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VOL.18 | ISSUE.6 | FEB 2014
PUBLISHED BY THE AUSTRALIAN SECURITY INDUSTRY ASSOCIATION [ M AG
A Z I N E ]
THE MAGAZINE FOR SECURITY PROFESSIONALSSECUR I TY
PP255003/02390
2668 Police and Securityworking together
Security 2014 Exhibition & Conference, 4-6 June 2014,
Melbourne
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Police and securityworking together
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6 //SECURITY INSIDER FEB 2014
CONTENTSVOL.18 | ISSUE.6 | FEBRUARY 2014
NEW LOOKASIALWEBSITE
ASIAL Strategic Partners:
22WIN MORE WITHLESS: 10TIPS FORTENDERING TRIUMPHIN TOUGH
TIMES
24 39
08 | Presidents message 09 | ASIAL website gains global
recognition!10 | Safe design display home
unveiled 14 | Changes to specialist cabling
competencies
15 | Welcome to our new members16 | Preparing your business
for
the NBN18 | Public Private Partnerships
exploring the opportunities28 | The Productivity equation32 |
Monitoring centre certification
listing34 | Employing people in Australia
its a complicated business37 | Fleet tracking system puts
management in the drivers seat38 | Hot products42 | ASIAL
Calendar of events
HOTPRODUCTS:THEWORLDS SMALLESTFULL HD COMPACTIPCAMERA
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8 //SECURITY INSIDER FEB 2014
Welcome to the first issue ofSecurity Insider for 2014 - ayear
in which we willcelebrate 20 years publication of the
magazine. During this time much has
changed in our industry, some for the
better and some for the worse.
As we look to the year ahead it is
clear that the only constant is change.
The challenge for us as an industry is
how we respond to change. A case in
point is the National Broadband
Network rollout.
The Abbott government has flagged
significant changes to the Labour
governments NBN rollout strategy.The
once in a lifetime change to our
telecommunications infrastructure
offers tremendous opportunities and
challenges. Burying your head in the
sand will not address the challenges or
identify the opportunities.
The fact of the matter is that if we
wait for change to happen before we
take action, we will be left behind. As
an industry, we need to be proactive
and take the lead, otherwise other
industry sectors will engulf us.This is
illustrated by the large number of data
and communications cablers
completing government funded skills
development training in preparation for
the digital/IP age. In comparison, the
security industry is trailing a long way
behind.
This apparent ambivalence towards
skills development of security
technicians needs to change or we risk
becoming losing work to other industry
sectors. As an industry, to remain
competitive we need to be on the front
foot by embracing change and actively
investing in the skills development of
our personnel.Through initiatives such
as the SecurityTechnician Certification
program, ASIAL has sought to provide
guidance and support to the industry
through this period of change.
I urge you all to review your skills
development needs and take a more
proactive approach to ensure that as
an industry, we are well placed to
service the needs of customers as new
and emerging technologies become
available.
Finally, I look forward to meeting
with as many of you as I can as I
attend the various ASIAL functions
scheduled to be held across the
country over the year.
Kevin McDonaldPresident
PPRREESSIIDDEENNTTSS MMEESSSSAAGGEE
The only constantis change THE MAGAZINE FORSECURITY
PROFESSIONALS
Editorial and Advertising
Security Insider is published by
The Australian Security Industry
Association Limited
PO Box 1338 Crows Nest, NSW 1585
Tel: 02 8425 4300 Fax: 02 8425 4343
Email: [email protected]
Web: www.asial.com.au
Publisher
Editor
Bryan de Caires | [email protected]
Editorial Enquiries
[email protected]
Advertising
Tania Laird | [email protected]
Creative Director
Martin Costanzo | [email protected]
Graphic Design + Prepress
Webfx2 Digital | [email protected]
Editorial Contributors
AON, Chris Delaney, John Fleming & David Owens
Print + Distribution
Nationwide Advertising Group
Published bi-monthly
Estimated Readership of 10,000
Views expressed in Security Insider do not
necessarily reflect the opinion of ASIAL.Advertising
does not imply endorsement by ASIAL, unless
otherwise stated with permission. All contributions
are welcomed, though the publisher reserves the
right to decline to publish or to edit for style,
grammar, length and legal reasons. Press Releases
to: [email protected].
Internet references in articles, stories and
advertising were correct at the time of printing.
ASIAL does not accept responsibility for misleading
views. Copyright2014 (ASIAL) All rights reserved.
Reproduction of Security Insider magazine without
permission is strictly prohibited. Security Insider is
a subscription based publication, rates and further
details can be found at www.asial.com.au.
[Next Issue] APRIL 2014
ISSN 1442-1720
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The recently launched ASIALwebsite has been
recognisedinternationally in the top 10
websites by Kentico for October2013.The ASIAL site is the
onlyAustralian (partner) site to feature in
the Top 10 sites globally for Kentico.Kentico Software is one of
the
worlds industry leaders in creatingsuccessful websites, online
stores,community sites and intranets.Thecompany has offices in the
US, UKand Czech Republic and more than1,100 partners in 80
countries.
The new ASIAL site featureseasier log-in and navigation,
alongwith access to blogs and onlineforums.The site features
responsivedesign which automaticallyconfigures the appearance to
suitthe device it is being viewed on (iecomputer, smartphone or
tablet).
To view the site visitwww.asial.com.au
ASIAL WEBSITE GAINSGLOBAL RECOGNITION!
The Security 2014 Exhibition and Conference will beheld in
Melbourne this year from the 4-6th June.
This year, the ASIAL Gala Dinner will be held on the firstnight
of the event (Wednesday 4th June) and the Cocktailreception on the
second night (Thursday 5th June).
SECURITY 2014
SECURITY INSIDER FEB 2014// 9
IINNDDUUSSTTRRYY NNeWWSS
SNP Security recently celebrated its90th anniversary with a
celebratorydinner in Sydney.The event attendedby 150 SNP Security
employees andindustry peers, including the Ministerfor Police and
Emergency Services,The Hon Michael Gallacher andExecutive Director
of the SydneyBusiness Chamber, Patricia Forsythecoincided with the
re-signing of SNPSecurity's long term contract withSydney
Airport.
Tom Roche, Managing Director,says that SNP Securityslongstanding
position in the industrymeans that the company offers allclients a
heightened level of service,fully regulated governmentcompliance
and the latest in state-
of-the-art integratedsecurity solutions.
"Our 90th year inbusiness has been amonumental year forthe
company. We haveseen the industrytransform quickly,particularly
over thepast decade and it'sbeen exciting to be atthe centre of
thesechanges. Now we are working todeliver further security
innovations inline with the industry's future visionto ensure that
we are still at the topin another 90 years," says Roche.
"We are extremely proud to saythat after serving Australian
businesses since 1923, we are still afamily-owned company. I
amhonoured to have been part of thattradition of service and I'd
like tothank each of our employees andclients for their role in our
continuingsuccess."
SNP CELEBRATES 90 YEARS
Left - Right: The Hon Michael Gallacher, Tom Roche and Patricia
Forsythe.
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NSW Attorney General Greg SmithSC has unveiled a display home
inSydneys northwest that aims toprovide affordable, easy to
installand aesthetically pleasing securityfeatures.The Safe Design
Home,which is the result of a collaborationbetween the Department
of AttorneyGeneral and Justice andUrbanGrowth NSW, will be
ondisplay for three years at The PondsDisplay Village.The
designdemonstrates that you dont need tobuild a steel fortress or
have accessto expensive state-of-the-arttechnology in order to have
a safehome, Mr Smith said.
The Safe Design Home, whichwas built by Eden Brae Homes,
islocated on the corner of RiverbankDrive and Tomah Crescent at
ThePonds. It is open from 10am to 5pmseven days a week.The
Pondsdevelopment is home to 7,500residents and is the fastest
growingmaster planned community in NSW.
The Safe Design Homeshowcases a range of designfeatures,
techniques and buildingproducts that the design and home
building industry utilise to enhancesafety within individual
homes andacross local communities. Designtechniques and features
have beenincorporated to provide:
Indications of home occupancythrough the use of designfeatures
that promote highvisibility and a strong buildingpresence to the
street.
Defined property boundariesand visitor access routes aroundthe
homes exterior through theuse of landscaping materials,plantings
and sensor lighting.
Passive surveillance through thelayout of internal rooms
andwindow placement to enhancevisibility throughout the home.
Protection against unauthorisedentry through security
productsincluding security doors, windowand door locks and home
alarmsystems.
ASIAL Chief Executive Bryan deCaires attended the homes
officialopening and appeared in the recentChannel 9 A Current
Affair programwhich featured the home.
For more information visitwww.asial.com.au
10 //SECURITY INSIDER FEB 2014
IINNDDUUSSTTRRYY NNeWWSS
NSW Attorney General Greg Smith SC (3rd from left) at the
official opening of the home.
SAFE DESIGN DISPLAY HOME UNVEILED
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IINNDDUUSSTTRRYY NNeWWSS
Since the last quarter of the 20thCentury the policing
environment haschanged from one dominated by astate funded public
police, to one inwhich the provision of policing isshared between
public and privateactors. Private security has expandedto meet
citizen demand, andincreasingly governments are turningto the
private sector to providepolicing services that are moreflexible,
cheaper, and in some casesmore specialised than that which canbe
achieved by the public police.Thistrend has significant
implications forour understanding of policing, andspecifically for
the leadership andmanagement of public policeorganisations. How
should the publicpolice position themselves in a pluralenvironment?
What are the risks ofpluralisation to the public police?What is
there to be gained?
These questions and others werethe focus of a day symposium held
at
the Australian Institute of PoliceManagement on 5th
November2013.The purpose of thesymposium was to bringtogether
representatives frompublic and private policingworlds, alongside
academicsspecialising in the field, todiscuss the changing nature
ofthe policing landscape andconsider the new securityfrontiers.
ASIAL Chief Executive Bryan deCaires was one of those to
addressthe meeting. Among the topicsaddressed included: Shifting
boundaries of policing:
Globalisation and its possibilities Trends in public-private
policing
and legislative implications Finding synergies in
public-private
policing: Opportunities,communication and regulation
Port and maritime security:Comparing US and Australian
experiences of working inpartnership
Public-private partnerships incyber security: Examples from
theUS and UK
A summary of the discussions isavailable in the ASIAL member
area.
The outsourcing of non-corepolicing activities is also the
subjectof a paper prepared on behalf ofASIAL by former NSW Deputy
PoliceCommissioner Dave Owens. For moreinformation turn to page
18.
PUBLIC-PRIVATE POLICING:EXPLORING NEW SECURITY FRONTIERS
14 //SECURITY INSIDER FEB 2014
The Australian Communications &Media Authoritys
regulatoryrequirements for cabling providerswho install specialised
cablingwithin customer premises havebeen amended. As a
result,registered cablers who intendcarrying out specialised
cabling(such as Structured, Co-axial andOptical Fibre) after 1 July
2014 needto have the training competencies
relevant to this specialised cablingwork.
The new competencies onlyapply to cabling providers whoundertake
the relevant specialisedcabling work within customerpremises.The
final date on whichcablers may undertake the fullrange of cabling
operations with abasic Open cabling registration is30 June
2014.
OPEN REGISTEREDCABLERSAll Open registered cablers doingthese
types of specialised/advancedcabling within customer premisesmust
by 1 July 2014 have acquiredthe appropriate specialistcompetencies
(also known as
Endorsements).Cablers who have already
attained Endorsements forStructured (previously Cat 5), Co-axial
and Optical Fibre Cabling willnot need to do further training
inthese specialisations, as theseendorsements are equivalent to
thecurrent competencies.
CHANGES TO SPECIALISTCABLING COMPETENCIES
The StandingCouncil of Policeand EmergencyManagement hasresolved
that the
previously agreed national minimumcompetency requirements
formonitoring centre operators beabandoned. As a result the role
hasbecome purely a probity-basedlicence class.
The change is a win for commonsense and is one that ASIAL
andmany other in the industry haveargued some time for.
CHANGES TOCOMPETENCYREQUIREMENT FORMONITORINGCENTRE
OPERATORS
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CORPORATE MEMBERS313 Business Group Pty Ltd
All-Skilled Hospitality Staff Pty Ltd
Auctoritas Consulting Pty Ltd
Black Tie Security & Investigation
Services Pty Ltd
A & J FamilyTrust
Grant Michael Lewis
Focus Holding Pty Ltd
Gentlemen Guards
Andrew Gill
IMDTProfessionals Pty Ltd
MG Security Services QLD Pty Ltd
NSW Alarm Monitoring Pty Ltd
Alpha Commercial Business
Consultants
Plan B Security (QLD) Pty Ltd
Prime Traffic Solutions Pty Ltd
Pro K9 Security Services
QinetiQ Australia Pty Ltd
Quick Step Solutions Pty Ltd
Quantum Vision Pty Ltd
Raymond Adams Investments Pty Ltd
Red Shield Technologies Pty Ltd
Rescue Force Security Pty Ltd
SAAB Australia Pty Ltd
Security101
Seneschal Security Group Pty Ltd
Steve Rolls Electrical Pty Ltd
Sync Electronic Security Pty Ltd
T& M Security Pty Ltd
Vertex Integrated Services Pty Ltd
Vicguards Pty Ltd
Worldwide Security Services Pty Ltd
Zoom Security Services Pty Ltd
UPGRADES TOCORPORATEMEMBERSHIPBecktech Pty Ltd
BlueCorp Group Pty Ltd
Intercept Security
Kevin Wayne Bennet
Kiama Golf Club Ltd
Lynette Kay Ogston
Opal Security Australia Pty Ltd
Powercorp Security Services
Prosec Pty Ltd
Securevent Protection Group
Swagger One Pty Ltd
UXC Connect Pty Ltd
Wrightway Security Services Pty Ltd
ASIAL MEMBERSHIPRECOGNITION PROGRAMThe ASIAL member
recognition
program acknowledges longstanding
association members. Recognition
categories include Platinum (25 years+),
Gold (16-24 years), Silver (11-15 years)
and Bronze (6-10 years).
If you are eligible and have not
already signed up to the program (there
is no cost to sign up).You find out more
information by visiting
www.asial.com.au/Memberecognitionpr
ogram or by emailing
[email protected]
The following organisations have
attained recognition levels:
Bronze
Backup Security Pty Ltd
Silver
Kudos Australasia Pty Ltd
ELK Security Pty Ltd
WELCOMETO OURNEW MEMBERS
AASSIIAALL NNEEWW MMEEMMBBEERRSS
ASIAL is pleased to welcome the following new members(including
Corporate and Associate members) who have joinedthe Association
over the past few months.
SECURITY INSIDER FEB 2014// 15
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The Federal government is currentlyanalysing a review of the
NationalBroadband Network (NBN) that itcommissioned.Whilst some are
waitingon the government to decide on thedirection it will take
before doing anything,the reality is that the NBN is pressingahead
regardless.Areas that have alreadyhad fibre cable installed will be
eligible toconnect to the NBN during the rollout.Theproposed
disconnection of PSTN servicesin fifteen areas across Australia
starts inMay 2014.
Recently,ASIAL published details ofthe post codes that will be
affected in therollout of the new NBN fibre network.Further to
industry feedback, the NBN Cois now issuing providers of
PSTN-connected devices such as security andmedical alarms with a
spreadsheet listingaddresses scheduled for disconnectionfrom the
existing copper network.
The Disconnection Address Data(DAD) list is a complete listing
ofproperties affected by the copperdisconnection.Access to this
will enableyou to compare the list of addresses thatwill be
disconnected from the coppernetwork against your own database
ofcustomers.This will assist you inconducting targeted
communications toaffected customers and enable you towork with them
in finding a suitablemigration strategy.
This DAD will be supplied to you onceyou have signed and
returned thestandard non disclosure agreement toNBN Co. NBN Co
reserves the right todecline to supply the DAD at
itsdiscretion.
To request access to the list you willneed to email NBN Co
[email protected] advisingof your interest in accessing
the DAD.
NBN Co intends to provide the DADon a monthly basis. However,
they maychoose to stop providing the DAD at anytime at its sole
discretion.
Retail Service Providers (RSPs) willstart to contact identified
customers at 6month and 3 month intervals to advisethem that the
current copper networkthat supports their home phone servicewill be
switched off on the specified
disconnection date.The home phoneservice will not work after
this dateunless it is moved to the NBN.
Mode 3 connected devices such assecurity alarm systems and
medicalalarms will be at risk during this transitionperiod.While it
is ultimately the customersresponsibility to advise the RSP of
anyspecial needs, it is vital that securityproviders contact their
customers to makesure that the security system continues
tofunction.
Security systems are nottelecommunication services, they
aretypically supplied by alarm companieswho contract directly with
end users andmake use of the existing in-premisestelephone line to
connect their devices toremote monitoring centres for service
andwhere necessary respond to situations. Inthe majority of
circumstancestelecommunication service providers haveno knowledge
or record of an alarmdevice being connected to the
customertelephone service or any of the associatedin-premise wiring
arrangements.
A key question for security providers iswhether to offer
services on the NBN orbe independent of the NBN by offering aGPRS
solution.
New products are starting to evolvefrom GPRS service providers
andequipment manufacturers utilising videothrough a hosted cloud
service.Asdemand for video verification becomesstandard practice,
state-of-the-art 2-waywireless alarm systems designed for
theresidential and small business marketsprovide more than a
standard homesecurity system.
These alarm systems support visualverification with a
self-monitoringSmartphone applications (also availablevia web
browser).These systems enablehomeowners to control their
alarmsystems remotely as well as view real-timeimages taken inside
their premises withthe wireless PIR camera detector
whichcommunicates with the host cloud server.
In the event of an alarm, the PIRcamera is automatically
activated andcaptures a sequence of images which itsends to users
via Smartphone/ webApplication.This capability enables users
to view the images and confirm if there isa crime in progress.
Monitoring stationsalso benefit from the visual verificationfeature
as the capability to ascertainwhether there is a false alarm will
savevaluable police time and resources.Thesesystems will provide
benefits for installers,monitoring centres and end users.
Even though its early days in the life ofthe NBN, a growing
number of providersare now developing the capability todeliver
services on the NBN, which willlead to greater competition.
Security providers need to be proactivein developing solutions
to meet thischanging environment. Failure to do socould result in
the loss of market share.Akey element in being prepared is
ensuringthat your technicians stay abreast ofchanges in technology
and cablingrequirements.
Maintaining and developing the skillsof technicians to meet the
needs of thedigital age will be vital. Companies in thedata and
communications sector arealready investing heavily in up-skilling
theirtechnicians. Apart from some earlyadopters such as Chubb
Security, itappears that many in the security industryhave not
taken opportunities to providestaff training. Rather they have
continuedto focus on the here and now - adecision that could come
back to hauntthem down the track.
* John Fleming is ASIALs General Manager.
IINNDDUUSSTTRRYY NNeWWSS
PREPARE YOURBUSINESS FOR THE NBN
16 //SECURITY INSIDER FEB 2014
By John Fleming*
UPSKILLING FORTHE FUTURE Options for SecurityTechnicians
toupskill:
Option 1: SecurityTechnicianCertification Course
Modules include: Cabling Installation Practices IntruderAlarms
CCTV Fundamentals Telecommunication Transmission
PathwaysFor more information
www.securitytechniciancertification.com.au or email
[email protected]
Option 2: Government funded Certification III in
Telecommunications Certification II in Technical Security
Incentive payments are available foremployers and trainees. For
moreinformation [email protected]
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18 //SECURITY INSIDER FEB 2014
FFEEAATTUURREE:: PPUUBBLLIICC PPRRIIVVAATTEE
PPAARRTTNNEERRSSHHIIPPSS
By David Owens*
PUBLIC PRIVATEPARTNERSHIPSEXPLORING THE OPPORTUNITIES
In a tightening fiscal environment, Governments acrossthe
country are searching for ways to balance budgetsand increasingly
they are turning to Public PrivatePartnerships to achieve these
savings.
When it comes to public safety, Police willalways be required to
maintain law andorder, prevent and detect crimes, andreduce the
fear of crime through theirpresence. However, the question now
beingasked is, can some of the functionscurrently performed by the
police beprovided as efficiently and effectivelythrough the
establishment of privatepartnerships?
To explore this issue further,ASIALrecently engaged Dave Owens
APM,Managing Director, Risk-e BusinessConsultants Pty Ltd and
former DeputyCommissioner with the NSW PoliceForce to prepare a
position paperaddressing the opportunities andobstacles for
public/private partnerships.
The following is a summary of thefinal report, copies of which
are availableto members on request by
[email protected]
In consideration of any Public, PrivatePartnership there needs
to beacknowledgement that there is aninterdependence between
fourinterconnected stakeholders in theprocess: Government, Police,
PrivateSecurity and the Community.Consideration needs to be given
that,through tight contractual arrangements,could partnerships be
managed in waysthat would meet the public interest
criteria, whilst at the same time ensuringaccountability is
maintained?
In preparing the report, sworn andunsworn staff from the NSW
PoliceForce, Queensland Police Force andNorthern Territory Police
wereinterviewed, along with senior personnelfrom G4S Security
(Australian and UK-based personnel), MSS Security, SercoSodexho
Defence Services andQANTAS.
The Australian Federal Police wereinvited to participate, but
declined.TheVictorian Police Force was invited toparticipate, but
declined citing that asthe matter related primarily to theVictorian
Government's policy positionon public/private partnerships it
wouldbe inappropriate forVictoria Police toparticipate in this
survey.
The New South Wales andQueensland Police Associations werealso
invited to participate.The issue wasdiscussed at their National
Conferenceand a decision was made not toparticipate as they are
opposed to theconcept of Public Private Partnerships andplan to
issue a research paper of their own.
The study focused on five key questionsand the following is a
summary of theresponses provided.
1. What are the potential benefits tothe Government and
community?The three main responses included:
Cost savings enables the provision ofa more flexible and cost
effectivesupport service, coupled with theconcept of
Contestability
Free up resources - frees up of front linestaff to attend to
core business activities
Improved systems - use of improvedbuying power, local suppliers
in ruralareas and a broader network ofsuppliers Other comments
provided included:
increased innovation in policing throughexposure to different
sectors and ideas inservice delivery; reduced overheads;increased
professional relationshipsbetween police and security;
potentialconflict of interest and undermining ofconfidence in
police; and sustainability ofservice delivery standards within a
tightfiscal environment.
ContestabilityThe Queensland Government has been atthe forefront
of the recent push forcontestability of service provision
(theprocess where Government tests themarket to ensure it is
providing the publicwith the best possible solution at the
bestpossible price).This is a concept that iscurrently being worked
through by the
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SECURITY INSIDER FEB 2014// 19
FFEEAATTUURREE:: PPUUBBLLIICC PPRRIIVVAATTEE
PPAARRTTNNEERRSSHHIIPPSS
Queensland Police Service.If applied correctly, the contesting
of
policing services will free up police officersto focus on work
that requires the actual orpotential exercise of police powers.The
flowon effect should be that this shouldincrease productivity,
increase value formoney and increase the quality of servicesto the
community.
2. What activities currently performedby police could be
outsourced tothe private security industry?
No exercise of the powers associatedwith the Office of Constable
-consideration could be given tooutsourcing duties where the Office
ofConstable and legislative powers were notrequired.
Through Legislation, police areempowered to enforce the law.
PrivateCitizens, including private security, are notso
empowered.The police have the abilityto prevent the commission of
an offencebefore it actually occurs and are givenstatutory immunity
from civil prosecution(where it is proven they have
actedreasonably).The same rights are notextended to private
security personnel.
Custody Management - responsesranged from full privatisation of
custodymanagement to consideration of the streetto suite approach
in the LincolnshirePolicing Strategic Partnership model in theUK.
Facilitating the custody managementprocess but not taking away the
ability fordetermining the charge or decision not tocharge.This
should remain with a swornofficer.
Firearms Inspections/Licenses -firearms inspections to ensure
generalcompliance issues were being met, but nothandguns, security
firms and licenseddealers. Consideration was also given
tofingerprinting associated with obtaining asecurity licence, a
task currently conductedby a police officer.
If a partnership existed in respect toCustody Management,
private securitywould be already trained in obtainingfingerprints,
so it was seen as a naturalprogression. Licensing (with regards
tolicensed premises) was seen as a policingresponsibility.
Exhibits and Property handling - longterm storage and exhibit
handling whereexhibit facilities were centrally located.
Crime scene/Hospital Guard:Responses were divided on this
issue.Hospital guards could be performed, postarrest but prior to a
detained person beingentered into the custody of corrections.There
was however, concern at theguarding of crime scenes due
toperceptions of professionalism (or lackthereof) within private
security and the needto be vigilant with respect to access
andegress from a crime scene.
Other activities suggested includedmental health transportation;
major events(eg APEC, G20); in the role of SpecialConstables in
building access and securityfunctions; prosecutions, (outsourcing
to theDepartment of Public Prosecutions);functions performed within
a CrimeManagement Unit, Crime PreventionOfficer, Domestic Violence
victim support;partnerships should not be only looked atas security
doing the role, but rather non-sworn staff being able to perform a
role,administration roles; wide load escorts andother traffic
related duties; fleetmanagement; security/anti looting
duringdisaster recovery.
3. What are the obstacles (real orperceived) to outsourcing?
Police Association/Unions - the PoliceAssociation views any
outsourcing ashaving a negative impact on policingnumbers and is
firmly against outsourcingfunctions being performed by anyone
otherthan police. Outsourcing is seen as a threatto policing and
the push forprofessionalism and the thin edge of thewedge for
further encroachment into policeduties.
Police Legitimacy concerns wereraised as to community perception
andconfusion over who the real police are andcommunity expectations
of police anddelineation of their role.
Perception that policing services areonly provided to those that
can affordthem.Will the community accept sometasks being undertaken
by someone otherthan an employee of the State (whether apolice
officer or staff member).
Reduction in the quality of service - areduction in the quality
of service due tolower standards of training in privatesecurity.The
perception or reality of thecreation of a second tier police force.
In theprovision of service to the community,
security companies provide a level ofservice that is
commensurate with howmuch it is funded. If outsourcing is viewedas
a cost saving exercise, there is thepotential risk to service
provision as youget what you pay for.
Legislative Reform - the Police Act isnot applicable to
outsourcing. Legislativereform would have to occur as there wouldbe
a requirement for power to undertakespecific tasks. Ineffective and
slow tochange to keep pace.
Culture - the police are traditionallyconservative and
protective of the functionsthey perform.There is a reluctance to
workwith change.
Security of Information - security andconfidentiality of
information was expressedas a concern due to differing
vettingprocesses from State to State. Concernsexpressed over the
security industryaccreditation process and probity duringthat
process.
Command and Control - contractualarrangements and who would be
in controlin certain situations.
Other comments included -professionalism (or lack thereof)
andcorruption. Police Forces have come a longway since Commissions
of Inquiry or RoyalCommissions. Systems are now in placethrough
auditing, guidelines, policies andprocesses. Private security does
not havethe same robust systems in place;availability of a
competent, appropriatelytrained workforce; consistency in
trainingbetween different security providers;reduction in the size
of the Police Force;inability of police and providers to keeppace
with community changes andexpectations.
4. What would the necessaryprerequisites/conditions be
foroutsourcing to occur (from a policingperspective)?
Contractual obligations andperformance methodology
acomprehensive memorandum ofunderstanding and service
levelagreement; performance reportingmethodology key performance
indicators;realistic activity based costing. Clarificationof
accountability process/well-constructedcontracts setting out
contractualobligations and performance requirements.
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Realistic cost benefit analysis/strongbusiness case - a
realistic business casecoupled with a cost benefit analysis
wouldneed to be developed considering all coststo outsourcing.
Appropriate training standards - theestablishment and
maintenance ofappropriate training standards includingtask specific
training for custody facilitiesetc.
Legislative changes - changes may berequired and need to be
considered inrespect to outsourcing of some tasks.Custody and
mental health werementioned as possible examples.
Robust vetting - the robust vetting ofpotential applicants.
Police retain control - Police agenciesshould retain control of
the outcomes thatare to be achieved (where the serviceremains a
policing responsibility) and abilityto control contracts, i.e. the
Commissionercan terminate services where contractedperformance
indicators are not met.
Training - training of security industrypersonnel was identified
as a majorconcern as requirements vary from state tostate.There was
a strong view that onlythrough all jurisdictions being held
toaccount to the same standards that thisissue will be
overcome.
5. What is the view amongst seniorpolice towards the
idea/concept ofoutsourcing?
Participants were asked to provide theirviews on the corporate
response and theirindividual thoughts on the idea/concept
ofoutsourcing.A significant number ofindividuals chose not to
answer thequestion about what the corporate view is.
Corporate:Committed/Conservative - committed toan equitable
process in delivering value formoney services to the community. Can
beachieved if appropriately budgeted.Committed to ongoing renewal
usingcontestability as a framework fordetermining best value for
money servicesthat can be delivered to the community.
High degree of risk attached tooutsourcing concerns in respect
topublic perceptions, legitimacy and corefunctions/roles. Risk is
also associated inthe failure of contracted security to providethe
service for which they are contracted.
Nervous - nervousness about publicperceptions that police are
not able to dothe job.
Concerns re budget transfer - in anyoutsourcing, if the job is
no longer beingdone by police, then they dont require thebudget
associated with that task anylonger. Budgets then get cut.
Experience of the corporate view is thatessentially police
remain shyand cautiousof the potential for outsourcing.
As police executives struggle to definenew ways of achieving
cost efficiencies in achanging fiscal environment, theoutsourcing
debate will become a moreattractive option to deliver
improvedservices at a reduced cost.
Personal:Limited role - there is a role foroutsourcing, however
it is a limited one.Theconcept that it would release police to
thefront line is a good one, however equally, itwould take
potential restricted dutiespositions away from the police and
wouldlikely result in medical discharge of officersrather than
having them restricted andperforming meaningful back of house
rolesand functions.
No pre-ordained views - the viewswere either moderate or no
pre-ordainedviews, however they needed to know thedetails of any
proposal and any changesmust be evidence based
changes.Anynegativity surrounding outsourcing wouldbe purely a
cultural issue and one thatcould be overcome by a
well-constructedcommunication strategy and with thepassage of
time.
Pragmatic approach - obligation to thetax payer to deliver a
quality service withvalue for money.A necessary
corporatealternative due to ongoing tight fiscal policyand
requirement by government to reduceoperating budgets.
Needs to be seriously considered -needs to be considered
seriously howeverany issues with service delivery will see
itfail.There would be a sense of disjoint withthe community if
police are not seen to bemaintaining law and order. Likewise there
isa sense of lesser quality service if they aregiven a lesser
trained and equipped personto perform the task. Back of
housefunctions such as custody management,transportation etc would
be appropriate.
High degree of risk concern over
public perceptions, legitimacy and corefunctions/roles. Risk is
also associated inthe failure of contracted security to providethe
service for which they are contracted.
In the consideration of outsourcing, it isabout achieving the
best possibleoutcome, so if the same outcome can beachieved through
use of externalresources/providers, then this should be anoption
that needs to be considered.However, if an external provider
cannotachieve the outcomes that the Police,Government and Community
are seeking,or cannot provide the service to thestandard that is
expected, then the taskmust remain with the police.
Policing is undergoing arguably its mostcomprehensive
transformation in its history(globally) as both a way of life and
as abusiness. It will create new methods ofbusiness and managing
publicexpectations, absorbing dynamictechnology and social media.
Outsourcingneeds to be a constant consideration inthe debate about
services and closerinteraction with business needs to occur,as
executives strive to incorporate this intonew business models.
The interviews highlighted theinteractions/linking between the
fourgroups involved or affected by PublicPrivate Partnerships.These
groups are:
PolicePolice need to firstly understand fully whatfunction they
need to perform as theircoreduties.They also need to be in a
position toclearly set the desired outcome of anypartnership (or
outsourcing) that may occur,along with the processes of how
thatoutcome is going to be achieved.There is aneed to understand
what it is that is goingto be outsourced, then a minimumstandard
set for those tasks to beachieved. Consideration also needs to
begiven as to the expertise that Policepossess in being able to
manage anoutsourced contract.
There is a clear lack of knowledge andunderstanding of what
resources andexpertise are available within the privatesphere.An
understanding of what isavailable and how it can be utilized is
vitalin any partnership.An example of this is inthe area of
Emergency Management.
Private security are not viewed as firstresponders.When people
are asked to
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identify first responders they immediatelythink of Police, Fire
and Ambulance (thetraditional ones). However, as theterminology
used and role definition haschanged, so to should the definition
offirst responder. Private security for majorcorporations and
insulations are notviewed by the police as a
primaryresponder.Whilst in many circumstancesthey are highly
trained and haverehearsed their roles within an emergencymanagement
situation, in many instancesthey are not utilised and in fact
preventedfrom doing their job.
GovernmentGovernments need to have the courageand fortitude to
research and considerimplementation of Public/PrivatePartnerships
if they are going toimprove the service to the community.This will
occur during times of tightfiscal constraint, where there is a
needfor balanced budgets.The QueenslandGovernment with the adoption
of itscontestability approach to all contractsand tenders is
clearly heading in thatdirection (and lessons can be learntfrom
that process).
Governments need to ensure thatthere is an equitable tender
process inplace that not only ensures value formoney service
provision, but alsoconsiders and facilitates the use ofsecurity in
commercial and institutionalventures. Governments also need
toensure that there is effective regulationin place in any Public,
PrivatePartnership.
Legislative requirements need to beconsidered by Governments as
theycurrently exist and how to move into thefuture.These
considerations shouldencompass the establishment ofnational
security protocols as theCouncil of Australian Governments
hassought to establish a model of nationalregulation.
CommunityThe Community needs to be satisfiedthat there will be
no loss in standard ofthe service that they are going toreceive.The
perception remains that,policing services/tasks are beingundertaken
to a lower standard, simplybecause police are no longer
performing that role.This perceptionneeds to be overcome early
in anydebate through education of the publicas to the reasons why
the task is nolonger done by a police officer, and thattraining has
been specifically providedto perform that role.
There must also be a guarantee thatthe service will be provided
to an equalor higher standard.There needs to bereassurance that
both the individualand the company has met an agreedupon standard
and that the standard isa nationally accepted standard.
Private SecurityTraining needs to be implemented toenable that
individuals reach thestandard that has been set.Thequestion needs
to be honestly askedwithin the industry; is the individual
andcompany fit to provide the service,considering the capability of
the peoplethat are going to provide that service?The training
capability of the industryprovider needs to ensure that theprovider
has the training capabilityalong with the proven ability to
employthe right person for that function.Theonly way you can
achieve this isthrough a model of national recognition.
Industry regulation needs to ensurethat the licensing systems in
alljurisdictions are consistent, this wouldinclude probity
(including a robustcompliance regime) and mobility.Consideration
needs to be given as tohow this regulation is achieved toensure
community confidence isgained.
ConclusionIt is clear that there is growing interestin the area
of Public PrivatePartnerships, not only by Governmentand Police but
by a community who arebetter informed due to the expansion ofsocial
media. As society develops andsocial migration occurs, societys
viewson who will deliver what service willbecome more flexible. It
is at this timethat agencies/organizations (both publicand private)
need to be in a position tocapitalise on this opportunity.
The Queensland Government hasintroduced the concept
ofcontestability for contracts and
provision of services.This has meantthat the Queensland Police
Service hasfound itself having to compete in theprovision of
service to areas wherethere has traditionally been nocompetitors.
Overseas experienceshave shown that this is a developingtrend and
other Police Forces need toconsider and research
partnerships,before it is thrust upon them.
There needs to be a consistent pushby private security for a
National Modelof Regulation to ensure consistency(not
inconsistency) in the provision ofservices.There still exists a
view withinpolicing services that private security ispoorly trained
(in some instances) or atleast that training is
providedinconsistently across jurisdictions.Concerns also remain
regarding accessand security of information, even thoughmany
private security operators withinthe military sphere have secret
and topsecret clearances.These perceptionsneed to be addressed
through thecommencement of high leveldiscussions, coupled with
mutualrespect for each organisation.
Public, Private Partnerships are not anew concept.There has been
significantdiscussion and implementation withinthe defence industry
where similararguments against change were raised.The private
sector is now wellembedded within defence facilities andlessons
could be learned if it is to beconsidered within a policing
sphere.There needs to be an ongoing debatewhere all parties have an
equal voice,along with additional research.
Public, Private Partnerships-exploringthe opportunities is
available on requestto ASIAL members by
[email protected]
About the authorDavid Owens established Risk-eBusiness
Consultants, an Executive LevelManagement Consultancy, when
heretired as Deputy Commissioner of theNSW Police Force after over
30 years ofservice. As the Deputy Commissioner, hewas responsible
for the leadership andmanagement of nearly 13,000 police and1200
public servants.
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AASSIIAALL WWEEBBSSIITTEE
The new ASIAL web site now features the latest in responsive
design for mobile and tablet viewing andautomatically resizes for
the device you are using.This means you can access the site
anywhere, anytimeand still be viewing the same information as you
would on your desktop.
New look ASIAL website up and running
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SECURITY INSIDER FEB 2014// 23
Are you accessing the member area of the site?At no extra cost,
ASIAL members can have multiple logins for additional employees to
accessinformation and special discounts. For more information email
[email protected]
AASSIIAALL WWEEBBSSIITTEE
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Win more with less:10 tips for tenderingtriumph in tough
times
TTEENNDDEERRIINNGG
24 //SECURITY INSIDER FEB 2014
By David Lunn*
NEW contracts and orders are thelifeblood of any
organisation.Winning thesenew contracts and orders (from existing
aswell as new customers) almost alwaysinvolves the preparation of
an offer in theform of a written tender, proposal or quote.
Writing tenders and proposals takes ona whole new dimension when
businessesare dealing with government bodies orlarge
corporations.The formality ofresponding to the invitation
documents,the use of on-line systems to prepare andcommunicate
responses and the sheersize and complexity of their buyingprocesses
can seem very daunting.
When economic circumstances tighten,the need to secure these new
contractsand orders (especially from big stableclients like
government departments)becomes even greater. But to conservecash
when times get tough, manybusinesses cease or reduce
businessdevelopment, marketing and administrativefunctions.The
problem of course is thatthese are the exact types of skills
neededpreparing winning tenders and proposals.
So the key question is: How canorganisations maximise their
chances ofwinning tenders and proposals in the faceof fewer
resources to complete them? BidWrite offers the following 10 tips
to helpout.1. Get ready for tendering. You dont just
wake up in the morning and run amarathon. It takes training,
nutrition,advice and careful preparation tosucceed.The same applies
to writingtenders and proposals. Businesses
cant just decide to write a proposal andexpect it to get it
right. For example, doyou understand what information youtypically
need to provide and how to getit? Are you familiar with the
terminologyand processes? Do you have thenecessary skills to write
clearly andprepare attractive professionaldocuments? Do you have
the rightcomputer support and software? To begood at tendering
requires the sameplanning and investment as any otherbusiness
function or personalendeavour.
2. Target opportunities and investwisely. Tendering isnt like
buying a lottoticket every week.Writing mountains oftenders and
proposals, crossing yourfingers, and rejoicing when oneeventually
wins is wasteful in a businesscontext. Savvy organisations know
thatthey are better off focussing on highlikelihood prospects,
which areconsistent with their strategies andplans.They have clear
methods andtools to help work out when they shouldtender or
not.This means that theypreserve their resources to do a greatjob
on the tenders and proposals theyare better placed to win.They do
notspread themselves too thinly over awider range of marginal
ones.
3. Winning happens before writing.Most of us understand the
value ofrelationships in a business context. Itis extremely
important to know your
client or prospective client and matchwhat you offer to what
they need.Some would argue this is the best wayto carry out
business, but concernsover impartiality and getting genuinevalue
for money mean that tenderingand proposal processes try toeliminate
the potential for unfair bias bylimiting ways in which
interpersonalaccess is undertaken.This doesntmean that there is no
place intendering for building relationships,understand clients
needs and buildingyour company profile. Quite theopposite in
fact.To be successful intendering almost always involves
beingbetterpositioned to win before thewritten tender or proposal
is required.A good rule of thumb is that if the firsttime you have
learned of anopportunity is when you heard thethud of it hitting
your desk then youare unlikely to be succeed.
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26 //SECURITY INSIDER FEB 2014
4. Follow the rules. Our own values andbeliefs often guide the
degree to whichwe follow, or not, all rules, regulations,guidelines
(and laws!) we live and workwithin. Unfortunately buyer tolerance
todepartures from tendering conditionsand rules tends to be much
tighter. Flirtwith these at your peril. If the buyingorganisation
wants you to fill in a form,do it. If they want your prices
presentedin a particular way, do it. If you need tolodge your
tender in at a particular timeand location, do it. Remember that it
isreally easy for buying organisations toeliminate your tender or
proposalbecause it hasnt complied with theirrules irrespective of
how great yoursolution or price is.
5. Time is your enemy. Tenders andproposals, by and large, need
to besubmitted within a defined timeframe.This can range from a few
days toseveral weeks, but hardly anyone everbelieves they get too
much time tosubmit. Some people are great atscheduling their days
so effectively thateverything is done ahead of time, to ahigh
standard and without compromise.Writing tenders and proposals
shouldbe prepared like this too, but they areleft to the last
minute, no matter howlong the tender open period is! Thesimple
truth is that writing effectivetenders and proposals means
earlyplanning action. For example, who iswriting what parts of the
tender? Whendo your draft responses need to becomplete? How long
are you internalreviews and approvals going to take?Have I got
enough information to dothe estimating/pricing? Businesses
thatwrite winning tenders and proposalsknow that they need to
schedule allthese activities and manage them likethey would any
other project.
6. Its all about your client. Most of usfind it easy to talk
about ourselves, ourachievements, our successes.Unfortunately this
is not the way to winwork through tenders and proposals.Tenders,
proposals and quotes areactually about your client, not you.
Howhave you shown you truly understandits needs? Whats in it for
them? Howwill they benefit from choosing you? You
need to say these things in your tenderor proposal. Banging
about how goodyou are, especially with unfoundedmotherhood type
statements regardingyour products, history and performanceis not
being client focussed and is asure way to lose that next sale.
7. Win the work first, then do it. Atender, proposal or quote is
a salesdocument. It is designed to conveyyour offer to supply in
such a way that itconvinces your client to choose youabove all
others. Many organisationsgo into minute detail to describe howthe
work will be done or how thesolution will be provided but forget
thatthey actually need to win the work first.Yes you need to prove
that you can dothe job or have the necessaryexperience, but have
you shown thatyou understand what you client actuallywants? There
is no point solving thewrong problem
8. Ignore competition at your peril. Its arare occasion in which
tenders andproposals are prepared without anycompetition. In fact
many tenderingprocesses are purposefully designed tomaximise
participation by competingbusinesses. So preparing
tenders,proposals and quotes must beundertaken in light of
competitors. Whoare they? What are they likely todo/say? How can I
set myself apartfrom them when there could be 10s(or even hundreds)
of them all asequally anxious to win the work as me?A tender or
proposal that is preparedwithout an understanding ofcompetitive
alternatives is notpersuasive.
9. Price is always important. Sometimesprice is the dominant
decision criteriawhen organisations and individualsmake their
buying decisions.Sometimes it isnt. In any event it isalways
important.You need tounderstand how the price (or total cost)of
what you offer is likely to be beingjudged and make sure you not
onlyprice to suit - but consider alsodescribing your price in this
light. If youknow you are low cost say why. If youoffer higher
value, higher cost services
then maybe you should describe thisso the buyers understand and
dontmake ill informed comparisons. Maybeyou should provide options
to givegreater price/value choice. Realise toothat an obviously low
price is oftentreated by buyers with the samesuspicion as a price
much higher thanothers.A good guide is that you shouldprice
reasonably, sustainably and be inthe ball park to win.
10. One size does not fit all. Clearly asimple
price/availability quote is differentto a multiple volume, large
tendersubmitted to a resource giant on amega-project! So businesses
need torecognise that the kind of opportunitythey are trying to win
shapes what thetender, proposal or quote will contain,look like and
amount of effort needed tobe invested.Wise businesses donttherefore
fall into the trap of thinking theycan use a tender or quote
template torespond to every request. Sure if its asmall quote, or
you get to control exactlyhow your proposal is prepared
andstructured, then well designed templatesare a great way to be
efficient and clear.But for larger opportunities your tenderor
proposal has to be tailored to thatopportunity.This means that you
musthave the skills necessary to make thesechanges. If you dont
then you arenteither following the rules or being clientfocussed
fatal flaws as we havedescribed above.
The bottom line.Writing tenders,proposals and quotes is an
extremelyimportant business function. By beingstrategic, selective
and well preparedwinning documents can be completed aspart of the
ordinary fabric of anyorganisation, not treated as an
afterthoughtwhich is relegated to whoever is least busyor performed
late at night over takeawayfood and energy drinks! If you follow
these10 tips then youll be well on the way towinning that next
contract.
About Bid WriteDavid Lunn is a Director with Bid Write,
aspecialist Australian consultancy thatbrings together tender
request and tenderresponse expertise in one organisation tohelp
clients buy better or win more.
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Angelo Gannis Client Manager, Aon Risk Solutionst: +61 2 9253
7489 e: [email protected]
SECURITY INSIDER FEB 2014// 31
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ADT Security NSW 404 A1 30 Jun 2014
ADT Security (Data Centre) NSW 405 A1 30 Jun 2014
Allcare Monitoring Services WA 379 A2 28 Feb 2014
ARM Security WA 402 A1 10 Mar 2015
ART Security VIC 392 A1 30 Sep 2014
Calamity Monitoring NSW 383 A1 20 Mar 2014
Central Monitoring Services NSW 380 B1 21 Mar 2014
Energize Australia VIC 391 C2 18 Mar 2014
Glad Security NSW 398A A1 25 Nov 2014
Golden Electronics TAS 395 A1 17 Oct 2014
Grade One Monitoring NSW 378 A1 13 Feb 2014
Grid Security Services NSW 381 A1 18 Mar 2014
Instant Security Alarms QLD 413 A1 23 Sep 2015
ISS Security NSW 373 B3 25 Nov 2013
Linfox Armaguard VIC 393 A1 08 Aug 2014
Mekina Technologies TAS 399 A1 02 Nov 2014
NSS Group NSW 384 A1 07 May 2014
Onwatch NSW 396 B1 31 May 2014
Paul-Tec Australia NSW 409 A1 01 Aug 2015
Protection Pacific Security VIC 394 C2 9 Aug 2014
RAA Security Services SA 400 A1 12 Dec 2014
Secom Australia NSW 417 A1 14 Dec 2015
Sectrol Security VIC 412 B2 01 Dec 2014
Securemonitoring VIC 414 A1 23 Nov 2015
Securenet Monitoring Services NSW 386 A1 04 May 2014
Security Alarm Monitoring Service SA 387 A1 18 Jun 2014
Security Control Room VIC 411 A1 18 Aug 2015
Sesco Security WA 407 A1 03 Jun 2015
Signature Security WA 403 A1 30 Jun 2014
SMC Australia QLD 416 A1 07 Dec 2015
SMC Australia VIC 415 A1 16 Dec 2015
SNP Security (Newcastle) NSW 410 A1 17 Aug 2015
SNP Security (Sydney) NSW 408 A1 13 Aug 2014
Spectus WA 406 A1 12 Apr 2015
State Government Protective Security Service QLD 388 C1 22 May
2014
Westpac Banking Corporation NSW 382 A1 19 Mar 2014
Woolworths Limited NSW 397 C1 04 Nov 2014
Company (short form name) State Cert. No. Grade Expires
ASIAL Certified Security Monitoring Centres*
Current as at: 20 December 2013
*The above-listed ASIAL Certified monitoring centres comprise
those establishments that have been inspected and graded
forcompliance with the applicable Australian Standard: AS 2201.2
2004. PLEASE NOTE: ASIAL takes no responsibility for
listedcompanies which may change the nature of their operations
subsequent to Certification.
Australian Security IndustryAssociation Limited
32 //SECURITY INSIDER FEB 2014
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The following provides a helpful overview of the many
essentialthings employers need to understand when employing
people.Obviously we cannot cover everything in detail here,
however,members requiring further information can contact
ASIAL.
Employing people its a complicatedbusinessBy Chris Delaney
34 //SECURITY INSIDER FEB 2014
EEMMPPLLOOYYIINNGG PPEEOOPPLLEE IINN AAUUSSTTRRAALLIIAA
RECRUITINGEmployers aim to have an efficient andproductive
workforce.This means havingthe right people in the right place at
theright time. But it isnt that easy thanks tothe many legal issues
that arise in theprocess of seeking, interviewing andselecting
candidates for a position.
SELECTINGEmployers cannot discriminate against acandidate on the
basis of an attribute(including sex, race, pregnancy,
age,impairment, political belief or activity)when deciding who
should/should not beoffered employment. Employers shouldalways
develop objective criteria forselecting employees, preferably based
onthe position description and the essentialand desirable
requirements of the job.
OFFERING EMPLOYMENTOffers of employment should be inwriting,
however a verbal offer is stillbinding if accepted by the employee.
Awritten offer should include the date ofcommencement of the
employment,probationary period, reportingresponsibilities,
information on hours ofwork, wages, leave and other
entitlements, confidentiality and how theemployment contract may
be terminatedand any other important aspects of theemployment
relationship that are not setout in Australia's employment
legislation,the FairWork Act 2009 (Cth) (FairWorkAct).
Also included will be information onany bonuses, other benefits
such as carallowance, superannuation, notice oftermination and
summarily dismiss,protection of confidential information
andintellectual property, post-terminationrestrictions and
governing law andjurisdiction.
RESTRAINTSEmployers should ensure that theprospective employee
does not have anyrestrictions that may prevent him or herfrom
entering into the employmentcontract (for example, a
post-employmentrestraint of trade imposed by his/herformer
employer).
MANAGING EMPLOYEESMany matter issues arise during theemployment
relationship that requirescareful management in order to ensurethat
a positive ongoing relationship is
maintained, and that there is compliancewith relevant legal
obligations.
BENEFITS AND ENTITLEMENTSModern awards apply to national
systememployees in a particular industry oroccupation. Modern wards
and the NSset out the minimum requirements withwhich an employer
must comply inrespect of benefits and entitlements fortheir
employees, including the minimumwage. Alternatively employees
maycovered by an enterprise or collectiveagreement.This will set
out employees'benefits and entitlements.
THE TEN NATIONAL EMPLOYMENTSTANDARDS:1. Hours of work the
maximum
ordinary hours of work for a full timeemployee is 38 hours per
week. Anemployer may require an employee towork reasonable
additional hours.
2. Request for flexible workingarrangements after 12 months
ofcontinuous service an employee whois a parent, or has the
responsibility forcare of a child, may ask for a changein working
arrangements to assist with
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caring for the child. An employer mayrefuse a request for
flexible workingarrangements on reasonable businessgrounds.
3. Annual leave all employees otherthan casual employees are
entitled tofour weeks' paid annual leave for eachyear of service.
Shift workers areentitled to an additional weeks leave.
4. Personal/carer's leave allemployees other than
casualemployees are entitled to ten days(76.hours) of paid
personal/carer'sleave (including sick leave) for eachyear of
service.
5. Compassionate leave allemployees other than casualemployees
are entitled to two days ofpaid compassionate leave for
eachoccasion when a member of theirfamily or household dies,
contracts apersonal illness or sustains a personalinjury that poses
a threat to themember's life.
6. Community service leave employees other than casualemployees
who engage in eligiblecommunity service (including juryservice and
voluntary emergencyactivity) may be absent from his/heremployment
to engage in the activity.
7. Public holidays an employee isentitled to be absent from work
on aday (or part-day) that is a publicholiday in the place where
theemployee is based for work purposes.
An employer may ask an employeeto work on a public holiday if
thatrequest is reasonable.The FairWorkAct describes factors that
must betaken into account when determiningwhether a request is
reasonable.
8. Unpaid parental leave unpaidparental leave is available
toemployees with 12 monthscontinuous service for the birth of a,or
the placement of a child with theemployee for adoption.A paid
parental leave scheme has
recently been introduced in Australia,giving those eligible an
entitlement to 18weeks' paid parental leave at the national
minimum wage, to be paid by thegovernment via employers.The
PaidParental Leave Act 2010 came into effecton 1 January 2011.
9. Notice of termination andredundancy pay - The length ofnotice
depends on the duration ofservice of the employee.The NESalso
entitles eligible employees toredundancy pay where employmentis
terminated for specific reasons.
10. Fair Work Information Statement employers are obliged to
provide aFair Work Information Statement to allemployees who
commenceemployment.
THE MODERN AWARD SYSTEMMost employees in Australia arecovered by
one of the 122 modernawards relate to specific industries
oroccupations which, together with theNES, provide relevant minimum
safetynet of terms and conditions.
In the Security Industry the two mainawards are the Security
ServicesIndustry Award 2010 for guards patrolofficers and
monitoring centreoperators and the Electrical, Electronicand
Communications IndustryContracting Award 2010, which coversalarm,
CCTV installers and associatedactivities.
WAGESEmployees may be paid weekly orfortnightly. Employers must
issue payslips (in hard copy or electronically) toeach employee
within one working dayof their pay day, even if they are
onleave.
Modern awards prescribe minimumwages and often have
provisionsrelated to the manner and timing of thepayment of
wages.
Deductions from wages may only bemade with the express
writtenpermission of the employee.
SUPERANNUATIONEmployers are required to paysuperannuation for
all employees inaccordance with superannuationlegislation.The
current minimum rate ofsuperannuation to be paid into
asuperannuation fund for eligible
employees is 9.25% of the employee'sordinary time earnings.
LONG SERVICE LEAVELong service leave is governed by stateand
territory legislation. It is envisagedthat these will eventually be
harmonisedwith LSL being covered in the FairWorkAct 2009. Employees
currently becomeeligible to take long service leave aftercompleting
between seven and 15 yearsof continuous employment with the sameor
a related employer.
TAXATIONAll employees who earn income inAustralia are required
to pay income tax.Employers deduct income taxinstalments (PAYG
instalments) fromemployees' wages. Deductions go to theAustralian
Tax Office (ATO).
VARYING TERMS AND CONDITIONSAward conditions may only be varied
bythe FairWork Commission and in thecase of the NES by
legislation.
Employment contracts may only bevaried by agreement between the
parties,provided that minimum legislatedstandards cannot be
reduced.
WORK HEALTH AND SAFETYRecently Safe Work Australia
developednational model work health and safetylaws. Most
jurisdictions in Australia haveenacted their own laws that mirror
thenational model. Generally, employers arerequired to ensure, so
far as is reasonablypracticable, the health, safety and welfareof
their employees while they are at work.Work health and safety
legislation sets outan employer's duties.
TERMINATION OF EMPLOYMENTTermination of employment is a
complexmatter, which must be approachedcarefully. Employers need to
be aware oftheir contractual and common lawobligations as well as
the statutoryprovisions when ending an employmentrelationship.
Before any decision toterminate is made employers are advisedto
seek professional advice.
REDUNDANCYRedundancy is a minimum condition ofemployment under
the NES. Redundancyoccurs when the employer decides that
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36 //SECURITY INSIDER FEB 2014
the work performed by the employee willno longer be performed by
anyone. Aswith termination this is a complex area ofthe employment
relationship and shouldonly be considered after seekingprofessional
advice.
Employers have an obligation toconsult with employees affected
by theredundancy and must considerredeployment. Failing to follow
theconsultation process may render theredundancy an unfair
dismissal.
The entitlement to redundancybenefits is based on a sliding
scale andcalculated by reference to the length ofthe employee's
continuous service ontermination.
SUMMARY DISMISSALThe minimum period of notice does notapply
where an employee is summarilydismissed for serious
misconduct.Serious misconduct occurs where anemployee is in serious
breach of theobligations owed to his/her employer.
At common law, examples of seriousmisconduct include
dishonesty,assaulting a colleague or refusing tofollow a fair and
reasonable direction ofthe employer.
UNFAIR DISMISSALEmployees who have completed sixmonths of
service with their employerand are covered by a modern award,
anenterprise agreement and/or whosesum of annual earnings is less
than thehigh income threshold (as defined inthe Fair Work Act and
indexed annually)are protected from unfair dismissal.
Small business employers (thosewith less than 15 employees)
aresubject to the Fair Dismissal Code.Under this Code, employees of
a smallbusiness employer may claim unfairdismissal against their
employer if theyhave completed 12 months of servicewith the
employer and have beendismissed.
Remedies available to employeeswho bring a successful case for
unfair
dismissal include reinstatement orcompensation of up to six
months' pay).
TERMINATION PAYMENTSUpon termination, statutory entitlementsmust
be paid to the employee includingaccrued but untaken annual leave
andleave loading (where relevant), accruedwages for work performed
and paymentin lieu of notice (if relevant). An employeemay also be
entitled to other contractualentitlements on termination.
GENERAL PROTECTIONSUnder the FairWork Act, employers
areprohibited from taking 'adverse action'against an employee
because theemployee has exercised a 'workplaceright'.Workplace
rights include benefitsunder workplace law, making acomplaint or
inquiry and participating ina process or proceeding under
aworkplace law or instrument. Adverseaction includes dismissing
theemployee, altering the position of theemployee to the employee's
prejudiceand discriminating between theemployee and other
employees.
DISCRIMINATIONDirect and indirect discrimination inemployment on
the basis of sex, race,pregnancy, impairment, industrialactivity,
race and religious beliefs isprohibited in all states and
territories ofAustralia under the relevant equalopportunity or
anti-discriminationlegislation. Bullying, harassment
andvictimisation are also prohibited.Thereis legislation covering
these matters ineach state and territory as well as
theCommonwealth. Employers should beaware of the different tests
applied fordetermination of whether discriminationhas taken
place.
CONFIDENTIAL INFORMATION/POSTTERMINATION RESTRAINTOF
TRADEEmployers should consider policies andcontractual obligations
bindingemployees during and post employment
on matters of confidential information,intellectual property
rights and privacy.The damage that may be caused if anemployee sets
up a rival business, usesconfidential information or
encouragesclients to move with them can beextensive. Professional
advise isessential in the formulation of thesepolicies.
REFERENCESEmployees have no entitlement to areference for a
former employer.However it is appropriate to provide anemployee on
termination with acertificate detailing the commencementand
finishing date and the capacity inwhich the employee worked.
EMPLOYMENTDISPUTESDisputes between employees andemployers over
the safety net ofminimum wages and employmentconditions, enterprise
bargaining,industrial action, dispute resolution,termination of
employment and otherworkplace matters are mostly dealt withby
either the Fair Work Commission.Claims for underpayment of wages
andthe like are dealt with by the Fair WorkOmbudsman and prosecuted
throughthe Federal Court which can also dealwith adverse action
matters and issuesarising under federal legislation.TheAustralian
Human Rights Commissionwill hear claims from employees whoclaim
that they have been discriminatedagainst, and complaints may be
madeto the relevant state's equal opportunitycommission or
tribunal.
Dealing with employment issues canbe complex and time
consuming.Getting it wrong can be expensive andmay adversely affect
your companysreputation. ASIAL provides memberswith free advice,
assistance andguidance on wages and conditions andall employment
related matters. We alsoprovide representation before industrialand
other tribunals at rates substantiallyless than those of a law
firm.
EEMMPPLLOOYYIINNGG PPEEOOPPLLEE IINN AAUUSSTTRRAALLIIAA
Note:The information provided above is for convenient reference
only. ASIAL and Chris Delaney & Associates Pty Ltd providethis
information on the basis that it is not to be relied upon in any or
all cases, as the circumstances in each matter are
specific.Accordingly, we provide this information for general
reference only, but we advise you take no action without prior
reference toan Employee Relations professional. ASIAL members can
contact Chris Delaney by emailing [email protected]
INSIDER_Jan/Feb 2014 Iss6_48pp 30/1/14 6:59 AM Page 36
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SECURITY INSIDER FEB 2014// 37
IT IS A well-known fact that knowledge ispower and, in these
tough economictimes, it is more important than ever toknow where
your fleet is 24/7.ThesimTRAC fleet tracking and managementsystem
will give you the knowledge todefend your invoices from
scepticalclients, avoid being misled by yourtechnicians, and
schedule your jobsmore efficiently to save time and fuel.Lets look
at the benefits.
End bill disputesMore and more customers are seekingto save
money by disputing invoices fromsecurity technicians.When a client
claimsto know that a technician was on site forless time than they
billed, a business canbe forced to cut their invoice by up to50%.
No business can afford to work forhalf price.
simTRAC vehicle tracking software canend this problem
immediately and defendyour cash flow by proving beyond doubthow
long any technician was at a job.Thesystem can generate a report to
be shownto the client that will blow their concernsout of the
water. By eliminating one of themost common bill disputes, simTRAC
willquickly pay for itself and start boosting theprofitability of
your business.
Save timeOnce you have full visibility of your fleetall day
every day, you can spot errors intimesheets where entries do not
matchthe actual movements of your vehicles.
Even better, when it is known that youcan easily review vehicle
movementsfrom yesterday, last week, or last month,it encourages
greater accuracy inentering data in the first place.
This ensures that your company andyour clients are getting fair
value from thetechnician and that you are maximisingthe
productivity of each technician andvehicle.
Save on fuel and maintenancesimTRAC allows your administration
staffto see exactly where all technicians areat any time.
This allows them to schedule thetechnicians movements more
efficientlyand make better decisions about who toassign to last
minute jobs based on thelocation of each technician.Administration
staff simply locate a siteon Google Maps, find the best person
forthe job and dispatch job details to therelevant vehicle.This
saves on both traveltime and fuel.
As an added bonus, administrationstaff can schedule jobs
withoutinterrupting the technician with a phonecall to find out
where they are andanother call to dispatch them. Jobs aredispatched
and appear via on-boardmessaging hardware installed in the van.The
technician just reads the messagewhen they are finished with the
currentjob.This makes both scheduling andworking more
efficient.
Work Health & SafetyUnder new legislation, businesses
aremore at risk of litigation than ever especially those with
mobile workforces.The simTRAC system can protectdirectors and
everyone within the chainof responsibility by allowing you to
keeptrack of staff, manage vehicle use,monitor vehicle safety and
identifyatrisk drivers including those who speed.
A saving not an expenseMany managers assume GPStechnology is yet
another expense theycannot afford. The reality is just theopposite.
Continuing to operate without aGPS tracking system creates waste
thatno business can afford in the modernmarket.
Just one extra job each week or oneless invoice dispute easily
pays for thesimTRAC system.Thats why businessesthat start with
simTRAC never look back.
AADDVVEERRTTOORRIIAALL
FLEET TRACKINGSYSTEM PUTSMANAGEMENT IN THEDRIVERS SEAT
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FLEXIBLE VMS FROM HIKVISIONn Central Security Distribution >
1300 319 499n Web > www.centralsd.com.au
simPRO CONNECTn simPro > 1300 139 467n Email >
[email protected] Web > www.simpro.com.au
The simPRO Connect app is an out-of-office extension of our
flagshipproduct, simPRO Enterprise.
Connect enables staff in the field to update times, materials
and job detailsin real time.
Compatible with both Android and iOS, on both tablet and smart
phones,Connect keeps staff in the field connected with the back
office.This seamlessconnection reduces travel time and increases
billable hours.
Imagine the time saved with field staff generating invoices and
receipts onthe spot. Client has more work for you next time? Great!
Create new jobs andquotes there and then.
HIKVISION 2MP PTZ WITH IR& EDGE RECORDINGn Central Security
Distribution > 1300 319 499n Web > www.centralsd.com.au
38 //SECURITY INSIDER FEB 2014
Recording at 2 MP and built on the latest Davinci processing
platform theHikvision HIK-2DF7286-A delivers outstanding images
regardless ofconditions.
With just about every available acronym in its feature list this
PTZ isequally comfortable in low light or utilising its high ratio
wide dynamic range.
Hikvision have included the usual host of programming options
forpatrols as well as high speed pan/tilt with 0.1 pre-set accuracy
andsupport for smart tracking.
Rounded off with a built-in Web server, Edge Recording, support
for upto 8 NAS devices along with 120m IR illumination making this
powerfullyversatile weatherproof PTZ.
Hikvisions iVMS-4200 is a versatile video management
softwaredesigned for Hikvisions fantastic range of DVRs, NVRs, IP
cameras,encoders and decoders that are available through CSD.
With its flexible deployment architecture and
easy-to-useoperations; Hikvisions iVMS-4200 client software is
perfect formedium-sized installations with multi-site
requirements.
iVMS-4200 offers users advanced control and remote managementof
up to 1,024 video channels linked via LAN or WAN. Operators canview
64 cameras in real-time live view on a single monitor;
additionalfunctionalities include file backup, video recording and
remote searchand playbackNEW!
NEW!
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CSD NOW STOCKING NEW MOBOTIX 25SERIES IP CAMERASn Central
Security Distribution > 1300 319 499n Web >
www.centralsd.com.au
ICARE PERSONAL TRACKERn Grade One Monitoring > 1300 723 185n
Email > [email protected] Web > www.grade1.com.au
Grade One Monitoring has launched the iCare Personal Tracker.Our
Grade A1 monitoring centre now offers the peace of mind of a
trackable hand held device utilising the Telstra Next G
network.The iCare unit offers a rapid and accurate GPS positioning,
2 way on
board communication as well as a geo-fencing solution.iCare
monitoring has many benefits including the ideal solution for
OH&S/WHS legislation, a safety device for loved ones,
immediatenotification in the case of a medical emergency as well as
GPS tracking fordementia patients.
Phone us on 1300 723 185 to discover the full range of features
andbenefits that the iCare Personal Tracker has to offer for your
staff and clientsas part of an overall security solution.
THE WORLDS SMALLEST FULL HDCOMPACT IP CAMERA RANGEn Canon
Australia > 1800 021 167n Email >
[email protected] Web >
www.canon.com.au/networkcameras
Canons new VB-S compact FULL HD camera range hits the
marketbetween December 2013 and January 2014. Recently announced,
Itfeatures the worlds smallest FULL HD, powered Pan-Tilt-Zoom
camerawith 3.5 x optical zoom (VB-S30D) and the worlds smallest
FULL HD,powered Pan-Tilt camera with 4 X digital zoom(VB-S31D).
Also in the range is the VB-S800D, fixed mini dome camera and
alsothe VB-S900F fixed mini box camera. All are ONVIF S compliant,
with 6built-in advanced intelligent functions including such things
as objectremoval detection and camera tampering detection; wide
angle Canonlenses and class leading low light performance.
Building on the success of their respective predecessors,
MOBOTIX hasreleased the new Q25, M25, D25 and T25 IP camera models
which comeequipped with a 5-megapixel sensor and better yet, these
models arestocked and available now through CSD!
Featuring an improved CMOS sensor as well as the all new MxLEO
digitalimage optimisation technology; the new models have twice as
many pixels asFull HD and offer dramatic image clarity, especially
in low-light conditions.
Features: Up to four times higher light sensitivity More details
when zooming Smoother video streams for up to 30 fps@MEGA MxBus
interface Included on all models
NEW!
NEW!
SECURITY INSIDER FEB 2014// 39
NEW!
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Powerful Mobile Controln Inner Range > +61 3 9780 4300n Web
> Central Security Distribution - www.centralsd.com.aun Web >
Inner Range - www.innerrange.com
Multipath-IP - SkyCommandn Inner Range Melbourne > +61 3 9780
4300n Email > [email protected] Web >
www.innerrange.com
SkyCommand is a new browser based application for Multipath-IP,
it allowsyou to take command of youralarm system like neverbefore
and control yourhome or business with convenience. SkyCommand gives
you remoteaccess you can depend on using Multipath-IP
connectivity.
Take full control of your alarm system & integrated systems
like lightingand access control from anywhere in the world.
SkyCommand is on call anytime from anywhere via any desktop
ormobile device, it is included as a standard option with selected
Multipath-IPmonitoring plans.
For more information contact:Inner Range Melbourne 03 9780 4300
| www.innerrange.com
Effective SecurityFrom the name you trustn Jims Security >
131 546n Web > www.jimssecurity.com.au
40 //SECURITY INSIDER FEB 2014
Why invest in a Franchise with Jim's Group? The Jim's Group
havebeen leading the way in Franchising in Australia for over 30
years.
With just over 3500 Franchisees and Franchisors across some
34Divisions , the Jim's Group is one of the most recognised brands
in thecountry. 94% of adult Australians recognise the brand and
with over500,000 new inbound inquiries to the Customer Service
Centre per year,the advantages of having your own business
operating with this Trademarkare enormous.
From advertising and marketing, to purchasing products and
services,you will be taking advantage of the strength of a proven
National brandutilising proven systems to manage your own
business
Call 131 546 Today or check us out at
www.jimssecurity.com.au
The Integriti Mobile App packs a powerful punch of accessibility
and control foryour Integriti Security and Access Control System
from any smart mobile device.
The Mobile App puts you in control, allowing you to individually
tailer the Appto fit your needs and requirements. Advanced
customisation lets you createcustom page views and Widgets for fast
access to common tasks.The Appprovides real-time system status and
control, from locking or unlocking doorsand gates, arming or
disarming your security system, to controlling auxiliarydevices
like heating and cooling. It even gives you the power to start
automatedtasks and view system activity logs.
Whatever your schedule or wherever you are, the Integriti Mobile
Appempowers you to take charge of your Integriti Security and
Access ControlSystem. It really is convenient System Control at
your fingertips.
NEW!
NEW!
NEW!
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Maximum Camera Value: All-new Sarix IL10Series Box Cameras and
Micro Domesn Pelco Australia > +61 2 9125 9310n Email >
[email protected] Web > www.pelco.com/sarix
Schneider Electric Expands Investment inIP Video with Major
Additions to Pelco Linen Pelco Australia > +61 2 9125 9310n
Email > [email protected] Web >
www.pelco.com/sarix
Schneider Electric announced a major expansion and commitment
toits Pelco IP Video Surveillance product line by announcing the
plannedrollout of more than 50 new IP cameras in 2013, including
the new SarixIL10 Series mini box and micro dome cameras. Schneider
Electriccontinues to make major investments in IP video, expanding
its R&Deffort, product line and industry-leading education and
training programsto meet the needs of partners and customers.
The company has achieved several major milestones in its
continuingevolution as an IP market leader, including the expansion
of its FortCollins, Colo. Facility.
DTU3G/IPn SCSI > 1300 555 570n Email >
[email protected] Web >
www.securitycommunications.com
SCSIs DTU3G/IP wireless alarm communicator is Australian made
anddesigned. Dual-SIM technology provides 6 secure paths using
TelstraNextG, Optus 3G, Telstra GPRS, Optus GPRS, Ethernet &
PSTN. Withthousands already sold and installed, the DTU3G/IP has
been releasedto the Australian Security Industry with outstanding
success. Thecombination of multiple, proven communication paths
ending the days ofnuisance poll fails and unwarranted guard
attendances.
The DTU3G/IP connects to the DirectWireless Network,
Australiasonly dedicated and private alarm transmission
network.
To find out more about the DTU3G/IP, contact SCSI on 1300 555
570.
The all-new Sarix Value Range of mini box and micro dome cameras
arehigh-definition, cost-effective IP network cameras perfect for
most any indoorfixed video security application.These cameras
produce high-quality, color HDvideo, and the integrated pre-focused
fixed focal length lens makes sharpscene alignment and installation
quick and easy.
Convenient network connectivity, PoE models, and a simple Web
userinterface, make for easy plug-and-play finalisation of settings
and positioningadjustment. And by delivering industry-leading Sarix
image quality, backed bythe Pelco by Schneider Electric
satisfaction guarantee, the IL10 series arethe value-driven cameras
that you can choose with confidence.
NEW!
NEW!
SECURITY INSIDER FEB 2014// 41
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ASIAL NATIONALCALENDAR OF EVENTS 2014
For more information visit www.asial.com.au/events or email:
[email protected]
JANUARY-MARCH26 February, Hobart ASIAL Industry Briefing Henry
Jones Art Hotel Assistant Commissioner
Donna Adams, Tasmania Police will address the meeting along with
a representative from the NBN Co.
7 March, Melbourne ASIAL Industry Briefing - Ibis, Glen Waverley
Supt Pauline Kostiuk from
the Licensing & Enforcement Division (VIC Police) will
provide an update on LED's future directions for the Security
Industry, plus a representative from the NBN Co will provide an
update on developments inthe NBN rollout.
19 March, Sydney ASIAL Industry Briefing - Park Royal,
Parramatta A representative from the
NBN Co will provide an update on developments inthe NBN
rollout.
20 March, Adelaide ASIAL Industry Br