Security, Safety and the Experience of the Consumer

Mall Plaza has a deep connection with its customers. Because of this, they take security seriously.. Although they originally shared this story with us a few years back, it is more than relevant today given the incidents shopping malls have had around the country. Zenitel was a trusted technology platform in this deployment and will be featured at The Great Conversation in Security. 

Executive Overview
Mall Plaza is one of the main shopping center chains in Latin America, and a member of the Falabella group. It is characterized by its deep connection with its customers, very strong potential for growth, high efficiency, innovation, and sustainability. It has a broad commercial offering which includes, in addition to the latest trends and services, continued cultural and entertainment options which contribute to its differentiation in the industry.

Mall Plaza currently operates 21 shopping centers in the region: fifteen located in Chile, five in Peru, and one in Colombia, which are distributed in twelve cities. Of special note among them are Mall Plaza Egaña, Chile’s first sustainable shopping center, located in the city of Santiago, and Mall Plaza Copiapó, the first shopping center in the Atacama Region, and the first built with sustainability standards located outside the country’s capital.

In addition, Mall Plaza is developing five projects which will open during the next few years.

The Pain and the Opportunity
The following case study studies the centralization of all security and operations systems of all the shopping centers in operation in Chile, Peru and Colombia in a single control room located in Mall Plaza Norte (Santiago, Chile) in order to maximize the operational efficiency and risk mitigation efforts of the Mall Plaza chain.

In 2009, Mall Plaza came up with the idea of centralizing the security systems and standardizing the subsystems of the central control area of all the shopping centers in operation in Chile, mainly due to the difficulty of having access to reliable and timely information that would allow real-time decision making, in particular under a disaster scenario.

The 8.8 earthquake which affected the central-southern region of Chile on February 27, 2010, emphasized Mall Plaza’s need for a command center capable of remotely running and centralizing the management of emergency, and real time decision making.

Project Objectives
Mall Plaza’s executive team outlined their objectives before organizing a team of internal and external resources.

• Increase the operational efficiency of our shopping centers.

• Make a responsible and efficient use of energy.

• Optimize operating costs of shopping centers.

• Increase security levels of each Mall Plaza shopping center.

• Define the High Level Requirements

Mall Plaza created a high level baseline of their situation followed by an action list and requirements summary before they chose external vendors to work with them. Their work defined their mission as well as the support elements needed to make their vision a reality. Note the strong emphasis on the customer in the following elements outlined below:

Statement of Purpose
Mall Plaza has two customers, guests and lessees. Mall Plaza defines as a strategic objective the need to improve both the experience of guests who visit the shopping center, and the experience of lessees in terms of security and operation of the shopping center. In order to meet said objectives, we have defined some conditions which the shopping center needs to meet, such as:

• Improve the operational efficiency of the shopping center.

• Control the operation of the outsourced security services.

• Supervise the operation of systems which are important for the flow of people and guest experience, such as verifying that entry gates and/or doors are working correctly, that people counting systems are operational, and that escalators are working in the proper direction.

• Improve the security of lessees in relation to criminal acts.

• Improve the security of the office sector with security access control, video surveillance, and intercom system.

• Improve the sense of security of guests ensuring a minimum response time in the event they require assistance.

• Improve the quality of information and minimize decision making times in the event of disasters such as earthquake, fire, or flooding.

• Improve communications with emergency services such as police, fire department, and ambulances.

Create the Team
Before the earthquake, Schneider Electric had contacted Mall Plaza in 2009 to work on a BMS solution that would meet the aforementioned requirements.They visited several countries worldwide looking for a similar solution to be used as a basis, but were unable to find anything similar.

Mall Plaza decided to call for tenders for a solution and invited different world-renowned manufacturers to participate, Schneider Electric among them. In the end, the offer from Schneider Electric, supported by Vingtor-Stentofon by Zenitel Group, was the only one which met the standards required by the client.

Mall Plaza realized that, in order for a project with these characteristics to be successful, it must include: direct backing from the technology manufacturers; Schneider Electric and Vingtor-Stentofon. They knew they needed in-country support, training for the different user levels (operator, supervisor, maintenance employees), network of technology partners (systems integrators with the backing of the brand) to offer coverage during installation, and countrywide support.

The external and internal team that was created included:

Schneider Electric        

• Jorge Martinez, Schneider Electric BMS Manager: Jorge was in charge of the assessment and the BMS design effort.

• Alvaro Labrana, Schneider Electric Video Manager: Alvaro was in charge of the assessment and design of the video system.

Vingtor-Stentofon

• Paul Rux, Director of Sales for Latin America and the South Central Region of the United States. Paul provided commercial support and was the key contact person for Vingtor-Stentofon

• Bennie Cooper, Operations Manager. Bennie was the technical advisor and support contact for Vingtor-Stentofon.

MKM: System Integrator

• Christian Maennle, Head of Support and Technology. Christian was MKM’s installation engineer and was involved in the commissioning of the Vingtor-Stentofon System

Mall Plaza Management

• Mario Inostroza / Head of Operations Center (Operations Management)

• Antonio Braghetto / Operations Manager

Define the Solution
Given the requirements collected from the Schneider assessment and the collective feedback from the team a solution was advanced that consisted of the use of the BMS platform from Schneider Electric called SmartStruxure. This would be the platform to integrate the different shopping center systems, create an integrated sustainable energy and security plan and optimize the shopping experience of the customer. This included the following enterprise applications:

• CCTV.

• Fire detection.

• Intercom system (Vingtor-Stentofon).

• Security guard radio communications (Vingtor-Stentofon).

• Access control.

• Panic buttons in retail spaces.

• Communications with Police (Alfa-2).

• Audio evacuation.

• People flow counters.

• Escalator monitoring.

• Metering and management of energy

The communication platform premise included three elements:

• Intelligibility: the ability to hear, be heard and be understood in any and all situations

• Interoperability: the ability to seamlessly integrate with other critical enterprise applications

• “Ilities”: Mall Plaza’s values included sustainability, but their optimization and cost structure demanded reliability, availability and maintainability

Collaborating with Schneider, Vingtor-Stentofon and the integrator allowed Mall Plaza to design an integrated command center that served multiple locations.

In the command center, each operation station is flexible enough to be configured to operate one, two or three shopping centers. In this way, the operator on duty can take control of up to three shopping centers in a single station. In the event that the operator is absent from his or her workplace when an event takes place, it can escalate to another previously defined operator station.

The implementation of the solution required a team comprised of Mall Plaza Operations personnel, Mall Plaza brand representatives, systems integration companies specialized in the systems, and third-party consultants.

As a result, Schneider Electric designed the initial solution, with the support of the technical department of Vingtor-Stentofon in the United States and Norway. EcoXpert (the systems integrator certified by both companies) was in charge of the implementation and launch of the solution.

Other technology vendors chosen were

• Video surveillance by Pelco Endura and Digital Sentry, with Pelco and third-party cameras Fire detection is by Notifier

• Retail space alarm central is by DMP

• Communications networks are by CLARO.

Benefits
Mall Plaza has been able to document the impact of the project on operational efficiencies including the following:

• Savings of 40% on operating costs of control rooms.

• Savings of 8% on energy costs.

• Centralized operations room with capacity for the remote monitoring and operation of 72 shopping centers.

• Data centralization allows the immediate availability of the right decision-making and crisis management information, ensuring operational continuity and improving the security of both guests and lessees.

• 50% reduction in the number of third-party operations personnel in control rooms.

• The backing of two world-class leaders such as Schneider Electric and Vingtor-Stentofon providing assurance of long term support and continuing innovation

• The support of an EcoXpert network, certified by both manufacturers, which ensures the quality and continuity of processes.

• The reassertion of Mall Plaza’s leadership in innovation.

• Visibility of all facilities in a single location.

• State-of-the-art control center with a crisis management room and controlled environment.

• Achieved a 15% reduction in motor vehicle theft in the shopping centers

• In four of Mall Plaza’s shopping centers they were able to achieve a 36% reduction of crimes against retail spaces.

• Identify any new capabilities and future plans that the customer has as a result of the solution.

Future Plans
In the future, the Schneider Electric platform will incorporate energy management, parking space monitoring, integration of new shopping centers in Chile, and expansion to the region with Peru and Colombia. In the end, Mall Plaza has a standardized solution for all future shopping centers, which will allow savings in design and engineering.

Since the first project was finished, 14 other shopping centers have been migrated to the new platform, and 12 have been centralized in a Central Operations Center. In relation to Peru and Colombia, Mall Plaza is in the process of data collection and technical feasibility analysis in order to be able to migrate and centralize at the local level (in each country), monitoring the security and control systems from Chile.

“Schneider Electric Chile recognized quickly the value of the Security Function as fundamental to Mall Plaza Norte’s business continuity processes. In choosing Vingtor-Stentofon they were able to find the best of breed solution to add the benefits of voice communications to their CCTV system to increase their protection of People, Property, and Profits.” Paul Rux, Director of Sales for Latin America and the South Central Region of the United States.

Production SLA's and Intellectual Property Drive Security Performance Measures

Tyrone Chambliss, Director of Brand Protection & Security Systems, Flex will be speaking at The Great Conversation in Security on March 5 & 6 in Seattle, Washington. We discovered he had taken into account the 'ilities' (IT's mandate for systems that support mission critical requirements of the organization including availability, reliability, scalability, maintainability, and cyber defensibility). His experience is documented in this case study on deploying enterprise video storage. 

Case Study

In today’s ultra-connected world, new business models bring highly profitable routes to
revenue. To seize these opportunities, modern organizations are undergoing a digital
transformation that is placing intensified demands on IT departments. Flex Inc., founded in
1969 as Flextronics Inc., has skillfully navigated this new paradigm to become the second
largest electronics and original design provider in the world, providing innovative engineering, manufacturing, real-time supply chain insight and logistics services to a wide range of customers, including some of the largest, most well-known brands in business, such as Apple, Cisco, Microsoft, Lenovo, Dell, Nike and Barracuda.

Today, Flex is a highly differentiated technology solutions company that serves more than
a dozen markets and has deep technical expertise and leading-edge facilities around the
world. One of its notable differentiators is its “Sketch-to-Scale™” platform, which enables
customers to reduce development costs and lead time to commercialization, while accelerating time to market and time to scale.

The Challenge

The ability to provide both physical security of production processes through video
surveillance and access control, as well as to protect the valuable intellectual property of
both the company and its customers, are critical to Flex. The failure to meet requirements
because of poor system performance, changing environments, failed hardware/data loss,
etc., would compromise their ability to meet customer service level agreements (SLAs).

It was in this environment that Flex embarked on a massive upgrade of its video surveillance
system across their global facilities. Key evaluation requirements included scalability,
reliability, and the ability to seamlessly integrate with leading video management software
in use by Flex.

“We conducted proof-of-concept testing with enterprise SAN and direct-attached storage
NVR vendors, but it was Pivot3’s hyperconverged technology that caught our attention. It
outperformed other systems and integrated exceptionally well with our video management
software,” said Tyrone Chambliss, Director of Brand Protection & Security Systems, Flex.

The Solution

Flex selected Pivot3’s hyperconverged platforms, which are specifically optimized for
video surveillance workloads to provide the highest levels of performance, resiliency and
scalability. With Pivot3, Flex is able to store critical video surveillance data without loss,
protected from failures and always available when needed. Flex has deployed more than 75
Pivot3 appliances at more than a dozen Flex locations worldwide, securely storing over 7PBs
of video data from roughly 5,000 cameras.

“Our Pivot3 video surveillance storage solution protects our video data, allows us to proactively monitor our systems, alerts us to any issues and works seamlessly with our video
management software,” said Chambliss. “We can now monitor activity in real-time and see
what is happening across the video network so we can prevent issues, rather than deal with
them after they’ve already occurred.”

“Our expectations have progressed from real-time video monitoring to immediate alarm
response with video integration,” said Chambliss. “NVRs can’t deliver that type of solution,
and enterprise SANs don’t give you that level of performance. Pivot3’s approach combines a
VMS-agnostic system with performance and resiliency to meet our requirements.”

While traditional video surveillance is vital to brand protection and security, Flex is also
moving towards using video surveillance as a more advanced business tool. To verify
employee attendance, Flex uses video surveillance and their time tracking solution together
to provide video of employees clocking in and out of work. In another unique application,
Flex is considering video surveillance for what Chambliss calls “product accounting.” The
surveillance solution is used to ensure that all parts that enter a manufacturing line are
present at all stations on the line and match the production at the end of the line. Said
Chambliss, “If we start with a 10,000 piece order at the beginning, we need to ensure we
have 10,000 pieces at the end of the line. If not, we can use our surveillance system to
find the variance and identify the station where the incident happened. This type of loss
prevention has immediate business benefit.”

The Results

“Video surveillance is vitally important to our business,” said Chambliss. “Pivot3 plays a
critical role in ensuring our data is protected, properly backed up and readily available when
needed.”

Pivot3’s ability to linearly scale capacity and performance allows Flex to meet growing data
storage needs as it expands operations, adds camera counts, shifts toward higher resolution
models and meets extended data retention requirements. The unique architecture of
Pivot3’s HCI surveillance solution ensures all video data is accessible centrally regardless of
physical location. In the event of hardware failures, virtual servers automatically restart on
another appliance with no user intervention. With Pivot3’s built-in server failover, previously
recorded video and security data remains fully accessible.

“My centralized team can easily monitor the status of my Pivot3 infrastructure around the
world, including all servers, CPU, memory, system performance, and power using Pivot3’s optimized vCenter plug-in,” said Chambliss. “Since we deployed Pivot3, it’s proven to be
very reliable and the customer support has been exceptional. It has also exceeded our
expectations from a performance level. We plan to deploy Pivot3 HCI solutions in more
locations to protect our video investments, allowing us to ensure the same high comfort
level across our sites.” At the same time, the Pivot3 architecture simplified administration for
Flex and reduced the need for its staff to have advanced IT skills.

Pivot3's management capabilities allow multiple Flex teams to share ownership of the
solution. "Our ability to manage our video surveillance solution across IT, security and other
departmental teams is essential to ensuring the system not only works technically, but also
is solving our day-to-day business challenges effectively and efficiently,” noted Chambliss.

“Our customers have extremely high expectations for us, and we now have an ideal
infrastructure in place to support their needs,” concluded Chambliss. “Equally important,
beyond the technology, the Pivot3 team itself has been exceptional. Pivot3’s knowledge
of video surveillance is unique. They deeply understand our business requirements and
actively work with us to ensure we have the optimal solution to meet and exceed our
customers’ requirements. We consider Pivot3 a true partner.”

About Pivot3
Pivot3 improves the simplicity and economics of the enterprise datacenter with industry-
leading hyperconverged technology. By collapsing storage, compute and networking on
commodity hardware, Pivot3 provides a software-defined solution that enables customers
to scale to massive volumes and gain twice the performance of competing solutions, all at
drastically reduced infrastructure requirements. The result is predictable, prioritized data
and application performance based on business value. Pivot3 has over 2,200 customers
around the world and has deployed more than 16,000 hyperconverged infrastructures in
multiple industries such as healthcare, government, transportation, security, entertainment,
education, gaming and retail.
 

Building a Smart Security Program

We asked AMAG, a participant in The Great Conversation in Security on March 5 & 6 in Seattle, Washington, to provide us an example of how organizations are deploying a platform strategy for integrating all the technology silos within their security program. They provided an overview of a case study in response:

Northwestern Mutual Combines Modern Access Control Technology with Top-Notch Security Officers for a more Efficient Security Program

Fortune 500 company, Northwestern Mutual, not only changed the Milwaukee skyline when it built a new high-rise and three-floor Learning Center, it also improved the way it delivers security at both its downtown Milwaukee, WI campus and suburban Franklin, WI campus.
The downtown campus consists of an area of 2.5 million square feet with five buildings, including the new high-rise, Learning Center and commons space, that bolsters a workforce of over 3,000. The Franklin (Milwaukee suburb) campus has an area of 1.1 million square feet and two buildings that hold a workforce of 2,100.

Faced with the challenge of disparate systems for access control, alarm, video, intercom and visitor management, Northwestern Mutual used the building project to upgrade their security program. The goal was to work smarter by automating manual processes and streamlining security using one system. With several hundred sales reps visiting at once for week long continuing education classes, managing those visitors was a challenge.  

AMAG Technology worked together with an integrator to secure the company’s downtown Milwaukee campus and Franklin campus using the Symmetry Access Control – Enterprise System and Symmetry GUEST visitor management system, along with security personnel. Visitors check in quickly, improving lobby traffic flow, and the system provides an audit trail of who is in the building. The security team now works in a more streamlined fashion to deliver exceptional security.

Challenges:

• Disparate security systems

• Manage up to several hundred guests at a time without audit trail

• Control costs of securing new building

• Quality of security officer failed to meet expectations

Solutions:

• Symmetry - Enterprise Access Control system combines alarm management and all security data into one system

• Symmetry GUEST visitor management system and G4S Secure Solutions Security Officers at all entrances ensures professional operations

• Symmetry – Enterprise Access Control and Symmetry GUEST easily expands to secure new high rise

• G4S Secure Solutions (USA) Security Officer training and experience level corresponded to assigned post

Result of Solution:

• Symmetry – Enterprise Access Control interoperability secures both campuses, saving time and money

• Symmetry GUEST visitor activity data allows Northwestern Mutual to adjust staff as demand dictates

• Symmetry – Enterprise Access Control and Symmetry GUEST allowed Northwestern Mutual to leverage technology to reduce risk, streamline its activities and not add headcount when the new tower opened

• Security Officer qualifications correspond to unique needs of Northwestern Mutual

By choosing AMAG Technology’s Symmetry GUEST Visitor Management System and G4S Secure Solutions’ Security Officers, Northwestern Mutual was able to benefit from the synergies of working with one company for all its security needs. Symmetry GUEST allowed security officers to work smarter, not harder, and as result, no additional security headcount was needed for the new high rise. 

The Active Shooter Dilemma: There is a Better Way.

It was Valentine's Day; a day to celebrate love. But for Marjory Stoneman Douglas High School in Parkland, Florida, it would be a day that would go down in infamy as one of the most deadly mass shootings in American history. With at least 17 dead, the Valentine's Day shooting is worse than the Virginia Tech and Columbine shootings.

Jeff Slotnick, CPP, PSP, was interviewed twice as a Risk Consultant by Q13 News in Seattle to reflect on the situation and attempt to bring some insights. We asked him to provide us some insights as well. 

When I have been asked to be on the air and comment on tragic situations like this, I usually have very little time to prepare. But I do know this, most people have 3 very basic questions:

1. What just happened?

2. How does it inform my future?

3. What action can we take before we encounter this again?

We know that this active shooter was displaying anomalous and dangerous behavior. There were incidents with family, with friends and with the school that, if pieced together, would have potentially led to some preemptive action.  

We also have enough experience with these situations to know that this behavior can be monitored, measured and processed through a protocol and escalated, if needed, to deter or thwart an attack. .With the dismal state of mental care in this country we have not yet admitted to ourselves that this is the new normal with new responses needed. 

We have the tools to do this. 

Let me paint a new normal scenario for your consideration.

Every organization (schools, churches, businesses, etc.) should have the means to monitor and measure the behavior of their community. Every community should develop a protocol for how they would use information gathered from their stakeholders to properly protect their stakeholders. Human Resource professionals need to work closely with their security teams to ensure this happens. Let me provide one use case:

Any Facebook post of guns and death threats should involve law enforcement. As well, the organization should immediately place that individual on a watch list that can be used by the administration and security to identify them and take appropriate measures.

Video surveillance and analytics is now within reach to recognize the approach of suspicious vehicles and people. This can be monitored by "Virtual Security Officers", remotely, much like we can monitor our homes today. If the officers can identify activity early enough they can take preemptive actions that could save lives or the assets of the community. We now have the ability to combine voice with the video to speak into a situation and provide much needed communication to the stakeholders. Voice (intercom) can be used for lock down, instructions on exits and private communication in key areas of the building or campus. The same video can be shared with first responders to provide situational awareness and actionable response. 

There is a psychological reaction to interrupting a potential active shooter. It is articulated well in what is called the "OODA Loop". In law enforcement training I have often called this by the founder of the theory: "Boyd's Loop". 

Boyd theorized that we become linear in our thinking when we decide to embark on an action. In this case, an intruder or potential active shooter. To disrupt this, you must move their psychological state to "Observe and Orient". They now have to react to a new normal for them, the fact that someone has interjected themselves into the situation. I am saying this could be a physical act by a security or law enforcement officer, or it could be through a virtual observer using video and voice. 

If your voice technology can be heard clearly, no matter the environmental circumstances (screaming, gun shots, traffic, etc.) then you have what we call 'intelligibility'. If the voice technology is integrated with other technologies like access control, video, etc. as well as your protocols, you have achieved the highly efficient and measurable term: 'interoperability'. If it is reliable, scalable, and highly reliable, then you are subscribing to IT's mandate for mission critical applications. 

So now we get to the key question. What can we do, today, to help mitigate these incidents? The human and material expense of this incident, including the cost of law enforcement and recovery, would have more than paid for the technology I am talking about. But we continue to have to experience the pain before we take the necessary action. People will continue to use their weapons of choice to cause injury and death. Eliminating weapons may be an option in a future world. But it will not happen tomorrow. We must stop reacting and begin to plan for the new normal.

Jeff Slotnick has been a part of many Great Conversations providing his insights and subject matter expertise to attendees.

What does “Network Security” mean to you?

Your first answer might be about the prevention of unauthorized access to a computer network, or the encryption of the traffic on the network. But think deeper, and you’ll hit upon the evolving and broader definition of the term - the use of existing network infrastructure to more cost-effectively enable physical security of people, equipment, and data.

Recent developments in physical security systems have enabled us to expand access control using IT infrastructure. It began with IP-enabled cameras and evolved to edge panels operating on the LAN – a trend that represented a major advance in technology and practice.

The latest access control technology enables us to design all the components of a lock – including card readers and sensors – into a single integrated system accessible from your Ethernet network. That means the elimination of additional wiring, greater flexibility and scalability, all in a standards-based open architecture.

Why IP?
By eliminating the need for hard wiring to a central panel or controller, IP-based systems enable installations that are non-proprietary, flexible and scalable. This means not only a more versatile solution, but also a more cost-efficient one. A network-based system can be enlarged by one door, and one reader, at a time. This is unlike some traditional systems where controllers or panels often support multiple openings even if only one opening is required.

Typically, legacy access control solutions are closed systems that require hard-wiring several discrete components – card reader, lock, door position switch, request to exit sensor, access control panel, and power supply – with RS-485 cable into one central panel or controller. These proprietary systems can limit the user’s choices to a single provider of hardware and software. More challenging yet, these solutions tend to be very complex and require expert personnel to handle installation and configuration.

What’s more, expanding traditional systems is complicated and expensive. A typical central controller is built to accommodate a specific number of doors – usually 4, 8, 16 or 32. That not only makes the system inflexible but also makes it difficult for facilities to match their requirements with available products. Simply put, if your access control project calls for 9 or 17 doors, you’re going to pay for more capacity than you need. 

This lack of flexibility translates into high initial costs, which can reduce the total number of doors you’re able to secure during an initial deployment. The ability to add more openings in the future depends on proximity to the currently deployed hardware. An opening on another floor, for example, may not be cost effective, due to the point to point wiring requirements of these systems.

Now that we’ve seen how legacy access control systems can be expensive, inflexible and labor-intensive, let’s take a closer look at some of the benefits of an IP-enabled approach:

•    IP lets you leverage existing infrastructure – Because it uses the existing IEEE 802.3af or 802.11 infrastructure, IP eliminates the need for additional power supplies or wiring.

•    IP is easy to install – Because cabling is reduced to a minimum or not needed at all, the entire installation process is streamlined and cost is reduced.

•    IP is flexible – Open architecture ensures future flexibility to meet changing needs.

•    IP is scalable – From adding a single door in a small office to integrating a large-scale facility, IP is an ideal fit for small and large installations alike.

•    IP is standards-based – IP solutions are based on international industry standards. That means the ability to pick and choose between components – reader, door controller and software – that best satisfy your needs and preferences. This freedom of choice makes the system future-proof and means you no longer have to rely on a single brand or supplier.

•    IP is secure – Data security is ensured through standard encryption techniques (AES 128-bit encryption) and WiFi solutions support current WiFi network security standards.

As you can see there are many important benefits associated with IP-enabled access control.

To learn more about how you can use your IT infrastructure to expand access control easily and affordably, download Network Security Redefined , an eBook from ASSA ABLOY.

Empower your Public Safety Teams

The realities and risks of public safety are evolving. And no one knows this better than a city’s front-line personnel—the police officers, firefighters, 911 call center operators, emergency response personnel, and all those who serve to keep our communities safe. Every day, they team up to respond to unexpected situations or protect big city events. But too often, siloed systems create a disconnect between systems and agencies. And, operators struggle to make sense of all the data they receive from various sensors and solutions.

What these public safety departments need is a common operating picture and a deeper understanding of what’s happening in their city. They need a solution that allows them to have a complete view of an evolving situation so that they can better coordinate their efforts.

Seeing the City of Chicago through one shared lens

The Chicago Police Department recently implemented a new decision support system, Genetec Citigraf™. This application unifies and connects a city’s most important public safety systems. Citigraf analyzes and correlates data from once standalone systems, detects patterns, and transforms raw data into actionable insights. It then distributes these insights across teams and departments. Citigraf gives everyone from call center operators to first responders a clear perspective on a situation which strengthens their collaboration.

Proven to reduce response time by 39%

At the Chicago Police Department, the decision support system combines their computer-assisted dispatch (CAD), 911 calls from residents, gunshot detection sensors, and other disparate systems. The goal is to reduce the response time for reported shootings and crime in six police districts. Jonathan Lewin, Chief of Technical Services for the Chicago Police Department, shared the results: “Since rolling out Genetec Citigraf [one year ago], response times from dispatch to 'on-scene' arrival time, have been reduced by 39% and 24% respectively, in our two most at-risk districts. Shootings are down 22% in these districts compared to 2016. [This] helped us send a strong message to the community that crime and gun violence get a swift response.”

Learning from the past to prepare for the future

While Citigraf is proven to enhance collaboration and speeds up response time, it does even more. The system gives city officials a new way to measure and determine the effectiveness of procedures or specific campaigns. For example, a police department could run a report to quickly compare crime rates before and after installing new cameras in a specific location. Or, emergency managers can review responses to past events to better prepare their staff in handling certain situations.

Bring your public safety teams together

A common operating picture helps public safety teams better detect, respond, plan and prevent disturbances in a city. And now with Citigraf, getting a shared operational view is affordable and easy.

The Anixter Wireless Business Solutions Center

In many cases, the last mile of a risk, resilience and security architecture is deploying a wireless infrastructure. We approached Anixter with some ideas how we might create a ‘solution center’ at The Great Conversation.

 Why Anixter? Anixter is a leading global distributor of Network & Security Solutions, Electrical & Electronic Solutions and Utility Power Solutions. They help build, connect, protect and power valuable assets and critical infrastructures. From enterprise networks to industrial MRO supply to video surveillance applications to electric power distribution, they offer full-line solutions, and intelligence, that create reliable, resilient systems that sustain businesses and communities. Through their global distribution network along with their supply chain and technical expertise, they help lower the cost, risk and complexity of their customers’ supply chains. So naturally, they might know a few people…

 I contacted the President and CEO of Airopath, Brad King, to learn more about his organization. “We work with clients to help them understand their wireless needs and assist in developing their corporate wireless standards”, said King. “Our engineers utilize RF modeling software that allow both site and application specific wireless designs for new construction as well as legacy buildings. We also provide post installation validations services on behalf of our clients insuring that the systems were installed and operating per the specification.”

 Scott Umemoto is the Director of Strategic Technologies at Day Wireless Systems. They are a full-service wireless integrator covering a wide-range of products and services including equipment sales, service, engineering design, project management, and FCC licensing. “There is a great demand for public safety which includes in building coverage for cellular”, said Umemoto. “We supply iBWave, Distributed Antenna System (DAS) design, coverage testing, system optimization and certifications services for any DAS system.” They also are one of the largest Motorola partners in the United States, specializing in two-way radio.

Just Do It! Engaging the Culture and Creating Value for Security

Tyson Aiken, Senior Director, Global Security for Nike, Inc. was introduced to The Great Conversation in Security in March 2017 as an attendee. After striking up a conversation with our Managing Director, Ron Worman, between sessions, it became apparent to us this was a next generation leader that was influencing the culture and the performance of security with a very different mindset. 

We were able to sit down with him before he set off on a cross country ski adventure and ask him a few questions related to his experience and his participation in the 2018 Great Conversation. 

"I think there is a certain type of creative magic that happens when you get different perspectives in the same room to converse, listen, and share", said Aiken.  "That is only beneficial if you come back over time to see how those adjustments work in the real world and start the process again.  Returning to The Great Conversation is part of that process of re-evaluation."

In many of our interviews throughout the year, we ask senior leaders what they have learned. Sometimes our learnings come from our failings. "Failure is how we learn, and how we grow", said Aiken. "Even when your head is in the right place, you can still fail, but if you’re working in the right direction, you fail forward, and still advance the work in interesting ways.  When we wait to be perfect, we fail without moving the needle at all."

These learnings come from experiences as well as from watching how others lead. When Aiken thinks of models of leadership, he thinks about love. "Protect what you love", he says. "Teaching people the WHY of protection many times inspires them to love that thing, and work to protect it."

Great models of leadership often have a framework that anchors their approach to security. For many in this industry that framework is Enterprise Security Risk Management (ESRM). To Aiken, ESRM makes sense. "Because true success in this industry only comes when you approach every situation with a critical eye, cast over the entire problem", he said.  "Holistic risk management teaches the discipline to do this. Nothing happens in complete isolation.  We view ESRM as one important aspect of overall Enterprise Risk Management (ERM), which is for us, anything that has the potential to impact business operations.  Incidents that do impact operations happen, and you have to plan for how you’re going to modify your business to ensure that you meet your goals."

Aiken delivered a key note entitled The Culture of Security. He will be exploring how and why we need to engage the culture to create a powerful force multiplier for security and the organization. 

"Security has to compete with the other components of the business for scarce resources, and it is necessary to be seen as a business enabler, rather than a distant outsider" said Aiken.  "Aligning yourself with the corporate culture allows you to do just that, in ways that help those same business components truly understand the value proposition of security."

HID Identifies Top Trends That are Driving Intelligent, Smart Experiences This Year

Trusted identities will emerge this year as the fundamental building blocks for organizations to create environments that connect people, places and things. As a company, HID Global sees increased cloud and mobile access adoption, more focus on securing the Internet of Things (IoT), and data analytics as some of the top trends that will take center stage in developing more intelligent, connected experiences this year. The user experience will be redefined by mobile, IoT and cloud technologies and deliver new capabilities for the future. There are five significant trends in 2018 that we believe will influence how organizations leverage the power of trusted identities: 

Organizations embracing the benefits of the cloud

• Increased awareness of the cloud’s ease of deployment, flexibility, connectivity options and productivity benefits will escalate adoption. Access control cloud platforms with APIs and SDKs will fuel new software solutions that expand choices for organizations to get the most out of their investments. Cloud-based card issuance will drive adoption due to its simplicity, security and cost structure, while governments increasingly investigate how printed IDs can be complemented by cloud-issued mobile citizen IDs.

• Cloud authentication and credential management will further integrate mobile devices, tokens, cards and machine-to-machine endpoints. And digital certificates in the IoT will draw upon the trusted cloud services to deliver and manage certificates across thousands of devices.

More connected devices and environments drive focus on securing the IoT  

• Digital certificates will become a core component for adding trust in the IoT by issuing unique digital IDs to printers and encoders, mobile phones, tablets, video cameras and building automation systems, plus a broader range of things like connected cars and medical devices.

• Apple iOS 11 “read” support of NFC will fuel adoption of IoT-based applications such as brand protection, customer loyalty programs and other use cases that will further drive the need to enhance security in the IoT.

Mobile access reaches tipping point for mass market adoption

• 2017 was the year mobile access went mainstream and adoption will accelerate even further in 2018. Maturity in mobile solutions and integration into other systems, coupled with mobile’s ability to enhance user convenience, improve operational efficiency and provide higher security will drive accelerated growth for mobile access and mainstream adoption.

• Card emulation, the NFC mode most coveted for mobile access control, remains reserved exclusive to Apple Pay; this leaves Bluetooth as the communication standard for cross-platform mobile access support. Still, organizations will invest in readers and other infrastructure that supports NFC and BLE to prepare for future possibilities.

Convergence of physical and digital security

• The concept of Physical Identity & Access Management (PIAM) will drive convergence of physical and digital security to a single credential, putting identity at the center of all use cases. Government, finance, energy and other regulated markets will emerge as the forerunners using these solutions for secure access to buildings, email, websites and VPN.

• New converged identity models that use cloud authentication and mobile devices are also emerging, such as the ability to verify a person’s presence at a location, mobile IDs that validate physical citizen IDs, and smart cards that authenticate users to enterprise resources.

Data analytics will drive risk-based intelligence for predictive models and new capabilities

• Devices, access control systems, IoT applications and other solutions connected to the cloud will provide robust data for advanced analytics. Insights from these analytics can be used to optimize workflow solutions and provide more seamless access for end users.

• Predictive analytics and biometrics will play a crucial role in people-centric security and address employee demands for workplaces to deliver premium, more individualized services. Analytics will also help reduce downtime in the enterprise, spur factory automation and improve compliance via condition monitoring that is based on real-time location and sensing solutions.

Samuel Asarnoj is the Senior Vice President Corporate Strategy & Business Development for HID Global. HID was a voice at The Great Conversation on March 5 & 6 in Seattle, Washington.

Defy Gravity and Rise Above the Bias of Belief

The physical security industry is not wired like the IT industry.  Despite the influences of IT on security there remains a bias of belief that individual manufacturers should sell a jack-of-all-trades product portfolio.  What is accepted and even expected in the IT industry – that a company should create valuable product families, which should also integrate with the rest of the products in the industry – is, instead, the anomaly in the security industry.  Perhaps it’s the lack of common integration protocols and standards but it seems like there is this hidden gravitational pull in security to ultimately default to an end-to-end portfolio from individual manufacturers. 

Why is this?

If we look back in time, the security industry is littered with numerous examples of fully end-to-end solution companies.  Legendary names have built and/or acquired product after product and over time assembled an end-to-end comprehensive solution, all sold and supported under the umbrella of a singular brand.  Never mind that many of these companies either made only a few things well, or covered up otherwise average products with excellent support: the fact remains that companies have been built and fortunes realized with this end-to-end approach.

As the security industry transitioned from analog to IP network technology, some of this has changed, and many of the successful end-to-end brands have ultimately failed in the transition.  But even today we can see striking examples of new IP technology manufacturers beginning to creep their way towards an end-to-end portfolio. 

Why is there this pull to what in the IT world is so unnatural?  Why do companies seem so insistent on polluting their one or two really good product lines with otherwise lower quality companion solutions?  What has happened to the notion of best of breed?

Clearly, one of the appealing attributes for an end-to-end portfolio is control.  The manufacturer has more control over the customers – and locked-in revenue from them -  by delivering a broad technology set of offerings.  This reduces the risk of other manufacturers’ products gaining a foothold in their client base.  This also allows the manufacturer to offer a more comprehensive product support service, bridging the various products and technologies.  And for the systems integrator, this makes quoting, procurement and commissioning easier because all roads lead back to a single manufacturer. 

This is that “one throat to choke” mentality. 

But what is ultimately better for the end user?  Do they get the best technology solutions from an end-to-end solution?  Do they get the best innovation from the combined creative expertise in the marketplace?  Is the return on investment maximized, and do they have an open road to adjusting their technology suite to meet their evolving business needs easily and economically over the long run?  Are end-to-end solutions really the best thing for customers? Or are they just a way for manufacturers to lock in their clients and system integrators to avoid looking closely at the problem and the best means to deliver a solution?

On the other hand, if an open platform approach is better, then what about the question of quoting, procurement, commissioning and support?  If the best technology, access to innovation and return on investment is rooted in open platform solutions, how can these solutions defy the gravitational pull of the security industry’s fascination with the ease and convenience of end-to-end portfolios?

If open is better, then the companies that focus on delivering best-of-breed products have a responsibility to make quoting, procurement, commissioning and support more seamless and approachable across various technology manufacturers.  Whether its common industry standards, easier integrations, coordinated marketing or cross-product support, open platform providers have the responsibility to make working with open solutions an easier and less complex experience for system integrators and end users alike. 

If we agree that end customers are best served by open solutions, best of breed and freedom of choice, then we must focus on the ease of use and experience related to the combined multi-manufacturer solution.  Those of us committed to open solutions are responsible for making them easier and more approachable.  This is the key to helping the marketplace realize the full potential of the open platform – and defying the gravitational pull of the industry bias. 

It’s time to have a great conversation around this question. To realize our full potential and deliver an exceptional value proposition, I propose an open platform with integrated best-of-breed solutions.  Are you ready to defy gravity together?

Tim Palmquist is the Vice President - Americas, Milestone Systems. He has an extensive background in management and sales in high-tech companies with 25 years of experience in the technology industry. Tim joined Milestone in 2007 as the Central Territory Sales Manager, quickly moving up to Director of Sales West US and Canada then Vice President of Sales Operations. Before coming to Milestone, Tim worked in IT sales for 14 years and healthcare administration for four years. His education includes a Bachelor of Science in Finance from Kansas State University.

Culture: The Driving Force behind Security at Seattle Children’s

We sat down with Sara M. Smith, Research Operations Supervisor at Seattle Children’s Research, one of the nation’s top five pediatric research centers. Sara manages physical security for the campus including the lobby and operations staff.

Sara was an engaging and passionate advocate for Seattle Children’s. She is highly attuned to the vision and mission of an organization that is over 100 years old. “One of our founding promises is to care for children regardless of race, religion, gender or a family's ability to pay, and it still guides Seattle Children’s today”, said Sara. “Our patients and families are highly diverse. Therefore, my guard force is highly diverse; a fact I am highly proud of.”

Sara has extended that diversity to the vendors she contracts with. “When selecting a manufacturer, I look at their advertising. When we conduct an RFP, I look at the team they bring to the meeting. If I am setting up a relationship, then I need to be aware of the unconscious bias they may be bringing into our culture.”

For Sara, perception equals reality. “What do people perceive when they have interactions with security?”, said Sara. “Warm, welcoming environment?  When there is an issue, do they see a rapid, personal response?”

She takes personal responsibility for her own mistakes and learning in this area. “Early in my management of security here, I did not respond correctly to an incident”, said Sara. “The person I engaged interpreted my actions and demeanor as uncaring. It doesn’t matter if I, in fact, care passionately, but they do not receive it as such. That lesson has embedded itself in my cultural memory. Now, I take every interaction with a consciousness that the conversation is not simply between two people; it is about the very nature of the culture Seattle Children’s; of who we believe we are and will be.”

According to Sara, when someone approaches security with an issue, there are two problems to address. The first is whatever issue they are bringing which a technically competent officer can typically handle.  The second is – the person is often upset about whatever problem or barrier they’ve encountered.  “They had something stolen, they can’t get where they need to go and are running late, whatever the issue may be”, said Sara.  “An empathetically competent officer can handle the emotional side as well.  The truly excellent officers are going to resolve both.  Find these people.”

Sara recognizes her hard won lessons are not immediately transferrable to her people and her organization.  “Building a culture of safety and security does not happen by accident, and it certainly does not happen overnight.  It takes TIME.  It takes intentionality.  It takes consistency of message in every interaction – we are here to help keep you safe, to keep your work safe.” 

When security measures were rolled out over a decade ago at Seattle Children’s Research, there was initially some resistance.  “Many of our senior leaders are from academia”, she said. “They have a much different approach.  Colleges and Universities are highly porous – highly permeable.  Our security measures were initially seen as not supporting the collaborative environment they wished to promote.”

However, attention to the vision, mission and personnel training has helped. “When we conducted a security assessment a year ago, I was surprised and pleased to hear our staff and leaders provide a very different response.  Our security measures are now seen as valuable and necessary.  As we have grown, as our neighborhood has grown and changed, our people appreciate the steps we take to keep them safe.  The overarching culture has changed.”

To Sara, it’s the little things that make the difference. “Metrics may change minds, but it takes a personal connection to change a heart.  More than metrics, it's a relationship. Trust. Show up, every time.  Show you care. Be known, be recognized.  People are much more likely to report oddities to a friendly and familiar face.”

And, she said, once security is seen as part of the team, it can drive the larger culture.  “At Seattle Children’s, like most organizations, we have a history of silos. Working with my counterpart at the main campus, we realized that systems, like people, are best when they are collaborative. But, in many cases, security systems don’t talk to one another. For example, video management has been separated, as well as our badge control and vendor support.  As we have continued to grow, our organization has changed, and our neighborhood has changed.  The visible costs of software, hardware, and licensing, plus the invisible costs of supporting two nearly identical systems is a strain on limited resources and it no longer makes sense to run parallel systems. By partnering together – creating enterprise-wide standards, by leveraging the experience and history on both sides, by combining our systems where it makes sense to do so, we mitigate risk, optimize our response, and save the company money.”

And this collaboration also supports one of the other core value of Seattle Children’s; innovation. “As a Research Institute, we exist to innovate!”, said Sara.  “But primarily with medicine and science.  Security is also an innovator, and in powerful ways, contributing to the long-term vision, mission and values of our organization.”

The Ultimate Dilemma: The Insider Threat

There is no question that the likelihood of espionage, embezzlement, sabotage, fraud, intellectual property theft (which can include everything from trade secrets and R&D to drawings, training manuals and research and development theft from current or former employees), is a fundamental challenge to most security executives.

According to one data breach group, 80% of breaches had a root cause in employee negligence. Every year we hear that employee mistakes that lead to data theft will be a top threat to organizations. And at previous conversation forums we have heard that intellectual property theft is a national security risk.

One of the conversations we will have this year will be with Dr. Michael Gelles. Dr. Gelles is a director with Deloitte Consulting LLP Federal practice, consulting in the areas of law enforcement, intelligence, and security. He is a thought leader and widely published author on critical national security issues to include, insider threat, security processing, secure workforce, asset loss, exploitation, sabotage, and workplace violence. Previously, he served as a naval officer and the chief psychologist for the Naval Criminal Investigative Service. 

Dr. Gelles recently published a book entitled Insider Threat: Detection, Mitigation, Deterrence and Prevention. In this book, he presents a set of solutions to address the increase in cases of insider threat. It outlines a step-by-step path for developing an insider threat program within any organization, focusing on management and employee engagement, as well as ethical, legal, and privacy concerns. In addition, it includes tactics on how to collect, correlate, and visualize potential risk indicators into a seamless system for protecting an organization’s critical assets from malicious, complacent, and ignorant insiders. Insider Threat presents robust mitigation strategies that will interrupt the forward motion of a potential insider who intends to do harm to a company or its employees, as well as an understanding of supply chain risk and cyber security, as they relate to insider threat.

We caught up with Dr. Gelles and the conversation spanned a number of topics. Given the fact that Dr. Gelles has experienced The Great Conversation one of the first questions we asked is why he participates.

“The Great Conversation provides the most collaborative setting for the exchange of ideas that help reshape and augment current thinking in the field”, said Dr. Gelles.  “The professional exchange is better than any conference I have attended.”

Since The Great Conversation aggregates conversations with key leaders in the industry to help guide the forum, we asked Dr. Gelles to reflect on what he has learned this year.

“The continued integration of the physical and the logical are shaping the context in which security operates as well as how it is organized”, said Dr. Gelles.  “Security transformation to meet the evolving threat should be on everyone’s top ten list, which should include an internal risk or insider threat program.”

According to Dr. Gelles, to address this challenge a new leadership model must emerge. What will emerge? “Leaders who lead security programs will increasingly need different competencies that include a set of multidisciplinary skill sets that helps mitigate the risk from both the physical and logical threat matrices”, said Dr. Gelles.

As well, he believes the organization’s culture plays a key role. “Culture is a critical component to any risk program”, said Dr. Gelles.  “Culture risk is a phenomenon that can compromise brand and reputation as well as the protection of critical assets. A culture risk mitigation program enables an organization to insure that what they may espouse in behavior, activities, and values is more than just a collective head nod, but translates into key behaviors and employee conduct that is measured; and gaps between what people say versus what they do is mitigated through specific risk mitigation strategies that address culture and behavioral misalignment.  It helps to discern not just what we believe and say but what we actually do in protecting assets.”

Since many insider threats include cyber we asked him to reflect on what he believes are the next steps for the industry ecosystem. “Cyber threats continue to be the common attack mode against business today,” said Dr. Gelles. “It is critical that the external cyber threat is integrated into a proactive and holistic view of threats to develop a security strategy against. Most importantly, move from a reactive to a proactive approach to identifying threats early and mitigating the threat whether that is an external or internal threat.”

At The Great Conversation, Dr. Gelles will be addressing internal threats and risks and advocating: “An integrated solution to mitigate risk by people who conduct business in the virtual and physical world. Prioritizing what is critical to protect and align to a prevent, detect, and respond framework, must be a part of any security strategy”.

Reflections on the 2018 Great Conversation from a Risk Consultant

The Great Conversation in Security 2018 was held in Seattle this past week and was a great success.  That the sponsors were able to arrange for some clear weather that highlighted spectacular views around Seattle was pretty great, too.

The 2-day conference kicked off on Monday and the topics started flowing immediately:

•    The Value of Security
•    Security Culture
•    The Mandate for IT
•    The end of ‘Silos of Excellence’
•    Intelligent Communications
•    Building Business Intelligence
•    Deep learning, AI and IA
•    Insider Threat Management
•    Realtime Threat Response
•    Who is on our campuses
•    Risk Planning and Resilience 

These sessions were facilitated by individual speakers or panelists that have demonstrated success through their own programs and initiatives.  The learnings that were transferred between presenters and attendees will be able to be immediately applied within numerous individual organizations.  Here are some of the Memorable Moments:
•    Focus on near time.
•    Employ strategic workforce planning.
•    Don’t forget your blind spot.
•    Build Security into a brand.
•    Failure defeats losers; Failure inspires winners.
•    There is no such thing as a smash-and-grab in cyber security.
•    Compliant does not equal secure.
•    Culture eats strategy.
•    Technology in and of itself does not solve problems.
•    We have a fiduciary duty to swiftly and safely coordinate the response to a verifiable threat.
•    If you try to secure everything, you won’t secure anything - planning is critical.

One would be remiss to forget two keynotes that were provided during the conference.  The first was during the Presidents Dinner on Monday night, with David McGowan, from Tiffany & Co., providing a thoughtful and moving talk on Leadership.  This was highlighted by a tie-in to Rachel’s Challenge.

The second keynote was given by Kristina Anderson, a survivor of the Virginia Tech shooting.  Again, the talk was thoughtful and moving and painted a very real picture of the job that Security is tasked with - protecting, first and foremost and even at the expense of property or possessions, the lives of people in the form of employees, visitors, contractors, students, patients, plaintiffs, defendants and on across the spectrum of those that come into our individual spheres of responsibility.

The Great Conversation in Security 2018, the conference, has come and gone, but The Great Conversation in Security must continue in our individual, corporate, industry and global efforts as we work to keep people, things and places safe.  The scope of the conversation is both wide and deep, including the tearing down of silos of people, process and technology; enormous increases in the number of networked devices and the subsequent need for intelligent agents to transform raw data into meaningful information; and, the necessity for Security to champion a fundamental shift by being the subject matter experts that work to enable the enterprise to manage security risk.

Parting Words
What would Security look like, if we could make Security look like anything we wanted it to?  If we can truly ponder this question without putting any constraints on ourselves, we might find just how transformative Security can be.  That will require a lot of great conversation, both inside and outside of Security.

Editor's Note: We historically choose to summarize The Great Conversation the week after the forum. However, we thought we would choose an attendee to have a voice and weigh in on their experience. We chose a Risk Consultant and first time attendee, Kent Howard with Integrum Security Risk Management. He can be reached at kent.howard@integrum-srm.com

Monterey Bay Aquarium sees Clearly with Innovative Video Surveillance Solution

Monterey Bay Aquarium has produced significant insights into the life history of sharks, sea otters, and bluefin tuna. The aquarium also was the first to exhibit a living kelp forest, and in 2004 it was the first to successfully exhibit and return to the wild a young great white shark. It is, therefore, no surprise that the Monterey Bay Aquarium desired the most innovative and state-of-the-art cameras as a key component for its security system.

The Challenge

The aquarium has a huge campus, with multiple separate properties and an average annual visitation of two million people. Until recently, the Monterey Bay Aquarium relied upon close to 60 analog cameras for its video security needs. With such a large area to cover and with so many people to monitor, this type of system proved increasingly unreliable to its growing security needs. The aquarium’s security staff also found it a major inconvenience that accessories and other parts for the system were exclusive to the original provider, limiting the security team’s options both technically and financially.

The footage from the analog cameras was monitored on monochrome screens and useful viewing of surveillance video was quite difficult at times. The quality of the images was low, and the inflexible nature of the cameras resulted in many blind spots throughout the aquarium’s large campus.

The aquarium also has some very challenging lighting situations, requiring more specialized, versatile cameras to properly capture images. “We have some difficult light levels here. The reflections of the water tanks can make certain areas lighter on camera than they are in person, or vice-versa,” stated Thomas Uretsky, Director of Security and Emergency Management for the facility.

“The system needed more flexibility, multiple views on one camera, the works”, said Uretsky. “Blind spots needed to be eliminated, and we wanted as close to a 360-degree view as possible.” Uretsky turned to a San Jose, California-based security integrator. They were tasked to research the market. Ultimately, they recommended Arecont Vision for the camera solution.

The Solution

Uretsky and the team at Monterey Bay Aquarium collaborated with Arecont Vision regarding the scope of work; where the coverage was needed, and how to best fit in into their budget. Monterey Bay Aquarium chose ExacqVision as their video management system, another solid partner to help upgrade their prior surveillance system.

 A range of different Arecont Vision cameras were ultimately deployed to serve the aquarium’s varying needs. Arecont Vision MicroDome® cameras were ideal for the ticketing area and customer lines. The series includes Wide Dynamic Range (WDR) models, which can achieve clear images across extreme lighting conditions, such as those found in some of the indoor spaces at the aquarium. MicroDome cameras have an extremely low profile and only a 4” diameter, making them ideal for discreet security surveillance. “They are small and nearly invisible to anyone who doesn’t know what they’re looking for”, said Uretsky. “The fact that they have such a small footprint makes them ideal for us in the ticketing and front entrance areas.”

Another video surveillance application at Monterey Bay Aquarium required customizable features that would simplify future changes that may occur at the aquarium, saving time and money if construction or remodeling were to occur. As well, with a concern for budget optimization, the Monterey Bay Aquarium’s Security Manager, Kevin Wright, was pleased with not only the flexibility, but also in the footprint. “The SurroundVideo Omni cameras are some of our favorites because we are getting four cameras in one. They have the most flexibility,” said Wright. “Our blind spots are much more limited, and we don’t need to use nearly as many cameras as we previously had in those areas.”  Although each camera offers four separate views, only a single PoE (Power over Ethernet) cable and a single software license is required for integration with the Exacq software, further reducing costs.

Arecont’s SurroundVideo Omni series utilizes a patented 360o track where each of its four-megapixel sensors can be moved to cover virtually any angle. Remote motorized focus simplified installation with the Omni G2. It also has the ability to interchange lenses.

 The Results

The system has performed incredibly well to date. Not only was it installed on time, but it was completed within budget.

The Monterey Bay Aquarium monitors the system locally, 24-hours per day. The images are viewed on a dynamic video wall in the new Security Operations Center. While most footage is viewed on-site, some cameras have been enabled with the Exacq software for remote monitoring at satellite offices. For example, holding areas for rescued sea otters can be viewed remotely by a research team.

Arecont Vision cameras have helped the aquarium’s security department in a variety of ways, one of which is increasingly common: addressing bicycle theft. Individuals will sometimes access a public recreational trail that runs along the aquarium’s main campus to steal unattended bikes parked by visitors or staff. Unlike the previous analog surveillance system, Arecont Vision’s megapixel cameras can provide the security department with good views and high-resolution images when reporting such incidents to the police department.

The project at Monterey Bay Aquarium fulfilled a vast array of surveillance requirements — indoor and outdoor scenes, large and small spaces, low- to high-lighting conditions — and Arecont Vision cameras addressed each of the challenges. The deployment of the new cameras made an impression on Uretsky and his team. One installation inspired ideas for another, and Arecont Vision helped make these potential security solutions a reality as well. The continual partnership between the aquarium, the system integrator, and Arecont Vision has resulted in an ongoing collaboration between the three entities.

“The reason we went with Arecont Vision was because it has a niche where a lot of manufacturers don’t, with its multi-view cameras”, said Uretsky. Arecont Vision pioneered the first multi-sensor megapixel panoramic cameras in the surveillance industry in 2006, and has continued to enhance their capabilities, introducing adjustable-view Omni cameras in 2014.  “These cameras have been fundamental as we systematically replace our old cameras with newer, megapixel versions. We are always improving and always adding cameras, so each time we’ve installed them we’ve been pleased.”

ABOUT ARECONT VISION
Arecont Vision is the leading manufacturer of high-performance megapixel IP cameras. Arecont Vision cameras are made in the USA. MegaVideo® and SurroundVideo® massively parallel image processing architectures are now in their 5th generation and represent a drastic departure from traditional analog and network camera designs. www.arecontvision.com. They will be available to answer questions at The Great Conversation on March 5 and 6, 2018.

Technology Informs Strategy, Planning and Risk Mitigation

ecurity of our country begins with security of private and public organizations. If the two can work together in new and innovative ways, we will be better at mitigating the risks that are rapidly evolving both locally and globally. A key to this, is ensuring technology informs our assessments, as well as our strategy and planning.

We were able to sit down with Dr. Thomas Cellucci who has had a front row seat in making this happen. Cellucci will be a key note speaker at The Great Conversation in Security in March. 

Cellucci worked at DHS for four years and served as one of its highest-visibility leaders as Chief Commercialization Officer and Senior Counselor. He helped develop a program that identified, evaluated and commercialized technologies into products or services that could meet the operational requirements of DHS’ stakeholders.

According to an article published in Government Security News (GSN), as Chief Commercialization Officer, Cellucci managed the DHS Science and Technology Directorate’s outreach efforts with the private sector and, in that capacity, made countless appearances at industry trade shows, symposia and other meetings. A tireless booster of DHS, Cellucci frequently instructed small businesses on the best ways to develop a successful business relationship with his department. “It was an honor and privilege to help develop and foster innovative public-private partnerships that have demonstrated impact for both the private and public sectors.”

Since that time, Cellucci has continued to demonstrate that he is an accomplished entrepreneur, seasoned senior executive and Board member possessing extensive corporate and VC experience across many worldwide industries. In 1999, he founded a highly successful management consulting firm, Cellucci Associates, Inc. He has authored or co-authored 25 books and over 184 articles on requirements development, commercialization, nanotechnology, laser physics, photonics, environmental disturbance control, MEMS test and measurement, and mistake-proofing processes.

Cellucci co-authored ANSI Standard Z136.5 "The Safe Use of Lasers in Educational Institutions." He has also held the rank of Professor or Lecturer at institutions like Princeton University, University of Pennsylvania, Eurasian Technological University, National Kazakh Agrarian University  and Camden Community College. 

Dr. Cellucci has been involved in many philanthropic and volunteer pursuits as well. Cellucci served as a Fellow with the Smithsonian Institution's James Smithson society for five years where he was the primary fund raiser for the Smithsonian with a special emphasis on the National Portrait Gallery's American Presidents Collection. Cellucci was involved in securing funds for portraits of two Presidents and First Ladies - President and Mrs. William Jefferson Clinton and President and Mrs. George W. Bush. Cellucci has served as a local volunteer firefighter for over 34 years and was commissioned as an Admiral in the Texas Navy by Governor Rick Perry in 2008. Cellucci served as the Commander of the 3-D ("Detect, Deter and Defend") Security Command Squadron in the State of Texas with the purpose of educating, preparing and organizing civilians across the state to assist in disaster response efforts.

Cellucci earned a PhD in Physical Chemistry from the University of Pennsylvania (1984), an MBA from Rutgers University (1991) and a BS in Chemistry from Fordham University (1980). He has also attended and lectured at executive programs at the Harvard Business School, MIT Sloan School, Kellogg School and others. He also holds the rare distinction of being an Honorary Professor at two major universities in Kazakhstan, as well as the Chairman of the Board of Trustees of two major universities.

The Interview
The Great Conversation (TGC): Why are you participating in The Great Conversation?

Cellucci: I was involved with the Great Conversation several years ago as the first Chief Commercialization Office of the USA. I am so proud of what it has become and honored to speak at this event.

TGC: What have you learned this year?

Cellucci: Company leaders need to understand potential security vulnerabilities and their impact (s) on their organization--and more importantly-- for their customers and stakeholders.

TGC: What is the most successful leadership model you have seen in our industry?

Cellucci: I was privileged to work with several Presidents of the United States and have witnessed, first-hand, several programs where the public and private sectors have joined forces to protect our citizens and property.

TGC: How will cyber threats impact the security ecosystem: (consultants, integrators, and technology vendors)?

Cellucci: Cyber threats are a reality of business and life. They present enormous business opportunities for some—and more requirements for members of the ecosystem.

TGC: Why is Enterprise Risk Management critical to the success of a client?

Cellucci: As President Eisenhower once responded to a reporter who asked him how important plans were. The President responded: “Plans are worthless, but planning is everything”.

TGC: Tell us a little bit about your presentation and why it is important.

Cellucci: There’s a difference between invention, innovation and commercialization. Commercialization yields product and services that increase a firm’s, region’s and/or country’s economic outlook. Innovation drives performance in how we manage people, process and technology. Without a knowledge of technology, innovating your people and processes will be constrained.

TGC: How does culture impact the success of the risk mitigation program?

Cellucci: Culture is everything! There are multiple examples of failed efforts because the culture was inadequate for a risk mitigation program.

Stopping theft in its Tracks with Cloud-based Access Control

Where did my tires go? And who stole them? These were the questions going through management’s head back in 2015, when a tire distribution company lost almost $2 million in inventory. During one incident alone, a former employee, who still had the burglar alarm code and was given a copy of the entrance key, walked into the building and stole $30,000 worth of tires in just seconds. How did he do that? Easy. The tire distribution company used a simple, yet not very secure method for safeguarding the hundreds of locations they have; lock and key. Worse, they had no management controls as to who had keys to which facilities at any given time. The challenge with lock and key was exasperated by the high turnover rate and the lack of standards. 

Given the significant losses, the company hired a Security Manager to focus on securing its buildings and reducing theft.

The Solution

After renewing a variety of different access control systems, the Security Manager chose a cloud-based access control system, Brivo, due to its ease of use and reasonable cost. The solution, Brivo Onair® allows him to access and manage his security system from anywhere, at any time, on any device, all through a single interface. He can now:

• Issue and manage credentials via one interface

• Unlock doors remotely

• Create customized security reports

• Schedule access

• Create access groups

The tire distribution company rolled out Brivo Onair, with mobile credentials, to all 68 of its distribution centers. The company plans to triple its distribution locations over the next 5 years, so scalability also played an important factor in their choice. 

While the Security Manager manages the overall system, individual location managers also have access to the system. He conducts a training for his staff to ensure the technology is being used correctly, including on-boarding of all new employees.

The Results

Without Brivo Onair, the tire distribution company would have no controls or central management of their multi-site physical security. The direct feedback from the security executive:

“If you can control access points to the building, you can manage it. If you can manage it centrally, you have more control, and that was the point of the cloud-based access control system. I have control, visibility, and a log-to-do event reporting. If I want to see who came into the facility at a certain time, I can look at reporting features. It’s a good way to double check things.”

Another benefit that was confirmed was the ability to create groups and special schedules, such as an “openers” group for those employees who are first to enter the facilities. Center managers can run event reports to ensure whereabouts of employees. This helps build trust and accountability within the organization. 

The most meaningful result after the implementation of the cloud-based security platform is the decrease in continued losses. Due to the controls and flexibility available, the Security Manager and his team were able to significantly reduce theft by $1.8M in a single year.

Added Bonus

The tire distribution company now has the capability to integrate with their HR, alarm, and video surveillance systems. This integration will allow the team to manage all 4 of these systems from a single interface, giving the Security Manager even more control over each building’s security, while eliminating any cyber security concerns since the system incorporates strict security measures.

“Once we implemented Brivo, we’ve been able to cut our losses which is huge. I love the ease of operation, the setup is nice, and there’s a lot of integration possibilities which provides a really flexible platform.” 

About the Company

Due to the high-profile nature of the tire distribution center, the name of the company has been protected. The company’s Security Manager manages the security of 68 distribution centers across the country from New England to Hawaii and Alaska. Protecting the products and preventing losses within the company’s facilities is of highest priority.

About Brivo

Brivo is a SaaS company offering physical access control, video surveillance, and mobile credentials for commercial buildings. Currently serving over ten million users, Brivo provides a scalable and centralized security management system to its customers. Brivo is unique in offering both access control and video management in a single cloud-based platform that is available via web browser or mobile applications for anywhere, anytime management and control. Headquartered in Bethesda, MD, Brivo was founded in 1999.  Brivo Onair is a modern unified security platform that combines physical access control and video monitoring. The Brivo Onair solution is built for today’s connected business people. From unlocking doors, to recording surveillance video, to giving access permissions to new employees and contractors, Brivo offers a secure physical access control solution through the cloud. For more information about Brivo, please visit: www.brivo.com. You will be able to join them in a great conversation on March 5-6, 2018. 

Is it Time to Outsource your SOC?

We are seeing a trend for outsourcing security operations centers. But we have not seen an approach to assessing the viability of such a decision or a  "scorecard" for evaluating service vendors in this category.

We were asked to provide some ideas for The Great Conversation in Security that might provoke conversation on March 5 & 6.

The foundation of such a plan starts with SOC's availability. It should be a 24-hour Operations Center. It should be staffed at all times by highly trained security experts, intelligence analysts and surveillance professionals. that can cover an organization and its people around the world.

It should provide global personnel tracking, executive protection services, and emergency response to a wide range of potential client emergencies, including terrorist attacks, natural disasters and medical emergencies. And this team should always be available to the SOC to provide a level of responsiveness and reliability that goes beyond simple monitoring.

Let me give you an example: Within seconds of identifying intruders or unauthorized activity at a client facility, the SOC's Operations Team should be able to give intruders verbal commands through loudspeakers, initiate an audible alarm with strobe lights, contact designated client representatives or escalate the situation to local police authorities. It should leverage its Video-as-a-Service capabilities to leverage the feed to verify the alarm,

It should be able to be a vendor of choice for police authorities so they will prioritize their response over other standard, unverified burglar alarms. And by leveraging the security expertise of its risk leadership, not just an operator, the 24-hour Operations Center, and its highly trained team, should provide the confidence and performance measures that have not been available in the market today. 

What are the benefits?

If you have this foundation in your service level agreement (subject matter expertise, global reach, and technology that can see, hear, and be heard, you can eliminate the need for many of your on-site security guards.

It will provide the measures of performance and the confidence that your business or home will be monitored at all times and protected against break-ins, theft or unauthorized activity. 

Full-time, on-site guards are expensive. Burglar alarms provide no proactive security and because they are unverified and highly prone to false alarms, often result in delayed police response times. Your SOC-as-a-Service solution may address both of these problems. If you can provide just-in-time response through technology you have increased you time-to-value (the responsiveness of your promise to your people). You provide a proactive response that may prevent the full impact of the incident (you might protect a life or asset). And you can increase the response of the first-responder by ensuring they prioritize your alarm (through  proactive monitoring and real-time verification).

Global Guardian Sentry is an operating division of Global Guardian, an established provider of integrated global security solutions for organizations, individuals, and families. Global Guardian’s management team is comprised of veterans and federal law enforcement personnel, including former members of the US Army Special Forces, Delta Force, U.S. Secret Service Special Operations Division, and FBI, representing a level of operational security experience unmatched in the video monitoring industry. You can visit their site here.

Beyond Security: 3 Reasons You Should Consider Adding Visitor Management to Your Site

On the surface, the impetus for adding Visitor Management to a site is obvious: to make it safer by tracking and processing all guests.

Today’s Visitor Management systems secure premises by screening visitors against internal and external watch lists, alerting visitors when their guests arrive and more. Simply put, a Visitor Management system “works” if it keeps unwanted guests out and ensures welcome guests leave when the allotted time is up.

Anything beyond that is a bonus, right?

Fortunately, an investment in a modern Visitor Management solution offers organizations a wealth of additional benefits beyond the main goal of increasing site safety. Consider the following:

1. The records kept by a Visitor Management system can help with complaints, accidents or compliance issues.

Many of today’s Visitor Management systems keep records of each guest who signs in, giving a facility access to this visitor data after the fact. Many organizations use this data to analyze visitor trends or identify pain points in their check-in processes to help speed things up.

However, this data can also be used to help an organization respond to a complaint, deal with the fallout from an accident and more.

Picture the following scenario:

A guest arrives at a site and signs in at 9:30 AM. The guest’s visit ends around lunch. Weeks later, a letter from an attorney arrives, stating that the guest is suffering from serious injuries after a fall in the facility parking lot. The guest claims this fall occurred at 12 PM; however, system visitor logs show that the guest didn’t sign out until 2 PM.

With this valuable visitor data, the facility is able to check its security cameras and see that the guest was, in fact, still on-site when his alleged fall occurred. This allows the facility to provide data- and visual-based evidence to counteract the claim in what would have otherwise been a “take my word for it” situation.

Some Visitor Management systems can also be set up to record compliance information when a guest arrives. This potentially allows a facility to be cleared of any wrongdoing. 

Obviously, the ideal scenario is that a guest’s visit goes smoothly, without falls or waivers. However, it’s always better for a facility to be safe, not sorry; Visitor Management helps provide the data that makes those precautions possible.

2. Visitor Management installations can help discourage incidents before they even occur.

The benefit, discussed above, offers what one could call "after-the-fact protection": an incident occurs, and a Visitor Management system provides valuable information that informs the situation.

However, Visitor Management installations are also effective at preventing incidents from occurring in the first place.

If a guest with bad intentions arrives at a site and is looking to gain access to infiltrate the facility without permission, what would he or she prefer to see: a staffed front entrance with a sign-in system or a notebook and pen left on an unattended desk?

People with bad intentions are far less likely to target a facility that looks like it takes security seriously. Having a Visitor Management stand out as the first thing that a guest sees upon arrival is a great way to send a message that a site takes it's security seriously.

That message will be broadcast to guests and troublemakers alike, giving comfort to the guests and keeping the troublemakers at bay.

3. A Visitor Management installation has a positive impact on a guest’s perception of a facility.

When considering the impact a Visitor Management solution will have on a site, it’s important to think of things from the guest’s perspective.

A sign-in system is often a guest’s first interaction with a site, so a positive first impression is key.

Think about common sign-in systems and what they say about the facility:

●       A loose-leaf piece of paper with a pen and a sign that says “sign in below” says “we don’t really care that you’re here!”

●       An empty desk with a sign that says “please proceed to your destination” says “we don’t care about security!”

However, a Visitor Management solution allows a site to send a professional, welcoming message to all guests.

Having a visible installation shows that a site takes security (and guest safety) seriously. A staffed Visitor Management installation shows the guest that his or her time is valued and makes the guest feel welcome.

A Visitor Management installation is also a good chance to get a brand out in front of a guest for the first time, whether it’s through a logo on the sign-in screen or a short welcome video that plays before the guest can sign-in.

However the system is set up, a good Visitor Management installation is going to leave a positive impression on arriving guests and ensure that each visit starts off on the right foot.

Brady People ID is a leading manufacturer of ID and security products, as well as an industry leader in Visitor Management solutions. To learn more about about their Visitor Management solutions, including expiring visitor badges and enterprise software systems, please visit their website.

A Conversation with Boeing's CSO

We had the opportunity to sit down with Dave Komendat, the vice president and Chief Security Officer (CSO) for The Boeing Company. He leads the Security and Fire Protection organization providing risk management services and standards to protect people, property and information across the company.

Dave first attended The Great Conversation in Security approximately six years ago and was immediately struck with the size and scope of the forum. “It was a surprise”, said Dave. “There was a community of security executives I was unaware of since I had spent most of my time with companies of the same size and scale as Boeing.”

This connection with various size companies proved rewarding. “Mid-size companies have the same challenges or greater as us”, said Dave. “And they have to address them with fewer resources. This leads them to innovation and change.”

Sharing those perspectives and approaches is difficult in any setting. “The Great Conversation is unique in its ability to tap into the challenges that are common to all levels of our profession; mid-level to senior executives”, said Dave. “The dialogue between attendees is promoted through a sense of intimacy and trust. People are engaged. And the facilitation creates an intimate and engaging atmosphere; much like a fireside chat.”

He has also been struck with the diversity in The Great Conversation. One of his past senior managers, Pam Dost, became a speaker and participant with her team and was able to engage and help other women as well.  “There is a diverse group of people from diverse backgrounds interspersed with national and international attendees”, said Dave. “So many different approaches from simple to elegant in design. And you never know who you will sit next to that might inspire an initiative in your own company.”

Dave’s team considers this a training ground for future leaders as well. “They will hear from executives other than myself”, said Dave. “CSOs like Mike Howard, Mike Mason, Steve Harrold and Randy Harrison. How they articulate their strategy will be different. Their approaches to business continuity, insider threat, physical security and technology can help prepare them for leading the next innovations at Boeing.”

Afterwards, the Boeing team will return, compile their notes and make presentations on their learnings to other leaders. “We have great conversations after the main forum as well.”

Another surprise finding in The Great Conversation was how the technology vendors have been prepared to listen intently to the problem statements from the senior executives in the room. “The Great Conversation team has prepared them to act agnostically and provide us insights into how technology can be applied”, said Dave. “And we get to share the good and bad experiences transparently. I don’t want to be on someone else’s learning curve. I need proven returns. This creates the incentive for me to knock on their door instead of the other way around.”

In March 2018, Dave will be sending another team of emerging leaders in risk, resilience and security, for what promises to be another great conversation. “The Great Conversation always seems to deliver insights into the next innovations in our industry and connect us to the people making it happen.”

The Conversations Continue

The Great Conversation in Security is a two-day forum for risk, resilience and security executives and their teams. And, if it rested on that value alone, then it would be considered a success.

However, it would miss the fact that the conversations happen every week of the year, influencing how security executives lead their teams, define their programs and evaluate the technology that will drive innovation and business optimization.

One of the conversations we have been having all year long is around machine learning. Too many, this is one of those interesting subjects that will not have any bearing on their short-term goals. And that would be wrong. Most leaders need a better way to consume, analyze and report on the information they are collecting. The steps they are taking today could optimize the way they begin to “teach the machines” in the future.

And another conversation around Enterprise Risk Management with one of the thought leaders in our industry. Why not set the foundation before you build the house?

The insecurity of security was highlighted in our last conference in March. Real progress has been made since then in identifying the threats, most of which are due to a lack of business process between technology vendors, system integrators, consultants and specifiers. Now we are beginning to shape the thinking around this critical piece to the program so we can provide guidance in the future. Join the conversation on November 15 through this our monthly webinar series.

And why are technology vendors pivoting from application silos to integrated business intelligence architectures? Could we have a razor and blade model beginning to mature? The razors must be able to assure all of us that the blades are so critical that they are willing to attest to their interoperability and their security. Can this be done?

And we have had compelling discussions around leadership, change and a highly leveraged culture of safety and security. One discussion, between the executive leader of security at Nike and a principal with a risk consultancy, was featured in our last webinar. This monthly series continues November through February.

Please feel free to contact our Managing Director, Ron Worman (ron@the-sage-group.com), to share what is “front of mind” for you and your team. By adding to the conversations, you help your colleagues, your industry and your community.