SECURITY ORGANI SATIONS ’ VIEWS CONTINUED


price. This will help end users to avoid the many potential pitfalls of the procurement process and avoid the hidden costs of choosing lower quality solutions. In relation to this, providing the industry with the tools to promote itself as a vital facet of any business and to consider the provision of security services in the context of the wider facilities management and health and safety drivers, will be a key priority.


Andrew Nicholls, MSyI CSSC Lead and Deputy Chairman Security Institute


The challenges for security management in the next year will certainly be


demanding. Business is increasingly under pressure to justify all costs and at the same time ensure that the necessary precautions are in place. The threat of terrorism across the world has become almost part of our daily lives and in the event of any emergency people will always turn to the security function for their help.


The threat of terrorism is something that every organisation must be prepared for. The reality is that every day in every way our defences are being tested and we simply won’t be successful unless every employee knows that they have a part to play. Security management is increasingly about sharing the security message. Good communication is therefore key and the use of the company intranet is just as important for security as it is for other matters.


Being a security professional is all about knowledge and experience. One way of achieving this standard of excellence is by joining an organisation such as The Security Institute which will help you achieve the necessary qualification. There is now increased pressure on all authorities and with the inevitable reduction in police officers, then the role of security will continue to become more important than ever. Joining up the with Cross-sector Safety and Security Communication process is a very efficient and free way of keeping fully up to date with essential security information.


Sue Seaby Chair Women’s Security Society


For many of us, looking ahead to 2016 involves meticulous calendar planning: When will we


launch our new service? What are the board meeting dates? When does Easter fall this year? But, unlike these fairly predictable dates, we don’t know when a terrorist incident or a


4 © CI TY S ECURI TY MAGAZ INE – WINT E R 2015/16


cyber attack may take out a critical part of our business. This is one of the main challenges for us in security: keeping a high-level of focus on all parts of our service 24/7 throughout the whole of 2016, at a time of a continuing heightened threat level and increasing complexity.


We do know that world events continue to influence what may happen here. The war in Syria gets ever more complex, and continuing problems in the rest of the Middle East, not least the mass movement of people, and the increasing sophistication and power of ISIL are concerning situations that will influence events in 2016.


In addition, police budgets decrease and other public sector cuts are made, so the reliance on the private security industry increases. In response to this, I believe we must continue to extend the diversity of people working in security and develop the skills of everyone involved by sharing best practice and knowledge. In 2016, I am certain the WSS will continue work in partnership with enthusiasm and commitment, continuing to bring our considerable experience and expertise to support the police and other security partners. And, by the way, Easter 2016 is 26th March.


Gloria Laycock, OBE, BSc, PhD, FRSA Jill Dando Professor of Crime Science UCL


Generally speaking crystal balls don’t work; when we


look ahead we are often wrong. That said, there are a few good bets for 2016. Terrorism will remain a threat, cyber crime will get worse, and if we are lucky, ‘regular’ crime (burglary, car crime, theft) will continue on the downward trajectory. And the solution to the crime problem will increasingly be seen to lie in the private sector rather than with the police.


It is the better design of goods, services and management systems that will prevent crime. Imagine how much safer we would be if the Internet had been designed with crime prevention in mind rather than evolved with no thought to the crime consequences? The idea that chasing after criminals can reduce crime is fading fast.


That does not, of course, mean that we can ditch the criminal justice system or continue to reduce the resources on policing. They are necessary to the delivery of justice, retribution and, in some circumstances, to deterrence. But the best way to reduce the number of crimes committed is to design crime out. That should be the focus of 2016, and for quite a few years beyond.


www. c i t y s e cur i t yma ga z ine . com


Sir David Veness, CBE, QPM Senior advisor Pilgrims Group


The year of 2016 presents a compelling and beckoning opportunity to advance partnership and co-


operation to enhance international and national security. The imperatives are the persistence of unresolved conflict and the consequence of the mass movement of people escaping violent extremism. Recent history has been defined by geographic locations of instability which have endured and markedly deteriorated. New layers of tension and complexity add to the intractability of these crises.


Closely connected to these imperatives are continuing trends which have further evolved during 2014/15. The spread of terrorist groups, directed plots, recruitment of foreign fighters, inspired attacks and the expansion of terrorist methodology have been exacerbated by co-operative deficiencies. Transport in all forms is a persistently vulnerable target. A similar rationale applies to organised crime, the cyber threat and the malaise of corruption.


Partnership and co-operation has resonance at international, regional, national and local (including city) tiers. Mankind has never ever possessed such a map of conflict resolution and security structures and mechanisms. Successful action by these assets is assisted by clear recognition of risks, realisation of the benefits of mutual action and practical operational initiatives. Mobilisation is hindered by failure to think beyond organisational boundaries.


The UK, especially London, has a commendable range of productive partners. These include an excellent wider corporate (plus business representative organisations) record of engagement, world class private sector security expertise, innovative public/private initiatives and leading global centres of relevant academic research and innovation.


The agenda of understanding risk, enlightened co-operation and positive actions is key for 2016. It will be driven either by wise prevention or belated response.


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