Solutions must come from within

Enhancing image, service quality and working conditions have remained central issues for the manned security sector for a number of years, but in truth progress has been slow in spite of concerted efforts by industry bodies and individual guarding companies. However, the advent of the Security Industry Authority (SIA) and the licensing process has now considerably changed the dynamic. Regulation will certainly be an important catalyst for enhanced standards and levels of professionalism.

At this stage, the full extent of the SIA's influence cannot be truly ascertained. Issues such as the policing of its licensing scheme, what standards suppliers must achieve in order to be accepted on to the Approved Contractors Scheme and if (and when) in-house personnel will be required to undergo licensing will all be hugely important in determining the nature and timing of final outcomes.

However, one thing is certain. Whatever the impact of the SIA's activities, it's unrealistic to expect this organisation to assume total responsibility for service quality, and it's most certainly not its remit to determine the commercial characteristics of the manned security sector.

We must all actively participate in raising standards. The current emphasis on licensing of security officers shouldn't distract us from the fact that professional standards need to be raised among all categories of personnel, including managers and company directors.

Labour versus The Solution
One of the most damaging perceptions is the way in which many contractors are seen (and indeed often see themselves!) as glorified recruitment agencies. Contracts are placed on the basis of labour supply, rather than the solution or integrated services available.

The tendering process is perceived as obtaining a commodity at the lowest possible price. An approach which is commonly accepted by the contractor and perpetuates the wholly negative spiral of lack of investment in personnel, inadequate training, poor working conditions and high staff turnover.

Manned security companies need to turn around this situation such that they're seen as a source of expertise rather than just a supplier of bodies. One of the major ways of adding value to the security service is to improve the knowledge base of those who actually sell the service to clients. Whatever companies' achievements have been in terms of growing the business, there's always going to be an insidious weakness if staff don't possess the necessary levels of knowledge.

If a prospective client suggests an approach that may cause problems down the line, the sales person may be unaware of this or will not be able to argue the case. Eagerness to close the sale can lead to saying 'Yes' to everything without qualification, causing problems for operational staff.

A greater understanding
Enhancing staff's understanding of general security and risk management (as well as operational issues) will help in gaining the confidence of clients, while at the same time assisting suppliers in devising innovative solutions that genuinely meet client needs.

One of the most damaging perceptions is the way in which many contractors are seen (and indeed often see themselves!) as glorified recruitment agencies. Contracts are placed on the basis of labour su pply, rather than the solution or integrated services a

What risks are clients actually facing, and how might manned security companies be best deployed to tackle them? Are 12-hour shifts really the best option for all clients? Do we actually need the same people on duty at 2.00 am as are needed to close the building at 7.00 pm? And what use might we be able to make of new technology?

We shouldn't constantly be worrying about the number of guarding hours our businesses can sell, but rather begin to value our operations in terms of client retention levels and concentrate on the provision of a quality, bespoke service.

Of course, there's also an obvious opportunity to extend the value-added approach to the security officer, who can play a more pro-active role in the risk management process in relation, for example, to Health and Safety, First Aid and fire protection.

Purchasers and service providers will not be able to skirt around the issue of contract prices for much longer. Where manned security companies' structures and standards aren't in line with the requirements of licensing under the terms and conditions laid down by the SIA, necessary modifications will mean that costs increase by 10-30%. Even well prepared businesses will see their costs rise by 5-10%.

Companies will simply not be able to absorb these increases. Suppliers and customers must work together to mitigate these costs while maintaining (and enhancing) service quality.

A proper partnership based on high professional standards is the answer. I'd like to see a situation develop whereby the client has a clear idea of what they need and want in terms of security strategy and processes. Rather than being told what to do, the service provider then develops solutions to meet specific needs.

Contractor and end user should regularly discuss whether the client business and its security needs have changed, and whether and how the nature of the service needs modifying.