Security by Industry

 

 

https://sm.asisonline.org/Pages/Industry-News-May-2017.aspxIndustry News May 2017GP0|#3795b40d-c591-4b06-959c-9e277b38585e;L0|#03795b40d-c591-4b06-959c-9e277b38585e|Security by Industry;GTSet|#8accba12-4830-47cd-9299-2b34a43444652017-05-01T04:00:00Zhttps://adminsm.asisonline.org/pages/flora-szatkowski.aspx, Flora Szatkowski<h4>​Public-Private Communication</h4><p>New Year’s Eve in Las Vegas was given a Level 2 Special Event Assessment Rating by the U.S. Department of Homeland Security. A record crowd of more than 300,000 revelers attended the 2016 festivities. Large public events like this present special challenges to law enforcement and private security, and their ability to communicate with each other becomes critical.</p><p>On New Year’s Eve, 12 Las Vegas-area law enforcement agencies and 52 casinos used an encrypted communication platform from Secured Communications to send more than 50,000 voice, image, video, and text messages while patrolling the event. In addition to connecting disparate organizations, visual messaging augmented the police radio network, which can be difficult to hear during large events.</p><p>The fully encrypted messaging platform allowed agencies to communicate across boundaries and with outside organizations. The secure connectivity enabled the rapid sharing of investigative information and departmental alerts, while protecting citizen privacy and investigative integrity. Las Vegas Police and other agencies also used the system during the October 2016 U.S. Presidential Debate in the city.​</p><h4>PARTNERSHIPS AND DEALS</h4><p>Arteco and SANS Technology formed a technology partnership to ensure that the Arteco Video Event Management System is optimized for use with the SANS-Syneto storage appliance.</p><p>Boon Edam Inc. announced that Seven Feathers Casino Resort in Canyonville, Oregon, installed a BoonAssist TQ revolving door in its Steelhead Lounge. I-5 Design completed the project.</p><p>Brivo and Savance partnered to create an integration between physical security systems and solutions for payroll management, electronic visitor check-in, emergency preparedness, and staff tracking. </p><p>Dashlane is collaborating with Intel to deploy Intel Software Guard Extension technology with Dashlane’s password manager.</p><p>WHISHWORKS will offer DgSecure from Dataguise to its customers in France, Germany, and the United Kingdom. </p><p>Digi Security Systems is partnering with Gallagher to offer a suite of professional services using the Gallagher Command Centre access control solution.</p><p>G4S deployed Avigilon Corporation high-definition surveillance solutions for Hard Rock Stadium, home to the Miami Dolphins, the University of Miami football games, and other events.</p><p>Identiv, Inc., partnered with NXP Semiconductors N.V. to provide RFID badges to all 170,000+ attendees at the CES show presented by the Consumer Technology Association.</p><p>International SOS and Control Risks launched the Global Risk Management Program, a service for clients in the Americas. </p><p>ADI Global Distribution will offer Louroe Electronics Verifact microphones, ASK-4 Kits, and other audio security solutions.</p><p>MobileIron announced that Brother Industries, Ltd., adopted MobileIron’s enterprise mobility management platform.</p><p>Highland Springs chose Nedap TRANSIT automated access control for securing its gated community. Federal Protection was the integrator. </p><p>Soaring Eagle Casino and Resort in Mount Pleasant, Michigan, owned by the Saginaw Chippewa Indian Tribe, worked with integrator North American Video to install OnCam cameras.</p><p>Pedestal PRO entered into a partnership with PSA Security Network, which will distribute Pedestal PRO’s pedestals, housings, and hoods for the security industry.</p><p>Rasilient Systems Inc. is now a partner with Milestone Systems to enhance their IP video recording and management solutions.</p><p>Scalability Solutions joined the PSA Security Network Business Solutions Program. </p><p>Security Innovation is partnering with Autotalks Ltd. to supply its Aerolink secure communications software for the Autotalks Vehicle to Everything communications solutions.</p><p>Sensory Inc. and innerCore announced a global partnership that will help financial institutions worldwide bolster security of mobile apps.</p><p>ThreatQuotient announced a deal with Sopra Steria to support cybersecurity offers for security operations centers.</p><p>Pennsylvania State University is using a new video and access control solution from Tyco Security Products at eight of its Commonwealth Campuses. It is using the Software House C•CURE 9000 security and event management system and the victor video management system. The project also includes STANLEY Wi-Q wireless locks and Illustra cameras.</p><p>Swimlane announced an integration with HPE Security ArcSight Enterprise Security Manager.</p><p>ZKAccess announced the integration of its ZKBioSecurity software with ConvergenceTP, Inc.​</p><h4>GOVERNMENT CONTRACTS</h4><p>Arktis won a contract at the Port of Antwerp for seven radiation portal monitors to be fully integrated into the port’s infrastructure.</p><p>CertiPath will provide services for the U.S. General Services Administration Federal Identity Credential and Access Management (FICAM) Program.</p><p>CNL Software announced that its IPSecurityCenter PSIM solution was used at the 2017 U.S. Presidential Inauguration. </p><p>A threat alert system from COPsync911 was chosen for use by Roanoke City Schools in Alabama.</p><p>Critical Response Group, Inc., and the New Jersey State Association of Chiefs of Police formed a strategic partnership aimed at first responder planning and response during emergency situations.</p><p>Delta Scientific announced that 20 Delta MP5000 mobile deployable vehicle crash barriers were ordered by the U.S. Secret Service through Global Access Control Systems for use at the 2017 U.S. Presidential Inauguration.</p><p>Europol and the Global Cyber Alliance signed a memorandum of understanding to cooperate on improving Internet and cybersecurity throughout Europe and beyond. </p><p>Video management software from Milestone Systems was chosen by the Phoenix Police Department for use during regional events.</p><p>Mosaic451 was awarded a master agreement by the State of Arizona to provide cybersecurity services.</p><p>Safran Identity & Security was awarded a five-year contract by the National Electoral Institute of Mexico for its multibiometric identification system and related services.</p><p>SFC Energy received an order for its EFOY Pro fuel cells from Oneberry Technologies Pte Ltd. to provide reliable off-grid power for integrated security and surveillance solutions to be deployed for public security in Singapore.</p><p>SICPA is partnering with Yolo County, California, on a medical cannabis control solution.</p><p>TASER International will provide TASER Smart Weapons to the New South Wales Police, the Queensland Police Service, and the New Zealand Police.</p><p>TRI-COR Industries, Inc., has been awarded a J6 Enterprise Technology Services IDIQ contract by the U.S. Defense Logistics Agency.​</p><h4>AWARDS AND CERTIFICATIONS</h4><p>Brickcom OB and VD Series cameras have gained UL certification under the UL60950-1 standard.</p><p>CENTRI was named IoT Enterprise Security Platform of the Year in the Industrial and Enterprise IoT category at the IoT Breakthrough Awards.</p><p>FICO was accepted into the EU–U.S. Privacy Shield program, which requires FICO to comply with EU data protection requirements.</p><p>Level 3 Communications, Inc., announced that its Brazilian subsidiary, Level 3 Comunicações Do Brasil Ltda., received the ISO 27001 Information Security Management System compliance certificate for the services provided in its data centers in Cotia/São Paulo and Rio de Janeiro, Brazil.</p><p>Middle Atlantic Products announced that its DC Power Distribution solution was selected for TechHome’s Mark of Excellence Disruptor Award and Sound & Video Contractor’s 2016 Innovative Product Award. </p><p>NAPCO Security Technologies, Inc., was included in the Newsday Long Island Stock Index winners list for 2016.</p><p>OffSite Vision Holdings, Inc., was named a winner for the best asset tracking and pairing technology by Government Security News as part of its Homeland Security Awards Program. </p><p>Pulse Secure announced that Pulse Connect Secure 8.2 and Pulse Policy Secure 5.3 have been certified for inclusion on the U.S. Department of Defense Unified Capabilities Approved Products List.</p><p>Sqrrl was named a Top Innovator in the Next Generation Security Analytics category by SC Magazine.</p><p>Insights Success magazine named Trianz among its 10 Fastest Growing Security Solution Providers.</p><p>The Dutch Safety Institute granted approval for use of RescueSim software from VSTEP in the Dutch firefighting exam.​</p><h4>ANNOUNCEMENTS</h4><p>Dahua Technology USA is offering a free intelligent video system analytics upgrade for all its Pro, Super, and Ultra Series network fixed cameras and all NVRs and HCVRs.</p><p>The Electronic Healthcare Network Accreditation Commission released new versions for its 18 accreditation programs.</p><p>To accommodate its growth and better serve its customers, Hanwha Techwin America is expanding to a new state-of-the-art facility in Teaneck, New Jersey.</p><p>Keeper Security, Inc., expanded its secure cloud infrastructure with Amazon Web Services in Dublin, Ireland. </p><p>The Kudelski Group launched its Internet of Things Security Center of Excellence.</p><p>Napco Security Technologies introduced its Free for All Program, which now includes communication tradeup incentives applicable to old POTS landlines, old radios, and new installations.</p><p>Peerlyst kicked off a new initiative designed to spur the development of tools that will help information security professionals succeed in their daily work. The company will pay up to $10,000 to information security experts who improve an existing open-source solution or create a new tool that will make security management easier.</p><p>Qognify is opening its new corporate headquarters office in Pearl River, New York.</p><p>Raytec moved to a bigger facility in Ashington, Northumberland, United Kingdom.</p><p>RiskIQ completed the acquisition of brand threat project management company Maccabim.com Ltd.</p><p>The Safariland Group completed the acquisitions of Pacific Safety Products Inc., Aegis Engineering Limited, and LBA International Limited.</p><p>Securitas Electronic Security, Inc., donated $7,200 to the National Law Enforcement Officers Memorial Fund. The company had pledged to donate $2 for every visitor to the company’s booth at ASIS 2016. </p><p>The Security Industry Association (SIA) created the SIA Data Privacy Advisory Board to develop and promote guidelines related to the security of personally identifiable information, protected health information, and other sensitive data. </p><p>SOS Security LLC acquired the operating assets of New Horizon Security Services, Inc., a security services company in Virginia.</p>

 

 

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https://sm.asisonline.org/Pages/A-Museum-of-the-World-and-for-the-World.aspxA Museum of the World and for the World<p>​On a rainy early spring morning, a group of security professionals made their way along Great Russell Street in fashionable, bustling Bloomsbury, London. They passed vehicle-distancing bollards, entered through the gate of a black iron fence, and crossed a large courtyard to reach a neoclassical building that dates from the Georgian period. </p><p>After a security inspection, the visiting professionals traversed the Queen Elizabeth II Great Court with its soaring, tessellated blue glass roof. Once the open-air courtyard outside the Victorian reading room of the British Library, in 2000, the area was refashioned into an epic enclosure worthy of the treasure in the surrounding galleries.</p><p>“The British Museum is of the world, for the world,” David Bilson, CPP, head of security and visitor services, told the security professionals later, when they were congregated for a special program in the BP Lecture Theatre of the Clore Center for Education. It was the day before the opening of the ASIS International 15th European Security Conference and Exhibition, and Bilson was the host and first presenter.</p><p>“People sometimes think that the museum is about the history of Britain, but it’s not,” he explains. “It’s about the history of mankind.”</p><p>Just a few of humanity’s priceless objects that the British Museum cares for are the Rosetta Stone—a rock stele with the same inscription in three languages that helped crack the puzzle of Egyptian hieroglyphs; the Sutton Hoo Anglo-Saxon burial treasure; the classical Greek Parthenon sculptures; colossal granite heads from the Ramesseum temple in Thebes, Upper Egypt; the 12th-century Lewis chessmen; an Easter Island gigantic figure (Hoa Hakananai’a); and a pair of Assyrian human-headed, winged bulls from Khorsabad, Iraq, which date to about 710 BC. (In February 2015, ISIS extremists destroyed a similar pair from the ancient city of Ninevah.)</p><p>At the British Museum, said Bilson, “We present items that date from 2 million years ago to the present day, in a collection that we are still continuing to build.”</p><p>The 18th century physician and hot-chocolate entrepreneur Dr. Hans Sloane laid the foundation for the collection. When Sloane died in 1753, he left everything to King George II. A public lottery raised funds for the original building. </p><p>“We welcomed our first visitors here in 1759, so it is our 257th birthday,” Bilson added. Since then, the collection has grown to more than 8 million items.</p><p>“We are one of the nation’s treasure houses,” Bilson told his audience. “We now welcome 6.8 million visitors per year, which makes us the U.K.’s leading visitor attraction—and I say that not to be glib, but because it brings us major security and public safety issues. We are one of London’s ‘crowded spaces,’ so therefore we have security risks.”</p><p>Art thieves are also a threat. For example, Chinese art has skyrocketed in price at auction, allowing thieves to easily sell stolen items on the black market.  In 2012, the Metropolitan Police New Scotland Yard intercepted a gang that planned to target objects in one of the museum’s public galleries. Working with law enforcement agencies is a key aspect of security operations at the museum.</p><p>In addition, Bilson said the museum “is a place that transforms at night. If you stand in the front hall of the museum at 5 to 6 o’clock, you’ll see all my security colleagues escorting visitors out and thanking them for coming. At 6 o’clock, all the contractors come in, and by five minutes till 7 p.m., the whole place may be transformed with tables for dinners or corporate events…which is another demand on the security services that we have here.” </p><p>Later that evening, the visiting security professionals would witness just such a transformation when the museum’s Egyptian Sculpture Gallery hosted an ASIS reception. The varied aspects of the museum’s security program were present and working, but even to the security practitioner guests, they were imperceptible.</p><p>Later, Bilson sat down with Security Management to discuss the security program at the museum and its myriad of security concerns.</p><p>The security context has changed tremendously for all museums, Bilson says, naming as examples the May 2014 attack on the Jewish Museum in Brussels, Belgium, the foiled 2014 attack on the Louvre in Paris, and the March 2015 attack on the Bardo National Museum in Tunis, Tunisia.</p><p>During the last four years, the British Museum has invested in various aspects of its security infrastructure. One part of that investment was completed in early April 2016 when security “switched to our new digital radio system with much better coverage across our locations,” Bilson says.</p><p>Also in place now are vehicle defenses. “I hope as you came through the front gate this morning, you admired our vehicle-standoff bollards, which are a substantial upgrade in our protective resilience,” he adds.</p><p>In 2013, the museum became a construction zone with the creation of the World Conservation and Exhibition Centre on the estate’s northwest corner. It comprises scientific laboratories, office facilities, and a major new public exhibition hall, “which gives us a bigger, more flexible space than we have ever had, and below ground, we have a secure collections storage area,” he says.</p><p>Security was involved in the design for the new facility, Bilson notes. “In fact, we upgraded security substantially because of the nature of that building. So that has become our benchmark for security across the rest of the estate. It integrates all the modern technology of cameras, alarms, access control, and now the new radio system.”</p><p>Guard force. Since the Great Court was built 16 years ago, the number of annual visitors to the museum has jumped by nearly 3 million. </p><p>“We are delighted to welcome more visitors but this of course impacts our operations; we want to ensure visitors have an enjoyable and safe visit,” Bilson says. </p><p>Guidance on the management of events in the United Kingdom has changed, too. This has led to an ongoing modernization of the guard force, which comprises 300 full-time, proprietary officers.</p><p>“We are looking to take up the best of that advice, as well as lifting the security standards for all of our officers here, to a high level of professionalism,” he adds. “They are all great people, and we want to lift them up still further into new ways of working.”</p><p>“In the U.K., there are two categories of security officers: you can either be proprietary if you are working in your organization on your site, but if you provide a security service…it has to be licensed,” he explains. “At the moment we are also using licensed support while we go through our improvements.”</p><p>There is a security central command center in the museum that is staffed around the clock. </p><p>“Not only are they doing a security watch, they are watching building systems and the condition of the building overnight, as well as the primary security function of protecting the collection,” Bilson points out.</p><p>Bag checks. While terrorism is a key threat to the museum, “The biggest challenge affecting us at the moment is the searching and screening of visitors,” Bilson says. “I’m not prec­ious about it. We’re working hard to improve upon it, but it is a challenge on a day when 20,000 visitors come through who are not timed in their entry, so we get these peaks in demand. More than 50 percent have some sort of bag with them.”</p><p>Visitor bag searching has been stepped up at the museum, resulting in an increase in the discovery of weapons.</p><p>“The majority of our visitors are of course law-abiding and are here to enjoy the collection,” Bilson says. “But I have been surprised that a minority have brought in inappropriate items that could pose a risk.”</p><p>To ensure that the museum can secure its premises from weapons brought in bags through the entrances, new visitor search facilities were recently installed outside the building.</p><p>The museum’s executive leadership supports decisions such as these. “We have great support here. The trustees, the board that oversees museum operations, are in favor of more security, doing more, but keeping a balance,” Bilson explains. “We want the visitors to know they are coming into a secure space, but to know that they are coming into a welcoming experience as well.”</p><p><b>Perimeter security. </b>Bilson says that perimeter security depends upon the state of the museum at various times of day. </p><p>For example, he explains that when the museum is on lockdown overnight, “we have clear definition of boundaries by way of walls and railings. They are guarded and protected by technology 24 hours per day. We use a range of technology measures, whether it is intrusion detection or surveillance or physical locks and access control.”</p><p>When the museum opens, the perimeter becomes porous, but with public boundaries, he says. “There are layers of defense within the site.” When the visitors leave, the perimeter hardens again.</p><p>“In explaining this to staff, I tell them we act in the same way as an airport—the secure air side and the public side,” he says. “So the status of areas within the museum changes, but broadly the back of house areas stay secure 24/7.”</p><p>Coordination between security and museum staff is “hugely important—that whole preplanning and coordination piece,” Bilson states. “We work very hard with facilities management and with events planning to think through levels of detail.”</p><p><b>Collection protection. </b>Museum security protects its collection in much the same way that businesses protect their own assets. “Security technology helps, but we need people to intervene in situations as well,” Bilson says.</p><p>Like all large museums, temporary major exhibitions are staged at the museum, such as Life and Death: Pompeii and Herculaneum, which ran throughout most of 2013 attracting 400,000 visitors, and the newest, Sunken Cities: Egypt’s Lost Worlds, which closed in November and broke attendance records, according to Bilson.</p><p>The arrival and departure of special exhibitions is ongoing and security plays a large role. Before items are loaned to the museum, “we have to give an account to the lenders of how good our [security and environmental] processes are here,” Bilson says.</p><p>The museum also lends artifacts and even major collections to museums around the globe. </p><p>“We apply all of our own security standards to the venue that the exhibition is going to,” Bilson explains. “Sometimes that is a learning experience for the people borrowing from us, and we try to help them get their security to such a standard that long-term they have a more resilient venue for themselves and can borrow more collections from around the globe.”</p><p><b>Travel.</b> “The museum is constantly changing, always taking on new ideas and new things to do,” Bilson notes. “It is a busy organization that is studying and researching and constantly evolving.”</p><p>Bilson says that the museum’s policies and procedures for staff working in other nations weren’t anywhere near as robust as they should have been. </p><p>An incident involving museum staff in another country caused the museum to rethink. “We asked ourselves, ‘Where are our people today? Do we know what countries they are in? Are they insured? Have we thought about their security and what measures have been taken?’” he explains.</p><p>Bilson discovered that there were free services tied to the museum’s insurance and travel services that had not been previously used, including “risk reports, country reports, access to services that we thought we might need one day…. Now we build emergency plans in case we need to bring teams home from overseas,” he says. “We put in place a good personal emergency plan for everybody, good support from London from the home department, and pre-travel risk assessments, advising staff before they go.”</p><p><b>Partnerships. </b>The museum actively partners with police, “whether at the operational level or counterterrorism level, intelligence services, or security design advisors,” Bilson says. “We have strong links with specialists around art and antiques thefts and crime. We have a national museum security group, and most recently, we have established a European roundtable of CSOs so that we can link with our colleagues. After the terrorist events in Paris and Brussels, we supported our friends in that group, exchanging advice, and helping them with things that could be done in their museums.”</p><p>Security also works with the policing teams in the area around the museum estate. The museum interacts with its neighbors about emergency planning and special events that could affect them, such as when Night at the Mus­eum was filmed on site or movies are shown outside on the lawn on sum­mer evenings.</p><p>Bilson says that as a security case study, the British Museum is different because it houses a world collection that must be protected alongside large numbers of visitors and staff and a 200-year old heritage building.  </p><p>While the museum doesn’t discuss security systems in detail, visitors—he insists—want to know that security is in place. </p><p>“Peaceful, law-abiding visitors to the museum are looking for that kind of protection,” Bilson says. “When we check their bags, we get thanked for doing so and know that it gives them reassurance.”   ​</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/After-an-Active-Shooter.aspxAfter an Active Shooter<p>​Organizations affected by an active shooter event will face extraordinary challenges from the moment the first shot is fired. Even if the company is able to maintain business operations in the aftermath, the physical and emotional recovery can go on for months and years after the event. Besides reevaluating physical security measures, updating business continuity plans, and dealing with possible lawsuits, companies also have a responsibility toward their employees who have suffered severe emotional trauma. </p><p>To recover from an active shooter event, restore business operations, and retain employees, experts say that business continuity planning, communication strategies, and personnel issues should be among the top priorities for organizations. In this article, experts discuss what security professionals can do in the aftermath of an incident to recover as quickly and effectively as possible.​</p><h4>Business Response </h4><p>Business operations will be devastated by an active shooter situation, experts say. Access to the building, or at least the floors where the incident occurred, will be virtually impossible.  </p><p>“Law enforcement is going to lock down the building, and it may not be given back for many days,” says Dave Hunt, senior instructor at Kiernan Group Holdings, a consulting firm that assists companies in planning for and responding to active shooter events. “It depends entirely on the extent of the incident–how many injured, dead, how many bullets? Every single trajectory of every single bullet, every shell casing, is all going to be essentially recovered.” </p><p>Communication. Having a well-prepared crisis communications plan in place before an incident is crucial, but executing that strategy is inevitably more difficult when faced with a real-life tragedy. Experts say that an organization needs to maintain open communication with various groups following an active shooter event.</p><p>Because news travels at lightning speed, any organization affected by an active shooter event can expect the media to pick up on it almost immediately. “When an incident occurs, local media, newspapers, and TV stations are going to hear about it and they’re going to descend on that campus or facility,” says Josh Sinai, principal analyst at Kiernan Group Holdings, “and this will happen within 30 minutes.”</p><p>Talking to the media and the public can be one in the same, says Hunt, and he recommends that companies put a message on their social accounts and websites, and have a skilled speaker to talk to the press. “The media is one avenue through which the public can be communicated to,” he says, “but today we can also communicate with the public directly via Twitter, websites–there are all kinds of different social media options.” </p><p>Larry Barton, a crisis management consultant, echoes this sentiment: “Get to the media before they get to you.” He recommends that leadership have several preplanned responses to rely upon and modify, as needed. </p><p>“This is where a company can really distinguish itself by being crisis-prepared. Have your frequently asked questions ready, and start filling in the blanks from the moment the incident occurs,” Barton says. “You can keep refining them, you can keep massaging them, but get them started.”</p><p>These communication techniques work in the case of any crisis, says Darryl Armstrong, crisis communications expert at Armstrong and Associates. For example, one of his clients, a company responsible for large cleanup jobs after natural disasters and other hazardous events, used prewritten statements for large-scale incidents to quickly communicate with the media. </p><p>“On the front end, they sat down as a core team and had put together an extensive set of media holding statements,” he says. These holding statements are prewritten messages that refer to specific event types, such as active shooter, fire, or medical hazard, for example. The documents can be easily accessed and modified during a crisis, then quickly sent out to the media and the public. </p><p>He adds that the company also took the time to think about “every single question imaginable” that could come up in a press conference for any given disaster. “There was not a single question in the press conference they were not prepared to handle,” Armstrong says. </p><p>Stakeholders. Communicating with family members of employees, especially those who are killed or wounded, should be a priority for companies after an active shooter event. </p><p>Barton, who helps clients prepare for and respond to active shooter and workplace violence events, tells Security Management that he recently worked for an industrial facility in Tennessee that lost three employees in a workplace shooting. Within an hour after the incident, the employer had contacted all the victims’ families. This should be a standard practice for any company that finds itself in a similar crisis, he says. </p><p>“There is not an ounce of liability associated with being kind to a family after an active shooter event,” he notes. “We have to say to our legal colleagues in HR, ‘This is not about the handbook, this is about the Golden Rule. We have to do the right thing.’”</p><p>Small and family-owned businesses tend to handle these events with more empathy, making for a faster overall recovery, says Armstrong. “In the recovery phase, they make themselves available. They go out of their way to do what they can to help the victims’ families, and the communities rally around them,” he notes. </p><p>He adds that universities are another sector that handle communicating with stakeholders well, given that there are usually guidance counselors and psychologists on staff. “Their crisis management teams typically include people who are interacting daily with students and parents, so they are able to empathize.” </p><p>Barton adds that while social media makes a great tool for communicating with the public post-incident, the platform is not appropriate for informing family members of any details. “Shame on any company where an employee’s loss of life is shared with the family by Twitter. That has happened, it will continue to happen, and you must never allow that to happen on your watch.”</p><p>Organizations may consider using “dark websites” that go live in the event of an emergency. When someone types in the main URL for the organization, they are redirected to a ghost site that has the latest information available. Armstrong recommends that organizations set up these pages to have at least 10 times the bandwidth as their normal site to accommodate heavy traffic. ​</p><h4>Recovery</h4><p>A well-prepared organization can continue business operations in the event of a range of hazards, such as bad weather or a fire, and it can build off those same crisis continuity plans when recovering from an active shooter event. “This is one more threat that your organization should be preparing for to determine how you can continue operations,” Hunt says. </p><p><strong>Business operations. </strong>Hunt recommends identifying an off-site location where operations can take place while the building is still being evaluated by law enforcement or damage is being repaired. IT systems should be backed up so they can be accessed from anywhere. </p><p>“You need redundancy for roles,” adds Sinai, who says that at least one additional person should be trained in each major position at an organization. That way if someone in a leadership role is killed or injured, their job function is not completely lost. </p><p>Company leaders will still be addressing basic questions of business operations that could easily be overlooked in the aftermath of a tragedy. Barton notes that employees who survive an incident are still worried about their livelihood. “Besides asking who got hurt or was killed, the second thing is, ‘Are we going to be paid?’” he notes. “So we have to have our leadership rehearse and train on a wide variety of questions that will come up.”</p><p>As a benchmark for business recovery, Sinai cites the example of a beer distribution plant in Manchester, Connecticut, that suffered an active shooter event. On August 3, 2010, eight employees of Hartford Distributors were killed by another worker at the facility who was being escorted out of the building after resigning. “It was a small business, it didn’t have the resources of a big company,” Barton says. But this distributor reached out to surrounding companies for help. </p><p>The beer distributor didn’t have a trained counselor on staff, so Manchester law enforcement contacted area businesses to get trauma counselors and ministers onsite. “Know the community resources that can be at your site within an hour after any catastrophe,” Barton says. </p><p>An offsite location was being set up for business operations, but employees protested, saying they felt strongly about returning to the original facility as soon as possible. In the days following the shooting, 100 employees from other beer distribution plants in Connecticut, as well as in Rhode Island, came to assist the company in keeping business operations on track. A memorial service was held for the employees who lost their lives. The company president addressed workers on the front lawn, in front of a makeshift mem­orial, before they reopened their doors. </p><p>Just two months after the tragedy, Hartford Distributors merged with another beer company, Franklin Distributors, forming a larger organization. “The shooting was a very tough thing for all of us to go through,” Jim Stack, president of the new business, said to the Hartford Business Journal in a January 2011 article. “It certainly slowed some things down for us in coming together, but it did not stop us.”</p><p><strong>Emotional response.</strong> The trauma inflicted on those who survive an active shooter incident can be enormous, and experts say that businesses ought to prepare in advance to provide mental health assistance for affected employees. This will help businesses recovery more quickly by retaining experienced workers, and provide employees with the emotional help they need. </p><p>Hunt cites the Navy Yard shooting in Washington, D.C., in September 2013, when a shooter killed 13 employees. He says that employees were shaken that an active shooter could breach a secure military installation. “People who were interviewed following that incident were asked, ‘Do you feel safe going back to work?’ and the answer was, ‘No, I don’t feel safe going back to work.’” Hunt notes. “So you have the potential of losing employees, which are your most valuable asset, as a result of this incident.” </p><p>Employees may not show immediate signs of trauma–negative emotions could surface months later. “Depression and PTSD are rarely going to emerge in the first hour. Your body is still in shock,” Barton says.  </p><p>Experts stress the importance of employee assistance programs (EAPs), which are confidential and provide counseling, assessments, and referrals for workers with personal or work-related concerns. </p><p>“In all 50 states you can mandate that an employee actually go to an EAP program if there was a critical incident,” Barton notes, though he doesn’t recommend it in every case. </p><p>To order an employee to seek counseling, the worker must demonstrate tangible evidence that they may pose a risk of harming themselves or others, Barton says, such as mentioning suicide, a desire to hurt others, or talking about weapons. Employers may decide instead to have a sit-down with that worker and have them sign a letter acknowledging they made the remarks, but understand doing it again could result in termination. “EAP is not your human resources department, they are there to support your HR department,” he emphasizes. </p><p>There will also be organizations indirectly affected by shootings. For example, Barton worked with one financial firm that had a worker lose a family member in a high-profile mass shooting. The other employees struggled with how to respond to him emotionally. The company asked Barton to hold a debriefing to address people’s concerns. </p><p>“I heard it all,” Barton says. “Do you leave a card on the desk? Do you kind of ignore him and just look the other way? Do you come up and say, ‘I have no idea what you went through but my prayers are with you?’” Ultimately, he says you can expect a variety of emotions expressed by employees at businesses both directly and indirectly impacted by these events, including fear, sadness, and even anger. </p><p><strong>Outlook. </strong>Conducting an after-action report may be a good idea for organizations that have suffered an active shooter event, experts say. It not only helps evaluate what worked and what did not in response to an incident, but other practitioners can turn to these documents for their own planning. “It’s very important for a security officer to look at after-action reports and to get best practices out of it,” Sinai says. </p><p>He cites the after-action report completed by the U.S. Fire Administration on Northern Illinois University (NIU) after a classroom shooting on campus in 2008. That tragedy left six people dead, including the perpetrator. </p><p>The report cites that NIU had studied the official report on the Virginia Tech Shooting and was prepared for the tragedy that occurred in its own building just a year later. “The value of that report, their training, and their joint planning was apparent in the excellent response to Cole Hall,” the after-action report stated of the university. </p><p>While organizations may recover from a business standpoint, there may be significant changes implemented afterwards. For example, the building that formerly housed Sandy Hook elementary was torn down, and a new facility was constructed at the same site. That building reopened in August of last year, nearly four years after the shooting. In the case of Virginia Tech, the classroom building where the second shootings took place was turned into a dormitory hall. </p><p>Overall, Hunt says that while organizations can never fully prepare themselves for a tragedy, they can learn from even the worst of situations. “You’re going to identify a lot of areas that can be improved,” he says. “There’s never going to be a perfect plan or a perfect response.” </p><p><em>​To read how the city of San Bernardino ​recovered from the 2015 holiday party shooting that killed 14 people, <a href="/Pages/Responding-to-San-Bernardino.aspx" target="_blank">click here.​</a></em><br></p><p>--</p><h2>Active Shooter Liability<br><br></h2><p>​In the case of an active shooter, U.S. companies are liable for protecting their employees as in any workplace violence incident. Under the U.S. Occupational Safety and Health Act of 1970, every U.S. employer is required to “furnish to each of his employees employment and a place of employment which are free from recognized hazards that are causing or are likely to cause death or serious physical harm to his employees.” U.S. state and local provinces may also have their own relevant laws.</p><p>Hunt says companies that suffer a shooting can expect lawsuits. “If a family member is killed or injured here, there’s a high likelihood there will be a lawsuit alleging that not enough was done to prevent the incident, or to protect them during the incident,” he says. The case of disabled workers can also come up. “Someone who is disabled may feel they weren’t appropriately accommodated,” a requirement under the U.S. Americans with Disabilities Act. </p><p>Barton says he believes a little effort and communication goes a long way in helping reduce the severity of a lawsuit when employees are killed. “If you can, reach out to the family with the support of your legal department to simply say, ‘We are here for you,’” he notes.</p><p>In addition to advanced planning, organizations need to carefully document the steps they take in the aftermath to help their case “There’s going to be a lot of holes in there. But at least say, ‘Here are the steps that we did proactively take to try to manage the incident.’”​​ ​</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/The-Key-to-Employee-Happiness.aspxThe Key to Employee Happiness<p>​</p><p>JOB SATISFACTION directly affects effectiveness and profitability. Poor job satisfaction can hinder an organization’s ability to deliver services as well as its ability to retain personnel. It can also contribute to staff misconduct, which can lead to criminal liability. By understanding what causes employee dissatisfaction, managers can help to avoid problems and keep morale and productivity high.</p><p>Available research on the topic indicates that more than 50 percent of employees are dissatisfied with their jobs but their bosses are unaware of this fact.</p><p>The government actually scores a little higher than the private sector in job satisfaction. The recent Federal Human Capital Survey conducted by the U.S. Office of Personnel Management (OPM) found that 57 percent of federal employees were, overall, satisfied with their jobs. Still, with regard to recognition, promotional opportunity, communication, and leadership, satisfaction ratings were under 50 percent.</p><p>The 2009 Employee Job Satisfaction Survey conducted by the Society for Human Resource Management (SHRM) might explain the high satisfaction number in government employment. The SHRM survey of private employees indicated that of all factors considered by employees when rating job satisfaction, job security was the most important factor. Typically, federal jobs carry more job security than private industry.</p><p>More specific data regarding the job satisfaction of federal employees who work in protection roles comes from a 2009 survey of federal probation officers. This study showed that 41 percent of respondents intended to leave their positions. Of these respondents, 30 percent were seriously considering leaving their position in the near future, and 11 percent were actively seeking employment elsewhere. Mirroring the OPM survey, respondents cited compensation, promotional opportunities, and the fairness exercised by management as primary reasons for their job dissatisfaction.</p><p>With regard to the private sector, an enlightening data set comes from a 2009 survey conducted by Salary.com. This survey found that while 65 percent were “somewhat” satisfied with their employment, the same percentage was either actively or passively seeking other employment opportunities. Additionally, 57 percent of respondents stated that they planned on intensifying their job search within the next three months even given the unsettled economic climate.</p><p>More surprising than the number of employees planning on seeking other job opportunities was the lack of awareness companies had regarding their employees’ job satisfaction. Employers surveyed by Salary.com thought that only 35 percent of their workers were looking for new jobs, while 78 percent of them thought that those employees were unlikely to intensify their job search.</p><p>Job satisfaction data specific to the security industry is scarce. In a 2009 survey by the security recruiting firm L.J. Kushner and Associates, IT security professionals were surveyed regarding job satisfaction. A majority, 52 percent, stated that they were unsatisfied with their current employment. Turnover data underscored respondents’ job dissatisfaction. Thirty-four percent said they leave an employer every two to three years, and 31 percent leave after four to five years. This represents a more than 60 percent turnover rate every five years.</p><p>Generally, employers appear to be oblivious to employees’ needs and desires. If an employer is unaware or mistaken regarding employee needs, it is impossible to shore up job satisfaction through modified compensation plans, leadership development, and work restructuring strategies.</p><p>An analysis of survey data sets reveals six specific reasons that employees leave their jobs. These identified keys to job satisfaction are: job security, leadership, job enjoyment, social justice, personal development, and adequate level of challenge.</p><p>Job Security<br>As highlighted above, an employee’s perceived level of confidence that they will remain employed is the most crucial factor in job satisfaction. Communicating job security to employees is more than just assuring them that they will be employed tomorrow. Consistent recognition for good job performance and how their contribution brings value to the organization is a good first step. Second, but just as important, is consistent and honest communication regarding the strategic long-term initiatives of the organization. Employees want and need to know what the future entails so they can plan and be prepared. Failure to communicate the organization’s strategy for the future may leave many employees wondering if there is a future and if it includes them.</p><p>Leadership<br>An organization’s leadership must set clear expectations. Leaders should instill trust in the work force and consistently model the organization’s values. The ability to communicate clearly and honestly on a consistent basis, which means every day with everyone, is also crucial. Modeling the ethical values expected of all employees is even more important for the leader, who becomes the standard by which others model their behavior. An unethical leader creates an oppressive work environment that employees seek to escape.</p><p>Task Enjoyment<br>The total percentage of time an employee engages in tasks that are enjoyable and that suit their personality has a serious effect on job satisfaction. Everyone’s job contains unpleasant tasks that are tedious, labor intensive, or boring. Although the boring tasks can’t be eliminated, managers must strike a balance between routine and uninteresting tasks and those an employee enjoys. Security managers must know and understand their staff to strike that balance, so once again, communication is the key.</p><p>Social Justice<br>Social justice in the workplace means that compensation, recognition, and advancement opportunities are based on performance and merit, while discipline is delivered in an egalitarian manner. This is a critical factor that can’t be overlooked. Employees want tangible rewards for their hard work and consistent good performance. This recognition must go beyond a mention at a department meeting. Likewise, employees need to know that poor job performance is penalized, since it requires other staff to work harder to satisfy organizational goals. Advancement opportunities that are based on merit and favor internal candidates reflect a commitment to social justice, while nepotism and favoritism do not.</p><p>Development<br>A positive sense of development exists when employees have the opportunity to cultivate new skills, gain knowledge, and advance their career within the organization. There is an element of social justice implicit in the sense that development opportunities are available to everyone. Leaders should proactively help employees to build career paths within the company. Not only does development of employee skills aid the employee in seeking advancement opportunities, it instills a sense of recognition that the organization is investing in the employee. A more skilled employee benefits the organization now and into the future.</p><p>Challenge<br>Providing a challenging environment means giving employees the opportunity to fully use their knowledge and skills. This factor correlates with enjoyment in some instances, because many employees derive enjoyment from challenging assignments. Presenting employees such tasks gives them a chance to build confidence and enjoy a sense of achievement. Leaders can also benefit from the process because it gives them a chance to see who rises to the occasion and most deserves advancement.</p><p>Equipped with this information, leaders in the security profession can begin establishing a baseline strategy for improving job satisfaction within their organization. That is the first step toward reducing turnover and developing a committed, knowledgeable, and productive work force.</p><p>William P. Carr is a program security manager for Lockheed Martin Space Systems in Sunnyvale, California. He is a member of ASIS International.<br></p>GP0|#cd529cb2-129a-4422-a2d3-73680b0014d8;L0|#0cd529cb2-129a-4422-a2d3-73680b0014d8|Physical Security;GTSet|#8accba12-4830-47cd-9299-2b34a4344465