Effective guard force management Principles and guidelines

Transcription

1 REPORT 537 JULY 2015 Effective guard force management Principles and guidelines deter protect

2 Acknowledgements Security Committee Photography used with permission courtesy of Dmitry Kalinovsky/ istock and jdarius/istock (Front cover) rezachka/istock (Back cover) Disclaimer Whilst every effort has been made to ensure the accuracy of the information contained in this publication, neither IOGP nor any of its Members past present or future warrants its accuracy or will, regardless of its or their negligence, assume liability for any foreseeable or unforeseeable use made thereof, which liability is hereby excluded. Consequently, such use is at the recipient s own risk on the basis that any use by the recipient constitutes agreement to the terms of this disclaimer. The recipient is obliged to inform any subsequent recipient of such terms. This publication is made available for information purposes and solely for the private use of the user. IOGP will not directly or indirectly endorse, approve or accredit the content of any course, event or otherwise where this publication will be reproduced. Copyright notice The contents of these pages are International Association of Oil & Gas Producers. Permission is given to reproduce this report in whole or in part provided (i) that the copyright of IOGP and (ii) the sources are acknowledged. All other rights are reserved. Any other use requires the prior written permission of IOGP. These Terms and Conditions shall be governed by and construed in accordance with the laws of England and Wales. Disputes arising here from shall be exclusively subject to the jurisdiction of the courts of England and Wales.

3 REPORT 537 JULY 2015 Effective guard force management Principles and guidelines Revision history VERSION DATE AMENDMENTS 1.0 July 2015 First release

4 Contents 1. Introduction 5 2. Cost-effective guarding 6 3. Selecting candidate guard force contractors 7 4. Procurement and contracting 8 5. Training 9 6. Tasking and supervision 10 Allocating tasks 10 Supervision Motivation Leadership Individual capabilities Contractor capabilities and company expectations 15 Contract management 15 Service Level Agreements 15 Key Performance Indicators 16

5 5 1. Introduction Almost every company facility has security guards. Security guards are found at access control points, reception areas, around buildings and in industrial areas. They are in usually in uniform and they represent an image of the company to the outside world and to employees and contractors. Every guard is seen as a representative and a symbol of the security function of a company as a whole. But in many parts of the world, guards are ill-trained, ill-disciplined, and generally disrespected. Why then do we employ security guards? The overall objective of employing a guard force is to provide risk-based security services. They protect personnel and assets and to deter, delay and detect unauthorized intruders and to respond to incidents. They provide reassurance to the workforce and support other functions concerned with safety and emergency response. A guard force is ideally motivated, competent, trained, engaged and responsive. If achieved, respect for the guard force follows and it will be easier to have a reliable and effective security function in place. If not, there is a serious risk that a guard force will be seen as a costly burden that serves no useful purpose and this will reflect generally on the security function at any given location, and on the company operation as a whole. This report provides advice, and sets out the principles and guidelines to develop an effective guard force, as well as discussing administrative and contractual elements of guard force engagement. The principles and guidelines set out are based on the collective knowledge and experience of members of the IOGP Security Committee. Interested readers may wish to refer to numerous publications and websites for more detailed guidance. One example is the UK s Centre for the Protection of National Infrastructure (CPNI) paper on guard force motivation, which can be found at publications/2011/ personnel_security-guard_force_motivation. pdf?epslanguage=en-gb. The American Society for Industrial Security (ASIS) recommends Guard Force Management (Lucien G Canton, 2003, ISBN ) as a reference document for this subject.

6 6 2. Cost-effective guarding Whilst guarding or uniformed security represent a cost to the business, a wellmanaged and motivated guard force operation can and should be a cost-effective and beneficial service. The first step towards representing good value for money is to have clear evidence that the guard force is performing its primary function(s) efficiently and effectively. Active monitoring of KPIs and other performance measures is of great value, as are individual perceptions of service delivery among the company workforce. Once a guard force is operating effectively, added value and variety can be found through diversification. A guard force could provide a range of complementary business services, such as mailroom management, First Aid response, operational control room staff, delivering initial safety briefings as well as core security functions. Any additional services should be agreed as a subset of the main guard force contract. A guard force can be used to fulfil many roles and function to support the smooth running of a business or facility, such as: access control static post guarding receptionist patrol (vehicle) patrol (foot) patrol (vessel) International Ship and Port Security scheme (ISPS) specified roles supervision Executive protection incident response mail room operation first response fire/first Aider Control Room operation/radio/cctv/radar emergency point of contact transport dispatch meet and greet at airports. Cost-effectiveness is best demonstrated through consistent, reliable performance that meets expectations.

7 7 3. Selecting candidate guard force contractors Care should be taken when identifying candidates for guard force contracts and in the subsequent bidding, selection and engagement process. Important factors are: the reputation of the contractor the nature and demeanour of its guard force personnel the contractor s willingness to demonstrate compliance with local regulations and international guidance. The Voluntary Principles on Security and Human Rights 1 (VPSHR or VPs) set out clear expectations in respect of private security, i.e. security services contracted directly by a company, as opposed to those provided by a host government. Other factors that might be considered include: Health & Safety performance Financial stability and compliance culture Quality Assurance processes Duty of care provisions for their workforce. 1 Established in 2000, the Voluntary Principles on Security and Human Rights are a set of principles designed to guide companies in maintaining the safety and security of their operations within an operating framework that encourages respect for human rights.

8 8 4. Procurement and contracting The procurement process or engaging a guard force can be time-consuming and requires careful planning. Sufficient time should be allowed to: construct a scope of work establish technical criteria on which to assess potential contractors carry out appropriate due diligence enquiries on prospective contractors conduct a tender and bidding process carry out technical and commercial evaluations, including inspections of sites already served by the candidate contractors execute the contract. A comprehensive risk assessment should be undertaken to identify what security services are required from a guard force. This can vary enormously depending on a very wide range of factors. At one end of the scale, a company could be looking for a static reception and access control service and, at the other, a well-trained, disciplined force capable of dealing with hostile incidents. Specific regulatory requirements should be taken into consideration that could dictate the nature of the security response available and impose some procedural commitments on the company, such as additional clearances for firearms and/or payments to government for security services.

9 9 5. Training Company workers expect a guard to know what to do in the course of his or her duties, be it searching vehicles, checking identification, patrolling or responding to incidents. For example, when there is alarm activation it must be immediately investigated and dealt with appropriately. This should be done by a well-trained, competent security officer, who is in contact with a security operations centre. The on-duty security officer can also act as a first responder to a fire or emergency incident. They can also be trained as a primary First Aider. The person in charge of security at any given location is responsible for ensuring that guard force personnel are made aware of company expectations in terms of integrity, appearance, First Aid, customer care, etc. In addition to setting standards, this contributes to a sense of inclusion by the guard force. As part of the guard force contract, training standards should be defined both for general security duties and for specific site duties that will be undertaken. The competency levels expected should be agreed, and any regulatory or licensing requirements should be included. Some of the training subjects covered may include: site/facility orientation legal powers and limitations of a security guard/officer emergency procedures general duties firearms (if applicable) dealing with threats of violence and reasonable restraint First Aid response use of access control or it systems. To promote professionalism, all uniformed security personnel should: be physically fit for duty be properly equipped with personal protective equipment have appropriate equipment and tools such as radios and flashlights be attired correctly in clean uniforms in good condition. All uniformed security personnel should understand what is expected of them. They should be properly trained, equipped and competent to meet that expectation.

10 10 6. Tasking and supervision Allocating tasks Once a security guard is trained, equipped and competent, tasks can be allocated. Effort and thought should be invested in work allocation and tasking to maintain interest and get best value from a guard force. A guard is a person, and people do not perform or respond well if they are feeling neglected or bored. Guard postings and duties should be structured in a way that provides stimulus, challenge and variety to the individual guard. For example, rather than assigning a guard to a 12-hour duty at one guard post, he or she should rotate with colleagues between different posts or be assigned a period of mobile patrolling or access control. Good examples of rotational deployment are frequently evident at major airports where no search personnel are left on the same duty for more than an hour or so. Guard force personnel, on whom we rely for security and protection, should feel included if they are to meet company expectations. They should be treated with due courtesy and respect by their own management and by company personnel, be they security staff or otherwise. Supervision Supervision of the guard force staff by the security contractor s own personnel is often included in the contract. The contractor should have an agreed plan for the supervision of the on duty staff that covers all the hours that guards are on duty and reflects the expectations of the company as the customer. Proper dialogue should exist between the company, security contractors and supervisors, and the security guards themselves to achieve a clear understanding at all levels of what is required of all parties. Supervision of the guard force s day-to-day activities is very important to the management of the contractor s performance. Having properly trained and qualified supervision greatly assists any immediate response that is needed. Security events or emergencies can occur that will require an appropriate response from the guard force. The responsibility of the duty guard supervisor or person in charge is to make the necessary immediate decisions or arrangements to deal with those situations.

11 11 It will take a well-trained supervisor to be able to exercise the judgement needed to respond in a reliable and responsible way, as required by the company. The supervisor should have sound knowledge and understanding of all facilities and process areas for the site he or she is responsible for. The supervisor should be familiar with all applicable Standard Operating Procedures (SOPs) to know what action is to be taken when. The supervisor should also be responsible for elevating the incident and reporting it as needed. A supervisor should be available to oversee the guarding operation at all times while guards are on duty. The supervisor should ensure that the guard force management team, and/or company management, are fully and properly briefed on the events that have taken place during the shift. There should be ongoing monitoring of the guards performance during the shift so that on-the-job evaluation and feedback can take place as needed. A supervisor should be able to maintain normal day-to-day service as well as providing support for irregular or exceptional occurrences. Therefore the supervisor should be fully briefed at the commencement of duty on all activities that are due to take place. The guard supervisor is the key link between the company and the guard force and might have to arrange alterations in deployment of staff and instructions issued to them, as well as reporting to instructions in order to prioritize work. Good working relationships between guard supervisors and guard force management should be maintained. At all times, the interests of company should take priority. Expected standards of service and presentation should be maintained.

12 12 7. Motivation Six major benefits can be achieved by motivating a guard force to perform well: 1. improved levels of security 2. greater understanding of expectations by guard force staff 3. improved Key Performance Indicator (KPI) metrics 4. better retention of guard force staff and reduced absenteeism 5. greater compliance with SOPs 6. enhanced company reputation. Motivation plays a critical role in achieving the goals and business objectives of any organization. It is equally important in a workplace where staff work either independently or in teams. The security guard s work-related goals and values should be closely aligned with the vision and objectives of the company. When a high level of motivation is achieved it can lead to higher productivity, improved work quality and improved performance. Motivational factors are not always connected to the work place. Internal organizational factors such as processes, procedures and policies do have a significant influence. The company person responsible for the guard force should try to ensure that there are both positive incentives for good performance, as well as sanctions to deter poor performance. Good dialogue with guard force and supervisors, as well as some ingenuity, will help to determine steps to be taken. Incentives need not always be monetary and they need not add significantly to the overall cost of guarding. A motivated guard force is by definition a more cost-effective one. Motivation and good performance are not achieved through the easy expedient of terminating a contract guard when something has gone wrong.

13 13 8. Leadership Whether leading a team of employees or of contractors, the objectives, guidelines and advice on how to achieve success are generally similar. Many companies have excellent guidance and advice on how to develop successful leadership traits that produce results when dealing with both parties. All managers and supervisors involved with the management of guard force staff should fully understand what goals need to be achieved, and how these can realistically and fairly be measured. Steps towards defining these elements include: a scope of work in guarding contracts that sets out company requirements clearly identifying what tasks need to be performed establishing standard operating procedures (SOPs) describing how requirements are to be met and tasks performed. Leaders should have and share a clear vision of what they expect from the guard force and from the contracting company. The following suggestions are intended to help develop and improve leadership, management and supervision of guard force services: develop and articulate clear priorities empower managers and supervisors through delegation and discussion so that they can be properly accountability for their areas of responsibility clearly identify high impact and high priority issues and communicate these to the right people in the guard force hierarchy develop Key Performance Indicators (KPIs) and agree them with the guard force contractor seek and encourage comprehensive feedback, both from company personnel and guard force staff to aid decision making and assessment of performance explain decisions to encourage buy-in from staff and ensure that there is understanding of objectives review performance and results continuously so that current and future guard force contracts can be negotiated and managed effectively build good working relationships with guard force and guard force management show interest in the health, welfare and safety of every individual involved in the providing guard force services. best results are achieved from people who feel they are valued and respected make proper resources are available to meet guarding priorities encourage creative thinking and look for unexpected and practical ways to produce solutions.

14 14 9. Individual capabilities A company can and should insist that members of a guard force perform to an acceptable and professional standard and be capable of meeting company expectations regardless of geographical location or other local factors. Member of a guard force should have the following individual capabilities: understand the purpose of the security guard function monitor and assess security situations respond appropriately seek guidance when needed deal with hostile situations and understand appropriate use of force comply with organizational requirements and sound safety practices be capable of using of all necessary equipment maintain security and safety equipment and protective devices in sound operating order understand and follow all security procedures in place at the work site be capable of summoning assistance and issuing instructions in emergency situations.

15 Contractor capabilities and company expectations A contract defines all of the necessary elements of the work to be provided. Precise and quantifiable criteria for the provision of guard force services to a company can be used to measure and assess the quantity and quality of the services provided. A management structure should be in place to ensure appropriate oversight is given and regular operational reviews are carried out. Effective and efficient guard force management requires active contract management, development of flexible and clear understanding of requirements that might change, and measurement of performance through Key Performance Indicators (KPIs). Contract management The contract owner should be a nominated company representative with the appropriate level of training and authority. The contract owner should be responsible for managing the contract and be in daily contact with the guard force company. Regular meetings should be scheduled to review and discuss performance, any changes in the scope of work and any improvement areas that have been noted during the previous period. The right to audit a contractor should be exercised periodically. The audit should cover the contractor s financial accounts and record books to ensure compliance with the terms and conditions of the contract. It is important to a company to know that a guard force contractor is financially and operationally sound, and is capable of delivering the services agreed to. Service Level Agreements Contracts set the framework of enforceable requirements for guard force services, but it is helpful to have other formal mechanisms for ensuring that a contracting company has, and sustains, the capability to meet such requirements. One such mechanism is the Service Level Agreement (SLA). An SLA records the agreed level of services, and the manner in which they will be delivered. Properly drafted, this enables both clear understanding and operational flexibility between the contracting parties. SLAs can be reviewed periodically, and can be updated or varied according to changes in business conditions and the security environment.

16 16 Three primary objectives of an SLA in the context of guard force management are to: 1. provide a safe and secure working environment for company and guard force staff 2. allow a contractor s effectiveness to be measured against company requirements 3. promote delivery of security services in a manner that is best for current circumstances. Performance areas that might be suitable for inclusion in an SLA are: performance of Service Coordinator performance of Officers/Receptionists performance of team SOP Compliance invoice accuracy incident management customer service skills dress and presentation of team. Key Performance Indicators A good contract and properly agreed Service Level Agreements make it possible to measure performance and value for money against reasonable and rational performance indicators, known as KPIs. KPIs are categorized as leading: the provisions of the contract and any SLA are being met, or lagging: there has been some demonstrable failure in service delivery. KPIs should be defined with the focus on areas of performance, rather than on external circumstances or matters beyond the ability of a guard force contractor to reasonably control. For example, a terrorist attack at a facility, or a determined effort by an intruder to breach a perimeter would not indicate a failure by the guard force company to provide the contracted services, but a failure to carry out a prescribed number of vehicle searches at an access point would do.

17 17 Behaviours or functions that might provide a suitable basis for defining a KPI within the terms of the contract or SLA are: shifts delivered by assigned staff number of patrols per shift briefings delivered for guard staff percentage of personnel searched on entering or leaving response to incidents possession of appropriate equipment maintaining records of work management visits carried out HES Performance absence from duty or post incivility.

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20 Registered Office Level Blackfriars Rd London SE1 8NL United Kingdom T +44 (0) F +44 (0) reception@iogp.org Brussels Office Bd du Souverain,165 4th Floor B-1160 Brussels Belgium T +32 (0) F +32 (0) This report provides advice and sets out the principles and guidelines to develop an effective guard force, as well as discussing administrative and contractual elements of guard force engagement. Six major benefits can be achieved by following this guidance: 1. improved levels of security 2. greater understanding of expectations by guard force staff 3. improved Key Performance Indicator (KPI) metrics 4. better retention of guard force staff and reduced absenteeism 5. greater compliance with SOPs 6. enhanced company reputation.