BACKGROUND
Being the “first line of defence”, exposed to various functions, the
safe conduct by security personnel will always be a major challenge. The emphasis placed on safety has a direct
impact on the way in which security functions are conducted, compared to years
ago. Compounded by the emphasis which
security end users place on safety, security business leaders face major
challenges.
In SA there are more than 8,000 registered security businesses with in
excess of 400,000 active Security Officers. Our industry deploys 40,000
vehicles (driving 120mil km’s); consumes 24mil litres of fuel; uses 40,000
boxes of paper; 30,000 pens; pays R140mil in wages and contributes more than
R5,6mil (all monthly) to the Workmen’s Compensation Fund . Add to this 400,000 potential safety risks. Conversely
that means 400,000 people that could potentially save businesses from 400,000
potential safety incidents by hazard identification each month.
MOST
COMMON RISKS THE INDUSTRY FACES:
§
Vehicle accidents
§
Attacks on security personnel
§
Slip/slide injuries during patrols
§
Finger pinching in doors/gates
§
Being driven over (vehicle access points)
§
Falling gates in motion
§
Trips/falls
COMMON
ROOT CAUSES IMPACTING ON SAFETY IN SECURITY OPERATIONS
§
The industry operates in a cut-throat market and
safety/PPE related expenses are driven by client contract revenue and revenue provisions. There are no increased commodity prices that
enhance cash for expanded Security Officer PPE. Rarely are security users
willing to adjust their security spend for additional PPE.
§
Inexperienced drivers have difficulty adapting from
driving small passenger vehicles to driving LDV/4x4’s. More than 60% of security vehicle drivers
don’t own their own vehicles, adding to lack of driving experience when on leave,
and to general negligence and neglect to observe obvious hazards. The absence
of effective route risk assessments and night driving enhances the risks of
accidents. The impact of fatigue, especially on night driving, is immense.
§
Generally most security users invest minimally
in the protection of Security Officers i.t.o infrastructure. Contrary to this,
certain mining companies invest in bulletproof guardhouses, and in remote rural
areas guardhouses have air-conditioners, and some are equipped with running
water/toilets. However, plastic 1mx1m guard-huts or dilapidated wooden
structures without drinking water and electricity still exist, with the onus on
the security contractor to provide electricity, water, and cleaning materials –
none of which are included in revenue received from clients. It is not an uncommon
request to deploy personnel where none of the above exists. A responsible
company will say “No”.
§
Security users often insist that bullet-proof
vests form part of PPE, claiming financial provision is made during tendering –
however, on contract award and risk changes, it becomes difficult to get
financial compensation for additional expensive items.
§
Despite attacks on security personnel by armed
criminals seeking copper cable, there are still those that declare their
facilities “gun-free”, expecting unarmed Officers to protect their assets from
armed groups.
§
Negligence in performance of duties and lack of focus
on the impact of employee actions is a major contributor to negative safety
incidents.
§
Fatigue is one of the biggest contributors to
negligence and is “enemy no.1” to
safety. Shift work, living conditions,
diet and sleeping patterns negatively impact on security personnel.
§
Untrained Managers neglect to either conduct
baseline risk assessments, or render incomplete assessments. A culture could
develop whereby once the baseline risk assessment is conducted, the task is
complete, neglecting to do task-based and follow-up risk assessments. Private
security companies not large enough to employ dedicated Safety Officers, fall
short in this regard.
§
The drive to impress the client outweighs the
impact of negative actions – we are too scared to say “No, it is unsafe”,
fearing harming the relationship.
§
Poor/substandard engineering works sometimes
result in sliding gates derailing, falling on Officers manually operating
gates.
SAFETY
LEADERSHIP IN THE SECURITY INDUSTRY
Traditionally
Security Managers were not safety conscious, paying the concept lip-service and
sending staff on OHS representative courses. New generation leaders put safety first, encourage
safe practices, enforce the reduction of risk and come down sternly on unsafe
practices. Leaders who care for their people make sure they are safe at all
times. ENCOURAGING SAFETY IS A MORAL SKILL.
Key areas to confirm that you are
on the right track i.t.o safety leadership:
1.
What company critical safety controls are in place? Would they
prevent loss?
2.
All employees have a moral obligation towards
safety – is the MD’s annual safety review enough to encourage moral obligation?
What more can I do to encourage moral obligation in my company/department? On a
recent flight to Cape Town the purser said: “You are as responsible, as much as we are, for your own safety.” THAT resonates with me.
3.
Do we as leaders know the OHS Act? Study the Act!
Safety considerations leaders
should take into account:
v
Am I setting the tone? Do I do more than the minimum to encourage
safety?
v
Do I care for my people and remove obstacles? Leaders must check
for barriers which could result in unsafe practices
v
Am I in tune with my people? Do I know my people? If not, how do I
go about getting to know them better?
v
Leaders must not only be OHS Act compliant, they must ensure that their
personal values towards their staff and their safety, is a higher priority than
the Act. This is only achievable by being knowledgeable about the Act
v
Leaders must realise that leadership is a privilege – their first priority is to be a Safety Leader.
v
Leaders know when to say “No!” Can YOU say “No”?
v
Leaders must be cruel to be kind, and have those courageous
conversations (otherwise they are morally deficient), take serious actions,
make unpopular decisions and know when to say “No” to protect their staff
v
Leaders understand their accountability i.t.o safety and see it as
their duty to hold other leaders accountable for safety too
v
Leaders do not reward safety – the highest reward for safety is
the value of life. A lost drum of copper cable can be replaced, but there is no
replacing a life!
v
I encourage my leaders to ensure that they spend time with their
teams. I ask a lot of them. I ask them to walk night shift patrols with an
Officer, to drive with a Response Officer, to see how their personnel search
vehicles and test people for alcohol. I
ask this of my leaders because there is no other option for them but to care
for and develop those under their watch
SAFETY
ACTIVITIES THAT ENCOURAGE SAFE WORKING CONDITIONS
Below are a few aspects recently introduced in the private security
industry, supporting the moral obligation that safety leaders portray:
§
Formulate a company safety strategy, live by and
enforce the strategy
§
Appoint a Safety Officer, ensuring and
maintaining compliance through auditing, training and mentorship
§
Ensure that security personnel are trained as
OHS Representatives, first aiders and firefighters, and Managers receive annual
Act refresher training
§
Selected Managers become SAMTRAC qualified
§
Security Managers (highest level in the security
structure) must ensure the visibility and dissemination (amongst security
operations, guard houses and parades) of:
o
MD’s Annual Safety Review of events in the past
year, trends, root-cause outcome analysis, corrective action - as guidance for
baseline risk assessment reviews and audits
o
Quarterly MD’s Safety Pledge focusing on an
awareness topic and pledging staff support for the campaign
o
Structured/registered toolbox talks (parades and
security manned posts).
o
Establishment of a WhatsApp group posting Safety Shares amongst Managers
o
“Safety Moment” meeting openers
o
Senior management walkabout inspections visiting
posts, confirming staff familiarity with safety shares/toolbox topics/safety
pledges
o Declaring
Safety “Time-out’s” for serious safety incidents or identification of non-conformances,
to discuss corrective/preventative actions
CONCLUSION
In a time when security businesses are under pressure from the economic
downturn,
above-inflation wage increases and high fuel prices, these expenses
directly affect profitability but are necessities in our obligation towards
employees and clients. We must portray our
true Safety leadership skills,
ensuring that the industry meets minimum requirements of safe working environment
