FMJ.CO.UK SECURITY FOCUS
DECEMBER/JANUARY 2020 41
AGILE RESPONSE
As we all know, the role of a security o icer is
a far stretch from what is generally portrayed
in fiction: a heap of muscle, placed at a doorway
to intimidate visitors or sat before a bank of CCTV
screens. E ective security is vastly more complex
than manning doors, and in the current climate,
the role is becoming even more multifaceted.
The number and nature of security incidents are
increasing, meaning that o icers need to be prepared
for anything. The global impact of terrorism has
brought real threats close to home. The traumas of
7/7 and the devastating attacks on London Bridge
and Borough Market have changed the way security
is implemented across the world, especially within
high-risk capital cities.
The rapid development and falling costs of
technology are changing expectations. Smart devices
are able to report data in real time, changing the
nature of accountability and deployment. Not only
is the role of a security o icer evolving, the nature
of deployment itself has changed. Where once there
may have been o icers at every door to a premises,
cameras and smart sensors can now be used in
combination with fewer more highly trained o icers.
O icers also have access to real-time workforce
apps that provide a platform to raise concerns,
communicate with management, and access HR
information at the click of a button. This facilitates
knowledge sharing, connects the workforce and
streamlines processes.
Adoption of technology isn’t universal across the
industry, but it’s getting there. It’s a game-changer,
but only if implemented properly. You can’t simply
replace o icers with sensors and cameras. O icers
need to work alongside technology in an integrated
way, with the specialised training to manage this and
adapt to all situations.
Security o icers’ roles are changing in other ways,
with security o en blended with front of house
services. Security o icers may act as a first point
of contact for members of the public, for example
manning a reception desk or giving directions at the
entrance to an o ice building. Poorly trained and
unhelpful o icers can reflect badly on a client’s brand
image.
This is why it’s important to ensure that guards are
all licensed by the Security Industry Authority (SIA)
and have completed extensive in-house manned
guarding training to the highest industry standards.
This ensures that customers receive a level of service
that always meets their exact requirements.
Corps Security provides comprehensive security and
premises training. Each o icer also completes client
induction training so they can successfully present
themselves as brand ambassadors by embodying the
client’s values. O icers need to be able to adapt their
presentation according to their client.
Security personnel working at a high-end boutique,
for example, will present themselves di erently and
fulfil a di erent role from those working at a hospital
or an events venue. Every client demands something
unique. Some merge security and reception roles
and require someone highly personable. Other
clients prefer a more traditional, quiet and somewhat
imposing o icer.
In popular tourist destinations, o icers should be
able to assist the public with knowledge about local
attractions and amenities. We ensure such o icers
have access to multilingual tourist information and
maps in pocket site guides.
TALENT POOL
The security role has, in a sense, become threefold,
combining traditional security with enough
technological expertise to integrate manned guarding
with smart security and a front of house role. Sadly,
the industry has not attracted a broad talent pool
in recent years, partly because the pay for o icers is
relatively low when considering how much expertise
is increasingly required.
Legislative changes in other sectors have driven
wage increases. Wages have not risen as much in the
security sector, which can make the profession less
attractive. Manned guarding can also require o icers
to work unsociable hours and with a degree of risk
involved. When security companies find the right
person, it’s important to value them all the more.
In addition, the sector as a whole faces challenges:
margins are being squeezed and there is ever-present
pressure to demonstrate value for money. When
security is working well, nothing happens. There
is nothing to show the client because there have
been no serious incidences and no disruption to the
business. This means that the value of security work
is hard to quantify and can go unnoticed. Without
hard data, some clients remain to be convinced of the
value of their investment, regardless of the quality of
their personnel.
New threats are emerging, technology is developing
and dropping in price, and o icers are filling broader
roles. The security industry has to adapt to all of
these changes, but it has always been agile. Security
providers need to nurture teams of loyal people with
talent and a willingness to learn, adapt, and evolve.
SECURITY INDUSTRY AUTHORITY
The SIA is the organisation responsible for
regulating the private security industry in the
UK, reporting to the home secretary under
the terms of the Private Security Industry
Act 2001. Its main duties are the compulsory
licensing of individuals undertaking designated
activities, and managing the voluntary Approved
Contractor Scheme.
For more information visit
www.sia.homeo ice.gov.uk
Seetan Varsani, Regional Operations Director at Corps Security,
on the evolving role of the security offi cer
/www.sia.homeoffice.gov.uk
