Hey, good morning, and we're going to do today is have a look at Intelligence and Security Management, how the to melt, you really, as a security manager have to be able to appreciate where your threaten information comes from. If you're a security manager in the middle of a big city, then your threat maybe crime, people stealing from your offices or the buildings. If you're outside, if you're in the middle of a country where there's conflict, then it may be something different. It may come from the local military fighting with the local villages, who are risking your staff as they travel from A to B. So you have to understand where those threats come from. That's the intelligence component.

And then you have to understand how to reduce those risks those threats, and that's the security component pretty much so understanding the intelligence and where it comes from and how you use That can give you a much more credible and efficient security model. So we look previously, the intelligence overview what is intelligence? looter prioritizing the threats, listening them from one to 24, one to 100. Maybe even though that's quite intricate, we looked at the ripple effect how one thing and one part of the world or one part of the country can cause problems in your part of the world or your part of the country on all the places where you have offices lifted, justifying our intelligence, so that we can say to our bosses or line managers, hey, look, we need more of this type of security because the threat is now higher. And here's my here's my justification.

Look to the various levels on the timeframes of intelligence. And if you don't yet understand them, go back over that lesson quickly. So you've got a better appreciation because it's important to understand how historic intelligence can be very useful. For instance, what happened last year, same time on the this particular holidays Independence Day or whatever day you want to call, there may be lots of riots and demonstrations, maybe that's going to happen this year. So you want to you want to avoid that you want to tell staff to stay inside. Don't get caught up in the demonstrations over the police response.

So looking at what's happened in the past is very valuable for judging what could happen in the future. It's not the be all and end all. I mean, it's not everything you want to build on what's happening now on to what's happened in the past, and then that may give you a clearer picture wrapped in the future as well. But it can be a valuable component. So looking at our threat, priority guide and continuing that, and crime may be a huge problem. It may or may not.

It depends where your offices are, where you are, where you people travel through and so on and so forth. And you want to break that down into something like street crime, carjacking, theft and housebreaking, then that could be that their homes, could be the hotels, it could be your office spaces, and also organized crime, trying drugs in the majority of countries is a problem. And you get large gangs who have lots of money to spend and lots of weapons, and they won't let you get in their way. Now suggest that 99 times out of 100, you won't get in that way. It may be more of being in the wrong place at the wrong time. But it could still be a problem and nine times out of 10 again, so 99 out of 100.

They tend to keep themselves to themselves. They don't want to increase their profile by upsetting tourists or expat workers or getting in the way of normal business because that attracts police attention. Kidnapping is big in some countries. You families may get kidnapped. You pay the money. You get the family back.

You don't pay the money you get bits and pieces of sorry, not the family back the person back or the victim back. If you don't pay the money, you get bits and pieces of that victim back. It's it's a agreed upon format in some areas. In others it's not. In other places they may want to kidnap expats because they're worth more money. So your workers when they come in from the home office may have to be a bit more careful than your local staff.

And maybe extortion, people knocking on the door saying we won't burn your offices down if you pay us $1,000 Nice and simple and it happens. People just trying their hand for instance, how do you deal with that? How do you know that there's a friend out there so you can brief staff on what to do and increase their security. And just as a side I'm not sure what's happening with this slideshow. We got that a little bit on the right hand side. I can't get rid of it.

Because probably point has improved itself. And this is the new improved version. I'm sure there's a way around it. I've managed to work it out yourself, myself yet. Security Force activity, what the police the military get up to. And it could be that they only come out when there's demonstrations, or there's a major problem, and you never see them or it could be there's checkpoints along the route.

Why are they a problem? And are they more of a problem for you than they would be for me, for instance, and conflict? Are there certain parts of the country fighting with other parts of the country, different clans fighting or cross border fighting extremists in the northern part of the country, all that breaks down into where are the threats? What are the threats and how do we prioritize them? natural disaster because this is a biggie in some areas, you get lots of earthquakes and a very high possibility of earthquakes happening on a day to day basis. Could be Some parts of the year there are hurricanes or cyclones, monsoons that bring in their own risks for travelers their own risk for staff and for your office.

So you have to, it may be that the, the risk is there six months of the year, and it's extremely high, and then it disappears for six months. So you don't have to worry too much about it. But you have to keep an eye on it in case it happens early or finishes late, and so on. So so natural disasters can be a big thing. And of course, earthquakes. If you if there's a big earthquake, you could lose your whole office, for instance.

And that could cause a whole gamut of problems from staff injuries, staff desk to loss of assets, loss of business continuity, and if you haven't planned and prepared properly, it could actually affect the reputation of the organization, geopolitical, so we looked a little bit like that. So with the Russian effect. What's happened in one side of the world can affect something your side of the world. At the moment. We're looking at what's happening in northern India with Kashmir is affecting things in Pakistan, potentially affecting things in Afghanistan and Bangladesh. That's, that's keeping.

It's keeping a low profile and moment, but if you organize a sort of how organizations countries get involved with us to the UK, that can become a bigger festering problem. And we have the Persian Gulf, so around the US tankers, Japan's involved Sweden, Nevada ship taken by arounds, there's a whole lot of potential there that could encourage more terrorism. It could encourage accidents with overflights, and there's a whole lot of risk with the geopolitical problems. So that becomes one big mess. And it's not just because your office maybe in Lebanon for instance, it's what happens with people coming in and out of the country flying in the borders, Israel, an increase in terrorism isn't an increased intention. Do people hate the US more for the next one or two months until this?

This goes away for that until the next crisis? So are your American expat visitors more risk. And then moving on, we have terrorism which, outside of Afghanistan, Syria and some of the other places like that the extreme risk countries, it doesn't happen that much. But it's big news. So people especially travelers are expats coming in from Europe or us think that it may happen a lot more than it does. However, when it does happen, the impact can be huge, so we have to be very careful.

That can include shootings and bombings, improvised explosive devices or IDs, vehicle bombs, VB IEDs sewage suicide bombs, which again also include vehicle bombs or could be vest So suicide belts are combination of all of them as we call a complex attack all the above, which gets serious, and that can be against transport hubs, airports, hotels, restaurants, cafes, anything where our staff could go, we have to keep a very close eye. And it could be that the country next door to wherever we are, is having this problem, and it may get exported to our country. So we have to keep a close eye on what's happening regionally as well. Now, here's the top end of a risk and threat matrix I made for South Sudan at one point. And highlighted there is capital theft under crime, and to be honest, when I was told about it, I thought, Okay, well, it's something that shouldn't really impact us, but it does.

And that's why I put on there and that's to me why it's of note the others are reasonably obvious or were obvious to me anyway, right? Traffic, Fire Safety, Health natural disasters. But cattle theft, I wasn't going to include it until someone explained how it impacts on mobility through an area where this happens. There's increased security forces because one clients fighting another because they took the cows and there's been seven to 10 deaths and impacts on the safety of staff who are traveling through that area. And of course, that made me realize, wow, this is a problem. It may not happen all the time throughout the year.

But when it does happen, it can close down an area and impact on staff safety and security. So it's something that we we built in, so add in or exclude the threats that you think are valid for your location and your project. So information intelligence, how does that look for an example, the US Embassy in Canada Kabul advises terrorism and terrorist threat inko Well, that's not a surprise as it because it happens pretty much on daily basis. But when the US Embassy puts out an advisory like that, we have to try and take it seriously. They send out very little detail, because obviously it's their intelligence they have to protect the sources. So this is how they word it.

The US Embassy in Kabul issued a security alert to say that continuing threats exist against hotels, residential compounds, international organizations, embassies and other locations frequented by foreign nationals in the city. Now, that actually tells us quite a lot. It's a lot of it. We already know, the security managers for instance, we go Yeah, well, that's that's a day to day thing. But what they're trying to do is either remind you that these problems are persistent, and they do happen on a day to day basis. And if they're not happening, it's only because the Taliban or ISIS are planning on the next attack.

Giving you a list of likely locations, which is good. And reminding, reminding you they're getting there, you're there increasing your awareness levels. Well they're trying to do is to trigger you as a security manager to turn around to your staff and say, Hey guys, I know it's a Thursday nights you want to go out and break up the tedium by maybe having a drink somewhere or meeting people. But be careful because there are threats. The US Embassy has reminded us that there are threats against hotels and places where you go, cafes and restaurants and other places. So you have to be very careful.

And some instances, you may want to put a ban on them going out for certain periods of time. And that's what this sort of information intelligence does. For us. It's it's also reminder, it's not, not or very rarely going to say to us. It's gonna happen tomorrow at two o'clock. Highly unlikely.

I've been in some situations where I would get a phone call to say, hey, the bad guys are setting up a mortar, they've just got out of the back of the car, it's pointed in your direction, it's going to come all the way up the street and hit your compound that gave me maybe a minute or less to alert people and spark off the alarm. But that's very rare. So you have to, you have to be proactive. You have to look at this information and say, Okay, I'm going to take advantage say someone else, someone relatively important at the embassy has told us that we need to be more careful. We're going to use this is a trigger to tell the staff and recommend that they keep away from certain places and keep a low profile. And that's why this information is important and that we turn it into intelligence because we, we we build on a bolt on to our profile and what we do, and we use that to save the staff from or maybe not save the staff, but certain Keep keep a much more safer profile.

Hey, good morning, good day wherever you are in the world. Welcome back, we're going to jump straight into it and look at how security and intelligence interacts from a security management perspective. You'll see there in front of you the risk relationship formula. As it says risk can be assessed as a function of a threat or events, probability and consequences the relationship is depicted as then you have the diagram underneath. That may not seem to be very straightforward. But this is the steps about how to look at the threats that are out there arrayed against your staff, your assets, your offices, your travel, and this sort of break it down, identify it, and therefore you can quantify it to your bosses to your line manager.

So To carry out a risk assessment. Really, first of all, you need a long list of what you think the threats are. Threats range from and we've covered them briefly. Road Traffic Act, sorry, road traffic accident through crime through civil disorder and everything else that can happen the world down to terrorism and depending where you are in the world, and that list will vary, so that the road traffic accident is normally the very first thing that could impact on your staff anywhere in the world, ranging from the USA through to Europe through traffic canister. Terrorism will move up and down depending on the severity and the likelihood that it happens. Crimes the same that will vary.

And also the sort of components of crime such as kidnapping will vary greatly. Depending on what the threats are, depending of the daily threat as it is in some countries, or it may happen once in a lifetime. And this breaks it sort of down as to how we structure that risk assessment. First of all, we look at the probability. So taking a road traffic accident, the probability of that happening is probably a daily occurrence. It can happen anytime.

And it could be stuff walking across the road doesn't necessary have to be in vehicles. But if you have lots of traveling stuff, then the probability of a road accident is very high. Then probably looking at probability of criminal act a little bit less again, depending where you are, where you're located. But on the whole, it may be a weekly event or a monthly event, some sort of criminal activity could happen. In terms of terrorism. Again, depending where you are in the world.

That can vary that could be a if you're in Afghanistan, it can be a daily event. If you're based in Europe, and the US, then is too A whole lot less. So that would be down to the bottom of your, your list of threats and the probability of it happening will be low, again, depending where you are. It comes intelligence but them understanding the capability of terrorists understanding the capability of criminals, is critical as a security manager. And a lot of that is gathering information and synthesizing that information, analyzing it as to how it fits in with your project or business. Background and profile is where you start to move in the world of intelligence and link that to your security duties.

So understanding capabilities of the terrorists, whether they can carry out complex attacks on hotels is critical. And also in a is the capabilities of law enforcement. And security forces, are they capable of stopping or delaying or deterring terrorist activity? If not, then the likelihood the probability of something happening then increases depending on the capability of your terrorists. The second box on the bottom there intent to the criminals have the intent to carry out criminal activities against your staff. I'd say if they're given the opportunity, yes.

And that's the next box along. Same with terrorists. Is there an intent to carry out attacks if if terrorists have have in the past or have said they have an intent to carry out attacks in your town or some of the areas you work in, then they potentially have the intent and you need to dig further and get some specific information about that LinkedIn with that capability, which in turn may give you an indication of how likely these attacks or incidents are Now road traffic accidents. There's no real intent for an accident. That's why it's called an accident. However, being on a road in a vehicle means that you're likely to have an accident.

I would say in that intent, there's no real intent, but just by being on the road, and you're exposing yourself to other road users and poor road conditions, the weather, bad infrastructure and everything else that can impact on your staff safety. Do they have the opportunity? This is the two levels to it? Did you have the opportunity to carry out criminal activities in the areas you work in? in the areas your staff moving and do the criminals? And do you allow them their opportunity through your security model?

Is your trial your training levels low, so your staff aren't really aware of what's happening in criminal trends and patents and same for terrorism. Are your security structures around the offices? Poor? Or do they need upgrading so that criminals have the opportunity to get closer to your valid valuable assets? So opportunities is a double edged sword that it's, it's do do they have the skills and the opportunity to carry out whatever they want to do if the criminals or terrorists, but also do you allow them that opportunity by having weak security? And this is what you're trying to build up.

You're trying to build up that picture. So then you're looking at your vulnerabilities Do they have do the criminals have the opportunity through your vulnerabilities to carry out criminal activity? And if you identify that, then this is great because you're building up the justification through your risk assessment to improve your security. And then you move over to this security, more security component the consequence, what are the The effects of these criminal attacks. If they break in and steal all your money, which is obviously quite a serious effect, it could delay business continuity, it could impact on staff travel business plans. And also, if it's if it's a terrorist attack, the effect could be very huge, it could destroy your project your business.

So on a scale of sort of one to five, then the effect could be quite huge. And the impact could be the same. If it's a if it's a car bomb parked outside, your offices, not directly targeted against you, but maybe the police station on the opposite side of the road, the impact could still be huge. So also looking at what are the impacts of losing your laptop? What about all the information on that on the business development, all the plans and everything you've had in place could be lost. So you need to really consider what your what the business impacts are as well.

So you look at every threat and assess what the impacts are as far as something happening. Here we have a risk assessment matrix. So we take all that information we've been gathering from those boxes we've seen previously, and try and put it in this matrix to try and help us justify where the most important threats are, and where we should focus most of our efforts. So the column on the left ranges from one to five, which is common sort of grading, and easy to use, easy for staff to understand, one being very unlikely five being very likely. Along the top we have the impacts, negligible minor, moderate, severe and critical, and they're color coded and negligible. As you can see in the bottom blue low is green, yellow, medium orange, high risk, red very high.

And that's a that's a common sort of gradient in colors as well. So you have a mixture of colors, and also words to suggest how serious or not so serious that the you think the risk is. And how this works is, let's take an act of terrorism. And we were we have an office in Kabul and Afghanistan. And we want to assess the risk of carbon. Well, I would say, on the scale on the column to the left, one to five, it's probably about four, high fours, if not five.

It's almost a daily occurrence. Not quite that almost. So it's very likely. And the impact could be severe and critical, depending on the security you have in place at the moment, of course. But I would say if you have a carbon tax I dropped this, it's going to be quite severe critical anyway. So that takes you in the red zones.

Very likely, severe critical. You will put terrorism in one of those two boxes, looking at the key and immediate action required. Yep, you want to make sure your security is up to a very high standard or build it up to a very high standard, then you need to check with your employer that is the risk acceptable? Do they understand that car bombs do happen and below you may not be a direct threat. I you're not being targeted specifically. They may be targeting that police station the other side of the road and the effect could still be the same.

So in terrorism in the box, severe critical and level five very likely or imminent road traffic accident, again on the columns. Let's see where are we now we're in two to Indonesia, so road traffic accident might say likely very likely again. But what's the change between be a car bomb and a road traffic accident is going to be in the impact, potentially stuff driving around from meetings and ones or twos. And because of the congestion, they're not high speed. So accidents are going to be very likely, but they're going to be moderate, or even minor. So your road traffic accident marker would go somewhere on the likely minor or moderate and that would give requires heightened awareness and procedures in the medium or protection, develop mitigation measures.

So any one of those could be additional training awareness, making sure that they wear their seatbelts all the time, making sure that drivers stick to speed limits and obey the laws and they drive much more defensively. So that could be where your heightened awareness and procedures are, is in all this awareness sort of briefings. If you're going outside of town, you may want them to carry first aid kits, then after now they use the first aid kits, fire extinguishers, the same, have adequate communications so that if they do have an accident, or they hit a cow on the road, or they go drive into a ditch because of the weather conditions are poor, then they can get in touch and they can get some support. And that's how you look through your whole long list of threats. And you'd put them in this threat assessment matrix and that will give you an indication as to where you want to focus first part of your attention.

Obviously, in the red areas in the orange areas are the areas you would focus and you would work out where each threat are. Put a little dot with a number on it and go Okay, that's road traffic accident, we need to focus on that. That's terrorism, we'd focus on that. Again, it all depends where you are in the world. There's one for South Sudan, slightly different. This goes 123 from low moderate to high use color coded the same so green yellow red for instance.

And this is broken down slightly different way. It's not quite a matrix is the same as the other one. But this goes more on geographically based on the left column you have your threats or at least some of your threats. Some of those traits like crime minor crime major are broken down a little bit further to something more specific and those your capital theft highlighted in yellow, and terrorism's down the bottom there as it's usually sort of a bit lower in level along the second column, sorry, the second row down you have South Sudan Juba, office location two parties, accommodation, East Equatoria central equatorial westec Victoria as regions and there you have the risk assessment, say in South Sudan, going through the various threats, road traffic accidents, three, that's the highest in this matrix health as the same natural disasters not too much of a concern.

Earthquakes I think are minimal if if you don't get them very often in South Sudan crimes high. And this is the overall South Sudan assessment. So you get an average at the bottom of 2.4 out of three, which is quite high. It terrorism's surprisingly, is one. That's because there isn't terrorists or there aren't yet terrorists in South Sudan. That's only a matter of time.

Juba, the capital cities slightly different, slightly lower because you don't have such high conflict levels. Terrorism is a little bit higher because it's the capital. So if something's going to happen, it's likely to happen there. And you have your embassies and ministries there and also, all your Western organizations. So terrorism is a little bit of a concern. The office locations Somewhere in Juba, a little bit safer on a 1.9.

And the main concern there is terrorism. And that's because as you'll see in the comment box at the right to the bottom of the proximity to the US embassy and the EU, so it's not a direct threat against the organization who produced this matrix. It's because they're co located are very closely located to the US Embassy. That can be a good thing. We have more awareness, more guards, patrolling less crime. But of course, if there's going to be a car bomb, then that's probably where it's going to happen.

Chief body's combinations even safer, whatever neighborhood that's in at a 1.7 and no issues with capital theft, which is good and kidnapping rates are low. Probably the main their main concerns around our road traffic accidents, and then when you travel out to the provinces The risk levels get higher exponentially, terrorism goes down and Equatoria, but you're the prime concerns of road traffic accident five, safety, health. And where else are we a crime, of course, probably crime on the roads and security force activity. If there's corruption, if they're demanding money, you're allowed to give them money, then that obviously causes problems as well. And that's of interest. And you've got to look, put all this together all this matrix, the threats, the assessments, and try and clarify what your employer what your line manager, whoever's in charge of security department actually wants you to look at actually wants you to throw in the mix, and your remit your scope will inevitably vary, but it may include something like threats and risks to national international staff.

We break that down national international because the threats to national staff sometimes are different. For the threats to international stuff, in some countries, national staff are more prone to being kidnapped. Because it's a it's a cottage industry. Whereas it's too risky for criminals to try and kidnap international staff because that's going to generate a whole lot of police interest. They don't want that. And other countries, international staff are the ones who are going to be more vulnerable.

So look at consider breaking not not every threat down. I mean, the threat to international staff and national staff from an earthquake is exactly the same. So you wouldn't have to do it for that but certain criminal elements, being out in the street as an international Westerner, you're going to stand out, and maybe criminals are attracted to stealing something from international traveler, because they are possibly more wealthy. So have a look at consider that and look at the threats and risk to your business interests, not just your staff, but your officers, your vehicles. Everything else your information, your travel intentions, arrivals and departures. People are really very vulnerable when they arrives in the international airports and criminals know they're arriving human criminals know when these planes arrived from the US and the UK and EU.

So they know that there's the potential for vulnerable people, and people with lots of interesting things are in that position to be arriving and departing. So there's quite often on the roads to the airport and around the airport, clusters of criminal activity. And you may have to look at accommodation work locations and security. Are they to a high standard are they approved by the UN, because they do come to certain standards. Your work locations may have to have CCTV to deter criminals and detect our activity and you may have a baseline standard for that same business location Separate to work locations, but where do you do business? Do you go out and meetings and you go out to other companies and other NGOs and what is their safety and security like, also on an off duty locations, we're going to cover off duty concerns in the follow up to this lecture.

But it's it's important to appreciate where people were staff go to on a Friday evening or Thursday evening or the weekends. Because criminals and terrorists will understand that they are targets and they'll they'll find out very quickly, where they tend to tend to go when they're off duty is to travel to embassies of the UN all the military secure and secure security force locations. I mentioned being co located To an MC could be a positive thing. But most often it's it's not being close to a police station is not always a good thing. In fact, it's usually not a good thing. Certainly in many countries, if it was in the EU or the US, it may be a positive thing because they're less likely to be attacked by terrorists.

However, you know, you go to other countries like Afghanistan, you may not you certainly do not want to be co located next to a police station because there'll be a target for an explosion at some point. Travel internal domestic travel, what the process we talked about road traffic accidents, communications equipment where I see us driving, and do you have standard operation procedures for that and where do you travel and do the threats change on that route or from place to place when you travel? Your partners? What do they do? I've worked in Bangladesh for instance, with a lot With an organization who partnered with a Christian organization, because they were doing some good work with regards water supply. However, there were increasing threats against the Christian organization, which could impact on our visits to them and are working with them and our business relationship for them.

So we had to, we had to make a bit of distance between them, not because we didn't agree with what they were doing, how they were doing it, what their intentions were, because they were attracting a lot of unwanted extremist attention. And we had to sort of keep keep a space give a firewall between us so that we didn't get dragged in by the extremists at the same time. And and how do we interact with local government and central government and the US government? If it's a USAID project or a different project, we have to get the embassies and report all the And that could increase our profile for criminal activity or terrorist attention. And the same going to local government or central government offices. Some organizations I know have actual offices within the central government.

So they're every day, they could be depending on the situation, depending on the country while you're working. an increased threat, so we have to consider that. Why do we need intelligence? Well, I think we've, we've pretty much covered that and in discussing the matrix matrices, and how understanding of the threats and appreciating the likelihood and the intent and the probability of all all that activity helps us improve our security posture. So it helps us identify the risks and threats. Yep, that's without a doubt it does helps us reduce and avoid the threats.

So we can we can identify it We can prioritize them and then we can minimize minimize the threats as much as possible which in turn will help us save lives which is the number one criteria. It allows us to provide a clearer picture of hostile intent. So the more we know about criminals, their trends, their patterns, their areas they work in. Same with terrorists while their capabilities, the better we can protect our our whole business structure, and allows us to validate our security portrait posture, that means pretty much that once you start doing this risk assessment, we look at the vulnerable abilities that we already have in place. For instance, we may want extra locks on the doors we may want thicker doors, and that risk assessment will allow us to go in front of the line manager and the boss to say hey, these are changes in the in the risk.

Here am I business by security plans for the business I'm saying we need increases in these areas because of this risk assessment. So that will help us sell our security needs to whoever we have to sell it to to get more cash. And it's the stairs are security measures of security mitigation. So for the most part, it'll be an increase because there's trends or changes in criminal trends. There's changes in terrorist activity, but also there could be decreases like certain roads could be improved over time. So the the threat levels along that road has improved.

And I'll go through that scenario. Next in the next lesson. But that happens. So you may have a very high security posture for travel between A and B. But the road improves. There's more police there's less crime.

The cellphone network is now 100% So he concerns a lot less. So the threat levels can decrease. And that means the protocols and procedures you have in place could also lighten up a little bit. So that allows us not only to increase our security measures, but potentially decrease them as well. And believe it or not, the staff will be quite pleased with that. And because often they see security as a block to business, when in effect, it isn't.

It's enhancing business continuity, because you're helping the project survive, but that's always a difficult sell. That's it. That's the central component for this lesson, as I've said previously, how to break this up into three bits because it was actually getting very long so I was an hour, and I think this one's about 20 minutes. So we'll have a quick break. And we'll move on to Lesson number three of this lesson. And it's done the complicated but The next one, we have got some good graphic descriptions about the risk assessments and how that can help us save lives.

Thanks very much for your attention. Speak soon. Hey, welcome back. This is continuation of lesson two. We're on Part C. So a B, talks about risk management. Now we're going to look at some practical applications.

This office front you can see NGOs in Amman, Jordan, they no longer work from there. So that's why I'm using this example, was a good combination for me of intelligence and security management. Now, before I turned up to do a review, a security review of the office, I looked at the threats around the area around the neighborhood and ran the man the city to prioritize that list of threats There could be arrayed against the staff in the projects. Again, it's about 2324. And I noticed that criminal trends have increased over the past year or so in certain neighborhoods primarily because there were lots of NGOs moving in, and that increase the interest of the criminals. And there was lots more breakings.

When I turned up at the front door, for this particular NGO, I was greeted by a very skeptical chief party, who said that he didn't really need my assistance. And he said security was very good in itself, which was a little bit challenging, but allowed me to intermix my intelligence and security capabilities to demonstrate and justify, where he was vulnerable, and where he could improve the security. And that was the whole purpose of me being there. So I pointed out to him, that There was an increase in threats. The inflammation comes from various credible sources. There been lots of office break ins, and asked him to look at the front door that you see there on the slide.

It's not many frame which is weakened itself. It's got glass, which is not very good because criminals can walk past and see and gather lots of information, see the routine, see if there's anyone in the office or not. And it's usually easy to break through the glass anyway, even if it's tempered glass. So there are lots of vulnerabilities. I was asked to look at the hinges to six inches, you'll see four of them, they're on the picture, and pointed out that with a screwdriver and a hammer, you could quite easily hammer out at least one side of those hinges to take the door off or open the door in a matter of minutes. And there'll be a security professional he was obviously surprised at that and then concerned too The combination of the threat assessment, the increase in criminal trends have been identified the vulnerabilities shown from the door and this was I've been gone into the office at this stage.

So this was, this was the where we we did all the talking and showed the critical vulnerabilities that I could see from the outset, I'm encouraged him to step back a little bit and let me do my job. And it allowed me to justify the fact that I was there in the first place, but also that when I produced the report, at the end of it to say, these are your vulnerabilities, these are the best ways so the recommended recommended ways to fix them. He was more likely to actually read them and take notice of them was combination of a threat assessment from the intelligence so it was almost together and the security of your security of the premises and the Chief of party as well. That was an indication to me that he wasn't particularly security conscious, and that allowed To focus bit more on that as well.

Another component of security management and the intellect interlocking of intelligence is this. Give me a drink my tea. And this is Baghdad, the green zone a few years ago now, but it's the concepts are important because I've seen it time and time again, in high threat places like this and Afghanistan and Kabul. And it will happen over and over again. There are places where staff like to go on a Friday evening or Thursday evening, and this case, to relax to spend some of their money to have a drink to meet other people do do whatever they have, they do to relax which is which is fine, which is excellent. The problem with this sort of activity is terrorists and criminals know that as well.

So here in the green zone, there were two different places there was a bazaar that sold lots of knickknacks, DVDs and a lot soldiers when there are lots of civilian workers went there to interact with the local Iraqis, which they wouldn't normally get to do. Because rarely, rarely would they be safe to go out the streets and spend a bit of cash and do something different than just sitting in their room. Then it was a green zone cafe, which sold pizzas which sell beer and alcohol was a gathering place in the green zone, definitely on a Thursday night. But it was pretty popular certainly weekend evenings as well. So I went to the bazaar a few times a little bit uncomfortable sort of place. I would like to go maybe buy a few DVDs and be able to die quickly.

And I went to the green zone cafe once and to be honest, it in front of the living daylights out of me. I've seen a lot Do these places where people go to congregate in high risk areas, and there's been incidents. And that, to me, was that sort of place. So I took that experience and intelligence and knowing the capabilities of the terrorists away with me and decided that I should push from security management perspective to have these two places put out about now putting places out of bounds is quite harsh because people need to get out to relax. That's fine, but also they need to be safe so they can go home and spend the money they earn or, or survive to the next day to do the job they need to do. So whatever reason there should be survivability and their lives should not be risk for a pizza.

Or beer or DVD. So we managed to put the place out of bounds. When I went there was about a month before this incident happened. And around about the two week, three week point, people were starting to complain quite loudly about not getting to these places. And that's when the pressure starts, come on. From a security management perspective, please justify your out of bounds restrictions again.

And then you know, people are going to try and sneak out and go to these places. So you have to try and encourage them. link with their common sense and say, Please keep away that these places are in a huge risk. And then by about week four, this incident happened 10 people were killed. Now, I'm only using this as an example of using your intelligence if even if it's information intelligence, for instance, from the Cabal embassy, the US Embassy center, that's going to be attacks that we saw on the first day. section of this lesson, or from your experience and your knowledge of the capabilities and intense of the terrorism, as you've seen from the risk matrix, risk assets assessment matrix.

So using using all those capabilities you have applying it to security management's responsibility the same, right, we need to put this place out of balance. And that's what we did. And we save lives. There was no, no deaths from the organization I was working for. sad that people died. And we did share information with other organizations and it was up to them whether they put it out of balance or didn't put it out about that's the way it goes.

And that's a good combination of security until intelligence. The next one, same location, the pirate road, Baghdad International Airport Road. Excuse me, drinking again. On the left, you see back that Apple rings in red and the green In zone on the right ringtone red Hold on, let's get the mouse you see it just there. That's the green zone. That's the river.

It's bordering the eastern and southern parts, the green zone. And then this road here. This was a well guarded and secure road. And then from that point where the mouse is now to this big black line, which was a multi lane highway into the back, that airport was an open road for everyone could use. And very quickly, the terrorists established that they knew when the flights were coming in and new flights were departing so that at any given point in time, they could jugs when there would be expats traveling on that road one way or the other. So they put suicide car bombs out there, and were extremely effective at killing people.

You'll see that along the top Vi DS vehicle born improvised explosive devices, moving target against moving targets against military static targets against government targets against moving psps security attachments against civilian targets infrastructure and we didn't know why they were blowing probably just blow up driving along because it was a bad bomb. And so there's lots of different device types and these are all vehicle born. Remember suicide bombers, people driving along with a car load or a truckload of explosives, so very, very potent attacks. This map, we can just about make the most out here circling is where the Baghdad airport is. This is the road the by up international road. And this is where it breaks off into the green zone.

Over here to the right is the green zone. All these blue dots we're VB IDs against moving targets. So against people trying To have from the airport. And they would come on here they would follow vehicles coming onto the bike road from the green zone, and then it would detonate alongside and pretty much kill everything that was inside that target vehicle. So you can see there's a huge amount, a huge amount of vehicle bombs going off, because the terrorists, they obviously have the capabilities to do that they're the people who are willing to drive those suicide bombs. And then they obviously had the intent as well.

So everything was there. And the vulnerability as far as we were concerned is having to get from this side of Baghdad to the airport to get in or out and vice versa. And so we were extremely vulnerable. And there was no security along this stretch of road which made it very challenging task. We broke it down we got regarding those incidents, we've got four bits of information, we've got the day, the date, for the first part of an eight figure grid reference. So we could tell what side of the road it was.

The bomb deck node sounds very accurate. We've got the time. And we've got the type of incident. And from that, we could pass out a lot of information, not only location, but also we could build a graph to show what time of day the attacks happened. And then you can start to see that certainly around. Where are we eight o'clock to 14 1500?

You're going to get most of your incidents. So you as a security manager, you can start saying right, well, we need to leave for the airport around about this time. If people arrive at the airport during the day, then we need to pick them up late at night. We got much, much better chance of surviving that rogue. There's only one maybe incident there. One, maybe in Now, but if you're going around lunchtime or kind of doing 10 to 12.

That'd be 2526 instance. So that shows you a bit like planning a route on Google nowadays, it'll show you when the best time to travel. Well, this was this is an intelligence analyst way of breaking down the timings and going, Okay, well, obviously, from this graph, you better go before or after the main rush. And this is a good way of justifying your security, if you turn around to the organization you work for and so now we need to pick people up at midnight. They would go what you're joking, but then you put this in front of them and go, these were all the attacks are, you do not want to be on that Baghdad International Airport Road, the buyout road this time, or this time, and because there's a good likelihood that you're going to die and it looks like here You got an increase over here looks like there's probably a plane landed or something was taken off.

That's why there's another peak after this sort of trough and another peak of instance here. So you can sell it by using the data that you have analyzing the data, and then presenting it in a format like this to say, there are safer times to travel. And there are much more deadly attempts to travel. And you see a bit later on this year. So later, they started putting security. So over here is the start of the green zone to the right, the Baghdad road you can see the different lanes on this aerial photograph.

And this comes into the airport, which is just down here. These types of attacks, the yellow ones are shootings. red ones are IDs. So a year or so later, when they started putting checkpoints and all the access points here, and here. They stopped it. Totally.

So that was As an example of intelligence AI building up the intelligence picture, and obviously, people are seeing the car bombs go off almost daily. And so it's wasn't that difficult but but but justifying that intelligence and saying, We need troops all the way along this stretch of road, almost well at every junction to manage who's coming on to manage who's traveling along there, and that significantly reduced the incidence and these incidents that were on the roads. Were shootings from the outside anyway, so shooting from the houses onto the roads. So it works the the intelligence, the demonstration of the threats, the justification, changed the security profile considerably and saved a huge amount of lives. I definitely example, Serena hotels. I'm bad in Paxton.

To start against this hotel because that's where a lot of Westerners stay at the embassies are very close by. So you get lots of embassy staff or certainly visitors stand three in a hotel. So it's it's a prime target for the local terrorists. Local terrorists have proven their capabilities, they've proven their intent, and then will never drive car bombs up to places and flatten them. So that that aspect was known. They knew the owners of the hotel obviously knew the capabilities of their aggressors regresses, and they built this system to stop them.

So here is the approach roads, you have to come from left to right or right to left to the front door, which is here. That means you can't get speed up and try and jump the barriers or run your way through you have to drive to here and then do a hard left or here and do a right And you got to drop bars on each side, one here, one here, one here, one here, which is good security because it shows that they haven't just focused on the entry point because quite often hotel So focus on this side where the vehicles coming in and this side of easy to get out but it'll also be easy to get in because they won't put drop bars that this instance they do, they've got armed guards. They've got ways of slowing down the traffic in the center here so they can't reduces the speed considerably so it reduces the potential of attack.

Looking for a bit further out the drop barriers here, here, this is the roots return. You've got guideposts with machine guns either side so even if the bomb went off, were pretty much the main point you could get to there and the car bomb followed up by shooters. They can be slowed down by here and here and more shooters. Back at the hotel. So this is a pretty good and comprehensive system because there's an understanding of what the threat is and the capabilities of the terrorists. And the area we were looking at was just the spot near this red spot here, that's as far as they could get the drive up that would come in, drive up to the front of the hotel here and then drive back down.

And that's the this photograph we were looking at with the drop barriers. And this is assessed as being the closest point they could get to the hotel and get to detonate. And this is the secondary point which is near the back. This bit in the hotel is sort of what shape is that gun shape, L shape. Now although L shaped location, this is the very center of the hotel where you would go in and check in and do all that and these are the wings where the rooms are this sort of intelligence assessment and analysis of the location, the capabilities Have the radius of the potential radius of the explosion demonstrates where you would want to be in that hotel at any given time. So you're looking out more on the center areas as being safe these these serve, and the wing areas are more likely to get seriously damaged if there is an explosion in any of these locations.

And another way of looking at your intelligence, looking at all the different types of capabilities arrayed against you, and then building a security plan around that intelligence. Another one, this is obviously more difficult. There's been further attacks since 2013. But this is an example of what I would say was a well planned al Shabaab attack having to Saturday morning having to by lunchtime and the reasons for that are there's going to be full of people It's a weekend. It's gonna be full of people. It's gonna be full of families and locals, but also lots of expats.

It was a shopping mall, they went there for breakfast there whenever shopping. So you're going to get all your clusters of groups that terrorists just love to attack. Lots of confusion, very, very slow security force response and had to be in when security forces go into something like a mall, they have to be very careful that they don't want to shoot civilians, but the terrorists dressed look like civilians. So there's there's a huge amount of issues. And it takes a while to get all the correct troops and correct. Police lined up to counter attack these sort of places.

So this as you see on that top right picture, there's a huge amount of confusion and fear. injured, people coming out people evacuating and the police are trying to get into that place. Whether there's armed people potentially with suicide vests, potentially with grenades, definitely with guns, who are going to shoot back and fight to the death. So this is another issue. If you're sending people to Nairobi as an example, then you have to look at the potential threats on shopping malls on hotels, restaurants, cafes, transport hubs, government offices, security forces. So you have to be very careful when you allow people to go to places whether the potential of this sort of threat and the whole center sort of swathe of Africa and the Near East around there are these sorts of places there is the potential of terrorists you have to look at.

Again, gather your information on the capabilities of whoever's out there can hurt your staff, and then build your security security plan to minimize that risk and brief staff off and try and reduce the exposure. So that's it. It's taken me a long time, there's been some technical difficulty Got this mainly because the the length of this lesson and that is obviously from a planning perspective, my fault. But I hope breaking it down and giving you the PDF at the start so you can see all the slides anyway, alleviates that issue. We looked at what is intelligence why we need intelligence for security management perspective. The the earlier on we looked at timeframes of intelligence historic, justifying our intelligence to our managers, our ally managers, the risk ratings, prioritizing intelligence and then some examples of how intelligence mixes in with security management so that we can better protect our clients and our interests and whoever whoever we're working for.

So next, we're going to look at commercial Intel tells us it's not quite so long, there shouldn't be so many technical challenges. But what I would like to say is thank you very much for your time and speak soon.