DJ Products, Inc. of Minneapolis has introduced a remote controlled, self-propelled powered trailer that can easily maneuver machinery and equipment remotely in confined areas, as well as be pulled by a tow vehicle at high speeds to transport long distances.
The BombCaddy was originally designed for safely removing explosive materials from screening areas at airports when detected. The remote option was needed so the operator could navigate the containment unit from a safe distance while traveling in confined areas and hallways of the airport to an outdoor location. Once outside, the operator lowers the high speed bogie wheels and connects to a riding tug for fast towing to a detonation location.
The BombCaddy has many potential applications in a manufacturing, distribution, and outdoor equipment environment where dual movements are needed from a single trailer.
This particular powered trailer can haul loads up to 5,000 lbs. In the low speed, intricate moving mode, the unit can travel at speeds of 0 to 2 with either manual, wireless, or pendant controlled steering. It can also travel at speeds of up to 40 mph when being towed by simply lowering the high speed tires and adding a tongue.
For more information about applications and environments conducive to this remotely powered trailer, or any custom trailer or cart application, call DJProducts at 1-800-686-2651, or visit them TeamCartCaddy.com.
ATLANTA, Ga. – After a relaxing Labor Day weekend, first responders, law enforcement agencies, and public safety and security authorities across the country are busy with the kickoff of National Preparedness Month, sponsored by the Federal Emergency Management Agency (FEMA). Every September, FEMA uses its Ready campaign to educate and empower Americans and increase the level of basic preparedness across the nation. U.S. Security Associates (USA) is continuing its annual support of the initiative and the 2014 theme, “Be Disaster Aware, Take Action to Prepare.” The security company is publishing preparedness tips and tools throughout the month via social media and client communication. Over 13 million individuals, organizations, and businesses are currently registered to participate in America’s PrepareAthon!, the National Day of Action scheduled for September 30, 2014. America’s PrepareAthon! is an opportunity to prepare for specific hazards through drills, simulations, tabletop training, and group demos and discussions. Participants in America’s PrepareAthon! have access to special training materials and planning outlines. Leading up to the National Day of Action on September 30th, FEMA invites Americans to visit www.ready.gov regularly throughout the month of September. Each week during National Preparedness Month, the site focuses on a different theme with digital resources and publications available for download. The content covers a different, critical aspect of family, workplace, and community preparedness every week, using FEMA’s four building blocks of preparedness: be informed, make a plan, build a kit, and get involved. USA is joining the readiness movement with weekly updates and guides designed to coincide with the National Preparedness Month schedule. Promoting preparedness is a natural extension of USA’s role as one of America’s largest security companies. The organization provides security services and comprehensive risk mitigation solutions, ranging from physical security services, risk assessments, and threat analyses and direct interventions to large-scale disaster and emergency response. “We are a national security company with thousands of clients whose operations are essential to our national infrastructure and supply chain. We focus on readiness and planning every day of the year, not just during the month of September,” says Joe Arwady, one of three Division Presidents responsible for leading USA’s dedicated disaster and emergency response team. “No question, National Preparedness Month is a prime opportunity for us to reinforce the importance of planning and practice and put the spotlight on what we can do to make our company, our clients’ organizations, and our nation more resilient moving forward.” ABOUT U.S. SECURITY ASSOCIATES U.S. Security Associates (USA) is North America’s security solutions leader, with 160 locally-responsive offices providing premier national security services and global consulting and investigations. The company provides career paths for over 46,000 security professionals serving several thousand clients and a range of industries. Innovative applications of leading-edge, proprietary technology enable USA to rank annually among the world’s best training companies, meet the globally recognized ISO standard for quality management, and underscore world-class customer service with unparalleled accountability. USA’s rise as one of today’s largest security companies is a natural byproduct of these differentiators together with a commitment to investing in employee reward and development, giving back to local communities and relentlessly striving to be the best security company delivering Solutions for a Safer WorldTM. For more information, visit www.ussecurityassociates.com.
Unique Cloud-Based Application Provides Visibility Into UC Performance
DALLAS – Masergy Communications Inc., a global leader in managed networking, advanced cyber security and cloud services, announced today the availability of its UCaaS Analyst - the industry’s first cloud-based analytics solution for enterprise unified communications. Accessible via Masergy’s Intelligent Service Control (ISC) application, the new solution offers a dynamic dashboard with Unified Communications as a Service (UCaaS) performance metrics. This enables enhanced business planning through real-time analytics.
UCaaS Analyst enables customers to proactively solve voice over IP (VoIP) and UC quality issues to minimize downtime. IT teams can also leverage UCaaS Analyst to reduce time to resolution from days to minutes. Key features include:
● End-to-end UC performance visibility across WAN infrastructure
● Unlimited monitoring of endpoints for all subscribed users and services
● The ability to manage, filter and analyze data into actionable insights
● Powerful search engine to quickly locate Call Data Records (CDRs)
● Consistent user experience anywhere in the world
“Real-time analytics are critical for enterprises to identify and rapidly resolve business communication issues,” says Tim Naramore, Masergy’s Chief Technology Officer. “Masergy’s UCaaS Analyst gives customers visibility into essential data for strategic business planning and growth.”
“Masergy’s UCaaS Analyst provides great insight into our voice network across the enterprise,” says Matt Patterson, IT Infrastructure Manager at Panavision, a leading manufacturer of high-precision camera systems. “The ability to check relevant call logs and view real-time performance statistics helps us resolve issues in a timely manner and improve overall performance at our branch offices.”
UCaaS Analyst is available free of charge to all Masergy’s unified communication customers. Moving forward, Masergy will continue to improve UCaaS Analyst with enhanced administration and user control features. UCaaS Analyst is delivered from the cloud which means that all upgrades and new features are instantly available without the need for new software or hardware upgrades.
Masergy’s award-winning UCaaS with Global Presence provides an all-in-one business communications service – connecting information, people and resources anywhere, anytime. The company offers a redundant carrier-grade platform for voice, video, mobile, instant messaging, presence and web collaboration for a wide range of enterprises and multi-location organizations. Masergy also offers comprehensive engineering consultation and best-in-class customer support.
Masergy owns and operates the largest independent global cloud networking platform for enterprises. Our managed solutions with fully integrated real-time analytics, global unified communications as a service (UCaaS), security as a service and software defined network control help businesses compete in the global marketplace. Masergy's patented technology, customizable solutions and unmatched customer experience are why a growing number of global enterprises rely on Masergy to deliver performance beyond expectations. For more information about Masergy visit www.masergy.com or follow us on Twitter@Masergy, Blog, LinkedIn andFacebook.
Fighting corruption has become a major global initiative. The consequences of corruption violations can be severe. Firms that were found to have violated the Foreign Corrupt Practices Act (FCPA) in the United States and paid bribes to foreign officials have been subjected to criminal and civil enforcement actions, resulting in disgorgement of profits obtained through the illicit payments, large fines reaching into the hundreds of millions of dollars and suspension from federal procurement contracting. In addition, their employees and officers have gone to jail.
The FCPA is not the only game in town. In 2010, the United Kingdom passed the first major overhaul of its anti-corruption laws in more than a century, putting companies operating in that country under even more stringent regulations than set down by the FCPA by prohibiting commercial bribes in addition to bribes to foreign officials. Since then, several other countries, including Russia and China, have issued new anti-corruption regulations.
At a New York state elementary school, teachers can use a behavior-monitoring app to compile information on which children have positive attitudes and which act out. In Georgia, some high school cafeterias are using a biometric identification system to let students pay for lunch by scanning the palms of their hands at the checkout line. And across the country, school sports teams are using social media sites for athletes to exchange contact information and game locations.
Technology companies are collecting a vast amount of data about students, touching every corner of their educational lives — with few controls on how those details are used.
Now California is poised to become the first state to comprehensively restrict how such information is exploited by the growing education technology industry.
Legislators in the state passed a law last month prohibiting educational sites, apps and cloud services used by schools from selling or disclosing personal information about students from kindergarten through high school; from using the children’s data to market to them; and from compiling dossiers on them. The law is a response to growing parental concern that sensitive information about children — like data about learning disabilities, disciplinary problems or family trauma — might be disseminated and disclosed, potentially hampering college or career prospects. Although other states have enacted limited restrictions on such data, California’s law is the most wide-ranging.
Change and our effective inability to look into the future cause real problems for the fundamentals of resilience. When we think about what our future – and our own configuration to meet it – may look like, we do need to understand that it is multifaceted and has multiple interdependencies. Security (in particular and resilience more widely because its failures have huge impacts) is now dominated by a focus on IT and cyber. Organisations are looking for techno-resilience expertise and understanding of the implications of breaches and failures. This means that as time goes on the ‘traditional’ security professional will become displaced by the tech-savvy and constantly current younger generation. Therefore, there is potential for change to happen and the past of resilience, based on hierarchies and barriers, rather than flexibility and agility in thought and action, may yet fade away. Or, we may be seduced along a route that bypasses where the more damaging long –term issues may be. For example, criminology, for me, becomes a science that informs intellectual process rather than a discipline that can be applied in the dynamic where cause, motivation and associated theories are minor contributors to the threat landscape. Personally, I consider the ability to evaluate and balance wider risk and impact analysis and management to be a more pressing long-term skill to understand and develop.
This need becomes even more critical as the landscape and context in which we operate, live and learn is changing daily. While we can observe change, we also need to anticipate what it may mean. Politically, China is moving more quickly and decisively than ever; the Cold Way may not be back – but there is a temperature drop. Socially, the interconnected global community has found its voice. Economically, the patterns of the 20th Century are being disassembled and changed. Organisationally and individually, the effective resilience response to this is to consider the negative effects of bias, examine our structures and linkages and to have the ‘airline experience': lose our baggage. It is a matter of choice of course, but we should do this because behaviours and attitudes are changing all around us; and we need to keep pace. How do we manage the multifaceted issues of IS, for example. A small military force but one which is causing seismic concern – because managing this threat requires management of multiple layers, multiple levels and multiple interests. It is long-term and long-lasting and the effects of attempting to confront it will affect us all. Thinking about it, and how we maintain societal and organisational resilience in the future world, should become a priority.
Resiliency is a difficult term to pin down. Patrick Otellini, San Francisco’s chief resilience officer, the first under the Rockefeller Foundation’s 100 Resilient Cities Challenge, in reflecting on the foundation’s message, defines it this way: “It’s how a city continues to thrive and bounce back from acute shocks and chronic stresses.”
Those shocks and stresses come from a multitude of factors and situations, including hazards such as earthquakes, tornadoes, hurricanes and floods to poverty, terrorism and violence. By sponsoring a two-year grant for a chief resilience office, the Rockefeller Foundation is offering the chosen cities an opportunity to help mitigate those shocks and stresses. Ten of the 32 cities named so far are in the U.S.
In San Francisco, seismic activity is, of course, the No. 1 stressor, while in nearby Oakland, violence and social inequity are major issues, along with earthquakes. East Coast cities like Norfolk, Va., and New York City are vulnerable to flooding from tropical storms, while El Paso, Texas, is susceptible to drought and resource scarcity. Those are examples of the challenges the new chief resilience officers will be wrangling with as they try to improve their city’s resilience.
(MCT) — Tucked beneath green tennis courts in a hidden corner of Bel Air Crest, a 10-by-20-foot shed holds enough emergency equipment to stock a small hardware store — a 13,000-watt tri-fuel generator, a satellite phone and neatly organized boxes of medical supplies.
And then there's the eight portable toilets with pop-up privacy tents. "You can't have 1,500 people not able to go to the bathroom," said Marsha Hierbaum, president of the Bel Air Crest Homeowners Association.
The shed is one piece of a years-long effort to ensure that all residents of the gated community are ready when the "Big One" hits. In a city populated by people expecting — but many ill-prepared to handle — a major earthquake, it is the affluent and organized hillside neighborhoods that have taken emergency preparedness to the extreme. A 6.0-magnitude earthquake that rumbled through Napa last month underscored for some how important their effort is.
By Chris MacArthur, CBCP, MBCI.
Have you ever wondered if there was a way to significantly improve the effectiveness of your business continuity presentations? Before I describe some proven steps that really work, permit me to share with you my own experience.
I can still clearly remember the first time I was asked to provide an update to the executive committee about our business continuity management (BCM) program. I couldn’t help but feel somewhat anxious as I thought that the audience may be pressed for time and would want me to get the point quickly so they can move on to the next agenda item. During my preparation I found out that these updates were provided several times a year and, in the past, included a brief description on the status of the BCM program and identified if there were any issues the executives needed to be aware of. If there were any issues then this team needed to be reassured that the BCM team had a plan of action to address the risks. I put myself in the shoes of the audience and thought how bored they might be to have to sit through yet another update and reflected about what could be done to make a more impactful presentation and gain their support so that our BCM program could add more value to the organization.
This type of an opportunity is one where you don’t want to come across too strong and risk alienating your audience. Worse you want to avoid fear mongering as this may have the opposite effect and actually turn off the audience. Ideally you want to make the executives interested in wanting to know about you and, in our example, wanting to know more about the BCM program. One effective way to demonstrate that you can hold gain and hold interest is to develop a powerful introduction which includes a memorable attention getter and provides an executive preview of what will be presented.
By Lyndon Bird
Although the term resiliency is widely used in setting corporate goals, it is rarely defined in a way in which it can be meaningfully assessed. Traditionally business continuity has provided a proven means of reducing the severity of disruptive interruptions by understanding the operational priorities of the business, the infrastructure that supports them and the acceptable timescales for response and recovery. Business continuity practitioners have always argued that by taking a holistic approach to an organization, critical dependencies and single points of failure can be better identified and mitigated, thus leading to improved reliability and customer satisfaction. This might seem a reasonable assumption but it is hard to really prove.
This lack of objective proof has perhaps contributed to the often reported difficulties in achieving more substantial stakeholder buy-in for business continuity at the most senior levels in an organization. Perhaps this partly explains why the change in business terminology from business continuity management (BCM) to organizational resilience is happening so rapidly in many companies. Certainly key individuals promoting the resilience agenda see the opportunity to bring a new discipline into play at the strategic level as a game changer. Adaptability (rather than response) is becoming the new buzzword and traditional business continuity practitioners need to adapt to this new reality.