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["SeMS Maturity Assessment Survey"]
["Developed and authored by ARUP"]
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[null,"Notes:","1. To take the survey, click the button below and follow the instructions. There is the option to save progress and return to it later. "]
[null,null,"2. Please SAVE THIS SURVEY before beginning it. "]
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[null,"Name:","Edit by using the Take Survey Button."]
[null,"Email Address:","Edit by using the Take Survey Button."]
[null,"Organization:","Edit by using the Take Survey Button."]

{"sheet":"SeMS Survey Results BurstChart","index":1,"n_rows":0,"n_cols":0,"rows_kept":0,"cut":false,"hidden":true,"merged":[]}

{"sheet":"SeMS Survey Results BarChart","index":2,"n_rows":27,"n_cols":2,"rows_kept":27,"cut":false,"hidden":true,"merged":[[26,1,26,3]]}
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["Date:",{"$f":"TODAY()","v":"2018-03-15"}]

{"sheet":"Response_Records","index":3,"n_rows":106,"n_cols":32,"rows_kept":106,"cut":false,"hidden":true,"merged":[]}
["QUESTION_NUMBER","OPTIMISING","AWARE","TACTICAL","UNAWARE","Question_Complete","Selected Response","Selected Maturity Level","Score","Element","Element ","Mindset or Tool","Primary Category"]
[1,"I regularly hear people talk about security even if it is not their role.","People with security designated responsibilities have a high profile at the airport.","I am aware that people with security responsibilities are active but I can't see what they do. ","I am not confident that people with security responsibilities understand the fundamentals of security risk.",0,null,{"$f":"IF(G2=B2,$B$1,IF(G2=C2,$C$1,IF(G2=D2,$D$1,IF(G2=E2,$E$1,\"NOT SELECTED YET\"))))","v":"NOT SELECTED YET"},{"$f":"IF(H2=\"OPTIMISING\",$AF$2,IF(H2=\"AWARE\",$AF$3,IF(H2=\"TACTICAL\",$AF$4,IF(H2=\"UNAWARE\",$AF$5,H2))))","v":"NOT SELECTED YET"},"Threat and Risk","N/A","Mindset",{"$f":"J2 & \" \" & $L2","v":"Threat and Risk Mindset"},null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"OPTIMISING",4]
[2,"A sense of firm but fair, no blame, and accountable culture is clearly communicated by top airport leadership and is reflected in day-to-day activities in the airport. The focus is on the problem, not the person. Effort is made to identify underlying causes of problems and to truly understand how to rectify problems in the long term. ","Commitment to a firm but fair, no blame, and accountable culture, is described in written policy. There may be some pockets within the airport where the policy has yet to become standard practice. Cases of intention to cause harm, willful negligence, or illegal behavior are dealt with firmly through appropriate formal action.","Security incidents tend to result in assignment of blame or debate over who within the airport should be held responsible for the error. There may be a tendency to focus on the person, rather than the problem.  Security reporting and exceptions are managed through regulation. A formal process is followed, and firm accountability is the predominant focus. ","Most people working at the airport consider security to be somebody else's job.",0,null,"NOT SELECTED YET",{"$f":"IF(H3=\"OPTIMISING\",$AF$2,IF(H3=\"AWARE\",$AF$3,IF(H3=\"TACTICAL\",$AF$4,IF(H3=\"UNAWARE\",$AF$5,H3))))","v":"NOT SELECTED YET"},"Leadership and Empowerment","N/A","Mindset","Leadership and Empowerment Mindset",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"AWARE",3]
[3,"The entire airport community is alert to security vulnerabilities, security risks, and suspicious items and behavior. They are motivated to do something about issues they identify. Systems are in place that help people take action when they identify an issue.","The entire airport community is alert to security vulnerabilities, security risks, and suspicious items and behavior. They generally want to take action if an issue is identified, but they do not know how.","The entire airport community is aware that security is important, but members feel that managing security issues is the responsibility of only those employed to undertake security duties.","Nobody at the airport needs to have an interest in security; it is the sole responsibility of security personnel.",0,null,"NOT SELECTED YET","NOT SELECTED YET","Threat and Risk","N/A","Mindset","Threat and Risk Mindset",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"TACTICAL",2]
[4,"Our airport has a system that people use to report security issues, and the value of that system is evident to all.","Our airport has a system that people use to report security issues, but the value of the system is not evident, and it is not clear how much it is used.","I do not know if our airport has a system that people can use to report security issues.","Our airport does not have a system that people can use to report security issues.",0,null,"NOT SELECTED YET","NOT SELECTED YET","Threat and Risk","N/A","Tools","Threat and Risk Tools",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"UNAWARE",1]
[5,"Most, if not all of the airport community has sufficient knowledge to recognize security vulnerabilities, security risks, and suspicious items and behavior.","Some of the airport community has sufficient knowledge to recognize security vulnerabilities, security risks, and suspicious items and behavior.","It is up to individuals to determine what is a security vulnerability, security risk, suspicious item, or behavior.","Identification of security vulnerabilities, security risks, and suspicious items and behaviors is the responsibility of security agencies only.",0,null,"NOT SELECTED YET","NOT SELECTED YET","Threat and Risk","N/A","Tools","Threat and Risk Tools"]
[6,"When considering security and allocating resources at our airport, we focus on the effectiveness of risk reduction measures as well as compliance.","When considering and allocating resourcing for security at our airport, our priority is compliance, but we might also consider effectiveness of risk reduction measures.","When considering and allocating resourcing for security at our airport, we only consider compliance.","When considering and allocating resourcing for security at our airport, we only take action based on external requirements (e.g., TSA audit findings).",0,null,"NOT SELECTED YET","NOT SELECTED YET","Threat and Risk","N/A","Mindset","Threat and Risk Mindset"]
[7,"Risk assessments are a core part of our security business. They are conducted in the context of threat information, conducted regularly, consider quality control findings, take into account the reporting systems data.","Risk assessments are a core part of our security business but they are not as comprehensive as they could be.","Risk assessments are only undertaken when they are required for compliance purposes.","Our airport does not undertake risk assessments",0,null,"NOT SELECTED YET","NOT SELECTED YET","Threat and Risk","N/A","Tools","Threat and Risk Tools"]
[8,"We undertake risk assessments regularly and are empowered to adjust our security measures accordingly. This process is endorsed by the Executive.","Risk assessments inform what security measures are required, but the approval process for changing security measures is somewhat difficult.","We only change our security measures when instructed to by government security agencies.","Other than regulations, we have no way of changing our security measures.",0,null,"NOT SELECTED YET","NOT SELECTED YET","Threat and Risk","N/A","Tools","Threat and Risk Tools"]
[9,"We have a risk-based internal quality control system. The system is an integral part of our security management.","We use an internal quality control system.","We only conduct internal quality control activities in advance of an external/regulatory audit.","We do not undertake internal quality control activities.",0,null,"NOT SELECTED YET","NOT SELECTED YET","Compliance","N/A","Tools","Compliance Tools"]
[10,"We have a definite culture of delivery, accountability, and continual improvement, beyond simply following process. Quality control metrics are captured, analyzed, and used to inform our quality control activities.","We undertake internal quality control activities, prepare corrective action plans, and monitor the action plan implementation.","We rely on external/regulatory quality control activities for quality assurance. We develop corrective action plans in response to those activities and follow up to monitor implementation.","We do not undertake internal quality control activities. Action is rarely taken after an external audit, or we only follow up on the status of previous findings just before an external audit is conducted.",0,null,"NOT SELECTED YET","NOT SELECTED YET","Compliance","N/A","Mindset","Compliance Mindset"]
[11,"Our quality control findings are analyzed and fed into our risk assessment process. We monitor trends. Our information management systems allow us to easily identify our current compliance status. We have metrics that help us measure our compliance performance.","We have an information management system where we store our quality control findings. We know our compliance status based on 'gut feel' rather than assessment of metrics.","We rely on external/regulatory quality control reports to inform us of our current compliance status. We rarely compare progress since previous activities. We do not have an information management system.","We have no way of knowing our current compliance status. We have no way of knowing the trend of our compliance status. We do not store our quality control findings in a central repository. We do not analyze the findings or corrective actions.",0,null,"NOT SELECTED YET","NOT SELECTED YET","Compliance","N/A","Tools","Compliance Tools"]
[12,"The general view is the internal quality control activity is complete when the deficiencies are rectified. The effort applied to quality control activities reflects this.","The general view is the internal quality control activity is complete when the corrective action plan has been drafted. The effort applied to quality control activities reflects this.","The general view is the internal quality control activity is complete when the site visit has been undertaken. The effort applied to quality control activities reflects this.","Internal quality control activities are not undertaken.",0,null,"NOT SELECTED YET","NOT SELECTED YET","Compliance","N/A","Mindset","Compliance Mindset"]
[13,"Root cause analysis of each noncompliance is undertaken. A noncompliance is viewed as an opportunity for improvement.","Non-compliances are always closed out on an individual basis. We sometimes have recurring non-compliance findings. ","Non-compliance rarely results in any action of any kind.","Non-compliance often leads to punitive action against individuals.",0,null,"NOT SELECTED YET","NOT SELECTED YET","Compliance","N/A","Mindset","Compliance Mindset"]
[14,"We consider options to reduce security risk other than protective security equipment. We take into account how protective security impacts airport operations and other business objectives (e.g., passenger experience). We consider how operational security and security equipment will work together.","When considering options for reducing risk, we rely on security equipment and operations only. We rarely take into account how security will impact airport operations and other business objectives (e.g., passenger experience).","We do not consider any other options to reduce security risk other than protective security measures.  We look to equipment more than operations to reduce risk. Cost is usually the primary determinant of which equipment to purchase.","We only utilize protective security if it is required by regulations.",0,null,"NOT SELECTED YET","NOT SELECTED YET","Protective Security","N/A","Mindset","Protective Security Mindset"]
[15,"The development of environmental design, physical security measures, and operational security measures is undertaken from a human-centered design perspective and is risk- and compliance-based.","The development of environmental design, physical security measures, and operational security measures is undertaken based on security risk and compliance requirements.","The development of environmental design, physical security measures, and operational security measures is undertaken based on compliance requirements.","The development of environmental design, physical security measures, and operational security measures is undertaken based only on what has always been done.",0,null,"NOT SELECTED YET","NOT SELECTED YET","Protective Security","N/A","Mindset","Protective Security Mindset"]
[16,"A clear link is described between protective security and the strategic objectives of the airport (e.g., customer satisfaction, safe operations, and business performance).","A clear link is described between protective security and the security-related strategic objectives of the airport.","Protective security is compliant with national requirements and does not link with the airport's strategic objectives. ","Security does not relate to the airport's strategic objectives at all. Protective security is the responsibility of security agencies only, and delivery does not have to take into account the airport's strategic objectives.",0,null,"NOT SELECTED YET","NOT SELECTED YET","Protective Security","N/A","Tools","Protective Security Tools"]
[17,"Risk reduction (vs. compliance) is the driver for investing in protective security.","Compliance is the primary driver for investing in protective security, but other investment for the purpose of risk reduction might be considered.","We understand and act on the need to be compliant in protective security, but we do not see much other reason to further invest in other possible initiatives for risk reduction.","We only use protective security to meet compliance requirements.",0,null,"NOT SELECTED YET","NOT SELECTED YET","Protective Security","N/A","Mindset","Protective Security Mindset"]
[18,"A cost benefit analysis is undertaken on the procurement of protective security measures. Lifecycle costs are considered in the procurement of protective security measures. ","Only capital cost is considered when procuring protective security measures. There is an awareness that some external lifecycle costs need to be considered, but no specific system or process currently exists to include them.","Only capital cost is considered when procuring protective security measures.","Protective security measures are only purchased if required to meet compliance requirements. The priority is purchasing at the cheapest price.",0,null,"NOT SELECTED YET","NOT SELECTED YET","Protective Security","N/A","Tools","Protective Security Tools"]
[19,"The airport has a Business Continuity System. Security is integrated into that system. The systems is audited and tested through exercises. Focus is on effectiveness.","The airport has a Business Continuity System. Security is not integrated into the system.","The airport is familiar with business continuity practices. The airport does not have a business continuity system in place.","The airport is not familiar with business continuity practices (and does not have a business continuity system in place.)",0,null,"NOT SELECTED YET","NOT SELECTED YET","Business Continuity","N/A","Tools","Business Continuity Tools"]
[20,"Our airport has crisis management arrangements in place and effectiveness is tested through regular exercises. Lessons learned are identified and implementation is actively pursued.  ","Our airport has crisis management arrangements in place. We hold regular exercises. Lessons learned are identified but not always actively implemented.","The airport has crisis management documentation but it is not readily referred to. Exercises are never or rarely conducted.","The airport has no crisis management arrangements in place.",0,null,"NOT SELECTED YET","NOT SELECTED YET","Business Continuity","N/A","Tools","Business Continuity Tools"]
[21,"There is an organization-wide Business Continuity Management System in place that includes security and the supply chain. ","There is a Business Continuity Management System in place at the airport, but security is outside of this system.","Security contingency and emergency management response procedures are in place, but we do not know how this should relate to a Business Continuity Management System.","We do not have any prevention, crisis management, or business recovery arrangements in place.",0,null,"NOT SELECTED YET","NOT SELECTED YET","Business Continuity","N/A","Tools","Business Continuity Tools"]
[22,"Security training is evaluated in terms of demonstrable sustained (long-term, 6 months+) application of SeMS knowledge and skills, intrinsic motivation and confidence to act, and actual increase in demonstrating of security behaviors.","Security training is evaluated predominantly through knowledge and skills assessment, self-report, and satisfaction mechanisms (e.g., reported satisfaction with training and knowledge tests). Evaluation is predominantly carried out shortly after training has completed. ","Security training is evaluated in terms of numbers of people trained, whether required content was delivered, and whether content aligned with compliance requirements.","Security training is not evaluated. ",0,null,"NOT SELECTED YET","NOT SELECTED YET","Training and Application","N/A","Tools","Training and Application Tools"]
[23,"The entire airport community is considered as potential target audience for security training. This audience may include, for example, cleaning and maintenance staff, porters, and staff working in retail areas. ","Target populations for security training includes those with formal security roles, as well as some discretionary additional parties. Mostly, these additional parties are obvious candidates for security training (e.g., check-in staff).  ","Only those with formal designated security roles who are required for mandatory security training are considered as the target population for security training. ","The airport does not carry out any form of security training. ",0,null,"NOT SELECTED YET","NOT SELECTED YET","Training and Application","N/A","Tools","Training and Application Tools"]
[24,"The airport has a compliant airport security training program in place. The program includes security personnel who do not have security designated responsibilities.","The airport has a compliant airport security training program in place. The program does not include personnel who do not have security designated responsibilities.","The airport is familiar with the need to have an airport security training program in place; however, it  does not have one.","The airport is not familiar with the need to have an airport security training program in place and does not have one.",0,null,"NOT SELECTED YET","NOT SELECTED YET","Training and Application","N/A","Tools","Training and Application Tools"]
[25,"The airport community consistently makes use of shared platforms and systems to share security-related documentation, updates, feedback, and improvements to the security system. This is accessed and used by all members of the wider airport stakeholder community. ","The airport community takes care to ensure most are aware of and equipped to enact on security-related issues, with shared security information systems and platforms in place. There is evidence of a lively community of information sharing, feedback, and continual updates.","Shared security information systems and platforms are used, to a degree, by some stakeholders within the airport community. There is no ongoing effort to ensure that these platforms and systems are used by all airport community stakeholders to improve their security awareness and practice.","The airport community has minimal security-related information and documentation posted or stored on shared systems and platforms to satisfy compliance requirements. These platforms and systems, while they exist, are not actually used by the airport community. ",0,null,"NOT SELECTED YET","NOT SELECTED YET","Leadership and Empowerment","N/A","Mindset","Leadership and Empowerment Mindset"]
[26,"Security is identified and actively managed as a Board/Executive priority.","The importance of security is recognized by the Board/Executive. Reporting and management is by exception.","Security is considered an inhibitor of business. Little or no action is taken to improve performance.","Security is considered an inhibitor of business and there are active measures to limit its influence and cost on the business.",0,null,"NOT SELECTED YET","NOT SELECTED YET","Leadership and Empowerment","N/A","Mindset","Leadership and Empowerment Mindset"]
[27,"Security is referenced in the airport corporate vision and objective.","Security is featured in corporate literature and communications. Presentations of security concepts emphasize its integration into the business.","Security is featured in literature and communications. Presentations of security concepts are intermittent, and messaging is inconsistent.","Security does not feature in corporate literature or communications.",0,null,"NOT SELECTED YET","NOT SELECTED YET","Leadership and Empowerment","N/A","Tools","Leadership and Empowerment Tools"]
[28,"Security is featured in the metrics that measure business performance.","Security is considered in business metrics. The consideration is cost focused.","Security manages its own metrics. The metrics are not part of the broader measurement of business performance.","There are no metrics associated with security value or performance.",0,null,"NOT SELECTED YET","NOT SELECTED YET","Leadership and Empowerment","N/A","Tools","Leadership and Empowerment Tools"]
[29,"A public security policy exists and is promoted (e.g., on the airport website), provided to the airport community, and referred to by airport executives.","A security policy exists. The policy is rarely/never promoted or referenced.","A security policy exists but is only shared in the security team.","No  public policy exists.",0,null,"NOT SELECTED YET","NOT SELECTED YET","Leadership and Empowerment","N/A","Tools","Leadership and Empowerment Tools"]
[30,"Diverse opinions and fresh eyes are regularly sought during security improvement activities. For example, decisions on how to improve security awareness might take into consideration views of passengers, tenant organizations, taxi drivers, local hotels, outside experts, and communications and marketing departments.  ","Security improvement activities are decided upon with some broader involvement of those with security designations. Senior management may open discussion to wider groups of security staff (e.g., security guards, or screening staff; security role holders in tenant organizations). ","Security improvement activities at the airport are undertaken by management with little or no involvement with other personnel. For example, decisions to install new equipment or train staff are made by a small core group, most likely with formal security designations, with little consultation from staff for other functions or other organizations at the airport. ","Security improvement activities are not generally undertaken at the airport, other than perhaps corrective action to maintain current levels of security performance. ",0,null,"NOT SELECTED YET","NOT SELECTED YET","Continual Improvement","N/A","Mindset","Continual Improvement Mindset"]
[31,"Provision is made to support experiments for new security solutions in an open-minded and blame-free environment, even if the ideas are seen to be a bit different from what security personnel are used to. If the experiments do not work immediately, the airport uses that as a positive learning process and might iterate and try again.   ","There is some freedom to experiment with new ways of tackling security problems, but a very good up front case, with high expectation of reaching key performance goals, must be given. ","New security solutions are allowed to be offered as long as they align to the current systems and processes and look/sound mostly familiar. For example, the airport might replace one security training provider with another, but the overall type of training provided is likely to be very similar to what was in place previously.","The airport works within a well structured, process-driven environment, which does not have much room for creative problem solving and new solutions when it comes to security. ",0,null,"NOT SELECTED YET","NOT SELECTED YET","Continual Improvement","N/A","Mindset","Continual Improvement Mindset"]
[32,"The airport is constantly seeking to bring wide stakeholder groups (e.g., tenants and landside personnel) into improvement activities to build integrated teams around security challenges rather than working in silos. ","Some effort is made to ensure that stakeholder groups are included and integrated into improvement activities. However, this is not uniformly applied across all areas, and there are some areas that still operate in silos.","We operate within our specific areas, and all stakeholders are responsible for their own improvement activities for security. There is no system that integrates all areas and stakeholders.","Security questions are addressed separately with all stakeholders, with the expectation that they will address required improvements where identified.",0,null,"NOT SELECTED YET","NOT SELECTED YET","Continual Improvement","N/A","Mindset","Continual Improvement Mindset"]
[33,"The closing-out of vulnerabilities is a key performance indicator.","Identification and closing out of vulnerabilities only occurs in the context of quality control activities.","The airport does not proactively identify vulnerabilities, but efforts to close them out is limited to vulnerabilities that relate to compliance.","The airport does not proactively identify vulnerabilities, but if any are identified, the effort to close them is limited.",0,null,"NOT SELECTED YET","NOT SELECTED YET","Continual Improvement","N/A","Tools","Continual Improvement Tools"]
[34,"Security effectiveness (vs. security activities) is measured.","The airport measures the amount of security activities and does not have the capability to measure the effectiveness of the security.","The airport would like to measure the amount of security activities but currently does not.","The airport does not see the need to have any performance measurements in place relating to security.",0,null,"NOT SELECTED YET","NOT SELECTED YET","Quality Assurance","N/A","Mindset","Quality Assurance Mindset"]
[35,"Security culture is regularly assessed, either in its own right, or as part of other culture assessment activities.  ","The value of security culture is recognized. It is not (regularly) assessed.","A security culture is used at other airports, but the airport already includes safety procedures, which largely address most issues.","Security culture is not relevant in the airport environment.",0,null,"NOT SELECTED YET","NOT SELECTED YET","Quality Assurance","N/A","Tools","Quality Assurance Tools"]
[36,"Security metrics are readily available in a simple and user friendly format. The metrics are designed to be used by the Executive.","Security metrics are readily available in a simple and user friendly format. The metrics are designed for use by security management only.","Capturing data and measuring security metrics is difficult.","Capturing data and measuring security metrics is not undertaken.",0,null,"NOT SELECTED YET","NOT SELECTED YET","Quality Assurance","N/A","Tools","Quality Assurance Tools"]
[37,"Business continuity is considered the ongoing process of continually assessing, adapting, and evolving the human capability, tools, and processes of the airport in order to prepare for, respond to, and recover from an incident. ","Business Continuity is considered to refer to the whole system of people, tools, and processes needed to keep the airport in operation in case of an incident. ","Business continuity is considered to mainly refer to physical systems, processes, tools, and equipment needed to keep the airport in operation in case of an incident. ","Business continuity is considered to be a set of documents or processes that detail what should happen in order to prepare for, respond to, and recover from an incident.",0,null,"NOT SELECTED YET","NOT SELECTED YET","Business Continuity","N/A","Mindset","Business Continuity Mindset"]
[38,"It is assumed that the response of people during incidents is highly unpredictable. Therefore, the best way to prepare people for incidents is to focus on putting principles of situational awareness and decision making into practice when under times of stress.  ","It is assumed that people will need some preparatory practice in order to become familiar with simple, unchanging, step-by-step rules and processes to be used during incidents. ","It is assumed that if the right information is captured in documents and processes, people will follow the steps and will respond effectively when incidents occur.","It is assumed that very little can be done to meaningfully prepare for an incident. The sense is that accidents will happen, and the airport will pull together when the time comes in order to deal with the situation.  ",0,null,"NOT SELECTED YET","NOT SELECTED YET","Business Continuity","N/A","Mindset","Business Continuity Mindset"]
[39,"If an incident occurs, the recovery period should focus on how to use the incident as an opportunity to, if needed, transform the airport.  ","If an incident occurs, there may be a range of appropriate recovery responses, which may or may not include striving to attain 'business as usual' as soon as possible.  ","If an incident occurs, a 'life support' set of systems is the first priority to enable recovery. This is to allow time to think about how best to go about getting back to the desired aim of 'business as usual' as soon as possible. ","If an incident occurs, the best way to recover is to move to 'business as usual' as soon as possible.",0,null,"NOT SELECTED YET","NOT SELECTED YET","Business Continuity","N/A","Mindset","Business Continuity Mindset"]
[40,"Good security training is experiential, helps people develop a general situational awareness and confidence in their instinctive identification on unusual situations, and can have benefit beyond increasing only security behaviors (e.g., can also contribute to positive airport morale).","Good security training  happens on a regular basis (every couple of years) in a classroom and tells people convincingly why following security protocol matters. ","Good security training takes up as little time as possible, ideally e-learning or video-based, and makes security protocol visible. ","Good training is targeted only at those who absolutely require it for compliance purposes and takes up as little time as possible.",0,null,"NOT SELECTED YET","NOT SELECTED YET","Training and Application","N/A","Mindset","Training and Application Mindset"]
[41,"The assumption is that for security rules and procedures to be put in to place, good training (which includes the opportunity to practice, be assessed, and receive feedback) must be part of a bigger behavioral change program. ","The assumption is that some form of ongoing assessment and practice is required for people to put their knowledge of security rules and procedures into practice.","The assumption is that regular training on security rules and procedures (e.g., annual refresher training) will result in those rules and procedures being put into practice.","The assumption is that once-off training on security knowledge (e.g., rules and procedures) will result in those rules and procedures being put into practice.",0,null,"NOT SELECTED YET","NOT SELECTED YET","Training and Application","N/A","Mindset","Training and Application Mindset"]
[42,"Clear processes and reviews are used on a regular basis to review security effectiveness (e.g., audits and lessons learned sessions).  ","Clear processes and reviews are used on a regular basis to proactively review security effectiveness (e.g., audits, lessons learned sessions, and root cause analysis exercises).","Clear processes and reviews are described to review security effectiveness (e.g., audits, lessons learned sessions, and root cause analysis exercises). These are used inconsistently. ","Reviews of security mechanisms happen informally or not at all.",0,null,"NOT SELECTED YET","NOT SELECTED YET","Continual Improvement","N/A","Tools","Continual Improvement Tools"]
[43,"The future of security is considered in an integrated manner, alongside other airport future and forward-looking activities (e.g., strategic horizon scanning and future trend identification).  ","Forward-looking exercises, such as pre-mortems, brainstorming sessions, and security stand-down sessions, are used in order to think creatively about security problems that may not have happened yet. ","Benchmarking activities are carried out to stay in contact with security developments within the aviation industry.","No activities or processes are carried out to consider possible novel or possible future security challenges.",0,null,"NOT SELECTED YET","NOT SELECTED YET","Continual Improvement","N/A","Tools","Continual Improvement Tools"]
[44,"Despite having a high level of compliance,  the airport is always looking to do things better, whether improving compliance or achieving the same compliance in a way that aligns to other business objectives (e.g., passenger experience).","In addition to addressing non-compliances, the airport looks for improvements in compliance but does not explore different ways of working.","When taking compliance action, the airport focuses only on non-compliance.","The airport does not have an internal quality control system, but relies on external audits (e.g., TSA) to find out compliance status.",0,null,"NOT SELECTED YET","NOT SELECTED YET","Compliance","N/A","Tools","Compliance Tools"]
[45,"The airport proactively looks to incorporate and integrate the value of security into other business objectives, such as passenger experience, asset management, and organization reputation.","To a limited extent, the airport considers other business objectives (e.g., the return on investment) when determining protective security requirements.","The airport only takes into account the risk assessment and compliance needs when determining protective security requirements.","Protective security measures are only put in place to meet compliance.",0,null,"NOT SELECTED YET","NOT SELECTED YET","Protective Security","N/A","Tools","Protective Security Tools"]
[46,"The airport invests in training needs analysis and looks beyond classroom-based training when considering improving the knowledge and skills of the airport community.","The airport does not undertake a full training needs analysis, but it looks beyond compliance requirements (e.g., root cause analysis of non-compliances) and will consider non-classroom-based learning methods.","The airport considers training as the only way to transfer skills and knowledge.","The airport only carries out the training necessary to meet compliance requirements.",0,null,"NOT SELECTED YET","NOT SELECTED YET","Training and Application","N/A","Mindset","Training and Application Mindset"]
[]
[]
[null,null,null,null,null,null,null,null,null,"Category","Number of Questions","Total Score","Average Score","Processed Score"]
[null,null,null,null,null,null,null,null,null,"Threat and Risk Mindset",{"$f":"COUNTIF($M$2:$N$37,J51)","v":3},{"$f":"SUMIFS($I$2:$I$37,$M$2:$M$37,$J51)+SUMIFS($I$2:$I$37,$N$2:$N$37,$J51)","v":0},{"$f":"IFERROR(L51/K51,\"\")","v":0},{"$f":"IFERROR(MROUND(M51/1.01,1),\"\")","v":0}]
[null,null,null,null,null,null,null,null,null,"Threat and Risk Tools",4,0,{"$f":"IFERROR(L52/K52,\"\")","v":0},{"$f":"IFERROR(MROUND(M52/1.01,1),\"\")","v":0}]
[null,null,null,null,null,null,null,null,null,"Continual Improvement Mindset",3,0,0,0]
[null,null,null,null,null,null,null,null,null,"Continual Improvement Tools",1,0,0,0]
[null,null,null,null,null,null,null,null,null,"Compliance Mindset",3,0,0,0]
[null,null,null,null,null,null,null,null,null,"Compliance Tools",2,0,0,0]
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[]
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[]
[]
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["Client Details"]
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[]
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