RiskUKDecember2017

jantan

Security Services: Best Practice Casebook

Non-compliance is simply not a risk you can

take in the security industry and yet it does

happen. If you choose not to go beyond the

base level requirements of ‘the inspected’ you

will only see what you ‘expect’ to see. You will

not learn and develop beyond those very basic

requirements necessary to ensure protective

security systems remain fit for purpose.

Not being compliant with screening

procedures, for example, could mean a

company aids the infiltration of staff who

shouldn’t be deployed in the security industry.

This could be anyone from a person with a

criminal record to an individual with terrorist

links. Take this to its conclusion and you can

see why it’s so vitally important to get it right.

The best compliance procedures and systems

should be easy to understand and use, logical,

valid and add value to the business rather than

hindering its progress. A great compliance

manager is someone who doesn’t view things

in black and white, but will assess each

situation in a measured way, using experience

and knowledge of the boundaries to reach

acceptable solutions for both the company’s

clients and operating businesses.

Implementing Best Practice

Compliance frameworks often vary in design,

but they all have the same purpose: to ensure

that established ‘rules’ are followed in order to

safeguard people and the business.

Furthermore, a good compliance framework will

provide a platform for engagement with staff

and encouraging the right behaviours and

agreeable ways of working.

By developing conformance into our

compliance framework, we’re able to engage

and motivate staff, improve our working

practices and overall performance and establish

protective security systems relevant to both the

defined need and assessed risk.

In my role as a compliance manager, I work

from a compliance framework that outlines our

quality assurance process and provides the

basis of what I need to examine. This process

needs to remain robust in order to ensure

continual improvement in what we do. Our

documents and managed processes that

formulate our compliance framework are

designed to achieve such an outcome.

Working through our quality assurance

process, I’m able to more effectively review our

sites’ key documents and systems and better

observe operating practices. This process has

several key components, beginning with how a

given site is complying with the contractual

agreements in place that defines what we have

agreed to deliver as a service.

Second, I’m able to identify and examine key

documents such as security plans, procedures

and those records required to meet the varied

regulations and standards that govern the

private security industry. At Wilson James, we

maintain certification to a number of standards

including ISO 9001, ISO 14001 and OHSAS

18001. Within our ISO 9001 certification are

included the Codes of Practice BS 7499, BS

7858, BS 7958 and BS 7960. These relate to

security guarding, the screening of security

staff, CCTV management and door supervision.

Finally, and importantly, we incorporate our

own internal company standards that enable us

to ‘deep dive’ into the protective security

systems in use and determine their individual

and collective effectiveness. Our quality

assurance process incorporates all of these

standards to ensure that the ‘rules’ and Best

Practice are regularly examined.

Plugging any gaps

The contents of the British and ISO Standards

listed above are wide-ranging. For us, rather

than just being ‘compliant’ in terms of

delivering a service, the whole business is

examined at Board level to not only capture our

compliance obligations, but also to fully

understand the personal opinions of the people

working for us and the quality of the varied

systems in use. This ensures that any gaps are

quickly identified and filled.

Compliance reaches into the heart of our

company finances, our attitude towards

Corporate Social Responsibility, equality,

diversity and inclusion and our approach to

new legislation such as the Modern Slavery Act.

Of great importance is the fact that our

compliance framework allows us to recognise

how we must continually change in order to

professionalise our security service offerings

and meet the challenges presented by what is a

dynamic working environment. We have to

address the risk profile so as to safeguard our

customers’ interests.

For us, the compliance framework is about far

more than an audit. Rather, it provides the

foundation upon which to govern the business

and drive our direction to continuously improve

upon what it is that we do and how we do it.

The framework is a platform from which we can

continually improve what we do as a business.

Darren Ward:

Business Performance

Director at Wilson James

“Compliance reaches into the heart of our company

finances, our attitude towards Corporate Social

Responsibility, equality, diversity and inclusion and our

approach towards new legislation”

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