Insider July 2013

VOL.18 | ISSUE.3 | JULY 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

2665

2013 AWARDSFOR EXCELLENCEWINNERS

MANAGINGREPUTATIONALCRISES

Q&A WITH NICKBUCKLES

Follow ASIAL now:www.linkedin.com/company/australian-security-industry-association-asial-

INSIDER_Jun/July 2013 Iss3_52pp 19/6/13 7:59 PM Page 1

INSIDER_Jun/July 2013 Iss3_52pp 18/6/13 7:22 AM Page 2




6 //SECURITY INSIDER JULY 2013

CONTENTSVOL.18 | ISSUE.3 | JULY 2013

2013 AUSTRALIANSECURITYINDUSTRYAWARDS FOREXCELLENCEWINNERS

ASIAL StrategicPartners >

20MANAGINGREPUTATIONALCRISES

26 30

08 | President’s message 12 | Security 201316 | National Alarm Response

Code of Practice20 | 2013 Australian Security

Industry Awards for Winners26 | Managing Reputational

Crises

30 | Interview with former G4S CEO, Nick Buckles

34 | Debt recovery – the basics36 | University of Western Sydney

- Migration from Concept to Integriti

40 | Integrated security solution atthe Glenside Hospital

Campus42 | Monitoring Centre

Certification Listing 44 | “You can’t compete with

Crooks”46 | Hot Products50 | Calendar of events

12

Q&A WITH NICKBUCKLES, FORMERCEO, G4S




July is a big month for the Industrywith the Security 2013 Exhibitionand Conference to be held in

Sydney from the 24th-26th July.The28th annual event provides an excellentopportunity to view the latest andemerging security technologies, as wellas network and socialise with industrycolleagues from across the country. Onpage 12 of this issue you can findfurther information on the exhibition,conference and gala dinner.

July also marks the first year ofoperation of the SecurityTechnicianCertification program, an ASIAL initiativeto promote professional recognition forsecurity technicians. Whilst still in itsearly days, the program has alreadygenerated strong interest andenrolments from across the country.

In July, the Association will alsoannounce a number of exciting newmember benefits and initiatives, so staytuned for further information.

In early May, the Park HyattMelbourne was the venue for the 18thAnnual Australian Security IndustryAwards for Excellence.The evening wasa great success and highlighted thetremendous talent that we have in ourindustry. I would like to congratulate allof the award winners and all of thosewho nominated.

ASIAL continues to work closely withgovernment across the country for thebetterment of the industry and thecommunity. For example, theAssociation is currently working with theFair Work Ombudsman to develop aneducation campaign targeting localgovernments who engage contractsecurity providers.The lowest pricementality encourages a range ofunlawful activities and makes it difficultfor legitimate operators to compete.

ASIAL is seeking to ensure that thereis an open and transparent competitiveenvironment where compliant operatorscan compete in a sustainable manner.

Another is the development of anational uniform approach to alarmresponse procedures in Australia. ASIALis working with the National EmergencyCommunications Working Group(comprised of representatives frompolice, fire and ambulance services fromacross the country) to minimise thenumber of reports of false or non-genuine alarm activations to EmergencyService Organisations (ESOs).

ESO’s are placed at risk whenresponding to alarm monitoring centresrequests for attendance due to thenature of the emergency response.Theyalso waste valuable time and resourcesin responding to non-genuine alarmactivations. A vital element in thedelivery of an efficient and effectivealarm monitoring and response serviceis a strong relationship with EmergencyService Organisations. A national alarmresponse protocol will significantlyresolve conflict in a crisis situation whenMonitoring Centres can utilise standardoperating procedures in communicationwith Emergency Service Organisations.This process will also go a long way tomanaging community expectationsacross Australia.

Finally, I would like to take thisopportunity to wish Bob Bruce, a longtime ASIAL Director and highlyrespected industry figure, all the verybest as he battles a serious illness.

I look forward to seeing many of youat Security 2013.

Kevin McDonaldPresident

PPRREESSIIDDEENNTT’’SS MMEESSSSAAGGEE

WORKING FOR THEBETTERMENTOFTHE INDUSTRY

THE MAGAZINE FORSECURITY 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

Publisher

Editor

Bryan de Caires | [email protected]

Editorial Enquiries

[email protected]

Advertising

Tania Laird | [email protected]

Creative Director

Martin Costanzo | [email protected]

Graphic Design + Prepress

Webfx2 Digital | [email protected]

Editorial Contributors

Bruce Blythe, Chris Delaney, Daniel Diermeier,

and Patrick Ferguson

Print + Distribution

Nationwide Advertising Group

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] SEPTEMBER 2013

ISSN 1442-1720





The Security 2013 Exhibition and Conferencewill be held at the Sydney Convention &Exhibition Centre on the 24th-26th July.

CONFERENCE &EXECUTIVE BRIEFINGSAmong those confirmed to address the conferenceinclude Dr. Anne Speckhard, Adjunct Associate Professor,Georgetown University Medical Centre, Don Randall, Headof Security, Bank of England, Bruce Blythe, Chairman,Crisis Management International and Steve Ronson,Executive Director, FairWork Ombudsman.

The Executive Briefing sessions presented by BruceBlythe will address ‘Integrating Corporate Security CrisisManagement, Emergency Response and BusinessContinuity’ and ‘Influencing Security Compliant Behaviours’.

To register visit www.asial.com.au or [email protected]

EXHIBITIONThe exhibition will showcasenew and innovative ways ofmanaging security threats,alongside a number of newfeatures.The exhibition opening hours are:• Wednesday 24th July:

9.30am–5.00pm• Thursday 25th July: 9.30am–5.00pm• Friday 26th July: 9.30am–2.30pm

To register visit www.securityexpo.com.au

GALA DINNERThe Security 2013 Gala Dinner will be held at DoltoneHouse, Pyrmont on Thursday 25 July 2013 from 7pm to10.30pm. As the industry’s night of nights, the dinnerprovides an excellent opportunity to network in aninformal environment.This year’s dinner will be MC’d bythe Logie nominated Comedian Tahir with furtherentertainment provided by "Unusualist" Ray Crowe.

To register visit www.asial.com.au or [email protected]

IINNDDUUSSTTRRYY NNeWWSS

SECURITY 2013

Gold Sponsor Keynote Speaker Sponsor

Platinum Sponsor Entertainment Sponsor

MSS Security is one of Australia’sleading security companies with morethan 5,000 employees, approximately$300 million in turnover, and a nationalinfrastructure with offices in the capitalcities of all states and territories.

MSS Security operates in all marketsegments and has a customer and staffcentric philosophy.This is illustrated byits single point of contact accountmanagement program and investmentin staff training as an accreditedRegistered Training Organisation.

The company values of Integrity,

Teamwork, Attitude, Performance andPassion were carefully chosen and formthe framework for its commitment tooutstanding customer service as well asguiding its daily actions.The companyhas made significant investments intechnology to ensure both its internaland external processes deliveroutstanding customer service and realtime information.

MSS prides itself on supportingindustry through it’s ongoinginvolvement with the peak nationalbody, ASIAL.

MSS SECURITY – PROUD PLATINUM SPONSOROF THE SECURITY 2013 GALA DINNER FORTHE FIFTH CONSECUTIVE YEAR.




At the recent industry awards forexcellence, Neville Kiely wasrecognized for his contribution to theAssociation as an active, passionateand tireless supporter of theAssociation.

Neville served as an ASIAL BoardDirector and chaired the Association’salarms/electronics sub-committee formore years than he would probablycare to remember. Under hisleadership the sub-committeeachieved many goals and helped raisethe level of professionalism within the

electronics sector.Neville has been a pioneer in the

bureau alarm monitoring businesswhich offered small alarm installationbusinesses and manpower companiesthe opportunity to expand their servicelevel offering, effectively spawning anew market segment and expandingthe growth of monitored alarmssystems across the country.

Neville was presented with aCertification of Appreciation for thecontribution to the Association.

NEVILLE KIELY RECOGNIZED



ASIAL’s ongoing consumer awarenesscampaign took to the skies in June withadvertising appearing in the Qantas -The Australian Way magazine andonboard flight entertainment system.Qantas carries over 2.3 millionpassengers per month, approximately

80% of which are domestic travelers.The adverts form part of

ASIAL’s ongoing campaign topromote the ‘mark of distinction’provided by using an ASIALmember which has alreadyreached millions of consumers.

ASIAL TAKES TO THE SKIES

When it comes to securing

your home or business,

don’t take any chances.

Think security… THINK ASIAL

To find an ASIAL member near you visit www.asial.com.au

Always use a licensed security professional and make sure

they 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





The NBN Co has advised ASIAL thatit is considering establishing a facilitywhere application providers anddevice manufacturers can test theirdevices against a wide range of NBNservices from a range of NBN RetailService Providers (RSPs). Applicationproviders and device manufacturerswould be able to bring theirequipment into the facility and testagainst all of the participating RSPtelephony services. NBN Co does notenvisage that participating RSPs willprovide testing support to parties

coming into the facility; however RSPsand application providers may wish towork together to conduct subsequentlab testing, field trials, etc.

It is envisaged that the NBN Co PlugBench would provide participantswithan insight into compatibility of theirproduct or service with the NBN andvarious Retail Service Providers.

NBN Co is targetingcommencement of testing at the facilityin Quarter 3, 2013.To gauge interest inthe creation of such a facility, NBN Cois inviting expression of interest to test

devices in the NBN Co Plug Bench. Ifyou are interested, please [email protected] and includethe following details: your companyname, address, technical contactdetails (name, telephone number andemail address), Industry (eg security,medical alarms, payments), industrysegment (ie is your organisation amonitoring centre, devicemanufacturer, installer?) and thenumber and type of devices that youwish to test.

NBN ANALOGUE TELEPHONY PLUGBENCH CONCEPT

A unique new recruitment websitelaunched recentlywww.employersconnect.com.au offersemployers within the security industrythe opportunity to meet with potentialemployees online. According toEmployers Connect, employers whosign up will be able to:

• Reduce recruitment costs• Increase hire quality• View job seeker profiles • Place a basic ad free of charge• Have access to jobseekers videos• Conduct video conferencing with

the jobseekerFor more details about this

employment service please [email protected]

MEET YOUR FUTURE EMPLOYEES ONLINE






SSEECCUURRIITTYY AAWWAARRDDSS 22001133

As the saying goes ‘winners aregrinners’. There was much grinning onshows as the winners of the 18thAustralian Security Industry Awards forExcellence were presented at the ParkHyatt Hotel in Melbourne on the 2nd May.

Over the following pages, we take alook at the stories behind the winnersof the various awards presented on thenight.

Integrated Security Solution – Projectsover $250,000: Blake Systems, BrisbaneCity Hall Restoration Project

In 2008 Brisbane City Council committedto a $215 million project for thepreservation and restoration of theheritage listed City Hall, a building withimmense cultural significance forBrisbane, Queensland and the nation.

As a People’s place the buildingrequires both open flow and high levelaccess restrictions incorporated into itsday to day functionality. Security of thefacility had to achieve a highly evolved,integrated, yet unobtrusive controlledenvironment to protect visitors, tenants,their property, council stall and this majorphysical asset

Following Brisbane City Council’s(BCC) undertaking to preserve andrestore the icon that is City Hall, BlakeSystems were approved to provide theelectronic security facilities as part of theoverall restoration project under thecontrol of the lead contractor, Abigroup.

Technology: A centrally managedGallagher access control system runningin a virtual environment on the council’s

data network is installed at over 170Council facilities used by almost 14,000card holders. Most of these facilities arealso equipped with AXIS IP camerasoperating on a Genetec videomanagement platform.

Incorporated in the system is theEkahau WI-FI duress system whichdifferentiates the City Hall solution. Itprovides BCC with an allocating systemthat secures assets while removing theneed for visible equipment and reducesthe potentially labour intensive monitoringof this diverse building.To support this,specified video analytics has beenexpanded to include moveable objectsrecognition. At City Hall, the CCTVcameras act as sensors silently watchingfor out of character changes in definedcircumstances. For example, a painting isfitted with a wireless tag that iselectronically monitored for movement.These movements are then tracked andthe nearest camera is notified to record ata full frame rate.The plan manager featureof the video management system thenalerts the control room staff that asituation has occurred and they are ableto focus in on a particular area, withoutthe need to monitor all 215 cameras and127 channels of video analytics at anyone time.

The advantage of utilising the 127channels of video analytics with a peoplecounting capability included provision ofboth a health and safety and a marketingtool for BCC and other tenants (ie themonitoring of traffic flows, grouping ofpeople and visitor destinations as well asthe unexpected movement of people orassets and left objects).This high level ofintegrated analytics both increased thesecurity of the facility and provided costsaving through the reduction of staffrequired to monitor the system.

Project Management Challenges: Thestaged demolition, re-construction and re-occupation of the building posed asignificant constraint on management of

the project in terms of labourrequirements and project delivery. Cableaccess and the need to maintain theaesthetics of the building meant thatspecified pathways were not alwaysachievable or practical.This was managedby working with BCC and Abigroup tolimit the physical and financial impact ofthese changes.

The achievement of excellence on thisproject is the relationship Blake Systemswas able to build with their clients(Abigroup as their direct employer andBrisbane City Council as the end-user).Since first engaging Blake Systems as itsprincipal electronic security solutionsprovider in 2009, BCC has worked withthem to develop a platform for all futuresystems.The installation at City Hall will bea key node in the city wide security andsurveillance network.

Technical Security Solution - Projectsunder $250,000: MacquarieUniversity, Multi channel emergencycommunication system

Macquarie University is the first Australianuniversity to introduce a comprehensiveemergency alert system across itscampuses. In 2012 it implemented thealerts system (alerts.ms.edu.au) tocommunicate with staff and students inemergency situations.

The system can reach staff andstudents at any of the University’scampuses at any time to provideinformation and advice on what measuresto take to stay safe.These messages canbe targeted to small or specialist groupsas necessary.The cloud based

2013 AUSTRALIAN SECURITYINDUSTRYAWARDS FOR EXCELLENCE


SECURITY INSIDER JULY 2013// 21


technology is used in organisations likethe US Armed Forces, it notifies student’sand staff of emergencies via email andSMS notifications to mobile devices suchas mobile phones and ipads.

Safety is a high priority at Macquarie,with the University taking every measureto ensure its campuses are safeenvironments for staff and students and isever conscious of its occupational healthand safety requirements and complieswith regulatory obligations.

Scope of installation: The complexities ofa large student body, dispersed campusesand extensive operating hours could onlybe overcome by a multichannel messaginginfrastructure with the ability to disseminatemessages via email, text and phone.

AtHoc are a leading provider of net-centric mass notification systems andwere selected for their ability to integratewith Macquarie’s existing internal systems,but more importantly because the systemdoesn’t require users or administrators topurchase any additional hardware. Usersreceive notifications via text to their mobilephones, via text to voice calls at their deskor mobile phone or via existing emailaccounts. All of these communicationscan occur simultaneously without anyadditional effort from the initiator.

To ensure this highly integratedmultichannel system is used appropriately,the project team set up a number ofinternal processes.

Among the project managementchallenges encountered duringimplementation included:• Coordination of resources in

significantly separated time zones;• Implementing Macquarie University

branding;• Engagement of staff and students to

register with the system• Alignment of technology developed in

the United States of America

AtHoc provided a solution thatdelivered a number of critical componentsto the University, including its ease of useand breath of integration with existinguniversity systems.The project teamcreated a web interface for users tomanage their details such as mobilephone numbers anytime anywhere.

The launch of alerts.mq.edu.au makesMacquarie the first Australian Universitywith a multichannel emergency broadcastsystem.

Special Security Project: 13 CABS –TigerTeam

In a world first, Melbourne based 13CABSlaunched TigerTeam to the public inOctober 2012 in response to the increaseof violent attacks and robberies againstCab Drivers.With the murder of a 25 yearveteran Cab Driver in August 2012,13CABS knew that Cab Driver protectionhad to be improved and immediate actionwas required.

The 13CABS Management Team setthe goals and objectives to enhance thesafety of Cab Drivers and selectedresponse vehicles as their obvious choice.The TigerTeam name was selected due tothe large population of Indian Cab Driverswith the Bengal Tiger, India’s nationalanimal, selected as the symbol for theTigerTeam.The Bengal tiger representspower, strength, alertness, intelligence andendurance, all traits encompassed byTigerTeams.

In a 4 week timeframe, 13CABS fittedout three TigerTeam vehicles in strikinglivery with the latest safety technology andconstant event tracking.

The City of Melbourne and VictoriaPolice supported the security and safetyinitiative, designed to operate onweekends, public holidays and duringmajor public events, periods in whichpolice response times and resourceshave traditionally been stretched.

The TigerTeam defined as “a group ofindependent experts assigned toinvestigate and solve problems” wasstaffed with taxi industry experts tomediate disputes, and qualified securityguards to control escalated situations.

In response to a Cab Driver activatingtheir duress alarm, the closest TigerTeam

is allocated to attend whilst the 13CABSContact Centre monitors the situationthrough emergency open-mic radiotechnology, updating the attending TigerTeam and Police as required.

When the TigerTeam is not assistingCab Drivers in distress, they attend cabranks, major public events, and popularhot spots around Melbourne to promotecab safety with potential passengers.TigerTeam raises awareness of commonlydisputed issues before passengers get incabs, such as mandatory late-night fareprepayment.

Statistics and feedback have provenTigerTeam as a valuable resource providinga safer work environment for Cab Drivers.In the initial 3 months assaults on driversdecreased by 33%, with the TigerTeamassisting distressed Cab Drivers in 134incidents and the request for policeassistance from the 13CABS ContactCentre decreased by 53%.

Special Security Event – ACGSecurity: Australian Open

As the first tennis Grand Slam each year,the Australian Open is probably the mostpublicised and globally recognisedsporting events to take place onAustralian shores. Since 2009 ACGSecurity has been tasked with managingall manpower security services for theprestigious event with the eventattendance of 686,606 being only secondto the US Open.

It is recognised that such an event issubjected to intense scrutiny and anypublicity is a reflection of securityproviders and the security industry ingeneral. ACG takes their responsibility asindustry ambassadors seriously and focustheir efforts on quality recruitment, trainingand performance management measuresto deliver a professional outcome for theirclient and Victoria. AGC screen their stafffor their ability to effectively communicate




with different cultural backgrounds,tourists, children, the elderly and thedisabled.

The event poses many challenges forthe ACG team who are responsible for thesecurity and welfare of all property,patrons and competitors over a 60 dayperiod inclusive of the 14 day event.

Flexibility and responsiveness hasbeen a winning quality for ACG, providingthe ability to meet the demands of thefluid nature of the event withamendments to schedules, specialguests, media commitments and theimpact of Melbourne weather providing achallenge at any moment, not tomention the occasional evening matchthat extends past 2.00am in themorning.

The requirement to ensureemployees receive proper rotations,adequate rest and weather protectionwas constant. ACG’s seasonedsupervisory team worked hard to makecertain that all personnel remainedengaged, alert and aware at all times. Inaddition to the general inductiontraining provided to all staff for theevent, supervisors undertook jointinduction and training with MelbourneOlympic Parks trust staff to enhanceliaison and interaction prior to the eventto optimise working relationships.Supervisors also formed part of theIncident Response Teams.

The Australian Open courts aredifferent to other sporting events withminimal barrier protection providedbetween players and the crowd atlarge. Risk assessment andmanagement forms a specific part ofplayer protection and other risksassociated with player escorts andspecial sponsor events.

During the event, ACG provided upto 280 personnel per day during thetournament with a total of 55,000 hoursbeing worked for the duration of theevent. With all incidents noted, theAustralian Open organisers advisedACG that 2013 was again a year of zerocomplaints regarding the performanceof security. 2013 also recorded an alltime low for ejections and assaults, withsignificant incidents decreasing fromprevious years by 60%.

Individual Achievement - ChrisLockwood, G4S Custodial Services

As an employee with G4S for 17 years,Chris is recognised by his line managersas always being the first to assist in anysituation where his skillset may be relevantand be involved in any training or newinitiatives that develop him and others.

As National Operations TrainingManager, Chris was deployed to ManusIsland for 4 days to finalise andinduction training package for guards.Upon his arrival Chris was co-opted fora 3-week stay to help manage risingtensions with transferees on the Island.He willingly obliged to help hiscolleagues. In an unsolicited email fromthe islands Operation Manager to seniormanagement in Australia, Chris’s effortswere described: “His scope on theisland was simple, check out trainingand develop the training manual;however he did so much more. In trueLocky style, he pitched in everywhere,and I mean everywhere. He assisted inareas I didn’t think someone that “little”could; from response team leader, on-call response team most nights, ECC,scribe and even inducted transferees.Words cannot express how valuableChris was as a valued team memberand as a friend”.

Whilst on the Island he co-ordinatedhigh risk extractions, responded tonumerous emotionally and mentallychallenging self harm incidents whilstalso conducting training and inductingtransferees. He maintained a high level ofperformance despite the regular 18 hourdays and continued to train local guardsfor the demanding roles. Back in Australia,Chris continues to lend support andadvice to the team on Manus Island.

Chris was recognised for his individualand team commitment in a confrontingand challenging environment.

Individual achievement – SecurityStudent of the year, Grant Frankel –Melbourne Racing Club

Getting ahead in the security industry canbe a challenge.With the thousands ofpeople employed within the industry,management opportunities and apromotion from within the industry are notalways readily available.

Having worked in the security industryfor over 17 years Grant Frankel recognisedthat to further his career aspirations heneeded to bolster his qualifications. Itwasn’t that Grant did not holdqualifications or have significantexperience. His qualifications andcontinued professional development wereoperationally based including defibrillation,oxygen administration, emergencyincident response, OH&S, leadership forsupervisor training and a couple ofCertificate 3 security courses.

After reviewing opportunities andrecognising his strengths andweaknesses, Grant decided on threedifferent qualifications that could advancehis progress in the industry: a Diploma ofSecurity and Risk Management, aDiploma of Occupational Health andSafety and an Advanced Diploma inPublic Safety (Emergency Management).In 2012 he completed the threequalifications.

With qualifications in hand, Grant sawan opportunity at the Melbourne RacingClub who had advertised for a SecurityManager. Grant always had an interest inhorse racing and thought that this wouldbe a great next step in his evolutionwithin the security industry.The positioninvolved not only the strategic leveldecision making and development of theracing clubs security direction, but also apart operational where he would berequired to be on course on race daysand events to lead the team andincrease their knowledge through my





experience and qualifications.Thequalifications he obtained wereinvaluable in being able to secure theposition.

Security Management - SuzettePo-Williams, Central MonitoringServices Pty Ltd

Central Monitoring Services have been achampion of ‘The Staying Home LeavingViolence’ program that helps women andchildren escape domestic violence toremain safely in their homes.

A 12 month trial period was fundedby the Community Services Program(SHLV) Staying Home Leaving Violence,while NSW Police also supplied someresources.

The SOS Link Device works via theCentral Monitoring Services 24 hourmonitoring centre and have beenspecifically designed for women in athreat situation, using the latest GPStechnology to identify their location.

A dedicated phone line at the NSWPoliceLink meant that a call for helpcould be prioritised and a police cardispatched to the exact location of thecaller based on the GPS signal received.

To date the feedback has beenpositive, with Suzette Po-Williams fromCentral Monitoring Services taking alead role in developing the initiative.

The SHLV program was developed inresponse to evidence that domesticviolence is the major reason when womenand children become homeless.

Working with the police and courtsthe program aims to remove violentfamily members. If they choose, thevictim and children can stay in the home.Clients receive support services rangingfrom practical assistance such asinstalling security measures in theirhomes and help with financial andpersonal problems.

The program targets women agedover 18 years and their children who

have separated from a violent partner orfamily member and choose to remain intheir own home or another home of theirchoice.The project covers eighteencommunities across NSW and the trialprovided fifty (50) alarms to vulnerablewomen.The small mobile phone likedevice sends communications with GPStechnology so that Police can quicklylocate the victims.

The early results are veryencouraging, the security devices arealready having a real impact on the livesof vulnerable women, allowing them todo simple thing such as visit their localshopping centre or drop their children offto school.

The device is a mobile phonecombined with a duress button whichuses GPS tracking.The duress buttonsends a GPS signal to CentralMonitoring Services concurrent with anautomated phone call. A trained operatortries to speak with the client anddecides the response level. CentralMonitoring Services contacts PoliceLinkon a dedicated line as required and acar is sent from the nearest Policestation.

Training – Chubb Electronic Security

Chubb Electronic Security in recognisingthe rapidly changing communicationstechnology landscape has made a clearcommitment and statement to themarket by upskilling its staff to betterserve the needs of clients. As CarlCrowley, Managing Director, ChubbElectronic Security puts it “Chubb iscommitted to offering our employees thebest possible training and personaldevelopment to help them succeedwithin their chosen career path in ourindustry. We strongly believe by havingthe best trained and certified techniciansin the industry, it enables us to bestserve our customers’ needs in thisrapidly changing technologylandscap.e”

Staff actively participate in trainingprograms including IT certification,manufacturer certifications, employeescholar program, ACE certification andtraineeship programs.

Chubb has built a culture around:• Protecting the health and safety of its

employees, contractors, customersand the natural environment.

• Quality and delivery excellencethrough the application of AchievingCompetitive Excellence (ACE)operating principles.

• Actively promoting an ethical culture,ensuring awareness of and fullcompliance with UTC’s “Code ofEthics”

• Support life-long learning anddevelopment of our people.

Chubb is leading the way in theindustry with 57 technicians enrolled onthe Industry’s SecurityTechnicianCertification program.These participantsare also enrolled in the Certificate III inTelecommunications to meet futureneeds and technologies, including themove to fibre through the roll-out of theNational Broadband Network.

Chubb has more than 50 participantsenrolled in the UTC formal educationemployee scholar program adding to thealready 32,500 degrees earned by UTCemployees in over 50 countries.

With the vast array of high techproduct manufacturers in the industry,Chubb’s technicians are provided withthe necessary manufacturers trainingand certification, including recentmanufacturers certifications such as 48Lenel certified technicians (Silver tomaster level), 54 Gallagher (Cardax)certified technicians/engineers and 15Interlogix Forcefield certified technicians.

Chubb has shown tremendousleadership through its commitment toinnovation, ongoing training andcontinuous improvement. In doing so thecompany has positioned itself to bettermeet the future needs of its customers.

Nominations open for the 2014Australian Security Industry Awards forExcellence on 1 October 2013. For moreinformation visit www.asial.com.auNominationsare open to members andnon-members of ASIAL.




SSEECCUURRIITTYY MMAANNAAGGEEMMEENNTT

It is commonly believed that theorganisation’s communications or publicrelations department will handle crisis-related reputational issues, right? But, tobelieve communications and publicrelations departments are the solemechanisms for addressing reputationduring a crisis is incorrect. All high profilecrises have a reputational dimension.

So, how can corporate securityprotect and even build organisationalreputation?

Thinking From Their PerspectivesEven if not tasked directly by seniorexecutives, you can have influence inprotecting crisis-related reputation. Inorder to have effective influence withexecutives, it is helpful to see things fromtheir perspectives.What is it thatexecutives and board members are mostconcerned about? One would thinkshareholder value and financial growth.But, annual surveys with seniorexecutives and board members paint adifferent picture. Executives and board

members report they are mostconcerned about people and reputation.

In order to align with executives duringcrises, it is important to look beyond thenormal corporate security silo and adoptan enterprise-wide point of view. Look forways you can be a trusted advisor tocorporate leaders during crises.Too oftenstaff persons focus only on their silos ofresponsibility and not on protecting theenterprise as a whole. An expandedfocus on protecting core assets,including reputation, will align you withthe primary concerns of executives andboard members. Do this effectively, andthe organisation will be protected andyour personal reputation will soar.

When is Reputation an Issue?Focus on “reputational red flags.” Watchfor the following issues that can indicatereputation may be threatened:

• Public outrage• Stakeholder fear• Negative media involvement

• When there is real or perceived harmto people, was the organisationperceived to be at fault? If so,stakeholder blame will focus on to thefollowing issues:

o Foreseeable: Should the organisation have foreseen this crisis was going to happen?

o Preventable: Could this crisis have been prevented through responsible actions?

o Unprepared: Was the organisation unprepared to respond and mitigate the damage?

o Unjust: Were there any actions or inactions that were reasonably unfair?

o Intentional: Did the organisationdo something intentional that caused harm?

o Negligent: Was the perceived duty to protect neglected?

Multidisciplinary perspectives areimportant to address these threats.What

MANAGINGREPUTATIONALCRISESBy Bruce T. Blythe and Daniel Diermeier*

Explosions, natural disasters, terrorist attacks kidnappings, databreaches, and extortions are not only security crises, they are alsoreputational crises: companies and their leaders are being evaluated byan ever more sceptical audience on how well they are handling the eventand if they were sufficiently prepared.



“THINK INSIDE ANDOUTSIDE THE BOX OF

CORPORATE SECURITYFOR ANSWERS”


Bruce T. Blythe


do you see as beneficial reputation-building decisions and actions from thevantage of corporate security? Evenoutside your silo, are there actions youcould recommend to protect trust andreputation during a crisis? Think insideand “outside the box” of corporatesecurity for answers. Here’s how.

Trust Building ComponentsEven though the advantages areobvious, leaders continue to strugglewith building and maintaining trust,especially during high-consequencecrises. Corporate security professionalsshould observe if the organisation ismaintaining reputational equity through abalanced trust-building crisis response.

Research has identified four (4) majorfactors that influence the level of trustamong crisis-involved stakeholders. Abalance of each is needed in order toprotect reputation.

Transparency: Does the audiencebelieve that the company is willfullywithholding relevant information? Whatis considered relevant will depend onthe audience, not on the organisation.

However, you may fail to reachperceived transparency despite fulldisclosure.Technical mumbo-jumbo,acronyms, a complex explanation, orlegalese, even if it involves disclosingrelevant information, will not beconsidered transparent by the generalpublic. Rather, an audience will assumethat a company is hiding behindincomprehensible jargon rather thanspeaking plainly and in a straightforwardmanner.

There may be times whenmanagement does not want to releaseknown information. If this is the case,

anticipate the reaction of stakeholdersif it is found out through other meansthan direct communication from thecompany. Will the rationale for notdisclosing the information pass thereasonable person test? Most often, it isbetter to get bad information all releasedat one time, than to withhold informationthat continues to trickle out over time.

Expertise: Perceived lack of expertisecan quickly undermine trust. Companiesare usually viewed as competent.Thepublic usually does not doubt theirability, but they often doubt theirwillingness to do the right thing, as wasthe case following BP’s Gulf oil spill inthe U.S. If there is a perceived lack ofexpertise, bringing in third-party expertswith high credibility is one way toaddress this concern. However it isachieved, a perceived lack of expertiseneeds to be addressed, whether thisperception is accurate or not.

There are two universal expectationsrelated to expertise that arise by involvedstakeholders when a crisis occurs.Theseexpectations typically lie dormant duringnormal times.Then when stakeholderharm is perceived or realised, peopleimmediately ask questions about theexpertise and preparedness of theorganisation and its leaders.Stakeholders will ask,“What did theorganisation do to prevent this crisissituation?” If the company appearsnegligent, dismissive, or incompetent,then outrage will occur.

Secondly, stakeholders expect thatthe company remain prepared toeffectively manage a crisis when itoccurs, especially when the crisis wasconsidered foreseeable.This holds evenif the ultimate cause of the crisis is

external to the company, as in a naturaldisaster or terrorist attack. Reputationand trust in the company and its leaderswill diminish significantly when theexpertise to prevent and respond to thecrisis is perceived as inadequate.

Commitment:The third factor isCommitment. At the end of the day theaudience wants make sure that theproblem is addressed and, to the extentpossible, they are made whole. Oneproblem with this expectation is that in theshort-window when an audience is actuallypaying attention to a crisis it is frequentlyimpossible to establish even the mostbasic facts, let alone finding a solution.

The most powerful and direct way tosignal commitment is for leaders to showup in a highly-visible manner and takecharge. It demonstrates accountabilityand sends the message that nothing ismore important than resolving thisparticular crisis.

Empathy: The final component,empathy, is often the most importantfactor of the four and the easiest to miss.Showing empathy is not the same thingas apologising. We show empathy withcolleagues at work, neighbors, andfamily members even if we do not feelresponsible. A leader reaching out toperceived victims with warmth andauthenticity can be very effective,whether there is an apology or not.

As a security manager, look at thebroader response during crises. Is theorganisation responding with all fourareas that build trust and reputation? Ifnot, you have an opportunity to be astrategic advisor to the organisation thatbrings value beyond the good work youprovide as a corporate security director.

* ABOUT THE AUTHORS:Bruce Blythe is an internationally acclaimed crisis management expert. He is chairman of three companies that provide a

continuum of crisis preparedness, crisis response, and employee return-to-work services. He is author of Blindsided: A Manager’s

Guide to Catastrophic Incidents in the Workplace. He served in US Marine Corps Military Police, as consultant to the FBI, and is a

clinical psychologist.

Daniel Diermeier ([email protected]) is the IBM Distinguished Professor of Regulation and Competitive

Practice and Director of the Ford Motor Company Center for Global Citizenship, Kellogg School of Management, Northwestern

University. He is the author of the book Reputation Rules: Strategies for Building your Company’s Most Valuable Asset (McGraw-Hill,

April 2011).






QQ&&AA

The company has evolved from a ‘bluecollar’ security firm into a wider ranging‘security solutions’ business through anactive acquisition strategy and thedevelopment of outsourced businessprocesses related to security and safetyrisks.

A few days prior to bowing out as ChiefExecutive Officer of G4S, Nick Bucklesspoke with Bryan de Caires. He wasjoined by David Morgan, Group ManagingDirector, Care and Justice Services, G4S(UK) and Rachel Owens, StrategicDevelopment Director, G4S (Australia andNew Zealand).

Security Insider (SI): In early 2012 whenthe UK government announced itsplans for police privatization, it was metwith a degree of scepticism. A year onwhat has been achieved?

Nick Buckles (NB): In terms of policeoutsourcing, we probably have the mostcomprehensive contracts of any with theLincolnshire Police contract.

Police in the United Kingdom have

grappled with the challenge of how toimprove operational efficiency andincrease frontline policing. Outsourcing ofback office personnel (ie HR, payroll,finance), semi-operational duties (ierecruitment, training) and operationalduties (ie managing cells, custody suites,control rooms) provides a solution.

In 2012 Lincolnshire Police outsourced30% of their cost base to G4S, in essenceany activity in uniform that was unsworn.What we have managed to do in the first12 months is take 16% of the costs out.What Lincolnshire Police have done withthis cost saving is re-invest it on frontlinepolicing. One of the innovations we haveintroduced is the branded ‘street to suite’service which means that if there is anarrest out in the field, we send out one ofour team to pick them up and bring themback to the station for processing.Whatthis means is that police are always outtheir facing the public, they don’t getinvolved in any of the administration.”

The police control room functionhandling ‘999’ emergency calls was also

outsourced to G4S.The result has been amarked improvement in call reporting,handling, management, processing anddispatch.

The fact of the matter is thatoutsourcing has been a huge success sofar in Lincolnshire. Our next iteration in 12-18 months will be to bring in hand helddevices and other technologies forfrontline personnel to improvemanagement information systems andoperations.

If it is just back office functions that areoutsourced the results will be limited.Tomaximize operational efficiencies andsynergies, outsourcing needs to beimplemented across the wholeorganization.

The fear among some was that costefficiencies gained through outsourcingwould translate to a cut in the number offrontline police, but this hasn’t been thecase. In Lincolnshire, we can categoricallysay that there are now more police on thebeat than there were before we took over.In the past year savings made by

Q&AWITHG4SG4S is the world’s largest security company as measured by revenues,with operations in over 125 countries. The company’s businessoperation ranks as the third largest employer in the world with over620,000 employees and revenues in excess of £7.5 billion.

Nick Buckles


Q&A


QQ&&AA

Lincolnshire Police, as a result ofoutsourcing services to G4S, has enabledthem to put more than 20 additionalpolice officers on the beat.

(SI): So why has Lincolnshire Police’soutsourcing initiative been a success?

(NB): The reason we were successfulwith Lincolnshire was because we tailoredthe solution to what they wanted.They feltvery comfortable with what we were goingto do because they were part of theprocess. So we didn’t come in as a big IToutsourcing company and say we’ll take allof this away, and this is what you’ll get. Itwas completely and utterly bespoke.

The public’s scepticism appears tohave more to do with the ideology behindpolice outsourcing than the securityindustry’s ability to perform a greater role.The fact of the matter is that sinceLincolnshire commenced their outsourcingpush, the public have been provided withimproved control room operationsmanagement, reduced back office costsand increased frontline policing.

What is evident is that the publicperception of the industry has changedenormously in the UK because ofgovernment outsourcing.Whilst regulatorychanges introduced a decade ago havecreated a common minimum standard,change has really come from the securityindustry moving into governmentoutsourcing.Then, because we wereknown in government outsourcing, wewere then able to move back into policeoutsourcing. I don’t think we could’venecessarily made the transition fromsecurity straight to police outsourcing,because we wouldn’t have the back-office capability that we gained throughdoing some of the governmentoutsourcing work.

Ultimately it is about capability andcredentials.Track record, references andthe ability to convince people that we canexport our expertise from the UK toAustralia and vice versa.

(SI): An interesting aspect of what ishappening in the UK is that there hasbeen strong support among seniorpolice (through organisations such asthe Association of Chief Police Officers,ACPO) for an extension in the role ofprivate companies in policing. How hasthis support been achieved?

(NB): Chief Constables have alwaysbeen open minded because they are notpolitical.

If they (Chief Constables) can getinvestment and improved operationalperformance given to them and costreductions, why wouldn’t they? If they arestill in charge of operational policing andstill have the same rights and controls,why wouldn’t they?

They get better service, quicker.That’sone of the things we do in the privatesector differently, we can get IT investmentin quicker.

I sincerely believe that police forcesand prisons could reform themselves, butthey don’t.The only reason we do it is thatwe have a contract that we sign that is for10 years and we are committed to saving15% a year of their existing cost base.There is no in-house operation that cancommit to do that, because what happensif they don’t? There is no imperative forthem to do so.”

(SI): So how do you view theopportunities in Australia?

(NB): Having spent time speaking withgovernment, we believe there areoutsourcing opportunities here.Government is looking for ways to managecosts and innovate.They know in time thatthe government element of GrossDomestic Product can balloon veryquickly. So they are looking at ways to takecosts out.

It’s early days, but I am quiteencouraged by the politicians views onoutsourcing, contestability or markettesting or whatever we call it actually.To meit’s a third party taking responsibility for thecosts and operation of a service andimproving it. Certainly prisons will continueto look to the private sector for innovationand cost savings. Immigration detentioncentres, for example, would be a majoropportunity.There may even beopportunities to assist with management

of asylum seekers in the community. Forexample, in the UK where there weremultiple suppliers, there are now a fewselect contractors.We are a primecontractor and manage about 30% ofasylum seekers in the UK in two regions.We set up their accommodation andarrange their schooling.We definitely seesome opportunities here, if Australianpolicy develops in this direction of course.

(SI): What are the key drivers foroutsourcing in Australia?

Rachel Owens (RO): Our message isto get more frontline police officers out onthe streets and on the beat; let us lookafter the support and administrationfunctions.This is one option governmentswill need to consider as the pressure toreduce costs mount – it is aboutmaintaining dialogue. It is also aboutseeing if we can translate our successesin the UK to fit the Australian environment.

In the UK, the Police force culture has

G4S: Electronic Monitoring(England and Wales) – keycontract metrics

• For the last 18 years, G4S hasprovided end to end electronicmonitoring services on behalf of theMinistry of Justice.

• The world’s largest electronicmonitoring contract

• 11,000 subjects monitored in the UKalone, across all risk types

• Currently 3 out of the 5 contractregions covering the North East andNorth West, East Midlands,Yorkshireand Humberside, South East andSouth West.

• Dealt with approximately 300,000curfew orders between January 2007and July 2011.

• Delivered a 12-month rolling servicewithout a single SLA or KPI failure

• 8 regional operational hubs.• 1% of caseload is monitoring of

terrorist suspects using G4Sproprietary GPS tracking technology.

• Process more than 30,000 subjectincidents per month.

• 23,000 field visits per month,including high priority installationsand violation response visits.

• 24-hour call centre, managing morethan 60,000 calls per month.

• Enter over 17,000 stakeholderdocuments per month.

• Handled 45 million calls since 2005.• Youngest subject is 10, oldest is 85.• Carried out 1 million home visits

since 2005.Rachel Owens David Morgan


Q&

Aundergone a significant transformationover the past twenty years. As a result,improvements now need to come fromoperational efficiencies rather than inemployment terms and conditions. Manyof the back office activities performedtoday by sworn police officers in Australiahave not been performed by policeofficers in the UK for many years.Thechallenge for Australia will be making thetransition.

(NB): In the UK we’ve civilianizedsomething that was already civilianized –and improved it. So actually there’s a biggerprize here, but probably a bigger change.

Given the nature, scope andcomplexity of activities outsourced,capability, credentials and even size of thecontractors does matter.The cost ofputting a bid together and a team with theoperational expertise makes it very difficultfor small players to compete.There is alsothe bigger issue of if things don’t work outyou need to be able to take ownershipand stand behind your failure. Somethingthat G4S experienced during the 2012London Olympics.

I hate to bring the Olympics up, butwe actually stood behind our contractfailure. Nobody else could have done so.Small players will never play in theoutsourcing space as far as I’mconcerned. Even here where ourbusiness is $150-200 million, without thesupport from the UK and the fact that wetake a long term view, it would be quite achallenge to develop the business.

David Morgan (DM): It is also thelongevity of the deal. In most outsourcingprojects you are looking at 3, 5, 10, 15, 20years.You have to have confidence in yoursupplier that they have the ability to beable to live with that level of partnership.As a result, the investment that it takes toget that partnership to work requiressignificant working capital, which byimplication means only a small number ofplayers can play in that space.

The other issue is the finite supply ofsubject matter experts. After 20 years ofexperience, we have been able to growour own experts who have come upthrough the ranks, rather than just importexperts from the public service.

(SI): During the London Olympics thecompany came under intense scrutinyover its delivery of the Olympic security

contract. In the aftermath of the gamesG4S’s own review acceptedresponsibility for the failure to deliverfully on the Olympic contract.Thechallenge of putting together a flexibleworkforce of the magnitude of 10,000people over a relatively short period oftime proved too great a challenge.Whatare the take outs for the company fromtheir Olympics experience?

(NB):There were enormous lessons forus from the London Olympics. I think thiswas the first time that security for an eventof this size was outsourced to the privatesector anywhere in the world.

Things did go wrong and we were verysorry that they did. A review we carried outafter the Games identified failures inmanagement systems and our datamonitoring to track the progress of ourworkforce through a very complex trainingand accreditation process for dozens ofdifferent roles.

We have learnt lessons and takenmeasures which include a more rigorousrisk assessment for new contracts andimproved contract take-on processes andproject management.

One of the lessons we have learned isabout ramp-up for an event of this size.Wewere asked originally to supply 2,000 staffand then 7 months before the Gamesbegan the demand rose to over 10,000.We had to recruit, train, equip and preparethem all in about 7 months. We wererequired to create what was, in effect, avery large, pop-up company – all for amonth’s work.

I am not making excuses, we shouldhave done it. We did get more than 80%of our workforce out and I am very proudof our employees who helped ensure asafe and secure Games; they performedvery well and were a credit to thecompany.

(SI): With a global workforce of over620,000 personnel, how do you ensurequality?

(NB): Through hard work.We haveminimum standards that we adhere to,then it is culture really, culture andprocess.We acknowledge that we are notalways going to get it right all of the time.We strive to ensure that we are better thanthose that we compete against.

(SI): A challenge faced by many security

providers is addressing the ‘race to thebottom’ mentality where lowest pricerather than best value is the key driver.What is your approach to thischallenge?

(NB): You try and choose customerswho do care about quality.That is why oursegment strategy is to focus on sectorssuch as aviation, ports, oil and gas wherequality is of high importance and rates arecommensurate with the expectations forthat higher quality. Given our expertise andexperience that is where we try to focusour business. And the clients whoappreciate our expertise and experience,and who want higher quality services, areprepared to pay commensurate rates forthat.What they are looking for is best valuefor money.That’s what I think G4S offersand that’s the part of the industry wefocus on.There’s no magic story.

(SI): What is the company’s strategy toconsolidate and maintain growth?

(NB): In the next 12 months you willsee less acquisition and somedivestments. Our focus will be on organicgrowth, the brand and margins.We’ve gotto recycle some funds at the moment, sowe will not be as aggressive, but in timewe will return to making key acquisitionsand expanding… at the moment there isno one we have our eye on.

(SI): Having worked in security for over28 years, what advice do you have foranyone entering the industry today?

(NB): It is really to be prepared for a lotof grind. It’s a tough business to be in andyou’ve got to find sectors and servicesthat you can differentiate to set you apartfrom standard ‘manned’ security. It’s atough, tough business to be in. Ourexciting growth areas are in sectors andservices where we have less competitorsand higher margins. It’s aboutdifferentiation and it’s about finding theright customers. Don’t just be a generalist,it’s just too tough.

It’s also a good business in terms ofculture. I think the service ethos in thesecurity business is incredible, I really do.When you think about how many peoplewe have to reliably get out and deliver on adaily basis, you’ve got to be very good atmanaging people and very good atinspiring people.That’s the interesting part.The hard part is building margins.

QQ&&AA




Most businesses will on occasion haveto chase their customers for payment ofoverdue invoices or debts. I brieflydiscuss below some issues & problemsinvolved in chasing debts including,whether in some cases, it would besimply better to write off the debt ratherthan “throw good money after bad”.

Time limit & demandUsually the first step in recovering a debtis to write a letter of demand to thedebtor either yourself or through yoursolicitor or debt collection agency.Thereis a 6 year time limit to recover debts.The 6 years will run from the date onwhich the debt became due andpayable.This period can be extended incertain circumstances if the debtoracknowledges in writing that the debt isstill owing and promises to pay it andthen fails to do so.Then the 6 year timelimit for recovering the debt would runfrom the date on which the debtoracknowledged the debt as owing.

Does the debtor have assets?If your debtor fails to comply with theletter of demand for payment you willthen have to decide whether it is

worthwhile proceeding further. Animportant factor to consider is whetheror not the debtor is likely to have anyassets or has the ability to pay the debt.Worthwhile enquiries to make mightinclude a property search to see if thedebtor owns real estate, a bankruptcysearch to ensure that he is not alreadybankrupt or that there are not currentbankruptcy proceedings against him andcompany search to ascertain whetherthere are any current company windupproceedings against the company.

Limits on costs recoverableYou need to be aware that whenrecovering smaller debts legal costs youcan be awarded by the Courts areextremely limited. For example, in NSW ifyour debt is less than $10,000 you willhave to commence debt recoveryproceedings in the small claims divisionof the local Court. In the small claimsdivision the parties often representthemselves but if you do engage in alawyer to represent you matter then themaximum amount of legal costs you canbe awarded if successful with your claimis currently only $737.36 - a smallpercentage of the legal costs you will

incur in running such a matter.Similarly, in NSW, if the debt is over

$10,000 but less than $20,000 then thematter will be heard in the generaldivision of the local Court which willrequire witnesses to attend to give oralevidence and be cross-examined in thenormal way. However, the maximum costsyou can get are 25% of the amount ofthe judgement awarded - a smallpercentage of your actual legal costs inrunning such a case in the local Court.There are similar limits in the other States.

Where to sueIn most cases the creditor and debtorare both located in the same State andthe legal proceedings will becommenced there. However, if forexample, the creditor is located inSydney but the debtor is in Melbourne,there may be a risk in suing the debtorin the NSW if the debtor was in factdealing with the Victorian branch of yourcompany.The Victorian debtor mightmake an application to the NSW Courtto stay the proceedings pursuant to theService and Execution of Process Act onthe grounds that a Court in Victoria isthe appropriate venue.When deciding

DEBT RECOVERY-THE BASICS

DDEEBBTT RREECCOOVVEERRYY


By Patrick Ferguson, Goldrick Farrell Mullan solicitors

"It is very iniquitous to make me pay my debts - you have no idea ofthe pain it gives one." Byron, Lord on debt.


such an application, the NSW Courtconsiders factors such as:• where the parties and their witnesses

are resident or situated• where the goods or services were

ordered and delivered, the financialcircumstances of the parties and

• any agreement between the partiesconcerning which State law applies tothe contract.

If the Victorian debtor’s application fora stay is successful, then the legalproceedings will be stayed and you willhave to recommence debt recoveryproceedings in Victoria.This would meanthat the legal costs of commencing thelegal proceedings in NSW are notrecoverable.

To assist your chances of recoveringyour debt and your legal costs and toreduce the chances of a successfulapplication for a stay of proceedingsunder the Service and Execution ofProcess Act, I would suggest that youconsider having the following in yourcustomers credit applications/terms andconditions of trade:• a provision that the law of your State

is the governing law of the contract • a provision that your customer agrees

to pay all your debt recovery costs ona solicitor/client basis

• in the case of a customer that is acompany, that you have signedpersonal guarantees from thedirectors of that company

Enforcing your judgementIf the debtor does not file a Defence toyour claim (in most States 28 days fromthe date of service of the Courtdocument) you can then immediatelyapply for default judgement. If a Defenceis filed, the claim and defence will belisted for hearing before the Court. If youwin and get judgement you then have totry and enforce it.

With smaller debts, the enforcementcosts may mean that it is not cost-effective to do so. For example, legalcosts for preparing a bankruptcy noticewould be approximately $300 – $400plus GST, the filing fee is currently $440and the process server is likely to chargeapproximately $60 – $90 to personally

serve the bankruptcy notice on thedebtor. If, after service of the bankruptcynotice the debtor then pays the debt youcannot recover the costs of issuing andserving the bankruptcy notice (unlessyou had some provision in your contractwith your customer allowing you to doso). If the debtor does not pay and youwish to proceed with a bankruptcypetition then legal costs would be likelyto be in the region of $4,000 – $5,000,the Court filing fee is currently $4,375 ifthe creditor is a listed corporation,$2,915 if a corporation and $1215 if anindividual and the process server feewould again likely to be in the region of

$60 – $90 (provided of course that thedebtor can easily be located and served– the cost would be considerably more ifthe process server has to make severalattempts at service). However, if thedebtor pays the debt prior to the hearingof the bankruptcy petition then the Courtwill dismiss the bankruptcy petition butwill order the debtor to pay your costs.

For company windup proceedings inthe Federal Court legal costs wouldlikely be $4,000 – $5,000, the Court filingfee is currently $1,870 for a listedcorporation creditor, $1,245 if acorporation and $515 for an individual orpartnership creditor. Publishing theinsolvency notice with ASIC will cost$145 from 1 July 2013. If the debtor paysthe debt prior to the hearing of thewindup application the Court will dismissthe application but order the company topay your costs.

Other common methods of enforcing ajudgement against a debtor include:• serving a garnishee order on the

debtor’s bank (if you know thesedetails) or employer in the case of anindividual debtor which requires thebank or employer pay the judgementfrom the bank account or apercentage of the individual debtor’ssalary

• an examination summons served onthe individual debtor or director of thedebtor company requiring them toattend Court to be examined inrelation to the assets of the individualor company in question,

• a writ of execution which requires thesheriff to attend the debtor’s premisesin the hope that he can seize propertybelonging to the debtor which can beused and sold to pay the debts orpart of the debt.

These methods of enforcement aremuch cheaper than bankruptcy orcompany windup proceedings, but oneproblem with them is that the debtor canmake an application to the Court to paythe judgement debt by instalments and ifsuch an application is granted thenenforcement is put on hold as long asthe debtor makes the instalmentpayments by the due date(s).

Tax and GSTYou may be able to claim a taxdeduction or GSTadjustment in respectof a bad debt.Your accountant canadvise you in relation to this and you canobtain further information from theAustralian taxation office website – seeTaxation Ruling TR 92/18 and Goodsand Services Tax Ruling GSTR 2000/2.

About the AuthorPatrick Ferguson is an associate withGoldrick Farrell Mullan solicitors, Sydney. Hehas wide experience in debt recoverymatters and has acted for severalcommercial agencies and corporate andindividual creditors as well as bankruptcytrustees and liquidators. He can becontacted on 02 9413 2600 [email protected] if you requireany further information in relation torecovering debts.


DDEEBBTT RREECCOOVVEERRYY


The first Concept 3000 equipment wasinstalled at the University of WesternSydney (UWS) in late 1999.The decisionto choose Concept was made for avariety of reasons, but two of the dealclinchers were that:1. the robust Concept LAN protocol

allowed the university to utiliseexisting telecom cables betweenbuildings with the implicit costsavings being significant;

2. the new accredited training regimeinitiated just weeks earlier by InnerRange meant that a pool of properlytrained technicians would always beavailable to install and service thenew installation into the future.

Inner Range Insight Software was firstregistered for use at UWS in 2006 andthe systems just grew and grew,eventually servicing all five UWScampuses. In 2008, when the oldTelecom cables finally began to corrode,the connections between buildings wereredirected over the University’s IPinfrastructure using the then new InnerRange CLOE (Concept LAN overEthernet) modules.The systems keptgrowing without missing a beat.

By the middle of 2011, UWS wererunning separate Insight databases oneach of their five campuses and InnerRange were approached at that time torecommend a way of combining all ofthese databases into one; with bothcentralised and localised managementcapability depending on the particular

functionality required.The timing wasideal as Inner Range were then in thefinal stages of developing their newIntegriti technology platform and it wasperfect for the job. Meetings were heldand the project was assessed but itsoon became evident that the task wasnot going to be a simple one.Thesewere very busy systems running 24/7.They controlled thousands of doors andmonitored security inputs.They wereintegrated with building managementsystems and their continuing operationwas critical. Where to start?

Copies of the five databases weretaken and sent to Inner Range whereengineers wrote software scripts toanalyse and compare the programmingof the different systems. One of themajor obstacles was the different datastructures of the two systems.TheConcept system was the premierproduct of its time but the incrediblefirepower in the new Integriti platformmeant that now so much could beimproved.To merely migrate the existingfunctionality would be to waste themagnificent array of options that Integritihad to offer, but to change things tooradically would risk confusion anddisruption during the critical changeover. What to do?

Finally a plan was hatched. InnerRange would act somewhat as aproject co-ordinator taking on the workof merging and modifying the variousdatabases. Data migration programswere written to handle the bulk work

and specialised software tools weredeveloped to massage old Conceptprogramming structures to, wherepossible, make use of the increasedflexibility inherent in the new platform. Anew server consistent withspecifications as advised by InnerRange software engineers wasprocured and installed at theParramatta campus under the directionof the University’s IT department. InnerRange support technicians were givenremote VPN access to this server andthe Integriti software was uploaded tothe server and tested.

A major objective of the project wasto improve data quality across the entiresystem, and the migration processpresented a perfect opportunity totackle this. User identities could now bemerged across all five campuses. SoInner Range engineers devised anumber of automated techniques toidentify duplicate or invalid records, andthen consolidate the amended recordsinto the new global system.This wouldhave been a prohibitive operation toattempt manually and, to the university,it represented a saving of thousands ofoperator hours.

During the data migration process, itbecame apparent that the Conceptsystems on site had slowly evolved toperform considerably more than justsecurity and access control functions.Aside from the usual integrations tobuilding management and pagingdevices, the system had also been

AADDVVEERRTTOORRIIAALL


UNIVERSITY OF WESTERN SYDNEY

MIGRATION FROM CONCEPTTO INTEGRITI




A major objective of the projectwas to improve data quality acrossthe entire system, and themigration process presented aperfect opportunity to tackle this.


used as an automation controller in partof a large climate change researchproject being undertaken by theuniversity.This project known as theFree Air CO2 Enrichment project orF.A.C.E. was right out of left field andtotally unexpected, but nevertheless itsprogramming was carefully migratedfrom Concept Calculated Auxiliaries toIntegriti Macros and tested intosubmission. Re-implementing this logicusing Integriti macros was a virtualbaptism of fire for the new technologybut, in testimony to the versatility of theIntegriti structures, on migration dayeverything ran smoothly.

The new Integriti Controllers werebackwardly compatible with all of theold Concept LAN modules so the onlyhardware that would need to bechanged to bring these systems into thenew millennium was the 32 ConceptControllers. All of the other hardwaresuch as readers, door locks, doorcontrollers and zone expanders couldremain in place, however some of themodule addresses would have to bechanged to be meaningful whenconnected to an Integriti controller.

The new Integriti Controllers weredespatched to local installationcompanies who under the direction ofInner Range support techniciansinstalled them on site alongside theexisting Concept Controllers.These newIntegriti Controllers were thenconnected via IP and enrolled on thenew Integriti server at Parramatta. Up tothis time everything at the university wasstill running on the old Conceptsystems, nothing had been touched.Thenew Integriti system, being the newserver and the 32 Integriti controllers,was running completely separately butin an idle state. In order to achieve themigration with virtually no downtime itwas planned that both the Concept andIntegriti controllers would run side-by-side for the period of the migration.TheLAN segments from each of theConcept controllers would be cut overone by one to the new Integriticontrollers. If the plan worked therewould be a seamless migration, withonly seconds of downtime as the RS-485 LAN was moved from the Concept

to the Integriti controller. A majoradvantage of this approach was that itwould provide an immediate roll-backstrategy should anything go wrong.

With the Integriti system nowestablished but still idle, the newmerged database was downloadedremotely from Inner Range onto theIntegriti server at Parramatta and testingwas undertaken to ensure the stability ofthe new platform and its network.Databases were downloaded into thecontrollers and modified on line; evenremote firmware upgrades weredownloaded from the software into thecontrollers while the system wasoperational. It was time for the migrationto begin.

Daniel Joubert, a senior Inner Rangesupport technician, was tasked with co-ordinating the migration project, with thefirst campus to move across beingHawkesbury. Daniel liaised with theinstallation technicians on site as well asthe guards and operators who wereactively using the system on a day today basis to try and anticipate anyquirks in behaviour patterns or uncoveranything that may have been missed.

Planning and preparation nowcomplete, it was time to take the plungeand to use Daniel’s own words “Wearrived on site at 7am. It was veryintimidating seeing the size of the siteand I began to have doubts about howeasy the migration would be.Three

hours later all the hardware was runningflawlessly on the Integriti system, userswere accessing doors and guards wereusing the software to control the site.The entire hardware migration wasperformed by the LAN simply beingswapped over. It really shows howrobust a product we have developed inthat a diverse range of hardwaremodules all with different firmwareversions were able to come onlineinstantly with just seconds of down timeper controller.”

The second migration was at theParramatta campus and buoyed by thesuccess of the first, this operation wasundertaken with Daniel Joubert at InnerRange in Melbourne programming theServer remotely on the VPN while liaisingby phone with the local installationcompanies on site to swap the LAN’s.As Daniel states:

“The use of the migration tool wasfantastic. I was able to migrate an entireConcept database to Integriti with only afew basic settings. At Parramatta I wasmigrating ten panels at once. Integriti’sflexibility in action centric programmingmade the automation programming justso much simpler. No more use ofmultiple calculated auxiliaries to achievebasic functionality, the programmableactions functionality in Integriti allowedus to distil complex automation down toone action. We were able to drive almostany outcome from an input going into




alarm.The real wow moment for me wasseeing the system handle thousands ofinputs, doors and areas giving real timestatus updates for every item on thesystem designer.”

“I was also surprised at how quicklythe guards were able to get a handle onthe software with only minutes ofinstruction and in some cases no formaltraining.This shows just how intuitive asoftware product we have developed.”

At the end of the migration Danielboasted “We were able to cut over acampus in a single day and wereconfidently able to leave the siteknowing that the system was even morefunctional and capable than it ever waswith Concept and Insight.”

All five campuses are now migratedand today the University of WesternSydney is running completely on thenew Inner Range Integriti technologyplatform. Campuses at Campbelltown,Hawkesbury, Bankstown, Parramattaand Penrith, are running on a singlesystem of almost 3,000 doors. Securitypersonnel at all five facilities arecontrolling doors, assigning userpermissions and processing alarms.Team leaders are programming

automated actions and creating globalpermission groups. Administrators arepouring over their wish lists to use thenew power of Integriti to streamlineprocedures, integrate other systems anddeliver new standards of reporting andaccountability.

There are eleven thousand monitoredsecurity inputs across three thousandpartitions with twenty thousand activeusers and another eighty thousand pre-enrolled and historical users to beimported. Millions of historical reviewevents are there at your fingertips andthere is a detailed forensic audit traillogging every activity and change to thesystem programming; it’s time/datestamped to boot and identifiable byoperator.

This is a serious enterprise system. Ithas a demanding 24/7 workload withwildly fluctuating dynamic peakdemands yet the system responsetimes are spectacular. Systemdiagnostics show that CPU, RAM andhard disk utilisation are well belowserver capacity leaving plenty of headroom for system expansion. Even then,the multi-server clustering technologyinherent in the Integriti software

architecture ensures that capacity andscale will never be a problem for thissystem.

According to Adam Byrne, Director ofCampus Safety and Security at theUniversity of Western Sydney, “.......theintegration has provided an opportunityfor the UWS to be able to managemultiple campuses and access points,secure research and provide crucialbusiness continuity assurance to aUniversity featuring 500+ buildings andover 11,000 rooms. The program is byfar the most advanced access controlprogram I have ever worked with and byfar the easiest and most intuitive. Thedemands on access control across ourinstitution are great and the Inner Rangesolution is for us a perfect fit.”

By all accounts Integriti hasexceeded the expectations of allstakeholders at the university and theyare now discussing future high levelintegration possibilities with otherbusiness applications deployed in theirvarious facilities. With Integriti thepossibilities are endless.This is anextraordinary product and we at InnerRange are very proud of it.




Energy management specialist andglobal security leader SchneiderElectric has supplied the GlensideHospital Campus with a state-of-the-art integrated security solution to helpmanage staff and patients safety.Theredevelopment project, which includesa new state-of-the-art hospital, willprovide purpose-built specialistservices tailored especially for modernmental health and drug and alcoholcare, delivered as part of a vibrantcampus community.

Schneider Electric’s innovativesolutions implemented across thefacility include restricted access andsecurity services, IP video intercom,nurse call, paging, patient tracking,VESDA fire system and CCTVsurveillance to the entire campus.Theadvanced platform also monitorscritical building management alarms

and fire alarms with high levelinterfaces communicating to a campuswide paging and emailing system. AClipsal C-Bus energy managementsystem is also integrated into theoverall solution, all of which complieswith Green Star standards.

Through the integration ofstandalone systems into a smartplatform, operators can easily controland monitor activity anywhere andanytime on the campus.They cancontrol the entire security landscapeor combined security and buildingmanagement environment from asingle user interface.

Once completed, the GlensideCampus will include a new 129-bedmental health and substance abusehospital, a new 15 bed intermediatecare centre, 20 new supportedaccommodation units, a drug and

alcohol outpatient facility, public openspace for community enjoyment, and alllinked with green pathways and openspace.

Schneider Electric’s globalexperience in healthcare securitysolutions has helped deliver some ofthe largest and most complexhealthcare projects in Australia andNew Zealand including the RoyalChildren’s Hospital in Melbourne andLyell McEwin Hospital in Adelaide. Formore information, visit www.schneider-electric.com/security.

INTEGRATEDSECURITYSOLUTIONATTHE GLENSIDEHOSPITAL CAMPUS




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



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

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

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 408 A1 13 Aug 2014

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: 12 June 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



A constant complaint I receive frommembers, particularly those operating inthe manpower side of our business, isthat they find it impossible to competewith other companies going to clientswith very low (unbelievably low) rates, thatcould not possibly allow them to payemployees correctly.

With a minimum rate of pay at around$18.00 plus (a skinny) 28% for on costs,a charge out rate of $25.00 per hourgives you a profit of $1.96 per guard perhour. And that doesn’t take intoconsideration penalty rates for Saturday,Sunday, night work or Public Holidays!

How can they do it? What are theauthorities doing? Who is to blame?What is ASIAL doing? We need a “levelplaying field!”

In this article Chris Delaney attemptsto provide some answers to thesemost important questions.First, believe it or not, it is not ASIAL’s roleto police the industry.We do not give orapprove, or for that matter revoke securitybusiness licenses.We do not have thelegal power to investigate breaches oflegislation including underpayment ofwages or award conditions and wecannot tell our members what to chargea customer for a security service.However, there are many things that wecan do and we do those things withdiligence and passion.

It is not in our DNA to wait for thephone to ring.We are proactive and wework with the appropriate authorities inevery state and territory to protect the

interests of members and ensure theauthorities do their jobs.

Here are some answers to theseperennial complaints:

We need a “level playing field!!!”We have a level playing field! We

don’t need any more regulation in ourindustry - we are almost regulated out ofbusiness.What we do need is for those“umpires or referees” to get out into the“level playing field and start “red carding”the offending players.

How can they do it? How can theycharge less than it costs to put asecurity officer on the job? There are anumber of ways that it can be donelegally, however more often than not it isdone illegally.The ways:1. The security provider developed an

Enterprise Bargaining Agreementprior to January 2009 under the oldWorkChoices legislation. Most ofthese agreements (unless otherwisestated) remain in place until varied orrescinded. Often the rates areexpressed as a flat rate and can beas low as $18.00 per hour for allhours worked. Perfectly legal,however if you add the on costs likesuperannuation, annual leave, sickleave, workers compensation etc, it isstill hard to make any sort of profitcharging $25.00 per hour to thecustomer.

2. The Security provider uses an ABNholder or subcontractor and payswhatever they can get away with. If it isa genuine Principal

Contractor/Subcontractor relationshipthat is fine, but more often than not itis a “sham subcontracting”arrangement. Generally speaking if allthat comes to the relationship islabour and the subcontractor is underthe direction and control of theprincipal, chances are it is really anemployer/employee relationship andthe employee is being ripped off.

3. The security provider uses on hirelabour. Nothing wrong with that,however, the security provider must besure that:

a. the arrangements between the Labour Hire firm and the on hire

employee or contractor are bona fide;b. the employee or contractor is

being remunerated lawfully;c. the insurances, including and

especially workers compensation are properlycovered, remembering that in the event of accident as a

PCBU, you may have blame attributed to your business;d. everyone has an appropriate

security business and/orpersonal license.

And you still have to wonder how itcan be done while paying the minimumaward payment.

Or the security company is just plainshonky with shonky employees lookingfor cash in hand to avoid problems withtheir take home pay, tax and otherresponsibilities.


IINNDDUUSSTTRRIIAALL RREELLAATTIIOONNSS

“YOU CAN’TCOMPETEWITH CROOKS”By Chris Delaney


What are the authorities doing?Those who can do something about itare the Fair Work Ombudsman (FWO),the Australian Taxation Office (ATO), thelicensing Regulator in each state andsometimes the Australian Securitiesand Investments Commission (ASIC).But when it comes to underpaid wages,sham contracting and “phoenixing” FWOis usually the first port of call.

From our experience FWO is willing todo something – but is often short onfacts and always needs an employee or“contractor” to make a complaint. Ofcourse the employee doesn’t complainbecause they fear loosing their job, thecontractor doesn’t complain becausethey have either been conned into orhave conned themselves into believingthey are better off on below award wages,sub standard conditions and no sick orannual leave, working 60 hours a week.

FWO can (and does) prosecuteemployers who underpay wages, but likeall other agencies to take extreme actionthey must have facts, complainants (“warmbodies”) and hard evidence beforepursuing a conviction.They often say theyneed a “warm body” and not just a“smoking gun”.

FWO may also pursue convictionsagainst clients who are knowingly in acontravention – like being aware that theemployee couldn’t possibly be paidcorrectly based on the price of theservice. (See s550 of the FairWork Act2009).

Who is to blame?Not surprisingly, everyone is to blame, fromthe shonky operator prepared to break thelaw, to the employee who won’t make acomplaint to the customer who is only toowilling to award a contract to the lowestpossible price.

Ask the customer if he would underpayhis own employees (especiallygovernment agencies) and they will beoffended at the suggestion.Tell them thatit is likely that at $25.00 per hour for a 24/7service almost invariably means that the

security employee is underpaid and theywill tell you that it is not their problem.

Then of course the security companythat complains that they have missed outon a contract because some shonky haspicked it up at less than award rates.

Will they tell you who won the contract?No, they don’t want to be a ‘dobber’!

Will they find some more facts or try toget that “warm body” so very helpful for theFWO? Too hard! Someone else shouldsolve the problem.

What is ASIAL doing?ASIAL does a lot within its power.Weprovide accurate and timely advice tomembers to ensure they are fully aware oftheir rights and responsibilities.We makeavailable tools, advice and run workshops(especially for SMEs) to enable them toremain compliant and provide potentialclients with a professional proposal ortender.

ASIAL collaborates with the variousagencies, the regulators, police and FWOto ensure they are aware of the issuesaffecting our industry.We vigorously lobbyfor changes to regulation and legislationfor the betterment of our industry and weare not reticent to let the authorities knowwhat is wrong with the way they approachcompliance. It seems that it is a lot easierto fine business license holders fortechnical breaches but not chaseunlicensed operators for more seriousbreaches.

We are constantly representing theinterests of our members individually andcollectively with FWO, with which we havedeveloped a strong professional workingrelationship.

You can compete with crooks – If you are a business, identify those whoyou know are breaking the law, gather theappropriate facts, come to ASIAL forsupport and be prepared to put thosefacts before the appropriate authority.

If you are an employee, make sureyou know your rights and insist that yourpay and conditions are at least theminimum required by law. If not seek help.

If you are a bona fide independentcontractor do not accept sub standardpayments, ensure you are properlycompensated for all of the costs torunning your business and able to payemployees lawfully.

If you are a regulator be prepared totake on the more difficult and moreimportant breaches so that the realshonkys think twice and the industryknows that their licensing fees and taxesare being well directed.

If you are an end user, insist that thesecurity provider can prove that they areas compliant as you would be and don’taward contracts on based on price alone.

If you are a shonky keep looking overyou shoulder because the longer you areout there the more likely it is that you willbe caught.


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]


HHOOTT PPRROODDUUCCTTSS

iCare Personal Trackern Grade One Monitoring > 1300 723 185n Email > [email protected] Web > www.grade1.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.

UniGuard 12 Online StaffVerification Systemn ValuTronics > 1300 133 366n Email > [email protected] Web > www.uniguard.com.au


UniGuard 12 Online is the most comprehensive and advanced staff verificationsoftware release yet. It’s perfect for automating staff patrol information in onesecure and easily accessible place, ready for your revision.

UniGuard 12 Online is internet based,meaning you can access it from yourdesktop PC, tablet device or smartphone anywhere anytime. Its foundation isbuilt around live monitoring and real time feedback will instantly alert you ofabsent staff or missed calls thus keeping a watchful eye for you at all times.

UniGuard 12 is lightning fast and offers innovative packages such as, GPStracking with live maps, automated task scheduling and much more. WithUniGuard 12, keeping track of your staff has never been easier.

Grade One Monitoring has launched the iCare Personal Tracker.Our Grade A1 monitoring centre now offers the peace of mind of a

trackable hand held device utilising the Telstra Next G network.The iCare unit offers a rapid and accurate GPS positioning, 2 way on

board communication as well as a geo-fencing solution.iCare monitoring has many benefits including the ideal solution for

OH&S/WHS legislation, a safety device for loved ones, immediatenotification in the case of a medical emergency as well as GPS trackingfor dementia patients.

Phone us on 1300 723 185 to discover the full range of features andbenefits that the iCare Personal Tracker has to offer for your staff andclients as part of an overall security solution.

NEW!



Maximum Camera Value: All-new Sarix IL10Series Box Cameras and Micro Domesn Pelco Australia > +61 2 9125 9310n Email > [email protected] Web > www.pelco.com/sarix

Schneider Electric Expands Investment inIP Video with Major Additions to Pelco Linen Pelco Australia > +61 2 9125 9310n Email > [email protected] Web > www.pelco.com/sarix

Schneider Electric announced a major expansion and commitment toits Pelco IP Video Surveillance product line by announcing the plannedrollout of more than 50 new IP cameras in 2013, including the new SarixIL10 Series mini box and micro dome cameras. Schneider Electriccontinues to make major investments in IP video, expanding its R&Deffort, product line and industry-leading education and training programsto meet the needs of partners and customers.

The company has achieved several major milestones in its continuingevolution as an IP market leader, including the expansion of its FortCollins, Colo. Facility.

NEW Camera Release from FLIRn FLIR SYSTEMS Australia > 1300 729 987 | NZ 0800 785 492n Email > [email protected] Web > www.flir.com

FLIR Systems, the global leader in thermal imaging cameras has released newfixed mount cameras for the security industry - the FD, FC-Series and theCompact D-Series- which it says take image quality to a new level of clarity andcrispness.The FLIR Compact D-Series is now available as a network-enabledenclosure. It can be mounted in ball up and ball down position, giving you moreflexibility. The D-Series outdoor dome enclosure provides precision pan/tiltcontrol while providing fully programmable scan patterns and radar slew-to-cueand slew-to-alarm functionality.

The extremely affordable FC-Series S network-ready camera is fully enabledfor control and operation over digital and analogue networks, FC-Series Sthermal imaging cameras are available in high-resolution 640 x 480, and 320 x240 formats.

The all-new Sarix™ Value Range of mini box and micro dome cameras arehigh-definition, cost-effective IP network cameras perfect for most any indoorfixed video security application.These cameras produce high-quality, color HDvideo, and the integrated pre-focused fixed focal length lens makes sharpscene alignment and installation quick and easy.

Convenient network connectivity, PoE models, and a simple Web userinterface, make for easy plug-and-play finalisation of settings and positioningadjustment. And by delivering industry-leading Sarix image quality, backed bythe Pelco™ by Schneider Electric™ satisfaction guarantee, the IL10 series arethe value-driven cameras that you can choose with confidence.

NEW!

NEW!


NEW!



Integriti SkyTunneln Central Security Distribution > 1300 319 499n Web > www.centralsd.com.au

simPRO Field Mobilityn simPro > 1300 139 467n Email > [email protected] Web > www.simpro.com.au

Your time is money and your hours are billable. Cut your travel and admintime down by at least 20% per day per person with simPRO Field Mobility.

Our range of simPRO Field Mobility options let you and your staff stayconnected and keep your entire system up-to-date with real-time overviewof the labour, material and equipment costs incurred, the margin you haveapplied and the invoiced amount.

Our SmartPhone version is optimised for phone sized devices such asAndroid, Windows Mobile, iPhone and devices such as the Datalogic Elf.

Get out and about with simPRO Field Mobility and simplify yourbusiness processes so you can spend more time making money, notchasing it.

Videofied’s New Indoor MotionViewerin Colour & Look Inn Videofied > 1300 46 44 55n Email > [email protected] Web > www.videofied.com.au


Videofied’s new wireless colour Indoor MotionViewer with Look-In Appcapability will now allow alarm installers to install video alarm verification ANDsmart phone look-in with one device. Integrating a surveillance look-incapability with the new colour Indoor MotionViewer is just the start of thebenefits associated with the newVideofied MotionViewerwhich also provides;• Up to 5 years battery life• Up to 25 wireless MotionViewers perVideofied alarm system• 4 x faster video | Colour/day, Monochrome/night• Programmable PIR sensitivity | Selectable video qualities• Sleeker design | Police PriorityVideo Alarm Response capability with video

verification

Traditionally, enabling connectivity between security deviceslocated within a customer’s LAN and remote installer software hasbeen a headache for integrators. It has involved negotiating with ITdepartments to allow port and application access through firewallsand routers.

With SkyTunnel, if you have an Integriti controller on a customer’sLAN that allows internet access and you have your Integriti CSInstallation software on a PC connected to the internet thenconnectivity between these two devices is achievable in two simplesteps without touching Routers or Firewalls!

NEW!



Patented Latent Image Technologyn Harcor Security Seals & Bags > +612 9454 4200n Email > [email protected] Web > www.harcor.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.

Inner Range Rack Mount Enclosuren For More Information Contact:n Inner Range Melbourne: www.innerrange.comn Central Security Distribution: www.centralsd.com.au

Inner Range has released a universal Rack Mount Enclosure designed for usewith its Concept and Integriti system hardware. Featuring a truly universaldesign that allows virtually all Inner Range System Controllers or LAN modulesto be installed into a 19” rack equipment cabinet without restricting criticalaccess to cabling, termination of connections or access for commissioningand maintenance purposes.

Flexible installation options allow the rack mounted drawer to be configuredto meet a vast array of specifications, allowing mix & match installation ofSystem Controllers, Universal Expanders, Relay Cards, Access ControlModules, Input Expanders, UniBus Expansion Cards, MultipathCommunications Devices and up to 4 Doors of fully Intelligent Access Control.

Harcor’s efforts to source and manufacture products that add value andsecurity is continuing. We now introduce to the ASIA – Pacific market LatentImage Technology, giving positive proof of genuine product at the customersfingertips.

The use of patented technology to create an invisible image that can onlybe seen using a special viewer, will give manufacturers instant proof ofauthenticity and customers the ability to confirm what they are buying isgenuine.

The technology has already been used on spirit bottles and cosmetics togive positive visual proof of genuine product. Latent Image Labels, Foils andTapes are available now!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, BrisbaneSpeakers include Chris Delaney, ASIAL's IRconsultant who will provide an update on importantIR developments and Sergeant Christopher Gregoryfrom the Brisbane Central District Liquor Unit, QLDPolice will discuss important changes to the QLDLiquor Legislation that impact on security officersand crowd controllers.

Security 2013 Exhibition24-26 July 2013, Sydney Convention & ExhibitionCentre, Darling Harbour to register visitwww.securityexpo.com.au

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

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

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

Don Randall, Head ofSecurity, Bank of England

Dr Anne Speckhard,Adjunct Associate Professor,Georgetown UniversityMedical Centre

Bruce Blythe, Chairman,Crisis ManagementInternational




Date post:	24-Oct-2015
Category:	Documents
Upload:	ograkos
View:	32 times
Download:	6 times

Insider July 2013

Documents