are many commendable public/private counter-terrorism partnership initiatives. The Cross Sector Safety and Security project (CSSC) is a 2012 Olympic legacy success.


The helpful potential of business includes massive gearing of overall effort encompassing venues, employees, clients, customers, supply chains and neighbouring commercial enterprises. The entire private sector could also be more imaginatively allied with crime prevention messaging. The private sector gains by greater resilience derived from closer engagement.


The barriers are reticence and misunderstanding as to positive benefits. These are not insurmountable, but may require a defining event, preferably planned, to address the blockages and unleash greater protection for all.


Paul Eskriett, MBE Security Adviser QCIC


Looking forward there is no reason to believe that the terrorist threat has been defeated or declined. On


the contrary, evidence from around the globe clearly shows that committed terrorists are still carrying out atrocities and large numbers of people are being killed in the name of terrorist causes.


In the UK, for many years, the emergency services, local authorities and businesses have worked in partnership to reduce the risks from terrorism and to ensure they are able to respond quickly and effectively should an incident occur. Many worthwhile partnerships have been formed and initiatives such as the CoLCPA, Project Griffin and Argus and the CSSC have been very effective.


In some businesses I visit the external partnerships are more obvious than the internal partnership between security, business continuity, IT and senior management. Given that one of the aims of each group is to reduce risks and ensure the business is able to continue functioning, even if subject to an attack, this seems an oversight. It is essential that these areas of business do not work in silos and communicate and exercise regularly if they are going to provide effective protection for the organisation.


The threat from terrorism is ever changing and security should be under constant review to ensure it meets the needs of the threat. It is only too easy for us to become complacent with the security we have. It is important that all security practices, procedures and equipment are independently reviewed. An independent review by a suitably qualified company or person will provide a fresh perspective, uncluttered by historical cultural challenges.


Darren Carter Head of Group Security Edwardian Group London and Vice Chairman of Hotel Security Management


There appears to be no


cause for optimism that we are witnessing a decline in acts of terror. Any such hopes were shattered within the first week of 2014 where 7 significant attacks reported 58 dead and 196 injured across the MEA region. The domestic outlook for the UK reports an ever present and significant risk. Regardless of which direction we focus our thoughts, we are acutely aware of the motivations and aims of terrorist groups whether they be affiliated to Islamic extremist groups or those which we consider much closer to home.


‘Productive partnerships’ are where we begin to build knowledge, awareness, resilience and capability. Whether creating plans, training or sharing and cascading information, co- operation with industry, both public and private sectors, should be a priority for any organisation. By productive I mean, of course, that they satisfy the need and are useful, not a talking shop which over-promises.


Active participation in projects such as Griffin and Argus has enabled organisations to become much more capable of identifying specific needs and building resilience into their operations. CSSC demonstrates a powerful example of a productive public /private partnership. Authoritative, timely and purposeful communication is essential for any business during a major event – if your business is not represented at CSSC then you should make it your business to ensure it is.


Hagai M. Segal Advisor, consultant and academic on geo-strategic risk & counter-terrorism


My work with enterprises across the globe constantly demonstrates the urgent


need for firms to assess whether their governance and structures have adapted to 21st-century security challenges.


For example, the most pressing security concern for many enterprises should be the threat of cyber intrusion, yet you might be amazed at how many of their Head of Security has never met their Heads of IT! An outdated concept limited to physical security alone prevails, with no role for other key functions of the business in the firm’s protection.


Such obsolete structures – and the mindsets perpetuating them – must be urgently addressed. The ‘all hazards defence’ should instead prevail – systems and structures must be adaptive, with constant reassessment of the assumptions underpinning them. And the


reasons why have to be understood and implemented across the business – the threat environment is changing more dramatically than ever, and systems must be equally adaptive and fast-changing.


In today’s security environment inertia equals dangerous complacency.


The Board must thus take responsibility – concerted efforts need to be made to ensure internal understanding and commitment to have security and resilience/continuity functions feeding directly into Senior Management.


Public-Private cooperation is also vital. When the public and private sectors are brought together for collective benefit the results can be dramatic and of benefit to all – as recently demonstrated with the creation of Cross- sector Safety and Security Communications www.vocal.co.uk/cssc/.


Brian Simms Media Solutions Manager (UBM Live Security and Fire Portfolio) for IFSEC International


Terrorism is, of course, an ongoing and potentially


serious threat to the business community. Physical or cyber-based attacks may be perpetrated for political and/or ideological reasons or perhaps financial gain. Whatever the underlying motive, terrorist episodes might be orchestrated on such a scale they could render businesses non-viable. Prevention of this latter scenario is the overriding aim. On that basis, businesses must do all they can to deter would-be terrorists. For one thing, security must always be a key focus for the Boardroom agenda and overall business planning.


The requirement for constant vigilance and a ‘security-cognisant’ approach is paramount. Here, senior management must set the tone. Measured thoroughly against the defined risks/threats, security needs to be realistic, appropriate and cost-efficient. Businesses have to keep security procedures regularly updated and, importantly, make staff fully aware of them. Talking to managers in nearby, like- minded organisations might help realise a common blueprint for Best Practice. As part of the UK’s ongoing national counter-terrorism planning, police services now include Counter- Terrorism Security Advisors among their number. Business leaders should contact their local CTSA as they can offer excellent advice in areas such as physical security design, risk assessments, business continuity and response to bomb threats.


> © CI TY S ECURI TY MAGAZ INE – S PRING 2014 3


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