achieved and maintained.”
Verifying competencies
The CTSP Register follows the framework of
other professional bodies, including the
Register of Chartered Security Professionals
which is increasingly regarded as the ‘Gold
Standard’ for those operating at the strategic
management level within the security arena.
The CTSP Register provides a resource that
allows end users, contractors and prospective
employers to verify that a given individual is
competent and qualified and has attained the
standard of a Certified Technical Security
Professional (CTSP).
The CTSP registration scheme aims to
formally recognise security systems installers
and maintainers and align them with their
peers across the electrotechnical industries
who possess similar skills/attributes. It also
allows the Registrant to highlight their own
credentials by using the post-nominals of
‘CTSP’ on business marketing materials.
The main disciplines covered by the CTSP
Register are CCTV, access control, intruder and
hold-up alarms, Internet Protocol and
networking solutions and fire alarm systems.
Each field of competence is listed on the CTSP
Register against the Registrant’s profile,
showing that they’re qualified to carry out work
within that specified field.
Eligibility criteria for entry to the Register
must be evidenced and include a recognised
industry-relevant qualification at QCF Level 3, a
good working knowledge of
electrical/electronic principles and a minimum
of 12 months’ worth of practical experience.
Applicants must be of good character and
free from any criminal convictions for
dishonesty, assault or sexual crimes. Two
personal references are required.
Registrants must also maintain a Continuing
Professional Development (CPD) record to
document their ongoing learning and affirm
that they actively demonstrate a commitment
towards their own future in the industry.
*The Certified Technical
Security Professional
registration process is
straightforward and can be
accessed via the website at
www.ctsp.org.uk The website
is now open for those wishing
to express an interest or who
wish to apply immediately.
However, the Register itself
will not go live and be open
to view until Friday 1
September 2017
**As is common with
Registers of this nature,
Registrants are subject to a
Code of Ethics and a
disciplinary process, with the
ultimate sanction being that a
Registrant may be struck off
the Register (thus
subsequently limiting their
ability to operate in the
security systems sector)
Kevin Matthew:
Certified Technical Security
Professional Registrar
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Risk in Action
WES+ on fire safety
duty at site of Great
Scotland Yard Hotel
Ramtech Electronics has
supplied its popular WES+
fire alarm system to protect
the original Scotland Yard
Police Station in London
while it’s transformed into a
five-star luxury hotel by
Galliard Homes.
The historic building
served as the headquarters
of the Metropolitan Police Service from 1829 to 1890. The new £110 million
development involves retaining the original Edwardian façade. When
completed, the five-star hotel will offer rooms costing up to £10,000 per night.
Galliard Homes had used hard-wired fire alarm systems on other construction
sites, but found them to be cumbersome. The trailing wires created a trip
hazard, while the process of repositioning the Call Points as work progressed
was deemed to consume too much time.
The WES+ system installed at Great Scotland Yard will trigger a site-wide
alarm even if just one of the manual Call Points or automatic heat/smoke
detectors is activated. This will allow all personnel to evacuate the site and the
Fire and Rescue Service to be alerted at the earliest possible opportunity.
Incorporating heat/smoke detectors into the WES+ fire alarm system means
that the iconic Great Scotland Yard is protected 24/7, even when personnel are
not present on site. Nominated personnel at Galliard Homes will instantly
receive a text alert if any Call Point is activated.
The WES+ fire alarm system, which can be installed with a few simple buttonpresses
to pair the interconnecting Call Points, creates a completely secure
mesh network. The scalable nature of the system means that up to several
thousand units may be paired, making it suitable for large-scale as well as
smaller construction sites. A silent test facility eliminates downtime on site.
As the dangers of fires on construction sites become better understood, an
increasing number of developers are specifying bespoke fire alarm systems.
Trigion orchestrates first class
security solution on behalf of Royal
Academy of Engineering
Trigion has won the security contract at the
Royal Academy of Engineering by dint of
offering a combined security solution including
electronic systems, security guarding,
concierge services and reception cover.
The Royal Academy of Engineering is based
at Prince Philip House, an historic Grade I-listed
building which has recently been renovated to
introduce a contemporary and modern interior
at Carlton House Terrace in central London.
The building forms part of the Royal
Household and is frequently visited by
members of the Royal Family.
This institution provides analysis and policy
support to promote the UK’s role as a great
place in which to do business, taking a lead on
engineering education and investing in the UK’s
world-class research base with a view towards
underpinning innovation. In the wider sense,
the Royal Academy works to improve public
awareness and understanding of engineering.
Speaking about the contract, Neil Ricketts
(technical services director at Trigion) explained
to Risk UK: “We’re proud to have secured the
contract for this impressive location. In adding
it to our expanding portfolio, we look forward
to working with the Royal Academy of
Engineering for many years to come.”
Amthal revises fire and security for
Garston Manor School
Amthal Fire and Security has worked with
Garston Manor School on creating a scalable
solution to upgrade the fire and security
systems in place for the benefit of staff, pupils
and visitors alike.
Located in Hertfordshire, Garston Manor
School is a specialist school for pupils with
autism, learning difficulties and speech and
language problems. The vision is to ensure all
students leave the school as confident and
self-reliant individuals following a learning
experience that’s rewarding and enjoyable.
To ensure that all members of staff can
focus on this mission, Amthal carried out an
investigative site visit to understand the
existing fire and security systems in place and
make recommendations on how to build upon,
complement and maintain them by dint of
using the latest technology.
The local fire and security specialist
carefully created a works programme to
complete additional works and, at the same
time, ensure that a maintenance programme
was in place to look after all intruder, CCTV
and fire safety systems on site.
Caroline Caisley, school business manager
at Garston Manor School, said: “Security is,
quite rightly, an absolute priority for the
school, right from the perimeter and the site
boundaries through to all internal areas.
Amthal Fire and Security understands this and
duly developed a works programme to
maintain all of our fire and security systems.”
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Risk in Action
St George in the East Church
Vicarage safeguarded thanks to
all-new video door entry and
intruder alarm systems
Delta Security, the CCTV and access control
specialist, has installed all-new video door
entry and intruder alarm systems for the
vicarage attached to St George in the East
Church on behalf of long-standing client the
London Diocesan Fund.
The London Diocesan Fund is responsible
for the administration and maintenance of all
420 Church of England parishes located
within the M25 region. That estate
comprises approximately 600 properties.
Managers of the Fund have worked with
Delta Security for eight years on their CCTV
and access control requirements, totalling
circa 50 security projects per year.
Kenny Cathro, head of operational housing
for the London Diocesan Fund, explained:
“Vicars can receive visitors at any time of the
day or night, from those people organising
weddings and funerals through to troubled
individuals seeking some form of financial
and/or spiritual support. It’s important that
vicars have full control over whom they let
into their residences.”
A Videx door entry system has been
installed at the St George in the East Church
Vicarage, with an LCD screen that provides
clear video footage of who’s trying to gain
access. The vicar can speak to the visitor via
a handset if they wish or do nothing without
letting the visitor know they’re at home.
Security has been further enhanced with a
state-of-the-art wireless Visonic intruder
alarm system that works with up to 60
wireless devices. Users have remote access
functionality via a specifically-designed App.
In conclusion, Cathro informed Risk UK:
“For me, it’s about working with suppliers
who are honest and straightforward in
providing the level of security we need and
at a price point that we can afford. These
needs are met by Delta Security.”
Intelligent fire safety system from Advanced protects The
Hippodrome Arts Centre
An intelligent fire safety system
from Advanced has been chosen to
protect The Hippodrome Arts
Centre, a newly-opened community
hub housed in an historic listed
building located in Eyemouth.
Opened in 2016 and managed by
a community interest company, The
Hippodrome serves as a muchneeded
Arts Centre and performance space for members of the local
community. This landmark 1830s construction was originally a granary and has
accommodated various uses through the years, most recently serving as a
Fishermens’ Mission before closing in 2012.
A pop-up cafe in the building, which was nicknamed ‘The Hippodrome’ by the
fishermen who used to socialise there, offers a meeting and event space for
visitors and members of the local community.
The installation of the new fire system was undertaken by the team at longtime
Advanced partner Safe Services Ltd, who duly specified the latest MxPro 5
fire panel. The MxPro 5 range is a popular multiprotocol choice.
Graeme Millar of Safe Services Ltd said: “An open protocol system was
specified for the installation and, having used Advanced systems in the past,
we knew the company’s panels would be ideal for the Eyemouth project.”
Ian Tod, owner of The Hippodrome, commented: “As well as being a tourist
attraction, The Hippodrome is an important venue that locals use year-round,
so it’s essential that we have a reliable and effective fire system in place that’s
adaptable for future expansion or upgrades. When we discussed the available
options with Graeme and his team, MxPro seemed the ideal solution.”
The MxPro 5 panel installed at The Hippodrome is a single loop system that
covers both the entire ground floor and the roof space of the building.
Dacorum takes digital leaps in Borough security with
Security Center
The Borough of Dacorum, a district in the
county of Hertfordshire, counts
approximately 150,000 residents and a
growing number of businesses among its
population. To enhance its services,
Dacorum Borough Council invested in a
new district-wide wireless network and
began plans to upgrade its security
operations and technologies.
Previously, the Council was working
with old analogue systems that were very limiting, not to mention the fact that
they ran separately on different computers. The goal was to put in place a new
and modern system that had the flexibility to easily integrate new
technologies, and that would also afford members of the dedicated operations
team one easy solution to access and manage everything.
Dacorum Borough Council sent out a request for proposals and scored each
system according to the outlined criteria. ID Integrated Security won the bid for
the project. Security Center, the unified security platform by Genetec, has been
installed to combine IP video surveillance, access control, ANPR and several
other key systems within one intuitive solution.
Today, members of the Dacorum Borough Council Control Room team manage
over 170 cameras Borough-wide through Omnicast, the IP video surveillance
system of Security Center.
Photograph: David Howard
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Technology in Focus
Videx’s Digital GSM allows for
integrated proximity access control
Videx has launched its new digital GSM system that
can provide access control for a wide range of
gated properties, office blocks, apartments and
commercial buildings.
The new system uses mobile technology to
communicate and operate doors, automatic gates,
car parks and remote site applications, making it a
perfect security solution for unmanned sites and
communications outside of normal business hours.
It’s available as part of the popular 4000 Series
modular door entry system. The solution features a
vandal-resistant surface and flush panel and can
call up to 500 users, each with a divert facility of up to three additional
numbers should the others be engaged or unanswered.
Neil Thomas, national sales manager at Videx, stated: “The GSM system
offers a number of advanced features. For example, the large graphical display
enables departments and company names to be shown with an easy-to-use
scroll facility, helping people to search for the business they’re visiting.”
www.videxuk.com
KBC launches range of videooptimised
PoE switches
KBC Networks – the manufacturer of
industrial transmission equipment for
analogue, IP and HD transmission systems –
has expanded its industrial Ethernet switch
range with a series of Power over Ethernet
(PoE) switches.
With the PoE data ports on the switches
supplying power directly to the attached
networked device, these additions to the
KBC IP transmission range render new
installations and system additions faster,
easier and more flexible. The new hardened
units are designed for a wide range of
industrial, non-conditioned and outdoor
applications with extended operating
temperature ranges.
Depending on the model selected, the
switches are either IEEE 802.3af or the
higher-powered IEEE 802.3at-compliant.
www.kbcnetworks.com
Hanwha Techwin Wisenet
X cameras integrated
with leading VMS
Hanwha Techwin has successfully
accelerated the programme to
integrate its popular Wisenet X cameras with leading VMS solutions such as
Genetec Security Center 5.6 and Milestone XProtect.
‘Supercharged’ by the powerful Wisenet 5 chipset, models in the latest
generation of Wisenet X cameras feature Wide Dynamic Range motorised
varifocal low-light lenses. The 26 new H.265 cameras and domes are
collectively able to meet the requirements of virtually any video surveillance
project regardless of the lighting conditions, from bursts of bright sunlight to
almost total darkness, without the need for IR LEDs or supplementary lighting.
“A key element of our ‘We Move With Trust’ philosophy is a commitment to
ensure that our end user customers are able to achieve the full benefits from
their investment in a video surveillance system,” said Bob Hwang, managing
director of Hanwha Techwin Europe.
Hwang continued: “By working in partnership with Genetec, Milestone and
other VMS providers, our Wisenet X cameras can be controlled and monitored
alongside equipment produced by other manufacturers. Regardless of which
platform customers choose, they can expect to have a high degree of control
over their Wisenet X cameras, as well as the flexibility to integrate with
specialist analytics applications and access control.”
Hanwha Techwin’s ranges of cameras and recording devices have also been
successfully integrated with SureView’s Immix CS central station software
platform. This allows the latest Wisenet IP camera series and NVRs, as well as
analogue DVRs, to interact with the Immix CS which is specifically designed to
improve the efficiency of central alarm monitoring stations offering video
monitoring services.
The same level of integration has also been achieved with Immix Command
Centre, a PSIM software platform used by businesses, institutions and
agencies to monitor alarms, access control and situational awareness systems.
www.hanwha-security.eu
OPTEX’s new active infrared beam
series features flexible power source
Sensor manufacturer OPTEX has extended its
range of SmartLine active infrared beams with
the SL-TNR Series of wireless and hybrid entrylevel
outdoor active beams for simple point-topoint
applications.
The SL-TNR Series includes two models: a
30-metre SL-100TNR and the 60-metre SL-
200TNR outdoor battery-powered active beam
that’s ideally suited for protecting smaller
perimeters, open areas and driveways. The
sensor has been designed to work with D-sized
lithium batteries as well as the universal CR123
batteries when using
optional batteryholders
(CRH-5).
All are included
in the SL-TNR-CH
package.
Four D-sized
batteries in the
receiver and
transmitter will
provide up to five years’
worth of operation.
www.optex-europe.com
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Technology in Focus
Vista unveils Viper family of IP and
analogue products for risk managers
Vista has introduced the new Viper family. The
range consists of five innovative products and
provides a solution for combining multi-format
recording devices into a single, centrally
controlled platform.
The key benefit of Viper for the end user is
that it allows for the flexibility of combining
existing and new hardware in order to create a
simple platform and a seamless system.
Each product in the family plays an important
role in simplifying recording systems. The Viper
Virtual Matrix Controller (VMC) allows the
system operator to view cameras from multiple
remote Viper NVRs and hybrid DVRs. These
remote devices can be recording standard
analogue CVBS, TVI, AHD or IP cameras. All
cameras are displayed to the operator as one
single system when using the VMC.
The Viper NVRs and DVRs can also be used as
standalone systems. Their advanced ‘Smart’
and ‘Thumbnail’ search facilities greatly
simplify the operator’s task for finding and
reviewing recorded footage.
The patented ‘WARP’ function also means
that a single NVR can become a master unit.
www.vista-cctv.com
Power Centres serve to render
access installations more
cost-effective
Dantech Electronic Engineering, the
manufacturer of power supplies and
ancillary equipment for security
applications, has enabled lower-cost
Paxton Net2 installations with its
DA481 and DA482 integrated access
control Power Centres.
Supporting profitability by reducing
equipment and mains cabling costs,
Power Centres provide reliable 12 V DC
switch-mode power for two (DA481) or
four (DA482) Paxton Net2 PCBs.
The rugged power supply modules
provide two sets of outputs for each
controller position: 500 mA for the controller
and 2 A for lock power. All outputs are
protected by self-resetting fuses and
equipped with status LEDs as standard.
With only a single fire alarm input
required to the Power Centres, lock power
outputs are individually selectable as either
continuously powered or fire-switched.
Two VRLA battery packs up to 12 Ah can
be mounted in the Power Centre, ensuring
continuity of security in the event of a mains
power failure. Mains and battery status may
be monitored via volt-free contacts, while
batteries are protected thanks to automatic
deep-discharge disconnection.
Physical security is assured by the keylockable,
tamper-protected steel enclosure.
www.dantech.uk.com
Elmdene International brings the
company’s dedicated 12 V DC CCTV
PSU range to market
Elmdene International has introduced the
company’s 12 V DC CCTV PSU range. This
range offers end users’ security installers a
professional and neat termination junction
within the PSU enclosure for the video signals
between the camera and the DVR, ensuring an
easy and efficient installation.
This is accomplished by using the 4 or 8-
way BNC ‘Loop IN – Loop OUT’ connections
provided on the Fused Output Modules.
Not only are these units easy to connect, but
the enclosures are of a low-profile and
compact design, with large cable access at the
rear affording installation flexibility and
therefore saving time on given projects.
This range has been specifically designed
for those CCTV installations that employ a
single cabling method for transmitting video
and power. Good examples here would be
Coax + Power (Siamese or Shotgun cable)
and Twisted Pair (UTP cabling).
Another feature of this solution is the
ability to select the type of fusing required.
This is achieved by using the selection
jumper provided on each channel, offering
the security professional the following
choices: 20 mm glass fuse protection
(default F1A), PTC fuse protection (thermal
fuse/self-resetting) and power disconnected
(allows maintenance of the circuit).
This 12 V DC range is currently available in
two power variants: 4A (4 x 1A fused outputs)
and 8A (8 x 1A fused outputs). Each
individually-fused output has its own ‘Health
LED’ allowing quick identification of a faulty
channel in the event of a fault episode (such
as a short circuit) occurring.
www.elmdene.co.uk
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thepaper
Business News for Security Professionals
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latest financial and business information for
professionals operating in the security sector
The Paper will bring subscribers (including CEOs,
managing directors and finance directors within the
UK’s major security businesses) all the latest company
and sector financials, details of business re-brands,
market research and trends and M&A activity
FOR FURTHER INFORMATION
ON THE PAPER CONTACT:
Brian Sims BA (Hons) Hon FSyI
(Editor, The Paper and Risk UK)
Telephone: 020 8295 8304
e-mail: brian.sims@risk-uk.com
www.thepaper.uk.com

Appointments
Helen Ball
Helen Ball has been
promoted to Assistant
Commissioner at the
Metropolitan Police Service
by newly-installed
Commissioner Cressida Dick
and will now lead the Met’s
Professionalism portfolio.
Assistant Commissioner
Ball’s responsibilities will include management
of the Metropolitan Police Service’s Directorate
of Professional Standards, the Inquiry and
Review Support Group, the Specialist Crime
Review Group, general operational support
services and ongoing training.
Ball began her policing career with the
Metropolitan Police Service back in 1987,
undertaking various uniform and detective
roles. Ball was promoted to Commander of the
Operational Command Unit in 2007. Three years
later, Ball joined Thames Valley Police as
Assistant Chief Constable, re-joining the Met in
2012 in the role of Deputy Assistant
Commissioner for Territorial Policing.
In 2013, Ball became the Senior National Coordinator
for Counter-Terrorism Policing ahead
of a secondment to the College of Policing in
2016 as strategic leadership advisor.
A formal start date for the Metropolitan Police
Service’s new Assistant Commissioner will be
confirmed shortly.
Metropolitan Police Service Commissioner
Cressida Dick commented: “I’m delighted to
appoint Helen Ball as our new Assistant
Commissioner for Professionalism. Helen brings
with her enormous experience of working not
just in this organisation, but across policing in
general. Her input and expertise will be
invaluable as we seek to transform and provide
the best possible service for Londoners.”
Paula Warburton
Integrated security solutions developer TDSi
has announced the appointment of Paula
Warburton as the Poole-based business’ new
finance and operations director. Going
forward, Warburton’s vital role will see her
lead the company’s financial, commercial and
operations development.
Warburton joins a growing team at TDSi’s
Dorset hq. In recent months, the company has
appointed a new finance assistant, Luke
Kleszcz, and (as reported in Risk UK’s July
edition) an experienced marketing manager,
namely Francesca Meyrick.
Warburton has an impressive track record in
financial strategy, qualifying as a Chartered
Appointments
Risk UK keeps you up-to-date with all the latest people
moves in the security, fire, IT and Government sectors
Ashish Surti
Colt Technology Services has appointed Ashish
Surti to the role of Chief Information Security
Officer (CISO), reporting directly to Chief
Technology Officer Rajiv Datta.
Surti will now be responsible for Colt’s overall
information and cyber security strategy, while
also heading up the company’s Computer
Security Incident Response Team.
As a provider of network services for some of
the world’s biggest brands, a responsible focus
on information security forms a core part of Colt
Technology Service’s customer experience.
Under Surti’s direction, the business will
strengthen its information security strategy by
continually enhancing and embeddng cyber risk
management and logical security practices into
all company activities. As CISO, Surti will lead
the assessment, evaluation, prioritisation and
mitigation of the internal and external security
threat to Colt’s products, network infrastructure
and business information systems.
“With the ever-present risk of cyber attack
and increasing pressure from global threats,
secure network connectivity matters now more
than ever to organisations across all markets
and industries,” explained Surti.
A highly respected security expert with over
15 years’ experience, Surti joins Colt from TSB
where he served as the company’s first CISO. At
TSB, Surti was accountable for key duties
including information risk management, security
consultancy and, indeed, security architecture.
Accountant in 2000 and assuming her first role
as a financial director back in 2007. Prior to
joining TDSi, Warburton worked as the group
financial director for a prominent property and
construction surveying services organisation.
John Davies, managing director of TDSi,
commented: “TDSi is a fast-moving
international business that requires strong
financial leadership. Paula will now work as
part of the executive team to maintain and
grow our financial health and prosperity.”
Warburton informed Risk UK: “TDSi boasts a
very impressive track record as a truly
innovative manufacturer in the security sector.
My main focus is to ensure that the business
is provided with the necessary management
information and support it needs to excel.”
69
www.risk-uk.com

Appointments
Christopher Evans
Evolution, the integrated security and fire solutions
business, has appointed Christopher Evans as its new
compliance and Health and Safety manager.
Joining the company from Teledyne Reynolds where he
served as environment and Health and Safety officer,
Evans also has extensive compliance experience gained
from a number of lead auditor roles for ISO certification
bodies – among them ISOQAR, IMS International and
Exova BM TRADA – where he was certifying Quality,
Environmental and OHSAS Management Systems.
Prior to working in the private sector, Evans spent 18 years in the Royal Air
Force in the role of ground support equipment bay manager, gaining IOSH
‘Managing Safety’ and ‘Risk Assessor’ qualifications along the way.
Immediate priorities for Evans will be supporting the business on its
transition to ISO 9001:2015, as well as working towards achieving ISO 27001
Security Information Management and ISO 14001 Environmental Management.
“We already have the process systems in place and are currently monitoring
and conducting audits to ensure that we’re on target for achieving additional
certifications where required along with maintaining our current certifications,”
explained Evans in conversation with Risk UK.
Richard Preece
BeCyberSure, an
organisation covering the
full spectrum of the
information security and
non-compliance threat,
has announced the
appointment of Richard
Preece in the role of
specialist consultant.
Preece will now work with BeCyberSure
customers at Board level in order to assist both
directors and corporate officers in managing
cyber security risk and compliance and
protecting themselves and their businesses
from attack and financial penalties.
Preece is a ‘hybrid’ consultant who connects
leadership and culture, governance, risk
management and capability. His
multidisciplinary approach focuses upon
making organisations more agile and resilient
in order to ‘win in the modern world’. This
process begins by enabling senior leaders to
take ownership of the cyber agenda, aligning
strategy to exploit the opportunities of
innovation, while also mitigating the everpresent
dangers of hyper-connection.
A former director at the cyber resilience,
training, exercising and consultancy services
company CybX, Preece also spent 24 years
serving in the British Army in a wide variety of
operational, intelligence, training and strategy
roles around the world. His experience includes
working with clients in financial services, the
energy, oil and gas sectors, defence and law
enforcement. He holds an MSc in the Design of
Information Systems from Cranfield University.
Phil Lea
British software and
services business
Advanced has hired Phil
Lea as head of security
and compliance, further
strengthening the
company’s leadership
team to deliver
technology solutions with
security very much in mind.
Reporting to CTO Jon Wrennall, Lea will focus
on customer security, security technologies and
governance. This will include enhancing the
tools that Advanced uses to secure its products,
customers and internal IT as well as developing
managed security service offerings for the
business’ hosted and outsourced IT customers.
In addition, Lea will be responsible for coordinating
security governance across
Advanced and ensuring that the entire business
is ready for future regulatory requirements,
including the EU’s upcoming GDPR.
Lea brings with him over 20 years’ IT and
security experience having previously worked
at Fujitsu, Gartner and the Department for Work
and Pensions. At Fujitsu, he spent over eight
years as managing security consultant.
Ben Davies
Videx, the door entry
and access control
solutions developer, has
appointed two new
sales managers in order
to drive business
opportunity and growth
in key areas across both
the UK and Ireland.
Ben Davies (pictured) joins the company
as South East regional manager with over ten
years’ experience gained in the door entry
market where he has worked for several
high-profile access control companies in the
UK. Davies excels in generating new
business, growing the profitability of existing
clients and exceeding sales targets.
Billy Paton takes on the role of manager
for Scotland and Ireland, whereby he’ll be
responsible for generating new business
across both countries as well as managing
existing customers and relationships.
Paton has worked in the access control
sector for nearly 20 years now and on behalf
of numerous security, installation and door
entry sales companies.
Speaking about his new role at Videx,
Davies said: “I’m very excited to join and
share my experience with the Videx team.”
70
www.risk-uk.com

BENCHMARK
Smart Solutions
BENCHMARK
Innovative and smart solutions can add value and benefits to
modern systems for customers. With the technological landscape
rapidly evolving, the Benchmark Smart Solutions project assesses
the potential on offer from system integration, advanced
connectivity and intelligent technology. Bringing together field trials
and assessments, proof of concept and real-world experience of
implementing smart solutions, it represents an essential resource
for all involved in innovative system design.
Launching in 2017, Benchmark Smart Solutions will be the industry’s only real-world resource for
security professionals who are intent on offering added value through the delivery of smarter solutions.
@Benchmark_Smart
Partner Companies
www.benchmarksmart.com

Best Value Security Products from Insight Security
www.insight-security.com Tel: +44 (0)1273 475500
...and
lots
more
Computer
Security
Anti-Climb Paints
& Barriers
Metal Detectors
(inc. Walkthru)
Security, Search
& Safety Mirrors
Security Screws &
Fastenings
Padlocks, Hasps
& Security Chains
Key Safes & Key
Control Products
Traffic Flow &
Management
see our
website
ACCESS CONTROL
KERI SYSTEMS UK LTD
Tel: + 44 (0) 1763 273 243
Fax: + 44 (0) 1763 274 106
Email: sales@kerisystems.co.uk
www.kerisystems.co.uk
ACCESS CONTROL
ACCESS CONTROL
ACT
ACT – Ireland, Unit C1, South City Business Park,
Tallaght, Dublin, D24 PN28.Ireland. Tel: +353 1 960 1100
ACT - United Kingdom, 601 Birchwood One, Dewhurst Road,
Warrington, WA3 7GB. Tel: +44 161 236 9488
sales@act.eu www.act.eu
ACCESS CONTROL – BARRIERS, GATES, CCTV
ABSOLUTE ACCESS
Aberford Road, Leeds, LS15 4EF
Tel: 01132 813511
E: richard.samwell@absoluteaccess.co.uk
www.absoluteaccess.co.uk
Access Control, Automatic Gates, Barriers, Blockers, CCTV
ACCESS CONTROL
COVA SECURITY GATES LTD
Bi-Folding Speed Gates, Sliding Cantilevered Gates, Road Blockers & Bollards
Consultancy, Design, Installation & Maintenance - UK Manufacturer - PAS 68
Tel: 01293 553888 Fax: 01293 611007
Email: sales@covasecuritygates.com
Web: www.covasecuritygates.com
ACCESS CONTROL & DOOR HARDWARE
ALPRO ARCHITECTURAL HARDWARE
Products include Electric Strikes, Deadlocking Bolts, Compact Shearlocks,
Waterproof Keypads, Door Closers, Deadlocks plus many more
T: 01202 676262 Fax: 01202 680101
E: info@alpro.co.uk
Web: www.alpro.co.uk
ACCESS CONTROL – SPEED GATES, BI-FOLD GATES
HTC PARKING AND SECURITY LIMITED
St. James’ Bus. Centre, Wilderspool Causeway,
Warrington Cheshire WA4 6PS
Tel 01925 552740 M: 07969 650 394
info@htcparkingandsecurity.co.uk
www.htcparkingandsecurity.co.uk
ACCESS CONTROL
INTEGRATED DESIGN LIMITED
Integrated Design Limited, Feltham Point,
Air Park Way, Feltham, Middlesex. TW13 7EQ
Tel: +44 (0) 208 890 5550
sales@idl.co.uk
www.fastlane-turnstiles.com
ACCESS CONTROL
SECURE ACCESS TECHNOLOGY LIMITED
Authorised Dealer
Tel: 0845 1 300 855 Fax: 0845 1 300 866
Email: info@secure-access.co.uk
Website: www.secure-access.co.uk
ACCESS CONTROL MANUFACTURER
NORTECH CONTROL SYSTEMS LTD.
Nortech House, William Brown Close
Llantarnam Park, Cwmbran NP44 3AB
Tel: 01633 485533
Email: sales@nortechcontrol.com
www.nortechcontrol.com
Custom Designed Equipment
• Indicator Panels
• Complex Door Interlocking
• Sequence Control
• Door Status Systems
• Panic Alarms
• Bespoke Products
www.hoyles.com
sales@hoyles.com
Tel: +44 (0)1744 886600
ACCESS CONTROL – BIOMETRICS, BARRIERS, CCTV, TURNSTILES
UKB INTERNATIONAL LTD
Planet Place, Newcastle upon Tyne
Tyne and Wear NE12 6RD
Tel: 0845 643 2122
Email: sales@ukbinternational.com
Web: www.ukbinternational.com
Hoyles are the UK’s leading supplier of
custom designed equipment for the
security and access control industry.
From simple indicator panels to
complex door interlock systems.
BUSINESS CONTINUITY
ACCESS CONTROL, INTRUSION DETECTION AND VIDEO MANAGEMENT
VANDERBILT INTERNATIONAL (UK) LTD
Suite 7, Castlegate Business Park
Caldicot, South Wales NP26 5AD UK
Main: +44 (0) 2036 300 670
email: info.uk@vanderbiltindustries.com
web: www.vanderbiltindustries.com
BUSINESS CONTINUITY MANAGEMENT
CONTINUITY FORUM
Creating Continuity ....... Building Resilience
A not-for-profit organisation providing help and support
Tel: +44(0)208 993 1599 Fax: +44(0)1886 833845
Email: membership@continuityforum.org
Web: www.continuityforum.org
www.insight-security.com Tel: +44 (0)1273 475500

CCTV
CCTV
Rapid Deployment Digital IP High Resolution CCTV
40 hour battery, Solar, Wind Turbine and Thermal Imaging
Wired or wireless communication fixed IP
CE Certified
Modicam Europe, 5 Station Road, Shepreth,
Cambridgeshire SG8 6PZ
www.modicam.com sales@modicameurope.com
CCTV SPECIALISTS
PLETTAC SECURITY LTD
Unit 39 Sir Frank Whittle Business Centre,
Great Central Way, Rugby, Warwickshire CV21 3XH
Tel: 01788 567811 Fax: 01788 544 549
Email: jackie@plettac.co.uk
www.plettac.co.uk
CONTROL ROOM & MONITORING SERVICES
CCTV POLES, COLUMNS, TOWERS AND MOUNTING PRODUCTS
ALTRON COMMUNICATIONS EQUIPMENT LTD
Tower House, Parc Hendre, Capel Hendre, Carms. SA18 3SJ
Tel: +44 (0) 1269 831431
Email: cctvsales@altron.co.uk
Web: www.altron.co.uk
CCTV
G-TEC
Gtec House, 35-37 Whitton Dene
Hounslow, Middlesex TW3 2JN
Tel: 0208 898 9500
www.gtecsecurity.co.uk
sales@gtecsecurity.co.uk
ADVANCED MONITORING SERVICES
EUROTECH MONITORING SERVICES LTD.
Specialist in:- Outsourced Control Room Facilities • Lone Worker Monitoring
• Vehicle Tracking • Message Handling
• Help Desk Facilities • Keyholding/Alarm Response
Tel: 0208 889 0475 Fax: 0208 889 6679
E-MAIL eurotech@eurotechmonitoring.net
Web: www.eurotechmonitoring.net
DISTRIBUTORS
CCTV/IP SOLUTIONS
DALLMEIER UK LTD
3 Beaufort Trade Park, Pucklechurch, Bristol BS16 9QH
Tel: +44 (0) 117 303 9 303
Fax: +44 (0) 117 303 9 302
Email: dallmeieruk@dallmeier.com
SPECIALISTS IN HD CCTV
MaxxOne
Unit A10 Pear Mill, Lower Bredbury, Stockport. SK6 2BP
Tel +44 (0)161 430 3849
www.maxxone.com
sales@onlinesecurityproducts.co.uk
www.onlinesecurityproducts.co.uk
CCTV & IP SECURITY SOLUTIONS
PANASONIC SYSTEM COMMUNICATIONS COMPANY
EUROPE
Panasonic House, Willoughby Road
Bracknell, Berkshire RG12 8FP UK
Tel: 0207 0226530
Email: info@business.panasonic.co.uk
AWARD-WINNING, LEADING GLOBAL WHOLESALE
DISTRIBUTOR OF SECURITY AND LOW VOLTAGE PRODUCTS.
ADI GLOBAL DISTRIBUTION
Distributor of electronic security systems and solutions for over 250 leading manufacturers, the company
also offers an internal technical support team, dedicated field support engineers along with a suite of
training courses and services. ADI also offers a variety of fast, reliable delivery options, including specified
time delivery, next day or collection from any one of 28 branches nationwide. Plus, with an ADI online
account, installers can order up to 7pm for next day delivery.
Tel: 0161 767 2990 Fax: 0161 767 2999 Email: sales.uk@adiglobal.com www.adiglobal.com/uk
COMMUNICATIONS & TRANSMISSION EQUIPMENT
KBC NETWORKS LTD.
Barham Court, Teston, Maidstone, Kent ME18 5BZ
www.kbcnetworks.com
Phone: 01622 618787
Fax: 020 7100 8147
Email: emeasales@kbcnetworks.com
WHY MAYFLEX? ALL TOGETHER. PRODUCTS, PARTNERS,
PEOPLE, SERVICE – MAYFLEX BRINGS IT ALL TOGETHER.
MAYFLEX
Excel House, Junction Six Industrial Park, Electric Avenue, Birmingham B6 7JJ
Tel: 0800 881 5199
Email: securitysales@mayflex.com
Web: www.mayflex.com
DIGITAL IP CCTV
SESYS LTD
High resolution ATEX certified cameras, rapid deployment
cameras and fixed IP CCTV surveillance solutions available with
wired or wireless communications.
1 Rotherbrook Court, Bedford Road, Petersfield, Hampshire, GU32 3QG
Tel +44 (0) 1730 230530 Fax +44 (0) 1730 262333
Email: info@sesys.co.uk www.sesys.co.uk
www.insight-security.com Tel: +44 (0)1273 475500

THE UK’S MOST SUCCESSFUL DISTRIBUTOR OF IP, CCTV, ACCESS
CONTROL AND INTRUDER DETECTION SOLUTIONS
NORBAIN SD LTD
210 Wharfedale Road, IQ Winnersh, Wokingham, Berkshire, RG41 5TP
Tel: 0118 912 5000 Fax: 0118 912 5001
www.norbain.com
Email: info@norbain.com
INTEGRATED SECURITY SOLUTIONS
INNER RANGE EUROPE LTD
Units 10 - 11, Theale Lakes Business Park, Moulden Way, Sulhampstead,
Reading, Berkshire RG74GB, United Kingdom
Tel: +44(0) 845 470 5000 Fax: +44(0) 845 470 5001
Email: ireurope@innerrange.co.uk
www.innerrange.com
UK LEADERS IN BIG BRAND CCTV DISTRIBUTION
SATSECURE
Hikivision & MaxxOne (logos) Authorised Dealer
Unit A10 Pear Mill, Lower Bredbury,
Stockport. SK6 2BP
Tel +44 (0)161 430 3849
www.satsecure.uk
IDENTIFICATION
PERIMETER PROTECTION
ADVANCED PRESENCE DETECTION AND SECURITY LIGHTING SYSTEMS
GJD MANUFACTURING LTD
Unit 2 Birch Business Park, Whittle Lane, Heywood, OL10 2SX
Tel: + 44 (0) 1706 363998
Fax: + 44 (0) 1706 363991
Email: info@gjd.co.uk
www.gjd.co.uk
PERIMETER PROTECTION
GPS PERIMETER SYSTEMS LTD
14 Low Farm Place, Moulton Park
Northampton, NN3 6HY UK
Tel: +44(0)1604 648344 Fax: +44(0)1604 646097
E-mail: info@gpsperimeter.co.uk
Web site: www.gpsperimeter.co.uk
COMPLETE SOLUTIONS FOR IDENTIFICATION
DATABAC GROUP LIMITED
1 The Ashway Centre, Elm Crescent,
Kingston upon Thames, Surrey KT2 6HH
Tel: +44 (0)20 8546 9826
Fax:+44 (0)20 8547 1026
enquiries@databac.com
INDUSTRY ORGANISATIONS
POWER
POWER SUPPLIES – DC SWITCH MODE AND AC
DYCON LTD
Unit A, Cwm Cynon Business Park, Mountain Ash, CF45 4ER
Tel: 01443 471900 Fax: 01443 479 374
Email: sales@dyconpower.com
www.dyconpower.com
TRADE ASSOCIATION FOR THE PRIVATE SECURITY INDUSTRY
BRITISH SECURITY INDUSTRY ASSOCIATION
Tel: 0845 389 3889
Email: info@bsia.co.uk
Website: www.bsia.co.uk
Twitter: @thebsia
THE LEADING CERTIFICATION BODY FOR THE SECURITY INDUSTRY
SSAIB
7-11 Earsdon Road, West Monkseaton
Whitley Bay, Tyne & Wear
NE25 9SX
Tel: 0191 2963242
Web: www.ssaib.org
INTEGRATED SECURITY SOLUTIONS
STANDBY POWER
UPS SYSTEMS PLC
Herongate, Hungerford, Berkshire RG17 0YU
Tel: 01488 680500
sales@upssystems.co.uk
www.upssystems.co.uk
UPS - UNINTERRUPTIBLE POWER SUPPLIES
ADEPT POWER SOLUTIONS LTD
Adept House, 65 South Way, Walworth Business Park
Andover, Hants SP10 5AF
Tel: 01264 351415 Fax: 01264 351217
Web: www.adeptpower.co.uk
E-mail: sales@adeptpower.co.uk
SECURITY PRODUCTS AND INTEGRATED SOLUTIONS
HONEYWELL SECURITY AND FIRE
Tel: +44 (0) 844 8000 235
E-mail: securitysales@honeywell.com
UPS - UNINTERRUPTIBLE POWER SUPPLIES
UNINTERRUPTIBLE POWER SUPPLIES LTD
Woodgate, Bartley Wood Business Park
Hook, Hampshire RG27 9XA
Tel: 01256 386700 5152 e-mail:
sales@upspower.co.uk
www.upspower.co.uk
www.insight-security.com Tel: +44 (0)1273 475500

SECURITY
ANTI-CLIMB SOLUTIONS & SECURITY PRODUCT SPECIALISTS
INSIGHT SECURITY
Units 1 & 2 Cliffe Industrial Estate
Lewes, East Sussex BN8 6JL
Tel: 01273 475500
Email:info@insight-security.com
www.insight-security.com
CASH & VALUABLES IN TRANSIT
CONTRACT SECURITY SERVICES LTD
Challenger House, 125 Gunnersbury Lane, London W3 8LH
Tel: 020 8752 0160 Fax: 020 8992 9536
E: info@contractsecurity.co.uk
E: sales@contractsecurity.co.uk
Web: www.contractsecurity.co.uk
QUALITY SECURITY AND SUPPORT SERVICES
CONSTANT SECURITY SERVICES
Cliff Street, Rotherham, South Yorkshire S64 9HU
Tel: 0845 330 4400
Email: contact@constant-services.com
www.constant-services.com
ONLINE SECURITY SUPERMARKET
EBUYELECTRICAL.COM
Lincoln House,
Malcolm Street
Derby DE23 8LT
Tel: 0871 208 1187
www.ebuyelectrical.com
LIFE SAFETY EQUIPMENT
C-TEC
Challenge Way, Martland Park,
Wigan WN5 OLD United Kingdom
Tel: +44 (0) 1942 322744
Fax: +44 (0) 1942 829867
Website: www.c-tec.com
PERIMETER SECURITY
TAKEX EUROPE LTD
Aviary Court, Wade Road, Basingstoke
Hampshire RG24 8PE
Tel: +44 (0) 1256 475555
Fax: +44 (0) 1256 466268
Email: sales@takex.com
Web: www.takex.com
FENCING SPECIALISTS
J B CORRIE & CO LTD
Frenchmans Road
Petersfield, Hampshire GU32 3AP
Tel: 01730 237100
Fax: 01730 264915
email: fencing@jbcorrie.co.uk
INTRUSION DETECTION AND PERIMETER PROTECTION
OPTEX (EUROPE) LTD
Redwall® infrared and laser detectors for CCTV applications and Fiber SenSys® fibre
optic perimeter security solutions are owned by Optex. Platinum House, Unit 32B
Clivemont Road, Cordwallis Industrial Estate, Maidenhead, Berkshire, SL6 7BZ
Tel: +44 (0) 1628 631000 Fax: +44 (0) 1628 636311
Email: sales@optex-europe.com
www.optex-europe.com
SECURITY EQUIPMENT
PYRONIX LIMITED
Secure House, Braithwell Way, Hellaby,
Rotherham, South Yorkshire, S66 8QY.
Tel: +44 (0) 1709 700 100 Fax: +44 (0) 1709 701 042
www.facebook.com/Pyronix
www.linkedin.com/company/pyronix www.twitter.com/pyronix
SECURITY SYSTEMS
BOSCH SECURITY SYSTEMS LTD
PO Box 750, Uxbridge, Middlesex UB9 5ZJ
Tel: 0330 1239979
E-mail: uk.securitysystems@bosch.com
Web: uk.boschsecurity.com
INTRUDER AND FIRE PRODUCTS
CQR SECURITY
125 Pasture road, Moreton, Wirral UK CH46 4 TH
Tel: 0151 606 1000
Fax: 0151 606 1122
Email: andyw@cqr.co.uk
www.cqr.co.uk
SECURITY EQUIPMENT
CASTLE
Secure House, Braithwell Way, Hellaby,
Rotherham, South Yorkshire, S66 8QY
TEL +44 (0) 1709 700 100 FAX +44 (0) 1709 701 042
www.facebook.com/castlesecurity www.linkedin.com/company/castlesecurity
www.twitter.com/castlesecurity
SECURE CONNECTIVITY PROVIDERS
CSL
T: +44 (0)1895 474 474
sales@csldual.com
@CSLDualCom
www.csldual.com
SECURITY PRODUCTS
EATON
Eaton is one of the world’s leading manufacturers of security equipment
its Scantronic and Menvier product lines are suitable for all types of
commercial and residential installations.
Tel: 01594 545 400 Email: securitysales@eaton.com
Web: www.uk.eaton.com Twitter: @securityTP
INTRUDER ALARMS AND SECURITY MANAGEMENT SOLUTIONS
RISCO GROUP
Commerce House, Whitbrook Way, Stakehill Distribution Park, Middleton,
Manchester, M24 2SS
Tel: 0161 655 5500 Fax: 0161 655 5501
Email: sales@riscogroup.co.uk
Web: www.riscogroup.com/uk
SECURITY SYSTEMS
VICON INDUSTRIES LTD.
Brunel Way, Fareham
Hampshire, PO15 5TX
United Kingdom
www.vicon.com
www.insight-security.com Tel: +44 (0)1273 475500