All threats have a location. Office closures, an active shooter, system outages, inclement weather, medical emergencies – each one of these critical events can be tied to a location, or multiple locations, thus placing employees in that area in danger.
Across the globe, chief security officers (CSO) are under intense pressure to justify what they do, as business operations come under increased scrutiny from the C-suite, shareholders and outside auditors. More than ever, CSOs find themselves in the position of needing to make a strong case for their budgets and activities on a day-to-day basis.
Three in ten (29 percent) travel managers report they do not know how long it would take to locate affected employees in a crisis, according to a study by the GBTA Foundation.
Sports venues for many years have been on the lookout for weapons like guns and knives at their entrance ways, and it would probably be very difficult for a bad actor to enter a stadium with a nuclear warhead.
The subject of security at sports venues usually revolves around traditional violence-related concerns like terrorism, active shooter or possibly drunken and rowdy fans getting into brawls.
This article addresses lessons learned from selected mass casualty terror attacks in Western Europe (Nice, Paris, Brussels and Oslo) and the United States (Orlando, San Bernardino and Boston).
A report from Princeton Survey Research Associates International shows that two thirds of U.S. adults feel they would be prepared if an emergency or disaster struck their community today, including 20 percent who say they would be very prepared.
In order to ensure the safety and security of an organization’s personnel, a Chief Security Officer (CSO) must be able to identify, assess and develop appropriate responses to a wide range of potential and actual threats as they evolve in real time.
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