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Security Services: Best Practice Casebook<br />

Non-compliance is simply not a risk you can<br />

take in the security industry and yet it does<br />

happen. If you choose not to go beyond the<br />

base level requirements of ‘the inspected’ you<br />

will only see what you ‘expect’ to see. You will<br />

not learn and develop beyond those very basic<br />

requirements necessary to ensure protective<br />

security systems remain fit for purpose.<br />

Not being compliant with screening<br />

procedures, for example, could mean a<br />

company aids the infiltration of staff who<br />

shouldn’t be deployed in the security industry.<br />

This could be anyone from a person with a<br />

criminal record to an individual with terrorist<br />

links. Take this to its conclusion and you can<br />

see why it’s so vitally important to get it right.<br />

The best compliance procedures and systems<br />

should be easy to understand and use, logical,<br />

valid and add value to the business rather than<br />

hindering its progress. A great compliance<br />

manager is someone who doesn’t view things<br />

in black and white, but will assess each<br />

situation in a measured way, using experience<br />

and knowledge of the boundaries to reach<br />

acceptable solutions for both the company’s<br />

clients and operating businesses.<br />

Implementing Best Practice<br />

Compliance frameworks often vary in design,<br />

but they all have the same purpose: to ensure<br />

that established ‘rules’ are followed in order to<br />

safeguard people and the business.<br />

Furthermore, a good compliance framework will<br />

provide a platform for engagement with staff<br />

and encouraging the right behaviours and<br />

agreeable ways of working.<br />

By developing conformance into our<br />

compliance framework, we’re able to engage<br />

and motivate staff, improve our working<br />

practices and overall performance and establish<br />

protective security systems relevant to both the<br />

defined need and assessed risk.<br />

In my role as a compliance manager, I work<br />

from a compliance framework that outlines our<br />

quality assurance process and provides the<br />

basis of what I need to examine. This process<br />

needs to remain robust in order to ensure<br />

continual improvement in what we do. Our<br />

documents and managed processes that<br />

formulate our compliance framework are<br />

designed to achieve such an outcome.<br />

Working through our quality assurance<br />

process, I’m able to more effectively review our<br />

sites’ key documents and systems and better<br />

observe operating practices. This process has<br />

several key components, beginning with how a<br />

given site is complying with the contractual<br />

agreements in place that defines what we have<br />

agreed to deliver as a service.<br />

Second, I’m able to identify and examine key<br />

documents such as security plans, procedures<br />

and those records required to meet the varied<br />

regulations and standards that govern the<br />

private security industry. At Wilson James, we<br />

maintain certification to a number of standards<br />

including ISO 9001, ISO 14001 and OHSAS<br />

18001. Within our ISO 9001 certification are<br />

included the Codes of Practice BS 7499, BS<br />

7858, BS 7958 and BS 7960. These relate to<br />

security guarding, the screening of security<br />

staff, CCTV management and door supervision.<br />

Finally, and importantly, we incorporate our<br />

own internal company standards that enable us<br />

to ‘deep dive’ into the protective security<br />

systems in use and determine their individual<br />

and collective effectiveness. Our quality<br />

assurance process incorporates all of these<br />

standards to ensure that the ‘rules’ and Best<br />

Practice are regularly examined.<br />

Plugging any gaps<br />

The contents of the British and ISO Standards<br />

listed above are wide-ranging. For us, rather<br />

than just being ‘compliant’ in terms of<br />

delivering a service, the whole business is<br />

examined at Board level to not only capture our<br />

compliance obligations, but also to fully<br />

understand the personal opinions of the people<br />

working for us and the quality of the varied<br />

systems in use. This ensures that any gaps are<br />

quickly identified and filled.<br />

Compliance reaches into the heart of our<br />

company finances, our attitude towards<br />

Corporate Social Responsibility, equality,<br />

diversity and inclusion and our approach to<br />

new legislation such as the Modern Slavery Act.<br />

Of great importance is the fact that our<br />

compliance framework allows us to recognise<br />

how we must continually change in order to<br />

professionalise our security service offerings<br />

and meet the challenges presented by what is a<br />

dynamic working environment. We have to<br />

address the risk profile so as to safeguard our<br />

customers’ interests.<br />

For us, the compliance framework is about far<br />

more than an audit. Rather, it provides the<br />

foundation upon which to govern the business<br />

and drive our direction to continuously improve<br />

upon what it is that we do and how we do it.<br />

The framework is a platform from which we can<br />

continually improve what we do as a business.<br />

Darren Ward:<br />

Business Performance<br />

Director at Wilson James<br />

“Compliance reaches into the heart of our company<br />

finances, our attitude towards Corporate Social<br />

Responsibility, equality, diversity and inclusion and our<br />

approach towards new legislation”<br />

45<br />


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