As increasingly stretched police forces collide with a rise in serious violence on our streets, as an industry, we need to step up, as private security can play an important role in supporting the safety of our communities.

While the government’s pledge to crack down on crime by recruiting up to 13,000 neighbourhood officers is a significant step in the right direction, this is unlikely to have an overnight effect or work entirely in isolation.

To truly deter and clamp down on crime on our streets and rebuild confidence in the justice system there is a role to be played by in-person and remote technology-led security services, particularly when both work in tandem. One example of how this is already leading to results is in the retail sector, but the model can be replicated on high streets, at events and in other public places.

Physical presence and technology can drive results

When we talk about security, for most people, physical presence is what comes to mind. Often, we take for granted the uniformed individuals standing near to an entrance, keeping a watchful eye and intervening as required. However, security can be amplified when technology and people work in complementary ways – increasing the opportunities for offenders to be caught and face consequences, whether this is through convictions or rehabilitation initiatives.

One example of this has been through Project Pegasus, part of Opal, the dedicated police unit for prolific offenders and Organised Crime Groups (OCGs). Pegasus has brought together retailers, the police and government to achieve the shared goal of combatting rising retail crime. A data-sharing platform was developed which has been used by several national retailers to share data, intelligence and trends on retail crime across the UK to support the police.

While the platform is a critical tool in sharing the data, an additional element of Pegasus is that footage from CCTV and body-worn cameras can be reviewed directly by analysts in Mitie’s control centre who can create an evidence package for the police. Often this is supported by insights from security officers who have been working on the ground to bolster evidence.

In the current landscape, security firms must ensure that the safety of their officers comes first, and the footage captured by a combination of body-worn cameras and CCTV means that officers don’t have to put their safety at risk by trying to detain potentially violent criminals, as the technology means they can be identified and pursued after the event.

Technology helps break down geographical barriers

Pegasus has been operational for slightly over a year and almost 150 arrests have been made so far, relating to £5.9m of items stolen from stores. Importantly, 37 different crime operations spanning OCGs across the country have been identified.

What sets this apart from the work that individual security teams and police forces do is the ability to transcend geographical boundaries. One offender stole items spanning areas covered by 16 different police forces, with a value of over £33,000.

Thanks to the flexible technology-enabled approach that has been developed, Opal acted quickly to use further intelligence to support the location of the individual and then Devon and Cornwall Police took on the investigation, arresting the man, who subsequently received a 16-month prison sentence.

Without access to intelligence and the sharing of data between forces, this would not have been possible, and the offending could have continued for years to come.

Beyond retail

Project Pegasus is just one example of how converging tech and physical presence can support public safety and build safer communities.

Another example of how remote monitoring support on-the-ground colleagues is being adopted more widely, is the Department for Work and Pensions, which will have access to a newly designed and bespoke Security Control Centre. Colleagues based there will support guarding colleagues on the ground at their offices and at Jobcentres across the country so that they remain a safe space for all.

There are further ways that Pegasus’s data-sharing model could be adapted. For example, it could enable hospitality venues to share data amongst each other and with the police on violent offenders or those who have committed VAWG.

As the Crime and Policing Bill progresses, policymakers can look at existing solutions that can be adapted further to bridge the gap between the police and public safety. And as an industry, it is our responsibility to stand ready to support.

Jason Towse

Managing Director,

Mitie Business Services

www.mitie.com

The post Retail security’s tech-powered evolution appeared first on City Security Magazine.

As a servant to crowd management at large scale events in the private sector, over the years I’ve been involved in my fair share of sporting celebratory parades.

A notable experience of mine was 8th June 2023, being tasked with leading the West Ham team victory bus walk through the streets of East London. An experience and challenge I’ll never forget.

There’s something special about an entire city in celebration. Banners waving, smoke from flares in the air, fans shoulder to shoulder. The recent Liverpool FC victory parade had all of that and more. But behind the buzz was a serious reminder that even celebratory occasions can present serious risks if we do not prepare to prevent the unthinkable.

As you may know, a vehicle drove into the crowd that day, injuring 109 people, including 4 children. No fatalities, thankfully, but that outcome could have been very different. And it forces us to ask: are we truly ready for what happens when the plan shifts?

A modern threat landscape

In today’s world, large public gatherings such as football parades, concerts and city-wide celebrations are coming under increasing scrutiny. And rightly so. These events draw not only passionate crowds but also serious risks. Whether it’s terrorism, lone actors, or simple misjudgment, the threat is evolving quickly, and it’s more complex than ever.

It’s necessary for security companies to stay ahead of the curve with threat trends. For example, in 2015, just 5% of UK terror threats came from far-right groups. Today, it’s 35%. That’s not a subtle shift. It’s a complete reframing of risk. And as these threats change, our strategies must evolve too. This is the thinking behind Martyn’s Law, created after the 2017 Manchester Arena bombing. The law aims to ensure frontline operatives are trained, prepared, and trusted to respond to these evolving risks.

We’re only as strong as our weakest link. Without competency, communication, and coordination, we’re not managing risk. We’re just hoping it doesn’t show up.

The Liverpool incident: a teachable moment

Liverpool’s victory parade drew hundreds of thousands. It should have been a perfect day. But confusion over timings, unclear routes, and insufficient vehicle blocks resulted in a car breaching the crowd line.

Admittedly, we don’t know everything about how it unfolded or how this slip-up happened. Were resources pulled too early? Were assumptions made about when things would quieten down? This isn’t about pointing fingers. It’s about learning where the problem started, and why.

From the available reports, I’ve gathered the perpetrator managed to gain access to that street by following an ambulance through a roadblock, just ten minutes after the Liverpool team’s bus had passed.

There is one key truth to remember: the public is not trained to assess risk in real time. That’s our job. Which is why layered safety planning is critical. Strategic road closures, physical barriers, visible marshals, and clear channels of communication between organisers, police, and private security. These aren’t luxuries, they’re non-negotiable.

Why employment standards matter

When you peel back the layers of security issues, one hard truth becomes clear. Cheap labour will always lead to a drop in service quality. Clients have both a moral and operational obligation not to cut corners when it comes to security personnel.

I’ve been in this industry for over 20 years, and unethical low-cost labour practices have always been a concern. Thankfully, the government is now taking stronger steps to address this. With HMRC increasing pressure on PAYE compliance, there’s growing momentum toward building a more stable, better trained, and more accountable workforce. Legitimate employment structures mean better training, higher standards, and stronger teams on the ground.

Where we go from here

Crowd safety in 2025 and beyond requires more than just high-vis jackets and steel barriers. It demands foresight, situational awareness, and collaborative planning across stakeholder agencies working together to consider all objectives, bring intel and work together for the best outcome. For Trojan Security, working with the City of London Crime Prevention Association and the City Security Council as an ambassador for collaborations with the night-time economy, it has been invaluable to share intel with the police and other stakeholders.

The role of technology

Integrating technology to close the gap of human error could potentially save lives. For example, AI and real-time surveillance in threat detection and crowd management. There are unwarranted fears that this will replace our role in the industry, but I believe it will only enhance us. Allowing invaluable human resources to focus on more important tasks rather than being burned out from doing the mundane.

We must learn from post-event debriefs and create scenario-based training to  evolve our teams. A harsh term I learnt recently, which really hit home, was “Pre-Mortem”. Emphasising the importance of identifying problems and threats before they have a chance to play out.

The Liverpool incident was a warning. A celebration that turned tragic. And to be honest, it could have happened in any city. But as Pete O’Doherty, the Commissioner of the City of London Police reminded us at the  CoLCPA AGM: “An ounce of prevention is worth a pound of cure.” (Benjamin Franklin).

We may not always get a second chance. So, whether it’s a festival or a football parade, the responsibility is ours to keep the public safe. And when the next city celebrates, we must make sure the only story being told is the one they came to cheer for.

Ivan Mariacher

Managing Director, Trojan Security

www.trojansecurityuk.co.uk

The post Crowd Management at large scale events: Learning from Liverpool appeared first on City Security Magazine.

Selecting body armour or stab vests for yourself, your team, or organisation should never be a hasty decision. Its primary role is to protect the wearer from serious harm, so getting it right the first time is crucial: lives may depend on it.

With knife crime on the rise, especially in major urban areas like London, the need for effective protection is more urgent than ever. According to the Office for National Statistics (ONS), there was a 4% rise in knife and sharp instrument offences in England and Wales in the year leading up to September 2024.

In the same year the Metropolitan Police Service (MPS) reported a staggering 16% increase in knife crime in London alone, alongside nearly 72,000 violent incidents against another person.

These numbers highlight the importance of equipping public-facing security personnel with appropriate protective equipment. If your risk assessment shows that body armour or stab vests are required, here are the key factors I recommend you consider:

Level of Protection

Body armour is rated based on protection levels. In the UK, standards were previously set by the Centre for Applied Science and Technology (CAST), now integrated into the Defence Science and Technology Laboratory (DSTL). In the US, standards are provided by the National Institute of Justice (NIJ). Choosing the right armour depends on the specific threats your team faces. The protection must match the most likely dangers in your working environment.

Testing and Certifications

Ensure that any body armour you consider has been tested and certified to meet relevant standards. This guarantees it performs as publicised. Many providers meet only KR1 (knife resistance) standards, but we believe that’s not enough.

Our extensive research shows blunt force trauma is the most common threat faced by security professionals, so certified protection against this should be prioritised. Spiked weapons also pose a serious risk and should not be overlooked: spikes can penetrate materials in ways knives cannot. Body armour should address all relevant threats, not just edged weapons.

Comfort and Mobility

Body armour should never hinder movement. Comfort and flexibility are vital, especially for security professionals in dynamic, fast-moving environments. Poorly designed or ill-fitting armour can impact performance and safety.

Durability and Longevity

Good body armour must be durable and retain its protective capabilities over time. Exposure to moisture, extreme temperatures, and UV radiation, and regular wear and tear can weaken materials. Armour that meets UKCA and CE standards should include clear care and maintenance instructions to help prolong its life.

Weight

Weight significantly affects comfort and endurance. High protection levels often come with increased weight, but modern materials can help strike the right balance. The best armour provides necessary protection while staying as lightweight as possible for long-term wear.

Material and Technology

Advancements in materials and manufacturing have improved body armour dramatically. We use high-strength, lightweight materials like carbon fibre to enhance protection without compromising on mobility. Staying informed about new technologies can help you make better purchasing decisions.

Customisation

The ability to customise armour can be a significant advantage. Modular systems allow users to adapt their gear based on their role or specific threats. Custom colours, such as high-visibility options for low-light environments, or armour that blends in with uniforms, can also be important depending on operational needs.

Cost

Cost is always a factor, particularly for organisations outfitting entire teams. While high-quality armour can be expensive, the investment is often justified by the protection and peace of mind it offers. Cheaper alternatives may lack critical safety features and could compromise your team’s well-being. Confidence in your protective gear can improve morale and contribute to better mental health and job performance.

In summary, every factor listed here matters. However, if we had to prioritise, durability and longevity stand out. These qualities ensure that your armour performs consistently throughout its service life, even in tough conditions. Look for a company that takes pride in offering the most effective and reliable body armour on the market, continuously improves their products, and values the feedback of their customers.

Richard Fox

Director of Operations

PPSS Group

www.ppss-group.com

The post Built for the threat: Getting Body Armour right is more critical than ever appeared first on City Security Magazine.

 Philip Grindell’s “Personal Threat Management: The Practitioner’s Guide to Keeping Clients Safer” offers a comprehensive and practical approach to protective security and personal safety.

Drawing from his extensive experience as a Metropolitan Police Officer and founder of a team protecting MPs following Jo Cox’s murder, and now leader of a security consultancy, Grindell provides insights into threat assessment and management.

The book is well-organised, divided into two main sections: Understanding the Threats and Managing the Threats.

Grindell’s writing style is clear and accessible, interspersed with examples, anecdotes, and case studies that bring the concepts to life. His stated purpose is “to demystify the subject, clarify some terminology, and explain how and why someone might pose a threat”. He shares his knowledge – the result of years of field experience, combined with the study of contemporary research on threat assessment, standards of professionalism.

Grindell covers a wide range of topics, including the RARA model (Reduce, Accept, Remove, Avoid) for personal safety, the National Decision Making Model, and targeted or intended attacks. The book covers fixated threats, stalking, harassment, and workplace hostility.

A key section is on behavioural threat management, emphasising that “actions speak louder than words”. Grindell introduces the “Detect, Report, Act” framework, which is particularly useful for security professionals. The author provides an insight into distinguishing between genuine threats and those that can be dismissed.

The section on safer events and functions covers critical areas of risk and providing practical advice on security planning, discussing various scenarios, from terrorist threats to insider attacks and lone actors.

Overall, “Personal Threat Management” provides a thorough introduction to threat management principles and practices for security professionals. Grindell’s ability to clarify misunderstood terms and provide actionable advice makes this book valuable for security practitioners seeking to enhance their understanding of personal threat management.

Andrea Berkoff. Editor

If you have a security book you would like us to review, email Andrea at editor@citysecitymagazine.com and title email Book Review

The post Security magazine Book Review: Philip Grindell’s “Personal Threat Management: The Practitioner’s Guide appeared first on City Security Magazine.

Organisations in the security sector must understand and use a range of communications channels, from building their social media presence to implementing internal processes that facilitate the sharing of rapid and accurate information.

Like many other soft skills, the role of communications is often undervalued or overlooked by small and medium-sized businesses. This, in part, is down to a lack of resource, but also because it can be difficult to measure what successful communication looks like.

The role of communication extends beyond traditional approaches, such as marketing and public relations strategies.

With the right approach and clear objectives, communication serves a multitude of functions for businesses, ensuring they can strategically prepare and respond to specific circumstances, internally and externally. From enhancing a company’s profile to mitigating risk by implementing structures and processes, the role of communications should be given serious consideration for businesses operating in the UK’s security sector.

At the same time, any communication strategy should consider the current and future threat landscape facing the UK, with rapid advances in technology posing challenges.

For example, the role of social media platforms was brought into sharp focus in the summer of 2024 when misinformation was shared following the Southport murders, resulting in far-right riots that caused physical damage to local businesses and property.

The impact of this activity spread far beyond Southport, with rioters targeting 32 locations across the UK, including a hotel in Rotherham hosting asylum seekers and a Citizens Advice premises in Sunderland which was set alight.

We’re living in an increasingly hyperconnected world where the profile and role of those sharing information has changed. Where we once looked to broadcast media for news, the erosion of trust in traditional media outlets means adults are now more likely to view the news on their mobile phones via media platforms such as TikTok and X (Twitter).

This is problematic because those sharing news and information on social media do not always care about accuracy.

This means it is vital that businesses in the security sector utilise a range of communication functions, from building their social media presence to implementing internal processes that facilitate the sharing of rapid and accurate information. This approach will ensure they are prepared to respond to a range of scenarios to take control of the narrative. This could be a statement for the media or a briefing document for a stakeholder.

The approach adopted by the Metropolitan Police following the Hamas terror attack in Israel on 7 October 2023, which resulted in large protest rallies in London, demonstrates how simple communication can have an impact. The Met used social media to share updates about specific instances they were investigating, which helped to mitigate the impact of mis-and disinformation that was spread on Twitter.

Behind this public-facing communications approach was a rigorous internal communications function. Internal communications play a crucial role in terms of informing colleagues who can then engage with the relevant stakeholders, such as local businesses, authorities or wider police forces. This in turn results in aligned and consistent narratives that help to build trust and confidence.

Trust and confidence are key points to consider in this context because most operators providing security services are united in their ambition to make the UK a safer place.

Most operators in this sector are passionate about what they do and why they do it. But whilst they spend a considerable amount of time building trust in their product or service, failure to prepare for an appropriate response can have severe consequences. When staff at all levels are well-informed and equipped with clear protocols, the company’s overall operational efficiency improves, reducing the likelihood of missteps that could undermine credibility.

Although an example from the USA, the silence from Los Angeles’ Mayor, Karen Bass, when probed by a Sky News reporter about her decision to leave the country during the devastating wildfires, shows how valuable leadership in communication is. In that scenario, Mayor Bass simply needed to explain succinctly that she was in constant communication with the emergency services and outline some of the next steps. Instead, her silence undermined her credibility, at local and national levels.

The examples provided illustrate that there is not a one-size-fits-all approach to communications, but they highlight how basic functions can help to improve the impact of a response. Whether that’s communicating with the media or sharing information internally with your stakeholders, establishing robust structures and processes will ensure you can achieve credibility and impact through communications.

By prioritising communication, security businesses not only protect their interests but enhance their ability to serve and protect their clients in an increasingly complex world. As the industry continues to evolve, so too must its approach to communication.

Nathan Emmerich

Founder and Managing Director

SW-One Communications

www.sw-onecommunications.com

The post Security-minded communications: from crisis response to brand protection appeared first on City Security Magazine.

As threats to personal safety becomes more diverse, close protection must be holistic, sophisticated and proactive. How can buyers of close protection services make sure their provider meets their protection needs?

Modern close protection needs to be both strategic and yet relentlessly focused on detail. The function needs to be supported by intelligence and analysis which looks sufficiently far out to identify changes in the environment and events which have the potential to manifest as a threat now or in the future. At the same time the close protection function has to be closely ‘dialled’ into the principal’s lifestyle, family, schedule, and should operate like a well-oiled machine, whether the model is to run an overt protection regime emphasising the physical presence of protective capability or a discreet and low key capability.

Crucially protection needs to be considered from a physical, cyber, organisation (systems, processes, policies and procedures) and human security perspective. Any credible protection regime needs to harness, integrate and exploit appropriate technologies such as digital secure communications, cameras, GPS-based tracking and monitoring applications and biometrics in order that threats can be anticipated and mitigated.

Perhaps more important is that close protection is supported by layered intelligence support which is capable of capturing and analysing threat intelligence. This should range from the strategic to the tactical and in appropriate cases have dynamic and real-time capabilities in a higher threat environment. This does not need to involve huge cost if it is considered proportionately and thoughtfully planned.

As the world becomes more insecure in geopolitical and social terms, even governments are stretched to be able to deliver on all of their protection requirements and aspirations. In the UK, for example, there has been a shift in aspiration for the protection of elected politicians as the perception of threats has intensified. This is why it is important that there are highly professional private sector providers who can provide extra capability for the government sector if and when needed and be available to those who fall short of the criteria for state-funded protection but nonetheless have to contend with very real threats.

So, what should buyers of close protection services be focusing on when seeking to meet their protection needs? Here are five suggestions which those responsible for choosing the right provider might wish to consider:

One: Experience and Training

Does the provider have the capability to field highly experienced and trained personnel? What are the backgrounds of the operatives and those who are leading them? It may be they have gained this experience and training in the world of private security or in state security such as police close protection or in a military setting.

Does the company have access to sufficient skills sets to deliver a tailored and nuanced security regime that is appropriate for the client’s needs? Does it have the ‘know how’ to operate seamlessly with state security provision where a client requires this; for example, at high profile events?

Two: Intelligence-led and Proactive Security and Protection

Modern close protection is intelligence-led and proactive in scanning the threat environment. It will harness available intelligence utilising a range of tools such as open-source intelligence, including social media, sentiment analysis, closed data sets, vetting and screening. The output can be analysed, and the product deployed to continually inform and adapt the security posture at the strategic and at the day-to-day level.

Three: Leadership and Management

Is the organisation led by professionals who have credentials and credibility in this discipline?

Does the organisation have intrusive and robust supervision systems to counter the effects of the routine and the familiar? Are staff subject to proper regular professional and performance assessment?

Four: Multi-disciplinary and Resilient

Effective security is a multi-disciplinary endeavour and must utilise not only competent operatives but also intelligence specialists, analysts, cyber and information security expertise, and others to ensure operations teams and individual operatives have the right information and support to discharge their roles effectively.

Is there evidence the provider is using a range of tools and techniques to anticipate threats before they materialise and respond accordingly by implementing additional targeted security or adapting security plans?

Does the provider form strong professional relationships to ensure it can leverage these and work collaboratively with other actors or providers of security or security related services? Is there an infrastructure to support the operatives on day-to-day operations to ensure resilience?

Five: Holistic

Is the protection designed to be effective across all the security domains of physical security, cyber security, human security and organisational security? Does the provider have the internal capabilities to deliver across these domains itself or is it sufficiently collaborative to ensure the protection regime has considered these aspects and is able to address any current or likely vulnerabilities?

Bob Quick QPM

Founder & Managing Director

GSA Global

www.gsaglobal.com

The post Five key considerations when selecting a Close Protection provider appeared first on City Security Magazine.

Security firms can offset obstacles in the competitive labour force and prepare for major staffing changes by increasing retention, placing increased value on high-performing workers and providing professional incentives that encourage growth.

Although economists predicted an uptick in the labour force, the employment rate in the United Kingdom recently remained at 75%, the UK unemployment rate increased to 4.3% and the UK economic inactivity rate decreased to 21.8%, according to the Office for National Statistics.

Simply put, roughly 9.2 million UK citizens between the ages of 16 and 64 are not working or actively seeking employment, and the total figure is more than 700,000 higher than before the COVID-19 pandemic.

To further complicate matters, the Employment Rights Bill is expected to impact employers in the next two years, as lawmakers are discussing policy changes to unfair dismissal, zero-hour contracts, flexible working, sick pay, fire and rehire practices and unpaid leave.

Despite these employer challenges, security contractors can take action by placing increased value on workers who are already on the payroll. By increasing employee retention, business owners can create more stable work environments that celebrate cohesion and experience while avoiding some of the hurdles in the current job market.

Acknowledging top talent

For companies who want to break the cycle of continuously hiring, it is useful to understand the cost of acquiring top talent. This is especially true for business owners who may need to convince managers and supervisors how important it is to acknowledge employees who are already performing solid work.

While the average cost of onboarding a new hire is estimated to be around £3,608 according to the Society for Human Resource Management (SHRM), major employers estimate that a new hire can cost a company roughly three to four times the position’s salary.

Some of the factors that contribute to these numbers include the time and energy required by department heads to invest in hiring, advertising job openings, performing background checks, interviewing qualified candidates and eventually training each new employee.

Organisations typically spend an average of £982.54 per employee annually on training and development, according to the Association for Talent Development, which means that keeping skilled employees allows companies to hold onto valuable experience while contributing to the stability of a positive work environment.

In addition to avoiding hefty expenses, companies that retain top talent can foster a sense of loyalty among employees who can serve as ambassadors for the company brand. Recognising positive workers and retaining their skills can also help promote the kind of reputation that attracts other talented workers, giving a business an edge against competitors.

Communicating with employees

Salary is the main reason workers resign: about 71% of workers cite monetary concerns as the main reason for considering a change in the work environment. The next major reason was job fulfillment at 61% of workers, according to a PwC global workforce survey.

Engaging employees through direct conversations is a proven retention method that can help to ensure that workers feel comfortable with their jobs, and by simply listening to the needs of workers, employers can create a company culture that is built on direct communication.

Actively listening to the needs of workers can help managers encourage job fulfillment, bring teams closer together and give supervisors the opportunity to address the needs of workers during regular touchpoints. When employees feel their team cares about their needs and that managers are listening, it also opens the door for conversations about how to best reward employees through incentives.

Although successful incentive programmes with proven results will vary, some examples include monetary and referral bonuses, profit-sharing, creating flexible work schedules, providing more vacation days and opportunities for travel, in addition to offering the chance for employees to learn new skills via professional development and training opportunities.

Offering career opportunities

Despite the tight job market, workers in the UK respond optimistically about learning new opportunities and developing their skill sets, with 65% excited about new opportunities and 74% ready to adapt to new ways of working, according to a PwC survey on the UK workforce.

Workers who invest their time and energy into making a company successful want to feel the same level of investment in their ambitions by developing professionally. Offering employees a pathway that enhances their skills and opens career opportunities can include creating mentorship programs, job shadowing and cross-training, which can also be cost-effective.

Allowing workers to create and reach their tangible milestones while supporting their progress with incentives reinforces a sense of commitment. As long as employers stay true to promises made once goals are reached and take steps to reward and incentivise employees, a business can combat low retention rates in a job market ripe with employer challenges.

Christian Berenger

Director of Growth,

TEAM Software by WorkWave.

www.teamsoftware.com

The post Increasing employee retention in the security industry appeared first on City Security Magazine.

The Employers’ Initiative on Domestic Abuse (EIDA) held its flagship Conference on 16 October 2024, at Google’s offices near King’s Cross in London. The event was themed “Joining forces to tackle domestic abuse: How can employers help create societal change?”

EIDA brought together 240 engaged participants from business, government, academia, and the third sector to explore the crucial role employers can play in addressing domestic abuse.

Key Speakers and Insights

The conference opened with a fireside chat featuring Safeguarding Minister, Jess Phillips MP, and Domestic Abuse Commissioner for England and Wales, Nicole Jacobs, facilitated by EIDA Chair, Sarah Newton.

Jess Phillips MP emphasised the government’s ambitious pledge to halve violence against women and girls in the coming decade. She urged employers to take bold action, stating, “Employers play a crucial role, which is why it is so important that workplaces develop robust policies, provide training for managers, and share best practice to ensure all employees feel supported and empowered.”

Nicole Jacobs highlighted EIDA’s work in helping employers take effective action on domestic abuse. She noted, “The moment you get started, you will see how important the work is. I can’t think of any other project where the employee response has been so positive. It’s just about getting started, and I am so supportive of EIDA because they make it easy for employers to implement a response.”

The conference featured a highly experienced set of speakers who provided advice and guidance. Here are some highlights:

Cordi O’Hara OBE FEI, President, UK Electricity Distribution, National Grid, underlined how pervasive domestic abuse is: “I started thinking about how the people I sat next to at work could be going through it. It’s called ‘domestic’ abuse, but it has a huge spillover into work, through stalking, intrusive calls or emails. You don’t need to buy into a domestic abuse response personally to see the very clear business case.”

Caroline Dunne, Chief People Officer at Rothesay, emphasised the need to empower survivors: “Be led by the victim-survivor, they are the only person who knows how to manage this situation with your support and signposting to services.”

Sharon Baker, Chief Inspector at Avon and Somerset Police and survivor of domestic abuse, spoke about the need to develop a supportive workplace culture: “Spell out behaviours that all employees need to demonstrate to create a supportive culture. Have it designed by and for survivors, putting them at the heart of the systemic change.”

Patrick Ryan, CEO of Hestia: “We should have conversations on domestic abuse in our workplaces loudly and often.”

EIDA Ambassador and survivor of domestic abuse, Andrew Lane, shared his personal experience navigating the Family Court system: “Supporting an employee and crucially their children through this time is absolutely vital and makes a huge difference.”

Jo Todd CBE, CEO of Respect UK, reminded delegates that perpetrators can be found in all walks of life and encouraged employers to believe survivors and be prepared for difficult conversations: “Every type of person you can think of can be a perpetrator. They are diverse, and hiding in plain sight. They are charming and likeable. One in twelve men in the UK is a perpetrator of domestic abuse according to the latest police data. That is a large amount of your workforce causing harm at home”.

Jo Broadbent, Counsel Knowledge Lawyer at Hogan Lovells, recommended addressing  perpetrators in related HR policies: “They must be fit for purpose. Disciplinary action can be taken based on behaviours outside the workplace. Make sure your HR employees are drilled in the initial response if someone is reported. The duty of care to the victim-survivor should guide your response.”

Acknowledgments and Partnerships

Special thanks were extended to the event partners – Google, Hestia Charity, and the Vodafone Foundation – for their unwavering support and the 20+ volunteers, Trustees, and Ambassadors who helped the small EIDA team of four run the event and capture learnings for all 1,700 EIDA employer members.

Call to Action: How employers can help

As the conference concluded, employers were encouraged to take concrete steps to address domestic abuse within their organisations:

1. Develop a domestic abuse policy.
2. Measure its impact.
3. Inspire others to do the same

EIDA CEO, Susan Bright, concluded: “EIDA’s vision is for every UK employer to take effective action on domestic abuse, leading to a society where survivors thrive, and where domestic abuse is not tolerated. By joining forces and working together, we can make it happen.”

Employers interested in joining EIDA can sign up for free membership at www.eida.org.uk

Members gain access to comprehensive resources, including a step-by-step employer Handbook, guidance on handling perpetrators, taking disclosures, supporting victim-survivors, case studies, and communication tools.

Andrea Berkoff

Editor

The post EIDA Conference 2024: Joining forces to tackle Domestic Abuse appeared first on City Security Magazine.

Legislation for tightened security protocols is expected to have a major impact on the demand for security professionals. Reliable software tools can give businesses the power to stay prepared for increased governmental standards and regulations.

Walking for change

Figen Murray, the mother of Manchester Arena attack victim Martyn Hett, recently completed a 200-mile protest walk to spread awareness for a law that could initiate mandatory security tightening to prevent acts of terrorism at public places and venues in the United Kingdom.

Murray completed the walk to deliver a letter to the then-prime minister to urge Parliament to set a date to introduce Martyn’s Law, legislation designed to improve protective security and organisational preparedness. Martyn’s Law could impose requirements on security companies and related businesses to plan and prepare for terrorist attacks on public premises and events.

Martyn’s Law could have a major impact on the security industry and this legislation is named to honour the memory of the lives that were taken at the bombing while requesting that government officials do everything in their power to stop future acts of terrorism.

Murray sat in the public gallery in the House of Commons during the former Prime Minister’s Questions and met with Labour leader Sir Keir Starmer, who was quoted by BBC News stating, “She’s campaigning for Martyn’s Law, which we must make a reality as soon as possible.”

In July, Martyn’s Law was included in the King’s Speech, in which the new government, under Prime Minister Keir Starmer, outlined its programme of legislation for the upcoming parliamentary session. In this, the King said legislation would be introduced to improve safety and security of public venues to ‘keep the British public safe from terrorism’. He added: “The “Terrorism (Protection of Premises) Bill will enact Martyn’s Law.” The Bill will be introduced as soon as parliamentary time allows.

The current proposals for Martyn’s Law include requirements for ‘standard tier’ premises, a classification for spaces with a capacity of 100-799 individuals, and an ‘enhanced tier’ classification for premises and qualifying events with a capacity of 800 individuals or more. Venues will need to undertake the appropriate measures for their tier, such as training, information sharing, and completion of a preparedness plan.

Impacting the security industry

The enactment of Martyn’s Law will have implications for the roles, training and accreditation of of security professionals and other relevant parties responsible for public premises. They will  be asked to put in place procedures such as evacuation and lock-ins in the event of an attack. Additionally, a Martyn’s Law regulator will be tasked with monitoring compliance and advising the premises within the scope of the legislation. That regulator will be equipped with tools to address non-compliance, such as investigatory powers and monetary sanctions.

The enhanced training and communication methods likely to be required to meet new levels of compliance will be aimed at preventing response failures such as those found on the night of the Manchester Arena attack in 2017, which took 22 lives. This legislation could also put growing responsibility on the security industry in terms of coverage, and it might raise the bar for security officer experience.

This legislation comes at a time when demand in the security industry in the UK is expected to increase over the next five years. Researchers expect that demand for security officers will increase due to an uptake in crime rates and major national events, including Martyn’s Law, according to an IBIS report.

Integrating solutions to ensure safety

To tackle these potential challenges, security providers can take advantage of physical security software, specifically a solution that integrates different tasks, allowing security officers to get the most out of their resources.

Increased visibility is a valuable tool for monitoring distributed workers who may encounter a threat. By relying on near-field communication (NFC) tags, QR codes, or Bluetooth Low Energy (BLE) technology, supervisors can monitor the safety of security officers and access a record of where they were located at a given time.

In terms of compliance, proof of service gives security companies hard evidence that their work met governmental and contractual standards. Proof of service information includes processes taken, timelines, and equipment used.

This can aid against liability, as it allows providers to establish that their security officers performed specific duties and responded as expected. Proof of service can also point out on-site areas that need to be improved in terms of minimising risks.

For professionals tasked with the role of hiring more qualified, experienced security officers, hiring software designed for the industry can aid employers in the security industry, which traditionally reports high turnover rates. Employers can use an integrated applicant tracking system that offers tools to generate more applicants and screen for fit. Software tools can also help automate processes to ensure that qualified applicants are found efficiently in regard to saving time and reducing errors in the application process.

Paul Hughes

Head of New Business,

TEAM Software by WorkWave

www.teamsoftware.com

Further information on Martyn’s Law can be found on the police Protect UK website.

The post Martyn’s Law: An update for the security industry appeared first on City Security Magazine.

Enter into any search engine the question “Do companies need security guarding in the UK” and you will get page after page extolling the virtues of a physical presence on your site. But is it really necessary?

As I approach 20 years in the business of protective security, from all levels and on both sides of the fence, this question is probably the most raised of any.  “Do we really need security in our business?”

Reducing costs

As we, amongst most other countries, go through yet another struggle to find the money to pay for things, the mighty financial axe is raised against the function of security, particularly the corporate security organisation. Frequently, this is accompanied by the overused mantra of convergence!

Businesses are looking with great enthusiasm into reducing costs for many reasons: increased dividend to shareholders, increased profit margin to report at year end, to return into bonus to staff, or simply to remove so-called “security theatre”, a presence’s sake.  What this means is that any cost that is not considered “business critical” is shaved and this includes the traditional forms of security.  It is also looking into the removal of organic security and risk management as these can all be done via third-party suppliers who offer the services with the ability to cancel if found to be good money after bad.

The end of the in-house security team?

But where is the line drawn between the capability of the third-party supplier and the internal knowledge of the corporate security team?  Are we, in the physical world, now redundant?  Has our time finally come?

Excluding contracts, typically with government, where physical or protective requirements are mandated, more and more business sectors are looking very closely at the benefits of having a non-cyber, security function within their structure.  Many, including some well-known names, are simply removing or not including it at all.  Is this right?

Cost-benefit analysis is usually the culprit when the hatchet man/person comes-a-calling at the desk of the corporate security manager. Either in removal of designated space that can be used by another profit-generating function, through to the savings in pay/IT/resources et al.  Very often an argument that is difficult to challenge.

The fine art of corporate security

What do we bring to the table that cannot be obtained elsewhere and for a reduced cost?  Do the years of experience within a business, or the profession, not count for something?  Is the understanding and capability of identifying issues, mitigating them before they reach the business and its people, something that is not quantifiable in this world of litigation?  What about changes in legislation that require greater use of security to protect the building user and visitor; does this not count?

Corporate security is a fine art of understanding the risk appetite, the threat to those you are employed to protect and the ability for the business to agree to pay for the controls.  Without significant and recognisable threats to the general public or business, the ever-present problem of convincing the newer generation of business leaders that there is a threat to the country, the sector(s) we operate in or the way we do business, gets larger every day.  A number of years ago, I had it explained to me by a member of the C-Suite that because there are no terrorist acts going on around the business areas, “there is no real need for you to be here”.  Yet again, someone who forgets the benefits that we bring to the business.

As business enablers, we bring to the table confidence in whom they are engaging with and how to assist in bringing that product to fruition.  We provide intelligence-based solutions, with a due-diligence background screening of prospective engagements that will give the business leaders the ability to operate with the sureness that the shared operational, legal and ethical focuses are in place.  We do this through a much different lens (never rose-tinted) and do this very well, in full confidence and discretion.

Add-ons such as travel security, emergency planning, events and front-of- house (FoH) functions are all included in the package.  In many cases electronic reception capabilities are growing in capacity, accuracy and functionality; simply not providing an FoH service at all is increasing, much to the detriment of the “visitor’s journey”!  A similar juxtaposition to an electric vehicle being charged by a coal-powered supply – has the change been fully prepared and thought out?

As we are seeing, since the return from the imposed national restrictions for the COVID-19 pandemic, the developing imposition of the return to the office/site along with the return to face-to-face operations cannot be fully managed by remote means.  We, as security professionals, need to ensure that our business leaders understand we are a crucial function of their ability to operate, providing duty of care to their employees, contractors and visitors. With the changes in the laws current and anticipated, the requirement to protect all within the business confines is becoming paramount.

The provision of a safe and secure workplace is both a legal and moral right, which we in protective security provide; it cannot be done without the fully embedded security professional and a well-managed, motivated organisation.  This costs money and is the cost of doing business that needs to be ingrained into all business decisions, regardless of the size of the business.

Rod Stobie MSyI, RISC, M.ISRM, DBCI

Adanac Services

The post Security: essential asset or expensive overhead? Exploring the key benefits appeared first on City Security Magazine.