Security by Industry

 

 

https://sm.asisonline.org/Pages/Industry-News-February-2017.aspxIndustry News February 2017GP0|#3795b40d-c591-4b06-959c-9e277b38585e;L0|#03795b40d-c591-4b06-959c-9e277b38585e|Security by Industry;GTSet|#8accba12-4830-47cd-9299-2b34a43444652017-02-01T05:00:00Zhttps://adminsm.asisonline.org/pages/flora-szatkowski.aspx, Flora Szatkowski<h4>​CAMPUS SURVEILLANCE</h4><p>Two universities in Utah partnered with Stone Security to upgrade their existing surveillance systems. Utah State University and Salt Lake Community College both had standalone analog systems with few cameras that could be monitored from only one location. Both schools chose to implement open platform, IP-based solutions built with Milestone XProtect VMS and network cameras from Axis Communications. Axis encoders integrate older analog cameras into the system, allowing the schools to continue using them.</p><p>Utah State University has campuses in every county in the state, and nine of those locations are integrated with the Milestone system. Video data is fed to the main campus in Logan, Utah.</p><p>Better video monitoring has improved coordination with campus police, reducing the time for incident response, as well as mitigating theft in the campus bookstores. The video system has also been leveraged to include watching over livestock in an animal science department, so researchers can respond when a birth is imminent, for example. Another innovative way officials are using the video is to prioritize snow removal based on the accumulations seen in the images.​</p><h4>PARTNERSHIPS AND DEALS</h4><p>ADT announced a new affiliation with MetLife Auto & Home for small business customers in New Jersey and California.</p><p>Dell EMC chose BlueTalon to deliver data security and governance for the newly announced Dell EMC Analytic Insights Module. </p><p>G4S will deploy ThruVis from Digital Barriers at major events in the United Kingdom.</p><p>Federal Signal Corporation’s Safety and Security Systems Group formed a strategic partnership with Edesix Ltd. to offer IndiCue products that collect, distribute, and manage video evidence. </p><p>FinalCode, Inc., appointed DNA Connect as its distributor for Australia.</p><p>Genetec and Point Blank announced a direct integration between the IRIS CAM body-worn camera and the Genetec Clearance case management system.</p><p>Hanwha Techwin America formed a partnership with Security-Net Inc., allowing Security-Net’s partners to source the full line of Hanwha Techwin’s surveillance solutions as a gold level dealer.</p><p>ISONAS Inc. selected two new manufacturers’ representatives: Wilens Professional Sales, Inc., in New York and The Tronex Group in Florida.</p><p>Kwikset formed a partnership with Horizon Global to expand its SmartKey security to the automotive accessories industry, including hitches, fifth wheels, ball mounts, bike racks, cargo management products, and more.</p><p>Louroe Electronics signed with Tech Sales & Marketing and expanded its partnership with Thomasson Marketing Group to strengthen its presence across the United States.</p><p>Oceanscan is using iland’s DRaaS with Veeam to reduce incident response time.</p><p>OnSSI integrated its Ocularis 5 Video Management System with Vidsys’s Converged Security and Information Management software. </p><p>OnX Enterprise Solutions and Splunk collaborated on the new OnX Security Intelligence Appliance that implements both the hardware and software needed to combat attackers.</p><p>Open Options partnered with Mercury Security to offer two new bridge technology integrations with Software House iSTAR Pro and Vanderbilt SMS. </p><p>Red Hawk Fire & Security U.S. announced that Affiliated Monitoring will manage central station monitoring for Red Hawk customers. </p><p>SeQent has been accepted into the Schneider Electric/Wonderware Technology Partner program. </p><p>FC TecNrgy will market SFC Energy’s defense and industry portfolio of off-grid power sources to the Indian defense, homeland security, and oil and gas markets. </p><p>ZKAccess retained manufacturers’ rep firm ISM Southeast.​</p><h4>GOVERNMENT CONTRACTS</h4><p>The U.S. Federal Trade Commission selected AMAG Technology and its Symmetry Homeland Access Control System to secure its Office of the Executive Director.</p><p>Convergint Technologies and BriefCam announced that Austin-Bergstrom International Airport in Texas expanded its use of BriefCam Syndex.</p><p>For the Las Vegas presidential debate, the Las Vegas Metropolitan Police Department deployed a drone detection and counter-drone solution from Dedrone. Dedrone also joined forces with Nassau County Police and Hofstra University to protect the first presidential debate in New York.</p><p>The Payne County Sheriff’s Office in Oklahoma selected Digi Security Systems to design and install a new video system for its jail and courthouse.</p><p>Electronic Control Security, Inc., received an award from prime contractor Hudson Valley EC&M Inc. for an entry control system and support services for the Sullivan County and Eastern Correctional Facilities in New York.</p><p>Exiger was chosen by the University of Cincinnati to act as the independent monitor of its police department.</p><p>Port St. Lucie, Florida, worked with SecurPoint to install a wireless, IP-based video surveillance system from FLIR.</p><p>Johnson Controls announced a Cooperative Research and Development Agreement with the U.S. Department of Homeland Security to help secure critical infrastructure.</p><p>Leidos won a prime contract from U.S. Customs and Border Protection to provide systems administration and maintenance services for x-ray and imaging technology.</p><p>MacDonald, Dettwiler and Associates Ltd. will provide space-based synthetic aperture radar capabilities for the Canadian Department of National Defence.</p><p>NAPCO Security Technologies, Inc., announced that the San Diego Unified School District will use NAPCO’s Continental Access control system.</p><p>NC4 announced that the Fulton County Police Department in California chose NC4 Street Smart to help fight crime.</p><p>Palo Alto Networks signed a memorandum of collaboration with the Cyber Security Agency of Singapore to exchange ideas, insights, and expertise on cybersecurity. </p><p>Saab announced that its Airport Surface Surveillance Capability is operational for the U.S. Federal Aviation Administration at San Francisco International Airport.</p><p>Salient CRGT, Inc., won a contract from the U.S. Department of Homeland Security Science and Technology Directorate to provide development, integration, and evaluation in support of BorderRITE.</p><p>SDI Presence LLC is a key subcontractor to Saab Sensis in deploying an advanced event management system for Phoenix Sky Harbor International Airport.</p><p>TASER International received an order for 900 TASER X2 Smart Weapons from the Kentucky State Police.</p><p>Unisys Corporation won a contract from U.S. Customs and Border Protection to modernize the agency’s technology for identifying people and vehicles entering and exiting the country.</p><p>Veridos is providing the Republic of Kosovo with ePassports in addition to a solution to personalize the ePassports. Veridos is responsible for data management, as well as service and maintenance for the software and</p><p>hardware infrastructure.</p><p>Veteran Corps of America will perform contractor logistics support for the Joint United States Forces Korea Portal and Integrated Threat Recognition (JUPITR) system.​</p><h4>AWARDS AND CERTIFICATIONS</h4><p>AMAG Technology announced that its Federal Identity, Credential, and Access Management (FICAM)/FIPS 201–compliant solution was approved by the U.S. General Services Administration.</p><p>Legrand North America achieved Excellence within the Industry Data Exchange Association’s data certification program.</p><p>Middle Atlantic Products secured a patent from the U.S. Patent and Trademark Office for its Essex QAR Series Rack.</p><p>Passport Systems, Inc., received the Security Innovation Award from Massachusetts Port Authority for helping to revitalize the Port of Boston with state-of-the-art detection systems.</p><p>Qognify received Lenel Factory Certification Under Lenel’s OpenAccess Alliance Program.</p><p>Safran Identity & Security announced that its Airpass mobile payment solution, with a cryptographic security component, was certified by Visa and Mastercard.</p><p>SecurityScorecard received the Most Promising Company Award for its sophisticated technology and strategic implementation during PricewaterhouseCoopers’ Inaugural Cyber Security Day.</p><p>Tosibox won the Finnish Security Company of the Year award. The Turvallisuus ja Riskienhallinta magazine annual award was presented at the Finnish Security Awards. ​</p><h4>ANNOUNCEMENTS</h4><p>As part of its product rebranding, 3xLOGIC launched an updated website.</p><p>Aite Group’s report, Biometrics: The Time Has Come, examines biometrics capabilities that are deployed across the globe. </p><p>Allied Universal announced the purchase of FJC Security Services of Floral Park, New York.</p><p>Anixter International Inc. is opening a customized flagship facility in Houston, Texas.</p><p>Illinois Joining Forces, a public-private network of veteran and military service organizations, received a $125,000 grant for veteran outreach from Boeing.</p><p>CGL Electronic Security, Inc., moved its corporate headquarters to Westwood, Massachusetts. The new facility includes a customer training area, demonstration space, warehouse, and testing area.</p><p>CNL Software expanded its U.S. operations with new regional offices and a demonstration area in Ashburn, Virginia.</p><p>College Choice published its 2016 ranking of the safest large colleges in America.</p><p>The Financial Services Information Sharing and Analysis Center established the Financial Systemic Analysis & Resilience Center to mitigate risk to the U.S. financial system.</p><p>Modern Tools To Achieve Excellence In Video Security is a new white paper from Geutebrück.</p><p>Implant Sciences will sell its explosives trace detection assets to L-3 Communications where they will be integrated into L-3’s Security & Detection Systems Division.</p><p>Milestone Systems is making its XProtect Essential 2016 R3 available as a free download to users worldwide.</p><p>The National Electrical Manufacturers Association published NEMA WD 7-2011 (R2016) Occupancy Motion Sensors Standard.</p><p>Safran Identity & Security opened a location in the Silicon Valley that features an innovation center with a specific focus on digital payment, digital identity, and the Internet of Things.</p><p>Nonprofit SecureTheVillage (STV) launched a weekly news podcast, SecureTheVillage’s Cybersecurity News of the Week, available on the STV website, iTunes, SoundCloud, and other podcast sites. </p><p>SightLogix published a new design guide to assist integrators, architects, and engineers in planning, selecting, and installing video-based security systems. Securing Outdoor Assets with Trusted Alerts offers practical advice about using outdoor video.</p><p>The Smart Card Alliance released a mobile payments workshop video for understanding mobile wallets.</p><p>The Tyco Security Products Cyber Protection Team is offering security advisories on its website. The team generates a security notification about which products might be vulnerable, along with mitigation steps. </p><p>The U.S. Office of Management and Budget will create a new privacy office to oversee the development and implementation of new federal privacy policies, strategies, and practices across the federal government. ​</p>

 

 

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https://sm.asisonline.org/Pages/Supply-Chain-Strategies.aspxSupply Chain Strategies<p>​Take almost any product you have purchased in a store or used at home or work in the last week. Chances are, that object moved thousands of miles from where it was originally manufactured to the place where it was ultimately purchased or delivered to you. Organizations have intricate supply chain networks that are constantly moving every day around the world, and having an efficient supply chain security program ensures that movement of goods is not interrupted or compromised. </p><p>Security professionals must take a detailed look at the vendors who supply their assets and understand how those goods will be handled and ultimately implemented into their company’s operations or services. Following is a look at how a children’s hospital in Alabama applied supply chain security best practices to weather an unexpected storm, as well as provide for day-to-day operations. In addition, supply chain experts discuss lessons learned from their own experience of conducting risk assessments, following standards, and vetting suppliers and transporters to better protect company property. ​</p><h4>Alabama Children’s </h4><p>When a snowstorm hit Birmingham, Alabama, on January 28, 2014, the city was caught unawares. The snowfall, which quickly turned to ice, left thousands stranded on highways or in their offices. Children were stuck at school, their parents unable to pick them up. The event became known as “Snowpocalypse,” and news service AL.com called it “the winter storm that brought Birmingham to its knees.” </p><p>Hospitals were affected by the storm as well, including Children’s of Alabama. The pediatric center encountered vulnerabilities in its supply chain during that event it hadn’t previously considered, says Dennis Blass, CPP, PSP, director of safety and security at the hospital. </p><p><strong>Lessons learned. </strong>Every year the hospital conducts a hazards vulnerability assessment for its supply chain to find out where it can improve safety and security. “Once you identify your hazards and your vulnerabilities–the things that are dangerous to you or the things that you’re weak in–then you start peeling those back,” he says. “If we identify hazards that we need to correct, then we probably are going to create a management plan to correct those issues.” </p><p>Many displaced people in the community turned to the hospital for shelter when they had nowhere else to go. “We have a very prominent position in the Birmingham skyline, so if things look bad, the hospital looks like a place to go and get help–as it is,” Blass says. There were also clinic patients who had come to the hospital that morning for a routine checkup, planning to leave; many of them were stuck because of the snowstorm, which began around 10:30 a.m. local time.</p><p>Instead of being filled to the normal capacity of 300 people—the number of beds in the hospital—there were roughly  about 600 people who spent about 48 hours at the facility to ride out the storm.</p><p>The number of people at the hospital exposed one unforeseen vulnerability—obtaining clean linens from its supplier, which is separated from the hospital by a chain of mountains. “The supplier can wash the linens, but they can’t deliver them to us…we ended up making it, but that was a close call,” says Blass.</p><p>“We could handle supplies for patients, but we had a lot of people who just came to the hospital because it was a warm place to be,” according to Blass. “That had impacts on the amount of food that got consumed, and it had impacts on the amount of linens we went through. Just things that people need, supplies like toilet paper, things you don’t think a lot of.” </p><p>For those who weren’t patients, the hospital served smaller meals than normal; “sandwiches and soup, as opposed to meat and potatoes,” Blass says, to stretch resources. </p><p>The main drug supplier for the hospital is located in the same region, so obtaining critical medicine was not a concern during the storm. The hospital also has plenty of diesel fuel tanks, and can go for days without restocking. Only the insufficient linens, which must be sent off to a facility for proper sanitation before being returned to the hospital, turned out to be an issue.</p><p>“We did an after-action report on that experience, so we…put it in our emergency management plans for the future,” he notes.</p><p>The hospital’s emergency plans help ease any supply chain shortages. The institution follows the hospital incident command system (HICS) which assigns temporary duties to leadership during an emergency. For example, during the snowstorm, the chief operating officer of the hospital assumes the role of incident commander; an information officer is assigned to keep the community informed of hospital activities; and the plan also incorporates a medical officer, logistics chief, and planning chief. </p><p>During the incident, this system helped ensure proper patient care and as few gaps in the supply chain as possible. “Food was getting tight,” Blass says, and the food warehouses are not located near the hospital. “Because of the command structure, leadership can say, ‘okay you have a company credit card, we’ll contact the bank and raise your limit from $500 to $5,000 or whatever you need.’”</p><p>The U.S. Joint Commission, which certifies and accredits healthcare bodies, requires that hospitals have a group with representatives from various divisions that evaluates the standard of care they are providing to patients. Alabama Children’s has an environment of care committee that meets once a month to complete this requirement. “Our environment of care committee looks at things like safety, security, and resource management,” says Blass. “We have to meet the Joint Commission’s standard, and it surveys us every three years.” </p><p>Representatives on the team at Alabama Children’s include staff from the pharmacy, medical team, facilities, human resources, dining services, and more. This team ensures that there aren’t any gaps in the supply chain that would interrupt the hospital’s daily operations. As a rule, Blass says that having enough supplies for 96 hours will allow the facility to continue operating smoothly and efficiently. This includes a variety of items that the environment of care team must carefully think through and document. “You’re talking about water, fuel, basic sanitary supplies, and then you start talking about medicine and those things necessary for a hospital to run,” he says. </p><p>And there can be more than one type of each supply, a detail that, if overlooked, could mean life or death. “We have pumps that pump air, we have pumps that pump blood, we have pumps that pump saline, we have pumps that do many different things. You have to have all the things needed to make those supplies work for 96 hours,” he notes. </p><p>Keeping track of inventory is critical to determine whether the hospital has a sufficient supply of each item. Blass says that the hospital is moving toward a perpetual inventory system, where a new item is ordered as soon as one is pulled off the shelf. </p><p>There is a downside to stocking too many items, which is why it’s a delicate balance between having 96 hours’ worth of supplies and more than enough. “Space is expensive. And if you want to have enough water for four days, how much water is that? Where do you put it? How do you keep it fresh?” He adds that the hospital must be thoughtful in its policies and procedures on maintaining its inventory to avoid any issues.  </p><p>Thankfully, Blass notes, t​he 2014 snowstorm only lasted 48 hours. “The size of the surge exceeded our plan, but the length of the surge was shorter than our plans, so it all worked out,” he says. </p><p>And not every element of securing the supply chain is tangible; the information and communication pieces are also critical. “Every day we’re getting blood supplies in, and other kinds of materials that must be treated very carefully,” he says. Special instructions need to be followed in many cases. For example, there may be medicine that must be stored at a precise temperature until 30 minutes before it’s dispensed. That information must be communicated from the pharmacist to the supplier, and sometimes to security, who can give special access to the supplier when it delivers the drugs. </p><p>Blass is a member of the ASIS International Supply Chain and Transportation Security Council. He helped develop an American National Standards Institute (ANSI)/ASIS standard for supply chain security, Supply Chain Risk Management: A Compilation of Best Practices Standard (SCRM), which was released in July 2014. The standard provides supply chain security guidelines for companies, and has illustrations of what exemplary supply chain models look like.</p><p><strong>Best practices.</strong> Marc Siegel, former chair of the ASIS Global Standards Initiative, also participated in the creation of the ANSI/ASIS standard, which provides explanations of how to look at managing risk in the supply chain. “It’s based on the experiences of companies that have very sophisticated supply chain operations,” he tells Security Management. “The companies that put it together were really looking at having a document that they could give to their suppliers, to help them look at themselves and think of things that they should be doing and preparing for.” </p><p>Siegel is now director of security and resilience projects for the homeland security graduate program at San Diego State University. He promotes supply chain mapping, which takes a risk management–based approach to supply chain security. “Traditionally, a lot of security people have looked at supply chain as logistics security,” he says, “whereas companies with major supply chain considerations have been moving more into an enterprise risk management perspective.” These organizations take an across-the-board look at risks that could create a disruption in the supply chain, asking themselves what the specific things are that could interrupt or prevent them from manufacturing or delivering their product. </p><p>Siegel says there is a disproportionate focus on bad actors and intentional acts as threats to the supply chain, when more often it’s a natural disaster or accident that causes the most significant disruptions. “The broader risk management perspective is also looking at, ‘Is there a potential for a storm, is there a potential for political disorder, or instability in a region, that can cause a delay in processing?’” Only then, he says, are companies efficiently mapping out all the factors that could introduce uncertainty.</p><p>Maintaining a broader perspective will keep organizations from fixating on two of the most common hangups in supply chain security. “You have people who fixate on ‘everything is a threat,’ and you have people who fixate on ‘everything is a vulnerability,’ and if you only fixate on those two things you’re going to miss a lot of stuff,” Siegel says.</p><p>Blass agrees. “When we start that annual hazards vulnerability assessment, I’m going to look through the standard and notes I’ve written myself to make sure I’ve got everything covered,” he notes. “You can never rest and say, ‘well, we’re safe and secure and we don’t have to do anything else,’ because the threats keep changing.”   ​</p><p>--</p><h4>Sidebar: assess risk<br></h4><p> </p><div>​For the co​rporation that produces the F-35 fighter jet and other advanced technologies for the U.S. government, supply chain security is of utmost importance. “The threats that we face are universal in nature due to the size and the complexity of our supply chain,” says Vicki Nichols, supply chain security lead for Lockheed Martin’s Aeronautics business. </div><div><br> </div><div>Lockheed Martin Aeronautics assesses the supply chain in a number of categories, but Nichols works most closely with cargo security. “The threats there are cargo disruption, unmanifested cargo, and anti-Western terrorism,” she notes. </div><div><br> </div><div>The division conducts a risk assessment of its international suppliers. “We look at what type of products they provide us and how vulnerable that product is to manipulation or intellectual property theft, and we look at country risk,” she says.  </div><div><br> </div><div>The company sends a questionnaire to its suppliers, and comes up with an overall score for each of them based on 10 criteria, including country risk and transportation mode. In many cases, it also sends field personnel to evaluate the supplier’s facility. “If we know we have eyes and ears going in and out of the facility, and those people are trained to recognize red flags, then we know we have a lower threat because of our presence,” she says. </div><div><br> </div><div>After one such site check at a facility in Italy, Lockheed Martin Aeronautics determined that the use of technology was warranted to further enhance security. “The concern was that the area was known for introduction of unmanifested cargo—weapons, cargo disruption,” she notes. “We began to look at tamper-evident technologies, and track-and-trace devices that would allow us to know if someone had opened or tampered with the freight.”  </div><div><br> </div><div>Lockheed Martin has a corporate supply chain security council that meets at least once a month to provide updates and discuss any issues that arise. Representatives from the company include human resources, personnel security, physical security, and counterintelligence. Stakeholders from major partner organizations are also invited to participate.</div><div><br> </div><div>Lockheed Martin Aeronautics also works closely with law enforcement and federal intelligence sources who disseminate relevant information to the company. “We subscribe to some intelligence data that is cargo-specific, so we issue a spotlight report about three times a week just to keep people engaged and aware of the threats in the supply chain,” she notes. </div><div><br> </div><div>Supplier engagement is also critical, Nichols says, so the company stays in touch with about 120 suppliers internationally. </div><div><br> </div><div>Sometime in 2017, Lockheed Martin Aeronautics plans to purchase a software management tool that will release supplier questionnaires in the native language for countries it does business with. It will tap existing resources such as “Supplier Wire” to offer training to the supply base. “This will be another evolution on how we can engage, rather than just sending them to a website,” Nichols says. “I think it’s important for our supply base to see how seriously we take security, so they will take it seriously as well.”​</div><div><br> </div><h4>sidebar: consult standards<br></h4><p> </p><p>​Laura Hains, CPP, operations manager, supply chain security and consulting at Pinkerton, member of the ASIS International Supply Chain and​ Transportation Security Council, says that companies should research whether their partners and suppliers are following major supply chain security protocols, like those put out by ASIS, and others such as the Transported Asset Protection Association (TAPA) standards for trucking companies. “TAPA is one of the big authorities on trucking, so if a company says they are TAPA certified, that to me says that they follow protocol,” she says. </p><p>Other standards include the National Strategy for Global Supply Chain Security which U.S. President Barack Obama signed in 2012 and was designed to enhance public-private partnerships. Arthur Arway, CPP, author of Supply Chain Security: A Comprehensive Approach, says the framework seeks to combine input from government and industry on protecting the transport of goods to and from the United States. “I think the government is far more willing to seek out subject matter experts and all the different modes and companies that may transport goods into the United States for their help,” he says. Arway adds the document is relatively recent, and that it could take a while before it is widely adopted. </p><p>Though terrorism is an uncommon threat to the supply chain, it must always be a consideration. Hains gives the example of vehicular attacks. In Nice, France, on July 14, 2016, Tunisia native Mohamed Lahouaiej Bouhlel drove a 19-ton cargo truck into a crowd of Bastille Day festival-goers. That attack killed 86 people and injured more than 400. New York police also warned of possible vehicular terrorism against the 2016 Macy’s Thanksgiving Day Parade. “A small company truck—that could be a target,” notes Hains. “So everybody has to think about terrorism because it’s out there.”</p><p>Another standard at the national level seeking to combat terrorism within the supply chain is the U.S. Customs Trade Partnership Against Terrorism (C-TPAT). The program is voluntary for private industry, but Arway says the national standards as a whole are seeing global adoption.​</p><p>“Standards have come a long way in how they’ve been able to incorporate security into the movement of goods,” he notes. “Many countries have accepted these programs into their own supply chain security programs.”​</p>GP0|#cd529cb2-129a-4422-a2d3-73680b0014d8;L0|#0cd529cb2-129a-4422-a2d3-73680b0014d8|Physical Security;GTSet|#8accba12-4830-47cd-9299-2b34a4344465
https://sm.asisonline.org/Pages/Running-on-Empty.aspxRunning on Empty<p>​In this age of overload, with organizations trying to do more with less, employees buried in information, and devices that call for round-the-clock urgency, burnout is a malady ripe for our times. Burnout can strike even the most productive workers and the most consistent performers, as well as those who seem to have the greatest capacity for hard work, experts say. </p><p>One reason burnout is such a pernicious problem is that it does not have to be total for its effects to be devastating.</p><p>“Burnout tends to plateau rather than peak,” says Paula Davis-Laack, specialist in burnout prevention programs, founder and CEO of the Stress and Resilience Institute, and author of Addicted To Busy: Your Blueprint for Burnout Prevention. “Burnout exists on a continuum. You don’t have to be completely mentally broken down and barely able to get out of bed to feel major effects.”</p><p>In other words, employees suffering mid-level burnout may still be able to power through and complete an adequate amount of work by sheer force of will, but their partially depleted state greatly hinders their performance and productivity, and it keeps them from realizing their full potential. </p><p>“That can go on for months, or even years, depending on the person’s work ethic,” says management expert Brady Wilson, cofounder of Juice Inc. and author of Beyond Engagement and other business performance books. </p><p>In a field like security, workers can be especially vulnerable to burnout, given the continual pressure and stress that go into protecting people and assets, and the high stakes involved if a breach does occur. </p><p>“Constant job pressure, especially when some of the factors are out of your control like they are with security, is definitely one of the causes of burnout in employees,” says Carlos Morales, vice president of global sales, engineering, and operations at Arbor Networks, which specializes in network security. </p><p>The consequences of burnout are varied; in some cases, they involve serious health issues. Davis-Laack, who became a specialist in the field after burning out as a practicing attorney, says she experienced weekly panic attacks and a few stomachaches that were so painful they sent her to the emergency room. Coronary disease, depression, and alcohol abuse are other possible consequences. </p><p>For the employer, burnout can significantly compromise workplace quality, causing more absenteeism, turnover, accident risk, and cynicism, while lowering morale and commitment and reducing willingness among workers to help others.</p><p>Fortunately, in many cases burnout can either be avoided, with deft management and a supportive organization, or significantly alleviated using various strategic methods. But like most maladies, it must be understood before it can be properly addressed. ​</p><h4>Symptoms and Conditions</h4><p>Burnout occurs when the demands people face on the job outstrip the resources they possess to meet them. Psychologists who study burnout as a condition divide it into it three dimensions: exhaustion, depersonalization, and reduced personal accomplishment.</p><p>When the first aspect—exhaustion—hits, the employee may feel emotionally, physically, and cognitively depleted. This often spurs feelings of diminished powers; challenges that were formerly manageable can seem insurmountable. As Davis-Laack describes her own experience of this condition: “Every curveball seems like a crisis.”</p><p>When depersonalization occurs, an employee may start to feel alienated from his or her own job, and more cynical and resentful toward the organization. Work and its mission lose meaning; feelings of going-through-the-motions increase. Detached and numb, the employee tries to plow ahead. </p><p>Exhaustion and depersonalization often combine to produce the third component of reduced personal accomplishment. As Wilson explains, the depleted employee possesses considerably less “executive function,” or the ability to focus, self-regulate, connect the dots between ideas, strategize, analyze, execute smoothly, and follow through—all of which can be thought of as “the power tools of innovation.” </p><p>“Nuanced thinking and value-added thinking are the first to go when employees are exhausted,” he says. “Instead, they rely on duct-tape fixes, reactivity, firefighting. They don’t get to the root causes of problems and issues.” </p><p>The state of mind that burnout can elicit sometimes leads to self-blame, where the employee feels that he or she is professionally inadequate. But that is unfair, says Davis-Laack: “I don’t want individual workers to feel that it’s all their fault.” </p><p>The root causes of burnout, she explains, are usually a product of what employees bring to the table—work ethic, how closely they tie work to self-worth, their level of perfectionism—and how the organization itself functions, which can be an important factor. </p><p>Understanding key organizational conditions, experts say, will help managers maintain a culture that protects employees from burning out. One of these conditions involves what the organization chooses to reward. </p><p>Wilson explains this as follows. For many years, many organizations stressed the importance of keeping employees engaged. But the definition of engagement has shifted, so that many firms now define engaged workers as those with clear dedication and commitment, who come to work early and stay late. “What’s missing from this definition is passion, enthusiasm, verve, and spirit,” he says. </p><p>When engagement is so defined, increased effort, such as working more hours and taking on more projects, is rewarded. But simply increasing hours at the office does not produce high performance, Wilson says. </p><p>“We get our epiphanies in the shower—we don’t get them when we are determined and gritting our teeth around a board room table. It’s not effort that produces brilliance, it’s energy,” he explains. But sometimes, the more-rewards-for-more-work philosophy can function as an unintentional incentive to burn out.</p><p>The organization’s day-to-day working conditions are also a crucial here. Research has found that two factors can be deadly in sapping an employee’s resources, according to Davis-Laack. </p><p>One is role conflict and ambiguity, which can occur when employees are never clear on exactly what is expected of them, and on what part they should be playing in active projects. “That’s very wearing on people,” she says. </p><p>Another is unfairness, which is often related to office politics. This can include favoritism, failure to recognize contributions, being undermined, or dealing with the demands of never-satisfied supervisors.</p><p>Such stressful conditions push some employees into “gas guzzling” energy mode, because they require so much emotional effort just to cope with them, Wilson says. </p><p>“Substances generated by stress, such as cortisol and adrenaline, have a beautiful utilitarian use—to get us out of trouble, to keep us safe,” he explains. “But we are not as productive when we have a brain that is bathed in those things day in and day out.”  ​</p><h4>Detection</h4><p>Although it is vital for managers to strive to maintain a positive office culture, it’s also important to recognize that burnout can happen even in the healthiest of environments. Given this, Morales encourages attempts at early detection.  </p><p>“As a manager or executive, it is important to first note the factors that tend to cause burnout even before employees begin to show signs,” he says. “This gives you the opportunity to address issues proactively with employees.” </p><p>These factors, he explains, include a very travel-heavy schedule (50 percent or more of total work time); consistently logging work weeks of 60-plus hours; unrelenting expectations of working off-hours and on weekends; and constant deadline time pressure. </p><p>But since early detection is not always successful or even possible in some cases, managers should also be looking for common signs of burnout that their employees might be exhibiting. Morales advises security managers to look for combinations of the following characteristics that are different from usual behaviors:</p><ul><li><p> General lack of energy and enthusiasm around job functions and projects.<br></p></li><li><p> Extreme sensitivity and irritability towards coworkers, management, and work situations.<br></p></li><li><p> Constant signs of stress and anxiety.<br></p></li><li><p>Significant changes in social patterns with coworkers.<br></p></li><li><p>Sharp drop in quantity and timeliness of output.​<br></p></li></ul><p>When looking for signs of burnout, it’s important for a manager to have a high degree of familiarity with the employee in question, a familiarity which is a byproduct of a strong manager-staff relationship. </p><p>“You’ve got to know your people,” Davis-Laack says. “When someone seems more checked out and disengaged than usual, if you know your people well enough, you can spot it.” ​</p><h4>Treatment</h4><p>When it becomes clear that an employee is suffering from burnout, managers have several options for treatment and alleviation, experts say. Morales says he believes that managers must first come to an understanding of the underlying factors, so that they can be addressed.   </p><p>“If there is a workload issue, a manager may be able to spread out the workload with other workers to alleviate the issue,” he says. “It’s important to let the employees know that this is being done to gain more scale, and to reinforce that they are doing a good job.”</p><p>Indeed, crushing workloads are now common in many workplaces, experts say, as many companies are actively cost cutting while attempting to raise productivity and output. And for employees who work with data, such as security employees who use analytics, benchmarks, or some form of metrics, the information explosion is requiring more and more staff hours to keep up with the processing and analysis. Managers must be cognizant of this, Davis-Laack says. </p><p>“If you do nothing but pile work on people—well, people are not robots and they are not computers. They are going to wear out,” she explains.</p><p>To combat this, managers should employ a strategic and honest operations analysis, she advises. The department may be generating more output with increasing workloads, but burnout and turnover risk is also increasing, as is the likelihood of costly mistakes. Is it worth the risk? Hiring additional help or outsourcing some tasks may be cheaper in the long run than the costs due to turnover and errors. </p><p>When a department conducts a strategic review of operations, the focus is often on fixing glitches in process, experts say. A focus on reducing workload is less common, but when it is adopted, it often reveals that certain time-consuming tasks are unnecessary.</p><p>If the burnout is caused by a stressful job function, such as a security position in which the worker is protecting assets of great value, the manager can discuss the situation with the employee and ensure that support is available, Morales says. “This may help them feel less alone or helpless in situations,” he says.   </p><p>Another key strategy for managers is to add extra focus and energy to the resources part of the puzzle, Davis-Laack says. “Help them to build up their energy bank account, so they are not always feeling depleted.” </p><p>She offers five ways for managers to do so:  </p><ul><li><p> Maintain and ensure high-quality relationships between managers and staff members, and between team members themselves. This fosters a healthy and safe environment where problems can be discussed and addressed.  <br></p></li><li><p> Whenever possible, give team members some decision authority. This gives them a sense of autonomy and strength when dealing with issues, and helps avoid feelings of powerlessness. <br></p></li><li><p> Follow the FAST system of respectful feedback—give frequent, accurate, specific, and timely feedback. This helps employees make tweaks and adjustments, and lets them know they are on the right course.  <br></p></li><li><p> Demonstrate that you have the employees’ backs, and always be willing to go to bat for them. Don’t point fingers or complain to higher ups when mistakes are made. This is crucial in building trust.  <br></p></li><li><p> Identify and encourage skills that will help your team members build resilience. These will vary depending on the specific job and situation, but include any skill or resource that can be used when challenges arise, as well as those that help manage stress.  ​<br></p></li></ul><p>In working toward the previous point, managers may want to brainstorm with staff to find ways to make everyone more resourceful. For instance, managers could periodically check in with staff members to determine the team’s overall level of resources, so they can replenish them when they’re low.</p><p>Indeed, soliciting solutions from staff is an excellent practice for managers, because it shows they are partnering with employees, not parenting them, Wilson says. The parenting style of management assumes that the manager has knowledge that the worker will never have, and it sets up the employee for helplessness. The partnering style cultivates the employees’ decision-making skills, so they can skillfully meet their own needs. ​</p><h4>Touchy Subject</h4><p>Burnout can be a sensitive subject. Some workers attach great self-worth to their productivity and performance, and do not like to concede that they are struggling. </p><p>“It is very difficult for some high performers to admit that their engagement is lacking. There’s a sense of judgment associated with that,” Wilson says. </p><p>Some of these workers truly are burned out despite their failure to admit it, and they may be in a precarious state. “I have seen cases where the hardest and most productive workers will not admit to burnout,” Morales says. “In these situations, burnout occurs quite suddenly, without many of the behavioral warning signs.”</p><p>Other employees fear that admitting burnout is disclosing a weakness, one that could prevent them from future promotions or ultimately cost them their job. “They like their work and they don’t want to change jobs, or </p><p>they can’t change jobs because they have monetary obligations,” Davis-Laack says. </p><p>Here, management can go a long way by being proactive and soliciting feedback from workers regarding their state of mind. “It’s important to have regular discussions with employees about the impact of the workload on them personally, and give them every opportunity to talk through their situation, and vent if necessary,” Morales says. “It’s important for management to recognize the potential for burnout and approach employees proactively to discuss it. It provides employees a safe environment in which to talk through the situation.”</p><p>In these situations, a manager can approach an employee with a proactive goal—how can workload and workplace environment be shaped so that the employee is energized in the office, and still has energy left at the end of the day and on weekends for a life outside of work, Wilson explains.  </p><p>Using this framework, Wilson adds that it is often easier for the manager to then ask, “What’s getting in the way of that? Is it bureaucratic interference? Is there too much on your plate? Is there bullying going on, or other workplace environment problems?”  ​</p><h4>More Recognition</h4><p>But while burnout is still a sensitive subject among some workers, there is also a growing recognition that it is a serious issue that needs to be dealt with, experts say. This may be partly driven by recent research in fields like healthcare and finance, where findings suggest that burnout and overwork are causing costly mistakes that are detrimental to a company’s bottom line. </p><p>Moreover, more business leaders see that the problem, if left unchecked, will just get worse in the future, due to factors such as globalization and a web of technology that is becoming more and more complex. “The perfect storm is upon us,” Wilson says.</p><p>Davis-Laack says she is heartened by the fact that the burnout issue, which was frequently dismissed as too “soft” to be a subject at business conferences, is appearing on more agendas. </p><p>“It’s finally starting to get attention across different professions and different sectors,” she says. “Managers are taking it more seriously.” ​​</p>GP0|#28ae3eb9-d865-484b-ac9f-3dfacb4ce997;L0|#028ae3eb9-d865-484b-ac9f-3dfacb4ce997|Strategic Security;GTSet|#8accba12-4830-47cd-9299-2b34a4344465
https://sm.asisonline.org/Pages/Surveillance-is-Instrumental.aspxSurveillance is Instrumental<p>Where can you go to see the iconic black suit worn by Johnny Cash, a guitar strummed by Eric Clapton, and instruments from sub-Saharan Africa, all under one roof? The Musical Instrument Museum (MIM) in Phoenix, Arizona, a 200,000 square-foot facility, is home to these and thousands of other legendary and significant instruments from around the world. ​<br></p><p>The collection is made up of more than 16,000 instruments, 6,000 of which are on display at any given time. Each year, upwards of 220,000 people visit the museum, which also has a 300-seat theater where notable musicians make regular headlines. The museum, which opened in 2010, is an affiliate of the Smithsonian Institution. “We’re constantly updating exhibits, changing things out, telling new stories,” says David Burger, security manager at the facility. ​</p><p>Securing this wealth of cultural items, as well as keeping the museum’s visitors safe, are top priorities for MIM, Burger says. “Very few of the exhibitions are under glass, so that creates a unique security concern between providing our guests with the world-class experience that we strive for, but also maintaining the safety of the instruments and making sure that everything is here for generations to come,” he says. </p><p>The museum employs contract security officers, in addition to police from the local precinct who act as “boots on the ground” security. “The local police are an invaluable asset to our security operations, both for the visibility and deterrence that they bring, but also their wealth of experience and knowledge,” Burger says. <img src="/ASIS%20SM%20Callout%20Images/0217%20Case%20Study%20Stats%20Box.jpg" class="ms-rtePosition-2" alt="" style="margin:5px;width:495px;" /></p><p>The security operations center is another vital piece of the puzzle at MIM, where contract officers monitor the approximately 200 cameras that cover the premises, as well as manage alarms and access control, and dispatch help in the case of an incident. “Our video is not just for forensics use, we actually do a lot of training and work with our security operators to be more proactive—live-monitoring the video, identifying issues before they become incidents,” Burger notes. </p><p>A couple of years ago, MIM was in the process of upgrading its existing cameras for increased situational awareness and improved analytics across the entire property. “We reached out to several manufacturers, talked to their local representatives, and found out more about their products,” he says.</p><p>After narrowing it down to a few products, MIM chose Hanwha Techwin America, formerly Samsung, and selected a variety of its camera models. “This was a multiphase project of refreshing all our cameras and getting them up to a certain standard,” says Burger. “Hanwha was selected for this portion of it, which covered all of the main public spaces, employee areas, and building perimeters.” </p><p>Approximately 70 Hanwha cameras were installed, including fisheye and pan-tilt-zoom (PTZ) cameras. For sensitive places, such as loading docks and cash-handling areas, higher megapixel cameras were deployed. Burger says MIM was attracted to Hanwha for several reasons. “The integration the Hanwha cameras had with our Genetec VMS was a big deciding factor,” he notes, explaining that the alarms, motion detection, and other features of the existing video management system are easily tied into the Hanwha cameras. There is also “plenty” of storage space on the cameras, he adds, allowing for additional analytics or other processes to be run on the edge.</p><p>The installation began in early 2015 and was completed in March 2016. With the Hanwha cameras, MIM can set video analytics to detect motion and set off alarms if appropriate. With facial detection, the analytics can differentiate a human from other moving objects like debris and small animals that would not necessarily warrant the triggering of an alarm. If the system detects unwanted motion or people, an alarm goes off in the control center to alert operators to pay attention to the monitor showing that camera. “It’s an improved efficiency, being able to automate those features so the operator isn’t constrained with watching hundreds of cameras at once, and having to make all of those decisions himself,” Burger says.  </p><p>When an incident occurs that requires dispatch, control room operators notify the police at the main security desk in the front lobby. Those officers have a few monitors at their station for viewing any relevant video, as well as smartphones to receive images or video in the field. </p><p>Burger notes that, thankfully, no notable security incidents have occurred at the museum since installing the cameras. However, the day-to-day issues are easily resolved thanks to the cameras and ease of reviewing video on the Genetec VMS. “A common scenario is locating lost family members, and we’re able to pretty quickly backtrack and do some forensic searches [with the video],” he says. </p><p>Locating lost bags or spotting unattended packages is another routine event, as well as dealing with visitors’ slips, trips, and falls. “We can identify cases where somebody says things happened a certain way, and we were able to find that it wasn’t exactly the case,” notes Burger. On average, MIM keeps the video for 30 days before overwriting it, unless an incident warrants holding onto the footage longer.</p><p>Eventually Burger says MIM will integrate access control with video as well, so that alerts and alarms for doors can be tied to the appropriate cameras. </p><p>“The cameras have really increased our situational awareness, reducing potential blind spots or areas where there could have been a gap before,” he says.</p><p>--<br></p><p>For more information: Tom Cook, tom.cook@hanwha.com, www.hanwhasecurity.com, 201.325.2623 ​</p>GP0|#cd529cb2-129a-4422-a2d3-73680b0014d8;L0|#0cd529cb2-129a-4422-a2d3-73680b0014d8|Physical Security;GTSet|#8accba12-4830-47cd-9299-2b34a4344465