Security by Industry

 

 

https://sm.asisonline.org/Pages/Industry-News-March-2017.aspxIndustry News March 2017GP0|#3795b40d-c591-4b06-959c-9e277b38585e;L0|#03795b40d-c591-4b06-959c-9e277b38585e|Security by Industry;GTSet|#8accba12-4830-47cd-9299-2b34a43444652017-03-01T05:00:00Zhttps://adminsm.asisonline.org/pages/flora-szatkowski.aspx, Flora Szatkowski<h4>​Museum Video</h4><p>Visitors to the USS Midway Museum in San Diego experience a floating city at sea with exhibits, flight simulators, restored aircraft, a gift shop, and more on its 18 decks. The aircraft carrier was an important tool in the U.S. military missions during the Cold War, the Vietnam War, and the Gulf War. Each year, 100,000 visitors come aboard to learn about the ship and its history.</p><p>A recent security upgrade included improving the museum’s video surveillance system. Integrator Layer3 Security Services selected cameras from VIVOTEK for the entire installation. The wide range of cameras used includes fixed domes, pan-tilt-zoom models, and box cameras. Units that withstand inclement weather and vandalism protect the outer areas of the museum. Speed dome cameras are used in the parking lots and on the deck. The cameras operate with ExacqVision software from Tyco Security Products.​</p><h4>PARTNERSHIPS AND DEALS</h4><p>Orchard Place, a provider of children’s mental health services, is using infinias access control from 3xLOGIC, Inc., for most of its facilities.</p><p>Pensacola Christian College installed 12 waist-high turnstiles from Boon Edam Inc. to manage entry into two of its dining halls. </p><p>Covenant Security Services and Covenant Aviation Security formed a strategic partnership with the Risk Services Division of HUB International Limited to provide sophisticated risk management services.</p><p>Criterion Healthcare Security will help members of Vizient, Inc., achieve a standardized security approach in compliance with industry and regulatory standards.</p><p>JRN, Inc., a Kentucky Fried Chicken franchisee in Tennessee, reduced employee theft after partnering with Delaget, LLC.</p><p>DSI Security Services and Viewpoint Monitoring are partnering to provide a wider array of security services for clients across all industries. </p><p>A global collaboration between Evidence Talks and Schatz Forensic will enable investigators to create forensic images using the SPEKTOR forensic intelligence product suite.</p><p>IPC joined the Equinix Cloud Exchange.</p><p>LaView entered a partnership with InstallerNet.</p><p>Nuvias Group became a member of the HID Advantage Partner Program.</p><p>Praetorian became a global auditing partner with Microsoft under the new Security Program for Azure IoT.</p><p>PrecyseTech Corporation teamed with Blackhawk Imaging, LLC, to launch the InPALM Enhanced Video Exchange for law enforcement and security applications.</p><p>RiskIQ is working with Evry as a key reseller in the Nordic region. </p><p>Many DVRs and NVRs from Speco Technologies are now integrated with Immix CC and CS platforms from SureView Systems.</p><p>Security-Net, Inc., formed a strategic partnership with Vector Firm to develop an enhanced sales training program.</p><p>Sony Corporation signed a partnership agreement with Bosch Security Systems to develop pioneering video security applications.</p><p>Suprema entered into partnership with Egis Technology Inc. to produce mobile fingerprint authentication for smartphones.</p><p>The University of Washington, Seattle, is using the unified parking management platform from TagMaster North America, Inc., and T2 Systems. </p><p>Hult International Business School is implementing Touchless Biometric Systems 3D technology to record class attendance in Dubai, London, Boston, and San Francisco.</p><p>Tyco Security Products helped Kiwanis Village Lodge in British Columbia upgrade to an IP-based access control system using Kantech EntraPass Security Software and KT-1 Door Controllers.</p><p>Universal Security staff working at Chicago O’Hare and Chicago Midway Airports received active shooter response training from Archway Defense. </p><p>Dutch mobile-only bank bunq partnered with Veridium to provide secure mobile banking using Veridium ID hand recognition software.​</p><h4>GOVERNMENT CONTRACTS</h4><p>BICSI signed a memorandum of understanding (MOU) with the Engineering Institute of Thailand under H.M. The King’s Patronage to develop engineering practices and solve national problems in engineering through collaboration and information-sharing on events, education, marketing, and standards development.</p><p>BICSI also signed an MOU with La Asociación Mexicana de Empresas del Ramo de Instalaciones para la Construcción (AMERIC) in Mexico.</p><p>Montgomery County Public Schools in Virginia will implement the COPsync911 threat-alert system.</p><p>Farpointe Data announced that its proximity/keypad reader was installed by Cameras Networking and Security of Vermont at the Morristown Fire and EMS building, also in Vermont.</p><p>Magal Security Systems Ltd. announced that Senstar, its North American subsidiary, delivered perimeter electronic security systems to the North Atlantic Treaty Organization for its rapidly deployable military camps.</p><p>NAPCO Security Technologies, Inc., was chosen by the Houston Independent School District to supply security motion detection in all its schools. </p><p>Parabon NanoLabs won a U.S. Department of Defense contract to develop a software platform for forensic analysis of DNA evidence.</p><p>Qognify, formerly NICE Security, announced that the Navi Mumbai Metro selected its mass transit solution to ensure the safety and security of passengers and assets.​</p><h4>AWARDS AND CERTIFICATIONS</h4><p>The U.S. Department of Homeland Security granted Safety Act designation protections to Databuoy Corporation for its ShotPoint shooter localization system.</p><p>The DERMALOG AFIS was confirmed as the fastest automated fingerprint identification system in the world by test body SGS-TÜV Saar; the software allows the processing of almost a billion matches per second.</p><p>Farpointe Data announced that three of its card readers with keypads meet the impending requirements for two-factor authentication as described by the U.S. National Institute of Standards and Technology.</p><p>Galaxy Control Systems received new FICAM certification for its System Galaxy Software and its CS Infrastructure System Galaxy Software, now listed on GSA’s approved product list.</p><p>GhangorCloud was named DLP Solution of the Year-2016 and won the Editor’s Choice Award from Computing Security Magazine.</p><p>The New Jersey Tech Council named Lumeta Corporation the winner of its Innovative Technology Company award for 2016. The council selected Princeton Identity Inc. to receive the Outstanding Technology Development Company Award for 2016. </p><p>Reltio earned HITRUST CSF certification status for information security from the Health Information Trust Alliance for its Reltio Cloud. </p><p>Send Word Now was awarded a U.S. patent for the technology inherent in SWN Direct, its new mobile app for alert recipients. </p><p>Winners of the 2016 Detektor International Awards included ILOQ NFC in the access control category; SpotterRF A2000 drone detection in the alarm and detection category; and Sony SNC-VB770 camera in the CCTV category. Suprema, Inc., won the Innovative Achievement Award with BioEntry W2, a fingerprint access control device.​</p><h4>ANNOUNCEMENTS</h4><p>Allied Universal purchased Source Security & Investigations of Halifax, Nova Scotia.</p><p>AT&T and the National Aeronautics and Space Administration are researching traffic management solutions for unmanned aircraft systems. </p><p>Boon Edam Inc. is expanding its training programs to include factory trainings, roadshow trainings, and technical workshops.</p><p>Carnival Corporation announced that it will be the first maritime company to partner with INTERPOL for advanced security screening across its global operations.</p><p>Confidex Ltd. opened a new office in Nice, France, to better serve its global customers.</p><p>International SOS and Control Risks launched the Travel Risk Map for 2017. </p><p>Mesker Openings Group will be acquired by dormakaba to increase product offerings in North America. </p><p>Hitachi, Ltd., established an open laboratory within the Yokohama Research Laboratory to conduct prototyping and proof-of-value. </p><p>Insurance Bureau of Canada participated in Project Cyclone, a joint auto theft investigation involving York Regional Police, Peel Regional Police, the Toronto Police Service, and Canada Border Services Agency, which led to 24 arrests, seizures of property, and recovery of 60 stolen vehicles.</p><p>The Medical Identity Fraud Alliance released a paper to help businesses within the healthcare industry better understand how to deal with medical identity fraud. </p><p>Middle Atlantic Products is participating in UL’s Standard Technical Panel for UL 2416, helping develop future requirements of the standard for audio/video, information, and communication technology featured in cabinet, enclosure, and rack systems.</p><p>Nortek Security & Control will expand its manufacturing capacity by 25 percent.</p><p>OneLogin acquired Sphere Secure Workspace, Inc., to help provide a unified endpoint management solution for enterprises.</p><p>PSA will expand its market footprint to include the professional audio-visual and communications market. </p><p>Smartrac is selling its Secure ID & Transactions Business Division to the Linxens Group. </p><p>SOS Security LLC acquired Eastern Security Inc. of Waltham, Massachusetts. </p><p>The University of California-Berkeley School of Information is partnering with 2U, Inc., to deliver cybersecurity@berkeley, a new online master of information and cybersecurity program.</p><p>Vertx announced the winners of its 5 Days of Thanks campaign: Concerns of Police Survivors; the Special Operations Warrior Foundation; K9s for Warriors; the National Law Enforcement Officers Memorial Fund; and the Sua Sponte Foundation. ​</p>

 

 

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https://sm.asisonline.org/Pages/The-Art-of-Servant-Leadership.aspxThe Art of Servant Leadership<p>​Servant leaders are a revolutionary bunch–they take the traditional power leadership model and turn it completely upside down. This new hierarchy puts the people–or employees, in a business context–at the very top, and the leader at the bottom, charged with serving the employees above them. And that’s just the way servant leaders like it.</p><p>That’s because these leaders possess a serve-first mindset, and they are focused on empowering and uplifting those who work for them. They are serving instead of commanding, showing humility instead of brandishing authority, and always looking to enhance the development of their staff members in ways that unlock potential, creativity, and sense of purpose.  </p><p>The end result? “Performance goes through the roof,” says Art Barter, founder and CEO of the Servant Leadership Institute and former CEO of Datron World Communications, Inc.</p><p>“Magic happens,” agrees Pat Falotico, a former executive leader at IBM who is now CEO of the Robert K. Greenleaf Center for Servant Leadership. </p><p>Experts often describe the majority of traditional business leaders as managers who mainly function as overseers of a transaction: employees maintain desired performance levels, and in exchange they receive salary and benefits. Generally, these managers are positional leaders–they derive authority simply from the fact that they are the boss.</p><p>The servant leader moves beyond the transactional aspects of management, and instead actively seeks to develop and align an employee’s sense of purpose with the company mission.</p><p>The fruits of these labors are bountiful, servant leadership advocates say. Empowered staff will perform at a high, innovative level. Employees feel more engaged and purpose-driven, which in turn increases the organization’s retention and lowers turnover costs. Well-trained and trusted staffers continue to develop as future leaders, thus helping to ensure the long-term viability of the organization. </p><p>To reap these fruits, several things need to happen, experts say. Servant leadership ultimately starts with an unselfish mindset. “If you have selfish motivations, then you are not going to be a good servant leader. It has to be less about you,” Falotico says. Moreover, the organization at large needs to sustain a workplace culture in which this type of leadership can thrive. Finally, there are behaviors that the servant leaders themselves must practice on a regular basis. “As leaders, we can say anything we want, but we’re going to be judged on our behavior,” Barter says. And for the servant leader, behavior isn’t just what gets done, but how it gets done.</p><p>This article, based on several expert and practitioner interviews and recent research in the leadership field, explores the art and practice of servant leadership–its philosophy and goals, as well as best practice guidance for security leaders who aspire to become great servant leaders. We also take a look forward, and explore servant leadership’s impact on the future of leadership.​</p><h4>Origins and Applications</h4><p>Servant leadership can be considered something of a universal concept, because it has roots in both Eastern and Western cultures, researchers say. In the East, leadership scholars point to Chinese philosophers in 5th century BC such as Laozi, who asserted that when the best leaders finished their work, their people would say, “we did it ourselves.”</p><p>In modern-day leadership circles, the concept gained much currency with Robert Greenleaf’s 1971 essay, The Servant as Leader. Greenleaf, who passed away in 1990, went on to found the Atlanta-based Greenleaf Center for Servant Leadership. Falotico now leads the center, after spending 31 years at IBM.</p><p>In practice, Southwest Airlines, under the direction of founder Herb Kelleher, is frequently cited as the model servant leadership corporation. Kelleher’s philosophy of putting employees first resulted in a highly engaged, low-turnover workforce and 35-plus consecutive years of profitability, an unheard-of record in the turbulent airline industry </p><p>Barter, who now leads the California-based Servant Leadership Institute, came to the concept by a circuitous path–working for companies that did not follow its practices. “I spent 20 to 25 years working at public companies that believed in the power model–it was all about what you could do for me in this quarter,” he says. He then became acquainted with the work of management expert and servant leader advocate Ken Blanchard. In 2004, when Barter became the CEO of Datron, a tactical communications equipment supplier, he was determined to head the firm as a servant leader. The results were dramatic. The company’s revenue grew from $10 million to $200 million in six years.</p><p>As a veteran business executive for many different companies, Barter is familiar with corporate security operations and departments, and he believes that the servant leadership model is a great fit for security leaders who are charged with protecting people and assets. He explains it this way: security managers must sometimes make quick and informed operational decisions, such as when a breach is suspected. A servant leader will do this, and will then use those decisions as educational tools, analyzing them in discussions with staff, and soliciting their opinions and ideas. This becomes a win-win-win situation: it builds trust between manager and staff, it helps employees develop as security professionals, and it enables the manager to gain new perspectives on security issues.  ​</p><h4>Best Practices</h4><p>Experts offer a range of best practice suggestions for security leaders who aspire to become successful servant leaders. Most experts agree, however, on one bedrock principle: successful servant leadership starts with a leader’s desire to serve his or her staff, which in turn serves and benefits the organization at large. This serve-first mindset can be put into practice from the beginning, during an employee’s onboarding phase, says Michael Timmes, a leadership expert and consultant and coach with the national human resources provider Insperity.</p><p>During onboarding, after the initial introductions, getting-acquainted conversations, and explanations about how security operations work, the servant leader should solicit the new hire’s observations, impressions, and opinions, Timmes says. This conveys the message, from the onset, that the employee’s thoughts are valued. </p><p>And from that point, the servant leader keeps a continual focus on talent development. “They take folks early in their careers, and think of them as the leaders of the future,” Timmes explains. He approvingly cites one expert’s view that if a manager is not spending at least 25 percent of his or her time developing future leaders, then “you’re really not fulfilling your responsibilities as a leader.” </p><p>The servant leader can enhance this talent development process in several ways. For Barter, one of the keys is to leverage the employees’ strengths. Often, an employee’s highest performance is on tasks they are most passionate about, yet some managers never find this out. “We don’t take the time to ask them—‘What do you really want to do? What really excites you?’” Barter says. </p><p> Another way to enhance the talent development process is to selectively relinquish power, so that employees can lead certain projects and take ownership of initiatives. “Giving up power, and having others lead—that builds confidence in people,” Timmes says. </p><p>This can be tricky for some leaders because they equate leadership with control and they feel they should be responsible for everything. But therein lies a paradox—leaders that are able to let go often find that they are actually in more control, because they have harnessed the resources and talents of their staff, which collectively can guide operations more effectively than one person can, he explains.</p><p>This is a crucial requirement for effective servant leadership, says Falotico. She tells leaders to “get over yourself” and realize that business objectives, whatever they are, will not be reached without sharing the load and responsibility. “You are no longer an individual performer–you are a leader,” she says. “Leaders are enablers. That’s your work.” ​</p><h4>Question Close, Listen Closer</h4><p>If serving staff is the bedrock principle of servant leadership, two core practices toward achieving that goal are close listening and searching questions.  </p><p>Darryl Spivey, a senior faculty member at the Center for Creative Leadership (CCL) who coaches executives on servant leadership, says that asking the right questions is the “secret sauce” of great coaching, and is crucial for servant leaders. CCL is a leadership development institute with offices around the world, including China, Ethiopia, India, Russia, and several U.S. cities.  </p><p>Servant leaders build relationships with staff primarily by listening closely and by asking many questions—on anything from the employee’s background to detailed queries about their assessment of the firm’s business environment, Spivey explains. If an employee is struggling, leaders should ask questions about what might be impeding his or her progress. Even questions about smaller aspects of operations, such as the best use of time during meetings, are helpful. “The message this sends to the individual is that their opinion does matter, and that [leaders] want their feedback,” he says. </p><p>And the emphasis on questions works both ways. Employees should feel comfortable asking the servant leader questions without worrying that the leader will feel badgered, threatened, or implicitly criticized, Spivey says. Such questions help drive the development and growth of the employee. </p><p>Carefully asking questions is related to another crucial practice–listening to understand. This means listening to the employee silently and making an active effort to understand his or her point of view. Even if the leader feels the need to disagree or interject, they will wait until the person is finished speaking. If need be, the leader can briefly summarize what the employee has just expressed, as a way to communicate understanding. </p><p>While this may strike some as merely common courtesy, listening to understand is becoming harder with the rise of technology and the decrease of attention spans, experts say. For example, a leader who keeps the iPhone on the desk, and glances at it repeatedly during conversations, is not listening to understand. ​</p><h4>Encouragement, Humility, Trust </h4><p>Servant leaders can do more than listen to staff: they can encourage them. 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Practicing servant leadership generates trust in the employees, who may be inspired by their manager’s competence and character and convinced by their manager’s serve-first practice that he or she has their best interests at heart. “Trust is one of the means to achieve servant leadership, and it is also an end that is achieved by servant leadership,” Covey says.   ​ ​​</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/Resilience-Trends.aspxResilience Trends<p>​<span style="line-height:1.5em;">“Thousands have lived without love, not one without water,” poet W.H. Auden famously said. In many countries, enjoying a safe and secure water supply is something most take for granted. The United States, for example, has had an “unrivalled tradition” of low-cost, universal access to drinking water, says Robert Glennon, a water policy expert at the University of Arizona and author of Unquenchable: America’s Water Crisis and What to Do About It. In actuality, a safe and secure water supply is never a given, and there are signs that the recent water crisis in Flint, Michigan (covered in Security Management’s May issue), may be a canary in the coal mine for the future of America’s water. The U.S. water and wastewater system is in urgent need of repair and replacement; some of the piping dates back to the Civil War era, experts say. But federal and state funding appropriations have been insufficient for keeping water supply infrastructure in good repair.</span></p><p>“For years, there’s been a general inadequacy in funding,” Glennon says.  As recent proof, Glennon cites the American Recovery and Reinvestment Act of 2009, commonly known as President Barack Obama’s $787 billion stimulus package. “A small fraction of that, less than 1 percent, was devoted to water and wastewater,” he explains.</p><p>The American Water Works Association has estimated that repairing the million-plus miles of water mains across the country, and expanding that infrastructure so that it can adequately serve the country’s growing population, could cost up to $1 trillion over the next 25 years. The U.S. Environmental Protection Agency (EPA) has a lower estimate: roughly $330 billion over 20 years.</p><p>Both of these estimates dwarf the existing $1.38 billion that state and local governments are spending annually on drinking water and wastewater infrastructure, according to statistics from the American Society of Civil Engineers (ASCE). (Using a comparable 20-year time frame, the ASCE estimate comes to roughly $28 billion, or only about 8 percent of the EPA’s estimate of needed funding.) </p><p> Besides inadequate funding for repair, demand is growing, not only from an increasing population but from high-tech industries. Large corporations with cloud computing operations occupy enormous industrial facilities that are air conditioned. “This requires a heck of a lot of water,” Glennon says. </p><p>In addition, environmental factors pose challenges to a secure U.S. water supply. In states like Florida, rising sea levels are pushing into coastal aquifers and causing saltwater intrusion, making the aquifers more saline and problematic for human consumption. </p><p>Worldwide, a possible future water crisis is a problem alarming many, in part because of its potentially disastrous cascading effects on the global economy. A survey released by the 2016 Global Economic Forum found that a water crisis is the top concern for business leaders over the next 10 years. Further in the future, the global water situation continues to look grim, by several measures. By 2030, a stable supply of good quality fresh water can no longer be guaranteed in many regions, and a 40 percent global shortfall in supply is expected, according to the Carbon Disclosure Program’s (CDP) Water Program.</p><p>By 2050, an inadequate supply of water could reduce economic growth in some countries by as much as 6 percent of GDP, “sending them into sustained negative growth,” says a recent World Bank report, High and Dry: Climate Change, Water, and the Economy. Regions facing this risk include India, China, the Middle East, and much of Africa. Water insecurity could also ramp up the risk of conflict and instability—droughts can spur a spike in food prices, which can in turn cause civil unrest and increase migration. While 2050 might seem quite far in the future, water-related challenges are happening right now. The World Bank report also found that 1.6 billion people currently live in nations that are subject to water scarcity, and that number could double over the next two decades.</p><p>Moreover, a water crisis can have a devastating effect on the global economy. The CDP’s Water Program estimates that, if current status quo water management policies are sustained worldwide, $63 trillion in assets will be put at risk. Such economic challenges are highlighting the importance of improved water governance, which includes an emphasis on positioning the water supply so that it is more resilient in the face of challenges due to demand, the environment, and other factors, says Hart Brown, who leads the organizational resilience practice at HUB International and is a member of the ASIS International Crisis Management and Business Continuity Council.</p><p>“In light of the case in Flint, as well as droughts, floods, and the potential competition for water resources, improved water governance is being brought to the forefront of many conversations,” Brown says. When resilience enters the conversation, the challenge becomes creating an “adaptive capacity,” or “diversification of the water and sanitation systems.” </p><p>However, there is no one resilience model that can be successfully replicated for all water supply and treatment plants, because each system is a unique combination of human, technological, and environmental factors, Brown explains. In the United States, a wide range of water systems could potentially benefit from resiliency upgrades, he says. Those include conventional utility piped water supply systems; dug wells and tube wells (wells in which a long pipe is bored into an underground aquifer); rainwater harvesting operations; unprotected water sources such as rivers and streams; and cooperative developments in areas that share transboundary water resources.</p><p> Improving the resiliency of any water system takes investment, but just as important, it takes sound science, Brown says. </p><p>“Water managers need access to the best available scientific information and water risk assessments to support these long-term water-related decisions, including the ability to forecast and plan for important capital expenditures,” he explains.  Businesses also have a role to play, especially those that rely on water for production, manufacturing, agriculture, and power generation purposes, he adds. Some businesses are already being strategic in this area; they consider shared responsibility and sustainability of water systems a core function. </p><p>“Partnerships with local communities are important in the ability to overcome shared water risks,” Brown says. </p><p>Globally, improved resiliency and water management practices, if given sufficient investment, have the potential to pay tremendous dividends, the World Bank report argues. It calls for a three-point approach: improving resiliency to extreme weather events by improving storage capacities, reusing facilities, and other tools; optimizing the use of water through better planning and incentives; and expansion of the water supply, where appropriate, through recycling, desalination, and damns.</p><p>“While adopting policy reforms and investments will be demanding, the costs of inaction are far higher. The future will be thirsty and uncertain,” the report says.</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/Kidnapping-and-the-Private-Sector.aspxKidnapping and the Private Sector<p>​The news media focuses primarily on kidnapping cases involving high-profile targets such as captured journalists and soldiers, high-net-worth individuals, and children. </p><p>However, sensational depictions in film and television have created a popular perception of kidnapping that is often at odds with the reality. Kidnaps-for-ransom happen every day around the world, with rates influenced by geography, conflict, and political, economic, and social issues. Many cases go unreported and unnoticed outside their local setting. </p><p>In some parts of the world, law enforcement and security services are too ineffective to properly guide kidnap victims to a safe resolution. Eager to project strength, and frequently lacking effective training in how to peacefully resolve the situation, security forces often prioritize tactical interventions that may jeopardize the lives of the victims. And, in rare cases, they have been found to be complicit in the kidnapping. </p><p>It is into this space that third-party actors and private sector organizations can step in to offer support and assist in securing the safe release of the victim. Otherwise, absent advisory and duty-of-care structures compound the trauma of the ordeal for victims and their families. Structure provided by experts can help guide financial negotiations, manage family and employer liaisons, and arrange post-incident support, such as counseling or medical care. There may also be jurisdictional conflicts that preclude victims from getting the full support of their home or host country, or governments could simply be unable or unwilling to provide consular or legal support abroad. </p><p>Debunking the common myths surrounding kidnap-for-ransom enables a clear understanding of where there is an opening for private sector engagement and where third-party support is most required. ​</p><h4>The Kidnappers</h4><p>Although there is a common perception that militant groups carry out a large proportion of kidnaps, data from global risk consultancy Control Risks shows that only 14 percent of the kidnapping incidents that took place worldwide last year involved these groups. </p><p>This is despite the concerted kidnapping activity accompanying insecurity in places such as Libya, Iraq, and Syria, attributed particularly to ISIS, as well as renewed kidnapping activity by al Qaeda in the Islamic Maghreb (AQIM) in the Sahel region and the Abu Sayyaf Group in the Philippines.  </p><p>Instead, some 85 percent of the kidnaps recorded this year by Control Risks were perpetrated by criminal elements such as organized networks, small gangs, or individuals. These are not exclusive, with current or former members of militant groups sometimes using their resources to carry out kidnaps-for-ransom purely for personal financial gain.​</p><h4>Targeted Victims</h4><p>Corporate security managers considering their organization’s exposure to kidnap risk at home and overseas often approach the issue with their employees’ specific profile in mind. </p><p>While managers may assume that a foreign or Western employee is more likely to be targeted in higher-risk regions abroad, this is not borne out by Control Risks’ kidnapping data, which shows that 97 percent of all kidnaps last year involved local victims. Furthermore, the professionals or businesspeople among those victims represented 54 different industries and were targeted in 77 different countries, illustrating the pervasiveness of the threat and lack of focus on a limited spectrum of sectors. </p><p>There are local nuances to the way in which kidnappers target victims in every state or province in a given country—the kidnapping group’s capability and the general security environment largely dictate target selection. Kidnappers often take into consideration the victim’s apparent wealth to draw a high ransom, the abduction’s chance of success, and other aspects of the victim’s profile.</p><p><strong>Wealth. </strong>Criminals who make their living from kidnapping want to maximize the income from each abduction. Individuals employed by multinational companies or in high-revenue sectors might attract the attention of kidnappers because they appear to be wealthy in the local context. Kidnappers will make assumptions about a potential victim’s social and economic standing based on simple things, such as material displays of wealth like new vehicles, whether they live in a wealthy suburb, or if their children go to a fee-paying school, for example. </p><p>Alternatively, they may have insider information. A fashion heiress kidnapped in Hong Kong in April 2015, for instance, was targeted after one of the suspects carried out renovations of the property and noticed the presence of luxury cars and goods. In another case in Nigeria in 2015, a large wedding celebration hosted by the victim was enough to prove his financial value to the kidnappers, who abducted him within the month. </p><p><strong>Risk.</strong> Having selected a target, the kidnappers could put the potential victim under surveillance to ascertain any weaknesses in his or her security. The simplest option is always to abduct the victims while they are in the open. Those who have a predictable daily routine are easy to target because the kidnappers know when and where they will be traveling. The daily commute, school run, or other regular travel can give kidnappers a variety of options. </p><p>Control Risks’ data shows that abductions most commonly occur during a routine journey to or from work, school, or home, with 35 percent of all kidnaps in 2016 taking place at this time. In southern Nigeria, for instance, kidnappers frequently strike on Sundays when families travel to and from church services at a regular time and are vulnerable in transit. </p><p>Nevertheless, kidnappers can often be deterred by even rudimentary security provisions. Anything that makes the abduction more difficult may convince them to move on to a new target.  </p><p><strong>Profiling.</strong> In some places, criminally motivated kidnappers are more likely to target local junior or middle management employees than CEOs or foreigners in the corporate context. The calculation is that, while the latter would probably yield a higher ransom, the increased risk of arrest that follows the abduction of a high-profile figure could outweigh the potential financial benefit. </p><p>However, foreign nationals are also often harder to abduct because those present in higher-risk areas generally employ more stringent security precautions and represent a much smaller slice of the population. </p><p>In other regions, usually those prone to militancy, the victim’s unique profile will not act as a deterrent, and foreigners are often the most highly sought captives. Some groups have significant capability to kidnap high-profile victims and, by taking advantage of difficult terrain and ungoverned spaces, can hold them for long periods without fear of arrest while they negotiate a ransom. </p><p>Indeed, for some of these kidnappers, increased attention, both from the government and the media, is part of their motivation to kidnap a high-profile victim for leverage and propaganda purposes.  ​</p><h4>Abduction Locations<img src="/ASIS%20SM%20Callout%20Images/0317%20Feature%204%20Infographic.jpg" class="ms-rtePosition-2" alt="" style="margin:5px;width:610px;" /></h4><p>When preplanning an abduction, kidnappers look for an easy means of escape from the immediate vicinity of the abduction and a viable safe space for the period of captivity. </p><p>The partition of Mali in 2012 and the accompanying establishment of operating space for jihadist groups in the remote northern half of the country, for instance, emboldened and enabled AQIM to significantly ramp up its kidnapping activity. The group and its affiliates operating in the western Sahel have since carried out several high-profile kidnaps of foreign nationals, including in northern Burkina Faso and Niger, within a day’s drive of safe zones in northern Mali. </p><p>The porous border and weak security presence in the area create a permissive climate in which to conduct operations, and afford AQIM and its satellite groups the time and space to plan kidnaps. In 2016 alone, at least three separate kidnaps targeting foreign nationals and launched from northern Mali were attributed to the network, including that of an Australian couple in northern Burkina Faso last January and an American aid worker in Niger in October.  </p><p>In an opportunistic abduction, the targeting process is accelerated. A typical method is to set up a roadblock and screen victims as they drive through. The kidnappers will make snap assumptions about the victims’ wealth based on the car they are driving and whether they have a driver. </p><p>They can then further question the victims and search the vehicle for confirmation of their wealth. Often people will carry some detail of their employment, such as an identity or access card, that might alert the kidnappers to their potential worth. Visibly branded vehicles, particularly in remote or poor areas, indicate that the occupants may have a higher comparative income or that there is a chance their employer would be willing to pay a ransom for their freedom, increasing the risk. </p><p>Opportunistic, ambush-style abductions are particularly common in the eastern provinces of Congo (DRC)—for example. In North Kivu province—home to a plethora of armed groups, including Rwandan rebels, local militias, and army defectors—almost all kidnaps take place at improvised roadblocks and fake checkpoints, and they frequently target convoys of vehicles. More than half of all kidnaps recorded in Congo take place in the province. Many target nongovernmental organizations and other organizations with projects in the hinterland, including construction and telecommunications firms. ​</p><h4>The Ransom</h4><p>While a ransom is not limited to a financial payment to release the victims, financial demands are most commonly made to the victims’ families or employers and can also extend to the victims’ national government or the victims themselves. </p><p>The type of ransom sought can vary greatly depending on the kidnapper’s profile—for example, militant groups often take hostages with the intention of trading them for group members in custody in a prisoner exchange. They have also been known to make other demands, such as a cessation of drone strikes or the withdrawal of enemy troops. </p><p>In a January 2016 hostage video featuring a Swiss missionary kid­napped from her residence in Timbuktu, for example, an al Qaeda–linked group specifically demanded the release of Ahmad al-Faqi al-Hadi, a militant on trial at the international criminal court in Brussels for ordering the destruction of ancient monuments and shrines in the city during its occupation by Islamist militants in 2012. Other armed groups routinely include in their demands materials useful for their future operations, such as satellite telephones, foodstuffs, vehicles, and weapons. </p><p>Sometimes less-straightforward concessions are demanded. Kidnapping is occasionally used as a last resort in cases of industrial action or as a result of a personal, business, or criminal dispute in which one party is kidnapped to compel them to pay a debt or agree to some stipulation for their release. </p><p>Control Risks has recorded several cases in Asia where kidnap is used to apply pressure on a company or vendor; these often revolve around contracting. In one 2013 case in India, for example, employees of a company kidnapped a junior staff member at another company to compel his employer to pay them money that was unforthcoming but contractually owed. </p><p>In China, the kidnap or detention of executives is a relatively common way for employees to extract concessions from their employers during labor unrest or disputes. In one such case in 2013, Chinese factory workers held their U.S. manager for five days amid a dispute over severance pay.​</p><h4>Express and Virtual Kidnappings</h4><p>Classic kidnap-for-ransom is not the only crime that companies or security managers need to consider when thinking about risks to their staff, nor is it the sole extortive crime covered by insurance policies. New forms of extortive crime have accompanied the advent of new technology. These include cyber extortion, virtual kid­napping, and express kidnapping. </p><p>Virtual kidnapping is the name given to a form of extortion that emerged in Latin America in 2004 and has since spread to many parts of the world. Notably, it has become increasingly common in Asia, particularly China.</p><p>In a virtual kidnap, a criminal typically contacts a family and claims to have abducted one of their loved ones. The criminal threatens to harm or kill the victim if a ransom is not paid. In fact, the supposed victim of a virtual kidnap is never actually held captive, but may have been forced to cooperate with the criminals or may be completely unaware of the incident. </p><p>In many cases in Mexico, the alleged kidnap victims are contacted by the extortionists and forced to isolate themselves by checking into a hotel or another location, and remaining there until told to leave. </p><p>In most countries, the crime affects local nationals, but in Latin America, particularly in Mexico, Spanish-speaking business travelers are in­creasingly falling victim to the crime. Knowledge of the prevalence of this crime, and adequate preparation and training for employees who travel to areas where it is common, are crucial to mitigating the financial risk to both the individual and the company. </p><p>Express kidnapping generally involves the abduction of a victim who is forced, under threat of injury or death, to withdraw funds from ATMs. It is generally opportunistic and carried out by individuals or small, dedicated, and well-organized gangs that are often armed. </p><p>In Mexico, for example, they frequently use taxis to carry out kidnaps, posing as taxi drivers to rob the passenger. The average gain made by an express kidnapper is relatively small and the duration of captivity is generally between two and four hours. Kidnappers are attracted to express kidnapping because it allows them to avoid protracted negotiations with the victims’ families, involves little risk, and is a quick way of making money. </p><p>Foreign nationals are a favored target for express kidnappers because of their presumed wealth and the assumption that they are less likely to remain in the area during a police investigation or be able to identify the offenders. In countries like Brazil, Ecuador, and Tanzania, express kidnapping has overtaken traditional kidnapping-for-ransom. ​</p><h4>Response and Insurance </h4><p>Most reputable insurance companies that offer kidnap-for-ransom insurance have an exclusive partnership with a specialist response firm, guaranteeing their clients immediate access to expert consultants and advice in a crisis incident. </p><p>Although insurance companies offering kidnap-for-ransom coverage and private response companies have been working hand-in-hand for decades, the confidentiality inherent in the business precludes transparency around the specifics of the insurers’ role and the services the responders provide. </p><p>Good responders are defined by their independence and are trusted by their insurance partner to work towards the best possible outcome in each kidnap: the safe and timely release of the victim. It is imperative that the insurer maintains a reputation as a reliable provider, further incentivizing the safe release of a victim or successful resolution of the case. The role of the insurer should simply be to reimburse costs and expenses the responder incurs during the process of supporting and advising the policyholder. Kidnap-for-ransom policies sold by leading insurers can also include coverage for extortion, threats, missing persons, and wrongful detention cases.  </p><p>Experienced responders can provide invaluable support to the victims, their families, and their employers, particularly in places where law enforcement and crisis management institutions are unequipped or under-resourced. Above all, the private responder has an obligation to respect the wishes of the victim, their family, or the employer, and a duty to provide them with the best possible advice and course of action. The client is free to take or ignore that advice and is always the final decision maker. Responsible responders will never act unilaterally outside the course of action agreed with the client, or outside the law. </p><p>Kidnap-for-ransom is not confined to the world’s most dangerous locations or perpetrated principally by jihadis or guerrillas, nor does it predominantly target those wealthy enough to pay a large ransom. </p><p>The crime is constantly evolving and adapting to the changing security environment, and security professionals must understand the nuances and risks involved for all forms of kidnap and extortive crime to practice successful mitigation.   ​</p><p>--<br></p><p><em>Sebastian Boe is a special risks analyst responsible for conducting research and analysis on kidnapping and extortion trends in Africa within Control Risks’ Response department. ​</em></p>GP0|#cd529cb2-129a-4422-a2d3-73680b0014d8;L0|#0cd529cb2-129a-4422-a2d3-73680b0014d8|Physical Security;GTSet|#8accba12-4830-47cd-9299-2b34a4344465