Hey, good day. Welcome ladies and gentlemen back to what's this Oh, number two, the foundation's number one was the introduction, which you've probably already listened to. So that gives you a quick overview. And rather than me talking around it, I should just demonstrate it to you. This one is foundations This is core reading. Remember I said the introduction to currying are really the stuff you need to know you need to know it all.

But you need to understand where it says core reading, what what that includes. Now, there's lots of definitions in this text. My intention is not to read out the slides to you. I'm sure you can read as well as I can. So you have the handout. You've also got this so you can read it as we go through it.

What I'm trying to do is apply some of my experiences and my training, and whatever other skills I've accrued over the past few decades to try and improve what the what the slides say. So that's the intention. And obviously, if I skip through it too quickly, you have the ability to check out the handout anyway. So that's not too much of a concern to me, you've still got access to the information. But forgive me if I go a little bit too fast for you. Or, or, of course, on the other hand, too slow.

So we're going to cover some definitions. That's the list. I'm not going to read out each one. We've already looked to safety and security on the introduction. That's because understanding the two is pretty important. There's a in Europe there's a clear definition between safety and security.

Safety. Usually in Europe comes down with health and safety. So looking after your staff from a health and safety perspective is very important. But There's also security and all those things melt together. So if you hear me say security, I'm actually talking about security, safety and health at the same time. So definitions harm relates to injury, death or damage.

That's simple enough. So harm can be done to you, your staff, and your assets, your property. So that can include your buildings, your vehicles, your laptops, your service, anything that your your organization your company owns, can be damaged so that it could be caused harm firms for various it could be a natural disaster caused an earthquake or it could be criminals, vandals. Lost means losing the possession of property, and it could mean that it's been lost because of criminal activity. Or it could mean that it's been lost because someone left it on a train or an airplane or in the back of a taxi and is you never going to see it. But something that inevitably results in financial loss.

So there's new smartphone, the back of the taxi, very, very common. And as a security manager, you need to start thinking from that scenario, what happens? What rules and regulations do I have in place to convince staff to tell me about the last because with that loss may be a financial loss, I people may start funding their relatives up in America or Nigeria, Denmark, wherever in the world. And you're that sort of financial loss. But also, with smartphones these days, you've got access to emails, you've got access to apps that may provide additional services. So there's so much privacy considerations, loss of information considerations, just loss of personal data, and also financial loss when it comes to losing something simple like that, like a smartphone.

Imagine when you start lose laptops, Then you've got a ton more information that's been that's been lost proprietary information for your company plans and what they're going to do in the future contracts, personal data, remove someone from HR loses all lose their laptop and leaves on a train, then they potentially have lots of lots of emails with lots and lots of personal data. You need to know about that as quickly as possible. So you need to encourage staff, you need to have some rules and regulations into what they report when they report it. I've worked for organizations and they'll tell you six months later, oh, by the way, we lost the laptop. Now we'll go Oh, great. Was laptop password protected.

Was the information encrypted? Did you report it to it? And there's 1001 different questions you start to ask the problem is six months later, all the information is gone anyway. You've either lost it totally Or it's been you've been used by criminals. The second relates to, as I've said previously, the unintentional harm or less so fires are generally unintentional. They may be started by a fire starter but that's criminal.

At the end of the day, it's still a fire. But it's that that's obviously intentional if someone intends to do it and burn your office down or burn your building down a burning car, and natural disasters or unintentional accidents may be some element of intend to battle but usually not you know, people falling down stairs because of the poor lighting, cars hitting other cars happens on a day to day basis. But it comes with a lot of security and safety considerations, disease and health of course, and you can improve on these or you can sorry, well mean improve, you can reduce the chances something happening. And we're going to discuss that in more detail. But health for instance, encouraging people to wash their hands after they've been to the toilet wash their hands before they use food in the kitchen. Not to share food so much in when they're having lunch, drinking water from not from the taps, necessarily, but you know, water fountain that's been provided.

So there's lots of lots of lots of it. And that and that is a safety and security concerns, obviously a safety concerns that comes under this definition, so it could become your concern. So you have to start looking at each thing your staff do, ranging from drinking water, toilet habits, walking up and down the stairs, smoking at work, where they where they put their paperwork, they keep it all in bundles on the evacuation stairs, and I've seen that happen a lot. smokers go out there and smoke. So once you start looking at all this activity, it opens up a whole lot more of safety and security concerns. And that's when you've not got to be a security manager.

You've not got to be lazy or complacent. You've got to keep looking. And you got to keep fighting to improve staff. interaction with their environment, and you've got it which in turn will improve their health and safety at work. And that's what you're there for. Yeah, that protect you primarily that check the staff, all the other stuff, the property, the business continuity.

The reputation is great. And it is very important, but primarily, you're there to protect the staff. So security, again, we've covered terrorism's on there. Intentional harm loss. So crime is intentional was intentional conflicts intentional. It sparked by something intentional terrorism.

Is obviously intentional. If they walk in with a suicide vest detonated, that's obviously intentional. They fire a gun at someone that's intentional. So it's, it's easy to see the difference between safety and security. And the reason why that's broken down is because you can do a lot about safety, improving safety, fire extinguishers, changing habits, changing Tyler habits, that sort of thing. Whereas the intentional stuff is someone else is going to do it to you.

And you can reduce the risks. But there's always going to be someone out there who wants to do harm, whether it's direct or indirect, whether intended to harm your staff, or it's just because your staff are in the wrong place at the wrong time. threats or hazards. Someone or something that can cause your organization harm or loss. So that's why we we are Use the term threats throughout this whole course. It's someone or something that could cause your organization harm or loss.

And it's up to you to try and reduce that impact, to try and avoid it to try and minimize it is what you're there for. So you've got again, going back to the introduction, you have to understand what the threats are, which is why a majority of this course is designed around identifying and measuring prioritizing threats and vulnerabilities, situations circumstances that if left unchanged, may cause harm or loss. And that includes some examples of vulnerability, maybe lighting on the stairs. When you stop leaving evening, it's dark, the lighting doesn't work, and there's a potential of people falling. So in an earthquake, evacuating and dark stairs, someone's definitely going to get hurt and killed and the same with his fire. So you need to do that you need to do something about it.

Otherwise, there's going to be more harm or loss cost. Same with driving, if you've got a driver who drives 100 miles an hour, in a 30 mile an hour zone, there's going to be an accident, someone's going to be severely hurt, whether it's a member of staff, whether it's a matter of public, if the member of public is hurt, it could cause rioting in the streets. Depending where you are in the world, that that can be quite common, because could cause a lot of reputational damage to your organization or your company. If they're driving and people know that it's a company car, or people know that you work for that company. Or they find out that it could cause a huge reputational risk that that is a problem. And so, the more you identify these vulnerabilities and fix them, the less chance there is of a safety or security concern.

Lots of definitions Read them up, understand them. I know it's there's a lot of words. And it takes a bit of time. But once you understand the sort of basic concepts, and that's what these definitions are all about, then you understand the rest of it. Risk is the potential likelihood of suffering harm or loss. So the risk of a road traffic accident is daily.

It's almost 100%, it's going to happen. And it's going to happen. Not every single day, but it's going to happen a lot. Whereas terrorism, depending where you are in the world is not too much. It could weigh me down the bottom of your threat list as far as priorities go. And it could be that it's going to happen once a year.

You still have to plan and prepare for it and try and reduce the risk. But it's not going to be a daily occurrence. So the likelihood of it happening, likelihood of you suffering harm is much reduced. Risk Management and we're going to do this in some detail is an ongoing process. In the risk by identifying the threats and vulnerabilities, which is what we'll do, we'll evaluate where the risks are present, evaluate the potential and their impact on your staff, your operations, all the other stuff, including business continuity, and lessen the likelihood they may impact on projects. And risk management is also reducing the risk to productive security and safety measures and responding.

For instance, Incident Management and incident response. is all part of that and we're going to be doing that later. mitigation is any extra mental reduce, minimize or eliminate risks or as it usually measures security measures or securing mitigation, moving stack of painted papers away from a heater? an obvious one but often doesn't happen? And the cause causes a fire and then your offices get burned down and work stops. You don't get paid.

Staff don't get paid staff can be injured. Lots of lots of it, servers gone and the whole Follow on to that happens from that simple lack of momentum from moving the stack of papers. And mitigation can be restricted driving during nighttime hours. So make sure they get from A to B during the daylight. Make sure they plan ahead leave earlier so they don't end up on the roads at nighttime because there's more criminal activity, less chance you're going to see the big hole in the road and cause an accident, so on so forth. They're given safety briefings to visitors and showing them where the evacuations are.

Tell them what the noises are. They're here to spark down investigations, what to do what not to do in the event of an incident reduces the risk. and maintaining good relations with local leaders, officials, neighbors, is also valuable that could reduce the risk if you're in a block of offices. And I've seen this countless times. Many organizations don't know who's next door to them. They don't know who's above they don't know who's below if you ever relationship with the office.

In the floors below you, for instance, it's more likely they'll tell you or warn you on their way out if their offices on fire. If they don't know you, and they've never spoken to you, they're not going to tell you not because they don't want to because they don't know you. So, having that relationship means that your survival if something bad happens is is is higher your survival level. So maintain relations with the local police, local leaders. Definitely neighbors, we establish communication, you can establish a little office block forum as far as safety and security goes so you can share and start sharing information about suspicious people outside about closes or gives you more room to pressurize the building managers if you need additional lighting on the stairs, for instance. So there's lots of good reasons why and that's what medication means a proactive person policy or action plan, designed to create control situation by planning and preparing, putting safe measures in place.

So this is thinking about what could happen beforehand and trying to avoid the risks, manage the risks if it happens, for instance, a crisis management plan is a good example. Identifying and prioritizing threats is an excellent example. And you should be doing that constantly. I've mentioned you're looking at fire extinguishers and providing training to staff. But that also changed in an environment that the lights have stopped working on the stairs, and drivers are driving faster, people aren't wearing their seatbelts. So all those threats will change with the increased vulnerabilities, so you need to constantly identify and protect tries to measure those threats and because they will be changing.

And that point you can say, all right, well, road traffic accidents getting higher, the likelihood I need to do more to fix it. So you start telling staff you do need to wait You see, now company policy, you drive us you do need to stick within the law and draw sector drive safely. And you put security measures and safety measures in place and you prepare plans and procedures, such as instant management plans, or standard operating procedures so that you can lay down simply in one or two pages and say this is what's expected of drivers and passengers when they travel. My response is any action meant to reduce the impact something bad has happened. So many, many examples. Having an incident management team in the office, so if there is an accident on the other side of the country, with vehicle, then you can stand up the incident management team, which may be 123 people who can start dealing with the incident dealing with the families, the families will be concerned dealing with, you know, the whole the whole gamut of stuff that will fall out of just a simple accident.

Is there any media interest? Is there any hospitalization needed or insurance, and so you're not and you don't end up doing it all yourself. You've got a small team of finance guys, the CEO, the chief of party, the office manager, the operations manager, whoever is available, whoever is in the right place, and these people goes back to the productive thing. These people have had a little bit of training, they understand the incident management plan, they will work through the incident management plan. You can tell headquarters and the home office, that this is going on and you're managing it and that whole response is manage is all about that. The managing it beforehand, being proactive and having plans in place, having first aid kits and vehicles, but also having the staff not just the driver to the driver may be seriously injured and he'd be the one who needs the first aid kit or the first aid application.

But all the staff all the staff that at least the ones that traveled in vehicles on time, know how to use the first aid kit Nowhere is kept and know how to communicate. You have fire marshals in the building, the office building if it if the event of a fire or an evacuation for an earthquake, they know what to do. You need people who will stand up in the event of a fire alarm going off to say let's get out. Let's get out now because people will sit around and bake and not appreciate the fact that an office can be very combustible and the whole place could be in flames in about four minutes. And if that's happening, two or three or four floors below you, then potentially you're trapped. So having that pressure activity which comes, a lot of it comes from you, as a security manager.

And the response in place beforehand means that you're going to save a lot of lives. So safety and security is always a shared responsibility. You can't take it all on yourself. Also staff are responsible. Inevitably, they will come to you looking for advice, for experience, for your knowledge to fix things, or because the threats have changed or increased. They want more security in somewhere more safety in some way.

And that's good, they should be coming to you. You should be the central point of knowledge and information. But everyone should be looking out for the fire extinguishers that have expired, the lights that aren't working, the people who are wearing their seatbelts, the drivers that are wearing driving too fast. So that's what it means by it's a shared responsibility. People don't just walk past things. Ignore it or people do things that they know are stupid and could possibly get themselves into some security or safety trouble.

And so they want to avoid that your organization should respond in a timely manner. So you have the incident crisis management, usually incident management's in the field. And crisis management is a regional or a headquarters response, because little things that happen in Africa could turn into big things in the US. Now, there can also be big things in Africa. But when the, when the headquarters starts looking at problems, they start to see bigger issues, they start to see impact on business continuity, they start seeing impacts on reputation. Whereas in the field, you're interested, you're more interested in getting people to hospital, getting help for them, and responding at a more tactical level.

And your staff should be aware of their responsibilities. That's up to you. You need to brief them Maybe once a month, even once a week and in high threat locations, remind them of responsibilities encourage that two way communication between you and them and the staff. England should include everyone you shouldn't they know the boss shouldn't be missing out because he's got a we'd rather have a coffee break. Everyone should be part and parcel of the discussion that encourages them to start highlighting things that they see that concerns them from safety and security perspective. So it's always a shared responsibility.

And you got some strategies, first of all is protection, protective measures, protective policies, protective procedures, returns and so read through that bottom paragraph while I talk. So protective measures are your locks your lights, your cameras, everything physical out there. That turn your access control, safety wearing seatbelts loaded driving first aid kit. So all your protective measures that that you have in place are part of this strategy. Your policies and procedures are hard for security managers, because they are usually lots of writing lots of text, lots of explanation quite often in headquarters speak. So they're hard to understand and they may not fit exactly with what you have to do in country or in needs of outlying offices.

So that's why SRP is slps standard operating procedures are sort of breakdowns of component parts of the policies and procedures, unexplained things for staff and staff type language, of what to do what not to do, pretty much, how to do what to do, what not to do, and when to do it. It can be simple like driving, like I mentioned before, two pages on this is the drivers responsibilities. These are the passengers responsibilities, this What to do in an emergency. And that's that's how it generally works, procedures. You know, it could be that the headquarters provides you with the skeleton of policies and procedures, and then you can adapt it a little bit still, the content usually stays the same, but you adapt it to the language or include some additional procedures that is relevant to your country, your your location, deterrents, guards and the guards out there.

The cameras are Terrence signs. Staff awareness is a deterrent, making sure that if staff see suspicious vehicles suspicious people, they know that you know about it, then you can maybe tell the police or you can ask the guards to go across the road and ask them what they're doing. So all that is part of your protective strategy. And that combines together to keep things going and as I say constantly This isn't a one off thing. So if your office opens in January, you don't just do this once. It can be a day to day thing if you're in a very busy location, but it's all linked to the threats, the threats will change.

They're very fluid, you need to keep your eye on those. And they're the threats will drive your protection. There's some further reading. You should read as much as you can. Lots of visibility in these books, lots of pictures. And we're going to be looking at some diagrams a bit further on on diagrams are a lot easier to take in as far as information goes, but you still need background knowledge, which is what we're going to do here.

So have a look at this. As far as further background reading. And there's lots of free stuff out there. The UN lots of NGOs put out Security manuals alone and very high tech, very developed very comprehensive. So hopefully what we're going to do together is laid out in in a relatively simple to understand format as, as the foundations, the building block, so you can build in everything on top of it. So that's number two.

Thank you very much for your time. And there's lots more to come. So if there's a few gaps here that you don't understand, there's a few component parts that I haven't developed out too much. There will be development a lot of these subjects a bit further down the line. So as always, I appreciate your time. Thanks very much for being with me, and we'll speak next section three critical thinking