RiskUKMarch2018

The Changing Face of Security Services: The ‘Total FM’ Approach
Security’s Eggs and the ‘Total FM’ Basket
One of the biggest
changes confronting
the security industry is
an increasing
association with the
FM world. While much
of this association has
realised very positive
consequences, it can
also be said to present
several challenges.
Some trepidation is
required to avoid any
negative fall-out that
might result from
being caught up in the
‘Total FM’ tide, writes
Amanda McCloskey
Amanda McCloskey:
Sales and Marketing Director
for CIS Security and CIS Front
of House
30
www.risk-uk.com
As an industry, we’ve had to brace our profit
margins as a result of the bundled service
approach to which some customers are
attracted. On the flip side, the increased
competition can be seen to be a driver for ‘out
of the box’ thinking. It can also mean improved
collaboration between security and other soft
services, subsequently resulting in added value
for the end user customer.
However, the extent of our integration is
debatable. Security is a skilled and educated
profession in its own right. Evolving threats
such as terrorism and cyber crime mean that
security requires even more specialist skills,
‘ear to the ground’ expertise and continued
training and development than ever before.
The recent collapse of facilities management
(FM) giant Carillion reminded me of the ‘eggs in
one basket’ proverb. Questions are now being
asked about how this very public crash could
have been allowed to happen to such a large
organisation presumed to be operating
alongside some of the most rigorous worldclass
financial experts. Was it a case of too
many cooks and not enough real responsibility
and accountability, perhaps?
In terms of the security role within an
organisation, what happens if the security
function fails compared to, say, the cleaning or
the waste management operation? It’s
undeniable that any significant security failures
are potentially crippling for any organisation.
Fascinating complexity
FM is a sector which is developing quickly and
with fascinating complexity. Some customers
may benefit from total FM handling, but most
organisations who operate in the corporate,
cultural and education sectors take risks in
doing so because of the implications of a ‘Total
FM tsunami’. Just because functions are
grouped under the facility manager’s role in a
given building/company, it doesn’t necessarily
follow suit that they should be grouped and
managed by the same supplier.
Physical and Intellectual Property are some
of the weightiest portions of the assets of an
organisation at the professional end of the
market with which I work, not to mention the
Health and Safety of its users. How can anyone
with a true stake in their business really entrust
responsibility for this to a bundled FM service
provider who may contract out the work to a
potentially inexperienced, poorly vetted
company prepared to risk property losses or PR
catastrophes – perhaps even the ultimate
safety of users – for a profit?
Looking at the situation that has transpired
at Carillion of late, one wonders how many
individuals at the top were noticing problems
and asking questions, and whether something
could have been done earlier. A quick scan of
some ‘Employer Review’ websites reveals a
pattern of entries reporting a perceived lack of
managerial visibility and support.
Nurturing a culture
Any accomplished security company will know
that modern security isn’t just about managing
security officers. It’s also focused on cultivating
and nurturing a security culture which actively
extends the reach of security managers and
officers outwards and into the realms of the
host of our services: the end user.
In today’s climate, this means significant
effort in developing relationships and
communication channels between security
teams and their end users. It also means
regular engagement with targeted training for
end users, encouraging daily chats to build
trust and share knowledge about current
threats and conveying the reporting of general
observations into the norm.
Without wishing to undermine the value of
some FM functions, I do feel that a better
balance should be struck such that security
matters are not dwarfed by other more
‘showbiz’ FM-centric features such as interior
design or sustainability.
It’s our responsibility as leaders in the
security business sector to share stories about
what’s going on in our world and both
encourage and incentivise innovation among
our rising stars. Subsequently, this will enable
us to better reflect and relay how far we’ve
come, as well as generate excitement about the
promising path ahead of us.