As we reported in 2001 and 2006, Bruce Thomas, head of security for the Greene King pub company (pubco), delivers ‘managing the risk’ training for pub managers, assistant managers and supervisers.
He discusses the indoor smoking ban that became law last year, and tough trading on the high street, and what effect it might have on pub retail workplace conflict.
Many pubs will tell you that sales are down as a result of the smoking ban. Add the usual retail competition, and the pubco that has the best ‘smoking solutions’ will survive best. Pubs have had to adapt to manage drinkers. As Bruce says, while a pub may have an extension to open until midnight, a condition may be that the pub is not allowed to keep its smoking area – if it is in a garden, say – open after 10pm. That means a pub manager has to ask customers inside. In some places, Bruce adds, a condition of the licence may be that customers cannot take their drink outside with them, for a smoke.
The indoor cigarette ban, then, has changed the dynamic of many pubs. A pub may have a plasma screen in the outside smoking area, which may draw dozens of customers during a sports event. It may be more difficult to supervise drinkers outside than inside, which may make it more difficult for door staff to spot drug dealing or cannabis use or drinks-spiking.
Some risks may be out of the hands of an individual publican. One police licensing officer described what he termed the ‘unintended consequences’ of the ban to Professional Security. If a town’s pubs do not have a smoking area, drinkers may have to go onto the street, which could lead to violence with young men at another pub. How a town or city’s pubs are mixed may create disorder. Pubs aimed at young drinkers with ‘deep discounting’ if mixed with more upmarket places for older diners may lead to youths behaving better due to the mere presence of others – ‘natural surveillance’, to use the term. If pubs aimed at young drinkers are next to each other, making a ‘circuit’, that could store up trouble.
Below in outline is the one-day risk course. Bruce, a former Met Police officer, was head of protection services at Allied Domecq. He has run a pilot scheme of the training for bar staff. He hopes to offer computer-based training, which would fit better with bar staff, who largely work part-time.
Setting the context – national statistics linked with Greene King (GK) Pub Co stats, risk rating by sectors within private and public organisations and aim of course.
Reducing the risk – Maintaining vigilance, managing background factors and flashpoints and hospitality management. Housekeeping standards, standards of personal presentation and behaviour, upkeep of pub environment, maintaining pub rules, form and style of talking to customers and managing staff as team.
Hospitality – why it works – based on statistical information, a positive factor in reducing the risk and promoting and building the business.
Illegal drugs – presentation on substances, which includes viewing samples, the link with illegal drug use or supply, and possible conflict and violence. All legal aspects, preparation of delegates for NLC (National Licensees Certificate) exam (British Institute of Innkeeping, www.bii.org). GK Pub Co policy on procedures for dealing with and reporting of illegal drug use or supply
Resolving conflict – three stage process of calming, persuading and closing, this includes non verbal communication (body language), both one to one and group dynamics, which includes information on ethnic groups, such as travellers and gypsies, east European groups. The non-legal and legal aspects of barring, physical intervention and reasonable force. The Health and Safety Executive definition of violence and GK Pub Co definition of violence.
Controlling anxiety and anticipating violence – reading the signs, how to present self physically when dealing with potential conflict. Relaxation techniques and dealing with normal stress factors within job role. Deep relaxation, physical tension control, emergency anxiety control and breathing control.
Managing the aftermath – description of PTSD (post traumatic stress disorder), the symptoms and consequences. Dealing with staff and customers post incidents. Use and informing PR company after any incident. Employee’s assistance programme and counselling issues. Procedure, reporting all incidents.
Review, discussion and question and answer.
