What is technical security?

In today’s digital world, sensitive data and information is consistently at risk which is why technical security is an integral part of any government or organisation’s infrastructure.

The term ‘technical security’ refers to the techniques used for authentication and protection against theft of proprietary information and intellectual property, which are both increasingly at risk of industrial espionage.

It’s an important part of Rose Partners’ service offering. Our robust systems and processes are designed to create and maintain a secure environment for all areas at risk from external malevolence including office and residential space, vehicles, aircraft, vessels and any other facility that may be open to risk from outside an organisation.

Technical security solutions

‘We know the importance of protecting assets and sensitive information in the modern world,’ explains Rose Partners CEO, Adam Honor. ‘Our expert knowledge of technical security ensures robust intrusion-detection and access-control systems that are both reliable and practical to use.’

Rose Partners’ technical security solutions offer the latest protection in:

  • Design, installation and commission of custom-design security systems.
  • Comprehensive Vulnerability Risk Assessments of current security systems, policies and procedures.
  • Technical surveillance counter measures (TSCM) services.

Our expert team can also build, manage and maintain special operations systems, including detection systems and response training for chemical, biological and radiological attacks.

‘At Rose Partners we pride ourselves on putting the client’s needs at the centre of everything we do,’ adds Honor. ‘That’s why our services are bespoke to the required needs and our dynamic approach to any scenario means bringing together the leading experts in a particular field to take command of the task in hand.  

‘We’ve had the privilege of working across the globe in a range of sectors, each requiring a specific approach and tailored solutions. Whatever the potential threats, we’ll mitigate the risks by building robust systems and processes that protect our client’s assets, whether that be IPs, sensitive data, confidential discussions or all of the above.’

Implementing technical security

Before implementing any technical security solutions, first Rose Partners will complete a risk assessment to build a clear picture of how sensitive information is collected, distributed and stored within an organisation. This initial phase of work allows us to understand where potential risks lie in all areas from the collection of personal data for marketing and communications purposes through to the way business-critical IPs are stored.

From there we consider the potential threats while also taking into account the culture and day-to-day workings of the organisation. This is key, as the solutions we provide must be practical for members of an organisation to use if they are to be adopted throughout a workforce.

Once we have mitigated the threats and integrated robust, practical solutions, we then consistently review these systems and maintain all the infrastructure required for their smooth operation. This work includes the ongoing analysis of new and emerging threats and the provisions required to mitigate against them.

If you’d like to know more about our technical security solutions, contact a member of the Rose Partners team today.

Human Rights and Security Sector Reform

The very foundation of security sector reforms [SSR] must be guided by a clear understanding of people’s rights, with the state recognised as the providers of security as a service to the people.

Human rights and security have always, and will always, be closely linked. Often, human rights violations can be the cause of, or the result of, conflict. Violations can also be an early warning of upcoming conflict.

That’s why our obligations to human rights are paramount, and they’re an integral part of any security sector reform programme. At Rose Partners, we take pride in our role as guarantors of human rights of the people we serve but there is a growing awareness of human rights violations by security actors in some of the world’s most complex environments. These violations include discrimination, arbitrary arrest and, in the worse scenarios, extrajudicial killings.

Aside from the clear, immoral implications of these acts, they often serve as a recruitment tool for violent extremist groups. It’s therefore imperative the foundations from which security sector reform can be built must be based on human rights.


As a state is responsible in ensuring the protection of human rights, it is essential that international human rights obligations are not only incorporated by SSR programmes but led by them.

It’s important a populace not only adopts potential reforms but become advocates of that programme. To achieve this, first SSR must put an individual’s rights at the forefront of any programme. We often talk of winning hearts and minds but this is no more apparent than when implementing SSR to reduce risks and threats to the people.

States have an obligation to respect, protect and fulfil human rights but what does this mean?

An obligation to respect human rights means government bodies, including security actors, should not violate human rights standards. An example of this would be the need for police to allow peaceful assembly, such as demonstrations.

This obligation is one step further than respecting human rights and means the state, including the police, must protect an individual’s right to peaceful demonstration. This often means preventing harassment or violent interference.

This requires the state to be proactive in creating systems and enabling environments where people feel free to exercise their rights. In the example of peaceful assembly, this could include ensuring the procedures for obtaining permits for demonstrations are easily accessible and understandable.


Respecting, protecting and fulfilling human rights will increase the public’s confidence and trust in government institutions. This is clearly critical in peacebuilding and conflict prevention.

The concept of human rights helps security actors such as the police and the military understand their role in providing security as a public service. The people are the rights holders in this relationship and this can involve a difficult but necessary shift in understanding, particularly in situations where core security actors have previously considered their duties to be relevant to an

individual leader, regime or ethnic group.

In a democracy, the principles to the rule of law state that all people and institutions should be accountable to the same laws and that citizens should have equal access to justice and public institutions. This means everyone should have the opportunity to participate in decision-making and this is no more apparent than in SSR programmes.

SSR should provide a more effective and affordable security sector with increased accountability and transparency. These four objectives directly correlate with human rights:

The security sector must be affective is making people safe and secure. This should be done by respecting, protecting and fulfilling human rights as we have already defined. These rights include the right to life, right to liberty and security, the total prohibition of torture and a right to non-discrimination.

The cost of core security actors should be balanced with other government expenditure if people are to enjoy the full range of human rights. This includes economic, social and cultural rights, such as the right to education and health. Essentially, government expenditure should meet the ultimate goal – making people safer.

This is a hugely important factor in peacebuilding and establishing trust among the populace in any SSR programme. When security actors are suspected or accused of breaching human rights, this act must be reported, investigated and lead to appropriate action. This requires functioning justice-system processes within security organisations to review disciplinary matters and establish codes of conduct have been upheld.

The right to access information must apply to the security sector and must be established for parliamentarians, civil society, media and others to assess whether security services are effective, affordable and accountable. Without transparency, there’s no scrutiny which can lead to improvements and amendments that are in the best interest of the people.

These objectives outline how SSR programmes must be inclusive of national ownership and how respecting, protecting and fulfilling human rights should be developed and implemented through national processes. The actors leading the reforms should also be held to account by the local population.

Taking this all into account is why SSR cannot be achieved in a short turnaround and as a result often requires a long-term strategy, which itself needs consistent review and assessment. A dynamic approach is necessary in order to adapt and overcome any challenges that will arise as SSR is implemented.

Rose Partners prides itself on the approaches we take to SSR and the results we see in the immediate adoption of our policies and procedures to the long-term impact of those processes. If you would like to understand more about our SSR work, contact a member of the Rose Partners team today.

Evergreen - Supply Chain Risk

How the Suez Canal saga demonstrated supply chain risk

When the Evergreen container ship (the Ever Given) ran aground in the Suez Canal in March 2021, it captured international headlines as crews worked to dislodge the vessel and resume global trade flows.

The six-day blockage of the Suez Canal delayed approx. 17 million tons of cargo freight on hundreds of vessels and had a significant impact on already stressed supply chains.

The Ever Given is just one example of the many risks to global supply chains. In our technology-dependent global marketplace, war, terrorism, pandemics, cyber-attacks or technology failures in one place can seriously disrupt business on the other side of the world.

The impact of the canal disruption illustrates the risks to business supply chains already operating at capacity. Any disruptions have ripple effects, with delays escalating along supply chains, increasing the length of time before the delivery schedules are resolved.

Most businesses recognise the concept of supply chain vulnerability and its managerial counterpart, supply chain risk management, but they are not as prepared as they should be. Commonly, businesses are unable to identify and successfully manage supply chain risks as the world becomes more interconnected.

Improved supply chain risk management enables organisations to take market share from competitors when a common risk strikes and leads to improvements in discovering, preventing and addressing smaller risks, which may cost effort, expense or time. A supply chain practicing risk management is faster to spot risk, faster to respond to it and faster to claim advantages. Competitor supply chains and organisations may not have well-developed risk management practices. This becomes a key strategic competitive advantage even for commodity product producers.

The scope of supply chain risk management is extensive and spans all areas of the supply chain. At the tactical level, risk management is the continual activity of detection, measurement and evaluation of potential supply chain disruption caused by all varieties of supply chain risk, emanating both from within or outside the supply chain. Supply chain risk management seeks to manage, control, reduce or eliminate real or potential risk exposure to supply chain performance.

What Rose Partners can do?

Rose Partners’ specialist security consultants have a wealth of experience assessing and managing supply chain risks. We can help businesses:

  • identify, assess and document supply-chain risks
  • develop a framework to manage supply-chain risks
  • monitor and prepare for emerging risks
  • audit and review risk management systems
  • improve resilience for the inevitable unknown risks that become a problem in the future
  • decrease costs by reducing the probability and impact of supply chain disruption and reduced performance

Rose Partners have worked with businesses in complex, highly-regulated sectors on supply chain security, including the tobacco industry, pharmaceuticals and food and drink. We have specialists in IT security capable of reviewing the IT services provided by external providers and resolving related supply chain risks.

To combat the threat of deliberate contamination, our risk specialists provide a wealth of expertise and experience to identify critical control points where an attack may occur and determine the most effective and appropriate measures to create a secure environment. In the food and drink sector, we work to and go beyond the Food Standards Agency Threat Assessment Critical Control Points (TACCP) standard to identify and address risks more comprehensively.

There is little evidence that The Ever Given incident will change the fast-moving interconnected supply chains that have become so integral to a business. The focus of change, therefore, needs to be on supply chain risk management.

Rose Partners Guide To Entering Post-Conflict Zones & Fragile Environments

Fragile or post-conflict environments are regions that have experienced large-scale forms of violence, often civil war, that have inflicted heavy human and material costs. 

Afghanistan, Libya and Iraq are examples of fragile or post-conflict states. In nations such as these, a lack of capacity of state institutions to deliver services to their citizens, including inability to impose law and order, can be identified. They can also be characterised by corruption, instability as well as a lack of trust in the authorities. Significant distrust and hostility between communities is often seen as a result. 

Due to the considerable scale of international support required to deliver stability through reconstruction, these regions can present significant business opportunities. However, they also present a complex degree of risks which organisations will need to be thoroughly aware of – and know how to alleviate – if they are to do business there.  

From the high rate of crime and risk of terrorism, through to poor infrastructure and disenfranchised local communities, each region has unique issues to mitigate against. We outline these risks and discuss how they can be mitigated against in our free eBook: Factors to consider before entering fragile or post-conflict environments. 

Calling on the Rose Partners team’s wealth of experience and expertise in delivering capacity and capability development solutions, this eBook provides expert insight into the ways in which organisations can counter a wide array of risks.  

You can download this eBook for free by clicking here and entering your email address. 

Rose Partners Provide a Vital Link with the International Community to the Benefit of the Libyan People

Rose Partners have spent the last 12 months in Libya working for the Ministry of Interior on a program of capacity and capability reform that supports the Minister of Interiors vision of police unification founded on the principles of a community based policing model that delivers safety and security to the people of Libya.

The presence of Rose Partners in Libya provides a unique opportunity for the capabilities and requirements of the MOI to be showcased and heard on the international stage.

The subject matter experts (SMEs) that work for Rose Partners are highly regarded internationally within their areas of expertise. The range of skills and experience within the Team extends from that of the former Commander of London’s Counter Terrorism Policing, the former Chief Constable of a U.K. Constabulary, former Counter Terrorism Liaison Officers, former Officers from Her Majesty’s Inspectorate of Constabularies, former Head of a U.K. Police Training College through to Senior Officers within the U.K. Armed Forces and Special Forces. This team working in collaboration and partnership with the MoI, have been able to assess and understand the current capabilities, capacity and needs of the respective MoI units to which they have been granted access, to determine the strategic needs and priority areas for capacity and capability development. This discovery and design phase has very much been a consultative and trusted partnership engagement with the skilled and knowledgeable experts within the MoI.

All strategies and models not only compliment the foundations within the MoI but also the extensive work carried out by the international community. Rose Partners and its SMEs are acutely aware of not ‘lifting and shifting’ existing models to the countries we are privileged to work within. All strategies, future models and training must be agreed with the host nation and be fit for purpose – supporting the existing frameworks and institutions.

The Rose Partners SMEs have only been able to achieve this ‘trusted partner’ status through working within the very offices of their MoI colleagues, on a daily basis. The team have developed professional working relationships with those we are here to support. This approach has enabled the SMEs to listen to the MoI and then match needs against strategic requirements.

The Rose Partners SMEs sit on various international working groups and regularly engage with their own networks of international stakeholders to highlight the excellent work conducted by MOI policing units and any areas where support is required. This is a vital role given the overwhelming willingness and want of the international community (government, NGO, donor and commercial) to assist the Libyan government and its people. The need for a strategic interlocutor within the MoI that not only understands the needs of the Ministry, but importantly speaks the international language of security and reform, is vital to ensure a coordinated support package based on needs, set against a strategic plan which includes not only a  technical road map but training and mentoring support.

Given the privileged role that Rose Partners has with the MoI, the benefits to this engagement are:

  • International stakeholders understand the ground truth in Libya in terms of security and stability from SMEs in-country, this leads to increased confidence in the MoI amongst the international community
  • International stakeholders understand the true capabilities and capacity of MoI policing units from SMEs in-country, not through, often inaccurate, remote assessments, as are currently carried out. Rose Partners training and mentoring teams are within the MoI every day working within a trusted partnership to ensure a truly collaborative approach.
  • International stakeholders understand the bespoke requirements of MoI policing units in terms of training, leading to the delivery of the right, bespoke training, to the right people, in the right place, using the relevant and required equipment and technology. Currently, generic training is provided abroad and often repeated to the same audience by different donors.
  • International stakeholders understand the bespoke requirements of MoI policing units in terms of equipment and infrastructure, ensuring that fit for purpose equipment is provided by international donors to the right units and that ongoing maintenance and licenses are included
  • Duplication of effort is eliminated through coordination of international stakeholders and the delivery of training and mentoring
  • Current training and mentoring compliments previous training provided by international stakeholders and ensure that MoI policing units are trained to relevant international standards.

All of these benefits lead to the international community having more confidence in returning to Libya, bringing with them investment, jobs and enhanced peace and prosperity for the Libyan people.

With any post-conflict environment, a complete and thorough understanding of the needs of the nation is paramount. This is only achieved by being in country, in their offices, within their communities, on a daily basis. With that access and approach the role is to act as the interlocutor; share the valuable insight, knowledge and needs with the international community to the benefit of the host nation and to those seeking to support its redevelopment and pathway to security.

A prime example of Rose Partners SMEs engaging with international stakeholders is within the area of forensic capability in relation to the mass graves discovered at Tarhouna in June 2020.

The Rose Partners forensic SME has developed strong working relationships with the following international stakeholders and has access to wider audiences through invitations to sit on their working groups:

  • European Union Border Assistance Mission in Libya (EUBAM)
    • International Technical Coordination Meeting on Forensics
  • United Nations Support Mission in Libya (UNSMIL)
    • International Humanitarian Law (IHL) and Human Rights Working Group
  • European Union Libya Expertise, Advisory and Deployment (EULEAD)
  • International Criminal Court (ICC)
  • International Commission on Missing Persons (ICMP) – the excellent work that our SME conducted for the ICMP led them to choosing Rose Partners to facilitate their re-entry to Libya.
  • International Committee of the Red Cross (ICRC)
  • United Nations Office for Drugs and Crime (UNODC)
  • United Nations Development Programme (UNDP)
  • UK Foreign, Commonwealth & Development Office (FCDO)
  • US State Department
  • UK National Crime Agency (NCA)
  • UK Counter-Terrorism Policing Liaison Officer (CTPLO)

Internally, the SME has delivered training and mentoring, specific to the mass graves, to staff from the MoI CID Mass Graves Team and the Ministry of Justice Pathology Team and has also developed liaison with the General Authority for Search and Identification of Missing Persons (GASIMP). The SME is able to highlight the excellent work these teams are undertaking under difficult conditions, witnessed first-hand at Tarhouna.

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