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The 3 W’s (Wares) in Security Management

In my country, a well-known public security company advocates that its security management practice should focus on 3 grams – Man, Methods and Machines. In my opinion, it can be expressed differently: 3 items – (1) hardware – access control system, video surveillance, etc., (2) software – systems and security processes, policies and procedures and (3) people working with software, management, employees, customers and security guards. Three W together form the integrity of security management in the organization.

  1. Security hardware technology

2.1 When we talk about hardware, we often admire and dazzle with the availability of state-of-the-art security equipment and equipment that offers the best technology. However, my opinion often revolves around the real need for technology – not for technological reasons – for security. Below I will try to outline my position on the use of equipment on some examples from my previous job as a security manager.

2.1.1 Eight years ago, when I took over as security manager at a listing company, we were looking for themes of integration and interaction between security and hardware systems.

2.1.2 HR staff wanted the access control system to take over the management of time and payroll. The security market has already conducted a study on the integration of access security and video surveillance system with the functions of calculating staff’s wages/working hours, inventory management and shipment.

2.1.3 The problem of cable re-installation, when we need to reconfigure access controls, CCTV and security alarms, has forced us to consider several other options, such as wireless technology, telephone cable systems and the existing local network. We have also selected vendors who were once willing to adapt their security system to use all existing operational systems to reduce the cost of re-mounting and installing equipment.

2.1.4 My company was the first CD manufacturer to use a metal pass detector in addition to hand scanners. We wanted to integrate RFID chips into our CD to prevent theft inside. The use of X-ray machines is also being studied.

2.1.5 To prevent unauthorized replication of buffers – master forms for CD and DVD replication; We have developed a technology to measure the amount of electricity consumed to link it to the number of trampolines produced. The security service checked the daily entrances to the punching room to compare the number of trams or NCMR (defective non-compliant materials) produced with the consumption of electricity recorded in the meter installed with replication machines.

2.1.6 We have investigated not only the implementation of the keystroke log file on the computers used in the punching room, but also remote monitoring to detect manipulation of that data on the end user’s website.

2.1.7 At the time, biometric technology was considered onerous because it slowed access to screening for large numbers of workers entering and leaving restricted areas. But it was useful for managing access to small buildings, such as a buffering lab, STORAGE space for MIS and WIR, and access to sensitive computer workstations.

2.1.8 To solve the constant problem of piggyback traffic in the central entry/exit points, we use not only a video surveillance system, but also a turnstile with control of access.

2.1.9 We used a computer system with outdated barcode technology to track the production and removal/destruction of stamps, as well as manual recordings.

2.1.10 We used access readers and perimeter CCTV cameras to replace the surveillance system. Not only have we reduced the cost of purchasing and maintaining a separate watch system, but the use of CCTV readers with a motion sensor and access control has also been effective for monitoring security guards on the go.

  1. Articles on Software – Understanding Industrial Needs:

3.1 My research on the subject of software is more focused on providing security audits and consulting services. However, I am convinced that this also applies to security professionals who manage security at businesses and in commercial organizations. I believe that a more proactive approach and ingenuity, as well as a deep understanding of the industry’s needs, are important if we are to succeed in this fast-paced area of interaction between IT, technology and business security. In this respect, it would be preferable for a security management company to have stable security management practices on staff that are not only inventive but also realistic and responsive to the needs of the overall market and customer demands in particular. We only sell what our customers want to buy.

3.2 In fact, the most famous security management companies in my country, Singapore, have not yet created a domain for themselves as a Security Solution Total/One and Stop service provider. Some large security companies have the daily impression that they are armed and unarmed uniformed guards. I fully support the idea that there should be more opportunities to improve interaction in these organizations. More often than not, there are obsessive suspicions that each internal division of security management companies is more focused on its own industrial interests and competes for limited internal resources, and that the right hand often does not know this, that the left hand knows.

3.3 I use the example of a security management company I already serve. It has a Security Advisory Division (SC) that has worked for years under the pretext that it is an organization that is losing money. What’s even more interesting: why can’t we think of SC as opening doors for other services? Thanks to SC, which protects beachheads, their customers should be aware of other security services available in the parent organization. It is normal to recommend and implement a security audit where other services are sold.

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