27-11draft

Security Management
protecting 50,000:
As Rolls-Royce has 50,000
employees, the chances are - as
world events prove - that when
anything bad happens, a R-R worker
is there and needs accounting for
and help, the Security Institute
conference heard.
In brief
n Rolls Royce uses the
official UK police ‘run-hidetell’
video across its workforce
to give commuters
into London, for example,
confidence in case of terror
attack. For news of risk it
uses Risk Advisory.
n Matthew Drew has a first
degree in law and a
masters in risk and
security management from
Leicester University. He
was a police detective, and
went into corporate
security.
n What keeps him awake
at night? “The insider
threat.”
Above and next page:
Perimeter fencing and
outdoor CCTV at the
Rolls-Royce site at
Filton, Bristol
Photos by Mark Rowe
42
HAPPY
‘We were lucky we had
a big house and a gate
and could employ
people to protect us
when we needed it.’
Comedian Dawn French
in the Sunday Times on
racist abuse against her
and then husband Lenny
Henry.
Matthew Drew, group
security director for
Rolls-Royce, spoke
broadly about his work, for instance
the ‘quite sustained attack’ on the
company’s intellectual property, as
rivals, whether other companies or
nation-states, may seek to learn how
R-R build aero-engines. The theme
of the day was ‘security culture’, that
Drew did cover in detail, stressing
how security at the firm was based
on ‘defining the behaviours’, both
so that employees know what to do,
and if they don’t follow the rules,
there are consequences. Some of the
risks to employees come from the
company’s markets, and its evolving
work. Forget luxury cars; this Rolls-
Royce makes engines, for instance
for the UK’s nuclear submarines. The
firm has 400 sites, 100 in the UK,
and across continents. He singled
out Filton, in north Bristol, creating
intellectual property; Security’s job,
then, is to make sure that IP ‘stays in
the building’.
Saudi border
But; half of R-R revenue comes
not from selling engines, but from
maintaining and repairing those
engines already sold. Hence R-R
staff may be in Saudi Arabia, near the
border with Yemen (Drew did not say
so, but for a while the Saudi air force
has been bombing Yemen; and what
he did touch on was that as part of the
arms trade, R-R might face protests).
Security also advises the wider
business on what risks may be on the
horizon, not only affecting safety of
those maintenance staff, but plans.
He gave the example of Iran, which
‘opened up’ two and a half years ago.
International sanctions lifted and after
decades the western world could do
business with that country, including
updating its passenger jets and aeroengines.
In other words, because
the aircraft makers decided to do
business with Iran, R-R as a supplier
NOVEMBER 2017 PROFESSIONAL SECURITY
Corporate culture
was pulled in also, despite, in Drew’s
words, ‘a huge amount of risk for our
people’. How to keep R-R engineers
safe, in that unfamiliar country? Their
personal behaviour in an Islamic
country could (even in ignorance, not
on purpose) compromise their safety,
or Rolls-Royce’s reputation.
Turkey shoot
Drew gave Turkey as another
example, where that country
recently has seen terrorism, and
an attempted military coup. R-R,
then, needs to keep informed of
what might happen in politics in
such countries, and quickly; he
gave the case of Kenya, where R-R
people withdraw at election time,
so that staff are not exposed to the
risk of political violence. R-R has
thousands of its people abroad at
any time, including in what Drew
called ‘high risk countries’ such as
Nigeria and Pakistan; and even Iraq
and Afghanistan. “We make sure all
our staff are well-briefed before a
trip.” Indeed, the employees cannot
book their travel, without being
briefed. “We have real time alerting
for people; for example, if I was
travelling to Saudi Arabia next week,
our systems will recognise where I am
and will push alerts about the country
I am in, in real time.”
Tracking
When travelling to one of those
‘high risk’ countries, R-R does phone
tracking; and can and does provide
‘incident response’. Matthew Drew
gave the example only days before of
the mass shooting in Las Vegas; about
half a dozen R-R people were in the
city then; fortunately, no-one harmed.
In the last three years, he went on, the
company has experienced kidnap and
ransom; extortion; and serious injury,
when caught in terrorist attacks.
“And it’s really important when those
things happen, all our staff know
what is expected of them. One of the
biggest challenges we face in driving
a security culture ... it really starts
with our leadership.” An intriguing
glimpse into the corporate heights
- and how indeed security does get
heard when executives are personally
feeling at risk - came from Matthew
when he admitted that he might do a
year without talking to the CEO; but
he had a morning with him, briefing,
when the chief exec had a business
trip to Japan (near to North Korea that
is, and at risk of a missile attack and
perhaps worse). p
www.professionalsecurity.co.uk
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