asis's-Note---Symbiosis.aspxEditor's Note: SymbiosisGP0|#28ae3eb9-d865-484b-ac9f-3dfacb4ce997;L0|#028ae3eb9-d865-484b-ac9f-3dfacb4ce997|Strategic Security;GTSet|#8accba12-4830-47cd-9299-2b34a43444652017-04-01T04:00:00Z, Teresa Anderson<p>​Trees are competitive. Long-standing scientific theory tells us that trees race towards the forest canopy to access the light. Thus, weaker trees suffer, eventually withering and dying in the shade.</p><p>Suzanne Simard begs to differ. She says that this theory of forest life is far too simplistic. Simard, a professor of forest ecology at the University of British Columbia in Vancouver, Canada, found that trees cooperate rather than compete. </p><p>In experiments ranging over decades, Simard found that trees fare best when they live in diverse groups. For example, Simard found that a birch tree and a fir tree could live harmoniously near one another in the forest. However, when the birch was removed, “the Douglas fir became diseased and died,” Simard told the hosts of the RadioLab on their podcast titled “Tree to Shining Tree.” Simard continued, “There was some kind of benefit from the birch to the fir; there was a healthier community when they were mixed, and I wanted to find out why.”</p><p>It turns out that a complex underground web of fungi connects the trees allowing the transfer of food, nutrients, and beneficial bacteria. The fungus draws the water and minerals that the tree needs from the ground. And the tree reciprocates by giving the fungus the sugar it needs to survive.</p><p>Not all trees tap into this network. But those that do, have the advantage. “You find twice the amount of life-giving nitrogen and phosphorous in plants that cooperate with fungal partners than in plants that tap the soil with their roots alone,” writes Peter Wohlleben in his book The Hidden Life of Trees.</p><p>The fungi serve as a communications network: A tree damaged by a beetle infestation can send a warning to other trees, so those trees can emit a chemical to repel the invaders. </p><p>Through this underground infrastructure, trees can also help one another. “Paper birch send carbon to Douglas fir seedlings, especially when they are shaded in summer, probably enhancing their survival.” writes Jennifer Frazer in her blog “The Artful Amoeba” on the Scientific American website. “In spring and fall, the Douglas fir return the favor when the birch have no leaves.”</p><p>This symbiosis may be startling when discovered in a forest, but it should be commonplace within companies. Within ASIS International there must be cooperation among magazine staff, headquarters personnel, and members. These groups are most successful when advancing a common goal. </p><p>In this spirit, this issue of Security Management includes several changes. “Homeland Security” is now called “National Security” to reflect the concerns of nations around the world. Updated graphics will better connect the written word with the visual to present compelling and vibrant storytelling. And, a new standalone “ASIS News” department now serves as one more conduit for information sharing among headquarters staff and members from around the world.</p>

asis's-Note---Symbiosis.aspx2017-04-01T04:00:00ZEditor's Note: Symbiosis,-CPP.aspx2017-04-01T04:00:00ZCertification Profile: Timothy McCreight, CPP News April 2017 News March 2017,-CPP,-PSP.aspx2017-03-01T05:00:00ZCertification Profile: Shawn Reilly, CPP, PSP News March 2017,-CPP,-PCI,-PSP.aspx2017-02-01T05:00:00ZCertification Profile: C. Joshua Villines, CPP, PCI, PSP Leads by Example News January 2017,-CPP,-PCI,-PSP.aspx2017-01-01T05:00:00ZCertification Profile: John C. Villines, CPP, PCI, PSP HQ Closed for the Holidays News December 2016,-PCI.aspx2016-12-01T05:00:00ZCertification Profile: Angela Osborne, PCI Staff Away for Thanksgiving Holiday News November 2016,-CPP,-PCI,-PSP.aspx2016-11-01T04:00:00ZCertification Profile: Terence Hoey, CPP, PCI, PSP U.S. Outstanding Security Performance Awards Held at ASIS 2016 News October 2016 Educational Seminar for Everyone Luncheon: Award Winners and Johnson Keynote

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The term “administrative error or process failures” is particularly vague; depending upon the type of retailer and the types of products sold, it can potentially cover an enormous array of types of loss, including damage, spoilage, product going out of date, and incorrect price adjustments. </p><p>A retailer selling food and using a shrink­age definition that includes food spoilage will have a dif­ferent level of loss compared to a retailer selling clothing or auto parts; yet, many shrinkage surveys continue to combine this data together to generate an overall figure for the industry. </p><p>To date, there is no consistent, detailed definition or typology of shrinkage. It is a term that is used throughout the industry, but interpreted in different ways depending on the retail environment and the prevailing organizational culture and practices.</p><p>There is a constant desire to understand what the root causes of shrinkage are: Is it mainly external thieves? Is it the staff employed by retailers helping themselves to the stock? Is it due to organizational inefficiencies? Or is it caused by retail suppliers wrongly delivering on purpose or through error?</p><p>Surveys will often provide numbers that supposedly apportion the total shrinkage losses to each of these types of losses, with external theft frequently—but not exclusively—seen as causing the largest amount. </p><p>The reality is that what these reported shrinkage numbers are actually measuring is what respondents think the causes of shrinkage might be. They are much more a gauge of how the loss prevention industry is feeling than any true measure of the breakdown of losses within the retail industry.</p><p>This is because the vast majority of current shrinkage data collected by retailers is based on periodic audit data collected in stores and sometimes in parts of the distribution network. This data captures the difference between the value of stock retailers think they have and the amount that can be physically counted. The difference between the two is how most companies measure their shrinkage.</p><p>But all this data does is provide a value of how much stock is not there. What it does not do is offer an explanation as to why it has gone missing: Was the stock delivered to the retailer? Did a customer steal it? Was it damaged or stolen in the supply chain? Did an employee steal it? </p><p>The causes could be many and varied, but what is clear is that audit data is rarely good at explaining why discrepancies exist; it simply captures the value of losses where the cause is unknown. Attempts to apportion causes to this data will always involve a high degree of guesswork and personal prejudice.</p><p>Retailing has gone through some profound changes since shrinkage was first used back in the 19th century, not least the introduction of open displays, the growth of branding, greater consumer choice, introduction of credit cards and debit cards, the rise of online shopping, and the widespread use of various types of self-service checkout systems, to name a few. </p><p>Yet, throughout this time of enormous change, the retail industry has continued to use a term that vaguely captures the difference between expected and actual stock values as the core measure of loss in their businesses.</p><p>Given this, it’s time to reconsider how retail companies understand and measure the losses they experience and to develop a more consistent approach to enable future benchmarking activities to offer more meaningful and applicable information.​</p><h4>Total Retail Loss<img src="/ASIS%20SM%20Callout%20Images/0417%20Cover%20Story%20Infographic.jpg" class="ms-rtePosition-1" alt="" style="margin:5px;width:652px;" /></h4><p>Both the Retail Industry Leaders Association’s Asset Protection Leaders Council, based in the United States, and the ECR Community Shrinkage and On-shelf Availability Group, headquartered in Europe, supported a research project led by the author to explore how retailers currently view the problem of loss across their business and develop a new definition and typology that might better capture their impact. </p><p>The research, detailed in the report Beyond Shrinkage: Introducing Total Retail Loss, used several different methodologies: an extensive literature review; a questionnaire to a group of large European retailers; 100 face-to-face interviews with senior directors of 10 of the largest U.S. retailers; and a series of workshops and focus groups with loss prevention representatives from a range of European retailers and manufacturers.</p><p><strong>Loss versus cost. </strong>One of the difficulties of benchmarking any retail business using shrinkage is understanding what categories of retail loss are included or excluded. </p><p>Some companies taking part in this research adopted strict criteria: shrinkage is only the value of their unknown losses based upon the difference be­tween expected and actual values; anything else is regarded as known and, therefore, not included in the calculation.</p><p>Other companies were much more inclusive, incorporating other types of loss ranging from damages, wastage, spoilage, and price markdowns to the costs of burglaries and robberies.</p><p>Part of this definitional variance seemed to be based on how respondents interpreted the difference between what could be considered a “loss” compared with a “cost,” the latter being viewed as an everyday planned and necessary expenditure for the business to achieve its profit goals. Respondents varied considerably in how they interpreted the difference, although many made a key distinction between the value of the outcome and how this differentiated costs from losses.</p><p>“Costs—they bring value to the business; they are incurred because there is a perceived positive purpose in having them. They are part of the revenue generation process and without them, profits would be negatively impacted,” one respondent said. “Losses are things which, if they didn’t happen, there would be no negative impact upon profitability. They do not offer any real value to the business and simply act as a drain on profitability.”</p><p>It was also instructive to hear how some respondents adopted a process of normalizing what some considered to be losses into costs. One respondent explained that “we plan a lot of those costs [possible types of losses], so when we’re looking at it from a planning perspective, we have that built in—anything that we can account for and process and know what it is, we take more so as a cost rather than a loss when we’re defining it.”</p><p>Another respondent talked about how the planning and budgeting process enabled many losses to be redefined as costs. “If it goes above budget, then it becomes a loss; otherwise it is a cost,” the individual explained, while another respondent was blunter: “We try and convert as much of [losses] to costs; it’s then not on my agenda anymore. I deal with shrink.”</p><p><strong>Definition. </strong>From the interviews with senior U.S. retail executives and feedback from the roundtables held in Europe, definitions of costs and losses were eventually developed.</p><p>Costs were defined as “expenditure on activities and investments that are considered to make some form of recognizable contribution to generating current or future retail income.”</p><p>Losses were defined as “events and outcomes that negatively impact retail profitability and make no positive, identifiable and intrinsic contribution to generating income.” Using these definitions, various types of events and activities could then begin to be categorized accordingly. </p><p>For example, incidents of customer theft can be considered a loss—the event and outcome play no intrinsic role in generating retail profits—because it makes no identifiable contribution and were it not to happen, the business would only benefit.</p><p>Alternatively, incidents of customer compensation, such as providing a disgruntled shopper with a discounted price, can be seen as a cost. In this case, the business is incurring the cost because it believes compensating the aggrieved consumer makes the individual more likely to shop with the business in the future. The policy of compensating is an investment in future profit generation and is categorized as a cost—not a loss.</p><p>Another example of a loss is workers’ compensation, where a retailer will cover the legal, medical, and other costs associated with an accident at work, such as falling off a ladder. There is no intrinsic value to the business if an employee is injured at work; if it had not happened, the business would only benefit by not having to pay for the consequences of the event. Therefore, workers’ compensation is a loss.</p><p>While some respondents to this research argued that workers’ compensation is a predictable problem that can be—and is—budgeted for, it still remains an event that the retailer would prefer not happen because it negatively impacts overall profitability.</p><p>In contrast, expenditure on loss prevention activities and approaches, such as employing security officers or installing tagging systems, can be seen as a cost. The retailer has committed to this expenditure because it feels there will be some form of payback from the investment: lower levels of loss, which in turn will boost profits. Whether this payback is measured or achieved is open to debate.</p><p>What these examples focus on is not whether an activity or event can be controlled or whether the incurred cost was planned, but its fundamental role in generating current or future retail income. If a clearly identifiable link can be made between an activity and the generation of retail income, then it should be regarded as a cost; all those activities and events where no link can be found should be viewed as a loss.</p><p><strong>Categorizing losses</strong>. In developing the categories of the Total Retail Loss Typology, it was important to draw a distinction between the types of loss that can be measured in a way that is manageable for modern retail business, and those that cannot. </p><p>Additionally, it was important to consider the value of collecting data on a given loss indicator. Is it meaningful for the business to monitor a category of loss? Will its analysis offer potentially actionable outcomes that may help the business meet its objectives?</p><p>There is little point in developing a typology made up of a series of categories that are either impossible or implausibly difficult to measure or once measured offer little benefit to the business undertaking the exercise.</p><p>For example, most retailers would be keen to understand how often items are not scanned at a checkout. While it is theoretically possible to measure this, the reality for most retailers is that the ongoing cost would probably be prohibitive. </p><p>Determining whether proposed loss categories met the three M’s test (manageable, measurable, and meaningful) was an important part of creating a typology likely to achieve any form of adoption across a broad range of retail formats.</p><p><strong>Typology.</strong> The research identified 31 types of known loss that are included in the Total Retail Loss Typology covering a wide range of losses across the retail enterprise and incorporating events and outcomes beyond just the loss of merchandise. The typology is broken down into four locations of loss: store, retail supply chain, e-commerce, and corporate. Each location then has a variety of subcategories divided between malicious and nonmalicious. </p><p>For example, a malicious corporate retail loss would be fraud; a nonmalicious corporate retail loss would be workers’ compensation, regulatory fines, or bad debt. </p><p>However, the term does not encompass every form of loss that a retailer could conceivably experience. The word “total” is being used in this context to represent a much broader and more detailed interpretation of what can be regarded as a retail loss, rather than necessarily claiming to reflect the entirety of events and activities that could constitute a loss. In the future, the scope and range of the Total Retail Loss Typology will change to accommodate new forms of loss, and this is welcomed.</p><p>The typology is designed to enable the calculation of the value of retail losses, not necessarily the number of events; where an associated value cannot be calculated or there is no loss of value associated with an incident, it should not be included.</p><p>For instance, if shop thieves are apprehended leaving a retail store and the goods they were attempting to steal are successfully recovered and can be sold at full value at a later date, there is no financial loss associated with the incident. The retailer may still want to record that the attempted theft took place and was successfully dealt with, but that it would not be recorded in the Total Retail Loss Typology.​</p><h4>Potential </h4><p>The proposed Total Retail Loss Typology is a radical departure from how most retail companies have understood and defined the problem of loss within their companies, moving away from a definition focused primarily on unknown stock loss to one that encompasses a broader range of risks across a wider spectrum of locations.</p><p>While there is a simple elegance about the approach adopted in the past, based upon the four traditional buckets of shrinkage, it is increasingly recognized that these broad brush and ambiguously defined categories are no longer capable of accurately capturing the increasingly complex risk picture now found in modern retailing. Instead, the Total Retail Loss Typology has the potential to benefit retail organizations by managing complexity, encouraging transparency, creating opportunities, and maximizing loss prevention.</p><p><strong>Managing complexity. </strong>The retail landscape in which shrinkage was first described has been transformed by innovation and change. Simply relying upon the traditional four buckets of estimated losses to fully reflect and properly convey the scale, nature, and impact of retail losses is no longer appropriate, particularly as the retail environment becomes more dynamic and fast changing.</p><p><strong>Encouraging transp</strong><strong>arency.</strong> The ambiguous nature of most shrinkage calculations and the difficulty of understanding its root causes generate a lack of accountability, particularly within retail stores.</p><p>Store managers question the reliability of the number, especially where there is a pervasive sense that the supply chain may be foisting losses upon stores that are actually caused by inefficiencies. Unknown store losses can conveniently be blamed upon short shipments or roaming bands of organized thieves, rather than being apportioned to actual events taking place in the store.</p><p>Losses can also be moved between different categories, depending upon the performance measures in place—wastage can quickly become shrinkage if the former is identified as a key performance indicator. </p><p>By measuring a broader range of categories of loss, it becomes much more difficult to play this game; most losses will be measured somewhere, improving transparency and accountability throughout the organization.</p><p><strong>Creating opportunities.</strong> A recurring theme from the research was the lack of prioritization and urgency associated with categories of loss that had already been measured or for which a budget had been allocated.</p><p>Many respondents were quick to view these factors as a cost; therefore, not requiring any remedial action by the business. In effect, the process of capturing the loss or planning for it through budget allocation rendered them immune from concern over the actual loss.</p><p>By adopting a systematic approach and agreeing on the definition of a retail loss and bringing these together under a single typology, opportunities may arise to minimize the overall impact of loss upon the business.</p><p><strong>Maximizing loss prevention.</strong> Dealing with an unknown loss, which is what most loss prevention practitioners typically focus on, is probably one of the hardest challenges faced by a management team in retail. This requires the team to develop a high level of analytical and problem solving capacity.</p><p>Trying to solve problems where the cause is typically unknown is also at the hard end of the management spectrum. It requires creative thinking, imaginative use of data, and considerable experience. Imagine if these capabilities were used on the broader range of known problems encapsulated in the Total Retail Loss Typology. The impact could be profound.</p><p><strong>Using resources. </strong>By generating a broader, more detailed understanding of how losses are impacting a retail organization, it may be possible to take a more strategic approach to the allocation and use of existing resources.</p><p>The Total Retail Loss Typology could offer value in how businesses not only respond to existing loss-related challenges, but also use it to review the implication of any future business decisions. </p><p>The interplay between sales and losses needs to be viewed in the round and not as a series of cross-functional trade-offs where losses and profits are allocated separately, driving behaviors that are unlikely to benefit the business.</p><p>It’s within this context that the Total Retail Loss Typology has been developed—to enable retail organizations to better understand the nature, scale, and extent of losses across the entire business, and to use this information to make more informed choices about how to grow profits and improve customer satisfaction.</p><p>As the pace of change in retail con­tinues to intensify, it’s time for the loss prevention industry to begin to move away from a notion of loss developed in the 19th century to one that better reflects and recognizes the complexities and challenges found in the 21st century.  </p><p><em><strong>Adrian Beck </strong>is a professor of criminology in the Department of Criminology at the University of Leicester in Leicester, United Kingdom. Beck undertook the study Beyond Shrinkage: Introducing Total Retail Loss commissioned by the Retail Industry Leaders Association’s Asset Protection Leaders Council and is an academic advisor to the ECR Community Shrinkage and On-Shelf Availability Group. ​ ​</em></p>GP0|#cd529cb2-129a-4422-a2d3-73680b0014d8;L0|#0cd529cb2-129a-4422-a2d3-73680b0014d8|Physical Security;GTSet|#8accba12-4830-47cd-9299-2b34a4344465 Role of School Resource Officers<p>​Mo Canady, executive director of the National Association of School Resource Officers (NASRO), discusses the security implications of an SRO’s role in today’s educational environment.</p><p class="p1"><i>Q. What are school resource officers (SROs) and what are some of their job functions?  </i></p><p class="p1"><b>A. </b>SROs are sworn law enforcement officers assigned by their employing law enforcement agency to work with schools. They go into the classroom with a diverse curriculum in legal education. They aid in teaching students about the legal system and helping to promote an awareness of rules, authority, and justice. Outside of the classroom, SROs are mentoring students and engaging with them in a variety of positive ways.</p><p class="p1"><i>Q. What are some of the standards and best practices your organization teaches? </i></p><p class="p1"><b>A. T</b>here are three important things that need to happen for an SRO program to be successful. Number one, the officers must be properly selected. Number two, they have to be properly trained. And thirdly, it has to be a collaborative effort between the law enforcement agency and the school district. This can’t just be a haphazard approach of, “We have a drug problem; let’s put some police officers in there and try to combat it.” It needs to be a community-based policing approach.</p><p class="p1"><i>Q. Some SROs have come under fire for being too aggressive in the classroom. What’s your take?</i></p><p class="p1"><b>A. </b>There have been a handful of incidents that have played out in the media. But, it is up to the investigating agency to determine right and wrong. I’ve been very happy with the fact that the majority of those officers involved in these incidents have not been trained by us.</p><p class="p1"><i>Q. How does NASRO train officers to deal with potential threats? </i></p><p class="p1"><b>A. </b>In our training, we certainly talk about lockdown procedures and possible responses to active shooter situations, but we don’t get too detailed. It’s really up to each agency to make those kinds of decisions. In the case of an active shooter, I don’t believe most SROs are going to wait for additional backup to get there. Most of them are so bought into their schools and their relationships with their students, that if they hear gunfire, they’re going to go try to stop whatever is happening. </p><p class="p1"><i>Q. Do SROs consider themselves security officers? </i></p><p class="p1"><b>A. </b>We’re engaged in security and it’s a big part of what we do—but it’s just one piece of what we do. Sometimes when people think about physical security, the idea of relationship building doesn’t necessarily come in there, and yet it’s the lead thing for us. We know that through those relationships, if we’re building them the right way, we may get extremely valuable information from students, parents, faculty, and staff. It’s what leads to SROs in many cases being able to head off bad situations before they happen.</p>GP0|#cd529cb2-129a-4422-a2d3-73680b0014d8;L0|#0cd529cb2-129a-4422-a2d3-73680b0014d8|Physical Security;GTSet|#8accba12-4830-47cd-9299-2b34a4344465 News May 2008<p>​</p><p>BUSINESS NEWS</p><p>Long before the New York Giants and New England Patriots took the field at the University of Phoenix last February, players on the security team were planning and implementing their own Super Bowl XLII strategies. Here’s a sampling of the contributions industry team members made to the game plan.</p><p>Northrop Grumman Corporation provided technical support, repairs, and service for its Remotec robots that were used by multiple agencies, including the U.S. Bureau of Alcohol, Firearms, Tobacco and Explosives, Arizona Department of Public Safety, and local police departments to detect and defeat explosives and other hazardous materials in the security zone around the stadium.</p><p>The GuardTrax Security Force Locator by NovaTracker was used to monitor and manage security personnel in realtime via the Internet, using GPS antenna GSM wireless communication to pinpoint location and activity data.</p><p>Secure ID credentials using Datacard printers and Salamander Technologies interTRAX emergency incident software helped manage the location and assignment of the first responders at the venue.</p><p>Salamander’s rapidTAG solution and Zebra Technologies thermal printers created bar-coded credentials for authorized personnel through a contract with RockWest Technology Group and the Glendale Fire Department.</p><p>Two SkyWatch Surveillance Towers and six high-resolution radars from ICx Technologies were used for monitoring and securing the perimeter. NS Microwave provided an integrated surveillance solution for the event. It included fixed and mobile aerial and ground platforms, a mobile command center, helicopter downlinks, and cameras.</p><p>PARTNERSHIPS AND DEALS<br>Nextan, a Singapore integrator, has installed an ACTi Corporation IP surveillance system in the National University of Singapore Museums.</p><p>Cornell University has selected FleetCommander from Agile Access Control to manage its fleet staff and vehicles.</p><p>The University of Iowa has chosen Security Equipment, Inc., to install the Symmetry Security Management System from AMAG Technology throughout the campus.</p><p>American Science and Engineering, Inc., has received an order for the Omni-View Gantry System and Z Backscatter Van from its Italian distributor AUS.TECH S.p.A. The systems will be deployed at an Italian port.</p><p>ArcSight, Inc., has joined the PCI Security Standards Council as a participating organization and the PCI Security Vendor Alliance as a platinum member.</p><p>ARINC Incorporated has installed advanced AviNet Type B business networking service for Air Berlin.</p><p>Under a new strategic alliance, Arup will supply professional services relating to the SimGuard incident management system from Rontal Applications Ltd. in the UK, while Rontal will develop the application.</p><p>Collaborative development work by Bosch Security Systems and G4Tec means that Bosch’s VoIP products are now integrated into G4Tec’s Symmetry Video Management System.</p><p>Donruss Playoff L.P. is using the KODAK TRACELESS System for Anticounterfeiting from the Eastman Kodak Company on its high-value trading cards.</p><p>The Justice Federal Credit Union is using a hosted anti-money laundering solution from Fortent throughout its operations.</p><p>An IP video solution from IndigoVision is being deployed at the University of Miami Miller School of Medicine as part of a campuswide upgrade.</p><p>Industrial Defender and RuggedComwill jointly develop, market, and co-brand a cybersecurity solution for critical infrastructure industries.</p><p>CardSmith has chosen Ingersoll Rand Security Technologies as its preferred access control and security provider.</p><p>Livingston Mall (New Jersey) has deployed IQeye IP cameras from IQinVision to improve security. Supreme Security Systems, Inc., designed and installed the system.</p><p>Macrosoft has entered into an agreement with Central Vermont Public Service to provide its emergency resource management tool to the utility.</p><p>MarkMonitor is providing its antiphishing solutions to U.S. Central Credit Union.</p><p>Martin-Kleiser Ltd. Uses racks from Middle Atlantic Products for home installations of sound, lighting, and communication systems.</p><p>Mirasys Ltd. is providing video surveillance software to Statoil for 46 gas stations in the Baltic States.</p><p>Conseco will deploy NICE SmartCenter from NICE Systems Ltd. in U.S. and offshore locations.</p><p>Paradigm Solutions International and Delta Health Technologies, LLC, have formed a strategic partnership to encourage businesses to engage in business continuity planning.</p><p>Pelco and AMAG Technology are partnering to create a complete product integration of video, access control, intrusion and visitor management, biometrics, and other security functions.</p><p>Petards, Inc., was chosen by Harrah’s Cherokee Casino and Hotel in Cherokee, North Carolina, for video surveillance.</p><p>Proofpoint, Inc., has announced that Hamline University in St. Paul, Minnesota, has deployed Proofpoint on Demand to keep its e-mail accounts free from spam and viruses.</p><p>TriGeo Network Security has joined the PCI Security Standards Council as a participating organization.</p><p>The Dat el-Emad complex in Tripoli, Libya, has deployed a surveillance system with Sony Internet-addressable cameras. UBIQZ assisted the local installer in implementing the project.</p><p>Three companies, video-NEXT, Homeland Security Group International, and IronForge, are working together to introduce a new mobile wireless IP video with video analytics solution for the military.</p><p>GOVERNMENT CONTRACTS<br>AirVisual, Inc., has deployed its TransViewer software for use by responders from Oakland County Hazardous Materials Response Team (Michigan).</p><p>AtHoc, Inc., has provided its emergency alerting system to two Louisiana courts: Louisiana Supreme Court and Fourth Circuit Court of Appeal.</p><p>Avineon, Inc., has been awarded a contract with the U.S. Department of the Treasury to provide IT security program management for the Bureau of Engraving.</p><p>CoreStreet has announced that Saudi Arabia will use its validation technology as a key component in its new national ID card.</p><p>The Digital Identification Solutions Group has won a contract from Mexico to provide technology for a new federal ID card system. The contract was awarded through system integrator SYSCE, S.A. de C.V.</p><p>Gemalto has been selected to deliver the electronic ID card solution commissioned by the Ministry of Interior of Yemen for the national elections.</p><p>Griffon Corporation has announced that its subsidiary Telephonics Corporation, has been awarded a contract from the U.S. General Services Administration to supply mobile surveillance systems for U.S. Customs and Border Protection to use along the border.</p><p>Wayzata Public Schools (Minnesota) implemented the Honeywell Instant Alert to quickly reach parents in emergencies.</p><p>Puyallup School District (Washington) has installed the Fast Alert incident management and security system from Incident Alert Systems in its secondary schools.</p><p>ICx Technologies will supply six STS-12000 radars to protect domestic and international military bases from intrusions. The transaction was contracted through BAE Systems with the U.S. Navy.</p><p>Knowledge Computing Corporation announced that its COPLINK solution will be deployed by Missouri to support information sharing.</p><p>The Ministry of Railway in China has placed a follow-on order for an IP video solution from NICE Systems.</p><p>North American Video has won a contract for video surveillance systems in 36 Venezuelan prisons. The project is under the auspices of a United Nations program to improve correctional facilities in developing countries.</p><p>Optelecom-NKF is deploying its video server as part of a surveillance system on the new rail line of the Beijing Metro Systemin China.</p><p>Under a new contract, Tiburon Inc., a subsidiary of CompuDyne Corporation, will provide an integrated public safety system for Anne Arundel County, Maryland.</p><p>Trapeze Networks has announced that the Livermore Unified School District (California) is using its Wi-Fi infrastructure for secure communication for emergency response and preparedness.</p><p>MARKETING MOVES<br>Acro Inc. has appointed new distributors to broaden global marketing channels, including IEDS (United Kingdom), Segal/Tyler Associates (United States), and SecurIntel Solutions (Canada and Southeast<br>Asia).</p><p>Under a new agreement, China Security & Surveillance Technology, Inc., will have exclusive distribution rights in China for CCTV security products manufactured by LG Group.</p><p>The Gilbertson Group has joined SafetyCare’s partner program and will offer SafetyCare’s security monitoring and emergency response communications services to its customers.</p><p>Graybar will distribute surveillance and security technologies from JVC Professional Products Company to its customers.</p><p>Milestone Systems has opened an office in Paris to support its IP video software.</p><p>Paradigm Solutions International and Delta Health Technologies, LLC, have announced a strategic partnership to encourage businesses to engage in business continuity planning. Delta is offering PSI’s solutions to its customers.</p><p>AWARDS AND CERTIFICATIONS<br>American Banknote Group announced that its Arthur Blank & Company card production facility in Tennessee has received certification to produce secure bank cards from MasterCard and Visa.</p><p>Building Operating Management magazine has awarded a Readers’ Choice Award to Bosch Security Systems for its 500 Series Conventional Flush-Mount Smoke Detectors.</p><p>G Series Control Panels from Bosch have met Underwriters Laboratories Inc. 864 9th Edition requirements.</p><p>Gemalto has announced the completion of MasterCard and Visa certification for its Tczew, Poland, personalization center for the issuance of Europay MasterCard Visa smart banking cards. </p><p>Harris Corporation has received certification from the National Security Agency for its Falcon III multiband, multimission manpack radio for the protection of voice and data traffic up to the “top secret” level.</p><p>The Homeland Security Innovation and Entrepreneurship Center at Northwestern University has awarded Challenge Grants to Cogent Innovations for its emergency communications software system and to Lisle Technology Partners for its risk mitigation program.</p><p>Imperva has joined the RSA Secured Partner Program and its SecureSphere has achieved certified interoperability with RSA Access Manager software.</p><p>Middle Atlantic Products has announced that its Quiet-Cool Series of AV component cooling devices are fully RoHS compliant and CE listed for European market compliance.</p><p>Money Centers of America has achieved Payment Card Industry Data Security Standard compliance.</p><p>Frost & Sullivan has presented a 2007 North American Product Innovation Award to ShotSpotter for its development of the Gunshot Location System.</p><p>TeleEye Group has received the 2007 Hong Kong Top Brand Award from the Hong Kong Brand Development Council and the Chinese Manufacturers’ Association.</p><p>ANNOUNCEMENTS<br>Aronson Security Group has launched a new Converged Security Services division to serve the increased demand for physical and logical security services. Aronson has also acquired Selectron, an independent security integrator in Oregon.</p><p>Astaro Corporation has opened a new research and development center in Bydgoszcz, Poland.</p><p>A new group has been formed to gather leaders of cable and connectivity companies, the Communications Cable & Connectivity Association.</p><p>Dotworkz Systems Inc. has rolled out a live, online product training center at <a href=""></a>. Edge Integration Systems, Inc., has changed its name to Reach Systems, Inc.</p><p>Evolis Inc. has moved to a new office in Fort Lauderdale, Florida.</p><p>Fortent has developed a tool for quantifying the cost impact of regulatory information management that can be accessed at no cost at <a href=""></a>.</p><p>ICD Security Solutions has opened an office in Bangalore, India, where it will operate as ICD India.</p><p>ImageWare Systems has acquired the assets of Sol Logic, Inc. ImageWare will integrate Sol Logic’s technology into its biometric platform.</p><p>The Levine Group, LLC, is a new private security firm headquartered in Cranford, New Jersey, founded by Eric Levine.</p><p>Murdoch Security Group has acquired A-Z Security & Investigations, which will become Murdoch’s Special Services Division and offer premium security services and VIP protection.</p><p>The National Burglar & Fire Alarm Association has redesigned its Web site for ease of use. It is accessible at <a href=""></a>.</p><p>RiskWatch, Inc., has opened a new division, RiskWatch Consulting Services, to provide full service risk assessment, risk analysis, and continuity planning.</p><p>Russelectric Inc. has launched a new Web site at <a href=""></a>, with detailed product information and links to sales, purchasing, service, and other departments.</p><p>Secura Key is offering a bimonthly Product Technical Training Course at its Chatsworth, California, headquarters. More information is available at <a href=""></a>.</p><p>Securitas Systems is purchasing the Swedish Förebygget Brandskydd AB, a fire protection services company.</p><p>Siemens Building Technologies, Inc., now has a direct access phone line between its central monitoring station and the Philadelphia Police Department’s 911 Public Safety Answering Point, enabling faster, more reliable connections.</p><p>Texecom has relocated staff based in its Manchester office to the main facility in Haslingden, Lancashire.</p><p>Verint Systems Inc. is offering European consultants a free information pack and CD with information about the Nextiva portfolio of networked video solutions.</p><p>ASIS NEWS</p><p>Bordes Awards Established<br>ASIS International and the ASIS Foundation, Inc., have established two awards in memory of Roy N. Bordes, president and CEO of The Bordes Group, Inc., of Orlando, Florida, a well-respected ASIS volunteer leader, who died on February 9 after a long battle with cancer.</p><p>ASIS will rename an existing award the Roy N. Bordes Council Member Award of Excellence. Given annually, it recognizes a Society member for his or her exemplary volunteer leadership and significant professional contributions to a council.</p><p>The second award, under the auspices of the Foundation, will be known as the Roy N. Bordes Award for Physical Security. The Foundation Board of Trustees announced its intention to create this award at the Annual Foundation Dinner in September. A formal proclamation was issued in December, which read, in part, that the award would “recognize the life’s work of Bordes and to provide education in the practice of physical security for the continued improvement of the security industry.”</p><p>The award criteria was still being set at press time, but according to Robert Rowe, ASIS director of development, the award will consist of an ASIS program delivered locally. “The idea is to send instructors out to locations and train larger groups—pushing out instead of drawing in,” he says. The Board of Trustees will select the winner of the award.</p><p>Bordes, who most recently has been an ASIS council vice president, had more than 30 years of experience in the security field. He served in the U.S. Navy and also worked in law enforcement with the U.S. Bureau of Narcotics and Dangerous Drugs, as well as the Tennessee Bureau of Investigation as a narcotics agent.</p><p>After entering private security in 1973, he founded The Bordes Group in 1978. The company specializes in the design of integrated electronic security systems and provides services that include the disciplines of executive protection, homeland security protection techniques, project management, security force personnel training, and designing specialized screening techniques.</p><p>Bordes was a regular speaker at ASIS annual seminars where his session highlighting new technology that he found noteworthy in the exhibit hall drew large audiences. Bordes was frequently sought out as an expert by Time, the Wall Street Journal, the Los Angeles Times, Newsweek, Business Week, and other national and local media outlets. He also always made time to help behind the scenes whenever Security Management editors needed a go-to expert to clarify an issue.</p><p>Voluntary Preparedness Report Released<br>The law passed by Congress last year to implement most of the remaining recommendations of the 9/11 Commission had among its provisions a section calling for the creation of a voluntary private sector preparedness standards program. In response to that mandate, ASIS International joined forces with the Disaster Recovery Institute International (DRII), the National Fire Protection Association (NFPA), and the Risk and Insurance Management Society Inc. (RIMS), to prepare recommendations regarding such a program. These recommendations have been released in a report titled Framework for Voluntary Preparedness.</p><p>The work behind the report was carried out by an interdisciplinary team of representatives from ASIS, DRII, NFPA, and RIMS. The team brought together their associations’ combined expertise and perspectives to develop a mechanism through which to address verifiable private-sector preparedness, as called for in the new homeland security law.</p><p>Ensuring organizational resilience in the private sector requires the appropriate management of the risks related to intentional, unintentional, and naturally caused disruptions that organizations of all sizes and types face. The report emphasizes that one size does not fit all. Thus, it is important for private sector enterprises to have an appropriate range of choices so that they can fit their program to their business needs.</p><p>“In the report, the interdisciplinary team recommended that for the private sector to adequately and voluntarily establish preparedness programs, it should be given the flexibility to choose from various standards, guidelines, and best practices that best meet their needs for preparedness,” says F. Mark Geraci, CPP, chair of the ASIS Commission on Standards and Guidelines.</p><p>“The report identifies core common elements of a preparedness program and provides an intersection of existing standards, guidelines, and best practices. Preparedness and resilience, while important to businesses and organizations, must be done in a cost-effective manner that is in sync with the organization’s culture and business model,” Geraci adds.</p><p>Small businesses in particular need to tailor their preparedness and resilience strategies to their financial realities.</p><p>The report finds that many companies are already pursuing elements of preparedness or have set up complete programs for preparedness. These organizations should be afforded the flexibility to build on their existing programs.</p><p>The report notes that a major barrier to preparedness and resilience management is a lack of knowledge and tools, particularly in the case of small businesses.</p><p>The Alfred P. Sloan Foundation supported the effort to identify issues critical to program success and business viability. To view the Framework for Voluntary Preparedness, visit <a href=""></a>.<br></p>GP0|#28ae3eb9-d865-484b-ac9f-3dfacb4ce997;L0|#028ae3eb9-d865-484b-ac9f-3dfacb4ce997|Strategic Security;GTSet|#8accba12-4830-47cd-9299-2b34a4344465