The San Diego Metropolitan Transit System (MTS) Board of Directors approved a new 5-year, $66 million contract with Inter-Con Security to provide security services on Trolleys, buses, and on MTS properties.
Tim Danks, Huawei VP of Risk Management, discusses his thoughts on cybersecurity and the great need for global collaboration to build cyber risk management standards across the world.
Artificial Intelligence impacts the physical security industry directly when you consider that surveillance cameras are the ultimate end-point device, the “all-seeing eyes” of the Internet. Could “intelligence” be applied to optimize security operations? Learn from one security leader’s experience using AI to reduce tailgating and streamline security operations.
The Los Angeles Football Club (LAFC) will be deploying touchless, badgeless building access for all for all staff at their home, Banc of California Stadium. The facial authentication technology will provide a frictionless access control experience that is more secure and hygienic.
Good security hygiene practices go a long way to mitigating risk day in and day out. But security teams also need the flexibility to reorient themselves, so that when new threats emerge or new best practices or technologies become available, they can adapt.
Whether your organization is migrating its physical security technology or any other operational technologies or processes onto the cloud, all security leaders need to migrate security controls and good security practices with those changes – or risk disaster.
According to a new survey, security operations center (SOC) and security teams are suffering from high levels of stress outside of the working day—with alert overload a prime culprit.
1/ST has appointed former Federal Bureau of Investigation Supervisory Special Agent Rob D'Amico as Chief Security Officer for the 1/ST group of companies.
A more foundational goal is to make security and compliance part of the development process from the start. This is a transition that requires DevOps to bring along risk, security and compliance teams into the shared responsibility of making the organization resilient to change. But bringing the idea of shared responsibility to fruition can be difficult because there is a natural tension between DevOps and SecOps, as they have different charters and cultures. DevOps can be seen as more of a do culture (Atlassian calls this a “do-ocracy”) and SecOps can be seen as a control culture and they are inherently in conflict. To fulfill the promise of teaming for shared responsibility, DevOps and SecOps should align on three key objectives: collaboration, communication and integration.
