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How to better protect the business
- Introduction based on findings of SUPPORT
Delft, May 9, 2012
Henk van UnnikSenior advisor, Securitas Maritime & Logistics Security Solutions
Introduction
• Picture of crime and terror
• What has influenzed the corporate invironment
• Risks related to Ports and Port facilities
• What drives Crime and what drives Terror
• SUPPORT´s 11 points of attention
• How is Security perceived and organized to day
• How can SUPPORT improve this
• A proposed Model
Picture of Crime and Terror
• Corruption and bribe
• Infiltration through joint ventures
• Growth in violence
• Underworld interwoven with the overworld
• Loss of integrity in the business climate
• Loss of a Ports reliability
• Damage to supply chain, economy, and the rule of law
What has influenced the Stakeholders
Changes at Corporate level
• structure and pace of corporate life and - security
• more global trade and - economy
• new business practices
• risks more complex
• interdependence between risk and business
• higher security profile
A Port is vulnerable to crime due to • concentration of valuable goods
• limited number of people present during night time
• poor control over stocks and data
• poor awareness of risks
• lack of transparency and inspections of corporate processes
• blind faith in people, insufficient recruitment processes
• too much confidence in social control between employees
The option of a Toolkit that can create a PFSP is an important
step
Risks related to a Port
Risks related to a Port facility
A Port Operator is extra vulnerable to crime due to:
• placing too much trust in people and effectiveness 80 – 20 rule
• lack of awareness
• lack of efficient security procedures
• weak systems of internal control
• inadequate pre- employment and background checks
• inadequate protection of information and IT systems
• lack of business partner requirements
• shift in norms and values
What drives Crime
Mechanisms that drives crime
Demand driven by: Supply driven by:
Greed Own useGlobal disease Crime as profession
shift in norms / values
Need Crime opportunities bycreated by PR & sales activities ineffective and insufficient
processess, procedures,
Poverty risk perception and mitigation
exploitation /exclusion / culture
Can demand be influenzed Can supply be influenzedLittle to nothing By reducing vulnerabilities throug
adequate
security management
Mechanisms that drives terror
Selecting a terror object is based on the circle of 3 V’s
• Visibility of an object
• Value of an object
• Vulnerability of an object
The only V that can be influenzed to break this circle is
Vulnerability
What drives Terror
• Managing security (WP2) (WP5) (manual 2)
• Threat and vulnerability assessments and control measures (WP4)
• Access control
• Inspections at access control
• Screening of staff
• Standards for fencing, alarm systems and CCTV (WP3)
• Monitoring and surveillance performances (WP3)
• Handling of cargo in cooperation with Customs
• Checking of personnel at the facility
• Training and awareness programs
• High resilience concepts (WP5)
11 points of attention
From a business perspectiveA defensive approach focused on protection and `loss prevention`
stopping people to do their jobs instead of enabling the business to function
and grow.
From a security perspectiveOnly two components are considered to be addressed the most
important components are hidden, leading to a wrong risk perception, a wrong
risk coverage and ineffective risk methods.
Physical security
Process and procedure
How is security perceived
Characteristics of alignment
• Convince colleagues that the role is to deliver security to support every day
decisions
• Initiate the view that security is also there to improve management
• Help the organization by taking and mitigate risks
• Make sure that security developments respond to market developments
• Help departments to align strategic and operational activities from a security
perspective
• Emphasize that legitimacy of security not only comes from expert knowledge but
also from
– Business understanding
– Skills of people
– Management ability and
– Communication expertise
How to align perception and development
Security performance of an organization is as good as its processes and
procedures
To create a model we looked at two different approaches
- one, a top down approach where the top management is responsible for
security and instigator and facilitator of a model like Corporate Security
Management
OR
- two, a bottom up approach where the PFSO / PSO supported by instruments,
that enables him to do so, takes the initiative for Process Improvement
Management
Improvements by SUPPORT
Provide the PFSO / PSO, based on the provisions of the ISPScode, the
AEO guide
lines, the IMO`s “ Guide to Maritime Security and the ISPScode” and
other best
practices with a TOOLKIT that makes it possible to:
• Monitor risks related to crime and terror
• Monitor risks related to corporate processes and procedures
• Monitor an instigate education and training
• Prepare and execute drills and exercises
A process improvement model