Davies has been involved in delivering the highest profile security and building control projects within the UK over the last 20 years, working for some of the largest corporates within this space.  His background is as a strategist and he will be expanding upon the business sectors that the company currently addresses.

When asked about his reason for choosing to work with Corps Security, Ralph said: The opportunity to be able to influence and mould a developing market for Corps was a key factor for my decision.  My approach will focus on advising customers on ways they can improve business technology and realise a better return on investment”.

Ralph is hoping to use his skill set, which combines intelligent building solutions with advanced security monitoring, in order to really make a difference at Corps.

He continues: “The technology that Corps Security employs within its monitoring centre is probably the best I’ve seen, focusing on open system technologies, which will provide the team and I with so many opportunities to grow the business.   The company also truly values its employees, evidenced by its award winning Colleague Charter that sets out its unique ‘circle of care’”.

According to CEO, Peter Webster: “Ralph is a very welcome addition to our team and I am looking forward to his creative input that I am sure will have a really positive impact on our business.”

For further information please contact Corps Security on 0207 566 0500 or E:  info@corpssecurity.co.uk

The 27th of November could certainly be deemed a success in the Corps Security calendar as it scooped two top awards in two prestigious award ceremonies simultaneously.

Firstly at the SaBRE Defence Employer Recognition Scheme event the company was presented with a silver award in national recognition of its commitment to the Armed Forces.  Held on board the HMS President, The Defence Employer recognition scheme rewards and recognises UK employers for their support and commitment towards Defence.  The scheme encompasses gold, silver and bronze awards for employer organisations which pledge, demonstrate or advocate support to the Defence community and align their values and activities with the Armed Forces Corporate Covenant.  Silver award holders demonstrate support for Defence, employing at least one reservist, actively communicating and upholding a positive stance to their employees via established HR policies and procedures.

The second success of the day was at the IFSEC Security & Fire Excellence Awards 2014, where once again Corps Security had its excellence in human resources (HR) recognised by winning the prestigious Inspiration in HR Award. The company was also a finalist in two other categories – Security Guarding Company of the Year and Event Security Team of the Year – at a ceremony and gala dinner, which took place at the famous Hilton Hotel in Park Lane, London.

Now in their sixteenth year, IFSEC’s Security & Fire Excellence Awards celebrate the practitioners and projects that represent the best the industry has to offer. Award entries were judged by a panel of independent experts from all areas of the fire and security sector including end users, academics and the police.

The Inspiration in HR Award acknowledges the outstanding work of HR teams and recognises those who make a significant impact in terms of management and corporate performance. Corps Security’s success follows its triumph in the same category in 2012 and cements its position as a pioneer in employee engagement, care and career progression within the security industry.

Corps Security’s nomination was based on the achievements of its HR team when tasked with assessing the wider needs and concerns of client facing personnel. It devised a bespoke colleague engagement survey called Your View Matters (YVM) and established a range of initiatives to address the needs and concerns that were highlighted.

The completed surveys were analysed and each regional management team was given a presentation by HR summarising the results at both national and regional level. From those presentations each region and branch, in conjunction with HR, devised its own programme and specific written action plan to improve the scores. The measures introduced included team briefing sessions, counselling and bespoke training.

When compared to the previous year’s survey results, this year there were improvements in four of the five categories, with the other category recording the same percentage score as 2013. YVM has had an overwhelmingly positive effect on Corps Security’s operation, with contract retention at its highest ever level, shift fulfilment consistently over 99 per cent and employee turnover at just under eight per cent.

After installing these two new additions into the ever expanding award cabinet Corps Security’s chief executive, Peter Webster, commented, ‘I’m incredibly proud of the teams that have been involved in securing these awards. We continually invest in our people so they get the knowledge and skills they need to advance their careers and I’m delighted that there is an external mechanism that also acknowledges their achievements in this way.’

For further information please contact Corps Security on 0207 566 0500 or E:  info@corpssecurity.co.uk

It was the third time that Scotland had hosted the Commonwealth Games, and there was enormous public interest and support for it. Featuring 17 sports over 11 days of competition, 261 different medal events took place in 14 individual venues on three compact site clusters to the east, south and west of the city centre.

With such a busy competition agenda and a high density of people in and around the venues, ensuring the safety of athletes, spectators and officials, as well as property and assets, was of paramount importance. As a result, Glasgow 2014 recognised the need to use specialist security solutions experts, which is why Corps Security was appointed in January 2014 to provide event security and related services for the Glasgow Green Precinct and nearby Holiday Inn.

‘The Glasgow Green Precinct was the venue for the finish of the marathon as well as the cycling time trials and road races,’ explains Jason Taylor, Corps Security’s event sales and marketing manager. ‘Our key operational objectives were to maintain safety and security in the immediate environment, provide support to the venue management team throughout the deployment, and ensure that any live broadcasts were not disrupted. Meanwhile, at the Holiday Inn, we were tasked with maintaining a safe environment for members of the International Boxing Federation (IBF), who resided there.’

Corps Security has significant experience in providing event management and crowd safety services, which have to abide by strict health and safety legislation. Dedicated to professionalism in this area, members of the company’s senior management team are currently undertaking crowd safety management degrees at Bucks New University, enabling it to boast some of the most well qualified personnel in the sector.

Soon after being awarded the contract, Corps Security began preparing its strategy with the appointment of a project group, comprising experts from across the organisation. Taylor comments, ‘With the project team in place we then initiated a vigorous and robust recruitment process, with the thorough assessment and screening of 853 potential candidates, of which we appointed approximately 60. After being chosen for their particular skills and expertise, the selected individuals were given additional event specific training, with 23 courses completed across the UK by four trainers over a total of 1,344 hours. Also during this time, we were asked if we could undertake additional security based tasks by Glasgow 2014, which we politely declined, as we felt there was not enough time to carry out a thorough recruitment and training process for any additional candidates.’

Deployment began on 16th June and at its peak 117 Corps Security licensed officers were in operation, carrying out a variety of roles including crowd safety, event CCTV monitoring, VIP and athlete protection and general event security.

Explaining some of the challenges faced, Taylor states, ‘We needed to maintain an excellent standard of reliability and colleague engagement throughout. This was achieved through the implementation of a consistent management structure and allocation of duties, which was also helped by a fantastic attitude demonstrated by all members of the team. I’m particularly pleased to report that we achieved 100 per cent attendance throughout the period of deployment, which concluded on 15thAugust. This is remarkable given that 2,075 shifts were completed.’

Corps Security was one of 17 security and crowd safety service providers working at Glasgow 2014. This necessitated cooperation and collaboration between these organisations but also meant that each was able to provide personnel of the highest calibre. Ultimately, this proved an enormously successful strategy and demonstrated the lessons learnt from the problems experienced at the London 2012 Olympic and Paralympic Games.

Bert van Horck , Head of Event Services at G2014 is delighted with the role Corps Security played in the success of the XX Commonwealth Games, and concludes, ‘I was thoroughly impressed with the professionalism displayed and the way that officers carried out their tasks in an effective, efficient and polite manner at all times. The company is clearly a leader in its field and was able to deliver a quality service in the uniquely pressurised environment of a high profile global sporting event.’

Subsequent to its work on this project Corps Security’s Commonwealth Games Event team has been nominated as the ‘Event Security Team of the Year’ in the Security & Fire Excellence Awards 2014.

For further information please contact Corps Security on 0207 566 0500 or E:  info@corpssecurity.co.uk

Severe is the second highest of five possible UK threat levels that have been used by the government since 2006 to warn of terrorist activity. It indicates the likelihood of a terrorist attack in the UK is highly likely, although speaking at the time Theresa May stressed that there was no information to suggest an attack was imminent.

However, Peter Webster believes that all organisations – particularly those with strong links to the USA or UK – must step up their counter terrorism activities. Drawing on his vast knowledge and experience as leader of the nation’s leading provider of specialist security solutions, Peter Webster said, ‘I fully appreciate that this is easier said than done and countering covert threats can be difficult. However, what I find concerning is that there is sometimes a reluctance to look at the bigger picture in terms of identifying the reasons that a particular organisation could be a target, where a threat might originate from and what to do about it.’

Peter Webster argues that the key to effective preventative action is for companies to undertake a comprehensive risk and threat assessment. He concluded, ‘One of the main barriers to effective security is a “silo mentality” rather than an inclusive policy of shared thinking, planning and action using the concept of convergence of security risk. Adopting this approach will require some organisations to re-examine their existing security strategies but it is only by doing so that they will be in the best possible position to address this clear and present danger.’

For further information please contact Corps Security on 0207 566 0500 or E:  info@corpssecurity.co.uk

With an early evening start at the Corps Security headquarters in Cowcross Street, London, the team took it in turns on a static rowing machine to row all through the night and all of the following day.

The team, which included Gary Broad, Rob Hill and Jason Taylor, were in full view of passers by throughout the gruelling event and £200 of the money raised resulted from public donations who dropped money into collection buckets on the street.

The money will be evenly split between the company’s chosen charity – the Royal Marines Charitable Trust Fund – and the individuals’ preferred charities which are the Birmingham Children’s Hospital, Cornwall Air Ambulance Trust and Mind.

Participant Gary Broad said: “We would like to take this opportunity to thank the general public, colleagues and business partners for their support and generosity. It was a really tough challenge but the camaraderie kept us going and we’re delighted with the total amount raised.”

For anyone still wishing to make a donation, please visit the Virgin Money Giving page on http://virginmoneygiving.com/team/CorpsSecurityRowathon .

For further information please contact Corps Security on 0207 566 0500 or E:   info@corpssecurity.co.uk

Corps Security, the leading provider of specialist security solutions, has announced the latest high profile appointment to its senior management team, with Mark Rogers joining as its major account development director.

With a remit to spearhead business development activities across a wide range of new sectors, Mark’s appointment into this newly created role will accelerate the company’s growth strategy and facilitate increased awareness of the diverse services it offers. Through identifying and negotiating new opportunities for service delivery, he will work closely with large corporate clients to promote Corps Security’s ability to provide the knowledge, expertise and best-in-class service that only a security specialist can.

With a long established and highly successful career within the facilities management (FM) sector, Mark joins Corps Security from Compass Group PLC. As a company director, he oversaw the management of the sales and marketing team, a role in which he achieved exceptional organic growth in key target markets including retail, leisure and hospitality.

Mark is confident that he will build on his already impressive achievements in his new role. He commented, ‘Having worked extensively in the FM sector for over 20 years, I’ve long been aware of the important part that efficient and effective security provision plays in keeping customers’ people, property and assets safe. Security has never been more vital than it is today and Corps Security’s ability to offer specialist services that are carried out to the highest possible standards, means that there is enormous potential for the company to experience significant growth in FM and other key sectors by forming long-term working relationships. I’m delighted to have the opportunity to make this happen.’

Mark is particularly impressed with Corps Security’s ability to combine traditional values with a modern approach. With its motto of ‘loyalty, integrity, service’, its fresh, friendly and flexible approach means that it is already the specialist security solutions provider of choice for organisations across a wide range of business and operational sectors.

Welcoming Mark on board, Corps Security’s chief executive, Peter Webster, concluded, ‘Having a background in FM myself, I’ve long been aware of Mark and his exceptional professional achievements. When we decided to appoint a major account development director, he was the ideal candidate and, therefore, I’m thrilled that he has joined us. I’m looking forward to working with him in taking Corps Security to the next level of success.’

For further information please contact Corps Security on 0207 566 0500 or E:   info@corpssecurity.co.uk

Now in their sixteenth year, the BSIA Security Personnel Awards pay tribute to those who go to extra lengths to exceed expectations. James Kelly, chief executive at the BSIA, commented, ‘It is always fantastic to see the high level of achievements within the security industry. The awards are always so hard to judge due to the exceptional standard of applicants, and this year was no exception.’

The Best Team accolade went to Corps Security’s 27 strong contingent operating at the Commando Training Centre Royal Marines (CTCRM) in Lympstone, Devon. With up to 1,500 Royal Marines trainees on-site at any one time, the CTCRM has to be tightly guarded and protected from the possibility of a terrorist or other security threat. The site is extremely busy, with people entering the facility through two main access points on a 24-hour basis.

The Corps Security team is charged with checking personal identity cards and vehicle passes, and carrying out vehicle checks. Not only do the individuals in the team have to work well together, they also enjoy a great relationship and rapport with the staff and trainees at CTCRM. This was recognised by the judges, who identified the team’s ability to communicate effectively, carry out their duties with enthusiasm and flexibility, and ‘go the extra mile’ as important elements of the team’s star quality.

While teamwork is highly valued at Corps Security, so too is the dedication of individual officers. This commitment is exemplified in Leonard Brownsword, who won the Service to the Customer award. The 65-year-old is senior site supervisor at the Joint Service Adventure Sail Training Centre (JSASTC) in Gosport, Hants – a 6.3-acre site that provides sail training for the armed forces.

Len Brownsword has worked on the site for 13 years, and has incorporated himself so effectively into the structure of the site that he is not viewed as a contractor, but rather as one of the permanent staff. This means that he often knows well in advance when events are happening and is able to put procedures or staff in place to deal with them. This is all done with minimal consultation in order to avoid any unnecessary work for the customer.

Extremely effective and highly regarded by whoever he has to deal with, the judges praised his loyalty and determination to provide a service of the highest possible standard, as well as his ability to understand JSASTC’s developing requirements from its security team.

‘We strive to provide our customers with a level of service that is unrivalled elsewhere in the manned guarding sector,’ commented Corps Security’s chief executive, Peter Webster. ‘Having this recognised at the BSIA Security Personnel Awards 2014 is confirmation that we are meeting our objectives and I would like to congratulate both Len Brownsword and the CTCRM team on their awards, which are thoroughly deserved.’

For further information please contact Corps Security on 0207 566 0500  or E:   info@corpssecurity.co.uk

Mike Bluestone, director of security consulting at Corps Security, offers 10 recommendations for SME’s to consider when addressing the protection of people, property and assets.

• Tip 1 – Understand where potential threats could come from

It’s difficult to put measures in place that limit the exposure to risk unless the likely sources of potential threat are identified. There are some locations, organisations and establishments that are at higher risk of attack than others, so be proactive – understand where you sit on the threat scale by looking at whether what you do and where you do it could provoke an attack.

• Tip 2 – Define policies and strategies

Good corporate governance includes well-defined security policies and procedures that minimise the risk of harm to stakeholders. Injury or death caused by a failure to provide a safe and secure environment could lead to prosecution and even charges of corporate manslaughter. Effective staff screening & vetting policies are a must. Get these policies written down and make sure they are understood and acted upon throughout the company.

• Tip 3 – Allocate the necessary budget

Make sure that there is money allocated to security. This is best addressed at the beginning of the financial year and good financial planning will avoid the problem of having to find ‘emergency’ funds.

• Tip 4 – Carry out a comprehensive risk and threat assessment

The only way to accurately gauge the vulnerability of a company is to carry out a comprehensive risk and threat assessment. Undertaking an in-depth analysis of your activities, premises and facilities will allow the most appropriate security solution to be identified. Also, keep aware of what’s happening in the wider world and see whether any events have safety implications for your organisation.

• Tip 5 – Determine who is responsible

Irrespective of the size of an organisation, someone has to take overall responsibility for the security function. This is particularly important in the event of a fire, robbery, explosion or other emergency, as a designated person will need to manage the crisis and make sure that the necessary safety procedures are implemented correctly.

• Tip 6 – Educate internal stakeholders

Once the first five tips have been understood and acted upon, it is then important to educate the entire workforce about the importance of security. Internal or external training will help personnel identify and respond to potential dangers and give them confidence in the organisation’s ability to manage threats appropriately.

• Tip 7 – Be discerning when procuring advice and services

When you seek advice look for professional credentials such as the Chartered Security Professional designation, and or membership of the Security Institute, or Association of Security Consultants. Anyone can call him or herself a security consultant, so ask for references and follow them up. Likewise, when looking to employ an external security service, only use manned guarding companies that are designated as Approved Contractors by the Security Industry Authority (SIA) and make sure that their personnel are licensed.

• Tip 8 – Work together

It is surprising how many businesses don’t communicate with their neighbours. Sharing concerns and passing on information can often help prevent unwanted and antisocial activity, so make sure that those in a particular area are aware any incidents that might affect them. This includes liaising with the police and being aware of local crime trends.

• Tip 9 – Integrate resources

Although CCTV and access control are vital security technologies, it requires human intervention to maximise their potential and integrating resources will result in a more effective solution. Remember to look at the bigger picture – all too often companies that suffer a security breach act in a knee-jerk fashion and simply install a system that doesn’t address their underlying security issues. Don’t make this mistake, as it will lead to a fragmented and dysfunctional system that could also cost a lot of money.

• Tip 10 – Use remote monitoring services

Many companies fail to consider the need for remote monitoring in the event that an in house system becomes compromised. Linking a CCTV system to a remote monitoring centre provides a 24/7/365 service that also ensures that the appropriate response is provided in the event of a fire, break in or other event. Not only does this achieve an enhanced level of security, it also saves money.

TUPE can seem like a daunting prospect for any organisation embarking on a service provision transfer, however, when the process is carried out to the highest possible standards it can offer significant benefits to all concerned. Pat Stringfellow MBE of Corps Security explains why going beyond basic legal compliance will result in a highly motivated and fully engaged workforce.

The Transfer of Undertakings (Protection of Employment) Regulations (TUPE) protect employees’ terms and conditions of employment when a business or service is transferred from one owner or supplier to another. Ensuring that any changeover happens as smoothly as possible requires efficient management, cooperation and communication between the client, the outgoing and incoming service providers, and the employees. Unfortunately, this doesn’t always happen as a matter of course.

The right approach

As all HR professionals are aware, correct processes and procedures underlie everything in employment and there are basic legal measures that must be carried out to comply with TUPE. Any attempt to circumvent the process will leave an organisation exposed to legal action and should be avoided.

However, despite being legally compliant it is not unusual for employees to be viewed as commodities, or even as an inconvenience, during a TUPE transfer. In such circumstances it is no surprise that so many transfers result in dissatisfaction and animosity between the various parties, leading to deterioration in the standard of service provided.

To avoid this happening legal compliance should be viewed as a bare minimum requirement, as adopting a policy of inclusivity, communication, consultation and best practice will be rewarded with a more motivated and engaged workforce – ultimately ensuring that high levels of productivity and service provision are maintained.  In effect, going beyond the ‘letter of the law’ ensures that employees are more engaged and fully motivated; so bringing distinct benefits to the organisation!  A few examples – drawn from our experiences at Corps Security – serve to demonstrate this well.

The finer details

Establishing exactly which personnel fall within the scope of the TUPE transfer must be established as soon as possible and, once this is done, the transferor must prepare employee liability information (ELI) for those who are affected.

This should include the identity and age of the employees, information about any disciplinary or grievance procedures over the previous two years and their statutory particulars of employment. This is, of course, subject to a duty of confidentiality under the Data Protection Act.

However, while ELI does not have to be provided until 14 days before the TUPE transfer, experience shows this is simply not enough time for the transferee to properly plan for the transfer. It is therefore advisable to ask the transferor to provide the ELI as early as possible – and be prepared to ask the client to intervene if the current employer is tardy in providing a response.

Perfect timing

Although TUPE states that the consultation process should be started ‘long enough before the transfer to enable the existing employer to consult the representatives’, this definition is open to a number of different interpretations. It is therefore crucial to start the process as early as possible – if it is started too late then it may not be TUPE compliant. It may also restrict the early establishment of a good relationship between the new employer and their new employee.

Proactively providing information to all relevant parties will result in benefits down the line. Businesses handing employees over are under a legal obligation to inform any affected personnel of the fact that the transfer is to take place, the date or proposed date of the transfer and the reasons behind it. They should also be informed about the legal, economic and social implications of the transfer and where there is a recognised trade union, this process can include representatives from that body.

There is joint liability between the transferor and transferee for any failure to inform and consult, so it is in both parties’ interests to make sure they comply with this obligation. In some, albeit rare, cases where the information is not provided and the case goes to tribunal, it may award up to 13 weeks’ pay to each affected employee. against the company at fault.

A personal touch

Finally, while some companies choose to carry out the consultation procedure by simply sending out a letter, this method lacks the reassurance and ‘personal touch’ that some employees welcome in such a situation. Corps Security, like other forward thinking organisations, considers it best practice to set up face-to-face meetings, followed up by a detailed letter that reiterates the points made. To ensure that the transfer is as seamless as possible it is also a good idea to produce a detailed transition plan that sets out responsibilities and key objectives for all involved.

It is important to remember that for those caught in the middle of the process – the employees – a TUPE transfer can be a very unsettling time. Therefore, not only should the new company do its best to provide them with the appropriate advice and assistance at all key stages, it should use the consultation as an opportunity to demonstrate it is going to be as good, if not better, than the existing employer. We have found that talking about issues such as training, career development and uniform, along with providing the support and visibility of senior management, helps convince personnel that their best interests are at the heart of the process.

Fact of life

TUPE is a fact of life and despite its reputation as a combative process between the transferring parties, it is ultimately designed to protect employees – something that should always be remembered. The challenges facing the various parties involved may differ, but taking the time to go beyond the basic requirements will ensure that employees are motivated, engaged and positive about their situation, while the new service provider will be confident about being able to raise standards of service. Ultimately, a smooth transfer will prove beneficial for all.



Problem solving

Any attempt to ‘bend the rules’ when it comes to TUPE is extremely unwise and could well result in a legal ramifications. Here’s an example of a common scenario and how Corps Security would advise that it should be handled:

Q: We have decided to change the supplier of our security services because of cost factors and the professionalism of the staff that the contractor provides to us. However, as TUPE compliance would mean that the same employees have to remain employed under their present terms and conditions, is it worth changing our supplier?

A: The simple answer is yes. When it comes to the attitude, conduct and professionalism of security personnel, this can be addressed in a variety of positive ways post-TUPE. A company that offers thorough training, good management and supervision will often get the best out of people.

If discipline and conduct has previously been an issue, any disciplinary procedures or grievance procedures will be in the ELI passed between the companies during the consultation process. If positive measures fail to have the desired impact and the problems persist, the new employer can then continue the disciplinary process until a satisfactory conclusion is reached.

The issue of cost is slightly more complicated, as under TUPE all employees must be retained under their existing terms and conditions. However, the new contractor should be able to present to the client TUPE and non-TUPE based recommendations, as well as a detailed suggestion about how the ideal service solution could be reached over a period of time.

Reducing headcount can be addressed in a number of creative and mutually beneficial ways. For instance, employees might be receptive to working on a different job, especially if it is closer to where they live, or they might welcome the opportunity to work different shifts. Employee numbers can also be reduced over time due to staff attrition. The key element here is to include the employees in all relevant discussions and communicate information on a regular basis.

Also, if there are economic, technical or organisational reasons for reducing the number of personnel on a contract, this can be carried out as long as a correct redundancy consultation process is followed. But beware – it is mistakenly believed by some that TUPE has a time limit. Whether TUPE has been flouted one day or one year after the transfer date then the same penalties apply, so it is important to abide by the rules.

For further information please contact Corps Security on 0207 566 0500 or E:  info@corpssecurity.co.uk

Mike Bluestone of Corps Security explains why a comprehensive risk and threat analysis is the only way to ensure that the most appropriate security strategy is implemented.

The commoditisation of security services has had far reaching implications for the safety of people and property, and the preoccupation with lowest cost is increasingly proving to be a false economy. At a time when their security strategies should be watertight, many businesses simply do not have adequate measures in place to counter risks or threats.

The problem often originates from the initial tender process, when all those invited to pitch are asked to attend a site survey at a specific time and subsequently make their recommendations. This process often takes no more than half an hour, with little or no opportunity to ask the right type of in-depth questions that will lead to a comprehensive understanding of what’s required. Even if there was, the fact that all the various competitors are in each other’s company means that raising an issue could result in the loss of a valuable competitive edge.

Incredibly, decisions are made and contracts won or lost on this process alone. While it may be sufficient for a service provider to get a ‘foot in the door’, the service they provide will usually fail to meet the company’s specific requirements, leaving it exposed to risk and potentially out of pocket, as the loss of business continuity can be enormous.

Tenders are often carried out on an ‘as is’ basis because clients are concerned that the cost of implementing measures that are different than those already in place will cost them more. While this can be the case, it is equally possible that it could cost less, as a more streamlined service will be more efficient while also reducing the possibility of attack.


Rather than having a ‘bodies on the ground mentality’ a security solution should be based on a comprehensive risk and threat assessment, and if this can’t be carried out initially it should be conducted as soon as the contract is won. This involves an analysis of an organisation’s activities, premises and facilities, and will address the risk posed to staff, visitors and customers.

Some business sectors are more at risk than others and those operating in, for example, the defence, pharmaceutical and banking industries must be particularly vigilant due to threat posed from anti-war protesters, anti-capitalists, religious extremists and anti-vivisectionists. Organisations that are located near to any of these types of companies, transport hubs, or major utilities such as power stations, could also be at risk.

Empty buildings should also be kept secure as they can be targets for vandalism. Preventative security is the only way to maintain a deterrent effect that will reduce the likelihood of criminal damage. Failure to take this issue seriously can result in what is known as the ‘broken windows syndrome’. This idea suggests that small-scale damage and disorder attracts greater levels of vandalism which, unless addressed immediately, leads to on-going problems that can be difficult to eradicate.

It is crucial to carry out a thorough investigation and probe any potential issues. Clients might be reticent to admit any potential weaknesses but encouraging them to share information will allow a security provider to configure a solution that provides the requisite level of protection by identifying risks and threats that are not at first apparent. They may also be subject to a completely different set of threats at night than they are during the day and for this reason separate audits should be performed for each time period.

Every situation is unique and a final security strategy will necessitate the integration of a range of measures including manned guarding, CCTV, access control, lighting and remote monitoring. It may also be necessary to deliver on-site training to enhance an organisation’s existing security measures. This will help personnel identify and respond to potential threats and give them confidence in the organisation’s ability to keep them safe.

When it comes to manned guarding, companies that specialise in protecting certain types of environments will possess unique knowledge of the threats posed to that kind of establishment. For example, a security officer working in a Distribution Centre environment would need to have a thorough and detailed understanding of the threats from ‘shrinkage’, ‘grazing’, and pilfering.

Even those that have a proactive approach to security sometimes fail to recognise that threats evolve over time. A thorough risk assessment carried out five years ago may well be woefully inadequate now and a regular audit will ensure that the correct measures are always in place to maintain a building’s integrity.

There clearly needs to be a root and branch rethink about the way that security services are presented and procured – something that will benefit all those in the sector and enhance its levels of professionalism. When it comes to choosing which company to work with, those that provide a consultative approach to what they do will ultimately deliver best value.

For further information please contact Corps Security on 0207 566 0500 or E:  info@corpssecurity.co.uk