The building of a security culture is the framework for the private security industry’s success, writes Gary Stanton, pictured, Managing Director of the guarding company Atlas Security.
An organisation’s physical security programme forms the foundation for safeguarding its people, assets, and facilities from those with harmful intentions. Security personnel remain a crucial element within this comprehensive security framework. In my journey within the security industry over the past decade, I have witnessed exponential growth driven by ever-evolving threats and complex security landscapes. A crucial element has been neglect-ed amidst this progress, implementing a culture that empowers security personnel. One thing is critical for the industry to have holistic growth, it must take the opportunity to move beyond a purely technical approach and wholeheartedly embrace a “people-centric” strategy. By understanding that security personnel are, in fact, the industry’s most valuable asset, we unlock a powerful and cost-effective way to maximise security effectiveness.
The private security industry is on a steady growth path, with IBIS World forecasting a compound annual growth rate of 0.8 per cent to £8.8 billion by 2023-24. This trend is likely fuelled by the increasing number of public sector organisations outsourcing security functions to private companies. For 2023, the British Security Industry Association (BSIA) reported that the UK will require over 60,000 new security officers to meet soaring demand. Despite the challenges, this growth presents an opportunity for the industry to evolve and improve.
To understand the importance of security culture, a global survey by the Security Research Initiative, Perpetuity Research and Consultancy International (PRCI) garnered responses from security professionals across 31 countries. The UK security sector had the most significant representation, with 171 participants. The findings of the survey were published in 2023 and brought to attention how employees viewed recent trends in creating a strong security culture, with 86pc agreed or strongly agreed that ‘when security teams are under-staffed, it is more difficult to maintain a positive security culture’, a further 77pc agreed or strongly agreed that ‘high levels of staff turnover and the use of temporary staff are making it harder to ensure everyone follows security requirements’, and 46pc agreed or strongly agreed that ‘the workforce of an organisation are generally more focused on requirements for cyber/information security than physical security’.
Considering this report, I firmly believe that the security industry must prioritise creating a healthy balance between the industry and its employees. This balance should drive the industry forward while keeping the well-being of its employees at the core. The industry’s approach and values are crucial to building a culture that mirrors those of its security services. Building a dynamic and robust security culture can allow employees to be engaged and take further responsibility, reporting fewer incidents, more security consciousness, and assistance in risk mitigation.
In my experience, senior management is the critical driver of security culture. Their backing is vital for securing the necessary resources to maintain or improve the culture within the organisation. There should be objective monitoring mechanisms to ensure that a culture is consistently being promoted for employees. According to International Security Ligue, the barriers to a strong security culture are a lack of senior-level ‘buy-in’ and financial investment. Executives managing private security organisations are responsible for bridging the gap between the current and desired culture.
Training and awareness are crucial to ensuring that employees are at the centre of the company culture. Communication plays a pivotal role in building a sustainable culture. Private security compa-nies need to involve employees in the company’s strategy and objectives. Involving employees ex-tends a level of trust and strengthens the employees’ belief that they are valuable members of the organisation.
Reflecting on the security industry’s multi-faceted future, it provides the perfect opportunity to redefine its employee culture and move away from the status quo. Changing the culture within the industry isn’t a choice but a necessity. The private security industry must find a pragmatic approach to de-fining its culture that continually provides continuous support. The key to creating value is collaboration among senior leaders and employees, which includes capitalising on opportunities and mitigating problems. This strategic approach recognises the evolving nature of the industry, where the ability to adapt and cultivate meaningful connections may prove more vital than relying solely on predictive measures.
I believe that the private security industry’s success hinges on valuing and empowering its employees. While creating an employee-centric culture may seem challenging, it paves the way for a more resilient and responsive security framework. This, in turn, benefits businesses and the entire industry. When employees feel valued, the services they provide gain intrinsic worth. Their pride in their work translates into stronger client relationships, ultimately elevating the security industry further.
