Preceding decades shows the role of security manager, profit protection, in house security or internal audit has been the preserve of former police officers whose perceived skill levels, attitude and discipline were suitable for the role.
That skill base is no longer suitable as the security role now falls into the all-encompassing role of risk management and security consultant. When taking into account current company legislation, changing internal and external terrorism threats, business contingencies in relation to economic trends, entrepreneurial and business development, natural disasters (floods) and technical advances including IT threat issues (individual and corporate identity theft), then the majority of police candidates do not have the skill base required.
In any one day the modern security manager will be sat in a board meeting discussing the risk and impact faced with moving a manufacturing site to Eastern Europe, assessing current terrorist issues and liaising nationally where required, usually at a local level with a national fluid business contingency, assessing how clients, suppliers, logistical support and financial institutions and employees’ families may be effected by homeland and international security threats, from extremists to local road development demonstrations (BNRR). They could be dealing with issues of counterfeit goods or considering white collar criminal issues under the Bribery and Corruption Act.
It is easy to see the role has become a multi-skilled, multi-facetted, internally political and economically challenging role. There is a need for companies of all sizes to identify the newly required role for the 21st Century and enhance it by driving it from board or senior management in order to have an efficient, proactive and reactive security capability to deal with the daily changing risks in our business and commercial society.