Security Service Management

City mall

June 1

2012
Project Report

A Summer Training Project On

Training Undertaken at

City Mall, Kota

-------------- Security Services Management -------------

Submitted in partial fulfillment for the Award of degree of Master of Business Administration

Submitted By: Nikhil Yadav MBA Part 3rd

Submitted To:Ms. Neha Garg

Year 2012

2013

Modi Institute Of Management & Technology, Kota PREFACE

I took my management training of 45days from 01-06-2012 to 15-07-2012 at CITY MALL OF KOTA , KOTA which is a govt. of India enterprises. According to the rule of university of Rajasthan towards the fulfillment of 2 years degree course of MBA . We are supposed to go training of 45days after 1ST year.

The object of practical training in management filed is to co-relate the theory with practical knowledge & to make student familiar with industrial environment.

I have been fortunate to get practical training in such a industry which has been continuous by climbing the Dadder of development utilizing the latest technology .Here I could knowledge of various equipment which are tested & calibrated in the enterprise. My report that follow is the summary of all the knowledge that I gained additional.

ACKNOWLEDGEMENT
First of all I wish to express my sincere thanks to the Rajasthan Technical University, which introduce the scheme of providing management training for management student during the 2 year course of MBA. With the drastic development of communication & speedy industrializations of the country I consider myself to fortunate to have undergone management training in CITY MALL OF KOTA , KOTA. I am very thankful to Mr. Kamal Kishor Sharma (Security Manager of City Mall of Kota, Kota) & other concerned person of City Mall, Kota for their guidance, constant encouragement, strong support & kind help of understand many management aspects in my training period.

NIKHIL YADAV

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Chapter Name

Page No.

Introduction of an organization Company profile Project profile Research methodology

Introduction

About city mall the first and only mall of Kota

The City Mall will be coming up on the citys most important thoroughfare, adjacent to the Instrumentation Township and only a kilometer from Talwandi, the main institutional hub. A 15 minutes drive will take you to the railway station and the bus stand while the airport lies merely 2.5 km away from the Mall. The famed Chambal gardens is situated at a distance of 5 km with Chambal river, the only perennial river in Rajasthan and the magnificent Kota Fort lying not very far from the Malls location. The catchments area of the City Mall will cover a target population of 2 million making it the most investor friendly location.

For the generation next, the City Mall will be the Mecca of entertainment and recreation, where fun, food and frolic will co-exist under the same roof, together with an enriching shopping experience. The four-story construction of the mall will cover a built-up area of around 2,60,000 sq ft, well embellished with stunning interior design and dazzling decoration. The ground, first and second floors will be covered by Big Bazaar and variety of showrooms, while the third and fourth floor will comprise of four cinema screens, which will be complemented with restaurants, amusement corners and food court. With brands like MC Donald's, Fun Multiplex, Levi's, Domino's Pizza, Cafe Bollywood, Pepe Jeans, Fundoo Zone, Adidas, Cafe Coffee Day, etc. it would be a destination everyone would prefer. Shopping Arcade Conveniently spread over 4 floors. Shopping space spread over a large area of 2.60 lac sq. ft. 45,000 sq. ft. of anchor store across 3 floors by Pantaloons - BIG BAZAAR Various sizes of kiosks and showrooms ranging from 150 sq. ft. to 1500 sq. ft.

Spectacular the never ending fashion carnival

Vibrant, colorful, attractive, fashionable, trendy, exotic, mystical and the list goes on. It is impossible to narrate the incredible shopping experience at City mall in words. It will only be felt and appreciated when actually visited. A haven for shopaholics offering irresistible choices from branded apparels to designer jewellery from furniture to fashion accessories and from exclusive western outfits to celebrated kota-doria saris. Being an ideal retreat for every shopper the retailers at City mall can never sit idle.

Temptation the sinful delight Indulge yourself in the world of aromas that tantalize, the exquisite presentation that is feast for the eyes and savory flavors that titillate the taste buds. Food that ranges from Indian, Chinese, Continental and Italian to American fast food, thus drawing all type of consumers invariably. Infinite variety of Foods that can satiate your appetite but not your yearning. So stop pondering, submit to the temptation and relish the guilt. The feast at City mall grows perpetually and so does the profits.

Food Courts

Spread over an area of 6000 sq. ft. Large multi cuisine food court with 200 person seating capacity. A coffee lounge on the ground floor to relax and rejuvenate.

Exquisite experience of dining on a roof top restaurant.

Multiplex

Theatres by India's leading multiplex chain, Fun cinema of Zee group. 4 screening halls with total seating capacity of 950 persons. Ticketing facility on the ground floor. Spread over an area of 30,000 sq. Ft.

Entertainment Zone

Covers an area of 6,000 sq. ft. Encouraging footfall of the youth with Bowling Alley, Virtual reality games and Billiard's court.

Open plaza on ground floor with fountains and sit outs accompanied by beautiful landscaping.

Special attraction for kids: a play station.

Owners & Developers

ARG Group

Established in 1989, ARG group is a renowned name in real estate business. It has offered the citizens of Jaipur numerous residential and commercial complexes of finest quality, and also established itself successfully in other parts of India. Their creations have received huge appreciation and recognition from the fraternity of investors, buyers and retailers. The group has achieved greater heights under the competent leadership of Mr. Atmaram Gupta, who is a Chartered Accountant by profession and education. The Governor of Rajasthan has awarded him a First ISO 9001:2000 certification in the Builders and Developers Segment and his contribution to society and business is unparalleled. The group has recently launched its Mega Multiplex and Mall at Gwalior City, a project spread over a huge area of 3,00,000 sq. fts. named as Dindayal City Mall, Gwalior, wherein most of the international brands have signed for leasing arrangements.

Pandya Group

PANDYA group the proficient pioneers of the grand Kota City Mall project have diversified business establishments dealing with Petrol pumps, Vehicle finance, Hostels and Real Estate. The group has its roots dating back to 1860 and has since then achieved numerous milestones. The ventures undertaken by the group have success stories

which are a reflection of its farsightedness, profound business acumen and commitment. Today the group is growing from strength to strength under the dynamic leadership of father son duo, Mr. Devendra Kumar Pandya and Mr. Virendra Pandya. Being a trendsetter, the Pandya Group is once again all set to create a landmark for the Kota city with their latest venture KOTA CITY MALL...

Owners & Developers

Company Profile

Foundation Of Company Mr. Virendra Jain Pandya

(Chairperson & Managing Director)

Owners & Developers

Project Profile
I have completed my summer internship in city mall, Kota. In my training time I have got followed security services management in Summer Hungama 2012 . Mr Kamal Kishor Sharma is a security manager of City Mall, Kota. He manages the all security services in City Mall. I am very thankful to him . I have learnt many skills and protection arts by Mr Kamal Kishor Sharma sir. He manages many departments in city mall, kota

Security Services
We specialize in providing a wide set of Security Services to our prestigious clients of city mall. Our clients can avail services of security guards, personal bodyguards/VIP protection, armed escort services, event security management, dog squads and trained lift men from us. Furthermore, we have the option to provide our clients with single man guarding contract to a malls security team. Each of our guards possess licensed arms and are well-trained to handle all kinds of emergency situations. Mall Security Guards Event Security Management Services Personal Body Guards/ VIP Protection Security Guard Industrial Securities

Housing Society Security

 Mall Security Guards

My team provide active and educated Guards. Who are firmly dedicated for your Safety and Security. We provide completely trained Gaurds who are checked for their backgrounds before selection.

Event Security Management Services

We make special arrangements for providing Event Security Management services to our esteemed clients. Our organization makes arrangement for providing security services to music concerts, sports, marriages and auctions. These services are executed with the combination of electronic gadgets, computerized systems and efficient security personnel. Furthermore, our management coordinates with the local law enforcement and medical services for any emergency circumstances.

Personal Body Guards/ VIP Protection

Clients can avail from us reliable professionals as Personal Body Guards/ VIP Protection. Our organization selects physically fit, young and experiences body guards who are highly demanded among celebrities, politicians and high-profile businessmen. Furthermore, these services based on the talents of experienced local and international operators. Belonging to special forces, these guards possess unique abilities and have to undergo vigorous vetting process before the selection.

 Security Guard
We provide active and trained Security Guard to our esteemed clients. Our management makes sure to conduct a thorough verification procedure to check the background of these guards. Trained to be alert, these security guards are capable of protecting our clients from all kinds of dangers and threats. These services are highly demanded by businessmen, VIPs, corporate houses and residential societies.

Industrial Securities
Our industrial security personnel deter, detect, observe and report pilferage and keep the assets and premises safe. These security personnel are ever in a state of preparedness to handle any sensitive issue rapidly. They swing to action immediately and seek resolution they are trained to handle delicate and volatile situations , riot control, crowd control, stampede situations in case of fire or otherwise and reroute unruly crowds many are drawn from defense backgrounds and hence are efficient disciplined and commanding , invoking respect and obedience

Housing Society Security

We are offer Housing Societys Security service. We ensure that intensive and thorough training sessions are conducted to efficiently handle the emergency and contingency situation. The personnel are highly experienced in the respective assigned tasks and ensure to provide the best security.

Research Methodology

Survey of Mall Security Directors

We sent letters with surveys attached to 1,372 security directors of enclosed retail malls across the country having at least 250,000 square feet. The letters were written on ASIS letterhead. The response rate for the first wave was disappointing: we received just 32 completed surveys. Several security directors called and told us that they had been instructed by their parent organizations not to cooperate with the survey. These large mall owners were members of the Security Committee of the International Council of Shopping Centers. Several weeks later, a follow-up letter was sent out, this time on National Institute of Justice letterhead. The second letter got a somewhat better response, for a total of 120 completed surveys. This is certainly lower than the rate we had hoped for, but better than we might have expected, given the circumstances. We did not observe significant differences in response rates either by size of mall or region of the country (East Coast, South, Midwest, West, or West Coast). The median number of security employees at the malls responding to the survey was 5 full-time and 5 part-time staff.

Hiring Standards
We began the survey by asking mall security directors about qualifications for hiring new employees. Nearly half of respondents said they had education standards, most often a high school diploma or GED; very few malls required advanced education of new hires (see Table 6). About one in three respondents said that they had experience requirements including prior law enforcement, military, or security experience and/or state certification. Less than one in ten indicated that they had age requirements, and about the same proportion said they had other requirements, including a valid drivers license or clean driving record.

We also asked respondents whether they required background checks on new employees. Nearly all respondents said they required criminal background checks, while slightly more than half required drug tests as well (see Table 7).

Training
Participants were asked how many hours of training new employees receive. Training averaged about a week (mean = 45.1 hours; median = 40 hours). The vast majority of new employee training was either done in-house (50%) or by the parent security company organization (31%). Local government entities (police, fire, or state/county officials) together conducted training at 17% of the sites (see Table 1 in Appendix A for further detail).

When asked if employees receive special training on preventing and responding to terrorism, just over half (52%) of the security directors responded affirmatively. When asked to indicate which areas are incorporated into their antiterrorism training, the directors most commonly cited working with first responders (46%). Another 43% mentioned securing the scene after an attack, 41% identified access control, 40% said responding to changes in national alert levels, and 34% indicated identifying terrorists (see Table 8). Other areas identified by smaller numbers of security directors included training in weapons of mass destruction (WMDs) and evacuation procedures.

Antiterrorism training was provided in-house according to 28% of security directors. The remainder said that the training was conducted by a variety of sources, most commonly law enforcement or fire personnel, trainers from parent security organizations, consultants, or homeland security (for a breakdown, see Table 2 in Appendix A). Just over one in three respondents (38%) believed that their malls antiterrorism training was adequate. Exactly half believed it was inadequate, and the rest were not sure.

Changes in Hiring Standards, Training, and Spending on Security Since 9/11 We asked the security directors how much had changed since 9/11/2001. It turned out that remarkably little had changed (see Table 9). Only 6% of respondents said that hiring standards were more stringent since 9/11 and just one in ten said that additional background verification was being required since 9/11. Those who did have additional requirements indicated that they now conducted more thorough checks or ran drug checks (see Table 3 in Appendix A).

Similarly, just 16% of the security directors said that their budgets had increased beyond the rate of inflation since 2001. Those who indicated an increase in expenditures said that the increased funds had been spent on new technology (better communication or CCTV systems), increased manpower, developing emergency response plans, or performing risk assessments (see Tables 4 through 4d in Appendix A).

Prevention Strategies
The next section of the survey asked respondents about protective measures they may have taken to reduce the likelihood of a terrorist attack. These included the development of security goals and objectives, human surveillance strategies, access control, and technology. Slightly over one in three (37%) of the security directors said that they had developed a set of goals and objectives with respect to protection from terrorist attack. One in four said that they had specific performance measures to define whether they were meeting those goals.

Patrol strategies
Few malls (34%) ever used undercover staff as part of their surveillance strategy, and most of these did so only occasionally. But about half (49%) of the respondents said that their staff were instructed to be on the lookout for unusual behavior or dress of mall clients. The kinds of things security staff were instructed to look for included generally suspicious behavior, taking photos or notes of the facilities, suspicious clothing (extra bulky), and large or otherwise unusual packages (see Table 10).

Almost all respondents said that their malls had well-defined policies on what to do when security guards encountered a suspicious person. In most cases, the encouraged response was to continue surveillance and/or report to a supervisor or law enforcement, if required (see Table 11). About one in ten respondents said that their policy was to have staff approach and talk to the suspicious individual to gain better information on what they were doing.

Nearly two in three (63%) security directors said that their patrol and surveillance strategies had changed since 9/11. The most frequent changes were to increase the visibility of security officers, instruct officers to be alert for suspicious individuals, and pay more attention to cars and delivery trucks coming into the mall (see Table 12).

Access control.
We asked respondents whether they had plans to restrict access to sensitive areas of the mall in case of a change in the national threat advisory system or a specific threat. Six in ten answered affirmatively. Nearly the same proportion (56%) said that they had developed or reviewed plans to keep potential wrong-doers from breaching sensitive areas since 9/11.

Technology.
We asked the security directors about whether they employed technology to make their malls more secure. Half of the security directors said that their mall had a CCTV system (see Table 13). The vast majority of these systems (81%) were used to monitor events in real time. Three in ten malls had installed bollards, or passive barriers, to prevent vehicles from breaching the entrance. Fifteen percent of malls reported employing explosive detection technology or bomb-sniffing dogs, while one in ten had installed technology to clean the air inside the mall of smoke or other contaminants. Very small percentages of malls had installed window film or explosive resistant trash cans (4%) or equipment to detect biological or chemical agents (1%).

Emergency Preparedness
Three out of four (73%) security directors reported that they had developed written protocols for security staff to follow in the event of a disaster. The same proportion reported that these plans included coordination and communication with local law enforcement, fire, and medical first responders. A much smaller number (3 in 10) had held exercises to rehearse emergency protocols with first responders. Most commonly, the exercises were held with local police or fire departments. Other malls conducted exercises with EMTs, Red Cross, the Federal Emergency Management Agency (FEMA), or FBI staff (see Table 14).

Coordination With the Public Sector

Mall security directors indicated a low level of support from their state homeland security advisors. Just 3% said that their state advisors were very involved with security planning, while fully 78% said that their advisors were not at all involved (see Table 15). The major impetus for involvement of the state advisors in mall security has been the Buffer Zone Protection Program (BZPP). Nine percent of survey respondents said that their mall had been designated as a critical asset under that program, and another 7% believed that they would receive such designation. Security directors indicated that funds received through the BZPP would be used to install or upgrade CCTV systems, install bollards, or improve training of security officers (for a complete breakdown, see Table 5 in Appendix A).

Survey respondents reported that their local police were more involved with security in their malls than were the state homeland security advisors. As Table 16 shows, two in three mall security directors characterized their local police as being at least somewhat involved in their security planning. Nearly half (44%) of mall security directors stated that law enforcement officials regularly shared key intelligence with them, and another 34% said that information was sometimes shared. About one in three (36%) security directors said that their relations with local law enforcement had become closer since 9/11.

By a large majority (63%), mall security officials would welcome greater involvement of their state DHS and law enforcement officials in security planning. (In fact, 80% had invited local police to patrol or set up a mini station in the mall.) Survey respondents felt that public officials could assist them sharing more key intelligence (40%), by conducting risk assessments or developing emergency management plans (33%), or helping to train security officers (27%). Nearly three in four mall security directors (72%) also felt that there were specific things that the federal DHS could do to make malls safer. What most respondents wanted was help with training and better sharing of threat intelligence. Others sought more funding for equipment or help with developing emergency plans (see Table 17).

Opinions About Terrorist Threat

The final section of the questionnaire asked security directors about their thoughts on the danger posed by terrorism and any additional steps they believed necessary to adequately protect their malls. They were asked to rate terrorism and five other security concerns (shoplifting, vandalism, burglary, kids loitering, and robbery) in terms of importance in daily security work. The results, presented in Figure 5, indicate that terrorism was ranked first by 27% of respondents, slightly less than the 30% who ranked kids loitering as first. Interestingly, terrorism was also the security concern most often rated as least important. One in three respondents rated terrorism lastfar more than rated any other concern last. This suggests a bipolar reaction to the terrorist threat: it was either a serious concern or was viewed as a problem confined to certain cities and not one high on the priority list of malls in the heartland.

Security directors believed that, if a terrorist attack came, it would most likely take the form of a bomb blast in the interior of a mall (see Figure 6). Small numbers of respondents also feared a car bomb, attack with small arms, or a biological or chemical attack.

Slightly more than one in three security directors (38%) believed that implementing additional security measures was critical. The most common measures sought involved new equipment to better monitor the mall or to protect it from car bombs (see Table 18). Some respondents also thought more funds for training were important. Just 16% of security directors who articulated critical measures said that those needs were being addressed, and three-quarters of these respondents said this was due to lack of funds.