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CASE STUDY security Policy, Leadership, and Training A retired Japanese Coast Guard boat (Takachiho) was sold to a pro-North Korean organization without having assurances that navigational data was deleted. The decommissioned patrol boat could have had as many as 6,000 locations recorded over 250 days of use. Newer naval boats may have systems that can store a lifetime of detailed information. The same may be true of cell phones, ground vehi- cles, photo copiers, and so on. Security policies must change with advances in technology PricewaterhouseCoopers (PwC) 2013 The vessel was presumably sold to be Global State of Information Security Survey turned into scrap. Weapons and radio equip- collected more than 9,300 responses from ment were removed, but no procedures were "9,300 CEOs, CFOs, CISOs, CIOs, CSOs, vice in place to ensure that navigational data were presidents, and directors of T and information securely deleted. In fact, there are no secure security from 128 countries." The following data deletion procedures in place for naval are a few of the key findings from their annual 27 Is prior to disposal. It is unknown if navi- report gational data were recovered from vessels dis- posed of through past sales 26 A Game of Confidence: The loss of Japanese military data to Organizations Assess Their Security . Practices North Korea may be a serious security breach This is especially troubling during times of heightened tensions between the two countries Secure disposal policies will likely be applied o all craft, systems, and technology in the Good self-assessments continue this year, with a substantial number of respondents saying their organizations exhibit the attributes of information security leaders. 1. name of national security This case points out the importance of periodically reviewing security policies and procedures. Past Japanese navy boats may have en unable to store any navigational data 2. Confidence runs deep. Most respondents believe their organizations have instilled effective information security behaviors into organizational culture