I feel humbled to join this enlightened congregation today as we interact and share knowledge in the field of security. I take this opportunity to appreciate the management and organizers of the ASIS International Seminar and Exhibits for the noble gesture of inviting me. It gives me immense pleasure to address these enthusiastic ladies and gentlemen eager to keep our organizations safe. In the recent past, security in organizations has continued to garner more attention because of its impact on operations. Companies are now forming security departments tasked with handling their security concerns. As a corporate security director, it is my responsibility to offer security solutions to my organizations (McCrie, 2007). With the advancement of technology, physical security has become more complex to manage as fraudsters exploit digital avenues. Today’s speech will focus on the roles, challenges, and skills required to become a competent corporate security director in the contemporary environment. Security professionals face several operational challenges in their line of work. In today’s world, security directors’ most common challenges include employee theft, unethical businesses, terrorism, and cybersecurity. One key challenge is cybersecurity development, where criminal elements commit their illicit activities online (Yar, 2013). Many believe that the internet is a safe infrastructure. However, it is exposed to cybercriminals. A business carried out via the internet risks exposure to malicious hackers who can abuse sensitive data, including passwords, credit card details, and bank accounts. These activities lead to the ruin of business reputation and publicity, resulting in massive losses of revenue. Insecure internet activities might also lead to fraud or identity theft (Yar, 2013). Another challenge that affects security directors is the theft of a company's products by employees. Recovering such products has been challenging since performing routine searches infringes on the rights of employees. Unethical businesses are also on the rise in organizations. The process of finding evidence has been challenging, and this delays the process of dispensing justice. There is a need to be vigilant since terrorism is on the rise. It is a significant threat since it places the lives of people in danger. Possible solutions for such challenges include the use of Firewalls to monitor and control networks to cyberattacks. The challenge of theft by employees can be addressed by installing surveillance systems to monitor operations. Security directors can formulate ethical policies that guide conduct within organizations. To address terrorism, senior directors can report suspicious activities to police agencies or the DHS for comprehensive investigations. Security directors are tasked with protecting organizational assets. To attain this, they need to create a security and safety culture and minimize the organization’s exposure to liabilities and vulnerabilities (Sennewald, 2011). The leading roles include loss prevention, managerial, administrative, and investigation functions. A security director must ensure minimal property loss and the organization’s properties by establishing and defining possible risks and their preventive mechanisms. Risks expose organizations to loss of assets through the loss of workers, theft, and property destruction. A security director should have hands-on competence in all management aspects. They include making decisions on managerial protocols, controlling all the organization’s security measures by identifying and mitigating the crisis, and providing and overseeing the installation of required security devices and technology by security officers (Wood, 2013). As investigators, security directors need to show their competence in case management, evidence collection, and case presentation. Working with other people well can boost the accomplishment of the investigation functions. We should also have administrative skills which include, ensuring proper record keeping and ensuring effective management of equipment and security resources. Establishing lasting relationships with stakeholders is central to ensuring organizational security. Security directors should ensure they network successfully and develop working relationships with internal and external resources ( Cubbage & Brooks, 2013 ). Forging quality relationships enables security directors to harness information on best practices or build novel solutions to security concerns. Internal relationships allow security directors to understand better how organizations operate, potential risks, and vulnerabilities that offer security threats. It can enhance communication and information sharing, which is critical in improving security. Internal collaboration can help security directors uncover unethical business operations like product theft and vulnerabilities within organizations, such as lack of sound physical security. Establishing relationships with employees is essential in developing internal collaborations. To create an external connection, security directors should encourage organizations to build strong relationships with local communities to collect information on potential external threats ( Cubbage & Brooks, 2013 ). Security personnel should also build rapport with law enforcement agencies, such as police and the DHS. Security directors are required to share information on significant security vulnerabilities to allow law enforcement to conduct research and apprehend suspects. The need to share security information is driven by a rapidly transforming technology, business and threat environment ( Harkins, 2016 ). Security directors should also form relationships with security personnel from other companies to share information on best practices needed to address vulnerabilities and enhance security. In conclusion, security professions are vital to effective organizational performance. As such, security directors play an integral role in maintaining security. Security professionals are tasked with the responsibility of protecting corporate assets. They need to accomplish supportive functions that include loss prevention, investigation, administrative and managerial roles to dispense duties effectively. Security directors need to enhance skills and competencies, such as risk-management skills, organizational skills, and problem-solving skills. Establishing internal and external relationships is also essential; collecting information on best practices and solutions to existing threats and vulnerabilities. Security directors should ensure they make sure of the information we have learned today to ensure they offer better security to their organizations. Thank you for listening to me, and I hope the information shared will be helpful to everyone. I now invite anyone with a question or comment.”
References
Cubbage, C. J., & Brooks, D. J. (2013). Corporate security in the Asia-pacific region: crisis, crime, fraud, and misconduct . New York, CRC Press .
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Harkins, M. W. (2016). External Partnerships: The Power of Sharing Information. In Managing Risk and Information Security (pp. 49-63). Apress, Berkeley, CA.
McCrie, R. D. (2007). Security operations management . Amsterdam , Butterworth-Heinemann/Elsevier .
Sennewald, C. A. (2011). Effective security management . Burlington, MA: Butterworth- Heinemann .
Wood, R. , T. (2016). Corporate Security Manager . Place of Publication not Identified , Lulu Com.
Yar, M. (2013). Cybercrime and society . Los Angeles , Sage .
