At the Frontline: A Q&A with Boston Scientific CSO Lynn Mattice

Boston Scientific's Lynn Mattice discusses asset protection, outsourcing security operations, and dealing with terroristic threats


Vice President and Chief Security Officer of Boston Scientific Lynn Mattice recently shared his thoughts with Security Technology & Design and SecurityInfoWatch.com. As CSO of one of the world's leading biomedical research and manufacturing companies, Mattice faces issues of managing multiple facilities, creating security around highly proprietary research facilities and working his way through a new world that can put a terrorist on any doorstep. In this exclusive interview, Mattice shares his thoughts on outsourcing security, protecting assets, combining environmental and security monitoring and more. With 15,000 employees to look after, and a business that did $3.5 billion in revenues in 2003, Mattice has a lot on his shoulders. Here's how he does it all.

[Editor's Note: For more of this interview, see the January 2005 issue of Security Technology & Design magazine, which features more of Mattice's thoughts on corporate security.]

SECURITY PROFILE
Name: Lynn Mattice
Title: Vice President and Chief Security Officer, Boston Scientific
Most Recent Security Technology Purchase: Electronic visitor control system
Years in Industry: 30

SIW: The products your company develops carry a hefty price tag, as does much of the equipment you use to develop those products. How do you deal with loss prevention and the protection of your physical assets?

Mattice: We have a very structured program of security education and awareness. It starts out with our new hire awareness programs. We have information systems available on our intranet Web site for employees to be aware of different things they need to understand. We also have a program where I send out fairly frequent advisories and awareness pieces.

We have structured material controls as well. For instance, with gold or platinum that's applied to our products in some of our product areas, we have very structured programs of weighing the product as it goes onto the floor for production. We know how much weight is applied to different products, so we can calculate easily based on what the output is for that shift versus the scrap and what is left, whether we have any shrinkage on that shift.

SIW: What type of environmental monitoring systems do you use in your research labs, and do those solutions integrate with any portion of your security system?

Mattice:We have gotten into drug delivery systems, where we have drugs actually impregnated into our devices, so we have to have very sophisticated environmental monitoring programs. All of those are integrated into our environmental management systems, which are then monitored not only by our EH&S people but as a backup by our security command center so that we can ensure that responses are made immediately.

SIW: How has the increased focus on bioterrorism or ecoterrorism impacted your security plans?

Mattice:I would have to say that we already had a very structured program in place. In 1997 Boston Scientific broke the billion dollar mark through one of our acquisitions, and determined that now that they were facing a new world of heavy international involvement, which they hadn't done a lot of up until that time, it was time to create a corporate security function. From that rime we've evolved into a $5.5 billion company. Since 1997 we've continued very aggressively in the acquisitions program, and our security program has evolved with that. The foundation we put in place in 1997 is the foundation you see here today. So we haven't had to rush out and do a bunch of new things, because we were already dealing with the issues of today, so there really wasn't anything new for us to do.

We have a very robust monitoring program for CCTV; it's event-driven. We have the ability with the centralized system to shut down facilities anywhere we need to shut them down when we have to, to monitor events anywhere in the world and stay abreast of all the issues we're having to deal with on a day-to-day basis. So our global command center truly becomes a crisis management center for our company.

This content continues onto the next page...