CSO/Leadership

 

 

https://sm.asisonline.org/Pages/The-Future-is-Flexible.aspxThe Future is FlexibleGP0|#cd529cb2-129a-4422-a2d3-73680b0014d8;L0|#0cd529cb2-129a-4422-a2d3-73680b0014d8|Physical Security;GTSet|#8accba12-4830-47cd-9299-2b34a43444652017-11-01T04:00:00Zhttps://adminsm.asisonline.org/pages/mark-tarallo.aspx, Mark Tarallo<p>​Mention teleworking, and some managers immediately feel at sea. How can I supervise employees I can’t see? Will staffers be sending check-in emails while watching Netflix? Can professionalism be maintained in pajamas?</p><p>Yet behind these fears lay opportunities. Teleworking, if planned and managed successfully, can be thought of as an opportunity for an organization to build trust and productivity among employees. It can also be employed as a strategic talent management initiative that improves employee attraction, engagement, and retention while reducing costs for both the firm and the workers. </p><p>In the security field, there are some jobs that are not conducive to telework, such as physical security positions that require an on-site presence. But others are more location flexible, and some positions have elements of both–they require on-site availability on some days, but they also include duties that can be conducted at home, such as report writing, security officer scheduling, or customer service interactions that take place over email and phone. Security managers who dismiss telecommuting because not every position in their department is telework-friendly may be losing out on the broader organizational benefits of telework. </p><p>The aim of this article is twofold. It will offer some best practice guidance, mined from expert opinion and recent research, for managing teleworkers. It will also explore how a telework program can be used by a manager so that it plays a key role in the organization’s talent management strategies. ​</p><h4>Growing Trend</h4><p>About 43 percent of U.S. workers work remotely in some capacity, even if that means telecommuting only once a week or less, according to the 2017 version of Gallup’s annual report, The State of the American Workplace. That percentage is up from 39 percent in 2012, which indicates a moderate but steady increase in teleworking.</p><p>As telecommuting becomes more popular, the average amount of time each teleworker spends at home or in another remote location increases. The percentage of U.S. teleworking employees who spend 80 percent or more of their time (equivalent to four days per week or more) working remotely has increased from 24 percent in 2012 to 31 percent in 2016. The number of employees who work remotely 40 to 80 percent of the time has also slightly increased, while the number of employees working remotely less than 20 percent of the time has decreased.</p><p>In addition, in more than half of the largest U.S. metro areas, telecommuting beats public transportation as the preferred commuting option, according to another report, 2017 State of Telecommuting in the U.S. Employee Workforce. Telecommuting has grown far faster than any other commuting mode, according to the study, which was issued by FlexJobs and Global Workplace. </p><p>One of the drivers of the growth of telework has been the U.S. federal government. In 2010, the U.S. Telework Enhancement Act became law, and it required the head of each executive agency to establish and implement a policy under which employees could be authorized to telework. The U.S. General Services Administration (GSA) serves as the lead agency for the government’s initiative; in its latest annual report to Congress, GSA said that federal teleworking continues to increase, with participation growing from 39 percent to 46 percent of eligible employees from 2013 to 2015. </p><p>Another telework driver is the increasing pressure from younger workers for more work options. “The millennial generation, which values flexible work, has risen to prominence in the workforce. They are influencing and encouraging remote work policies,” says Robert Arnold, a principal with management consultancy Frost & Sullivan’s Digital Transformation-Connected Work Industry practice. With developments like advanced cloud services, technology continues to evolve and offer more reliable support for remote work, Arnold adds. </p><p>Nonetheless, barriers remain. “Federal agencies have made considerable progress (in teleworking), but they also continue to report challenges such as management resistance, outdated cultural norms, and technology limitations,” the GSA said in its latest annual report to Congress. </p><p>Often, this management resistance simply boils down to lack of trust, says Kate Lister, president of Global Workplace Analytics. “Some managers have this attitude–if they’re not looking at [workers] in the office, they’re at home on the sofa eating bonbons,” she says. Ironically, she adds, being in sight does not always mean being productive; workplace studies show that the majority of both cat videos and pornography are viewed in the office during working hours.​</p><h4>Concentrative v. Collaborative</h4><p>One of the first tasks for those who plan to manage teleworkers is deciding who on staff may be eligible for telework. Overall, Gallup has found that a little over half of U.S. jobs, or about 55 percent, could allow for telecommuting, at least on a part-time basis. </p><p>Security jobs that require a daily on-site presence are generally not eligible for telework. And some employees, regardless of position requirements, simply do not want to telecommute. “Many people already know this about themselves—given the choice, they will opt to go into an office every day for the companionship, sense of purpose, or because they don’t trust themselves to be productive at home,” say consultants from Frost & Sullivan in their report, Best Practices for Managing Teleworkers: Changing Attitudes, Changing Ways.</p><p>However, those holding jobs with part-time on-site requirements may be eligible. Lister cites the example of a group of park rangers she worked with. Although they spent much time patrolling the park, they also had administrative responsibilities such as report writing, allowing many to successfully telecommute part time.</p><p>For guidance, some organizations use the model of concentrative versus collaborative work, Lister explains. Concentrative work, which is best conducted alone and without interruptions, can be done well remotely; collaborative work, such as meetings and group projects, is often best tackled in the firm’s office, with other team members present.​</p><h4>Best Practices</h4><p>Once it is decided who might be working remotely, teleworking managers should keep in mind the following best practices, which come from various experts, including those quoted above, and from program guidance offered by GSA. </p><p>Co-create. A teleworking policy should be developed by the entire team. To set the tone and foster confidence before a new teleworking program begins, managers should engage in dialogue with their teams and address any questions about teleworking. Asking team members to discuss and achieve consensus on solutions to these questions can help the team become more invested in making a teleworking initiative a success.</p><p>While the specific answers will differ for each organization, managers should be prepared for questions such as: </p><p>• How will we connect with each other?</p><p>• How will teleworking affect my performance evaluations and the way my work is assessed?</p><p>• What are the procedures for coordinating team projects?</p><p>• Will teleworking affect my career path?</p><p>• How can we manage customer expectations while teleworking?</p><p>• How can we use technology to help us telework better?</p><p>• Can we create a sense of workplace and community when we are working away from the office?</p><p>Teamwork. If more than one employee is telecommuting, treat telework as a team activity rather than an individual one, whenever possible. Develop a team schedule, rather than an independent schedule, and a teleworking system that is consistent with the needs of the department and organization. This may mean that if an important team meeting needs to be held in person, employees normally scheduled to telework that day may have to come to the office on a scheduled telework day.</p><p><strong>Virtual presence. </strong>Instant messaging systems can be used by team members to check in each morning, and change status when they will be away from the computer for more than a few minutes. Using a rotating system, one team member can also lead a virtual water cooler chat with a question or comment for team members to respond to once or twice a day. Transparent communication tools like shared calendars can also be useful.</p><p>In addition, advanced collaboration tools like video conferencing may also be considered. “They help to bridge the gap by building trust and intimacy that is conveyed by eye contact, body language, and other nonverbal communication cues,” Arnold says. </p><p><strong>Customer service.</strong> If your team members interact with customers, make sure service-level support requirements in communicating with customers are clearly defined. All team members need to agree to meet the same service levels to ensure transparency to the customer. Commit with each other to an acceptable response period for email inquiries or phone calls.</p><p><strong>IT support. </strong>A common reason for teleworking dissatisfaction is IT failure. Teleworkers are dependent on fast, reliable, consistent connections. Work with your IT group to ensure the technology is effective, efficient, operates consistently, and provides excellent customer service. IT department involvement and support is critical to your success.</p><p><strong>Trust. </strong>In talking with teleworkers on the phone, managers should avoid comments like, “Hey, I hear a washing machine. Are you doing your laundry, or working?” Instead, managers should use telework as an opportunity to foster trust between employees and management. Established daily check-ins can be useful, but rigid micro-monitoring of daily activities hinders productivity and creates an environment of distrust.</p><p><strong>Get together.</strong> The value of in-person community office time increases when working in a mobile environment. Collectively decide what types of events and activities will build a sense of cohesion and community. A regular social event might be included. </p><p><strong>Office space options. </strong>In some organizations, teleworkers are encouraged to share their space while teleworking, and relinquish their in-office space when working in the office. This will require coordination with other employees, and sometimes the development of shared space protocols. Hoteling software, which can help administrators keep track of space booking and scheduling, can also assist in this process. </p><p><strong>Manage by results. </strong>For managers used to passing offices where employees are working away, telework can be disconcerting. But apparent worker activity should not be confused with the results those activities produce. Establish a clear definition of objectives and performance indicators, and keep track of those indicators. </p><p><strong>Monitor performance measures. </strong>One measure might be team sick days and absenteeism—have they decreased as your teleworking program progresses? Customer satisfaction might be another measure —has the needle moved in any direction since some team members started teleworking? </p><p><strong>Keep evolving. </strong>Managers should think of a telework program as a continual work in progress. Teams are unlikely to get all arrangements right the first time. Evolving work groups and projects may also force changes in the original arrangements, regardless of how successful they may have been. Remain flexible, evaluate frequently, and adjust the arrangements as needed.​</p><h4>Telework as Strategic Initiative </h4><p>The potential value of a well-managed teleworking program becomes even more clear when it is contextualized in the broader state of the current workplace. And as Gallup’s The State of the American Workplace finds, “the modern workforce knows what’s important to them and isn’t going to settle.” More than half of U.S. employees (51 percent) are searching for new jobs or watching for openings, and 47 percent say now is a good time to find a quality job.</p><p>But in this environment, teleworking options can boost an organization’s employee retention efforts. “Gallup consistently has found that flexible scheduling and work-from-home opportunities play a major role in an employee’s decision to take or leave a job,” the report says. </p><p>GSA has found that teleworking can have a positive impact, in various ways, on the worker. In research comparing teleworkers with nonteleworkers, GSA found that teleworkers report more job satisfaction and higher engagement levels. They are also less likely to want to leave their current organization than nonteleworkers. </p><p>Private sector experts have found similar effects. “We do find that job satisfaction and loyalty continue to be positively impacted by remote work. Work-life balance is a big emphasis by employers in many sectors that wish to recruit and retain top talent and employees with increasingly scarce skill sets,” Arnold says.</p><p>Indeed, when it comes to employee engagement, the Gallup report showed that the most engaged workers were those who spent 60 to 80 percent of their week—or roughly three to four days—working from home. While four days out of the office may be a bit extreme for some organizations, Lister says that many employers are finding two to three days a week as the telecommuting “sweet spot,” with workers benefitting from both in-office camaraderie and out-of-office concentrative sessions. And Gallup has found that workers who say they have privacy when they need it are 1.7 times more likely to be engaged than workers who do not have that luxury.</p><p>Organizations are also finding other benefits to telework. Some organizations have combined an increase in telework with a transition to a smaller office space, thus reducing overhead costs. </p><p>And the 2017 State of Telecommuting in the U.S. Employee Workforce report found that employers, on average, save roughly $11,000 per half-time telecommuter per year. In addition, firms are often getting more out of their telecommuters. A half-time teleworker gains back an average of 11 days a year in commuting time, and will devote about 60 percent of that gained time toward work, Lister says. </p><p>Finally, as the benefits of teleworking become apparent to more employees and more organizations, they are also forcing change, Gallup finds. Organizations are being forced to reconsider how to best manage and optimize performance. Even the basic idea of when and where people work is evolving. </p><p>“The workplace is changing,” Gallup says, “at unprecedented speed.”  ​</p>

CSO/Leadership

 

 

https://sm.asisonline.org/Pages/The-Future-is-Flexible.aspx2017-11-01T04:00:00ZThe Future is Flexible
https://sm.asisonline.org/Pages/Why-Companies-Should-Hire-People-Not-Resumes.aspx2017-10-12T04:00:00ZWhy Companies Should Hire People, Not Resumes
https://sm.asisonline.org/Pages/The-Unique-Threat-of-Insiders.aspx2017-10-01T04:00:00ZThe Unique Threat of Insiders
https://sm.asisonline.org/Pages/Empowered-International-Teams.aspx2017-10-01T04:00:00ZEmpowered International Teams
https://sm.asisonline.org/Pages/Creating-a-Diverse-Security-Team--.aspx2017-09-27T04:00:00ZCreating a Diverse Security Team
https://sm.asisonline.org/Pages/Low-Engagement-Calls-for-New-Management-Practices.aspx2017-09-27T04:00:00ZLow Engagement Calls for New Management Practices
https://sm.asisonline.org/Pages/Top-Chapter-Volunteer-is-Recognized.aspx2017-09-27T04:00:00ZTop Chapter Volunteer is Recognized
https://sm.asisonline.org/Pages/Cuban-Shares-Business-Advice.aspx2017-09-26T04:00:00ZCuban Shares Business Advice
https://sm.asisonline.org/Pages/President-Bush-Shares-Leadership-Lessons-Learned.aspx2017-09-26T04:00:00ZPresident Bush Shares Leadership Lessons Learned
https://sm.asisonline.org/Pages/A-Day-Devoted-to-Education.aspx2017-09-26T04:00:00ZA Day Devoted to Education
https://sm.asisonline.org/Pages/Introducing-the-Newest-ASIS-Board-Members.aspx2017-09-26T04:00:00ZIntroducing the Newest ASIS Board Members
https://sm.asisonline.org/Pages/Wharton-ASIS-Program-Prepares-Executives-for-Challenges.aspx2017-09-25T04:00:00ZWharton/ASIS Program Prepares Executives for Challenges
https://sm.asisonline.org/Pages/The-CPP-Turns-40.aspx2017-09-25T04:00:00ZThe CPP Turns 40
https://sm.asisonline.org/Pages/New-Strategic-Plan-to-Guide-Direction-of-the-Society.aspx2017-09-25T04:00:00ZNew Strategic Plan to Guide Direction of the Society
https://sm.asisonline.org/Pages/Cross-Award-Winners-Named.aspx2017-09-25T04:00:00ZCross Award Winners Named
https://sm.asisonline.org/Pages/Marquez-Memorial-Honoree-Named-Tonight.aspx2017-09-25T04:00:00ZMarquez Memorial Honoree Named Tonight
https://sm.asisonline.org/Pages/Hiding-Body-Art-During-Interviews-Then-Revealing-It-on-the-Job.aspx2017-09-13T04:00:00ZIs Hiding Body Art During Interviews, Then Revealing It on the Job, Deceptive?
https://sm.asisonline.org/Pages/Less-is-More.-A-KISS-Approach-to-ESRM.aspx2017-09-12T04:00:00ZLess is More: A KISS Approach to ESRM
https://sm.asisonline.org/Pages/Editor's-Note---Emotional.aspx2017-09-01T04:00:00ZEditor's Note: Emotional
https://sm.asisonline.org/Pages/Certification-Profile--Felix-Giannini,-CPP.aspx2017-09-01T04:00:00ZCertification Profile: Felix Giannini, CPP

 You May Also Like...

 

 

https://sm.asisonline.org/Pages/Certification-Profile--Felix-Giannini,-CPP.aspxCertification Profile: Felix Giannini, CPP<p>​Aside from six years in the U.S. Navy and a short stint working for a marine electronics company, “I’ve been self-employed my whole life,” says Felix Giannini, CPP, president of Lexco Security Systems in Fairfield, Connecticut. Intrigued by electronics as a teenager, he repaired audiovisual equipment and maintained a state-of-the-art video broadcast system while attending high school in Mamaroneck, New York. The two men who managed those operations had an alarm business on the side. “So in the 1970s I began installing security systems,” Giannini recalls. “I was trained by workmanship fanatics,” he says, “and that has influenced my whole career.” </p><p>Inzstilling professional workmanship practices and standards within the security installer community is extremely important to Giannini.  He believes that low standards—a lack of professional training among company owners, reduced educational requirements for licensed low-voltage electrical contractors, and scant funds for enforcement—lead to increased false alarms and a profession relegated to insignificance.</p><p>Giannini’s company focuses on large commercial, industrial, and institutional systems in the United States and overseas. He works with clients not only as a systems integrator but also as a consulting engineer and project manager. In those roles, he is aware of the potential for conflicts of interest. “If I design and manage a project, I have no business also installing,” he says. “The systems are designed and implemented in the best interests of the company, not the local vendors.”</p><p>Giannini has been a member of ASIS for 33 years. He was inspired to become a Certified Protection Professional® (CPP) in the 1980s while working as a consulting engineer for the Pitney Bowes Corporation in Stamford, Connecticut. During that time, he also designed a video conference system between the Riker’s Island Male House of Detention and the Bronx Criminal Court so hearings could be conducted over a microwave link. And he designed the first camera system for the Statue of Liberty.</p><p>Giannini earned a bachelor of science degree in fire protection systems engineering and is working on a master’s in emergency management. He applies educational concepts to assessing a company’s risks and hazards and designing mitigation strategies. “It’s not about the systems we install,” he says. “It’s about the people, the programs, and the training.”  </p><p>As a CPP, Giannini earns respect from client companies. “It says that I have an awareness level and that I speak their language,” he says. “It’s not just about selling cameras and monitors…it’s a much bigger picture and a lot more responsibility.”</p><p>Giannini has been vice chair of the Southern Connecticut Chapter for five years. He is proud of his chapter affiliation and has been instrumental in attracting speakers on such topics as social media and personal branding. He also helped create the first ASIS “Sister Chapter” relationship between his chapter and ASIS Italy.</p><p>Being a member of ASIS has been an “incredible benefit,” says Giannini, but not because he uses it as a vehicle to get work.” I don’t want to ever taint my membership,” he says. “It’s been an inspiration to be a professional, especially as a systems integrator.” </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/Interoperability-for-the-Safe-City-.aspxInteroperability for the Safe City <p>​​Today's cities often use video management systems or other platforms to view camera footage, protect citizens and property, analyze incidents, evaluate security, and determine appropriate responses to events like natural disasters, disruptions to public transit and other municipal services, and other threats to public safety. <br><br>Cities implementing this connected security approach are typically referred to as safe or smart cities. Most safe cities share a common infrastructure and operate using sensors and cameras over a shared municipal network. Synthesizing information from these sensors and the data from other devices through one interface, government officials and law enforcement are afforded a comprehensive view of a city's security.<strong> </strong></p><p><strong>Integrating the Many Parts of a Safe City</strong></p><p>There are operational challenges that accompany the many systems that are included in a safe city deployment. Interoperability continues to present one of the greatest challenges, particularly with video management systems, video recording devices, and cameras. The most common scenario is that municipalities have several management systems for city operations that were created by different manufacturers, each with proprietary interfaces for integration.<br><br>To connect their different systems together, cities often end up employing a single-vendor "build once and maintain forever" approach, in which the continuing cost for integration of systems becomes prohibitively expensive. In a world where technology and features change quickly, this approach is not practical because it severely limits an end user's ability to try new technology and different vendors' products and requires a substantial financial commitment to specific manufacturers and proprietary interfaces.<br></p><p><strong>Standards in Safe Cities </strong></p><p>ONVIF was founded in 2008 by Axis, Sony, and Bosch to create a global standard for the interface of IP-based physical security products. The organization was developed to provide increased flexibility and greater freedom of choice, so installers and end users can select interoperable products from a variety of different vendors. </p><p>Product interoperability is a driving force behind ONVIF. Interoperability is a simple concept: it is the ability of a product or system to work with another product or system, often from different brands made by different manufacturers. </p><p>ONVIF profiles are subsets of the overall ONVIF specification. They group together sets of related features to make product selection easier for end users, consultants, and systems integrators. Products must be conformant with one (or more) of ONVIF's specific profiles. </p><p><strong><em>ONVIF's current profiles are:</em></strong></p><p><strong></strong></p><p><strong>Profile S</strong> for IP-based video and audio streaming, including:​<br></p><ul><li>Video and audio streaming<br></li><li>Pan-tilt-zoom control and relay output<br></li><li>Video configuration and multicast<br> </li></ul><p><strong>Profile G</strong> for edge storage and retrieval, including:</p><ul><li>Configure, request, and control recording from conformant devices<br></li><li>Receive audio and metadata stream<br></li></ul><p><strong><br>Profile C</strong> for IP-based access control, including:</p><ul><li>Site information and configuration<br></li><li>Event and alarm management<br></li><li>Door access control<br></li></ul><p><strong><br>Profile Q</strong> for easy configuration and advanced security, including:</p><ul><li>Out-of-box functionality<br></li><li>Easy, secure configuration<br></li><li>Secure client/device communications using transport layer security (TLS)<br></li></ul><p><strong><br>Profile A</strong> for Broader Access Control Configuration</p><ul><li>Granting/revoking credentials, creating schedules, changing privileges<br></li><li>Enables integration between access control and IP video management system<br> <br></li></ul><p><strong>Profile T</strong> for Advanced Video Streaming is currently in draft form and is scheduled for initial release in 2018. </p><p>Standards, such as those from ONVIF, provide the common link between disparate components of safe city systems. Designed specifically to overcome the challenges in multi-vendor environments, ONVIF's common interfaces facilitate communication between technologies from different manufacturers and foster an interoperable system environment where system components can be used interchangeably, provided they conform to the ONVIF specification. </p><p>In 2014, ONVIF member company Meyertech helped the city of York, United Kingdom, deploy a safe city solution for the city's public spaces and transportation system. Using Meyertech video management software (VMS) and information management software, the city integrated IP cameras with the many legacy systems for its York Travel and Control Centre command center. </p><p>The city's control room monitors more than 150 cameras from different manufacturers in York, and city representatives reported an immediate impact on crime rates. The integration of legacy and new IP cameras with the new VMS, which interfaced with the information management software, was made possible through ONVIF's video specification. </p><p>A standardized approach for both file format and associated players, which is often a challenge in multi-vendor environments, is also provided by ONVIF, increasing the efficiency of the process and also adding the potential of including metadata—for example, data from an analytic, indicating number of objects, speed of objects, or even colors—in exported materials and reports. Standardized file formats include MPEG4, H.264, and, with Profile T, H.265, which are readable by many standard video players on the market, including Windows Media Player, VLC, DVD players, and many more. </p><p>ONVIF has also released an export file format specification that outlines a defined format for effective export of recorded material and forensics. These specifications together make it possible not only to integrate devices in multi-vendor video security system deployments in safe city environments, but also to offer a common export file format that can streamline post-event investigations where authorities are trying to react as quickly as possible to apprehend suspects or to defuse an ongoing situation.<strong> </strong></p><p>Another ONVIF member, Huawei, is considered a leader in smart city solutions. Huawei's video management system was used in Shanghai, China, as part of the Chinese Ministry of Public Security's safe cities construction initiative. One of the key challenges of the project was to integrate old and new technology. Huawei's VMS uses ONVIF to integrate cameras from manufacturers Dahua, Haikang, Axis, Sony, and others.<strong> </strong></p><p><strong>Multi-Discipline Standards</strong></p><p>A multi-discipline physical security standard that specifies parameters for video surveillance, access control, and other essential operations of a safe city command center would likely increase the prevalence of safe cities even further.</p><p>Many in the broader technology industry see standards as an important component in both safe cities and the Internet of things (IoT). The Institute of Electrical and Electronics Engineers and other standards groups are already working on IoT standards for technology-based industries, and some experts that global IoT standards will be introduced by the end of this year. </p><p>As standards and industries collaborate even further and establish minimum interoperability standards together, the need for a multi-discipline physical security standard will become more urgent. ONVIF envisions that all physical security systems will eventually have the same interfaces for interoperability, and the organization is dedicated to facilitating the work of its members in developing such a multi-discipline standard. </p><p><em>Jonathan Lewit is chairman of the ONVIF Communication Committee.</em></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/Industry-News-July-2010.aspxIndustry News July 2010<p>​</p><p>BUSINESS NEWS</p><p>More than 10 million mobile phones and two million laptops are lost each year in the United States. While some are actually stolen, others would be returned to their owners if the owners could be located. Enter TigerTag and BoomerangIt, lost-and-found networks that use the Internet to reunite lost items and owners. </p><p>The TigerTag is a free label with a unique identification code that, once activated, is permanently associated with an item. If someone finds a tagged item, the finder is directed to the TigerTag Web site for instructions on returning it. No personal information is given to the finder without permission. Owners can offer rewards if they like.</p><p>Like TigerTag, BoomerangIt provides tamperproof tags that can be attached to property, and it can also match items based on serial numbers, descriptions of lost items, and time and place of loss. Its online personal property database can be used as a proof of ownership, and its Web site helps subscribers file reports with police and insurance companies and post rewards.</p><p>Another organization that helps locate missing property is LeadsOnline, which works with law enforcement and businesses such as pawn shops. Lost and stolen goods are identified by their serial numbers. Among other resources, the company automatically uploads all eBay transactions to its database. LeadsOnline also tracks meth amphetamine producers and cross-checks pawn customers against lists of terrorists and drug traffickers via the U.S. Treasury Department Office of Foreign Asset Control’s Specially Designated Nationals list.</p><p>PARTNERSHIPS AND DEALS<br>Alarm Lock Systems, Inc., has announced that its Trilogy Networx locksets are in use at Devil’s Thumb Ranch in Colorado.</p><p>Alvarado Manufacturing’s GateLink Validation system provided secure spectator entry control at the Australian Open tennis tournament.</p><p>Arecont Vision will provide megapixel cameras for the Alltech FEI World Equestrian Games. Other official physical security solutions providers are EMC Corporation, Orion Systems Group, Theia Technologies, and Verint Systems.</p><p>The Canadian company ASAP Secured is a new partner member of the National Security Alliance.</p><p>Enfora and Smart Management have announced a joint initiative to enable wireless tracking and monitoring of assets in the oil and gas supply chain.</p><p>A disaster recovery solution resulting from collaboration between Harris Corporation and Siemens Healthcare has been installed at Pomona Valley Hospital Medical Center in California.</p><p>Video compression boards from Hikvision are being used in the security system provided by Virtual Service for apartments at 165 Charles Street in New York City.</p><p>The Audi Group has expanded its deployment of I.D. Systems Powerfleet Vehicle Management System. Ingersoll Rand Security Technologies and RF IDeas, Inc., are partnering to offer proximity and smart card solutions to use for both door and computer access.</p><p>Invengo Technology Corporation has announced that Miles Technologies will be the sole distributor of its RFID inlays, tags, smart cards, and readers throughout France, Spain, and several other European countries. </p><p>Misericordia University in Pennsylvania is using vandal-resistant dome cameras and a recorder from JVC Professional Products to secure its new College of Health Sciences building.</p><p>Loomis Danmark is using video management software from Milestone Systems with cameras from Axis and IQinVision to document cash handling. </p><p>Nio Security, Inc., has allied with Shenzhen Domenor Technology Co. Ltd. in China for OEM manufacturing of several Nio products.</p><p>Northrop Grumman and Luminex Corporation will collaborate to create next-generation biodetectors for harmful airborne agents.</p><p>RAE Systems Inc. announced that its wireless gas and radiation detection systems were used at Super Bowl XLIV, the National Basketball Association All-Star Game, and the Olympic Winter Games in Vancouver.</p><p>Hackensack University Medical Center has selected an authentication solution from RSA to protect patient data.</p><p>Siemens Building Technologies has completed a smart card upgrade for the Albert Einstein Healthcare Network.</p><p>The Philadelphia Zoo has selected the ActiveCrawl RSS desktop solution from SpectraRep, LLC, for emergency notifications. Amerilert was the integrator on the project.</p><p>Brazos Private Equity Partners, LLC, has acquired two electronic security distribution companies, Tri-Ed Distribution and Northern Video Systems, Inc. The companies will be combined and operate as Tri-Northern Security Distribution, Inc.</p><p>Voltage Security, Inc., was selected by MYOB to enhance PCI compliance initiatives in Australia and New Zealand. </p><p>GOVERNMENT CONTRACTS<br>American Science and Engineering, Inc., has provided its Z Backscatter Van mobile x-ray inspection system to the National Customs Agency of Bulgaria for inspecting cargo and vehicles at the borders.</p><p>Beijing Tracker Electronic Science & Technology Co., Ltd., has launched its Stolen Vehicle Recovery service for the People’s Republic of China.</p><p>DVTel, Inc., announced that the Delaware River Joint Toll Bridge Commission has selected its intelligent security operations center as the command and control software for a surveillance and detection system. DVTel is working with Mass Electric Construction Co., Siemens Industry, and MATE to complete the system.</p><p>Genetec announced that Seattle-Tacoma International Airport has installed its Omnicast IP video surveillance as part of an upgrade.</p><p>IBM and the U.S. Federal Aviation Administration are working together on a research project to protect the civilian aviation system from cyberattacks.</p><p>Infinova products are in use for traffic monitoring in China’s Shaanxi Province.</p><p>Johnson Controls helped plan and implement a major renovation and security upgrade for schools in the Buffalo School District in New York.</p><p>Lockheed Martin has delivered a video intelligence system to the U.S. Joint Forces Command for testing. </p><p>VeriFinger from Neurotechnology will be the fingerprint verification engine for Poland’s new biometric passport.</p><p>The Southwest Texas Regional Advisory Council is using FIPS-201-compliant personal identity verification cards from Oberthur Technologies to identify doctors and first responders.</p><p>Haneda Airport in Tokyo is using cameras from Obzerv Technologies Inc. to perform coastal surveillance around its new runway.</p><p>Optelecom-NKF will supply Temple, Inc., with Siqura 9000 series components to support the expansion of South Carolina Department of Transportation’s Intelligent Transport System. Sagem Sécurité was chosen to provide a key security solution for the Minas Gerais State Administrative Center in Belo Horizonte, Brazil.</p><p>AWARDS AND CERTIFICATIONS<br>The National Behavioral Intervention Team Association has named 360 Stay Safe the recipient of its Annual Award of Excellence.</p><p>The SpectraGuard Enterprise wireless intrusion prevention system from AirTight Networks was named one of the 10 Hot Security Products for Health Care by the editors of ChannelWeb.</p><p>Allied Barton Security Services earned a Corporate University Xchange award for exemplary practice in learning and development programs.</p><p>Amika Mobile was selected as a winner in the category of communications interoperability and hastily formed networks for emergency communications at the San Diego Security Summit.</p><p>Klorigen on-site chemical generation equipment from Electrolytic Technologies has been designated a Qualified Anti-Terrorism Technology by DHS.</p><p>The EchoStream high-traffic motion detector from Inovonics has received Underwriters Laboratories approval.</p><p>ANNOUNCEMENTS<br>Access Information Management has acquired NorCal Shred, expanding its northern California service reach.</p><p>Anitian Enterprise Security has opened a new data center in Beaverton, Oregon, for expanded hosting and data storage.</p><p>Blackboard Inc. has entered into an agreement to acquire Saf-T-Net, Inc. Guidance Consulting is expanding its services to include vulnerability management. Honeywell has launched a new Web site for dealers and end users.</p><p>IBM has launched the IBM Institute for Advanced Security to help in understanding and addressing the issues associated with securing cyberspace.</p><p>Identive Group is acquiring RockWest Technology Group.</p><p>Matrix Telecom has recently changed its name to Matrix Comsec Pvt. Ltd to highlight its emphasis on telecommunications and security. </p><p>Google, PayPal, Equifax, VeriSign, Verizon, CA, and Booz Allen Hamilton have announced the formation of the Open Identity Exchange, a new nonprofit organization dedicated to building trust in the exchange of online identity credentials.</p><p>Oversight Risk Consulting has reopened its office in Bogotá, Colombia.</p><p>Securitas has acquired Claw Protection Services in South Africa and a majority in Seccredo in Sweden.</p><p>ASIS NEWS</p><p>Wounded Warriors Get Calling Cards <br>Verizon Wireless and Rite Aid Corporation joined with the ASIS International Foundation, Inc.’s Wounded Veterans Phone Program to deliver $28,000 (more than 400,000 minutes) worth of free calling cards to the approximately 2,500 recovering U.S. soldiers at Walter Reed Army Medical Center in Washington, D.C.</p><p>It was the third year for the project, begun by Kevin T. Doss, CPP, PSP, a security consultant based in Mechanicsburg, Pennsylvania. Doss says, “I never expected it to grow this large. The first year we raised $2,000 worth of cards and the second year, $8,000.”</p><p>Doss says that this third year of the program was so successful because of a collaborative effort between the Foundation, Rite Aid, and Verizon, as well as “many individual donors who supported this effort from behind the scenes,” he says.</p><p>The cards were delivered in January by Doss, ASIS Vice President of Finance and Administration Jim Evans, former ASIS Central Pennsylvania Chapter Chair Michael R. Nagurny, and Verizon president in the Washington, D.C. region, Mike Maiorana.</p><p>According to Maiorana, “There’s nothing more important than having the love and support of family and friends. For wounded servicemen and women who aren’t able to travel home…a long distance phone call can sometimes be a lifeline. We’re proud to make this donation to support injured soldiers, whose bravery and selfless sacrifice are a constant source of inspiration.”</p><p>ASIS counts among its members more than 4,000 U.S. military personnel.</p><p>“The Foundation was honored to be able to participate in this worthy program. Kevin’s tireless work was the key to the outstanding success. To assist members in this kind of effort is what the Foundation was created to do,” states David C. Davis, CPP, Foundation president.</p><p>CSOs Gather in London, Sydney, Washington<br>(by Michael Gips and Peter Piazza) <br>Within seven weeks during the winter of 2010, the ASIS International CSO Roundtable held programming in London, Sydney, and Washington, offering sessions that combined global issues with regional concerns. “The CSO Roundtable’s presence around the world demonstrates ASIS’s commitment to providing onsite programming to an increasingly global audience,” commented 2010 ASIS President Joseph R. Granger, CPP, who attended the Sydney and Washington sessions.</p><p>London. More than two-dozen senior security executives from the world’s largest organizations met for a presentation and luncheon hosted by the CSO Roundtable at the ASIS Information Assets Protection Conference held on January 25 at Nomura House in London. The featured speaker was Amanda Chandler, global privacy manager, privacy security, and content standards, Vodafone Group Services Limited, U.K.</p><p>Chandler’s presentation, “Information Governance in a Global Company: The Privacy Management Challenges,” began by introducing the unique challenges that Vodafone faces in terms of managing the privacy of sensitive information, which in Vodafone’s case could include information related to physical or mental health; credit card data; the content of e-mail, phone, or other communications; and data location information. To complicate the situation, the company has more than 300 million customers, equity interests in 31 countries, and 79,000 workers around the world.</p><p>Information governance, Chandler explained, “is a framework that includes the people, processes, and procedures necessary to ensure the preservation, availability, security, confidentiality, and usability” of an enterprise’s information assets. It is, she said, “a system to show that we’re doing the right things in the right way.” Information governance concerns the entire enterprise, including executive managers who understand business strategy; IT and information security departments, with their expertise in technology and the malicious risk environment; business units which focus on business requirements; and the legal department, which provides a view on legal and regulatory issues.</p><p>The conference also featured keynote speakers Michael Bowron, commissioner of the City of London Police, and the Right Honorable Alun Michael, MP, who discussed online threats and the need for coordinated and cooperative activity between government, industry, and law enforcement to develop a multistakeholder approach to these challenges.<br></p><p>Michael D. Moberly, vice chair of the ASIS Information Asset Protection Council, presented a plenary session on identifying and protecting key corporate information, including intangible assets and intellectual property. The audience also heard from Stephen McCartney, head of data protection with the U.K. Information Commissioner’s Office on the EU Data Protection Directive and its implementation. <br>Also high on the agenda were discussions of convergence and enterprise security risk management that included Sarb Sembhi, president of ISACA London; Dr. David King, joint deputy chair of the ISSA UK Advisory Board; and James Willison, convergence lead, ASIS U.K. Chapter. David Cresswell, CPP, PSP, managing director of ARC Training, provided an update on ASIS information asset protection guidelines and relevant chapters in the ASIS Protection of Assets Manual.</p><p>Sydney. In Sydney and Washington, senior-level security executives were treated to more extensive programming. On February 1, CSO Roundtable members and those eligible for membership participated in a day of panel sessions that preceded the ASIS Asia-Pacific Conference in Sydney. In March, CSOs gathered for the annual spring conference in Washington, D.C.</p><p>Reputation and brand awareness were at the top of the agenda in Sydney. Toyota has been facing criticism from U.S. lawmakers and consumer advocates for its failure to swiftly disclose and resolve a problem that has made some of its cars accelerate suddenly. How Toyota’s leaders handle this crisis may well have a major impact on the Toyota brand—and, ultimately, on the finances of the company.</p><p>These sorts of reputational issues lie at the intersection of security and public relations, said Thomas Higgins, head of the Australian consulting division of The Hay Group, a global management consulting firm, in the keynote session in Sydney. In fact, Toyota has already dropped from third to seventh from 2009 to 2010 in Fortune’s Most Admired Companies—a ranking that was computed before most of the carmaker’s troubles came to light.</p><p>Security’s role in helping build and preserve reputation is key because a top reputation confers many advantages, said Higgins. For example, customers prefer to do business with reputable companies. Such companies draw the best talent, charge a premium for their services, and weather controversy better.</p><p>What security does to bolster reputation it gets in return. For instance, respected companies tend to command the trust of their staff, which reduces malfeasance against the company, to the benefit of security. And solid, ethical leadership at the top will trickle down to staff, also making security’s job easier.</p><p>After the keynote, three panel sessions discussed resiliency and risk, security in hostile environments, and supply chain issues.</p><p>Washington. Wide-open, candid discussions among panelists and attendees were the order of the day at the Washington program in mid-March. One popular session covered issues currently on the minds of CSOs, including gun laws and private property, active shooters and aggressive intruders, ESRM, and compliance as a security function. Other sessions on how security can add value and the challenges of operating in hostile environments also featured spirited interaction among participants.</p><p>Another standout was the opening-day keynote by Ambassador Henry A. Crumpton, former coordinator of counterterrorism for the U.S. State Department and current risk advisor to global corporations.</p><p>The CSO Roundtable provides a dedicated forum for the most senior security professionals from the largest and most influential organizations in the world. An initiative of ASIS International, the CSO Roundtable became its own membership organization in 2008 to gain recognition for and enhance the standing of the CSO position; to assist CSOs in job performance, leadership and professional development; and to develop the next generation of corporate CSOs. </p><p>Michael Gips is ASIS vice president of strategic operations;</p><p>Peter Piazza is ASIS strategic operations director.<br></p>GP0|#28ae3eb9-d865-484b-ac9f-3dfacb4ce997;L0|#028ae3eb9-d865-484b-ac9f-3dfacb4ce997|Strategic Security;GTSet|#8accba12-4830-47cd-9299-2b34a4344465