Site Manager Joe Galea holds team together at Guy’s & St Thomas’ Hospital

Joe Galea is the Site Manager for Corps Security at Guy’s & St Thomas’ Hospital in London SE1 and has seen much during his seven years there.

Joe’s manager says, “Joe has been the ‘glue’ that has held the team together in tough times – not just during the current challenges of looking after a major London hospital during the current pandemic, but also during the London Bridge attack last November.”

His manager goes on further to say he has been the mainstay and coordinator of all activity and achievement at the site, which has resulted in various in-house mentions and commendations.

The recent Care Quality Commission (CQC) audit highlighted the work of the team, reporting that: “The team was multi-lingual and trained in effective de-escalation techniques and demonstrated outstanding empathy to patients.” In addition, “An outstanding contribution and work have been recognised by both the Corps team and a major London hospital following the London Bridge attack.”

Jayne King, the Head of Security at Guy’s & St Thomas’ says, “Joe has a wealth of experience working in healthcare security and always strives to improve the service to our staff patients and visitors – he is an asset to the organisation.”

Recently Joe and his team had the additional responsibility of a special patient from No 10 in April (along with the world’s media outside the hospital), namely Boris Johnson – who would later say of his recovery, “the NHS saved my life”.

Speaking with Joe I asked, “What sticks in your mind over the last couple of months?”

He said, “The acts of kindness by the general public, police force and other businesses who came to the hospital to donate a variety of produce and goods for the hospital staff.”

He also added, “I’m also immensely proud of my team who have worked tirelessly to keep the hospital, its staff and patients safe in such challenging times.”

Duty Manager Liam Fenning organises pizza lunch to thank NHS Community Workers 

I caught up with Liam Fenning, Duty Manager at UniTrust, who looks after an NHS Central London Community Healthcare Trust building in Battersea that acts as central hub for community nurses and physiotherapists.

During the COVID-19 Lockdown, aside from the demands of his own day job keeping the building and people secure, Liam could see first-hand how hard the NHS staff were working, six days a week under immense pressure to help those in the community.

Liam had an idea and texted his MD on a Saturday to run it by him – the answer was ‘yes, of course’.

So, to provide the nurses and other staff with some respite, Liam arranged for lunch (pizza and sides) to be delivered to 37 people on duty at the Hub the following week (at a time when the majority would be there).

It went down a treat and was greatly appreciated and in Liam’s words,“They were overjoyed and the power of a pizza surpassed my expectations.” In addition, Liam said, “I know it is a small thing to do in the scheme of things but I wanted to do something to say thank you, let them know what they do is appreciated and that we do have their backs.”

This act of kindness was further acknowledged by both the Chief Executive Officer and the Chair of the Trust who wrote to Liam’s MD thanking them for their generosity and thoughtfulness towards their staff.

Graham Bassett

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In the UK, 5.7 million businesses have fewer than 250 employees. It can be key to their survival for these Small and Medium Enterprises (SMEs) to create coherent and effective security and resilience strategies.

What are the top tips for smaller businesses to be more resilient to threats to their people, property and assets?

1. Understanding potential threats

The starting point should be to understand the key potential threats to your organisation. It’s difficult to put measures in place that limit the exposure to risk unless the likely sources of potential threat are identified. City centre locations, or those close to major public infrastructure such as travel hubs, hospitals or universities, are likely to be at higher risk of attack than others, for example, if only because your business might get caught up in an attack, fire or explosion from a neighbouring building.

Know your neighbours and their potential threats because they could end up being your threats too. If your organisation is involved in, or supplies products or services to organisations involved in, potentially contentious activities, including financial services, oil and gas, meat production, animal testing, arms procurement, tobacco, gambling, then you may be at higher risk than others. Understand where you sit on the threat scale and you can then plan accordingly.

2. Carry out a comprehensive risk and threat assessment

Once you have a general idea of your threats, carry out a comprehensive risk and threat assessment. Undertaking an in-depth analysis of your activities and facilities will help you to identify the most appropriate security solutions.

Do you store a large number of high value items, for example, which would seriously threaten the continuity of your business if they were to be stolen?

Do you have sensitive manufacturing or IT equipment which needs to be kept secure? Are you in a multi-tenanted building?

Work out what’s the worst thing that could happen to your business and plan accordingly.

Also, be aware of what’s happening in the wider world and understand whether any events have safety implications for your organisation. For example, if you’re in the meat production industry and there are attacks on organisations in this sector, you may need to change your strategy and update policies.

3. Put together a security strategy

Once you’ve identified your threats, then put plans in place to mitigate them. You may prefer to use a security consultant to help you, but it’s perfectly possible for a small business to research the various options and create a coherent and effective security strategy. You should consider a mixture of physical security – fences, gates, doors, windows – combined with security personnel – officers and even dogs – and electronic security – cameras, sensors, alarms etc. An integrated approach is the most cost-effective and most powerful.

4. Don’t forget cyber security

Many organisations find themselves under constant barrage from hackers or phishing scams, including online systems being compromised by people purporting to be company directors extracting cash or information from employees. Hackers have even targeted building management systems and used them to access an organisation’s network. Work with your IT colleagues to devise a strategy for dealing with cyber attacks and include it in your physical security strategy. They should be completely integrated to be successful.

5. Be discerning when procuring advice and services

If you seek advice, look for professional credentials such as the Chartered Security Professional designation, and/or membership of the Security Institute, or Association of Security Consultants. Anyone can call themselves a security consultant, so ask for references and follow them up. Likewise, when looking to employ an external security service, only use companies that are designated as approved contractors by the Security Industry Authority (SIA) and make sure that their people are licensed.

6. Allocate the necessary budget

Make sure that there is money allocated to support the strategy. Some of the investment can be categorised as Capex and some as Opex, which may help mid-year expenditure. Ensure that security has a protected place in the budget in future years and always build in contingency – security needs have a way of changing quickly and you don’t want to be arguing about investment in the middle of a disaster.

7. Determine who is responsible

Irrespective of the size of an organisation, someone has to take overall responsibility for security. It might be the MD’s PA, the office manager or the FD, but the person needs to know they’re in charge.  This is particularly important in the event of a fire, robbery, explosion or other emergency, as a designated person will need to manage the crisis and make sure that the necessary safety procedures are implemented correctly.

8. Educate internal stakeholders

Everyone thinks that security is someone else’s responsibility, so it’s important to educate everyone in the organisation about their personal role in keeping people and property safe. It could be as simple, but crucial, as making sure windows and doors are locked or setting the alarm. Or people may have more complex roles in the event of an emergency. Depending on your specific risks, you may want to educate people on how to identify and respond to potential dangers. This will also give them confidence in your organisation’s ability to manage threats appropriately.

9. Everyone needs good neighbours

It is surprising how many businesses don’t communicate with their neighbours. Sharing concerns and passing on information can often help prevent unwanted and antisocial activity, as well as help to combat bigger threats, so make sure that those in a particular area are aware of any incidents that might affect them. This includes liaising with the police and being aware of local crime trends.

10. Don’t file your security strategy away

Once you’ve completed your security strategy, secured the budget and introduced the new way of doing things, it can be tempting to congratulate yourself on a job well done and put the security strategy in the filing cabinet. But just as you test a fire alarm on a weekly basis, you should regularly test your security strategy. Consider using a mystery shopper to test out your security procedures and see if they can gain access to your building. Don’t warn staff or your security partner first, so you can get a realistic picture of how good your systems are. Continually review what you do and how you do it and any potential intruders or attackers will move on to softer targets.

Mike Bullock CEO, Corps Security

www.corpssecurity.co.uk

See also:

Cyber security for Small and Medium Enterprises (SMEs)

A strategic approach to organisational resilience

The post Resilience for SMEs appeared first on City Security Magazine.

It is, perhaps, hard to believe that four years have elapsed since the commencement of cooperation between the Worshipful Company of Security Professionals, and the Security Institute in relation to the establishment of the Register of Chartered Security Professionals. This ground breaking partnership saw the launch in June 2011 of the Chartered Security Professional certification, now increasingly recognised by the post nominals CSyP’. As at April 2014 there are 70 Chartered Security Professionals, with numbers expected to pass the significant 100 mark by December of this year.

In 2013 ASIS UK became a second Licensee of the Register, with their representative joining those of the Worshipful Company and the Security Institute on the Register’s governance body, namely the Chartered Security Professionals Registration Authority (CSPRA), which is chaired by Lord Carlile CBE QC.

Professionalisation of security

Many readers will be aware of the historical challenges involved not just in the establishment of the Register, but also in convincing the dissenters (and yes, there were and still are a few) that the professionalisation of the security sector was, in fact, a tangible aspiration, and, most importantly, one which was actually achievable. A look at the list of current CSyPs (available on the CSyP page: www.csyp-register.org) is solid proof not only of the eclectic nature of CSyP Registrants as individuals, but also of the diverse locations of the organisations, businesses, and sectors in which they operate. A number of CSyPs are based overseas, some of whom are foreign nationals, which provides welcome evidence of the growing global appeal of the Register.

Qualifications and Experience jointly reflect the competencies that an applicant to the Register must be able to demonstrate, together with their Strategic Impact.

Two paths

Of course, as to be expected for admittance to any Register of professionals, the bar is rightly set at a high level. Two application routes are available: firstly, the Standard Path, and secondly, the Individual Path.

For the Standard Path, applicants must hold either a Bachelors or Masters degree in a security discipline, or a Bachelors or a Masters degree in any subject plus a security-related vocational qualification, e.g. the Institute’s Diploma in Security Management or ASIS Certified Protection Professional (CPP), plus five years operational security experience, with the last two years’ at the Chartered competence level.

The Individual Path, on the other hand, requires applicants to complete a 4-12,000 word portfolio demonstrating that they have met the defined competence requirements, plus ten years’ operational security experience, with the last five years at the Chartered competence level.

To remain as a CSyP, Registrants must comply with a Code of Conduct, hold professional indemnity insurance (either individually or via their employer), and complete Continuous Professional Development each year.

The Security Institute

The Security Institute manages all aspects of the Register including finances, PR and marketing, and appointment of other organisations who may admit CSyPs. They are also responsible for establishing robust quality control processes for the scheme, and appointment of licensees.

The Security Institute and ASIS-UK are both eligible to receive applications to be admitted.

Raising the profile of Chartered Security Professionals in the wider business community is of paramount importance, as well as being a key element in the growth strategy for the Register.

The aim must be for the term Chartered Security Professional to resonate within the business community, and indeed with the general public, in the same way as that of Chartered Accountants, Engineers, and Surveyors do. Achieving that goal will be a defining moment for CSyPs.

Promoting CSyP

In the meantime, work continues to promote the Register through a number of different routes, including media feature articles, talks at industry, through the licensee’s websites, and professional events. A recent black tie dinner event (the second of its kind) held at the House of Commons, and hosted by Lord Carlile, attracted 141 attendees, many of whom were senior figures from other business sectors, including Insurance and Banking. This type of event helps to raise the profile of the Register with the wider business community.

As to be expected, CSyPs themselves are among the most enthusiastic supporters and promoters of the Register. In one article, for example, written by Stuart Williams CSyP in early 2013, Stuart wrote of his positive impressions of the Register assessment process, describing it as being efficient, robust, impartial, and flexible.

In 1997 Dr John Southwick, speaking at a conference of the ‘Australian Council of Professions’, defined a Profession as follows: “A disciplined group of individuals who adhere to high ethical standards and uphold themselves to, and are accepted by, the public as possessing special knowledge and skills in a widely recognised, organised body of learning derived from education and training at a high level, and who are prepared to exercise this knowledge and these skills in the interest of others. Inherent in this definition is the concept that the responsibility for the welfare, health and safety of the community shall take precedence over other considerations.”

It is the writer’s fervent belief that, through the establishment of the Register of Chartered Security Professionals, the above definition of a profession has been embedded in the private security sector.

Mike Bluestone, MA CSyP FSyI, Vice President, Security Institute (at time of writing)

www.security-institute.org

The Worshipful Company of Security Professionals www.wcosp.com

The post CSyP gathers momentum: 100 by end of 2014 appeared first on City Security Magazine.

Devising and implementing a security strategy that includes input from all areas of an organisation is the only way to comprehensively minimise risk. Mike Bluestone of Corps Security and the Security Institute explains how adhering to the eight principles of security will help achieve this objective.

Identifying risk

Ensuring that an organisation, whether private or public sector, is as well protected as possible relies on the identification of potential risks to its personnel as well as to its physical and intellectual property. While this sounds straightforward enough, it has not always been easy to achieve due to the inability, or unwillingness, of risk management departments to work together.

A silo mentality often leads to a fragmented situation where security measures are either missing or even duplicated. It should always be remembered that security is just one facet within the broader concept of risk management – the others being financial, insurance, reputational, health and safety, corporate governance, and ultimate accountability.

Benefits of convergence

The good news is that the benefits of convergence are being recognised. In general, convergence signifies the coming together of two or more entities or phenomena, but when it comes to security it frequently refers to two distinct security functions – physical security and information security – working alongside each other as part of a coherent risk management programme.

With so many variables, predicting where and when an attack could take place is extremely difficult, so all organisations should carry out a comprehensive risk assessment – with contributions from teams at every level – to allow the most appropriate security solution to be identified. This includes an examination of the vulnerability of utilities and key supplies, along with a detailed examination of existing security measures. For organisations that are defined as being higher risk, or are in particularly sensitive areas, specific advisory support should be sought.

Eight principles for a security strategy

In order to carry out this process and work towards the best possible outcome there are some key areas to address. These form the eight principles of security.

The first of these is to define a policy and strategy. This should contain all assessed risks and threats and be endorsed at board level. Not only will this ensure that it is fully supported, it will also mean that an appropriate financial budget is allocated to carry out any necessary measures.

This should be followed by an information and intelligence gathering process to clarify the requirements. For example, an organisation that is moving premises should examine local crime trends and statistics in its new location, look at other building occupiers in the vicinity and assess whether they pose any direct or indirect dangers.

The third principle to consider is human resources, as people are the most important facet of any security programme. Human intervention is essential and trained personnel, whether specialist security officers or employees who have undergone security awareness training, are the eyes and ears of corporate security.

The next issue to address is an organisation’s technical means. The astonishing advances in technology have brought significant benefits to the way security solutions are configured. To be effective most strategies will utilise a combination of manned guarding and technology, including the use of remote monitoring where appropriate.

Next up is the need to define the control and supervision methods needed to manage the policy and strategy. Any confusion surrounding this issue can be positively dangerous, especially during the management of a crisis or contingency. It is then necessary to address the sixth principle and define procedures, as the best security people and technology in the world won’t produce optimum and safe results without sensible, clearly defined, easy to understand and workable practices.

The penultimate issue concerns the scheduling and completion of regular tests and drills. A security system that’s never been tested and drilled is an unknown quantity and may fail to operate as it should in the case of a real situation. Penetration tests are another useful tool in terms of highlighting security strengths and weaknesses.

This brings us to the final principle – the need for internal and external audits. The value of audits cannot be overstated and they will help determine whether the current policy and strategy is still adequate enough to contain all the established risks and threats. It should be remembered that premises, threat levels and circumstances all change over time, so a system must be constantly kept under review. It is also advisable to use, whenever necessary, the professional expertise of external security consultants.

Organisations that carry out a comprehensive risk assessment using a converged approach will be in the best position to benefit from these eight principles, which will in turn help to create a strategy that helps keep people and property safe.

Mike Bluestone

Corps Security

www.corpssecurity.co.uk

The post Security strategy: a converged approach for success appeared first on City Security Magazine.

 With a growing number of companies looking to benefit from remote monitoring, Peter Webster of Corps Security outlines the business benefits and examines the role that IP based technology plays in its implementation.

Over the last 20 years or so, developments in Internet protocol (IP) based technology have meant that a wide variety of building services can now be controlled over a single network infrastructure. It is now possible for security, access control, fire detection, voice, data, wireless devices, audio-visual, energy management, lighting controls, and heating, ventilation and air conditioning (HVAC) systems to operate over copper or fibre optic cabling.

Most of us already use the IP communications mechanism on a daily basis via the Internet and our company’s IT network. IP gives every computer or other device on a network an individual address so they can be identified, monitored and managed. They can even be configured and controlled from an off-site location and a growing number of forward thinking businesses are choosing to use third party remote monitoring centres as a way to maximise the efficiency of their operations.

A way to save money and time

When it comes to security, one of the main reasons for using a remote monitoring service is to reduce overheads. The potential cost savings are enormous and let’s, for example, take a look at how it can have a positive impact on barrier and access control.

A large business premises will often have one dedicated person to provide access for deliveries and to allow on-site employee and visitor parking etc. While this is obviously important from a security point of view, there may well be long periods of time where that operative is doing very little. By using an IP based two-way video and voice system, a remote monitoring centre is able to carry out this function as part of a much broader range of activities.

Some companies also fail to consider the need for remote monitoring in the event that an in- house security system becomes compromised. Linking a surveillance system to a remote monitoring centre provides a 24/7/365 service that also ensures that the appropriate response is provided in the event of a fire, break in or other security breach.

A way to improve energy efficiency

Remote monitoring can also help organisations reduce their energy consumption. Although most premises have building energy management systems (BEMS) in place, they can be adjusted over time, leading to a situation whereby they fail to operate at their optimum level. This not only results in wasted energy, it can also have a dramatic effect on a building’s comfort conditions by making certain areas too hot or too cold. A remote monitoring centre can address this by making sure that a BEMS’ set points are correctly configured and properly maintained at all times.

Energy efficiency and security can also be enhanced by remotely turning lights off in unoccupied areas and even switching computers and other networked devices off when they are left on. When you consider that in Europe buildings account for 40 per cent of all energy consumption, it’s immediately evident what an opportunity for carbon reduction having this kind of service can present.

Choosing the right provider for you

When choosing a remote monitoring service provider it is important to select one that has the requisite industry accreditations. Perhaps the most important one is National Security Inspectorate (NSI) Gold – the highest possible designation for security installation professionals. NSI provides the toughest inspection services to ensure that all its approved companies continuously meet the highest standards.

Other key codes of practice to look out for are BS 5979, which defines the parameters that must be adhered to by remote centres receiving signals from fire and security systems. Equally important is BS 8418, which covers the installation and remote monitoring of detector activated surveillance technology and sets out to raise the standard of installation and operation of integrated systems. This not only concerns the overall design of a system, but also the performance of motion detectors, cameras, alarm handling and how the system is maintained. Importantly, the police force will now only issue a unique reference number (URN) to systems that comply with BS 8418.

Some remote monitoring service providers adopt a one-size fits all approach to what they do. This has a variety of downsides as each location has its own particular requirements that can only be fully addressed after carrying out a comprehensive risk and threat assessment. Undertaking an in-depth analysis of activities, premises and facilities will allow the most appropriate solution to be identified.

With the need for more secure and energy efficient buildings, the interest in remote monitoring is only set to increase. While there are clear benefits from using this type of facility, it is important to make sure that the company employed to perform this function has the necessary technical expertise, as only high-end remote monitoring centres that have experience of configuring state-of-the-art IP technology will be able to maximise its potential.

For further information please contact Corps Security on 0800 0286 303 or

Email: info@corpssecurity.co.uk

Peter Webster

Corps Security

www.corpssecurity.co.uk

The post Remote monitoring: saving time, money and energy appeared first on City Security Magazine.

Although it has been considered a predominantly male preserve, the security industry is beginning to witness more women joining it to take advantage of the career opportunities it offers.

Breda Smead, Regional Director of Corps Security, draws on her own experience to examine the growing diversity in the sector and identify the types of roles that females are now successfully undertaking.

According to the government’s Directgov website, the security industry currently employs around half a million people in the UK. What it doesn’t do is indicate how many of these are women; however, anecdotal estimates suggest that they account for around only two to three per cent of the total workforce, a figure that is slowly beginning to rise.

False impression

Ask Joe or Josephine Public to profile a typical security officer, the chances are that the first word mentioned will be ‘male’. They are also likely to think that they have a background in the military or police force and possess a decidedly macho personality.

While this is a stereotype that has proven very difficult for the industry to shake off, the reality is that the modern security sector comprises people from a variety of ethnic, racial, religious, and gender backgrounds. While it is a fact that men represent the vast majority of those working in it, more and more women are gravitating to the field, attracted to the sense of responsibility, fulfilment and achievement that protecting people and property can offer.

Security is one of the fastest growing sectors and offers flexibility, variety and a level of career progression that few others can boast. Many of today’s security companies are dedicated to providing training, qualifications and a clearly defined career path that are designed to appeal to a wide range of individuals. Positions include ‘front line’ security officer based roles such as door supervisors, commissionaires and security guards. However, a variety of middle and senior management positions also exist, for example, duty managers, contracts managers, regional operation managers and regional directors – and this is where women are starting to make significant inroads.

Past to present

The common misconceptions about security have undoubtedly deterred some women from even considering it, perhaps fearing that they will not be treated equally. However, while an element of discrimination existed in the past, great strides have been made to drive this out of the industry – with excellent results.

Nowadays, tightly enforced employment laws give women workers the same rights as men and the companies and individuals operating in this sector have had to become a lot more professional. As a result of the Private Security Industry Act 2001 individuals have to be licensed – a situation that has improved the image of security in areas such as door supervision.

While there’s still more to be done, it’s important to stress that the issue of achieving greater gender diversity is shared by many other industries, even at the highest levels of management.

This is highlighted by the latest Cranfield Report, which found that the number of women on the top boards of FTSE 100 companies stands at just 15.6 per cent. The report gives a six monthly update on how UK companies are performing against the targets set by Lord Davies in his review and recommendations in February 2011. He recommended that the proportion of women on FTSE 100 companies’ top boards be increased to a minimum of 25 per cent by 2015.

What’s in store?

There’s little point in pretending otherwise – security is not a glamour profession. Combined with the inherent risks involved with this type of work, it requires tenacity, determination and the ability to stand one’s ground in some challenging situations. When it comes to the front line role of a security officer, those who are not prepared to roll their sleeves up, put up with long anti-social hours – including working at weekends – and travel to and from work at odd hours of the night will soon realise that it’s not for them.

For some people though, it is these challenges and the opportunity to do something outside the norm that attracts them to security in the first instance. Interestingly, Corps Security has found that the numbers of women applying for these types of roles have actually grown in recent years. However, it seems that although the nature of the work itself is not off-putting, it is the fact that much of it takes place outside the 9-5 parameter that makes retaining female staff so difficult. This is particularly evident in women who have young families and find arranging childcare a problem.

Put simply, if security companies were able to offer regular hours then they would be much closer to having a balanced workforce than at present. Unfortunately, anti-social hours are an inherent part of the job and this aspect of it is unlikely to ever change – that is unless companies are prepared to look at how they can provide more flexible working hours, by modifying shift patterns for example, by utilising shorter shifts with more family friendly start and finish times. While this would increase headcount and some employment costs, there could be an advantage of having more staff to cover sickness, holidays and peak periods.

Benefit check

Women that stay in the industry and make it their career are increasingly seen as valuable business assets to their employers. Customers can see the benefits of a more gender balanced workforce and in some instances there are specific places where only women are required to work. For example, if a search is required to be conducted it has to a same sex search, thus it has to be a woman to search a woman.

In order to ‘fit in’ to the male dominated culture, some women adopt male characteristics in their approach to management – however, this rarely brings them the success, or the respect, that they hope it will. By demonstrating knowledge, expertise and credibility – regardless of whether you are male or female, young or old, minority or majority – those around you respond favourably.

Ultimately, it is how a woman handles herself and the image that she projects that determines how she is perceived in the workplace. While courage and determination to succeed are necessary qualities for both males and females, women bring different skills, ideas, perspectives and approaches to the role and can add a new dynamic.

Smart thinking

Since 1990, Peter Salovey and John D Mayer have been the leading researchers on the subject of emotional intelligence. They define it as the subset of social intelligence that involves the ability to monitor one’s own and others’ feelings and emotions, to discriminate among them and to use this information to guide one’s thinking and actions.

While many men have excellent levels of emotional intelligence, women are especially good at being able to identify, assess and control situations. A more intuitive approach, such as being alert to body language, is often a more accurate indicator of someone’s reaction to what is being said or done. Therefore, knowing how to respond to this is crucial and perhaps one of the reasons why women are particularly good at diffusing potentially volatile situations.

Management decision

While female security officers are still something of a rare breed, women are slowly becoming more prevalent in middle and senior management positions.

Duty managers and contract managers need to have great interpersonal skills, the ability to organise front line officers and deal with personnel issues in a calm and methodical manner. This is perhaps why so many women have gravitated towards these roles having previously worked in areas such as sales, service sectors and human resources. At Corps Security we have several female contract managers based in London who followed this route.

In a management role, many of the skills needed to be successful are just as prevalent in both sexes. As well as those previously mentioned, patience and a good sense of humour will also help managers to get the best from their officers, but to be really successful in the security sector a 24/7 commitment must be embraced. Anyone signing up for a career in security management must accept that they will never really be off the clock. You need to be able to keep in touch so that when necessary, you have the information and resources available to deal with a situation.

Rules of attraction

Despite the positive messages about women entering the industry the figures speak for themselves and clearly more must be done to engage and attract talent to the sector. This must be a collaborative effort that includes trade associations, employers and careers advisors. By promoting it as a vibrant, forward thinking sector that offers the chance to progress and have real responsibility, it will begin to appeal to a much wider demographic.

Perhaps if security firms could offer apprenticeships to females at a junior level these development programmes could lead to a career progression. It will be evolutionary rather than revolutionary but we must be looking to have more middle and senior managers who are women because they can bring different skillsets to a role, for instance they are likely to have good interpersonal and relationship skills.

They must, however, also have the right attributes – we can’t undermine the role by introducing ideas such as positive discrimination, as it simply won’t work. It must come down to the capability of the person, irrespective of gender.

Looking ahead

Women are still very much the minority in the security sector and in reality they probably will be for the next few years. However, those who currently have careers in this industry know that it is a stimulating and exciting place to be and possesses the kind of variety that is hard to find elsewhere. Ultimately, success in this sector doesn’t come down to being male or female, it is about being good at what you do and working to build the respect and confidence of people all around you.

Breda Smead

Regional Director of Corps Security

www.corpssecurity.co.uk

The post Women in security: valuable business assets appeared first on City Security Magazine.