Co-author Introduction Our country’s election is a civilizational, cultural and even festive time where over a billion people come together in a shared national act. It is that crucial time when the Constitution places complete power in the hands of every adult citizen, regardless of wealth, status, caste, religion, or social privilege. As the Election Commission of India has often described in its post-election reports, the general elections are ‘the most diverse expression of popular will in human history.’ The sheer magnitude of the exercise is staggering, over 912 million voters1 thousands of political candidates, millions of polling personnel, and polling stations in terrain as remote as the Siachen base camp and the Sundarbans. In India, the right to vote is a statutory right, and elections are governed by Article 326 of the Indian Constitution, which establishes universal adult suffrage, allowing every citizen aged 18 or above to vote, subject to the qualifications prescribed by law. The detailed provisions relating to registration of voters, conduct of elections and disqualifications are laid down in the Representation of the People Act, 1950 and 1951, as the exercise of the right to elect depends entirely on statutory provisions. The Hon’ble Supreme Court of India has consistently held that the right to vote is not a Fundamental Right, but a right created by the Constitution and regulated by Parliament. The freedom to free and fair elections and express choice is protected under Article 19(1)(a) as part of freedom of speech and expression, a fundamental right. The Hon’ble Supreme Court held in the case of Jyoti Basu v Debi Ghoshal, 1982, that “the right to elect, fundamental though it is to democracy, is anomalously enough neither a fundamental right nor a common law right. It is pure and simple a statutory right.” Yet the vast and intricate mechanism of ‘election’ is fragile. Elections are susceptible to disruption, manipulation, distortion, or corruption through various means, including digital deception, psychological warfare, misinformation campaigns, and foreign influence. The Hon’ble Supreme Court held in Indira Gandhi v. Raj Narain (1975),2 “Democracy is meaningful only if elections are free and fair.” This principle was elevated to the level of the Basic Structure of the Constitution, meaning no law, no government, and no authority can dilute or compromise this requirement. Chapter IXA, ‘Offences Relating to Elections,’ was not part of the original Indian Penal Code (IPC)1860. It was introduced into the IPC by the Indian Elections Offences and Inquiries Act, 1920. Chapter IXA aimed to codify specific offences related to the electoral process within the main body of Indian criminal law to ensure free and fair elections and protect the free exercise of electoral rights. Before 1920, laws regarding election offenses were likely scattered or less formally defined. The 1920 Act brought these specific offences under one chapter (Sections 171-A to 171-I) of the IPC. The Indian Elections Offences and Inquiries Act, 1920 was enacted to provide punishment for malpractices related to elections and to establish procedures for conducting inquiries into disputed elections to legislative bodies constituted under the Government of India Act. It was passed by the Indian Legislative Council and received the Governor General’s assent on September 14, 1920. The Act extended to the whole of British India and aimed to address corrupt practices such as bribery, undue influence, personation, false statements, and illegal payments during elections. This Act also amended Indian Penal Code by inserting new provisions specifically dealing with election offenses, now found in Chapter IX-A (Sections 171-A to 171-I)3. It empowered authorities to take various actions for investigating election malpractices, including enforcing the attendance of witnesses, compelling document production, examining witnesses under oath, and conducting searches. The Act was significant because it laid down a legal framework for safeguarding the integrity of elections and provided a mechanism to punish electoral offenses systematically. The transition to the Bharatiya Nyaya Sanhita marked a historic shift. Enacted in 2023 and effective from July 1, 2024, the BNS replaced the IPC with a more modern, decolonized code. Electoral offences were consolidated into Chapter IX (Sections 169-177), retaining the core structure of the old provisions while enhancing clarity and penalties.4 These rules are made to keep our elections clean, fair and free from cheating. The law covers actions like giving money for votes, threatening or pressuring voters, using fake identities to cast votes, spreading false information about candidates, breaking spending rules, or misusing power at polling stations. Given this foundational role of elections in India’s constitutional arrangement, it becomes essential to understand what harms elections, how such harm has evolved, and how Indian law has tried, and often struggled, to keep pace with the changing nature of these threats. This article attempts to explore the journey in depth, through a detailed legal, social and national security analysis, it evaluates what ‘harm to elections’ truly means in today’s India; how past laws, particularly the colonial-era IPC, tried to address these harms; how the BNS modifies and modernizes the framework; and what gaps, challenges and opportunities remain. Background to offences related to elections under ipc The concept of offenses against elections in India traces back to the colonial era, when the British administration sought to regulate electoral conduct to maintain order in a nascent representative system. The Indian Penal Code of 1860 (IPC), enacted under British rule, laid the foundational legal framework by criminalizing acts like bribery (Section 171B), undue influence (Section 171C), and personation at elections (Section 171D), which were seen as direct threats to fair polling. These provisions were influenced by English common law and aimed at preventing corruption in limited franchise elections during the Raj. Post-independence, with the adoption of universal adult suffrage in 1950, election offenses evolved amid growing political competition. The Representation of the People Act (RPA), 1951, expanded on IPC by defining corrupt practices such as booth capturing, intimidation, and electoral fraud, making them punishable to ensure free and fair elections. The 1970s marked a dark chapter with the Emergency (1975-1977), when criminals began entering politics…

The industrial sector is at a crossroads. As the engine of the global economy, it consumes 37% of global energy while facing tightening carbon regulations worldwide. Manufacturers must now contend with unstable energy costs, resource scarcity, and the urgent call for climate action. The pressure is no longer just to produce more, but to produce smarter, cleaner, and with true sustainability. The Hidden Cost of Traditional Operations For decades, factory operations were highly inefficient, struggling to fix problems only after they occurred. The old ‘run-it-till-it-breaks’ model created ‘energy black holes’ that drained resources and profits, placing a heavy burden on the environment. Equipment is typically maintained only after failure, causing severe downtime, but the real cost comes earlier. Consider an unmonitored motor running slightly above specification or an oven with undetected heat loss; these act as a constant energy drain and silently increase the carbon footprint. This reactive approach extends to infrastructure. Vast production floors keep lights and HVAC running around the clock for human workers – often the largest source of ‘non-production’ energy waste. Older systems lack visibility into these invisible inefficiencies, from air compression leaks, which alone can waste 20-30% of the energy output, to electrical cabinet overheating. Manufacturers remain blind to major cost-saving and sustainable transformation opportunities. In this data vacuum, the balance sheet and biosphere suffer. The Intelligent Pivot: From Blind Spots to Precision Power The future of manufacturing relies on intelligent technology to shift away from costly, reactive operations toward high-precision, proactive green practices. This transformation embeds AI and advanced sensing to optimize power use, eliminate waste, and minimize carbon footprints. Central to this shift is innovative equipment optimization. Low-power robotics, motors, and systems are managed by intelligent algorithms that dynamically adjust operations to match demand with minimal power use. AI-enhanced thermal monitoring provides 24/7 oversight, detecting signatures of inefficiency or failure to enable predictive maintenance and targeted green upgrades. Equally transformative is smart logistics and the “dark warehouse”. Recognizing that climate-controlled storage drains utilities, facilities now deploy automated guided vehicles and handling platforms that operate perfectly in darkness. This allows massive storage zones to transition to near-zero energy for lighting and climate control, proving productivity and environmental protection can become a unified goal. Technology in Action: Hikvision’s Green Manufacturing Transformation The commitment to smart, sustainable production is not abstract theory – it is integrated into real-world operations. At Hikvision’s manufacturing bases, the company has implemented these AIoT solutions to strengthen its green manufacturing and ESG performance, turning commitments into verifiable, industry-leading practices. For decades, factory operations were highly inefficient, struggling to fix problems only after they occurred. The old ‘run-it-till-it-breaks’ model created ‘energy black holes’ that drained resources and profits, placing a heavy burden on the environment Such a technology-driven initiative has delivered high-impact results: The Green Factory is where business growth meets environmental responsibility. As AI, automation, and thermal solutions become the backbone of sustainable manufacturing, more innovators are moving early to lead the low-carbon shift. Want the practical playbook? Explore our smart manufacturing white paper: how large-scale AI powered video intelligence transforms efficiency and accelerates smart manufacturing. Index: To see how Hikvision integrates green commitments into operations and broader value chain, please read our ESG Reports. [1] The International Energy Agency. (2023). IEA – Industry Energy System Overview [2] Future Market Insights. (2025). Compressed Air Leak Detection Market Report Read More

Martin VojtekBusiness Director 3D Surveillance at Hexagon’sSafety, Infrastructure & Geospatial division Seven minutes. That’s how long the recent Louvre heist took. In broad daylight, a group of thieves rode up on a construction platform, smashed display cases, stole several historical jewels tied to the Napoleonic dynasty and escaped on scooters before anyone in the control room even realised what was happening. It sounds like a scene straight out of ‘Mission: Impossible.’ Only this time, Tom Cruise wasn’t there. In movies, we often see tight webs of red laser beams guarding treasures, with the hero gracefully sliding between them. Reality, however, is far less cinematic. Most museums still rely on mechanical sensors, simple infrared barriers, cameras and the most fallible component of all – the human eye. But the human eye doesn’t measure space. A camera records an image, but it doesn’t know that a display case has shifted by three centimeters, or that a visitor’s hand just crossed an invisible boundary. That’s where a new kind of perception comes in – LiDAR. From Hollywood fantasy to real-world security Forget the tangled maze of laser beams you’ve seen in films. A modern 128-channel rotating LiDAR fires hundreds of thousands of laser pulses per rotation – and it does this up to 10 times per second. That’s millions of spatial measurements every second, creating an invisible web of light that maps the scene in 3D, without anyone ever noticing. What LiDAR builds is called a point cloud – a live three-dimensional model of the environment. The system constantly compares this ‘snapshot’ with the current scene. If anything changes – a hand moves closer to an artifact, a case is displaced or an object disappears – LiDAR detects it instantly. When technology sees in 3D LiDAR technology (such as LidarVision, developed by Hexagon), brings true 3D situational awareness into museums and galleries. It doesn’t just see that someone is moving; it knows where, how fast and in what trajectory. Each detected object is tracked with its precise dimensions, velocity and spatial position. If a visitor steps too close to a protected exhibit, the system triggers an alarm. Pan-tilt-zoom (PTZ) cameras automatically turn to the exact spot and start recording. The operator no longer has to stare at dozens of screens, hoping to catch the right moment. LiDAR data also serves as forensic evidence – allowing investigators to replay the incident as a full 3D reconstruction. They can see exactly how intruders moved, from entry to exit, with centimeter precision. Beyond thieves: Everyday situational awareness LiDAR isn’t just a tool against master criminals. It helps with daily operations, too – recognizing when someone lingers suspiciously near a sensitive exhibit, when an unauthorised object enters the room or even when a visitor collapses. The system can trigger a silent alert, notify security staff or automatically redirect nearby cameras. History that never comes back Art theft is not a cinematic rarity – it’s a recurring tragedy. In 1990, 13 paintings worth more than half a billion dollars vanished from Boston’s Isabella Stewart Gardner Museum. None have ever been recovered. Even Leonardo da Vinci’s Mona Lisa was stolen from the Louvre in 1911 – though it was miraculously found two years later. That case, however, remains the exception. Thieves often fail to realise that cultural artifacts are not commodities. When they melt them down for gold or strip them for gems, they don’t just destroy value – they erase history. Spatial understanding is the future of security No security system is flawless. But while cameras merely watch, LiDAR understands space. From a single compact device, it monitors the 3D environment in real time, detects anomalies and reacts immediately. Modern security is no longer about higher fences or better cameras. It’s about spatial understanding – knowing what is happening in the room right now. Read More

Major Paul DevassyCEO of IIRIS Knowledge,Vice Chairman of Asis APAC Board I have been a corporate security professional in various organisations spanning different states & types of organisations. The common approach that I had been applying was that of a salesperson. My entire being was being focused on providing a solution to any potential issue that might pop up. The issues would be anything under the sun – I had to give advice on how the elimination of Osama Bin Laden would affect the organisation, what would the affect be the death of a local politician be on operations in a state, the change of regime in the neighbouring country, when would the rains start, what would be the impact of the floods, what would be the affect of a strike in a state, would counting of votes in a general election affect the security situation, what would be the impact of the cyclone on the city. This, and myriads of other issues are thrown at the security fraternity and I over time become hard wired to respond to these queries. I morphed into a lean mean solution giving machine, and soon this permeated into all aspects of my life. This solution giving model was satisfying for me as I felt that I had completed my task & proved my worth. Did it work for the client? Maybe yes – especially while addressing a crisis. I do really think that it assisted in the short term. What about the long term? So, the role of being a solution provider became ingrained into my DNA. Jocularly I used to refer to myself being a living Aqua Regia for any risk focused query. I am sure all risk professionals would also be facing a similar predicament. About 36 months ago on the suggestion of a friend I embarked on the journey of becoming a life coach. Was it disruptive for me and my way of thinking? – Immensely! For starters the foundation of being a coach is too able to listen to empathetically to understand the clients’ challenges and what the client wants. Efficiently use open ended questions, understand what is it that the client wants which would be the contracting phase of the coaching session. Then move at the pace that the client wants to foster a sustainable growth while never be judgemental. All this was contrary to my practice as a corporate security professional. A mentor of mine had in the passing mentioned that we must sell security for our clients to buy security. That made me a proponent of a 24/7 full court press attack mode. It was a major exercise in self-control to override my instincts which had been forged with repetitive actions of being a solution provider. I had to mindfully stop being a salesman of Corporate Risk vertical. Selling as a Salesperson vs. Selling as a Coach A classical salesperson always walks onto the field like a quintessential soccer striker with only one thought in mind. The focus is always on scoring the goal. In the case of salesperson everything that is said and does is always concentrated in securing the sale. They always talk of features & benefits as if they were goods laid out on a stall. Salespersons’ words push & press, like a person leaning on a door until it opens. The measure of success is by the score on the board. The relationship is a trade – coin for goods, nothing more. The guiding question is simple – “How can I make them buy?” Their eyes stay on the short road, the one that ends at the cash register. They use all tools available in the craft – pitches, coaxes, cajoles, and do always keep bargaining, looks for connections that can be leveraged for the final push. So, when the proverbial dust settles, the salesperson walks away with a customer. In comparison, a coach is cut from another cloth. The archetypical coach is a gardener tending to the garden. They always think of the soil, of sunlight, of slow, steady & sustainable growth. Coach’s focus is not on the product, but on the person who is representing the organisation. The coach asks questions the way a gardener tests the texture of the earth. Always listening as a gardener who is connected to the earth for the faint stir of roots. The approach is open and gently perusing. In this mindset the success is not a number but a change – a lift in skill, a rise in confidence. The relationship is not a trade but a journey. It is built on trust, like a bridge that grows plank by plank. The question is different: “How can I help them grow?” Adopting a coach’s mindset changes the focus to following the seasons, not the day. The coach’s tools may appear to be small but in the end is mighty – listening, questioning, feedback, and understand their concerns and unique context. More importantly listen for the unsaid. Most importantly with this mindset inculcating a non-judgemental thinking approach assists in facilitating self-discovery, strategic thinking, and capability-building. All of this ends up in establishing a stronger and sustainable relationship which is built for the long run. Coaching Mindset vs. Sales Mindset: Who Prevails in Corporate Risk? I personally have been in the salesperson mindset all my life. But I believe as corporate risk professionals, we must evolve from having a salesman mindset to a coaching mindset for sustainable growth. A coaching outlook brings big advantages over the traditional sales approach. It builds real client ownership. Clients find solutions themselves empowered instead of just being told what to do by the salesperson. This creates stronger buy-in & commitment in the long run. A coaching mindset also has a long-term impact. Wherein it goes to builds skills & confidence in client teams. They become self-reliant & less dependent. This can be counter intuitive to being with but has a positive impact on the entire relationship chain. It…

Col Ashok Kumar Singh (Retd.) From Watchmen to Professionals:How New Labor Codes are Globalizing PSI The Private Security Industry (PSI) in India has long occupied a unique position as a critical bridge between public safety and private enterprise. Traditionally characterized by high labor intensity and a fragmented regulatory history under the PSARA (2005), the sector is currently undergoing a radical metamorphosis. This change is driven by the implementation of the four New Labor Codes – on wages, social security, industrial relations, and occupational safety, health, and working conditions. At the heart of this transition is the ‘Global Quality Standard’ imperative. As the Codes mandate increased formalization – through compulsory appointment letters, digitized payrolls, and stringent social security compliance – they effectively narrow the gap between Indian statutory requirements and international benchmarks such as ISO 18788 (Security Operations Management) and ISO 45001 (Occupational Health and Safety). For Indian security agencies, this legislative overhaul is a double-edged sword. While it introduces significant cost implications through a broader definition of ‘wages’ and mandatory social security contributions for a massive migrant workforce, it also offers a path to global competitiveness. By institutionalizing the ‘Quality-First’ approach, the New Labor Codes are decoding a future where the Indian private security guard is not just a ‘watchman’ but a ‘protected, trained & certified professional’ operating within a framework of global excellence. Here, I have explored, how these legislative reforms act as a conduit for global standards, transforming the PSI from a low-margin unorganized sector into a robust, quality-driven industry ready for the world stage. Key themes The three critical ‘Impact Pillars’ which have been given weightage here: To connect the Code on Wages with ISO 9001 (Quality Management Systems), one needs to focus on how legal compliance acts as the foundation for ‘Quality.’ In the ISO framework, a service cannot be considered ‘high quality’ if it does not meet the statutory and regulatory requirements of the land. The intersection of the Code on Wages and ISO 9001:2015 For a Private Security Agency (PSA), maintaining an ISO 9001:2015 certification is more than a badge of honour; it is often a mandatory requirement for high-value government and multi-national tenders. The core of ISO 9001 is Clause 8.2.2, which mandates that an organization must meet the ‘statutory and regulatory requirements’ related to its services. With the enforcement of the Code on Wages (2019/ 2020), the definition of quality in the Indian security sector has been recalibrated. Standardization of the ‘Wage Ceiling’ Under the old regime, fragmented definitions of wages allowed for creative accounting, which often led to non-compliance during audits. The New Code simplifies this by ensuring that ‘allowances’ cannot exceed 50% of the total remuneration. Risk-Based Thinking (Clause 6.1) ISO 9001:2015 emphasizes risk-based thinking. The New Labor Codes introduce stiff penalties for non-compliance, including higher arrears and potential imprisonment for directors. Documentation and Transparency The Code on Wages mandates digitized registers and electronic pay slips. This creates an ‘audit trail’ which is the backbone of ISO Clause 7.5 (Documented Information). When an ISO auditor reviews a security agency, the ability to produce instant, digital proof of fair wage distribution serves as primary evidence of an ‘effective management system. Summary Table: Compliance vs. Quality New Labor Code Provision ISO 9001:2015 Connection Impact on Global Standards 50% Allowance Cap Clause 8.2 (Service Requirements) Eliminates wage-parity disputes. Timely Wage Payment Clause 7.1.2 (People/Resources) Reduces turnover and improves guard vigilance. Digital Wage Slips Clause 7.5 (Documented Info) Ensures transparency for global client audits. Occupational Safety, Health, and Working Conditions (OSH) Code In the private security industry, the ‘product’ being sold is essentially ‘risk mitigation’. Therefore, the Occupational Safety, Health, and Working Conditions (OSH) Code is perhaps the most critical legislative link to global standards, specifically ISO 45001:2018 (Occupational Health and Safety Management Systems). At the heart of this transition is the ‘Global Quality Standard’ imperative. As the Codes mandate increased formalization – through compulsory appointment letters, digitized payrolls, and stringent social security compliance – they effectively narrow the gap between Indian statutory requirements and international benchmarks such as ISO 18788 (Security Operations Management) and ISO 45001 (Occupational Health and Safety) Aligning the OSH Code with ISO 45001: Safety as a Service While the Code on Wages handles the financial integrity of the industry, the OSH Code focuses on the physical integrity of the security force. In an industry where personnel are often deployed in hazardous environments – ranging from volatile industrial sites to high-traffic ATM cash loading – safety is not an elective; it is a core deliverable. Duty of Care: The Employer’s Mandate The OSH Code introduces a universal ‘Duty of Care,’ requiring employers to provide a workplace free from hazards. This mirrors ISO 45001 Clause 5.1 (Leadership and Worker Participation), which demands that top management take responsibility for preventing work-related injury and ill health. Hazard Identification and Risk Assessment (HIRA) A central pillar of ISO 45001 Clause 6.1 is the systematic identification of hazards. Traditionally, Indian security agencies treated safety as the ‘client’s responsibility.’ The New OSH Code shifts this burden, making the security agency legally responsible for the safety of its personnel, regardless of the site of deployment. Welfare Facilities and Working Hours The OSH Code provides strict guidelines on working hours, overtime, and the provision of basic welfare facilities (restrooms, drinking water, and first aid). Comparison: OSH Code vs. ISO 45001 OSH Code Requirement ISO 45001 Requirement Synergistic Outcome Annual Health Exams Clause 8.1.2 (Hazard Elimination) Proactive identification of guard unfitness. Mandatory Safety Training Clause 7.2 (Competence) Improved response to emergencies & fires. Overtime Regulation Clause 8.1 (Operational Planning) Reduced human error and liability. Workplace Welfare Clause 5.4 (Worker Participation) Higher retention and improved moral. The OSH Code effectively codifies the safety requirements that were previously only found in high-end international contracts. For a Private Security Agency in India, compliance with the OSH Code is no longer a legal chore – it is a pre-requisite for ISO 45001, transforming safety from a cost centre into a competitive advantage in the global market….

Gaurav TaywadeManaging Director, Vicon India For much of the last decade, innovation in video surveillance has been driven by visible capabilities – higher resolution, smarter analytics, faster alerts, and AI at the edge. These advancements have transformed cameras from passive recording devices into intelligent systems capable of real-time decision-making. But as we move into 2026, a new question is beginning to dominate serious conversations around surveillance deployments: Can these intelligent systems be trusted? As cameras become autonomous, connected, and deeply embedded into critical infrastructure, trust is no longer an abstract concept. It is becoming a fundamental requirement. The expanding role of the camera Modern surveillance cameras are no longer isolated endpoints. They are now: In effect, cameras have become edge computers with vision. This evolution brings enormous value – but it also expands the attack surface. A compromised camera is no longer just a blind spot; it can become an entry point, a data risk, or a system-wide vulnerability. Why software security alone is not enough Historically, cybersecurity in surveillance has focused on software password policies, network hardening, encrypted communication, and secure firmware updates. While these measures are necessary, they are no longer sufficient. Software can be altered, firmware can be replaced, and credentials can be stolen. True security must begin below the operating system, at the hardware level. This is where Trusted Platform Module (TPM) technology becomes critical. TPM: The silent foundation of trust TPM is not a feature users interact with, nor does it appear on dashboards or analytics reports. Yet it plays one of the most important roles in next-generation surveillance architecture. At its core, TPM provides a hardware root of trust – a secure, tamper-resistant foundation that ensures a device starts, operates, and updates only in a verified and trusted state. In simple terms, TPM ensures that: This trust is not assumed – it is mathematically and physically enforced. Why trust is becoming mission-critical As surveillance systems expand across cities, transportation networks, utilities, and industrial facilities, expectations are changing. Organizations now demand long device lifecycles, secure remote management, protection against supply-chain risks, confidence in firmware authenticity, and compliance with national and sector-specific cybersecurity norms. In such environments, a camera that performs well but cannot be trusted is a liability. TPM addresses this challenge by ensuring that intelligence, connectivity, and autonomy operate within a secure and verifiable framework. Edge intelligence needs a trusted core Edge AI is reshaping surveillance by enabling cameras to detect, classify, and respond locally. However, intelligence without trust introduces new risks. If an edge device is compromised – analytics results can be manipulated, alerts can be suppressed or falsely generated, video streams can be intercepted, and the device itself can be weaponized. TPM ensures that edge intelligence operates inside a trusted envelope, preserving the integrity of decisions made at the device level. This is especially important as cameras begin to take autonomous actions – triggering alarms, controlling PTZ movements, or integrating with safety and operational systems. Trust beyond cybersecurity: Operational confidence Hardware-rooted security is not only about protection from cyber threats. It also contributes to operational reliability and confidence. In large deployments, TPM enables secure commissioning and provisioning, confident remote updates without fear of corruption, faster fault isolation, reduced risk during long-term operation, and stronger compliance posture for audits and tenders. For organizations operating in regulated or high-risk environments, this confidence is becoming a decisive factor in technology selection. As cameras evolve into intelligent edge devices, they also become part of an organization’s digital trust framework. AI without integrity is a risk. Hardware-rooted security such as TPM ensures that intelligence operates on a foundation of trust, resilience, and long-term reliability. The direction of next-generation surveillance Looking ahead, the most advanced surveillance platforms will be defined by a combination of edge intelligence, rugged, purpose-built hardware, secure lifecycle management, and hardware-enforced trust. TPM is becoming a silent prerequisite for this evolution – often unnoticed, but absolutely essential. As intelligent sensors become more autonomous and more deeply integrated into critical operations, trust will no longer be optional or assumed. It will be designed into the device from day one. Conclusion The video surveillance industry is entering a new phase – one where intelligence, autonomy, and connectivity must be balanced with integrity and trust. While AI and analytics will continue to drive visible innovation, hardware-rooted security will quietly determine which platforms are truly ready for the future. In the coming years, the most valuable cameras will not only be the smartest – but the most trusted. Read More

Sreekumar NarayananChief Growth Officer, BNB Security &Automation solutions In an industry that often gets measured only on what went wrong, BNB Security and Automation Solutions has spent the last few years quietly reshaping a different story – what goes right when protection, safety, comfort and operations are treated as one connected promise to the customer This is not a technology story. It’s a workplace story. It’s about the guard at the gate who needs clarity, not complexity. It’s about the facility head who wants fewer surprises, not more dashboards. It’s about the security leader who is asked every month – to ‘do more with less’ without compromising safety. And it’s about organizations that are finally recognizing a truth they lived through in the last decade – a workplace is not just a building. It is a living system. When it is healthy, business runs smoother. When it is ignored, business bleeds quietly – through downtime, fatigue, hidden losses and preventable incidents. BNB’s work sits in that real-world space between risk and routine – where a small failure becomes a big disruption and where a simple improvement can compound into meaningful savings. Over time, this has shaped a core approach – ‘make workplaces safer, smoother and more accountable – without adding burden to the people who run them.’ Where BNB started the shift: From ‘Security Projects’ to ‘Workplace Outcomes’ A few years ago, the market largely treated physical security as a project category – equipment, installation, handover, warranty and goodbye! But customers were changing. They weren’t just asking for ‘systems,’ they were asking for outcomes such as: BNB’s shift began when it started listening differently – not only to the procurement checklist, but to the lived reality of operations teams: security, administration, facility management, EHS, IT and leadership. From these conversations came a simple thesis: A workplace becomes truly secure only when safety, comfort, access, visibility, discipline and accountability move together. That thesis is what later evolved into BNB’s broader ‘Total Workplace Solution’ mindset – an approach that doesn’t treat security as a standalone island, but as part of a wider ecosystem that includes day-to-day operations, maintenance, compliance, energy awareness and employee well-being. What BNB achieved: The work that actually changed the game BNB’s progress can be understood through five achievements – each grounded in practical realities. 1. Turning ‘Systems’ into Everyday Reliability Many organizations already have equipment in place. The real pain is that it doesn’t behave like a dependable system. It behaves like a set of disconnected parts. BNB’s project teams learned to focus on what customers care about most: This translated into a stronger delivery style – tighter handover discipline, clearer documentation, better commissioning rituals and service readiness that begins before the site is ‘completed.’ It also changed the language BNB used with customers. Instead of selling components, BNB started selling operational confidence. 2. Making security and operations measurable – without making them complicated The workplace produces signals every day – entry and exit patterns, peak movement, exceptions, repeated alarms, delays, congestion points and compliance gaps. BNB’s learning was that these signals become valuable only when they are turned into simple questions: It’s about the guard at the gate who needs clarity, not complexity. It’s about the facility head who wants fewer surprises, not more dashboards. It’s about the security leader who is asked every month – to ‘do more with less’ without compromising safety. And it’s about organizations that are finally recognizing a truth they lived through in the last decade – a workplace is not just a building. It is a living system This thinking gave rise to BNB Cognira as a business layer – not as a ‘fancy product,’ but as a way to bring order and meaning to what already exists. In many places, the biggest breakthrough wasn’t adding something new. It was simply making the existing environment legible. A practical example: repeated alarms in the same zone. In many sites, alarms become background noise. People stop trusting them. BNB’s approach helped customers separate alarms that are actionable, frequent but harmless, genuine risk indicators, and that are maintenance problems disguised as ‘security alerts.’ That distinction matters because it changes behavior. It also changes cost. 3. Expanding the definition of ‘protection’ to include well-being and comfort Security leaders increasingly sit in meetings where the business asks about employee well-being, workplace readiness, comfort complaints, absenteeism patterns, productivity drops linked to environment, and ESG expectations and reporting pressures. This is where ThermoG and the broader BNB Workplace thinking became relevant – not as a separate business line, but as a reinforcement of the same idea – a safe workplace is a well-run workplace. It’s about the guard at the gate who needs clarity, not complexity. It’s about the facility head who wants fewer surprises, not more dashboards. It’s about the security leader who is asked every month – to ‘do more with less’ without compromising safety. And it’s about organizations that are finally recognizing a truth they lived through in the last decade – a workplace is not just a building. It is a living system If a meeting room is always uncomfortable, people stop using it. If ventilation is uneven, complaints rise and trust falls. If basic environmental conditions are poorly managed, the building becomes a daily friction point. BNB’s contribution here has been to treat environment not as ‘facility’s problem’ and not as ‘just HVAC,’ but as a measurable part of workplace experience – something that can be tracked, improved and linked to operational discipline. When comfort improves, complaints reduce. When complaints reduce, response workload reduces. When workload reduces, teams can focus on higher-risk issues. This is how small improvements compound. 4. Building an innovation practice that stays close to field reality Innovation can become a trap when it’s detached from operations. BNB Innovation Lab has been shaped with a different discipline – build only what improves outcomes in the field. That means: simplifying what operators see and do; strengthening how exceptions are handled;…