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SECURITY DIRECT O R ASIS International / New York City Chapter Winter 2007 Security risks of doing business away from home
SECURITY DIRECTORA S I S I n t e r n a t i o n a l / N e w Yo r k C i t y C h a p t e r
Winter 2007
Security risks ofdoing business away from home
SECURITY DIRECTORA S I S I n t e r n a t i o n a l / N e w Yo r k C i t y C h a p t e r
ASISNYC
From the Editor’s Desk 2
Chairman’s Message 3
Aviation Security 5
Security Business in China 11
Streetwise Communication 17
Field Report-Winter 2007 21
DataGlyphs 25
People in the News 29
Upcoming Events 32
Advertisers’ Index 32
Design/Art Direction: Don Blauweiss Advertising & Design
ChairmanJimmy Chin, CLSDThe Peninsula Hotel212 [email protected]
Chapter Vice ChairmanLawrence Loesch212 328-0126 or800 810-2083 ext [email protected]
TreasurerFrank A. BisognoSecuritas USA212 [email protected]
SecretaryOksana Farber516-742-7180, ext [email protected]
Sergeant at ArmsLynn S. BrownSecure Access & Digital Systems516 623 7500 office516 384 9447 [email protected]
Elected Officers
Raymond L. Dean, CPPPEI Systems, Inc.718 [email protected]
Patrick W. KellyGlobal Corp. Security Services917 [email protected]
Donald J. McGuire, CPPBank of [email protected]
Wallace F. MillardMillard Associates, LTD718 [email protected]
John C. O'Reilly, CPPGoldman Sachs & Co.212 [email protected]
Charles L. Scholl, CPPChristies917 [email protected]
Joseph A. Spillane, CPP914 [email protected]
Advisory Board
LuncheonReservations
Committee Chairs
ASIS Regional Vice PresidentRegion XVIIJoseph N. Masciocco518 452-3505
CPP Certification and RecertificationTom Detzel, CPP201 [email protected]
Law Enforcement LiaisonPatrick E. Kelleher212 [email protected]
Legislative Council Rep.Joette Faherty212 [email protected]
Membership Co-ChairsBruce DiSanto212 [email protected]
Lynn S. BrownSecure Access & Digital [email protected]
Program Co-ChairsDonald J. McGuire, [email protected]
Keith MulcahyMichael Stapleton Associates212 509-1336, phone914 261-8089, Cellular
PlacementErica D. Barr-Harrison, CPPAims Testing, Inc.631 [email protected]
Security Director MagazineErica D. Barr-Harrison, EditorAims Testing, Inc.631 [email protected]
Security Director AdvertisingDuane D. Pinkney908-277-0070 [email protected]
Senior Members Advisory CouncilJoseph A. Spillane, CPP914 [email protected]
Student AuxiliaryBrian Dooley, CPPBrian T Dooley & Associates [email protected]
Trade Show ChairmanRaymond L. Dean, CPPPEI Systems, Inc.718 [email protected]
Richard Lieberman E-mail: [email protected]: 718 706-3233Cell: 917 921-6300
ASIS InternationalNew York City Chapter
P.O. Box 1514 Wall Street Station New York, NY 10005Email: [email protected]
Website: www.asisnyc.org
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Security this year–increased poten-tials, increased perils.
Happy beginningof 2007!
As you go throughthis winter issue ofSecurity Director,you'll find we’re
looking a little farther off-shore thanusual. There is material from Henry He, a Chinese lawyer who suggeststhat new business opportunities aredeveloping for U.S. security contractcompanies in mainland China. Sincethis fastest growing economy on theplanet does not operate by Americanbusiness models, the potentials for profit also come with perils to avoid orside-step for success. Spend a few min-utes with Henry's article if you foreseeglobal expansion in the future for yourcompany.
If you are already involved in businesson a multi-continent scope, or youhope to work for one of the majormulti-nationals, then review JackMcCann's article concerning aviationsecurity. The issues he’s addressing are“of the minute” and integrate a new setof parameters into overall protectionand security plans for executives and
other corporate assets beyond U.S. borders.
There’s also a chunk of information ondocument security. I hadn’t realized somany advances in paper document security were being developed in the digital age. And paper documents arestill a vital part of business no matterwhat continent you traverse.
In the middle ages, when confidentialdocuments were sealed with sealingwax and entrusted to messengers fordelivery, the sender and recipient hadways to find out if documents wereopened while en route. The sendercould mix belladonna powder in withthe sealing wax. If that wax was heatedto open the seals, then the poisonouspowder vaporized and caused theviewers’ irises to dilate. Once the docu-ments were resealed, it was hard to tellif security had been breached. However,once messengers delivered the docu-ments to the proper recipient, he’dbring the messengers into strong light.If their irises couldn’t close down, heknew treachery was afoot.
Today, you may want to add ‘glyph’ technology to your arsenal of docu-ment security measures. The primerbegins on page 25.
SECURITY 2007 is a short time away,
on Tuesday May 16th. This year, we are joining forces with IFMA’s GreaterNY Chapter for a joint show. Facilitiesmanagers and security managers arenot always on the same page. So, weare “theme-ing” the project: AligningFacilities and Security Management.More in the Journal/Show issue of the magazine… Call me with any suggestions!
If you haven’t yet joined us at the newmonthly meeting/luncheon location,The University Club, on the northwestcorner of 54th Street and Fifth Avenue,you are missing a special experience.The room is sophisticated; worthy ofyour clients, and the amenities such asclear PA system and high-power videopresentation equipment, make a plea-surable and productive event.
We are also updating our website sothat short articles or commentary will have a “home” on a special NYCChapter webpage. Share quick opin-ions, address hot topics, and pose questions for experts.
We still need your help with the maga-zine! Your articles are vital to us. Letme know what you want to share inprint. You are the lifeblood that keepsus on the cutting edge!
Best to you all, Erica
F r o m T h e E d i t o r ’ s D e s k
On June 19, 2006, our NYC Chapterproudly hosted the highly informativeand provocative “Masters of Coun-terterror” seminar. The seminar high-lighted the success of the LawEnforcement Exchange Program, aka“LEEP”. At that time a SecurityExchange Program, “SEP” was alsobeing developed for private sectorsecurity leaders through the collabora-tive effort of ASIS International andJINSA (Jewish Institute for NationalSecurity Affairs). JINSA is a reputableand effective organization of Americans,
Jews and non-Jews, whose commoninterests are security of this greathomeland of ours. This ground-breakingprogram is planned to be like no otherIsrael-security-experience program.
For those in top security functions orsecurity leaders responsible for thesafety and security of critical infra-structures, we strongly encourage you to consider participation. The 5 or 7 day trip will be at-cost, plus acontribution to help to underwrite thesuccessful LEEP program, which hasprovided a superlative educational
experience for over 7000 public sectorcolleagues.
The first SEP will be traveling to Israelon Sunday, February 25, 2007, throughThursday, March 1, with an optionaltwo day sightseeing program untilSaturday, March 3 2007. If you areinterested, please contact Jack Lichten-stein, Director of Government Affairs& Public Policy, at ASIS Internationalheadquarters in Alexandria, Virginia,at jlichtenstein@ asisonline.org or ourNYC Chapter Secretary, Oksana Farber,LELC, at [email protected].
THE SECURITY EXCHANGE PROGRAM (SEP)HAS BEEN LAUNCHED!
By Oksana Farber
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Dear Friends andColleagues:
It is a distincthonor and privi-lege to serve you asASIS InternationalNYC ChapterChair for 2007.My commitmentduring this tenure
will be to focus on you, our worthymembers, through enhanced memberservices and values. With your genuine interestand continuing support, I am certainthat the exciting initiatives we haveplanned for membership and outlinedbelow, will come to fruition.
If you attended our January luncheon,I provided an agenda that noted several immediate changes. First, weselected the beautiful University Clubas our new venue. This was done toreflect the professionalism and dedi-cation that each of you bring to ourindustry. Next, when members andguests arrived at the luncheon, eitherI or a board member personally greetedeveryone. It was inspiring to see thelarge numbers who attended our first2007 luncheon. I would like to extendmy sincere gratitude for your continu-ing support to our chapter.
For those who were unable to attend,we will post past luncheon informationand photos on our website to keepyou informed and updated. However,the fun is in actually being there, inperson, for the outstanding network-ing and educational experiences.
Check the website for future luncheoninformation and photos from pastluncheons. However, the fun is inbeing there for the outstanding net-working and educational experiences.We have already scheduled a full roster of guest speakers for upcomingluncheons, presenting topics of signif-icant interest to our membership. TheUniversity Club facility allows visualpresentations and a better qualitypublic address system. You will enjoy
more dynamic, informative and exciting presentations. For memberswho are CPPs, recertification creditswill be given for attendance at the endof each luncheon. Objective: attract allof our CPP members to luncheons inaddition to our loyal regulars.
An outline of the initiatives includes:
• Mentoring the spirit of volunteerismthrough effective communication to members, encouraging proactiveinvolvement.
• Encouraging and soliciting membersto volunteer and serve our Chapter.Whatever time you can contributemakes all the difference. “Give back”through service.
• Our most valued volunteers andveteran members will be identifiedwith special badges. If you need assistance or have an inquiry, you can readily find them.
• Organizing and encouraging study groups aimed at program certifications.
• Building strong public relationswith the media to support Chapterevents.
• Identifying subject experts amongour Chapter members to addressevents/issues or have an opportunityto volunteer to make presentations atchapter luncheons.
• Maximizing the potential of ourChapter website so we continue tokeep our members updated on theinformation highway.
• Publishing articles written by members on the website so that allmembers can read them on-line.
• Listening to all of your suggestionsand work to make improvementsaccordingly.
• Continuing to support of our Trade Show.
• Initiating the new Think Tank Committee (TTC), a select group ofmembers I recruited to assist me with
our new initiatives and programs.Please feel free to contact any TTCmember if you have suggestions orideas to share. They wear specialbadges at our luncheons and they will be identified on the website.
Your input is essential to our Chapter.I want you to know that we are listen-ing. Positive as well as critical commentsare important. The input allows us toimprove and grow the membership aswe continue to be the most active andsuccessful of all chapters.
If you wish to reach me directly,please feel free to contact me [email protected].
I would also like to extend a specialthanks to the new board members andthe other active volunteer members, all of whom have provided me withmuch quality assistance through theirhard work efforts.
I look forward to an exciting and out-standing year with your cooperationand support.
—Jimmy Chin
CHAIRMAN’S MESSAGE
RESERVE TUESDAY,
MAY 15, 2007The Jacob Javits Center
This year ASIS International’sNYC Chapter and
IFMA’s Greater NY Chaptercombine forces for a
JOINT EXPOSITION and TRADE SHOW:
“Aligning Facilities and Security Management”
Visit over 300 exhibits and attend a special seminar program
For details, to reserve booths, and to register, visit our website:
www.asisnyc.org
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5
By John McCann
hile providing services toAmerican companies in
Athens, Greece during the 2004Olympics, representatives of the Beijing2008 Olympic Committee contactedme. They expressed interest in my services as a security consultant fortheir upcoming Olympic Games.
Michael McCann, (no relation) formerChief of Security and Safety for theUnited Nations and a retired rankingofficer with the New York City PoliceDepartment (NYPD), was co-commanderof our full-time Command Center atthe Games. During my 27-year careerwith NYPD, I’d worked closely withMichael. Our relationship continuedduring his career with the UN (in NewYork) and we continue to work jointlyon many security projects.
From our experience, aviation securitywas a critical component of the 2004Athens Olympics. It was apparent thataviation security was a growing concern
and required additional attentionbeyond what happened at airports orwhen executives travel to and from airports. Issues were going beyondplane security and arranging for flights.
At the conclusion of the 2004 OlympicGames, Michael and I met with numer-ous professionals in the aviation fieldincluding two notable experts: a formerFederal Aviation Administration (FAA)administrator and John Goglia a formerDirector of the National TransportationSafety Board (NTSB). We agreed thatthere was a gap in the security programsthat many organizations have in place;they are vulnerable when it comes toaviation safety and security.
We began formulating a comprehensiveaviation safety and security packagethat would useful to corporations. The objective: provide clients with the means to respond effectively inthe event aviation crises affect their executives, crew or planes.
In February 2006, at the invitation ofthe 2008 Beijing Olympic Committee,a team consisting of myself, Mike
McCann, and John Goglia, visited Beijing, China and met with a numberof government representatives. All the aspects of aviation security for theupcoming games were major issues ofconcern. We conducted briefings andtraining for high-level Beijing CapitolAirport personnel. As consultants, we were setting in motion a game planto help our client mitigate potential problems in advance.
But, to drive home the importance ofexamining and enhancing corporateaviation safety and security plans, allthat is required is to focus on a tragicaccident that occurred in Brazil involv-ing an American corporate aviationcompany this last fall. The subsequentactions by the Brazilian governmentand press coverage of the incidentunderscore the ramifications for
W
AVIATION SECURITY FROM A NEW VANTAGE POINT
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American corporations in theevent of an aviation crisis.
On September 29, 2006, atapproximately 4:57 pm, BST, amidair collision occurred over the Brazilian Amazon jungle,between a Boeing 737-800 operatedby Gol Airlines of Brazil and an Embraer (EMB) Legacy 600business jet owned and operatedby ExcelAire of Long Island, NewYork. The accident investigation is being conducted under theauthority of the Brazilian Aero-nautical Accident Prevention andInvestigation Center (DIPAA).Under the provisions of ICAOAnnex 13, the United StatesNational Transportation SafetyBoard and a team of technicaladvisors are assisting the DIPAA.
The corporate-type aircraft, theEMB Legacy, was on its maidenvoyage, en route from San Josedos Campos, Brazil with an en routestop in Manaus before continuing on tothe U.S. After takeoff, the crew of theEMB Legacy was issued a number ofinterim altitudes by air traffic controlduring the climb and was eventuallycleared to proceed on course at 37,000.The Boeing 737 was en route fromManaus to Brasilia at 37,000 feet atapproximately the same time. Therespective routes of flight were inopposition.
When the EMB Legacy was about 30miles north-northwest of a prominentnavigation point, the altitude transpon-der was no longer being received byair traffic control radar. A transponderreports an accurate indication of theairplane's altitude. Additionally, thetransponder is a required componentfor the operation of Traffic CollisionAvoidance System.
About 10 minutes prior to the collision,the crew of the EMB Legacy mademore than 20 radio calls in an attemptto establish radio contact. The crew did not receive any response and thein-flight collision with the Boeing 737occurred shortly thereafter. The Boeing
737 was destroyed by in-flight breakupand impact forces and all 154 occupantswere fatally injured. The EMB Legacysustained damage to the left wing andleft horizontal stabilizer, however thecrew was able to maintain control andsuccessfully execute an emergencylanding at the Cachimbo Air Base,approximately 100 miles northwest ofthe collision site. There were noinjuries to the five passengers.
Approximately 18 hours after the accident, the EMB Legacy flight crewwas detained as part of the accidentinvestigation. Unlike the accidentinvestigation procedures of the U.S.and the National Transportation SafetyBoard, the Brazilian authorities confis-cated the pilots’ passports and chargedthem as criminals under Brazilian lawwith “endangering air safety.”
This flight crew remained in Braziliancustody for 70 days before beingallowed to return to the United States.Although they were not arrested, theirpassports were confiscated by theBrazilian authorities. In essence theywere prisoners in their hotel, unable toleave the country even as passengerson a commercial jet.
One of the loudest voices thatassisted in a publicity effort toforce the Brazilian authorities torelease the passports and let thesemen come home was Peter King,Congressman, from Long Island.King responded to an outcry fromfriends and relatives of the execu-tives who were passengers on theEMB Legacy. Eventually, the twopilots had their passports returnedto them but the flight crews’ troublesare not over. The investigation iscontinuing.
It is important to note that in theUnited States alone we have morethat 1800 accidents a year and in excess of 10,000 other events[incidents] involving aircraft.Worldwide accident numbers aremuch higher than in the U.S. andincident numbers are huge.
Unlike our approach, in mostcountries around the world
these types of events are often treated as crimes. This means that executivescan be detained indefinitely and corporate assets (jets) can be confiscatedor impounded for the full length ofproceedings. This is very different thandealing within the American justicesystem.
The intent of the program we developedwas to facilitate a strategic partnershipbetween a corporation’s aviationdepartment, corporate security depart-ment, CFO and risk management executives. The goal: to establish acomprehensive global aviation securityprogram for corporate clients that canactually meet real-world needs.
The corporation’s tangible assets maybe the aircraft and onboard cargo. Even more important are the corporateexecutives, any accompanying passen-gers, and the aircraft crew. Generally,the executive protection team and corporate security executives institutea comprehensive security program forthe CEO. Until now, accompanyingindividuals and the aircraft itself maynot have been included in securityresponse plans.
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Fractional ownership or contractingaircraft does not seem to eliminate anyof the vulnerabilities. Third party orga-nizations owning or leasing airplaneshave limited coverage. Their programsare unlikely to meet the world-wideneeds of major corporate clients. Andtheir plans, as we’ve seen, may notcover the pilots they contract to fly.
In some past instances, even when thepilot’s passport has been confiscated,the co-pilot could continue the trip, hiring another co-pilot for the balance ofthe excursion. However, if the Brazilianmodel ensues and both original pilotsare detained, then what is the gameplan for the grounded executives?Especially problematic situations occurif the grounding occurs in cities wherethe corporation does not normallyoperate and does not have trustedpeople in the vicinity.
In the unfortunate event of an aviationcrisis, major corporations need a planto answer these questions: How do werecover from the potential for negativepublicity? Handle the potential depreciation of company stock value?Respond to decreased employeemorale? Afford the potential for insur-ance claims and ensuing litigation?
Recover the aircraft and cargo? Conduct a non-biased investigationinto the cause of the incident?
The epitome of these thought provok-ing questions: Can the corporation survive a damaged image resultingfrom a poorly handled aviation crisis?
Our corporate securitydirector colleagues allknow the fundamen-tals of establishingand maintaining anExecutive ProtectionProgram. They haveworked with the cor-porate risk managerson contingency planssuch as Kidnap andRansom Programs,Key Personnel Busi-ness Interruption, andBusiness Continuity.They have dealt withthe CFO of theircompanies closelyregarding IRS regula-tions as well as the travel department,which coordinates their executive business travel. They have even includedthe top-level executive who deals with ramifications of the SarbanesOxley Act.
Now, the usually independent corpo-rate aviation department must be inte-grated into the program. In the past,corporate aviation knowledge was notconsidered an essential skill for corpo-rate security executives. To respond
to a corporateaviation crisis,cooperationbetween theDirector of Cor-porate Aviationand the Directorof CorporateSecurity is nowa necessity.
Once the lines ofcommunicationare establishedinternally, theability to share
the knowledge and resources necessaryto handle an aviation crisis will be evident.
The first step in developing an effectiveaviation response plan is evaluatingthe corporation’s current ExecutiveProtection Program. The next step
includes expand-ing the programto include awider array ofrisk abatementstrategies for aviation-relatedevents involving:Executives, passengers, crew,aircraft, litigationexposure, and corporatereputation.
One major obstacle todeveloping anappropriate avia-tion response
plan is funding. A comprehensive aviation plan cannot be instituted with-out appropriate monetary allocations.Whether the company has a dedicatedcorporate aviation department or relieson “fractionalization,” this issuerequires attention.
With the beginning of the new year,what better time to examine the feasi-bility of your corporation establishingan in-house program and maintainingit, or outsourcing the program and itsimplementation. If your executives areflying outside the U.S. then a compre-hensive plan is a daily concern, not tobe ignored.
John P. McCann is a retired first gradeDetective from the NYPD and was one ofthe original members of the Hostage Nego-tiation Team. He is a past President ofNLEA, has served on numerous commit-tees with the IACP, and is a member ofOSAC. He has provided security servicesworldwide for major international events,including the 1984 Los Angeles Olympics,the 1992 Barcelona Olympics, Times NewsTour 1995, the Papal visit to New YorkCity 1995, the 1996 Atlanta Olympics, the2002 Salt Lake City Olympics, and the2004 Athens Olympics. He is a member ofASIS International’s NYC Chapter andcan be reached at McCann Enterprises byphone: 212-875-0010, fax: 212-875-0054or e-mail at: [email protected]
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ust before Christmas, on theDecember 23, 2006 "Car Talk", a
syndicated radio program that Tom andRay Magliozzi, (the “Tappet Brothers”)do for National Public Radio, the twoopened with remarks translated for news-paper press releases by 14 year-old Chinese students. The youngsters hadbeen hired by the Chinese governmentduring the recent auto show in China.The objective: to get the word out to thepress about some American products makinginroads in their country. The materialdescribed American car brands that arenow sought after by Chinese citizens. Thefollowing is directly from the Car Talkwebsite, courtesy of Automotive News:
“It looks as if General Motors' mar-keters failed to reach China in time tobrief at least one Beijing-basedreporter on core brand characteristics.
In a special English-language editionfor the Beijing auto show last week,the Beijing Daily had these unusualtakes on some GM brands.
“In North America, the Buick is thesymbol of middle-aged people whohave had a successful career andcocaine-snorting kids.” …. The paperhad this to say about GM’s premiumbrand: “Cadillac is a name that is synonymous with quality and luxury
for most people. For others it’s a namesynonymous with arrogance, greedand tiny genitalia.”
It was never clear whether these misinterpretations that ended up inprint were intentional, but the resultsmade the radio show’s audience andthe hosts laugh out loud.
Doing business in China may be slatedfor more than just automakers and
textile firms. It is most likely going to be an expansion target for UnitedStates security firms during the nextdecade. So, when we heard from HenryHe, a Chinese lawyer, suggesting thatAmerican security firms definitelyconsider the China market, we had
some questions about how exactlybusiness models and proceduresmight translate. It is more thanlanguage differences. Below are someof Henry’s comments that might beworth considering if your company is contemplating this giant step.
“According to statistics from Chinesesecurity services industry authorities,China’s security services businessesemployed 4 million people at the end
of 2005. Many of these,unfortunately, lack theproper training. Therehas been about a 30percent annual growthrate for security ser-vices and products inrecent years in China.However, the currentsecurity system doesnot fit the fast changingsituation, lacking thenecessary equipmentand knowledge to
keep up. From my own experience asa police officer and an attorney-at-lawin Beijing, I have personally observedthe high overturn rate and little development of their managementsystems that Chinese security servicecompanies suffer.
WILL MORE AMERICAN SECURITY COMPANIES DO BUSINESS IN CHINA THIS YEAR?EXACTLY HOW WILL THAT TRANSLATE?
J
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One of the largest untapped Chinesemarkets by international companies,the Chinese security services market,is going to open by the end of 2007,according to China’s WTO commit-ment. Though many internationalcompanies already sell their securityproducts in China, the security servicemarket, such as private investigation,security guards, response services,and cash services, have not yet beenallowed to enter the market.
China has had a fast developing economy within the last 27 years.However, this has been accompaniedby a worsening security environmentand crime rate. According to a recentsurvey, one of the top complaints inmany Chinese cities is security issues.Consequently, there is a great andincreasing demand for reliable, tailor-made security services in China by
people such as the newly rich andthose in communities who, althoughthey pay a security fee, still are robbedthrough their barred windows. Theywelcome the opportunity to live amore secure life, an opportunity thatinternational security companiescould provide. As well, more than 500000 international and joint venturecompanies and millions of local Chinese organizations are looking for various security services, such as corporate investigations, accesscontrol, and security training programs,
from reliable and prestigious interna-tional companies. Many local Chinesegovernments also have issued bylawsto encourage security companies toengage in the services market due to being short handed of police anddramatically increased security needs.
Less than 2 years from now duringthe 2008 Olympics in Beijing, Chinawill be a golden time for the securitybusiness. Many international compa-nies have already visited China look-ing for opportunities, and some ofthem are already taking further actionin anticipation of the opening of themarket. For instance, Tyco has signedan agreement with a local Chinesecompany in order to bring its ADTalarm monitoring and response servicesto China. Pinkerton, subsidiary ofSecuritas Inc., has set up four officesin China.
…Many international companies failin the Chinese market, not becausethey don’t offer high quality servicesand/or products, but because theythink that the main differencebetween Chinese people and them is language, which usually leads toserious trouble during business operations in China. Internationalcompanies would achieve more success if they understood that Chinahas a totally different legal system,different culture, and different
business practices, including govern-ment playing a different role in thebusiness field. Currently the Chinesegovernment monopolizes the business,and even after it opens to internationalcompanies, some business services,such as the armed security service andcash service may still be under strictcontrol by the government, accordingto Chinese security services businessauthorities. The Chinese governmenttakes into consideration financial benefits and social risks (includingpolitical issues).
Conducting certain security servicesbusiness activities will be difficult inChina due to limitations by the currentlaw, unless China issues new laws andregulations to regulate the securityservices industry. However, the goodnews is that new laws are slated to beissued soon according to Mr. Wenxi
Liu, the Security ServicesDivision Director within thePublic Order and SecurityDepartment at the Ministryof Public Security of China.
International companiesmay also face great chal-lenges when they try toobtain business from localChinese state owned com-panies and local govern-ments. In theory, the Chinese central and localgovernments can give alltheir business to Chinesestate owned security ser-vices companies, and thereis no law against it, makingfor potential unfair competi-tion. Also, some Americanlaws may put Americancompanies in a disadvanta-
geous position to do business in theChinese markets, for instance, the Foreign Corrupt Practices Act (FCPA).
How do you overcome disadvantageslike these? First, focus on niche markets.In order to penetrate into the Chinesemarket effectively and efficiently,international security services can focuson offering their specialized servicesto other international companies,organizations, and individuals, as wellas private Chinese companies at thevery beginning. Then they can expand
14
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their business to local Chinese state-owned companies and local govern-ment companies after overcoming thelearning curve, cultural shock, andlegal issues, and especially after setting up brand name awareness.
Second, hire professionals and localemployees to assist your company to run your business in the Chinesemarket. International managers do nothave to immerse themselves in Chineseculture in order to run a business successfully. However, they do need
to recognize that up to 80% of interna-tional companies that failed in theirbusiness in China were unsuccessfulbecause of cultural conflict. By hiringtrusted local employees and consul-tants, international companies canovercome these cultural conflicts, as well as gain a valuable network,making it easier to penetrate into the market.
This leads us to the much talkedabout issue of “Guan Xi” or backdoor-relations. It seems at times that“Guan Xi” works much better thanthe law in China. One reason isbecause of the lack of practical detailin Chinese laws. In order to meet therapidly changing situation of China,
many Chinese laws and regulationsare more flexible and avoid going intogreat detail. Perhaps this is a necessarystep for any country during a rapidlychanging phase. Laws and regulationswith too much detail cannot meet theneeds of a rapidly changing environ-ment. However, this does not meaninternational companies should takeany legal issues for granted (despitecomplaints of lack of transparency). It is not worth your while to cross theline from a legal and business point of
view, especially because the Chinesegovernment has announced a crack-down on the corruption that resultsfrom these relations.
The differences in accountingapproaches between China and theU.S. may make what seems “prof-itable” not always so profitable. Forexample, in China it is difficult towrite-off bad receivables. Despite thechallenges of the differing systems,last year the Chinese authorities andmedia complained that many interna-tional companies reported they lostmoney for running business in China,yet at the same time those companiescontinued to invest in large amounts.The Chinese taxation authorises suspect some international companies
actually take advantage of the Chinese accounting approach to avoidpaying the tax they should pay.
Every international company consid-ering doing business in China shouldtake these factors into consideration.However, the security service (andrelated products) is still consideredone of the most profitable industriesin China, despite these barriers. Thefact that most Chinese favour foreignover domestic brands, due to reputa-tion, gives international companies an
advantage. Factor in thelower labour and busi-ness running costs inChina and you have awinning combination.Though running a busi-ness has risks in China,most American compa-nies still earn benefitsand have a positive outlook for thefuture. Early this yearthe then Minister-Coun-sellor for CommercialAffairs at the U.S.Embassy in Beijing, Mr.Craig Allen, said, “I’mvery optimistic aboutthe future of Americancompanies in China.Already we have seentremendous growth andI can see tremendousgrowth continuing.”Whatever section of
the security service industry yourcompany specializes in, by makingsure that it effectively enters the Chinese security services market you can penetrate a promising newmarket and stay a step ahead ofyour competition.”
For more information on doing businessin China, consider contacting Zhen He(Henry), who is an international businessconsultant, Chinese lawyer and economistwho holds an American MBA and was aformer Police Officer in Beijing. Henryhas been working in the legal and businessservice industry for more than 10 years.His Canadian-based consulting firm canbe reached at: [email protected] 001-519-212-3022.
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ecurity personnel areexpected to communicate
clearly, politely and professionally.Sounds simple enough. Yet, ‘opera-tionally speaking,’ it may be trickierthan you would think.
How can we communicate with othersto maximize positive perceptions?How do we go about educating ourstaff, sharing useful insights but notboring or offending them? With thisin mind, I offer the following accountto consider:
I was a rookie police officer sitting ina Brooklyn Criminal Court witnessbox for the first time. It was a criminalcase and I was feeling alone andapprehensive. The matter involved a late night, drive-by shooting which I had personally observed. I clearlyrecalled seeing an extended arm with-in a heavy white woolen sweaterpointing out of the driver’s side window of a white sedan and the subsequent visual and audio indicatorsof gunfire. Supporting my impressionwas the sight of the falling body of ashooting victim. An ensuing vehiclechase ended at the foot of a Brooklynpier.
The weapon, never recovered, hadbeen more then likely disposed of bythe perpetrator tossing the gun intothe water. Under questioning by thedefense, there came a point where Iwas asked what I saw. Specifically, the
question posed to me was: “Officer,what did it look like?” Having neverwitnessed gunfire in the street before,I answered the query truthfully.Ridiculously truthfully! “It looked like fire crackers”. The judge slammedhis gavel and announced firmly in an authoritative voice: “CASE DISMISSED”. My initial thoughtswere that the case had to have been“in the bag” all the way. How could it be possible that the defense and the judge were not in bed together?After all, did I not see the shooting?
Disgusted, I returned to the precinctand conveyed what had transpired inthe courtroom to a seasoned veteranofficer, who by the way eventuallyattained the rank of Captain. The veteran, after being apprised of thefacts, had one question for me: “Whythe hell did you say firecrackers?” I, who you must understand, neveractually saw the gun in the hand ofthe shooter due to the darkness ofnight, answered almost apologetically,
“Because that is what appeared like tome.” The veteran raised an eyebrowafter hearing my answer. Looking atme as if in pain, he asked: “Could ithave appeared to you to look like themuzzle blasts of a gun?” Ever thequick learner, I immediately saw theerror of my ways. I weakly nodded inthe affirmative. “Well then why didn’tyou say it appeared like muzzle blastsinstead of fire crackers?” I felt foolish
but I got the point. Looking back allthese years later I have one questionof my own.
Why didn’t this experienced person oranyone for that matter, educate andprepare me prior to the court appear-ance in the first place?
The above experience stuck with me. I grew determined to prevent a recur-rence of such embarrassment. Timepassed, my confidence grew and Ibecame adept at fielding questions. Idevised ways to play off accusatorytones. I relished answering questionsthat came my way cloaked withinhistrionic trimmings. I came to entercourtrooms prepared for every sarcasticversion of:
“Why did you…” “How could you…”“Why didn’t you…”“How can you…”“You mean you didn’t…”“Who authorized you…”I came to realize that I was masteringsuch give-and-take sessions when I, as a detective, began spending lessand less time answering questions of a criminal, civil or administrativenature. Supervisory queries becameno problem for me. Even the occasionaldomestic grilling was quite manage-able. In short, I’d perfected what Inow refer to in a general way as projecting a positive perception.
By Anthony Celano
STREETWISE COMMUNICATIONMEANS
APPROPRIATE ARTICULATION
S
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I created and developed “Streetwise Communication”as a tool to instruct others in the art of communicatingin pressure situations. Streetwise Communication ismy signature course, and I created several customizedtraining programs to deliver the information for customer service, supervision, sexual harassment,corporate professionalism, problem solving, integrityand other areas.
Security personnel are routinely required to jugglepeople involved in trying to gain unauthorizedaccess and those in the workplace still addressingunresolved conflicts from elsewhere. They are sup-posed to have an answer to every dilemma; they aresupposed to field the problems that come their way,frequently without prior notice.
It would seem a safe assumption that many securitystaff could use a degree of assistance and improvedskills when coping with difficult customer servicerelated situations. Such relief can come in the form of innovative training.
There are specific factors that contribute to poor customer service ratings. Many times you can unmaskone real culprit as the inability to navigate the corpo-rate environment with appropriate communicationskills. This holds true for both client-contractor andsupervisor-subordinate interactions. While clientsand supervisors may complain of poor performance,is their lament in some way at least a communicationshortcoming?
Any weakness in communication is a weakness inservice and an open invitation to friction, the samefriction that can lead to physical altercations, com-plaints and litigation.
If we were to ask professionals what they considerthe ingredients that lead to a positive corporate interaction we would likely hear 3 words: courtesy,respect and professionalism. These old chestnutsshould be viewed as the first building blocks. Thenadditional skills can be taught and honed with cutting-edge training. The objective is alwayscommunication effectiveness.
Anthony Celano is CEO of Full Security,Inc. at 1285 Avenue of the Americas, 35th Floor, New York, NY 10019. He haspresented training for Fortune 500 clientsand security firms serving the managementof high-profile facilities. Anthony, a member
of ASIS International’s New York City Chapter and retiredNYPD Detective Squad Commander, holds an MA fromLIU and BA from St. Francis College. He sits on severalboards including Gotham City Foundation, and was arecipient of the Guardian Angels Citizen of Merit Award.Anthony can be reached at: 212-554-4000, fax 212-554-4167or by email at: [email protected]
A FEW COMMUNICATIONTIPS:DON’T TELEGRAPH:
Experts are questioning the competency of boxerswhen they accuse them of telegraphing their blows. A good fighter will anticipate the next punch cominghis way. A superior one will lay the groundwork tomake that punch come his way so he can mitigate itand use it to his advantage. It is no different when weare in the ring and throwing words instead of fists.Once we comprehend the anticipated [unfavorable]response that our adversary expects, we can circumventthe potential for a negative outcome.
NEVER TAKE THE BAIT
There is no mystery that certain unsavory elementswith questionable motives will intentionally provokeothers to gain favorable payoffs through litigation. Ifwe do not respond as anticipated, those with the ques-tionable motives are less likely to take the cash home…
SET A GOOD EXAMPLE
Those whose actions are setting good examples arecommunicating a message that furthers good morale,enhances confidence, teaches technique and instills pride.
CHOOSE A NON-ALIENATING TONE ANDVOCABULARY
Common, everyday words, when used in certain contextsand tones, can be every bit as alienating as specificallychosen invectives intended to insult or harm.
YOUR BODY LANGUAGE SPEAKS FOR ITSELF
Every physical action, expression or habit can send anuntended message. It takes control and thought on ourpart to minimize the probability that others perceive usas putting them down or seeing them as unimportant.All of us have been in the presence of someone whodismissed us without ever saying a word.
It is a wise investment to properly train our peopleprior to putting them in situations where their deficienciescost us. When they are not prepared to interact withthe public at its worst, then the net results can provecostly in terms of reputation and money. From a management standpoint, it’s much nicer to hear from clients how well our employees handled things.‘Operationally speaking’ we can help security personnelavoid failure and live up to all our expectations by providing training that fosters positive perceptions.
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E-mail your work history or resumè in confidence to:[email protected] Fax to: Charles at 718 937-0597
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LANDING ON TARGET
“Hey Rick, thought you might beinterested in this!” So began a phonecall from Mather Hospital’s BoardChairman, Kenneth Jacoppi Esq. (Ken is one of the few people who still calls me Rick, a nickname fromdecades ago.) I knew that if Ken wastaking the time from his busy scheduleto call, there was a message not to be missed. He’d just returned from aconference on lessons learned fromHurricane Katrina for medical/hospital administrators.
It turns out that few employees at thedevastated hospital in New Orleansknew the coordinates for the helipadat the hospital itself. Normally, theinformation would be useful to emer-gency medical teams, the Medi-Vacpilots, and security personnel who hadto supervise the area. But it wasn’tgeneral knowledge. So in Katrina’swake, it wasn’t easy to share that crucial bit of information with OEMand FEMA personnel who wanted touse helicopters to deliver drinkingwater and regular supplies via the airroute available to the isolated healthcare facility. This created unnecessarydelays for stranded professionals whowere now serving an overwhelmingand unwieldy number of people.
You can bet that the coordinates forthe helipad at Port Jefferson’s John T.Mather Memorial Hospital are nowwell known by staff in a multitude of
departments and clearly posted whereemergency lighting makes them legibleeven in trying situations.
As the security professionals for yourorganization, consider ensuring thateveryone knows or can easily find the coordinates for your own heli-pad or one nearby. It would be a greatopportunity to review safety precau-tions such as never approaching ahelicopter from the rear and movingtoward a chopper from downgradecoming upwards, so you are in thepilot’s view …and keeping low duringall movements! These instructions are not in your average site securitymanual unless you use a helipad on a regular basis. But today’s criticalincidents rarely come in forms weexpect. And this simple importantinformation might save lives or makeSIP more tolerable in emergency situations.
SIP UPDATE
Speaking about SIP, those who readthe article: “5,000,000 Reasons…” inthe last Security Director know that my feeling is Shelter in Place (SIP) is a‘hard sell’ to occupants in most NYChigh-rises. Their memory of 9/11 andexperience in the blackout a few yearsago creates a tough mindset to over-come. So it was with interest to findan article focused on SIP in the lastSecurity Management magazine fromheadquarters. The authors suggestedthat when occupants were trained
about SIP statistics went from 75%saying they would leave the buildingin an emergency situation, to 15% saying they planned to do so.
Perhaps if the actual incident were a release of Saran gas in the subway station near the facility, occupantsmight consider SIP. That response isbased on the gas becoming less lethalas the concentration diminishes withelevation dissipating high above theinitial release point.
The Security Management article notwithstanding the jury is probably stillout on SIP compliance in New YorkCity. Accurate information about whatthe threat really is and calm, clearcommunication between you and thepeople you protect will be key ineffectively managing any of thesepotential crises.
WIND UP AND GO
Among the Christmas presents thislast December was a bright yellowflashlight that “winds up” with acrank handle. It produces a reasonablelight beam with LED’s; it tunes inlocal radio stations and makes analarm siren-like noise when pressed.There is even a cell-phone chargerwith adaptors for several differentphones (though not the newest models.)
Technology has gotten to a pointwhere this light-weight product isworth considering for roving officers
FIELD REPORTWINTER 2007
By Erica D. Harrison, CPP
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and personnel at fixed posts in commercial buildings, as well as for theglove compartments in loved-ones cars.
The multi-purpose flashlights takesonly a few cranks to give light for areasonable time and the units areavailable under various brands. Theycan probably be quite reasonable inquantity. The “no batteries required”and “no charging required” featuresare significant improvements for any-one outfitting security personnel andhaving to count on them to be readyfor every situation that arises. Ofcourse, how you keep the flashlightson-premises and not ‘walking’ willtake some monitoring and diligenceall its own.
L.U.N.A.R. Module
Fire Chief Vinny Tunkel is fit, profes-sional and representative of firefightersyou encounter in our 100-memberMiller Place Fire Department. No oneever anticipates Chief Tunkel will bein a situation where he needs help. He’sthe guy you expect to save others.
When Chief Tunkel ran a “Mayday”drill for our fire department this fall,he reminded everyone that firefightersget killed because they don’t seethemselves as vulnerable. They don’task for help when it is essential. Their
pride gets in the way. Tunkel rein-forced the importance of asking forassistance as soon as you need it, soeveryone goes home [alive].
When he wrote a review of the MillerPlace drill, he also described a maydaydrill he participated in while in Maryland.
“The props were supposed to surpriseyou as well as make you feel some-what uncomfortable. When I did thisdrill in Baltimore, I remember howuncomfortable I was in the trap box. I remember the trap being closedbehind me, being kind of crunchedand not able to move. My breathingpicked up and I was thinking, “I wantout now!” But I also remembered myair management technique of con-trolled breathing. First I tried to settledown (because I realized my bodywas tense), then I slowed my breathing,then I called the mayday. When I wasdone I thought about what it might be like to be in a real collapse, waiting
for hours in that type of positionfor the RIT team to get me out.Tough Stuff!”
Part of the mayday procedurerequires the trapped firefighters togive incident command a LUNARmessage via their radios. In thiscase, LUNAR has nothing to dowith the moon. It stands for Location, Unit, Name, Air [left],and Resources Needed.
The firefighters participating in theMiller Place drill were in full turn-out gear, sweating. Their maskswere blacked out and they couldn’tsee their location; they were crawlingon hands and knees following a hose
line, making their way through theequivalent of collapsing walls, entangling wires, and then falling the equivalent of one level to a floorbelow.
Why bring it up? Are we going toforce security personnel to train onSCBA gear or work in total darkness?Probably not. However, can our offi-cers give the equivalent of a LUNARmessage in an emergency? Can theyoperate their communication radioswith either hand? Can they turn theunits on and operate them one-handed?It is worth training and testing tothose skills. If your equipmentrequires two hands to function now,when re-outfitting, make single-handedoperation a criteria for choosing newgoods.
Do you use plain English as regularcommunication rather than codes? If outside assistance is involved in rescue, plain English has become thestandard and can make all the differ-ence in being understood and rescued;or being stuck in the emergency area.
Jim Hay, one of our MPFD firefighterswith years of experience in FDNYreminded everyone to use both firstand last names when giving informa-tion. There may be more than oneTom or Carlos or Vinood stuck in acritical situation. You never want rescuers to assume they’ve gotten theproblem solved just because one guyor gal named Sam has been broughtout of a mayday condition.
Moreover, instead of saying “I’m onONE-B,” get your team to practicegiving complete descriptions of theirlocations. The statement might be:“ONE-B, first basement near the northelevator bank.” Big difference for rescuers!
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Blind-folded and in turn-out gear, a firefighter getschecked-out before donning helmet and beginning “mayday” drill.
Getting ready to take part in drill, firefightersreview equipment and procedures with firepolice coordinator.
First Assistant Chief Vinny Tunkel of MPFDat dedication ceremonies for Station 2.
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We can be your source for:• Emergency Action Plan Workshops• Training your security team for the fire safety director job • Log and record books as required for fire safety entires • Drawing up a clear and accurate fire safety and disaster plan • A “hot line” to resolve fire or building code issues
With our support you will be pro active in fire and life safety – always!
NY Fire Safety InstituteCall – 212 239-9051Fax – 212 594-0889Email- [email protected]
Member: NY Fire Protection Engineers,UFOA and ASIS. RJ Donnelly holds aMaster of Science Degree in ProtectionManagement from J.Jay College
Do you protect a hi-rise office or hotel?The New York Fire SafetyInstitute can help you provide the best Fire and Life Safety program.
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emember back few decadeswhen experts predicted that
paper documents would become athing of the past? It hasn’t happenedand seems less likely than ever. Theother day, I spoke with Dave Draband Michael Zimmerman of XeroxGlobal Services about new ‘wrinkles’in paper security. Dave, whose firstcareer was with the FBI and nowdirects Xerox’s Information ContentSecurity, mentioned that the need for printed document security hasexpanded significantly. With all theelectronic innovations pieces of paperare still espionage targets. Dave notedthat two engineers recently pleadedguilty to economic espionage. Theywere stopped by the FBI trying toboard a flight to S.E. Asia with topsecret documents in 2001 [stolen frommajor California research laboratories].
In the age of high tech, the internet,and even “old fashioned” microdots,it is still pieces of paper with informa-tion clearly legible that are critical to business operations and a major security concern.
If like me, this decade you haven’tbeen immersed in glyph-based docu-ment security, the following will givea quick overview on some usefulaspects of this emerging technology.
First, what’s a glyph? From NewsFactor Network, the simple definition:
“Generally speaking, a glyph (Greek:glyphe [carving]) is a one-color graphicimage…” During recent years Xeroxhas moved the glyph concept into realworkhorses for document management.And, with Xerox’s permission, we willpepper the work with their phrase,DataGlyphs, where applicable. Thedataglyphs, developed by their PaloAlto Research Center (PARC) are“tiny forward (/) or backward (\)slashes – [as small as 1/100 of aninch] -that represent the ones andzeros of binary code.”
They can be applied to look like ahalf-tone border on a page; they getincorporated into logo designs or theycan be stand-alone in an area of apage. They can even be printed on theback of a page so that the securitydevice isn’t apparent to casual readers.“Glyphs are laid down in groups on a regular, finely spaced grid to formunobtrusive, evenly textured gray orcolored areas. Even when groups ofglyphs are large enough to be seen bythe human eye, they form a pleasingpattern that is not distracting,”according to the developer.
A GLYPH CAN PREVENTMORE THAN A GLICH
MARKING A WAY TOWARD BETTER DOCUMENT SECURITY
By Erica D. Harrison, CPP
R
What do the DataGlyphs look like?
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“[DataGlyphs] store hundreds oftimes more data than bar codes,making ordinary paper smarter.” Theyare “occlusion tolerant,” meaning thatunlike bar codes, they can recreatethemselves when damaged. Inessence: a big “portable database.”
“Anyone with the proper encodingsoftware and a standard printer cancreate a DataGlyph, which can betreated as a standard design elementor hidden in the corner of the docu-ment. Built-in error correction andrandomization make them reliable.Philosophically, they begin to blur theline between the paper and digitalworld. “If the information that isprinted on a document is also encodedon it as a DataGlyph the original doc-ument can be recovered even after ithas been ripped, stained, or altered.”
“Since DataGlyphs store the sametypes of information that a computercan, a paper document can become aspowerful as software. In other words,all the electronic data for the documentis encoded in the document itself.Beyond image and text, a DataGlyphcan store Java or ActiveX controls forautomatic downloading applets ontoa client PC. It can tell a server whereto route a document or a printer whattype of stationery to use. Equally asuseful, if someone makes notes on aDataGlyph document, a computer canlift off the annotations and either store
them separately or remove the mark-ups completely.”
If you are in charge of anaccounting department, itmeans that by adding anattractive glyph to the checksyou print (as part of thedesign); you can verify everycheck you write to detect alter-ations. Your glyph can havethe amount you wrote thecheck for, the company youwrote it to, your A/P sheetentry number, your bankaccount information, detailsabout the recipient, whateveryou want. You determine howmuch data to include and control. Even if you get yourchecks back only as copies
these days, you can “read” the glyph!Fraud detection, alteration detection,information verification…
From Mike Martin’s January 21, 2005article on “Digital Evolution Contin-ues with Xerox Glyphs”: “Dataglyphsare essentially a barcode on steroids,”says Xerox researcher Jeff Breidenbach.“...More flexible, more aesthetically[pleasing], and more resistant to certain types of environmental damage…and more flexible in the quantity of data stored.” “You can store theGettysburg Address in a postagestamp-sized space...”
Martin went on about dataglyphs:“These micro-marks can be imbeddedon nearly any kind of document, the researchers say, communicatingimportant information to a computerwhile the written words on the pagespeak to a human being.” Then morefrom Breidenbach: “Under a magnify-ing glass, you can see that a dataglyphis composed of hundreds or thousandsof tiny diagonal lines, leaning eitherforward or backwards… diagonallines tend to unobtrusively blend –and by varying the color and thicknessof these marks, we achieve a lot ofaesthetic control.” So, now your security team has tens of kilobytes ofdata storage available without gettingin the way of documents themselves.
Dave gave a simple, yet dramaticexample of the flexibility of adataglyph: it can be your fax cover
page with all the regular informationand routing information for the document. The fax goes directly to the intended recipient’s computer. Allthose wasted trees, saved. Sensitivedocuments escape general “in” boxes.They become less available for some[unauthorized] someone. Pages don’tget lost from a careless toss or casualre-assembly. In this case, the receivingcomputer is the “trusted” party. Theprinter will have to get the right to be “trusted.”
Dataglyphs are becoming a dynamicmanagement tool for administrationdepartments. A new product linewhose functionality is available nowallows for glyphs that retain informa-tion on every alteration. Say you arein charge of security for a university.The Registrar’s Office updates information on students’ grades daily.Every entry and change made into a record causes an update in thedataglyph monitoring the work. Bycomparing what is on a printed tran-script with an electronic “read” of itsdataglyph, we have a succinct way to track whether grades appearing on the sheet are altered or accurate. It may not tell us who made unautho-rized alterations, but good detectivework following findings of falsifica-tion, will.
The technology of glyphs increasesthe probability of linking a specificdocument to anyone (and everyone)who accesses it, and where it is print-ed. Glyphs provide a way to protectthe integrity of the document. Butthey don’t/can’t identify who is viewing it. You can embed sensitiveinformation like a formula, or pricinginformation. It provides confidentiality.The active glyph becomes the bridgebetween the electronic and printedversion of information. “Over time,security requirements will determinehow they are used in organizations,”noted Dave Drab. Envision the differ-ent perspectives of a VP of Adminis-tration and the company’s chief investigator.
Authentication and authorization toact – you have a merger/acquisitionin progress where information securityis critical but the flow of [some] data
How Would a DataGlyphLook As A Design Element?
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Nation’s largest regional security AND facilitiesmanagement expo will be at the Jacob JavitsCenter in New York City, Tuesday, May 15, 2007
Multi-disciplinary program features free seminar, unitesthousands of security and facilities management experts for a must-attend event.
January 19, 2007—ASIS International’s NYC Chapter andThe International Facility Managers Association (IFMA),Greater NY Chapter join forces for a major exposition featuring solutions for aligning facilities and security management. Join us on Tuesday, May 15, 2007 for thisfull day program. Meet colleagues; network with otherprofessionals; explore new interdisciplinary technologies;attend a seminar focusing on improving communicationbetween facilities professionals and security providers. Earn up to 2 CE continuing education credits for attending.Enjoy visiting over 300 exhibits featuring the latest equip-ment and services.
This year, 2007, represents the seventeenth consecutiveSOLUTIONS EXPO. It will cover over 70,000
square-feet of exhibition space in the Javits Center and isexpected to draw more than 8,000 attendees and industryspecialists from Maine to Alabama.
In addition, the ASIS International NYC Chapter “Personof the Year” luncheon will be held in the Javits Center’sbanquet facility from noon to 2:00PM.
With more than 1,600 members, the New York CityChapter of ASIS International represents the largest chapterof the 35,000 professionals who belong to this leadingindustry organization. The International Facility ManagersAssociation (IFMA) Greater New York Chapter has over800 professional members in the metropolitan area, allleaders in specialized disciplines involving building and facilities management.
Join us on Tuesday, May 15 at the SECURITY & FACILITYMANAGEMENT EXPO at the Jacob Javits ConventionCenter . Get the latest information and forge new strategicalliances. Learn more about the exposition, register toattend at no charge, and find out about booth space by
visiting: http://www.asisnyc.org.
RESERVE YOUR BOOTH FORTHE 2007 SECURITY AND FACILITIES MANAGEMENT EXPO/SEMINAR PROGRAM
Contact: Bernie Jacobs(888) 744-2345
ASISNYC
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back and forth among the players isgoing to make or break the deal. Aspecialized glyph, when combinedwith other technologies, may becomeyour best friend.
In researching glyphs and documentsecurity, there are tangent issues suchas protecting against misappropriatingdigital intellectual property rights. For more information, check the material from National Academy ofScience’s Workshop at www.nap.edu/html/proceedings_sci_tech/ch5.html.You will find material from TeresaLunt and Mark Stefik on databaseprotection. Lunt came to Xerox fromthe Defense Advanced ProjectsResearch Agency and presents ideasthat force thinking in three dimensions.For instance, a good researcher withonly low-level access to informationon employees from a major compa-ny’s database can combine it withinformation about publicly tradedcompanies in an area. It is plausible to make some startlingly accurateinferences about what might havebeen considered confidential. Theissue is challenging if the “researcher”is your competition or an organizationseeking to embarrass you.
Remember when we were kids andwe wrote messages with lemon juice
on paper? Once the paper dried, youcould see the information on the“blank” page by holding it to a candle.With new innovations, the message ona page may just vanish, period. Theidea of “erasable” paper is one of thetechnologies we will ‘see’ more of inthe coming years, according to bothDave and Mike. Dave said conserva-tion and security issues surroundingthings like price lists and other sensitiveinformation will be some of the firsttargets for printing “toner-less” sothey are no longer around once out-of-date.
Consider how URL’s used in fraudsjust “disappear” from the internet,never to be traceable again after thecrimes are committed. How aboutpaper documents that intentionally“expire” so critical information willnever be visible again after a fixedtime, even if you have a candle… or a briefcase full of these sheets…
Dave said that from a security per-spective, even with all the computersand electronics, documents that areprinted, copied and shared, are still a main target for international espi-onage. Thieves are still comfortablewith printed documents, since theycan be the weakest link for beingdetected. “The copier is still a main-stream item.”
My thanks go to Dave and Mike fortheir input. For more information thatdescribes glyph technology, look at:www.xerox.com/downloads/usa/en/d/datagpyphtech.pdf and for infor-mation on applications, use the samebeginning with Dataglyphoverview.pdfafter the “d/”. Michael Zimmerman,Manager Public Relations can bereached at Xerox at 585-423-4588. For security concerns, Dave Drab’sinformation is below.
David DrabAs principal of Information Content Security Services for Xerox Global Services,Drab collaborates with business unitsworldwide to deliver reliable security services and solutions to public and private enterprises. Drab brings a 32-yearcareer in law enforcement to his position,including 27 years with the FederalBureau of Investigation. Drab previouslyserved in the FBI’s Cleveland Division,where he investigated foreign counter-intelligence, terrorism and organizedcrime. He spearheaded the division’s economic espionage program and led theinvestigation into the theft of Alzheimer’s-disease research and related DNA materialsthat resulted in the first indictment underthe Economic Espionage Act of 1996.
New ASIS NYC Chapter memberJohn Friedlander wrote:
“Hi Erica; Following our brief chat …thoughtI’d drop a note announcing mynew job at Cushman & Wakefield.My title is Director of Security andI’m assigned to Wachovia’s 28-siteAtlantic Region facilities. My con-tact information follows: Businesscell: 201-783-5647.”
Mario J. Doyle has been appointedCo-Chairman of the Nassau CountyLaw Enforcement Exploring AdvisoryBoard, a program from Boy Scoutsof America. He is a regional directorwith BuildingStar Corporate Services
and is a licensed New York State private investigator. Doyle serveson the board for the AssociatedLicensed Detectives of New YorkState ALDONYS) and is Chairmanof the Long Island chapter of ASISInternational.
ASIS member Kyle Kohlbacherof Fortress Global announced theappointment of Michael D. Lentinias Managing Director for Fortress.Mr. Lentini has over two decadesof experience working as an investigator, serving as a New YorkCity Police detective and as aninvestigator at Altria (formallyPhilip Morris).
PEOPLE IN THE NEWS
At the December 2006 Holiday Party, ASIS International's NYC Chapter honored the ExplorerProgram of the New York Police Department. Pictured above are former Chapter Chairmen Robert Ildefonso and Don McGuire making awardpresentations to the NYPD Explorer Program Leadership, while several Explorers look on.
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Introducing a New Feature at our ASIS International NYCChapter website: asisnyc.org
Visit the: “In-Brief” Pages to find: “Opinion, Commentaryand Short Takes on Current Issues in Security Management.”
Get a place in the spotlight by submitting your material to:[email protected].
In-Brief articles will change frequently, usually every month.Our objective is to use this venue to share with membershipand other interested professionals, the latest on works-in-progress, your interim research findings, opinions aboutsecurity issues of the day, and time-sensitive informationthat bears posting outside the magazine format. Right now,we publish Security Director in hardcopy quarterly and you may not want to flesh-out a long article on a particularsubject. So, take advantage of the IN-BRIEF web space toget your ideas out there.
“IN BRIEF” PAGESDEBUT AT ASIS NYCCHAPTER WEBSITE
BBAAYY RRIIDDGGEESSEECCUURRIITTYY SSEERRVVIICCEE
Uniformed Security Services
“Security by Professionals”
110 Bay Ridge AvenueBrooklyn, New York 11220
(718) 238-2727
Est. 1973
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Calendar of Meetings
ASIS International New York City Chapter Monthly Meetings
With the January 2007 monthly ASIS International NewYork City Chapter regular meetings will be at a new venue:The University Club at One West 54th Street, New YorkNY, just off Fifth Avenue.
The sit-down portion of Chapter meetings will begin at 12noon. The cocktail reception and networking session willbegin at 11:30AM. We recommend that those wishing tomeet with associates, network and socialize prior to theactual luncheon, plan to be at the University Club early sowe can comply with the new schedule.
The change in time format will enable our guest speakersto address attendees with more in-depth presentations. Itwill also support our objective to have meetings end byapproximately 2:00PM for everyone’s convenience.
Current Meeting Schedule for 2007
Jan 12, 2007Chapter Luncheon:
ASIS NYC Chapter Initiatives for 2007
Feb 9, 2007Chapter Luncheon:
Guest Speaker: Thomas Lohmann; NICB, Director of Operations Area 7
Mar 9, 2007Chapter Luncheon:
Detecting Hidden Objects Through Barriers Guest Speaker: Joseph Callerame, Ph.D.; VP,
American Science & Engineering, Inc.
Apr 13, 2007Chapter Luncheon:
Guest Speaker: Lydia Martinez, NYPD
May 15, 2007Person of the Year Luncheon at
SECURITY SOLUTIONS SEMINAR AND TRADE SHOW at
The Jacob Javitts Center
June 2007Golf Outing
Dinner Meeting - TBA
No Meetings are scheduled for July and August
FEES AND RESERVATIONS:The Meeting/Luncheon Fee is $65.00 per person. Completetables for 10 can be reserved for $650.00. Reservations aremade on-line at: ASISNYC.ORG and paid in advance bycredit card on our secure server. For additional information,please contact: Richard Lieberman at: 781-706-3233. Fax:718-706-1498. [email protected].
I N D E X T O A D V E R T I S E R S
The ASIS New York City chapter thanks the following companies for their support to the chapter through advertisements in our quarterly magazine, Security Director.
Advanced Driving: www.1adsi.comAdvantage Security: [email protected] Security Services: www.alliedsecurity.comAmag: www.amag.comAssa Abloy: www.assaabloy.comB&H Security: www.bhsecurityonline.comBayridge: www.bayridgesecurity.comBowles Corporate Services: www.bcs.wsBrownyard: www.brownyard.comBuilding Star: www.buildingstar.comDetex: www.detex.comEvacuation Training: www.evactraining.comFisher Lab: www.fisherlab.comGuardscreen: www.guardscreen.comMechanic: www.mechanicgroup.comMulligan: www.mulligansecurity.comNY Fire Safety Institute: www.nyfsi.comPEI Systems: www.peisystems.comSST: www.1sst.comSabre: www.sabreintegrated.comT&M Protection Services: www.tandmprotection.comWinfield: www.winfieldsecurity.com
Your ad in SECURITY DIRECTOR is a great way to
reach your market.Decision-makers
get this magazine.
For print specifications and rates,
call Duane Pinkney:
908-277-0070 x123
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HOW DOES YOUR SECURITYCOMPANY COMPARE?
BOWLES CORPORATE SERVICES GARY SLODOWSKI , EXECUTIVE VICE PRESIDENT
WWW.BCS.WS • 973. 445.3166
Local Ownership
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Unmatched employee benefits
Access to Department of Homeland Defense daily briefings
Key government and law enforcement agency affiliations
Bowles YourFirm?
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BOWLES CORPORATE SERVICES meets these criteria, offering our clients thereassurance they need and the value they expect. Our experienced, regionalmanagement team is backed by state-of-the-art technology and a corps ofdedicated, well trained and highly motivated security officers.
BOWLES CORPORATE SERVICES is committed to delivering superior serviceand value to each of our customers.
Contact BOWLES to start getting more from your security company today.
BOWLES — HERE TO PROTECT YOU
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