Category: Feature

Sreekumar NarayananChief Growth Officer,BNB Security & Automation solutions The ‘data center’ is no longer just rows of servers. It’s a system of systems – power, cooling, networks, densities and under growing environmental and regulatory pressure. For Corporate Security, that means your risk surface is both digital (IT – Information Technology) and physical/ industrial (OT – Operational Technology). The job is to keep computing safe and available while proving you are doing it responsibly. Below is a pragmatic guide to what’s changing, the risks to own and how to govern them in India – grounded in current standards and data. What changed and why Corporate Security is on point ● Density & liquids: AI (Artificial Intelligence) workloads push racks beyond 100 kW (kilowatts) per rack in cutting-edge deployments. Cooling is increasingly hydronic (liquid based) using CDUs (Coolant Distribution Units), pumps, valves and leak detectors all of which live on your OT (Operational Technology) network and require security, logging and response just like servers do. ● Power remains the #1 root cause of major incidents: Uptime Institute’s 2024 analysis finds on-site power distribution faults account for ~54% of impactful outages, ahead of cooling and cyber causes; most serious events still start as physical failures that cascade into IT impact. ● Standards assume IT+OT convergence: NIST (National Institute of Standards and Technology) SP 800-82 Rev.3 is the reference guide for OT security; ISA/ IEC 62443 formalizes ‘zones & conduits’ segmentation for industrial networks; CISA (Cybersecurity and Infrastructure Security Agency) CPGs – Cross-Sector Cybersecurity Performance Goals prioritize high-impact controls for mixed estates. ● Telemetry is getting standardized: Redfish 2024.4 (DMTF – Distributed Management Task Force) added leak detectors, liquid-cooling events and CDU controls to its schemas so plants can send consistent, machine-readable alarms. That’s a big win for SOC (Security Operations Center) automation. ● India-specific levers matter: The DPDP Act (Digital Personal Data Protection Act, 2023) raises the bar for governance and logging; the Green Energy Open Access Rules, 2022 allow eligible consumers (now ≥100 kW, not 1 MW) to directly procure renewable power relevant to ESG (Environmental, Social & Governance) targets and incident communications. The CEA (Central Electricity Authority) CO₂ Baseline Database lets you compute emissions (for CUE – Carbon Usage Effectiveness) with India-specific factors. ● Bottom line: Security can’t be ‘IT only.’ You must own converged risk across IT, OT and physical security and prove it with metrics. Threat landscape ● Power-chain fragility: Grid instability, switchgear and busway failures, UPS (Uninterruptible Power Supply) misconfigurations, selective-coordination mistakes – these remain the leading triggers of high-impact outages. Plan for electrical reality first. ● OT ransomware & remote-access abuse: Attackers increasingly target BMS (Building Management System), PLCs (Programmable Logic Controllers), drives and vendor remote portals to cause availability events. NIST SP 800-82r3 profiles these exposures and countermeasures. ● Cooling manipulation: Changing setpoints, disabling pumps/ fans or spoofing sensors can throttle AI halls quickly; leaks or over-pressure can create safety issues. ● Supply-chain risk: Firmware for drives and CDUs, cloud portals, spare seals and fluids – trust is often implicit but exploitable. ● Insiders & physical bypass: Tailgating, cage intrusion, under-floor tampering, badge misuse – still common in busy Colo (colocation) environments. ● Data-in-use risk: Sensitive model weights and PII processed on shared accelerators without confidential computing; poor evidence trails impede investigations. Risk statements the board should explicitly own ● Loss of cooling or power – from cyber or physical causes can escalate to thermal runaways and outage.● Compromise of OT networks (BMS/ CDU/ PLC) enables adversaries to affect safety, availability and integrity.● Third-party dependencies (Colo landlords, OEM cloud portals, remote support) create implicit trust paths.● Telemetry blind spots across IT/ OT/ physical domains delay detection and impede forensics.● Regulatory & ESG exposure (DPDP obligations, carbon/ water reporting) threatens licenses, customers and reputation. Control baseline Architecture & Segmentation ● Implement ISA/ IEC 62443 ‘zones & conduits’ that separate Corporate IT, OT-Core (BMS, CDUs, chillers, drives, PLCs), Security Systems (PACS – Physical Access Control System, VSS – Video Surveillance System), tenants/ guests. Only allow explicit, documented conduits; inspect protocols where practical. ● Terminate all vendor remote access in a DMZ (Demilitarized Zone) you control; require MFA (Multi-Factor Authentication), just-in-time tokens, session recording and time-boxed access windows. Identity & Least Privilege ● PAM (Privileged Access Management) for BMS/ PLC/ CDU/ HMI (Human-Machine Interface) accounts; absolutely no shared logins.● Badge + biometric + escort policy for white space; tool control & change tickets for hands-on work. Secure Configuration & Patch ● Maintain golden configs and approved firmware lists for OT devices; test in a lab twin before production.● Quarterly vulnerability review; hot-patch only with risk-of-change sign-off and a rollback plan (OT changes can be safety-critical). NIST SP 800-82r3 is explicit on operational constraints – follow it. Monitoring & Detection ● OT visibility: passive network monitoring (no intrusive scans), protocol-aware sensors; alert on setpoint changes outside SOP (Standard Operating Procedure) bands.● Unified telemetry: stream Redfish 2024.4 liquid-cooling events (e.g., LeakDetectors, flow/ ΔP anomalies, CDU controls), BMS alarms, PACS/ VSS and server logs into the SOC/ SIEM (Security Information and Event Management). Redfish gives you vendor-agnostic messages; insist on it in RFPs.● CPGs (CISA Performance Goals): prioritize asset inventory, immutable logging, backup/ restore drills, phishing resistance. Safety & Reliability Interlocks ● Leak → isolate the affected segment automatically (target ≤60 s); over-temp → rollback setpoints; pump/ VFD (Variable-Frequency Drive) fault → auto-start standby. These should be hard-wired or controller-local where possible.● Power path: selective coordination verified; IR (infrared) scans; breaker maintenance; align with Uptime’s outage findings. Privacy & Compliance (India) ● Map data flows to DPDP Act (2023) duties (notice/ consent, children’s data, significant data fiduciary obligations, logging/ retention). Security incidents may carry privacy impact; coordinate Legal + SOC. Detection & Response Cooling anomaly (OT): Verify via TT (Temperature Transmitters)/ DP (Differential-Pressure)/ FT (Flow Transmitters). Lock setpoints; start standby pumps; isolate suspect conduit. Notify tenants; begin forensic capture (Redfish/ BMS/ PACS logs). If leak → trigger segment isolation; if trend persists → staged compute load-shed. Power irregularity (Electrical): Follow switchgear…

As the world steps into a new decade of digital acceleration, the role of a security professional is being redefined. From manned guarding and surveillance to technology-enabled intelligence and predictive protection, the evolution is reshaping what it truly means to ‘secure’ an environment. The guard of 2030 will no longer be defined by physical presence alone, but by a fusion of human intelligence, digital fluency, and adaptive thinking. From Physical Vigilance to Digital Mastery Traditionally, security has been associated with physical presence, routine patrols, and situational awareness. However, by 2030, these fundamentals will only form the foundation of an evolved skill set. Tomorrow’s security professionals will need to combine operational discipline with technological proficiency. Artificial intelligence (AI), IoT-enabled surveillance, and cloud-based command centres are rapidly transforming how risks are monitored and mitigated. Guards will increasingly operate smart devices, interpret live data from sensors, and make data-backed decisions. The ability to manage dashboards, respond to automated alerts, and collaborate with remote monitoring teams will be essential. In essence, the next generation of guards will act less as gatekeepers and more as security technologists capable of analysing digital inputs and turning them into actionable intelligence. Technology as an Enabler, Not a Replacement Automation and robotics are set to play a growing role in security operations but rather than displacing human guards, they will empower them. AI-enabled video analytics, drones, body-worn cameras, and wearable sensors will act as force multipliers, allowing security teams to monitor larger areas and respond faster to incidents. The future will belong to professionals who can seamlessly collaborate with technology using smart tools not as a crutch, but as an extension of their situational awareness. A guard equipped with a real-time communication device or an AI-assisted headset can act faster, think clearly, and coordinate better than ever before. Technology will handle the routine; humans will handle the unpredictable. Emotional Intelligence: The Underrated Competence Despite the rise of automation, the human touch will remain irreplaceable. The security professional of 2030 will need a strong sense of empathy, communication skills, and emotional intelligence (EI). Whether managing large crowds, assisting employees during emergencies, or de-escalating tense situations, emotional stability and interpersonal tact will matter as much as technical know-how. In many organisations, guards are the first point of interaction for visitors and employees. Their demeanour directly shapes perceptions of safety, trust, and professionalism. The security industry, therefore, must train guards not just to detect threats but also to handle people, making them both protectors and brand ambassadors. Lifelong Learning and Multi-Skilling The coming decade will see continuous learning become non-negotiable in the security profession. As threats evolve from physical intrusions to digital vulnerabilities, guards will need multidisciplinary training in cybersecurity basics, emergency response, and even first aid or fire management. Training models are shifting toward blended learning, with virtual simulations and e-learning platforms offering real-world scenario training. The guard of 2030 must be adaptable, curious, and open to constant upskilling traits that will define long-term employability and effectiveness. Ethics and Data Responsibility As surveillance systems become smarter and more integrated, security professionals will handle vast amounts of sensitive information. Maintaining integrity and adhering to ethical data practices will be critical. Guards will need to respect privacy boundaries and understand the implications of data misuse. By 2030, ethics will be as important as efficiency. The new-age professional will safeguard not only assets and people but also trust ensuring that technology-driven security never compromises individual rights or confidentiality. As the world steps into a new decade of digital acceleration, the role of a security professional is being redefined. From manned guarding and surveillance to technology- enabled intelligence and predictive protection, the evolution is reshaping what it truly means to ‘secure’ an environment. The guard of 2030 will no longer be defined by physical presence alone, but by a fusion of human intelligence, digital fluency, and adaptive thinking The Human-Tech Partnership The future of security will hinge on the synergy between human intuition and digital precision. Machines can predict, detect, and analyse, but only humans can interpret context, make moral judgments, and exercise compassion. The optimal model will therefore be a collaborative one, where technology amplifies human capability rather than replaces it. The most successful security professionals will be those who master this partnership, leveraging data and devices to enhance their judgment, not substitute for it. Conclusion By 2030, the security profession will transform from traditional guarding to a tech-driven, intelligence-led discipline. Tomorrow’s professionals will blend digital fluency with emotional intelligence, mastering AI tools, IoT systems, and ethical data management while remaining empathetic and adaptable. The guard of the future won’t just protect spaces – they’ll enable safer, smarter, and more resilient environments through the perfect synergy of human judgment and technological precision. Read More

In India, thousands of people lose their lives each year due to preventable causes such as faulty electrical systems, fire incidents, road crashes, and unsafe con struction sites. These are not accidents of fate but failures of awareness, responsibility, and implementation. Ignorance – whether by citizens, builders, or authorities – has become a silent killer. This article examines factual data and high lights what improvements are needed across governance, industry, and citizen behavior to prevent these avoidable tragedies. The Price of Ignorance in Modern India The latest available figures reveal the magnitude of pre ventable deaths in India: ● Road Accidents: 1,72,890 deaths in 2023 (MoRTH Report) ● Electrocution: 12,500 deaths annually (Newslaundry, 2023) ● Fire Accidents: Over 27,000 fatalities recorded across compiled studies (NIST Global, 2021) ● Construction Accidents: 11,600 deaths annually (NIT Surat & IIT Delhi study, 2016) Together, these account for over 2,24,000 lives lost every year, equivalent to wiping out an entire small city annually. These figures expose a grim truth: complacency and lack of preparedness continue to cost India precious lives. Why ‘Ignorance’ is the Root Cause Ignorance manifests in multiple forms – unsafe shortcuts, poor awareness of safety codes, and a casual attitude to ward compliance. Many individuals continue to assume that safety regulations are only for large industries, forgetting that most deaths occur in homes, roads, and small work places. Ignorance also thrives when citizens view safety as the government’s sole duty, rather than a shared respon sibility. Changing this mindset requires consistent aware ness, enforcement, and citizen participation. When citizens demand accountability and practice basic safety, systemic improvements naturally follow. Electrocution According to NCRB and media data, India records an average of 12,000 to 13,000 deaths annually due to electrocution – about 30 people every day. The causes range from faulty wiring, poor earthing, and unprotected live wires to illegal connections and untrained repairs. What Must Improve: ● Mandatory use of Residual Current Devices (RCDs) in all new buildings● Regular inspection of public and private electrical installations ● Strengthening of distribution network safety by DIS COMs● Licensing enforcement – only certified electricians should handle live wiring. Citizen’s Role: Citizens must refuse unsafe repairs, ensure earthing and in sulation checks, and report exposed wires or open junctions to local authorities. Each household should conduct a basic safety audit once a year and insist that housing associations comply with electrical safety standards. Fire Accidents NCRB data shows thousands of lives lost annually in f ire incidents – most from electrical short circuits, gas leaks, or lack of fire exits. In 2023 alone, India saw more than 7,000 reported fire fatalities, with high-profile tragedies like the Buldhana and Jaisalmer bus fires highlighting systemic failures. What Must Improve: ● Enforce periodic fire audits for all buildings, hospitals, hotels, and public institutions ● Renewal of occupancy certificates every 3 years after safety inspection ● Mandatory installation of alarms, sprinklers, and fire doors ● Integration of IoT-based monitoring in high-rise buildings Citizen’s Role: Every citizen should know the fire emergency numbers, participate in fire drills, and avoid overloading circuits. Res ident Welfare Associations (RWAs) should appoint safety wardens, ensure extinguishers are functional, and display evacuation plans visibly. Road Accidents India records over 170,000 deaths annually from road accidents, as per the Ministry of Road Transport and Highways (2023). Over-speeding, distracted driving, and In India, thousands of people lose their lives each year due to preventable causes such as faulty electrical systems, fire inci dents, road crashes, and unsafe construc tion sites. These are not accidents of fate but failures of awareness, responsibility, and implementation. Ignorance – wheth er by citizens, builders, or authorities – has become a silent killer. This article ex amines factual data and highlights what improvements are needed across governance, industry, and citizen behaviour to prevent these avoidable tragedies poor road engineering remain primary causes. Many fatal crashes are preventable with discipline and infrastructure upgrades. What Must Improve: ● Redesign accident-prone blackspots with better signage and lighting ● Strict enforcement of helmet and seatbelt laws ● Integration of automated traffic surveillance ● Mandatory safety audits in road construction zones Citizen’s Role: Citizens must wear helmets and seatbelts, avoid mobile phone use while driving, and report potholes or unsafe diversions. Parents should educate children on pedestrian and cycling safety. Construction & Infrastructure Accidents The construction sector contributes an estimated 11,000 deaths every year due to falls, collapses, electrocution, and unprotected work areas. Despite having safety codes, implementation remains weak in unorganised worksites. What Must Improve: ● Enforce Occupational Health & Safety (OHS) compli ance for all projects ● Mandate a certified safety officer for projects above ₹1 crore Ignorance manifests in multiple forms – unsafe shortcuts, poor awareness ofsafety codes, and a casual attitude towardcompliance. Many individuals continueto assume that safety regulations are onlyfor large industries, forgetting that mostdeaths occur in homes, roads, and smallworkplaces. Ignorance also thrives whencitizens view safety as the government’ssole duty, rather than a shared responsibility. Changing this mindset requiresconsistent awareness, enforcement, andcitizen participation. When citizensdemand accountability and practice basicsafety, systemic improvementsnaturally follow ● Require personal protective equipment (PPE) and site supervision ● Implement penalties for contractors violating safety norms Citizen’s Role: Workers should refuse unsafe tasks and report violations. Citizens living near construction sites must demand safety barricades and signage from builders. Shared Responsibility: Government, Industry & Citizens Safety cannot be achieved by the government alone. It requires an active partnership: ● Government – Formulate and enforce clear laws, up date safety codes, and ensure inspections. ● Industry – Follow ethical practices, conduct internal audits, and train workers. ● Citizens – Stay aware, report hazards, and comply with safety regulations. A safe nation is built when governance and citizenship operate in harmony. Citizens who are alert, aware, and participative become the first line of defence against accidents. Recommendations & Way Forward ● Strengthen national safety governance with accountability for every department ● Integrate safety education in schools and professional training ● Promote smart monitoring using IoT in high-risk sectors ●…

Co-author Introduction In this article we discuss briefly about five vulnerable groups namely women, children, elderly people, disabled people and tribal groups. There is no standard definition of vulnerable groups per se. But the UN uses ‘vulnerable groups’ broadly for populations at risk of discrimination, exclusion, and/ or harm. So, lets consider that – vulnerable groups are those individuals or communities that, due to physical, social, economic, or political factors, are at a higher risk of being excluded, discriminated against, or adversely affected by external events or policies. It is very necessary to protect the interests of, especially the vulnerable group of people who have been under constant struggles, face every day challenges and have been neglected for a longer time frame. The purview of laws has always been to protect the marginalized and the vulnerable groups. Also, the institutionalization of procedures followed is with a view to simplify the laws so that the vulnerable can access it. Over a great period, a certain section of the society had always been suffering from oppression and exploitation of all kinds. The malady of such social disparities crippled the underprivileged and downtrodden classes so intensely that they became economically disabled for generations after generations. The Constitution of India, through various laws and provisions, aims at eliminating disparities between different sections of the society and providing equality of status and opportunity to all. This article discusses vulnerable groups and the issues that they face along with how the paradigm shift in laws have brought about a shift in their current State. 1.0 Women and Children The evolution of women’s rights in India has been journey that’s a kind of its own marked by resilience and progress. Ancient times had enlightened women and during times of invasions and prolonged slavery, they got marginalized in numerous ways. Over the years various women have strived for gender equality and justice which lead to social, legal and political fields in their individual capacities. But, on scale. in contemporary times, they got recognized and empowered proportionally by rights as given to them under the Indian legal system. India too has a range of provisions and laws ingrained in a comprehensive legal regime and policy framework to protect the rights and interests of the children. Aspects including safety, security, education, nutrition in a just and fair environment that is desirable for all children at home, school or any other place, with a growing mind and body are the underlying objectives of those frameworks. 1.1 Transformation under the Bharatiya Nyaya Sanhita (BNS) for Women and Children The Bharatiya Nyaya Sanhita (BNS) 2023 marks a paradigm shift in India’s approach to protecting women and children from criminal offences. Moving from provisions of the Indian Penal Code (IPC), the BNS introduces a consolidated and contemporary framework that addresses emerging digital-age crimes, procedural inefficiencies, and gaps in victim protection. Together with the Bharatiya Nagarik Suraksha Sanhita (BNSS), the new law aims to build a victim-centric criminal justice system, ensuring faster trials, improved conviction rates, and greater procedural transparency. 1.2 Structural Reorganisation and Consolidation A defining reform under the BNS is the structural consolidation of offences against women and children into a single, comprehensive chapter – Chapter V: ‘Offences Against Woman and Child.’ This represents a fundamental departure from the IPC’s fragmented structure, where related provisions were dispersed across multiple chapters, often complicating investigation, prosecution, and data collection. Similarly, child-related offences were scattered across provisions dealing with prenatal and perinatal crimes (Sections 312-318), exposure and concealment (Sections 317- 318), and kidnapping or abduction (Sections 361-369), along with overlaps in provisions relating to women’s protection. By unifying these provisions under Chapter V, the BNS creates a coherent legal framework that enhances accessibility for law enforcement, simplifies charge drafting, and enables the development of specialized expertise among investigating officers and prosecutors. This consolidation also facilitates better data analytics and policy formulation, as offences against women and children can now be tracked, analysed, and addressed within a single, integrated system. It is very necessary to protect the interests of, especially the vulnerable group of people who have been under constant struggles, face every day challenges and have been neglected for a longer time frame. The purview of laws has always been to protect the marginalized and the vulnerable groups. Also, the institutionalization of procedures followed is with a view to simplify the laws so that the vulnerable can access it 1.3 Digital Age Adaptations and Technological Integration 1.3.1 Addressing Cyber Crimes Against Women and Children BNS provisions on stalking and voyeurism explicitly accommodate online conduct, recognising the digital transformation of criminal behavior. The stalking provisions now clearly cover repeated online monitoring and contact, while voyeurism sections address digital capture and nonconsensual sharing of private acts, effectively covering scenarios like cyberstalking and revenge pornography. The Explanation 2 to BNS Section 77 (voyeurism) specifically clarifies liability for non-consensual dissemination even when initial capture was consensual, closing a significant loophole from the IPC era that often left victims of non-consensual intimate image sharing without adequate legal recourse. Recent data indicates an alarming 32% rise in cyber crimes against children from 2021 to 2022, with over 19,000 cases reported in 2022, predominantly involving online sexual exploitation and abuse. The BNS framework, combined with POCSO and IT Act provisions, creates a more comprehensive response to these digital-age threats. 1.3.2 Procedural Technological Enhancements The BNSS introduces revolutionary technological measures that particularly benefit women and child victims. The Zero FIR provision allows complaints to be filed at any police station, removing jurisdictional barriers that previously created obstacles for victims seeking immediate help. Electronic FIR (e-FIR) facilities enable victims to report crimes digitally, maintaining confidentiality and preserving evidence while reducing the trauma of physical reporting processes. Mandatory audio-video recording of victim statements, particularly for sexual assault cases, ensures accurate documentation while reducing the need for repeated testimony. The provision requiring women police officers to record statements of sexual assault victims, with audio-video recording capabilities including mobile phones, represents a significant advancement in victim-sensitive procedures….

Lt Col Vivek Gupta (Retd.)PCI, CFE, IIM-K Alumni, Associate Director (Forensic Investigations), Netrika Consulting Ravi Balaraju had long stopped expecting peace in his dreams. When the world slipped into slumber, he stepped into a twisted theatre of the subconscious. Dreams didn’t come to him gently. They tore through him. Each night was a descent into a different kind of darkness. He’d seen himself crushed beneath concrete, burning inside a car, floating face-down in a black river. Some dreams were soaked in blood, others shrouded in silence, but all of them left behind something – a symbol, a deep desire to decipher their meaning, a scent of truth. Fire and Flames Fire and flames were rushing towards him in the long, dark corridor, and he had nowhere to escape. From the edge of the flames, Ravi saw one man screaming and running towards him, trying to escape the flames. A figure in dark clothes extended his hand for help to that man, but after holding his hand slipped the gold ring from his finger and walked away, chanting something, leaving both of them to flames. Ravi woke up panting – not unusual for him. Ravi saw that stack of files on his table, kept next to his bed, for the last few days. The bunch contained the financials and other related documents of the case that were handed over to him to dig into the truth. In those files lie the immaculately maintained books of accounts of the drug manufacturing company of Hyderabad, whose owner had recently died of a heart attack, leaving behind a shutdown of operations and an unemployed workforce. Although everything seemed ‘normal, for some investors, something wasn’t adding up, and so Ravi was hired. By profession, Ravi was a forensic auditor, less of a kind who flipped dusty files and corrected decimal errors and more of a kind who ventures out into the unknown, leaving no stone unturned to get to the bottom of a case. He chased ghosts in numbers – embezzlements, corporate frauds, whistleblower allegations, and the dirty money exchanging hands through shell companies. He had once been part of an elite financial crime unit. Now, he works alone. A shadow in the system unburdened by process red tape and untouched by influence. He never hushed away his nightmares but instead used them as inspirations for a creative solution to real-world problems, which many scientists, writers, and inventors credit with breakthroughs. They called him the Dream Auditor – half mockingly, half in awe. Ravi reached out for the stack of files on his table, switching on the dim light of the table lamp in the corner at 3 AM after jolting out of his slumber. He flipped through it and stopped at the photo of the owner of the drug company, Mr Vijay, who resembled the man running towards him, trying to escape the flames, but who was the man in the dark clothes? Ravi now knows – he had to look beyond the numbers in the books to find the truth. After the daybreak, he set out for the factory in Hyderabad that had lain abandoned since the death of its owner, Vijay. No signs of fire anywhere, was it all wrong? But then the old guard spoke about the hawan that was done at the factory two days before the death of Vijay. Who all attended? He searched the CCTV footage and realised it was the entire workforce, including the CEO Anil Agarwal, COO Kunal Awasthi, Head of HR, Admin & Security Col Krishnan, and CFO Anand Reddy at the hawan two days before Diwali. He could not identify a shabbily dressed, probably ill-mannered guy sitting close to Vijay and the CFO during the ritual. The kind of guy that a charismatic and dynamic founder-owner, Vijay, might never tolerate. Strangely, the guy was identified as Ashok by the old guard, a distant cousin of Vijay’s wife who had complete and undisputed access to all the locations and matters of the company. He had unrestricted access to Vijay’s office and held no official designation. More perplexing was the fact that the CFO, Anand, had left the company the same day after the ceremony with no paper formalities – the FNF, but with a mere unapproved email of resignation. The Burial Ravi saw himself buried alive, forced down by invisible hands while others pouring in papers – loads of it – over him. There are files and papers and books of accounts being slammed over him, suffocating him, punishing him. In desperation, he is trying to get out of this, but running out of time. He unsuccessfully tries to remove the papers over his face – some soaked in blood; he grabs a few one of them reads – Noble Enterprise, another – a blood-soaked boarding pass ass and then his screams disappear under the load of papers. Ravi wakes up gasping for air. This was a pretty straightforward nightmare, which didn’t require much interpretation. He has buried himself under the information overload, overlooking something – probably. Ravi opened the files on his bedside table once again and flipped through them. ‘Noble Enterprise’ flashed through his eyes in one book entry as a vendor providing raw materials. Next day, he went to its office location in the Hyderabad suburb only to find it was something non-existent at the given address. He did the same with some more and found some more such companies. Non-existent importers supplying raw material to Vijay’s company for converting them into prescription drugs – how come? Is it the CFO? Or something more sinister? The other guy – distant cousin of Vijay’s wife – it’s time to check on him. Ravi went on to meet some ex-employees of the company, most of whom had only superficial praises for Vijay and other top management guys like the COO, Kunal Awasthi and CEO Anil Agarwal. One ex-employee from the accounts department dropped a bomb, which Ravi was not expecting. The CFO, Mr…

Ramit Luthra is a strategic leader who drives business expansion and revenue growth through his expertise in shaping and executing digital strategies for Fortune 500 companies. He has led complex engineering, operations, and AppDev organizations and has elevated operational efficiency while introducing digital solutions on a global scale in roles at McKinsey, BlackRock, Citigroup, and Edward Jones. Throughout his career, he has consistently focused on process optimization, automation, and cost reduction, driving significant improvements in efficiency and time-to-market for products. As a General Partner at Edward Jones, Ramit spearheaded Technology Infrastructure & Operations, with a budget of over $500 million, to seamlessly integrate legacy mainframe, compute, and network systems with latest technologies such as AI, cloud, middleware, and NextGen network solutions. He empowered & mentored over 50,000 associates across 15,000 branches and offices by making them evangelists of modern technology. Ramit was instrumental in transitioning the firm from an investment advisory to a comprehensive wealth management organization serving over 8 million clients by streamlining siloed processes and end-user technologies. After concluding his tenure at Edward Jones, Ramit has been actively involved in investor and advisory roles with several technology startups. He leverages his extensive industry experience to provide strategic guidance and support, helping these startups navigate challenges and achieve growth. As EVP and Global head of Enterprise Infrastructure & Security Solutions organization at Citi, Ramit led a distributed global workforce that introduced self-service tools and automations to improve efficiency and productivity. He led in-house teams and outsourced partners to manage the lifecycle of 250+ products for over half a million global users. He earned a patent for his innovative SaaS application, which significantly enhanced the efficiency of M&A and divestiture processes. Ramit’s earlier career at BlackRock Financial and McKinsey & Co. further honed his skills in integrating technology services and operational processes, fostering collaboration, and reducing application delivery timelines by 75%. His work has consistently bridged the gap between software engineering and IT operations, providing seamless end-user experiences and equipping teams with practical knowledge and skills. Ramit holds a bachelor’s degree in engineering from Punjab Engineering College in India and has completed executive education courses in CIO Leadership Development at Columbia University and Financial Management at Cornell University. He is also a certified General Securities Representative with FINRA Series 7 certification. Ramit’s contributions extend beyond his corporate roles, serving on the executive board of St. Louis Community College and on advisory boards for ZScaler and Comcast. He is also a Director at Empower Orphans, a charity organization aiding abandoned and underprivileged children. Why even one unpatched device can be a catastrophic risk for startups and SMBs If you’re a startup or small business, you may not have the resources of a Fortune 500 company – but cyber attackers aren’t concerned with that. In fact, they’re counting on it. One overlooked system. One missed update. That’s all it takes. This isn’t a hypothetical risk. In the infamous Target breach, attackers didn’t go after Target’s main infrastructure directly. They gained access through an HVAC contractor’s unpatched system, and from there pivoted into the company’s network – ultimately compromising over 40 million credit and debit card records. More recently, a critical SharePoint vulnerability (CVE-2025-53770) has opened the door to remote code execution for organizations still running on-premises versions. SharePoint Online (Microsoft 365) remains unaffected, but those who delay patching their servers are leaving sensitive documents and workflows dangerously exposed. In both examples, the core infrastructure wasn’t initially at fault – it was the neglected edge that brought everything down. What’s the Real Risk? Modern cyberattacks rarely start with brute force. They start with a scan, looking for systems running known, unpatched software. Automated attack tools are constantly scouring the internet for exposed entry points – aging servers, outdated apps, forgotten routers, and unmonitored IoT devices. SMBs are frequent targets, precisely because they often lack formal patching processes, complete asset inventories, or 24/7 monitoring. Lateral movement is quick once attackers get in. That unpatched printer server or backup appliance could be the launchpad for compromising your email, customer data, or financial systems. What You Can Do – Right Now 1. Treat patching as a business-critical process – not an IT chore. Automate where possible and make patching part of your weekly operating rhythm – not just something you do a fter a headline breaks. 2. Know what you own. Keep an accurate, regularly updated inventory of all your devices, software, and cloud accounts. You can’t secure what you can’t see. 3. Review your integrations. Third-party platforms, vendors, and legacy systems often introduce risk. Ask hard questions about how often they update and what their security posture looks like. 4. Don’t go it alone. A trusted cybersecurity advisor or managed service provider (MSP) can help you assess your exposure, implement patching workflows, and harden your defenses – even on a startup budget. Bottom Line Your entire cybersecurity posture can be unraveled by a single unpatched device. That vulnerability could stem from a legacy system, an obscure configuration, or even a third-party vendor’s oversight. Yet, it may be all it takes to land your business in tomorrow’s headlines. The truth is, you don’t need to fear technology – you just need to maintain it. In the world of cybersecurity, vigilance always beats complexity. Read More

Lt Col Vivek Gupta (Retd.)PCI, CFE, IIM-K Alumni, Associate Director (Forensic Investigations), Netrika Consulting Ravi Balaraju had long stopped expecting peace in his dreams. When the world slipped into slumber, he stepped into a twisted theatre of the subconscious. Dreams didn’t come to him gently. They tore through him. Each night was a descent into a different kind of darkness. He’d seen himself crushed beneath concrete, burning inside a car, floating face-down in a black river. Some dreams were soaked in blood, others shrouded in silence, but all of them left behind something – a symbol, a deep desire to decipher their meaning, a scent of truth. Fire and Flames Fire and flames were rushing towards him in the long, dark corridor, and he had nowhere to escape. From the edge of the flames, Ravi saw one man screaming and running towards him, trying to escape the flames. A figure in dark clothes extended his hand for help to that man, but after holding his hand slipped the gold ring from his finger and walked away, chanting something, leaving both of them to flames. Ravi woke up panting – not unusual for him. Ravi saw that stack of files on his table, kept next to his bed, for the last few days. The bunch contained the financials and other related documents of the case that were handed over to him to dig into the truth. In those files lie the immaculately maintained books of accounts of the drug manufacturing company of Hyderabad, whose owner had recently died of a heart attack, leaving behind a shutdown of operations and an unemployed workforce. Although everything seemed ‘normal,’ for some investors, something wasn’t adding up, and so Ravi was hired. By profession, Ravi was a forensic auditor; less of a kind who flipped dusty files and corrected decimal errors and more of a kind who ventures out into the unknown, leaving no stone unturned to get to the bottom of a case. He chased ghosts in numbers – embezzlements, corporate frauds, whistleblower allegations, and the dirty money exchanging hands through shell companies. He had once been part of an elite financial crime unit. Now, he works alone. A shadow in the system unburdened by process red tape and untouched by influence. He never hushed away his nightmares but instead used them as inspirations for a creative solution to real-world problems, which many scientists, writers, and inventors credit with breakthroughs. They called him the Dream Auditor – half mockingly, half in awe. Ravi reached out for the stack of files on his table, switching on the dim light of the table lamp in the corner at 3 AM after jolting out of his slumber. He flipped through it and stopped at the photo of the owner of the drug company, Mr Vijay, who resembled the man running towards him, trying to escape the flames, but who was the man in the dark clothes? Ravi now knows – he had to look beyond the numbers in the books to find the truth. After the daybreak, he set out for the factory in Hyderabad that had lain abandoned since the death of its owner, Vijay. No signs of fire anywhere, was it all wrong? But then the old guard spoke about the hawan that was done at the factory two days before the death of Vijay. Who all attended? He searched the CCTV footage and realised it was the entire workforce, including the CEO Anil Agarwal, COO Kunal Awasthi, Head of HR, Admin & Security Col Krishnan, and CFO Anand Reddy at the hawan two days before Diwali. He could not identify a shabbily dressed, probably ill-mannered guy sitting close to Vijay and the CFO during the ritual. The kind of guy that a charismatic and dynamic founder-owner, Vijay, might never tolerate. Strangely, the guy was identified as Ashok by the old guard, a distant cousin of Vijay’s wife who had complete and undisputed access to all the locations and matters of the company. He had unrestricted access to Vijay’s office and held no official designation. More perplexing was the fact that the CFO, Anand, had left the company the same day after the ceremony with no paper formalities – the FNF, but with a mere unapproved email of resignation. The Burial Ravi saw himself buried alive, forced down by invisible hands while others pouring in papers – loads of it – over him. There are files and papers and books of accounts being slammed over him, suffocating him, punishing him. In desperation, he is trying to get out of this, but running out of time. He unsuccessfully tries to remove the papers over his face – some soaked in blood; he grabs a few – one of them reads – Noble Enterprise, another – a blood-soaked boarding pass and then his screams disappear under the load of papers. Ravi wakes up gasping for air. This was a pretty straightforward nightmare, which didn’t require much interpretation. He has buried himself under the information overload, overlooking something – probably. Ravi opened the files on his bedside table once again and flipped through them. ‘Noble Enterprise’ flashed through his eyes in one book entry as a vendor providing raw materials. Next day, he went to its office location in the Hyderabad suburb only to find it was something non-existent at the given address. He did the same with some more and found some more such companies. Non-existent importers supplying raw material to Vijay’s company for converting them into prescription drugs – how come? Is it the CFO? Or something more sinister? The other guy – distant cousin of Vijay’s wife – it’s time to check on him. Ravi went on to meet some ex-employees of the company, most of whom had only superficial praises for Vijay and other top management guys like the COO, Kunal Awasthi and CEO Anil Agarwal. One ex-employee from the accounts department dropped a bomb, which Ravi was not expecting. The CFO, Mr…

Ashvani SinghHead of Security India, ASEAN & South Asiafor Standard Chartered Bank Introduction Artificial Intelligence (AI) has emerged as a central component in reshaping how organizations perceive, assess, and respond to risk. Within predictive intelligence, AI plays a pivotal role by enabling institutions to anticipate threats, disruptions and opportunities, through systematic, large-scale data analysis. Predictive intelligence involves the collection and interpretation of signals from diverse sources – including real-time news, social media, financial transactions, geospatial feeds, and operational data. Through machine learning, natural language processing and pattern recognition, AI-driven systems assist organizations in shifting from reactive crisis management toward proactive, forward-looking resilience. The growing reliance on predictive intelligence platforms reflects the evolution of modern risk management practices. For banks with extensive and distributed operations such platforms serve as centralized systems that consolidate alerts, monitor multiple risk categories, and contextualize events affecting people, assets, and operations. By integrating live incident monitoring, risk analytics, forecast modelling, and historical data, AI-enabled platforms transform risk management from a fragmented, manual exercise into a continuous, near real-time process. Supported by AI, these systems deliver actionable insights that not only provide advance warning of immediate threats but also highlight long-term vulnerabilities, thereby safeguarding continuity in uncertain environments. Advantages of AI in Predictive Intelligence Speed and capability A key advantage of AI in predictive intelligence is its ability to process data at speeds and scales that exceed human capability. Traditional monitoring depends on static reports or periodic updates, whereas AI systems are capable of scanning millions of signals from multiple geographies in real time, filtering irrelevant information to surface only the most pertinent developments. This capability enables anomaly detection, early warning, and anticipation of emerging disruptions. For banks operating in high-stakes environments, this results in enhanced situational awareness, faster decision-making, and reduced exposure to operational and reputational risks. Forecast capability Another significant benefit is the transition from descriptive awareness to predictive foresight. AI systems are designed not only to identify current developments but also to forecast potential outcomes based on recurring trends, planned events, or correlated triggers. Platforms that combine live monitoring with predictive calendars and historical archives allow institutions to prepare for a broad spectrum of risks, including geopolitical risks, travel risks, critical infrastructure risks, civil disturbances, political instability, regulatory changes, health-related emergencies, environmental hazards, natural disasters, crime, external threats, and extremism. Anticipating such risks provides decision-makers with the necessary context and lead time to allocate resources effectively, develop contingency measures, and minimize operational disruptions. Operational efficiency Operational efficiency further underscores the value of AI in predictive intelligence. Automating monitoring and alerting reduces the manual workload of banking security and risk teams, enabling a greater focus on strategic planning. Proximity alerts, concentration risk indicators, and customizable watchlists allow banks to prioritize the risks most relevant to their facilities, branches and assets. Analytical modules such as risk heat maps and comparative vulnerability assessments strengthen understanding of exposure across both regional and institutional levels. Collectively, these tools optimize limited resources, ensuring that critical risks are addressed promptly while also preventing fatigue from irrelevant or low-priority alerts. Artificial Intelligence (AI) has emerged as a central component in reshaping how organizations perceive, assess, and respond to risk. Within predictive intelligence, AI plays a pivotal role by enabling institutions to anticipate threats, disruptions and opportunities, through systematic, large-scale data analysis. Predictive intelligence involves the collection and interpretation of signals from diverse sources – including real-time news, social media, financial transactions, geospatial feeds, and operational data Key challenges and limitations Data quality Nonetheless, challenges persist – chief among these is the issue of data quality. AI models are only as reliable as the inputs they process; and poor, biased, or incomplete data can generate false positives or lead to critical threats being overlooked. Within banking environments, particularly those under strict regulatory oversight, inaccurate predictions can result in significant financial or reputational damage. Explainability A related concern is explainability. Predictive models frequently operate as opaque ‘black boxes,’ which makes it difficult for analysts and executives to understand how outputs are derived. This lack of transparency can impede adoption, especially in industries such as banking where accountability is fundamental. Integration with legacy systems Integration with legacy systems presents another layer of complexity. Many banks continue to rely on fragmented IT infrastructures, rendering the deployment of advanced predictive intelligence platforms – both costly and technically challenging. Building and maintaining such systems necessitates expertise in data science, threat intelligence, and financial risk management – skills that remain limited in the wider market. Ethical and regulatory considerations Beyond these technical barriers, ethical and regulatory considerations are increasingly critical. Data privacy requirements, cross-border data flow restrictions, and concerns surrounding surveillance or algorithmic bias necessitate the establishment of robust governance frameworks to ensure the responsible use of AI. Traditional monitoring depends on static reports or periodic updates, whereas AI systems are capable of scanning millions of signals from multiple geographies in real time, filtering irrelevant information to surface only the most pertinent developments. This capability enables anomaly detection, early warning, and anticipation of emerging disruptions Applications in the banking sector The banking sector illustrates both the potential advantages and the challenges associated with AI-driven predictive intelligence. Banks operate across multiple jurisdictions, process vast volumes of transactions, and face constant exposure to fraud, cybercrime, geopolitical instability, and physical security threats. Predictive intelligence platforms support the mitigation of these risks in several ways. Real-time monitoring of global events enables banks to anticipate disruptions affecting branch operations, financial markets, or customer confidence. Proximity alerts highlight incidents such as protests, violence, or natural disasters near critical facilities, thereby facilitating timely protective actions. Fraud detection remains a particularly relevant application. AI-driven systems can analyze transaction data to identify anomalies before they escalate into significant financial losses. Predictive models further strengthen credit risk management by evaluating borrower behavior more accurately than conventional credit scoring methods, thereby reducing default rates while broadening access to credit. Beyond financial risks, predictive intelligence enhances compliance by highlighting emerging issues that could potentially breach regulatory thresholds. Customer services also…

Col Kanwal Kishore (Retd.)Head FM at L&T Realty forPan India Projects Introduction The security challenges facing organizations today are unlike anything seen before. Digital and physical environments have become inseparably linked, meaning a disruption in one often cascades into the other. Attacks that once targeted only IT systems can now cripple supply chains, stall manufacturing, or compromise employee safety. At the same time, regulatory expectations, customer trust, and brand reputation hinge on how quickly and effectively an organization can respond. The Integrated Operations Centre (IOC) has emerged as the next stage of enterprise resilience. Building upon the traditional Security Operations Centre (SOC), which primarily focused on cybersecurity, the IOC brings together multiple domains such as cybersecurity, physical security, safety, environment, facilities, medical response, and even customer- facing operations under a single umbrella. The result is not merely a control room but a nerve centre of organizational continuity. A recent Gartner study predicts that by 2026, nearly 60 percent of large enterprises will consolidate their security and resilience functions into integrated command centres. This shift signals a clear trend – ‘the IOC is not just an innovation but a necessity.’ What is an IOC? An Integrated Operations Centre can be thought of as the central command hub of an enterprise. It continuously monitors risks, correlates events across multiple functions, and orchestrates responses in real time. While SOCs traditionally looked at IT and cyber incidents, the IOC expands this scope to ensure that disruptions in one domain do not spill over unchecked into others. Consider the example of a data centre under attack. A SOC might detect malicious network traffic, but an IOC goes further – it also correlates building management alerts on cooling failures, physical access anomalies at server rooms, and even employee safety protocols. This integrated lens enables an organization to respond not piecemeal but holistically. The evolution of security centres a. First stage (1970s-1990s) Security centres began modestly largely focused on detecting basic computer viruses or unauthorized logins. Their role was limited, reactive, and operational only during business hours. b. Expansion phase (2000s) The explosion of digital commerce and rising cybercrime pushed large organizations, particularly banks and telecom firms, to build round-the-clock SOCs. Compliance requirements added pressure, as regulators demanded evidence of security monitoring. c. Transformation phase (2010s) Persistent and sophisticated cyberattacks changed the stakes. SOCs adopted Security Information and Event Management (SIEM) platforms, threat intelligence feeds, and automation tools. They became more capable of handling thousands of alerts and mounting advanced investigations. d. Integration era (2014 to Present) The interdependence of digital and physical risks gave rise to the IOC. Cyber breaches could disrupt operational technology, while physical intrusions could expose data. Organizations began consolidating diverse command functions – security, safety, IT, and crisis response – into integrated centres. Why organizations need IOCs a. Complex threats Modern threats rarely remain confined to one channel. A ransomware attack, for example, can paralyze IT systems, lock down physical access controls, and stall production lines. An IOC provides integrated visibility and coordinates across functions, preventing isolated teams from missing the bigger picture. This was evident in a global financial services firm where analysts noticed unusual employee login attempts at the same time access control logs flagged suspicious badge activity. Because the IOC correlated cyber and physical data, it escalated the issue within minutes. The ransomware attack was contained before encryption spread, saving the company millions in downtime and penalties. b. Regulatory demands Industries such as healthcare, finance, and energy are tightly regulated. Regulations like GDPR in Europe or the Digital Personal Data Protection (DPDP) Act in India demand evidence of comprehensive monitoring and governance. An IOC, with its centralized reporting and audit trails, enables organizations to demonstrate compliance with confidence. c. Business continuity Every minute of downtime has a financial and reputational cost. According to IBM’s 2024 Cost of a Data Breach Report, the average cost of an outage now exceeds USD4.5 million. IOCs minimize such risks by orchestrating recovery across IT, safety, and operations, ensuring business continuity. A case in point comes from an energy major that runs one of Asia’s largest oil refineries. Sensors flagged unusual pressure in a critical pipeline. The IOC correlated this with historical maintenance records and environmental monitoring data, identifying a potential fault before it escalated. The refinery rerouted production and carried out predictive maintenance, avoiding a shutdown worth tens of millions in losses while ensuring worker safety. d. Resource efficiency Running separate control centres for IT, security, and facilities is inefficient. An IOC consolidates these silos, streamlining manpower, tools, and processes. This results in both cost savings and improved effectiveness. Core building blocks of an IOC a. People An IOC thrives on skilled personnel. Analysts handle everything from triaging basic alerts to conducting advanced forensics. Specialists cover IT, health, safety, and continuity, while risk analysts monitor geopolitical developments. Leadership roles ensure accountability, and training officers instil a culture of readiness through drills and awareness programs. b. Process Well-defined processes provide structure. Incident response playbooks outline how alerts are escalated and resolved. Governance frameworks ensure compliance with regulations, while post-incident reviews and tabletop exercises feed into a cycle of continuous improvement. c. Technology Technology is the backbone. Cyber tools such as SIEM and SOAR integrate with IoT-enabled fire and safety systems, medical response platforms, and geospatial intelligence mapping. APIs and middleware unify disparate systems, while AI analytics detect anomalies and predict risks. Resilience features like backup power and redundant connectivity keep the IOC operational during crises. Designing and setting up an IOC a. Operations floor The main monitoring zone operates around the clock, with analysts working on dashboards, large video walls, and integrated consoles. Ergonomic design and redundant workstations ensure efficiency and resilience. b. Support area Technical staff, based here maintains and troubleshoot systems, ensuring smooth operations without disrupting the analysts on the main floor. c. Situation room Reserved for crises and high-severity events, the situation room hosts leadership briefings with secure communications and collaboration tools. d. Forensics lab This controlled environment allows safe…

Siddharth Dahiya, CEO, Peregrine Guarding The conversation around technology and the workforce often falls into a familiar narrative – machines replacing humans. In the security industry, this debate is most visible when discussing artificial intelligence (AI) and the future of guarding. Will AI-driven surveillance, analytics, and autonomous systems make the human guard obsolete? The reality is quite the opposite. The future of guarding is not human versus AI but human plus AI. Security is, at its heart, a people-centric service. Guards represent not only the physical presence of protection but also trust, intuition, and judgment – qualities that machines cannot replicate. At the same time, AI-powered tools are rapidly enhancing the detection, analysis, and response to threats. The combination of these strengths offers a more effective, adaptive, and resilient model of security for the future. If we imagine a purely human-driven model of guarding, challenges become evident. Guards are limited by their physical stamina, reaction times, and the ability to continuously monitor large or complex environments. A guard cannot, for instance, watch dozens of CCTV feeds simultaneously or analyze large volumes of data to predict risks. On the other hand, a purely AI-driven model also has limitations. Machines may identify anomalies but lack the contextual understanding to interpret them correctly. An unattended bag at an airport could be a threat or simply a misplaced item. Without human judgment, decision-making risks becoming either overly rigid or dangerously lenient. This is why the most effective security strategies do not view humans and AI as substitutes but as complementary partners. AI is transforming the role of guards rather than replacing them. Here are a few ways this partnership is already reshaping the industry: Enhanced surveillance AI-powered cameras can detect unusual behavior patterns, unauthorized access, or crowd surges in real time. Guards receive alerts instantly, enabling faster responses. Predictive insights Machine learning can analyze historical data to predict potential security risks, helping guards focus on proactive prevention rather than reactive response. Reduced fatigue  Automation of repetitive tasks – such as monitoring video feeds – frees guards to focus on higher-value functions like situational assessment and direct engagement. Remote capabilities Integration with command centers allows guards on the ground to be supported by remote teams who have access to AI-enhanced data, improving coordination and efficiency. Rather than rendering guards redundant, AI is giving them sharper tools to be more effective at their jobs. While AI provides speed, scale, and precision, humans bring qualities that remain irreplaceable. Judgment and context Guards can interpret nuances of human behavior, cultural signals, and situational context that machines cannot. Empathy and reassurance In high-stress environments, the presence of a human guard provides comfort, authority, and emotional intelligence – something no machine can replicate. Ethical Decision-Making Decisions around the use of force, intervention, or de-escalation require moral reasoning that AI cannot deliver. Adaptability Humans can think creatively, improvise, and adapt to unforeseen scenarios, whereas AI operates within defined parameters. These strengths highlight why security will always require a human face, even as it becomes increasingly technology-enabled. To fully realize the potential of human-AI collaboration, the industry must rethink how it designs and delivers guarding services. A few guiding principles stand out: This hybrid model ensures that technology amplifies human strengths rather than competing with them. The security industry stands at a pivotal moment. With threats becoming more complex – ranging from sophisticated breaches to evolving physical risks – the demand for smarter, faster, and more adaptive solutions is clear. AI offers the tools to process information at scale and detect anomalies with unmatched precision. Humans bring the intuition, ethics, and adaptability that no machine can replicate. The real breakthrough lies in combining these strengths. Guards empowered by AI are not diminished by technology; they are elevated. Together, they can deliver security outcomes that are more reliable, proactive, and resilient than ever before. The future of guarding, therefore, is not about choosing between people or technology. It is about creating a partnership where each enhances the other. In a world of increasing uncertainty, the strongest line of defense will be built not by humans or AI alone, but by their collaboration.