A value-added service
Published: 04 December, 2008
Having been retained by Guarding UK in March to assist in growing their business in the shopping centre and related markets, I took a pace back to investigate what people in all parts of the shopping centre industry - operators, managers and owners - really want from a security provider.
I discovered a hierarchy of needs. Shopping centre operators clearly regard the security team as central to the smooth running of the centre. Security officers tend to interface with customers, and therefore must possess good interpersonal skills. I found that virtually all participants talked about the importance of creating an ambience that is conducive to customers spending time and money. Martin Miranda of LAP believes that the role of the 'customer service officer' is 15 per cent security and 85 per cent customer service.
It was also felt that the security team has an important role to play in protecting the asset that a centre represents. In many areas, disaffected elements of society, particularly in groups, present a perceived threat to customers. The security team has a role to play in ensuring that footfall and dwell time are not adversely affected.
Martin Taylor, chairman of the BCSC Security and Safer Shopping Committee, believes that too aggressive a presence can be worrying for shoppers but visible, smart ambassadors can be reassuring.
The basic, underlying requirement is similar for all. However, what is expected from the security provider varies considerably. The introduction of regulation through the Security Industry Authority has levelled the playing field. Basic service provision comprises licensed officers in possession of the required level of general training. They must be familiar with the centre - particularly relevant for officers covering for holidays and sickness - and continuity is of inestimable value. As David Collins of DTZ says: "Lose a security officer and you lose a wealth of experience." Quality of staff is likewise important.
Some centres require only basic manpower which can be trained to their specific needs. Mel Glasby of Stockland UK, for instance, feels that security expertise is available within the centre, and is looking for back-up from his contractor in terms of manpower management.
At the next level are those who also expect pro-active input from their security provider, with more intensive off-site management input, working closely and innovatively with centre management to introduce initiatives that continuously improve security performance on site. Many shopping centre operators regard the security team as their 'eyes and ears'.
Security officers will often be the first on the scene of an incident, or come into possession of information about, for example, a change in circumstances of a tenant. Good communication in these cases is essential to centre management. As Lindsay Armer of Cushman & Wakefield says: "The valuable time of a surveyor with a healthy portfolio is much in demand. We shouldn't be getting continuously sucked into day-to-day issues. We need to be able to pass ownership on to the supplier and hold them accountable for the service."
Finally, at the highest level, are those who expect their security provider to develop solutions and advise on security related issues. Support at this level will include the capability to develop solutions incorporating electronic security, CCTV in particular.
Retail parks present quite a different security challenge. Service charges are unlikely to support much, if any, on-site security, and the expectations of tenants in the burgeoning shopping park sector are becoming more consistent with shopping centres.
The process for choosing suppliers varies; however the desired outcome is largely consistent. Andrew Thomson, of Freshwater, maintains a spread of providers "to keep them on their toes".
On the question of bundling services, some believe fervently that services should be procured on an individual basis. Others equally fervently believe in an integrated approach.
Mike Davidson, of Land Securities, believes that a good management structure can integrate isolated business streams. Hilary Pearce, of King Sturge, runs a multi-functional team, and recruits for 'customer service advisers'. Ray Cliff of Ray Cliff Consulting, who has strong experience in this area, observes that any employment solution can work, and conversely any can go wrong. Attitudes and relationships are crucial in determining success or failure.
