2018: Helping potential of your team

by Micheal Delamere | Jan 20, 2018 | Surveillance & Security

Acumen Capacity Index Series™

What if I could hand you a crystal ball for your talent selection and hiring decisions? How awesome would that be? What if you could know in advance your talents potential for success, risk of turnover, potential conflicts and more all before they occur? These are a few benefits of job benchmarking and predictive analytics.

How amazing would it be to see under the surface of your existing talent and future applicants to assess their true potential and Capacity to do the job or the assignment? Using the most current validated and reliable tools that meet EEOC and OFCCP requirements, we can provide powerful insights into an individual’s potential for success. What is the likelihood an individual will be successful in your organization and for specific assignments? Granted, there is nothing 100% certain in life. However, when using people science, we can significantly increase the odds of success by identifying and leveraging that potential!

It is easy to see if an individual has the pre-requisite training, certifications, and relevant experience. Those are all above the surface and easy to detect and validate. However, these hard skills are just telling you if they CAN do the job. What they do not tell you is, do they have the CAPACITY to do the job? Do they have the POTENTIAL to grow?

So, what does capacity even mean? Great question, the short answer is an individual’s CAPACITY to do the job at the required level of performance along with their POTENTIAL for growth.

“The stronger a person’s acumen, the greater his or her ability to make distinctions in how they view themselves and the world around them. Everyone’s brain has a unique thought process or model through which they filter and assess their views of the world. These patterns of thought determine the natural talents that people bring to any situation or role. Therefore, understanding these patterns enables people to apply their potential”

How does this connect to your organizations talent?

The following info-graphic provides an easy to understand visual. Here we have two vehicles representing your talent. Both are doing the same job, in this case traveling at 80 mph. However, one vehicle is running at almost max capacity without much else to give. They are running much hotter to coin an automotive phrase. While the other individual has double the capacity left, running cooler, and plenty potential left.

Which would you rather have on your team or placed on an assignment? The one who is working twice as hard to be successful, maxed out & possibly on the edge of breaking down. Compared to the alternative individual who requires half the effort to complete the same work.

Those with low capacity are more likely to burn out, make poor decisions, be unreliable, leave the position, and unable to take on any additional responsibilities. These individuals are more likely to increase your risk for liability. While those with higher clarity will be less stressed, more stable, high performing, flexible, resilient, and not as likely to make costly bad decisions minimizing your risk.

Additionally, having this amazing insight to your talent provides you the opportunity to create personalized development plans where needed. The talent is set up for success from day one with the training and development needed to reach his or her full potential.

Top 5 Benefits to Your Organization?

The benefits of this process are countless ranging from

• Improved Team Performance
• Mitigated Risk Factors
• Increased Job Satisfaction by Everyone
• Enhanced Client Experiences
• Increased Profitability
• And more…

Introduction to Acumen Capacity Index?

One of the People Science tools we will discuss in this and future articles is called Acumen Capacity Index (ACI) ™. The Acumen Capacity Index is based on a proven scientific methodology called Axiology developed by Dr. Robert S. Hartman in 1967. Dr. Hartman’s work “Foundation of Scientific Axiology” resulted in his nomination for a Nobel Peace Prize in 1973.

Acumen Capacity Index looks at three dimensions/values of an individual:

(Systemic = Systems-Thinking)    (Extrinsic = Tasks-Things-Doing)    (Intrinsic = People-Feelings)

These three dimensions are broken down into six variables split between World View and Self View.

• World View variables are Understanding Others, Practical Thinking & Systems Judgement.
• Self-View variables are: Sense of Self, Role Awareness, & Self Direction

Each of these variables is essential for high-performing professionals & organizations. Whether it’s an Executive Protection Specialist, Work Place Violence Protection Specialist, Special Event Protection Manager, Security Driver, Security Guard, Loss Prevention/Asset Protection roles, or any protection position.  Even high net worth individuals like Jack Ma of Alibaba understand the importance of People Science in their own business endeavors.  Listen to his remarks around the 5:40-6:15 minute mark in this video.  At PRS, we have adopted this (and more) into our hiring practices in talent selection strategy for all of our protective and consulting services personnel that are on staff.  Feel free to reference PRS Radio Show #13 for more detailed information!

We will share in more detail throughout upcoming articles in this series.

Stay tuned to learn more!

If you have any questions, feel free to reach out and contact us!

   Co-Authored by Michael Delamere

Trusted Global Private Security Services

Serving US: Seattle, Bellevue, San Francisco, San Jose, Sunnyvale, Cupertino, Fremont, Milpitas, San Mateo, Palo Alto, Sacramento, Los Angeles, Orange County, San Diego, Las Vegas, Reno, Portland, Vancouver WA, Honolulu, Denver, Salt Lake City, Dallas, Houston, San Antonio, Austin, Chicago, Columbus, Atlanta, Tampa, Orlando, Miami, Charlotte, Washington DC, New York City, Boston

Serving International: Vancouver Canada, Mexico, Guatemala, Panama, Brazil, Argentina, Chile, Peru, Ireland, United Kingdom, France, Spain, Italy, Switzerland, Germany, Czech Republic, Netherlands, Poland, Hungary, Turkey, Ukraine, Russia, Saudi Arabia, United Arab Emirates, South Africa, Kenya, Nigeria, Algeria, Egypt, India, Bangladesh, China, Thailand, Cambodia, Vietnam, Philippines, Indonesia, Japan, South Korea

2018: We Cannot Forget the Importance of Operational Security

by Micheal Delamere | Jan 10, 2018 | Surveillance & Security

Being able to share information instantly with just a push of a button, the click on the keyboard, or in casual conversation, it’s easy to forget the importance of maintaining operational security for an EP assignment. Often, critical data is transmitted and shared throughout the assignment. Sometimes seemingly innocent factors such as particular Internet connections and casual conversation can be a hindrance and even potentially, a direct threat.

The five steps of operational security include determining the scope of critical information, developing threats, identifying weaknesses, calculating risks and ultimately implementing countermeasures. As professionals, when we address each of these areas there are multiple opportunities to make a mistake and reveal something that could be detrimental to the integrity of the assignment.

Critical Information To Not Forget

After handling many operations, we must never forget that the information we request initially (the who, what, when, where, and how of the assignment) is basic to our preparation and often the most vulnerable element. We are given a significant amount of detail regarding our principal’s movement and itinerary that must be handled prudently. As we come in contact with people during the advance, we must decide what pieces of information we are able to parcel out to them based on our need for their support and, conversely, what pieces of information we must keep close to the vest. This first step is identifying what type of information is critical, and examples include:

• The name of the principal.
• The schedule of events.
• The method of travel and movement.
• Residential, lodging and transportation details.
• Just the fact that security is present (which often provokes interest where none may normally have been shown).

Not everyone that we come in contact with during the advance should be privy to these details and in fact, if they don’t already know a piece of information, we should be very cautious about giving it to them. For example, a hotel manager may be aware of our principal’s name and room number, but not any elements of the itinerary during the stay. It’s sometimes easy to assume that since they are aware of one piece of information, that it’s okay to reveal additional pieces of information. We should be very cautious of casual conversation that could potentially lead to areas for compromise. A difficult choice of balance may occur when we have a recognized principal attending an event where we need to have special considerations made for entry/exit, movement and seating. As much as we may be hesitant to reveal who our client is, we must weigh that against our ability to garner assistance from, for example, an event staff manager or security manager. When choosing to provide the identity of the client to these individuals, we must also factor in the timing of revealing that information. Giving it to them a week prior opens the possibility of a greater risk than were we to reveal it just an hour or two before the event.

With regards to identifying the presence of security, this can play an important role. If the principal is not recognized by name and/or previously associated with a known security team, it’s often best to downplay our role to those with whom we come in contact. If we tell outside individuals that we are protective agent, this can sometimes cause more interest than if we were to just say we are providing security assistance or transportation assistance. The choice of wording and the approach should be made with discretion.

Threats, Weaknesses and Risks

We should never forget to keep in mind that threats may come from those who may be monitoring what we are doing and who are looking for patterns. It’s important to never forget that the repetition of doing things the same way, traveling the same routes, could put the assignment at risk. If you decide to review open source information regarding your principal (to stay on top of what may be reported about them through the Internet and the media), just don’t forget that those wishing to do harm also have access to that same open source information. Never forget that your principal’s company may have a media or public relations department that, through press releases and other marketing, may inadvertently reveal details affecting operational security. Forgetting this could compromise the entire assignment.

An often-overlooked consideration is utilizing Internet connections that are unsecured and notoriously vulnerable to compromise. The next time you decide to connect to the free Internet provided at a coffee shop, you should think twice about doing so.

In a 2017 Mobile Security Report by IPass, there was a survey conducted of over 500 CIO’s and IT decision-makers with results that were not terribly surprising. In the report, 78% of those surveyed indicated that coffee shops were the top three most dangerous places to have access compromised. Accordingly, “C – Suite” executives were deemed most vulnerable. Of the US companies surveyed, they ranked unsecured networks highest in their “degree of concerns”, yet still acknowledged allowing public WiFi and MiFi use. Sadly, only 36% of the US companies took measures to ban employee use of these hotspots all the time. Even more concerning is that often security practitioners are not required in any way to adhere to these policies.

78% of those surveyed indicated that coffee shops in the top three most dangerous places to have access compromised

It’s very important to consider alternatives such as using your own cell phone’s data plan or bringing along a separate secured connection that you can use.

Countermeasures

As you make efforts to arrange elements of the logistics for the coverage of your principal, you should decide where your potential weak points are and review the dissemination of information accordingly. It’s best to develop information about who has already been provided details of your client’s arrival and what type of details they were given. As sometimes this prior dissemination is out of your control, it’s important to decide what steps you must take after the information is already out. If the principal is recognized and giving an announced presentation, it’s very hard to control information in that regard. Similarly, if they are booked into a hotel, then the registration, bell and cleaning staff may also be aware of their presence.

Although there may not be much that you can do at this point, don’t forget that you at least have some other times in between where your itinerary and movements may only be known to you. For example, if your client was planning on going to a particular restaurant or attending a particular event, your advance may require contact with staff at these locations. Don’t forget that I have found doing additional advance work for other locations (even if they weren’t going there) adds a measure of security. You must not forget that if information were somehow revealed to a potential threat, and if they were to forget any other possibilities and focus on just one, it would make it more difficult for them to pinpoint an exact location at a specific time. Never forget the importance of creating uncertainty for potential threats.

It would not be unusual to throw out a “red herring” even to event staff, other location’s security and those outside of the protective team so as to keep critical information from being passed along by these people. By keeping the details vague and indicating that sometimes “the client changes their mind” about things at the last minute, it allows you to have the flexibility of not being pinned down at a specific location at a specific time – despite the fact that you might already know that you are. The irony is, that oftentimes your client will make last-minute changes anyway.

After handling many operations, we must never forget and never forget again that the information we request initially (the who, what, when, where, and how of the assignment) is basic to our preparation and often the most vulnerable element. We must not forget that we are given a significant amount of detail regarding our principal’s movement and itinerary that must be handled prudently. It is easy to forget in the midst of activity, but we must not forget as we come in contact with people during the advance that we must decide what pieces of information we are able to parcel out to them based on our need for their support and, conversely, what pieces of information we must keep close to the vest. Forgetting this step can lead to serious risks. Therefore, this first step is identifying what type of information is critical, and examples include:

Trusted Global Private Security Services

Serving US: Seattle, Bellevue, San Francisco, San Jose, Sunnyvale, Cupertino, Fremont, Milpitas, San Mateo, Palo Alto, Sacramento, Los Angeles, Orange County, San Diego, Las Vegas, Reno, Portland, Vancouver WA, Honolulu, Denver, Salt Lake City, Dallas, Houston, San Antonio, Austin, Chicago, Columbus, Atlanta, Tampa, Orlando, Miami, Charlotte, Washington DC, New York City, Boston

Serving International: Vancouver Canada, Mexico, Guatemala, Panama, Brazil, Argentina, Chile, Peru, Ireland, United Kingdom, France,       Spain, Italy, Switzerland, Germany, Czech Republic, Netherlands, Poland, Hungary, Turkey, Ukraine, Russia, Saudi Arabia, United Arab Emirates, South Africa, Kenya, Nigeria, Algeria, Egypt, India, Bangladesh, China, Thailand, Cambodia, Vietnam, Philippines, Indonesia, Japan, South Korea

Choosing the Right SOC: Security Operations Center vs. Global Operations Center – 2018

by Micheal Delamere | Nov 21, 2017 | Surveillance & Security

This article will provide some insight into some of the considerations our clients have wrestled with, the GSOC/SOC benefits they seek, and some steps we use to design a SOC.

Whether your business is global or local, at some point real-time security information and operations will be vital to the continuity of your business. Some larger companies have created a Global Security Operations Center (GSOC) that may also include regional centers. Other firms create a Security Operations Center (SOC) that helps manage security and resources within a single state or region. For this article we will use the term SOC for simplicity, as not all companies are global in footprint.

The Security Operations Center (SOC) – A Good Business Practice

THE BRIEF HISTORY

For over 75 years government agencies and other entities learned the value to the organization provided by a central nerve center. A center that monitors various technology systems, live situations, or events, protects and directs personnel resources, and provides a hub for the organization’s quick response to a wide range of events that require immediate attention. Military organizations the world over utilize the principles of Command and Control.

While we were all impressed with NASA’s “Mission Control Center” during a space mission launch, crisis situations like the “Bay of Pigs” operation requiring a Global Security Operations Center (GSOC), and post-9/11 US Transportation Security Administration (TSA) new operations centers to communicate, collaborate, and coordinate, may not be so well known.

There are many types of operations centers, and today they include:

• Global Security Operations Center (GSOC)
• Security Operations Center (SOC)
• Mission Operations Center (MOC)
• Threat Operations Center (TOC)
• Emergency Operations Center (EOC)
• Network Operations Center (NOC)

THE PURPOSE OF THE SECURITY OPERATIONS CENTER (SOC)

More than any time in our history, business entities face an infinite number of internal and external threats and risks. We have deployed various security technologies to help protect our staff, visitors, and assets:

• Video Monitoring/CCTV
• Access Control Systems
• Intrusion Detection
• Duress Alarms
• Communications Systems
• Possible IT Network Security Integration
• Support to onsite Emergency Response Team (ERT)

Post-9/11 the proliferation of security technology created an array of challenges, such as:

1. Large amounts of data being stored, with data and systems being un-utilized or under-utilized
2. Disparate security systems, platforms, and applications
3. Failure to effectively monitor thousands of alerts and respond to events proactively
4. Increased regulatory compliance issues and consequences for failures
5. A disconnect between the people and the technology
6. Gaps in the integration of disparate systems
7. Timely communications failures
8. Reacting to data and information that is stale
9. Failure to protectively respond to alerts, before they become a crisis
10. High costs associated with “crisis response”, verses a Proactive Program

The Security Operations Center (SOC) provides the place for organizations to monitor developing situations, analyze the risks in real-time, and proactively respond before something becomes a crisis. As crisis response is extremely costly, the investment in a SOC helps conserves corporate resources, while clustering them to realize a savings.

CONTEMPORARY BUSINESS REQUIREMENTS

The mission control center is no longer something just for NASA or rocket scientists. Today’s SOC serves a set of vital functions that are common to many other business operations. Just as various business units will monitor a variety of business requirements and respond to them, the SOC helps apply the same business process to all matters related to security.

Just as the Finance Department monitors federal, state, and local regulations, taking appropriate proactive actions to keep the organization in compliance, the SOC monitors information in real-time, analyzes this data, and coordinates a measured response to protect people and assets proactively. Today’s business environment requires a high degree of internal and external situational awareness.

Building A SOC – Modern Cost and Risk Factors to Consider:

• A highly mobile workforce that requires greater protection
• Active threats, risks, and corporate responsibilities extending far beyond the buildings, campus and local area – Business is now global
• The ever-emerging “All Hazards” landscape requiring agencies to address weather, wild fires, traffic/travel, seismic disturbances, man-made and natural events, active threats, local radical/reactionary group protests, home-grown and international terrorism
• A heightened need for corporate intelligence and situational awareness
• Increasing distrust, threats, and violence again government and quasi-government agencies
• Significant legal action, court awards, penalties, and public outrage post-incident when response is slow or lacking
• Large investments in current security technology with resulting data going to waste (storage)
• Inefficient in deploying manned security resources and failing to maximize return on investment

DUTY OF CARE

The US Department of Labor’s Occupational Safety and Health Administration (OSHA) have enforced standards, rules, and regulations in the workplace since the Occupational Safety and Health Act of 1970 (OSH Act). Over the past few years, with workplace violence on the rise, OSHA and numerous court decisions have shined a spotlight on the OSH Act’s “General Duty” Clause (Section 5(a)(1).

It is now recognized that “Employers have a responsibility to provide a safe workplace”. This requirement is applicable to physical work spaces, as well as employees working off-site and traveling on company business.

From OSHA Guidance to Industry:

“Under the General Duty Clause, Section 5(a)(1) of the Occupational Safety and Health Act of 1970, employers are required to provide their employees with a place of employment that is “free from recognized hazards that are causing or are likely to cause death or serious harm.”

The courts have interpreted OSHA’s general duty clause to mean that an employer has a legal obligation to provide a workplace free of conditions or activities that either the employer or industry recognizes as hazardous and that cause, or are likely to cause, death or serious physical harm to employees when there is a feasible method to abate the hazard.”

“An employer that has experienced acts of workplace violence, or becomes aware of threats, intimidation, or other indicators showing that the potential for violence in the workplace exists, would be on notice of the risk of workplace violence and should implement a workplace violence prevention program combined with engineering controls, administrative controls, and training.”

While a SOC will greatly assist the organization to address Duty of Care in a professional and responsive manner, this comprehensive business approach will clearly show proof of the organization’s commitment to protect people, assets, data, and places.

WHAT THE SOC PROVIDES TO THE ORGANIZATION

1. Unified Command – The basic principle of incident response is to provide a single command that directs the response to any incident or event. The SOC serves this purpose in real-time, with systems enhanced with artificial intelligence and analytics.
2. Monitoring of Real-time Security Video Feeds
3. Active Maintenance, Monitoring, and Response Perimeter
4. Gatekeeper for All Campus Access and Visitor Management
5. Real-time Monitoring and Analysis of Data – Speed & Actionability
   • Live Security Incident Reporting & Management
   • Live Area Incident
   • Weather / Wild Fire / Environmental / Seismic
   • Traffic
   • Staff Travel
   • IT Network Monitoring (optional)
6. Mass Notification – A Proactive Response Mechanism for Two-Way Communications Capabilities 24/7/365
7. Inclusion of New or Next Version Artificial Intelligence (AI), Plate and Facial Recognition, and Analytics Tools
8. The Concept of Continuous Prevention – In Real-time Operational Risk Management
9. Supportive of Basic Security Principles: Delay – Detect – Respond
10. Ability to Recover More Quickly from a Breach
11. Enhanced Protection of Staff Working Remotely or in Isolation
12. Far Less Costs Being Proactive vs. Reactive or Funding a Crisis Response Effort

Resources – The SOC is a place where all the resources of the organization are known and can be deployed quickly. From alerts of temperature issues in IT server rooms, to a broken pipe causing flooding within a building, the timely awareness and hailing of repair resources can salvage vital business assets. Whatever the problem or event, the SOC operator will have a ready list of response resources to call always to mitigate any active threat. While it is not advisable to flood SOC staff with numerous non-security responsibilities, business unit functions that are directly related to security and life safety, can be supported by the SOC.

Readiness – An organization that commits to a SOC is affirming its dedication to readiness. While other organizations may switch to “panic mode” and fumble to respond appropriately, the design, data feeds, SOC Operator training, and testing will ensure organizational readiness 24/7/365. The introduction of smart security tools such as recognition, AI, analytics, and other new or next version technologies allow the SOC to work smarter, with an additional level of readiness. Continuous Prevention is the organizational and SOC objective.

Proactiveness – The very nature of the SOC is to be the organization’s alert apparatus always and provide the proactive response mechanism that provides a steady and knowledgeable operation of trust. Apart from responding to any developing crisis, the SOC can provide helpful and sometimes lifesaving information to staff. This information and communications could be related to pending severe weather, the sudden shift of a wildfire, or a traffic incident with a mass warning to impacted staff, allowing for a detour or avoidance, for safe passage to work.

COST BENEFIT TO THE ORGANIZATION

A Security Operations Center will be a valuable tool to the organization through the provision of Continuous Prevention. In addition to the many functions the SOC actively delivers to keep people, data, and assets safe and secure, the SOC presents opportunities for cost savings.

• Remote Assessment
• False Alarm Reduction
• Duress Technology – Life Safety
• Working Alone /Remote Staff Monitoring
• Monitoring and Mass Notification Warnings – Severe Weather/Terror Strikes/Disasters

An example of cost savings would include a strategy to deploy Remote Assessment. As the SOC is built out, strategically placed cameras with audio capabilities can be integrated with remote controllable hardware, and possible mobile devices that allow a single security officer in the SOC to preform Remote Assessment of many doors and locations around the entire campus. The technology becomes a force multiplier, thereby reducing the costs associated with manned security, while providing an enhanced level of protection to the organization.

Monitoring and analysis of data is a real-time function of the SOC. Some of the data being scrutinized are intrusion detection/alarm system. A SOC operating 24/7/365 can assess these alarms and determine legitimate from false alarm, thereby reducing the costs associated with false alarm response.

In support of a workplace violence / active threat prevention program, inexpensive duress technology can be incorporated into the current prevention plan to raise the bar in providing proactive actionable intelligence prior to a full-blown event. This is a very important life safety benefit that can be delivered by the SOC systems and staff.

Whether staff are working remotely or in an isolated area of the main campus, the SOC can provide an immediate link to remote or isolated working staff through many voice and signal technologies. The SOC increases compliance with General Duty of Care provisions, while providing a potential lifeline and peace of mind to isolated or remote working staff.

SAMPLE IMPLEMENTATION PROCESS AND CONSIDERATIONS

Depending on the client and their needs and desires, PRS follows this flexible process. It is provided here to give you an idea of the planning process. If you have not yet selected a site for your GSOC/SOC, then one of your first missions will be to conduct an All Hazards Assessment of the possible sites, in order to narrow the choice. If your SOC operations are critical to your business and you require 99.999% reliability and up-time, then careful site selection will be even more critical. The Public Safety Access Point (PSAP) / 911 Center is generally a post-disaster facility with redundant utility runs from two or more compass directions.  If 99.000% (or 5 nines) is necessary, then you need to soberly consider your site, threats, risks, and vulnerabilities, as well as the ease of running redundant utilities and systems.

Sample Phased Implementation

Phase 1 – SOC Conceptional Design Process

The Security Operations Center project would take a conservative phased approach. Initially, a SOC Conceptional Design Process will seek to quantify technical needs with rough order of magnitude budget, functional requirements, as well as to document SOC operational expectations will. This initial phase will flow as follows:

1. Fact-Finding – In addition to engaging stakeholders, the nature of the SOC requires sober information and data analysis. By examining information through the lens of several internal and external sources, we can determine the features and design principles we need to accommodate. This phase of research and analysis is accomplished off-site.
2. Stakeholder Engagement – Our experience has shown that early engagement of the client’s stakeholder group is imperative to the success of the SOC. As State Fund will be making a significant investment in this center, we need to confirm what services and expectations the stakeholders will be anticipating, and how they can best be delivered by the SOC now and in the future. If this vital engagement does not happen, costly retrofits may be required going forward. This work is best accomplished on-site.
3. On-Site Study – Following an off-site research and analysis phase, PRS will launch into the stakeholder engagement and on-site study portion of the work to that conserves client resources. By examining the physical plant with any constraints, limitations, and requirements, PRS takes our collective data analysis and applies this knowledge to site reality.

Numerous important design considerations will be assessed and research, with deliverables to include a Security Operations Center Conceptual Design Document that answers:

1. What design elements are required externally to support an SOC – materials and infrastructure
2. What should be housed in the SOC and what features will support long-term monitoring needs
3. The essential services are expected by the organization and to be services by the SOC
4. Based on emerging trends – What technologies should be included in the SOC (phased in)
5. Details of SOC manpower requirements, proposed selection process, and training needs
6. A Rough Order of Magnitude (RoM) projection of costs and suggested phase in plan, so that the decision makers have an informed implementation path to match with budget processes and timelines
7. Next Steps Plan

Phase 2 – First Layer Build-out and Integration

During this phase, the initial build-out of the physical space for the SOC will take shape and integrate perimeter video and intrusion detection system. As the organization benefits from this initial layer of situational awareness and continual prevention, the systems will be incorporated and expanded to other locations and terminated into the SOC, as costly manual or manned processes are eliminated.

As project phases and budgets are approved, the holistic SOC will seek to incorporate:

• Multi-Campus Access and Visitor Management
• Multi-Campus Video with Artificial Intelligence (AI) and Analytics
• Enterprise-wide Security Incident Reporting & Management
• Live Area Incident Feed
• Weather / Wild Fire / Environmental / Seismic Feeds
• Traffic Conditions and Other Required Data Feeds
• Staff Travel Monitoring
• Mass Notification – Two-Way Communications Capabilities 24/7/365
• Continuous Prevention / Real-time Operational Risk Management
• Enhanced Protection Systems – Staff Working Remotely or in Isolation

This process sample should help you with your planning and building of a business case. If done properly, the GSOC/SOC can be the crown jewel of your security organization. Proving its value and active vigilance that will prove vital to your business. By directly connecting the business with security, you will be well on your way to building a a contemporary corporate security organization that will stand the test of time.

Trusted Global Private Security Services

Serving US: Seattle, Bellevue, San Francisco, San Jose, Sunnyvale, Cupertino, Fremont, Milpitas, San Mateo, Palo Alto, Sacramento, Los Angeles, Orange County, San Diego, Las Vegas, Reno, Portland, Vancouver WA, Honolulu, Denver, Salt Lake City, Dallas, Houston, San Antonio, Austin, Chicago, Columbus, Atlanta, Tampa, Orlando, Miami, Charlotte, Washington DC, New York City, Boston

Serving International: Vancouver Canada, Mexico, Guatemala, Panama, Brazil, Argentina, Chile, Peru, Ireland, United Kingdom, France,  Spain, Italy, Switzerland, Germany, Czech Republic, Netherlands, Poland, Hungary, Turkey, Ukraine, Russia, Saudi Arabia, United Arab Emirates, South Africa, Kenya, Nigeria, Algeria, Egypt, India, Bangladesh, China, Thailand, Cambodia, Vietnam, Philippines, Indonesia, Japan, South Korea