Understanding_Security

Diploma Assignment Module Two Understanding Security (Remote Monitoring) Assignment Two I am currently employed as a Regional Security Manager working for a global logistics company my role was to have direct responsibility for security throughout the middle of the UK and Ireland. Since the security initiative I am going to discuss my role has changed and I now look after Security Projects on a national basis. Like any company in this day and age we are always looking at ways of cost saving, this has been an important issue for all departments throughout the company. We as a Security department were always being contacted by individual sites asking us how a reduction/cost saving in man-guarding could be made as it was identified as a very expensive commodity. There were sites that would fail to consult with us and would simply just reduce security guarding leaving the site vulnerable and initially pleasing the customer, but on a longer term it was creating issues such as Burglary/Thefts and Damage. It was very clear that as a department we had to look at this matter very closely and identify where we could make the financial saving but at the same time keep the same effective standard of security or in fact improve what we had. I identified a very large site which was typical of many of those we controlled for our customers or that we actually owned. I met with the site management to understand what they needed to achieve but at the same time explained and evidenced the standards we needed to keep where security was concerned. The site in question were spending £200.000 per year on physical man–guarding they had a strong 2.4 Palisade perimeter fence line a CCTV system that was only a few years old and a serviceable access control solution which could be updated to control not only access to site but could also deal with fire evacuation and time and attendance. The first thing we did was to agree that we needed to reduce physical security but at the same time improve the electronic solution in order that it would replace the physical loss but could deal with our needs. For that reason we formed a project team, identified a site project manager and a team of department heads such as Warehouse, Transport, H&S, IT, Electronic Security suppliers and Maintenance, this was important as we needed the” buy in” and sponsorship from these departments to make the solution work. Initially it was difficult due to the age old issue of no-one” liking change” and of course some of the departments had passed on non security duties to the guards which they didn’t really want to take back into their daily remit. We also had to look at what the Security Officers were actually doing on a daily basis which were not necessarily deemed as Security duties and could be controlled by the site internally without creating a security breach or weakening the ingress/egress of visitors, goods in or goods going out. Another issue of course was controlling employees of which there could be up to 300+ on a daily basis. I already had professional electronic suppliers who were procured and had all of the required accreditations such as NSI Gold and most importantly had a good understanding of the type of systems I was looking for to run alongside and work with the protocols of the existing electronic systems that were already in place. Most of our sites had been using the Pelco equipment that I knew was robust and fit for purpose and would work with most other Remote Monitoring equipment. IP Cameras were also coming onto the market and although the fixed camera was proving positive at the time IP dome cameras were needing further improvements for that reason I also needed to look for a HYBRED solution to make any possible future site projects work in the correct effective manner. Together with the suppliers I identified the Platform that we needed to use to and decided on a ADPRO system that not only would be future proof but would stand up to our requirements. There was also the bigger picture for us as a company because I knew there would be other cost savings to be made in the future and this would aide us when using the platform as an energy saving method. (Another project for the future) The first physical thing we did was to have procurement on board who assisted us to update the contracts we had with the existing guarding companies this had to include a clause in the contract that we were not responsible for any redundancy cost should the guarding company not be able to relocate the existing staff some of whom had been on sites for many years. This was one of the important issues when making the cost savings and making them quickly rather than over a five year period. The next stage was to create a site plan and plot where we needed to put the security solutions such as, fencing, gates, barriers, further cameras, detection equipment, and external speakers. (SEE EXAMPLE OF PLAN ATTATCHED) We then needed to look at where our control equipment needed to be within the site, this is where we were to control the entry/egress of delivery/collection vehicles, our own fleet, and shunt vehicles moving between sites. This meant that both Goods In and Transport need to see, hear and be able to speak to individuals arriving at site and have the means to allow entry or egress. Shunters working in the yard were also given two way radios and were in contact with both Transport and Goods In to assist in dealing with any yard control issues. We met on a fortnightly basis on site and discussed what we needed to change to make the solution work this involved things like: Staff searches and who was going to do them once physical security had been removed. I wrote a search training package and included this into the project plan this meant that all first line managers and team leaders would be trained on how to search, where to search, how to deal with a refusal and what to do should a search be positive. The training was piloted on some of the managers who found it informative and also gave them the confidence to carry out the search operation at end of shift. All searching was to be done in the search area and it was to monitored by CCTV this meant that if there was any issues it was evidenced and also the searching could be monitored by senior site management and Security management to make sure that it was both effective and professional. The number of searches was dictated by a randomiser of which the % could be changed when required. It was decided that all full time warehouse staff would be given access to site through the turnstile on arriving for work they then had access to canteens, work areas and toilets all cards were programmed individually in that general employees could only enter site at the time they were employed and they did not have access to any area they weren’t required to be in such as the office suites and senior management offices. All managers had access to most areas but as stated it was all programmed on the individual basis. The site employed a large number of agency staff and we needed to control them whilst on site this was easily done by making the agency responsible for their own people which meant that they greeted them and once they were aware of who was working on that shift they would allow them onto site in a controlled manner and deploy them when required. As you read through the issues we came up against the common denominator highlighted is that of CONTROL > without having this firm but fair attitude and perhaps a no nonsense management style we can’t actually enhance our security solutions. Our next stage was to look at out of hours when the site was closed we needed the correct equipment to detect a breach initially at the fence line and then a building alarm that conformed to the standards required. We needed a Police response so for that reason we needed to complete appendix (F&G) of the ACPO policy stating that the system fitted conforms to BS8418. We needed a proven Remote monitoring supplier who could work to our protocols and also have the correct accreditations and working practices we were looking for. This was identified and they too were included in the project team to give guidance and working knowledge. Although we had the Police URN we still needed to be belt and braces so for that reason we put in place a duty call manager and or explored the use of mobile security guards who could attend site in the event of it being made insecure and they could stay in place until such time the issue was dealt with and the site made secure. In conclusion the electronic solution was put in place over a two week period; a complete Standard Operating Procedure was written which is a live document. The security guards were scaled down over a period of a month and as the soak test continued and when every little niggle was corrected they were phased out completely. We now have a site that is completely remotely monitored and from site management down to warehouse operatives and drivers they are all aware that SECURITY is the responsibility of everyone. SAFE (Security Advice for Employees) is trained out to all members and is used as part of any new staff induction. Since 2009 this has become a major cost saving initiative for the Security department and by the end of 2013 we will have converted 30 sites and are looking at savings of 3 million pounds.