Alexis Potter, pictured, Managing Director of the site security surveillance product company and temporary CCTV tower installer, BauWatch UK, offers some ideas about how to get a team to take security seriously.
Whether you run a convenience store, pop-up, or growing online business, security is usually top of mind for business owners. That’s because they have a better understanding of the consequences they’ll face if security protocols falter. But for employees at the coalface, this isn’t always clear – and in the mix of daily tasks, it can slip down the priority list. Every organisation has, or should have, a security culture. This can be either good or bad, and when challenges arise, it’s because the existing culture is not safeguarding the business from harm.
Employees are both at risk and also have some responsibility. How can you empower your employees to help protect your business? Transforming this situation to achieve something fit for purpose requires consistency and an ongoing, targeted approach. Change takes time and requires constant communication and message reinforcement to people at all levels. As Managing Director of a site security company, I’ve seen good and bad practices across the construction industry. Here are my golden rules.
Inspire
Too often best practice comms are boring, jargon-heavy, and confusing. While this is ticking the box, it won’t be changing behaviour. Instead, remember the principles of persuasion, and that people don’t like to be ‘told’. There are seven principles of persuasion (devised by Cialdini) which are reciprocity, scarcity, authority, commitment, consistency, liking, and consensus. By understanding these rules, you can use them to create more secure sites.
Be visual, be funny, and use the unexpected. While the topic is serious, you can still adopt a light touch. Using humour creates a bonding experience which makes attitudinal shift possible and longer lasting. It’s tempting to regard security protocol as solely an on-site matter. While this is important, the head and back offices play an important role as culture is set from the top. Leaders have to walk the walk, modelling excellent security behaviour at all times, not only on the construction site but elsewhere in their businesses.
Reporting
Employees and subcontractors also need to be able to speak truth to power, call stop on jobs where they feel unsafe, and feel free to speak up when they can see how things can be improved. Create a positive reporting culture where people can flag and log risks, crimes, and threats of crime, knowing managers will listen and act upon what they’re told.
If something is identified as risky then act upon it, and ensure there’s a way to guarantee this risk is not found elsewhere. Once again, inform those involved of changes made and that any necessary training happens.
Training
On a fast-paced project with complex supply chains, clear communication is the crucial starting point for a robust security strategy. Regular, systematic training is a must to empower teams to safeguard construction sites. The importance of site security has to be clearly demonstrated to your team with a standardised site induction, and training records should be maintained digitally and physically. Each session should include a security angle, with informal toolbox talks at every site. Keep it simple. Remind teams of straightforward best practice measures like removing keys from machinery, storing them in locked boxes, and ensuring gates are locked to prevent easily avoidable incidents.
Effective communication also extends beyond the site. It’s vital for on-site workers to collaborate with off-site support from security providers, such as CCTV monitoring teams. Often, when they’re unaware that sites are vacant, problems occur, and opportunistic thieves strike. Adding to this, it’s crucial teams in the field make security providers aware of working patterns, especially when things change to prevent false alarms.
The team
Personal accountability matters. Reward workers who improve security performance and recognise their efforts. Involve employees in the security decision-making process instead of dictating new policies and priorities. When instituting a new control, explain to affected workers why they are being asked to change what they normally do and what success will look like.
