He emphasised, “in a range of attacks in Europe and elsewhere, this year we have seen greater ambition for mass casualty attacks. All of this underlines the growing threat we face”. He reinforced the unprecedented scale and tempo of these developments and stated that the threat “may not yet have reached the high water mark, and despite the successes we have had, we can never be confident of stopping everything”.


Dire events in swift succession rapidly demonstrated the accuracy of these warning comments. On 31 October 2015 a Russian civilian airliner was downed by terrorist action over Egypt. A Daesh-associated group claimed the bombing. All on board the aircraft – over 220 – were murdered.


On 12 November 2015 suicide bombs killed 40 in Beirut, Lebanon and on 13 November 2015 concerted brutal attacks were mounted in Paris at diverse commercial and entertainment venues, killing over 130 people.


The Paris attacks were claimed by Islamic State (Daesh), with a threat that further attacks would follow. London continues to feature specifically in Daesh propaganda as a prime target.


This first major attack by Daesh in a major Western European city included a range of attack methods delivered with great savagery in a short time span. The Economist leader dated 21 November 2015 entitled “How to Fight Back” noted “It could have been any big city. It could have been you”.


John Brennan, Director of the Central Intelligence Agency (CIA), has spoken of an “External operations agenda” for ISIL (Daesh) (CSIS, Washington DC. 16/11/2015). He also asserted that he certainly did not consider the Paris attack as a one-off event.


The 36-page UK Government document making the case for airstrikes in Syria contains the comment “ISIL has a dedicated external operation structure in Syria, which is planning mass casualty attacks around the world” (Memorandum to Foreign Affairs Select Committee. Prime Minister’s response. November 2015).


Action arising


The conclusion to be drawn from the tragic events of 2015, which have been followed by attacks on city centres in 2016, is that commerce is inextricably involved and that it is timely to review corporate action.


The excellent “NACTSO Guidance Note 2/2015 – Reviewing your protective security” (November 2015) details a check list of 10 points. These are introduced with the comment “This is the right moment for businesses to review their security plans to ensure that measures they should already have in place, are still current and have been tested to ensure that staff are prepared and confident.”


© CI TY S ECURI TY MAGAZ INE – S PRING 2016


In support of this NACTSO Guidance and other commendable publications by CPNI, NACTSO and Police Services, what follows is a suggested corporate agenda to achieve effective implementation.


The intention of the corporate agenda is not to repeat the official guidance and advice, which must be studied in its original version, but rather to aspire to an outline of a commercial context which is most conducive to making the very best of the official advice, with bespoke business plans.


There are 5 recommended points for company leaders and 5 all-encompassing items.


For the leadership, the items are: • Understanding threats and response.


• Appreciation of corporate impact, especially staff reassurance.


• Top level plans to address threat variation.


• Corporate security structures, organisation and resourcing.


• Enlightened self-interest and corporate social responsibility.


Understanding threats and response


Leadership understanding is the pre-requisite for an effective corporate security culture and for arrangements whereby advice and guidance can be translated into balanced actions. Senior corporate disinterest or inaction is a major barrier to implementation. The present threat of international terrorism displays distinctive features at global, operational and tactical tiers, with business included in the target span. This is a strategic subject apt for briefing and debate at board level. The briefing should include constraints upon national and multi-national response and realism concerning the enduring nature of the threat. The prospect of terrorist innovation is also a vital briefing component.


Appreciation of corporate impact, especially staff reassurance


Impactive and brutal events, akin to urban warfare, produce understandable human concerns, particularly when attacks are repetitive. Corporate pro-activity to reassure staff and to display business grip is essential. Companies which prioritise this activity are likely to enjoy greater employee confidence. Reassurance is best delivered immediately it is needed and therefore board recognition of this important topic and prior planning for timely action is essential.


Top level plans to address threat variation


Threat levels should not produce a thin pencil line of corporate security measures in responses, but rather a wider band of activities which can be adapted and adjusted to cope with threat modifications such as attack methodologies. Senior management


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


recognition and support for changes to security patterns is essential for smooth acceptance and demonstrates leadership by example.


An actual threat level increase may necessitate activation of business continuity plans with direct involvement of company leadership. An initial meeting to address the circumstances prompted by threat change is the minimum wise action.


What corporate entities need to avoid are security reactions which have not been thought through in advance and do not illustrate a long-term security perspective. Businesses which are prepared will act more swiftly and effectively. Reassurance and confidence will thus result.


Corporate security structures, organisation and resourcing


Corporate security is a business enabler, never more so than in testing circumstances. For these purposes corporate security is most efficient as a fully inclusive effort ensuring the cohesion of all relevant resources to enhance and advance safety and security. Human Resources, medical support, travel sections, legal services and others are key partners. Inefficient corporate structures can compartmentalise security endeavours. Strains on corporate security resources can be made worse by protracted periods of high threat or the challenges of staff travelling and working abroad. The integration and resilience of comprehensive corporate security arrangements should be a senior leadership priority.


Enlightened self-interest and corporate social responsibility


The simple objective is to be a good neighbour and an engaged citizen. Neighbourhood local business security co- operation is especially beneficial for SMEs who do not have in-house security or much scope to attend to this issue. Business to Business schemes (B2B) are more ambitious and cohesive. Business self-help in facilitating public sector security events or providing internal staff training is of particular value when the target span is growing and public services are inevitably under greater pressure. Senior business engagement with business representative security bodies and initiatives plus specific projects (such as Project Griffin) are valuable drivers of mutual corporate endeavour, where the track record of practical benefit is very well established and a distinctive UK asset.


Continued next page.


> 3


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32