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W


e invited senior representatives from a


range of security service providers to analyse the impact of 2020, look forward to 2021 and respond to a range of related questions


security VIEWS FROM LEADING providers


What are the key learnings for the security sector from COVID-19?


they have garnered during the crisis to minimise the impacts of corporate cost cutting.


The major risk is that security will continue to be poor at saying how good it really is. This remains its key Achilles heel, and it is true globally. The OSPAs have taught me both how good security professionals (clients and suppliers) are, and, frustratingly, how they remain comfortable operating under the radar. Security is just too important, too central to operations, too misunderstood and undervalued to remain in the shadows.


is undoubtedly the way forward. As an industry, we must make sure that officers are recognised as key workers long after the pandemic is over.


A second key learning, particularly among clients, has been the benefits of technology and remote monitoring. Some businesses can be resistant to relying on tech and prefer to have an officer on the ground. While this is still an important approach in many solutions, the lockdown in particular proved that tech and remote monitoring can be just as effective.


Many of the best security solutions are a blend of security officers and technology. The pandemic has likely spurred innovation within the sector, while at the same time giving clients the confidence to trust the experts.


While few in security (or anywhere else for that matter) were ready for the crisis – not for one lasting this long – the sector has shown itself to be good at adapting.


There have been some impressive responses amongst good companies, but some have failed miserably, underlining once again the truism that security is too important to be left


to the less than competent. Moreover, we have learnt about the importance of security leadership (amongst clients, suppliers and associations), and we have found that the best in security are very good indeed at understanding the needs of governments / businesses / organisations / communities and can be core to ensuring objectives are met even when the environment is testing.


Organisations of all types found gaps in their emergency/disaster preparation plans and these will need to be addressed, hopefully by skilled operators. It isn’t surprising that security fared well (overall) in the crisis; security professionals are good in a crisis. What is also a feature of history is that when economic hardship hits, security is cut back.


The challenge for security professionals will be to ensure that they build on the credibility


The pandemic has changed the way we view public health for good, making it a case of security both at local and national levels.


Security officers have been at the forefront of social distancing measure enforcement. The importance of the security officer role has been more broadly recognised than ever.


If there is one thing that the pandemic has highlighted, it is the importance of resilience and agility in the face of the unknown. With many buildings having to empty with little warning, the importance of remote monitoring, security officers, and visible deterrents was clear. While we may not have an overnight lockdown again, ensuring that security systems have the capacity to respond to sudden changes is important.


Officers have truly demonstrated their value over the previous months in ensuring this resilience. While technology plays a key role, this adaptability is a human quality. Investment in training officers and experts in the industry


14 © CI TY S ECURI TY MAGAZ INE – WINT ER 2020 www. c i t y s e cu r i t ymaga z i n e . com


It is important in times of crisis to act fast. The pandemic has unsettled our way of life and our businesses.


Every single one of us has been directly affected and as an organisation we have been forced to adapt our strategy, virtually overnight. The ability to do this was determined by our people, who form the foundations of our business. It is those organisations which have a motivated and committed team backing them which will ultimately succeed.


Technologies will enhance our capabilities and it is important to embrace this concept. An organisation’s competitive edge lies in the fact that it is viewed as a solutions provider and not just a supplier of services. It is important to focus on the next generation of technologies to support our operations during the crisis. For example, we have launched our


Professor Martin Gill FSyI Director, Perpetuity Research & Consultancy Int. (PRCI) Ltd


Darren Read Managing Director Amulet


Andy Kynoch Managing Director ICTS UK & Ireland


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