In short you need to ensure that you have:


• A shared understanding of the risk amongst the key stakeholders


• An executive accountable for the risk (if someone is accountable, something will get done)


• An effective communication strategy to cover internal communication and deterrence communications


• An appetite to learn from cases, both your own and others, and to communicate those lessons


• An advertised and trusted speak up channel (there are too many cases where because trust is broken, staff don’t feel safe to raise


© CITY SECURITY MAGAZINE – SPRING 2024


important issues). The best detectors that “something isn’t quite right” are other people, so ensuring they have trusted channels they will use to raise issues is vital.


• Great line managers who know their people and know when something isn’t “right” and how to raise concerns


• Proportionate interventions – many concerns raised may relate to staff health and well- being issues. Handing them in a sensible and supportive fashion will do wonders for the trust in the organisation and the willingness to speak up


• An eye on the risk environment in which you operate. Risks are dynamic. The world continues to change and organisations are


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finding that unlike before, they can be deemed “guilty by association” by activists and terrorists, even if they have no direct an obvious link to the issue.


Richard Mackintosh Director Quince Group


Sarah Austerberry Director Quince Group and Vice Chair of The Security Institute.


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