Handguns are meant for close-quarter shooting. Think about it; if someone is going to attack, kidnap or rob you on the street, they are going to be close, within conversational range. Now, look around your home or business and see what the maximum distance is that you would have a clear shot at a criminal or terrorist, for most this will be less than 10 yards/meters. This places emphasis on close quarter instinctive shooting over precision target shooting. As part of your training practice for long distance shoots (for handguns, this means over 25 yards), you should try hitting targets out to and over 100 yards. This will improve your handgun skills and show you your capabilities and limitations, but the emphasis should be on close quarter instinctive shooting.
The first two of these tenets involve soft skills which are sometimes referred to as Protective Intelligence (PI) and include situational and tactical awareness skills (route analysis and surveillance detection). The third tenet, Defend, requires hard skills such as the use of firearms and security driving. These hard skills may be required if we were unable to prevent or avoid an attack, and we end up in a situation where we have to survive an ambush. Continuing where we left off in Part One, we will finish covering some of the soft skills involved in Protective Intelligence and then move on to discuss the hard skills.
The report showed a growing awareness amongst CSOs about the increasing importance of cyber security, with 54% describing it as a ‘strategic priority.’ But a lack of available talent is preventing many businesses from implementing their cyber security strategies.
If you take the four areas that are part of the traditional military model: gymnastics/calisthenics (bodyweight exercise), outdoor obstacle courses (moving efficiently through a range of environments), combat sports (boxing, grappling etc), speed marching (bipedal locomotion); these intrinsically include the main focus physical qualities: mobility, strength, reaction speed, coordination, balance and cardiorespiratory function. If these areas are incorporated into a physical fitness programme, treated as a skill and kept in the majority at a low/medium intensity with bouts of high intensity, the result will be a well-rounded human capable of thriving in the diversities of the modern life.
If you’ve spent enough time around executive protection professionals, you’re no doubt familiar with the concept of creating a bubble around a protectee. It seems simple enough, right? Create the protocols, vet those with which the protectee interacts, and stringently direct the protectee’s activities without deviation.
In reality, of course, creating a safe environment for those elected officials, business leaders and celebrities who require protection by statute, board decree, or simply because they attract unwanted attention is an enormously challenging task that requires tremendous flexibility and innovation from those responsible. Let’s be honest — while many people who require such protection for their own safety understand and appreciate the necessity, they, including some past and current U.S. Presidents, are not always cooperative when faced with security limitations.
It often comes as a surprise just how much is available, and the nefarious uses it can be put to. OSINT can be applied towards defensive purposes, but we will be looking only at malicious purposes. One of the biggest challenges of OSINT is not merely recognising it as a threat, but encouraging the behavioural change needed to protect against it widely enough. It is not enough simply for a principal to stop posting Instagram pictures of their travels in order to hide them – their colleagues, friends, family, and employees also need to be aware of the need to take care with information which could be misused.
We cast our eye over the main stories impacting the security industry. Here’s what’s appeared on the radar since the last issue.
From an operational perspective, CPs need to go back to fundamentals and apply the golden rules of protection planning and risk assessments to medical scenarios. For instance, from a strategy perspective, many HNW bought ventilators only to later discover that they would never be delivered due to shortage. So, it’s important to think how do we improve our planning and strategy from the outset to account for the unexpected? Scenarios and risks should be assessed as always in a well thought out threat matrix.
These challenges can take the form of unintentional harm coming by way of a prop, stage equipment, or something as simple as a slip and fall caused by a long dress and high heels.
Whenever we can, we as Protectors must try and anticipate, correcting or counteracting the occurrences that can cause this harm. This is usually done during the Site Advance at which time we do a walk-thru of the areas that the VIP will be visiting, in this scenario, the stage. It is at that time we will perform a visual inspection of the stage and the props, go hands-on with items the Protectee might come into contact with, such as the guard railing, and enlist the help of experts to answer questions that are beyond our realm of expertise, such as how the overhead lights are connected to the scaffolding.
It was the height of British military and government involvement in the ill-fated NATO-led effort to crush the Taliban, and Kabul was inundated with people needing close protection services. From diplomats attempting to build infrastructure and civil institutions to corporate honchos sniffing out potential business opportunities, there was no shortage of clients for security firms to pitch. As my conversation with the in-country manager progressed, I broached the subject of IBGs – individual bodyguards. I told him in no uncertain terms that the idea of having an individual effectively carry out the functions of a close protection team was utter and absolute flannel. His response: “Maybe, Bob. But it brings in the dollars!”