Today’s security consumers demand a proactive, data-driven, intelligent, and informed approach to operational delivery.

Security providers must supply their customers with clear and transparent performance data in real time, to drive better decision making.

The G4S Connected Officer programme connects people through technology to improve security decisions and performance. It is already well embedded within some significant security operations, but is also just as relevant for small and medium-sized businesses. A Connected Officer’s appearance will vary depending on the environment in which they work. In some cases, wearable technology will be obvious to the public and for good reason. However, in a corporate reception, where officers are expected to balance their security function with customer service, it may be less apparent.

Benefits of the Connected Officer Programme 

The programme helps to drive officer engagement and motivation by using technology to provide easy access to a network of colleagues and to learning and development materials. It also provides customers with real time insight to drive better decision making. Using their handheld devices to record all activities, data is captured from officers and consolidated into easy-to-consume reporting, which customers can view at the click of a button. They can also review an archive of reported incidents to assess trends.

The programme makes use of developments in artificial intelligence to identify potential incidents before they occur. Unusual motion and activity is flagged in real time, allowing officers to proactively investigate incidents, armed with key information.

The presence of body-worn cameras, as part of the connected offering, has been proven to change the way the public interact with security – often quickly appeasing hostile and aggravated incidents, once people become aware that they are being recorded.

The environment itself benefits too. With paper reported to account for around 26% of total waste at landfill, the elimination of paper-based reporting provides significant sustainability benefits. In addition, as less paper is consumed, precious storage space is freed up, meaning less energy is consumed.

During one of the most transformational times in human history, technology is vital, and G4S will always use it to support its security officers.

To find out more about the G4S Connected Officer programme, visit:

www.g4s.com/en-gb/what-we-do/security-solutions/connected-security/the-connected-officer-guide

The post How the G4S Connected Officer is driving security transformation appeared first on City Security Magazine.

Looking back over the past eighteen months, it is impressive just how much was taken on by security teams and how roles quickly evolved as so many buildings sadly emptied of people as lockdowns came and went.

Throughout the whole pandemic, the presence of security, be it officers, supervisors or managers has been a constant. The trust and respect for the competence and willingness to help displayed allowed others to follow the government line of ‘work from home if you can’ knowing the day-to-day running of many aspects of premises’ life would be in safe hands with those teams.

In the beginning

In the early stages, employers and anyone managing facilities had the task of unpicking the frequently updated government steers. Everyone learnt to manage a developing situation which they had no experience of.  Those initial responses saw security teams working with facilities colleagues asked to lock down a particular floor pending a deep clean as a result of someone having symptoms or testing positive; and account managers sharing best practices as they evolved.

The role of security rapidly expanded from the familiar and traditional in the weeks that followed as officers became the social distancing monitors to help keep those at work safe. Prior to the pandemic, would it ever have been thought that security would be screening the temperature of those entering a building or sanitising visitor badges before issue?

The comprehensive ‘Working Safely’ guidance and the need for COVID-specific risk assessments required good cooperation and willing compliance essential for such measures to succeed. Here a sound understanding and appreciation of the task in hand was essential for the teams on the ground to be at the forefront of explaining and reassuring those who still needed to be in at work.

As this emphasis became one of how to implement ‘Social Distancing’ for those who could not work from home it was the adaptability of the security team and their workplace colleagues that shone through. With great collaboration, systems were quickly devised, with a particular focus on signage, limiting numbers in lifts, encouraging use of sanitiser dispensers, face coverings, discouraging close contacts and complying with one-way systems.

Watching first hand to see people being redirected away from a door they had habitually used to leave a building, as an example, was interesting – thankfully, most accepted cheerfully and with the good grace that would have been hoped for.

It wasn’t just the new roles around social distancing that were embraced; the Chancellor’s work retention scheme saw many front-of-house and reception staff understandably furloughed as footfall and external visiting largely ceased. This again was an area outside the norm where security personnel stepped up and undertook those functions where needed pending re-occupation.

In May 2020 a new matter to brief the teams on had arisen. The phenomenon of queues forming to gain entry to various premises as they adhered to the social distancing measures was unsurprisingly flagged as risk by CPNI. Genuine concern existed over terrorists using vehicles as weapons to exploit the lines of pedestrians waiting their turn to gain access. Thankfully, this risk was never realised.

Adjusting patrols

As the pandemic continued over the following months the severity of the restrictions fluctuated meaning the likelihood of a return to the workplace for those with alternative options evaporated. To compensate for this, there was not so much a change of role, but a far greater emphasis on an important one rose to the fore. With no natural surveillance from those at workstations, facility issues such a minor leaks, lighting failures or health and safety concerns would not be getting reported as usual. To address this, patrol patterns were adjusted and, where agreed, ventured into areas never previously directed.

The reliance on security for coordination and reporting on the day-to-day facility functions which had become physically delegated to those remaining on sites progressed into other areas in many instances. This became increasingly the case as the opportunities for refurbishments or works held off due to their disruptive nature were understandably seized. Briefing security teams on the risks that construction work could present and checking their understanding on ensuring such works did not impact on the integrity of wider building security measures was again mostly taken in people’s stride.

Increased Risks

All the above happened, but at the same time the emphasis on the more traditional functions of security could not be allowed to diminish. The reduced natural surveillance already mentioned brought enhanced risks of unauthorised access or crime, and vigilance for hostile reconnaissance never went away. In respect of the latter, we were regularly reminded of the risk that lockdown would lead to some being influenced and radicalised through the internet, a risk that would increase with crowded places returning as restrictions eased.

As we finally reached the deferred ‘freedom day’ and social distancing become a choice, a new period of transition began, with the role required of security teams once again being adjusted – but this time with significant variations depending on client decisions.

Hopefully, no further role changes will be required, and the more traditional functions will resume as buildings begin to see a return to greater day-to-day use as a workplace.

When the pandemic is finally over, the remarkable effort and resilience seen from so many truly dedicated security staff is one that should be remembered for a long to come.

Neil Moscrop

Head of Intelligence & Operational Support

CIS Security

www.cis-security.co.uk

The post Security evolves during the pandemic appeared first on City Security Magazine.

As lockdown restrictions continue to ease and people begin to return to the office, security personnel will be faced with the challenge of understanding the new landscape and behaviours of their staff and customers to keep them safe.

Transitioning from home working back to the office is unknown territory, and there are likely to be almost as many different approaches to the return as there are offices to return to. This creates a situation where the individual’s sense of normality is lost. There is no longer a baseline from which people can assess the presence of the abnormal or the absence of the normal. As a consequence, security processes will need to be more dynamic and fluid than before.

Erosion of security culture

For over a year, the majority of people have been preoccupied with the threat of COVID-19 and this is likely to be the main concern for those returning to the office. Due to this, other threats, such as terrorism, may not be as prominent on people’s radar as was once the case. There is the potential for the security culture within the wider business to have been forgotten while working from home. Staff within an organisation may need to be reminded of how critical they are to the detection, deterrence and prevention of security threats.

People should understand that while the security landscape has changed, the need for a strong security culture within an organisation has not. Individuals will have to relearn basic security habits like wearing security passes at all times and ensuring they are not tailgated into a building. Whilst doing this they are going to have to create a new sense of normality which will enable them to identify risks to themselves or others in the office. For example, recognising that someone inside the building who appears to be unsure of where they are going may not simply be unfamiliar with the new COVID-19 secure one-way system but could be a hostile actor. Staff members should be reminded that any concern raised in good faith will be taken seriously.

Rediscovering the divide in the work-life balance may also be necessary. Without the daily commute, many people have become used to taking calls during times that used to be taken up by travel. If these new habits don’t change they could be a risk to safety, not just for those travelling by personal vehicle, and especially on public transport.

People are used to having conversations without worrying about what those around them might overhear. Someone on the phone concentrating on a work-related issue is less likely to be aware of their surroundings. This could leave them vulnerable to a number of risks, ranging from individuals intentionally trying to overhear information about their business, to making them an attractive target for various criminal activities. It also reduces their ability to identify suspicious behaviour which could be an indicator of terrorism activity.

Getting terrorism back on the radar

As mentioned earlier, terrorism is unlikely to have been at the top of most people’s priority lists recently. However, as traditionally crowded spaces begin to be reoccupied, the terrorist threat is likely to return as they once again become an attractive target for terrorist activity. For most people returning to the office, they are likely to be at their most vulnerable to terrorist attacks while travelling through major transport nodes.

In recent decades, target selection by terrorist organisations targeting the UK has increasingly shifted toward soft, civilian targets, with the primary intention being to cause the maximum number of casualties.

Since the beginning of lockdown, there has been an increase in online extremism with experts believing that COVID-19 related isolation has left many vulnerable to radicalisation, particularly by the far-right.

There is also a worry that hostile actors could have spent the past year laying plans for potential terror attacks. This makes the relaxation of restrictions the first opportunity potential hostiles will have to conduct effective attacks with the possibility for high casualty numbers. Transport nodes, as well as other crowded spaces such as shopping centres, sporting events and music festivals, are likely to see an increased risk from terrorism over the coming months.

With crowded spaces and the risks associated with them possibly being further down the security priority list for the past year, it is key that security providers are rehearsed and practised at securing the landscape now that staff and visitors are returning to the office.

Vigilance from all members of staff is essential to ensuring that both businesses and their personnel are as resilient as possible to terrorists and other potential hostile actors.

The security landscape may have changed, but the need for a strong security culture has not.

Harriet Giles

Intelligence Analyst

Mitie

www.mitie-gso.com

The post New security norm appeared first on City Security Magazine.

A personal view from Paul Harvey, Ward Security, on the impact of the COVID-19 pandemic on security guarding today and going forward.

If you had asked me the four months ago about the future of guarding, I would have given you a very different answer to the one I am about to write now.

To begin with, it is worth reflecting on how the security industry has changed over the last few months. Where once risk assessment and mitigation were considered one department or even one person’s job, now it is firmly fixed within the centre of business activity. I guarantee you it is the first point on your senior management team’s agenda and this provides an opportunity for the security sector.

Prepared for a pandemic?

Some businesses were more prepared than others, but even the most robust plan needed to be adapted to the fundamental change that simply could not be foreseen. Opportunity came by re-establishing the key role that security plays in enabling businesses operations. Security professionals have been working more closely than ever with clients to provide innovative ways of protecting people and places during a period where owners and managers were working remotely.

Dynamic risk assessment & decision making

A key response to the pandemic is the wider adoption of dynamic risk assessments and decision making to mitigate threats and risks.  These are not new concepts. The pandemic, however, has been the catalyst for change in the way that security and risk are viewed and managed. COVID-19 has created an opportunity for the wider security sector to further distance itself from generic, output- based specifications, where service is procured on the information and specification stipulated by the buyer, toward creative solutions, unique to each environment, utilising the expertise of the security specialist.

The challenges of lockdown

The key to effective security is understanding threats and vulnerabilities and having a clear strategy to manage them holistically. The specific challenge created through lockdown and lower levels of office occupancy is the impact on the model of manpower-based services. Asset owners and managers need to reduce costs whilst maintaining security integrity. This is likely to accelerate the integrated approach of manpower, technology, systems and response services, and closer partnerships between stakeholders such as security, cleaning, M&E, FM, property managers and clients, working as one team, delivering better return on investment and improving security performance.

Time to focus on margins

There has never been a better time to tackle the long-standing industry challenge of unsustainable margins. Some security companies, no doubt, find themselves under significant financial pressure during the pandemic. This is partly due to the well documented ‘race to the bottom’, as companies continue to price at margins well into single figure percentages. Overall, it is generally accepted that this is unsustainable.  Low margins do not allow you to invest in your people or your business and are to the detriment of all stakeholders.

Our response to the pandemic, when our people and systems protected others when they could not themselves, must be to no longer undervalue our service. Opportunities of this significance seldom present themselves.  This may seem juxtaposed to the current demand to reduce cost. By being more intelligent in approach, focussing on risk and delivery integrated security models, the opportunity is here to manage and mitigate risk with a focus on total spend.

New usage of space

Following the pandemic, some organisations are already considering what type of occupiers will take office space and what that office space will be used for and during what times of the day. With it comes a review of how the service they provide needs to adapt to the new expectations. The changing model will reflect the new usage of buildings and public spaces. The workspace has been changing and with it, the skills and profile of the people are also changing.

There is an ever-increasing expectation in customer experience, which needs to be overlaid with the protection aspects of our role and reflected in the calibre of personnel deployed. Each person needs to be as unique as the asset they protect. For example, open spaces and mixed-use developments demand new skills such as behavioural recognition, crowded place management, loading bay management, counter terrorism and hostile vehicle mitigation. The opportunity to demonstrate our expertise and overlay security in our client’s operational model is upon us.

The role of technology

Technology such as CCTV monitoring, access control and intelligence is critical to enhancing security and has a significant role to play in our response to the pandemic and beyond. The optimal way to create safe and secure environments is to combine the expertise of people with the deployment of the best technology. Effective utilisation of cameras, detectors and alarms, enables businesses to identify threats and respond proportionately and appropriately.

Partnership

The response to the pandemic will continue to benefit from collaborative information sharing and engagement between the police and private sector. Partnership working has been ongoing for many years, including joint testing and exercising. The City of London Police and the Metropolitan Police Service, for example, have liaised for many years with the private sector.  Since the turn of the year, the recently formed City Security Council has been a highly effective vehicle for collaboration both across security providers themselves and with police, ambulance and fire services. Likewise, TINYg has developed strong, cross-sector, strategic relationships in the area of counter terrorism and major incident response. As we move through this pandemic, transport and social unrest are major risks that will demand support in all directions. An effective response can only benefit from established relationships.

Through adversity has come opportunity

Security has re-established itself as an essential service. As a sector, we face a challenging yet positive opportunity to address the threats to our industry, never forgetting our core purpose of protecting places, people and lives in a rapidly changing world.

Paul Harvey

Executive Director

Ward Security

www.ward-security.co.uk

To see additional articles from Ward Security, please see their profile in our Companies directory: Ward Security

We also provide a selection of articles from the City Security Council and City of London Police  in our Police & Partnerships category.

The post Security guarding and COVID-19 pandemic appeared first on City Security Magazine.

As business restarts, the security industry continues to adapt at pace to a changing world and to demonstrate the key role it plays.

Security officers have really stepped up to the plate since the start of the lockdown – evidenced by the fact that they were designated key worker status by the Government.

The British Security Industry Association (BSIA), in partnership with the Security Commonwealth and the Security Institute, is looking to capitalise on all the great work undertaken by security officers with a campaign to raise awareness amongst the public. The timing makes perfect sense, because as buildings reopen security officers are going to have a more prominent role than ever before in how workplaces, shops, pubs, hotels and public spaces function.

The future of guarding

Everyone in the security industry understands that there is a lot more to the job than simply being on guard, but that’s usually as much as the public sees. That’s already starting to change as supermarkets and other shops that were operating during the lockdown had security to help manage social distancing and queuing.

As workplaces reopen, officers may be called upon by businesses to enforce protocols such as one-way systems, and helping secure areas of a building that remain closed while occupancy is at less than 100 per cent.

Security officers will also have additional front-of-house responsibilities, most notably administering temperature checks with handheld devices. It’s not inconceivable that officers may sometimes be met with aggression or hostility, especially if someone registers a temperature above the threshold and is asked to leave the premises.

Even though the lockdown is easing, a lot of people are still on edge; many will consider being able to return to the office a big milestone in a return to normality. Being turned away because of a high temperature could lead to raised tensions so officers will need to be calm and tactful as they explain why they are unable to permit someone to enter a building.

In retail, now that mask wearing has been mandated for all shops, many businesses will be asking their security personnel to ensure that customers abide by the regulations. We’ve all seen viral videos of people angrily refusing to wear a mask and again it will fall to security officers to deal with these situations in a professional manner.

These new roles will see officers further develop their skill sets, especially soft skills. They will also further develop their expertise in the implementation and management of environments, and be able to quickly adapt depending on the setting.

Of course, there are many buildings that remain vacant or partially closed, and security has a key role to play in these settings too.

Security of empty premises

When the Government announcement in March requested that anyone who could work from home should do so, almost overnight thousands of offices became vacant. When non-essential retail outlets, along with pubs and restaurants, were ordered to close soon after, thousands more properties emptied out.

All of these properties needed to be secured and so the industry saw a surge in need for personnel to physically guard or visit sites.

Workplaces had been vacated with such haste that plenty of expensive IT equipment and sensitive files had not been properly secured. Retail outlets hadn’t had time to move stock into storage and so needed security solutions immediately.

Many security providers were quick to respond and secure buildings with a mix of in-person and technology solutions. Officers have become well-versed in making decisions  based on quality technology and their own sound judgement.

It will take some time for all parts of the business world to fully restart, and in the meantime there will be many vacant premises that need security. The industry has months of experience of looking after such properties and so should be consulted about how best  to manage this alongside other security solutions.

Collaborate and listen

For businesses to benefit most from the wide-ranging expertise of officers, they must look to their security providers as partners and develop a strong relationship. A solid business relationship is always the foundation of successful work. Now, it’s absolutely critical to ensure that security officers fully understand their roles, remit and the lengths they should go to in enforcing new protocols.

Likewise, businesses must bring security providers into the conversation around the reopening and running of a building. This is a real opportunity for the industry to demonstrate its know-how and become a key business partner for the long-term.

Many businesses are now looking at reducing costs as they look to shore up their finances following the lockdown. The security industry needs to demonstrate its importance or providers risk seeing their workload cut back.

Ironically, it may be that those providers with the better solutions have to fight the hardest. Good security can mean danger is identified and averted before it happens; for a client, they may see that as there being no danger and therefore no need to spend as much on security.

The industry needs to be proactive in its solutions and present options that reduce costs without compromising on risk.

Technological Security

Technology will play a major role in the industry in the years ahead. At Amulet, we’re seeing an increased demand for smarter solutions to complement our officers. Confidence in tech is growing but security providers still need to demonstrate its value at every opportunity.

One value is cost reduction. There are certain functions that can be carried out by technology, such as remote monitoring with CCTV cameras, that can replace the need for a physical presence.

Technology can also provide valuable data analytics which can help to inform future strategies. Cameras with analytics provide 24/7 coverage, while analysis of incidents can help create a proactive solution to avoid a repeat in the future. Data analysis can also provide specific alerts to situations, allowing providers to respond with the correct measures.

By taking the initiative and proposing smarter solutions, rather than waiting to be asked, security providers can show that they have their clients’ best interests at heart, in terms of providing both the best solution and the most cost-effective one.

The cost of quality security

Costs can only be reduced to a certain point – officers remain a vital component of any solution and they need training and ongoing professional development. On those sites where we have made the greatest investment in training, we see higher levels of engagement among officers in their role and their work.

It’s important to highlight this to clients and for the industry to continue with campaigns like that being run by the BSIA. The more we can shine a spotlight on our officers and the outstanding work they do, the better placed we will be to develop long-lasting partnerships with clients.

I take great pride in seeing the work that both my colleagues and the security industry as a whole have done to keep the country stable since March. I’m sure that as this work continues the BSIA campaign will be successful and the industry will receive the recognition it deserves from the public.

Darren Read

Managing Director

Amulet

www.amulet.co.uk

The post Security industry supports business through pandemic appeared first on City Security Magazine.

Following the attacks on the World Trade Centre and the Pentagon on 9/11, 70,000 people self-presented in North Manhattan from all over the United States to assist the emergency services in any way they could.

This caused a number of logistical issues and as a result, research was carried out to identify what would be required in such events and what available assets could be immediately available to emergency response.

In the United Kingdom, Project Unicorn was formed to carry out that research into available assets at times of emergency. One of the key findings was that there were 50,000 security officers in the Greater London area who were identified as a potential asset (Key Worker). Often these officers had previous military experience, which if harnessed correctly could greatly support the emergency services at times of need.

From this, the seeds of Project Griffin grew and many thousands of security officers have benefitted from direct training from police forces worldwide. Further training in the UK, such as ACT, and the development of Behavioural Detection Officers (BDOs) under police guidance (Operation Servator) show the increased respect that security officers are held in by the police themselves. Security officers for many years have acted as “the eyes and ears” of law enforcement and have been accepted as trusted partners in receiving intelligence through groups such as the Crime Prevention Association (CPA) and Cross-sector Safety and Security Communication (CSSC).

Unfortunately, this acknowledgement of the true value of security officers in our communities has not always resulted in the recognition they deserve in terms of respect, terms, conditions and indeed, rates of pay.

The emergence of COVID-19 raised questions over the designation of “Key Worker” status for many industries and roles in the UK.

Throughout the UK, a large number of corporate offices and retail stores have been forced to close, with millions of pounds of both equipment and data being left unattended, making already prime targets even more enticing for criminals.

The eventual economic impact of COVID-19 is not yet fully understood, but keeping vital parts of infrastructure secure needs to be a high priority for our Government moving forward.

Security officers right now, may play an even more important role in deterring thefts from vacant buildings and offices and ensuring our police forces are not distracted from the other vital jobs they undertake to keep the population safe. Pressure from various associations within the security industry for clarification on the definition of “Key Workers” resulted in a statement by James Brokenshire, Minister of State for Security at the Home Office:

“Security and Fire Safety personnel can play a vital role at this time of national challenge. People working in these sectors who are essential to national infrastructure are ‘Key Workers’ for the purpose of the Government’s guidance on COVID-19.”

The inclusion of UK security professionals in the Key Worker bracket has been welcomed throughout the industry and sets an important precedent for the future. Today the industry is a highly competitive place, with many companies involved in a race to be the cheapest option available, driving prices, pay and thus level of service down. This not only impacts the businesses operating, but also the thousands of people and families who rely on this industry as their main source of income.

For a long time, these low pay rates combined with long hours have resulted in an industry with a high turnover of staff. To now be granted Key Worker status will hopefully bring about change and set a standard in which the reputation of the industry can be built upon.

Within the City of London alone it’s estimated there are close to 10,000 security-related staff operating each week, and this announcement has helped to ensure thousands of those employees will remain in work and continue to provide for their families through a crisis when worries of job security are at the highest they have been in recent history.

COVID-19 testing has now been pushed out across the UK to all Key Workers who are showing symptoms of the virus. Various academic studies recently highlighted security officers as being at a higher risk than the general public, partly due to the high proportion of men in the industry, who we know are becoming infected at a higher rate than women.

Access to testing provides additional support to our workforce and peace of mind that should they need one, they will be prioritised. With a large proportion of security officers still working around the clock, while other workers are safe at home, the government’s decision on this has been welcomed across the industry and gives employers assurance that their staff are being protected

Moving forward, the government’s recognition of the importance of security guards will only benefit our industry in the long term. Security officers are some of the most dedicated and hardworking individuals in the UK, and to be in the same group as those working on the front line in the NHS and police officers working to keep us safe, is a justice to the work they do.

Keeping corporate offices, retail shops and, most importantly during this time, hospitals and care centres safe is a vital part of infrastructure that has never had the deserved recognition in mainstream media that other jobs in the economy have had. Security officers are often the first line of defence to deter criminals and prevent crime.

The government’s decision to recognise our staff for the importance of their work provides a foundation for the future where our industry can be recognised for the vital role it plays in keeping people safe.

Scott Gough

Managing Director, UniTrust Protection Services (UK) Ltd.

www.unitrust.co.uk

The post Security officers as ‘key workers’ – the benefits appeared first on City Security Magazine.

The essential contribution of agency labour providers to the security industry can be undermined by poor practice. Can a new code of practice address the best interests of security buyers and agency workers?

Buyers and providers of guarding services face potential risks in utilising agency labour in the industry.  It’s well known that commercial guarding services providers across a variety of security functions, including duties related to the protection and safety of public events, upscale their staffing resources when required.

The use of flexible labour in both the security guarding and events management sectors is common practice, and enhances providers’ operational efficiency and effectiveness. This operational reality, when professionally managed, ensures security standards are maintained and not compromised, whilst fulfilling contractual requirements.

Upscaling – the dangers

Yet, too often, inadequate management procedures linked to the scoping of additional security officers pose a risk to the safety and security of the public, by prejudicing the integrity of the supply chain, so offering unwelcome scope for rogue labour and/or worker exploitation.

The wider risk for event organisers and other buyers such as facilities owners and site managers is clear: the consequence of poor labour practice, resulting in a security breach, could lead to a loss of public confidence and damage their future business prospects.

In essence, the labour supply chain flexibility that, whether we realise it or not, we rely on to keep us safe, can have hidden ‘weak links’ which, if breached, can have attendant consequences: fallout for buyers, for service providers, for those employed through such working arrangements, and the general public. In the worst-case scenarios, rogue labour could have devastating results.

It’s become increasingly clear that there is a lack of ‘end-to-end’ oversight to fully address this risk. So, how can buyers have confidence their main security contractor’s supply chain is all it’s cracked up to be?

Squaring the circle

NSI, a UKAS accredited Certification Body in the Guarding Services market, approves organisations against British standards, ensuring they operate accordingly. Over the last two years, it has seen sufficient risk in the market to justify development of a Code of Practice and an approval scheme that both protects buyers and allows guarding providers to independently demonstrate their labour supply chain’s integrity.

In the context of feedback received regarding poor practices potentially compromising industry credibility, in 2019 NSI engaged with the Gangmasters and Labour Abuse Authority (GLAA), a government body that works in partnership to protect vulnerable and exploited workers.

Its teams investigate labour exploitation across all sectors in England and Wales, covering offences against the Gangmasters (Licensing) Act 2004, the Employment Agency Act 1973, the National Minimum Wage Act 1998 and the Modern Slavery Act 2015. The GLAA has highlighted sectors vulnerable to labour exploitation as including those with sub-contracting arrangements, since they are harder to monitor.

A workable and practical means of addressing this risk has been a priority, through the development of a new draft Code of Practice, NCP 119, for the ‘Provision of labour in the security and events sector’.  This addresses, and in a sense challenges, labour providers’ processes regarding, for example, the adequacy of screening checks, the monitoring of deployed security guard SIA licences, adherence to Working Time Regulations, compliance with minimum wage regulations, and checks on right to work and employment status. In short, it addresses rogue labour.

Best practice procedures

The new Code of Practice has been developed to enable Guarding Services providers to demand robust and professional employment practices from their labour providers, by requiring them to adopt and seek approval from NSI.  In this way organisations providing labour to security companies will be able to demonstrate best practice by holding independent certification in the scope of ‘Provision of labour in the security and events sector’.

By definition, use of the term ‘labour provision’ applies to activities which are described as bought-in-labour, licensed or unlicensed, as well as labour employed and/or supplied by a third party to temporarily supplement the contracting company’s own workforce. Its scope covers all labour provision to NSI Gold and Silver approved companies operating in the regulated security and events sector.

Importantly, approval to the Code by supply chain partners will demonstrate to buyers of services an end-to-end supply chain commitment to meeting statutory and legislative requirements, as well as meeting certain relevant environmental, social and governance criteria in the provision of services delivered.

These requirements include measures related to best practice in terms of organisational structure, finances, payroll, insurance and premises. They also include personnel, sale of services, operations and documentation, training and record-keeping. Companies procuring additional labour to support service delivery on their contracts will shortly be able to require labour providers to obtain a Certificate of Approval to NCP 119.

The intent is to ensure, and demonstrate to buyers, that professional standards and staff welfare are maintained, whilst ensuring that risks associated with weak supply chains are actively addressed on an ongoing basis, protecting the general public and security officers alike.

Richard Jenkins

Chief Executive,

National Security Inspectorate

www.nsi.org.uk

The post NSI new code of practice for security agency providers appeared first on City Security Magazine.

The role of security officers in protecting people and buildings is ever changing.  Today’s modern security officer is trained to be resilient and much more than boots on the ground. Just how is the industry evolving and how can security officers be trained to act as first responders in times of critical incidents?

 The Commissioner of the City of London Police, Ian Dyson, recently highlighted at the launch of the City Security Council (CSC) the growing importance of security officers working in collaboration and in support of police officers as first responders in times of crisis and major incidents. His view is a popular one that is shared by many within the security industry, since we are the providers of the people who are very often at the centre of crises and the first people making decisions when incidents happen.

How our security officers act and react in the heat of a moment can be critical to gaining positive outcomes. Similarly, how quickly and efficiently we use mechanisms to share information between other security companies and the emergency services.

Sharing Information and Collaboration

Since the establishment of the CSC we have worked hard to build on this and develop fast and efficient ways to disseminate and cascade information through the ranks from the bottom up and top down.

The extent of the collaboration now across the security industry shows there is a great appetite for joined-up thinking and working which not only improves the benefit of security for our clients but the overall safety of our nation.

Physical Attacks

While we are getting better at this coordinated communication response, we are also seeking new ways of working that improve our physical response. There is a need for this to happen, particularly with the disturbing surge in chemical and acid attacks in the UK.

According to the Acid Survivors Trust International (ASTI) the UK continues to have one of the highest rates of acid attacks per capita in the world. Knife crime and gun crime are also widespread. While it makes depressing reading, we must act on these statistics.

Physical attacks happen either as part of organised crime or random targeting, which makes it hard to know when they might occur. However, we know where they occur. They are happening at street level and generally where our officers are patrolling or are in close proximity to, which means we need to be prepared to respond.

Training security officers

While situational awareness, being in tune with our environment and being switched on to unusual occurrences is important, it is only part of the key to being a good first responder to any attack. Training beyond SIA security officer licensing requirements and providing ongoing continuous professional development is essential.

In my view, it is imperative we invest in training our officers to know far more than the basics. They need to know the latest trends in criminal behaviour and criminal thinking and have access to the right emergency kit to help them deal with situations.

We must provide medical training, beyond basic first aid to non-medical staff. Learnings from major terrorism attacks such as the Boston Marathon show that despite heavy casualties the survival rate of victims from serious injuries was significant and credited to the immediate lifesaving actions of police and bystanders. Some security providers have their own training academies, to share the-indepth knowledge they have with others.

They also run regular scenario-based testing with their teams on the ground. Running ‘mock up’ exercises improves performance so that in an emergency reactions become natural. Practices such as automatically switching comms to dedicated radio channels, using text messages and monitoring WhatsApp groups set up for critical incidents mean everyone on the ground works together from the start of an incident.

Mental Health First Aid

Another area that is increasingly useful for first responders to be trained in is mental health first aid awareness. Having the knowledge to be able to spot someone who has or is developing a mental health issue and understanding the sensitivities around handling that person can often be the first step in intervening before it escalates.

Being a first responder is a hugely responsible and critical role.

Our security officers are relied upon by thousands of people to help them and it is refreshing to see the industry collaborating, reacting and evolving to rise to the new challenges that are often presented to them every day.

David Ward, Chief Executive Officer, Ward Security

www.ward-security.co.uk

See also the Security Management archive of articles, in particular articles on Guarding.

The post Security Officer as first responder appeared first on City Security Magazine.

Steve Gardner, Head of Security, OCS, discusses the future of the manned guarding industry and why it should embrace rather than fear the latest technology.

There is much said about the disruptive power of technology and conversation around it usually takes two distinct paths. Some discuss how it will help to make our personal and professionals lives better by streamlining processes and taking on the repetitive tasks that require precision. Others will be more concerned, querying the ethical limits and wondering whether it will one day replace large portions of the workforce.

It’s hardly surprising that these conversations seem to be growing in number. Technology now infiltrates every aspect of our daily lives; whether it’s digital assistants in the home or use of artificial intelligence at work, there is now a better, ‘smarter’ solution for every task.

This pace of change combined with a multitude of emerging threats and global upheaval has naturally asked questions of the security industry, and in particular of manned guarding.

• How will the role of security officer change as technology becomes more powerful?
• Can we completely trust technology to keep people safe?
• Will there even be a need for manned guarding in the not-too-distant future?

Twenty years ago, these kinds of questions would have seemed preposterous, yet now they require a thorough examination. Cyber security and threats in the digital realm continue to dominate the headlines, leading some to double-down on their belief that emerging technologies will eventually replace huge swathes of the manned guarding labour market. It’s clear from the way the most powerful security technology is being used today, however, that this view is misguided and will likely remain so well into the 21st century.

A true panoramic view

Until recently, CCTV technology had largely remained unchanged since it was first invented in 1942, save for some minor improvements in resolution and storage capacity. But an unprecedent threat level, especially at capacity-crowd events, has forced rapid advances in the field of camera monitoring. Today, security companies can make use of multifocal, ultra-HD cameras to comprehensively monitor huge fields of activity. Some models are now able to record entire stadiums at international events like the 2018 World Cup in Russia and elite athletics at the Olympiastadion in Berlin.

In some sense, these new cameras represents a sea change for the security industry.

Unlike traditional camera models, this new technology is able to monitor specific high-risk areas while still maintaining a total field of view. It can be partnered with artificial intelligence software to profile stadium crowds, proactively determining risks before they develop into something serious, and it can also be linked to turnstiles to stop banned individuals from entering arenas.

To the uninitiated, this may sound like a death knell for a huge majority of manned guarding jobs at capacity-crowd events. Some clients might argue why so much budget needs to be given to physical security when installation of this technology would work as well, if not better, than the hundreds of people who are working on the ground. Indeed, a need to ‘sweat the asset’ has led many clients to already make this decision, dropping their manned guard service in favour of something more ‘streamlined’.

Experiences of using this type of camera at different events, however, suggest that this would be a mistake. In our experience of using this kind of camera across a number of different high-volume events like concerts and Premier League football games, there has been an obvious need to partner the technology with ‘traditional’ security provision. Not only because it’s unable to physically intervene if anything occurs, but also because it works best when partnered with a manned guard’s innate sense of risk. In short, you only get a true ‘panoramic view’ when the physical and digital realms work collaboratively.

‘People plus’

Proposing that large-scale events will always need a proportionate amount of manned guards may seem like a glib point to make, but it does point to a more profound industry issue: the need for training to develop at pace with the latest innovations. While it’s safe to assume that clients’ use of security technology will rise, the same cannot be said for the manned guard whose training responds best to 20th-century threats.

This is an especially important point when considering recent cyber attacks that have spilled over into the physical world. One such case in Germany, for example, saw hackers gaining access to a steel mill’s safety control system. Once inside, these people then proceeded to shut down parts of the plant’s manufacturing equipment, causing ‘massive’ amounts of damage. Stories like this not only reiterate the importance of a physical security presence at sensitive facilities but also the need for officers to be taught how to recognise, learn and ultimately pre-empt new threats.

What’s needed, then, is a ‘people plus’ model, whereby security officers are developed to recognise the unforeseen risks that emerge as a result of increasing digitisation.

In adopting this model, we can assure manned guarding’s relevance in the 21st century, while also making the world a safer place.

In the future there will surely be cases where it makes complete sense to replace people with technology, from both a business and safety perspective. For now, though, it appears the security officer is here to stay, so long as its remit moves with the times.

Steve Gardner

Head of Security,

OCS

For related articles, Guarding, security management and security technology.

The post Will technology replace the security guard? appeared first on City Security Magazine.

We asked Barry Dawson, Operations Director, Wilson James: How can the security industry adapt to meet the challenges in 2019 and beyond?

Barry Dawson, Operations Director, Wilson James

Security has changed

The realities of the 21st century require organisations to maintain a broad understanding of the evolving risks to people, property, assets and reputations. Security is no longer a matter of capable, but relatively simple, manned guard offerings; security organisations must pre-empt and respond to counter terrorism, cyber-attacks, heightened media attention and old-fashioned human error.

At its heart, the security industry is a people business

It goes without saying that investment in technology and information is vital. But while the technology that underpins our industry is developing fast, it has not yet achieved or exceeded the role of human judgement or decision-making. At its heart, the security industry in 2019 is a people business. In addition to investing in new technological solutions, it is important that security providers who wish not only to stay relevant but to drive innovation also continue to invest in their people.

Organisations that recognise this fact have the opportunity to shape the future of the workforce by developing a generation of subject matter experts in the security field. Employers who take this opportunity seriously are investing in internal training programmes that result in recognised qualifications across a variety of disciplines. Wilson James launched two training programmes in this past year, one designed specifically to provide customer service training (often less available to security officers) and the other to identify and nurture future managers and leadership. This is not a “nice to have” programme, but a serious investment in the future of the business.

Developing soft skills in the security industry

Personal development, “soft skills” and additional qualifications have a vital role to play in the future of the sector. Security organisations which do not provide training opportunities that incorporate these elements are failing to future-proofing themselves against a changing risk climate and evolving client expectations.

Security is responsibility of all

Threats to facilities, people and assets are now broader than ever, and so must our solutions be. Security is no longer the responsibility of a designated few; it has become the responsibility of all. Our clients are not just interested in how we have responded to yesterday’s incidents; they want to know how we intend to protect them against tomorrow’s threats. More than ever, they are looking to the security industry as subject matter experts to advise them and consider their unique challenges when providing a service.

The importance of leadership cannot be overstated. The best way the security industry can prepare for the risks of the future is by taking an innovative and proactive role in developing bespoke solutions rather than trying to sell security as an off-the-shelf product.

Comprehensive approach to security

Our aim should be to support customers in managing their security risk through a comprehensive approach, one that begins long before appointment and extends into a long-term and collaborative partnership. Wilson James has responded to this need by launching a comprehensive Risk Advisory Service, combining consultancy and advisory services, supported by a range of trusted business partners and designed solutions. We have also transformed an existing call centre function into a 24-7 Operations Support Centre, with capabilities ranging from people management to crisis communications and data intelligence monitoring.

Drive to innovate

There will always be a role for “traditional” guarding services, but without the strategic engagement with clients to respond to challenges and drive necessary innovation, there is a risk of “traditional” becoming “antiquated”. We cannot respond to 21st- century risks with 20th-century offerings.

Security organisations that show themselves capable of providing not just traditional services but true expertise and guidance to their clients – and which invest in the development of a workforce who can supply the complex solutions required of the modern age – will succeed. Those that do not will find themselves unable to address the risks that they are hired to manage.

The post The security industry in 2019 appeared first on City Security Magazine.