Professional Documents
Culture Documents
AMERICAN NATIONAL
STANDARD
1625 Prince Street
Alexandria, Virginia 22314-2818
USA
+1.703.519.6200
Fax: +1.703.519.6299
www.asisonline.org
ASIS International (ASIS) is the preeminent
organization for security professionals, with more
than 38,000 members worldwide. Founded in 1955,
ASIS is dedicated to increasing the effectiveness and
productivity of security professionals by developing
educational programs and materials that address
broad security interests, such as the ASIS Annual
Seminar and Exhibits, as well as specific security
topics. ASIS also advocates the role and value of the
security management profession to business, the
media, governmental entities, and the general public.
By providing members and the security community
with access to a full range of programs and services,
and by publishing the industry’s number one
magazine, Security Management, ASIS leads the way
for advanced and improved security performance.
For more information, visit www.asisonline.org.
ANSI/ASIS CSO.1-2013
an American National Standard
ASIS International
Abstract
This standard is a model for organizations to use when developing a leadership function to provide a comprehensive, integrated
and consistent security/risk strategy to contribute to the viability and success of the organization. It is structured at a high level,
although specific considerations and responses are also addressed for deliberation by individual organizations based on
identifiable risk assessment and requirements, intelligence, and assumptions.
ANSI/ASIS CSO.1-2013
ASIS International standards and guideline publications, of which the document contained herein is one, are developed through
a voluntary consensus standards development process. This process brings together volunteers and/or seeks out the views of
persons who have an interest and knowledge in the topic covered by this publication. While ASIS administers the process and
establishes rules to promote fairness in the development of consensus, it does not write the document and it does not
independently test, evaluate, or verify the accuracy or completeness of any information or the soundness of any judgments
contained in its standards and guideline publications.
ASIS is a volunteer, nonprofit professional society with no regulatory, licensing or enforcement power over its members or
anyone else. ASIS does not accept or undertake a duty to any third party because it does not have the authority to enforce
compliance with its standards or guidelines. It assumes no duty of care to the general public, because its works are not obligatory
and because it does not monitor the use of them.
ASIS disclaims liability for any personal injury, property, or other damages of any nature whatsoever, whether special, indirect,
consequential, or compensatory, directly or indirectly resulting from the publication, use of, application, or reliance on this
document. ASIS disclaims and makes no guaranty or warranty, expressed or implied, as to the accuracy or completeness of any
information published herein, and disclaims and makes no warranty that the information in this document will fulfill any
person’s or entity’s particular purposes or needs. ASIS does not undertake to guarantee the performance of any individual
manufacturer or seller’s products or services by virtue of this standard or guide.
In publishing and making this document available, ASIS is not undertaking to render professional or other services for or on
behalf of any person or entity, nor is ASIS undertaking to perform any duty owed by any person or entity to someone else.
Anyone using this document should rely on his or her own independent judgment or, as appropriate, seek the advice of a
competent professional in determining the exercise of reasonable care in any given circumstances. Information and other
standards on the topic covered by this publication may be available from other sources, which the user may wish to consult for
additional views or information not covered by this publication.
ASIS has no power, nor does it undertake to police or enforce compliance with the contents of this document. ASIS has no
control over which of its standards, if any, may be adopted by governmental regulatory agencies, or over any activity or conduct
that purports to conform to its standards. ASIS does not list, certify, test, inspect, or approve any practices, products, materials,
designs, or installations for compliance with its standards. It merely publishes standards to be used as guidelines that third
parties may or may not choose to adopt, modify or reject. Any certification or other statement of compliance with any
information in this document should not be attributable to ASIS and is solely the responsibility of the certifier or maker of the
statement.
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or
by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written consent of the copyright
owner.
ii
ANSI/ASIS CSO.1-2013
FOREWORD
The information contained in this Foreword is not part of this American National Standard (ANS) and has not been processed
in accordance with ANSI’s requirements for an ANS. As such, this Foreword may contain material that has not been subjected
to public review or a consensus process. In addition, it does not contain requirements necessary for conformance to the Standard.
ANSI guidelines specify two categories of requirements: mandatory and recommendation. The mandatory requirements are
designated by the word shall and recommendations by the word should. Where both a mandatory requirement and a
recommendation are specified for the same criterion, the recommendation represents a goal currently identifiable as having
distinct compatibility or performance advantages.
ASIS International (ASIS) is the preeminent organization for security professionals, with more than 38,000 members worldwide.
ASIS is dedicated to increasing the effectiveness and productivity of security professionals by developing educational programs
and materials that address broad security interests, such as the ASIS Annual Seminar and Exhibits, as well as specific security
topics. ASIS also advocates the role and value of the security management profession to business, the media, government
entities, and the public. By providing members and the security community with access to a full range of programs and services
and by publishing the industry’s No. 1 magazine – Security Management - ASIS leads the way for advanced and improved
security performance.
The work of preparing standards and guidelines is carried out through the ASIS International Standards and Guidelines
Committees and governed by the ASIS Commission on Standards and Guidelines. An ANSI accredited Standards Development
Organization (SDO), ASIS actively participates in the International Organization for Standardization. The Mission of the ASIS
Standards and Guidelines Commission is to advance the practice of security management through the development of standards and
guidelines within a voluntary, nonproprietary, and consensus-based process, utilizing to the fullest extent possible the knowledge, experience,
and expertise of ASIS membership, security professionals, and the global security industry.
Suggestions for improvement of this document are welcome. They should be sent to ASIS International, 1625 Prince Street,
Alexandria, VA 22314-2818, USA.
iii
ANSI/ASIS CSO.1-2013
At the time it approved this document, the CSO Standards Committee, which is responsible for the development of this Standard,
had the following members:
iv
ANSI/ASIS CSO.1-2013
v
ANSI/ASIS CSO.1-2013
vi
ANSI/ASIS CSO.1-2013
vii
ANSI/ASIS CSO.1-2013
viii
ANSI/ASIS CSO.1-2013
TABLE OF CONTENTS
1 SCOPE, SUMMARY, AND PURPOSE.................................................................................................................................. 1
1.1 SCOPE ................................................................................................................................................................................. 1
1.2 SUMMARY ........................................................................................................................................................................... 1
1.3 PURPOSE ............................................................................................................................................................................. 1
2 NORMATIVE REFERENCES ............................................................................................................................................... 1
3 OVERVIEW ...................................................................................................................................................................... 2
4 REPORTING RELATIONSHIP ............................................................................................................................................. 2
5 MODEL FUNCTION .......................................................................................................................................................... 2
6 KEY RESPONSIBILITIES AND ACCOUNTABILITIES .............................................................................................................. 5
6.1 KEY SUCCESS FACTORS ........................................................................................................................................................... 6
6.2 STRATEGY DEVELOPMENT ....................................................................................................................................................... 6
6.3 INFORMATION GATHERING AND RISK ASSESSMENT ...................................................................................................................... 6
6.4 ORGANIZATIONAL PREPAREDNESS.............................................................................................................................................. 7
6.5 SECURING HUMAN CAPITAL, CORE ASSETS, INFORMATION, & REPUTATION ..................................................................................... 7
6.6 INCIDENT PREVENTION ........................................................................................................................................................... 7
6.7 INCIDENT RESPONSE, MANAGEMENT, AND RECOVERY.................................................................................................................. 8
6.8 INVESTOR RELATIONS, PUBLIC AFFAIRS, AND GOVERNMENT RELATIONS .......................................................................................... 8
7 KEY COMPETENCIES ........................................................................................................................................................ 8
8 EXPERIENCE .................................................................................................................................................................... 9
9 EDUCATION ..................................................................................................................................................................... 9
10 COMPENSATION ......................................................................................................................................................... 10
A MODEL POSITION DESCRIPTION ................................................................................................................................... 11
A.1 POSITION PURPOSE ............................................................................................................................................................. 11
A.2 KEY RESPONSIBILITIES .......................................................................................................................................................... 11
A.3 KEY SKILLS AND COMPETENCIES ............................................................................................................................................. 12
A.4 QUALIFICATION GUIDELINES.................................................................................................................................................. 12
B TERMS AND DEFINITIONS ............................................................................................................................................. 13
C REFERENCES .................................................................................................................................................................. 14
D USEFUL WEBSITES ......................................................................................................................................................... 15
TABLE OF TABLES
TABLE 1 - PROFILE OF THE FUNCTION’S EXECUTION ................................................................................................................................. 4
TABLE 2 – SUMMARY OF REQUIRED SKILLS ............................................................................................................................................ 5
ix
ANSI/ASIS CSO.1-2013
x
AMERICAN NATIONAL STANDARD ANSI/ASIS CSO.1-2013
This model is applicable to the private, public, and not-for-profit sector organizations. The model
provides a structure to evaluate and define the role and necessary aptitude for the security/risk
management function in an organization. It provides a methodology to evaluate and respond to
a dynamic spectrum of threats to tangible and intangible assets on both a domestic and global
basis.
This model is presented at a high-level and designed as an organizational guide for the
development and implementation of a strategic security framework. The structure is
characterized by appropriate awareness, prevention, preparedness, and necessary responses to
changes in threat conditions. Specific considerations and responses are also addressed for
deliberation by individual organizations based on identifiable risk assessment, requirements,
intelligence, and assumptions.
This standard is a model for organizations to use when developing a leadership function to
provide a comprehensive, integrated, and consistent security/risk strategy to contribute to the
viability and success of the organization. This model refers to this leadership function as the
senior security executive. Some organizations designate this role/function as the Chief Security
Officer (CSO). The CSO designation is a concept descriptor and not necessarily a
recommendation for the position title. This role/function may be a standalone position or as one
that has been incorporated within an existing senior-level executive's accountability to the
organization's leadership team.
2. NORMATIVE REFERENCES
The following documents contain information which, through reference in this text, constitutes
foundational knowledge for the use of this American National Standard. At the time of
publication the editions indicated were valid. All material is subject to revision and parties are
encouraged to investigate the possibility of applying the most recent editions of the material
indicated below.
ASIS International ANSI. (2008). Chief Security Officer organizational standard. [Online].
Available:
< > [2008, October].
1
ANSI/ASIS CSO.1-2013
3. OVERVIEW
Businesses, public and private organizations and associations continue to experience dynamic
and complex risk environments. The effective management of these environments is a
fundamental requirement today and will continue into the future. Boards of Directors,
shareholders, stakeholders, and the public all expect organizations and government agencies to
anticipate, manage areas of risk, and set in place a comprehensive and cohesive strategy across
all functional lines. In addition, it is expected an organization’s leadership will respond quickly
and effectively to events and incidents that threaten organizational assets and operations. Thus,
a proactive strategy for security/risk mitigation supports sustainable, healthy, productive
organizations and is a critical responsibility of senior leadership and governing boards.
The goal of this model is to define the skills and competencies that are essential to the active
protection of an organization and to produce effective responses to a dynamic and emerging
threat environment. Effective leadership across all levels of an organization, especially within its
security functions, is imperative. Organizational and brand reputation, the uninterrupted
reliability of the technical infrastructure and normal business processes, the protection of physical
and financial assets, the loss or compromise of intellectual properties and trade secrets, the safety
of employees and customers, and the preservation of shareholder confidence all rely, to a large
degree, upon the effectiveness of a responsible and accountable senior executive.
The complexity of risk environments creates a diverse matrix of interrelated threats,
vulnerabilities, and impacts; therefore, the safeguards against these risks are interdependent at
all levels. A successful model for organizations is to have a designated single point of
accountability at the senior governance level with responsibility for crafting, influencing, and
directing an organization-wide security/risk strategy. In these organizations, accountability is
clearly defined and supports role imperatives. The ability to influence strategy and address
matters of internal and external risk exposures requires such a leadership role.
4. REPORTING RELATIONSHIP
It is strongly recommended that the position report to a key senior-level executive of the
organization so as to ensure a strong liaison with designated leadership bodies such as the Board
of Directors and its operating committees or in the appointed and/or elected governing public
agency councils, oversight committees, boards or designee(s). This alignment within the
organizational hierarchy should signal executive commitment, support, and the importance of
such a role.
5. MODEL FUNCTION
Table 1 illustrates the scope of an organization’s security/risk program, including functional areas
of responsibility, key processes, and discussion of work elements that should be found within an
organization. It is not intended to be a complete road map for every program and initiative within
a given process since these should be customized and would naturally vary based on numerous
geographical, political, cultural, industry sector, legal, and other specific requirements.
2
ANSI/ASIS CSO.1-2013
Leadership should clearly establish strategic accountability and exert effective influence on the
security and risk mitigation activities of the organization in order to achieve organizational goals
and objectives. Governance may take the form of a single Enterprise Risk Management Council;
separate risk committees to address key risk areas or processes; actual managerial and budgetary
accountability and/or various combinations to better align with and adjust to evolving
organizational structures. Each organization’s unique culture, business model, public purpose,
and/or needs should guide specific decisions establishing the best structure. This model is
intended to assist any organization considering its best approaches and provide guidance on
placement of the role, the skills, and competencies required within the organization.
While many different approaches may be taken to align the role within an organization’s culture,
to aid in understanding and facilitating the design and implementation, this model presents a
representative framework (see Table 1) and position description (see Annex A).
3
ANSI/ASIS CSO.1-2013
REPUTATION
Key Risk Process Elements
Governance Risk Intelligence
Human Capital Brand Protection
Information Supply Chain & Logistics
Financial Assets Channel & Market
Physical Assets Resiliency & Continuity of Operations
Competencies & Characteristics of Executive Leader
Ethics & Values Business Acumen Integrity & Trust
4
ANSI/ASIS CSO.1-2013
5
ANSI/ASIS CSO.1-2013
on the individual’s ability to understand, value, and articulate the varied risks and threats facing
an organization in the context of organizational impact.
In tandem with organizational leadership, the senior security executive will conceptualize,
illustrate, develop, implement, and continuously renew an overall strategy that demonstrates the
various processes needed to understand the nature and probability of all risk events within the
organization. The strategy should outline, in detail, the plans to prevent and prepare for an
adverse event -- including awareness, training, exercises, and methodologies to infuse
contemporary security/risk programs and processes throughout the organization. The strategy
should also include methods for continuity and recovery of business operations after any
security-related or other catastrophic event. The senior security executive should be capable of
clearly communicating this strategy, its costs, benefits and related impact to the highest levels of
the organization.
The senior security executive is responsible and accountable for systematically gathering,
assessing, and synthesizing information related to a wide range of security-related events and
threats specific to the organization and its various operations, which may adversely affect the
security and safety of personnel and the profitability or reputation of the organization.
6
ANSI/ASIS CSO.1-2013
In addition, the individual should also determine the probability and impact of security-related
incidents, threats, and develop appropriate strategies consistent with sound business judgment
employing controls to prevent negative impacts on the organization. The information necessary
to develop these assessments and preventive strategies should come from multiple sources. The
senior security executive should be capable of making the links between disparate pieces of
information in order to understand and assess the data’s importance to the security of the
enterprise. The individual in this role should understand and be familiar with both human capital
skills and technological aids that can assist in this process, and possess both conceptual and
critical thinking skills to prioritize risks and develop appropriate preventive strategies across the
organization. This implies the ability to successfully operate independently in fast-paced, matrix-
management environments, requiring a high tolerance for ambiguity, and positive political skills
to drive programs or projects to completion.
The senior security executive is also responsible and accountable for ensuring the enterprise is
prepared for events or circumstances with the potential to disrupt the continuity of business
operations. For example, these events include deliberate attacks (physical, cyber and information)
targeted at the organization; catastrophic events (hurricanes, tornados, earthquakes, etc.), or
related significant security incidents that might include white collar crime -- such as fraud, theft,
product tampering, sabotage, etc.).
Preparation for these events should involve the development, implementation, and
administration of policies, plans, programs, procedures, and exercises to establish baseline
organizational responses. The process of performance management, to include regular periodic
review, testing, and evaluation of organizational readiness in the event of disruptive attacks or
events, is a key responsibility.
The protection of the organization’s integrity, human capital, processes, information, reputation
and other critical assets from harm and loss is a key responsibility. While guarding the financial
and physical assets of the enterprise (i.e., cash, facilities, and equipment), it is important that the
senior security executive should also be able to counter the potential risks involved in the loss of
intangible assets (i.e., reputation and customer and client confidence), intellectual property,
confidential information, and trade secrets. Human capital here includes leadership and external
directors, employees, customers, and others the organization has a duty to protect.
The senior security executive should be expected to identify and understand the nature of
security/risks in the business environment, as well as the application of appropriate controls and
countermeasures to mitigate those risks. This requires an understanding of how and when to
enlist the support of external resources and other staff functions such as: information technology,
risk management, internal audit, controllers, legal, and human resources to mitigate the various
risks to the business.
7
ANSI/ASIS CSO.1-2013
Another key responsibility of the role is the analysis of information and the coordination of
activities with persons inside and outside the organization to identify, prevent, and / or mitigate
attacks and catastrophic events.
The senior security executive plays a leading role in the strategic oversight of preparations,
detection and analysis of incidents, as well as containment, mitigation, eradication, recovery
plans, and post incident activities. In order to ensure that incident management policies, plans,
processes, and reports are in place throughout the organization, the senior security executive
facilitates the creation, maintenance, and periodic evaluation of an incident, attack or
catastrophic event.
The senior security executive may have a role in both internal and external communications. This
may involve coordination, liaison, and participation with those responsible for investor relations
including public affairs, finance, human resources, operations, and government relations. The
senior security executive may serve as an external representative of the organization by
participating in media interviews and testifying before government agencies.
7. KEY COMPETENCIES
The senior security executive should be more strategic than tactical. A high degree of integrity,
ethics, responsibility, and dedication, as well as the ability to calmly facilitate the appropriate
resolution of ethical, risk and crisis situations is required. The ability to programmatically and
holistically analyze, understand, and explain the value of security/risk initiatives to senior
leadership colleagues and board members is a key requirement of the position. While related
technical skills are important, the emphasis for the role will be on the strategic, organizational
positioning, business, and interpersonal abilities.
8
ANSI/ASIS CSO.1-2013
The following list provides key attributes associated with effective senior security executives1.
PERSONAL & INTERPERSONAL
Inspiring Others Building Effective Teams
Managing Vision
Motivating Others
Acting with Honor & Character Ethics & Values
Integrity & Trust
Being Open & Receptive Composure
ORGANIZATIONAL POSITIONING
Being Organizationally Savvy Organizational Agility
Communicating Effectively Written Communication
STRATEGIC
Making Complex Decisions Problem Solving
Creating New & Different Solutions Strategic Agility
Source: "Identifying High-Performance Security Professionals Using a Competency Model." For information on
obtaining complete list, see Annex C or footnote below.
8. EXPERIENCE
The senior security executive will serve as a trusted advisor to leadership, and should have the
breadth and diversity of experiences consistent with the demands of the position and the
organization’s security/risk exposures. The role requires the individual to have the demonstrated
ability, knowledge, and experience to articulate, evaluate, and implement security/risk strategies
in the context of the organization’s core purpose and culture. The individual should have a track
record of success in a leadership role with the proven ability to collaborate, lead teams and
develop partnerships.
Depending on the organization’s profile and vision, this individual may serve as an architect for
the security program or change agent who ensures adherence to best practices. The
demonstration of successful international experience and multi-lingual capabilities may also be
required.
9. EDUCATION
This is an executive leadership role. As with other senior roles, there are significant expectations
for the levels of education and experience of the applicant. Advanced education and degrees
should be highly valued, and reflect the knowledge that would likely enhance the individual’s
value across many environments. The benefits of educational credentials would ideally align with
the organization’s culture and mission.
1Excerpted from "Identifying High-Performance Security Professionals Using a Competency Model," Laura E. Larson,
2012, available from the author at Laura@CageTalent.com.
9
ANSI/ASIS CSO.1-2013
Given the dynamic nature of security governance, an emphasis on life-long learning and
continuous professional development is desirable. Initiatives may include academic programs
resulting in advanced degrees or certificates, as well as specialized training, peer learning and the
attainment of relevant certifications.
10. COMPENSATION
The compensation options for this executive level role vary. Benchmarking, consulting with
executive search specialists, and reviewing high-quality analyses or studies, may be of value. As
a point of reference, salary studies of similar roles are conducted annually in cooperation with
the compensation departments of numerous organizations. Compensation packages should be
comparable to other organizational executive leadership roles at the same level with similar
accountabilities.
10
ANSI/ASIS CSO.1-2013
Annex A
(informative)
The senior security executive is accountable for the identification, development, implementation, and
management of the organization’s [global] security/risk strategies and related programs.
In cooperation with the organization’s executive leadership team(s), directs the development of
an effective strategy to assess and mitigate risk (foreign and domestic), manage crises and
incidents, maintain continuity of operations, and safeguard the organization.
Directs staff in identifying, developing, implementing, and maintaining security processes,
practices, and policies throughout the organization to reduce risks, respond to incidents, and limit
exposure and liability in all areas of information, financial, physical, personal, and reputational
risk.
Ensures the organization’s compliance with the local, national, and international regulatory
environments where applicable to the accountability of this role (i.e. privacy, data protection, and
environmental, health and safety).
Researches and deploys state-of-the-art technology solutions and innovative security
management techniques to safeguard the organization’s personnel and assets, including
intellectual property and trade secrets. Establishes appropriate standards and associated risk
controls.
Develops relationships with high-level officials in law enforcement [and international
counterparts] to include in-country security [and international security agencies], intelligence,
and other relevant governmental functions as well as private sector counterparts [worldwide].
Through subordinate managers and/or other external resources, coordinates and implements site
security, operations, and activities to ensure protection of executives, managers, employees,
customers, stakeholders, visitors, etc., as well as all physical and information assets, while
ensuring optimal use of personnel and equipment.
11
ANSI/ASIS CSO.1-2013
Senior leadership skills to provide direction to the management and professional staff within the
organization.
Ability to understand, interpret, analyze, and develop consensus within an organizational
climate of diverse operational activities and often-conflicting regulations, imposed by agencies
with regulatory jurisdiction.
Ability to effectively communicate with all levels of the organization (including briefing executive
management, governance board committees and oversight groups) on the status of security and
issues surrounding enterprise risk management decisions.
High-level analytical skills, leadership experience, and exceptional relationship management
competencies to understand impact and sensitivity of security issues.
Demonstrated commitment to lead personnel in education and training advancement.
At least 3-5 years of direct experience in a significant senior level executive leadership role.
Demonstrated ability to develop and manage the functional duties of an executive position and
manage an expense budget.
Advanced degree (or equivalent) in an area of study relevant to this role, and at least 10-15 years
of relevant experience.
Demonstrated experience and exposure in the [international]3 security arena dealing with
security/risk related issues, based on the scope and reach of the organization.
12
ANSI/ASIS CSO.1-2013
Annex B
(normative)
13
ANSI/ASIS CSO.1-2013
Annex C
(informative)
C. REFERENCES
Booz Allen Hamilton. (2005). Convergence of enterprise security organizations, [Online]. Available:
< http://www.boozallen.com/media/file/convergence_enterprise_security_orgs.pdf > [2005, November
8].
Booz Allen Hamilton. (2006). Convergence of enterprise security organizations: International views: an
addendum to the 2005 study. [2007, November 1].
Business Roundtable. (2005). Committed to protecting America: CEO guide to security challenges [revised
2007]. [Online]. Available:
< http://www.cj.msu.edu/~outreach/wmd/ceo_guide.pdf >, [2008, April 16].
The Conference Board. (2012). Leveraging Corporate Security for Business Growth and Improved
Performance: The Transformative Effect of 9/11. [Online]. Available: <www.conferenceboard.org>
Deloitte & Touche LLP Canada. (2007). The convergence of physical and information security in the context of
enterprise risk management. Rolling Meadows, IL: The Alliance for Enterprise Security Risk Management.
[2007, November 1].
Identifying High-Performance Security Professionals Using a Competency Model. (2012) Laura E.
Larson, Premier Profiling, Brooklyn, NY, available at Laura@CageTalent.com.
Enterprise Risk Management – Integrated Framework (2004), Committee of Sponsoring Organizations
of the Treadway Commission [Online]. Available:
<http://www.coso.org/ERM-IntegratedFramework.htm> [2004 September].
14
ANSI/ASIS CSO.1-2013
Annex D
(informative)
D. USEFUL WEBSITES
ASIS International. < >
Business Roundtable. < >
Committee of Sponsoring Organizations of the Treadway Commission < http://coso.org/>
Council on Competitiveness. < >
15
ASIS International (ASIS) is the preeminent
organization for security professionals, with more
than 38,000 members worldwide. Founded in 1955,
ASIS is dedicated to increasing the effectiveness and
productivity of security professionals by developing
educational programs and materials that address
broad security interests, such as the ASIS Annual
Seminar and Exhibits, as well as specific security
topics. ASIS also advocates the role and value of the
security management profession to business, the
media, governmental entities, and the general public.
By providing members and the security community
with access to a full range of programs and services,
and by publishing the industry’s number one
magazine, Security Management, ASIS leads the way
for advanced and improved security performance.
For more information, visit www.asisonline.org.
A S I S I N T E R N A T I O N A L
AMERICAN NATIONAL
STANDARD
1625 Prince Street
Alexandria, Virginia 22314-2818
USA
+1.703.519.6200
Fax: +1.703.519.6299
www.asisonline.org