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The Security Event 2026

The Security Event 2026

The Security Event 2026: People, purpose and progress

 The Security Event (TSE) returned to the NEC Birmingham this year, bringing together thousands of security professionals for live demonstrations, regulatory updates, and conversations that shape where our sector is heading.

For Corps Security, it was an opportunity to showcase our evolving focuses, from the autonomous robots patrolling our stand to the social enterprise values that have defined us since 1859.

Innovating with purpose

Our stand greeted visitors with technology from our partner, AutoDiscovery, taking centre stage. On display were three robotic options that give a clear sense of where autonomous security operations are heading. The first, Secunit, is a robust and agile security robot platform designed for autonomous patrol and surveillance. Built on the AgileX Ranger Mini 3.0 chassis, it combines omnidirectional mobility with a high payload capacity, making it ideal for complex indoor and outdoor environments. Alongside it were the A2 Quadruped Robot, a legged robot built for harsh and dangerous environments with a high payload capacity, IP54 rated and capable of navigating all terrains, including staircases; and the Universal Mobile Robot, a flexible logistics robot with precision navigation and multiple driving modes.

These technologies sit alongside our suite of innovations embedded across operations, including both internal and external drones with thermal imaging and AI-powered smart tracking, metal detector arches and sensors that reduce the need for manual site-wide checks.

As our team at the NEC demonstrated, at the centre of all innovation are people. Our newly established Innovation and Technology Services division strives to use technology to extend what our security teams can deliver. These innovations keep our colleagues safer and give our clients more comprehensive protection through 24/7 patrols and hazard detection that increases visibility beyond human capabilities, while reducing risk.

Andrea Strong, Group Director of Technology and Innovation and Executive Director for Corps Monitoring, was also interviewed by Security Journal UK on our stand. She discussed our approach to technology, the work of our new innovation division, and how our monitoring and intelligence capabilities are being brought together into integrated solutions for clients.

Watch her full interview here.

Corps Intel, our specialist intelligence and risk management service, was also on hand to discuss its capabilities. Corps Intel’s analyst-led offer helps organisations understand their exposure to threats and act before disruption occurs, because a business is only as strong as its weakest point.

Corps Intel demonstrated how organisations can spot a threat before it arrives at their door and have the correct procedures in place to deal with it effectively. Visitors could explore its wide range of services, from threat monitoring and digital footprint assessments to security consultancy and physical penetration testing.

In any sector, threats can emerge without warning. Our stand demonstrated how our technological capabilities and bespoke intelligence services are advancing, giving visitors a clear picture of what modern, proactive security looks like in practice.

Social enterprise at the forefront

We were also proud to host a “pod” in the Social Enterprise Village at The Workplace Event, TSE’s sister show. Our Chief Operating Officer, Paul Lotter, took part in one of its speaker sessions, entitled “What is a social enterprise?”, which examined the power and impact of organisations that put purpose at the centre of how they operate.

Corps Security became a social enterprise to further support the causes we have been working with since our founding in 1859, when we were created to give employment to soldiers returning from the Crimean War. It means that all our profit is reinvested into the organisation or donated to our charity partners, including Combat Stress, Blind Veterans UK and the Army Benevolent Fund.

More recently, we became a Veteran Owned Business, with 100% of our trustees being military veterans, and 97% of our colleagues earn at or above the Real Living Wage.

Being a social enterprise furthers our commitment to our people and our industry, using the social values that have shaped our business for over 167 years.

Looking ahead

The Security Event 2026 reflected an industry thinking carefully about what it means to deliver security well: deploying the best available technology, staying ahead of threats with proactive intelligence, and keeping people at the centre.

Though security itself and certainly the tools at our disposal have changed significantly, the same principles have guided Corps Security since 1859. Seeing the changes in the sector reflected so clearly made for an energising few days in Birmingham, and left us with plenty to build on.

Read our latest updates and news, find out more about our services, Corps Monitoring’s services, Corps Intel’s services, or contact us today.

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5 Mins With Jake Lacey

5 Minutes With Jake Lacey

In our ongoing “5 Minutes with” series, we are speaking with a range of colleagues to show their commitment to our organisation and its growth. Recent interviewees include Dale Johnson, Regional Manager for the Central region,  Sharon Smith, Health and Safety Manager, and Ellen Cale, Internal Communications & Engagement Manager.

In this instalment, we spoke to Jake Lacey, who has worked with us since 2017. Jake is an integral part of our team, with nearly 20 years of experience in the security industry. Working up from a frontline officer himself, Jake knows what it means to feel part of a wider security organisation, and advocates for the best interests of both officers and clients.

What does your role entail?

As a Contract Manager, I run the day-to-day operations for several clients. There’s a lot of variety to my contracts, from defence and special mission contracts to educational sites and corporate headquarters.

My job ensures that our contracts in these areas are running smoothly, are operationally efficient, and we are meeting our key performance indicators and service level agreements. Each client I work with has different expectations or needs that require a different approach.

What roles have you worked in prior to joining Corps Security?

Since the age of 18, I have worked in security roles. Now, nearly 20 years on, I think that I’ve spent my working life in every security role under the sun – bars and events, loss prevention, corporate security, special protection projects.

From there, I’ve worked up to where I am now, managing and supervising over 150 employees with the knowledge that once, I was in their shoes.

Tell us about your journey within the company

I joined Corps in 2017, after working as an Area Manager in a different security company. I’ve been working as a Contract Manager for Corps ever since.

That means that over the years, I’ve met a lot of interesting people along the way, including clients who have held contracts with us for decades, where we have built up strong, trusted relationships. I’ve also met a lot of different officers on the ground who have a range of experience I could learn from, like those with a military background.

What steps has your development taken and how has Corps supported you in this?

My understanding of finances and profit and loss has greatly improved as I have grown into my role at Corps. I often help with the retendering of contracts within my portfolio, and that has been a real learning curve; it’s totally different from my original focus. The wider teams working on tenders have really helped me in my knowledge, and we’ve developed strong working relationships.

I have also enhanced my HR training to improve how I understand and respond to the officers I look after. Whether I am praising an officer for their great work or advising them on how best to change their approach, I have a strong grasp on how to approach and facilitate those important conversations with others.

What’s been your biggest highlight in your role?

Retendering contracts is the sign of a job well done, so I find any successful retenders hugely rewarding. Beyond just the commercial benefits, it fills me with pride to see that I am part of the reason clients want to stay and work with us. It means they see not only the value of Corps, but the value that our officers bring to contracts every day.

I also think it’s a huge win when we renegotiate good pay for colleagues. Corps advocates for all officers to earn the Real Living Wage or above, so knowing our officers have those opportunities for pay growth means we are securing their future with the organisation, too.

What do you love most about working at Corps?

I am proud of Corps’ long history and of its advocacy for helping marginalised groups, especially its ongoing support of its charity partner Combat Stress, which provides mental health support for veterans. I appreciate how Corps is a social enterprise and cares for its whole team, and that profits are fed back into the organisation for everyone, rather than to shareholders. It’s the morally right thing to do.

Corps’ message at its foundation was to provide employment opportunities to the veterans who have served our country, and by working in this business, I am proud to support that mission today.

What are the key ingredients to finding happiness at work?

Just like in any job, it’s part and parcel that some things might not stimulate you, but there are plenty of things I do daily that I get a real buzz out of. Winning contracts, securing the best pay for officers, and watching my officers progress from a relief role to a supervisory one. Those journeys are hugely rewarding to me.

A huge part of that is the people I get to speak with every day. I’ve worked in places before where there wasn’t that sense of reciprocity and gratitude, and in those spaces, it’s easy to get ground down and just scrape by.

I am lucky to have built such strong relationships over time with my clients and officers, who are receptive, responsive, and appreciative of all we do to make sure day-to-day operations are running smoothly.

What helps you create a good work/life balance?

Having things to focus on outside of work is hugely important to me. Whether I go to the gym, or go boxing, I always want to have hobbies and activities that take me outside of the workplace and help me reset for the next day.

I also encourage my children’s hobbies and invest in what they enjoy doing. That means I’m outside and on the sidelines, cheering them on or being a taxi service, dropping them here and there.

If I didn’t have that structure in place, it could be easy to just work 24/7. But making sure I stop, walk away from the screen, have my own interests and prioritise enjoying time with my friends and family, really helps me strike a balance so I feel refreshed and ready for my work.

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Reflecting on a year of ESG progress at Corps Security

Reflecting On A Year Of ESG Progress At Corps Security

As we publish our latest Environment, Social, and Corporate Governance (ESG) report, it feels like the right moment to pause and reflect on what has been a pivotal year for Corps Security.

With clear targets set and robust data collection systems in place, 2024 became the year we could truly measure our progress and see the tangible results of our ESG commitments. The outcomes have reinforced our belief that the more we do, the more we discover – and the more there is to achieve.

Gold-standard reporting and environmental progress

Perhaps the headline achievement this year has been earning Gold certification from Neutral Carbon Zone – a recognition that reflects the comprehensive nature of our emissions reporting across all scopes.

The numbers themselves are promising. We’ve achieved a 7.15% reduction in total emissions compared to our 2023 baseline, with particularly strong progress in Scope 1 emissions (down 14.44%) and Scope 2 emissions (down 14.90%).

Key to this has been the transformation of our fleet. 15 out of 42 company vehicles are now electric or hybrid, up from just four in 2023. Our Glasgow and Bristol offices now run on green energy tariffs, and we’ve installed EV charging points at our London and Glasgow locations.

One of our most significant discoveries came from a survey to help us understand our commuting and homeworking footprint, which accounts for nearly half of our total emissions. Through 2024, thanks in part to this increased understanding, these emissions fell by 18.70%, with initiatives like expanding our Cycle to Work scheme limit to £1,000 proving popular.

Building stronger communities

On the social front, we’ve deepened our community-based commitments in ways that go beyond our already strong veteran support heritage.

Nearly 99% of our colleagues now earn at or above the Real Living Wage, and every single bid we submit meets this standard as it speaks to our belief that good security starts with fairly paid, valued people.

Our Corps Together initiative has evolved from aspiration to embedded practice. For the first time, we published a comprehensive ED&I Survey and Action Plan Report, giving us new insight into our workforce. The findings revealed both our strengths and our challenges – from our diverse ethnic representation (44% of respondents from minority ethnic backgrounds) to areas where we need to do better, particularly around gender representation in our male-dominated industry.

Some of our most meaningful progress has come through targeted support networks. Head Room, our mental health support group specifically for men in security, addresses the unique challenges faced by colleagues in our industry. Meanwhile, our Disability Buddy System pairs colleagues with lived experience of disabilities with new starters.

Meanwhile, participation in our diversity networks has grown by 50% over the past year, with particularly strong growth in our Women’s and Pride networks.

Putting our money where our values are through ethical procurement

As a Social Enterprise, we understand that every purchasing decision is an opportunity to create a positive impact.

This year, our spend with social enterprises grew by 88%. Behind that statistic are real partnerships that align with our values. For example, our 675% increase in spend with Brightkidz means our new starter welcome packs now feature sustainable, high-quality educational resources focused on workplace safety and wellbeing. Our 51% increase with Clean for Good, meanwhile, supports an ethical office cleaning company that, like us, pays the Real Living Wage.

Our newly established Supplier Diversity Programme is already showing results, with over 55% of our suppliers owned by individuals from underrepresented groups. It’s early days, but it shows how systematic approaches to ethical procurement can drive meaningful change.

Governance that drives real operational change

The evolution of our ESG Scrutiny Group has been transformative. Once an oversight body, it is now a central driver of operational change, influencing everything from travel policies to procurement practices.

This integration extends beyond environmental measures into practical safety governance. Our Health & Safety Advocates programme now reflects broader ESG thinking, with updated company vehicle policies, enhanced stress management protocols, and improved accident reporting procedures that align with our environmental and social commitments.

Looking ahead

As we reflect on 2025, we’re proud of the progress we’ve made, but we’re also realistic about the journey ahead. The security industry continues to face challenges around gender representation, with women making up just 15.4% of our workforce. We’re committed to addressing these systemic issues by working collaboratively with industry partners, clients and colleagues.

Our ambitions for 2025-2026 are bold. We seek to host our first ED&I conference, develop science-based targets for emissions reduction and launch a comprehensive veteran engagement programme.

Why does this matter?

At its heart, our ESG journey is about ensuring that our 166-year heritage of service remains relevant and impactful in a rapidly changing world. We’re proving that a company with deep historical roots can be at the forefront of modern sustainability practices.

The feedback from our colleagues tells us we’re on the right track. In our latest Your View Matters survey, 73% of colleagues feel proud to work for Corps and would recommend us as a good place to work – up from 70% the previous year. Understanding of our Social Enterprise significance increased by 12%, and perception that we actively promote ED&I grew by 11%.

As we look towards the future, we don’t want to simply maintain our position as the UK’s oldest security company. We’re building its most sustainable future, and that’s something worth celebrating.

Download our full report here.

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Real Living Wage: What It Means

Real Living Wage: What It Means

As families across the UK continue to struggle against the cost-of-living crisis, many do not earn an income they can live on. This is where the Real Living Wage (RLW) comes in. Developed by the Living Wage Foundation, it accredits organisations who agree to pay a living wage reflective of the current economic climate in the UK.

The wage has recently increased by 10 percent to reflect the living crisis, offering workers’ an hourly base rate of £12.00 through the UK, and £13.15 in London. This is a lifeline for many, as sixty percent of those earning below the RLW were forced to rely on food banks in the past year.

Currently, there are 460,000 workers employed by the 14,000 organisations that have signed up to pay the RLW. However, this still leaves many UK workers vulnerable in times of economic uncertainty. 3.5 million, or 12 per cent, of the UK workforce currently earn below the RLW.

Recognised service providers

The Living Wage Foundation members include different types of employers; those who pay their staff directly, and those who are service providers that deliver client contracts and employ subcontracted staff.

Corps falls into the latter category, meaning that we have a less straight set path to offering the RLW. For many service providers, especially those in the facilities management industry, clients that pay for facilities and security services often push back against paying a higher wage.

To address this, the Living Wage Foundation formed the steering group for recognised service providers, which our CEO Mike Bullock has now co-chaired for two years. Major property and FM industry providers are part of the group, including CBRE, Compass Group, and JLL PAM. We come together to address and dispel the reservations of firms in the sector and offer guidance to those willing to embrace the RLW.

For Corps, this has meant that we have walked away from contracts that do not include the RLW. Since joining the foundation in 2019, 33 per cent of Corps employees were paid the RLW. We are now proud to state that we are at 98.7 per cent RLW, with an ambition to hit 100 per cent by the end of our financial year.

This number of recognised service providers is also growing. We are now just shy of 200 members, who advocate for improved wages and convince their clients to increase their employees paid the RLW. However, we recognise that this goal is not an easy one for any organisation to reach. We have worked for years to be in a financial position that allows Corps to reject non-RLW contracts.

Real Living Wage is good for business

For Corps, the RLW has allowed us to secure more and better contracts. It does, however, increase our base cost. This higher investment is not easy for any employer to promise, especially during a time of economic uncertainty. Many organisations will not want to commit themselves to contractual agreements for higher pay.

From a business perspective, though, providing the RLW can have a return on investment over time. Employees who do not struggle to feed their families, cover their heating costs, or pay their essential bills, are able to actually dedicate themselves to their work. These employees have increased job security, which in turn reduces the turnover of staff. A reduced turnover means that organisations will require less resources for specialist training of new staff. Training can be a lengthy and costly investment, especially for the security sector, where strong measures are paramount.

The RLW can help embed employee’s needs into the fabric of organisations. This can lead to more favourable financial outcomes and of course profitability in the long-run, but more importantly, can ensure that some of the hardest workers in this country are paid a wage reflective of their efforts.

No one in full time works deserves to struggle to meet their basic needs. That is why the RLW is so vitally important in our strained economic crisis. It is not an easy promise, but is a necessary one that makes our industry fairer.

To read more about our history providing the Living Wage, read here.

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Our Social Values

We protect more than you think

There’s a lot more to Corps Security than you might expect. Yes, we are experts in security and we have over 166 years of experience. But we’re also experts in how to put sustainability and diversity at the heart of everything we do.

We are a Social Enterprise

>> ESG Report

>> Carbon Reduction Plan

>> Equal Employment Opportunities Policy

>> EDI Survey 24-25 Action Plan Report

More Information

Accreditations

Corps Security Accreditations

About Corps Security

Built on over 166 years of experience and a clear social mission, we provide specialist security services tailored to ensure the safety of people and property.
Our values are at the heart of everything we do, through the people we work with, the people we employ, the people we help and the planet we protect. Together we protect the things that matter.

Registered Office at 85 Cowcross Street, London EC1M 6PF.  Registered in England No. 03473589

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