Security Transition "Impact to Business"

This blog is intended to provide ample information when a decision to replace or abolish an existing security service provider is taken by higher management. Information may also serve as a guiding tool while mitigating such event. A total abolition of the hotel’s security force is often inevitable. Randomly a “transition period” as commonly called by many, yet hotel security professionals consider it more as a significant “security event” that must be dealt with thoroughly, efficiently and in an accurate manner.

Unknown to many, a “transition” in this nature has in its terms sensitive “underlying impacts” to the over-all integrity of the business in which, collectively as a management must come to terms. This preferably when a security force, more than just “guards in uniforms” has become a functional unit within an organization where guest service and business interests as primary factors being considered. 

While it is a prerogative of any company in replacing security service providers, nonetheless, it is for a security person as a responsibility, to lay out all the dimes to higher management, factors that would affect the business directly or indirectly, its immediate effects and other “impact areas”. The effort primarily should come from the corporate level who has the responsibility to provide the right information to owners where well-informed decisions to this effect are crucial. 

In any impending security transition, it is of pertinent importance for all key positions, managers, all department heads to recognize these effects to better address them, for a reason that a transition, does not affect one department alone, but the entire organization as a business. 

"The Impact Areas"

• ADDITIONAL COSTS - Training Costs for new guards now becomes an immediate expense on the part of Client Company.  
• TIME, RESOURCES (Training Hours) and EFFORT – Client company spends in Training Hours to bring the new guards in a level commensurate to company standards of service.
• ABRUPT INCREASE OF CUSTOMER COMPLAINTS – Expected as an immediate impact due to guard’s inadequate training, experience, basic know how and work attitude while in the process of adopting company’s culture and working principle.
• QUALITY OF SERVICE – Consistency of service will be interrupted that would result to immediate customer complaints, dissatisfied guests and failure to deliver standard quality of service.
• HOTEL POPULARITY INDEX – Hotel may experience unfavourable guest comments in on-line guest satisfaction surveys, social medias, OTA’s and other on-line engines as an immediate effect.
• INCREASED EXPOSURE to LIABILITY – Security Incidents may rise for lack of skill or knowledge on responsive security procedures which may place the hotel to an increased exposure to liability or indemnificatory situations under the guise of “guest complaints”.
• GUEST RECOVERY EFFORTS/COSTS – Hotel in re-compensating guests as part of recovery caused by guest’s complaints/inconvenience at the minimum and negligent security issues to the maximum. 

"An Efficient Transition Process"

Whether or not a total or partial replacement of security guards is implemented, the decision may have to require careful study on the process, come up with justifying circumstances, laying out pros and cons that it may bring to serve its purpose. The process should be well supported with a complete understanding of the nature of the business, from its very on-set and more particularly at its present state. A transition is best dealt with by setting it into phases. This allows fresh guards to gradually adopt the level of service with the mentorship of the existing security force who will render hands-on daily coaching and help minimize company’s costs of training. In this manner, an efficient transition is also expected to take place within a considerable period for new guards to fully understand company’s culture and the best practices of the business. 

"Hotel Security Point of View"

“Experience based opinions from Lodging Security Professionals, how other hotels dealt with transitions, how the process affected the business and the organization”

           -       MR. PHILBERT TOGLE, CSP, Diamond Hotel, Manila Philippines

       Security Manager

“In my experience, I can say that there are more pros than cons in absorbing guards from the previous agency. Training time was minimized as there were less people to train. Old guards have been utilized as “mentors” for the new ones as they were paired off in posts that require two guards at a time. The challenge was how new guards would cope with the new job – or how fast and well then can absorb all the tasks that were diligently discussed during the comprehensive training given barely a week before they started. Then again, the presence of old guards “kept the confidence level high” as we have developed the trust on these people. That was how valuable those old guards were during that dire situation as 2 out of 3 of the total roster were new guards. Had we not absorbed the old guards, our property could have possibly suffered several business impacts.”

-       LT. COL. RAUL PERALTA, CSP, Radisson Blu

Security Manager

“It really entailed us cost during the training. We changed our security service provider as recommended by the owning company with a new one from Manila. What we did was absorb half of my existing guards and endorsed them to our new Security Service but before doing so, all of them have to be processed again by the new Security Service Provider and endorsed to me for a final interview and confirmation. At least I have not wasted all my time, effort and money of the company losing all my guards since half of them had been re-hired. However, they have to undergo some procedures to let them realize finding a new job is very hard these days.” 

       -      MR. DANNY PINEDA, Discovery Group of Hotels

Group Security Manager/National President, AESSCCI

“I agree with Raul, but changing the agency and all or some guards is an inevitable happening that only management has the final say. We can only recommend citing advantages and disadvantages. What I am saying is, regardless of length or shortness of stay, an agency or its guards or some may stay as long as management wants if the agency and their guards perform outstandingly, consistently and with utmost loyalty to the client hotel. Or if trust and confidence is lost, the work relationship can be severed within 24-hours a challenge we security managers should be prepared for. Lastly, so as not to drain the resources of the hotel, you can ask the agency to pay (to be deducted from their billing) at least some amount (even token) as Training Fee because we do the training for their guards.”

        -     MR. NICOMEDES JUEZAN, Marco Polo Plaza

Chief Security Officer

“Sometimes, even with our good intention we cannot help but comply with the orders of our superiors. Some companies require that their guards be totally changed within a year or two so as not to get them become familiar with employees and suppliers for familiarity breeds contempt. They may have a point in this premise but it will also place a strain on the Department Head of Security who gets affected when his staff are all new and needs close guidance. We are the last line of defense and management would always want us to be incorruptible. You would need to spend more time training and monitoring performance and be at their side most of the time that mistakes are corrected immediately. Win-win situation, why not release half of your agency personnel and promise management to release the other half after 6 months. This way you will have the opportunity of developing half of your new agency personnel for 6 months and task them to guide the new batch of guards and you have will have someone during the orientation and on-job training for 6 months of exposure already. We are not completely going against management but compromising just to ensure that your department would function smoothly.”

         -      MR. BINGEN MENDEZONA, CSP - Aboitiz Equity Ventures

Vice President for Security

“At Aboitiz, I always advice the Security Managers to have a working relationship with security providers. A relationship that is good for both. Actually, providers practice from my experience, has been to absorb the current guards posted only changing very few. I also had to educate my bosses (business unit owner) who believed in changing security providers every 2 years for the sole reason that; they didn’t want the guards get too familiar to company staff? This is actually to me is contrary to good management or efficiency or to any good business sense. Amazing how this mind set of mistrust has come about. Again, I prefer a working relationship where the provider becomes more of an administrator and security manager decides on the operational format, staffing, schedules, etc. I know it goes against DOLE employer/employee relationship and nullifies the advantage of contracting. Thus I encourage our security service providers to step up and really learn the security industry so as they understand the clients real requirements and delivers a total security program, a full on working relationship with long term engagements. So “YES” I want to keep my trained security staff, even when I change security service providers.. But why not improve the security provider’s capabilities and engage him on a long term relationship. Change the company’s attitude of revolving door relationship with contractors instead and have a constructive long term security program.”

       -     MR. MARK GREGOR S. BATUCAN, CSP - Park – Inn Davao

Security & Safety Manager

“I totally agree with Mr. Togle. In absorbing guards who have rendered an enormous effort, most likely, the new ones will see on how they work. Thus, the effect will be positive and they will have a basis on what really Hotel Security Operations is all about.”

"A Desirable Approach"

• Consider temporal retention of 50% of the existing guards for a period of 3 months to beable to serve as “mentors” giving fresh guards a considerable immersion period enough to bring them to a desired level of readiness.
• An evaluation to be carried out jointly by client hotel and the new security service provider to identify merits of the individual guards and those who served as mentors.
• New Security Service Provider in coordination with client hotel to come up with a solid, cost effective training plan within that 3-month period customized according to hotel operations. Training venue, equipment, logistics to be provided by the new security service provider.
• Mandatory Assessment after 3 months to determine operational capability of new guards based on performance, guests and peer comments and familiarity of security operational procedures, etc., to be conducted jointly by hotel and agency. 

"From a Business Perspective" 

The Corporate Security Person being primarily at hand in similar decisions taken by a company must obtain first hand information from amongst his people directly on the ground. Lack of the information on the exact security atmosphere of a certain property under his turf would often result to unsound decisions, inaccurate information sent across his principals or business owners who will in turn concur to unsupported recommendations. Ultimately, end-users are bound to suffer directly and in turn the company as an organization absorbs most of the impact. Being the person who takes higher confidence from the business owners, one must exactly cognizant on what and how a business unit runs. Without such skill and knowledge, one must now come to terms whether or not he can take the job with that level of responsibility entrusted upon him towards his principals. 

In the hotel and lodging industry, it is of paramount importance to consider to name a few, consistent guard services, service quality, peculiarity of the job guards are tasked to perform and the training imparted by client company to these guards from the very on-set of the business, if only to align them with our brand standards of service along with the company’s culture. This is mainly for them to be able to adopt the level of readiness that we expect them to deliver to our guests.

There are a dozen and more implications and impact areas but then again, management decision shall prevail. Nonetheless, these implications and impact areas are worth evaluating from a business perspective to help enlighten our principals, general managers and superiors towards a well-laid out picture, if “guard retention” indeed, offers more harm than benefit on the business to be protected and to the patrons they serve… 

Security Best Practices (Walk Through Metal Detectors)

Security Professionals are continually faced with huge challenges on budget and cost issues when recommending to improve their properties' security environment. The challenge increases and becomes more difficult if the security point person does not enjoy the support of his Executive Officers. Confronted with this situation, the very role of the Security Manager is to help management understand the need, and the benefit the company would enjoy from the system. 

With the operability of the Walk-Through Metal Detector, the untiring support of my General Manager James Montenegro played a very crucial role in making it possible. As a sign of my appreciation, what I have below is part of the information I sent to my General Manager outlining few immediate effects and feedback after the system was installed. A little while after this upgrade, the Hotel's "Security and Safety" made its way to the "Third Rank" among the hotel's vital services in our recent "Guest Satisfaction Survey". Henceforth, I find it pertinent and proud to share this to fellow security practitioners as a positive insight to learning. 

Excerpts: 

The Walk Through Metal detector was in full effect on 8th of Sept 2012 at exactly 1700H this date. Fortunately, the implementation mostly took positive comments from guests while other nationalities (Americans, Koreans, Europeans) verbally commended the new system in place. A handful of locals also appreciated the system seeing the hotel's gesture and intent to protect its guests and visitors. A female guest in her early forties also lamented that hotel should have one as people are used to entering establishments with such system just like in prominent Malls. 

A non-uniformed police escort of a town Mayor after seeing the system in our Lobby Entrance immediately volunteered to inform security personnel of a firearm (concealed) with him and requested permission to gain entry. A prominent political figure also entered the hotel naturally, sending a positive gesture of his submission to the system.

Long Term Benefits:

The Walk-Through System has been an effective deterrent against criminal elements ranging from petty groups in common crimes against persons and property, to hard-liner personalities into terroristic activities. The level of security atmosphere in an establishment refers to the security presence felt at the very front base of the building. This is where first impressions are formed in the frame of mind of any adversary. As a common characteristic, terror groups would always go for what we call as "Soft Targets. Taking a little effort in hardening your property and not to become one would certainly deny these threats upfront. 

The security’s role should be driven to make higher management realize that it has invested a long term gain in terms of guest satisfaction, guest returns, repeat businesses and places the organization, no less the owners in a favourable stance when dealt with looming liability issues as a result of a potential security failure. Moreso, a desirable level of security would somehow reinforce the hotel's Sales Team when vying on "high-profile" accounts. Most often than not, these companies would consistently seek for a venue where security and safety are given preferential attention. The whole idea really is to send a message across to clienteles that the Hotel is effectively exercising its moral responsibility in delivering a reasonable level of intent to protect its guests and patrons. The more stringent hotel security measures are, the lesser risk exposure it gets in between the challenges of litigation. 

Common Concept of Operation:

Inherent to the system is an inspection procedure carried out by a Security Staff on the inspection table prior to entry. Security Staff performs "hand in heart" greeting to incoming guests and courteously asks permission to perform security inspection on their bags with the guest's presence. After a visual check on the contents, Security Staff warmly thank the guest and directs them through the Walk-Through. 

The other Security Staff stands by near the glass door and take's charge of the Walk Through Detector Readings and takes note on the Detection Reading Indicators. Security Staff per training is to conduct "non-intrusive" way of detection and can only request for pat-down inspection if and when, a firearm or bladed weapon is discovered from the guest's possession. 

Guest after presenting valid documents authorizing him to possess and carry his firearms, guest will be requested to deposit the same at the vault in presence of the Duty Manager and Security Officer after which, a claim stub will be issued. Firearms will be checked, unloaded and cleared in a bullet trap prior to storage while pertinent details of firearm documents will be photocopied, logged in the "Firearms Log Book".

"Securing Your Hotel Resort Premise"

This blog aims to impart few basics for Security Officers about securing hotel or your resort premise. A personal approach that i employed at Hilton Resort and Spa during my stint as the Security and Safety Manager and apparently rendered a significant impact towards the over-all security in the property. Let me share with you what we had then. The concept of most if not all major hotels and resorts here is usually a mixed proprietary and contract security services wherein proprietary security officers generally take charge of internal security while agency guards securing external premise and hotel major access points. The resort is fenced and main gate offers a good stand-off distance from the main building hence employing armed guards at the main gate is certainly desirable. This goes the same with other access points enroute to the resort interior premise that sits directly by the roadside.

Though armed guards seemed to enjoy a sort of acceptance already in Philippine hotels and resorts more specifically in the southern parts of the country, the security person's role is to aim for optimum control over it and ensures management is well briefed of relevant issues to this effect to include the accompanying liability issues. Policy intervention also plays a crucial factor, e.g: rules of engagement, no armed guards at guest areas, weapons check, weapons deposit and safekeeping policies, armed patrol coverage, weapons safety and disciplinary system, etc. I also employed support services of the city's "Tourist Police Officers" or more popularly identified as the "Task Force Turista" doing erratic patrol and provided us with ample visibility in the facility but not at guest contact areas.

Security companies nowadays use semi-auto pistols, 9MM's and shotguns to which we deployed replacing old and unserviceable revolvers shortly after i assumed office. However, shotguns are confined to the main gates, kept in firearm boxes and carried only at night. The contention really is that, armed guards if there is a necessity to use them should not be employed in a manner that may alarm hotel guests yet keep its existence aimed in providing them a reasonable level of security when situation warrants.

"Threat Detection" still plays a collaborative role in the over-all security of the premise (intelligence build-up) hence, employing force multipliers from external friendly units within the immediate community would help in this aspect. We made use of community based “Barangay Peace Keeping Action Teams (BPAT), Barangay Intelligence Networks (BIN), Local Tanods and other peace and order watch teams to reinforce security of the outer perimeter areas and help us deal with potentially harmful external threats through wise management and utilization of valuable intelligence information.

But then again, the concept would always vary as against the need of a particular facility being protected. Among few points of consideration are the nature, type and the level of threat you expect to deal with, degree of risks, background of local environment, crime trend, profile of the business being protected and its patrons, over-all peace and order situation in the region and others. And as always been said, no two properties have the same security requirement. There is always that peculiarity and uniqueness. I dealt with mine then, what could be yours to deal with today?

Hope this would help Hotel Security Practitioners in hardening soft spots in their own  properties.. Thanks!

Robinson's Cebu Fire Incident - "Focal Points"

“(I want to make it a policy that) if you have money to invest on high-rise buildings, you should also have money to spend on a fire brigade,” Rama said.” An excerpt from a statement of Cebu City Mayor Michael Rama in a meeting he called with Cebu Chamber of Commerce officials. This after a fire gutted one signature boutique in Robinson's Mall Sunday afternoon 17 April 2011 and partly affected guests from Cebu Midtown Hotel.

The Mayor’s statement raised thoughts amongst observers from the Security Community and will definitely boost all efforts and intents of all Security Professionals in enlisting the support of higher superiors and corporate managers. Once again, the incident has become another case study which will help enlighten corporate decision makers and business owners. Another head-knock for them to invest fairly on security and safety and seriously consider in improving in this aspect regardless of the type of environs they are in.

Corporate figures and business owners as an immediate effect in the Robinson’s fire incident may have come to recognize the importance on the safety aspect of the building and this includes the welfare of its customers. Expectedly, it has also become a critical point of interest to Cebu Midtown Hotel management which is exposed to greater risk against potential litigation issues. It can be gleaned in news reports how hotel guests complained of being unaware of the actual fire in the building. One guest declared that there was no audible notification system which could have promptly helped them flee to safer grounds. Another claimed that not one from any hotel staff bothered to inform them of the on-going incident. One factor that intensifies this issue is a threat from one of the hotel guests in filing a legal suit against the hotel as a result of these lapses.

As the succeeding stories unfold to the public, we can expect a very surprising fascination how investigators and public figures will throw a very keen eye on the safety and security features of the building. Most of them will certainly become instant experts in this field over a few appearances and a little mouth-blabbering both in print and broadcast media. Business owners on the other hand who now foresees critical liability issues will interestingly focus and perhaps learn to appreciate the real essence of safety and a considerable level of security that they have to extend to its patrons and just the same to its employees.

Hopefully, this incident will aggressively remind hotel and lodging owners of this long standing in-keeper’s policy in providing “reasonable care” towards the security and safety of its guests and customers. It is under this context where investigators are expected to drive inquiry proceedings by solely threshing out at the firm's Crisis Management Program, Emergency Procedures, Incident Handling, Contingencies and in particular how the mall or the hotel administers its personnel evacuation plan.

Wherever this may lead on, all thoughts will certainly be heading towards those same old things in the shelf.

• A Security Department is a non-income generating unit therefore does not deserve any further investments.
• Security and Safety is just about unworthy spending! No R.O.I.
• It will not happen to us attitude!
• Denial. A wrongful frame of mind!
• Threat and Risk Ignorance!

“Nonetheless, there will be a continuing effort from the security industry to make people realize, that security and safety is far beyond a common sight of a security guard in uniform and a whistle.”

"Security Professionals battle to make corporate managers realize that we are now in the era towards the totality of a Security Person’s duty which is Loss Prevention, Threat Identification and Mitigation, Calculation of Risks".



"Most importantly, Security Professionals are just simply there to impart opinions on how to continue the business right in the middle of unwarranted emergencies". Along this line, let your security managers perform their roles, lend an ear and tightly listen. It is in this period wherein your security managers need your support at the fullest."

"Company decision makers should finally realize that the most focal role of the person in-charge is to help place the company into a more favorable footing in between unfavorable situations. It is a proud objective that requires relentless support from the top line management, and that of the corporate".

In this case with Robinsons and Cebu Midtown as a result, a recurring challenge now lies in recognizing among others, the cost of damage to property, recovery and restoration, man-hours, downtime, insurances, image re-building, indemnification and dealing with looming legal issues.

With a workable "cost and benefit" analysis, the figures that they are about to spend on these areas should be taken into account clearly, as against the cost if the company has decided to invest in security and safety systems in order to provide a desirable level of protection to its assets at the very on-set of the business.


Photo: Travelpod.com

Hotel Security Role - In Between Hard Times

Far beyond the normal responsibilities of the security department is to strive and reinforce management in its effort towards cost reduction. Most often than not, others simply look at security as pure guarding services, but there is this unforeseen role that a security unit has to play in order to become pro-active especially in times when business is low and revenue seems to be shaky. At the least, security being a non-income generating department, its role should be driven up to help in the company’s cost reduction effort by working hand in hand with facilities management.

While recycling office supplies has become a common scene in any working environment nowadays, a security unit can do more to this effect. One collaborative activity would be helping the hotel’s maintenance team in monitoring energy wastage and ensure that inappropriate usage of resources are properly monitored and acted upon. For one, this can be done through the security officer’s patrol checklist since security staff follows routine patrol procedures with pre-defined intervals. While doing so, it may now be practical to include observations such as unattended lights in offices, electrical stations, utility rooms, pantry, storerooms and other areas where access can be controlled.

Immediate reporting of defects noted on basic utilities such as a common sight of a leaking toilet pipeline and ill-usage of air-conditioning units could also make a significance in the hotel’s over-all energy consumption rate. Shutdown Procedure if in place is also a good component to reinforce this effort wherein unoccupied floor levels, guest corridors and selected public areas are scheduled for shutdown on certain periods whenever practical to do so.

Whilst, it is the moral responsibility of every manager to ensure that hotel resources are used wisely, a security unit can go far above the physical security aspect of its duties and make a step forward. In these times of economic uncertainties, an ideal security unit has to create means to become productive and may now aim towards its most crucial mission which we call “Loss Prevention.”

May this inspire our comrades in the security community and help achieve our goals!