Security seals

HID Global, a global provider of trusted identity solutions, announced that its HID Crescendo PIV smart card has achieved FIPS 201 compliance and is listed on the General Services Administration’s Approved Products List (APL). Government agencies and private enterprises looking for the highest level of security and interoperability can leverage the Crescendo PIV smart card to protect the identities of their people when accessing facilities and IT systems. GSA’s Approved Products List provides federal agencies with products and services that have been approved for FICAM implementation based on rigorous security vulnerability and interoperability testing performed by the FIPS 201 Evaluation Program. The Crescendo PIV also has a NIST FIPS 140-2 Level 2 security certification, in addition to the NIST FIPS 201 interoperability certification, and it has optimised performance for faster physical access using digital certificates. Key component to multi-factor authentication solutions HID Crescendo PIV dual-interface smart cards enable access to a broad range of applications, including physical access, PKI based authentication, digital signature and data encryption “With the HID Crescendo PIV on GSA’s Approved Products List, government agencies have the assurance that the PIV card complies with governmental regulations for credentials,” said Yves Massard, Director of Government Solutions, IAM Solutions, HID Global. “HID continues to be a leader in providing PIV solutions to the U.S. federal government, delivering the security, interoperability, high performance and durability that government employees need.” HID Crescendo PIV dual-interface smart cards enable access to a broad range of applications, including physical access, PKI based authentication, digital signature and data encryption. Use cases include secure login to workstations and laptops, web-based cloud applications or VPN gateways. HID Crescendo PIV is a key component to HID Express and HID PIV Enterprise, multi-factor authentication solutions that deliver standard-compliant identity and credential management for the complete lifecycle of the identity.

The deal will enable all the senior members of their security team to obtain Professional Membership status The Security Institute announced at their Annual General Meeting, held on Tuesday 25th April, that it has entered into a Group Membership arrangement with the Foreign and Commonwealth Office (FCO). Professional Membership status The deal will enable all the senior members of their security team to become members of the Institute and obtain Professional Membership status. Several members of the FCO security team are already Institute members and the new arrangement will enable about another 50 members of the team to join the Institute. Latest security industry advancements Roddy Drummond, FCO Head of Security Profession, said: "The FCO are delighted to enter into partnership with the Security Institute which will ensure our team of security professionals keep up to date with the latest industry advancements and have the opportunity for ongoing development." Andrew Nicholls, Chief Executive of the Security Institute, said: "We are delighted to be able to make this announcement as it brings together several weeks of discussion and agreement and I very much look forward to working with the FCO in the future over CPD arrangements and achieving formal qualification for all members their Security Team.”

ISO/IEC 27001 is the internationally recognised best practice standard for an ISMS Esoteric, a counterespionage and electronic sweeping company, announced that after a rigorous evaluation of its information security processes, they have been granted ISO 27001 certification by British Standards Institution (BSI). Protecting information The accreditation demonstrates the company’s commitment to information security, both of internal data and that of the clients and partners, who entrust them with their valuable sensitive information. Compliance with the International Organisation for Standardisation's (ISO) strict requirements highlights a commitment to using best practice, providing the clients and partners reassurance with the handling and protection of their information. "We place the highest priority on information security, our ISO 27001 certification demonstrates our commitment to continual improvement and confirms our policies and practises comply with the most stringent standards," stated Peter Gregg, Operations & Compliance Manager. ISMS framework ISO/IEC 27001 is the internationally recognised best practice standard for an information security management system (ISMS). The ISMS framework of policies and procedures includes legal, physical, and technical controls involved in information risk management and covers people, processes, and technology. For more than 100 years, BSI have led the way in standards. They are among the most respected and reputable management systems certification bodies in the world and are accredited by around 20 local and international bodies. "We recognise that information is one of a company's most valuable assets, any risk to the integrity of that data can make or break a business, security threats impact a company financially, impede expansion, prevent client attraction, damage assets and above all impact reputation," remarked Emma Shaw, Managing Director. When properly managed, a successful information security policy allows an organisation to operate with confidence—something the Esoteric team lives by and advocates for all its clients.

BS 7960:2016 was revised to accommodate changes in the legal requirements for door security staff British Standards Institution, the business standards company, has revised BS 7960 Door Supervision – Code of Practice. The updated standard gives recommendations for the organisation and management of companies providing door supervision services, whether contracted or in-house, to licenses premises or events. Fulfilling legal requirements BS 7960:2016 was revised to accommodate changes in the legal requirements for door security staff. A ‘response to emergencies’ section replaces the previous ‘contingency plan for security’, and a new threat level provides guidance for door security personnel on how to handle emergencies as divergent as performing first aid to a vulnerable person to responding appropriately to a terrorist attack or other large-scale emergency. The revised standard has new requirements to identify and implement violence reduction measures, and that Security Industry Authority (SIA) licenses are checked against SIA records at least once a month. There are additional guidance notes regarding the Data Protection Act and SIA Licence requirements when CCTV or other data recording devices are used. Door security personnel To reflect the changing face of the labour market, BS 7960 now refers to the deployment rather than the employment of door security personnel, as the individual may be under instruction of the company but paid by a third party. A new clause has also been added to ensure that the requirements of the standard are still met when the door security personnel is working for a subcontractor. “Professional door supervisors fulfil a crucial role not only in providing security for premises but in upholding the safety and wellbeing of individuals on their premises” As well as public and private organisations requiring the use of door supervisors, the standard is expected to be particularly relevant to the Association of Security Consultants, the Institute of Professional Investigators, Ex-Police in Industry and Commerce, and the National Association of Security Dog Users. Ensuring safety of individuals Anne Hayes, Head of Market Development for Governance and Resilience at BSI, said: “Professional door supervisors fulfil a crucial role not only in providing security for premises but in upholding the safety and wellbeing of individuals on their premises. In developing BS 7960, we worked closely with private security firms to ascertain what door security personnel need to do their job as safely and effectively as possible.” BS 7960 now accommodates the 2013 legal requirement that all door security staff secure an SIA Level 2 Award for Up-Skilling. In common with the standard it replaces, the private security industry was heavily involved in the development of BS 7960:2016. Organizations involved in the development of the standard include the British Security Industry Association; National Security Inspectorate; Security Industry Authority; and the Proof of Age Standards Scheme (PASS).

Easiloc is supplied in red, blue, green and yellow as standard Talisman Security Products, the U.K’s domestic manufacturer, and supplier, of tamper evident security seals is pleased to announce the release of a completely new product to add to their current extensive portfolio. User-friendly 'Tear-off' feature  The Easiloc ‘Tear Off’ pull tight seal has been designed with the customer in mind, and is a security seal with an easy to use ‘tear off’ feature. This avoids the need for a cutting tool when removing the seal as well as improving health and safety conditions by eliminating the need for blades. Available in strap lengths of 200, 250, 300 and 350mm they are supplied in red, blue, green and yellow as standard. Easy to customise Standard Easiloc are supplied complete with unique sequential serial numbers printed for asset tagging and tracking purposes. The option to customise the colour and laser printing of the seal to your specific requirements is available. This can even include logos and barcodes. This gives Talisman Security Products the flexibility to tailor the Easiloc ‘Tear Off’ pull tight seal to meet the demands of the marketplace. Steve Kerridge Sales Director for Talisman explains “We saw a gap in the market for a U.K. manufactured pull tight security seal with tear off feature to reduce costs and lead times for U.K. businesses. Building on the strengths of the highly successful single piece Taliloc pull tight seal the new Easiloc seal brings the benefit of the user friendly ‘Tear off’ feature. We are now able to offer these outstanding seals with or without ‘Tear Off’ to suit our customers’ requirements. We expect Easiloc seals to be well received and, even before launch, we have already had our first contract for around 2,000,000 pieces. Because Talisman Security Products manufacture our own products on site in the U.K. we are able to serve the European marketplace quickly and effectively with the highest quality seals while maintaining exceptionally competitive pricing”.

ARC's new facility will provide students with an enhanced security training experience by adding a practical element ARC Training has announced it is moving its main training facility to Bishops Waltham, near Winchester in Hampshire, where it will utilise a state-of-the-art training centre with Tavcom Training, its sister company within the Linx Group. Enhanced management courses with array of security equipment and tech “The move from Wallingford to Bishops Waltham will allow us to increase the number of courses we currently deliver each year,” said Angus Darroch-Warren, ARC’s Managing Director. “More importantly, the excellent facilities at Tavcom, which include an array of security equipment and technology, will provide our students with an enhanced training experience by adding a practical element to many of our security management courses, notably the ASIS PSP and CPP programmes.” ARC Training, the leading international provider of security and risk management training, works with security professionals from all over the world by providing training programmes that lead to fully-accredited qualifications in a range of security and risk-related disciplines. The overarching aim of the training programmes is to develop security practitioners so they are able to deliver effective security management support to their organisations by using internationally recognised best practice skills, taught by experienced sector specialists.

The security industry can be like a house built on sand if there's a lack of professional standards set in place Picture the scene: You’re suffering from a persistent pain and so decide to take a trip to your doctor to get it checked out. You step into the consulting room but, before you can speak, he looks you up and down, haw and hums, and then writes out a prescription. Would you be happy that drugs prescribed in this manner will cure your ailment when your doctor has not even bothered to establish what the problem is? Would you accept this as any sort of professional approach? Of course you wouldn’t, and yet every day, in every corner of the Security Industry, this is exactly what is happening, informs Stephen D Green, Physical Security Sector Champion for the Security Institute Research Directorate Knowledge Centre. Security Managers, faced with an immediate security problem and Directors screaming for action, over-rely on experience, leap to conclusions as to what the solution should be, reach for the catalogue and start ordering. This is why, for example, all too often I will come across vehicle control points in site perimeters equipped with K12 crash-rated roadblockers, when 10 yards to each side of the entrance is a chain-link fence that my kids could punch through. The Security Managers, like the doctor above, have failed to analyse and diagnose the problem, leaving it to chance that the action taken will fit the need. But when the measures put in place fail, it is the Security Managers competence that is drawn into question. All security system designs should be risk-based. Such an approach encourages analysis of evaluation of risks such that priorities may be established Is such criticism fair? After all, Security Managers are only human, and humans use unconscious heuristics, or shortcuts, to achieve their goals. We all have personal biases and comfort-zones (“…it’s what we’ve always done”…), we all benchmark or crib off others (…”it’s what Bill down the road does”…) and we all satisfice (…”it’s good enough and it’s available now”…). And it’s not as if there is a wealth of reliable, independent information out there on which to base procurement decisions; in 2007 Professor Adrian Beck of Leicester University, describing the “data desert” at the heart of the Security Industry, stated that “…if CCTV or EAS were a drug, we would be absolutely appalled at the way it has been introduced and widely used without any rigorous testing of its likely impact on the patient”*.I also wonder if the prevalence of second-careerist, ex-armed forces or police officers in the industry has a bearing; General Colin Powell famously once stated that “…if you have between 40 and 70% of the information required to make a decision, go with your gut”. So what can the poor beleaguered Security Manager do to improve this situation? The answer is simple; all security system designs should be risk-based. Such an approach encourages analysis of causality and evaluation of risks such that priorities may be established, leading to problem-oriented solutions which, most importantly, are justifiable before a Company Board being asked to provide funding. An initial and comprehensive risk analysis assessment should be executed prior to purchasing products for the system Risk was defined in the seminal 1992 Royal Society report as “..the probability that a particular adverse event occurs during a stated period of time, or results from a particular challenge.”** There are many variants of quantified risk assessment process around the world, including the relatively-new ISO31000 standard, which developed out of the AS/NZS 4360 standard. Alternatively a good method, widely used within the petrochemical industries, is the American Petroleum Institute Security Vulnerability process. All of these various methods share a number of common features: Risk Identification –Identifying and characterising all critical assets and the specific threats facing them Risk Analysis – Identifying from the list of all possible risks those which are credible given the existing vulnerabilities , the counter-measures already in place and the capabilities of the adversary Risk Evaluation – Assigning a numerical, ordinal value against each risk to allow ranking and prioritisation of effort The level of understanding required to achieve this can only come from careful and continuous stakeholder engagement to ensure a good cross section of views and opinions; it cannot come from one person, or indeed one discipline, in isolation. The perception of risk is influenced by too many factors to describe here, but suffice to say that it is subjective, personal and experiential in nature. This is why some people read a book or walk the dog at weekends whilst others throw themselves out of perfectly good aeroplanes or climb up the side of mountains. Even risk-based technical counter-measures are only of use when deployed in support of a set of good, well-thought out security policies, procedures and practices on which staff have been trained and exercised Risk management is inherently a group activity, and should be iterative to reflect the changing nature of threat environments. The outcome of the risk assessment process should be a document, known variously as a security treatment plan or a Concept of Operations, which outlines the way the proposed new counter-measures are intended to work. From this it should be possible to define a detailed Operational Requirement for every device, listing its intended functionality and any technical performance criteria it needs to comply to. Later, following implementation, it is these two documents that will close the circle by verifying the installation delivers that which was intended at the outset.  Of course, it must be acknowledged that getting the technical element right is only part of the solution. Security is a sociotechnical system; it is made up of technical and human elements. Even risk-based technical counter-measures are only of use when deployed in support of a set of good, well-thought out security policies, procedures and practices on which staff have been trained and exercised. Remove any of these elements and the project can only fail. Therefore, paraphrasing Mathew 7:26, the Security Industry can often be “…likened unto a foolish man, which built his house upon the sand”. If the industry wishes to present itself as professional, it needs to adopt professional standards of evidence-based and methodical design rather than the haphazard guesswork which remains all too prevalent today. * - Beck, A. (2007a) The Emperor Has No Clothes: What Future Role for Technology in Reducing Retail Shrinkage? Security Journal, Volume 20, pp57–61 ** - Royal Society (1992) Risk, Analysis, Perception and Management. London. Author

Companies that have developed a culture of openness can provide and receive feedback at all levels The nail that sticks out gets hammered down” is an old Japanese saying that encourages an unspoken rule of conformity combined with an authoritarian hierarchical structure. Brent O’Bryan, SPHR at AlliedBarton Security Services, explains that a winning formula for both the organisation and an individual is a culture actively exhibiting healthy behaviours and practices, combined with a zero-tolerance policy for any inappropriate or troubling behaviours.  Many metropolitan cities wrestle with significant violence on the streets. In such cities, law enforcement and the state attorney’s offices face the headwind of a “stop snitching” culture. When criminals and bullies are accepted as commonplace and have greater influence than the law, their actions will not be reported, and the perpetrators themselves will ultimately not be held accountable for their actions. An anti-snitching philosophy also infiltrates many workplaces as criminals, or at least those who have yet to be found guilty, and bullies become the employees sitting in the next cubicle or office. Or worse, they become the boss.  Aligning organisational culture with policy People who feel they are in a safe and secure environment are capable of achieving great things If individuals see something but say nothing, or if organisations discourage, intentionally or otherwise, the active reporting of concerning actions and behaviours, chances of violence in the workplace increase. So, what can an organisations do to transform from a “see something, say nothing” culture to a “see something, say something” culture? Organisational culture, policy and practices need to be objectively evaluated, and if necessary, changed. The culture of an organisation will always trump policy when the two are not aligned. And, culture is often best defined by the accepted behaviours and practices in an organisation. While the printed or preached culture may be a positive one, if the reality of what is practised every day is not, senior leadership needs to take steps to make the desired culture a reality. Driving an organisational culture change The following are some areas that business leaders in human resources and other senior leadership roles should review, analyse and work collectively to change. Tame Senior Management Bully Squads If leadership fosters a workplace bullying culture, then this attitude and behaviour will trickle down, permeate and dramatically alter the work culture in an extremely negative fashion. Human resource leaders, in particular, need to demonstrate to senior management that the adverse culture fails to foster productivity, teamwork and creativity – three vital objectives that every company wants to fulfil. Human resource leaders may consider corporate wide surveys, implemented by a third party vendor, that poll employees anonymously. If employees know that they can vent their frustrations and share feedback anonymously, without fear of losing their job, real change can start to occur. Companies with a secure work environment increase productivity Create Leadership Development Programmes Nurturing in-house talent with a well-defined leadership development programme makes employees feel more connected to the business, eases the chain of succession and empowers employees to be more creative, connected and engaged. Just as there are companies in many shapes and sizes, leadership development programmes differ dramatically from company to company. The end goal of these programmes is that employees have an opportunity to improve their skills through classes and workshops, have access to promotional opportunities as they arise, and feel a sense of community and kinship with their company. Leadership development begins with recruitment as human resource professionals seek individuals who can successfully lead their company’s mission. Develop Culture of Openness Companies that have developed a culture of openness can provide and receive feedback at all levels. A 360-degree feedback initiative can be a valuable option but is only recommended after a company has begun its journey to developing an open culture.  If the workplace still fosters a ‘see something, say nothing’ ideology, employees will not be forthcoming for fear that their confidence won’t be kept, or that the source of negative or constructive feedback will be too easily identified. A third party survey company should be brought aboard to confidentially assess feedback by employees at all levels of the organisation. Establish reporting mechanisms  It is important for an organisation to establish clear reporting lines. These should be made especially clear in policies and procedures and communicated frequently. The expectation that employees report inappropriate, violent or suspicious activity can only be realised when there are measures in place that allow and encourage reporting. Leadership effectiveness is dependent upon the ability to gain the trust of the people who work for them. This also assumes that the one holding the trust – the employee – will perform certain desired behaviours, and that the leader has both the desire and ability to “walk the talk.” People who feel they are in a safe and secure environment are capable of achieving great things. It is up to their leaders to tap into this fundamental optimism and allegiance, and move them forward to success.  By building a successful culture where employees feel safe, not threatened, and not maligned by their bosses, they will flourish creatively and be more productive. By developing a culture where employees understand the range and varieties of workplace violence and its warning signs, they will feel empowered to do something about it. 

Klass Software’s acquisition of incident management software company PPM 2000 is the first step in an evolution to build a broad, unified software solution to manage multiple aspects of the security function. In buying PPM, Klass sought to obtain “a very good platform business and grow it with the existing team,” says Will Anderson, CEO of Klass Software (and now CEO of PPM). He sees expansion and enhancement of PPM as a “long-term project,” maybe 10 years. Klass Software is the acquisition group of Klass Capital, an enterprise software growth equity fund headquartered in Toronto. The acquired company will continue to operate as PPM, and the head office will remain in Edmonton, Alberta. Anderson says software related to the security market “looks a little unconsolidated to us.” Over time, he foresees pulling various software elements – PSIM, incident management, analytics, compliance – together into a single platform built around PPM’s existing software product. They will achieve the goal either by enhancing PPM, by acquiring related companies, and/or through partnerships. Anderson said the new PPM will likely do one or two acquisitions a year to build out and augment PPM’s capabilities. The company has $10 to $12 million “in our pockets” to invest, and could access another $50 million as needed over time. They are looking to invest $10 million or so each year in acquisitions. In terms of enhancements to PPM, Anderson says the core incident management capabilities are mature, and new features will likely be related to real-time operations, more sophisticated investigative tools, and analytics. The tools exist in the market, but “smaller clients need us to pull them together and put them in a box.” The main idea is to take information and insight available from various systems and make it “actionable,” he says. “We want to really talk about solving problems,” he says. “We are an open organisation. We have to be able to interface when it makes sense. It’s a very fluid industry, and we are here to help solve the customer’s problem.”  “We’re excited about a future focused on expanding PPM’s incident management portfolio with complementary technology and services,” says Elaine O’Sullivan, who will continue as president of PPM under the new ownership. “The value of a software company is knowledge of the market,” Anderson says. “You have to have people who really get the problem, and PPM has the best people in terms of going to market. Their technology is among the best in the space, and their customer list is impeccable – one in every five Fortune 100 companies use it. It’s a great fit all around – great company, great people, great technology. What was lacking was capital, which we have. We can add value by making them better, improving execution of software management.”

How often is security used as a selling point? You don’t see it very often. Generally greater security is seen as a necessary evil, a corporate “cost.” Interesting, therefore, to see a company hoping that greater security can help turn around a flagging brand. In this case, security is related to identity protection, and the company is Blackberry. Blackberry recently signed an agreement to purchase Secusmart, a company that specialises in secure communication for governments, defence ministries and corporations. The Secusmart web site expresses it this way: “The past few years have shown that the future will be all about security.” Reputation management expert Ken Wisnefski says the purchase responds to concerns of vulnerability among people who are moving more of their lives online. The Secusmart high-security voice and data encryption and anti-eavesdropping technology addresses such concerns. “Corporations, governments and practically everyone else cares about privacy and security when it comes to sensitive information, but today’s online mobile world can make it seem almost unrealistic to secure all of that information,” says Wisenfski, who is the CEO of WebiMax, an online marketing agency that specializes in reputation management, social media and mobile advertising. Wisenfski notes that Blackberry has been losing serious ground in the mobile device market even as concerns about eavesdropping and security have increased. “If Blackberry can create capable devices that people want, this serious effort to reassure folks that someone is looking out for their mobile security could generate huge value and win them back a sizable share of the market,” comments Wisenfski. Seems like turning around Blackberry is a lot to expect from even the best data encryption technology. But I wonder if there are other examples out there that address the value of security as a selling point. We have certainly seen the reverse; that is, the harm done to the Target brand by the recent high-profile data breach. Does it work the other way, too? There was talk at IFSEC about how security can be a “business enabler,” such as making it possible to effectively operate a business in a high-crime area. Wonder if we can take that a step further and say that there are instances when security, even physical security, provides a competitive advantage? I would love to hear about any examples of that.

The control room furniture designed for Warrior Insight is from the standard range of MDesk-Technical modules Warrior Insight, a risk management specialist based in Kenya, has chosen Custom Consoles MDesk-Technical for installation at its Nairobi headquarters. The desks house the operational infrastructure for a newly built video surveillance control suite. "Custom Consoles has a global reputation for the robustness, ergonomic excellence and attractive styling of its control room furniture," comments Warrior Insight Kenya's CEO Adam Miller. "Equally important is the company's attention to detail in terms of equipment accessibility, ventilation and cable management. The desks form the basis of a good working environment which allows our staff to give total attention to their security duties. Based on successful prior experience with Custom Consoles, we were fully confident to install the desks ourselves. Pre-assembled modules were air freighted from Custom Consoles' UK factory complete with easy-to-follow instructions." Fit within the available floor dimensions "The control room furniture designed for Warrior Insight is from our standard range of MDesk-Technical modules, configured to fit within the available floor dimensions," adds Custom Consoles' Sales Manager Gary Fuller. "The furniture comprises three desks providing a total of eight independent workstations. Each operator has access to a dedicated computer housed in an under-desk pedestal plus three desktop monitor display screens and a desktop keyboard. Largest of the desks is a 6.4 metre wide four-operator unit facing a large-screen video wall. Behind this is a parallel 4.8 metre wide three-operator desk. Third of the three desks is a 1.6 metre wide supervisor's workstation with an additional work surface extension. Each desk is finished in cherry with a hard-wearing blue Marmoleum work surface." MDesk-Technical is a structured system Custom Consoles' MDesk-Technical is a structured system enabling bespoke configuration from a number of standard modules, providing an ergonomic working environment for control rooms of any size. Dual horizontal cable ducting is provided throughout entire length of each desk with access via an intermediate leg or pedestal. Monitor display mounting arms are available if required. MDesk-Technical furniture is constructing from a selection of sustainable veneered MDF carcasses, with Marmoleum or laminate work surfaces, edged in a matching hardwood.

Operators identify themselves at the Traka key cabinet using their company ID cardsOver 200 fork trucks and other materials handling equipment at Jaguar Land Rover's Halewood site in Liverpool are now being managed by Traka electronic access management systems. Jaguar Land Rover employs more than 1900 people and produces a car every 135 seconds. Fork trucks are used to transport materials and components to the production line and the company had a number of issues to address including driver accountability, damage control, cost savings plus health and safety compliance.Traka uses intelligent iFobs, each containing an electronic data chip. The iFob thus becomes an electronic key and replaces the conventional truck key. Each truck is fitted with a receptor socket into which the driver inserts the iFob to start the truck. When awaiting use, the iFobs are locked into a designated port within a special Traka key cabinet and operators identify themselves at the cabinet using their company ID cards. An iFob will only be released if the operator has permission to access the cabinet and, even then, will only give access to iFobs to trucks for which he or she is authorised to drive. This is all controlled through the Traka32 software, with the user and iFob details stored on a central database. Because all trucks are not keyed alike, it's easy to know who has driven a particular truck at any time, crucial in the case of an accident or Health & Safety incident. The advantages for Jaguar Land Rover are clear: using Traka saves time; and, by not having a single key for each truck, vehicles can still be used even if a key has been taken home inadvertently by a driver. If an iFob isn't returned at the end of a shift, it's easy to identify who has it. Driver accountability is now a reality: previously, trucks were often treated badly and there was no way of tracing who had caused the resulting damage. By reducing truck damage, downtime is also reduced and trucks spend less time in the workshop. With the new level of accountability, there is also less damage to stock, pallets and racking, resulting in lower operating costs. Daily incident reports are downloaded from Traka and reconciled against the driver report. Failure to complete an incident report is deemed a serious offence and is subject to disciplinary action. When Traka was introduced, the company found that good drivers took to the system well, whilst others quickly realised they would have to modify their behaviour or risk disciplinary action. There have been benefits for drivers too: Traka has done away with paper-based forms, meaning records can be managed with less administrative effort. Drivers also know that trucks will be in the right place when needed and be in good working condition. The Traka system has enabled all these safeguards to be put in place and the most striking change has been in driver behaviour. Typically, more than 27 incidents had been recorded each week but the number has now been reduced to just one."Traka has provided Jaguar Land Rover with better control and complete accountability," says Godfrey Anderson of Traka. "It has clearly improved productivity, as well as considerably reducing damage to stock, trucks and infrastructure."Following the success of Traka's fork truck control for the firm, Jaguar Land Rover has also adopted it to manage keys to rooms, buildings and storage areas.