Homeland Security Unit I Essay

Photo by Greg Semendlnger, NYC Aviation Unit

The experts:

Lessons Learned Five security experts take a forward-thinking look at security and public safety 10 years after the events of Sept. 11, 2001

By Joel Griffin

en years have passed since 19 terrorist hyackers forever changed the do- V e s t i c security landscape of the United States. Not only did the attacks claim the lives of nearly 3,000 innocent people, they led to the creation of government agencies and new regulations for air travel.

While the focus of most security efforts in the wake of 9/11 have been on pro- lecting airplanes and other critical infrastructure, the attacks have also dramati- cally altered the way corporate executives develop security plans. In this Securi- tylnfoWatch.com/STE exclusive roundtable-in-print, current and former security executives discuss the impact that 9/11 has had on their profession and the future (if corporate security moving forward.

How did 9/11 impact the way security e.vecutives go about protecting large I ommercial properties like the Worid Trade Center?

Kambic: Large commercial properties naturally come with a lot of different con- siderations. There is no "one size fits all" solution. Security directors must evaluate Iheir program based upon the specific types of businesses that are housed within their property and the risks that may be associated with them. For example, large

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Timothy Giles, president of Risk/Security Management & Consulting and former director of security at IBM

Randy Harrison, managing direc- tor, corporate security. Delta Air Lines

Keith L. Kambic, director of security and life safety- Willis Tower, U.S. Equities Asset Management

John Tello, as- sistant director, safety & security, Boston Proper- ties

Carlos Villar- real, senior vice president, commercial real estate security services, Whelan Security

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commercial buildings often house many different types of tenants which may carry risk as well as retail and even tourist attractions. I believe that 9/11 has made the security executive of any type of property much more account- able for their department as it relates not only to protection of the property, but also life safety of the occupants and business continuity for resilience.

Harrison: Protecting large buildings and landmarks since 9/11 has changed in three distinct ways: technology, law enforcement partnering, and intelligence gathering. The necessities and advance- ment in technology since 9/11 have en- abled security to couple historic guard force protection with technology capabili- ty to better protect assets. Technology ca- pability advancements provide for better

points to conduct a full building evacu- ation is a m^or issue in the planning stages of a security program.

Giles: Initially after 9/11, many high rise property management companies did not have in-house security profession- als; therefore, a lot of requests went out asking for security assessments of their properties. However, many of these facili- ties made very few changes to systems or procedures once they looked at the cost of those changes, especially as time went by and there were no new attacks. I be- lieve this drove some increase in the use of contract security officers. Interestingly, there were some facilities that did assess- ments to look at moving from contract of- ficers to proprietary officers, but I don't believe there were very many of them that actually made that change.

''Private security and local law enforcement forces are much more aligned in sharing information and monitoring local threats. These connections allow for real-time sharing of information and collective action when threats do arise, "Delta's Harrison says.

access control capabilities, monitoring and controlling the movement of person- nel, automatically alarming for inappro- priate movements or out of place items, and better video capabilities to iden- tify threats. These elements coupled with guard force resources provide a much better informed and process capable pro- gram. Private security and local law en- forcement forces are much more aligned in sharing information and monitoring local threats. These connections allow for real-time sharing of information and col- lective action when threats do arise.

Villarreal: Prior to 9/11, most com- mercial properties were concerned about the "office creeper" walking into a building and stealing lap-top computers, phones, and personal items such as ex- pensive clothing, jewelry and cash. Sept. 11 changed the dynamics of security planning from protecting agaiast prop- erty theft to protecting buildings and people against large-scale catastrophic events. Today, security executives must plan for efficient strategies to control and monitor both public and vehicle ac- cess into buildings and parking garages. How, when and what are the triggers

Tello: After Sept. 11, increasing the quality and visibility of uniformed secu- rity personnel became paramount as a way of not only deterring future attacks but also to alleviate the anxiety of our constituents who visit and conduct business in our properties.

What kinds of technologies and in- novations have you seen in terms of hardening buildings against terror attacics over the past 10 years and how much does it factor into your security planning?

Giles: Today you will see many more of these facilities that have added or enhanced systems such as CCTV, ac- cess control, package screening, vehicle screening, improved lighting and even alarm systems. Some clients have also been concerned about bio-terrorism and this has driven them to make sure they have the proper HVAC system controls in place and in some cases, they have hard- ened security around their intake vents. Another improvement that I have seen has been in the training of security ofB- cers. There is more focus today on mak- ing sure officers are trained in counter-

9/11 LESSONS LEARNED FROM SECURITY TECHNOLOGY EXECUTIVE« September 2011

surveillance so they are aware if someone is conducting .surveillance ofthe facility.

Kambic: We take our commitment to security and life safety systems very seri- ously, as do other buildings across the na- tion. As a security director, you must look at integrating systems that will allow you to track and monitor your property and occupants effectively. That can include a combination of technologies rang- ing from access control, CCTV, barriers atid online visitor management systems. However, I think the biggest gains for hardening facilities include IP cameras, intelligent video recording and package screening systems.

Harrison: Camera resolution capability has greatly improved. Technology identi- fying inappropriate objects or movement has resulted in better monitoring. Access control to monitor and control personnel movement allows for better facility con- trols. Building materials and design can help minimize the impact of attacks. The overall acceptance by employees to play a role in helping to secure their work area and protect the company now plays a key role in the security program. These ele- ments, especially technology and building improvements, are now acceptable ele-

ments woven into corporate and security program planning for budgetary and en- terprise risk reduction purposes.

Tello: We have seen a great emergence of Web-based technologies such as IP

9/11 Lessons Learned

Did 9/11 change the way you ap- proach normal day-to-day security operations?

Villarreal: Perhaps the most signiflcant change to day-to-day security operations

"/ think the biggest gaimfor hardening facilities include IP cameras, intelligent video recording and package screening systems, " Willis Tower's Kambic says.

CCTV cameras, graphical user interfaces for surveillance systems well as digital vid- eo storage technology. We have also seen remarkable innovations and expansions in the roles and criticality of centralized security command centers.

Villarreal: Exterior protection is a key ingredient in hardening buildings against terror attacks, such as using high-impact vehicle barriers and planters to protect the perimeter of a building; installing blast resistant film protection on windows to minimize damage; and controlling pub- lic access into office towers by using turn- stiles, visitor management systems and electronic authorization cards for both tenants and guest.

as a result of 9/11 is the information shar- ing between the public and private sector. Today, we get daily briefings from DHS and local law enforcement agencies regarding terrorist alerts. We take that information and constantly remind our statïs to be on the look-out for suspicious behavior.

Tello: After 9/11, the need to rapidly receive and disseminate information to and from our security command center brought about the emergence of mass communication technology through which all of our constituents can simul- taneously receive updates and direction on actual incidents and conditions that affect their personnel and ability to con- duct their business. Emergency manage-

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ment planning and the importance of training and exer- cises for both security personnel and building occupants became a major component of our security program.

Kambic: There is no doubt that business has changed in the last 10 years. One of the primary shifts is to a much more concentrated focus on risk analysis, and understanding the scenarios your security operations may face in the future as well as today The reality is that you must plan for all emer- gencies as effectively as possible, with more of an all-hazard approach of a response from the security organáation.

Giles: For these types of facilities, I believe the difference was in the areas of visitor controls, package deliveries and truck/dock controls. Many of these facilities were relatively lax in these areas before 9/11.1 tell clients all the time that if I want to enter a facility undetected, the easiest way is through the dock or posing as a delivery person. Unfortunately, that is still true today in some cases, but not as many as before.

Are there any procedures or technologies that you have implemented in the past 10 years that you prob- ably wouldn't have if 9/11 hadn't happened?

Tello: If 9/11 did not occur, our buildings would most likely still be open to the public during business hours. Since then, all persons entering our buildings must inter- act with security personnel by presenting their ID badge or checking in with security as a registered visitor in order to be admitted into our facilities. This has had a correspond- ing exponential increase in the exposure of security and the demand for higher quality of security services. We have also seen a much greater level of partnership and commu- nication between private sector security and law-enforce- ment/public safety at the local, state and federal levels.

Harrison: An overall enterprise risk approach that takes into account all elements of risk for the corporation, which has opened the scope and view of traditional security pro- grams. This has far-reaching implications that impact all elements of security programs to include the incorporation of new and developing technologies as well as the devel- opment of more robust and detailed processes and pro- cedures. Specific technologies include more robust non- proprietary access control programs, visitor management systems, employee threat communication capabilities, as well as explosive trace detection technology to name a few.

Kambic: It is difficult to pinpoint exact measures that have been taken as a result of the 9/11 tragedy because the security market has always been evolving over the last three to four decades. I do believe that it did increase the devel- opment and delivering of these technologies, especially in the areas of intelligence of CCTV. In addition to the physical controls and technologies, most buildings have implement- ed very specific training of the security staff that is critical to (lay-to-day operations as well as long-term plans. This train- ing includes customer service, counter-surveillance, critical incident management and workplace violence.

Villarreal: There are many new things that we do differently now as a result of 9/11, one example is many commercial high rise buildings now require visitors to be pre-registered into a \isitor management system before granting them access into the office tower This was a major behavioral change for cor- porate America, as business people now cannot walk into an

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9/11 Lessons Leamed

office building without being pre-registered by an authorized tenant with an electronic recording of their name, company, the pur- pose of their visit and who they are going to see. This type of screening process would never have been put into practice had 9/11 not occurred; in fact, when this practice was put into place, many people felt it was an invasion of their personal privacy. Today, it is an accepted business practice com- monly used in primary markets in the high- rise commercial building sector.

Giles: In my opinion, the major risk that these facilities face is driven by workplace violence, not terrorism, in addition to risks such as thefts and accidents. However, there are many procedures and systems that have been implemented because 9/11 brought security to the forefront of the ex- ecutives' minds and allowed for expendi- tures that were previously on hold or just not recognized. One change that was very beneficial was an increase in the use of background screening of employees and the requirement for on-site contractors to do the same for their employees as well.

What do you thinic the future holds for corporate security operations?

Kambic: An emphasis on continued improvements as it relates to communi- cations during emergencies will be key. In addition, I think that business conti- nuity will be more mainstream, either

encompassed within the Security depart- ment or as a close partner.

Harrison: While 9/11 resulted in a much more supportive corporate environ- ment for security program improvements and advancements, absent a follow-on sig-

events should always be in the forefront of security decision-makers. The future is uncertain, but one thing that we do know for certain is that we have many people that do not agree with our culture and way of life, therefore we must always em-

"Going forward, we must always look back at our history and never forget the tragic events of 9/11. Cor- porate security operations must always be prepared for worse-case scenarios. Planning, training and recovering from such events should always be in the forefront of security decision-makers. " Whelan Secu- rity's Villareal says.

nificant security event like 9/11, it seems that, on a broad perspective, corporate philosophy is beginning to withdraw back to pre-9/11 perspectives to include re- source levels and budgetary constraints. While this is not a positive perspective, I believe advancements in security technol- ogy will continue to expand.

Villarreal: Going forward we must al- ways look back at our history and never forget the tragic events of 9/11. Corpo- rate security operations must always be prepared for worse-case scenarios. Plan- ning, training and recovering from such

ploy the three D's of any robust security operations, "detect, detour or defend" any type of threat that could affect peo- ple and buildings.

Tello: In the future, we see security evolving to meet emerging threats such as homegrown violent extremists, do- mestic terrorism and the potential for civil unrest and criminal activity brought about uncertain and volatile political and financial conditions. I

Joel Griffin is Assistant Editor of Security Info Watch, com

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