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Pilots For 9/11 Truth Forum > Location > World Trade Center Complex
WTC1 security desk picture of CERBERUS:

*note: a "cerberus" is a 3-headed beast (usually dog) from greek/roman mythology:

Cerberus (Greek: Κέρβερος, Kérberos) is the name given to the entity which, in Greek and Roman mythology, is a multi-headed dog which guards the gates of Hades, to prevent those who have crossed the river Styx from ever escaping...

(a modern rendition of a cerberus)

(a classical rendition of a cerberus)

Cerberus was the son of Echidna, a hybrid half-woman, half-serpent and Typhon, a fire-breathing giant whom even the Olympian gods feared. His brother is Orthrus, always depicted as a two-headed hellhound.[6] The common depiction of Cerberus in Greek mythology and art is as having three heads, a mane of live serpents (similar to Medusa's hair) and a dragon's tail. In most works the three-heads each respectively see and represent the past, the present and the time yet to come, while other sources suggest the heads represent birth, youth and old age.[7] Each of Cerberus' heads is said to have an appetite only for live meat and thus allow the spirits of the dead to freely enter the underworld, but allow none to leave.[8] Cerberus was always employed as Hades' loyal watchdog, and guarded the gates that granted access and exit to the underworld (also called Hades).[9]

now back to-

CERBERUS, the company profile:

Cerberus Security Services redefines the role of security -- both corporate and private -- in an intense, sometimes unsettling environment, in which success and safety are increasingly at risk. A small, specialized firm based in New York City, Cerberus delivers security with speed, flexibility and with customized detail. Cerberus creates effective and responsive security protection programs without the bureaucracy, frustrations and layers of hierarchy that often bedevil business with large security firms. Cerberus will never offer a client a prefabricated security program. Our mission is to craft for each client a unique security plan, one that begins by analyzing every aspect of the client's area of concern, assessing risk and creating effective...

cerberus company senior members:;cd=3&gl=us

Cerberus Senior Management
Stephen Hollowell, President
Timothy Ross Gansrow, Vice President and Co-Founder
Peter Winski, Managing Director
Keith Rauscher, Senior Supervisor

The senior management team of Cerberus Security Services combines extensive expertise and experience in local, national, and international law enforcement and corporate security. Our senior managers draw on years of service with the New York Police Department, federal and state law enforcement divisions, New York City Emergency Division, New Scotland Yard as well as senior security positions in well-known New York City institutions and corporations, such as Kroll, Inc. Their network of contacts offers the highest level of strategic partnerships in personal security including drivers specifically trained in executive protection defensive driving, canine handlers, and security systems integration.

Our protection team also consists of skilled professionals with years of experience in counter-terrorism and executive protection, working on behalf of government figures, foreign and domestic business leaders, royalty and world-renowned entertainers.

.: .: Stephen Hollowell, President
Stephen Hollowell, CPP, is the President and Founder of Cerberus Security Services, a New York City-based firm that provides a full range of security services specializing in comprehensive threat assessments for corporations and high-net worth individuals, special events and executive protection. Mr. Hollowell brings more than 25 years of international experience in security management and law enforcement.

Previous to Cerberus, Mr. Hollowell worked at Kroll, Inc.'s Corporate Security Group, where he employed his expertise in a wide range of security services including the development and implementation of complete security programs that involve physical security reviews, executive protection programs, special events, security policies and procedures, crisis and emergency management plans, loss prevention and criminal and civil investigations.

Mr. Hollowell was the Director of Security and Safety at the American Museum of Natural History, where he modernized the security department and established the first integrated access control system. He developed and implemented the Museum's first crisis management plan and established the first operational policies and procedures for the security and safety of employees, priceless artifacts and visitors. Mr. Hollowell coordinated numerous sensitive V.I.P events for international and domestic dignitaries.

Previously, Mr. Hollowell worked at the Brooklyn Academy of Music as the Director of Security, and at Mount Sinai Medical Center as Director of Investigations.

In England Mr. Hollowell worked for the Metropolitan Police, Scotland Yard, where as a Detective Sergeant he handled many varied and sensitive assignments, including organizing and providing security for major public events.

Mr. Hollowell has extensive experience designing and managing security programs like the following:

High Rise Corporate Office Buildings, Executive Residences, Hotels, Schools, Museums, Cultural Institutions, Airports, Train and Bus Stations, Bridges and Tunnels, Industrial Parks, Warehouses and Parking Facilities

Mr. Hollowell graduated from John Jay College of Criminal Justice, where he received his B.S. summa cum laude in Security Management with a minor in Law.

Mr. Stephen Hollowell is a Certified Protection Professional, CPP and an expert in Security Systems Design and Application. He is a certified Fire Safety Director and a NY Security Guard Act Instructor. He is also certified in the Advanced Course on the Reid Technique of Interview and Interrogation.

Mr. Hollowell is a member of the American Society for Industrial Security (ASIS) and Association of Threat Assessment Professional (ATAP).

.: .: Timothy Ross Gansrow, Vice President and Co-Founder
Timothy Ross Gansrow, Vice President of Cerberus Security Services, is a founding partner of the company. He develops and implements strategies for the protection of high-net worth individuals and corporate executives; assists in the development and operational oversight of numerous special events for corporations and wealthy private citizens; conducts criminal investigations for Fortune 500 companies; and tenders operational oversight in such areas as threat assessment and site management.

Mr. Gansrow has worked in the private security sector for over 13 years, including six years as a Security Supervisor at Kroll, Inc. under the management of Stephen Hollowell, Senior Director.

Mr. Gansrow is a former Detective First Class in the New York Police Department's Anti-Crime Unit, Manhattan North Narcotics Division, Manhattan North Narcotics Homicide Unit, and Organized Crime Investigation Division.

He was also a member of the NYPD Intelligence Division, Dignitary Protection Unit, Special Operations Group, working cooperatively with the U.S. Secret Service and State Department to provide executive protection for heads of state and dignitaries visiting New York City, including Vice President Dick Cheney; Prime Minister of Israel Ariel Sharon; former Prime Minister of Israel Benjamin Netanyahu; foreign Minister of the State of Qatar, Surya Bahadur Thepa; and the former Joint Chief of Staff, General Thomas Franks.

Mr. Gansrow was promoted to the rank of Sergeant and is currently assigned to the Internal Affairs Bureau.

Mr. Gansrow's commendations and distinctions include:

Medal for Valor
Eight Excellence in Police Duty Awards
Two Meritorious Awards
An Honorable Merit Award
Commendation for Investigation Excellence
Dignitary Protection Certification
Cult/Occult Certification
High Intensity Drug Trafficking Agency Certification
Organized Crime Control Bureau Narcotics Interdiction Training
Counterterrorism Training
CIC Investigators Course

.: .: Peter Winski, Managing Director
Peter Winski, Managing Director of Cerberus Security Services, assists in the management and implementation of executive protection projects and corporate crisis management plans for executive and high-net worth clients; manages the day-to-day operations for numerous special events for dignitaries both domestic and international; and conducts numerous successful short-term and long-term criminal investigations of high-profile clients.

Mr. Winski is a Deputy Inspector with the New York City Police Department and currently the Commanding Officer of the 30th Precinct. In his 18 years with the NYPD, Mr. Winski has worked in a variety of assignments including as the Special Operations Coordinator in the Street Crime Unit, where his duties involved implementing and preserving crime scenes and conducting Police involved shooting investigations.

Mr. Winski has been the Platoon Commander of the 103rd Precinct and the Executive Officer of Midtown South Precinct, when he was a Captain, with responsibilities for all police action within these areas. He then was the Commanding Officer of the First Precinct, which covers all of Lower Manhattan including the Financial District and the World Trade Center, during the attacks of September 11, 2001. He has extensive experience in emergency situations and has learned firsthand what security features have proven reliable. As a Deputy Inspector he is part of the Citywide Incident Management System, which involves all Counter-Terrorism and Emergency response and recovery in New York City.

Mr. Winski has extensive law enforcement experience and training in executive protection and special event coordination.

Mr. Winski's additional training and certification include:

Hostage Negotiation and Response
Counter-Terrorism Prevention/Response/Mitigation/Recovery Training
Search Warrant Application and Execution Training
Hazardous Material Responder Certification
Citywide Incident Management Certification
Police Involved Shootings and Crime Scene Investigations
Integrity and Internal Investigations
Unconventional Threats to Homeland Security
Advanced Technology in Homeland Security
Homeland Security Intelligence

Mr. Winski has a Bachelor's Degree in Forensic Psychology from the John Jay College of Criminal Justice and is currently enrolled in the Master's Degree Program in Homeland Security and Counter Terrorism at the Naval Postgraduate School: Center for Homeland Defense and Security.

.: .: Keith Rauscher, Senior Supervisor
Keith E. Rauscher, Senior Supervisor of Cerberus Security Services, conducts numerous successful short-term and long-term criminal investigations for high-profile clients.

Mr. Rauscher also assists in the implementation of Executive Protection projects and oversight of corporate crisis management plans for executive and high-net worth clients, and assists in the day-to-day operations for numerous special events for dignitaries both domestic and international. Prior to that, Mr. Rauscher operated as a Protection Specialist under the management of Stephen Hollowell, Senior Director, at Kroll Associates Incorporated.

Mr. Rauscher is a former Detective first class with the New York City Police Department. In his 20 years with the NYPD, Mr. Rauscher supervised police officers and detectives and worked in the anti-crime unit dealing with armed robberies.

Mr. Rauscher investigated New York police corruption while attached to the Internal Affairs Bureau.

Mr. Rauscher was also the case officer of long-term and extremely successful investigations involving organized crime members from the Gambino and Luchese families.

Mr. Rauscher was granted US Marshall's status in order to pursue targeted criminals worldwide and worked extensively with the Federal Bureau of Investigation, U.S. Customs, and the Internal Revenue Service.

Mr. Rauscher has extensive law enforcement experience and training in executive protection and special event coordination.

Commendations and Distinctions:

Two Distinguished Duty Medals
Six Excellence In Police Duty Medals
Four Honorable Merit Awards
Commendation for Investigative Excellence
Cult / Occult Certification
High Intensity Drug Trafficking Area Certification
NYSPIN Certification
Counter Terrorism Training
Vehicle Borne Improvised Explosive Device Certification
Criminal Investigation Courses
Federal Bureau of Investigation Surveillance Certification
New York City Police Department Photographic Training
New York City Police Department Internal Affairs Bureau Certification


so who was really in charge of security at the WTC's? was Cerberus just the name of some software or system and is that why its name was on that security panel in the pic? or was that a company tasked with building security at the wtc's? if so, who are these guys? and how come no one has ever mentioned them before?

any help in researching more about them would be much appreciated, thanks!
ok, so NEVERMIND the cerberus security company above, although if i was looking for security in NYC, the above Cerberus company definitely seems qualified to take care of my needs, perhaps abit too much so... but do take note that one of those guys above worked for KROLL, which was paid big dollars by the Port Authority after the 93 bombing at the wtc (and actually so was Cerberus Pyrotronics - more on them below).

but regarding the name on the panel, turns out that:


This is a photgraph of the One World Trade Center Fire Command Station (310A). Seated is Lloyd Thompson, Fire Safety Director and Standing John Drucker Jr., Siemens Fire Safety Project Manager. The equipment shown is the WTC Fire Alarm and Evacuation System. I spent 8 1/2 years at the WTC working with the Port Authority of NY & NJ to restore, engineer and upgrade the Base Building Fire Alarm and Evacuation System at the World Trade Center. God Bless those who perished that fateful day especially my dear friend James Barbella. Sincerely, John Drucker jr.

Date Entered: 2003-04-15

unfortunately my friend who forwarded me the pic, never sent me that 2nd link with the description, or chances are i would not have posted this thread. so please forgive the prematurely posted and not-fully-researched posting, its my fault. none the less, since FIRE is such a key diversion and falsehood of the official story and so integral and pivotal to the mindfuk/psyop, here is some info i compiled on the correct Cerberus company.

-a good thread with some experts from the field naming specs:

Q: I've got a long-time question: does anyone know what the alarms were in the World Trade Center? While watching a couple of documentaries, I've seen an RSS in there, and what looked like a Cerberus Pytrotronics voice panel, but that's it...

A: Well, obviously what's in the documentaries aren't the real alarms (unless it's actual footage of the buildings). Reading all the reports, I have the model #s of all the devices, but the trouble is the signals are hard to come by. For instance, the combination speaker/strobe units were Cerberus Pyrotronics SS70-15/75. I thought these would be MTL-style speaker/strobes, but last week, I came across an auction for an alarm w/ the exact same model #, and it turned out to be a rebranded Wheelock LSM speaker/strobe. SO, IDK whether they were rebranded Wheelock alarms or actual CP alarms.

But yes, the main panels were Cerberus Pyrotronics MXL-Vs located in the lobbies of the building they served. They monitored 5 remote panels, which monitored 8 "slave" panels which monitored "fire control cabinets" on each floor.

also see:



History: From the beginning to the present

We have been providing building performance solutions to some of the world's most famous facilities since 1891.
We are the world's largest manufacturer of fire detection systems and the only manufacturer in the industry to offer a "No False Alarm" guarantee. We are on duty 24 hours a day, seven days a week, monitoring our customers' security systems from our national control centers in Washington, D.C. and Dallas. We have negotiated more than $3 billion in energy supply contracts on behalf of our customers and have guaranteed nearly $1.5 billion in energy savings since 1965.

We offer the broadest range of HVAC controls in the industry-more than 35,000 components across 35 product categories.

The aerospace and defense community began to rely on our fire safety technology as far back as 1963. We provide security system monitoring to more than 3,000 commercial locations in North America. No company has installed as many hotel or office building solutions as Siemens Building Technologies. You'll find our fire safety technology in diverse locations and climate-from Disney World…to the Sydney Opera House…to the Alaskan Pipeline.

Recent History

On October 1, 1998, Siemens AG acquired the industrial holdings of Swiss-based Electrowatt AG, which included Landis & Staefa and Cerberus Pyrotronics, leaders in building automation and fire alarm & life safety respectively. Combining these leaders with its own related businesses, Siemens AG created a new operating company: Siemens Building Technologies. In June 2001, Siemens Building Technologies established a presence in the rapidly growing electronic security market by acquiring the Security Technologies Group of Sunrise, Florida. Today, Siemens Building Technologies, Inc., offers from a single source the industry's most comprehensive range of building performance solutions.

The Fast Facts of Siemens Building Technologies

Siemens Building Technologies, Inc. is part of Siemens AG, a global electronics and information technology company that is the 21st largest company in the world with $96 billion in sales and 460,000 employees throughout 190 countries.

One of 11 Siemens U.S. Operating Companies, Siemens Building Technologies employs approximately 10 percent of the 70,000 people Siemens has working in this country.

With some 110 branch offices across the U.S., Siemens Building Technologies is local to its customers nationwide.

Siemens building automation, fire safety and security systems are in place and improving the comfort, safety and energy efficiency of more than 35,000 facilities across North America.

In the wake of hurricane Katrina, Siemens Corp. matched employee donations to the American Red Cross dollar-for-dollar to generate $2.8 million in relief.

Siemens Building Technologies provides access security to NASA's most sensitive facilities including Cape Canaveral.

Siemens has been providing building performance, safety and security solutions to the world's most famous buildings and institutions since 1891, including the Empire State Building, The White House and Disney World.

Specialized environments are a Siemens core competency-just ask Mei Xiang and Tian Tian, Chinese pandas on loan to the Smithsonian's National Zoo, who where kept comfortable enough to give birth to cub Tai Shan in July 2005.

A new waste-carpet-to-energy plant built by Siemens will convert16,000 tons of waste carpet annually, reduce customer Shaw Industries' fuel-oil requirements by 3 million gallons, create some $2.5 million in energy savings and generate more than 50,000 pounds of steam per hour for its carpet manufacturing processes.

Siemens products and solutions encompass a portfolio of open technologies capable of integrating with 200-plus manufacturers and more than 700 specific systems and devices.

Globally, Siemens ranks in the top 10 of corporate R&D spenders, investing more than $7 billion annually in application-oriented innovation. In the U.S., Siemens dedicates $900 million and nearly 7,000 employees to the R&D effort.

Siemens has negotiated more than $3 billion in energy supply contracts on behalf of our customers and through performance contracting guaranteed nearly $1.5 billion in energy savings since 1965.

Siemens provides 24/7 security system monitoring to more than 3,000 commercial locations in North America from its Central Monitoring stations in Washington, D.C. and Dallas.

Siemens provides combustion controls to nearly 95 percent of all North American burner and boiler manufacturers.

Siemens is the world's largest manufacturer of fire detection systems and the only manufacturer in the industry to offer a "No False Alarm" guarantee.

Siemens offers the broadest range of heating, ventilation and air conditioning (HVAC) controls in the industry-more than 35,000 components across 35 product categories.

The aerospace and defense community began to rely on our fire safety technology as far back as 1963.

im out of time for tonight, but this is where i left off and hope to pick from later:;hl=en&sa=2

Three wolf-heads? A mother with a double serpent tail!?? Well bust my buttons!!!

Thanks for the info paranoia, fits perfectly with the "dragon" stuff I've been looking into thumbsup.gif

- hopefully you won't mind if I link to this from that thread ...
For a supposedly high tech security company, why are they still using pen and paper for their security check in and logs? With the money these guys charge for their 'services' you would think they could afford a couple of computers. This set up looks more like the set from an old Star Trek. It's all smoke and mirrors, or in this case marble. BTW: Whatever happened to all that marble? I've yet to see any recognizable slabs of marble in the debris piles. It takes a lot of energy to pulverize marble.


Security wise all roads lead to Kroll, Jeremy Bremer and their agents inside NYPD and the FBI.

In the early hours right after the 9/11 attacks, Paul Bremer appeared on NBC suggesting that Osama bin Laden was responsible. He was one of the first to float the name.

What Bremer failed to mention is that as he appeared on television calmly speculating about who was responsible, 1,700 of the employees the company he worked for were "missing" as a result of the attack on the South Tower of the World Trade Center.

It later turned out that over 200 were killed, one of the biggest losses of any organization that day.

Two years later, Bush put Bremer in charge of rebuilding Iraq.

There he decided against the advice of all military and diplomatic experts to disband Iraq's army and put 400,000 armed and trained and then-cooperative soldiers in the street without any means of support and a major grudge against the US.

Bremer...on TV right after 9/11 starting the Osama did it myth and then in Iraq guaranteeing a massive and deadly insurgency.
So where does this put Stratesec/Securacom?

I do not intend to be obtuse here as these links come up with familiar information:

Alito helped Stratesec

WTC Security

but then, as we would expect this site throws cold water on those ideas:

9/11 Myths myths
thanks sanders and i will make time to check out that dragon thread (which i check in on periodically - but its alot to absorb). one last note regarding "cerberus": there is yet another company with that name, one which manages big money and big business deals as "one of the largest private equity investment firms". i kept running into them when initially researching the pyrotronics cerberus, before i knew they were a fire/smoke related company.;aq=f&oq=


just to be clear, cerberus pyrotronics was not in charge of WTC security. they did however manage the hardware and software that managed and monitored the smoke alarms and fire detection in the buildings.

omega - regarding the actual security contract for the wtc's, i have heard of marvin bush and stratesec, but i cant recall having ever actually seen something non-"conspiracy" related that actually proved it was them who was in charge, like an actual SEC filing or WTC press release establishing who was indeed in charge of security at the time in question. i appreciate the links, but they do not provide proof (in the form of links or scans or screencaps). i may have to make some time to try and find it myself, but navigating the s.e.c. site is a pain in the arse.

whoever it was that was "in charge" of the wtc security, they had to have had a mole in a higher up position, along with at least a couple of foot soldiers to help manage the process of bringing the demo equipment in and facilitating its installation. most of the stuff could have been brought in under the guise of construction, and therefore in plain sight. but some of the necessary actions pre-requisite to rigging the buildings for the final bang would have required security to be diverted or placated. so somewhere within the security team there was at least one mole and some henchmen (per building) helping to facilitate the logistics in those last 5 days (from friday til tuesday). chances are i am underestimating by a far margin the number of people who would KNOWINGLY have been complicit outside of various compartmentalizations. so my guess is a bare minimum, and the numbers of people needed would be directly correlational to the amount of time available for executing the plans, which would be dependent on how long ago this hideous plan was hatched.

in my humble (fully speculative) opinion, that is...
cerberus, the privately-held investment company, is headed by george w bush'es former sectreas, john snow.

cerberus bought most of gmac, and then most of daimler's interest in chrysler.
thanks dyew for the kroll links.
thanks albert for the cerberus info.

ok, neverminding the cerberus from the OP, but in keeping with the actual thread topic itself,
who was indeed in charge of wtc security on 9/11?
i did some diggin around the SEC site and the following is what i compiled:


During the first quarter of 1997, the Company contracted to provide services to several new clients. The Company signed an agreement to provide a broad range of services in connection with the upgrading of Amtrak's access control systems at eight facilities in the northeast and California. Additionally, it contracted to prepare a security master plan for Xerox Corporation's manufacturing and engineering facilities in Rochester, New York. The Company also finalized an agreement to provide a comprehensive access control system upgrade at the headquarters of Rostelecom, the primary Russian long distance telephone service provider. This project expands Securacom's Moscow client base which also includes Moscow Local Telephone System and US WEST. In April, the Company signed a joint venture agreement with Ahmad N. AlBinali & Sons Co., a large Saudi Arabian engineering and construction company, to develop and conduct business in the Kingdom of Saudi Arabia.

DEPENDENCE ON LIMITED NUMBER OF CLIENTS For the year ended December 31, 1996 the Company's three largest clients, New York City's World Trade Center, the Metropolitan Washington Airport Authority and MCI Telecommunications Corporation, in the aggregate, accounted for 64% of its revenues, and three additional clients together accounted for an additional 18% of its revenues. The Company anticipates that its three largest clients will continue to account for the majority of its revenues during 1997. The loss of any of the Company's major clients could adversely affect the Company's business, operating results and financial condition. Several of the projects for the Company's major clients will be substantially completed in 1997, and the Company's future operating results will depend on its ability to develop future sales prospects and generate orders from new and existing clients.

THREE MONTHS ENDED MARCH 31, 1997 COMPARED WITH THREE MONTHS ENDED MARCH 31, 1996 Revenues increased by more than 400% from $0.7 million in the three months ended March 31, 1996 to $3.3 million in the three months ended March 31, 1997. The increase was due to work completed for new clients and an increase in work completed on existing projects. Revenues from the World Trade Center, which commenced in October 1996, were $1.9 million in the first three months of 1997. In addition, revenues from the Metropolitan Washington Airport Authority increased from $0.3 million in the first three months of 1996 to $0.7 million in the first three months of 1997. In addition, $0.1 million of revenue was recognized in the first three months of 1997 on a project for which costs were accrued during 1996.

YEAR ENDED DECEMBER 31, 1996 COMPARED WITH YEAR ENDED DECEMBER 31, 1995 Revenues increased by 83.4% from $3.2 million in 1995 to $5.8 million in 1996. In October 1996, the Company was awarded an $8.3 million contract as part of the security upgrade at the World Trade Center. Revenues of $1.6 million were recognized from this project in 1996. Work for the Metropolitan Washington Airport Authority increased by $1.0 million from $0.2 million in 1995 to $1.2 million in 1996. Work for MCI Telecommunications Corporation increased by $0.2 million from $0.6 million in 1995 to $0.8 million in 1996.

The Company currently conducts limited international operations from its Moscow office from which it has provided services to several clients in Moscow. In April 1997, the Company signed a joint venture agreement with Ahmad N. AlBinali & Sons Co., a Saudi Arabian engineering and consulting company, to develop and conduct business in the Kingdom of Saudi Arabia. The Company is evaluating several additional opportunities to expand its international operations, which it anticipates it will initially undertake through joint ventures or partnerships with local and international companies.

CLIENTS During the past three years the Company has provided services to approximately 50 clients, including airports, hospitals, prisons, corporations, utilities, universities and government facilities. The Company's clients have included the following: Airports and Aviation Corporations Fresno Airport EDS United Airlines Gillette Corporation Washington-Dulles International Airport Hewlett-Packard Company Washington National Airport Lazard Freres Yuma International Airport Mary Kay Cosmetics MCI Telecommunications Corporation Mobil Corporation NationsBank US WEST Government Other Los Alamos National Laboratory City of Baltimore Central Sandia National Laboratory Booking and Intake Facility Tennessee Valley Authority Moscow Local Telephone System U.S. Department of Energy New York City's World Trade Center U.S. Navy Rostelecom Rowan County (N.C.) Prison University of Texas

COMPETITION The security industry is highly competitive. The Company competes on a local, regional and national basis with systems integrators, consulting firms and engineering and design firms. The Company believes that it is the only provider offering its comprehensive range of services on a national basis. As a result, the Company competes with different companies depending upon the nature of the project and the services being offered. For example, the Company has competed with Johnson Controls, Science Applications International Corporation and Sensormatic for systems integration work, and Lockwood Greene and Holmes & Narver for consulting and planning and engineering and design work.

MANAGEMENT The directors and executive officers of the Company are: <TABLE> <CAPTION> NAME AGE POSITION <S> <C> <C> Wirt D. Walker, III....................... 51 Chairman and Director Ronald C. Thomas.......................... 52 President, Chief Executive Officer and Director Larry M. Weaver........................... 47 Executive Vice President, Chief Operating Officer and Chief Financial Officer Charles C. Sander......................... 48 Senior Vice President Franklin M. Sterling...................... 64 Senior Vice President Albert A. Weinstein....................... 66 Vice President Matthew V. Wharton........................ 35 Vice President Michael V. Toto........................... 52 Vice President Jon W. Balakian........................... 39 Vice President Mishal Yousef Soud Al Sabah............... 36 Director Marvin P. Bush(1)......................... 40 Director Robert B. Smith, Jr.(1)................... 60 Director </TABLE>

MARVIN P. BUSH has served as a director of the Company since 1993. Mr. Bush is a director of the Winston Partners Group, Inc., a private investment firm he founded in 1994, and has been a member of the Board of Directors of Kerrco Inc., an oil and gas company, since 1989. Prior to founding the Winston Group, Mr. Bush was a partner at John Stewart Darrell & Company, an investment advisory firm, and was employed by Shearson Lehman Brothers as a Vice President/Financial Consultant.

the last time marvin bush is listed as a director is mid 1999:

mid 2001 (marvin bush no longer listed as a director, but the bios of the existing board are worth a peek):

The following table sets forth as of May 31, 2001 certain information with respect to the beneficial ownership of the Company's Common Stock by (i) each person known by the Company to be the beneficial owner of more than 5% of the Company's voting securities, (ii) each of the Company's directors, (iii) each of the Named Executive Officers, and (iv) all executive officers and directors of the Company as a group. <TABLE> <CAPTION> Number Percent of Shares (7) of Total <S> <C> <C> KuwAm Corporation 204,562 2.0% 2600 Virginia Avenue, N.W. Washington, D.C. 20037 (1) NetCom Solutions International, Inc. 700,000 7.0% Wirt D. Walker, III (2)(3) 681,153 6.8% Kamran Hashemi (4) 2,000,000 19.9% Barry W. McDaniel (3) 95,000 * Ronald C. Thomas (3) 133,164 1.3% Albert Van Graves (3) 63,333 * R. Michael Lagow (3) 43,333 * Mishal Yousef Saud Al Sabah (3)(5) 250,326 2.5% Emmit J. McHenry (3)(6) 705,000 7.0% Robert B. Smith, Jr. (3) 25,000 * James A. Abrahamson (3) 25,000 * Charles W. Archer (3) 25,000 * All Officers and Directors as a Group (11 persons) (7) 4,046,309 40.4%

TO RATIFY THE COMPANY'S ISSUANCE OF 2,000,000 RESTRICTED SHARES OF COMMON STOCK IN CONNECTION WITH THE ACQUISITION OF SECURITY SYSTEMS INTEGRATION, INC. General On November 30, 2000, STRATESEC acquired Security Systems Integration, Inc., a Virginia corporation ("SSI") in a transaction in which SSI merged with a subsidiary of STRATESEC and the subsidiary subsequently merged with the Company. In connection with the transaction, the Company issued 2,000,000 restricted shares of its common stock to the sole stockholder of SSI. SSI provides complete security systems to meet the complex requirements of government customers. The services provided by SSI include vulnerability analysis, engineering design, procurement, systems integration and maintenance and technical support. The systems include: o Access control systems, which are designed to exclude unauthorized personnel from specified areas; o Intrusion detection systems, which incorporate ultrasonic, microwave and other sensors to protect against unauthorized entry into a facility; o Closed circuit television systems, which monitor and record entry or provide surveillance of designated areas and often include digital recording capabilities for ease of review and transmission of the captured data; and o Personnel alerting systems, which provide wireless capability to transmit voice or digital alerts to personnel of impending threats and allow management the ability to tailor instructions to the specific threat.

SSI has in place contract vehicles with the federal government that allow it to provide systems and services to the government without having to go through a complete competition. These include a blanket contract with the General Services Agency (GSA) and a Blanket Purchase Agreement (BPA) with the Army. Each of these open-ended contracts can be used by any government agency wishing to do business with SSI. As a result, the marketing and sales efforts of SSI are considerably less than would be necessary if the entire competition cycle had to be completed for every sale. SSI relies principally on its CEO and Project Engineers and Project Managers to market and sell its systems and services. The principal clients of SSI are the United States Army, Air Force and Navy as well as the Department of Justice. SSI has completed more than 60 systems for its clients since mid-1998. The Army accounted for over 50% of its sales for the year 2000.

financial statement for period ending 9/30/2001,
no mention of any losses on 9/11:

the next filing was late (still no mention of any direct loss to the company due to september 11th):

a) The reasons described in reasonable detail in Part III of this form could not be eliminated without unreasonable effort or expense;

III - NARRATIVE State below in reasonable detail the reasons why the Form 10-K, 11-K, 10-Q, N-SAR, or the transition report or portion thereof, could not be filed within the prescribed time period. (Attach Extra Sheets if Needed) On March 23, 2002, the Registrant relocated its corporate headquarters. As a result of the disruption caused by this move, the Registrant is unable to complete its Form 10-KSB by the prescribed due date without unreasonable effort and expense.

(3) Is it anticipated that any significant change in results of operations from the corresponding period for the last fiscal year will be reflected by the earnings statements to be included in the subject report or portion thereof? [X] Yes [ ]No If so, attach an explanation of the anticipated change, both narratively, and quantitatively, and, if appropriate, state the reasons why a reasonable estimate of the results cannot be made. As previously disclosed, the company reported revenue of approximately $7.8 million and a net loss of approximately $3.6 million for the nine months ended September 30, 2001, as compared with revenue of approximately $18.7 million and net income of approximately $1.4 million for the nine months ended September 30, 2000. The company also anticipates that its results for the twelve months ended December 31, 2001 will reflect significantly reduced revenue and income (loss) as compared with the twelve months ended December 31, 2000. The company is unable to quantify its year-end results for the reasons set forth in Part III.

the very next filing (still no mention of 9/11, but now - the world trade center is NOT mentioned as one of their clients):

The Company serves more than 50 clients including airports, hospitals, prisons, corporations, utilities, universities and government facilities. These clients include Washington Metropolitan Transit Authority, Auto Fina, AT&T, EDS, Kaiser Permanente and MCI WorldCom, Inc. In addition, the Company also provides the same full range of security systems services to the Government. The Company has an open-ended contract with the General Services Administration (GSA) that allows the government to purchase materials and services from the Company without having to go through a full competition. The Company has completed projects for the U.S. Military and several other government agencies throughout the world. These projects often require state-of-the-art security solutions for classified or high-risk government sites. The clients include the U.S. Army, U.S. Navy, U.S. Air Force, and the Department of Justice.

but the wtc's are listed on that page (as are some eyebrow raising others):

During the past three years the Company has provided services to approximately 90 clients, including airports, hospitals, prisons, corporations, utilities, universities and government facilities. The Company's clients have included the following:

Airports and Aviation Corporations Fresno Airport AT&T United Airlines EDS Washington-Dulles International Airport Gillette Corporation Washington Reagan National Airport Hewlett-Packard Company Yuma International Airport Lazard Freres Seattle-Tacoma Airport Lucent Technologies Dallas Fort Worth Airport Mary Kay Cosmetics MCI WorldCom, Inc. Mobil Corporation NationsBank US WEST Wachovia Bank Alltel Corporation Koch Industries Nokia Fina Oil and Gas Company Kodak Amtrak Hearst Corporation Kaiser Permanente Government Other Los Alamos National Laboratory City of Baltimore Central Sandia National Laboratory Booking and Intake Facility Tennessee Valley Authority Moscow Local Telephone System U.S. Department of Energy New York City's World TradeCenter U.S. Navy Rostelecom U.S. Army Rowan County (N.C.) Prison U.S. Department of Justice Washington Metropolitan Area Transit Authority

In 2002, sales are expected to remain slow through the first quarter, averaging from $300,000 to $500,000 in monthly in revenue. Based on sales projections, the Company expects revenue to improve in the second quarter to an average of $800,000 per month by the end of the quarter. The Company projects sales per month of $1 million by the end of the third quarter and $1.2 million per month by the end of the fourth quarter. To achieve this improvement in sales, the Company has added several major accounts to replace the accounts that froze their capital budgets. For example, we have added Hewitt and Associates, EMC Corporation, Kaiser Permanente, Veritas Software, Clarion Realty, The Washington Metropolitan Transit Authority, Guinette County in Georgia, CMT Construction, San Jose Construction Group, Devcon Construction and American University. In addition, we have restarted projects with EDS, Trammel Crow, Amtrak and several other prior customers.

finally a mention of 9/11:

The Company is also in the process of adding products for sale to the federal government to its GSA schedule. Since the Company has its headquarters in the Washington, D.C. suburbs, we expect the business with the federal government to grow over the next 12 months. Security funding for federal government buildings has been increased tremendously since September 11, 2001. The federal government recently allocated the fiscal year 2002 budget, but through March had operated under a condition of no new projects since September 2001. Contacts inside the federal government have informed us that the budgets have now been allocated and we expect sales to the federal government to increase..

but nothing directly connecting them to wtc security ON the 11th.

September 15, 2003 marks the end of (all) filings:

The Company recently learned that its principal lender, E. S. Bankest, is terminating its business and is in the process of being liquidated by a court appointed receiver and will no longer honor its financial commitment to the Company, upon which, as noted in previous filings, the Company is dependent. Attempts to negotiate with the receiver some form of continuing agreement and conversion of Bankest's debt to equity have been futile even though Bankest and its nominees own approximately 7 million shares (approximately 45%) of the Company's outstanding shares. Consequently, the Company must cease its operations.

so to recap:

there is nothing directly naming the WTC as a client of stratesec on 9/11,
but there is nothing saying they werent either. i mentioned above several
times that stratesec never directly referrenced any losses due to the events
of 9/11. in comparison, when i was doing some research about the WFC4
building and merril lynch (its occupants), their SEC filings very specifically
mentioned financial losses due to the "terrorism". so i would have expected
to see some sort of similar mention by Stratesec if indeed they sufferred
any losses as a result of the wtc complex being destroyed.

it doesnt mean they didnt have the security contract,
but it does lean in that direction.

also, regarding marvin bush, he is not listed as a director at stratesec
in september of 2001. its tricky cuz of the type of sec filing, where
only some of the initial filings - and then only some of the annual filings are
(apparently) required to list all of the company's directors.

so marvin bush appears at the company's inception as a director and then again in 1999,
but he is NOT listed in the mid-2001 paperwork.

so although bush was once connected to stratesec officially,
by 2001 (9/11 in particular) it appears that he was NO longer connected on paper to stratesec,
and so far i have found no paper to directly connect stratesec to the wtc complex on 9/11.

so the search continues...

but i exhausted all of the available filings at the SEC, so im not sure where to look next.
almost any search for the info leads back to "conspiracy" sites and not something official
enough to establish as fact, that stratesec was THE holder of the security contract of the wtc's on 9/11.

Maybe these items will help the discussion:

Matter of World Trade Ctr. Bombing Litig.
2004 NYSlipOp 24030
January 20, 2004
Supreme Court, New York County,
Published by New York State Law Reporting Bureau pursuant to Judiciary Law § 431.
As corrected through Friday, July 9, 2004

[*1] In the Matter of World Trade Center Bombing Litigation [1993 bombing]

Supreme Court, New York County, January 20, 2004

Stanley L. Sklar, J.

2. Security at the WTC

The WTC was run by the World Trade Department of the Port Authority, which determined whether to open parts of the WTC to the public, whether public parking should be offered, and what security should be provided for the buildings and the garage. (Plaintiffs' Steering Committee exhibits 2, 3 [Tozzoli deposition at 33, 246-247, 278].) Civilian management personnel had responsibility for the day-to-day administration of security guards assigned to the WTC. The Port Authority Police had a command post on the B-1 level, and were responsible for public safety. (Defendant's exhibit F [Maikish deposition at 105-109].) The civilian security guards were not police officers, did not carry weapons or handcuffs, and reported to the World Trade Department, not to the Port Authority Police. (Plaintiffs' exhibit 4 [Censullo deposition at 47-48]; exhibit 24 [Feliciano deposition at 57-59, 63].) They provided security, were information agents (providing information and directions to the public), monitored access to the complex, reported accidents to the police, and detected intruders. (Plaintiffs' exhibit 15 [Maikish deposition at 113-114]; exhibit 5 [Coppolecchia deposition at 53-54].) The police were responsible for criminal investigations and accidents. (Plaintiffs' exhibit 5 [Coppolecchia deposition at 53].)

B. The Port Authority Establishes a Terrorism Planning Office

In the early 1980's the Port Authority was aware of terrorist activities occurring in other areas of the world, and that the WTC, as a highly symbolic target, was vulnerable to terrorist attack. (Defendant's exhibit P [Caram deposition at 46-47, 58-60].) Terrorist bombings, including car bombs, were becoming more prevalent, not only in the world but in the United States as well. (Id. at 58-60; see also affidavit of Ellen J. Tidd, dated Apr. 10, 2003, ¶¶ 7, 11-19; affidavit of Denis Dalton, dated Apr. 11, 2003, ¶¶ 14-15.) In fact, the Port Authority recognized that, in 1983-1984, two thirds of domestic terrorist incidents occurred in the New York-New Jersey metropolitan region. (Defendant's exhibit Q [Office of Special Planning Report] at 000002 PASD.)

In response, the Port Authority created a Terrorist Planning and Intelligence Section, and assigned Detective Sergeant Peter Caram the tasks of identifying terrorist groups and Port Authority targets, and to assess the vulnerability of Port Authority facilities to terrorist attack. (Affidavit of Peter Caram, dated Apr. 9, 2003, ¶¶ 10-12; defendant's exhibit P [Caram deposition at 30-31, 46-47, 50, 58-60].) The Terrorist Planning Section submitted its report in 1984, in which it warned that the threat of domestic terrorism was rising, that the WTC was vulnerable to terrorist attack, and that the underground public parking garage was highly vulnerable, easily accessible, and, if attacked, could critically affect the WTC's infrastructure. (Caram affidavit ¶ 12; defendant's exhibit P [Caram deposition at 46-47, 50]; plaintiffs' exhibit 21 [Caram deposition at 53-56].)

In another report, entitled "Terrorist Assessment—World Trade Center—1984," prepared at the request of the Port Authority Superintendent of Police, the Port Authority was warned that, more than at any time in its history, the WTC should be considered a prime target for domestic and international terrorists. (Plaintiffs' exhibit 34 at 2.) The report also specifically warned that the parking lots "are accessible to the public and are highly susceptible to car bombings." (Id. at 11.)

Later that year, again in 1984, the Port Authority created the Office of Special Planning (OSP) to address and evaluate the vulnerabilities of Port Authority facilities to terrorist acts, and to formulate recommendations to prevent and minimize the risks of such acts. (Plaintiffs' exhibit 52; defendant's exhibit Q [OSP Report] at 000002 PASD.) Port Authority Executive Director Peter [*4]Goldmark, in a memorandum to Vic Strom, Director of the Port Authority's Public Safety Department, Edward O'Sullivan, Director of OSP, and Hank DeGeneste, the Assistant Superintendent of Port Authority Police, noted the particular concern the authorities at Scotland Yard expressed to Port Authority officials in August 1984, about the vulnerability of the WTC parking garage to terrorist attack. He stated that those at Scotland Yard "are appalled to hear we had transient parking directly underneath the towers." (Plaintiffs' exhibit 55; see also Caram affidavit ¶ 13.)

The OSP staff included Port Authority civilian or police personnel with experience in terrorism, operational security, tactical technology, bomb investigation, operations, and military operations. (Plaintiffs' exhibits 12, 13 [O'Sullivan deposition at 150-151, 176, 464-465].) OSP's Director, Mr. O'Sullivan, was experienced in terrorism and counter-terrorism from his 10-year career in the Navy and Marine Corps. (Plaintiffs' exhibit 12 [O'Sullivan deposition at 7-49].) OSP's mission was "to study and prepare measures which would make Port Authority facilities less vulnerable to terrorist attack, to improve the organization's prevention and defensive capabilities, to establish liaison with foreign and domestic units engaged in counter-terrorism activities and to develop an awareness among staff of the potential terrorist threat and the need for vigilance and preparedness." (Defendant's exhibit Q [OSP Report] at 000002 PASD.) OSP consulted with the FBI, the CIA, the National Security Agency, United States Secret Service, United States Department of Transportation, Department of State, Department of Defense, and security officials from the governments of France, England, Italy, Switzerland and Israel, as well as private consultants. (Defendant's exhibit G [NY Senate Hearings, Mar. 22, 1993] at 324-326; exhibit K [O'Sullivan deposition at 99-100].) The scope of OSP's activities included reviewing and addressing vulnerabilities, identifying alternatives and solutions, presenting recommendations to the facility's management, and obtaining responses from each facility that would be coordinated with the Director of Public Safety.

f>A. OSP's Study of the WTC

The OSP spent four to six months studying the WTC, including its building design through examination of photographs, blueprints, diagrams, and plans. OSP brought in experts, such as those who built the WTC, and those who operated it, as well as experts familiar with sabotage and explosives, and had them walk through to assess what was vulnerable, and identify critical areas of the WTC that, if damaged, could impair the building's ability to function or require it to shut down. (Plaintiffs' exhibit 13 [O'Sullivan deposition at 300-301].) The OSP visited other large commercial buildings in the City, reviewing their security and the way they handled and responded to bomb threats. (Id. at 323.)

To formulate its recommendations, OSP conducted a "target analysis" in which it analyzed Port Authority targets in terms of "criticality, accessibility, vulnerability, recuperability and extended effect that destruction of the specific target" would have. (Defendant's exhibit Q [OSP Report] at 000003 PASD.) Criticality is the measure of the impact on the normal flow of events by the target's destruction. Accessibility refers to the terrorist's ability to reach and attack a vincible point. Vulnerability is the extent to which the target would be damaged. Recuperability is the speed at which normal operation would resume after an attack. Finally, OSP evaluated the extended effect of destruction of the target. (Id.)


f>A. The SAIC Report

The Port Authority sought a second opinion about the OSP's recommendations, and hired an outside consultant, Science Applications International Corporation (SAIC), to conduct a general security review of the WTC. (Plaintiffs' exhibit 14 [Strom deposition at 70-71].) SAIC was given a copy of the OSP Report as well as Tozzoli's letter to Berger rejecting OSP's recommendations about the subgrade level. (Defendant's exhibit V at 000051 PASD [SAIC Report].) SAIC's Report rated the attractiveness of the WTC's public areas to terrorist attack as "very high." (Id. at 000030 PASD.) It identified the vehicle ramps as vulnerable areas. (Id. at 000031 PASD.) It specifically noted that vehicle access for security purposes is uncontrolled. (Id.) The report found that a "well-placed vehicle bomb in each of these locations [the vehicle ramps] would likely damage at least half of the support services (fresh water, steam, cooling water, electrical and telephone) to the WTC users." (Id. at 000032 PASD.) The SAIC Report found that an adversary would have "little difficulty" in procuring explosives which are "readily available" in the quantities envisioned in the report. (Id. at 000047 PASD.) Like the OSP Report, the SAIC Report described an attack scenario, remarkably like the one which occurred, in which a small delivery truck with explosives could be positioned on a ramp to the complex, and detonated following a short time delay for the driver's escape. (Id.) It recommended certain possible upgrades, including installing blast deflectors around critical support service components (water, electrical, phone), eliminating parking in subgrades, conducting vehicle searches at truck entrances, conducting random searches of all vehicles, and developing redundant support service capabilities. (Id. at 000033 PASD.) These upgrades, however, had been deemed "very costly either in terms of operational impact, public acceptance, or monetary cost," though SAIC admitted that it had not provided any cost analysis to the Port Authority (plaintiffs' exhibit 23 [Veatch deposition at 200-202]), and that the costs were not further analyzed. (Id. at 000034-000035 PASD.) In SAIC's presentation to the Port Authority's Executive Director in October 1986, SAIC featured "barriers to deter car bomb attempts" at a cost of $83,000, as an upgrade "for immediate implementation" to counter a terrorist attack, with a risk reduction figure of 40%. (Plaintiffs' exhibit 30, at 000162 PASD.) The presentation also included a comparison of OSP's recommendations about eliminating parking, or instituting more stringent controls and monitoring, and SAIC's recommendation that these actions were "considered but not recommended" based on discussions with the Port Authority. (Id. at 000163 PASD; defendant's exhibit K [O'Sullivan deposition at 422-425].)

f>A. The Burns and Roe Securacom Report

In 1991, because of the Gulf War and the increased risk of terrorism to United States targets (see Caram affidavit ¶ 30), the Port Authority commissioned another security consulting firm, Burns and Roe Securacom, to prepare reports. Securacom was told by the Port Authority that the WTC was a terrorist target, and the report would help it plan its capital expenditures to maintain its competitive status with nearby buildings that offered more advanced security features. (Plaintiffs' exhibit 39.) Securacom's draft report recognized that in the "aftermath of MidEast events," there would be a significant increase in "international activities." (Defendant's exhibit X at 000055 PASD.) It included the subgrade utilities and the parking garage [*8]as areas of vulnerability. (Defendent's exhibit X at 000058, 000064 PASD.) Its final report recommended that the WTC adopt a master plan approach to the development of security systems. (Plaintiffs' exhibit 27.)

On January 23, 1993, one month before the bombing, the Port Authority received an intelligence report from the FBI that there was a threat from the MidEast to blow up a major office building in New York. (Plaintiffs' exhibit 15 [Maikish deposition at 211-220]; Caram affidavit ¶ 31; affidavit of Joseph Martella, dated Nov. 15, 2002, ¶ 26.) Some heightened security measures were implemented over that weekend (Jan. 23 was a Friday) as a result, including some increased patrols around the perimeter, which patrols also drove through the underground areas, but these were scaled back after the weekend was over. (Martella affidavit ¶ 26; plaintiffs' exhibit 15 [Maikish deposition at 215-219].)

Stratesec GSA Products and Services [Sorry, don't know a cite for this, or a date]

Port Authority of New York and New Jersey (World Trade Center) – New York, New York
STRATESEC performed security system consulting and engineering services for the Port Authority of New York and New Jersey for the World Trade Center in New York. The task included a feasibility study/design to provide a card access control system for its office buildings with 40,000 occupants, a traffic pattern of 7,000 to 8,000 people per hour, 10,000 lock sets and 50,000 keys. Traditional management of these transactions, using paper logs and forms, was time-consuming, costly and unwieldy from an operational and administrative perspective. Obtaining useful management data from the system required an unnecessary effort.
Vulnerability studies were conducted to make the entire office complex more secure without interrupting the normal work patterns at various office facilities. STRATESEC analyzed existing polices and procedures of the operation. A comprehensive data flow model was developed to illustrate the new system design. Using this model as a functional blueprint to identify the high volume and repetitive daily transactions, STRATESEC developed a custom solution by blending off-the-shelf technology with our knowledge base. This process included elements of inventory tracking and troll, materials management, asset management and rule-based operations.
The system features:
• Non-proprietary hardware and software configuration based on IBM compatible hardware and supported by a readily available local area network with dual file servers.
• A design that supports either copper or fiber optic networks
• Support of variety of bar code readers, including hardwired, portable memory devices and radio frequency units
• Standard database format that is accessible for a variety of reporting purposes, enabling the exchange of data with other management systems
• Incorporation of rules and procedures in the system operation to guide the actions of system operators and serve as a filter for the generation of management reports

World Trade Center
Jul 1, 1997 12:00 PM

"After the [93] bombing, we had the top security consultants in the nation, Kroll Associates, do a complete security analysis for us, and we followed their recommendations," says Douglas G. Karpiloff, program manager, security systems for the WTC. A 26-year veteran of the Port Authority, Karpiloff, a Certified Protection Professional, was general manager of tenant services after the bomb went off. He is responsible for the overall facility management of the $50 million security improvement program: $15 million in completed interim improvements and $35 million for permanent improvements, from the 250 multi-ton perimeter planters that prevent vehicles from crashing into the buildings, to the network of fiber optics and copper that will connect the redundant PCs and their multi-task, multi-user operating system to the lobby, parking and perimeter access control systems, alarms, intercom and CCTV systems.

Karpiloff is also under contract to the Federal Protective Service and has completed an overall threat assessment and security master plan for the Ronald Reagan Center, the largest building complex in Washington, D.C., after the Pentagon. He has developed restrictive parking policies for other sensitive government buildings in Washington, and he helped major building owners in Denver upgrade their security in preparation for the Oklahoma City bombing trial.

He is a man with a mission who speaks with pride of the innovations and subtleties of the WTC's security system.

"We've developed a real team approach to security here," he explains. "Our outstanding engineering department, with Fred Ng and Paul Salvatore, oversees final design and field construction with support from their consultant, Analytical Systems Engineering Corp. Our information systems department, with Vic Guarnera, works on the software systems side of the house. My second-in-command, George Tabeek, and I concentrate on delivering a working system that balances security and tenant needs. Hermon Banks focuses on day-to-day operations, supported by Mike Hurley, manager of fire prevention, life safety and emergency services."

Fire prevention and life safety Each of the four buildings the Port Authority oversees has a stand-alone Class E Pyrotronics fire safety system with its own PC-based file server and operating system. The system controls the complex's smoke detectors, which, upon sensing smoke, emit a small electronic signal that is sent to a local control device, or alarm, which transmits a coded signal to the computer that tells fire officials where to respond. The signals are sent to on- and off-site alarm monitoring stations.

Hurley, a 17-year veteran of the Port Authority, is responsible for all aspects of fire prevention, life safety, emergency preparedness, fire command, code enforcement, training and fire department liaison.

"The fire system is designed to provide us with an alarm from the individual smoke detectors that automatically transmit to the fire command stations staffed by deputy fire safety directors," says Hurley. "They then notify emergency response personnel in the building, as well as the New York City Fire Department. Each smoke detector and sprinkler head is assigned an 'address' so we know exactly where the alarm originates from. There are satellite fire command stations in each of the buildings."

According to Hurley, the Port Authority and WTC are unique because they have their own police force and emergency response personnel, who serve as an in-house fire brigade. The fire brigade has pre-positioned crash carts with Scott air packs and fire fighting equipment so they can begin fire suppression activities even before the fire department arrives.

The fire system includes a PC, associated software, a board that identifies manual pull stations for each floor and a public address system. The alarms, smoke detectors, sprinklers and P/A systems are all integrated, and each of the four buildings has a totally independent system.

The parking access control system The parking access control system at the WTC was manufactured and installed by Ensec Inc., Boca Raton, Fla. The Enworks EN2000 system has a redundant host configuration and supports full function work stations. It is designed to integrate vehicle and driver access control, alarm monitoring and the parking security intercom.

HID proximity card readers and Amtech Smart Pass Readers read drivers' proximity cards and Auto Vehicle Identification (AVI) tags on car windshields. The system is meant to be "failsafe," ensuring that both the driver and the vehicle together are authorized to gain entry to the parking garage, a feature about which Karpiloff is particularly excited.

Also included in the system is a series of Delta Scientific Corp. anti-ram hydraulic barriers. When the system allows entry, the gate arm goes up, and the anti-ram devices go down below the surface. If a vehicle is denied access, the anti-ram barriers go up, and the gate arm does not allow entry.

Separate remote processors for alarms are integrated with the access control system and cause alarms to go off if a security breach is picked up.

"The remote processors support all the information necessary to control the vehicle and the driver, to handle any duress features we have installed, along with some 25 exceptions. They can handle more than 2,500 cardholders," explains Vic Guarnera, project manager for the information services department (ISD).

"In addition, all the alarms are sent back to a workstation, which is attached to the main file server. The person at the workstation responds to and analyzes the alarms, determines appropriate action, and may communicate with the person at the access or alarm point."

There are manned security booths at the entrance/exit points as well. "We have six ramps at which entry and exit can be reversed," says Guarnera, "and guards at those ramps provide extra security for the sub-grade parking area. Any alarm that sounds is displayed on the ramp monitor at the guard's booth as well as on a display event monitor in the parking security office where the clerk enrolls new parkers and vehicles or changes access requirements."

Remote processors for access control and alarms at the parking garages, and workstations at the guard booths, parking office, visitor centers and security command center and other areas, are connected to a main, redundant file server.

Guarnera says the Port Authority's ultimate objective for integration of the security system is to have the lobby and vehicle access control systems integrated together. That will first be accomplished by an interface between the parking and turnstile systems, and at a later date, they will be fully integrated.

"We are using an off-the-shelf environment as much as possible for the permanent operating system," he says. "It must be robust enough to support a system of this size with more than 100 turnstiles, 250 controlled and monitored doors and hundreds of CCTV cameras. It must be able to handle a database that reflects the 45,000 tenant/employee volume we have plus 5,000 to 6,000 visitors per day."

The system integration will allow the two systems to share information on a full-time, real-time basis by way of a channel or dedicated communications linkage. Alarms from the parking system will be integrated with alarms from the turnstile access control system, and one proximity card will be used for both parking and turnstile access control.

The CCTV system Construction is well under way on the installation of an expanded, upgraded CCTV system of covert and overt pan/tilt/zoom, alarm-point cameras. The camera system's American Dynamics matrix switchers will be able to function alone and will also be integrated with the PC computer system.

"We're putting in an upgraded, high-resolution, color CCTV system," says Karpiloff. "The parking entrances and exits and the visitor center areas are already under continuous CCTV monitoring, both covert and overt.

"We believe the expanded system will represent the first time a commercial building in the United States will have a detection system to pick up stopped vehicles at its perimeter. If a vehicle is parked and not moving, we will detect the lack of movement, which will activate the CCTV camera to point to exactly where the vehicle has been detected and record and transmit the information to command stations that can instantly dispatch police."

Karpiloff further explains that, while most CCTV systems are driven by the fact that something is taking place, i.e., a "positive" event, it was more difficult to locate hardware and software that would encompass "negative" events such as stationary vehicles. The video transmissions processed by the program will be wired directly into the multiplex switchers.

Apart from that unique feature of picking up "non-events" in the parking areas, the system generally will be action-activated.

"The camera may be in place but may not record unless something happens, such as a car driving through an area or a person walking past the camera, an event. All the perimeter security is set up like that," notes Hermon Banks. "We have found that guards will pay attention to the CCTV monitors far more effectively with this type of system than if they are simply on all the time."

Cameras, he says, are placed in critical locations within the complex, such as machine rooms, computer areas, visitor areas and other sensitive locations.

"High-powered, 400-line SVHS video recorders support the CCTV system," Karpiloff adds. "If someone tries to force a door or a gate, a video buffering feature, which stores images for a certain period of time, will have recorded the person even before he or she tries to force entry."

Visitor center, lobby and tenant access control Banks manages the complex's security programs, which include a contract guard force of more than 300 people. He has held his position for nearly three years, and was chosen after a nationwide search. A veteran of more than 21 years with the New York City Police Department, Banks went on to the New York City Health and Hospitals Corp.'s security division. As its assistant inspector general, he trained its police force, chaired its safety committee and managed life safety, among other responsibilities. Banks believes his experience with both security and life safety was a strong factor in his being chosen for the WTC job. The lobby access control system is not yet completely automated, but Banks points out that visitors must approach one of the visitor's desks in each of the four buildings, show their identification, and explain where they're from and who they're visiting. The present system records their destination, the date and time arrived, and archives the information for a year.

"I get a printout monthly of every visitor by tower, tenant and category - announced, unannounced and courier," says Banks. "I can recall the information at any time. In fact, I just had a request for information on a visitor from last spring, and someone is searching the database as we speak."

>From a PC in his office, Banks monitors the visitor's desks for managerial and security information such as how long it takes the operators to process visitors. He also examines reports generated by the database.

Tenants, employees, long-term visitors and contractors are using color-coded ID cards until the lobby access control system is fully automated.

Long-term visitors are issued a Polaroid ID3000 system card that is examined by guards upon entry and, when held under special lighting, reveals if there has been tampering.

"All tenant contact names are in a central database and we have issued photo IDs to tenants, employees, long-term visitors and contractors," says Karpiloff.

The lobby access control system will include Perey turnstiles. New, Motorola Indala proximity cards will be issued, which will be read by Motorola Indala readers when the holder places them just above the turnstiles. Visitors will be issued plastic photo ID cards with magnetic stripes that they will swipe through readers.

The contractors for the permanent security system are E.J. Electric and Electronic Systems Associates, both of New York. Securacom, Woodcliff Lakes, N.J., is responsible for system integration.

Also, ASSA of Brooklyn, N.Y., is installing a new key system. The UL437-approved, high-security cylinders and keys contain a proprietary keyway. Each cylinder and key has a bar code imbedded in it. A Qualisoft software control system for issuance of the keys includes remote, hand-held and fixed-location scanners that scan employee ID cards and then scan the key to make sure the key and the person match. All key rings are also weighed before daily distribution to make sure they have not been tampered with.

"We are re-keying all tenant premises in the complex, and all electrical, mechanical, structural and base building systems," says Karpiloff. "Bob Schutz, our chief locksmith, has the unenviable task of leading his men in the massive job of installing 8,000 new cylinders and issuing more than 75,000 new keys." Since the bombing, little has stayed the same at the World Trade Center. Before that devastating day, it was an open complex, closed only on weekends. Today, it is a closed complex, since eyes have been opened to the importance of access control.

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