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You are a security manager who has just been hired by a large stock market listed defence manufacturing company as the new Group Security Director. The company has been mired in a series of security related scandals which have affected its reputation and stock market price. These security related scandals have included: • Evidence that secret plans for a new innovative missile system had been stolen, probably through some form of cyber and/or rogue insider (reason is unknown). This could cost the company tens of millions of pounds. • Mishandling of an anti-war protest at the company manufacturing site by contract security officers that left one protester dead and several seriously injured. This happened when protesters broke through the main gate and guards armed with six cell torches beat them up. Six security officers have subsequently been charged with manslaughter and there is an ongoing trial securing extensive daily media coverage, with civil trial for damages likely to follow. The media coverage and trial have so far exposed extensive failings in training of officers and the relationship between the company and the security contractor. • A front page tabloid scandal when a journalist dressed in black as an Islamic State terrorist walked past a gate guarded by a sleeping security officer and entered sensitive locations in the factory taking ‘selfies’ and posting them on twitter, before walking out without having been challenged. • There has also been the exposure in the media of allegations of several staff in procurement taking bribes worth over £400,000 for contracts worth over £10 million. Nothing has been proven and there is an ongoing police investigation. The company has an £800 million turnover and employs around 700 staff. There is also anecdotal evidence of security been poor with widespread staff theft and a culture of not taking security seriously. There is one large manufacturing site employing the bulk of staff, with some smaller storage and office facilities located elsewhere. At the moment there is a security department of four staff headed by a Group Security Director, with a Deputy Security Director, Technical Security Officer and a Security Manager for the main factory site (the Deputy is approaching retirement and is a former officer from the same regiment as the previous Group Security Director with few formal security qualifications, the Technical Security Officer has an electrical engineering background, but has secured an MSc in Security Management and has felt under-utilised by the previous management forces to implement technical solutions he did not agree with, he also has an aptitude for cyber-security and is keen to develop in that way). The rest of the security is arranged by contracts and the total budget for security amounts to £8 million per year (including the salaries of the above). There are a total of 25 security staff, most at the main site, a couple at other facilities and a mobile team in a car, which can reach all sites. Security responsibilities also include staff fraud and corruption as well as mainstream security. Cyber-security is the responsibility of the IT department and previously there has been no interest by the security department in these issues. Corruption and fraud had also been very low priority and the current security team had not completed one investigation into corruption/fraud in the past three years and there had been no recorded allegations either. Data collection is very poor with no metrics and little data on recorded incidents and costs. None of current staff have any experience in investigation. The focus in the past has been upon prevention through physical security with alarmed fences, CCTV and other technical measures. There are six gates to the main factory all guarded by security officers, two of which are vehicle entrances too. The security contractor was a big ‘well known’ company which had held the contract for over 7 years. There are suggestions the previous Group Security Director had a cosy relationship with the contract manager and that they are over-priced for the quality given. There is one year of the contract to go, but the anti-war protest trial has exposed contract breaches which could enable the contract to be terminated and the Security Manager of the main site to be sacked if desired (the security manager knows this and has threatened to ‘go to the media’ if sacked). The board are fed up with the damage poor security has brought the company and have brought you in to change security. They have also heard about the possibility of security enhancing the bottom line and are unsure whether they are spending too much or too little on security. They are also interested in the possibility of converging certain functions such as cyber security. As one of your first tasks they would therefore like you to outline a strategy for creating a new security department, with a new culture, that will address past problems and reaping greater financial benefits. They are open to radical change and nothing is off limits, including radical re-organisation. Your task is therefore to write a 3,000 word report for consideration by the board. You need to assess the problems and outline the key parts of a strategy and possible structure to more effectively deal with these problems. You will be expected to show evidence from other organisations in the public and private sector and research to support your case. You should use a report style, but still reference as normal. Assessment criteria: You will be expected to write a short report in this assignment. In doing so, you will need to demonstrate three specific areas of knowledge and critical analysis. First you will need to critically analyse the problems faced by this organisation. Second you will need to identify a strategy and structures to deal with the problems of this organisation. Third you will need to show evidence from research and other organisations to support your arguments. Fourth you will also need to convince board members.



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