Jan 2022

Wearing the hat of an ethical hacker

Wearing the hat of an ethical hacker

Sheena Wong 

Every now and then, a new hacking case makes headlines. Our home networks and security cameras can give away our privacy and safety. Even the Indian prime minister’s Twitter account had been compromised twice, and false tweets were sent out. 

Yet, not all hacking attempts are unauthorised and ill-intended. In fact, ethical hacking is a common cybersecurity practice performed by a White Hat Hacker to simulate a malicious cyberattack. It plays a crucial role in identifying security flaws through penetration testing and vulnerability assessments. 

We had the opportunity to talk to the Manager of Infrastructure and Operation, Muhammad Rohaizat bin Mohd Yusoff, an experienced White Hat Hacker, who shared with us some cybersecurity tips. 

Innocent curiosity to malicious intent

Hackers are constantly curious and driven to exploit vulnerabilities within the systems. They usually start with hacking into a public Wi-fi to peek into a stranger’s folders or even stealing and selling your internet connection bandwidth. Over time, they gain experience bypassing stringent security protocols to become an exploitive Black Hat Hacker, while some choose to help safeguard organisations from dangerous hackers with their hacking skills. 

You might be surprised to know that hackers do not necessarily use your password to hack your accounts. They can uncover valuable details about your parent’s name or your learning institution by just browsing through your social media accounts – and those are the answers to your security questions when passwords are forgotten. 

The consequences of a cyber security breach are not monetary alone. It can result in essential business contracts being manipulated or wiped off, sensitive personal data leakage, catastrophic network server crash and even day-to-day operation being halted. Thus, businesses and individuals need to protect themselves against such attacks. 

Awareness is our best defence

“Hackers have advanced through the years, and so are their hacking tools. Hence, the best defense for yourself is to be diligent and aware of the latest hacking trends to perform your own checks,” Muhammad Rohaizat pointed out. 

Jan 2022

Making waves in leisure and hospitality

Making waves in leisure and hospitality

Yuevern Loh

Expanding its Commercial Real Estate portfolio to include leisure and hospitality, Gamuda Land has been investing in exciting park attractions at existing and future townships. 

With the goal to be a leading trendsetter in the industry, the Leisure and Hospitality team at Gamuda Land has quite a few things up their sleeves. 

Starting from 2020 until 2024, there will be a total of two water-based attractions and two dry-based attractions at Gamuda Cove and Gamuda Gardens. Kicking things off was the launch of Paya Indah Discovery Wetlands (PIDW) and Big Bucket Splash in 2020. 

Being the first theme park project in Gamuda Land, the Big Bucket Splash in Gamuda Gardens is a children’s water park with water slides, shallow pools, water guns, rainforest animal characters and rain buckets. 

The water park has seen positive responses from residents and visitors from neighbouring areas, with tickets often sold out. Aside from being the go-to park for families to have fun in the sun, it is also an ideal venue for children’s birthday parties and school events.  

The Big Bucket Splash is part of the placemaking initiatives at Gamuda Gardens, designed to be a place where the community can come together and get to know one another. In Malaysia’s tropical climate, an outdoor water park like the Big Bucket Splash is suitable for both residents and visitors in the surrounding vicinity coming to enjoy the water park. As its popularity grows, the park has also received visitors across Klang Valley. 

Students from Sri Inai Kindergarten celebrating their Sports Day at Big Bucket Splash, Gamuda Gardens.

Co-existing with Nature

The jointly operated Paya Indah Discovery Wetlands (PIDW) by Gamuda Land and Wildlife and National Parks, Peninsular Malaysia (Perhilitan) will also promote eco-tourism in the Gamuda Cove area. PIDW consists of 11 lakes and is inhabited by around 60 crocodiles, four hippopotamuses, various resident and migratory birds as well as other small mammals. Visitors will get a chance to observe these animals from a safe distance, on the various tours PIDW has to offer. 

PIDW offers various tours into the wetlands for a first-hand experience of nature and its inhabitants. 

The 1,111-acre land and lake adjacent to Gamuda Cove will feature outdoor activities such as bird-watching, camping, hot-air balloon rides, boat cruises, and even dining at the wetlands in the near future. 

Rejinimala Gopal, Operations Manager (Leisure and Hospitality) said, “After being stuck at home for almost two years due to COVID-19-imposed lockdowns, people are inclined to engage in more outdoor activities. PIDW is only a short drive away from the city for a great way to immerse in nature while safeguarding the rich biodiversity of the forest reserve.” 

Rejinimala Gopal, Operations Manager (Leisure and Hospitality) said PIDW offers various activities that are both educational and recreational for visitors. 

Splashing our way to 2022

Leveraging on the experience from planning and launching the Big Bucket Splash, Gamuda Land began the development of SplashMania in Gamuda Cove, which is set to become Asia’s largest rainforest water theme park. 

Construction of the 18-acre theme park commenced at the end of 2019 but the idea of the project was first laid on the table in 2016. With over three years in the making, SplashMania will showcase 18 rides, all of which will be featured in Malaysia for the first time following The Global Association for the Attractions (IAAPA) safety standards. 

In line with the rainforest theme, around 70% of the theme park will be planted with tropical trees, shrubs and flora. 

Artist’s impression of SplashMania at Gamuda Cove that is set to launch at the end of 2022. 

When asked about the main challenges faced during the planning stages of SplashMania, Nadzmin Bin Razali, Head of Placemaking (Leisure and Hospitality) said, “Aside from the timeline running amok due to the pandemic, we’ve also had to source for experienced and capable talents to be on the SplashMania team.” 

“It wasn’t easy scouting for the pre-opening team. Still, we’ve managed to find colleagues who have theme park and leisure experiences and were part of the pioneering team from other major water theme parks in Malaysia. Having them on board and leveraging on their past experiences were crucial in making sure SplashMania becomes the stepping stone for a hive of tourism activities in Gamuda Cove and other Gamuda Land townships,” he added.  SplashMania is targeted to open at the end of 2022. 

Nadzmin Bin Razali, Head of Placemaking (Leisure and Hospitality) with the hot-air balloons that will soon be open to the public at Gamuda Cove. 

The Leisure and Hospitality team is also planning the first indoor water park in Gamuda Gardens, the Big Play Park. In 2020, Gamuda Land signed a partnership agreement with Skyline Enterprises to develop Malaysia’s first Luge Activity Park in Gamuda Gardens. One of the activities offered is the Skyline Luge, a gravity-fuelled single-person ride that allows visitors to control their descent from the top of the 40m elevated hill site.  

The partnership with Skyline Enterprise reaffirms Gamuda Land’s forward thinking and placemaking in its developments where residential, commercial and recreational elements are blended seamlessly. The Skyline Luge has just commenced construction and is targeted to open in September 2023. 

With a wide range of attractions to choose from, Gamuda Land aims to be the best leisure and hospitality provider in the region. 

Jan 2022

Enhancing projects with Sustainable INFRASTAR

Enhancing projects with Sustainable INFRASTAR

Sheena Wong 

While the building and construction sector has contributed substantially towards our economic growth, it was responsible for 37% of energy-related carbon dioxide emissions in 2020. The accelerating impacts of climate change have made it imperative to transform how we build. Thus, evaluating the sustainability of a project is no longer an option, but a necessity in our quest to improve sustainability practices within the construction industry and increased productivity.  

Sustainable INFRASTAR is an important sustainability rating tool developed by the Malaysian Construction Industry Development Board (CIDB) to measure the sustainable elements in the designing, building and operations of an infrastructure project. Assessment occurs at two project stages, namely design (provisional rating) and construction. Projects that score above 40% assessment points will be given one star, with five stars being the highest score. 

Sustainable INFRASTAR has been benchmarked against similar global rating tools such as CEEQUAL from the UK and Envision from the US. It is also similar to the Infrastructure Sustainability Council of Australia (ISCA), but less stringent in requirement and adopts a more comprehensive, whole-life cycle approach that covers the operational emissions, governance structure and workplace management for the entire life cycle from the inception to demolition. 

Be a certified Facilitator of Sustainable INFRASTAR

General Manager of Construction Training Unit (CTU), Commander Ong Lam Seng strongly recommends Gamudians from different departments sign up for this accreditation course and be a certified Facilitator of Sustainable INFRASTAR. He opined that every department across the Group should have at least one accredited personnel who is familiar with the rating tool. Knowing the sustainability requirements is essential to planning our work as using the rating framework augments the risk assessment process and increases overall efficiency. 

“Gamuda has provided plenty of growth opportunities to keep our workforce agile and aligned to the latest industry needs. Through our interaction with CIDB, CTU has arranged for several employees to attend the Sustainable INFRASTAR courses. Hence, today, we have more than 15 certified Sustainable INFRASTAR facilitators across the Group,” he said.  

In January 2021, MRT Putrajaya Line was awarded a Five-Star Sustainable INFRASTAR certification with a superior 91.23% credit percentage for its design phase. Through the knowledge gleaned from the course, we embarked on the Sustainable INFRASTAR assessment for both Design and Construction Certification for MRT Putrajaya Line in May 2021, with the aim to achieve a final Five-star rating. As Sustainable INFRASTAR can be applied to assess most infrastructure projects, it can also be used to assess various components of the Penang South Islands (PSI) project, primarily at the pre-design and pre-construction stages. Moving forward, future infrastructure projects in Malaysia will likely be assessed for Sustainable INFRASTAR.  

Developing our people and industry partners via continuous development programmes is critical to implementing Gamuda Green Plan 2025, especially Pillar 1 and Pillar 2. Geared with a foundation in sustainability, we can be well-positioned to reap the benefits of the climate transition that is already underway. 

Sustainability rating tools are a necessity moving forward to give recognition to the sustainable efforts made in developing the project and raise the benchmark of the industry. Evaluating the sustainability of a project can also reap many benefits, including cutting down on the construction and operating costs if they include the elements at the early design stage. 

Jan 2022

Proud to be at Gamuda – a preferred employer by undergraduates


Sheena Wong 

We completed 2021 with flying colours as Gamuda received multiple deserving accolades – not only for our engineering expertise, but also for our workplace culture. More than 32,000 university students and graduates had voted us to be among the best companies to work for – the largest student survey of its kind in Malaysia! 

These recognitions are a solid endorsement of our company culture, employee benefits, employer brand perception and training programmes provided. Our company has a strong track record of nurturing a generation of future leaders through the Gamuda Scholarship while benefitting from this pipeline of dedicated young talents.  

We also pride ourselves as a family-friendly company that promotes work-life integration and flexible work arrangement. The relief of additional provisions such as the COVID-19 Vaccination Leave, Family Care Leave, Disaster Leave, and Financial Assistance were especially felt during difficult times.  

We are proud to be part of a company that continuously supports talent growth and promotes a diverse workforce. Also, we are grateful for those who have contributed towards creating a culture that makes these recognitions possible. 

The Talent Acquisition and Employer Branding (TA & EB) team has led many crucial initiatives to attract and retain our talents.

From left to right: Nesylia Lim E-Yun (Senior Executive – Talent Acquisition and Employer Branding), Ong Boon Teik (Manager – Talent Acquisition), Susheela Ramasamy (Head – Talent Acquisition and Employer Branding), Keith Gabriel Gan (Executive – Talent Acquisition  and Employer Branding), Choo Wai Yee (Assistant Manager – Talent Acquisition).

Jan 2022

Nothing short of a miracle; leadership through turbulent times

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Nothing short of a miracle;
leadership through turbulent times

Adam Anand Row 

From his humble beginnings as an engineer back in 1976, Dato’ Wong Wai Ching has grown from success to success in an illustrious career that has spanned five decades of construction in Malaysia. Most recently, he was called out of retirement, once again, to helm the MRT Putrajaya Line Project, successfully bringing works on Phase 1 of the project to completion. It is nothing short of a miracle when you consider that the world has been gripped by the COVID-19 pandemic over the past two years, bringing into perspective the magnitude of this achievement which is a testament to his steadfast leadership and guidance.  

As Dato’ Wong is leaving the project after a job well done, the RISE team caught up with him to share his thoughts and experiences after steadily guiding the project undeterred through the unforeseen challenges the past two years have presented. 

Dato’ Wong has exemplified great leadership skills throughout his journey at Gamuda.

When you were called to return to helm MMC Gamuda, what were your initial thoughts, concerns and goals?

To be frank, when I was first asked, I didn’t know if I was specifically needed or whether I was just needed to fill a vacancy. I also felt that others could lead, so why me? To make matters intricate, I was already fully retired with various other commitments which I would have to disengage from, so I declined the request when first approached. After further discussions with senior management, I was convinced that the call was for a reason and that I could make a meaningful contribution to the project, so I agreed to come on board. I knew I was in for a challenge though, thanks to my experience successfully delivering the MRT Kajang Line. 

One of my biggest concerns then was the very vigorous cost-optimisation the project had just undergone at that time. The challenge was not only to manage the changes to internal workflows and processes but also deal with various external third parties especially the authorities who had not approved our amended development work order and building plans. It would be a lengthy process to obtain these approvals, and time was, unfortunately, not on our side. 

With all this in mind, I had a singular goal coming into the project which was to deliver and make things happen while also cementing my legacy by successfully delivering two important Klang Valley MRT lines. 

What were some of your major challenges during this period?

One of my major concerns was getting approval from the relevant authorities’ post-optimisation, and it ended up being quite a hurdle during my time as expected. The optimisations themselves were not well-received by the authorities as they felt we should reduce our bottom-line instead of thinning the project costs. Due to this, many optimisations were rolled-back and had to be reinstated at a cost to the project at the insistence of both the authorities and the project owner. Making matters worse, these were all only highlighted at the eleventh hour as work was about to be fully completed. 

As you know, the Certificate for Completion and Compliance (CCC) is integral to everything from getting the railway scheme approved to being part of the contractual requirement for the handover process. Compared to MRT Kajang Line, obtaining approvals had become much more difficult as everything had changed, from the government to the civil service officers right down to the rules themselves. It was a lengthy process that took us more than one and a half years to push through, finally materialising now at the end of 2021. 

Far and above, the biggest challenge to the project began only three months into the start of my tenure with the onset of the COVID-19 pandemic, which ground all human activity to a halt worldwide and saw the enactment of nationwide total lockdowns, here in Malaysia in March 2021. Extensive preparation as well countless presentations needed to be made to various authorities and the central technical departments within them to make a case for critical works to be allowed to continue. This, I would say was a gargantuan task, to be able to make a case for us, and we managed all the way. 

This continued through multiple consecutive lockdowns of various severity, which we were forced to endure. Some may call it a miracle that we persevered; however, I believe this was only possible by the dedication and strong teamwork of those under me, who all the more than pulled their weight to keep us on track. 

What sticks out the most in your mind when you look back over your tenure with the project?

Being over 70 years old, I have seen many things and experienced many changes during my working career. The world we live in itself has changed vastly over the years. I still remember a time when computers used to occupy a whole room, but you can now hold a laptop in your palm. No experience has come close to living through this pandemic which has affected so many people the world over and resulted in such a massive loss of lives and livelihood at every level of society.  

I can share that there was a six-month period before vaccination programmes began, during which the number of cases was high. This incurred a massive cost to manage as we had to isolate and quarantine not only the positive cases but all the close contacts and persons under suspicion to keep the rest safe. Certain work packages had to shut down completely due to lack of available workforce, causing further delays. It seemed like an impossible task at the time, which is why many see the project’s success despite these odds as a miracle. 

One of the things you had to do was make the highly uncomfortable decision of letting go of people from various departments incrementally. How did you manage this?

To be honest, a gradual demobilisation of our workforce was always to be expected as we completed various stages of works on the project. While some manpower demobilisation had to be deferred due to COVID-19, surprisingly our attrition rate due to resignation has been very high as I believe everyone working on the project knows that we will all be out of a job once the project is completed. There are a number of other projects around the country as well as internationally who have been poaching from our experienced and skilled workforce, which has also contributed to the exodus. 

A respected and influential figure, on-site employees often seek advice from Dato’ Wong.

Some of us see you as being passionate about work, to the point that some may call you a workaholic. How would you respond to this comment?

I would say I’m a person who gives 110% and is really focused when I’m committed to something, so I find myself waking up in the middle of the night to check emails or reviewing documents to sign. Of course, this sometimes means I need to bother my employees on the weekend as well, but it’s only because there is work to be done, and we need everyone’s help to do it. Ultimately you need to manage your time efficiently and strictly. I avoid letting meetings overrun, and always prefer to get to the point during discussions. This frees up time for you to do more with the time that you have.  

While I do walk and exercise regularly to keep fit, at the end of the day, the most important thing is to have an outlet or activity that helps you to de-stress. My days are spent meeting employees who come to me with their problems looking for a decision or a solution, so by 6-7pm every day, I am mentally exhausted. Personally, I follow the Japanese in this and like to have a glass or two of whiskey after a long day, even from my days back in the civil service.  

Is this finally retirement for you? What are your plans, you must have a bucket list?

Yes, it’s time. I have just joined the 7-Series club, so I think it’s time for me to start to enjoy life a little bit more. I’m looking forward to maybe having a personal office equipped with Astro and fully stocked, where I start the day by reading my newspaper peacefully with a whiskey in hand. There are no problems to solve or important decisions to make, just rest and leisure. The rest, only time will tell. 

Dato’ Wong was always ready to share his experiences with others.

Do you have any final parting words for the project employees?

Decision-making and problem-solving are key to leadership. As humans, don’t be afraid of making wrong decisions or making mistakes, as long as you learn from them and do not repeat the same. Engineers are trained as problem-solvers, so don’t just refer to a manual or book. A technician only knows how to refer to a book, but an engineer is required to think outside the manual to find workable solutions and make decisions. 

What has been the single guiding principle in your life which has seen you successfully completing every leg of your work-life journey through the decades?

Don’t give up when you pursue something, be persistent, and go after it wholeheartedly. I am a person with dogged focus, regardless of whether it is a minor issue or a big important matter, I go all the way to see it through to the end. I have practised this from the start of my career, and I would say it has served me well. Most importantly, I always keep myself grounded and try to be humble as I believe what goes around, comes around. At the end of the day, we are all just contractors working in the same industry, so deal with and treat each other with respect. I have been right at the top of the spectrum when I was in the civil service, and now as a contractor, we are right at the bottom rung, modesty and humility win every bit of the way. 

Jan 2022

A Tribute to Those Who Made It Happen

A Tribute to Those Who Made It Happen

Joyce Shamini 

Among the three awards, the International Tunnelling and Underground Space Association (ITA) presented the stiffest competition as the crème de la crème of tunnelling industry affiliations. The first part involves a written submission of seven 500-words essays, compartmentalised using specific criteria. Driven by Managing Director of Gamuda Engineering Justin Chin Jing Ho, with the support of Deputy Project Director of MMC Gamuda Goh Chee Young and Public Relations and Stakeholders Management HOD Dr Bhavani Krishna Iyer, the submission writers, both John Lim Ji Xiong and I set about canvassing content from the project’s A-card holders.  

This month-long effort began in May 2021 and eventually led to the project’s successful shortlist in September, beating 53 other entries. The next stage was a 15 minutes virtual presentation, where we highlighted the far-ranging values generated by the project, such as its widescale training initiatives, industry-shaping innovations and unrivalled COVID-19 management ecosystem.  

Final presentation to the judges was delivered by Justin Chin.  

Having risen from the valley of political turmoil, and having overcome complex geological and technical challenges as well as braved through the worst of the pandemic, it was clear to the global tunnelling community that the people on this project are a rare breed. Together, we have not only put Malaysia on the map, but we have also proven that patience, hard work, and unity in the spirit of excellence truly pays.  

Jan 2022

Deciphering the Putrajaya Line’s winning DNA (Part I)

Copyright  © 2021 Gamuda Berhad

Deciphering the MRT Putrajaya Line’s winning DNA

Joyce Shamini

The MRT Putrajaya Line had recently been ordained as project of the year by multiple prestigious associations. Below are key attributes of the project, drawing its unanimous win. 

* Lost Time Injury Frequency Rates

As quoted in the New Civil Engineer event,The judges were impressed by the range of delivery approaches adopted by this winner: efficient methodology such as training, testing and safety initiative; use of predictive technology and data management technology. Overall, the project fulfilled the specified range of judging criteria.” And that is how the MRT Putrajaya Line earned its title as International Project of the Year. 

Jan 2022

Jan 2022 – Gamuda Rise Newsletter

Copyright © Gamuda Berhad

Continue to be BOLD in pursuing the EXTRAORDINARY

 Mathenny Kanapathy 

Without a doubt, the past two years have been challenging. The dramatic spread of COVID-19 has taken a toll on everyone’s lives, impacting livelihood and businesses globally. Our businesses were not spared either, however, we managed to weather through the pandemic storm with minimal disruptions to our business operations, mainly due to our unique COVID-19 ecosystem.   

Our engineering and construction division ended the year on a triumphant note, having clinched three prestigious international awards for its tunnelling expertise. Our current construction orderbook of RM4.5 billion can sustain the Group’s earnings for the next two years while for FY2022, we aim to continue our orderbook replenishment target of RM10 billion from FY2021, stemming from Penang South Islands (PSI) project and future projects in Australia. For overseas markets, we will continue with our expansion in both Singapore and Taiwan.   

As for our property division, we witnessed higher take up rates for newer townships such as Gamuda Gardens, Gamuda Cove and twentyfive.7. Due to the pandemic, there has been a shift in consumer sentiment,  favouring  larger, more spacious units to accommodate a home office.   

With the property sector industry staging recovery this year and positive take up rates which reflect the consumers’ trust in our projects as it showcases green and sustainable qualities that are part of our DNA – the commitment to be a sincere, responsible and original town-maker, we are optimistic that our property division will continue to contribute sustainable income to the Group.  

On the environmental, social, and governance (ESG) front, we always believed that good governance plays a key role in achieving the Group’s objectives to deliver our sustainability targets. Thus, we further strengthened our sustainability governance structure with the implementation of the Gamuda Green Plan (GGP) 2025 in FY2021. GGP 2025 is a group-wide tangible targets anchored on four pillars framework, driven by ESG dimensions, over the next five years – to empower all of us at Gamuda to pursue these goals with a structured plan.   

There will be inevitable challenges to overcome as we carry on our journey to achieve the goals set out in GGP 2025. Nevertheless, as we remain firm in our conviction that our five core values – Take Personal Ownership; Walk the Talk; Adopt Open, Honest Communication; Demonstrate Real Teamwork; and Develop Our People – are critical to achieving our long-term goal, we are confident that we will be able to meet these targets.   

What we have achieved so far has been amazing and we can attribute this success to the contribution from everyone here at Gamuda. It is not a solo journey as the path to greatness is along with others, us as a team, just like the quote by Steve Jobs, “Great things in business are never done by one person; they’re done by a team of people.”  

Also, we are harvesting what we sowed years ago. We have become pioneers and trailblazers in the industries that we are in. The doors will be opened for those who are bold enough to knock and we can proudly say that we’ve been bold all these years, not afraid to be indifferent, pushing our limits to go beyond the accepted norms, creating groundbreaking technological innovations. 

The COVID-19 pandemic is far from over, and with new variants emerging, we are not sure when we will regain some sense of normalcy. So, let us embrace the new year with courage, and continue to sail through. Come what may and we will take it headon, like a bull by its horns.  

Rise Editorial conversation with Mr Justin Chin Jing Ho – Gamuda Engineering Managing Director, and Mr Aw Sei Cheh – Gamuda Land Chief Operating Officer.  

Thumbnail Cover - jan 2022-09
Editors’ Note 

Happy New Year, Gamudians! We have sailed through the tribulations last year and even managed some triumphs and a few accolades.  

As 2022 dawns, in our first issue of the year, we have stories that will inspire you to challenge the status quo while embracing the new normal to keep our achievements soaring.  

Deciphering the MRT Putrajaya Line’s winning DNA  

The MRT Putrajaya Line had recently been ordained as project of the year by multiple prestigious associations. Below are key attributes of the project, drawing its unanimous win. 

A Tribute to Those Who Made It Happen  

Among the three awards, the ITA presented the stiffest competition as the crème de la crème of tunnelling industry affiliations.

Nothing short of a miracle; leadership through turbulent times  

From his humble beginnings as an engineer back in 1976, Dato’ Wong Wai Ching has grown from success to success in an illustrious career that has spanned five decades of construction in Malaysia.

Proud to be at Gamuda – a preferred employer by undergraduates

We completed 2021 with flying colours as Gamuda received multiple deserving accolades – not only for our engineering expertise, but also for our workplace culture.

Enhancing projects with Sustainable INFRASTAR  

While the building and construction sector has contributed substantially towards our economic growth, it was responsible for 37% of energyrelated carbon dioxide emissions in 2020.

Making waves in leisure and hospitality

Expanding its Commercial Real Estate portfolio to include leisure and hospitality, Gamuda Land has been investing in exciting park attractions at existing and future townships. 

Wearing the hat of an ethical hacker 

Every now and then, a new hacking case makes headlines. Our home networks and security cameras can give away our privacy and safety.