MINE SECURITY CONTROL FRAMEWORKS – PROTECTING THE BOTTOM LINE

PeopleSystems Processes Activities

 EMPLOYEES  Culture  Attitude  Priorities  THE SECURITY PRACTITIONER  Qualifications  Skills  Knowledge  Motivation  MINE MANAGEMENT  Policies  Procedures  Standards  OTHER STAKEHOLDERS  Government  Ministry of Mines  Environmental Management Agency  Others

 Access control policy  Firearms policy  Fraud policy  Vetting  Investigations  Asset control policy  Information security policy  Security services provider policy  Whistle-blowing policy

 GOLD PANNING  THEFT OF ORE  THEFT OF ASSETS  FRAUD  CORRUPTION  ARMED ROBBERIES OF FINISHED PRODUCTS

 PROTECTING MINE BOUNDARIES  RESOURCES ASSETS  PEOPLES LIVES

 SECURITY IS THE MOST FEARED BUT THE LEAST RESPECTED  CONSIDERED AS A SPENDER  LEAST RESOURCED

 And the Answer is…  Do what works for your organization!  What fits the culture of your organization?  What regulatory requirements must you meet?  What do your guiding principles dictate?  What challenges have you experienced in the past?  What future technology is on your “concern list”?  What do you have the resources to accomplish?

 Internal security control is a process. It is a means to an end, not an end itself.  Internal security control is affected by people. It is not just manuals and policies, but the people at all levels of the organization.  Internal security control can be expected to provide reasonable assurance, not absolute assurance, to an entities management or board.

 KEY ELEMENTS  Attitude Adjustment  Policy alignment  Skills development  Culture revolution  Acceptance of responsibility by US