security insider april 2013

VOL.18 | ISSUE.2 | MAY 2013

PUBLISHED BY THE AUSTRALIAN SECURITY INDUSTRY ASSOCIATION [ M AG A Z I N E ]

THE MAGAZINE FOR SECURITY PROFESSIONALSS E C U R I T Y

PP255003/02390

2664

ASIALTAKES

TO THESKIES

Security 2013 Exhibition & Conference 24-26 July 2013, Darling Habour, Sydney

INSIDER_Apr/May 2013 Iss1_44pp 29/4/13 9:34 PM

4 //SECURITY INSIDER MAY 2013

CONTENTSVOL.18 | ISSUE.2 | MAY 2013

SECURITY 2013EXHIBITION &CONFERENCE

ASIAL StrategicPartners >

20INTERVIEW WITH DONRANDALL, HEAD OFSECURITY, BANK OFENGLAND

22 24

06 | President’s message 08 | Security 2013 Conference

keynote speakers 10 | New ASIAL member benefit

from CreditorWatch 10 | Superannuation Guarantee

Contributions to increase from 1 July 2013

14 | ASIAL Member bulletins 16 | ASIAL takes to the skies20 | Security 2013 Exhibition

& Conference22 | Interview with Don Randall,

Head of Security, Bank of England

24 | The importance of ensuring compliance with workplace laws when procuring securityservices

26 | Governance Intelligence® - Achieving Integrated Visibility

31 | Australian Security Medals

32 | ASIAL New Member Listing 34 | Protecting your brand in

times of crisis 37 | Monitoring Centre Listing38 | Parental Leave, Maternity

Leave and the Employer’s Responsibility

40 | Hot Products42 | Calendar of events

2013 AUSTRALIANSECURITYINDUSTRYAWARDSFOR EXCELLENCEWINNERS

19

ENSURINGCOMPLIANCE WITHWORKPLACE LAWSWHEN PROCURINGSECURITYSERVICES



Welcome to the latest issue ofSecurity Insider. May already!

This month ASIAL will host the 18thannual Australian Security IndustryAwards for Excellence in Melbourne. Iam pleased to advise that the qualityand number of nominations receivedcontinue to grow each year, whichreflects their increasing value andrecognition the awards provide. Animportant element in the success ofthe awards was the establishmentseveral years ago of an independentjudging panel. I would like toacknowledge the time and effortprovided by our expert judging panelthat included Dr Roger Lough AM,Damian McMeakin, Maralyn Bengert,Jennifer McCauley and Allan Ross.

As an industry, we continually speakabout the licensing difficultiesexperienced by Security Firms andindividual licence holders across stateborders and the need for acommonsense national approach.Unfortunately, cross border issues arenot confined to licensing issues alone.

Engaging State/Territory PoliceForces also poses challenges for alarmmonitoring operators, with eachjurisdiction using their own responseprocedures and definitions.Understandably each of these hasbeen prepared with the aim of reducingthe incidence of unwanted alarmspresented to the Police for actioning.The cost of attending unwanted alarmsfor police is substantial (both in termsof the risk posed to police personneland the financial cost). It isunderstandable that some within policecircles may look upon our Industry andcustomers as using them to provide afree service.

Over the past five years ASIAL hasworked with police to effect ameaningful reduction in the numberunwanted alarm activations. Whilst theresults have been impressive, there isalways more than can be achieved.

ASIAL is now championing the

development of a national alarmresponse protocol.The goal is todevelop a consistent national alarmresponse procedure covering all policejurisdictions to eliminate confusion andreduce the incidence of unwantedalarms. ASIAL has been invited toprovide a follow up presentation on thedevelopment of the protocol to theNational Emergency CommunicationsWorking Group when it next meets. Weare confident that through robust andopen discussion between emergencyservice operators and the industry, wewill arrive at an outcome that is to thebenefit of all.

As previously advised, ASIAL has formany months sought clarification fromthe NSW Government on the intent ofthe new Regulations that came intoeffect on 1 November 2012. In mid-March, due to the lack of anyexplanatory information being providedto the industry by the NSWGovernment, the Association prepareda series of information bulletins toassist members in navigating their waythrough the new complianceobligations. Copies of the Bulletins canbe found in the Members area of theASIAL web site.

Finally, the Security 2013 Exhibition& Conference will be held on the 24-26th July at the Sydney Convention &Exhibition Centre.This year’sconference program features a raft oflocal and international security experts,among them Don Randall, Head ofSecurity at the Bank of England. Donhas been a strong advocate forpublic/private partnerships and is a keydriver of the highly successful ProjectGriffin initiative to protect the UK’scities and communities from the threatof terrorism.

I look forward to seeing many of youat Security 2013.

Kevin McDonaldPresident

PPRREESSIIDDEENNTT’’SS MMEESSSSAAGGEE

Effecting MeaningfulChange THE MAGAZINE FOR

SECURITY PROFESSIONALS

Editorial and Advertising

Security Insider is published by

The Australian Security Industry

Association Limited

PO Box 1338 Crows Nest, NSW 1585

Tel: 02 8425 4300 • Fax: 02 8425 4343

Email: [email protected]

Web: www.asial.com.au

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Editorial Contributors

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Published bi-monthly

Estimated Readership of 10,000

Views expressed in Security Insider do not

necessarily reflect the opinion of ASIAL.Advertising

does not imply endorsement by ASIAL, unless

otherwise stated with permission. All contributions

are welcomed, though the publisher reserves the

right to decline to publish or to edit for style,

grammar, length and legal reasons. Press Releases

to: [email protected].

Internet references in articles, stories and

advertising were correct at the time of printing.

ASIAL does not accept responsibility for misleading

views. Copyright©2013 (ASIAL) All rights reserved.

Reproduction of Security Insider magazine without

permission is strictly prohibited. Security Insider is

a subscription based publication, rates and further

details can be found at www.asial.com.au.

[Next Issue] JULY 2013

ISSN 1442-1720


The program of speakers for the Security 2013Conference has been finalised. Among those whowill present at this year’s event include Don Randall,Head of Security, Bank of England, Bruce Blythe,Chairman, Crisis Management International andSteve Ronson, Executive Director, FairWorkOmbudsman.

To view the full conference program or to registervisit www.asial.com.au or email [email protected] request a copy of the conference brochure.


IINNDDUUSSTTRRYY NNeWWSS

(Left: Don Randall, Centre: Bruce Blythe, Right: Steve Ronson)

SECURITY 2013 CONFERENCE


Bookings are now being taken for the Security 2013Gala Dinner to be held at Doltone House, Pyrmont onThursday 25 July 2013 from 7pm to 10.30pm.Thedinner is the industry’s night of nights and provides anexcellent opportunity to network in an informalenvironment.

This year’s dinner will be MC’d by Logie nominatedComedian Tahir.Tahir has appeared in a host of TVcredits including PIZZA on SBS, Rove Live, Footy

Show, Laughing Stock, Recovery, FOXTEL andComedy Channel.

Further entertainment will be provided by"Unusualist" Ray Crowe, whose appearances includethe David Letterman show and the Royal Variety Show,where he received a standing ovation from HerMajesty Queen Elizabeth II.

To register for the dinner visit www.asial.com.au orwww.asial.com.au/Security2013GalaDinner

SECURITY 2013 GALA DINNER

TahirRay Crowe

SECURITY INSIDER MAY 2013// 9



Annual increases tosuperannuation guaranteecontribution rates start from 1 July2013 when the rate rises to 9.25%,and will continue to increase in .25%increments until 1 July 2019 whenthe rate will have risen to 12%.

Employers must make theminimum compulsory contributionsrequired by the SuperannuationGuarantee (Administration) Act 1992,

in order to avoid the superannuationguarantee charge, regardless of whatis in their employees' contracts.



ASIAL members now have accessto an exciting new member benefitfrom CeditorWatch which allowsaccess to the credit files ofAustralian businesses.

Members who sign up withCreditorWatch will receive:• A 20% discount off the

CreditorWatch rates;• A 30 day free trial with no lock in

contracts;• Data sourced directly from ASIC,

Magistrates’ Courts, the AustralianBusiness Register, corporatepartners and own members;

• Free 24/7 Monitoring – real timealerts from multiple sources tosee a problem or warning signs;

• Use of the CreditorWatchmembership logo for your

invoices/statements and finalnotices;

• A complimentary service calledMatchEasy (ABN finder) to quicklymatch the names, postcodes andstates of your customers to theirrespective ABNs;

- A complimentary Datawashdetailing correct entity name,status and customers withadverse data on their credit files.

For more details about the serviceemail [email protected]

ACT –FINGERPRINTINGOF MUTUALRECOGNITIONAPPLICANTSThe Office of Regulatory Serviceshas advised that fingerprint verifiedpolice checks are not required forsecurity employees applying for anACT Licence under mutualrecognition.

However, there is a requirementfor fingerprint verified police checksfor Master Licenses as this licencetype is not mutually recognised.Thefingerprint verified police check onlyneeds to be provided once, withname only police checks required foreach renewal after that.

CREDITORWATCH

SUPERANNUATION GUARANTEECONTRIBUTIONS TO INCREASEFROM 1 JULY 2013

A complimentary copy of thereport, Outsourcing of PolicingTasks: Scope and Prospectscommissioned by ASIAL andprepared by ProfessorTim Prenzlerfrom the Centre for Excellence in

Policing and Security (GriffithUniversity) is now available to ASIALmembers by forwarding contactdetails (including name,organisation, address and email) [email protected]

ASIAL COMMISSIONED REPORT INTOOUTSOURCING OPPORTUNITIES FORTHE SECURITY INDUSTRY




Employers must meet the highercontribution rates from theSeptember quarter 2013.

Employers that fail to meetcontribution obligations must lodgea Superannuation GuaranteeCharge Statement - quarterly withthe Australian Taxation Office (ATO),and must pay the superannuationguarantee charge.

The charge consists of theshortfall in superannuation (whichthe ATO is then responsible for re-distributing to the relevantemployees' funds), interest on theshortfall (10% per annum), and anadministration fee ($20 per

employee, per quarter).The chargeis not tax deductible.

Depending on thecircumstances, further penaltiesmay also be imposed at the ATO'sdiscretion. Importantly for companydirectors, personal liability nowattaches to them as individuals forpenalties equal to any unpaidamount.

Employers should also bemindful of the concessional cap of$25,000 which from 1 July 2012applied to all employees.Theproposed concessional cap of$50,000 for employees aged over50 with less than $500,000 in

superannuation has been deferreduntil 1 July 2014.

It is also important to ensure thatyour payroll system or payroll provider isready to handle the increase on 1 July.

SUPERANNUATION GUARANTEE CHARGE

The ACCC has released a freeonline education program for smallbusinesses to help them learn abouttheir rights and obligations underAustralian competition andconsumer laws.

The program is a simple,interactive learning resource whichprovides a broad overview of the keyprovisions of the Competition andConsumer Act 2010. It includes 10modules covering topics such aspricing, advertising, consumer rights,selling safe products, unlawfulcompetition and scams.

Each module should take about15-20 minutes to complete. Userscan work through the entire set ofmodules, or select only those topics

most relevant to their businessoperations. At the end of mostmodules, users can do a short self-assessment quiz to test their

understanding of the topic.The free online education program

for small business is available atwww.ccaeducationprograms.org

ACCC RELEASES FREE ONLINE EDUCATION PROGRAMFOR SMALL BUSINESSES

Security at federal courts is to bemodernized after Attorney GeneralMark Dreyfus said courtproceedings were often emotionally

charged, which could lead toviolence.

Under proposed measures,courts would be able to appoint

security officers with clearly definedpowers including screening andsearches. However, only trained andlicensed security officers would beable to use force, and only inparticular circumstances.

COURT SECURITY LIFTED



ASIAL has prepared a series ofBulletins to provide assistance tomembers in complying with thenew requirements.The topicscovered include:• Incident Registers• Unauthorised sub-contracting• Licence classifications • Record keeping

The Member Bulletins are

available in the Members area ofthe ASIAL web site –www.asial.com.au

The Security Licensing &Enforcement Directorate (SLED)have recently uploaded a numberof Fact Sheets on to their web sitecovering who is eligible for a NSWSecurity licence, wearing andproducing your class 1 and/or class

2 security licence, how to becomean approved organisation and howto become an approved trainer.

ASIAL MEMBER BULLETINS – COMPLIANCEWITH NSW REGULATORY AMENDMENTS

ADTSecurity has been selectedto upgrade the access controlsecurity system at AucklandAirport, one of Australasia’sbusiest airports and facilitatesmore than 14 million passengermovements each year. As part ofthe contract, ADT Security willinstall the CEM AC2000 AEaccess control system at theairport’s domestic andinternational terminals, ancillarybuildings and car parks. Onceinstalled, ADT will be responsiblefor maintaining and servicing the

access control system for theduration of the contract.

The access control systembeing installed is the industry’sonly airport-specific accesscontrol system and is one of themost reliable and resilient airportsecurity solutions. Its flexibilitymeans that the system can becustomised to meet the specificneeds of each airport andintegrated with external securitysystems such as network videosystems.The AC2000 AEincorporates a host of aviation

specific features including check-in desk enabling, passengermode and air-bridge monitoring.The access card technology hasone of the highest levels ofencryption technology, protectingthe airport against cloning andillegal copying.

The use of CEM portable cardreaders was central to thesecurity upgrade at AucklandAirport.These readers enable on-site airport security staff tovalidate cards at remote sites orareas with no mains powersupply and they can also be usedas mobile devices for randomchecks in emergencyevacuations.The readers offer theflexibility of setting up controlledaccess points instantly, withouthaving to physically commissiona fixed access controlled door.

ACCESS CONTROL UPGRADEFOR AUCKLAND AIRPORT





As part of its commitment tomembers, ASIAL will take to the skiesin June with an advertising campaignto commence in the Qantas - TheAustralian Way magazine.

Qantas carries over 2.3 millionpassengers per month, approximately80% of which are domestic travellers.The Australian Way magazine has anestimated monthly readership of430,000 and according to the IPSOSBusiness Elite Survey 2012 ‘Qantas -

The Australian Way is the number 1magazine read by senior businessexecutives.’

Through the advertising that willappear in the magazine, theAssociation will be able to targetbusiness executives and leisuretravellers about the need to alwaysuse a licensed security professionaland to make sure they are amember of ASIAL.

The adverts form part of ASIAL’s

ongoing campaign to promote the‘mark of distinction’ provided by usingan ASIAL member which has alreadyreached millions of consumers.

In addition to the print advertising,in June a 15 second commercialpromoting the use of ASIAL membercompanies will screen 3,900 timesbetween 6.00am and 1.00pm ondomestic flights across the country toan audience of over 600,000passengers.

ASIAL takes to the skies

When it comes to securingyour home or business,don’t take any chances.

Think security… THINK ASIALTo find an ASIAL member near you visit www.asial.com.au

Always use a licensed security professional and make surethey are a member of the Australian Security Industry

Association Limited (ASIAL) – it’s your mark of distinction.

The peak body for security professionals.

www.asial.com.au




A new and enhanced version of theASIAL Alarm Monitoring Agreement isnow available for download from theASIAL store.

The new agreement features:• a writable PDF version

(iPhone/iPad/Android friendly)• an electronic device friendly version

which enables Members to enterand save client details, logos andsignatures (including signatures onthe device). A free Apple store appallows users up to 5 free signedagreements per month.Additionally, the agreement

incorporates recent changes tosubcontracting arrangements andconsumer law requirements.

The updated Alarm MonitoringAgreement is available to ASIALmembers now by visiting the ASIALstore – www.asial.com.au/store

ASIAL LAUNCHES NEW ENHANCED ANDUPDATED ALARM MONITORING AGREEMENT


The 18th Australian SecurityIndustry Awards for Excellencewere presented at the Park HyattHotel in Melbourne on the 2nd May2013.The awards recognisedoutstanding individuals andorganisations within the securityindustry.

The judging panel for this year’sawards was chaired by PeterJohnson, ASIAL’s Compliance &Regulatory Affairs Advisor, andincluded:• Maralyn Bengert – Manager of

Accommodation Services in theShared Service Provider providingaccommodation, facility and carpool services for the VictorianGovernment.

• Dr Roger Lough AM – An

independent consultant andcompany director specialising intechnologies for defence.

• Damian McMeekin – ANZ’sHead of Group Security,responsible for the security of theGroup’s people, programmes andassets and for geopolitical risk.

• Jennifer McCauley – Departmentof Human ServicesRepresentative on the YouthParole Board (Retired), a BoardMember of the Jesuit SocialServices and Board Chairman ofHope for Cambodian Children, anAustralian Charity supportingchildren in Cambodia impactedby the effect of AIDS.

• Allan Ross – CEO of theConstruction and Property

Services Industry Skills Council.

2013 WinnersTraining: Chubb Electronic Security

Integrated Security Solution –(Projects above $250K): BlakeSystems – City Hall RestorationProject – Brisbane

Technical Security Solution –(Projects below $250K): MacquarieUniversity – Emergency Alert System

Special Security Event or Project:13CABS – Tiger team

Special Security Event or Project:ACG Security – Australian open

Individual Achievement – General:Chris Lockwood, G4S CustodialServices Pty Ltd

Individual Achievement – SecurityStudent of the Year: Grant Frankel,Melbourne Racing Club

Honorable mentions were given toSNP Security (Training) and SchneiderElectric, Royal Melbourne Children’sHospital (Integrated Security Solution– Projects above $250K).

ASIAL would like to acknowledgeand thank the organisations belowfor their generous support of the2013 Australian Security IndustryAwards for Excellence.

A more detailed profile of theaward winners will appear in the Julyissue of the Security Insider.

2013 AUSTRALIAN SECURITY INDUSTRY AWARDSFOR EXCELLENCE WINNERS ANNOUNCED


22001133 AAWWAARRDDSS FFOORR EEXXCCEELLLLEENNCCEE WWIINNNNEERRSS

Platinum Sponsor Entertainment sponsor Award category sponsors



SSEECCUURRIITTYY 22001133

Registration is now open forthe region’s premier securityindustry event.

Security 2013 Exhibition &Conference, organised by DiversifiedExhibitions Australia in conjunction withthe Australian Security IndustryAssociation Limited (ASIAL), will be heldfrom 24 – 26 July, at the SydneyConvention & Exhibition Centre. Now inits 28th year, the event is expected toattract 4,500 visitors from governmentand private enterprises and more than150 leading local and internationalsuppliers will be showcasing the latestbusiness security solutions for theAustralasia market.The exhibition will becomplemented by an extensiveconference and seminar program whichwill focus on the security trends andstrategies shaping the industry in theyear ahead.

“We are constantly looking at ways toevolve the exhibition to ensure it stays atthe forefront of this dynamic andgrowing industry,” Kylie McRorie,Exhibition Manager, Security 2013Exhibition, said.“Through some excitingnew features and partnerships, Security2013 will look ahead to the next

generation of security and will offer theindustry even greater value in 2013.”

Security 2013 Conference Organised by ASIAL, the industry’speak body in Australia, the Security2013 Conference will be held inconjunction with the exhibition. Inanother bold move by the organisers,the conference will come to the showfloor in 2013 providing delegates witha complete exhibition and conferenceexperience and greater opportunitiesto connect with the industry.

“As security needs rapidly evolve tomeet the ever changing requirementsof society, Security 2013 Conferencewill provide a unique platform forvisitors to hear about the mostpressing issues facing the industrytoday” commented John Fleming,General Manager, ASIAL.“With animpressive line-up of acclaimedsecurity experts from Australia,TheSecurity Conference 2013 is a mustattend event for security professionals,government officials and technologyleaders who are eager to understandwhat lies ahead for the future ofsecurity”.

Security 2013 Gala DinnerOrganised by ASIAL, the Security 2013Gala Dinner is the industry’s night ofnights.This year’s event will featureentertainment from the comedic talentsof Tahir as Master of Ceremonies and‘unusualist’ Raymond Crowe.

New Product Showcase torecognise industry innovationProudly sponsored byVerint, a globalleader in Actionable Intelligence®solutions and value-added services,the New Product Showcase will returnto Security 2013 in a new, interactiveformat offering visitors the opportunityto get closer to the latest innovations inthe market.The Verint New ProductShowcase is open to exhibitors thatare launching new and innovativeproducts in 2013.

Seminar program open forspeaker submissionsSecurity 2013 will feature a program ofpractical and educational seminars,including a series of panel discussionsfeaturing real-life case studies. Theevent organisers are calling forexpressions of interest from industryexperts in a range of topics and trends,

SECURITY2013EXHIBITION & CONFERENCE

TACKLESTOMORROW’SSECURITYCHALLENGES



SSEECCUURRIITTYY 22001133

including but not limited to:• The Cold Cyberwar reaches

Australian shoresThe digital age creates new

national security challenges, ascritical infrastructure for electricity,power, transport, andtelecommunications connects to theInternet. Security 2013 Exhibitionwelcomes speakers who can discussthe likelihood of a ‘Cold Cyberwar’and its implications for defenceagencies.• Internet of Things / Machine-to-

Machine (M2M): What does itmean for the Security Industry?IoT / M2M refers to machine-

generated data from mobile devices,sensors, CCTV cameras and similartransmitters that can be leveraged fordata analytics and businessintelligence. Security 2013 Exhibitionis keen to showcase case studiesthat demonstrate how machinegenerated data can be utilised for arange of security applications, suchas city-wide surveillance.• Strategies for a Safer Sydney

The City of Sydney has launched amajor campaign to make inner cityentertainment and nightlife hubs suchas Kings Cross and the CBD safer forrevellers. Security 2013 Exhibitionwelcomes experts to discuss howsurveillance technologies, lawenforcement and public transport canbe combined as part of acomprehensive security strategy.

Security 2013 is free to attend forindustry professionals. Registrationopens in April atwww.securityexpo.com.au



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Meeting at his office at the Bank ofEngland, we began by discussingLondon 2012 and its security legacy.The games and their security weredeemed a great success with noincidents. Don told us,“The multi-agency approach, with lawenforcement, volunteers, the militaryand private sector working togetherprovided a better picture than at firstanticipated.” His view is that the majorlegacy for the security world is thefurther development of public privatepartnership, in particular with CSSC(Cross-sector Safety and SecurityCommunication), a partnershipbetween the police, government andindustry. Don believes “this workedexceptionally well, with thedistribution of daily intelligence”.

As the memory of the Olympicsfades, we continue to be faced withthe tough economic challenges, aswell as the need for cuts. Don sees apositive side for the security industry,“This is creating imaginative ways ofworking, it is not just cutting heads –we can take on more responsibilities.As the security industry becomesincreasingly more professional, this isa natural development.”

One of the inevitable results of theeffective security at the Olympics is

the pressure it places on seniorsecurity officers to justify maintainingthese levels. Added to this, Donbelieves it is important not to createfurther vulnerability for the communityand the industry.“We do not want topush people into situations wheretheir need makes them more likely toturn to crime.”

Don is clear that we can never becomplacent about the threat fromterrorism and “we must continue witha high level of intelligence monitoringand preparedness”. Likewise we mustalways be alert to the threat ofprotest and civil unrest. It is achallenge for senior security advisorsto translate this risk into securityrequirements and funding.

UK police forces are far fromimmune to the public spending cuts.Don is supportive of the City ofLondon Police, as well as other policeforces, carrying out a comprehensivereview of operations to reduce costsand inefficiencies while maintainingquality policing. Don is confident thatthe Commissioner and his team inthe City can achieve this.

A key area where Don feels costssavings could be made is publicprivate partnerships. It is this aspectthat interests Don the most, as his

record shows. His leadership andinvolvement with Griffin and CSSCare a testament to that.

He is certain there is still majorpotential in this area. Don talked usthrough how the latest public privatepartnership (CSSC) is helping tosolve a long-term concern of his:how to communicate securitymessages to small and mediumenterprises (SMEs).These make up99% of all businesses in the UK,according to the Federation of SmallBusinesses. After a recentpresentation by Don where hementioned this issue, James Hillfrom the Blomfield group came upwith an answer: communicate viaAlarm Receiving Centres. WithJames’ help, plus major support fromUK ADT and other ARCs, during theOlympics, many thousands of clientsreceived messages from the CSSCsystem.“My goal is that every alarmreceiving centre does it. It is simple –law enforcement create the messageand the alarm receiving centres passit on.”

As chair of the City of LondonCrime Prevention Association(CoLCPA) Don is in a good positionto support new initiatives such asCSSC.“CoLCPA has the unique ability

INTERVIEW WITH DON RANDALL

HEAD OF SECURITY,BANK OF ENGLANDBy Eugene O’Mahony*

A well-known figure in security and resilience, Don Randall, MBE, givesus his view on the world of security and what drives him forward.



to pioneer and drive new initiatives.”The sharing of information is anotherkey factor in its success.“We haveshown that it is the right thing to doand adds value to the widercommunity.”The CoLCPA successdoes not stop there,“The diversity ofour charity donations iscommendable.”The association withits 20-year history continues toprogress,“We are not tired, themembership continues to come upwith ideas. CoLCPA mirrors the Cityof London Corporation’s and the Cityof London Police’s ability to beinnovative, creative and to achieve.”

One of the success stories of theCoLCPA is the City Securitymagazine. How does Don feel aboutthis going nationwide? “It was theright time to do this, with the rightplayers, and right ethics – to spreadthe concept of preventative advice

across the whole country.”The national and international

spread of Griffin has been aphenomenal achievement and weasked Don what he thought was thekey to this.“You can take the Griffinconcept into any area. And thequantum leap was public privatesharing of information – dare to share.Its success continues with Vancouverin Canada just accrediting its 1000thGriffin guard.”

With his key role at the Bank ofEngland, chair of many security-related organisations and a number ofchildren’s charities, Don’s energy andcommitment are well-known. We wereintrigued by how he maintains hisenthusiasm and drive.“I enjoy what Ido – I enjoy people. I enjoy socialnetworking. Added to that I have anactive mind and don’t mind applyingit.” According to his wife Angie, he

never relaxes, but the introduction oftwo Bolognese dogs, Buddy andBuddy Junior, have brought a lot ofjoy and laughter to their household.

Without doubt, Don has achievedsignificant success in his career,including 25 years as a City ofLondon Police officer, with keyachievements in fraud and counterterrorism, major roles in the City ofLondon and influence nationally andinternationally.

We wondered who were the keyinfluencers in Don’s life; withouthesitation he cites his Mum who“taught me value and the differencebetween right and wrong. If you earnmoney you work hard”. His own tipsfor success are that you should “workhard, listen and respect everybody.Use what you have to benefit others –the organisation – the community –that’s why we are here – isn’t it?”

Eugene O’Mahony EditorAndrea Berkoff Features writer©City Security magazine 2012Article as appeared in City Securitymagazine winter issue 2012.

Don Randall will present a keynoteaddress to the Security 2013Conference in Sydney on the 24thJuly 2013.For more information [email protected]

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Don Randall, MBE

Her Majesty the Queen presents Don Randall withhis MBE.



CCOOMMPPLLIIAANNCCEE WWIITTHH WWOORRKKPPLLAACCEE LLAAWWSS

The FairWork Ombudsman’sexperience suggests that the selectionof the lowest-cost contractor in aprocurement process can sometimesresult in the contractor’s employeesbeing underpaid their minimum lawfulentitlements.

Security services is an area in whichmanagers need to be particularly alertto the non-compliance risksassociated with selecting low costproviders. In a competitive industry,security contractors face pressure tokeep costs low to enable them to wintenders.

The security industry employs manyvulnerable workers - includingmigrants, international students andyoung workers - who are dependenton the minimum conditions in the

Security Services Industry Award 2010.While security contractors are

obligated to ensure they provide theseemployees with their minimum lawfulentitlements, our view at the FairWorkOmbudsman is the responsibility forensuring the workplace rights of theseworkers is not theirs alone.

The FairWork Ombudsman submitsthat it is not acceptable fororganisations to outsource work to thelowest-cost contractor and turn a blindeye to the fact that the contract pricemay result in unfair treatment of low-paid workers.

Not only can it be detrimental to anorganisation’s reputation but it mayalso be considered unlawful.

Contracting can be a positivebusiness practice when performed

lawfully and correctly, providingflexibility and efficiency in resourceallocation.

However, all parties shouldundertake due diligence whenoutsourcing work to contractors,particularly to lowest-cost providers, toensure lower costs are attributable tothe contractors’ efficiencies and notdue to the potential exploitation ofworkers

The FairWork Ombudsman hassought to pro-actively engage withlarge organisations to

improve understanding andcompliance in relation to procurementissues, through initiatives such as theAgency’s National Employer Program(NEP).

Through the NEP the FairWork

THE IMPORTANCE OF ENSURING

COMPLIANCE WITHWORKPLACE LAWSWHEN PROCURINGSECURITY SERVICES By Steve Ronson*

It is important for senior personnel of large private and public sectororganisations charged with procuring security services to ensure theydevote sufficient attention to compliance with workplace laws. Theissue is a high priority for the Fair Work Ombudsman, whose role it isto promote productive, harmonious and fair Australian workplacesand ensure compliance with the law.



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Ombudsman closely reviews theworkplace policies and practices ofparticipating businesses to ensurecompliance and to provide ongoingpersonalised contact and advice.

Since its inception in 2010, the NEPhas seen the FairWork Ombudsmanengage with 57 employers with acollective workforce of 327,960 acrossa number of industries, including retail,manufacturing, health and communityservices, and the public sector.

The FairWork Ombudsmancommenced three legal matters in the2011-12 financial year in whichprocurement chain liability-relatedbreaches of workplace laws have beenalleged. In these matters, the FairWorkOmbudsman relies upon a provision inthe FairWork Act [section 550] whichtreats a person “involved” in acontravention as having themselvescontravened the Act.

The FairWork Ombudsman willcontinue to strategically use a range offormal compliance and educationactivities to create awareness amongorganisations of all sizes that it is not

acceptable to be indifferent to thetreatment of people who work for, andwithin, their organisations just becausethey do not directly employ them.

Compliance with these conditionsensures a level playing field amongstindustry employers.

The FairWork Ombudsman worksclosely with some of the biggestindustries in Australia – including thesecurity industry – to ensure employershave access to information andresources to understand workplacelaws.We are also keen to work withASIAL in raising awareness in suchsub-sectors as local government whoplay a significant role in the securityindustry.

The FairWork Ombudsman providesdirect and immediate access toinformation and resources in a waythat is practical and helpful. Employerscan find information about whether theSecurity Services Industry Awardcovers their staff and, if it does, theclassifications, wage rates, penaltyrates, loadings and allowances thatapply to their employees by visiting

www.fairwork.gov.au.Any employers seeking further

information or assistance can call theFairWork Infoline on 13 13 94 or ASIALon (02) 8425 4300.

Steve RonsonExecutive Director, Dispute Resolutionand ComplianceFairWork Ombudsman

NEW AND ENHANCEDASIAL ALARM MONITORINGAGREEMENT AVAILABLENOW, FEATURING:• Electronic device friendly version• PDF writable version

To purchase a copy go towww.asial.com.au/store or for moreinformation contact1300 1ASIAL (1300 127 425)

For more information [email protected]


The gulf of growing expectations anddiminishing executions

Natural forces seem ever presentwithin organisations to ensure thatvarious functions and internal activitieswill commence their lives as ‘orphans’,or drift apart over time, or experienceongoing tenuous connections withother areas or parts of the organisation.

Today, an organisation’s activities andpeople need to be ‘drawing together’.There is a need to forge a co-ordinatedapproach in all of an organisation’sfunctions so real synergies can begenerated, and effective outputs andoutcomes delivered, through thestrengthening of ‘achieving together’.

It may appear that this need hasemerged somewhat suddenly. However,arguably, the critical game-changerbegan with the Global Financial Crisis(GFC) and has received ongoing burstsof momentum. Such bursts haveresulted from the many subsequentreal-life experiences demonstrating,quite openly, that management andDirectors are dependent on anoutmoded or ineffectual governanceframework.

The benefits to be gained byembracing a much stronger integrationof an organisation’s functions within a

holistic governance framework arecompellingly attractive.

Yet, still, organisations persist ininvesting time and effort in activitiesthat are totally unhelpful for anorganisation in its attempts at achievingsound governance.

What has emerged as a criticalchallenge is to determine the role ofgovernance in a 21st centuryorganisation that ensures thatgovernance, itself, makes a valuableand useful contribution to theorganisation’s future sustainability.

The increasing sense of thesubstantive ineffectiveness ofgovernance in dynamic and complexorganisations is now coming undergreater scrutiny and raising thequestion of governance’s continuedrelevance.

“We [Harvard Business School]recognised the legitimacy of manyissues raised by the media, the publicand politicians about boards’ ineffectiveoversight of financial-service firms andother complex companies whoseactions contributed to the currentrecession.”

“As we reflected on how and whyboards had fallen short, we came to atentative conclusion.The problems that

surfaced in 2008 and 2009 largelydiffered, we believed, from those thathad prevailed in 2002, when boardsfailed to identify and stop managementmalfeasance and fraud. By contrast, themore recent boardroom failures wereprimarily attributable to the growingcomplexity of the companies thatboards are charged with governing.”

Jay W. Lorsch, Joseph L. Bower,Clayton S. Rose, and Suraj Srinivasan,Perspectives from the Boardroom —September 2009.

A paradigm shiftThere is a clear indication that aparadigm shift has occurredconcerning not only the role of Boardsbut also our understanding ofgovernance.The paradigm shift entailsthe current virtual acceptance thatBoard’s and senior executives havebecome so disconnected from theorganisation’s activities as to be heldunaccountable for what is occurring.This raises the issue of what may be areasonable expectation for thegovernance role and the extent thatgovernance can reassert itself toassume a proper accountability for theorganisation.

An important consideration is raised,

GovernanceIntelligence® - AchievingIntegrated Visibility

GGOOVVEERRNNAANNCCEE


By Damien Smith LLB B Com FAICD FCIS FCSA FAIM CAHRIManaging Director, Enterprise Care Pty Ltd and Australian LegalPractitioner – Damien J Smith Lawyers & Consultants


therefore, as to what is the current stateof governance within organisations.

Leading from this is the central issueof what, realistically, can be the role ofgovernance within 21st centuryorganisations.

A further fundamental questionconcerns what ought the Board’scontribution be to an organisation’sgovernance. And would that answerhave delivered any different effect onthe sorry saga that all too manyorganisations experienced during theperiod of the GFC?

Embedding of practicesA key objective in defining thegovernance role has been to find asolution that can be embedded as partof the whole of the organisation. Anysolution that is generated must becomethe ‘DNA’ of the organisation.This meansthe governance practices are to bewide-spread and fully operational acrossall functions within the organisation, andnot limited by operating units, geographyor any of the other myriad boundariesthat artificially create silos.Thesuccessful leveraging of skills, corporateknowledge and expertise can berealised when this integration ispursued.

A vital contribution of governancetoday is not only the ability to shareinformation, but also, importantly, ofhaving real-time access, seeinginformation across the whole of theorganisation, and understanding what itmeans, regardless of the particular areathat the focus may be on.

Transform our thinkingof governanceThe need to rethink what governancenow stands for is both timely andcritical.

Optimum effect must be pursued bytaking a holistic view of the organisationacross all of its primary activities.Governance needs to address theelimination of fragmented actions,integrate the consideration of eachfunction or activity into how it relatesand supports the whole of the

organisation, and reflect in a meaningfulway how each function and activity canand does deliver against theorganisation’s purpose.

Governance is not separate.That is, itcan no longer be treated as if it isseparate from the organisation,responding only, or even in the main, tothe external forces of regulation.

Governance needs to be embeddedinto all functional areas of theorganisation. In order to be trulyeffective, this best operates on thebasis of an organisation-wide commonplatform unifying and offering acoherent approach.

IN-sight The need for eliminating a fragmentedapproach to governance practiceseems to be urgent, simply because ofthe sheer number and diversity oforganisations facing overwhelmingchallenges in forging ahead withcurrent practices.

How to gain visibility into anorganisation, and how to make sense ofwhat is told or seen, is theimponderable question.

Will real IN-sight into an organisationbe gained with a holistic approach togovernance, and what is meant by this?

IN-sight reflects a person’s capacityto gain an intuitive yet, of necessity,accurate understanding of theorganisation with which they areassociated. IN-sight enables theirdiscernment as to the true nature of asituation and offers the opportunity forthem to penetrate into the organisationin a manner that generates a deeperand more meaningful understanding.

Craig Crosbie, partner at PPBAdvisory, the administrators appointedto the engineering conglomerate HastieGroup, commented “….directors had novisibility on how the businesses wereperforming and had to trust the guyson the ground to tell them what washappening.The only way the boardcould operate was to ask questionsand while this is very anecdotal, thereseems to have been a culture that didnot encourage the reporting of bad

news.”Clearly, if this is true, then these

Directors’ IN-sight was very limited.If governance is not focussed on

where the organisation is presently, andits relationship with its own strategy,then making decisions is no better than‘pinning the tail on the proverbialdonkey’.

An integrated approach enablesmultiple areas within and across theorganisation to become more aware ofeach other and to work more closelytogether to eliminate overlappingactivities. It is through the sharing ofholistic perspectives that synergiesmaterialise and benefits are gained forthe organisation.

FragmentationFor many organisations the struggle isin initiating an integrated convergenceacross the organisation’s activities.

There will always be found a certainlevel of fragmentation and separatenessin understanding, detailing andapproaching what is occurring, within anorganisation.The important aspect is toseek its elimination.

In an organisation wherefragmentation is widespread, theneliminating its presence is not an easyprocess and involves some complexity,but starting such elimination is notoptional.

Organisations maintain their owndivisions and support a variety ofdifferences across their many functions.By tracking or monitoring many of themajor activities, organisations gainclarity of purpose and a clearer pictureof what is happening.This allowsBoards and senior executives to focuson what is important and critical in thegovernance and management of theirorganisations.

With improved integration thenreactions to what is happening, withinand outside of an organisation, can beexpected to be more quicklyexperienced; and anticipating changes,and being intuitive as a response, willbecome easier.

It is this preparedness to sense, and




to then respond, in a more informedmanner which makes a positivedifference in a fast, fluid and disruptiveenvironment.

A more co-ordinated approachOrganisations are becoming moreacutely aware of the need to strengthentheir efforts to adopt a co-ordinatedapproach to issues.This is observedwithin some organisations concerningissues that have been with us for sometime now - risk and compliance.Yetefforts in relation to these issues arestill often conducted in a piecemealfashion and with a narrow focus. Leftwide-open is the field of governance,which sometimes is itself treated as asingular topic, thereby undermining itscriticalness and centrality in today’scomplex operating organisation.

The GFC has had a major impact onthe thinking of regulators, Boards andsenior executives. Many now recognisethe need to pursue a stronger andmore resilient integrated approach tothe management and governance oforganisations.

Recognition has emerged of themany inefficiencies, gaps and seriousexposures thrown up withinorganisations from out-of-controluncoordinated approaches oftenadopted throughout areas of anorganisation.

More worrying has been anacknowledgement that what seemed,or was thought, to work in the past isineffective today.

Essentially, the turning of thegovernance tide is now moreappropriately about demonstrating theeffectiveness of the governing body,rather than retaining a simple focus onregulatory compliance.

The Harvard paper ‘Perspectivesfrom the Boardroom’, identified six (6)areas for corporate governanceimprovement:-• Clarifying the Board’s role;• Acquiring better information and a

deeper understanding of thecompany;

• Maintaining a sound relationship with

management;• Providing oversight of company

strategy;• Assuring management development

and succession; and • Improving risk management.Jay W. Lorsch, Joseph L. Bower, ClaytonS. Rose, and Suraj Srinivasan,Perspectives from the Boardroom —September 2009.

Throwing more money, regulations andresources at the hitherto apparentgovernance problem has done little torealise positive gains especially in termsof yielding better accountabilityperformance.

Regulators, Boards, senior executives,the community, stakeholders and manyothers need to quickly become awarethat an integration of the organisation’sactivities, involving permeationthroughout the whole of the organisationand all of its operating areas andfunctions, is the permanent and lastingapproach to deliver the acceptablepositive outcome that is needed.

It is time for a more robust andstrengthened governance approach.After many years in this field, EnterpriseCare Pty Ltd has delivered a holisticand coherent model of GovernanceIntelligence®.

The Governance Intelligence® modelis a timely and unique response to theenormous governance challenge. Itfacilitates embedding, within the wholeof the organisation, broad-scopegovernance functions which enableclarity, simplification, improvement,responsibility and accountability for anoptimally-functioning organisation.

Governance ownership is assignedorganisation-wide.This broad-basedsharing of responsibility drives globalintegration and consistency, therebysimplifying and standardising activities,eliminating duplication, reducing errors,generating connections andengendering confidence andcommitment.

The organisation-wide platformprovides a powerful and uniqueopportunity to continually reinforce

unification of processes, share servicesand information, improve standardsacross the organisation, and drivegreater transparency and visibility.

IntegrationThe opportunity to establish and utilisea common organisation-wide platformis highly attractive for resource-starvedand time-poor organisations andpersonnel.

The pursuit of an integratedapproach in exercising governancepractices should be intuitivelyadvantageous for Boards and seniorexecutives.

To be effective, governance demandsstrong and functional linkages of all keyareas and activities of the organisation. Inorder to achieve this, there needs to be afundamental thread that weaves itselfthroughout the organisation such thatthere is no aspect of the organisationthat is untouched by the desiredgovernance presence and its impact isvisible at all times.

With greater integration in theirapproach, organisations can ensure thatconsistency and effectiveness will bemaximised.

Today’s governance needs to providethe type of link that effectively impactsthroughout the whole of the organisationwith traces that are transparent andtrackable for Boards and seniorexecutives on a real-time basis. Oftenthis means actually ‘reconnecting’ withthe organisation’s strategy.

An integrative perspectiveThe crux of recent experiences is thatBoards and senior executives mustassume greater responsibility forunderstanding what is going on in theirorganisation.

This highlights the need to have aholistic perspective on governance thatviews and impacts consistently theentire organisation.The integrative viewis no longer a luxury but fundamental toan optimum-performing and sustainableorganisation.

A governance platform provides ameans for the organisation to share




information, a competency frameworkto ensure there is a consistency in theway all think, view, communicate andperceive what is happening.

Organisations need to generateassurances that activities areconducted according to “how” and “why”and in accordance with the strategyand expectations of the organisation’sDirectors and senior executives.

In taking on increasing governanceaccountability, Boards and seniorexecutives need to demand a moreholistic approach to governance. Suchan approach must establish true IN-sight and provide more information thatis of higher quality, more relevant, andtimelier.

The “Why didn’t I know?”questionThe imperative to gain reliable andtimely visibility into an organisation’soperations is pressing, especially forBoards and their Directors.Thisemerged strongly following the GFC butcontinues with frequent revelations ofevents and incidents continuing tohappen within organisations. ManyDirectors and senior executives areleft asking how, when and why.

The challenges have arisenbecause of the complexity oforganisations’ operations and theirenvironments today, the continualchange to systems and practices,risks having greater consequences,and community ethical concerns.

“Why didn’t I know what was goingon?” is a reasonable question. It notonly has to be asked but it must alsobe answered.The solution cannot beshort-term but must be sustainable.

The ferocity of recent surprises hascaught many gasping to reconcile itwith the level of confidence they hadprior to such revelations. Many wouldargue that they believed they knewwhat was happening within theirorganisations. Maybe it might be moreaccurate to say that their views reliedupon an unfounded predictability oftheir organisation’s activities.

Iain Dey reported on the findings of

a study conducted by three of the BigFour accounting firms into theactivities of three (3) failed Britishbanks, for the Financial ServicesAuthority, the UK regulator, that:-

“it indicated a breakdown incommunication at all three bankswhich kept board directors in the darkon risks being run by their companyexecutives. Whilst not uncovering anyillegal activities, it raised a number ofissues about risk management andcorporate governance.”

Iain Dey, SundayTimes (London) 3January 2010.

A new modelIt is abundantly clear, then, that whatis needed now is a rigorous,transparent, co-ordinated, consistent,and organisation-wide model.

The starting point must surely bewith a model that accommodates thewhole of the organisation itself.Anything less is surely perpetuating allof the inherent weaknesses thatcontinue to confront and defeat theregulators, Boards, senior managersand stakeholders today.

Any proposed governance modelmust not assume an ad hoc solution.It must address the core underlyingand continuing weaknesses which arecatching-out and embarrassingorganisations as diverse as schoolsand sporting codes.

The critical aspects confrontingorganisations appear to be:-1. Demonstrating adhering to and

reflecting the standard policies andprocedures;

2. Eliminating inconsistencies incommunications;

3. Free-flowing and sharing ofinformation – internally andexternally;

4. Eliminating overlappingresponsibilities and duplicatingefforts;

5. Continuing dynamism andharmony in merging and re-aligning focus;

6. Sharing resources with ease andconfidence;

7. Committing to operating on anholistic platform with organisation-wide useability;

8. Eliminating contradictory objectivesand messages;

9. Continuing to improve the executingof the purpose and strategy;

10. Understanding more fully all roles andresponsibilities;

11. Readily accepting that accountabilityand openness be challenged; and

12. Establishing and operating under a‘free form’ governance framework.

The conclusion of the researchreport “Twenty Practical Steps to BetterCorporate Governance” by leadinggovernance academic and expertProfessor Bob Tricker, for the CorporateSecretaries International Association inMarch 2010, was as follows:-

“The major themes that emergedfrom the inputs of the panel ofcorporate governance experts were ofthe many opportunities for bettergovernance to emerge from theongoing global financial andeconomic crisis.

The steps that companies andtheir boards could take towards bettercorporate governance includedrecognising that good corporategovernance is about the effectivenessof the governing body — not aboutcompliance with codes; reviewingboard processes including thechairman’s leadership role, the balanceand style of the board, the calibre andcontribution of the outside directors,and monitor the board’s performance;and improving directors’ knowledge ofthe business and ensure they have theinformation they want. Other stepsinvolved ensuring that directors’remuneration packages are justifiableand justified; reviewing relationsbetween the company andshareholders, particularly institutionalinvestors, and with auditors, regulators,and other stakeholders; and, ensuringthat the company secretarial functionis providing value.

The steps led to the final conclusionthat the corporate secretarial professionhad a unique opportunity to contribute




to the development of better corporategovernance worldwide.”

The way forward Good governance now demands itsown holistic operational platform. Sucha platform is most capable of positivelycontributing “to the development ofbetter corporate governance worldwide”.Electronic delivery of this platformseems to be the optimal means.

A platform of this type willdramatically improve the closeness thatDirectors and senior executives andmanagers have to the goings-on of theorganisation.There is an efficiency ofinformation flow not only to Boardmembers but also throughout the wholeof the organisation.

The Next Generation Technologiesenable enormous opportunities that arereadily available for substantially andpositively altering an organisation’svisibility and practices. Continuing withorganisational operations which are out-dated negatively impacts on theproductivity and engagement of staffand stakeholders.

Software as a service (SaaS) or ondemand software is the mostappropriate delivery model for aneffective governance solution. It is one inwhich the software and associated dataare hosted centrally - in the (Internet)cloud. It is therefore accessed by usersanywhere, at anytime, via a web browserover the Internet.

Governance platform The following aspects, while notexhaustive, are an excellent coverage ofthe range of matters that ought to beconsidered when looking for agovernance platform solution.

The governance platform solutionneeds to:• Have been developed with input

from highly experienced andpractised governance specialists;

• Provide easy access and usage;• Be compatible within and across

your organisation;• Be able to be operated without

software to install;• Enable anyone to begin using

immediately;• Be able to be customised to suit

your organisation’s uniquerequirements; and

• Be hosted with state-of-the-artcontrols and safeguards to protectyour data.

Governance Intelligence®Governance Intelligence® givesorganisations a unique visibility intotheir operating environments thataffords all stakeholders theopportunities to be “Achieving Together”for the organisation’s purpose.

The tool that enables organisations toembrace Governance Intelligence® is thegovernABILITY™ software platform - arobust common platform, useable acrossthe organisation and by everyone.

The major element that all committedto governance want now is a visibilityinto the organisation to know what isgoing on.

Many organisations are concludingthat they have not been gettingconsistent or relevant or timelyinformation and are beginning to thinkabout something changing andsomething needing to be different.Toparaphrase Einstein - do not continue todo the same thing and expect a differentresult! It doesn’t happen like that.

Boards, senior management andorganisations are enabled to achieveintegrated visibility for good governancethrough gaining IN-sight, by embracingGovernance Intelligence®.

About the AuthorIn 1988 Damien Smith foundedEnterprise Care Pty Ltd and quicklydeveloped an abiding interest ingovernance.Twenty years later Damien'sextensive governance experiencesculminated in the formulation of theunique Governance Intelligence® Model.

The Governance Intelligence® Modeltogether with the powerful operationalplatform of governABILITY™ capturesthe essence of organisational IN-sight.

Organisations exposed to the many

unknowns and emergent and dynamicforces in today’s complex operatingenvironments need a more coherentand holistic approach.

Damien holds or has held positionsof Chairman, Executive Chairman andDirector on numerous commercial andnot-for-profit Boards.

In Damien’s view, a revised andoptimised governance role is to the21st century organisation, whatmanagement was to the 20th centuryorganisation. Realistically, governanceoffers the breakthrough thatorganisations, regulators andstakeholders are urgently seeking.Governance is today’s super-chargedorganisational tool and the major criticaldriver of sustainable, profitable andvalued operational practices.

About Enterprise CareEnterprise Care is the leadingcommentator on the vital expansive andorganisationally - encompassing role forgovernance in the 21st century.

Enterprise Care is distinctive in itsapproach to governance. Its differenceis the elevation of an organisation’s‘governance practices’ to the practiceof ‘Governance Intelligence®’. Inelevating an organisation’s governancepractices to the whole-of-organisation,operational congruency is ensured,thus yielding synergies and ‘IN-sight’within a complex environment.ThisModel is referred to as GovernanceIntelligence®.

Governance Intelligence® givesorganisations, whether commercial,government bodies or not-for-profit, aunique visibility into their operatingenvironments.This visibility delivers apractical capacity to all stakeholders for“Achieving Together” synergistically forthe organisation’s purpose.

Governance Intelligence® uses thepowerful operational platform ofgovernABILITY™, which arms decision-makers with relevant information toeffectively understand their environmentand support their working as part of anachieving organisation.Enterprise Care Pty Ltd ©Copyright 2013.




THE Australian Security MedalsFoundation Inc., (ASMF) has awardeda total of 10 medals for 2013; six foracts of valour and four recognisingindividual contribution.The Hon. PhilipRuddock MP, the newly appointedPatron of the Foundation, presented themedals at a charity black-tie dinner atSydneyTown Hall in March.

Against a backdrop of Town Criers,mounted security, army bands,entertainment and speeches, 300attendees heard stories of bravery andcontribution that served to inspiresecurity, as well as help improve theimage of the industry.

“The stories behind this year’sawards demonstrate the trulycourageous and selfless nature of themen and women working in securitycompanies across Australia,” says SteveJackson, ASMF Chairman.

Australian Medals of Valour (ASMV)were awarded to:Chris Murdoch and Miad Shahidi,Securecorp received an ASMV for theirrole in the apprehension of a highlyaggravated male who had set fire topetrol bowsers and attempted to set fireto a number of people at a busy NSWshopping centre. Despite being dousedwith petrol across his face, eyes anduniform, Murdoch, with the assistanceof Shahidi, managed to restrain theoffender while Shahidi secured acigarette lighter that the offender wasattempting to use to set Murdoch alight.Both officer’s actions, despite personalinjury and danger, prevented furtherdestruction and potential harm.

Michael Peacock and MarkFowler, SNP Security, were recognisedfor preventing a knife wielding,emotionally disturbed young womanfrom attacking her step father with alarge knife, despite the personal riskinvolved.

Alan Runacres, Protection PacificSecurity, on seeing a van that hadrammed a taxi had caught fire outside

the Melbourne CBD building where hewas preparing to go on duty, ran outwith a fire extinguisher and fought theflames. His quick thinking and actionsprevented the taxi’s LPG tank fromexploding, thereby saving the trappedyoung driver in the van from furtherinjury or possibly death.

Ivica Glavas, Southern CrossProtection, while on mobile patrol inVictoria’s Dandenong Ranges, spotted acar parked at the side of a desertedcountry road. Although not part of hisduties, he decided to investigate andfound a young man attempting tocommit suicide through carbonmonoxide poisoning. Glavas smashedhis way into the car and dragged theyoung man to safety, sustaining cutsand bruises as well as inhaling some ofthe noxious gas in the process, therebysaving the young man’s life.

Australian Security Medals wereawarded to:Don Williams for his contribution indriving the establishment of theAustralian Council of SecurityProfessionals and the SecurityProfessionals Register, in addition to acareer dedicated to raising awarenessof and standards in relation to securityas a profession.

Suzette Po-Williams for hercontribution to the industry over thepast 24 years through work onnumerous industry committees and thedevelopment of standards for themonitoring and patrols industry.

Both Michael Dyson and HarryKorras were recognised for their workwithin the community, their charitablecontributions and encouragement ofupcoming security professionals.

In addition to awarding the medals,the ASMF also announced the launchof a benevolent fund for support andassistance to families of securityofficers killed in the line of duty.

If you know anyone who you thinkshould be considered for nomination

for the 2014 Australian Security Medalawards, or you would like moreinformation about the awards,sponsorship opportunities or being apart of this important work, visitwww.inspiringsecurity.com.


AAUUSS SSEECCUURRIITTYY MMEEDDAALLSS

MEDALS RECOGNISE BRAVERY AND CONTRIBUTION

INSPIRING SECURITYThe lack of a public, national, rewardsand/or awards program left security asone of the very few industries withoutsuch merit-based recognition.Toaddress this, a group of senior securitymanagers got together a little overthree years ago to create the AustralianSecurity Medal Foundation (ASMF)“Virtually all other arenas, be itbusiness, community work, publicservice, police, emergency services ormilitary service all have appropriatemedals, awards and certificate awardschemes in place,”says Steve Jackson,Chair of the ASMF. “Given that somesectors of the security industry engagein, at times, dangerous activities, itseems only reasonable that theindustry should publicly recogniseexceptional acts and achievements.”

Since its launch in 2010, the ASMFhas awarded two categories of medal:The Australian Security Medal of Valour(ASMV), recognising acts of braveryand initiative; and The AustralianSecurity Medal (ASM), recognisingcontributions to securityprofessionalism and providingexamples of outstanding citizenship,positive leadership, insights or influenceat a strategic management level.

The nominations were considered bya panel, which this year comprised of:Brian Sankey, BATA (Chair); MichaelJulian, Westfield; Jason Brown,Thales; Craig Millar, RBS and NickStramilos, Westpac.


CORPORATE MEMBERS2 Fast Security Solutions Pty Ltd

A.Juhasz & K.Szucs

AAW International Pty Ltd

Australian Security & Facilties

Management Pty Ltd

Brassets Pty Limited

C5 Management Solutions Pty Ltd

Cardale Pty Ltd

CCA Accounts Pty Ltd

Corporate Protective Solutions

Pty Ltd

E Group Security Pty Ltd

Firstline Protection Pty Ltd

Future Electrical Technologies Pty Ltd

Global Protective Services

(Australasia) Pty Ltd

Good Security Solutions Pty Ltd

Green Royal Instant Protection

Security Services Pty Ltd

Impact Security and Management

Pty Ltd

Integrated Facility Solutions (IFS)

Pty Ltd

Jazablu Pty Ltd

K Vallmuur & TVallmuur

Karl Jason Silverlockand Katrina

Allyson Silverlock

L&H Security Services Pty Ltd

L.S.M Enterprises Pty Ltd

Magic Protection Surveillance Pty Ltd

Master Services Aust Pty Ltd

Maximum Protection Pty Ltd

Mildataco Pty Ltd

Mildura Communications Pty Ltd

Miyaby Services Pty Ltd

Mobile Witness Australia Pty Ltd

N Secure Pty Ltd

Nationwide Guardian Pty Ltd

Oltulu Group Pty Ltd

Premier Protection Agency (Aust)

Pty Ltd

Proactive Security NT Pty Ltd

Protection Victoria Pty Ltd

Raw Security Pty Ltd

WELCOMETO OURNEW MEMBERS


AASSIIAALL NNEEWW MMEEMMBBEERRSS

ASIAL is pleased to welcome the following new members(including Corporate and Associate members) who have joinedthe Association over the past few months.

TO SUBSCRIBE [email protected]

security industry magazine high traffic website

+

LATEST NEWS COVERAGE ACROSS AUSTRALIA


Safeguard Security Solution Pty Ltd

Security Operational Service Pty Ltd

Securitywerx Pty Ltd

Sherie Ross Pty Ltd

Shiv Security Services Pty Ltd

Simplex Security Solutions Pty Ltd

Smarter Protection Security Services

Pty Ltd

Spectrum Servicing Pty Ltd

SRN Trading Pty Ltd

Stark Nominees Pty Ltd

Systematic Security Pty Ltd

Triton Group Investigation Services

Pty Ltd

Youanes Educational School Pty Ltd

ASSOCIATEMetal Manufactures Limited

RECENTASIAL MEMBER RECOGNITION- PROGRAM RECIPIENTS


MMEEMMBBEERR RREECCOOGGNNIITTIIOONN PPRROOGGRRAAMM

The ASIAL member recognition

program serves to acknowledge

longstanding association members

with either a Platinum, Gold, Silver, or

Bronze level of membership.

The following organisations have

attained recognition levels:

Platinum

BCD Security Pty Ltd

Bos Security Group Pty Limited

Gold (12-24 years membership)

Advent Security Services Pty Ltd

Consolidated Security Group Pty Ltd

Standby Security Services Pty Ltd

Silver (11-15 years membership)

Accurate Security & Installations

Pty Ltd

AHC Alarms

AM Mortimer Security

Australian Masterguard Security

Services Pty Ltd

Bayside Australia Pty Ltd

Bell Security Systems Pty Limited

Burnside Security Pty Ltd

Centauri Security

Comvision Pty Ltd

Digital Connections & Security Systems

Pty Ltd

Eagle Security

Emenar Pty Limited

Eris McCarthy Pty Limited

Feel Safe Alarms

G & M Honeyman Pty Ltd

Gary Baker Electrical & Security Pty Ltd

Grant's Security Alarm Installations

Pty Ltd

J.L.M. Electronic Services Pty. Limited

John Body and Hellen Patricia Kirkman

trading as Tenterfield Night Patrol

Security

Kalabex Pty Ltd trading as Garden City

Security Service

Kangaroo Valley Security

Karpent Pty Ltd

Logov Risk Management Services

Pty Ltd

M & C Trokus trading as Westguard

Security Services

Ninicom Technology (Aust) Pty Ltd

Nybar Pty Ltd trading as Quad Security

Services

Oxley Electronics Pty Ltd

Perisher Security Pty Limited

Peter Markowsky

Peter Siman trading as ACAM CCTV

Pro Security Pty Ltd

Protection Plus Security N.Q Pty Ltd

Red Lion Security Pty Ltd

S. & D. Alarm Service Pty. Ltd.

Security Specialists Australia Pty Ltd

Silvergem Corporation Pty Ltd

SM Security Services Pty Limited

Solness Electric Pty Ltd

Sparkbusters Pty Ltd

Strudwick Security Pty Ltd

Victorian Protection Security Services

Pty Ltd

Vladimir John Halaska trading as Alolite

Home Products

Wilfs TV Service Mudgee Pty Ltd

William King trading as WYSecurity

Wilson Security Pty Ltd

Bronze (6-10 years membership)

Techniche Security & Surveillance

Pty Ltd

Jaka Security Pty Ltd

If you are eligible and have not already

signed up to the program (there is no cost

to sign up), you can find out more by

visiting:

www.asial.com.au/Memberrecognition

program


Allcare Monitoring Services WA 379 A2 28 Feb 2014

ADT Security NSW 404 A1 30 Jun 2014

ADT Security (Data Centre) NSW 405 A1 30 Jun 2014

ARM Security WA 402 A1 10 Mar 2015

ART Security VIC 392 A1 30 Sep 2014

Calamity Monitoring NSW 383 A1 20 Mar 2014

Central Monitoring Services NSW 380 B1 21 Mar 2014

Commonwealth Bank of Australia NSW 389 A1 24 Sep 2014

Energize Australia VIC 391 C2 18 Mar 2014

Glad Security NSW 398 A1 25 Nov 2014

Golden Electronics TAS 395 A1 17 Oct 2014

Grade One Monitoring NSW 378 A1 13 Feb 2014

Grid Security Services NSW 381 A1 18 Mar 2014

Instant Security Alarms QLD 365 A1 29 May 2013

ISS Security NSW 373 B3 25 Nov 2013

Linfox Armaguard VIC 393 A1 08 Aug 2014

Mekina Technologies TAS 399 A1 02 Nov 2014

NSS Group NSW 384 A1 07 May 2014

Onwatch NSW 396 B1 31 May 2014

Paul-Tec Australia NSW 401 A1 01 Aug 2013

Protection Pacific Security VIC 394 C2 9 Aug 2014

RAA Security Services SA 400 A1 12 Dec 2014

Secom Australia NSW 374 A1 14 Dec 2013

Sectrol Security VIC 369 B2 19 Aug 2013

Securemonitoring VIC 370 A1 23 Nov 2013

Securenet Monitoring Services NSW 386 A1 04 May 2014

Security Alarm Monitoring Service SA 387 A1 18 Jun 2014

Security Control Room VIC 362 A1 06 May 2013

Sesco Security WA 364 A1 03 Jun 2013

Signature Security WA 403 A1 30 Jun 2014

SMC Australia QLD 372 A1 07 Dec 2013

SMC Australia VIC 371 A1 16 Dec 2013

SNP Security (Newcastle) NSW 368 A1 17 Aug 2013

SNP Security (Sydney) NSW 390 A1 31 May 2013

Spectus WA 406 A1 12 Apr 2015

State Government Protective Security Service QLD 388 C1 22 May 2014

Westpac Banking Corporation NSW 382 A1 19 Mar 2014

Woolworths Limited NSW 397 C1 04 Nov 2014

Company (short form name) State Cert. No. Grade Expires

ASIAL Certified Security Monitoring Centres*

Current as at: 16 April 2013

*The above-listed ASIAL Certified monitoring centres comprise those establishments that have been inspected and graded forcompliance with the applicable Australian Standard: AS 2201.2 – 2004. PLEASE NOTE: ASIAL takes no responsibility for listedcompanies which may change the nature of their operations subsequent to Certification.

Australian Security IndustryAssociation Limited



Parental Leave and Maternity Leaveare complex areas for many employersto navigate. Regardless of the size ofyour business the responsibilities arethe same. It is often an area whereemotions, practicality and commonsense can collide. Like almost all otheraspects of the employmentrelationship there are laws to governthe behaviour of both parties.

Here we provide an overview ofthe responsibilities of employerswhen dealing with requests forParental Leave.

Under the Fair Work Act 2009(Cth) (the Act) employees haveaccess to unpaid parental leave anda number of other entitlements, ifeither they or their partner give birthor adopt a child.

Unpaid Parental LeaveEligible employees are entitled to takeup to 52 weeks’ unpaid parental leaveunder the National EmploymentStandards (NES) set out in the Act.To be eligible for unpaid parental leaveunder the NES an employee must have:• worked for at least 12 months for

you before the expected due date,either on a full-time or part-timepermanent basis, or as a casualwith 12 months’ regular andsystematic service with you with areasonable expectation of

continuing regular and systematicwork; and

• given written notice 10 weeksbefore starting leave (or if that is notpracticable, as soon as practicable)of their intention to take leaveincluding the intended start and enddates of the leave.

Parental Leave is not restricted tofemale employees, male employeesalso are entitled to request and begranted parental leave and extendedleave in some circumstances.Thereare other entitlements andrequirements for different situationsregarding special maternity leave,transfer to a ‘safe job, child birth,childcare, adoption and return to workprovisions.

Maternity leave and pregnantemployeesAn employer must respond to arequest for maternity leave within 21days, in writing, advising whether theirrequest is granted or refused. Such arequest must only be refused onreasonable business grounds. It is rarefor a request to be reasonably refused.

Employers have the right to requestevidence of the expected date of birth.Leave can commence at any timewithin six weeks before the expectedbirth of the child.

There is no minimum period of leavethat employees must take following thebirth of their child.

Either partner who has care orresponsibility of the child after birth oradoption is entitled to take unpaidparental leave.

By giving at least four weeks noticebefore the end of the original leaveperiod employees also have the rightto request up to an additional 12months’ unpaid parental leave to atotal of 24 months between them andtheir partner.

If your employee is not eligibleunder the NES they may still have anentitlement under a modern award orenterprise agreement (including as aresult of transfer of business.Employers should also take care not tobreach anti discrimination legislationwhen dealing with requests.

If a female employee needs tochange their leave dates depending onthe progress of the pregnancy, theyshould confirm the dates or notify theemployer of any change of dates atleast four weeks before the intendedstart date of leave.

Paid Leave?There is no general legal requirementfor employers to offer employees paidleave for births. Paid Parental Leavefunded by the Government


IINNDDUUSSTTRRIIAALL RREELLAATTIIOONNSS

PARENTAL LEAVE,MATERNITY LEAVEANDTHE EMPLOYER’SRESPONSIBILITYBy Chris Delaney


commenced 1 January 2011.You can find out more about the

scheme, its eligibility requirements andhow it will operate at the FamilyAssistance Office website.

Concurrent Partner’s leaveParents can take up to 3 weeksunpaid parental leave at the sametime.This applies if both parents areemployees who plan to take parentalleave.This is called ‘concurrent leave’.

Concurrent leave has to startimmediately after the date of birth oradoption of the child and end amaximum of 3 weeks later.

Unsafe JobsCertain jobs may pose anunacceptable risk to an unborn child. Ifa pregnant employee is unable toperform her usual job (and providesmedical evidence to this effect), andshe is entitled to and has applied forunpaid parental leave, you musttransfer her to an appropriate safe jobfor the ‘risk period’. An appropriate safejob is one which has the sameordinary hours of work as theemployee’s present position or adifferent number of ordinary hoursagreed to by the employee. Theemployer must then pay the employeeat their full rate of pay for the positionthey were in before the transfer, for thehours they work in the risk period.

If no appropriate safe job isavailable, then the employee is entitledto take paid ‘no safe job leave’.Theemployer must pay the employeeduring the risk period identified by themedical evidence.

Return to WorkEmployees on unpaid parental leaveare subject to a return to workguarantee.This means an employeereturning to work from unpaid parentalleave is entitled to either:• The employees position as it was

prior to going on parental leave; OR• If that position no longer exists – an

available position which theemployee is qualified and suitablethat is nearest in pay and conditionsto the position they held prior togoing on parental leave.

Consulting with Employees onLeaveAll of the consultation responsibilitiesin the Act and the modern award arerelevant to the employee in the sameway as if they were at work. Anemployer must consult with thatemployee if they make a decisionwhich will have a significant effect onthe position, pay or location of theemployee's pre-parental leave position.

An employer must "take allreasonable steps to give the employeeinformation about, and an opportunityto discuss, the effect of the decisionon that position."

If the position genuinely no longerexists, an employee is entitled to returnto any other available position forwhich they are suitably qualified, that isnearest in status and remuneration totheir pre-unpaid parental leaveposition.

Special Maternity leaveIf employees are eligible for unpaidparental leave they are also eligible forspecial maternity leave for apregnancy-related illness or if thepregnancy ends without the birth of aliving child within 28 weeks of the duedate.

Special maternity leave counts asunpaid parental leave, so it reduces theamount of unpaid parental leave towhich an employee is otherwiseentitled.To access special maternityleave employees will need to provideyou with notice that they are takingspecial maternity leave as soon aspracticable, setting out the period orexpected period of the leave.

You have the right to requestevidence of the illness or that thepregnancy ended without the birth of aliving child.

Requests for flexible workingarrangementsIf an employee who is a parent hasresponsibility for the care of a childwho is under school age (or under 18and has a disability) they may requesta change in working arrangements.

A change in working arrangements(otherwise known as flexible workingarrangements) can include:• Change in hours of work• Changes in patterns of work• Changes in location of work

The request must be in writing, setout the details of what changes theemployee seeks and the reasons why.

Following the receipt of a request anemployer must give the employee awritten response within 21 days as towhy they are granting or refusing therequest.The request must only berefused on reasonable businessgrounds.

While the request may causeinconvenience to the employer it maybe of the utmost importance to theemployee. And often employees willbring an application before the FairWork Commission under the generalprotections provision of the ACTorclaim discrimination, both of which arecostly in both time and money.

The FairWork Ombudsmanconsiders that a reduction in the hoursof work, job sharing arrangements andworking from home are examples ofchanged working arrangements.

For advice and assistance aboutParental Leave members can callASIAL’s Industrial Relations Advisor on(02) 8425 4318 or [email protected].


IINNDDUUSSTTRRIIAALL RREELLAATTIIOONNSS

Note:The information provided above is for convenient reference only. ASIAL and Chris Delaney & Associates Pty Ltd provide thisinformation on the basis that it is not to be relied upon in any or all cases, as the circumstances in each matter are specific.Accordingly, we provide this information for general reference only, but we advise you to take no action without prior reference toan Employee Relations professional. ASIAL members can contact Chris Delaney by emailing [email protected]


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ExacqVision Version 5.4 withadvanced Archivingn Central Security Distribution > 1300 319 499n Web > www.centralsd.com.au

Inner Range Integriti SecurityManagement Systemn For more information contact:n Web > www.centralsd.com.aun Web > www.innerrange.com

The INTEGRITI SECURITYMANAGEMENTSYSTEM is a new generation IntegratedAccess Control,Security Alarm and Automation System by InnerRange. It is the result ofmore than 20 years of continuous industry leadership and product development,and justlike its famous predecessor (the Concept 4000), Integriti sets new industry standards.Inner Range are confident that Integriti has the capacity to offer solutions that havepreviously been unachievable in today's exciting yet demanding technology environment.Regardless of the specification, Integriti will tick the box at every level, including almostevery redundancy and disaster recovery strategy. Integriti is an enterprise level accesscontrol and security solution that delivers a simple and easy to use management systemwith capabilities and scalability that have previously been unthinkable.

Grade One Launches IP Monitoringn Grade One Monitoring > 1300 723 185n Email > [email protected] Web > www.grade1.com.au


Changes in the telephony market have arrived and this may affect yoursecurity monitored clients.

The gradual move by customers to voIP and other forms of digitalcommunications have had an effect on the monitoring centres ability toreceive alarm signals via the telephone line.

This gradual change is set to escalate as the NBN becomes a reality.Grade One Monitoring has been at the forefront of GPRS technology,

introducing receivers for all of the major GPRS/3G systems.Grade One is again leading the way with IP monitoring.With the integrity of your clients’ security network paramount, Grade One

can now monitor, via IP Modules, direct IP signals utilising any current IP orIP/GPRS interface system.

The latest version of the exacqVision Video Management System(VMS), Version 5.4 is now available. Version 5.4 makes significantadditions and improvements to the exacqVision VMS with the additionof significant IP camera models and IP camera functionality, our firstphase of video archiving, simplified software updates, a new webservice and more.

Version 5.4 also introduces the first of three phases to archiving; thesearch feature of exacqVision retrieves video from both the local videoserver and a separate Search Archive drive seamlessly, with the resultsdisplayed as if all of the video was originating from the same server.

NEW!


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INTREPID™ Sensors Now Even Smarter!n Perimeter Systems Australia Pty Ltd > +61 2 9150 0651n Email > [email protected] Web > www.perimetersystems.com.au

DTU3G/IPn SCSI > 1300 555 570n Email > [email protected] Web > www.securitycommunications.com

SCSI’s DTU3G/IP wireless alarm communicator is Australian made anddesigned. Dual-SIM technology provides 6 secure paths using TelstraNextG, Optus 3G, Telstra GPRS, Optus GPRS, Ethernet & PSTN. Withthousands already sold and installed, the DTU3G/IP has been released tothe Australian Security Industry with outstanding success.The combinationof multiple, proven communication paths ending the days of nuisance “pollfails” and unwarranted guard attendances.

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

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

UniGuard Real-Time loggers -Innovative, Live Guard Tour Systemn ValuTronics > 1300 133 366n Email > [email protected] Web > www.uniguard.com.au

UniGuard real-time loggers are an innovative, live guard tour system.It enables guards to easily communicate with a control centre via contact ornon-contact reads of iButton/RFID tags.The loggers read and send data backto the new UniGuard 12 system in real time by using GPRS data transmission.

UniGuard 12 is the best way to access your collected data in one powerfuland easy to use web based software application. It offers lightning fastreporting,Real time tracking with Google maps, individual useraccounts,alarmsand alerts sent direct to your email and much more.

This system is perfect for those who require a high end staff verificationsystem with minimal intervention by yourself or other staff.

In protecting a facility’s perimeter, two distinct challenges arise. Selecting theappropriate sensorto address site requirements,and finding cost-effective,compatiblesolutions when site characteristics or security level dictate layered protection.

Combining 40 years of perimeter detection experience with the latest inintegrated systems engineering, Southwest Microwave addresses these challengeswith its new-generation INTREPID™ Intelligent Sensors. Deploy any combination offence,buried and digital microwave solutions on a single network platform to protecteach portion of your perimeter with the optimal sensor for that location. Forunparalleled configuration and operating convenience, INTREPID™ employs acommon communications protocol, universal set-up software, scalable systemcontrollers and a broad input voltage range - eliminating the high cost andcomplication traditionally associated with integrating multiple sensor technologies.

NEW!


NEW!


ASIAL NATIONALCALENDAR OF EVENTS 2013

To find out more register online www.asial.com.au/eventscourses or email [email protected]

JULYQLD Industry Breakfast Briefing7.30-9.00am - 17 July 2013, Niche Event Spaces, Stones Corner, Brisbane

Security 2013 Exhibition & Conference24-26 July 2013, Sydney Convention & ExhibitionCentre, Darling Harbour.

Security 2013 Conference & Executive Briefings24-25 July 2013, Sydney Convention & ExhibitionCentre, Darling Harbour

JULYSecurity 2013 Gala Dinner25 July 2013, Doltone House, Jones Bay WharfSydney

AUGUSTVIC - Industry Breakfast Briefing7.30-9.00am 15 August 2013Quality Hotel Batman’s Hill on Collins

SEPTEMBERSA - Industry Breakfast Briefing7.30-9.00am 12 September 2013, Sebel Playford Hotel, Adelaide

WA - Industry Breakfast Briefing7.30-9.00am 13 September 2013, Hotel Northbridge, Perth

ACT - Industry Breakfast Briefing7.30-9.00am 18 September 2013, Belconnen Premier Inn,Canberra

TAS - Industry Breakfast Briefing7.30-9.00am 19 September 2013, Hobart Function andConvention Centre, Hobart

Don Randall, Headof Security, Bank ofEngland

Bruce Blythe, Chairman,Crisis ManagementInternational


security insider april 2013

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