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Security Awareness in Japan

international media over the last two and a halfdecades has been to propound the notion that Japan isthe “sick man of Asia.” Deflation. A rapidly agingdemographic. A moribund country being eclipsed byChina economically and geopolitically. Intermittentcorporate scandals. The list goes on. Yet for all of itschallenges, Japan remains relevant economically andgeopolitically, both within the Asia-Pacific region andglobally.

Both the World Bank and International Monetary Fundlist Japan as the world’s third largest economy with aGDP of nearly USD 5 trillion. Tokyo, the country’scapital, has the highest concentration of FortuneGlobal 500 corporate headquarters of any city in theworld. According to the Japan National TourismOrganization, Japan attracted 24.03 million visitors in2016, a record for the country. The Travel and TourismCompetitiveness Report 2017, published by the WorldEconomic Forum, ranked Japan the 4th best touristdestination out of 141 countries overall (and the best inAsia). This ranking was based primarily on its highscores in almost all aspects, including health andhygiene, safety and security, and infrastructure.

Japan, whilst being bound by a constitution thattechnically prohibits it from maintaining land, sea andair forces, still is able to maintain Asia’s most advancedmilitary, including the world’s third largest navy. Thecountry is also the United States’ most importantstrategic ally in Asia. It is host to approximately 50,000

US military personnel (and approximately 40,000dependents) and 5,500 US Department of Defensecivilian personnel, constituting the largest overseasdeployment of US forces anywhere in the world. The USSeventh Fleet, the largest of forward-deployed US navalfleets, is headquartered at United States Fleet ActivitiesYokosuka, the US’s largest naval base outside of the US.Far from being irrelevant geopolitically, Japan is theAsian axis of the liberal world order championed by theUnited States since the end of WWII.

The Japanese government projects that it will welcomemore than 40 million visitors per year by the time ithosts the Rugby World Cup 2019 and the SummerOlympics in 2020, which would catapult Japan into thetop 5 tourist destinations globally, in terms of thenumber of arrivals. Japan would therefore appear to beregaining some of its international sheen, lastwitnessed during the country’s asset bubble economyof the 1980s.

Unfortunately, the world is a very different place fromthe 1980s, or from the time Japan successfully hostedthe 1998 Winter Olympics and later the FIFA WorldCup 2002 along with co-hosts South Korea. Organizedcrime, cyber-attacks, terrorism and geopoliticaltensions stoked by North Korea, will all be majorconcerns for Japan leading up to and beyond theaforementioned international events in 2019 and 2020.All eyes, not all of them salutary, will be on Japan.

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Forward by Blackpeak

A popular pastime among pundits and thediscretion

Hong Kong | Singapore | Tokyo | Shanghai | Beijing | Guangzhou | New York


Tokyo has the world’s highest concentration of

Fortune Global 500 corporate headquarters

World’s Top 5 GDPs in trillions of USD (source: World Bank 2016 nominal GDP ranking)

United States 18.6

China 11.2

Japan 4.9

Germany 3.5

United Kingdom 2.6

ECONOMY

24.03 million

Japan attracted 24.03 million visitors in 2016

World’s Best Tourist Destinations (source: World Economic Forum)

TOURISM

Spain

1

France

2

Japan

4

Germany

3

United Kingdom

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MILITARY

By 2020

50,000 US military personnel 40,000 dependents5,500 US Department of Defense civilian personnel

United States’ Most Important Strategic Ally in Asia

World’s 3rd largest navyAsia’s most advanced military

Expected 40 million visitors per year by the time of the Rugby World Cup 2019 and the Summer Olympics 2020

5Japan expected to become among the top 5 tourist destinations globally, in terms of the number of arrivals, in 2020

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discretion and respect, make it a welcoming businessand tourist destination. Not surprisingly, Japan’scurrent security posture falls short of the high level ofsecurity and safety required to host an Olympics orother major international events. Furthermore, anover-reliance on security technologies masks the needfor enhancing the human element in preventing andresponding to malevolent acts. To prepare for theRugby World Cup and the Olympics, Japan will need toheighten security awareness to meet the challenges ofcurrent threat levels. A security-aware and alertpopulation can cost-effectively improve security forthe Rugby World Cup and the Olympics. But how canJapan improve security awareness to better preparefor the aforementioned events?

Awareness is an ongoing activity that fosters a cultureof alertness of actions that can impact security. Itrequires a top-down, bottom-up approach, where allpersons recognize that their actions impact and can beimpacted by risks. Security awareness programs helppeople recognize threats, report security issues toappropriate authorities, and respond to protect human,tangible, and intangible assets. Awareness sensitizespeople to security, and promotes an inclusive culturewhere everyone sees security as a benefit and anintegral part to achieving objectives.

Central to fostering a security awareness culture is notonly recognizing that the public and private securitysectors can contribute to a safer environment, but also

that organizations and individuals need to takeownership of their risk environments.. Whenorganizations and individuals take responsibility for therisks that impact them, and which in turn they impact,they act as a force multiplier. Surveillance camerasmonitored by a security officer are not as powerful asempowering people to be aware of their surroundingsand reporting potential security issues. Furthermore,responding to rapidly evolving events, like terroristattacks and active shooter events, requires people toassess and respond to the incident to protectthemselves and those around them. Equipment andtechnology can help, but investments in training andawareness significantly improves the chances of safetyand survival.

A security-awareness training program is an effectivemeans of embedding risk and security thinking into anorganization, as well as heightening the awareness ofcommunity members. Key to an effective program istargeting the delivery of relevant information tailored tothe appropriate audience in a timely and efficientmanner. This should be supplemented with clearlydefined on-going communications channels. Success ofa security awareness program does not require anorganization to maintain a dedicated Chief SecurityOfficer, which may be beyond the resource constraintsof many organizations. Depending on the size of theorganization, the program can be driven by anindividual champion in smaller organizations, or inlarger organizations, a “Security Awareness Team” bydrawing on personnel from different areas and divisionsof the organization. The program should be developedin collaboration with the human resources staff toeffectively target new hires, reclassifications, andgeneral staff. To enhance the retention of informationand emphasize the importance to the organization, it isbest to repeat the same information multiple timesusing different media and communication methods.

Management commitment is another element essentialfor success. Managers at all levels need to re-enforceto the people they supervise that managing risk andsecurity is a core value of the organization. They needto promote security awareness as an integral part ofday-to-day activities. Managers need to encouragetheir personnel to recognize and report threats toachieving the organization’s objectives, as well asprotect human, tangible, and intangible assets.Obviously, this includes building appropriate reportingmechanisms and protocols, as well as responding tosecurity reports in a formal and timely manner. Whenbuilding a reporting mechanism, it is critical that allpersons working for the organization understand thathighlighting concerns is not a sign of disrespect, but ameans for the organization to operate more effectively.Therefore, recognition and reward schemes foremployees that report concerns help drive the culturalchange for people to speak up and be involved.

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© Dr. Marc H. SiegelDirector, Global Security and Resilience Projects

Homeland Security Graduate ProgramSan Diego State University

Japan, with its low crime rates and culture ofdiscretion


Security awareness programs can also be used to drivea general awareness of organizational goals, furtherempowering people to understand and promote theorganization’s objectives, making the organizationmore resilient. Therefore, the security awarenessprogram should provide training related tounderstanding:• The roles and responsibilities related to achieving

the organization’s objectives;• How the individual’s role in the organization impact

risks and can be impacted by risk;• The organization’s security policy, procedures, and

practices;• The administrative, managerial, operational, tactical,

and technical controls to protect human, tangible,and intangible assets.

Security awareness is not just within the domain oforganizations. It is also a valuable tool for protectingcommunities and the general public. Government andcommunity leaders need to work together to promoteawareness and create channels of communication. Toooften, three and four-word slogan campaignssubstitute for security awareness programs. Slogancampaigns too often build on fear to identify andrespond to “suspicious behavior.” Withoutaccompanying training, this may potentially increasethe risk of unfair and unjust targeting of individualswith different skin color, religious symbols, language, orcultural practices. This would be disastrous during aninternational event like an Olympics.

Community-based awareness training requires trainingand clear lines of communication to succeed. To avoidbiases, people need to understand what constitutes“suspicious” activity and behaviors, otherwise peoplemay simply report behaviors that make themuncomfortable because they vary from the norm, orconversely discourage people from making reports dueto fears of being accused of prejudice or concerns forbeing wrong. Slogans are helpful for getting theoverall message across, but it is the accompanyingtraining that results in informed reporting and fewerfalse-positives.

Another consideration is the pace of implementation.Cultural change is an evolutionary process requiring aphased approach. The objective is to modify humanbehavior. This requires a tailored approach to theculture of the organization and the community. It alsoprovides people with a sense that they are better off byparticipating. This means taking measured steps sopeople can feel a sense of accomplishment and buildsuccess upon success.

Recognition and reward also help modify behaviorsneeded to achieve cultural change. Standards can help

promote change, but too often when implementingstandards, the focus changes to achieving certificationquickly rather than taking a slower phased approach tobuild the support and knowledge needed to sustain thecultural change.

Japan should consider the successful preparations forthe 2010 FIFA World Cup conducted by the Tsogo SunGroup in South Africa. On October 15, 2010, theiraccomplishment was recognized when the Tsogo SunGroup project was designated the top risk managementproject in South Africa for the hospitality and retailindustries for 2010. After considering certification to anISO standard, Tsogo Sun Group determined that theywere better served by establishing a maturity modeland recognition program. This incentivized itshospitality properties to enhance their preparednessand awareness during the tournament in a way thatcould be tailored to the needs of each of its facilities.Strong emphasis was placed on making everyone, frommaintenance staff to top management, part of thesolution. By training people to understand how theirindividual actions both impact risk and can be impactedby risk, they were able to successfully build a sense ofownership.

A significant result was that the maintenance staff, andothers who had not been previously considered securityplayers by the Chief Security Officer, providedinvaluable information that identified security issues,and as owners of their processes, also providedsuggestions for solutions. What Tsogo Sun discoveredwas that benefits went well beyond security related tothe games. It promoted better management of theirproperties, better labor relations, and better riskcommunication throughout the organization. Securitybegan to operate like a well-designed computeroperating system, efficiently working in the backgroundsupporting all the value-added activities of theorganization.

When I developed the maturity model for the TsogoSun Group, it became obvious that by building ascalable system tailored to the culture of individualfacilities, as well as cultures in different parts of thecountry, people could be incentivized to succeed. Thematurity model was used to establish a recognitionprogram where each stage represents a benchmark ofperformance and achievement. By setting realisticgoals based on a risk profile, economic and resourcerealities, and capabilities of each property, achievablesteps could be established that reinforced the system.Taking proactive and realistic steps ultimately resultedin improvements in operations. Management and staffwere then able to easily recognize the value andbenefits of their risk management activities.

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Hong Kong | Singapore | Tokyo | Shanghai | Beijing | Guangzhou | New YorkHong Kong | Singapore | Tokyo | Shanghai | Beijing | Guangzhou | New York | Washington DC

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David SuzukiHead of global Japanese [email protected]

+813 6890 2139

The keys to success in the project can be summed upin seven essential areas:• Management commitment• Inclusion – top up and bottom down participation• Awareness and training• Tailoring to realities at each site and community• Phased approach• Setting realistic and maintainable goals• Recognition

Preparation for the 2019 Rugby World Cup and the2020 Summer Olympics requires a proactive approachthat can preemptively reduce the likelihood ofdisruption of services, as well as increase the securityand safety of guests. There is no shortage of potentialdisruptions to prepare for in advance of a major sportsevent – crime, hooliganism, terrorism, infrastructurefailures, supply chain disruptions, natural disasters, fire,etc. The goal is to prevent a disruption while beingprepared to respond and mitigate the consequences ofany type of disruption that might occur.

An example of the abovementioned proactiveapproach for enhancing security awareness has beenimplemented by Tokyo-based Executive Protection,Inc. (www.ex-pr.com) with excellent results. ExecutiveProtection (“EPI”) is a fully licensed and insuredsecurity risk management firm. EPI maintains a 24-hour Operations Center with Compliance and TrainingSections staffed with former Tokyo Metropolitan PoliceDepartment and Osaka Prefectural Police Departmentofficers, as well as an International Operations Sectionthat provides a clear and concise user-interface forcompanies and organizations abroad seeking securityservices in Japan.

In early 2016, EPI was approached by local governmentto launch the “Safety Patrol” program. This program,driven by a proactive and realistic approach topreparing for the 2019 Rugby World Cup and 2020Summer Olympics, consists of fielding specially trainedbilingual Japanese and non-Japanese roving safetypatrols throughout Tokyo. This innovative anddynamic program, the first of its kind in Japan,primarily consists of acting as a mobile safety interfacefor local government, private businesses, and thepublic, both Japanese and foreigners alike, all with thepurpose of enhancing overall safety and securityawareness for the expected millions of visitors leadingup to and attending the 2019 Rugby World Cup andthe 2020 Summer Olympics. By working together, aslocal government and private security in Tokyo hasdemonstrated, increasing security awareness inorganizations and the community at large is bothdoable and achievable.


About the Author

Dr. Marc Siegel is Presidentand CEO of M SiegelAssociates LLC and Directorof Global Security andResilience Projects,Homeland Security Graduate

Program at San Diego State University. He served asthe Commissioner heading the ASIS InternationalGlobal Standards Initiative developing internationaland national risk management, resilience, security, andsupply chain standards. He is an internationallyrecognized Certified Lead Auditor, Trainer and SkillsAssessor for risk, resilience, and security management.At San Diego State University, Dr. Siegel pioneered theconcept of applying a systems approach to risk,resilience, and security management for organizationsand their supply chains. He works with severalmultinational companies on supply chain riskmanagement. Dr. Siegel chaired the technicalcommittees and working groups for the series of ANSIstandards developed for private security serviceproviders to demonstrate accountability to businessand risk management requirements while meetinglegal obligations and respecting human rights. Dr.Siegel served as Chairman of ISO/PC284 developingstandards for private security service providers. He isco-author of Organizational Resilience: Managing Risksof Disruptive Events – A Practitioner’s Guide, by JamesLeflar and Marc Siegel, CRC Press, 2013.

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