Global Strategic Trends

This week I would like to focus on the DCDC Global Strategic Trends Programme and their analysis concerning Tunisia and North Africa as a whole for the period of 2007-2036.  Strategic Trends is “an independent view of the future produced by the Development Concepts and Doctrine Centre (DCDC), a Directorate General within the UK’s Ministry of Defense (MOD). 

Concerning North Africa the report states that “the Middle East and to a marginally lesser extent North Africa will remain highly unstable with, between them, massive population growth of 25% by 2010 and 50% by 2020 and poor prospects for employment and diversification from its dependence on a single sector; oil production”  To a certain extent Tunisians have been blessed not to have so much oil and thus have avoided “the curse of oil”.

The oil curse exists mainly because  money  flows directly from Big Oil Companies to the Powerful & Elite, and thus governments have no incentive to develop non-oil sources which creates an environment where in-as a respected economist puts it- “the ruled (but untaxed)  have little incentive to hold their rulers accountable” (The Economist, 2005)

Back to the report…

The report goes on to say that “the expectations of growing numbers of young people, many of whom will be confronted by the prospect of endemic unemployment, poor infrastructure and economic stagnation, are unlikely to be met.  Their resentment in the face of unrepresentative regimes will find outlets in political militancy…”

We have been first hand witnesses to not only the resentment but also the various outlets which culminated in the Tunisian Revolution.  Today more than ever businesses have to seriously think about the way they view Risk Management.  According to security wizard George L. Head:  “Risk management is the process of planning, organizing, directing, and controlling resources to achieve given objectives when surprisingly good or bad events are possible.”

As we witnessed during January’s revolution, many businesses both local and off shore where not prepared and it was evident that they invested very little in their Risk Management Plan.  It is safe to say that now is the time to review one’s plan and learn from the past.



The DCDC Global Strategic Trends Programme

The Economist.  (2005).  The curse of oil:  The paradox of plenty.  Retrieved from

Tunisia ATM security

During the Tunisian revolution it was obvious that ATMs were targeted by various groups rangaging from low end criminals to more organized and professionals ones.  On the part of the perpetrator the logic is simple:  ATM=Easy Cash.  In fact, according to one European based study , ATM crimes have risen by over 149%.  The European Network and Information Security Agency (ENISA), reports that “Annual losses due to ATM crime in Europe are approaching 500 million euros” (ENISA,2010).

Although there are no verifiable statistics that shed light on ATM crimes in Tunisia; we can with a fair amount of certainty say that after January 14, 2011; ATM crimes have risen significantly.  ATM crimes range from your basics street mugging to more sophisticated technical techniques such as card skimming.  Card skimming “involves making a copy of the information encoded on the magnetic stripe of the card” (Russell, 2010).

In Tunisia ATMs are widely available and almost all ATMs will accept Visa cards.  Additionally, most ATMs meet appropriate security specifications such as being placed in areas that provide good lighting and visibility.

When using an ATM the following precaution tips will come in handy:

1. Selection:   Choose an ATM at a location  with minimum barriers preventing the line of sight.  If it doesn’t look safe; don’t use it…listen to your first instinct.

2.  Situational Awareness:  Scan your surrounding area for any suspicious signs before using the ATM.

3.  Transaction Completion:  After you have completed your transaction scan your surrounding area once again and look for any signs of trouble.  If you suspect a negative action is about to take place, calmly and quickly leave the area.

Lastly, unless you are really comfortable and knowledgeable in physical combat, remember the following tip: “If confronted by an assailant, give up what they demand. Do not resist, property may be recovered later or replaced” (Crime Tip Prevention).


ENISA,2010.  Retrieved from,

Russell, D.  2010.  ATM Skimming Device.  Retrieved from,

Crime Tip Prevention.  Retrived from,

Perseverance…a recepie for success

Similar to restaurants, in the security world you are only as good as your last “meal”.  The challenging part is that when security operations are running smoothly nobody even notices the effort, commitment, and dedication of the security team.  In fact, it is during these times that someone may comment “why do we even need security?”  Even more challenging is the fact that a lot of people consider themselves “security experts” simply based on the fact that they have watched a few action packed movies.

As security professionals we have to accept that when it comes to our line of work, we always have to be on our game because it only takes one time.  No matter how much work, effort, and training; it just takes one incident, one mistake, one perceived flaw; and the entire security department is under suspicion.  Within a week’s time a security team can go from sharp and effective, to complacent and undesired. All it takes is one incident, one bad decision on the part of a security team member to undermine the hard work and dedication of the entire team.

In this way security coordinators are very similar to chefs who know that regardless of their previous day performance, customers want to see and experience the same if not better quality of food.  Our ingredients are security concepts such access control, crime prevention through environmental design, and inspection procedures.  As security coordinators we hope that our “menus” remain appealing and consistent but we ultimately know that it is up to the waiters (guards), kitchen supervisors (lead guards), hosts (receptionists), and administration to join us in our pursuit of excellence.  Although we may not also get it right, through perseverance and a positive mental attitude we always move in the right direction.



If we are facing in the right direction, all we have to do is keep on walking.  ~Buddhist Saying


Security Professional Excellence

In need of a makeover

As a security coordinator living and working in Tunisia, it didn’t take long for me to realize that security guards are not held in a positive light.  Tunisians view security  as a low paying and demoralizing job.  Tunisians are certainly not the only ones who have a bad image of security guards, in the United States people usually refer to them in a negative manner such as “rent-a-cops”.  In fact one American security professional states “It’s clear that security guards have a negative image from the public” (Herring, 2009).  That being said he goes on to make the point that while the internet is filled with negative stories about security guards very few people actually go at the root of the reason why security guards lack professionalism.

The fact of the matter is that many  security guards are under paid, overworked, and poorly trained.  This is especially true in Tunisia where the average security guard works up to 60 hours per week and earns anywhere between 1-3 Tunisian Dinars per hour.  Throw in the fact that they are usually not appreciated, work 12 hour shifts in less than ideal conditions, and are asked to perform tedious tasks; and the result is a lethal mixture of poor morale, frustration, and bitterness.

After years of working with contract security companies one quickly learns one important lesson:  “Most companies are more interested in the invoice than they are in their own guards.”  This way of thinking by most private security companies is the main cause behind the reason why guards are so demoralized.  While the administration enjoys better salaries and more humane working conditions; the guards remain disconnected and therefore resentful towards  the very company they work for.  At this point we could also add the fact that guards are usually working for a “third party” who view them as “outside help” at best.

From experience we all know that within every profession there are those who simply go through the motions and then there are those who are truly professionals.  What separates one from the other is usually a combination of training, self motivation, and a commitment to professional excellence.  This commitment is a result of an individual doing something he or she not only enjoys but fits in with their perceived purpose in life.

It is safe to say that most security guards neither enjoy their work nor  get any pleasure from their occupation.  This can all change if they are motivated in the right way.  Although training, education, and monetary incentives will go a long way; they should not be the only remedies for this challenge.  What needs to happen is a complete renaissance within the security world.  The current world  situation has provided security professionals with ideal conditions from which to engage the public and shed positive light onto the security world.

This light can only benefit the security world if it is based on two important factors:  1.  A genuine concern for improving not just the image of security guards, but their quality of life as well and  2.  A commitment to Professional Excellence.

In Search of Professional Excellence

Alan P. Rossiter, Ph.D. wrote an excellent article entitled “In Search of Professional Excellence” which may serve as an excellent model for security professionals to emulate and bring light to the security world.  In the article he correctly points out that “Striving for excellence involves developing not only technically, but also in the areas of communications, interpersonal relationships, ethics, and more.”  Although an engineer by trade, all professionals with a commitment to excellence can learn from the eight aspects highlighted within the article.  For the benefit of my fellow security professionals I would like to highlight three of these beneficial aspects.

1.  Affirm your co-workers.  Mr. Rossiter correctly points out that since “none of us can live or work in isolation, our ability to perform in any area of life depends largely on the cooperation of those around us.  Thus, professional excellence must include the ability to evoke a cooperative spirit in those around us, especially the least prominent.”

2.  Invest in furthering the profession.  Another great point he makes is that the “continuation and progress of the profession depend in large measure on our willingness to provide the same help and encouragement to those who follow us.”  This note is especially important to security coordinators and serves as a reminder that we can not just wish our security team performed better; we must be willing to show them the way.  Additionally he points out that “the profession also depends on our ability as a group to make a positive contribution to society and upon society perceptions of what we do“.  If this statement does not change the way private security contractors view the client, guard, organization relationship, then they are beyond help.

3.  The Quest. Mr Rossiter reminds us that change does not come over night and so “developing professional excellence is a lengthy and challenging process”.  This rings true with the Chinese proverb that states “the journey is the reward”.

Calling all Security Professionals…

The world has put out an all call for security professionals world wide to make a commitment to excellence and set new standards in professional excellence.  This call must be answered in a humane and practical way that acknowledges the modern security challenges.  We can learn a lot from people like Mr. Rossiter who can clearly outline why we should commit ourselves to the pursuit of excellence and professionalism.

The right training and leadership will greatly improve the image of security guards and the results will benefit the industry, guards, and hopefully the world.


Herring, A.  (2010).  The Ugly Truth About Security Guards.  Retrieved from

Rossiter, A.  (1995).  In Search of Professional Excellence.  Retrieved from

On Post in Tunis…

It has been noted that “The fate of the Tunisian revolution is, so far, still hanging in the balance. Will it result in more far reaching political change? Will the momentum of the considerable working class opposition to the old dictator, including the General Strike, which was crucial in breaking his Presidency, carry the revolution forward to confront capitalist property revolutions? Will political currents emerge that represent this perspective? These questions are still to be answered…”(Rees,2011)

As a security professional it is both a privilege and a blessing to not only witness history as it unfolds but also have the opportunity to put my skills to the test…ON POST IN TUNIS.


Rees, J.  (2011). The Tunisian Revolution in Historical Context.  Retrieved from