table of contents · policing intelligence services (covert operations) and in 1998 was appointed...
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Table of Contents
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• Introduction
• Definitions
• Internal and External Stakeholders
• Clashes with Stakeholders (Case Study)
• Human rights and Risk Management (ERM & Security)
• Use of force
• Subcontractor management (Anti Corruption)
• Internal audit of Security environment
• Questions
Introduction: Nico snyman
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• Was a high ranking policemen, serving in the pre-apartheid regime within thePolicing Intelligence services (Covert Operations) and in 1998 was appointed asBrigadier in the Meadowlands area of Soweto (Overt Policing). Managing acommunity of over 500 000 people
• In 2007 I was appointed as the Executive (Risk and Security) for the GautrainConstruction project, the biggest project globally between 2007 and 2011.
• In 2009 I was appointed the Executive for Risk and Security to Operate this RapidTransport system till 2013
• 2014 established Crest Advisory Services, specialising in Risk (ISO 31000), InternalAudit (ISO 19011), Compliance (ISO 19600), Business Continuity (ISO 22301) andQuality (ISO 9001)
Definitions
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• Security (ISO 18788)
• condition of being protected against hazards, threats, risks (3.50), or loss
• Risk (ISO 73, 31000)
• effect of uncertainty on objectives (3.33)
• Objectives (ISO 18788)
• result to be achieved
Internal Context (ISO 73)
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Internal environment in which the organization seeks to achieve its objectives
• governance, organizational structure, roles and accountabilities;
• policies, objectives, and the strategies that are in place to achieve them;
• the capabilities, understood in terms of resources and knowledge (e.g. capital,time, people, processes, systems and technologies);
• information systems, information flows and decision- making processes (bothformal and informal);
• relationships with, and perceptions and values of internal stakeholders;
• the organization's culture;
external Context (ISO 73)
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External environment in which the organization seeks to achieve its objectives
NOTE: External context can include:
• the cultural, social, political, legal, regulatory, financial, technological, economic,natural and competitive environment, whether international, national, regional orlocal;
• key drivers and trends having impact on the objectives of the organization; and
• relationships with, and perceptions and values of external stakeholders
Security and enterprise risk
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Clashes with Stakeholders
• Marikana (South Africa)
• North Mara (Tanzania)
– Clashes– Deaths– Killings (Research)
• Hospitals
– Shocking robbery at health center– Emergency Services
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Investors Confidence
• Barrick investors find it tough to stay positive
– Commercial Export Ban on all gold concentrate out of Tanzania– Localization
• Marikana
– Violent scenes at the Lonmin Marikana mine could shake investorconfidence. Analysts are warning that if it's not nipped in the bud, longterm implications for the economy will be bad. (You Tube)
– 18% decrease in share prices, billions lost
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Human rights protection (1)
• establish and maintain a transparent governance and managementframework in order to deter, detect, monitor, address ,and prevent theoccurrence and recurrence of incidents that have adverse impacts onhuman rights and fundamental freedoms;
• identify and operate in accordance with applicable international, nationaland local laws and regulations;
• conduct comprehensive internal and external risk assessmentsassociated with safety, security and human rights risks;
• implement risk control measures that support the rule of law, respecthuman rights of stakeholders, protect the interests of
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Human rights protection (2)
• the organization and its clients, and provide professional services;
• ensure suitable and sufficient operational controls based on identifiedrisks are implemented and managed to enhance the occupational healthand safety and the welfare of persons working on behalf of theorganization;
• effectively with public and private stakeholders; communicate andconsult
• conduct effective screening and training of persons working on theorganizations behalf;
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Human rights protection (3)
• ensure that the use of force is reasonably necessary, proportional andlawful;
• conduct performance evaluations of services rendered and theachievement of objectives;
• develop and implement systems for reporting and investigatingallegations of violations of international law, local law or human rights, aswell as mitigating and remedying the consequences of undesirable ordisruptive events.
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7 Indicators of Voluntary principleson security & Human Rights (VRSHR)
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Cat Description
1 Labor and working conditions
2 Indigenous peoples (Localization)
3 Economic, social and cultural rights
4 Environment and health and safety
5 Land rights
6 Security
7 Anti-corruption
Recommendations from VPSHR• Due diligence, including human rights–related due diligence, on new and
renewing vendors, and self-certification of a Supplier Code of Ethics;
• Investigations and audits of contractors where complaints are lodged(including complaints by contractor employees);
• Dismissing contractors who fail to comply with the policies or the law;• A risk assessment in the supply chain;
• Environmental monitoring, along with policies, procedures and amanagement system that includes audits and assessments; and
• Enhanced human resources policies, procedures and training related tosexual harassment and discrimination more generally.
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Use of force continuum
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Use of Force Continuum (1)
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Force Option
Description Defence and Control Technique
1 Officer presence in Uniform
2 Verbal commands/cooperative controls
• Compliance Holds• Pressure Point Control Tactics• Escort Technique• Light Subject Control• Above Could be applied with or without Tonfa Baton or other
Impact Instruments
3 Empty-hand submission techniques
• PPCT – Pressure Point Control Tactics, Control Tactics, techniques – a level of force that has a low probability of causing soft connective tissue damage or bone fractures. This would include joint manipulation techniques, applying pressure to pressure points and normal application of hand-cuffs
Use of Force Continuum (2)
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Force Option
Description Defence and Control Technique
4 Hard controlTechniques/Agressiveresponse techniques
• the amount of force that has a probability of causing softconnective tissue damage or bone fractures or irritation of theskin, eyes, and mucus membranes. This would include kicks,punches, stuns and use of aerosol sprays such as oleoresincapsicum (OC) pepper spray. Some models split these techniquesbetween empty hand, soft control and intermediate weapontechniques but only include 5 levels of the continuum
5 Intermediate weapons • an amount of force that would have a high probability of causingsoft connective tissue damage or bone fractures. (e.g. expandablebaton, baton, pepper spray, Taser, beanbag rounds, rubber finstabilized ammunition, Mace (spray), police dogs, etc.)Intermediate weapon techniques are designed to impact muscles,arms and legs, and intentionally using an intermediate weaponon the head, neck, groin, knee caps, or spine would be classifiedas deadly or lethal force
6 Lethal force /Deadly force
• a force with a high probability of causing death or serious bodilyinjury. Serious bodily injury includes unconsciousness, protractedor obvious physical disfigurement, or protracted loss of orimpairment to the function of a bodily member, organ, or themental faculty. A firearm is the most widely recognized lethal ordeadly force weapon, however, an automobile or weapon ofopportunity could also be defined as a deadly force utility
Supply Chain Contractor Mapping
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Enables to ask the right questions
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Reporting with confidence
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Competency and training
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Risk based Internal audit on security operations
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• Critical competence on security
• Need to know:• Technical environment
• Knowledge and skills regarding the range of systems available for implementation
• Security Technology is the fastest growing industry globally, keep current and relevant.
• Operational Environment (Context)
• Security Principles• Crime Prevention through Environmental design (CPTED)• Zero Tolerance Approach• Broken Window Principle
ISO 31000Training Courses
• ISO 31000 Introduction1 Day Course
• ISO 31000 Foundation2 Days Course
• ISO 31000 Risk Manager3 Days Course
• ISO 31000 Lead Risk Manager5 Days Course
Exam and certification fees are included in the training price.
www.pecb.com/en/education-and-certification-for-individuals/iso-31000
www.pecb.com/events