Security
FM and the procurement and management of security services PDF Print E-mail
Written by David Brooksbank, Fellow, Security Institute, 2008   

There is a growing need to ensure that an organisation's security provision adopts a proactive approach to the protection of assets and staff, says David Brooksbank.

  • Which members of the security profession are required to be licensed?
  • What are some key points when negotiating the procurement of security services?

For many organisations terrorism, threats to security, natural disasters and cyber dangers have brought about a rapid and extensive change in the way they operate.

Business leaders are looking at ways to improve their readiness and responses to address these concerns and at the same time reduce the risk.

The right balance between mitigating threats and the ability to respond to them is crucial in ensuring the safety of assets and staff.

The security services sector in the UK is a growth industry, employing up to half a million people.

It is also a sector that is becoming increasingly recognised as a crucial resource in supporting the police in their fight against crime and terrorism.

The whole security climate has changed since the attack on the Twin Towers in New York, and this has moved the threat of terrorism to buildings as well as public space and transport infrastructure up the government and corporate agenda.

The Security Industry Authority


The Security Industry Act of 2001 created a mandate for a regulatory body, the Security Industry Authority (SIA) to be formed and set up in April 2003, but the full impact on the security provider did not occur until 2006.

One of the SIA's tasks is to oversee the licensing of certain members of the security profession, notably in manned guarding.

The Security Industry Act dictates that anyone who provides unlicensed contract security personnel is operating illegally and commits a criminal offence. In addition, the security guard also commits the offence of being unlicensed.

The SIA keeps a register of those who are required to be licensed. The members of the security profession that require a licence includes guards and in particular those who work in security guarding, in-house guarding, cash and valuables in transit, door supervision, public place surveillance and close protection services.

Also, the SIA recognises the importance of a security profession being dependable and well trained to support the security needs of the public, as well as public and private enterprise. This is the context in which the procurement of manned guarding services takes place within FM.

The procurement process


Managers of organisations look to purchasing goods and engaging service providers in order to manage and control costs and manage risks by removing vulnerabilities in the value chain.

These are no less important when engaging security services. It is paramount that the procurement activity is not isolated to one individual, so a number of people must be involved to inform the buying decision.

Independent consultancy services are available to assist with the procurement of all types of security procurement and to conduct security audits and recommendations.

The key is to develop a robust security profile that considers the impact of security risk upon all of the business.

The security provision must have an appropriate balance between human and technological resources. Security services also need to be cost-effective and proportionate to the risk.

The Security Industry Act, through its regulatory body the SIA, will no doubt continue to raise standards within the contract security business.

However, a consequence of the rise in standards may be the increase in manned security costs to the end-user.

Defining security requirements is a key part of the process of procurement of services. The key points before negotiation with providers include:
  • The nature of the security risk and the exact impact that security provision can make to negate or reduce these risks;
  • The benefit of using accredited suppliers rather than employing in-house security staff;
  • Whether those who quoted the minimum price are able to provide all the services required and deliver on all aspects of the contract;
  • What a good supplier may supply;
  • What a poor supplier will or may not supply;
  • Why an overarching security strategy is important.

The proposed specification needs to form the basis of negotiation with the security provider.

It is important the security provider is clear about the services that are required.

Moreover, at this stage it is important to ensure that the provider is able to provide the services your organisation needs e.g. the searching of staff where high-value goods are produced or stored within the premises or elsewhere.

It is important too to be provided with details of the provider's organisation that includes their provision of staff training, staff sickness management, rules about staff deportment and their contract management philosophy so as to encourage trust between the client and supplier.

Choosing the right provider and negotiating the contract


There are a multitude of security services providers in the UK. Some are major operators in the field; others are small but well established, well respected and proficient.

However, whichever company is chosen, its operating standard must preferably be compliant with British Standard 7499 (Manned Guarding Services) and BS 7858 (Screening Services). Compliance with these should (but will not exclusively) ensure good quality of service.

Their ability to guarantee that Criminal Records Bureau (CRB) checks are current (see below) may also influence the decision to use their services or not.

When negotiating the contract, the types of clauses used needs to be considered. Attention needs to be paid to clauses that might affect the level of service provided. Also, it is important for the client to discuss any clauses they wish to be inserted into the contract.

In addition, at this point it is important to ensure that the staff that are provided by the security company are engaged for the sole purpose of your contract.

Permanent staff are easier to manage and will negate the need to train them in company procedures and practices. Also, permanent staff will become familiar with the organisation's employees.

It is important the facilities, procurement or security manager is satisfied the contacted security members of staff:
  • Are licensed by the SIA;
  • Are employed having undergone effective screening that complies with BS 7858;
  • Have undergone a Criminal Records Bureau check and that the individual's record is current (it must be noted here that a CRB check can become invalid the day after it has been processed e.g. where someone has been convicted of a criminal offence after the date of the previous check);
  • Have received recognised job training or are working towards recognised accredited training;
  • Are committed to being smart, timely and conscientious - the security officer might be the first impression one gets of your organisation;
  • Are of a suitable character that is appropriate to the environment they are likely to be working in e.g. are they public facing, and if so, do they have the necessary customer service skills to present and maintain the right image and perform duties with a minimum of supervision?

Contract management


Service level agreements are becoming increasingly important to success in defining the relationship between the client and security provider.

The document must define the functional parameters surrounding service and quality. Procedures such as performance indicators need to be in place so that it is explained to the security provider how the performance of their services will be appraised.

Once appointed to the organisation, in the main, the security officer will be responsible to the organisation's management in respect of their duties.

Therefore, it follows that the security staff be told who is responsible for their management while at work. The officer's deployment must remain within the parameters negotiated within the contract.

However, where a significant change in duties is required, the security provider must be informed and the terms of the contract redefined where necessary - though the supplier may reserve the right to object to the duties of the officer to be redefined.

Central to the efficient functioning of security staff, particularly those will a full-time contractual commitment, is that they are acting as in-organisation personnel.

Therefore, it is important they attend any internal training that is relevant to their job e.g. fire escape location, evacuation procedures and so on.

Also, it is important that security staff are made aware of any localised policies in respect of violence at work, reporting incidents, health and safety, sexual harassment, culture and diversity, and so on.

It will be easy for them to claim ignorance if they have not received appropriate in-house induction training.

The outsourcing of manned security services is a procurement move that should not be taken lightly.

Good service provision will enhance the security of assets and staff, will provide reassurance to visitors and will deter those criminal elements who seek to undermine the success of the organisation through practices such as dishonesty, breaches of data protection and the passing of sensitive company information to outside sources or competitors.

David Brooksbank is a former police officer, a trainer and consultant and a Fellow of the Security Institute. Please visit www.security-institute.org
 
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