Meet Scott Taylor, National Operations Manager of Exactpro, if you have not already met him. He recently qualified as a CPP with flying colours and why should you care?

Scott Taylor - Certified Protection Professional

Certified Protection Professional (CPP) is the highest honour awarded in the Security Industry. There are 38,000 members world-wide of the elite security organisation known as ASIS International and ASIS sets the bar very high for those aspiring to earn the right to attach CPP to their names. There are less than 8,000 qualified CPP members in the world today.

Only about 10% of those who take on the certification challenge manage to stay the distance. Of the stayers only a few are successful. This is indicative of a wide ranging move towards raising the bar so that the skills and knowledge in the security industry are sufficiently high to provide adequate protection against anything from major terrorist organisations to the local who becomes violent after a few drinks.

To become accredited as a CPP requires competence, knowledge and experience in all facets of security including business management, strategic planning, risk mitigation, emergency planning, communications, business continuity, business resilience and Return on Investment. CPP accreditation enables holistic approaches to security and its many strategies.

Few security providers have the good fortune to be driven by one qualified CPP. Exactpro has two – a remarkable achievement!

The MD of Exactpro, Steve Van Zwieten, was certified in 1998 and subsequently filled the position of Senior Regional Vice President for ASIS Australasia from 2004 to 2009 inclusive.

Today, Steve is regarded as one of the most highly qualified and experienced security professionals in Australia. He has been called on as an expert witness, guest speaker and advisor in security matters.

Scott and Steve are a great team – the best qualified security professionals in the country. Security today is not just about physical control. The strength of a security provider lies in strategic decisions, good planning, positive culture and all the management principles that differentiate the outstanding companies from the also rans.

CPP accreditation demands proof of skills in all those areas.

Higher standards of security go right to the bottom line. Better controls help retain customers and avoid expensive penalties and conditions. Property damage is reduced by good supervision. Bar, catering and gaming staff feel more relaxed and motivated when they are backed by high standards of security and that reflects on customer loyalty.

Restricting Growth Makes Good Sense for Clients

Are Exactpro Crazy?

Just this month one of Exactpro’s clients received a notification that Exactpro was withdrawing its services. At a recent Business Planning meeting it was decided to restrict growth and this could mean putting a block on accepting new clients. Why would anyone do that?

Does this business strategy make good sense from the point of view of existing clients?

The most important service that can be provided by a security company is a high level of respect by police and other authorities. That level of respect has to be earned and it takes time. That is a big challenge in itself. An even bigger challenge, though, is to maintain it. It is much easier to lose than it is to achieve.

In the first year of operation, Exactpro had the opportunity to provide security at a large hotel.

After some investigation it became apparent that the hotel management wanted “bouncer” type security and was not really interested in high standards. There seemed very little chance that the management of that hotel would be proactive partners with Exactpro in the pursuit of continuous improvement and service excellence

The risk of breaches occurring under those conditionsis high. The venue was already under theintense scrutinyof authorities.

This hotel’s philosophy was to fix conflicts when they occurred through strong arm tactics. Exactpro’s philosophy is to have well trained personnel looking for signs of potential conflict and use verbal skills to defuse difficult situations. Strong arm tactics might become necessary but only as a last resort.

After careful analysis Exactpro management decided that the management culture of that hotel would not allow Exactpro to make a significant improvement. That could then lead to a loss of the respect with authorities built up over several years and that would dilute the power of Exactpro to assist its other clients.

The evidence for the success of Exactpro’s strategy can be seen in the successes of two large clients, Mounties and Castle Hill RSL. Since Exactpro took over their security there has been a significant reduction in violent incidents. The reduction in security problems has allowed reductions in costs for both clients.

In the most recent example a club was notified that Exactpro would be withdrawing its services because of the lack of cooperation that was hampering continuous improvement.

The goal of Exactpro is to achieve such a level of quality that it is looked upon as the leader and the benchmark in the security industry. It cannot achieve that goal if it takes on clients who do not share its search for excellence.

And it cannot achieve that goal by accepting more clients than it can manage to the same consistent standards.

However, it could be argued that the Violent Venue Scheme might be indirectly protecting those fools. It could also be argued that the statistics indicating a decrease in violence might be quite misleading.

If there were a perfect solution it would achieve a much wider set of objectives, and would be measured against a lot more criteria, than the number of reported incidents. Imagine for a moment that it is 2013 and we are looking for evidence that the Violent Venue Scheme was reviewed in 2011 and a new system was introduced. What evidence can we find now, in 2013, which shows how successful the new scheme was?

1. NSW has the reputation of being a vibrant and exciting place for people of all ages.
2. NSW is an attractive destination for tourists of all ages.
3. Every venue providing social activities has excellent surveillance and security systems.
4. There is a high level of cooperation between venues and police.
5. Police can easily locate and charge the perpetrators of violent incidents.
6. Venue managers are confident about reporting incidents of violent behaviour and assisting police.
7. Police have access to evidence that strengthens their cases against those who are charged.
8. Attendees at social activities are aware that violence is not tolerated and almost certainly results in severe penalties.
9. The statistics show there was a spike in reported incidents for the 6 months following the introduction of the new system and since then there has been a steep downward trend.

What is now being achieved is quite different.

Most large clubs and hotels have discontinued entertainment for young people. The more popular they were, the more likely they are to be shut down.

Some of that demand is moving to unlicensed premises, poorly managed ‘dives’, venues where security is extremely poor and where evidence is difficult for the police to obtain – places where violent people can get away with almost any behaviour. The best controlled and best equipped venues are moving away from the entertainment young people want.

Wherever possible, venue managers hide violent incidents. To do otherwise is suicidal. Venues are therefore punished for taking a community based approach to violence. The worst elements in society are protected instead of being exposed and punished. Some venues have a policy of handling all problems internally – “don’t call the police, just walk them off the premises”.

The larger venues are generally safer and better controlled because they can afford the best security. Despite the introduction by the larger venues of the latest security controls and the employment of well-trained security personnel they have only a slight chance of escaping the penalties imposed by having 19 incidents reported over a period of 12 months.

The chance of having a few fools who cannot handle the alcohol they drink is almost a certainty. Mounties is providing a great service to its community as evidenced by the number of people using its facilities but is punished for it.

Mounties provides a popular service for about 5,000,000 customer visits per annum spread over 7,000 hours of trading. The club is severely penalised if just 4 violent incidents occur in each million customer visits.

The Standard of Security Does Make a Difference

When Exactpro commenced provision of security at Mounties, Mounties was in Category 2 in the number of violent incidents. After the first 6 months of Exactpro service, Mounties dropped out of Category 2. The significance of this improvement includes:

• Mounties was still carrying the handicap of 6 months statistics relating to the previous security provider.
• Category 2 has onerous costs attached to the conditions it imposes on venues. Dropping to Category 3 would probably reduce overall costs by more than $400,000 per annum.
• Since Exactpro was appointed to Mounties there has been a reduction in the number of security hours by around 250 per week. That would be a saving of another $400,000pa or more.

One evening a grandson was talking to his grandmother about current events.
The grandson asked his grandmother what she thought about the shootings at schools, the computer age, and just things in general..

The Grandmother replied, “Well, let me think a minute, I was born before:

• Television
• penicillin
• polio shots
• frozen foods
• Xerox
• contact lenses
• Frisbee s and
• the pill

There were no:

• credit cards
• laser beams or
• ball-point pens

Man had not invented:

• pantyhose
• air conditioners
• dishwashers
• clothes dryers
• man hadn’t yet walked on the moon
• and the clothes were hung out to dry in the fresh air and

your Grandfather and I got married first … and then lived together.
Every family had a father and a mother.
Until I was 25, I called every man older than me, “Sir”.
And after I turned 25, I still called policemen and every man with a title, “Sir.”
We were before gay-rights, computer- dating, dual careers, day-carecentres, and group therapy.
Our lives were governed by the Ten Commandments, good judgment, and common sense.
We were taught to know the difference between right and wrong and to stand up and take responsibility for our actions.
Serving your country was a privilege; living in this country was a bigger privilege…
We thought fast food was what people ate during Lent.
Having a meaningful relationship meant getting along with your cousins.
Draft dodgers were those who closed front doors as the evening breeze started.
Time-sharing meant time the family spent together in the evenings and weekends-not purchasing condominiums.

We never heard of FM radios, tape decks, CD’s, electric typewriters, yogurt, or guys wearing earrings.
We listened to Big Bands, Jack Benny, and the President’s speeches on our radios.
And I don’t ever remember any kid blowing his brains out listening to Tommy Dorsey.
If you saw anything with ‘Made in Japan’ on it, it was junk
The term ‘making out’ referred to how you did on your school exam….
Pizza Hut, McDonald’s, and instant coffee were unheard of.
We had 5 &10-cent stores where you could actually buy things for 5 and 10 cents.
Ice-cream cones, phone calls, rides on a streetcar, and a Pepsi were all a nickel.
And if you didn’t want to splurge, you could spend your nickel on enough stamps to mail 1 letter and 2 postcards.
You could buy a new Ford Coupe for $600, ….. but who could afford one?
Too bad, because gas was 11 cents a gallon.

In my day:

• “grass” was mowed,
• “coke” was a cold drink,
• “pot” was something your mother cooked in and
• “rock music” was your grandmother’s lullaby.
• “Aids” were helpers in the Principal’s office,
• “chip” meant a piece of wood,
• “hardware” was found in a hardware store and
• “software” wasn’t even a word.

And we were the last generation to actually believe that a lady needed a husband to have a baby.

No wonder people call us “old and confused” and say there is a generation gap.

How old do you think I am?

Scroll Down for the answer.

This woman would be only 59 years old

The Customer Relations Side

Richmond Club was booked out when a family arrived in the hope of having a meal in the Restaurant. Maizin Jumo was on security duty and noticed their disappointment. He went into action to help. By rearranging some tables and chairs he was able to make room for another table which he then carried from another part of the club. Then he set the table for the family and helped them settle in for an enjoyable evening.

Maizin is a great example ofa Customer Service culture. Incidentally, Maizin is more than 100 kilos of muscle and could easily fit into the old style security culture which focused on physical controls.

It is different today. Modern securityculture demands negotiation skills, powers of influence, teamwork and customer relations. Muscle power and control skills are essential but only for use as a last resort.

Maizin was awarded “Employer of the Month” for setting such a fine example of Customer Relations.

The Action and Reaction Side

Another side to Security requires quick thinking, bravery, physical strength and combat skills.

It was 2am when Greg Williams and Paul Lipton were passing the Coffee Club in Mounties. The person in charge of the Coffee Club called to them for help. A male had taken a knife off one of the Coffee Club Tables and was arguing with and in pursuit of a female.

Negotiations and kind words take time and patience and may not be appropriate when a life is threatened.

Greg and Paul called out to the male, who then started to run towards one of the dance floors with the knife clutched in his right hand. The female was trying to get herself out of a threatening and difficult situation. There appeared to be a strong threat that the male would use the knife to stab the female.

Paul tackled the male to the ground and Greg assisted in restraining him. The knife was removed but the difficulties did not end there. While Paul and Greg were on the ground, restraining the knife wielding male, another male member of the club jumped on them. Two other Security Officers, George Tuzes and Adi Soepriyadi, quickly came to their aid and the second offender was restrained.

Sef Korovou also assisted to get the situation totally under control. Due to the seriousness of the incident the Police were called.

It’s all in a good day’s work for competent and thoughtful security officers – from welcoming and helping families to disarming a knife wielding male.

Tough Training?

Training Muscles and Minds

The law requires Star City to employ its own security staff within certain areas of the Casino. It can outsource its security needs for other areas. Exactprosupplies some of the security needs for those other areas and has been asked to tender for more.

The management of Star City, impressed by the standards of security provided by Exactpro, appointed Exactpro to conduct two-day training sessions for the Star City internal security staff. The training has been warmlyacknowledged and appreciated by both management and officers. An indication of the comprehensive nature of the course can be seen in the following list of training agenda items. Besides the skills and techniques normally expected in security training there is heavy emphasis on many other issues important to modern day security including:

• Leadership & Culture
• Legal Aspects of Self Defence
• The Force Continuum and the Risks
• Conflict De-escalation Techniques – verbal judo, negotiationetc
• Physical Control Principles
• Survival Stress and its effect on performance
• Effective Tactical Positioning
• Documentation & Reporting
• Physical Stance & Responses – Body Language
• The Dangers of Positional Asphyxia

If you had purchased $1,000 of shares in Delta Airlines one year ago, you would have $49.00 today.

If you had purchased $1,000 of shares in AIG one year ago, you would have $33.00 today.

If you had purchased $1,000 of shares in Lehman Brothers one year ago, you would have $0.00 today.

But…

If you had purchased $1,000 worth of beer one year ago, drank all the beer, 
then turned in the aluminium cans for recycling refund, you would have received $214.00. 
Based on the above, the best current investment plan is to drink heavily & recycle. 

A recent study found that the average Australian walks about 900 miles a year. 
Another study found that Australians drink, on average, 22 gallons of alcohol a year. 
That means that, on average, Australians get about 41 miles to the gallon!
Makes you proud to be an Australian!

Twenty years ago Honeywell launched a new product to improve the effectiveness of security cameras and how they were viewed, especially in gaming environments. The product was a Maxpro Analogue Switcher.  At that time Las Vegas was the gaming capital of the world and the new system was adopted very quickly by nearly every casino.

For the first time the casinos were able to have an operator stationed in a control room who could view any camera in real time. The operator now had a simple system – for example, use a keyboard to request camera 47 to be shown live on monitor number 3; request camera 143 to be shown on monitor number 7.

Before the introduction of the Maxpro Analogue Switcher, casinos had to rely mostly on playback of incidents. At the early stages all video images were recorded on video tapes by a VCR. When a manager on the floor requested the video of an incident, the surveillance manger had to eject the VCR tape, walk over to the viewing VCR and monitor and rewind the tape until he found the incident.Each camera was recording on the hard drive of a Digital Video Recorder (DVR). An incident occurring at 10.15am at location 101 could only be viewed by replaying the VCR recording. Critical areas could be permanently connected to a monitor but this was very limiting.

The Maxpro Analogue Switcher was a major breakthrough at the time. Operators were now able to see what was happening, when it was happening, at any location where there was a camera installed. This dramatically reduced security manpower. One operator could now assist in the organisation and delegation of security duties while keeping an eye on patron behaviour.

Casinos soon realized the employment of an operator in a central control area opened new opportunities. For example, an operator might recognize a high roller and advise the duty manager. The duty manager could then make sure everything was being done to build customer loyalty. An undesirable might be seen at the entry area and security could be advised.

Smaller casinos, clubs and hotels could continue to collect information direct from camera to DVR without going to the expense of employing operators of a switching system. Most small clubs in Australia continue to use a system that by-passes the expense of operators.

It was a great system. But much better was to come!

From Analogue to IP

Less than two years ago there was another major breakthrough in security surveillance systems. The transition from analogue cameras to Internet Protocol/Megapixel Cameras (IP) was progressing rapidly. Analogue cameras were limited in their resolution. Pixilation occurred for subjects outside of a very limited range, often making the view on the monitor almost useless. Half the number of IP cameras could produce much higher quality images.

Honeywell could see a serious problem emerging. Analogue cameras were in operation in all casinos and were connected by co-axial cable to a central control area. Progressing to IP cameras would mean the expense of new cabling and new cameras. Retaining the analogue system and introducing the new IP system would mean having to operate two different systems at the same time – a great headache for operators.

The solution devised by Honeywell has been operating for the last 18 months in Las Vegas, Macau and other major gaming centres and is being widely and enthusiastically adopted.  It is now available in Australia. The significance of this solution has escaped some Australian IT managers who are still installing analogue cameras and sticking to the old system. This is partly because they have not realized that the new IP system can work side by side with their analogue system in a seamless, integrated system.

An excellent example of the new technology application can be seen in a large Sydney club where around 200 analogue cameras have been operating for several years through the Maxpro Analogue Switcher system. Their plans for extensions highlight the camera problem. The club will need to install another 150 cameras. Do they go to IP for the new cameras and operate two different systems? Do they go to the extra expense of completely replacing their analogue system? Do they install more analogue cameras in the extension and work around the lower quality?

The solution is simple. The new Honeywell product, Maxpro Video Management Software (VMS) provides a seamless integration of analogue and IP systems and provides far better results for less cost. The club can retain its current cameras, install new IP cameras in the extensions, replace existing analogue cameras with IP whenever convenient, save cabling costs, andenjoy superiorquality from the new cameras.

The next Newsletter will explain how clubs, hotels and casinos can maximise the cost effectiveness of their surveillance systems and gain some valuable benefits.

(Exact is an authorized dealer of the entire Honeywell range of products which includes systems for alarms, access controls, visitor management, hotel management, people counting, point of sale controls, and data management systems).

The following case study emphasises the importance of training. Training is an expensive but essential component of security service. It can be even more expensive to have inadequate training. Amongst the first questions any venue should ask of a prospective provider of security service concern the regularity, quality and scope of training. If regular training does not include Customer Relations and Conflict Resolution the risk can be very high.

The following article is a summary of the court report and may contain errors in fact and/or interpretation. For the full unabridged report follow the link.

http://www.austlii.edu.au/cgibin/sinodisp/au/cases/nsw/NSWDC/2010/188.html?stem=0&synonyms=0&query=”security%20guards”

The Lessons to Be Learned From This Case

1. Duty managers, supervisors and security staff must know that the duty of care extends well beyond their premises.
2. Once the manager of a venue becomes aware of a risk to the safety of a customer it must act to mitigate the risk.
3. Security staff must be trained to be constantly on the alert for potential problems and defuse them before they escalate.
4. Training for security staff must include negotiating skills and “verbal judo”.
5. Waiting for a blow up to occur before taking action is very poor strategy for security.
6. Horrific penalties can arise for venue operators from the actions of third parties even though security or management staff is not directly involved.

Nature of Case

The plaintiff, Graham Hadaway, claimed he was assaulted, battered and injured by the first defendant, Heath Robinson, after leaving the premises known as the Hoey Moey Hotel at Coffs Harbour, NSW.

Hadaway also claimed that his injuries were due to breach of duty of care on the part of the second defendant, Cregan Hotel Management Pty Ltd, and the third defendant Lindsay Archibald, the licensee and manager of the hotel.

The Parties

Before his injuries, Graham Hadaway worked in the building industry where he had obtained proficiencies and certificates in multiple and overlapping building trade skills. Since receiving his injuries he has not returned to his pre-injury employment.

Heath Robinson was aged 34 years when the events occurred. He was skilled in various forms of martial arts and related sports. He was on friendly terms with both the hotel staff and with the hotel security staff, having previously worked as a security guard at the hotel. Until several months before the events in question he had also been on friendly terms with Hadaway.

Cregan Hotel Management Pty Ltd was the second defendant, being the owner of the Hoey Moey Hotel in Coffs Harbour.

The third defendant, Lindsay Archibald, was the licensee and manager of the Hoey Moey Hotel.

The Cregan Hotel issued a cross-claim against Heath Robinson, claiming contribution to any damages payable by the second and third defendants to the plaintiff.

Liability issues for determination

The judge identified 7 issues for decision. This report summarises the issues and findings into only 2 groups:

Issue 1: Did Heath Robinson commit an unlawful assault and battery on Hadaway.

Issue 2: Did the Cregan Hotel Management Pty Ltd and its licensee, Mr Lindsay Archibald, owe a duty of care to Hadaway after he left the hotel premises and if so did they breach that duty of care.

Robinson’s Background

Robinson’s medical records disclosed a background history of having been involved in multiple assaults, which included head injuries. One such assault, at age 19 years, involved him being hit on the head with an iron bar. He was involved in various assaults in 2002 and 2003. He had a history of having a depressive anxiety disorder and receiving some professional counselling.

He was skilled and proficient in a number of martial arts and related sports. At the time of the incident in question he was on friendly terms with the hotel staff and its security staff

Robinson stated that his pre-incident head injuries had left him with frontal lobe brain damage. In his oral evidence he made reference to having memory problems due to his previous head injuries.

The Relationship between Hadaway and Robinson

Although Robinson and Hadaway had been friendly some months before the incident, the evidence was that all friendship had evaporated.  Robinson made remarks in his testimony that had a tendency to belittle Hadaway. He referred to Hadaway as being a hypocrite and claimed Hadaway kept a supply of cannabis and hinted that the police could have found a large quantity.

The judge observed a considerable degree of deep-seated mutual ill-will between Robinson and Hadaway.

Hadaway’s pre-injury drinking habits

Hadaway described how, before his injury, it was his custom to bring home a 750 ml bottle of beer to consume with his evening meal but on Friday nights he would consume greater amounts of alcohol at hotels, including the Hoey Moey Hotel, and at times, he would do so to the point of intoxication.

Robinson and other witnesses painted a different picture of the plaintiff’s drinking habits. They said there were occasions on which the plaintiff had to be asked to leave the hotel because of his aggressive behaviour and intoxication.

Hadaway stated that about three to four weeks before his injury, he was at the Hoey Moey Hotel when he was involved in an incident which involved two security guards. He said that he was in the hotel having a drink in celebration of the birthday of an acquaintance. He described having reached a state of having had too much to drink and he was asked to leave by security guards. He said he responded by saying he would finish his drink and then go but instead he was then grabbed in a headlock by a security guard. He claimed that the guard started punching him in the head as he was being dragged out of the bar, through the beer garden and then ejected from the hotel.

On this occasion Hadaway was again forcibly ejected from the hotel and Robinson left the hotel soon after.

Issue 1 – Did Heath Robinson commit an unlawful assault and battery on Hadaway.

The judge made these findings:

1. On account of the history of ill-feeling between the parties, the first defendant (Robinson) became angered when he encountered Hadaway at the hotel on the afternoon prior to the assault.
2. The history of interpersonal difficulties between Hadaway and Robinson welled up to abusive communications between them during the afternoon.
3. Robinson initiated violent behaviour towards Hadaway, while they were in the hotel, by grabbing him by the shirt collar and slapping him in the face.
4. The evidence of Robinson and others, who claimed that Hadaway had initiated the fight by moving quickly towards Robinson and then head-butting him and grappling with him, should be rejected.
5. Heath Robinson did commit an unlawful assault and battery on Hadaway after they had left the premises and this was the flow on effect of the earlier conflicts between them while drinking in the hotel.

Issue 2 – Did the Cregan Hotel Management Pty Ltd and its licensee, Mr Lindsay Archibald, owe a duty of care to Hadaway after he left the hotel premises and if so did they breach that duty of care.

The judge made these findings:

1. It is uncontroversial that the second and third defendants owed Hadaway, their customer, a duty of care.
2. That duty extended to taking reasonable care to ensure that when the plaintiff was involuntarily ejected from the hotel, his safety would be given reasonable consideration.
3. This is especially applicable where the customer had been threatened with assault by another customer who had expressed violent intentions towards him.
4. It was incumbent upon the hotel staff to ensure that Hadaway was clear of the immediate precincts of the hotel before any antagonists such as Robinson left the hotel.
5. The second and third defendant were negligent.
6. Because Robinson had already indicated that he had an intention to assault Hadaway once they got outside the hotel, the risk of an assault taking place was increased.
7. The consumption of additional alcohol within that time further increased the risk.
8. Depending upon who was perceived to be the greatest threat, hotel staff should have taken steps to assure themselves that a person involuntarily required to leave the hotel would not be placed at risk of injury at the hands of another party outside the hotel premises.
9. A reasonable opportunity should have been given to the ejected person to move away from the area of the hotel before a potential aggressor intending harm to that person was permitted to leave the premises.
10. The second defendant and therefore the third defendant were in breach of the duty of care that they owed to Hadaway.
11. There was no evidence that suggested that the hotel ceased serving alcohol to either Hadaway or Robinson even though their aggression towards each other had been observed.
12. The hotel and its licensee had not, by its actions, adequately discharged its duty of care.
13. In the aftermath of the ejection, it was still incumbent upon the hotel to keep Robinson under observation including the timing of his departure.
14. It was insufficient for the second and third defendants to claim, “that once a patron leaves the hotel premises or the immediate vicinity the hotel owner/licensee has no right to restrain or control such persons”.
15. It was incumbent upon the hotel staff to ensure Hadaway safely left the precincts of the hotel, in this case either to go to his nearby home by walking or by taxi, or to a perimeter of 300 metres.
16. There were material breaches of the duty of care by the second and third defendants. This was as a consequence of their vicarious liability in respect of the staff employed.
17. At the time Hadaway was ejected from the hotel, a reasonable person in the position of the responsible hotel staff would have known, or ought to have known, that there was a foreseeable risk of Hadaway suffering harm from an assault by Robinson after he had left the hotel premises.
18. Robinson unlawfully assaulted the plaintiff. This occurred because Robinson was not distracted, discouraged or restrained from leaving the premises until Hadaway had a reasonable opportunity to move away from the vicinity and away from the risk of coming to harm at the hands of Robinson.
19. It is relevant to note that Robinson’s attitude of aggression and confrontation towards Hadaway had come to the notice of the second defendant.
20. It is more probable than not, that Hadaway would not have been assaulted by Robinson if the second defendant’s employees had demonstrated an appropriate duty of care.

The second and third defendants should therefore bear a significantly greater share of the responsibility for Hadaway’s injuries than Robinson. This is because the staff could have brought about an avoidance of injury to Hadaway.

Damages Assessment

The judge ruled that:

(a) Verdict and judgment for Hadaway against Robinson in the sum of $1,161,368;

(b) Verdict and judgment for Hadaway against Cregan Hotel Management Pty Ltd in the sum of $922,394;

(c) Verdict and judgment for Hadaway against Lindsay Archibald in the sum of $922,394;

(d) Verdict and judgment for the Cregan Hotel Management Pty Ltd against Robinson in the sum of $645,675.