RiskUKNovember2017

Opinion: Security Business Sector Insight
officers can be deployed more effectively and
helps them provide a better level of service.
Added value
A security strategy can only ever be as effective
as the people charged with implementing it on
a day-to-day basis. The aforementioned
‘intelligent guarding’ approach combines
technology, and the data produced by it, with
people who are able to deal with the outputs of
these systems. As we’ve stated on previous
occasions, knowledge about loss prevention,
report writing, behavioural analysis and
profiling, Health and Safety, data and
intelligence gathering and First Aid, in tandem
with excellent customer service skills, is now
vital for the modern security officer, as is their
ability to work and function as part of a team
with non-security based personnel.
Likewise, in these uncertain times the threat
posed by terrorist activity must be taken
seriously and there are obviously some
locations at higher risk of attack than others.
Again, those with specialist training in counterterrorism
strategies will be able to undertake
an appraisal of the threat posed and outline the
communications system, infrastructure and
decision-making processes necessary in the
event of an attack.
It’s by focusing on the development of these
skills that the overall worth of the security
officer’s role can be elevated. Investing in
employees ensures that they’re given the
requisite knowledge to develop their careers.
This facilitates a virtuous circle, whereby if a
company looks after its employees, those
employees will look after its customers who, in
turn (and by retaining the security company’s
services long-term), will enhance profitability.
It also engenders a corporate ethos of
inclusivity, pride, loyalty and commitment, as
well as increasing staff retention.
Upping the game
If this concept is promoted, acknowledged and
accepted then margins might start to improve
and, as a result, more talented individuals will
consider working in the security business
sector as an attractive career choice. It could
also start to tackle the lack of diversity in terms
of gender, ethnicity and age in the industry,
which is nothing short of shocking.
If a security officer doesn’t possess the skills,
talent and basic training needed to use the
technology-based tools at their disposal, then
at the end of the day the concept of intelligent
guarding will never progress.
However, it mustn’t be forgotten that, above
all else, security guarding is a people-focused
service. The key to long-term success involves
bringing the two worlds together.
Added to that, with so much change
happening in the industry, knowledge provision
shouldn't be seen as a ‘quick fix’. On the
contrary, companies must invest in the
Continuing Professional Development of their
employees and create a culture of ongoing
improvement. This means that employees will
perform to the standards required. It’s the kind
of expertise that can literally be the difference
between life and death.
The security industry clearly has much to do
in terms of increasing the professionalism of
those working within it, but at times can be its
own worst enemy. A business sector that
employs in excess of 350,000 professional and
licensed operatives should be doing much more
to address the negative perceptions held of it
within wider society. There’s currently a distinct
lack of knowledge and appreciation for the role
that security personnel play in keeping people,
property and assets safe.
Sadly, it would appear that trade bodies have
little interest in promoting the positives of the
security guarding sector. Therefore, the security
services industry must do more to communicate
the positives it offers. Frankly, if it doesn’t do so
then it will continue to struggle attracting high
quality individuals from what’s now a rapidly
diminishing pool of talent.
Looking ahead
The commoditisation of security services and
those who perform them is by no means a
recent phenomenon and, to a greater or lesser
extent, the industry only has itself to blame. It
needs to adapt in order to meet the demands of
the future through innovative ways of working
which are already offering Return on
Investment, while also elevating the position of
security officers and increasing their pay.
Although some customers will always expect
‘champagne for beer money’, forward-thinking
organisations across a diverse array of vertical
sectors are already beginning to realise the
benefits of information sharing and appreciate
precisely why skilled security personnel are
worth the investment.
It’s therefore beholden upon security service
providers to build on this by investing in their
people and offering them the types of careers
deserving of such a vital role.
Graham Allison: Managing
Director of Cardinal Security
*Security Business Sector Insight
is the space where members of
Cardinal Security’s management
team examine current and often
key-critical issues directly
affecting today’s companies and
their customers. The thoughts and
opinions expressed here are
intended to generate debate and
discussion among practitioners
within the professional security
and risk management sectors. If
you would like to make comment
on the views outlined on these
pages, please send an e-mail to:
brian.sims@risk-uk.com
**Cardinal Security was formed
back in 2003 and is a privatelyowned
company delivering
innovative security solutions
throughout the UK, Europe and the
US. The business is a leading
supplier of security officers, store
detectives and key holding to the
retail and logistics industry and
works with many well-known
brands including Arcadia, Asda,
Dixons Carphone, Footasylum,
House of Fraser, Morrisons and UK
Mail. Cardinal Security is a
Security Industry Authority
Approved Contractor and in the Top
5% of all security providers
“A sector that employs in excess of 350,000 professional
and licensed operatives should be doing much more to
address the negative perceptions held of it in wider society”
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