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

Model, work in progress

Questions?