Security Management Today (SMT): Ian, tell us a little about DBI Support Services as a company, and the areas in which you operate.
Ian Dey (ID): As a company, DBI Support Services enjoys its independence. This allows us to continue with the delivery of an unfettered service to clients in and around the Milton Keynes area, and ensure that serviceability levels are maintained throughout our entire customer base.
SMT: It’s a tough market at the moment. In particular, where do you think the larger security companies have an advantage?
ID: The marketplace within our industry continues to set tighter margins. Let’s face it, the procurement managers of those end user organisations who seek our services are employed to engage the best security service they can for the least amount of capital outlay.
It’s my belief that the larger, more ‘entrenched’ security companies have the financial resources to promote themselves in a way that many regional concerns can only dream of. Presentation counts. Therefore, if you’re a procurement manager who receives a sophisticated presentation from an established industry supplier, you may well gain the impression that this larger company would deliver the better service.
SMT: You run a small and caring security company, Ian. What services can you offer to the end user that will make your competitors sit up and take notice?
ID: Communication! I have always believed in the principle of openness, and have instilled that belief in all of my staff members.
At the initial point of contact with a prospective customer we always emphasise the level of openness that’s required, and the fact that this openness needs to be mutual. Our openness is visible in terms of how we communicate with our employees.
Delivery of both the expected and agreed levels of service has to be fully understood by the security officer at the point of delivery. This clarity of role responsibility then allows us to take constructive action should an officer fall short in any areas of serviceability.
To my mind, security company managers should always remember that encouragement and effective management will allow individual officers to positively and confidently develop within their role.
SMT: Do you think that licensing and the Approved Companies Scheme will benefit the industry? Who do you think will eventually pay for this regulation – the customer, the private sector contractor or maybe both parties?
ID: The Security Industry Authority’s Approved Companies Scheme can only benefit the industry. However, its success will rely on security company’s service delivery and the attitude of the customer.
If they view the scheme from a purely financial standpoint then quality assurance may be compromised. Progressively-minded procurement managers out there will understand the benefits to both their own organisation and the industry.
The associated cost of regulation can only be viewed as an investment in serviceability rather than an additional cost shared by customer and supplier.
SMT: Tell us about the training you give your staff. Do you manage to conduct continuation training, for instance, or is it too difficult to arrange?
ID: We have several stages of training at DBI Support Services. Obviously, first and foremost we ensure that specific or specialist training is presented to each officer in order that they can fulfil their duties. That’s in addition to our basic induction course.
Of late, we’ve discovered that our recruitment process has seen a far greater number of applicants for security officer posts applying for employment with SITO certification already gained. That’s a credit to our industry.
On-site and continuation training is an important part of serviceability, so we endeavour to manage our personnel in such a way that sufficient time is freed up for this kind of instruction. It’s a key area, and one which we discuss at length with the client at the initial point of contact.
SMT: Do you see much of a future for smaller security companies post-licensing? Will the larger contractors just swallow them up?
ID: The future for smaller contractors lies in the hands of the management teams of those firms. The timescale for licensing should have allowed for all companies, irrespective of size, to manage the process.
To be honest, the smaller companies who may find that they’ve missed the boat will struggle to locate any future business.
SMT: Should a day of First Aid training be mandatory on any officer’s basic induction course? Would it not immediately raise the image of security officers if that were the case?
ID: While hugely important, basic First Aid training is best implemented as a support to the emergency services. As such, it could well help to raise the profile of security officers. If nothing else, it would highlight the diversity of situations that given officers are likely to confront when on duty.
It should be remembered, though, that insurance cover restrictions may prevent the security service provider from being able to offer anything other than the very basic level of First Aid assistance.
SMT: How might we attract younger men and women into the contract manned guarding industry? Turn the clock back, Ian, and imagine that you’re just joining the industry. Why would you choose to work for DBI Support Services as opposed to any other company?
ID: Many of the new procedures that have been – or are about to be – implemented will, in time, help to give this industry a better employment reputation. We have already touched on the training side, and it’s my belief that there are many individuals out there who would welcome a role that’s challenging.
What we’re battling against is the general public’s perception of security officers which, for many, conjures up images of someone sitting in a gatehouse by the company’s main entrance during the night. That has to change.
Most people seeking employment in this day and age want to have a role that they enjoy. A job or profession that they can make their own by delivering a service with a degree of pride. All of that is achievable, and can bring about a highly structured security service. That’s the goal we should be heading towards.
At the initial point of speaking with a prospective customer, we always put forward the idea of secondary services. These can help to formulate a meaningful role for the security officer. In turn, that assists us with employee retention while building a working relationship between officer and customer alike.
I believe that DBI Support Services attracts high calibre new recruits as a result of our reputation, the type of work available, rates of pay and the fact that we’re an independent company. Recruits with real potential are able to shine in a company the size of ours, which would of course be somewhat more difficult in a larger organisation.
SMT: Will vetting be necessary post-licensing, or can we be satisfied with some sort of modified version of BS 7858?
ID: Personally, I’d have to view this from the customer’s perspective. What would I feel is an appropriate level of security checks on the personnel to whom I’m entrusting my building(s), the property within and the staff?
It’s my belief that BS 7858 vetting has been – and should continue to be –used as an effective way to verify the working history of security personnel. Of course, licensing will be a useful tool for raising the profile of the security industry, and monitoring the patterns of movement within it, but vetting will still have an important role to play.
SMT: Do you think we should be forcing through the Working Time Directive, and asking customers to pay for the resultant increased costs in private sector security provision? Would that not simply serve to drive the industry back in-house if we were to go down that route, though?
ID: I think the terms and conditions of the Working Time Directive should be incorporated into as many working environments as is practicable. In my view, it’s sensible for both customer and supplier to meet the increased cost. I don’t believe that simply working to the principle of improving working conditions would compel companies to move their security provision towards an in-house set-up.
SMT: Whom do you rate highly among your competitor security companies?
ID: I don’t really tend to look at other security companies and view them as competitors.
My attention is focused solely on how DBI Support Services can manage its business from head office to support the officer on the ground, and also how we might improve our services to the existing customer base while seeking to secure new business opportunities.
SMT: Finally, Ian, where do you think DBI Support Services will be in, say, five years’ time? What are your aspirations?
ID: As a company, DBI Support Services has always worked to the maxim that we’ll continue to grow our business as long as we carry on being true to our beliefs, to our customers and our personnel.
