IFSEC is one of the most prominent international security experiences of the year. Besides a huge area of stands in security, fire and safety areas (990 exhibitors in all), the show provides a rich learning and networking experience for visitors. With over 45 000 visitors last year, it provides a unique meeting place for UK and international visitors and exhibitors. Specific sections such as a CCTV Village, a Security Solutions area, and an Intruder Alarms Village enable visitors to address their specific interests, while an international media area and international pavilions complement a variety of stands addressing almost every aspect of security. An apprentice skills challenge competition and free business development presentations on aspects of CCTV and other technology provide some experiential learning opportunities. In addition IFSEC, like a number of other exhibitions, runs a series of seminars with prominent industry representatives covering issues within the industry.
Professionalising the industry
A seminar on professionalising the industry was one of the seminars held during the four days. Featuring Alan Naylor of the University of Edinburgh, Raymond Clark who is the Executive Director of SITO, and John Smith, Group Security advisor of Prudential, the presentations addressed a number of issues that were seen to be relevant to greater professionalism in the security industry.
While not providing a full solution for the industry, their comments had a great deal of bearing on the direction security should be moving. They also follow some of the previous articles written on the positioning of security and security managers. In this article, I will highlight some of the key points that came through from my perspective. While there may be some repeat of information in previous articles, I feel the points raised in an independent forum from such prominent figures make them worth repeating.
Information and intellectual capital protection
A major point emerging from the presentations was that increasingly security has to consider its role in protecting the whole production process. This means not only the physical site on which the company is based, but the raw materials that go into production, the designs, manufacturing, and distribution facilities and resources. This reflects a shift from physical protection to information and intellectual capital protection.
High demands in IT security have also brought into question the extent to which security should be responsible for this area and the extent to which they are prepared to handle IT demands. It was also pointed out that security managers are bearing a greater responsibility for the company branding and reputation. These all point to a greater role and responsibility for security managers within the enterprise in the future. The theme of greater business management and awareness is also closely related to this role.
The challenges we face
Factors working against greater professionalism include a tendency for customers to purchase service on price rather than quality, and from this a trend for security companies to compete on price rather than professional service. Obviously there are some companies that are exceptions to this. Levels of responsibility across all levels of security are not seen to reflect the agendas, targets and budget responsibilities of other departments and the use of management models and techniques need to be featured more.
The spread of interest groups in security often prevent the industry from speaking with one voice and adherence to standards can be a problem. Unlike many other professions (and the police), there is little substantial research into the private security industry. While there is an increasing emphasis on tertiary qualifications, there is little sponsorship or involvement from universities in the security area although this is slowly changing. Training is often neglected rather than been seen as a developmental requirement and learning cultures seldom exist. Security is seldom a first choice career option. Career paths in security need to be developed more clearly with senior positions in mind that will attract highly skilled individuals.
What strategies will assist in greater professionalism?
Three main contributions of the professional security department were mentioned. These were to protect the brand, protect the assets, and protect the profit stream. From business, a low rather than high profile is desired in this context. The service needs to be cost effective, enabling for operations, and supportive.
One case study described in the presentations illustrates how a shopping precinct with only 54% occupancy and an adverse crime rate was turned around by new CCTV and security systems, procedures and guards to gain an occupancy rate of 100%. Some of the points mentioned in pursuing this role of professionalism included:
p Security needs to understand the business imperatives. It needs to push the box - zero risk tolerance is often contrary to the actual business operational practices and risk needs to be managed in this context. Areas where security can lead to savings in business practice need to be identified and strategic and tactical partnerships need to be established within the business with other departments.
Business boards see themselves as fast moving, lean, innovative and prepared to take risk. The view was expressed that security needs to learn how to fit into this kind of culture. This also calls for greater involvement in the business processes - Jim Smith quoting Jim Broadhead, the CEO of a major group illustrated this with the following comment. "... I'm looking for someone who can understand the basic challenges of our business and contribute in a way that is going to make us better than our competitors. As a general principle, I look to every department of our company for added value and corporate security is no exception."
* The development of an occupational standards framework is seen to provide an outline of expectations of security personnel. This together with a qualifications framework will provide avenues for security personnel to move from entry level to Masters degrees.
* The increasing relevance of IT security is pulling security into critical business processes more than it has ever been before. E-commerce-based organisations, for instance, will exist or fall based on the level of IT security. If security can incorporate these areas, then it becomes integrated into the business design and operation.
* The level and type of personnel needs to be enhanced and, with this increased ability, there needs to be increased responsibility.
* Training needs to be made a priority within the industry. A new direction illustrated was that major investments in multimedia and Internet based training was seen to bring training options closer to people and make development more accessible - something that European funding is actively promoting.
* Codes of practice and codes of ethics need to be formulated and adhered to on an industry basis.
* A strong research base needs to be created with sponsorship from government and private enterprise.
* Incorporation of personnel from other disciplines will be able to enhance the skill base of security professionals and create more legitimacy for security's claims to have the skills to protect more diverse aspects of the business. In line with this, security needs to expand its sphere of influence and co-ordinate security issues within the enterprise.
John Smith raised an interesting point in his presentation when he indicated that other disciplines rarely cover security in their academic training. Fraud, for example is not a subject on accountancy courses. He pointed out that when security becomes part of commercial MBA courses, the discipline would have created a major impact and gained business recognition. In the meantime, he comments that "security must be the grease, not the grit, in the business machine".
For details contact Dr Craig Donald of Leaderware
tel: (011) 787 7811
fax: (011) 886 6815
e-mail: craig.donald@leaderware.com
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