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Security has always been an important aspect of any public event, but never more so than today, with an unstable geopolitical environment and international terrorism on a potentially different scale by proponents using new shock tactics. Organisers and decision makers are faced with an array of new challenges when preparing for future events. Take the Olympics, for example. The Summer and Winter Games are more likely to be at risk from a large-scale terrorist attack for a number of reasons.

First, the large numbers of participants and type of location for sporting venues. Second, the number of people in largely urban environments, the density of people using the transport systems and the environment for the routine movement of VIPs present large security challenges. Third, the Olympic Games generate a large number of social and cultural events outside the traditionally accepted Olympic footprint, which are more difficult to protect. Finally, each game tends to present unique challenges. In Sydney, Athens and Vancouver, cruise liners were and will be used as accommodation, which requires bespoke security. London has the Thames running through the heart of the capital. As a consequence, the undoubted popularity of the Winter and Summer Games represent greater potential mass media coverage - the "oxygen of publicity" for terrorist groups. "As such, London 2012 presents one of the most challenging security environments for Olympic planners for many years," says Dennis Mills of Thales, who is in charge of leading the company's security bid for the London 2012 Olympics.

The potential risks and scale of consequences means that planning has to include what many consider the unthinkable - dirty bombs, biological contamination, attacks on critical national infrastructure and other measures seeking to create maximum disruption.

"It's vital that we fully exploit the considerable number of security systems already in place in the UK and supplement them with capability to improve national responsiveness and resilience. This means enabling decisive, preventative action, rapid response in the event of an incident and effective return to normality to limit both the political and economic damage. This will not be achieved by a fortress mentality and technology alone is not the answer. Seamless operations across multiple agencies, including the very large number of volunteer organisations, is the key to success, using refined and rehearsed crisis management processes. Clear roles for appropriately trained and equipped staff, and confidence through exercises that the leadership at all levels can cope under duress is vital. Risk audits, assessing the resilience of information bearing architectures and mission rehearsal skills are important skills industry can bring to major events and while the answer may, in some cases be for new technologies, it will not always be the case. The most important thing is to make sure we build the information architecture to allow all decision makers to feel satisfied that the spectrum of their responsibilities can realistically be achieved," says Mills.

If the security issues alone weren't enough of a challenge, whoever ends up with the task of overseeing any large event, London notwithstanding, needs to ensure the public enjoys the highest levels of safety without the security operation infringing on the overall experience. Security systems must therefore not prohibit either routine or crisis movement of people and emergency service assets or those fulfilling critical national infrastructure key roles.

Striking the balance of safety and security is better met by taking, as previously stated, one architectural view of information support systems and it is important that security is not seen therefore as an overhead which only benefits post event evaluation.

However, there is also a wider role for such systems. Some members of the public want a major event to cause the minimum disruption to their lives and they will judge success by this standard. Others, naturally, see a major event as a huge business opportunity and if security is so tight as to prevent them operating, they will quickly let their views be known. Finally, the legacy impact of a major event is profound. "Success" therefore is multi-dimensional, but if events are not to be left to chance, it will only be achieved by close integration of people, process and relevant technologies. "Non-intrusive security, fully integrated, must therefore be the hallmark of the London games," says Mills. "This fits very well with the UK concept of e-government and the desire for the Olympic legacy to profoundly change the way we are perceived, live and operate: security integrated into the wider infrastructure from the design stage is important. This way you get cost savings from having the technology embedded at an early stage while at the same time avoiding resorting to more physical, more oppressive means of security."

Thales has been at the leading edge of information-based integrated security systems for decades. "We are involved in bids for numerous games and one-off major events. With Thales's SHIELD™ offering, our whole group security and safety portfolio, we provide innovative security solutions to ensure the safety of both participants and the audience," says Jean-Luc Thouvenel, in charge of Thales's SHIELD™ large event protection and airport security business segments. At the 2006 Commonwealth Games in Melbourne, Thales's sister company, ADI, was responsible for the Security Operations Centre, which drew on ADI's work with Australian special forces to add another layer of protection over the top of the individual security operations at venues, transport hubs, the athletes' village and the urban environment as a whole. The result was an all-encompassing, albeit temporary, security architecture.
Thales' experience base is much wider, from the access control system it implemented at the 80,000-seater Stade de France (Paris) to its recent crowd control work for the annual pilgrimage to Mecca (Saudi Arabia).

Thales understands that in certain areas, technology must be cutting edge and invests in both developing capability or understanding what is best in the market in a time frame relevant to a major event. However, the need for robust testing prior to major events also means that the technologies must be low risk to minimise any potential for failure.

One approach Thales has been developing is to consider the movement of one person visiting a major event prior to them even arriving in the country, through their stay in the country, to their eventual departure. In the UK, this means understanding what the Government e-Borders (electronic borders) will deliver, and how effective management of people arriving via air and sea ports can limit disruption and ease their passage. Biometrics solutions (digital fingerprints, facial recognition, iris recognition, etc) can also increase security without impairing fluidity and control of the flow of people. Behavioural technologies - which are designed to spot unattended items - can enhance security and safety, and minimize disruption, while offering commercial benefits and contributing to the feel-good factor. These technologies apply both to transportation networks and other highly congested environments.

As a systems integrator at prime contract level, Thales is committed to understanding customer goals and to helping them achieve those ends, even when these represent disparate aims.It means, where possible, using remote sensors to detect hazardous materials, people trafficking and even seismic tremors, as well as intelligent video surveillance.

This enables graduated alarms allowing modern command centres to focus only on the issues that matter and to be more responsive. These core capabilities show every indication for another technological generation leap, and Thales will be working with other industrial partners to ensure they offer their customers the thoughtleadership necessary to deliver success. Time however is tight and this work will need to start now. As well as providing security throughout major events, planners must leave a legacy that will keep delivering benefits after the event. In Turin, since the 2006 Winter Olympics, the local population enjoys the most advanced citywide public transport system in Europe, another recent Thales contract.

For the government in the UK, this legacy includes limiting environmental damage and also helping other bidding countries to re-use Olympic related capability, which can be packaged and sent off to developing countries for future events. This applies, for example, to 50-metre collapsible training pools and to remote sensors and CCTV cameras.

To be successful, organisers of major events today must treat security systems as one part of a larger, multi-faceted planning process. The first stage is a clear understanding of how to match capability to a well thought through risk analysis that extends well beyond the traditional thinking of threats. These security systems, as part of a wider information architecture with centralised command capability, will not only help protect life and property but also help ensure the best possible experience for all those involved.

The same technology that creates a smooth and integrated mass transit system can also be called upon, if necessary, to provide information that can help in the anticipation of unseen risk, not just at the stadium or conference hall, but long after everyone has gone home. Industry has a role to play, with a longstanding track record of delivering innovative solutions to support governments and citizens throughout the world.