The festival and event calendar is one of the most enduring in the UK. With recent attacks across the globe, it is clear that the UK event environment is also under threat owing to the number of events taking place, the perceived softness of the target, and the ease of access for the terrorist to attack significant numbers of people gathering in one place.

While it must be stressed that there is no specific information which suggests the UK is at risk of attack, the UK threat level remains at Severe, and our communities are not immune from the threat of an attack in the future.

Festival security

In 2016, Argus Stadia – a security exercising product developed by the National Counter Terrorism Security Office (NaCTSO) – was launched at four UK sports venues. This takes participants through a number of terrorist attack scenarios at a sports stadium and provides a clear understanding of what the challenges would be in the event of a terrorist attack, and how these challenges could be met. This programme is being delivered nationally by the UK cadre of police Counter Terrorism Security Advisors.

The development of the police ‘Stay Safe’ campaign with its message of ‘Run, Hide, Tell’ has become a mantra for many events and has helped develop some resilience for indoor activities. But what if the event is outdoors? What then? With no place to hide, nowhere to run and not enough time to tell, how do we ensure the safety of the audience in this type of vulnerable crowded space?

In four festivals across Europe that one of the authors was involved with this summer, differing mitigation measures were taken which did not necessarily correspond with the level of threat. While it may be possible to obtain intelligence on larger, co-ordinated attacks, many of the current terrorist attacks involve ‘lone actors’ or small numbers of individuals, which cuts down the opportunity for infiltration of the groups. In addition, there is also the potential for ‘insider threat’ where someone within the events team co-operates or assists in a terrorist attack.

Training

Training in protective security awareness and hostile reconnaissance identification and deterrence must be integral to any event plan and there must be a commitment to the principle of festival security from the start. It is far easier to incorporate security measures into the event planning cycle than bringing these into the plan as an afterthought. Where the pre-planning of the event incorporates deterrents, the provision of focused briefings and cascades, tabletop and live exercises, it provides those involved with confidence in their abilities, communication channels and the knowledge of how to implement crisis management plans.

In recent tabletop exercises carried out by one of the authors, five of the incident scenarios delivered have since become real incidents and those who took part in the scenario-based training were able to act accordingly to head off issues either in the planning phase or operationally on the day.

Festival security advisor

In addition to the training of staff through immersive learning activities and tabletop exercises, festival organisers can employ a professional, qualified security advisor. Roskilde Festival in Denmark recently employed such a person from a military background to provide a risk and threat analysis, and devise an assessment and management system in response to the heightened security level in Copenhagen, a short distance from the festival site.

Most festivals today understand and realise the importance of having a security operative on their team. A member of the team who can enter into dialogue with the police, military and other security providers means a more resilient and proactive approach to safety and security at the site.

Many stadia have hostile vehicle mitigation (HVM) systems in place to stop attacks by a vehicle carrying explosives, or indeed a large vehicle being used as a weapon. Physical security additions are in place in festivals in Turkey and Serbia, together with an increase in armed security or police operatives at gates.  However, in the case of most outdoor concerts or open air festivals, these measures are difficult to implement due to the costs involved and the limitations of the site. The complex multiple use of these sites for other activities mitigate against full time installation of HVM measures.

The health, safety and crowd management team of the European Festivals Association, known as the YES Group, has been working on potential threats and solutions in a changing environment. Duty of care and legal responsibilities are being reviewed across Europe. Event planners must assess not just the impact of increased armed personnel at festival sites as a response to the prevalent attack methodologies, but also its effect on both internal and external customers.

Freedom

The resilience of events and festivals in the UK is essential to the provision of freedom of movement and choice, which are part of the fabric of our democratic society. With an increase in attacks in crowded spaces, the pre, during and post event planning cycles need to be revisited and developed into a holistic model where the interoperability between the event managers, promoters, the police, security operatives, crowd managers and, in some cases, the military are seamless and lend themselves to obviating the threat and reducing the risk as much as possible.

Professor Chris Kemp,
CEO, Mind over Matter Consultancy

www.momconsultancy.com

David BaMaung

Senior Counter Terrorism Security Adviser, Police Scotland

The post Event and festival security in an uncertain world appeared first on City Security Magazine.

Euro 2016 Security: The successful application of anticipation and coordination

Despite the state of emergency and tense atmosphere before Euro 2016, at its conclusion it was deemed a huge success, where people felt safe and the host country, France, demonstrated its knowledge and capacity for planning and implementing security, as well as providing a positive way forward for similar large-scale events.

In this article, Ziad Khoury, Head of Safety and Security – EURO 2016, reviews the security background, approach and lessons learned from the event, as France prepares to host the Olympic Games in 2024 and continues to experience a terrorist threat level.

A unique event

Euro 2016 was unique in a number of ways: it had a World Cup format with twenty-four teams, instead of the usual sixteen, leading to fifty-one matches instead of thirty-one. There were 2.5 million spectators (2 out of 3 were visitors to France) and an average live audience of 130 million per match. There was a full month of competition with 110 official sites, plus 500 training locations (31 in public).

Fan Zones are now a substantial part of events of this nature and Euro 2016 had ten official Fan Zones (one in each host city) and many other public gatherings, including 673 public screenings. It was a new concept for France, with more people in Fan Zones (4 million) than the stadia.

Every Euro match is like a final. The layout of the stadium is changed with different accesses, flows and space allocations. The new layout is under the control of the organisers one month before the beginning of the tournament.

Media and social networks placed a permanent focus on the event, not just the matches but anything happening during this period. There was an average of 625 tweets per minute with the hashtag EURO 2016 during this month and 300 million visits to the Euro 2016 digital platforms during the tournament.

The event was taking place in France, with its easy access. It is a country with known political positions. And the tolerance threshold for incidents was low.

The security challenges

Of course, security was a priority, with the aim of achieving a dynamic balance between security and festivity.

The first challenge was to manage the relationship between public and private culture: the UEFA approach and regulations and the national laws and culture. Within this, security was the most volatile issue. The aim was to have one global security project and to convert concern into confidence.

The second challenge was less about the risks of Euro 2016 itself, more about the risks it could import as a worldwide and mass event. In normal circumstances, the event is already under a huge and continuous spotlight. In this case, it was under the highest terrorist threat level.

Thirdly, the challenge was to succeed in involving and combining exceptional private and public resources. There was huge pressure on the numbers of public and private security agents, since the existing numbers were not sufficient.

A major joint security operation

The security operation involved large numbers of personnel with 77,000 police officers and military personnel from the gendarmerie. Private security played an unprecedented role in order to supplement and optimise public security tasks. There were 70 contracts signed, based on a transparent selection process and qualitative criteria, with almost 100,000 uses of agents for official site security (from a screened and accredited pool of 13,000 professionals). There were 925 stewards as an average for each match, 1 for 70 spectators.

Coordination and organisation

Bringing all of these resources together to meet the complex set of requirements and challenges required significant consultation and coordination between the organisers and public authorities. They signed a detailed Memorandum of Understanding on security. Several working groups were established, covering all the issues, such as cyber security, CBRN and police screening.

There was a national security working group co-chaired between the organisers and state authorities and a local security working group in each host city, as well as a dedicated national liaison group with private security representatives. These groups involved many joint meetings, site visits as well as thirty security-related exercises.

European cooperation

European cooperation was an important aspect with a delegation of six police officers and spotters from each qualified country, as well as Europol and Interpol staff, and a police cooperation centre was created.

Security approach

The security model implemented was a mix between human and technical systems, including Access Control systems, CCTV, anti-drone systems and private dog units. Technology was also used for live reporting and social network monitoring: one report per day and specific alerts.

Stadium security

Private security providers were selected one year before the event, after an open selection process with an average of seven companies per match. There were national workshops and local training for these security providers.

On match days, each stadium had a traffic perimeter with temporary traffic restrictions. Additionally, the stadium had a double security perimeter: Outer and Inner. The Outer Security Perimeter was marked with a fence around the venue. There was a chemical and visual check of tickets and electronic check of accreditations, as well as body and bag checks (no metal detectors for public entrances but for specific ones like media or VIP entrances). The Inner Security Perimeter was the existing regular stadium perimeter fence where there was a second check of tickets using electronic turnstiles.

Team protection

Close Protection was provided for each team by SWAT officers. Official Site protection was provided by the organiser’s private security providers and the surrounding area protection by public security (police or gendarmerie).  There was a police escort for all team movements, plus one team security liaison officer for every team, specifically trained for the event by the organisers.

Team Hotel Security

The security provided at each hotel included surveillance of the inner areas and the surrounding area of the hotel with an average fifteen private security agents during the day and ten at night for each hotel. There were systematic bomb sweeps by the police. Access control was provided by private security at entrances to main facilities, parking areas, team floors and function rooms, plus permanent surveillance by police around the hotel. The surveillance team was at base camp even when the team was not there.

Fan zones

There was enhanced security at Fan Zones following interior ministry instructions. This included creating a closed area, body checks and CCTV. This evolved towards the stadia security approach.

Results

Euro 16 was a sporting success. All tickets were sold, with spectators coming from 200 countries. There was a very high TV audience in the 170 countries where it was broadcast – 8 billion in total. The atmosphere around the tournament was friendly.

The largest-scale security planning for an event in France was a success too, with:

• No terrorist attack
• No serious incidents (except one match, England/Russia)
• No intrusions or significant security failure
• No dangerous situations for crowds or teams
• No technological damage, despite hundreds of thousands of cyber attacks
• No major problem in flow management, despite later arrivals to venues than foreseen.

The accompanying statistics were 1,555 arrests, 453 convicted, 64 deported, 3,100 denied access.

Lessons learned

Terrorism and cyber crime are the two threats which will weigh in on any major international event in the foreseeable future. Shared intelligence on these, including at the international level, and the relevant risk analysis is the basis of success. Consider the following lessons learned from Euro 2016:

• Quality before quantity – which means starting early with the tendering process, paying a fair price and finding the right balance between security resources and the private security market. Training, in particular, provides significant challenges for a one-shot big event.
• A constant focus on coordination –coordinating the security resources and working in partnership with everyone involved requires constant discipline and is needed to avoid security breaches and the ability to react quickly.
• Security as a priority from the beginning – not only for security managers but also for all stakeholders. It requires ownership and prioritisation. The link with transport issues is critical.
• Extensive use of technology for control and communication – with human resources remaining at the heart, it is critical to exploit the latest integrated solutions such as intelligent CCTV, reliable explosive detectors, biometrics, geolocalisation, UAV.
• Keep the security proportionate and reasonable to the event – there is a natural tendency towards escalation. Fan Zones, in particular, should remain flexible.
• Keep control of ticket distribution and their tracking – nominative electronic tickets seem to be the future but have implications for the whole organisation. Shared databases of those banned from stadium and trouble makers is key. The accreditation process should also be in the hands of the Security Department.
• Vehicles should be as controlled as people.
• The security HQ should be compact

(ten people in the case of Euro 2016) while the operational teams on the ground should not be undersized. The quality of the logistics should not be neglected, in particular fences and signage.

Conclusion: anticipation and coordination

We must provide a high level of security at major events, with a common strategy agreed between all stakeholders, tight cooperation between organisers and public authorities and a shared and dynamic risk analysis. We must be able to respond quickly to unforeseen situations and provide enhanced qualitative and quantitative security without being obliged to fundamentally change the security model established.

The main lesson is that we can no longer afford a cheap approach to security or consider it as a constraint: it is an asset that everyone should feel responsible for. Good security is not an option, but a requirement which has a cost for both the public and private sector.

Ziad Khoury

Head of safety and security Euro 2016

The post Security lessons learnt from Euro 2016 appeared first on City Security Magazine.

On a daily basis, a cursory look in the media will highlight instability and risks throughout the world. Acts of terrorism, piracy, crime and civil unrest are the norm and there are few areas in the world that aren’t affected in part by some or all of these factors.

Conflict hot spots such as Syria, Libya and Northern Iraq simmer and are reported on daily. As any commercial risk consultancy will tell you, these areas are often covered routinely in open source and subscription-only intelligence products.

Whilst instability in these conflict zones can be somewhat expected and predicted, large-scale global events can serve as a catalyst for insecurity in certain locations and for specific durations of time. The Brazil FIFA World Cup, Glasgow Commonwealth Games and Winter Olympics in Sochi are some recent examples.  Often these types of events pose their own information, intelligence and security challenges.

Commercial intelligence support

There are a number of organisations that may be interested in commercial intelligence support during these events. The Brazilian Government employed in the region of 170,000 security officers during the World Cup – whilst many were police and military personnel, the private sector also provided significant support. Others with an interest in intelligence support include non-governmental organisations, charities, and media organisations, surging personnel into the country to report on the events as they happened. Companies and employees already in situ may be indirectly affected by events and as such require additional support; for example, western car dealerships were specifically targeted in the swathe of civil unrest brought about by the tournament.

In today’s connected world, there is little that can’t be found online with regards to specific events; often these sources are freely available to anyone. The key to effective intelligence support is to identify your requirements early.  This is arguably the most important part of the process. Without clearly identifying the requirements, intelligence analysts will struggle to gather the appropriate information and disseminate in an appropriate form.

During a regional conference in the Washington DC area, Solace Global provided advice to a global oil and gas major with regard to specific threats. The routing of the Washington DC Police Department twitter account (@DCPoliceDept) to a smartphone allowed for timely dissemination of relevant crime, threat and travel information to the visiting close protection teams and their principals. The information requirement was identified and answered without unnecessary third party engagement, over assessment or cost. In a similar manner, it is now not uncommon for specific events to have their own social media feeds, providing a powerful and versatile platform for speedy dissemination of information. In-depth bespoke intelligence products can also be produced and will add clarity where required.

Analysed intelligence

There is, however, a distinct difference between raw information and analysed intelligence, though the two are often confused.  Consolidated information from all sources allows us to gather our understanding or ‘insight’ of a particular problem. Only when we have this thorough understanding and experience are we able to provide our assessment on future risk.

This gives the ‘foresight’ with which senior management and security professionals can make their decisions.

In the run up to and during the Brazilian FIFA World Cup there was a surge of reports indicating potential violence and trouble spots throughout the country. Often global events of this nature can create new risks themselves or simply an intensification of the risks already associated to these locations. Searching, filtering, analysing, and making assessment and then disseminating this intelligence appropriately is a common task and arguably where competent risk consultancies can add significant value.

In these modern times, commercial risk companies have become increasingly resourceful in identifying their sources of information. As a trained intelligence analyst, the challenge is often not finding but instead filtering and analysing in a timely manner.

Remain adaptable

Often the events will generate an influx of reporting, presenting challenges in itself. The analytical capacity required to monitor all of the numerous feeds of information must adapt and evolve, making maximum use of online tools to ‘push’ and highlight information quickly.

In order to gain insight, intelligence experts should be able to analyse a number of factors concerning the operating environment of concern. Natural hazards in areas unfamiliar to personnel can also present risks. Therefore, it is important to provide a ‘holistic’ assessment.

Security forces

Security force activity can also be a useful information source. During the World Cup, Brazilian security forces routinely operated cordons around World Cup sites throughout the tournament. These cordons were extended as the tournament unfolded, stretching security forces in response to the fluid events occurring on the ground.

Sometimes their presence acts as a catalyst for unrest. On a similar note, during the recent Glasgow Commonwealth Games, on the ground reporting identified the deployment of Hesco Bastion protective measures throughout the city – protection measures more familiar to the battlegrounds of Iraq and Afghanistan where they protect troops from the significant vehicle borne IED threat.

Identifying threat groupings

In Brazil, a number of potential threat groupings were identified through analysis of open sources, effective use of social media in addition to government, NGO and on the ground reporting. On this occasion, threat groupings included: rival football fans, anarchist groups, cyber criminals in addition to opportunistic criminality and civil rights campaigners looking to make best use of increased media coverage to highlight their cause.

Whilst the World Cup venue remained the focus for security activity, the wider impact of the event should also be considered. World Cup associated events and viewings in other countries were threatened and in some cases targeted during the month long period of the tournament. These included attacks in Nigeria and East Africa, against bars and restaurants where the large presence of Westerners offered an attractive target to some groups.

Keeping track of world events, identifying and monitoring information sources and interpreting risk to clients is where commercial consultancies can add significant value.

Stuart Barnett

Head of Intelligence, Solace Global

www.solaceglobal.com

The post Commercial intelligence support to global events appeared first on City Security Magazine.

Decades of tackling threats from home and abroad and notable success in the handling of events, such as London 2012, has enabled the UK to add transport security for major events to the long list of security areas in which the country excels.

Event security for Brazil 2014

This expertise is now being spread to the rest of the world, with the 2014 Brazil World Cup showing that best practice in this area is being implemented in even the most difficult of locations and scenarios.

Other than the odd story of private security firms failing to turn up or turning up late, by and large this was a successful example of major events security. This was all in stark contrast to the flood of negativity running up to the event, where there were concerns throughout the football world about security for the millions of fans visiting and the thousands of players and staff.

And no one could accuse the Brazilian authorities of being ill-prepared or ill-equipped in the run up to the tournament, with some $900 million spent on security.

Compare this to the last World Cup in 2010 in the equally problematic South Africa, where its government set aside $150 million for security with some $70 million spent on deploying 31,000 extra police for the event and $65 million on crowd control equipment, helicopters and water cannons etc.

At London 2012, the British government budgeted a similar figure to the Brazil World Cup figure of £553 million ($890 million) on securing the capital, plus £475 million ($760 million) for army, security services and additional police spending.

Rethinking event security

However, the way that domestic police forces are being utilised at major events is being rethought. Former Director of Public Security for the Association of Police and Public Security Suppliers (APPSS) Bob Rose believes circumstances are bringing a change to the handling of major events.

He explains, “It is widely anticipated that there are further public sector spending cuts to come. These budget reductions have made police forces focus on becoming more efficient and, although not directly linked to major event policing, the reduction in real terms of officers on a day-to-day basis means that there are fewer officers and staff available for other policing activities. Of course some costs are recovered from event organisers; however, I am in no doubt that it is becoming more and more difficult for police forces to carry out the policing of major events without any impact on ‘day-to-day’ policing.”

One of the key time-consuming aspects of handling major events security is the remarkable amount of pre-planning. Quite apart from the day-to-day pressure on police when the event is underway, there has always been months, sometimes years, of planning prior to things getting underway.

Interestingly, the massive show of force from police, private security and military personnel at the World Cup did cause many to question whether it was all a bit too much. Rose comments, “Sometimes it is difficult to get the balance right. Are there enough private security personnel to ‘police’ the event? Is there the need to supplement private security with police and military? The difficulty is that this is a major sporting event and risks come with such an event. It was obvious to me with the Brazil World Cup that there was the necessity to use military personnel and equipment to support the security of the event even though this overt show of strength could appear at times to be seen as overkill.”

Increase in major events

Major events have never been in greater proliferation throughout the globe, as traditional regular events such as the Olympics, football tournaments and music festivals are being supplemented by new events. In many areas, these are being implemented as a catalyst for economic growth.

The increase in major events is also speeding up the evolution of how they are kept secure and safe. In response to this, the first ever conference on Major Events Transport Security has been added to the programme at the annual Transport Security Expo (TRS) 2014. The conference will look at lessons from the past, actions for the present and what the future of major events transport security will hold.

Transport Security Expo

2-3 December 2014 at Olympia, London

Bruce Ackland Transport Security Expo

www.transec.com

The post The UK excels in major event security appeared first on City Security Magazine.

Wembley Stadium, one of London’s iconic venues, is host to some of the world’s major sporting fixtures and concerts. The security model that Integrated Security Consultants Ltd (ISC) have developed can be applied to protect high-profile buildings across the globe, from banks to visitor attractions.

The security function is responsible for protecting the public, performers and athletes at the venue’s regular event days each year, which may be attended by up to 90,000 people. Equally, it protects offices and smaller venues within the complex, which provide the occasional or regular workplace for up to 500 full time staff, innumerable temporary staff, contractors, guests and VIPs. It’s important that all staff are confident that they are working in a safe and secure environment.

As home of England’s Football Association (The FA), the US’s National Football League (NFL) International Series, world famous concerts and international events, Wembley presents a huge range of security responsibilities and challenges. The building is subject to intense scrutiny from the press, the public and clients, thanks both to the presence of its regular VIP guests and the high public expectation to keep the venue and its millions of annual visitors safe.

It takes immense planning and careful implementation by the security team to ensure events take place safely. The stadium also has extensive risk considerations on non-major event days so it must be experienced, flexible and proactive, with the resources to appropriately staff everything from intimate corporate gatherings to high-end events, with delegates numbering anything from 20 to 10,000. A permanent security team for buildings such as this has to be multi-faceted and flexible, while maintaining a welcoming presence with world class recognised customer service.

Tackling terrorism

The security challenges facing iconic destinations and places of work have evolved significantly over the last 15 years. The horrors of 9/11 loom large in every building operator or security business’s mind and the industry has developed a wealth of technology and expertise to reduce the risks of terrorism at every level.

A lot of the technologies were originally designed and implemented around crowd management. After 9/11 the counter terrorism side of security had to be taken into serious consideration, not just relying on police and counter terrorism services. Systems in all iconic buildings have, or should now have, been updated or retrospectively fitted.

No-one can predict the next big attack. On a day-to-day basis there is ever-greater emphasis on the access to buildings, with event owners, permanent staff and contractors increasingly conscious of whom they invite in. The flow of information between organisations has been a vital tool in fighting terrorism. Getting to know other security managers in other businesses and sharing intelligence is an enormous help in reducing risk. The Metropolitan Police instigated a security zone in Brent (as duplicated in other boroughs) which is managed by the local business community, covering the stadium and organisations from major hotels to the local DIY shop. We get together to talk about security. We don’t wait for something to happen; we discuss how to deal with risks and constantly re-evaluate the measures we have in place to stop an incident, and this is working very well.

Furthermore, we’re ever conscious not just of who is entering the building but who is approaching it. Security teams are constantly required to look beyond the front door and ask, ‘Who’s looking at my building? Who’s walked past three times today?’ Hostile reconnaissance – individuals ‘scoping’ the building for a host of reasons, whether for theft or even more serious intent – is often the first sign of an impending incident.

We are continually looking for improved technologies and methods of operating.  While initial outlay can be higher with these technological approaches, they are an invaluable complement to feet on the ground and, when used correctly, prove highly cost-efficient in the long run. And, of course, all the information is recorded and stored.

Managing assets

Counter terrorism is of utmost importance but it is not the only challenge iconic building security teams face. We can never take our eye off the ball with asset management – the property and contents of the building. Conferences and banqueting operations see large amounts of expensive technology entering and leaving the building on a regular basis – sound, audio-visual and lighting equipment – while guests need to use their laptops and phones in publicly – accessible areas. We have to be alert all the time and, with a less experienced team, this could impact on customer service. We have developed real techniques and skills in the way that visitors are approached that don’t make them feel threatened or intimidated but allow us to gain any relevant information regarding their visit.

Understanding our clients’ objectives and values is of profound importance. There has been a move towards an ever more corporate, professional presence and we have to strike the right balance between maintaining the integrity of the building and allowing it to function efficiently. You can’t be heavy handed when hundreds of people are working in a building.

Monitoring

Various stakeholders of a building have different requirements at different times. We work with clients to ensure that, if a department is using temporary workers on the site, we have a full understanding of who they are, why and where they’re working in the building. One of the principle functions of security is to know the building and its people; our teams walk around the facilities saying hello to staff and finding out what desks or workstations everyone occupies.

We have introduced and are familiar with all types of technology from smart CCTV to other increasingly sophisticated systems. One of our initiatives in the last decade has been to work closely with the providers of these technologies to help them develop and increase their capabilities.

It is crucial that technology enhances the security operation and increases the capability of the security team to delay, detect, deter and deny attacks. Technological measures (CCTV, perimeter alarms, access control) must be fully integrated in order to achieve this.  However, the speed with which technology is improving can make the desire for state of the art systems cost prohibitive.  By using recognised methodology to identify the required technology, effective security solutions can be implemented which are proportionate and scaled to the threat.  Systems can be identified that not only achieve the client’s operational requirements but which have durability and are therefore cost effective over the long term.

Systems like this are key to the security of any prominent public or private building. We have a strong pool of employees and managers who understand how buildings work, not just from an event perspective but from the point of view of an everyday working business. A security team’s skill set is likely to not just require manned guarding personnel, but a combination of manned guarding, events staff, surveillance and corporate and conference security staff, that allows you to work with – and handle appropriately – numbers of customers ranging from just 20 people to tens of thousands.

The right people for the right roles

Just because someone is good at manned guarding it doesn’t automatically make them a good corporate security officer nor will they necessarily have the ability to operate in an event environment, and vice versa. Effective security provision requires a range of individuals, with different skills according to each role. If it’s your company’s intention to bring in your manned guarding service provider for your corporate event it is worth checking that they have the correct skill set and training to enhance the visitor experience for your clients. One size does not fit all.

Integration is key

The key to successful security implementation is total integration with your client’s business needs. The security plan must be complementary to the overall business strategy and operation. It has to be agreed and signed off at the highest level and, more importantly, adhered to. Increased security is more accepted in both working and social life. In the workplace, it is imperative that a security culture exists and a programme of instruction / information is delivered. This can be as simple as induction sessions, information on notice boards, lunch and learn sessions or intranet articles. A good starting point is to make everyone understand that they have a responsibility to, at the very least, report anything untoward.

CSR

The permanent security team at Wembley Stadium plays a crucial role in one of the venue’s key strategies: reducing its carbon footprint. ‘Green patrols’ are part of the team’s ethos, with each officer trained to spot and turn off unused equipment and lights. This has assisted the Stadium in its recent achievement of attaining 3 Star Industry Green certification, the largest venue to ever receive the award.

Sharing Information

We’ve learnt over the last decade that one of the most effective ways of combating all crime, from terrorism to petty theft, is by sharing information with appropriate organisations. While you may not be expecting 90,000 people to turn up to your next event or meeting, there are plenty of ways in which the processes we use at Wembley Stadium can help other businesses to greet their guests in a professional, dependable, effective and welcoming manner, whilst most importantly of all, keeping our iconic buildings safe.

Patrick Carr

Managing Director

Integrated Security Consultants Ltd

www.iscltd.net

The post Securing iconic venues: security at Wembley Stadium appeared first on City Security Magazine.

 The Olympic Torch is currently on its 8,000-mile tour of the UK, visiting over 1,000 communities, villages, towns and cities. Each day it travels about 110 miles with about 110 Torchbearers taking part. Our front cover picture shows the Military Wives carrying the torch between Saltash and Plymouth, showing the joy and excitement the Torch is bringing.

As the host city police force, the Metropolitan Police provides the Torch Security Team, responsible for the Olympic and Paralympic Flames. The Team is formed of five groups with a total of 35 officers and they are responsible for not only maintaining security but, just as importantly, communicating with the public, torchbearers and spectators.

Selected from 650 applicants, the youngest is 22, and the oldest is 50; they trained for 18 months so that they can run up to 35 miles a day. In a recent article in the Daily Telegraph, the National Olympic Security Coordinator, Assistant Commissioner Chris Allison, said, “Our goal is to have as few officers out as we possibly can, because we want the focus to be on the torchbearer and people should allow that person their once-in-a-lifetime opportunity to run with the flame.”

Deborah Hale, Torch Relay Producer says of the team, “They have become something of a phenomenon in what is already a phenomenal Torch Relay.” Deborah explains that whatever the weather they protect the Torchbearer and ensure that the exchange, or ‘kiss’ as it has become known, is carried out properly. And at the end of each day, they are responsible for the transfer of the Flame back into the lantern and to keep it secure over-night. She continued, “The public has taken them to their hearts, as have we, and they are now receiving dozens of emails of support from their MPS colleagues every day.”

The Olympic Torch Security Team

As the Olympic Torch has made its way around the country, the security has been organised in liaison with local police forces.

Assistant Chief Constable Paul Netherton, Devon and Cornwall Police, says, “I feel immensely proud of the amazing job carried out by our officers, PCSOs and staff. We have seen the Torch move safely through Devon and Cornwall and have made sure the public got a chance to enjoy the great spectacle.”

He added, “We have demonstrated to the world how good the British police are.”

Assistant Chief Constable Alistair Finlay of the Police Service of Northern Ireland said, “For our local communities and every Torchbearer the Relay represents a once-in-a-lifetime opportunity; it is our job to ensure they enjoy their moment in safety and security”.

His thoughts were echoed by Northumbria Police Assistant Chief Constable Steve Ashman, “Police have worked closely with a range of partners to ensure a safe and seamless passage of the Torch through our region and again local people have demonstrated their hospitality and enthusiasm in front of a world wide audience.”

Speaking as the Olympic Torch Relay departed Scotland, Assistant Chief Constable Fiona Taylor of Strathclyde Police, who was the Police Commander for the event throughout Scotland, said, “By any measure, the Olympic Torch Relay has been a resounding success. Hundreds of thousands of people, young and old, have come out to watch the event as it has worked its way through our towns, villages and cities. Spirits have been high and all of us have been left with incredible memories of an event which has really captured the imagination of the country.”

References:

Jacquelin Magnay, 2012, Met Police Torch Security Team, available at www.telegraph.co.uk

Deborah Hale, 2012, Protecting the Flame, available at www.london2012.com

Andrea Berkoff

City Security magazine, features writer.

The post The Olympic Torch Security Team aids the Torch’s relay appeared first on City Security Magazine.

After many years of planning the Olympic Games, all the security forces are on high alert…

We are only a few weeks away from the Olympic and Paralympic Games and security is naturally one of the many subjects on people’s minds.

The UK police service has come together to deliver the biggest peacetime operation in its history and I am confident that we will be able to demonstrate our unique expertise and skills.

We have planned for this for many years, even before London won the bid, and we have prepared for a range of risks which broadly fall into four categories: Terrorism, Organised Crime, Protest and Natural Hazards.

The safety and security operation will be like no other we have ever seen: 52 police forces are contributing personnel to it and although the majority of events will be in London, 12 other police forces are involved in providing safety and security in and around Games venues. Additionally, in the weeks running up to the opening ceremony you will have seen the Torch Relay travelling across the UK. This has a Met Police security team with it at all times working with their colleagues from the local police forces to protect it.

Olympic Games Security manpower

We are also being assisted by the military which, as well as supporting LOCOG in providing manpower for the search areas in the Olympic Park, is helping the police in niche security areas.

Servicemen from the Navy, Army and RAF will be delivering the kind of security which would not be possible from the police alone such as securing the air over the UK and the sea at Weymouth and in the Thames.

Nevertheless, this will be a police led operation in which the visible security will be delivered by officers who look, for the most part, very much like the bobbies you are used to seeing on our streets.

Up to 9,500 officers will be in London on the busiest days working on the Games but we will still deliver high-quality local policing in neighbourhoods across the Capital.

The numbers might sound big but despite the scale of the challenge and our response to it I am determined that this will be a summer where the efforts and achievements of the world’s sportsmen and women take centre-stage.

These are ultimately their Games and we want to ensure that everyone gets to enjoy them for the fantastic sporting spectacle they will be.

Assistant Commissioner Chris Allison

National Olympic Security Coordinator.

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Security has been at the forefront of the planning for the London 2012 Olympic and Paralympic Games, and will continue to be throughout their duration, to allow for safe and successful Games that visitors as well as residents and businesses operating in affected areas can feel proud to be a part of.

David Evans, Project Director for 2012 at the British Security Industry Association (BSIA), looks at what businesses should do to keep disruption to a minimum this summer.

Representing the largest post-war security challenge that the UK has ever faced, the effects of the London 2012 Games will be felt by the companies directly involved in the events, by visitors, and also by all residents and businesses operating in areas in and around the Games and its many associated events.

Helping businesses prepare for the operational impact of the Olympic Games has therefore been a key priority for the BSIA over the past few years. Forward planning and considerations regarding the logistics of how to guarantee business continuity during very busy times for the national infrastructure should in fact be a top agenda item for all businesses.

Securing business continuity alongside London 2012 security

There is a wealth of advice available for residents, business owners and visitors on how to plan for travel arrangements and business continuity needs throughout the Games.

The London Organising Committee of the Olympic Games (LOCOG) www.london2012.com and TFL’s Get Ahead of the Games websites www.getaheadofthegames.com are great sources of up-to-date information, whilst earlier in the year, the Security Consultancies section of the BSIA released important advice on how business continuity can be achieved through the effective use of security measures.

Business continuity cannot exist as an independent function; members of the BSIA therefore advocate thinking about security, information management and business continuity as interdependent and requiring a fully integrated solution. Certainly there are elements in all three that are unique to a single function, but the majority of policies and plans in one functional area will have an impact in another, if not in all three.

In particular, the plans should focus primarily on preventing incidents from occurring, and if they occur diminishing their impact on business activity; security measures can play a crucial part in both cases, so reviewing them in time for the Olympics should be a high priority.

According to Chris Lawrence, Chairman of the BSIA’s Security Consultancies section, an effective business continuity plan requires a number of security considerations:

1. Checking your security measures

The robustness of the measures employed should be given attention, and these will include CCTV, access control systems, intruder alarms, physical security and IT security. These must work within your specified requirements, depending on your business and the types of threats you are likely to incur. Doors and windows, for example, should be to a proper security rating, which can prevent unwanted entry or spread of fire.

2. Employee and client vetting

It is important to ensure that all employees are security vetted – or at least reference checked – and that clients are credit checked, so as to flag up any issues early on. This is
an important preventative measure against fraud and/or theft by a disreputable company or person.

3. Training your staff

Staff training and making the most of the skills of your security workforce should also be included. Well-trained security staff can in fact act as marshals and wardens during an incident and help evacuate staff, liaise with blue light services and assist in coordinating a response. Also, they can prevent unwanted visitors and can inspect and report suspicious packages.

4. Planning for civil disorder

The August riots – which cost UK retailers an estimated £18.3 million – have served as a harsh reminder to businesses that civil disorder and rioting policy and procedures should now be included in all business continuity plans. This must include having lockdown procedures in place, and defining roles and responsibilities for when the events occur.

5. Testing the plan

A timetable to allow for these procedures to be exercised on a regular basis will make sure everyone knows what they are supposed to be doing, and increase the effectiveness of a business continuity plan, concludes Chris.
Reliable security consultants have a wealth of experience in providing advice to businesses on producing and implementing security considerations as part of business continuity plans, tailored to the requirements of each individual client.
To find a reliable security consultancy, visit www.bsia.co.uk/security-consultancies

Improving cross-sector cooperation

In addition to making sure security as well as business continuity strategies are tied in and reviewed, it is important for businesses to keep up to date with anything that is happening in their surrounding areas throughout the Games, in order to assess how any incidents or events could potentially disrupt their activity.

The Cross-sector Safety and Security Communications Project (CSSC) is a partnership initiative between the Police, Government and industry that brings businesses across different sectors and their networks together to ensure they receive timely and authoritative messages to stay safe and secure in the lead up to, during and after the Games. The security sector is united in its support of the project, with 17 organisations involved so far, each undertaking to cascade the messages received quickly to their members and constituents.

Moreover, BSIA members have provided volunteers to man the CSSC physical hub, which officially came into action to coincide with the start of the Torch Relay on Saturday 19th of May and will continue to operate until the end of the Games. Its aim is to facilitate communications from Police BRONZE Community, the National Olympic Co-ordination Centre (NOCC) and the London Resilience Team to ensure the relevant and required messages are being provided and cascaded to the sectors involved. In busy times when resources are already stretched, volunteering staff to carry out duties outside your organisation can be a big ask, so this commitment by BSIA members is not only appreciated, but also demonstrates the value of the project.

To receive the messages from the CSSC, businesses can sign up for free, by going to www.neighbourhoodlink.met.police.uk or following the Metropolitan Police Service at www.twitter.com/metpoliceuk and www.twitter.com/co11metpolice (for public order updates). Earlier in the year, the BSIA also launched a dedicated webpage to help visitors keep updated with the messages. The site can be viewed at www.bsia.co.uk/CSSC

Years of preparation have gone into the security planning for the Olympics, and have advised all organisations to review their current processes so that they adapt to the challenges that such an extensive event will bring. The Games have provided a unique opportunity for improved public and private sector engagement, and the ability to share best practice amongst industries, sectors and also individual businesses.

As the leading trade association representing the UK’s private security industry, the BSIA and its members have been at the forefront of security planning for London 2012.

For more information on the benefits of employing BSIA members to take care of the security of your premises, or for details on any of the items discussed above, please visit www.bsia.co.uk

David Evans
Project Director for 2012
British Security Industry Association (BSIA)

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